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Perhaps one of the main areas in HR impacted by COVID-19 has been recruitment. Traditionally, this function relied heavily on established processes; however, recruitment teams have had to rapidly fast-track the reinvention of many of their procedures to facilitate remote recruitment and onboarding.
Alongside these process changes, there has also been a significant shift required in recruitment professionals’ skills. Although many organizations had already embraced online candidate screening using software tools such as Webex, Skype, and Zoom, virtually recruiting through the full cycle—from identification to onboarding—has become the new norm.
Moreover, internal mobility and upskilling programs have gained a greater focus. Consequently, there has been a shift from looking externally for new talent to embracing and developing internal talent. In addition, the need to embrace flexibility in worker location has become more critical than ever.
Furthermore, workforce diversity now carries the urgency and accountability it always deserved. As a result, workforce demographics have broadened to include freelancers, short-term contractors, and skilled resources supplied via specialized external service companies.
With each change, there comes a mix of benefits and challenges that have stretched recruitment teams’ abilities in organizations of all sizes and sectors. Given the changes that have taken place, what might the future of recruitment look like?
Diverse workforce demographic mixes will continue to support the agility and flexibility needed in organizations. Consequently, recruitment teams will review business requirements and consider more comprehensive options, looking at possible internal talent moves, temporary solutions, and short-term contracts.
A key factor in recruitment will continue to be cost containment. However, this must be balanced by ensuring that the organization builds the required skill base to succeed both in the long and short term. Moreover, the increased focus on internal moves will require that recruitment teams develop a closer partnership with learning and development and talent teams to leverage upskilling and succession planning.
In order to map internal talent to job vacancies effectively, improved recording and maintenance of employee profiles will be essential. Additionally, organizations will need the ability to search for critical skills and performance criteria. Thus, data mining and AI systems will be leveraged to make the identification and selection process more robust and accurate.
As part of this evolution, online portfolios that demonstrate performance, learning, and future workforce skills may become more common, potentially replacing traditional development plans.
Furthermore, recruiters can leverage the power of existing employees to find quality applicants. By letting them know if you are actively recruiting and setting up a referral reward program, organizations can engage employees in their recruitment strategy.
In addition to skills diversity and internal talent promotion, the move towards remote working can give recruiters access to a broader talent pool. Consequently, this shift opens up opportunities to attract diverse candidates from various backgrounds.
Moreover, conscious or unconscious bias towards gender or race can be reduced when there is more transparency throughout the recruitment cycle. By utilizing technology, organizations can promote diversity effectively.
In this context, using AI and data analysis, such as language learning software programs that perform linguistic analysis, can help identify biases in the recruitment process. These programs look for words and word clusters specific to jobs, adding and subtracting points for “positive” and “negative” expressions. Thus, the focus remains on the content of what the person is saying, rather than on other elements such as their accent.
Job descriptions will move away from the fixed and siloed approach previously taken. Instead, they will be based more on skill sets and performance. Moreover, recruitment teams themselves have often been the first to be relocated in their organizations during downturns in hiring. As a result, they have experienced firsthand the need for employees to demonstrate flexibility, adaptability, and the ability to learn new skills quickly.
Jobs may also be based at various locations, with combinations of office, workspace hubs, and home working becoming common. Consequently, the increase in remote working demands a different approach to job descriptions. Individuals are required to plan and think for themselves while taking accountability for their performance and the achievement of goals.
In addition, the future workplace is likely to require more project-based and cross-functional working. Thus, recruitment teams will need to prioritize potential and transferable skills, such as problem-solving and adaptability, over work history and technical ability to perform specific tasks.
To combat the challenges of remote teams, a focus on spelling out the details of the role with metrics and tactical goals helps to align the new employee with what the organization wants them to achieve. Furthermore, employees gain a more holistic view of the full value chain, including cause and effect, and how their achievements contribute to the organization’s success. Ultimately, this knowledge enables autonomous decision-making based on the organization’s goals.
Many organizations were already using video interviewing and remote assessments before the pandemic. However, we are now witnessing end-to-end virtual recruiting processes that have fundamentally changed how companies approach hiring. In fact, the reliance on technology has accelerated the adoption of tools that streamline the recruitment process, making it more efficient and less time-consuming. As a result, many businesses are finding that virtual recruitment not only saves time but also allows for a wider reach when sourcing candidates from diverse geographical locations. This evolution underscores the necessity for recruiters to embrace digital tools and methodologies.
Some candidates will experience a completely virtual hiring process, meaning they may not set foot in the workplace until they are onboarded or even later. Conversely, executive-level staff are more likely to undergo a hybrid recruitment process that includes online screening, face-to-face engagement, and site visits. This dual approach caters to the need for personal interaction at higher levels while maintaining the efficiency of virtual processes. Moreover, this shift allows organizations to demonstrate their commitment to flexibility and adaptability, traits that are increasingly valued by top talent. Consequently, companies can enhance their attractiveness to prospective employees who prioritize work-life balance and remote working options.
Streamlining recruitment online brings both cost and time savings, but it also introduces new challenges for recruitment teams. For instance, key issues include the lack of human interaction and the inherent problems that arise when technology gets in the way of effective communication. Indeed, we have probably all experienced an online meeting where the system slows to a halt or even disappears altogether in mid-flow. Furthermore, these technological hurdles can create barriers to building rapport and trust with candidates, making it harder to gauge their fit within the company culture. Moreover, a stilted conversation is difficult enough when communicating with a known colleague, but it becomes much more off-putting during an already emotive recruitment process, potentially leading to negative candidate experiences.
Another challenge of virtual recruiting is the recruiter’s skill and ability to adapt to this new way of working. For example, trying to run an assessment center online can be infinitely more challenging than when done face to face, requiring new strategies and techniques to engage candidates effectively. Additionally, team dynamics during screening can be difficult to assess effectively, as non-verbal cues may be harder to read in a virtual setting. Thus, recruiters must develop their digital communication skills and become adept at using various online platforms to facilitate smoother interactions. Moreover, ongoing training and professional development will be essential to help recruiters stay updated on the latest tools and best practices in virtual recruitment.
Furthermore, there is pressure on the recruiter to create and maintain a positive and engaging candidate experience while ensuring that the employer brand is represented in the best possible way. To address this, recruiters may need to consider using technology such as chatbots to provide an online solution for candidates who have basic queries during the process. This approach not only allows recruiters to focus on more substantial engagement but also enhances the overall candidate experience by providing instant support and information. Additionally, personalizing communication with candidates, such as sending tailored follow-up emails or feedback, can significantly improve their perception of the organization and foster a sense of connection, even in a virtual environment.
Experiences with recruiters drive a candidate’s first impressions. Thus, recruiters will need to find new ways to provide accessibility, flexibility, and empathy in their interactions. For instance, utilizing video messages for candidate outreach can add a personal touch, allowing recruiters to express genuine interest in candidates’ backgrounds and experiences. Moreover, implementing regular check-ins with candidates throughout the recruitment process can help maintain engagement and reduce anxiety, demonstrating the organization’s commitment to its candidates. Ultimately, this emphasis on building strong relationships can lead to higher acceptance rates and a more positive employer brand.
Ultimately, recruiters are uniquely positioned to bridge the organization’s hiring needs and other key HR initiatives. They are adding diversity and inclusion, decision-making, and HR strategy to their skill sets. Consequently, they will bring clarity to talent data, reshape employer branding, and fine-tune the virtual hiring process — all in a continuous process of improvement. In addition, as organizations strive for a more inclusive workplace, recruiters can play a pivotal role in championing diversity initiatives by actively seeking candidates from various backgrounds. This commitment not only enhances the organization’s reputation but also contributes to a more innovative and dynamic workforce that reflects a range of perspectives and ideas.
Why not contact us at HRBluSky today to learn how we can support your recruitment activities.
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