Nearly 70% of talent managers and recruitment professionals are concerned about the shortage of talented recruits available to fill roles. Accompanied by the increasing competition for available skills and skill shortages across a range of industries, talent managers are increasingly struggling to source suitable talent for roles.
Around 54% of talent managers commented that their companies now had more open positions seeking relevant candidates, than ever before. This has resulted in looking further afield for skilled talent and exploring alternative options including international succession planning to reduce the risk of this occurring again in the near future.
Recruitment approaches misalignment
Major shifts in corporate strategies are resulting in ripples in the way talent is sourced and recruited. It’s also leaving company cultures in limbo, meaning that the talent available isn’t able to gauge the effectiveness and suitability of the workplace accurately and are more likely to simply steer clear as a result.
Internal disagreements among business functions have resulted in an uncertain approach to how companies approach, source, interview and hire new employees. The recruitment process is being upheaved and leaving talent managers with a considerable amount of uncertainty when trying to find talent suited to the company.
Over 70% of c-suite leaders want a foot in the recruitment process. Although this is a positive step, in the c-suite showing interest across all departments of the business, however, it does also muddy the waters in terms of strategy and increases the pressure on those who manage talent acquisition and recruitment.
Typically, there will be processes and methodology to the recruitment strategy, which has been adhered to ensure the best results and by professionals in the recruitment field. Sometimes, the introduction of a c-suite member into the process can upheave these processes and not always for the better. However, collaboration and support from the c-suite can also lead to dramatic changes in the capability of talent management systems.
For example, if a member of the c-suite can see the value in increasing the offering to attract new talent or understand the justification in implementing new technology which will streamline or improve the system, then they may be able to secure funding quicker and easier. Communication between the c-suite and recruitment managers should be open and honest, in order to be able to find the best people and ensure that the company can support them in their career in the same way they expect a new talent to benefit the company.
Many companies are now looking to hire contingent labour, both locally and internationally, to cover all levels of the business. This includes a quarter of contingent hires attributed to senior leadership roles, 28% at manager level and 41% at entry level. This allows the company to build a workforce of a variety of people, covering a range of project-based roles. This approach also has the potential to offer greater flexibility to companies and project-based staff are anticipated to comprise around 65% of companies in the near future.