REWARD
Exploring effective recruitment strategies
Danny Done, managing director of Portfolio Payroll, discusses some key considerations for employers during the recruitment process
I t’s no secret that recruitment has been a major challenge for many employers over the past year. The recruitment process can be tricky, and when things go wrong, it can have detrimental impacts on the whole business. It takes considerable time and effort to put together job descriptions and advertisements, sift through CVs, hold interviews and shortlist. So, if the person turns out not to be as expected, the organisation faces a loss. As such, before hiring anyone, employers and human resource teams should work together and take time to consider: l the gaps in the workforce l why a new person is needed l the specific skills required to fulfill the role. Thorough analysis at the preparation stage can help ensure the right person is hired and reduce future turnover. Once these identifications have been made, employers should analyse their current recruitment strategy and assess whether it provides the most effective results. An in-depth review can help understand whether they’re meeting candidates’ needs and expectations, and if they’re standing out from the crowd in a competitive recruitment market. “Thorough analysis at the preparation stage can help ensure the right person is hired and reduce future turnover” For example, salary transparency and flexible working arrangements have been seen to be two of the main priorities for applicants. Although homeworking
programmes to help them return to the workplace l hosting open days specifically tailored towards these groups. However, it’s important to recognise and understand the difference between positive action and positive discrimination, and ensure practices don’t stray into the latter, otherwise businesses could face tribunal claims. Companies should also recognise that the wants and needs of over 50s may vary from younger workers, so implement measures to directly meet their expectations. For example, they may be more in favour of part-time and job- sharing arrangements, phased retirement options, enhanced family-related leave and pay (including grand-parental leave), private health schemes and increased pension contributions. There are few things more frustrating than putting time and effort into recruitment and losing the candidate at the last hurdle. To reduce the risk of this happening, employers can take proactive steps, like staying in regular contact, giving prompt responses to any questions or concerns they have, involving them in social activities and providing access to information to reassure them you’re the best choice of employer. In the same way, regularly checking-in with staff and identifying issues at an early stage can help avoid problems escalating and facilitate quick resolutions. At a time when organisations across the UK are struggling with recruitment and retention, it’s more important than ever to focus on making employees feel valued and engaged. Conducting ‘stay interviews’ with all employees can be a great way to compile effective feedback, which can then be used to assess what changes, if any, are needed in the workplace. Ultimately, this will enhance recruitment strategies and boost retention rates. n
won’t be appropriate for some roles, businesses can still promote flexibility with working hours, days and patterns. Similarly, during the ongoing cost-of-living crisis, employees are more interested than ever in the salary and benefits packages available. As such, organisations which don’t set out their offering from the outset could be falling at the first hurdle and putting off ideal candidates. Attracting individuals from high unemployment groups With unemployment high in 18–24-year-
olds, many are missing a trick by disengaging with younger workers.
Companies may be losing out on ideal candidates because they don’t have the degree certificate typically associated with that role, despite them having relevant experience and higher motivation to succeed than their older counterparts. As such, employers should take into consideration the lack of experience and / or qualifications of younger workers when completing recruitment exercises and not automatically dismiss individuals who don’t fit the traditional job requirements. Employers can also benefit from offering apprenticeship and trainee programmes, to build long-term working relationships and be involved in the shaping of young careers. Similarly, there’s been significant attention placed on encouraging ‘unretirement’ and return to employment for those who have left their careers due to caring responsibilities or other personal commitments. The chancellor, Jeremy Hunt, focussed on these groups in his budget statement on 15 March 2023. But employers can also assess how to engage with and appeal to these people. Using positive action tools within recruitment strategies can help the unretirement initiative. This might include: l putting statements in job adverts to encourage over 50s to apply l offering training or tailored mentoring
| Professional in Payroll, Pensions and Reward | April 2023 | Issue 89 46
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