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transitions. In which city are people willing to work for which salary? And then they said they use this data to make salary comparisons. If a position in a listing has gone stale, they immediately put up a new position with a similar name. Then they might draw a conclusion like this: “We pay below market, but people still apply. So we don’t need to raise salaries.” This is called “building a candidate pool.” When they receive the application, the candidate is told they’ve been placed in the pool and that they’ll be contacted. Then, after a while, maybe through an automated system, the candidate is politely told they aren’t suitable for the position. In corporate language, it sounds strategic. But from the candidate’s perspective, the process has very painful sides. In this process, how much of people’s time, effort, motivation and hope is used up? Especially in these hard times. In a period when finding a job is this difficult, in an environment where youth unemployment is rising, in a market where new graduates go months without a
Some listings aren’t actually open to hiring anyone. Some companies deliberately post listings continuously. They constantly gather candidates and accumulate data. And some companies do this systematically.
“someone they knew” was hired for the role. Nepotism isn’t new. We knew this and acted accordingly. But today we’re at a different point. Because now the issue isn’t just badly managed recruitment processes. It’s plain malice. Some listings aren’t actually open to hiring anyone. Some companies deliberately post listings continuously. They constantly gather candidates and accumulate data. And some companies do this systematically. I read a confession about this recently. It said openly: “We’re not actually hiring. We’re collecting data.” They described receiving 160,000 applications: CVs. Salary expectations. Skill sets. Sector
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GLOBAL PAYROLL MAGAZINE ISSUE 25
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