There have been some interesting reports about employee retention and turnover that started me thinking about why people look for new opportunities and how that impacts recruiting. The Society for Human Resource Management recently published a report entitled “Skills Gap, Turnover Are Top Talent Concerns” in which they found:
About one-fourth of employees reported that they are likely to look for a new job in the next 12 months. They cited unhappiness with current salary (23 percent), followed by looking for a better opportunity (19 percent), not feeling valued (16 percent) and unhappiness with growth opportunities (13 percent).
Indeed.com just published their Talent Attraction Study: What Matters to the Modern Candidate in which they found:
71% of people are actively looking or open to a new job, and 90% of people hired within the past year actively looked for a job within six months prior to being hired. Also, 65% look at new jobs again within 91 days of starting a new job, leading us to believe that no one is “passive” about their career in 2015.
Indeed’s conclusion that “no one is passive about their career in 2015” led me to think about what people mean when they say they want “a better opportunity.” On one hand, there is always going to be a grouping of people who will opportunistically move for better compensation packages. Resumes that show a new position every 2-3 years are often representative of the person who is moving for better salary. On the other hand, the more interesting question is what do we need to do to make people “feel valued” from the moment we reach out to them in the recruiting process.
All too often hiring managers and recruiters can forget that every aspect of the recruitment process is an opportunity to let potential hires know they are valued. Recruitment agencies and internal recruiters ought to convey in their initial outreach that the human equation is what matters, not filling the job; we are in a relationship-oriented business. All too often the relational aspect of recruiting and hiring is second to the need for speed and efficiency in recruiting which can lead to a commoditized process in which candidates feel like a cog in the wheel, rather than a respected and valued future member of an organization.
Interestingly, I read an article yesterday – The Trouble With Behavioral Interviewing – that is quite relevant to how we recruit talent. I especially appreciate this comment from author Liz Ryan:
We are human all the time. We are foolish to turn job interviews, such potentially fun and fizzy human processes, into tense and grovelly affairs.
As a recruiter who is also an improviser, the activity of creating conversation is where I put my focus. Again, I appreciate Ryan’s perspective:
If you care about talent, you won’t want to interview people from a script. You’ll want to sit down with them next to a whiteboard and brainstorm like crazy. How else will you know whether your energies resonate together?
Once I’ve established that a person is qualified for the role, I abandon “interview questions” all together in favor of having a wide-ranging conversation. We can learn valuable information about a candidate when we allow ourselves to explore who someone is in the world, how they express their intellectual curiosity, and discover their goals both personally and professionally. In the long run recruiting is about building rapport. It is refreshing to create the conditions that eliminate the hierarchical framework that comes with a more traditional recruiting paradigm in favor of getting to know each other.