Exceeded the recruitment model based only on measurable and quantifiable technical skills. The “United States” culture of the diploma gives way to a new vision that gives pride of place to the candidate’s personality. Executive recruiters have understood that soft skills are a vector of agility, creativity and adaptability for companies facing ever-changing markets.
At the same time, professional recruitment techniques have evolved considerably over the past decade… Overview…
Soft skills at the forefront
Until a few years ago, when experts talked about GPEC, traditional knowledge, know-how and interpersonal skills were more or less positioned on the same level. Digital innovations, new technologies, inter-mediation platforms have fundamentally changed the lines. Behavioral skills and interpersonal skills are now under scrutiny and have become key criteria in any professional recruitment campaign. They have taken precedence over all other types of skills. They are all the more essential as the economic world and particularly that of the company are living in a logic of almost permanent transformation.
This is true for almost all trades except, of course, for expert jobs. For the latter, fundamental knowledge or specialized know-how is still essential. For all other professions, technical skills are no longer enough and executive recruiters have integrated it well: empathy, vision, self-confidence, interpersonal skills or adaptability, creativity are part of those soft skills that will make a executive recruiter choose a personality rather than a set of theoretical knowledge.
Wasn’t Montaigne a bit of a precursor by stating in his Essays as early as the 16th century that “a well-made head is better than a well-filled head”.
Soft skills contribute strongly to collective performance. They convey and give more concrete expression to the company’s values and culture. In this way, they strengthen cohesion, motivation and trust, which are essential criteria for overall performance. The greater the trust in the company, the more likely employees will think that decisions taken are in the general interest.
New recruitment methods
First of all, the basic principle: be careful, nothing has changed in substance: for a successful professional recruitment, it is essential that the candidate’s expectations correspond to the company’s needs and interests.
Secondly, candidates have now become clients to be seduced. In some markets, such as IT and new technologies, employers are struggling to find talent. You have to sell the company to candidates who very often have a choice between several positions.
This is all the more true for the new generations, led by the millennials, whose values and priorities no longer have anything to do with those of their elders. These young generations are in need of a balance between private and professional life, seek authenticity and transparency and can only really commit themselves by finding meaning in their work and missions. They have never known the world without the Internet and smartphone. To attract them, your company will have to reflect the image of a “digital native” company. On the other hand, they will be real performance boosters if they evolve in an environment that is conducive to their development needs.
A company’s attractiveness also depends on a successful strategy around its Employer Brand. It is the showcase that must reflect a modern and “trendy” image to attract candidates, first so that they want to apply and then join it.
Finally, to be effective, the executive recruiter must multiply his sources: optimize his sourcing, be hyper present on social networks, promote a real HR marketing and already think about tomorrow morning’s tools, such as conversational chatboxes, facial recognition or AI.