Why HR professionals fail in recruiting?

human resource management recruitment

Gone are the days when the department threw the job profile the HR manager was looking for over the fence and asked him to organize this candidate. Today everyone has to help and the HR manager has to moderate this process.

The shortage of skilled workers is a nuisance for the HR department because it is not easy to find employees. The demographic change must be organized sensibly and the “Generation Z”, i.e. those born after 1995, are already scratching their hooves and can occasionally be a nuisance or let the older ones run aground. There’s no question about it, challenging times with tasks that are not easy are waiting for the personnel managers. In order to cope with them confidently, they should change their attitude! How does the executive recruiter come to this changed attitude? What does he have to do differently, so that the candidates, for example, feel that it is the right company for them?

Firstly, the personnel managers must take note of the fact that the employer market has become an employee market. This means that the decision as to whether to sign the employment contract lies with the candidate and no longer with the company. Until recently, it was still the case that companies set the tone during the interview, then presented the contract for signing and the applicant was happy about a new job. Today, the candidate often has three or four offers or more and can decide.

Secondly, the HR manager has to accept that the normal recruiting channels no longer work. He needs other ways of recruiting personnel.

Thirdly, recruiting used to be a classic personnel task, but today it is a corporate task. The HR manager must integrate his management and the specialist departments into the recruiting process. The HR manager acts as a bridge builder and must take the first step and approach the specialist departments.

Fourthly, the HR department can only break new ground if it has the consent of the management, then it can also work well with the specialist department. If top management does not recognize the importance of the HR department, it will fail. Nothing new can be tried out without the commitment of the bosses. Then even HR managers can’t be successful.

Active sourcing

Active sourcing is another important topic that drives personnel managers. Some companies have advertised several positions for sourcers at the same time and actively write to the candidates on the various social media channels. The result is often questionable. Before an employer starts its active sourcing activities, it should have answered a few questions honestly. For example: Why should a candidate come to us? What can I offer him as an employer? It doesn’t help to write to as many people as possible indiscriminately. The sourcers must be able to tell a story. And if the story is good and honest, then Active Sourcing will also work.

Increasing importance of content recruiting

HR managers encourage the employees of the specialist departments to announce their successful projects on the various social media channels in order to talk to other experts. The executive recruiter thus acts as an intermediary and tries to guide potential candidates into the company. The fact is that an IT specialist no longer applies, but has to be brought into the company via specialist topics and that is only possible if the specialist and human resources departments work closely together.

The question remains as to the extent to which technology now supports the human resources managers in their work. For large companies that receive many applications and still face the challenge of selecting suitable candidates quickly and cost-effectively, artificial intelligence will be the order of the day. Most are already experimenting with AI-supported systems. For the classical middle class this problem should not stand in the foreground, since it deals with other challenges, because it receives completely few applications or even none at all with certain positions. I recommend these employers to answer the question openly and honestly: Why should a candidate come to me and want to work for me?

Published by Dave John

Decade of work experience in leadership consulting with strong focus on talent acquisition & assessment across different industries and geographies.

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