This year, after one year of abstinence, I was at my favorite HR management event: HR BarCamp. It was very inspiring again and I met and made a lot of known and new contacts.
I also took a few things with me in terms of content. A discussion rather on the sidelines doesn’t let me go: How do we actually recruit in the future? What do HR managers and applicants have to be prepared for?
I try to arrange my thoughts in this article and call on you to complement me gladly:
Individual candidate approach
Everybody knows it: A search engine for a product search endeavors and everywhere you suddenly get offers. What’s more, other matching items are also displayed. Software is used to access a wide range of information on the Internet: Place of residence, gender, website visits and interests. Advertisements are then placed appropriately on Google, social networks or websites. If this works in sales, why not in recruiting?
The knowledge of location, gender and surfing behaviour makes it possible to address the candidate in his or her life situation. The contents of the career page thus change flexibly for each visitor. Sometimes reference is made to the location, sometimes to the family situation.
Already today, advertisements and landing pages are not only tailored to narrow target groups, but also to individual persons. If candidates are identified by active sourcing or gamification, they can be addressed by name on websites and billboards. Further ideas:
- At recruiting fairs, candidates can be identified if they register in the local WLAN. It is already possible to greet them personally at the trade fair stand.
- Candidates are invited to the interview with a handwritten letter from the CEO.
- Of course the journey to the interview will be sweetened with a dinner for the candidate with his partner and family. The interview becomes a small family holiday.
- The candidate’s decision is drawn? Why not book the poster advertising at your current workplace or private address to draw the attention of the sought-after specialist to your own organization? Addressed by name, of course.
Data protection naturally speaks against such use of surfing behaviour. But I believe that many candidates are willing to release their data for a limited time in order to use these services.
Automation in the recruiting process
For HR, this individualization means the end of standardized tenders and speeches. But isn’t that much too expensive?
But we have a shortage of specialists! And it’s getting worse. But the argument is not quite wrong: individualization means a lot of effort. The solution is automation. It looks individual, but is created automatically:
- The Chat Bot guides you through the application process and is available for questions during the induction phase.
- Software imitates the CEO’s handwriting.
- Individualizing small gifts such as clothing and pens by means of a framework contract is really not expensive and can be delivered within a few days. The BMS can order the production automatically with the invitation to the interview.
- A dinner booked by the BMS in a restaurant is many times cheaper than a new job advertisement or a late rejection.
- Software helps to assess suitability and cultural fit.
- Applicant data is automatically processed (or deleted) in the e-file and used for onboarding (e.g. forgetting to print business cards).
- Online self-service for holidays, part-time work, ordering materials, business trip applications and IT support contact person.
The trick is that HR automates the seemingly highly individual service as well as possible through technology and service partners.
Miss it or forget it
More than 10 years ago, I myself set up a system of indicators for recruiting and marketing for an organization with a corporate character. This system was the basis for my goal of accounting for the entire recruiting process internally and of achieving cost recovery. At that time, many figures that are available today did not even exist. But nevertheless I succeeded. It goes like when you want to.
And it is precisely this passion for controlling that will be needed in the future: the costs per individual approach and recruitment are compared with the costs incurred because the position remains vacant. HR must be able to make statements about which turnover will be lost if a position is not filled in 1, 4 or 8 weeks or which costs will be incurred for overtime etc. This is the only way to justify individual recruiting procedures. Or to put it another way:
This concerns already today statements to reach the target group in the HR marketing, costs per job advertisement, clicks on the “applicants” Button and many further characteristic numbers. In the future, we’ll be putting a scoop on it. And not only the HR managers, who cannot cope with it, will fall by the wayside, but also all job exchanges and BMS providers.
Recruiting without job exchanges
Well, I don’t know if it’s gonna come to that, but something’s gonna change.
This will turn the job market upside down. And that’s a good thing, because the quality of many providers is horrible:
- Old advertisements are presented to the searcher because there is a lack of new ones. Often these are 30 days and older and the positions are already filled. A large problem straight with the large ?collectors? of job advertisements.
- Unsuitable advertisements annoy job seekers. I get gladly also times offers for the training as the Gartner suggested. As funny as that sounds, so annoying is a bad algorithm for job seekers.
- Poor filter options deter. If one tests the input of a “quality manager”, all conceivable industries come. You can hardly filter well. And so the searcher torments himself through a multitude of unsuitable jobs.
If candidates find jobs better on google than on job exchanges, their end is initiated. Only highly specialized stock exchanges for narrow target groups, industries and specialists will survive. I take for granted the chance that mass providers will disappear into insignificance. What a human resources person needs to know about google for jobs cannot be written any better than what Henner Knabenreich has already done.
Facebook and Instagram will be the new Myspace
Nothing other than a change in the way social media are used is meant. What happened the day before yesterday on Facebook, yesterday on Instagram and Snapchat and today on Tick Tock, we don’t have a clue about tomorrow. It is important to adapt quickly in HR marketing and to keep an eye on the behavior of the target group. In addition the recommendation of the contribution of Lisa Zech over the Social Media behavior of the Gen Z.
On-boarding with “sugar cone”
Do you remember what the first day of school was like? There was a sugar bag, the family was there and it was celebrated.
Isn’t the change of employer a similarly drastic event? But there is if at all a wet handshake and off we go. Funny, isn’t it?
Since a lot of effort was put into recruiting, more effort is needed in onboarding as well. I see an event for the whole family, which is also a celebration of the new team. The CEO welcomes us, there is something to eat, colleagues find each other and maybe there are already first contacts in private. Children find playmates, one exchanges the address of the craftsman, a few small individualized gifts to maintain friendship. Clear statement from HR:
This can also be organized well for a whole group of “newcomers” and is therefore also an issue for groups with high HR growth.