The current recruitment landscape

Should I stay, or should I go"?

This is the internal monologue of someone when they are on the cusp of looking for another role. They need to consider the costs and benefits of changing their current work situation!

 When a person is asking “should I stay, or should I go” do not assume it is connected to their capability or their competency.

 They are simply contemplating something new. 

Maybe, they have spent time with a coach like me, and now have more clarity about their skills, the progress they want to make and the steps they need to make it happen. 

 When they are in a company with the culture, networks and opportunities that support their wellbeing and development, the answer is clear. They stay where they are.

 However, when they aren’t, what will you do to grab their attention?

 When there are skills needs within an organisation, you want the right people to notice you. 

And then you need to help them accept your job offer. 

Today, I going to share with you my take on the current recruitment landscape and share with you key areas to consider for your next attraction campaign. 

 It's likely I won't be sharing anything you don’t already know. But today I implore you to make these happen.

 Hello everyone, I am Clara Wilcox, and I run The Balance Collective

I am a straight-talking, practical and experienced coach helping clients navigate the tricky waters of returning to work, career changes and professional development. The Balance Collective has a social mission, focused on improving the lives of parents (primarily but not exclusively), by working together to build inner confidence and promote a healthy work/life balance.

 Ultimately, I’m helping people and companies create a career to enjoy not endure.

Since launching The Balance Collective I’ve used my experience in recruitment and coaching to make a difference in people’s lives. Seeing individuals achieve the career they want, and helping businesses to create a better culture, provides me with inspiration and the determination to keep going!

I’ve worn several complimentary hats during the past 20 years +; five as a commercial recruiter in the creative sector, nearly nine working in not-for-profit higher-level skills, and nearly seven as a chief coach of The Balance Collective! Throughout each role, I sit firmly in between the person and the organisation; hearing what they need and want. In more recent years, I work as a return to work and career coach,

Through my work as a Career Coach, I speak to clients and hear what they need to stay with a company or role. I also hang out virtually in the places where job seekers and current staff hang out.

I hear what works and what doesn’t across a variety of sectors, and want to share with you today the WANTS AND NEEDS that many candidates aren’t comfortable sharing. 

How people uncover roles and what we research before we get there has changed. There aren’t the gatekeepers to this information like in earlier years. Whilst there are advantages to the interconnected world when it comes to candidate attraction, there are also areas that we need to consider from a company culture perspective too.

Once they notice the role, people check out organisations before they even apply; They ask for advice and recommendations from current employees, search online for anonymous staff feedback and pop your organisation's name into one of many web search engines. 

 So whilst you may be considering what to do to attract people in, pay attention to how you are retaining your staff, or when you have the ear of a hiring manager, remind them to also develop and retain the staff they have; because trust me, careers coaches like me are priming their clients to ask the questions that unpick an unstable environment! 

And this information comes from current and recent staff experiences. 

It goes without saying that the past two years have shifted work beyond recognition. Work went remote and digital overnight, people have unfortunately had to reskill and change sectors as their roles disappeared, and most importantly, people have created a new sense of work-life balance and expectations from their workplace. 

This enhanced progress into the fourth industrial revolution has broken down employment barriers for a range of people including those with disabilities, caring responsibilities, parents, and the neurodiverse. Many roles are no longer location-dependent, or even time zone dependent.

We have changed when we work, where we work and how we work. 

 However, the one thing that remains consistent is the desire to be within a team and a culture that is supportive, innovative, and focused on wellbeing. In fact, this has become a priority; several research pieces are showing that definitions of work success no longer centre around pay but around work-life balance. 

 There is a such a drive for well-being, that those who have been treated well by their employers will resist moving, and those that haven’t will make sure they don’t move to a place that will worsen their health. 

A recent poll (March 2022) by MHFA England, said 48% had not checked on their mental health in the past year, which was up from 25% in 2021. Bearing in mind that all employers have a responsibility for the health and safety of their staff (this is not just about trip hazards and ergonomic chairs) a significant amount of organisations are missing the mark! 

Like you have varying stages of assessment for the suitability of a person for a role, they are assessing the company and the role in equal measures! They want to understand how their well-being, standard of living, values and ambitions will be supported. They want an environment that demonstrates trust.

So, it starts with setting expectations on the role, the skills, and the person specification. So much can be achieved before the first CV or application hits your inbox. 

So, what do people want now within roles and companies?

 Flexible work AND hybrid work. 

It’s so much more than when people work but also where.  

Many have their work-life balance back. Their commute has disappeared, meaning they can do things that strengthen their resilience, wellbeing, and productivity. 

We must not forget the impact of payment within this. Pay is not a motivator, it's a basic need. There is a cost for someone to work more traditionally; travel, childcare, clothing just to name three. With the current cost of living crisis, the ability to offer flexible work; either hybrid or remote, can really support living standards.

Outcome-based work

Judge the quality of work on what they do, not where or when they do it! Outcome-based work allows for trust and the ability to perform. Consider this when you are scoping out a new or existing role. 

Don’t make assumptions about the person and job specification; use your influence and insight – either as the hiring manager or having the ear of the hiring manager - to become agile about what the success of the role looks like. 

People want autonomy, they want to know that the skills and experience they have been hired for can be used to actually do the role! They want personal development and progression too – regardless of the hours they work or the level, they have joined at.

With this in mind, consider what your sector is doing. Why should the person apply to an inflexible role, especially when others are open to lived experience, transferable skills, flexible work and a culture of learning and development? 

 Many are missing community and connection

 We know that video conferencing only goes so far. But that doesn't mean that they must be in every day. Always consider the PURPOSE of bringing people together. Is it for idea generation, sharing of best practise, and relationship building?

So, what does this mean for recruitment right now? 

  Job hunters are looking for these questions to be answered upfront. 

People won't apply if they can't see a flexible culture expressed. 

So, mention this in job advertisements! If there is a minimum or maximum hours on the role, face to face aspects of work, immovable things, make that clear too! And it goes without saying, INCLUDE THE SALARY! If there is a range, include that there too! 

 Have inclusive language in your job advertisements:

Pay attention to things like "must-have" vs "an understanding of". Many people will look for absolutes and this will put many off applying. There is research around the gender split when it comes to applications; especially when it comes to essential vs desirable skills. Ask yourself, is it easy for someone to show their suitability for the role?

When recruiting to replace someone, don’t just create a carbon copy job description of the previous person. I am sure we all know that an individual’s interests, skills, and opportunities influence how a role goes. You can’t just replace it with the same! Does one person actually have all the requirements you are asking for? 

 Make the interview process enjoyable and fit for purpose! 

When you get them to interview, remember that it's a two-way process. 

Be realistic about the role and the requirements, and answer questions honestly! 

With this in mind, consider parity during the interview; what can help bring the best out of a person? Ultimately, it’s about uncovering skills not how quickly they think on their feet. One way to support everyone is by providing more of a detailed structure of the process, including advanced access to interview questions? This is not (as I have heard) giving anyone an unfair advantage, but in fact, allowing everyone to perform at their best! 

When we look at the job market, for now, and in the future, one message is clear. It’s no longer a case of employees leaving bad leaders, they are staying for the empathetic ones. So, they are judging the flexibility, transparency, and support that they can gain at every early stage. Priorities and preferences have shifted quickly since 2020; it’s the role of the recruiter and hiring manager to make sure that the well-being needs are very clear from the outset. Make it easy for a person to visualise themselves being part of the team, as well as being part of the role.

This article was organically delivered as a speech at “The future of Charity Recruitment” virtual conference on the 27th of April 2002, jointly run between DSC and Prospectus.