Never before have we had the ‘war for talent’ we currently find ourselves in. This time it is different.

When we have high employment, and, as a result, a real hunt for talent, these are often great and exciting times. In this candidate driven market we find ourselves in, the competition to attract scarce skills is well accepted. There is generally an acceptance of market conditions by hiring companies and candidates, even a respect (within reason) for each other’s challenges during the hiring process.

What is happening here? And why is it so difficult to find top candidates and place them in good positions? This may have been the case at the start of COVID-19 and the prevailing economic conditions that ensued. Today, it is becoming clear as we continue to navigate this COVID landscape that decision making and priorities in the employment process are changing amongst participating parties.

It is so important that we understand the changing priorities and possibly conflicting objectives in the process. If we don’t recognise these fundamental changes it will be nearly impossible to achieve a productive outcome. These productive outcomes ensure potentially high achieving workers find and move into new opportunities doing these times of change.

Let’s look at some of these conflicting objectives: Once a company decides to hire, they normally want a quick outcome – even though they often take an unnecessary amount of time to make decisions.

Conversely, let’s look at the potential candidate. An individual looking for a new job would historically be hoping for a quick recruitment process. Today, however, they are cautious; often waiting until late in the process to mention job stability as a critical factor in the decision-making process. This is often a deal breaker, and relies on the facilitator of the process (often the recruiter) having the powers of negotiation to constantly reinforce the benefits of a job change across all stakeholders, so when the time comes for a decision, it can be made.

Another change occurs when a hiring company will likely be looking to improve productivity through a new hire, often through a changed skill set. The candidate(s), however, may be looking for other position attributes such as brand, responsibility, flexibility, remuneration and more.

It is again the responsibility of the recruiter or broker in the process to understand the wants, needs and negotiable factors in the process. This is so that when the time comes and a decision is made, a conversation can take place and this will result in a positive hiring decision amongst all stakeholders.

Times have changed, and when considering the role, the recruiter must ‘walk a COVID mile in their shoes’. We need to understand visions and desires, whether we are the hirer or being hired. We can still achieve the desired result through addressing what may be a differing set of criteria, and still maintain harmony amongst all parties.

The role of the recruiter as manager of the process has never been more important. If you are trying to get the same result you have in the past doing it ‘the way we always have’, it is not going to work and your time in the industry is limited.

Move with the market demand, think about how you would like to be treated and managed if you were in your client or candidate’s shoes. Listen, act on what you hear and get ready for many more successful placements.

Call Peter Gleeson 0419367569, Ian Stacy 0417478229 or Peter Tanner 0419826637 or visit tannermenzies.net.au.

Written by Peter Gleeson.