The business world seems to have caught onto the fact that human beings aren’t very good at multitasking, yet we often find ourselves juggling more things than we truly can handle. In the world of HR and Recruiting, this couldn’t be more true. We like to find trends, latch on to the newest tactic or heed the latest advice. We pride ourselves on finding the biggest challenge and meeting it head on with a new approach.
Too Much Innovation?
Our attention to trying new things is what makes our industry so exciting and innovative, however, we also serve as our very own distraction. For example, you might remember the increased attention to employee perks like ping pong tables and gym memberships. While the elements made for really interesting social media posts, the shine eventually faded.
At the end of the day, we had convinced ourselves that these token employee perks were what employees really wanted, we also allowed ourselves to forget that pay and vacation time were still the benefits employees cared about most. Pool tables collected dust while employees negotiated raises.
“The turf war between recruiting and HR lives in many organizations. This conflict is typically driven by recruiting hubris, and an over-emphasis on the importance of recruiting and talent attraction over perceived administrative functions of HR.” -Lars Schmidt (@Lars), #HROS Founder
Schmidt goes on to mention recent LinkedIn findings that show 59% of talent leaders are planning to spend more on employer branding in 2017 while only 32% are making retention a top priority over the next year. His concern is that we’re allowing the candidate-driven talent market to overshadow the necessity of retaining the skilled employees we’ve already hired to support business efforts.
Attention to Retention
There’s no doubt that today’s workforce is more comfortable with mobility, and we don’t just mean mobile technology. One 2016 study found that 93% of Millennials left their employer to change roles. The same study found 21% of Millennials had switched jobs within the past 12 months which was 3 times higher than non-Millennials. Of course, this isn’t completely a generational trend as 59% of US workers said they were likely to leave their new job if offered a new opportunity.
59% of US workers said they're likely to leave their new job if offered a new opportunity. Read more:
Luckily, when an employee has the right formula of needs and wants met by their employer, they are far more likely to be engaged in their work and retained by their company. And the formula isn’t all about salary and benefits.
- 59% of employees would be satisfied at their current company if they had access to projects that sharpen their skills
- 54% of employees remain with a company because of the strong sense of community
- 55% of employees would take a job for a socially responsible company, even if the pay was less
Connecting Recruiting to HR
How can you find the right formula for your organization? Unfortunately, there’s really not a standard that suits all employees, industries, generations, etc. It takes understanding the unique workforce you employ and the company culture they help form. It’s for this reason that 27% of employers are using “stay interviews” and an additional 24% of employers plan to with employees. The best offense you have is admitting you can’t read minds and instead actively keeping a pulse on the satisfaction of your people.
Take the time in the recruiting and onboarding stages to truly understand the person you’re hiring and the roles they hope to play one day. Form and record goals from these conversations and don’t let them be forgotten as the employee progresses within your organization. Maybe stay interviews aren’t the best solution for your employees, but feedback loops or satisfaction surveys are. Whatever it takes to ensure you’re holding up your employment promise will benefit productivity and future recruitment.
We found Schmidt’s outlook to be quite interesting. While we can agree the turf war probably does exist in some organizations, the real problem here is probably more to do with our want to build recruiting and HR programs that hold up against competition, fit budgetary constraints and still compliment all the audiences we’re working with (job seekers, candidates and employees).
It’s not easy to appeal to such a wide range of people whom all have a different outlook on your company and varying personal goals, but that is why it is so important for recruiting and HR teams to work together. We can’t say it’s all one department’s fault, but we can say each step of the employee lifecycle deserves attention and innovation.
That’s why organizations are turning to technology in an effort to streamline recruiting efforts like candidate experience to HR initiatives like onboarding and performance management. One simply will not succeed without the other and until they work together, one will continuously be working to solve problems caused by the other’s oversights.
Does your recruitment and HR functions seem disconnected? ClearCompany’s talent management technology helps teams and employees gain greater clarity and transparency within their organization. Check out our recent post and discover why talent alignment platforms should matter to your company.
As ClearCompany's HR Business Partner, Laura focuses on all things HR including managing employee benefits, onboarding and engagement initiatives. With a keen focus on best-practices, she serves as a strategic partner to the leadership team by acting as a trusted resource on a wide variety of human resources topics including policy interpretation, creating and recommending enhancements to the HR process, and career development.