Recruitment Trends 2011 and beyond…

By Jane Kennelly, March 2011

Try as we might to determine what the future may bring, there is one fact we can put money on… change is inevitable.  From crowdsourcing to hyper connectivity - it seems the world is screaming for innovation and its happening.  And it’s not all bad – some pundits have predicted that resource constraints, such as the ones we have experienced, serve to stimulate great business practices.  We would go so far as to say that there is a ton of potential bubbling way  and the savvy trend watchers are preparing to pose themselves for greatness.

2011 and beyond sees an emphasis on hiring the right talent who will have a very real impact on a business’s future success.  In 2011 the smart outfits will continue to cautiously identify the parts of the business that need a ‘talent-oomph’ and then dip into the company purse to pay the right salary to attract such an employee. 

Following is our take on some of the trends that will occupy our recruiting minds as we sail into 2011 and beyond.

1. Agility ability: Organisational agility is fast becoming a highly desirable organisational capability.  As companies learn to become deft at reading the economic situation in relation to their competitive environment, we can expect to see employee ramp-up and employee contraction occur, often together, in the quest for increased internal efficiencies and productivity.
2. Contracting & temporary staffing - going up! Following the growth trend in the usage of the contingent labour force over the past few years, be prepared to see these staffing options continue to grow.  Competitive markets, the need for speed and innovation, are just some of the drivers that will see even the most resistant of companies, regarding the use of contingent staffing, bow under pressure. Maximising resources for increased return on investment is the name of the game. 
3. Talent shortages:  Yes, unemployment figures are high but from an on-the-ground perspective we can attest to the fact that ‘good people are still hard to find’.  Top talent is in hot demand and in some sectors it is in very hot demand.
4. Multi-channel strategies: We recommend the development of multi-channel attraction & sourcing strategies that afford your company the best opportunity to secure in-demand talent.  Workforce planning is in vogue. It presents an ideal methodology to assess current & future staffing requirements which result in a systematic process for identifying staffing needed in order to meet organisational goals. Preparedness is the goal here.
5. Social media: Here to stay so prepare to embrace!  To understand the uses of social media does require some investigation and experimentation as organisations capitalise on the positive power of this medium.  In a nutshell, social media has allowed our audiences to become vocal - and with this ‘voice’ comes unique opportunities to connect in a way that has never been available before.  NOTE: prepare to learn how to deal with the eventuality of negative employer branding messages by devising a process to a) identify the negative message b) respond.
6. Social recruitment: One of the most extraordinary developments to impact the recruiting world, social recruitment allows organisations to leverage the power of social media to attract the right people to their business. And see the popularity grow. We are still learning how best to use the opportunities that social recruitment provides but results already show reduced recruitment expenditure, increased speed, improved candidate experiences and strong employer branding opportunities. 
7. Direct sourcing (search): A move away from reactive/advertised recruitment to proactive/direct sourcing recruitment is under way. Once the domain of executive search firms, hybrid practices are becoming popular for deployment with a wider range of roles.  And with this comes changes in the pricing models as greater recruitment ROI dominates.  Benefits include competitive advantage through confidentiality, reduced time to fill, saved attraction costs and stronger staff retention.
8. Improved candidate experiences: The move to being more candidate-centric is striking a chord in the heart of many organisations.  Engagement is key and positive experiences are vital. This creates a positive buzz with external audiences and showcases your organisation as a desirable place to work. 
9. Retention:  According to Wikipedia; ‘an "engaged employee" is one who is fully involved in, and enthusiastic about, his or her work, and thus will act in a way that furthers their organisation’s interests.’ Do you have a plan in place to protect and keep the top talent in your organisation? 
   Time to make sure you do - and it makes sense.  The outcomes of increased retention are highly desirable and include reduction in employee turnover, reduction in recruitment costs, reduction in training costs, increased productivity, increased retention of customers and improved morale within teams.  Even more reason to ensure retention plans for your organisation are alive and well.
10. Pressure on salaries: Not being prepared to pay for good talent could spell trouble. Savvy employers will have their ears to the ground identifying who they need and the realistic salary package to attract them. In 2010 the economy was the excuse for no salary movement. In 2011 we’ll be advising; “Don’t be rash. Research your sources wisely and…by the way, don’t’ miss on hiring a strategically important person for a mere $3,000 a year in meeting their salary expectations when you consider the impact they could have on your business.”
11. Corporate Social Responsibility (CSR):  Business driven and integrated into the social, ethical and environmental agendas in a growing list of companies, organisations are devising leadership development around this theme.  Why not help build a school in a poverty-stricken community? Imagine the impact this would have on a leadership team.  A final word on this note from Charles Handy: “The companies that survive longest are the ones that work out what they uniquely can give to the world, not just growth or money, but their excellence, their respect for others, or their ability to make people happy. Some call those things a soul.”