I was just reviewing the predictions I made for 2011 written at roughly this time a year ago. Much of what I thought would happen unfolded as expected, except for talent management. I had thought there would more focus on integrating the employee development and recruitment functions, and more internal hiring. I still think that’s on tap for this year. I was on target regarding hiring: There was no great uptick in the volume of hiring, and unemployment remained static. And I was on target with predicting that social media would be core to recruiting success and that RPOs would thrive.
Over the past two years, the way we think about work has changed. Perhaps accelerated by the recession, there is more focus now on finding satisfying and rewarding work than on just finding a job that pays the most.
More people are thinking about finding something interesting, challenging, and perhaps even fun to do that provides enough income. The key words here are interesting/challenging and enough. Fewer expect to get rich and there is less focus on the money. There is more focus on lifestyle, flexibility, free time to pursue other learning or hobbies or sports, and less interest in family. I’ll do more columns on these trends soon, but partly because of them here are the major changes that I see happening this year.
Perhaps one of the most significant trends will be a greater focus on finding current employees to fill existing jobs. Rather than continue time-consuming and expensive external searches, more hiring managers will opt to go with an almost-ready internal candidate who is a good cultural fit and is willing to learn fast. Although hiring managers may push back at this, management will encourage it, and the increasing difficulty in finding and recruiting top talent will help accelerate the trend.
Over the next few years there will be a move to enlarge the skills of current employees so they can be moved around to different functions as demand fluctuates. Employee development will morph from delivering training, to providing accelerated apprenticeships, developing simulations, and finding ways to encourage informal and on-the-job learning.
Recruiters should focus on encouraging hiring managers to look at these internal employees, encourage them to hire internally, and develop better internal talent communities to expose hiring managers to talented employees and employees to opportunities.
When recruiting does look externally, more of it will happen on mobile devices. The explosion of Android and iPhone apps means fewer potential candidates will be using traditional computers.
Clearly candidates with technical edge and savvy — the ones you are probably the most interested in hiring — will be spending most of their time on smart phones, iPads, and other tablets. If you have not developed specific recruiting apps that take advantage of these mobile platforms, you will be at a disadvantage as we roll into the middle of 2012.
More applicant tracking systems are now capable of using a social profile rather than a resume, and as most candidates already have such a profile it only makes sense that they use it to apply for a position.
Everything from branding to screening to even doing interviews is moving to mobile platforms and using such things as simulations, video, and chat. Twitter, Google, Facebook, and other major players will introduce more mobile apps and functionality during this year.
By the end of 2012, the traditional career site will be mostly obsolete. If it exists at all will be little more than the place where the candidate makes the formal application. Smart firms will make everything they do mobile-friendly and compatible and encourage candidates to interact more with hiring managers, other employees, and even alumni in online forums, chat rooms, Twitter chats, and via video, Skype, and other similar media.
Sourcing has already moved from searching static databases to using social media, and this trend will continue to grow. Rather than build proprietary databases or talent pools, recruiters can participate in and look for potential candidates in many different online forums and communities. As almost all professionals have an online presence, whether in LinkedIn or Facebook or elsewhere, and as many are also likely participating in Twitter chats, Facebook conversations, and so on. Searching for talented people is getting easier each month.
A recruiter can find an interesting potential candidate, start a conversation, provide the candidate with a variety of information sources about the organization and position, and even direct the candidate to screening apps and apps that allow the candidate to apply.
Recruiters can also use their network of current employees, alumni, friends, and colleagues to crowdsource good candidates and leverage referrals.
Entire recruiting campaigns can be run in a matter of days or weeks by using referrals, crowdsourcing, social media, mobile technologies, and by rethinking the recruitment process. Through streamlining, simplification and by getting hiring managers more involved, candidates can be found, screened, assessed, and hired in days.
The use of contractors, part-time employees, and consultants has soared during the recession. And it will continue to grow for two reasons: the first is that it provides employers with the flexibility they seek to manage costs and headcount easily and much more cheaply than by frequent layoffs. Second, many people are finding that contingent employment suits their lifestyle and interests well. They can plan other activities around their work schedules, they can budget according to the amount of time they are willing to work, and they get variety in the kind of work they do and who they work for.
It will be hard to return to the model of employment where just about everyone is a regular employee. Strategies changes frequently, world events and business cycles make it necessary to adjust priorities more often than ever before, and people are less and less willing to commit to a long-term employment arrangement that is uncertain and stressful.
Look for more vendors to offer analytical software specifically for human resources and recruiting. We will begin to see how various independent events have an effect on the quality of hire by tapping into data hidden away in their ATS and HRIS systems. They will begin to seriously track and use data to decide the best sources of candidates, what key traits lead to retention and on-the-job success, and where they can reduce costs or efforts and still get good results.
All in all, the economy and the election will dominate this year and, as a result, this should be a year of modest employment growth, a focus on hiring returning military veterans, and even more growth in outsourcing volume recruiting and hard-to-fill positions to RPOs.
