In the War for Talent, Employers Are Their Own Worst Enemy

Predicting Baby Gender - In the War for Talent, Employers Are Their Own Worst Enemy

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The Bureau of Labor Statistics estimates that there will be 10 million more open positions than available workers in 2010, and the old Employment policy Foundation (Epf) projects that this gap will grow to 35 million by 2030. The Epf also projected occupations requiring post secondary training or a college degree will growth to 65 percent by 2030. Currently, only 38 percent of the American labor force has a two year degree or higher. With new college educational attainment rates at about 28 percent (Us Census Bureau, 2003), the gap between knowledge worker examine and supply will widen. This fact coupled with the projected loss of educated senior leaders due to baby boomer withdrawal (Us Bureau of Labor Statistics forecast is that the five hundred largest employers will lose 50% of their senior leaders in the next five years) makes it very likely that Us associates will be facing a "War for Talent".

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Predicting Baby Gender

There is mounting evidence that associates are already feeling the talent crunch today. A new observe of staffing directors conducted by Monster and development Dimensions International reported that these professionals overwhelmingly reported that competition for talent was strong and the war for talent is getting increasingly hotter.

As the "War for Talent" heats up, some employers are employing effective battle tactics while too many others are inviting in hiring practices that are dooming them to a fate of mediocrity or even worse, extinction. While there are numerous habits that could be identified as dysfunctional, four of the most common hiring habits foremost to battlefield casualties include:

Overly restrictive hiring criteria Subjective option procedures Slow speed in acting on candidates Poor candidate interviewing experience

This paper will observe each of these habits and recommend alternative strategies for success.

1. Overly Restrictive Hiring Practices

A new highlight on the facts Technology blog, www.codinghorror.com, published an email that was received from Andrew Stuart of the Australian recruiting firm Flat Rate Recruitment. It read:

"I had a client construction an developed network protection application designed to preclude denial of service attacks. I sent them man after man and they kept knocking them back. The suspect was approximately always because the man didn't have adequate low level

Tcp/Ip coding experience. The habitancy I sent had done things like establish and establish operating systems, developed memory managers and other very sophisticated applications. But my client wasn't interested. They required old hands on touch coding low level Tcp/Ip. eventually I got an application from a very inviting software engineer who approximately single-handedly wrote an Amiga emulator, but had itsybitsy or no touch doing low level Tcp/Ip coding.

I told the client, "I have a great guy here who has no touch doing low level Tcp/Ip coding and I think you should hire him." They were very skeptical. I pushed hard to get an interview. "Look, this guy is a superb software engineer who doesn't have low level Tcp/Ip coding touch now, but if you employ him, within 3-6 months you will have a superb software engineer who does have low level Tcp/Ip coding experience."

As you might expect, the business took a gamble and sure enough, the candidate ended up being the smartest and most capable programmer in the company. This itsybitsy anecdote illustrates the importance of studying quality in job success. As a sell executive recently related, "Retail industry knowledge is not rocket science. I can teach sell knowledge. What I can't teach is natural leadership. Give me proven strong leaders and I will fast make them into strong sell leaders."

The Uniform Guidelines on worker option caution against option on the basis of knowledge, skills, or quality learned in a brief orientation period. While the definition of what constitutes a brief duration is left somewhat vague, the logic is clear: option requirements should focus on those qualities or experiences that are important for candidates to possess at time of hire and not knowledge, skills, or quality that can be learned in a uncostly amount of time. It is not surprising that there is important research showing that reasoning quality or studying quality is the singular most foremost predictor of job success (Scmidt et al). Smart and passionate candidates fast close transient touch and knowledge gaps and add important long term value to the organization.

In increasing to studying quality and passion, employers too often focus on seeing individuals that perfectly match a long list of overly constraining requirements that are grounded in faulty logic. Typically, these requirements are not listed on a position narrative but are considered straight through discussions with the recruiter or hiring employer or learned straight through the process of introducing candidates for open opportunities. Let's consider the following overly constraining requirements (real examples) and their underlying assumptions and implications:

• International Consulting business requirement - "candidates must have lived and worked in a foreign country". Assumption: Living and working in a foreign country is predictive of an individual's appreciation of cultural differences and their business impact as well as being predictive of the candidate's quality to operate in a range of cultures successfully.

Logical Flaw - the fact that I have lived and worked in an additional one country does not necessarily indicate that I was either flourishing or enjoyed the experience. Being

successful in a singular culture (e.g., France) does not necessarily translate into success in an additional one culture (e.g., China). Effect - Individuals who have traveled extensively or have a true passion for international work and are willing to be students of distinct cultures will be excluded from consideration.

• Corporate Procurement master Requirement - "candidates with manufacturing procurement touch will not be considered." Assumption: Procurement master dealing with supply chain vendors in a manufacturing environment will not be properly qualified or well-known with the nuances of how to handle vendors supplying a corporate environment.

Logical Flaw - manufacturing procurement specialists also supply the desks, paper, equipment, etc. For the office environment. Core skills of seller negotiation, pathology of alternative sources, cost reduction strategies, and account management are very transferrable. Effect - very skilled procurement specialists that would likely be very flourishing in the role are not even considered.

• Plant Hr Generalist Requirement - candidates who have had corporate touch or attained titles of Hr Director or above will not be considered. Assumption: Individuals who have "tasted corporate life or higher level work responsibilities would not be satisfied with the demands and realities of plant Hr challenges.

Logical Flaw - Corporate roles are not always valued more than plant positions. There are individuals who prefer the pace and demands of a plant environment to a much greater extent than a corporate environment. Effect - Individuals with both plant and corporate touch but with a strong passion for plant environments will be overlooked.

2. Subjective option Procedures

It is breathtaking that associates take a very structured and data driven arrival to manufacture capital or other strategic investments but rely often on "gut feel" for manufacture strategic talent option decisions. In the previously cited Ddi and Monster survey,

nearly half the staffing directors admitted that gut instinct and intuition play an foremost role in hiring. option systems without tests and assessments often lack important facts that could turn a "maybe" into a clear "yes" or "no."

Not only does the absence of testing and estimation facts growth the probability of subjective option decision-making, the use of unstructured interviewing also promotes gut instinct decisions. In a new argument with a hiring manager, the employer admitted that he categorically did not know how to escort a expert interview. He indicated that he liked to escort a more casual conversation and look for any indications of characteristics that might prove troubling. In his words, he was seeing for

the "right vibe" and he would know it when he saw it. Evidentially it was a scarce quality since he conducted close to 100 interviews before manufacture a final option decision.

In an additional one touch with a hiring manager, a candidate was rejected on the basis of a singular question. The examine was, "how many habitancy have you terminated?". While the candidate did in fact have touch with under performers and had conducted terminations, it was not adequate in the hiring manager's eyes. The hiring employer felt that a higher rate of terminations would indicate that the candidate could lead a diverse work force and make tough operation decisions. It is just as likely that a high termination rate could indicate that the candidate had poor coaching and talent development skills.

The lack of structure in an interview with interview questions clearly tied to competency requirements opens the door for interviewer stereotypes to surface. Early in my career, I was a classification advisor in a state correctional system. Part of the job was to make custody recommendations for prisoners entering the state system. The suggestion was made by a panel of three individuals who represented distinct perspectives along with field leadership. The panel membership varied. On one occasion, a singular field captain was prime to share in the custody discussions. It soon became apparent that he applied distinct stereotypes in evaluating prisoners as he indicated that he felt that small ears close to the head was a possible indication of a high protection risk. While this is an ultimate example, it illustrates how private stereotypes can sway judgment.

There are numerous research articles on the deleterious effects of distinct types of rating errors and rater biases on rating accuracy. As a singular example, a study by Marlowe et al.(1996) found that both attractiveness and gender contributed to rater bias. very inviting individuals were rated higher than less inviting individuals and males were rated higher than females.

Clearly, objective testing and estimation facts coupled with structured behavioral interviewing leads to superior, more informed option decision-making.

3. Slow Speed in Acting on Candidates

In computing the true costs associated with hiring, it is important to consider the lost productivity associated with having the position vacant. One would think that this true cost would motivate employers to act fast on evaluating candidates for positions. However, the speed of candidate reviews is too often very, very slow. This slowness manifests itself at each stage of the process...slow to quote first candidates, slow to escort phone screens, slow to get them into first interviews, and slow to escort deep option steps.

The cause of this slowness is most often associated with heavy workload pressures and overly booked calendars. The paradox is that faster time to fill metrics would help

alleviate workload pressures for both Hr and the hiring manager. A shared sense of priority and an inviting and organized arrival to executing option steps also eliminates the likelihood that high quality candidates will abandon interest and accept employment with a possible competitor. Losing high quality candidates at the end of a option process results in even greater recruitment costs.

Another rationalization is that a slow hiring process is reflective of rigorous and deliberate option decision-making. However, the view from the external perspective of a job candidate is exactly the opposite. Overly slow or involved option is more likely seen as being reflective of a disorganized and inconsiderate society that does not view talent as a priority. Slow hiring processes can fast erode an organization's employment brand and sway their quality to attract good talent on an ongoing basis.

4. Poor Candidate Experiences

In increasing to a slow option process, a poor interview touch can also conduce to a company's negative employment brand. research has shown that interviewer qualities such as warmth, sincerity, empathy, and listening skills as well as interviewer behaviors such as examine style, invasiveness, and job knowledge both impact applicant reactions (Harris & Fink, 1987). Other research suggests that negative applicant reactions can also sway an applicant's attraction to a job opportunity and their desire to pursue employment with the society (Ralston & Brady, 1994).

Other factors can sway candidate reactions. Candidates react less comfortably to interviews conducted by phone than those conducted face to face (Silvester, Anderson, Haddleton, Cunningham-Snell, & Gibb, 1999). Poor pre and post interview communications, promptness of the interviewer, and interview length could also impact a candidate's reactions.

The examine is: In a time of scarce talent, why would you want to irritate quality candidates?

Strategies for Success

These four bad habits can categorically be corrected. The first step is to take a position of recruiting quality talent rather than individuals that have performed the exact same position in the exact same industry and faced the exact same challenges. This overly narrow strategy brings huge talent supply constraints and ignores the value of passion, quality to learn, and the importance of wide leadership qualities. There is also the added advantage of injecting new perspectives and reasoning into the society by bringing in individuals with diverse backgrounds.

The second step is to utilize testing and estimation facts to growth your reliance and predictive accuracy that a candidate can successfully achieve the job. These methods can be used to identify individuals that possess true leadership talent. An private with a high level of talent but a slightly non-traditional background (e.g.,

comes from a distinct industry) could well make a much greater offering than an private that has performed the exact same job in the same industry but possesses modest leadership talent. The third step is to adopt structured behavioral interviewing and train your interviewers to escort a professional, job relevant interview. Structured behavioral interviews will growth your predictive accuracy and growth the likelihood that candidates will form a distinct impression of the society and its opportunities.

The final step is to take a close look at your option process and key metrics. Shortening "time to fill" will help ensure that you do not lose quality candidates to other organizations and will categorically sway your wide "cost of hire". Better society and scheduling of talent option components (initial review, screening, interviewing, testing, etc.) should have a very distinct impact on time as well as candidate reactions.

These four steps go a long way in arming an society to win the War for Talent.

References

Atwood, J., (2008). The years of touch myth, on the internet at http://www.codinghorror.com/blog/archives/001054.html.

Employment policy Foundation, employment forecast, October 23, 2001

Harris, M.M., & Fink, L.S., (1987). A field study of applicant reactions to employment opportunities: Does the recruiter make a difference? Personnel Psychology, 40, 765-783.

Howard, A., Erker, S., & Bruce, N. (2006). option forecast 2006-2007 executive summary, on the internet at http://www.ddiworld.com.

Marlowe, C. M., Schneider, S. L., & Nelson, C. E. (1996). Gender and attractiveness biases in hiring decisions: Are more experienced managers less biased? Journal of Applied Psychology, 81, 11-21.

Ralston, S.M., & Brady, R., (1994). The relative sway of interview transportation delight on applicant's recruitment interview decisions. Journal of business Communication, 31(1), 61-77.

Silvester, J., Anderson, N.R., Haddleton, E., Cunningham-Snell, N., & Gibb, A. (1999). A cross-modal comparison of telephone and face to face option interviews in graduate recruitment. International Journal of option and Assessment, 8, 16-21.

U.S. Division of Labor, Bureau of Labor Statistics (2003)

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