In 2018, Candidates Hold the Power
UK unemployment is at its lowest since 1975. And the knock-on effect for organisations has been significant in recent months.
Candidates are no longer desperately clutching to job offers. Quality applicants know there are other options available to them and that the number of opportunities means they can afford to be more selective when it comes to the next step in their career.
This is not purely about financial rewards. When job seekers are looking for their next opportunity, there are multiple considerations: progression, training, management, organisational objectives, subject area, job satisfaction, and flexibility.
Some of these are immovable due to the specification of the role, and the hope is that a candidate wouldn’t enter a process unless, for example, they were interested in your business and what you represent. But for those variables an employer does have control over, it’s important that they are consciously providing the value that applicants are looking for, rather than just fulfilling their company’s needs.
What does this mean?
1. Appreciate that interviews are no longer one-way:
When meeting a candidate for the first time, you need to be conscious of their perception of your business and, often, more importantly, you. You are responsible for ensuring that candidates leave that meeting with a good understanding of the role, the company’s expectations, and the type of working environment that you offer. These are the things that will attract good candidates to choose your organisation over the other three they are also inevitably interviewing with.
2. Don’t quibble:
So, you’ve found a candidate that you’re interested in and you think makes a good fit for your organisation? When it comes to making the right person an offer, make sure that it is fair and in line with their expectations. Yes, there will be certain parameters within which you are permitted to form an offer (and the candidate will be aware of this) but, within reason, make sure that you secure the best candidate as quickly as possible by offering fairly. Again, this is not merely financial. You should work in partnership with the candidate to find a working solution that works for both parties. In the long-term, you will have a much happier and more fulfilled employee.
3. If you find someone you like, be efficient about moving them along in the process:
Most good interviewers will know quickly after meeting a candidate whether they can see them working for their organisation or not. Now, I’m not suggesting that you rush the process. Of course, it is essential to establish competency and suitability when recruiting a position. But once you have determined that a candidate is of the required level, do not hang around. You’ll want to both ensure that the candidate feels wanted, as well as ensure that any other processes they’re in don’t have time enough to develop to the point of competing offers. At that stage, securing a placement can be a complete lottery.