Recruiting Today: Three Trends to Watch

Savvy employers need to keep up with the following developments if they want to remain ahead of the pack.
By: | July 10, 2018 • 4 min read

Attracting and recruiting high-quality people is a critical function for any company. Now more than ever, a company’s success depends on the quality of its people, not to mention its internal culture and commitment to excellence. But once you’ve found people who are the right fit, how do you get them to stay?

In 2018, expectations in and of the workplace have continued to shift drastically. Employee engagement and commitment increasingly depends on continuous and real-time feedback. The role of technology, such as human capital management software, continues to expand, and employees are placing a premium on opportunities for growth.

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Organizations that are committed to attracting, selecting and retaining top talent need to not only develop a culture of excellence, they must also adapt to new trends and practices if they want to maintain their status. In today’s full-employment economy, that’s truer than ever.

Trend One: “Always-on” Feedback

If you truly want to understand your workforce’s engagement, an annual engagement survey is no longer enough. Workers form opinions and encounter opportunities all the time—and managers must be able to “take the pulse” of their workforce in real-time in order to truly understand what’s driving cultural engagement, or disengagement.

We’ve seen a substantial shift among all sorts of companies away from using annual surveys to understand the employee/workplace experience in favor of real-time feedback instead.

Transitioning to an always-on approach to feedback will require senior leaders and HCM professionals to reassess the entire nature of the survey and employee engagement experience. Moving forward, it’s vital to consider what you are asking of your people and rethink how often you engage with them to understand their sentiments. Change the dynamic of your relationship and how you interact. Don’t do it because you believe it’s the right thing to do or because you’ve always done it; do it because you’re invested in how your people feel, what they value and how they perceive your culture.

By transitioning to always-on feedback, your organization will enable an open, honest and welcoming line of communication from all levels of the company. This increased transparency will support a stronger culture and better retention in the long run by empowering employees and enabling management to take action based on what they hear.

Trend Two: Real-Time Tech and Analytics

“Always-on” feedback is a great ideal to strive for; however, relying on traditional methods of collecting workforce feedback can undermine the potential benefits. As a result, today many employers are looking to take the pulse of their workforce more often to help them transform into truly “always-on” organizations. Whether they’re seeking to gauge which employees are looking to leave or what issues pose the most risk to their business, organizations looking to move to a real-time atmosphere will need to evolve how they compile and track workforce trends.

Thankfully, advances in HCM technology make this possible, allowing for rapid collection and analysis of the data that can help employers understand what’s driving engagement and cultural transformation in their workplace. The question is: What else can employers do with that data, and all the other data their workforce generates?

Today, new technology solutions not only make it possible for all that data to be combined and analyzed without lengthy delays, but also give employers information they can act on—not just the raw results. Advancements in AI technology, and the application of machine-learning techniques and predictive analytics, now allow employers to view real-time dashboards, where cutting-edge software can identify which employees are most likely to leave and quantify the cost of replacing that employee.

In 2018, managers will be able to combine “always-on” feedback from workers with real-time analytics to truly understand the issues affecting their organization, allowing them to respond in a strategic and thoughtful manner.

Trend Three: Continuous Learning

Organizations that value having a competitive edge should prioritize fostering a culture that values continuous learning. Providing education, experience and exposure on a continuous basis can have a drastic positive impact on individuals and the organization. In fact, offering opportunities for ongoing growth can increase employee engagement and commitment to the company which, in turn, can add significantly value to the bottom line. Ceridian’s Pulse of Talent  survey found that high-performing people listed learning opportunities as an important factor leading them to stay in their jobs, meaning an investment in learning can pay dividends in increased employee retention.

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Beyond a major boon for retention, the benefits of learning opportunities aren’t just limited to the employee and their manager—by promoting an atmosphere of growth and constant improvement, it can impact the entire company. By embedding education and development opportunities into employees’ roles and accountabilities, organizations will demonstrate their commitment to employee learning while also ensuring development aligns with business priorities. Further, by driving the learning curriculum, organizations can ensure employees are ready to adapt to changes within their role, their organization and the industry.

In addition to benefiting current workers, learning opportunities act as an additional incentive for new employees. A focus on continued employee education attracts prospective talent keen on keeping their skills sharp and driving their career growth, and also ensures new hires will be adaptable and ready for new challenges as their roles and industry evolve over time.

In 2018, high touch and people-centric organizations looking to retain their high performers will provide their employees with the tools they need to grow and develop in their own careers. Employees who feel they’re able to grow in their current roles will be less likely to look for opportunities to do so elsewhere.

Remember, this is about your company’s most important resource—its people. Rethink how often you’re engaging with your people, how often you’re working to understand their sentiments and what resources you’re providing to help them grow and develop their skills. In doing so, you’ll be building a workplace where everyone feels that they can bring their best—and gain a competitive edge. If you take care of your people first and do it better than it’s ever been done before, everything else will take care of itself.

Lisa Sterling is chief people and culture officer at Ceridian.