How to Transform Your Hiring Strategies to Fight the Great Quit
The last thing you want to do is lose great people during the Great Resignation. But unless you take responsibility for revitalizing outdated hiring and retention processes, you won’t see the changes you need to succeed.
Do you see the Great Resignation as a human resources challenge or a business problem? So far, executives put it in the first category, leaving the HR department to fend for themselves.
At first glance, this makes sense. There must be a recruiting and onboarding problem if HR can’t find talent. But when 3% of working professionals stop in a single month, there is something wrong overall. The Great Resignation, along with its short- and long-term ramifications, should concern everyone, especially members of the C-suite.
Certainly, some money-driven people enjoy signing bonuses and better salaries. But many are not. Millions of adults are withdrawing from the workforce because they want a better work-life balance. They want to be seen as more than commodities. Employers can’t just raise wages and hope it works. Hope is not a strategy.
As a leader, it’s time for you to step up and get involved before things get worse.
Go beyond “normal hiring”
You’ve heard it a thousand times: the definition of insanity is doing the same thing over and over and expecting a different result. Yet many companies follow the same traditional hiring processes they’ve used for decades. They don’t realize that the same old job offers, interview questions, and benefits turn off today’s candidates.
When the pandemic accelerated workplace trends, such as remote work and flexible hours, employees realized they could have it all. Now that the power has shifted into the hands of employees, HR needs to focus on candidate-centric hiring practices. Achieving this requires C-suite support.
For example, a PwC investigation found that 71% of HR managers felt like they didn’t have the budget to keep up with the changes they wanted to make. Additionally, these leaders had to balance new responsibilities, leaving them little time to resolve the retention crisis.
Because the Great Resignation affects the whole company, you must get involved in the talent recruitment process. Here are five strategies to help you find a solution and improve retention:
- Encourage hiring managers to experiment with the hiring process.
If your job descriptions haven’t changed in the past two years, they deserve a reset. Job postings won’t be very successful if they seem dry and boring. However, a fresh, exciting, and maybe even bold job posting can convey enthusiasm and showcase your culture. It can capture people’s attention and their imagination.
Fine-tuning your job descriptions isn’t just about exchanging a few adjectives. Try something new and don’t be afraid of original ideas. At HPWP Group, we worked with a client to create a poem for an entry-level position. Guess what? They received triple the number of submissions they usually received. It is a sign of progress.
- Encourage managers to take ownership of their teams’ hiring, turnover, and retention rates.
Too often, the only people responsible for solving high turnover are HR professionals. But they shouldn’t be solely responsible for the idea of smart solutions. Managers and managers should also be involved in recruitment and retention discussions.
Anyone who manages someone else is responsible for fixing the problem in question. Shared ownership of this company encourages more people to share their ideas on how to attract and retain talented employees.
- Include team members in the hiring and selection process.
Rather than expecting HR managers to review resumes, interview candidates, and discuss the best choices on their own, you should involve team members in the hiring process. They know what it takes to succeed in your organization. Let them speak up early on so they can help you find the right person.
Additionally, when team members have a say in the process, they become more committed to the person who is hired. This creates a connection and a sense of belonging right from the start.
- Make the hiring experience fun.
Hiring tends to be seen as a chore. It’s a job to do. Unfortunately, this attitude and mentality makes candidates feel like they are just a number.
Remember: job seekers have a choice. In November 2021, there were 1.5 jobs available for every person who searched. Making your hiring process more exciting could sway a great candidate’s opinion, leading them to accept your offer over a competitor’s.
- Be deliberate in your onboarding process.
Improve your onboarding process by immediately connecting new and existing employees. Why? The people most likely to quit are your new hires. They haven’t developed the same connection to your company as long-time employees. When you involve people in the hiring process, they become a successful part of the onboarding process.
Consider how you convey your company culture. You have the opportunity to create a memorable experience. Whatever you choose to do, make sure your onboarding process is meaningful. This is the first step in retaining workers.
The big quit doesn’t have to hurt your company’s productivity, morale, or profitability. Once you start taking responsibility for hiring and retention, you’ll see a difference.
Written by Gloria St. Martin-Lowry.
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