Recruitment in the Future: What are the Differences?

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Recruitment is not a new or extinct process, however, this is a pertinent question. The truth is that there are facts in the present that should make us (re)think the future. Currently, there are countless recruitment platforms, from generalist to specialized, from static to interactive. LinkedIn alone has half a billion users worldwide and 3 million in Portugal. In some sectors, such as IT, there is more demand than supply for specialized profiles. Therefore, as the famous law of economics dictates, when prices increase, salaries increase, and the challenge of recruiting well also increases.

How to get it?

HR as a business partner

The role of the HR department within organizations has changed significantly in recent years. The consequences of a physically or mentally distant HR department, illiterate in business concepts and the socio-economic kuwait whatsapp number database of the company, and uninterested in the reasons for the success or lack thereof of some employees are harmful.

Bad recruitment, poorly designed processes and bad internal decisions constitute an extensive list and, certainly, the cost of each of these events would scare the most sensitive readers.

Fortunately, the most attentive companies today see HR as an ally to involve in the strategy from A to Z, providing recruitment with a greater chance of success.

The differences between generations

Currently, one of the most discussed topics is the generational issue at work, sometimes excessively and abusively.

Since the Industrial Revolution, never have so many generations coexisted in companies (boomers, X, Y and Z) and there are certain generational differences that do, in fact, have an impact on the work context. Several studies state that next year 50% of the workforce will be from Generation Millennial (Y), with this generation and Generation Z having the biggest differences that impact the work context:

• They are natural learners , versatile, ambitious and optimistic;

• They are goal-oriented and expect immediate feedback (great influence from online games and social networks);

• They are more demanding . They grew up feeling that they are special and, therefore, they expect to be treated as such, with all the good and bad that this entails.

The Deloitte Global Millennium Survey 2019 , which assessed more than 10,000 Ys and 3,000 Zs from 40 countries, found that 49% of millennials expect to change jobs in the next 2 years, with 25% of those people having changed jobs in the last year.

Therefore, if more than half of the company's population will have these characteristics, we need to know them, understand them and consider them in the entire HR strategy, namely in recruitment.

So what will change?

Before (recruitment)

Planning and employer branding are essential conditions.
In the future, planning will have to be more agile, but no less rigorous: it will still be necessary to break down the long-term strategy, map out key positions and clearly identify core competencies.

Employer Branding is one of the topics of the moment and, even more so, of the future. The decision to join a company is based on references. What the company says about itself is not enough; it needs to show/offer:

• Authenticity - More than ever, candidates expect the truth. And, normally, when there is truth, employees themselves naturally become ambassadors for the company;

• Mutual purpose/meaning - Future candidates want to understand the purpose/meaning of their roles and feel fulfilled. Therefore, it is not only the candidate who has to show that he/she fits the role and the company. The company also needs to offer the candidate a role that makes sense for him/her to perform, where it makes sense to invest his/her time;

• Development environment - The concept of a good work environment has changed. It no longer refers to a context where people get along well, but rather to an ecosystem in which the potential for development is high and where each person's potential is identified and utilized.

During (recruitment)

Overall, the recruitment process will have to be more agile and more precise, two conditions that are all the more compatible the more advanced the use of technology for this purpose. How?

More remote recruitment phases

Online technical and behavioral skills tests, video interviews and the first debriefing on the role also in video format are strategies increasingly used by large companies to optimize time.

People Analytics
Increasingly, HRD work will be based on data extracted from the operation itself - a particularly challenging (and interesting) paradigm shift when the object of analysis is people.
By cross-referencing indicators, it will be possible to identify, for example, which employees should receive salary adjustments, be promoted, or in which areas a leader needs to work to increase the motivation of a given person.

Artificial Intelligence (AI)
AI systems analyze data and recognize patterns, which are useful in decision-making processes.
AI will soon become a must-have in recruitment tools, and should be applied primarily to repetitive and time-consuming tasks such as candidate research, CV analysis, interview scheduling and technical skills assessment.

Contrary to some speculations and desires, I have no doubt that there will always be tasks that only humans can do, such as:

• Understanding the needs and real motivations of candidates;

• Assessment of fit with the company culture;

• Negotiation and closing of the contract.

Research in this area is still in its infancy, but there are already experiments in training algorithms to assess the voice (tone, volume, intensity), body movement (posture, gestures) and facial expressions (happiness, surprise, fear) of candidates which, when crossed with the verbalized content, allow the identification of the behavioral style and prediction of the type of performance of the candidate in the role.

Advantages of AI in recruitment:

• Being scalable and automatic, it allows the evaluation of the entire candidate pipeline ;

• Eliminates human biases , which are mostly unconscious and are more likely the more open/unstructured the process is. The most common errors are: generalizing positive or negative aspects; overvaluing recent events; seeking confirmation of expectations; prejudices, fatigue.

• Improves candidate experience and engagement by providing more frequent and personalized interactions (frequent updates and feedback, guidance, answers to questions, etc.).

• Increases efficiency , freeing recruiters from lower-value tasks and having more time available to invest with the final candidates, those who really matter.