Great Resignation and the Talent Shortage
We have all heard about the Great Resignation and the Talent Shortage, but is that really what is happing? I am not going to rebuttal the statistic experts on this, but as a new graduate and person transitioning from one career to another, that's not what it looks like to me.
From my point of view, recruiters are chasing the Unicorn, an animal that doesn't exist or is so rare they can not find it. Not only is chasing the Unicorn a futile endeavour, but it is also inequitable and does not support diversity in the workplace. Instead, it further increases the talent gap and separates the haves from the have nots.
Ontario's unemployment rate increased to 7.3% in January from 6.1% in December, and 591,400 people were unemployed, up 18.4% (92,100) from December.
The current recruitment system is not working. Organizations all want that person who can hit the ground running, but there is always a learning curve no matter what experience you have. In addition, different organizations use different lingo; store their information differently; a new employee needs to learn how to navigate the unique culture, foster new relationships and many other things before becoming efficient, no matter how much experience they have. So why are we looking for Unicorns?
A Better Path to Top Talent
I am going to suggest that the future of hiring and retaining top talent does not solely lie in the hands of the Recruiter, but organizations need to start looking at developing the people they have and hiring the inexperienced. It is predicted that in 10 years, 85% of the jobs that today's students will be doing in 2030 haven't been invented yet. Some of these jobs might be Organ Creators, Augmented-reality Journey Builders and Drone Traffic Optimizers. No matter what the future will bring, we know that jobs will become more technology-based and will require more than what the current formal education system can offer. Therefore organizations need to start looking at developing their existing workforce in-house or working with institutions to create apprentice-like programs where their employees can work and learn simultaneously.
My point is that more emphasis needs to be placed on training and development; this would include coaching your hiring managers that they will not get everything they want and may need to spend some time developing their new hires. Organizations will need to collaborate with Colleges and Universities to create the programs they need and start participating more actively in experiential learning experiences with the students. In addition, recruiters will need to look for talent that highlights the relevant skills and attitudes that will fit with the position and culture of the organization and may need to look for innovative ways of determining who has the correct aptitude spite the lack of direct experience.
Therefore, creating unicorns is much more effective and equitable than chasing them. An organization can close the talent gap by combining effective sourcing and recruiting with developing the existing workforce through learning, reskilling, upskilling and moulding the new talent into the roles they require for the future.