Die Talentkrise und Recruitment-Geschäftsmodelle, um diese zu überwinden
As the demand for outstanding talent increases, so does the crisis that recruiters face. 57% of recruiters in the UK and Ireland currently perceive the skills shortage as compared to five years ago, and as technology advances in AI and automation continue to transform employers‘ skills, the talent crisis remains a problem for the job market .
Industry expert, Kevin Green, CEO of Recruitment & Employment Confederation , recently spoke about the current job market and his thoughts on the key business models that are most likely to lead to agency success. So what does your company need to consider to overcome the talent crisis?
Availability of the candidate
Customers face three different types of job shortages, Green said. These are: workers (which he defines as industrial workers, usually employed within the national subsistence level); Competencies (roles that require qualifications, such as engineering) and talent (people who are visited by employers to give a company drive, energy and strategic thinking).
Green attributed the deficiency to four key factors. The first is the aging population of the EU: the working age population (between 15 and 64 years) is expected to decrease significantly from 333 million in 2016 to 292 million in 2070. This means that there will be an even greater need for experienced candidates.
Changing social attitudes are also one reason why some companies find it difficult to attract suitable candidates. For example, millennials are more driven by values and choose companies that act ethically and give something back to society. They are also increasingly entrepreneurial, which means that it is more difficult for companies to retain them over the long term: An Accenture study found that 17% of millennials wanted to run their own business in 1991, compared to 83% a year 2011.
The last factor that drives the shortage of applicants, according to Green, is immigration after Brexit. Currently, 7% (2.2 million) of all jobs in the UK are filled by EU workers and Green thinks our labor market needs more immigration, not less. Concerns over whether the government will create an immigration system that will work after Brexit, fewer EU workers are looking for employment in the UK, further putting pressure on companies‘ ability to attract talent.
Three main recruitment models
Against this background of the shortage of applicants, Green identified three recruitment models that are most likely to lead to success.
The first is Inch Wide, Mile Deep. This model is used by hyper-niche specialists. These experts have narrow markets and their knowledge of them is exceptional. To be successful, your agency needs to know where to find very specific candidates and how to use technology, including social media and engagement strategies , to target them. Global reach means that your agency has access to a larger pool. Recruiters who follow this model can use talent pools that are difficult to find, securing their position as an essential advisor for their clients.
Das nächste ist geringe Kosten. Dieses Modell arbeitet mit dem kontingenten Markt und ist auf hohes Volumen angewiesen, um die niedrigen Margen zu kompensieren. Somit müssen Agenturen, die dieses Modell einsetzen, ausgezeichnete darin sein, Angebote für sich zu gewinnen. Recruiter werden an einer großen Anzahl von Stellen arbeiten und diese in einem rasanten Tempo besetzen, sodass sie effektive operative Bearbeiter sein müssen.
Das letzte Modell ist das hybride und, wie der Name bereits vermuten lässt, wird es von generalistischen Agenturen verwendet, die in vielen Bereichen und für Rollen auf verschiedenen Führungsebenen rekrutieren. Solche Agenturen benötigen unterschiedliche, maßgeschneiderte interne Praktiken mit entsprechend qualifizierten und sachkundigen Recruitern.
Da der Bewerbermangel nicht absehbar ist und Kunden zunehmend nach Beratungsdienstleistungen suchen, ist es für Personalvermittlungsagenturen unerlässlich, strategische Entscheidungen zu treffen, wie sie sich positionieren werden, um weiterhin Dienstleister-Experten zu bleiben. Holt das Modell und die taktische Planung Ihrer Agentur das meiste aus den vorhandenen Stärken heraus?
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