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The Biggest recruiting challenges in year 2022

 

 

My biggest recruiting challenges are firstly, finding the proverbial needle in the haystack. Are we really equipped enough to find out whether the candidates can do the job, will they do the job, and how do they fit into the organisation? The second challenge is convincing the hiring managers that a candidate is well qualified for the job. There are going to be people who’ve been out of work for a year and there are newly hired people being let go/looking for new positions. Thirdly, handling the fluctuations of operational needs and keeping the quality of candidates high is also a challenge. In today’s workplace where human resources are lean and time is money, employers can’t afford to pay recruiters to screen out unqualified applicants when the process can be automated and candidate screening time reduced to mere minutes.

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We are short on qualified recruiters nowadays. Fourthly, there is a lack of widespread implementation of a formal hiring and recruiting strategy on the front end and weak process- control metrics on the back end. Fifthly, we have to deal with fake work experience proofs, exaggerated qualifications and false references – just some of the common examples of unscrupulous means used by some candidates. Sixth, there are variations in the social, political and economic state of affairs. Seventh, sometimes you have different offices having their own means of doing things and they may be defiant towards change initiatives. Eighth, the perceived value of the HR function varies across locations/offices globally and lastly, ‘going global’ and ‘globalisation’ have emerged as buzz words, and growth-smart companies are quickly realising that a global economy is no longer just a theory.

 

Cultural and language differences are the biggest barriers for international recruitment strategies. I’ve addressed the recruiting challenges by firstly, showing empathy to the person’s situation and secondly, by being responsive. The best way to evaluate candidates is to identify the required traits, competencies, skill-sets and personality-related competencies, if any. These can be used as guidelines during the interview process to evaluate potential candidates. You have to make yourself the employer of choice, which requires you to have close alliances with the top universities across the globe. Developing a deeper understanding of the local market as to what constitutes top talent is probably the most critical caution. Mobilising the right talent is an imperative to creating a long-term competitive advantage for any organisation; so, resource deployment is done in phases that are clearly communicated and measured – here’s where we are, here’s where we’re going, and here’s where we’ll be at the end of phase one, which will take this amount of time.

 

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