The changes that have been taking place in the world of work over the past few years are increasingly highlighting the inadequacy of the “traditional” approach to recruitment. Between the emergence of new skills and the shortage of qualified talent to meet business needs, the HR function is having to review its methods and implement more strategic tactics. Agility and resilience have become the watchwords in recruitment. So why and how should you adopt an agile recruitment strategy?
How does agile recruiting help optimize talent sourcing and hiring?
Agile recruitment has become one of the major keys for any company looking to gain competitiveness in a context of permanent transformation.
→ What is agile recruiting?
Agile recruiting is defined as a more open and flexible hiring process that better adapts to the changing needs of organizations and the labor market. It is no longer limited to the traditional scheme that thinks of recruitment solely in terms of candidates’ professional experience, but rather prioritizes the search for and integration of new talent based on their potential and soft skills, particularly their ability to adapt.
→ What are the benefits of agile recruiting?
An agile recruitment approach brings many benefits to the company, including:
- The integration of more diverse profiles, thanks to more open sourcing.
- An improved employer brand and candidate experience, based on a proactive method that puts people at the center of the process.
- The creation of teams of employees that are more flexible and generally more inclined to change and innovation.
- A reduction in turnover, thanks to personalized hiring and career follow-up for new recruits.
How to implement an agile recruitment process
To implement an agile and effective recruitment process within a company, there are a few key principles to follow.
→ Identify the company’s real needs
First and foremost, it is important to take stock of the organization’s skills needs. Indeed, to define what the company’s real needs are in terms of recruitment, the HR function should no longer ask “who” it needs, but “what skills it needs” and whether it can develop them internally, delegate them (i.e., outsource them) or acquire them by integrating new employees.
To do this, it is first necessary to think about the critical skill needs, i.e., those that cannot be outsourced, that can be covered internally by employees – through adapted training programs – and those that cannot. In this way, the HR function can highlight the need for external recruitment to fill the gaps.
→ Staying open-minded
An agile recruiting approach requires an open mind. It’s no longer about looking for ideal candidates with fifteen years of experience in a given position. Instead, it’s about identifying profiles that have the skill base – soft and hard – required for the job and are genuinely motivated to develop new skills. In other words, even if the talent does not have all the skills required at the outset, it is possible to train them through appropriate training paths.
The main advantage of this approach for organizations is that it allows them to develop employees according to their specific needs.
→ Don’t underestimate internal recruitment
To gain agility, it is also in companies’ best interest to promote internal recruitment. This means opening up employees already in the organization to new, possibly less traditional opportunities that involve developing new skills (reskilling). As these employees are already familiar with the workings of the business, their adaptation to their new position is generally more effective than in the case of external recruitment. They are often operational more quickly, which saves a lot of time.
How does technology serve agile recruiting?
Technology is a powerful ally in implementing an agile recruitment strategy. It enables the design of job descriptions that highlight key skills for a given position and identifies those same skills – and other closely related skills that may be relevant – in every application. The technology reveals the field of possibilities and suggests the most relevant candidate profiles to recruiters, making connections they might not have thought of.
In addition, some solutions also match candidate profiles to training (translated into skills), to propose, if necessary, the most appropriate training to optimize their assumption of duties. These solutions not only identify talent, but also provide recommendations to optimize the entire hiring process.
Illustration credits: https://www.istockphoto.com/fr/portfolio/Lisitsa