Key Territories – Americas
Relationship
recruiting backs off that short-term outcome- based approach,
requiring employers to spend time on campus building relationships...
Relationship Recruiting
Canadian media is full of reports arguing for and against the existence of a skills shortage in Canada. Employers assert that they are experiencing a shortage, and urge governments to take action, while economists and analysts counter that their data denies that a shortage exists. The Canadian Association of Career Educators and Employers (CACEE) has data suggesting that at least part of the problem is not a shortage of skilled young workers, but that employers recruiting tactics are not finding the talent that is out there. Paul Smith, Executive Director, CACEE explains…
western and eastern regions of Canada can demonstrate explicit recruiting challenges and there are nationwide shortages within select sectors (oil and gas, skilled trades, health). Notwithstanding these regional and/or sectoral shortages however, there appears to be a disconnect between applicants and employers, and our data suggest that changing recruiting practices is contributing. Since 2007 CACEE has produced an annual Campus Recruitment Report that describes campus recruitment activities. I compared the reported recruiting activities from 2007 to 2013 and two trends emerged – a decline in ‘traditional recruiting’ techniques, and a corresponding rise in remote, or ‘digital recruiting’.
D 30 Graduate Recruiter |
www.agr.org.uk
isclaimer: there are real shortages of key skills in select regions and sectors. Employers in
Remember 2007? It was the peak year of the ‘War for Talent’ era. On campus, the ‘War’ was manifest in aggressive recruiting practices, inflating salary offers and expensive campaigns. Strong economic growth combined with demographic challenges (aging workforce, smaller generations) to create a seller’s market in the labour force – it was a good time to graduate.
Then, in September 2008, Lehman Brothers bank failed, setting off a historic collapse in the global economy. Recruiting budgets were frozen or cut, and visits to campus were curtailed. Traditional recruiting activities fell away, as did so much other commercial activity. But as economies recover, traditional recruiting isn’t. The financial collapse was a disruptive force in the global economy, but its impact on the
demand for a skilled workforce was temporary. The same forces that led to the ‘War for Talent,’ economic growth and demographics, are beginning to assert themselves again, and Canadian employers can see what’s coming.
Perhaps they hope to avoid a return to ‘War for Talent’ tactics. Many are experimenting with the new paradigm of ‘digital recruiting’ that emerged post- collapse. The growth of digital recruiting can be seen in the emergence of social networks such as LinkedIn and Twitter as recruiting tools. In 2007, less than one-quarter of Canadian employers used them, but by 2013 more than half of employers reported their use as a means to reach candidates. Digital recruiting leverages social networks to drive candidate traffic to corporate websites, where applicant tracking systems are used to screen candidates.
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