22 Dec what we are seeing in the HR and talent space with some key areas to focus on in 2022 to attract, recruit and retain engaged employees in today’s talent market.
As we head into the holidays, we would like to share what we are seeing in the HR and talent space with some key areas to focus on in 2022 to attract, recruit and retain engaged employees in today’s talent market.
“Over the last decade, organizational priorities and business models have shifted. People have increasingly been acknowledged as the driving force behind value creation…this has only been accelerated by changes brought on by the pandemic. Employees are expecting more from their organizations.” -McLean & Company HR Trends, January 2021
These expectations, married with the labour shortage have every sector scrambling for people with over one million vacancies in Canada. It is an employees’ market. Geographical boundaries are being lifted with remote work. Employees are burnt out and taking leaves of absence or working in less stressful jobs. Sectors have lost employees because they have not been able to provide financial security. People are reflecting on what is important to them and expecting more social responsibility from their employers around issues such as climate change and diversity, equity & inclusion. This is coming from a lens of privilege, and it is important to acknowledge that not everyone has a choice however generally, we are seeing a desire to work for organizations that provide:
- A connection to purpose
- Commitment to the community & social responsibility
- A sense of belonging & connection
- Career growth & development
Additionally, the quick change to remote work and the re-entry period has employees expecting flexibility, autonomy, and continued remote or hybrid approaches. There is also a great emphasis on mental health, physical and psychological safety. Organizations who have put safety front and center for their employees have fared better with retention and return to work rates after layoffs.
What does it take to attract, recruit, retain and keep engaged employees in today’s market? There is no magic solution however there are some important considerations.
Culture
Defining culture will be critical. The shuffle in the labour market has magnified this. What makes up culture?
1. The values & behaviours that are lived each day.
2. The type of leadership throughout the organization and the accountability of leaders.
3. Philosophy, processes, and approach to talent management from the time employees are recruited right until they say good-bye –and all the things in between.
4. The systems and policies that act as the infrastructure to supporting talent.
These are the building blocks. Culture becomes your employer brand. Employees will look to an organization’s culture and employer brand when considering a new role.
- Why are you here? (purpose)
- What is your direction (strategic plan)?
- How will you execute your plan (your values & behaviours)?
- What is the culture you want to create?
- Who do you want to be to your communities and your employees?
- How do you need to show up collectively to deliver on your purpose and mandate?
Hiring Process and Compensation
A recent survey shows that two main factors for hiring during this labour shortage will differentiate you as an employer if done well.
- Ensuring a robust hiring process
- An attractive total compensation package.
When it comes to a robust hiring process consider:
- What hiring process do you currently have in place?
- What criteria are you using?
- Are they relevant? Who is making your hiring decisions?
- Are they equipped with the right skills and knowledge to do so?
When it comes to a total compensation package consider what matters to talent coming through covid.
- What are you able to provide that will fill and exceed these basic needs, and how can you promote this?
- What are you paying?
- What benefits are you offering?
- What are you doing to support the physical, mental, psychological, and financial safety & well-being of your employees?
Looking at the whole picture will also require reviewing what benefits, support, and resources you can offer employees. A more proactive approach to prevent burnout & build a resilient workforce.There is a shift to focus on creating an environment of trust & vulnerability at work.
Leadership
We are seeing a shift in the type of leadership that is required. Some characteristics have stood the test of time however, what has emerged through covid is very high scrutiny when it comes to the integrity of our leaders. The other characteristics that we are seeing is around the concept of authentic leadership: Leaders who
- Genuinely care about their people
- Inspire others for a greater purpose
- Have empathy, courage, and gratitude
Often, we see toxic examples of leadership in the media. However, there have been many examples of humble courageous leaders in our communities. Essential service employees have magnified the importance of gratitude and recognition. During covid, we have seen many stories of employees sacrificing so much for the greater good of their communities. Good leaders understand this, show gratitude, lead by example, and take courageous steps to support the people in their organization and ensure sustainability.
It is probably safe to say that we are not going back to a normal pre-covid way of living. We know that organizations will require leaders who will be equipped to lead people through continuous change, instability, and anticipation of large issues. Investing time to choose and develop good leaders based on the right characteristics in the context of what we will face beyond covid will be imperative.
Policies
Of course, there is always the purpose of risk mitigation when creating policies for organizations, but it is also an opportunity to further embed your culture and to show your employees what is important to your organization. For example, diversity, equity, and inclusion is a must. Not a box to check but a sustainable systematic shift to make. The big message here is to ensure there is relevance, education, communication, and accountability. Be thoughtful about how your policies directly impact your culture and what kind of employee experience you want to create.
We close off the year with many lessons learned that will help inform what we may need to focus on in 2022. It can feel daunting to think about embarking on big changes like culture transformation, compensation, or policy changes while trying to manage the day-to-day operations in the midst of a pandemic. Yet, we have seen examples of organizations who worked hard to keep the lights on while consistently working away at these bigger shifts, with a planned long-game approach, celebrating the small wins, and many milestones along the way.
Upon reflection, we invite you to consider what strengths can be leveraged that already exist in the organization? Where are some of the gaps that you can start to work on next year?