By Corinne Curtis, head of HR for the third sector, WorkNest.
Owning to a combination of skills shortages and substantial changes in people’s wants and needs, many employers are currently facing a challenging recruitment market, and the third sector is no exception.
After a period of employee stability and little movement between jobs during the pandemic, many charities are now fighting to fill vacancies and struggling to attract skilled, qualified and experienced staff for some roles. If your organisation delivers services, this can really affect how you operate.
When facing recruitment challenges, increasing salaries is the obvious lever to pull. Indeed, with fewer job seekers and more jobs, the power currently sits with the candidates, which is, in turn, generating salary pressures. In a competitive market, ensuring that salaries are fair and reflect the expectations of the role is important.
However, with many charities facing challenging funding situations and some having already cut back on costs and budgets, paying more may simply not be an option.
So, if you can’t compete on cost, what else can organisations do to improve their recruitment success? Here are 10 things to try.
Be flexible
Lockdown caused many people to reflect and re-evaluate. For some, a healthy work-life balance and alignment with an organisation’s values and culture have become more important than ever.
Research shows roles that offer hybrid working and flexibility generate more applications, so if you offer some flexibility, promote this in the advert.
Especially right now, flexibility in working location is likely to appeal to candidates who are looking to save on commuting costs. It will also help to support diversity and inclusion, increasing applications from female applicants and those with health or caring needs.
Don’t rush
Organisations sometimes rush to recruit when someone resigns without considering whether they need a like-for-like replacement or whether the role requires a different focus, skills or experience to support future objectives.
Reviewing the role will not only help to futureproof it but will mean it is better described, making it a more interesting opportunity for candidates.
Broaden your candidate pool
If you haven’t already, explore different channels such as apprenticeships, your existing networks and your volunteers who may be looking for an opportunity. Your networks and volunteers are often already warm to the organisation, bringing additional benefits.
Consult your existing staff
More organisations are considering schemes that reward employees for referring successful candidates. After all, existing staff will understand the skills, experience and attitudes you need and will likely feel responsible for recommending people that will live up to their recommendations.
Promote internally
Promoting or upskilling existing employees is another effective – and often overlooked – option. Again, these individuals already understand your organisation and your expectations, which can significantly reduce recruitment costs and make for a more successful appointment.
Internal development can also demonstrate to existing employees that there are opportunities for progression, benefiting retention.
Consider your virtual presence
Your online presence can be the first impression someone gets of your organisation.
- Could you improve your recruitment page by including testimonials from existing employees?
- Does your website reflect not only what you do but who you are? For example, if you describe your organisation as friendly, casual and dynamic, a very structured, ‘cold’ website may dissuade potential candidates from applying.
Make it easy for people to apply
The application process itself can encourage or put off candidates. In the age of immediacy, candidates are less inclined to invest time in completing bespoke applications, and many expect the employer to come to them based on a general CV. It can therefore help to consider your application process from an ease-of-use and accessibility standpoint.
Keep candidates warm
In a market where candidates are being offered multiple interviews, communication through the process is key. If there’s little contact and a slow turnaround between application and interview, candidates may follow up another opportunity instead.
To ensure candidates remain invested in the opportunity:
- Be clear on dates and next steps;
- Reflect on the speed of the process and where flexibility could be added; and
- Consider carrying out rolling reviews of applications to pick up strong candidates, perhaps having a phone/screening interview to show that you are interested and rule in and out the right candidates.
Keep in mind that even though they may be unsuccessful, candidates might be right for future opportunities and can also become advocates for the organisation based on their experience.
Reframe your expectations
Given current recruitment challenges, organisations are increasingly looking for the right skills and attitude rather than explicit experience. A skills test, relevant to the role, is often more indicative than a discussion where people can ‘talk the talk’ and make claims that are hard to validate.
Additionally, what aptitude is needed, and what can be taught on the job? In some cases, you might accept a less experienced candidate who has the right aptitude and can be supported to develop in the areas they don’t quite demonstrate your requirements.
Get onboarding right
Because it’s difficult to get candidates through the door, so once you have your appointed person, it’s even more vital that your onboarding process is effective.
Look for opportunities to engage candidates before they start, for example, by inviting them to attend a social event, visit the workplace, or join a training session.
Likewise, a strong induction plan that ensures the candidate feels valued and welcomed should help to secure the appointment and stop you from having to go back to the drawing board in a few weeks’ time.
