{"id":30151,"date":"2009-10-21T14:57:52","date_gmt":"2009-10-21T13:57:52","guid":{"rendered":"http:\/\/www.corporate-eye.com\/blog\/?p=30151"},"modified":"2009-10-16T12:58:04","modified_gmt":"2009-10-16T11:58:04","slug":"talent-acquisition-2009-pt-3","status":"publish","type":"post","link":"https:\/\/www.corporate-eye.com\/main\/talent-acquisition-2009-pt-3\/","title":{"rendered":"Talent Acquisition 2009: On the Other Hand . . ."},"content":{"rendered":"


<\/p>\n

\"Big<\/a><\/div>\n

This is the third post considering Aberdeen\u2019s recent report, Talent Acquisition Strategies 2009: Cutting through the Clutter and Proactively Managing Quality Candidates<\/a>,\u00a0 and the goal is to drill down on a couple of aspects.\u00a0 Starting off, here\u2019s an essential assumption of the report, based on the drivers defined by respondents:<\/p>\n

More companies are competing for the same skills or competencies, but are doing so from a pool of quality candidates that has not grown in proportion to the overall pool of available labor.<\/p>\n

That really is an interesting proposition.\u00a0 I interpret it to mean that (as a simple example) if there were 100 candidates for Job X in 2005, 20 were really top drawer, and if there are 500 candidates for Job X today, fewer than 100 of them would be excellent.\u00a0 And whereas 10 companies were competing for the top 20 folks in 2005, 20 companies (let\u2019s say) might be going after the fewer-than-100 great catches in 2009.<\/p>\n

The seriousness of this problem would depend on the actual shrinkage of the high-quality pool, and the actual increase of the competing-companies quotient.\u00a0 Let\u2019s say it\u2019s half and twice:\u00a0 50 of 500 candidates are highly desirable, and 20 companies are competing for them.<\/p>\n

This brings up a big question:\u00a0 Why are there fewer excellent candidates?\u00a0 The obvious answer would be that the best folks are holding onto their jobs and the candidate pool is filling up with the least successful employees.\u00a0 And that would make the hunt for passive candidates even more urgent.<\/p>\n

But there might also be additional explanations for the presumed decline in candidate quality.\u00a0 One might be that expectations are rising\u2014so an excellent 2005 candidate would be considered merely adequate today.\u00a0 That might flow from tighter budgets and increasing scrutiny of new-hire performance, creating pressure to maximize the value of every hire.<\/p>\n

Another explanation might be that (incredibly enough) high-value workers are leaving the corporate playing field for entrepreneurial opportunities and even non-profits.\u00a0 Reverse immigration could also be a factor, along with a retirement differential effect, in which the better-off boomers leave the workforce while the less successful have to remain.<\/p>\n

So what does all this argue in terms of online recruitment?\u00a0 For one thing, this may be a good time for companies to reassess their expectations to make sure \u201cgood\u201d candidates are not overlooked while everyone searches for the elusive \u201cbest\u201d candidates.\u00a0 And for another\u2014companies need to be increasingly creative in their recruiting if they want to entice the reluctant and attract the excellent.<\/p>\n

The Aberdeen report seems to emphasize a by-the-numbers approach, in which the Best in Class are all doing all the same \u201cright\u201d things.\u00a0 But sometimes coloring outside the lines is a good way to break away from the pack.<\/p>\n

One last contrarian thought.\u00a0 Aberdeen\u2019s report focuses on strategy, tactics, and tools.\u00a0 All good.\u00a0 But there\u2019s something else worth considering.\u00a0\u00a0 In How to Harness Instinct and Intuition to Make Better Business and Career Decisions<\/a>, CIO<\/em> notes that \u201cWhen CIOs discuss the worst candidates they’ve ever hired for jobs, as they often do in CIO.com’s \u00a0Hiring Manager Interviews<\/a> series, their hiring mistakes almost always come down to this: I didn’t trust my gut. The CIO knows deep down that the candidate isn’t right for the position or the IT organization, ignores his instincts and hires the individual anyway.\u201d<\/p>\n

Check out the CIO<\/em> story for some interesting ideas about why the gut-check is an indispensable aspect of successful decision-making.<\/p>\n


<\/p>\n

(Thanks to pastaboysleeps<\/a> for the BIG Number 3.)<\/p>\n","protected":false},"excerpt":{"rendered":"

This is the third post considering Aberdeen\u2019s recent report, Talent Acquisition Strategies 2009: Cutting through the Clutter and Proactively Managing Quality Candidates,\u00a0 and the goal is to drill down on a couple of aspects.\u00a0 Starting off, here\u2019s an essential assumption of the report, based on the drivers defined by respondents: More companies are competing for […]<\/p>\n","protected":false},"author":10,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_lmt_disableupdate":"","_lmt_disable":"","_genesis_hide_title":false,"_genesis_hide_breadcrumbs":false,"_genesis_hide_singular_image":false,"_genesis_hide_footer_widgets":false,"_genesis_custom_body_class":"","_genesis_custom_post_class":"","_genesis_layout":"","footnotes":""},"categories":[9,25],"tags":[41,5942],"class_list":{"0":"post-30151","1":"post","2":"type-post","3":"status-publish","4":"format-standard","6":"category-best-practices","7":"category-careers","8":"tag-corporate-website","9":"tag-talent-acquisition","10":"entry"},"yoast_head":"\nTalent Acquisition 2009: On the Other Hand . . . - 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