8 Ways to Fill Open Roles in Today's Market
Many employers are finding it difficult to fill open roles in today's extremely competitive job market. To help improve your chances at hiring top talent, develop a recruiting plan that's aligned with the needs and expectations of the current workforce. Here are eight strategies for filling open roles as well as some general best practices for finding talent.
#1: Employee referrals
Referrals can be an inexpensive way to find candidates. With employee referral programs, current employees are encouraged to recommend positions available in the company to qualified people they know. If a successful hire is made, the referring employee typically receives some sort of referral reward, such as a cash bonus or extra vacation days. If you decide to offer a referral reward, establish a written policy addressing eligibility and other program rules.
#2: Sign-on bonuses
For difficult-to-fill positions, some employers raise starting wages to attract candidates. However, not every employer can afford this option. While sign-on bonuses also have a cost, they can provide savings over the long run when compared to increasing wages, since they're a one-time fixed cost. For instance, let's say an employee receives a starting wage that is just 50 cents higher than the employer typically pays. If the employee stays with the employer for three years, that 50-cent increase in pay cost the employer $3,120 in additional labor costs. However, if the employer offered a $1,000 sign-on bonus instead, the employer's labor costs would only increase by $1,000. If you plan to offer sign-on bonuses, consider rules to help protect your investment, such as requiring the employee to remain with the company for a certain length of time.
#3: Social media
If you have a presence on social media, share job openings with your followers. More than likely, this group is already engaged and committed to your company's mission. Even if your followers aren't looking for a job themselves, they may know someone who is. Some employers may also choose to use social media to actively search for candidates. However, when researching applicants online, you may inadvertently come across information that would normally be "off limits," such as one's age or disability. If you're searching for candidates on social media, take steps to prevent protected information from influencing your decisions (intentionally or unintentionally). Consider choosing someone outside the decision-making process to conduct talent searches. And, if you use social media's ad-targeting tools to attract applicants, make sure you avoid targeting ads based on a protected characteristic.
#4: School and community job boards
Most universities have online job boards that allow students and alumni to search for employment. Many community-based, professional, and trade organizations also host job boards. To help promote diversity, seek out organizations and schools that serve communities that are underrepresented in your current workforce.
#5: Government resources
The federal government has resources to help connect employers and veterans looking for work. Employers that hire veterans may also be eligible for tax credits (contact your tax advisor for more information). Additionally, the federal government's Workforce Recruitment Program connects employers to a database of college students and recent graduates with disabilities seeking employment. There are also tax incentives available for employers that hire and accommodate people with disabilities (contact your tax advisor for more information).
#6: Internal job postings
Hiring an internal candidate is typically quicker and less expensive because you don't have to pay to post a job ad or pay a recruiter to source candidates. Current employees are already familiar with your company and its processes and have already formed relationships with clients/customers and coworkers. This typically decreases the learning curve since external candidates may require more time to get up to speed. When making the decision of whether to hire internally or externally, consider what expertise is within your current workforce compared with that of the external labor market. And, keep in mind that when an internal hire is made, you may need to backfill the employee's previous role.
#7: Previous applicants
Another low-cost option is to look to the applications you have on file. Perhaps there's a candidate who wasn't the right fit for a previous opening, but is a good fit this time around.
#8: Rehires
Employers can also look to former employees to fill job vacancies. This can be an attractive option if the individual was a strong performer since they already have a proven track record with your company. When reinstating former employees, your decision to recall specific workers should be based on legitimate business reasons, such as their seniority, performance history, or your current business needs. Always document the legitimate business reasons for selecting to bring back certain employees over others.
Note: During the pandemic, some states and local jurisdictions enacted laws giving laid-off workers certain reemployment rights. Check your applicable laws to ensure compliance in this area.
Best practices:
You also want to ensure your job advertisements encourage as many qualified candidates as possible to apply. Here are some guidelines to help:
- Consider the unique challenges of today's market. One factor that is contributing to a tighter labor market is that some workers who lost their jobs during the height of the pandemic are reluctant to reenter the labor market as more jobs become available. For instance, workers may be unable to afford or access childcare during the summer months, have concerns about COVID-19 safety, and/or have changing needs and expectations brought on by the pandemic, like the flexibility to work remotely. Keep these potential barriers in mind as you develop your recruiting plan.
- Leverage your employer brand. Use your employer brand to differentiate yourself. Your employer brand is how someone would describe what it's like to work for you and is a representation of your culture. Think about what makes your workplace unique and what you value. For example, maybe you give employees greater flexibility, promote diversity, foster a culture of social responsibility, encourage creativity and innovation, and/or empower employees to be involved in decisions that affect their jobs. Use these unique attributes to develop your brand and promote it when recruiting. Your brand should evolve to represent the changing needs of employees and your organization.
- Use inclusive language. Ensure that job advertisements and job descriptions use language that encourages all groups to apply and avoid keywords or phrases historically associated with a particular gender. For example, if the position has specific physical demands, focus on the task that needs to be done, rather than how it's done (such as, the position requires "moving" 50 pounds, instead of "lifting" 50 pounds). Employees with disabilities may be able to perform the essential functions of the job with an accommodation, such as using a cart, dolly, or mobility aid. Additionally, avoid language that could be construed to indicate a preference based on age or another protected characteristic. For instance, "this job would be ideal for someone young/recent college graduate." If the pay is lower, you can say that the job is entry-level or simply list the wage or salary. Never assume a worker wouldn't be interested in a job based on their age or the salary offered. Also, include an equal opportunity statement that demonstrates your commitment to diversity and inclusion.
- Avoid inflating job requirements. Identify clear job-related criteria by which you will assess applicants and apply the criteria consistently. If your educational requirements exceed those needed for the position, it may be difficult to fill the role and you may be overlooking otherwise qualified candidates. For example, not every job requires a bachelor's degree, but many employers include it as a qualification regardless of the position. Inflating educational requirements may also undermine the value of on-the-job experience and important skills that are developed outside of the classroom. Further, you also might limit your ability to hire a diverse workforce if your educational requirements unnecessarily exclude certain protected groups who tend to graduate college at lower rates. To encourage more applicants to apply, and depending on the role, consider candidates with nontraditional profiles, such as those who are self-taught.
Conclusion:
Make sure your recruiting and hiring efforts are effective, reflect your company's values and culture, and comply with applicable laws.
