Alliance of Professionals & Consultants, Inc. (APC)’s Post

A number of things can be done to address the recruitment challenges facing all industries in times like this. Continuous Professional Development : Encourage and support employees to pursue ongoing education and certifications to stay updated on industry trends, regulatory changes, and new technologies. Internal Training Programs: Develop in-house training programs to upskill existing staff, ensuring they are equipped with the latest knowledge and skills relevant to the industry. Technology Training: With the evolving role of technology invest in training programs that focus on data analytics, automation tools, and other technological advancements. Build a Strong Employer Brand: Highlight your company culture, values, and commitment to employee growth. A positive employer brand can attract top talent. Clear Communication Channels: Ensure that communication channels are open and transparent. Employees should feel comfortable expressing their concerns, and management should provide regular updates on organizational goals and strategies. What do you think ? If you have a challenge, we can offer you a solution. #FuturesRecruitmenServices

What do you do? It's a common question when first meeting people. You name it, networking events, a wedding or even joining a new sports team, you're guaranteed to be asked by 50% of new people, at least. Something I've learnt over the last 3 months is that it's an opportunity to make a solid first impression. Show your passion. Your energy. It's an opportunity to inspire someone and prompt a response greater than "𝘛𝘩𝘢𝘵'𝘴 𝘪𝘯𝘵𝘦𝘳𝘦𝘴𝘵𝘪𝘯𝘨, 𝘩𝘰𝘸 𝘭𝘰𝘯𝘨 𝘩𝘢𝘷𝘦 𝘺𝘰𝘶 𝘣𝘦𝘦𝘯 𝘥𝘰𝘪𝘯𝘨 𝘵𝘩𝘢𝘵?" So, how do we all fall guilty of answering? "Yeah, so I work in technology recruitment, how about you?" Or "I'm a software engineer for a bank" I mean, it's true, but it doesn't 𝘭𝘪𝘨𝘩𝘵 𝘵𝘩𝘦 𝘤𝘰𝘯𝘷𝘦𝘳𝘴𝘢𝘵𝘪𝘰𝘯 𝘶𝘱. I've been WOW'ed by some of the people I've met recently with their small pitch about themselves. You can feel the energy. You're bought into their vision. You almost feel compelled to ask genuine questions about their world. So it could sound something like this... "I run a technology focused recruitment consultancy that supports FinTech start ups scale their teams. We reduce their time to hire, whilst also keeping the quality sky high. We're on a mission to be the number 1 agency in this space by 2025" Or "I'm a software engineer that loves writing code and I try to contribute my skills to society in a positive way. I currently work at a bank but I've got a real interest in net zero and sustainability so I hope to move to a company that has this area as a priority soon" Maybe "I'm a HR director with a passion for improving the on boarding process in law forms. From my 12 years of experience, I've found that law firms sometimes lack conviction in their process, so I've made it my duty to improve that, whilst keeping the morale and engagement of current employees high, of course" If you're like me, you hear those answers and instantly think of someone you might be able to introduce them too. Get specific. It prompts a more in depth response. F@ck the polite answer, tell people like you mean it. I know I will be moving forward.

What 5 things does a recruiter of today look for in an employee? 1. Relevant skills and qualifications: Recruiters look for employees who possess the necessary skills and qualifications required for the job. This includes both technical skills specific to the role and soft skills such as communication, problem-solving, and teamwork abilities. 2. Adaptability and flexibility: In today's fast-paced and ever-changing work environment, recruiters value employees who can adapt to new situations, learn quickly, and be flexible in their approach. Adaptability demonstrates an individual's ability to thrive in varied circumstances and take on different tasks or roles when required. 3. Cultural fit: Recruiters consider the cultural fit of a candidate within the organization. They look for candidates who align with the company's values, mission, and work culture. This includes assessing a candidate's personality traits, work style, and whether they can seamlessly integrate into the existing team. 4. Digital literacy and tech-savviness: With technology advancing rapidly, recruiters favor candidates who are digitally literate, proficient with relevant software and tools, and quick to adapt to emerging technologies. They look for employees who can efficiently use digital resources, collaborate remotely, and adapt to virtual work environments. 5. Lifelong learning and growth mindset: Recruiters seek employees who demonstrate a commitment to continuous learning and personal development. A growth mindset, characterized by a willingness to learn from mistakes, accept feedback, and continuously improve, is highly valued. Candidates who show a desire to expand their skills, take on challenges, and embrace new opportunities are often preferred. In other words, every employee who is in the payroll of the organization needs to go beyond his role, pay packet & title to prove his value / credibility.

𝗥𝗲𝗱𝘂𝗰𝗶𝗻𝗴 𝗦𝗲𝗹𝗳-𝗜𝗺𝗽𝗼𝘀𝗲𝗱 𝗕𝗮𝗿𝗿𝗶𝗲𝗿𝘀 𝘁𝗼 𝗜𝗻𝘁𝗲𝗿𝗻𝗮𝗹 𝗠𝗼𝗯𝗶𝗹𝗶𝘁𝘆 -> 𝗡𝗮𝗿𝗿𝗼𝘄/ 𝗜𝗿𝗿𝗲𝗹𝗲𝘃𝗮𝗻𝘁 𝗦𝗲𝗹𝗲𝗰𝘁𝗶𝗼𝗻 𝗖𝗿𝗶𝘁𝗲𝗿𝗶𝗮 There are no perfect candidates. Period. So, knowing this fact, why do organizations fall into the trap of including 10-20 ‘must have’ qualifications in each job posting? 𝙃𝙤𝙬 𝙙𝙤𝙚𝙨 𝙞𝙣𝙘𝙡𝙪𝙙𝙞𝙣𝙜 10-20 '𝙢𝙪𝙨𝙩 𝙝𝙖𝙫𝙚’ 𝙦𝙪𝙖𝙡𝙞𝙛𝙞𝙘𝙖𝙩𝙞𝙤𝙣𝙨 𝙝𝙚𝙡𝙥 𝙩𝙤 𝙚𝙣𝙝𝙖𝙣𝙘𝙚 𝙞𝙣𝙩𝙚𝙧𝙣𝙖𝙡 𝙢𝙤𝙗𝙞𝙡𝙞𝙩𝙮? Quick answer – it doesn’t. When this occurs, the collective perception of employees is that the organization includes these ‘requirements’ because they want to hire externally instead. - And, if this is the case, why should internal employees apply. - And employees won’t apply.  - And organizations miss out on great internal candidates.  - And these great employees will eventually leave. - And you have perpetuated a culture that inhibits internal mobility. Two important principles to consider: 1. Principle #1 – If everything is important (a must have), then nothing is important. 2. Principle #2 – Think addition by subtraction. 𝗪𝗵𝗮𝘁 𝘁𝗼 𝗱𝗼 𝗶𝗻𝘀𝘁𝗲𝗮𝗱? ➡️Identify the minimum requirements for the role  ➡️Screen individuals based on these ➡️Hire people who meet 80% of the requirements ➡️Train/ support the new hire to learn the additional 20% The end result will be more internal hires and increased retention. ➡️𝘊𝘩𝘦𝘤𝘬 𝘰𝘶𝘵 𝘵𝘩𝘦 𝘭𝘪𝘯𝘬 𝘣𝘦𝘭𝘰𝘸 𝘵𝘰 𝘭𝘦𝘢𝘳𝘯 𝘮𝘰𝘳𝘦 𝘢𝘣𝘰𝘶𝘵, 𝘢𝘯𝘥 𝘯𝘢𝘳𝘳𝘰𝘸/ 𝘪𝘳𝘳𝘦𝘭𝘦𝘷𝘢𝘯𝘵 𝘴𝘦𝘭𝘦𝘤𝘵𝘪𝘰𝘯 𝘤𝘳𝘪𝘵𝘦𝘳𝘪𝘢 𝘢𝘯𝘥 𝘩𝘰𝘸 𝘵𝘰 𝘢𝘥𝘥𝘳𝘦𝘴𝘴 𝘪𝘵.

🔍Who do the workers choose? Beyond just compensation, today's developers, engineers, and technical professionals are evaluating a range of factors when deciding where to take their skills. From company culture and growth opportunities to work-life balance and the latest technology stack, savvy candidates are assessing the full package when considering a new role. There are a few other key considerations that can impact an IT professional's decision when evaluating job opportunities: 👉Technological Stack. Developers, engineers, and analysts crave the chance to work with the latest tools and solutions, constantly expanding their skills. 👉Training & Development. Companies that actively invest in employee learning through training programs, mentorship, and conferences hold a distinct advantage. 👉Flexible Hours & Remote Work. The work-life balance has become increasingly important, especially after the pandemic experience. 👉Dynamic Company Culture. Creative, friendly teams that welcome new ideas and initiatives inspire talent more than rigid policies. 👉Clear Career Progression. Defined paths for professional development and advancement motivate ambitious candidates. ❓ What factors are decisive for you when choosing an employer?  Tell us in comments⬇️

Do firms in high-trust countries hire differently? Absolutely. The difference is interesting because high-trust hiring means greater emphasis on fundamental skills, less on certification of specific skills. Why is that? In high-trust cultures, people are hired for the long run with the assumption that they can fulfill multiple roles, be trained for develop new skills, and will stay with the firm as long as they are treated fairly. https://lnkd.in/gNhdCBU3

Hiring employees based on degree’s and certifications is not a true way to determine ones qualifications. Employers that hire based on credentials and not spending time to asses their true innate abilities is lazy decision making. Here are some reasons why Some employers may exhibit a tendency to prioritize convenience over comprehensive skill assessment. Instead of investing in training and evaluating the actual skills of their IT professionals, they might opt for a shortcut by hiring individuals with the "IT professional" label and assuming they possess wizard-like IT capabilities. This approach can have several drawbacks: 1. **Unrealistic Expectations**: Expecting IT professionals to be wizards without proper training and skill assessment sets unrealistic standards. It can lead to frustration on both sides as employees struggle to meet exaggerated expectations. 2. **Missed Potential**: By not assessing and nurturing the existing skills of their IT staff, employers may overlook hidden talents and untapped potential. These employees could excel if given the opportunity and support to develop their expertise. 3. **High Turnover**: Unrealistic expectations and inadequate training can contribute to job dissatisfaction and high turnover rates among IT professionals. Skilled individuals may seek better opportunities elsewhere, leaving employers with a revolving door of employees. 4. **Wasted Resources**: Employers who neglect skill development and training miss out on the chance to enhance their IT team's abilities and drive innovation within their organization. This can result in underutilized resources and missed business opportunities. 5. **Inefficient Operations**: Without proper training and skill assessment, IT professionals may struggle to efficiently address technical issues, leading to increased downtime and decreased productivity. It's essential for employers to strike a balance between hiring individuals with relevant qualifications and actively investing in their professional growth. Providing ongoing training, mentorship, and skill assessment opportunities can lead to a more skilled and motivated IT team that contributes significantly to an organization's success.

EMPLOYERS: DO YOU KEEP YOUR NEW HIRES EXCITED? As an employer, you know hiring and onboarding a new employee is a hefty investment. How do you keep them excited? Do you have a good pulse on your workplace? Your employees are most likely to open up to their peers first. Then their manager. And lastly, the upper management. As a long-time professional recruiter, I encourage employers to run a general survey of their employee base, even anonymously, to get a feedback on their level of satisfaction in their role, and to detect if there are areas of frustration or improvement they would like to see. Another feedback measure consists in having managers meet one-on-one with their direct reports, and interview them about their career success and progression. Seek to find how much they like their job; if the expectations they had when starting all came through... or if there's something missing. How can we do better? What are your growth goals and timeline to get there? Encourage them to open up, then set mutually agreeable growth goals. This fosters loyalty and maintain happy employees that don't want to leave. In doubt on the best way for your organization to measure this satisfaction level? Here's a plug to a company called "Amazing Workplace", who provides solutions to improve and maintain Employee Happiness. They measure this satisfaction level, and provide exact steps on how to address the areas needing improvement. Call us for your recruitment needs. #executivesearch #recruitment #talent #hiring #employeehappiness

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One thing we've heard over and over again in recent conversations with everyone from TA leaders to analysts to customers is Qualty of Hire is on their minds. Quality of Hire isn't new, so why is to hot right now? 𝐄𝐯𝐨𝐥𝐯𝐢𝐧𝐠 𝐖𝐨𝐫𝐤𝐟𝐨𝐫𝐜𝐞 𝐃𝐲𝐧𝐚𝐦𝐢𝐜𝐬 With remote work and the gig economy on the rise, assessing the quality of hire is crucial. It's not just about who can do the job, but who can thrive in a fluid, often virtual work environment. The right hires can adapt, collaborate, and contribute regardless of location. 𝐂𝐨𝐬𝐭 𝐨𝐟 𝐁𝐚𝐝 𝐇𝐢𝐫𝐞𝐬 The cost of a bad hire goes beyond just financials; it affects team morale, productivity, and even brand reputation. Measuring quality of hire helps in identifying and rectifying hiring mistakes quickly, reducing long-term negative impacts. 𝐃𝐚𝐭𝐚-𝐃𝐫𝐢𝐯𝐞𝐧 𝐆𝐫𝐨𝐰𝐭𝐡 In today's data-driven world, businesses thrive on metrics. Quality of hire is a key performance indicator reflecting the effectiveness of your hiring process. It helps in fine-tuning strategies, ensuring that the talent pipeline aligns with the evolving needs of the business. 𝐄𝐧𝐡𝐚𝐧𝐜𝐢𝐧𝐠 𝐄𝐦𝐩𝐥𝐨𝐲𝐞𝐫 𝐁𝐫𝐚𝐧𝐝 A focus on quality of hire indirectly boosts your employer brand. When you consistently hire top talent who contribute significantly, it enhances your brand in the job market, attracting more high-quality candidates. 𝐋𝐨𝐧𝐠-𝐭𝐞𝐫𝐦 𝐎𝐫𝐠𝐚𝐧𝐢𝐳𝐚𝐭𝐢𝐨𝐧𝐚𝐥 𝐒𝐮𝐜𝐜𝐞𝐬𝐬 Employees who are a good fit are likely to stay longer and grow with the company. By focusing on quality of hire, companies invest in long-term stability and success, fostering a culture of growth and innovation. 𝐀𝐝𝐚𝐩𝐭𝐚𝐛𝐢𝐥𝐢𝐭𝐲 𝐭𝐨 𝐌𝐚𝐫𝐤𝐞𝐭 𝐂𝐡𝐚𝐧𝐠𝐞𝐬 The rapid pace of change in many industries means companies need employees who can adapt and evolve. Quality of hire ensures you're bringing in people who can not only meet current demands but also adapt to future challenges.