All post > What's going to change in recruitment
24 Mai 2020 à 13:01
Here we are. Companies will have to review their recruitment criteria (also in their internal mobility) if they want to survive the crisis. The selection of candidates for our clients has always been based in theory on soft skills. In reality, the "plug & play" candidate was often recruited to the disadvantage of a "potential" candidate but without all the required hard skills: "We found him excellent but we don't want to take the risk of recruiting a candidate that we have to train", we heard by way of explanation.
Pressure on short-term results, retention problems, lack of training budget, recruitment often looked like a patch on an organization chart rather than a reflection on the organization of the future and the associated skills. These recruitment methods had two consequences: firstly, an exponential increase in salary making Luxembourg uncompetitive in the equation added value / salary cost compared to other European countries. The second consequence was a game of "musical chairs". The shortage of candidates in certain sectors has thus generated consumerist behaviour, sometimes unhealthy in the employer/employee ratio. This problem of turnover has created a vicious circle: employers limiting their training efforts in view of the risk of resignation and employees adapting their motivation in view of the lack of human consideration.
What about tomorrow? Given the current context, we will have to work together, really work together. This is a sine qua none condition. Skills such as adaptability, creativity, self-starter, resilience and above all a sense of teamwork have become indispensable. Individualism no longer has its place and the juxtaposition of experts as a business model is clearly reaching its limits. It is clear that we are heading towards a violent crisis in the labour market. Opportunities will be rarer and candidates who change jobs will have done a real job of thinking about their professional project. They should be less guided by venal aspirations that companies will be less able to satisfy. For their part, companies will have to work on redefining their organization to meet the current challenges. Groups that rethink their fundamentals, and do not panic, will increase their chances of sustainability and attractiveness. It will be a matter of positioning the right people in the right places and taking the risk of changing what worked (or didn't work) "before".
The health crisis we are experiencing shows us to what extent, "it is all about people", let us rethink our models around the human skills of tomorrow. Today is probably already over!
Translated with www.DeepL.com/Translator (free version)