We invited three of our experts, human resources specialists, to give us the facts about the difficulties of recruiting in a context of labor shortage. Fanny Larocque from Agence Charlie, Stephanie Cote Mongrain from SCM Propulsion and Steve Melancon from Happy Culture spoke to visitors to the Expo Entrepreneurs 2022 show. Here is what we remember:
To adapt to change and overcome the labor shortage, what do we start with?
Fanny: We start with the heart, with the values that must be lived by all the people who work in the company. We must think about it before recruitment because these Recruit values must be lived daily within the company. These are the keys that mobilize employees. Subsequently, recruitment can even be done organically, via referrals from your employees. You can also hire executive coaching services to get the job done.
Stephanie: We start with the experience of the employees in place. Companies often put the emphasis on external marketing actions, but working on the employer brand internally is essential, because they are the ones who will make the reputation of the company. It is necessary to ensure the well-being of its current employees. A good employee experience is as important today Recruit as a good customer experience. Be careful also to clearly distinguish job satisfaction, which is specific to well-being at work, which is a feeling linked to the way the employee feels treated daily. These are the positive and satisfactory answers to the questions.
“During my day do I have fun? What do I tell my children and my spouse at dinner time? What did I realize today that I want to talk about? Ease at work is what produces the enthusiasm to get to work. This is also what will cause positive word of mouth towards future employees.
Steve: The process is summed up by the acronym CCM: Heart, Brain, Hand. The heart is the first step that touches on the mission and the values of the company. Values are not solely the property of the company or the management team. It’s the way people work when the boss isn’t around! If the employees give themselves in the same way, out of passion and with the same professionalism, the values are integrated, and the corporate culture is in place. These values must be strong enough to allow recruitment but also internal coaching and even the dismissal of those who are not aligned with them. These are the corporate culture filters.
What are the new forms of recruitment and how can a company adapt to these new methods?
Fanny: One of the novelties, as we touched on it previously, is to have to show who we are on the networks, on our website, to demonstrate the know-how of the company.
Today, it is not more difficult to find candidates, it is more difficult to find a person with the right fit: the right fit with the manager, with the team and with the values of my company to avoid clash. It is better not to skip the steps and take the time to make sure that the values match with the candidate, because otherwise you take a big risk of having to start the whole process again afterwards.
Potential employees will look at how you live inside your company because birds of a feather flock together Recruit. And then there is also the fact that employees participate in this visibility and have the power to positively contaminate potential recruits through review sites like Glassdoor. Then, a challenge is to work on consistency. In summary, we are now working more towards the top of the recruitment funnel. Internal ambassadors can be given a more active role.
Stephanie: on social networks: rather than posting a job, a colleague could explain the job. You can do it with a mobile phone. The idea is that it remains authentic, that we feel the experience. Be careful, we should not feel that we are forcing our employees to do so: and that they are happy to be ambassadors for the company, they do it with pleasure. Some also have a personality that lends itself more to it. When you know your people well, you easily find people who will agree to testify. Afterwards Recruit, when we see that it works, it has a domino effect!
What makes a company seen and known as a good employer? Or on the contrary, what makes a company seen and known as a bad employer?
Steve: To facilitate recruitment, nothing better than creating a connection with your employees. I have an 18-year-old boy who is kind of my lab project. With him, I discover that the youngest generation of working age travels in herds. She is hyper connected; collaborative and word of mouth is super important. They pass tips, inform each other. With them, it is impossible to ignore the fact of having and cultivating an attractive personality for your company. Managers must get to know them: their name, their background, the projects that could help them grow.
Stephanie: A recent Gallup study reveals that one of the main reasons people quit their job, along with the no-surprise salary, is the relationship with their immediate manager. People leave a manager, not a firm. We rapidly realize that the style of management is crucial to the reliability of its workers. We can no longer manage in the old-fashioned way, by monitoring performance and contenting ourselves with giving directions or orders. Employees expect us to help them grow their careers.
What posture should managers take to motivate employees? What are the tricks to creating engagement?
Stephanie: The salary attracts but does not allow retention. If I had to give a top 5 methods to mobilize internally, it would be:
Give feedback, regularly.
Ex: Organize regular one-on-one meetings with its employees.
Show appreciation for the contribution of team members by being precise, specific in these comments.
Ex: Your presentation yesterday was clear Recruit, especially the way you talked about […] Nice job!
Clearly communicate your expectations, the expected result and then let go by empowering the employee.
Ex: we forget micromanagement
Ask questions… to understand. Highlight the difficulties and provide the resources and tools to remedy the situation.
Ex: Where are you at in this project? Do you need support?
Crop as needed
Fanny: As a headhunter, the first questions candidates ask us don’t concern salaries. What attracts them today is:
- Flexibility: what is the balance between work and family life? Can I manage my schedules, or have a flexible schedule? Does the company apply the right to disconnect? Can I work 3 days a week from home? The subject of teleworking is a major issue.
- Days off: can I distribute them evenly throughout the month Recruit, instead of taking them all at once? Can I self-manage my productivity?
- The atmosphere with the team: what people often calls the ”vibe” and which is often the subject of refusal. It’s either no, there wasn’t the vibe I’m looking for or, on the contrary, yes, I want to continue the process, I had a good vibe. ”
- Social benefits: is what my company offers adapted to my teams and what they are looking for?
The one-size-fits-all doesn’t work anymore, especially with all the different generations. We must adapt and personalize the benefits.
We talk about demonstrating your corporate culture by organizing activities for employees, but this can become very demanding and difficult to manage for the manager.
Stephanie: Quantity is not quality! 5 to 7, lunch, muffins at the lunch & learn office, team building, etc. It is indeed necessary to measure, the quantity is not the quality. Moreover, when it comes up too regularly, employees expect it, this kind of team activity or event becomes normal and ends up having less impact.
Steve: Yes, let’s avoid the overdose! These activities Recruit have their place when the corporate culture is already going well. They are used to appreciate the connection with employees and to thank them for their involvement.
As an employee, how do you talk to your employer to develop this corporate culture, especially when you are virtual or in a decentralized context?
Steve: it’s the human contact that takes precedence. I should be able to tell the big and small things to my supervisor. Conversations with his manager should be like in Vegas.
New managers must be able to create this connection. Virtually, we can recreate “coffee machine” moments. To keep or create the link, you must be creative and think outside Recruit the box. If we are less comfortable, we help the geek of the team who will find the best tools. But we keep in mind that everyone is responsible for the culture. Employees who come up with ideas will be the first to get involved. It doesn’t just belong to managers and HR. Employees are co-owners of the culture and they should get in touch with an inspirational speaker.
Stephanie: Would add that we are all responsible for our own needs. Must also take responsibility for communicating my needs and expectations to my manager, with precision and without being reproachful. I need… I wish… Because…