How can you overcome the talent shortage in technical recruiting?

Here are few tips and tricks to widen the limited pool of tech talent: **Go beyond traditional method of hiring: hire people from Tech seminar, Hackathon, Github projects etc. **Welcome people with a career break: Some all you need to do it open a road for people who might have lost their path. **Open doors for people who might not hold fancy degrees: Fancy degree might not always work. Idea is to focus on talent and skills, not a degree. **Encourage internal moments: allow employees if they want to move horizontally.

The talent shortage in tech can arise from the company/hiring manager looking for someone who can hit the ground running from day one. However, sometimes asking "Do I really need one more senior engineer in a team of just senior engineers?" could be a way to open the door to more junior talent, of which there is plenty. The second question would be "Are there more teams in our organisation that could support junior talent?" and if so, creating a bigger recruitment campaign for internship or junior programmes can be a robust and effective approach to not only overcome the shortage and unlock the first career steps for junior talent, but also enable the senior engineers mature even more by becoming mentors in the team. Win, win, win!

To expand your talent pool: 1. Use diverse recruitment channels. 2. Build a strong employer brand. 3. Implement referral programs. 4. Network at industry events. 5. Offer internship and apprenticeship programs. 6. Provide remote work opportunities. 7. Invest in training and development. 8. Engage in talent pipelining.

Start planning ahead, anticipate what kind of talent you will need, if you want to scale and invest in developing those talent. This way everyone wins, young talent get opportunities and companies can afford the talent that will help them reach their milestones.

One approach to overcome the talent shortage in technical recruiting is to invest in robust training and development programs, allowing existing employees to upskill and fill critical roles within the organization. This can help bridge the gap while also fostering a culture of continuous learning.

From my point of view, improving employer branding begins with communicating with candidates and guiding them through the hiring process. The first contact with a candidate and an impression after each stage of the recruitment process creates a company brand. Also, social networks are a great way to show a company and a personal brand. Maintaining constant communication with candidates through congratulations on holidays and professional achievements helps in improving these brands.

To overcome the talent shortage in technical recruiting, focus on: 1. Building a strong employer brand 2. Offering competitive compensation and benefits 3. Implementing upskilling programs 4. Leveraging technology for efficient sourcing 5. Establishing partnerships with educational institutions and community outreach initiatives.

Improving your employer brand, which is the perception and reputation of your organization as a place to work. To do this, you need to showcase your culture, values, mission, vision, and benefits, as well as highlight your projects, challenges, and impact. You can use various channels, such as your website, social media, blog, podcast, video, or events, to communicate your employer brand and showcase your tech team and their work.

Improving your employer brand, regardless of what marketing or sales may say, starts with recruiting. Recruiting is the tip of the sword for the first impression of any organization. Show yourself as a recruiting professional, show that you care about the company you represent and the role you are working on, and let people know. Social media of all sorts is a great way to get you own personal brand and company brand in front of potential candidates and the market as a whole.

Do not overcomplicate the hiring process. - Design the job well to create alignment in expectations. - Communicate upfront about the hiring process (who, when, what). - Provide context and help candidates prepare for each step. - Value their time by not offering unpaid testing time. - Help Hiring Managers/Interviewers provide genuine and thoughtful feedback. - Be honest about business challenges and how the company is working on overcoming them. - Offer packages that can be factually considered competitive in your market/industry. - Keep the new hire engaged until their start day.

In order to ace in the Talent hunt, organizations should work on an optimized process of hiring. A good candidate experience will help you penetrate in the unexplored/ unknown talent pool in the ways no one can imagine. For this a well thought crisp process should be set with the Hiring entities. Making the hiring journey worth their time is always appreciated and spreads a word of mouth amongst the industry folks. Keep it simple by: 1. Avoid adding any unnecessary filters. 2. Avoid duplication of topics throughout various discussions. 3. Keeping candidates aware about the entire process from the beginning. 4. Not deviating through the defined process.

A positive candidate experience is next to godliness when it comes to Talent Acquisition. It is not complicated to provide this. There are some basic concepts which involve empathy, responsiveness, clear communication and service excellence which will help to provide this superior candidate experience and yet there many stories of recruiters 'ghosting' candidates, administering lengthy selection processes and assessments with up to 10 rounds etc. Employers must realize that a lengthy drawn out selection process limits your ability to compete for great talent, sends candidates the wrong message about how efficient and supportive the organization is and ultimately will result in a negative employer brand.

Create routine quick meetings with the hiring managers, the quick sync is about 30 minutes and scheduled biweekly is enough. At that meeting as a recruiter have to show all the data pipeline of candidates. So, the hiring managers have visibility of all the processed candidates, and we can find out which candidates have exceeded the SLA time limit in which stage. But, before that we have to agree with the hiring managers in deciding the SLA time in every stage. The goal of this routine sync with hiring managers is to capture the obstacles during the recruitment process at every stage. So, we can optimize the hiring speed. Apart from all that, we also have to regularly ask for process updates from the hiring managers.

Keep your hiring process as lean as possible (dependant on seniority); during my agency days I would often see some companies expect candidates to partake in 4-6 interviews, all being 30 minutes long, with 4-5 people involved in the interviews. Reducing or consolidating steps can be a great way of keeping the process as short as possible. Keeping the hiring process concise and to the point will often save valuable time and cost. Understand that the hiring process is also a two-way street, the candidates are giving up their valuable time to interview with your business, being respectful of this can often mean a hire can be made smoothly.

Your talent pipeline is your recruiting lifeline. In a candidate-sparse market, it's not enough to source and hope. A few things to consider: 1. Relationship management: Highly technical candidates need more than an outreach message - they need a trusting relationship. You have to invest the time to build a foundation with that candidate. That may involve more time investment than you'd like. It may also involve providing more information upfront. I am a firm believer that if the candidate trusts you, they will weigh out that trust in an offer-compete scenario. 2. Candidate experience: Did you do your research? Technical candidates may ask you why you feel they are a fit for a role and you'll need to be prepared to answer that question.

To overcome the talent shortage in technical recruiting, prioritize creating a positive candidate experience by treating candidates as individuals rather than transactions. Building relationships based on empathy and respect not only enhances your reputation but also increases the likelihood of receiving referrals from satisfied candidates. The network effect among great technical talent becomes a powerful asset in addressing the shortage and ensuring a continuous influx of qualified

In order to overcome the talent shortage on the market, it's good for recruiters & sourcers to learn to do a market review (ex., using LinkedIn Talent Insights or doing researches manually), identify more ways how to search on the present market by diversifying strategies and learn from the best professionals in the field.

Maintain your qualifications and awareness of market realities on your own. Chat with colleagues and friends on professional topics to find out the specifics of their work and professional issues. I also assist young and experienced IT specialists in their job search. It helps me to update my knowledge and network with people in the Tech sphere.

Train your own is the best way to handle this issue. It's not only more cost effective but also goes a long way in retaining your talent. So many firms focus on how to attract the external talent, which is also more costly in most cases. Developing an internal training program to get them ready to tackle the new demands in the market. You can also work with local labor groups to create a training program that would feed right into your talent pipeline. I've done this with government funded nonprofits and it has proven not only effective but we saw a huge lift in engagement and retention of these candidates.

Change is the only constant. In the constantly evolving Talent market, the Talent Acquisition techniques and strategies should evolve too. Whilst the TA stay informed about the industry trends, they should also embrace the new technologies. Leverage automation for routine tasks, allowing the team to focus on more strategic aspects of recruitment. The technologies will not only enhance the internal abilities but can also help to make networking and collaboration easy along with easing the use of data analytics and its multiple applications.

There is no shortage on talent - there is a huge impediment on hiring time, the cost and deliverables that hiring teams seem to not understand. Technical talent is everywhere - whether the supply in the US or abroad, most technical talent have worked for global organizations and are ready to support orgs which are hiring. BUT The lack of competitive salaries, the over extensive hiring processes being run by inexperienced TA and HM teams, along with the lack of urgency to hire and deliver on time, doesn't make the decision makers seems appealing to work for.

As a Lead Recruiter, I am convinced that retaining an employee with various bonuses, incentives, and social prospects is much better and more productive than hiring new candidates. Not all managers consider the hidden disadvantages of an employee leaving (not completing tasks on the project, direct and indirect hiring costs, and most importantly - adaptation of a new employee to a project and a team). Therefore, a well-developed system of motivation and receiving feedback from current employees are crucial for a company.

Quit being ageist when considering talent that may be considered up in years. They bring a wealth of knowledge, can mentor those who are considered juniors in the industry.

To overcome the talent shortage in technical recruiting, companies should prioritize building a strong employer brand, offering competitive compensation, and providing professional development opportunities. Embrace flexible work arrangements, streamline the hiring process with technology, and cultivate networks with educational institutions. Diversify recruitment sources, promote diversity and inclusion, and leverage employee referral programs. Adopt a skills-based hiring approach, stay informed about industry trends, and ensure a positive candidate experience. In my opinion, these strategies collectively contribute to attracting and retaining top technical talent in a competitive landscape.

Job Attractiveness this mean the jobs that are viewed as boring, hazardous, low-paying, or lacking in career growth opportunities also find it difficult to attract a qualified pool of applicants.HR has to consider such attractiveness to create sufficient candidates pool. Another factor that determines the attractiveness of a job and organization is the personal preference of prospective candidates. Also to overcome this issue HR has to make recruitment method wider and not traditional such as : ? Special Events Recruiting(These include scheduling open houses or organizing career fairs to attract potential employees and to generate an applicant pool.) ? Contest Recruitment