To address the Talent Shortage, Organizations must find Unconventional sources of diverse Talent by reducing Peak resistance from hiring managers!
Nicolas BEHBAHANI
Global People Analytics & HR Data Leader - People & Culture | Strategical People Analytics Design
?? Despite the Skills shortages, organizations are still neglecting vast pools of unconventional talent whose value is easily overlooked.
? 65% of recruiters are finding it more difficult than before the COVID-19 pandemic to source the talent they need.
? 91% of recruiting leaders are neutral or believe their organization is not effective at attracting underrepresented talent.
?? Recruiting and DEI leaders must create connection points to educate hiring managers about unconventional talent and remove barriers and biases.
By using below three-step framework, recruiting and DEI leaders can exponentially expand their reach when sourcing, attracting and recruiting unconventional talent, according to a new interesting research published by Gartner using data ?? from various Gartner surveys since 2021 of frontline recruiters and recruiting managers.
?Diverse Candidate without new sourcing practices;
Researchers have noticed that when organizations apply traditional sourcing and attraction practices to attract diverse candidate populations to expand their talent pool, their efforts often do not produce the desired results.
?? Because most organizations are targeting limited, conventional pools of diverse talent, whose actual and perceived labor market value is high.
These underrepresented candidates are reached only by:
1?? Summer internship programs
2?? Partnerships with nonprofits
3?? Campus recruiting programs
?The peaks in Hiring Manager Resistance for Unconventional Talent
?? Researchers have defined Resistance Peaks as the point where fear turns into peak resistance from hiring managers, which can occur at any point in the recruiting process and especially right after defining their needs and also when they want to make selection decisions.
? How to combat Hiring manager resistance?
Researchers believe that to anticipate and combat hiring manager resistance, recruiting and DEI leaders must create connection points to educate hiring managers about unconventional talent and remove barriers and biases:
?? Educational information : including data, supporting resources and frequently asked questions about the talent you are trying to reach
?? Collaborative conversations that allow hiring managers to voice their anxieties and talk through them with their peers
?? Volunteer or cultural immersion opportunities to connect leaders directly with talent in communities they may have no direct exposure to
?? Developmental events that allow hiring managers to see the skills, abilities and successes of the unconventional candidates they could be bringing onto their team
?Who is considered diverse talent in the job market?
Researchers recommend organizations to expand the scope of their sourcing, attraction and recruitment to encompass talent whose perceived value may be low, but whose actual value is still high:
领英推è
?? There are wide variety of talent pools that are much larger and higher in quality than recruiting leaders and hiring managers may realize!
?? Candidates who are near or past the traditional retirement age but are still working
?? Candidates with career gaps or who have switched careers
?? Candidates without four-year degrees
?? Candidates with criminal records
?? LGBTQ+ talent
?? Talent with disabilities
?? Neurodiverse talent
?? Talent with career gaps and changes
?? Also recruiting leaders shouldn't underestimate the size and quality of these unconventional talent pools.
So, how can recruiting leaders work effectively with diversity, equity and inclusion (DEI) leaders to cast a wider net?
Finally researchers provide a three-step framework that allows organizations of various sizes and industries to build a solid foundation for not only attracting and recruiting more unconventional talent but also strengthening their overall recruiting strategies and processes.
1?? Step 1: Pre-identify the roles that offer the points of least resistance to access.
2?? Step 2: Create ways to leverage your hiring managers, regardless of their DEI maturity and appetite.
3?? Step 3: Understand how fear turns into hiring manager resistance, and create mechanisms to mitigate resistance.
?? ???? ???????????????? ????????:
This interesting Gartner research focuses on the origin of Talent Shortage and above all gives advice to the main players who deal with candidates, namely recruiters and hiring managers. Recruiting "Unconventional" talents is a great idea for researchers because they are often the most motivated candidates but are often rejected because of a corporate strategy.
Thank you ?? Gartner researchers team for these insightful findings:
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10 个月Nicolas BEHBAHANI Great research. It underscores the importance of a paradigm shift, something we often see when new generations enter the workforce. They make outdated work processes discussable and seek to innovate. In my opinion, this applies to the traditional way of recruiting as well. The path of recruiting from recent graduates or within the working community is standard. We can no longer afford to solely follow this path; it requires activating a "growth mindset". Exploring within the pool of "unconventional talent". In my view, this is not just a departmental shift but a company-wide one. It demands redefining who the company sees as talent, and in my perception, there can only be one answer: every individual.
HR/People Director | Tech/Media Industry | HR Strategy, Talent Development, Organisational Growth, Coaching | Committed to Advancing Inclusion|Modernising HR and the Workplace|MCIPD
10 个月Great post Nicolas and as always there is so much to consider. It starts with unlearning and relearning what a modern workforce should be. We have so many conditioned thoughts around what top talent “looks†like and that is part of the problem. I would add to the list refugees and displaced people who are often highly skilled yet not always considered as a conventional talent pool. It starts with examining our own biases and being open to thinking differently about talent. It also requires different ways to engage talent pools for example setting up external talent communities to network and connect regularly with property employers and hiring managers so they can learn more about underrepresented groups. The more we can challenge outdated views the more we can modernise the workplace to be truly inclusive. This requires all of us to challenge the status quo.
HRBP | Empowering Organizational Success Through Strategic People Management | Championing Talent Growth, Engagement & Inclusive Cultures | Employee Relations | Advocate for High-Performance Workplaces | Top HR Voice
10 个月Organizations need to recognize the untapped potential in unconventional talent pools. Your three-step framework offers valuable insights for building inclusive recruiting strategies and overcoming resistance from hiring managers. This approach will not only address the talent shortage but also foster diversity and inclusivity in the workforce. Thank you for sharing this valuable perspective, Nicolas BEHBAHANI.
Human Resource Professional | MBA | Coporate Recruiting Professional- ASA | Ex-Wirtgen Group,A John Deere Company
10 个月It's intriguing to see this perspective on talent sourcing and DEI initiatives. For tapping into unconventional talent pools, it's important to ensure inclusivity, equity, and diversity (DEI) throughout the hiring process. One suggestion could be to actively engage with community organizations or vocational programs to reach candidates with diverse backgrounds. Educating hiring managers about the benefits of diverse teams and address any concerns or resistance they may have through open communication and support mechanisms. Thank you for sharing this insightful post.
Program Project Management | Product Management | Consulting | Presales | Business Development | Banking | AI Profession Leader | Cloud Leader | PMP | CSM |
10 个月Very Interesting, especially 'Unconventional pools' part; and now that it is from Gartner, perhaps organizations/leaders will pay attention to it :) 1. First of all, have a same understanding of 'Talent'. It could be that (subconsciously) the hiring organizations see it as cheap immediate productive labor, Hiring managers/leaders see it as yes-persons that do the work obediently without any risk to their job, the employees/candidates see it great latest diverse skills, etc. Accordingly, it will help channelize the efforts in right direction 2. Remove any traditional boxed boundaries of finding talent, irrespective of location, gender, career-history, education, etc. This itself will widen the pools (instead of still being boxed by conventional and unconventional pools) 3. Pause and think critically - do we really have Talent shortage, or is it more about issue of poor leadership and management skills ? (Hint- consider so many points in social media like layoffs, attrition, disengagement, poor culture, etc). .. specific thoughts about unconventional pool in a separate comment below