The Recruiting Crisis: What Happened to the “Good Candidates”?

Conspiracy theories have become a popular means to explain the seemingly unexplainable. The mystery surrounding the disappearance of willing and able workers has been the source for many theories and speculation among managers and business leaders. The theories range from “It’s the Millennials” to “It’s the economy” to “It’s the government.” No one disagrees that COVID-19 has exacerbated the situation. There is much outrage about the behavior of the small pool of candidates that apply for positions. “Ghosting” seems to be the new norm. After initial interviews and seeming interest in a job post, the candidate vanishes. In my own experience in the last few weeks, four management candidates sent last-minute “Sorry, I can’t take the position” texts without any explanation, let alone the right phone call to explain or apologize. This is not the behavior that professionals expect from other professionals. When hired, employers report that their workers have no loyalty, poor work ethic, or disengagement. What is going on?

It’s the Millennials 

The favorite theory among Boomers and Gen X employers is the dreaded “Millennials.” In 2020, the Millennial Generation (people born between 1981 and 1996) became most of the U.S workforce. This often disparaged group has been assigned various labels like “entitled,” “lazy,” “disloyal,” and “incompetent.” Nice, eh? Every receding generation laments the shortcomings of the incoming generation. Being a Boomer myself, it amazes me when my fellow Boomers disparage the Millennials. We have short memories! Our parents, The Silent Generation (born 1928 to 1945) and The Greatest Generations (born between 1901 and 1927), we're convinced that we Boomers would be the ruination of The American Way. Now we are the ones who harumph and hand-wring at the failing of ”the youngsters.”

Millennials are accused of high crimes and misdemeanors like demanding a purpose-driven career, autonomy, opportunity, and work-life balance. They are also accused of wanting unearned titles and higher pay grades. Scoundrels! The truth about the Millennials is that they have been given none of the perks that the Boomers and the generation before them received, like benefits, job security, and the “corporate ladder.” So, what is their incentive to toe the line? The Millennials are much more entrepreneurial than the Boomers and have been forced to take another path. The narrative that the Millennials are lazy and uncommitted is indeed a conspiracy theory! 

It’s the Economy

This theory is reasonably accurate, but not in the sense that most people posit. The economy can adversely affect the recruiting market for better or worse. In my experience (hiring for 40 years), the better the economy, the slimmer the pickings. Fewer candidates and inflated wages make it a buyer’s market for the employee. During the Dot Com rush of the late 1990s and then bust in the early 2000s, I witnessed a young “techie” leaving a hundred dollar tip for the bartender at the steakhouse I managed one day, only to return, head down and down-hearted, to apply for a busser position the following week. The crash crushed his world. It became an employer market once again in the Crash of 2008. 

The historically accurate version of the economic theory is that since the 1970s, workers have been given less to be loyal to. My father and his generation had real job security. My dad worked for the same company for 47 years! My father gave his undying loyalty and blood, sweat, and tears in exchange for great benefits, a living wage, and opportunity. He didn’t need purpose or autonomy like the Millennials. The Millennials demand more meaning and opportunity because they receive none of the perks and security my father and his generations enjoyed. When I hear my Boomer peers grouse about the entitled Millenials, I know they have little understanding (or empathy) for the workplace realities the present generation experiences. 

It’s The Government

Speaking of entitlement, Covid-19 has forced the government to pay people not to work. Our government learned a brutal lesson about economic downturns and the impact of massive unemployment during the Great Depression. By the time FDR began to implement entitlements like Social Security and the New Deal, Americans lived a nightmare for over four years. The lack of entitlements slowed global recovery, and the Depression lasted for ten years. We are about to rebound very quickly due to the government’s shoring-up for corporations and individual citizens. 

Now, the entitlements are harming businesses because the workforce is reluctant to return to work. Every one of our clients is experiencing a talent shortage. We work with recruiters who have never experienced such a drought. 

It’s Probably You

The country is at an inflection point. The relationship between employers and employees needs serious reconsideration. Why are we locked in an unhealthy and counterproductive construct of who’s the boss? Perhaps the problem is us. The traditional approach to this relationship is broken and backward. The Millennials have every right to demand a more meaningful work-life. They are a part of a workplace revolution to change the employer-employee relationship. They are more entrepreneurial out of necessity. Yes, they grew up in a generation where everyone received a participation trophy; but the Boomers were the ones who created that monster. Now we are blaming them for our parenting mistakes!

I listen to the language of hiring managers when discussing the recruiting crisis. “Where have the good candidates gone?” Their frustration is understandable, but they speak of the workforce in terms of “bodies” and “those lazy Millennials”—no wonder this generation is rethinking their reentry into the workforce and their next opportunities. Let’s change our mindset and language and create workplaces where employees are partners we honor and respect. Every organization has the opportunity to become an “employer of choice.” Becoming more attractive as an employer doesn’t mean breaking the bank. Being an employer of choice isn’t just about higher wages and better benefits. I am from the hospitality industry, where healthy salaries and good benefits are notoriously absent. I could still build happy, high-performing teams by focusing on intangibles that most people need to thrive. 

Quality candidates are looking for more than money and perks. The Millennials are seeking transcendent meaning to work. They want real growth and opportunity. They want to learn and be mentored. They want an employer whom they can respect not for what they do for them but for what they represent. The changes that have the most significant impacts don’t break the bank. These changes are a paradigm shift, a shift in understanding and attitude in the employer-employee relationship. 

Here are some suggestions to become an “employer of choice”:

1. Give your team something to believe in. Every human craves purpose. Meaningful work inspires, motivates, and builds happier high-performing teams. Even if your company makes widgets, adopt a cause that creates a cultural focus. 
2. Be a servant leader. Position-based leadership is broken and backward. So-called “Level 5 Leaders lead the most remarkable organizations in the world”. They create loyalty and buy-in because of what they represent, not because they are “the boss.”  
3. Change the language about employees. More often than not, I hear leaders refer to their the need for staff in terms of “bodies.” Language matters! If you are recruiting and use similar dehumanizing terms, your team will get a message that will not help your need for quality candidates. 
4. Connect personally and individually to your team. The single most powerful tool in building happy, high-performing teams is connecting individuals’ needs to the company vision. When hiring and throughout an employee’s tenure, it is crucial to discover an individual’s dreams and aspirations and connect them to their position in your organization. Connecting personally and individually is the mechanism for creating meaningful work. 
5. Change your recruiting approach. Skim through Indeed (the popular online recruiting tool) and read some of the recruiting posts. Do they resonate, or do they sound like a cattle call? Your recruiting posts should share your organization’s spirit and values. By sharing aspiration and inspiration in your recruiting approach, you will increase the quantity and quality of more candidates. You will also find those people who most likely align with your vision and values.