The Covid-19 pandemic has accelerated the digital transformation of recruitment, where talent recruitment looks very different than it did a mere 15 or 16 months ago, before the crisis; forcing many to turn to mostly virtual and digital recruiting processes, with the rise and emergence of more sophisticated hybrid recruiting models. Additionally, organisations are becoming much more intentional about fostering cultures that prioritise diversity, equity and inclusion. So, what’s next? What is the long-term picture for the future of virtual and hybrid recruiting models?
What a hybrid recruiting model?
A hybrid recruiting model is the combination of virtual recruiting and in-person recruiting tactics as part of an overall talent acquisition strategy that yields better results than each approach on its own.
The future of virtual and hybrid recruiting models
With regard to the future of virtual and hybrid recruiting models, many companies have reworked their processes entirely in three main areas:
In interviewing terms, there was a widespread move to video, a medium whose adoption had been growing steadily over recent times, but which has accelerated over the past year. Hybrid recruiting models are also helping to make hiring more efficient and helping to shorten interviewing processes and research from LinkedIn found that 81% of professionals believe virtual recruitment will continue, even after Covid-19 is behind us.
Using virtual recruiting as part of a larger talent acquisition plan helps organisations to reduce hiring costs, speed up time to hire, enhance the candidate experience, reduce the carbon footprint, improve diversity hiring, give location independence, and can be more convenient (for candidates and recruiters alike).
LinkedIn also noted a five-fold increase in the number of remote job postings, underlining employers’ responsiveness to the shift – which, even as Covid-19 recedes, shows no signs of regressing.Virtual recruiting tools, such as recruiting chatbots, virtual career fairs, virtual hiring events, text recruiting, virtual chats/video interviewing, help employers attract talent across geographic barriers and are effective for targeting niche skill sets and demographics. These strategies work well throughout the recruiting process, and help employers speed up the time to hire by allowing recruiters to screen more candidates in less time than phone screening.
In 2000, Catenon was the first company in the world to introduce video interviews in its evaluation methodology, which are still in use today. These are filmed business cases, where the candidate resolves business situations specific to the position, filmed and digitised. It is a technical assessment through the resolution of a filmed business case (specific to the position). From the candidate’s point of view, it allows them to defend their candidacy directly, without intermediaries who generally do not have the level of technical knowledge necessary for their evaluation. Evaluators can access this report via the web from anywhere and at any time, which constitutes an excellent information base to facilitate decision-making. It provides objectivity in the assessment of candidates’ technical knowledge.
Another key focus, meanwhile, has been on boosting administration efficiency by automating manual tasks, particularly in the initial stages of the hiring process, which includes CV screening. Some experimentation has also taken place around using technology like chatbots to set up appointments. As the workforce becomes hybrid, so will the recruitment tools and methods. For example, a platform that allows a job candidate and recruiter to video chat, then schedule an in-person meeting, and houses the data from their virtual and in-person touchpoints all in one place will be a transformative tool for talent acquisition teams. This will automate the administrative work so that recruiters can focus on being proactive and delegate their time to bettering their talent acquisition strategies and other more important tasks.
Catenon operates globally and homogeneously thanks to its SMAPICK platform, which incorporates both internal knowledge generated and external knowledge acquired. We use business intelligence tools, which allow us to obtain information about the client, the sector and the candidates. The client will be able to access this information and we will be able to use it to improve with each next search.
Immersive virtual experiences are crucial when onboarding; leaders have been advised to create a bespoke online induction for new starters. As well as collecting essential details, introducing them to the team and sharing company values, this should give the incoming employee a complete understanding of the company’s culture and operations, as well as their leadership style so that when they do visit the office they immediately feel like part of the furniture.
Additionally, it is no surprise that there is a need for DEI to be woven throughout recruiting efforts to deliver a more diverse pipeline of potential candidates, remove bias in hiring systems and processes, and demonstrate organisational commitment to diversity, inclusion and belonging. But as businesses search for ways to increase the effectiveness of DEI initiatives, they are finding that this process is more difficult than drafting a policy update. Ineffective strategies in recruiting and promoting from within can lead to retention problems. Diversity cannot be achieved unless diverse candidates are sought and retained, thus hybrid recruiting models will enable companies to broaden the usual geographic range for recruitment to access a wider talent pool, which ultimately boosts diversity and attracts the best talent not just locally, but globally. Technology offers a real-time solution to improving DEI initiatives, exploring different channels and verticals for recruiting, which also allows companies access to larger and more diverse talent pools.
A key demographic that stands to benefit from the shift to hybrid is women. While women currently account for half of all entry-level employees, only a third of senior managers and a fifth of C-suite executives are female. Therefore, offering employees more flexibility will also help to narrow the gender pay gap. Whilst, hybrid models also make it easier for people with chronic health conditions and disabilities to stay in regular work and also for recruiters to source these specific professionals and provide each unique individual with a suitable working situation, be it hybrid or completely remote. The freedom to work from a flexspace closer to home – and the removal of the pressure to commute – allows ‘real life’ to dovetail with work more easily than ever before. Flexibility is invaluable and promotes a more diverse culture.
Whilst other benefits of fostering a diverse businesses through a hybrid recruitment model are that these companies: become better places to work; make better decisions, have a more positive profile in the community and earn greater respect in the marketplace. These and other factors generally result in greater financial returns.
Get on board or get left behind
Catenon’s business model based on the digitisation of its operations for the identification and search of professionals anywhere in the world and the remote work of its team through technological platforms has been reinforced as a powerful competitive advantage in a situation such as that arising from Covid-19 and as a structural formula for the future.
This was evident in all our business units in the first quarter of 2021, a period in which all offices grew, not only compared to the same period in 2020, but also compared to 2019. Also during the start of 2021, the growth in revenues (+311%) of its Catenon Partners Program, as a model of scalability and inorganic expansion of the company, as well as TalentHackers, its new unit specialising in technology profiles based on data technologies, with a 324% year-on-year growth and exceeding in a single quarter the annual revenues of 2020, stood out.
‘The aftermath of COVID-19 will usher in a hybrid workforce and hybrid recruiting that will reshape how job seekers engage with career opportunities,’ writes Ed Barrientos, CEO of Brazen. With so many companies allowing employees to permanently work remotely, and others re-evaluating work from home policies to offer employees more flexibility and choice, a hybrid work model and method of recruiting is a trend that will become commonplace in the next few years. Virtual recruiting is helping talent acquisition teams break down barriers to diverse recruiting, prioritise candidate experience and broaden employers’ talent pools.
For recruiters and talent acquisition teams, identifying and retaining top talent will be crucial in 2021. This job now comes with a new set of challenges and barriers in our remote and hybrid-remote work environment. Recruiters will have to promote competitive perks and benefits that offer flexibility and a choice of preferred work model, in addition to having the technology in place to support it. Not only will recruiters have to sell candidates on great work culture, but they will also need to deliver on the promise of a seamless hybrid or fully remote work experience, should that be what the employee prefers. Recruitment will have to reflect this shift in workplace culture moving forward by transitioning to a hybrid model.
The bottom line is that the hybrid recruiting model improves your immediate results while helping to future-proof your organisation. A hybrid recruiting approach allows organisations to stay agile and respond to changing circumstances quickly (i.e. future viral outbreaks, economic conditions, staffing issues). Businesses that adopt a permanent hybrid recruiting model will give themselves a competitive edge and set themselves apart from competitors who resist accepting change