This is likely in part because, as we have seen throughout the pandemic, women continue to bear the brunt of household labor and care work , and on-the-job flexibility helps balance competing demands. Remote work has become more mainstream in the past year, and for some, this spells newfound mobility.
Across generations, the two primary drivers for wanting to move are to gain a better quality of life and lower cost of living.
The pandemic has pushed people to rethink what matters most to them: from salary size and their overall career path to questions of where and how they work. As the economy grows and increased hiring continues to bring more Americans back on the job , we will begin to see the longer-term impacts of the past year.
While compensation, benefits and career growth matter, flexibility and virtual work options are top of mind for many job seekers, particularly women. Over half of all job seekers would likely move if they secured a remote role, and Gen Z workers are especially drawn to mobility. For employers, a willingness to offer flexibility or remote work arrangements can provide a significant edge in talent attraction.
If you are looking for someone who can analyze big data, for example, target big data associations like the Data Science Association or the Association of Big Data Professionals, visit their job boards and attend their networking events and conferences. Other ways to source passive job seekers include direct mail marketing, telerecruiting and direct recruiting contacting potential job candidates personally.
Other employers create talent communities—social media websites where a network of people alumni employees, for example can share information—that can help source and develop relationships with passive job seekers. The key to identifying passive job seekers is to be creative.
More and more companies are posting videos about what it is like to work there. Others run ads on online radio stations like Pandora because it's a place where their potential job candidates spend time. Retail companies with in-store Wi-Fi service use it to reach passive job candidates. When customers sign in to access a store's free Wi-Fi connection, employment messages appear during sign-on that link to the company's career site.
Organizations also have been known to run television advertisements and use billboards and even posters to source passive job seekers. To keep passive job seekers interested, it is necessary to establish an ongoing relationship with them. Keep in mind that passive job seekers are generally happy with their current job and will not be willing to leap into another job without serious consideration. This makes relationship building a must when trying to engage passive job seekers.
That relationship must be built over time. Don't pressure passive job seekers to move quickly. To start building the relationship, engage them with authentic communication whether that is through phone calls, social media, blogging, e-mails, etc.
Ask them about their short- and long-term career goals. Send them targeted white papers or other content-rich information in their areas of expertise to keep them engaged and to enhance their receptivity to future contact. Keep in touch and keep them engaged using personalized contacts until an appropriate job opening becomes available.
Work to establish real relationships with passive job seekers and understand that it is a long-term commitment. Another way to build that relationship is to send passive job seekers recruitment marketing materials via e-mail.
This will help them learn more about the organization, and by sending it electronically, it will help you learn about who opens the e-mail blasts and what each recipient clicks on.
You can also gather data on who is not opening the messages, who unsubscribes, etc. Those analytics can help you learn more about which candidates are more open to being recruited and which are not, as well as which marketing campaigns are working or which are not.
Another way to build on that relationship is to understand what passive job seekers want to know. They want to understand the company culture, the employee experience and the job. This is where having a strong employment brand is important—passive job seekers will likely take a look at Glassdoor and similar sites to see what current and former employees are saying about the organization.
Consider sponsoring live events, such as open houses or happy hours, and invite sourced passive job seekers so they can find out more about your organization. Step 5: Make the application process easy and tailored to passive job seekers.
The last hurdle in targeting passive job seekers is to convince them to apply for the job. To do so, consider making the application process easy to access and to complete. According to SHRM's Recruiting Checklist for Quality Hires , the best performers are often passive job seekers who lack either the interest or the time in going through a cumbersome application process. Online applications that require excessive click-throughs or that are not designed for mobile access may discourage passive job seekers from completing the application.
Finally, if you get to the interview stage, there are a few things not to do when dealing with passive job seekers:. Among employees surveyed, 60 percent said their relationships with their employer positively impacts their focus and productivity at work.
Professionals want to connect and work closely with company leadership. Job seekers are looking for a company culture that values employees at every level, where managers and team members work together to achieve their goals.
How to add it to your company culture: Communication is the key to solid relationships between employees and leadership. According to a survey of 1, U.
Encourage employees to communicate openly and often. Set the tone for the office culture by building relationships with employees based on mutual respect and transparency.
Invite team members to discuss any topic, and check in regularly with each employee to discuss and diffuse problems, concerns, and conflicts. During the hiring process, show your company culture and remain open with candidates. Let them know what to expect from the process, give them feedback in the interview , and keep them updated on their status. Create an open company culture, where leadership integrates into the team and builds meaningful relationships with each team member.
What professionals want: Professionals care about money, but their needs go beyond salary. In fact, 40 percent of those surveyed by Virgin Pulse said they wished their employers cared more about their financial well-being. Among more than HR professionals surveyed in June , 37 percent indicated that employees had missed work due to a financial emergency.
Financial well-being is an important part of employee satisfaction, and professionals want to work in an environment that helps employees manage their finances and the stress they feel because of it. Offering workshops, education, and tools to help employees better manage their money can ease their stress, and show that you care about finances.
In addition, create a culture in which money and salary are transparent topics. In the survey, 82 percent of employees who were paid lower than the industry average, but whose employer was open about their salary, were satisfied with their work.
Keep communication about pay open and transparent with employees. Explain what they are paid and what they can do to increase their salaries. In addition, be transparent about salary information during the interview, job offer, and negotiation process, to bring the best talent onboard. After their financial well-being, 36 percent of professionals in the Virgin Pulse study said they want their employers to care more about their emotional health.
Eight in 10 said they were quite or very concerned about what the pandemic will mean for their future career opportunities, while just over a third were worried about catching the coronavirus and falling ill. Younger workers were particularly concerned; working from home has meant they have missed out on vital on-the-job training at a critical time in their professional development.
They still matter but the difference is that what was once considered nice-to-have is now seen as essential. This includes mental health and wellbeing provision, which has taken on a new significance in the past 12 months.
The hope is that other businesses will follow suit and offer their own version of the wellbeing support jobseekers and employees want. Faced with these various demands, what should employers do? People are moving out of big cities, leading to a talent drain in the main business centres and creating fierce competition among employers for the best people.
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