6 ways to compete for talent in 2022

In 2021, employers had to reply to main workforce calls for for distant work, versatile schedules, increased pay, and respect for well being and security. Now, more than 60% of the U.S. population is vaccinated, youngsters are again in college, and because the surroundings shifts, so will office expectations.

Differentiation would be the problem for employers who want to rent in 2022. “Talent has options now,” says John Graham, VP of employer branding at Shaker Recruitment Marketing. “It definitely created a more acute awareness of what they’re willing to accept and what they’re not, whether it be relocation, whether it be salary, whether it be culture.”

1. Streamline the hiring course of

Competition for obtainable talent will stay tight in the brand new 12 months. “For recruiters, it’s going to be more stressful in the sense that anyone they’re talking to is probably talking to any number of … other recruiters or employers,” says profession coach Cynthia Pong.


Warner Music Group’s director of talent acquisition, Eric Di Monte, says the “post and pray” technique of itemizing job descriptions is now much less frequent, and recruiters are extra proactive in their searches. They have to be.

The purpose ought to be velocity, says Raj Mukherjee, SVP and basic supervisor of SMB at Indeed. “Employers should consider how they can streamline their hiring processes so they can get candidates through faster. With a mismatch in hiring urgency between employers and job seekers, it’s crucial that employers have seamless hiring experiences.”

But don’t sacrifice expertise. “The better the experience during interviews as it relates to the candidate’s need for a great company and team culture,” Di Monte says, “the better the likelihood of attracting future employees.”

2. Increase compensation, together with advantages

There’s been loads of dialogue of elevating the minimal wage to $15 per hour—that’s the new starting pay at Target, Starbucks, and Walgreens, for occasion—however that works out to solely $31,000 yearly, when you by no means take a lot as a rest room break. That’s a residing wage nearly nowhere. Not surprisingly, even with pay hikes, the retail and service industries are struggling to fill open roles.


Graham believes the purpose shouldn’t be a residing wage, however a thriving wage, plus advantages. If the grass is greener, off they’ll go, he says. “It’s all about ‘how much can I get immediately? What are you going to cover? What additional incentives or benefits am I going to receive?’” Di Monte believes focusing on the “total package”—both salary and benefits—will keep his company competitive in the labor market.

 Amy Glasmeier, who teaches economic geography at MIT, where she also created the Living Wage Calculator, says as long as workers can access public resources that cover their expenses, they’ll wait out the wage standoff. “It only makes sense for a person to sit out of the labor market if they have access to food stamps, can access subsidized health care, and may qualify for housing subsidies and heating subsidies.” Employers that offset workers’ mounted prices, like baby care, transportation, paid day off, and medical care, can have the benefit.

 3. Build a tradition that delivers

If compensation falls quick, Graham says, employers should have a preventing likelihood if they’ll show a wholesome work tradition. He predicts candidates will think about paycheck towards firm repute. For those that can look past numbers, “team and company culture can be a major factor,” says Di Monte.

Culture shall be particularly vital in hybrid workplaces. Some employers function with an out-of-sight, out-of-mind perspective towards distant workers. Knowledge staff working remotely will ask: “How do I know that truly you are embracing the world of remote and you’re going to allow me the flexibility?” says Madhu Chamarty, CEO at workforce planning firm BeyondHQ. “Are you going to recognize my productivity and not subject me to undue physical and emotional and mental stress as a result of embracing this new way of work?”


4. No wishy-washy positions on working preparations

Relatedly, workers need to know the place they may work.(*6*) no less than among the time after the pandemic is over, so a work-from-home coverage “to be reevaluated in June” received’t lower it. You’re both in the workplace otherwise you’re out—otherwise you’re hybrid—however expectations ought to be clear. Hybrid, Chamarty says, will give employers wiggle room as new COVID-19 variants threaten in-person gatherings.

5. Reconsider worker expectations

Flexibility now contains greater than when and the place workers work, it additionally contains efficiency expectations. “In the last couple of years, even decades, we’ve been on a train hurtling out of control,” Pong says. “Expectations around productivity and output without there being commensurate understanding that we’re human beings. We had already been working to an unhealthy extent prior to [the pandemic], so we need to recalibrate what our expectations are for work output and productivity.” 

6. Show your DEI work

Candidates need to see that actual outcomes adopted magnanimous pledges to finish office injustice. It’s time for corporations to present their work by the eyes of marginalized talent: Has their expertise in your office improved?

Better to be frank about your standing than to promote an idealistic picture. “Historically, companies were very conservative about showcasing anything but themselves in a shining manner,” Graham says. “You can’t cover. The web exists. There aren’t any extra secrets and techniques. Are you prepared to be accountable publicly and truthfully about the place you’re, the place you need to be, and what you’re doing to get there?“

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