Recruitment firm PERSOLKELLY’s 2021 Workforce Insights Report reveals new employment power dynamic – but we’re still not telling the truth to hiring managers, says GM.
It’s not news that Covid-19 has drastically changed the way we work but new research from an insight-driven recruiter shows just how much priorities have shifted on both sides of the table.
Gone are the days of employers holding all the cards – with closed borders, a labour shortage and job listings at an all-time high, employees and jobseekers now have the upper hand.
But is the solution to New Zealand recruitment woes already on our doorstep? Wendy Hewson, General Manager of PERSOLKELLY New Zealand, thinks so.
Having seen both sides of the coin Wendy says that talent is out there, but New Zealand businesses need to up their game to attract and retain quality candidates.
“Despite the very common view that the talent pool has run dry, COVID-19 did turn the tide from brain drain to brain gain with qualified expats coming home.
“What some employers may not have factored in is that Kiwis who’ve been working overseas have enjoyed higher salaries and earlier uptake of concepts like flexible working, it’s time to sharpen up and innovate if you want to attract top talent,” says Wendy.
“Those in hospitality are all too familiar with staff shortages and have felt the sting of Covid restrictions more than most, unfortunately, the popular suggestions for staff perks just don’t work in a customer-focused world. A chef can’t work from home and a waiter can’t work flexible hours or diners will be left to fend for themselves at mealtimes.
“While it may take some thinking outside the box, there are plenty of staff incentives that can work if you are willing to listen and work with your employees. Wendy suggests retention bonuses – particularly for seasonal businesses; helping staff to access training whether this be industry certification or in-house employer endorsements and creating loyalty by showing your staff you’re keen to help them progress and increase their career opportunities in both hospitality and the wider workforce.
“Those looking to attract new staff will need to consider widening their criteria – traditionally the hospo workforce has relied heavily on young travellers but it might be time to look at the older age group.
“You could also consider job-sharing arrangements to better support hospitality workers who want to study or work part-time in other roles, loosening your availability windows might just bring in some incredible talent. Above all else sell the sizzle – what will your employees gain working from you and what opportunities to develop soft skills and connections can you highlight that will serve them well in whatever career they end up in down the line.
PERSOLKELLY’s research shows that Kiwi workers want more from their 9-5 than what they did pre-pandemic. Almost three out of five said that their priorities in regards to work had changed post-pandemic with flexibility to work remotely, health and wellbeing and increased salary all top considerations in the new climate.
It’s data like that that Wendy says should be a key consideration for New Zealand businesses when recruiting or engaging with their staff, and those who don’t will risk losing them.
“Companies who would normally be inundated with applications are now struggling to tempt top candidates and we’re seeing open minded organisations coming out on top to secure and retain the best people.
“My advice to our workers is that now is the time to go after what you want, have a meaningful conversation with your current employer before you find out if the grass is indeed greener elsewhere,” says Wendy.
Disconnect – significant threat
While it’s the perfect time for workers to be shopping around economist Tony Alexander warns both employees and employers need to be upfront about their expectations.
The hiring managers surveyed picked up on some key priorities with 47 per cent noting recent candidates’ preference for flexibility and remote working. However just 20 per cent identified increased salary as a factor, out of step with the 44 per cent of workers who highly value their earning potential.
It’s this disconnect between the two sides that poses significant threat to the recruitment process says Tony.
For the full story read the November issue of Hospitality Business magazine.
