These hiring trends are primarily related to a philosophy that is more open, flexible and based on methodologies that have proven to be more reliable. Let’s see them!

Remote selection

For recruiters, the most challenging feature of the so-called new normal is the need to migrate their processes to the virtual world, but remote recruitment methodologies had already proven their effectiveness and viability for years, especially in companies open to remote talent and / or independent in other parts of the world.

One of the simplest remote selection techniques  recruitment agency hull that can be integrated into any 100% remote or hybrid process is to ask candidates to record a short video introducing themselves and talking a bit about their interests, achievements and expectations, both work and personal. .

This represents an effective first filter to evaluate aspects such as:

  • Domain of your area
  • Ability to prioritize and synthesize
  • Security
  • Communication
  • Personality

Remote hiring has some inherent advantages that are worth highlighting, especially the fact that the pool of available talent multiplies, and by accessing multicultural and geographically distant profiles we increase our chances of achieving a more appropriate match for the vacancy.

According to various specialists, it is the recruiters who, through the remote recruitment technique, will finish consolidating the transition to virtual work in Industry 4.0.

Blind Resume

Cognitive biases and job biases when hiring are one of the main impediments for companies to find the talent they really need.

A methodology to counteract these selection “vices” that is gaining popularity among the most innovative organizations is the blind resume or “blind” curriculum, which highlights verifiable aspects related to experience and skills and omits personal data that could trigger any kind of preconceived ideas about the candidate.

Some organizations like temp recruitment agencies may even do without college degrees and certifications and replace them with experience and verifiable achievements in the field of interest.

Automation and big data

Speaking of technology, we cannot fail to mention automation and big data as strategic players in the new recruitment processes.

On the one hand, big data analytics, as well as allowing the company to directly reach its target audience, is also beginning to be used to find ideal candidates who are not necessarily in an active job search, but whose digital footprint It reveals that they are perfect for the vacancy and that a good offer is worth making them.

On the other hand, automation, hand in hand with artificial intelligence and machine learning, allows delegating repetitive activities to a machine that took away valuable time from recruiters. For example: filtering profiles, grading tests, and communicating with candidates in the early stages of recruiting.

The good news is that companies that are already investing in these technologies for marketing and operational optimization purposes can also take advantage of them to give their HR department a big boost, see jobs in darlington UK.

Employer brand: Inbound HR and Social Recruitment

In addition to big data and automation, two other pillars of digital marketing that are beginning to permeate the world of recruitment and selection are the use of digital content and social media.

In inbound marketing, it is committed to creating valuable content that attracts the right users and builds trust in the brand, instead of “chasing” them with paid advertising or without sectorization.

Internal career culture and skilling (improving skills)

According to LinkedIn, internal mobility in companies has increased by 20% as a result of the pandemic, partly as a result of limitations in recruitment processes.

The general idea behind this trend is to prioritize current employees over external candidates when filling a vacancy, even if it is a completely new department or position.

Generally, decision makers in the human resources area are already used to promoting the best employees, but the philosophy of training existing personnel so that they can occupy different positions and take advantage of the expertise and knowledge they already have is not so widespread. The organizational culture, the methodologies and the objectives of the company.

Statistically speaking, it is often more economical to boost the career of an employee who has already demonstrated commitment and enthusiasm for the company, rather than investing resources in a new recruiting and onboarding process.

The internal career culture is based on skilling, or new skills training, and ranges from formal educational supports to leadership coaching and assertive communication.

We must not forget that it is a medium-term bet that implies being open to the expectations and latent talents of each employee, looking for efficient alternatives to work as a team in the construction of new skills, as well as losing the fear of change and daring to be tested with job rotation and temporary assignments.