Considering that I have no time machine, time travel abilities or accurate predictive talents, I can’t be sure what future tech will offer hiring and careering. I am discouraged by the solutions being funded, sold, and used at the present moment.
Like, how are job boards still thriving in terms of revenue when most job seekers and recruiters admit not having great results with them? Well, some of them have reinvented themselves as multi-resource sites that offer valuable data. As the data increases, supposedly everyone can make more educated decisions.
Many technologies are now focused on scouring the web for passive talent with non-traditional professional footprints rather than producing better searches in databases full of applicants. Other recognize that you don’t fill jobs by recruiting people who don’t want to leave, and you don’t keep positions filled by recruiting job hoppers, so they score a candidate’s likelihood of entertaining a new opportunity. Some are becoming better at recognizing alternative skills, titles, qualities, and backgrounds.
There is still a large gap, however, that proliferates the challenges of employers to find, attract, recruit and retain not only good candidates, but good hires, which, according to Lou Adler, are distinct.
Adler’s article points out a painfully obvious break in the system that has yet to be addressed by technology because it is a people problem, so far. The great hires don’t always make themselves obvious to unknown employers.
Enter Epic Careering… and other branding services.
We are the bridge between great talent and the companies that need them and vice versa.
In an ideal future, we will all adopt a common professional language and keyword dictionary so that technology will easily identify matches between employers and employees. Ideally, these technologies will also better understand human nature and human performance optimization. Until then, so much is left unarticulated, unpromoted, and unidentified. Great opportunities go undiscovered by talent while the talent that could fast-forward a company’s vision and mission drift toward lower hanging fruit, which may or may not be ripe, or even good.
AI is not solving this problem so far.
It falls on you.
If you are talent:
At a minimum, certainly, populate your skills list. You can add up to 50. Put them in order of our strengths and for what you’d like to be endorsed most. This will increase the chances that you will be found in a search and sent a cold invitation to connect by a recruiter.
At best, tell stories that demonstrate your unique value, which could be tied to an unconventional background, a worldly upbringing (or an underprivileged one), a different perspective, an innate talent, or a way with people. Give people content that not only qualifies you, but starts to garner a connection that transcends job descriptions/requirements. Position yourself as a candidate of choice. Be forthright about the culture and conditions under which you thrive, and then tell people what transpired because you were able to perform at your best.
Include your awards, even if they seemed shallow or token. Don’t hide your promotions by only listing your most recent title. Take credit for facilitating the accomplishments of those you managed, mentored, and supported.
Acquire skills in tasteful, professional self-promotion and stretch yourself to gain comfort with them. The best person for the job doesn’t always get the job. That’s a shame, but one you can prevent by doing this.
If you are an employer:
At a minimum, go beyond the checkboxes. Abandon acronyms in favor of the real success-determining factors. Ask yourself if your requirements are really just a way to whittle down a large list of candidates or if they really will determine someone’s chances at being successful. Warning: This will require thought – deep thought. I know you think you don’t have time for that. But if candidates who make great hires aren’t wearing an obvious label, you will have to consider if the labels you can see are showing you what’s really inside – what people are really made of.
Be honest about having biases. You can’t refute them if you don’t acknowledge them and if you don’t refute them you can’t stop them from influencing hiring decisions.
At best, nurture leadership that is not only ethical but conscious of the impact of their decisions on people and planet and how that will trickle down and circle back. As you implement technology and streamline operations, don’t lose the human touch. Make sure your leaders are accessible and emotionally intelligent. Give people transparency and trust. Relationships will always trump technology at connecting your company with talent in a meaningful way, aka engagement.
Karen Huller, author of Laser-sharp Career Focus: Pinpoint your Purpose and Passion in 30 Days (bit.ly/GetFocusIn30), is founder of Epic Careering, a corporate consulting and career management firm specializing in executive branding and conscious culture, as well as JoMo Rising, LLC, a workflow gamification company that turns work into productive play.
While the bulk of her 20 years of professional experience has been within the recruiting and employment industry, her publications, presentations, and coaching also draw from experience in personal development, performance, broadcasting, marketing, and sales.
Karen was one of the first LinkedIn trainers and is known widely for her ability to identify and develop new trends in hiring and careering. She is a Certified Professional Résumé Writer, Certified Career Transition Consultant, and Certified Clinical Hypnotherapist with a Bachelor of Art in Communication Studies and Theater from Ursinus College and a minor in Creative Writing. Her blog was recognized as a top 100 career blog worldwide by Feedspot.
She was an Adjunct Professor of Career Management and Professional Development at Drexel University’s LeBow College of Business, will be an Associate Professor in Cabrini University’s Communications Department in 2019, and is also an Instructor for the Young Entrepreneurs Academy where her students won the 2018 national competition and were named America’s Next Top Young Entrepreneurs.