continuous candidates - manu melwin joy
TRANSCRIPT
Continuous CandidatesHuman Resource Management
Prepared By Manu Melwin Joy
Assistant ProfessorSCMS School of Technology and Management
Kerala, India.Phone – 9744551114
Mail – [email protected]
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Continuous Candidates
• Continuous candidates
are employee who are
always looking for their
next job opportunity.
Continuous Candidates
• A new study from Manpower Group Solutions revealed that 37 percent of workers around the globe, and 41 percent of U.S. workers.
Continuous Candidates• Knowing that many
employees aren't fully committed to their organizations, employers have more pressure than ever to improve their retention efforts if they want to keep their turnover to a minimum, according to the authors of the new research.
Continuous Candidates
• In organizations where employers are not meeting their candidates' expectations or aspirations for advancement, that is where individuals will be more likely to always be looking out for their next opportunity.
Factors leading to Continuous Candidates
• New ways of working. – The growth of the gig
economy and on-demand jobs, like those with Uber and TaskRabbit, are changing the way people work and the types of jobs they look for.
Factors leading to Continuous Candidates
• Increase in contract work. – Technology firms have
spurred an increase in contract work. Because they are constantly looking for employees with different skill sets, using contract employees allows them to quickly change with the times when one skill set becomes obsolete.
Factors leading to Continuous Candidates
• Job loss. – The recent recession,
and the layoffs that ensued, was a clear sign to all employees that job security in today's environment is not guaranteed.
Continuous Candidates
• Perhaps not surprisingly, the study found that job happiness is one key factor in whether people are continuously looking for a new job; continuous candidates are twice as likely as other employees to express dissatisfaction in their current role.
Continuous Candidates
• In addition, they are almost four times as likely to believe that the best way to advance their career is by changing jobs frequently, and twice as likely to think changing jobs is the best way to increase their compensation.
Continuous Candidates
• Continuous candidates
don't just say they are
looking for a new job;
they are actively seeking
them out.
Continuous Candidates
• The research found that 29
percent of continuous
candidates have applied to
three to nine jobs in the
past six months, compared
to just 11 percent of non-
continuous candidates.
Continuous Candidates
• Additionally, 12 percent
applied to more than 15 jobs
during the previous six
months, which is almost
three times as many as their
non-continuous counterparts,
according to the study.
Continuous Candidates
• The research also found that
continuous candidates are
familiar with a range of
interviewing techniques,
including nontraditional
methods and technologies
such as videoconferencing.
Continuous Candidates
• So why are these
continuous candidates
always looking for their
next opportunity? The
survey found that money
is the biggest reason.
Continuous Candidates
• Of those surveyed, 33 percent
said compensation was the
biggest motivation behind
searching for a new job. Other
popular reasons included looking
for an opportunity for
advancement, a new type of
work and better benefits.
Retaining Continuous Candidates
• Clearly explain how to move up.
– It is critical that hiring managers
clearly outline to job candidates
that there are opportunities for
advancement. It is important to
proactively offer this information,
instead of waiting for them to ask.
Retaining Continuous Candidates
• Follow through on what you
outline.
– You can't just lay out a plan for
advancement and never take
action on it. Employers must
create an employment experience
that authentically mirrors their
advancement messaging.
Retaining Continuous Candidates
• Highlight those who have
advanced.
– Showing employees that moving up
the ranks is possible is a good way to
demonstrate that you are doing what
you say in terms of advancement.
Stories about these rising employees
should be communicated internally
to existing employees and externally
to talent communities.
Retaining Continuous Candidates
• Don't limit advancement to
promotions.
– Many of today workers' definitions of
advancement are different from those
of previous generations. Employers
should open up their definition of
advancement to include expanded
roles, job variety, higher profile
projects, and projects that involve
giving back to the community or
society.
Retaining Continuous Candidates
• Offer opportunities to learn.
– Employees are always looking for
ways to adapt their skills so that
they remain valuable to
organizations. Employers can foster
this opportunity by providing or
reimbursing for professional
development opportunities,
internal and external training, or
advanced degree programs.
Retaining Continuous Candidates
• Provide mentorship programs.
– Having a successful mentor within the
organization is a great way to
strengthen the bond between
employees and their employers. Many
younger workers identify the position
they want and then network with the
employee currently in that role. Instead
of worrying that these workers may
take their job one day, managers should
offer opportunities for them to learn.
Retaining Continuous Candidates
• Build a talent community.
– Because many employees are
looking for new jobs, make sure
they consider you as a potential
landing spot. Whether it is on
social media, career sites or the
company website, provide
opportunities for candidates to
receive job alerts.
Retaining Continuous Candidates
• Create a positive candidate
experience.
– Employers often receive a number
of resumes from job candidates
who are underqualified for the open
position. It is important to clearly
communicate why they weren't a fit
for the job in order to avoid creating
a negative perception among
applicants about your organization.
Continuous Candidates
• Don't look down on
continuous candidates. Hiring
managers need to understand
that job-hopping is becoming
more common and that they
shouldn't discount candidates
because of it.
Continuous Candidates
• To properly assess a candidate,
hiring managers must dig deep
into the reasons for this type of
behavior. Candidates who moved
jobs frequently may reflect a
desire for geographic mobility or
a lack of advancement
opportunity, not poor job
performance or disloyalty.