KAZI’s take on the 2017 trends
Kazi cannot predict the future – not even when it comes to its own area of expertise in recruitment and pre-selection. But Kazi is ready for that future. Ready to adapt to whatever 2017 brings our way. And that might include the following:
1. Recruitment and retention: two sides of the same coin
There arguably is no better approach to finding a candidate for a (starter’s) job than recommendations by satisfied employees. Organisations that value their employees and create an environment in which they can thrive and skill up – mot du jour at the European Commission – will succeed thanks to those employees bringing new valuable co-workers on board AND helping to retain them. Inversely: those organisations that know why co-workers are disgruntled and looking out for a new job, will recruit more sustainably. Living talent leads are more important than the often brackish talent pools.
2. Primacy of privacy
Kazi does not need to tell you that personal data – and the way in which they are used or abused – are at the top of the watch list. And rightly so. HR professionals and systems are not sufficiently attentive to the importance of privacy, according to Kazi. It does not suffice to build a stronghold to store those elusive “Big Data”, only to find it undermined by naïve or negligent co-workers. Privacy must take centre stage in the design and development of systems and processes, especially in HR where the right data in the right manner in the right place is what it is all about.
3. The paradox of perspective
The only way to truly reach out to candidates – and highly-educated ones in particular – is by offering them a far-reaching perspective that broadens their horizon. Paradoxically, the best way to do so is by focussing: by communicating and recruiting in a precise and targeted manner, by adding value yourself in the HR-process. Job boards and mass communication are too non-committal and anonymous. Engagement comes from impact, giving applicants the comfort that you can find them a perfect match, offering in each step of the R&S-process an experience they look forward to.
Such a call for perspective has become more acute by the alleged threat of automation and robotisation of entire job classes. The threat may very well be real for algorithmic or administrative jobs but the bulk of the labour market is veering towards roles in which creativity, judgment and human behaviour are critical. Whether software engineers or health care professionals are involved, deeply human skills and the often sensitive information that goes with them are important. Only an HR-approach that values those soft skills and data will be future-proof.
4. Old wine in new bottles?
Too often Kazi sees “old” and “analog” R&S-processes being digitised in the vain hope of increasing productivity of HR as we know it. The digital revolution should incentivise HR-professionals to directly realise the best possible R&S-experience. A plethora of features, apps and gimmicks surface that point out, together and individually, the vulnerabilities of the traditional HR-approach and propose to fix them. It is time digitally native solutions appear that redesign recruitment and (pre)selection from the ground up. We like to think Kazi forms part of that new generation ;-)
5. HR Tech is maturing
A lot is going on in venture capital HR Tech. So much so that the lords of the cloud themselves, Facebook and Microsoft or Google, are taking an interest in HR. As we saw in FinTech for example, stand-alone functionality out of HR Tech will become integrated in enterprise-wide systems.
Much more importantly, the attention of the internet moguls ough to make clear to the HR community that once again value resides in the platform or network where those providing jobs and those looking for them – typically in a dedicated niche – can find one another and communicate in a common language. Human resources, from the funnel of recruitment to retention and performance attribution is a field where mastery of the underlying data cannot but translate directly into a better offer for both parties. If only a fraction of the buzz that Facebook’s “algorithm” received would focus on what data insights in HR could realise, 2017 might well be year of great changes.