This month I would like to take a look at the recent DEMOS think tank’s report into what the world of recruitment might look like in 2020. The report by Niamh Gallagher & Duncan O'Leary, is published under a Creative Commons Licence, and can be downloaded free of charge here

The publication looks at possible future scenarios for recruitment, and their implications for the industry and public policy generally. Before you hit the print button ( as I did.. ) the report is a 100 plus pages long, but there are some interesting ideas raised – including the ability and responsibility of those in recruitment to influence change - that we’ll possibly revisit over the next couple of months.

Today I’d specifically like to look at one of the key concepts raised in the report, which centres on the narrowing of the divide between the ‘two models of recruitment’. To precis the authors, on the one hand we have highly skilled jobs that are presently filled by a highly personalised service; on the other we have low skilled jobs that are recruited via a relatively standardised service. The report defines these two models accordingly:

Highly Skilled Roles / Senior Appointments
Specific role to be filled / Low Volume, High Cost / Candidates identified through networks and peer-to-peer recommendations / Candidate Pool from Active and Passive job seekers / Candidates interest in pay plus wider factors (progression, company ethics, etc) / Recruiters build relationships with clients and candidates
= Highly Personalised Service

Low-Skilled jobs
Generic role to be filled / High volume, Low cost / Candidates identified through database / Candidate Pool only from Active job seekers / Candidates interest in pay / Functional communication as necessary
= Standardised Service

The central argument here is that these diametrically opposed approaches will, in the coming years, be characterised by a more personalised approach to all recruitment. The report identifies “combination of new expectations and new opportunities” as drivers of change which the authors identify as follows:

A Competitive Business Environment which has driven the industry to diversify its services; the “growing importance of soft skills, drive for efficiency and need for flexibility” have led to “an increase in outsourcing, and greater continuing efforts to reach candidates”.

Regulation and Legislation; the lack of market regulation or “official, enforceable set of standards” brings reputations and standards into question. Legislation regarding workplace rights will bring compliance and risk management o the fore for recruiters, employers and advertisers

A changing workforce; broad demographic trends such as increased immigration, an ageing population and more women seeking employment will result in a far more diverse workforce. Recruitment “has an essential role as intermediary – helping business understand and accept these changes, and encouraging candidates from the ‘new’ talent pool to enter or re-enter the workforce”

Changing Social Values; recruitment will become increasingly complex as “..the overlap between life and work – the person and the professional – is growing”. Candidates increasingly place emphasis on an organisation’s CSR, ethics and the role of recruiters will be “.to match people with organisations, not just skills with vacancies”

Technology – As the internet becomes increasingly collaborative, building and managing effective web-based relationships will define recruitment in the future.

The authors' view is that these drivers that will “create a serious challenge to the traditional model of recruitment in the UK” by necessitating a more personalised approach to all recruitment.

At Alexander Hughes, as executive recruiters our approach of course already sits firmly within the “highly personalised service”, and we are constantly looking at ways of deepening and enriching the relationships we have with our clients and candidates ( this blog is just one of them.)

But outside of the realm of Senior / Highly Skilled roles, what will happen in volume recruitment? Certainly employers develop their propositions to embrace an increasingly diverse workforce. But will the actual process change? Will employers be genuinely dealing with candidates on a more personal basis? Who will undertake this personalised-volume recruitment, and how could such a model be cost effective – especially if the underlying challenges of retention are not addressed? And, perhaps most tellingly, will candidates at the ‘job’ (rather than “career”) end of the spectrum even need or want to be engaged in this way?

As ever we’d be very interested in your thoughts – please do comment with your thoughts; an iPod nano on offer for the most deserving contributions

I look forward to hearing from you

Robert

(DEMOS website - www.Demos.co.uk)