5 tips to improve the odds of securing talent in your organisation

"The Great Talent shortage"

I have worked in the recruitment industry for 23 years and I have never seen such an inbalance between the supply and demand for talent. Peter Joyce said to me a few weeks ago also said unlike Nurses or Doctors who have to stay in the health industry the finance people of health can move to any industry and as such the pressures of The Great Resignation are greater.  

Ross Clennett, FRCSA wrote a great article (https://rossclennett.com/2021/02/the-largest-ever-candidate-shortage-is-looming-are-you-ready/) outlining the reasons why and why he thinks this is not going to be resolved anytime soon.

So given it is so talent short here are 5 tips to improve the odds of securing talent in your organisation.

1) Speed is of the essence. How long does your recruitment process take? Are you able to make a decision on someone good without points of comparison? How long does the letter of offer and contract take to be sent post verbal offer. Without speed you may lose out on the rare great candidate.

2) What physical infrastructure do you have to support the people within the organisation? So, what is your office like? Is it a physically attractive place to work? What learning and development is provided for your talent – is this best in class? What remuneration and benefits are provided to your people - is this competitive with what the market is paying?

3) What alliances and relationships do you have in place to help you find talent? Firstly, you should have the trust and confidence in your own people who should be referring their friends and ex colleagues to work for you. What is the strength of the relationships you have with recruitment firms? Because consciously or sub consciously recruiters will refer good people to the firms they have a strong alliance with. And trust me there are plenty of organisations that begrudgingly treat recruiters as unfortunate positions of last resort rather than trusted extensions of the business.

4) It all starts with your culture. When talent comes to interview at your business and they ask about the culture and leadership within your organization how enthusiastically do your people talk about these things?

5) Attention to detail is critical. How much planning do you actually put in to the process of securing talent? Are line managers trained in interviewing and selling your organization? Is the receptionist a good master of first impressions? Do rejected candidates (your number 2 choice can fast become your no.1 option in this market!) still leave having had a positive experience? Do you have Employer Value Proposition packs outlining Remuneration & Benefits, your culture, your L&D, some testimonials etc?

If you would like me to have a look at your current talent acquisition strategies please do not hesitate to reach out to me.


Stephen Carter
Partner, Sharp and Carter

mob  +61 411 543 833 | tel +61 3 9616 2600
e-mail  scarter@sharpandcarter.com.au

HFMA Corporate Partners