Employers employ a variety of methods to obtain a competitive advantage. After years of slow growth, wages are rising. New graduates face strong job prospects. Even retirement begins to look for older people with essential skills differently. Across the world, favorable working conditions make it harder for employers to hire the talent they need. In addition to the challenge, employers face a lack of skills in recruiting candidates with training, education, and experience to bring their employees into the future. This pressure is even more significant in industries such as the automotive industry, which are currently adapting to disruptive technologies. While re-skilling, future degree programs can help to increase the talent pipeline in the future, employers still have to find and recruit talent. Building a community of talent is a promising solution.
Companies need to find new ways to source and attract workers with the skills of the future. Building a talent pool is an effective long-term strategy to fill your jobs cost-effectively, and more quickly with high- quality candidates. But how can they build and support a talented community? And once they have one, what do they do with it? Here is the answer
Firstly, businesses should allow job seekers to express their interest in working for them without requesting a job directly. Companies get the opportunity to capture talented candidates who businesses might otherwise have missed because they did not have a relevant position at the time since most tracking systems for applicants do not offer a way out of the box. Thus, companies have to find a way around this limitation.
Secondly, companies should engage the members of the talent community. Consistent contact with the members and addressing them about the developments in the company, and their mission will cultivate a positive perception among the members giving the reason to be in the talent community.
Finally, the companies should review and revise the strategy according to the feedback. This will help companies become more personal in the approach with the members of the community. They should add and subtract the members according to the data and company growth trajectory, which creates a sense of losing out in the members and helps the talent community to stay vibrant and engaged.
The final result will translate only when companies create a talent community in line with the mission and objectives of the company.
