Arpit Mishra

“My disability exists not because I use a wheelchair, but because the broader environment isn’t accessible.” Stella Young, Disability Rights Activist and Comedian

This is the reality that faces most persons with disability (PwDs). There are obstacles that prevent them from taking up and retaining full-time employment opportunities. Job opportunities are not accessible or easy to apply, and the environment lacks the infrastructure and support for long-term employment.

Recruiting more diverse candidates is said to be one of the most important recruiting trends in the future. Multiple perspectives and a varied concoction of skill-sets are what brews innovation and growth within companies. With over a billion people worldwide with disabilities and 40 to 50 million in India, it represents a large pool of people with employable talents and skills.

In the last decade, there has been an increase in the number of companies who recognize this and have programs making jobs more accessible to PwDs. For instance, the Sin Barreras program at Accenture offers jobs to PwDs and strives to make the company more inclusive. Microsoft has a hiring program exclusively for people with autism. It also has a vibrant and active disability community and provides reasonable accommodations and awareness of disability inclusion throughout the company.

While there has been an increase in the number of disability inclusion programs in companies, the employment numbers shout a different story. In 2016, 17.9 percent of persons with a disability were employed, in contrast to 65.3 percent who were employed without one, according to the U.S. Bureau of Labor Statistics. Out of this, only 3 percent of those with a disability wanted a job.

What steps can companies take to bridge this gap and get more people with special needs to work with them? A step in this direction is using talent assessment software. (Also read: 5 reasons you should use talent assessment tools)

In this article, we will talk about how companies can use talent assessment software to recruit people with special needs (PwDs) by making it easier for them to apply for jobs.

Benefits of hiring developers with disabilities

• Diverse perspectives: Employees with disabilities bring unique experiences and perspectives that can foster creativity and innovation in problem-solving.

• Enhanced work ethic: Many disabled individuals demonstrate strong resilience and determination, qualities that can translate into a robust work ethic.

• Improved employee morale and loyalty: Hiring people with disabilities can create a more inclusive and empathetic workplace culture, enhancing overall employee morale and loyalty.

• Access to a wider talent pool: By being open to hiring people with disabilities, companies can tap into a broader pool of talent, crucial in industries facing skill shortages.

• Positive brand image: An inclusive hiring policy enhances a company’s brand, portraying it as a socially responsible and progressive employer.

• Legal compliance and incentives: Adhering to laws regarding the employment of people with disabilities can avoid legal issues, and there are often financial incentives or tax benefits involved.

Checklist for creating a disability-friendly tech hiring process

• Inclusive job descriptions: Ensure job postings are inclusive, focusing on essential skills and abilities rather than physical requirements that might be unnecessarily exclusive.

• Accessible recruitment processes: Make the application and interview process accessible, offering accommodations like sign language interpreters, accessible interview locations, or alternative formats for tests.

• Bias-free interviewing: Train hiring managers to conduct unbiased interviews, focusing on the candidate’s ability to perform the job with or without reasonable accommodations.

• Partner with specialized agencies: Collaborate with agencies or organizations specializing in employment for people with disabilities to access a wider talent pool and get guidance on best practices.

• Workplace accessibility: Assess and modify the workplace to ensure it is accessible, considering factors like physical access, adaptive technology, and flexible work arrangements.

• Employee training: Provide training for current employees to foster an inclusive and supportive work environment that respects and values diversity.

• Ongoing support and Adaptation: Offer continuous support and be willing to adapt roles or provide additional accommodations as needed to ensure the success and comfort of employees with disabilities.

Guidelines for using talent assessment software for hiring people with disabilities

Employers check for candidate aptitude and fit using talent assessment software. This is done using tests which are created, uploaded, proctored, and evaluated online. There are several advantages of using these online tests to assess PwDs.

Since these tests are usually administered remotely, test takers can take them in the comfort of their homes at times that are convenient for them. Test takers are not subject to inconveniences such as traveling to a test center, giving the test in unfamiliar settings, sitting for a long duration of time, or relying on invigilators to explain instructions. (Also read: Remote yet close: New rules of hiring and retaining) The range of customization possible on an online test goes beyond traditional assessment settings. Every disability and the person is unique; traditional assessments rely on large-scale delivery of tests under the same conditions, without any exceptions. There isn’t scope to accommodate people who have special needs, largely alienating them and discouraging them from applying.

For online assessments to be successful, however, the following outlines must be met:

• Explain why: People with disabilities tend not to disclose their conditions out of fear of discrimination and negative employer-perceptions which might affect their chances of landing the job. Companies must, therefore, try to put their fears to rest by letting them know why they are asking for voluntary disclosure of any disabilities. (Also read – Enabling workplace diversity with blind recruitment)
• Let them know what to expect: It is best to give specific details of the test, administration method, and delivery to the candidates so that they can, in turn, respond with any adjustments that they might need. For instance, in the same page as the disclosure, employers can add a note saying that the test would require the use of a mouse as well as a keyboard and if users have any special requirements to let them know at that stage to make suitable accommodations.
• Customize the test: Tweak the test administration or delivery to accommodate any special considerations that the test takers might have, without impacting the test results or the performance on the job. For instance, if the candidate has trouble reading text on the screen, an external reader can read the questions out loud, and input the answers on the candidate’s behalf. Alternatively, if the candidate is comfortable using the keyboard, instructions can be given using increasing font size with Ctrl and + keys. For someone with dyslexia, test times might be extended to give the candidate ample time to complete the test. This must be balanced with the demands on the job through to ensure that these tests can truly predict the candidate’s performance on the job.

Companies have found an increase in the number of applications from PwDs when application processes including tests are adjusted to accommodate their needs. Fujitsu, the leading Japanese IT products, and services provider noted a 3.4% increase in the proportion of applications from candidates with disabilities when they made small changes to their recruitment process including asking for information about disability and reasonable adjustments early-on in the application process.

Delivery of tests is incomplete without appropriate assessment. The next step to successfully recruiting PwDs is the accurate interpretation of test results. But have answers to such questions ready. Is there any difference in the criteria for gauging performance? How should the test evaluation match the accommodations made during the test (extra time allotted, the presence of external reader, etc.)?

Comparing apples to apples: Interpreting test results

Talent assessment tests are standardized, which makes it easier to test multiple applicants with the same yardstick for performance. Interpreting results of tests that have been tweaked to allow for different abilities are complex because each person and his/her test result is unique. However, there are certain guidelines which can help during interpretation of results.

• If test times were extended for an applicant, then employers must look at accuracy and test performance at different time limits, and under different sections. This should be compared with the aspects of the job that is highly relevant to the test, to get a true measure of performance. For instance, a test taker took an additional 30 minutes to complete a test that contained analytical, mathematical, verbal, and critical reasoning sections. When the evaluators took a closer look, they found that he had completed the analytical section faster compared to the rest of the test, the applicant will move to the next stage provided analytical skills are considered crucial for the role that he had applied for.
• It is incorrectly assumed that while comparing test results, one should use a norm group of applicants with the same disability. This is because two people with the same disability are affected by it in two different ways. The best approach is to use a standard norm group, with or without disabilities, and compare performance to the job requirements.
• When using psychometric tests to gauge personality, they should be analyzed in the standard way. There isn’t any difference in how these standard tests are interpreted for persons with or without disabilities.

As soon as a job vacancy arises, the job description should be evaluated by HR reps (after undergoing training on the disability types and degrees) to study possibilities of inclusion. (Also read: How not to write a job post) The next step is to open up the position on the website and job boards for people with or without disabilities. When people with disabilities express interest, companies can use talent assessments to make the application process convenient for them. While technology is a great enabler for recruiting people with disabilities, employers must know that the results from tests and questionnaires don’t work in silos, and only make up a small slice of the overall recruitment pie. The test results, however, need to be followed-up by interviews and any other suitable steps to determine if the candidate is a good fit for the role.

As a whole, the recruitment process has to be made more convenient and accessible to encourage more PwDs to apply for jobs within companies. When designing job descriptions, or deciding on the types of assessments to use, or the interview process, companies must think of how they can make adjustments to the environment or the process to encourage more people with disabilities to apply for roles.

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This article was updated on 3rd April 2023.

Do you speak the language of Gen Z? Their lingo consists of ‘slay’, ‘bet’, ‘vibing’, etc. If that seems alien to you, you wouldn’t be surprised to hear that everything they do is different. From the way they speak, and their dressing styles to the way they approach their careers.

Regardless of growth opportunities, appreciation, or rewards, long careers within a company aren’t a priority for Gen Z. Unlike their/our predecessors who would have continued working for a firm, despite all that. Gen Z just doesn’t ‘vibe’ like that!

So how do you ensure that the current workforce is continuously engaged and willing to stay loyal to your company? How do you enable candidates to see themselves growing and advancing the corporate ladder so that they are not tempted to leave?

By creating a culture of internal recruitment in tech, of course. Whether it is filling a role with a current employee, a promotion, or through a lateral transfer, internal mobility is a great opportunity to improve employee engagement, productivity, and retention.

What is internal recruitment in tech?

Internal recruitment in tech refers to filling vacant job positions with existing employees of a company either through promotions or lateral transfers. It involves looking inward to fill positions rather than hiring someone from the outside.

But why has internal recruitment become so crucial in the last few years and why do companies need to consider it seriously?

One reason why is the growing shortage of skilled talent. The market has become fiercely competitive.

Secondly, post-pandemic, employees are looking for far more than compensation to be satisfied with their job. 52% questioned their purpose at their day-to-day job in a recent Gartner survey.

They are looking for personal value at work. Employees want to make an impact. They also want companies to invest in their growth, provide learning and development opportunities, mental well-being resources, and transparency in company operations.

Indeed, our latest 2022-2023 State of the Developer Ecosystem shows that nearly 16% of developers would like a clear path for career growth in terms of upskilling opportunities.

The key to attempting to retain an employee for a longer duration is by marketing a career with longevity and growth. Let’s look at how internal mobility plays a key role in this.

Also read: Why are Recruiters Switching to Lateral Hiring?

4 key benefits of internal recruitment over external recruitment

Internal hiring is super beneficial for your TA team! They get to add even more qualified candidates to their existing pool of candidates and could potentially, close open roles quickly.

It’s simple math. Assessing internal employees along with passive and active talent outside the company means more people for your recruiters to pick from. Here are some more important benefits of recruiting internally –

#1 Improves employee morale, productivity, and engagement

When employees know that they can apply for positions and take control of their career advancement, it automatically improves productivity fueled by a desire to perform better on the job. This motivates them and further boosts employee morale.

On the contrary, positions that are predominantly filled externally send a message to employees that no matter how hard they work, their credentials and experience are just not good enough to grow within the company.

It’s easier for internal employees to succeed in a new role as they have pre-established connections and knowledge of how things get done in the company.

They also tend to work harder if they know that the company believes in promoting from within. Internal recruitment also helps build a collaborative and agile company culture, which are key aspects of improving employee engagement.

Also read: 7 Employee Engagement Strategies For WFH Tech Teams

#2 Carries low risk of making a bad hire

Companies that prefer recruiting internally understand that the risk with internal hires is lesser compared with ones recruited externally.

They have detailed records of employee performance reviews, compensation, recognition, or awards, along with peer and manager reviews that are reliable predictors of performance. Since they know the no of employees, it helps to avoid employee overload.

Since these jobs are usually filled via self-nomination where candidates express their interest in moving to a new role, the risk of turnover is also considerably lower as employees tend to stay longer.

#3 Costs less than recruiting externally

It is common knowledge that hiring is an expensive activity. The cost per hire is estimated to be around $4000.

This includes external costs such as agency and recruiter fees, job board fees, and internal expenses like recruiter salaries and the money spent on the referral program.

When companies hire from within, they skip all the external costs and most of the internal costs. Internal recruitment in tech is significantly easier on the company’s pockets.

There is also the cost of a bad hire, the likelihood of which is higher with an external recruit.

This is because, unlike an internal hire, there isn’t first-hand information on the employee’s work ethic, critical thinking, leadership abilities, etc., making it difficult to predict the employee’s performance.

#4 Provides quicker results and reduces time-to-hire

Internally hired employees tend to assimilate and deliver results faster.

They are either nominated by the hiring manager or might know someone from the team, which helps them get comfortable with the team faster.

For projects that have imminent deadlines, hiring someone internally results in quicker turnaround times as they are already aware of the processes, systems, and company expectations. Companies also spend less time on-boarding them which saves a lot of time and associated costs.

Also read: Optimize Your Hiring Process With Recruitment Analytics

But what’s the catch with internal recruitment in tech?

If internal hiring is cheaper, faster, and less risky, why aren’t companies able to successfully utilize it more often? There are many internal factors responsible for this.

This can lead to compliance issues

Companies fear that if they continue to select candidates from an internal pool, there is a higher chance of disgruntlement, complaints, and lawsuits filed by employees who are not selected.

Thus, companies rely on self-nomination where employees proactively apply for jobs or positions of interest. While this might sound like a safe alternative, it is also not the best one because in this case very little is done to educate those who might not be actively looking for movement but might be an excellent fit for open positions.

Create resentment among employees

Secondly, the very thing that internal recruitment in tech is supposed to boost can sometimes get adversely impacted – employee morale.

Employees not picked for positions or promotions might feel disheartened and end up looking externally for growth opportunities.

Thirdly, restrictive policies that were once meant to enhance productivity and reduce turnover may become restrictive and claustrophobic to high-caliber employees.

For instance, some companies make it mandatory for employees to have a tenure of one year in their current positions before applying for other roles within the same company.

Sometimes, the employee needs to get additional sign-offs from their managers. Loyal employees who would rather avoid uncomfortable discussions with their bosses are quite unlikely to apply for an internal role. Instead, they would rather take up an external opportunity.

Also read: 10 Key Employee Retention Strategies In Tech

Leave a gap in your existing workforce

Lastly, and probably the biggest factor is pressure from current managers to restrict mobility.

Every manager has those stellar employees on their team who have been around for a long time. They know the processes in and out and are excellent at their jobs.

They are hesitant to nominate them for a different position. Mainly because they are worried about the void that will be created once they leave. It could take ages to fill that role. Managers are not discussing employees’ career advancement plans for fear of losing them.

Also read: How You Can Identify And Close Skill Gaps In Software Development

How to build an effective process to recruit internally?

A lot of the above-mentioned issues arise because companies are being short-sighted in their approach. They focus solely on filling positions rather than investing in candidates.

Let’s change that, shall we?

Speak to your managers – As seen above, managers may not be the best promoters of internal mobility. Educate your managers and conduct training sessions to explain why internal recruitment is beneficial to the company. Also, focus on pointing out how it is directly correlated to employee productivity.

Nomination by the manager – Consider doing away with the clause that a manager has to nominate high-performing team members as candidates for internal roles. This could lead to unconscious bias and favoritism causing further resentment among employees. Your most promising internal candidates may not be able to apply.

Make internal transfers easy – Create a flexible internal transfer policy where the company itself can grant a transfer to a candidate who may be the best bet for an open internal position. Encourage your TA teams to keep the paperwork minimal during an internal transfer.

Create a succession plan – Succession plans refer to internal pipelines maintained by the HR team. They keep a track of skills, training, and performance reviews of existing employees. This helps in pinpointing which employees are ready to fill jobs when they become vacant. HR has the responsibility of building and updating these plans taking into account current and future business needs.

For internal hiring to give positive results, there needs to be a culture that promotes employee development. Encourage internal promotions, open communication with employees about their individual development plans, and a system to close gaps that arise when employees move to different roles.

Internal recruitment vs. External recruitment – Key differences

Internal recruitment: This refers to the process of filling job vacancies within a company with current employees who are seeking new positions or promotions. In tech companies, this might involve shifting a developer to a project management role or promoting an IT analyst to a more senior position.

External recruitment: External recruitment is about hiring candidates from outside the organization. For tech companies, this often means scouting talent from other firms, universities, or through online job portals to find individuals with specialized skills or fresh perspectives.

Comparison:

• Speed and Cost: Internal recruitment is generally faster and less costly than external, as it skips parts of the hiring process like advertising and initial screenings.
• Talent Pool: External recruitment offers a broader talent pool, potentially bringing in new skills and ideas, while internal recruitment is limited to existing staff.
• Employee Morale: Internal recruitment can boost morale and motivation by offering career advancement opportunities. In contrast, external recruitment might sometimes lead to internal dissatisfaction if employees feel overlooked.
• Onboarding and Adaptation: Internal recruits are already familiar with company culture and processes, requiring less onboarding time compared to external hires.

Internal recruitment is not without its challenges!

Internal recruitment in tech companies is limited to the existing workforce, which might not always have the required skills or experience for certain advanced or specialized roles. This can also lead to:

• Inbreeding of ideas: Relying solely on internal recruitment can lead to a stagnation of ideas. In tech, where innovation is key, this can be particularly detrimental.
• Potential for internal conflict: Internal recruitment processes can create competition and conflict among employees, potentially leading to workplace disharmony or feelings of unfairness.
• Issues with career progression for lower-level employees: If positions are frequently filled internally, it can create a bottleneck where there are no openings for lower-level employees to advance, potentially leading to employee dissatisfaction and turnover.

Look inwards for top talent!

No successful strategy is reliant on any one method. Recruiting externally will never go out of fashion but that doesn’t mean internal recruitment is not beneficial too. Strike a balance between both methods of recruitment to land the best candidates out there.

Here’s the low down.The most promising talent could be right under your nose should you choose to tap into it! Moreover, internal recruitment in tech shows your employees you care about their careers. Your actions show you are willing to put in the effort to retain them.

Since tomorrow’s workforce, mainly Gen Z looks for companies that truly invest in their employees, this is no longer a good-to-have perk. It’s become a high priority.

Let your employees know you want to see them grow in your company 🙂

The labor economy has long transitioned from a closed labor market to an open and mobile one, characterized by a restless workforce which is quick to jump to meatier opportunities.

High-performing individuals know that the conversation has shifted from “what can you do for us” to “what can we do for you.”

While the economy has changed phenomenally, some companies are still stuck using outdated recruiting methods and are struggling to attract and retain quality talent.

An effective way for such companies to reinvigorate their recruiting efforts would be to utilize digital recruiting tactics.

What is Digital Recruitment?

Digital recruitment is the process of leveraging technology to the source, attract, assess, select and hire candidates for vacant positions.

This includes leveraging job boards, career websites, mobile recruiting, online assessments, and social recruiting.

While most companies these days use at least one of the aforementioned tactics, they are still a long way from being classified as a digital strategy.

So, what are the different ingredients that make-up a digital recruitment strategy?

How can you spice up your recruiting stew by adding some nuggets of digital into it?

Let’s find out.

Evolution of digital recruitment

The metamorphosis of digital recruitment is a testament to how technology has revolutionized industries. Here’s a brief timeline::

Late 1990s – Birth of online job boards: Websites like Monster and Indeed ushered in a new era. Gone were the days of sifting through newspaper classifieds; job seekers now had digital hubs to find potential opportunities.

2000s – Rise of social media & LinkedIn: The introduction of platforms like LinkedIn added a networking component to the job-hunting process. Recruiters began to recognize the potential of social media channels not just to vet candidates, but to actively source and attract them.

2010s – ATS & AI-powered solutions: The Applicant Tracking System (ATS) became prevalent, helping companies manage and filter vast numbers of applications. Moreover, AI began assisting in sifting through resumes, predicting candidate success, and even automating preliminary interviews.

2020s and beyond – Virtual & remote recruitment: The COVID-19 pandemic accentuated the importance of remote hiring processes, virtual interviews, and digital onboarding. The definition of the workplace itself has shifted, and digital recruitment strategies have become integral in this new era.

Why is a digital recruitment strategy essential?

Wider reach: Digital platforms offer a global reach, allowing companies to tap into talent pools they might not have access to through traditional means.

Efficiency & speed: Automation tools and AI algorithms can process applications faster, ensure positions are filled more rapidly, and reduce the time-to-hire.

Enhanced candidate experience: A streamlined digital process means smoother application procedures, prompt communication, and an overall positive impression of the company.

Data-driven decisions: Digital recruitment tools provide analytics, allowing companies to make informed decisions based on concrete data about their hiring processes.

Components of a successful digital recruitment strategy

Crafting a robust digital recruitment strategy requires a blend of tools, techniques, and approaches. Let us list them for you.

Job portals & social media: These remain fundamental. Optimize your presence on job boards, but also engage on platforms like LinkedIn, Twitter, and even niche community forums relevant to your industry.

Employer branding: It’s not just about the job listing; it’s about selling your company culture. Create content that showcases life at your company, testimonials, and success stories.

AI & automation tools: Utilize AI for tasks such as resume parsing, chatbots for initial candidate queries, and predictive analytics to assess the potential success of candidates.

Mobile optimization: With many job seekers using mobile devices, ensure that your career page and application process are mobile-friendly.

Continuous feedback loop: Regularly gather feedback from both successful and unsuccessful candidates to refine and improve the recruitment process.

Diversity & Inclusion: Make it a point to have strategies in place that promote diversity in your talent pool, emphasizing a culture of inclusivity.

Mobile-friendly careers website

Optimizing career websites for mobile might seem like an obvious thing to do, but surprisingly not many companies are doing it.

In fact, by 2016, only 19% of recruiters were investing in a mobile career website. (Source: Jobvite Recruiter Nation Report 2016).

Optimizing for mobile is not an option anymore owing to increased smartphone adoption and usage.

Seventy-seven percent of job seekers check company websites to look for jobs (Source: Gallup State of the American Workplace Report 2017).

What happens when they open these websites on their phones only to find that the Submit button is not working?

Or worse still, their resumes are not getting attached, or any other such inconvenience which sets them back a few steps?

They switch tabs to some other website that works on their device. Result: your company just ended up losing a potential “stellar” candidate.

Companies must ensure that their careers website, landing pages, or any other digital resources are readable and work on mobile devices.

Incorporate digital recruitment strategy into every step

Examine your current recruiting process to see how digital hiring tactics can make them more efficient.

For instance, if you have a long application process on your career website to collect information about candidates, see if replacing that with a quick LinkedIn import will reduce the bounce rate (the rate of people who leave a website after visiting it) of your careers page.

Alternatively, check if a video interview reduces the overall cost of the hiring process (saves the cost of flying in a candidate, accommodation, and other expenses).

Examine each step of the recruiting funnel – from sourcing to selection to studying how digital practices and technology can reduce the time or the cost involved.

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Leverage social media

There are many advantages to using social media for recruiting – starting from the quality of hire.

Employers who used social media to hire found a 49% improvement in candidate quality over candidates sourced only through traditional recruiting channels. (Source: Jobvite)

It is also an excellent channel to spread brand awareness.

Nearly 80% of Millennials look for people and culture fit with employers, followed by career potential (Source: Collegefeed, March 2014).

Apart from scouring websites, millennials look to social media channels to gather more information about the company emphasizing the significance of optimizing your social media bio for better exposure..

All these factors make it crucial for companies to have a social recruiting strategy.

But with the wide array of channels available, which are the ones that a company should be using?

Take a look at the following sample social recruiting strategy.

You can see that the career site is in the center, being the most crucial, and contains job postings and landing pages.

All the other tactics are orbiting around it and have been prioritized and labeled as such based on the company objectives.

The first step to social recruiting is to create your own social recruiting universe and understand where your targeted candidates are present.

Create a recruiting strategy to engage and convert active and passive talent on these channels.

This can include job postings on LinkedIn, videos showcasing employee stories or company culture on YouTube, tweets about company awards or events on Twitter, and much more.

Image Source: Workology.com

Create social media accounts on channels actively used by your target audience and update them frequently.

Information on company culture, mission, values, people, and any other information that gives active and passive candidates insight into the company and what it stands for.

More is not always better

We have talked about the importance of having a digital presence.

It is commonly believed that the more platforms you are available on, the better it is for your digital recruitment.

While we understand the importance of being accessible, this has to be balanced with your team’s bandwidth. Digital is only a means to an end, it shouldn’t become an end in itself.

Otherwise, you will find your teams spending more time managing these online channels and less time actually recruiting talent.

Identify the top channels that work for you, and see how these can be used in a scalable way, to search, shortlist, and select candidates.

Customize it to your business

A company’s digital recruitment plan is as unique as the company and its goals. Something that might work for your competitors might not work for you.

We cannot emphasize enough the importance of customizing the recruitment plan to a business and its goals.

If your competitors are using Instagram, for instance, examine if having an account on Instagram is truly useful for your business and communication plan.

If your target audience isn’t engaging on that channel, it’s best to skip it and save yourself time going through pictures of toes and colorful but inedible food.

Let’s take a look at another example.

Assume your standard applicant is not a millennial but a baby boomer; she might not be comfortable with interviews scheduled via text messaging.

Instead, she might prefer emails followed by a face-to-face interview, and not a video conference.

The combinations are varied, and only a company that knows its goals and target audience clearly will be able to create a customized plan that meets its needs.

Partner with technology

Any discussion on digital recruitment is incomplete without talking about the technologies that support it.

Recruiters can use a recruitment management system (if they’re not using one already) to post jobs on the website and multiple job boards, screen and rank applicants, and integrate with their human resource management tools for seamless operations.

Companies can use online assessment tools to identify high-performing individuals and screen them using convenient tests which can be administered remotely.

There are tools that can identify passive candidates or the ones who are not actively looking for job changes.

Companies that have traditionally relied on checklists of college degrees and experience to screen candidates are increasingly finding the approach redundant, not to mention time-intensive and one-dimensional.

Recruiting tools use sophisticated algorithms to assess innate capabilities while giving adequate weighting to the traditionally-important factors such as education and experience and help companies find smart talent.

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Put a bow on it

All these different tactics need to work in unison like a well-played orchestra. While digitizing your recruiting strategy, ensure that any change to the process is only making it more convenient for applicants.

Make the whole experience seamless for applicants – whether they access the website on a mobile, a desktop or their tablets.

They shouldn’t struggle with viewing company profiles or information, submitting applications or expressing interest of any sort.

It is best to use a similar theme on all the social media channels, with the same icons, banners, and company branding to aid quick recognition.

Ensure that the information is consistent across channels to avoid confusion.

For instance, if you announce openings for front-end developers on Twitter, but the careers website that you’re directing the users to was not updated with information on the opening, applicants are going to be left confused and would most probably turn away from the site.

Look to the future

Traditional recruiting has passed the baton to digital.

The time has come to adapt, to transition from dinosaur recruiting strategies to technology-backed modern ones.

By not utilizing these techniques, companies are not only letting go of an opportunity to attract quality talent but also relinquishing a chance to reduce the burden on recruiters.

Savvy candidates are evaluating you like they would when making purchase decisions.

So, companies that are not hitting multiple channels to catch their attention, engage them, and finally convert them with an easy application process will find themselves on the losing side of this battle for talent.

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For various reasons, powerful companies in Japan home to amazingly advanced technology and manufacturing capabilities in several industries have failed to become as global as their peers overseas.

One of the challenges in achieving their globalization goals is their inadequate talent management strategy.

Like everywhere, Japanese HR professionals are trying to do justice to everything from recruiting to engaging to retaining talent in everchanging competitive markets to help organizations remain innovative.

What’s stopping businesses in Japan from moving forward

• Traditional hiring practices

White-collar recruiting typically begins at the graduate level, where companies ready promising students from prestigious universities for “lifelong employment.”

In this “Shinotsu” culture, new graduates are recruited systematically every April based on their ambition, communication skills, and character.

Unfortunately, these fresh hires come with no specific job skills. According to a 2015 Robert Walters survey, nearly 50% of the employers had difficulty finding candidates with the required technical knowledge.

Firms then lack the flexibility to adapt to the changing requirements, and the training period to get them to work ready can be time-intensive.

Job positions are usually filled by internal candidates.

For recruiters, when there is a lack of adequate domestic talent, hiring foreign workers is not seen as an attractive option by most companies. (But this is changing!)

• Rigid business practices

The Japanese “Tateshakai,” or vertical society, age, and seniority are sacrosanct. This can be demotivating for young, creative employees who also can’t get ahead based on skill alone.

Personal desires have no place in the traditional workplace where conformity, teamwork, and loyalty are all important attributes.

The egalitarian compensation companies and tenure-based promotion are not quite enough for the newer generation. Furthermore, social alienation and fear of failure prevent many young workers from becoming the entrepreneurs they would like to be.

For recruiters contacting potential employees can be difficult as “individual ambition” is frowned upon and the stigma of disloyalty is a huge barrier.

Most companies follow a job rotation/multi-tasking system that ends up producing generalists rather than specialists.

• Dwindling and inadequate talent pool

The same survey showed that 72% of Japanese companies have been affected by talent shortages. Companies will suffer when looking for talent in emerging technologies such as artificial intelligence, self-driving technology, financial planning analysis, and web analytics.

The Hays 2016 Global Skills Index showed a significant talent mismatch in Japan (with a score of just 9.8) resulting in “wage pressure in high-skill occupations and talent shortage.”

A shrinking workforce, low birth rate, lack of creative confidence, and the inability to communicate fluently in English have contributed to a labor squeeze hampering economic development.

The current labor force in several sectors is quite ill-equipped to deal with the pressures of competition and globalization. In jobs which require employees to be bilingual, there are few candidates to choose from.

(This will an urgent need as Japan gets closer to the 2020 Tokyo Olympics and 2019 Rugby World Cup.)

• Cultural impact

An intensely private people, the Japanese show very little engagement on social sites such as LinkedIn (less than 1% of the population is on it!).

However, sites such as Twitter, Facebook, and YouTube which offer anonymity have more success. Then again, for contacting them this becomes a challenge.

For recruiters, sourcing and attracting talent are significantly impacted by cultural factors. Apart from privacy and confidentiality issues, winning employees’ trust and convincing them to change jobs can be daunting.

Company culture favors recruitment of qualified candidates via referrals, and job advertisements typically have poor response rates in Japan.

For companies that don’t command strong brand reputation, attracting a candidate is not easy.

In Japan, changing jobs is an important decision and often candidates need time to speak with families before accepting an offer.

This can be frustrating for hiring professionals.

How the HR function can reassess its recruitment strategies

In the last decade, Japanese companies have been rigorously rethinking their hiring practices and revamping the traditional talent management system to deal with the changing economic environment.

To boost its innovative culture, social norms are now shifting to become more supportive of a vibrant startup ecosystem.

HR professionals understand that the values, both business and social, which were once dominant are no longer on the front burner.

Let’s look at some of the new recruitment approaches of talent acquisition professionals in Japan companies:

• Embracing diversity

With its working population decreasing, Japan is embracing diversity and inclusion to meet the goal of sustainable economic growth. In light of Abe’s “womenomics,” HR professionals in firms such as Daiwa Securities Group Inc. are working to boost women involvement and mobilize the elderly population by modifying policies; examples include providing childcare and flexible work arrangements and initiating executive leadership training programs for women.

For example, Snack food maker Calbee Inc. had 20% women managers in 2014 compared to 5.9% in 2009. In a bid to improve diversity, the company also had the drive to recruit people who graduated five years ago.

There are more than two jobs for every job applicant in Tokyo.

The talent shortage is worse in smaller companies. However, rigid hiring practices are changing; HR is considering foreigners (and bots).

In 2017, Japan had over a million foreign workers. Japanese HR are also stepping up mid-career hiring efforts to fill positions.

• Creating a global rotation system

Japanese firms are slowly moving toward global HR practices.

Companies such as Shiseido, Komatsu, Nissan, and Sony send top executives for an international stint to broaden their experience and skill set.

HR can ensure training of core employees to successfully function globally, be comfortable in cross-cultural settings, and be able to make sensible, management decisions independently.

For foreign ops, employees hired locally also need to be given career advancement and rotational opportunities and not just left to higher management, which is mostly Japanese.

• Doing more than recruiting and internal placement

Traditional HR philosophies are not helping to manage a younger or diverse workforce.

HR can enforce policies where Japanese employees are required to communicate with foreign co-workers in English (as Mitsubishi Corp. does). HR should identify employees (regardless of their nationality) who can be pushed for global executive training and deployed overseas.

HR needs to create a compelling employer brand to attract the right talent. A Gallup survey shows that Japan has a really low (7%) percentage of engaged people.

HR professionals must address issues such as long working hours, low take-home pay, rigid corporate culture, seniority-based promotion, harassment, and unfair reward systems to reduce disengagement.

Long-term engagement will result in more actively engaged employees, lower attrition, and better productivity due to increased motivation.

The current business landscape in Japan

Japan's business landscape is marked by a blend of traditional practices and modern challenges. Despite being a global leader in technology and manufacturing, Japanese firms often struggle with globalization due to rigid hiring practices and a conservative business culture. The traditional "Shinotsu" recruitment system, focusing on hiring fresh graduates for lifelong employment, poses challenges in acquiring specialized skills quickly. Additionally, the vertical societal structure ("Tateshakai") impacts workplace dynamics, often stifling young, innovative talent.

Japan also faces demographic challenges like an aging population and low birth rates, which exacerbate talent shortages, especially in emerging technologies. While there's a gradual shift towards more inclusive and diverse hiring practices, including mid-career hiring and increased women's participation, the transition is slow. These factors collectively create a unique business environment in Japan, requiring innovative strategies to navigate successfully.

How HackerEarth can make your talent search easier in Japan?

HackerEarth offers solutions that can significantly ease the talent search in Japan's unique business environment. By leveraging its comprehensive suite of technical assessment and remote interviewing tools, HackerEarth can help Japanese companies overcome traditional recruitment barriers.

For instance, HackerEarth's platform can assist in identifying highly skilled candidates regardless of their educational background, which is particularly valuable in a market dominated by the "Shinotsu" system. Its skill-based assessments and coding tests allow companies to focus on practical skills rather than just academic pedigree. This approach is beneficial for identifying talent in emerging technologies, where there's a current shortage in Japan.

Furthermore, HackerEarth's platform supports diversity in hiring, enabling companies to tap into a broader talent pool, including mid-career professionals and underrepresented groups. This aligns well with the changing dynamics in Japan's workforce. Additionally, its user-friendly interface and efficient screening process make it easier for companies to adapt to global HR practices, facilitating a smoother transition into modern recruitment methodologies.

Conclusion

HR has to work with the business leaders to ensure the success of their initiatives—flexibility, skill-based recognition, self-development, challenging work opportunities, social projects, strong language skills, diversity, candidate experience, and individual enterprise.

Japan has gone from being a seller’s market to a buyer’s one. Potential recruits are asking more questions and are more focused on individual career advancement than before.

Source: Japan Today

“Recruitment today is about processes, technology, and people who represent your brand and messages on your behalf,” says Lanis Yarzab, VP Asia–Pacific operations, Pontoon Solutions.

HR need to actively build an attractive employee brand and showcase the company culture via social channels to ensure that a consistent, positive message is delivered.

Japanese companies are ripe for the automation of the recruitment processes such as screening and some unbiased, skill-specific hiring which can leave the HR to deal with more value-adding services.

Instead of developing talent (not buying) or leveraging internal talent through job rotation, HR needs to use tools for objective assessment and do some strategic workforce planning if organizations are to stay innovative.

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