Recruiting despite Corona: no time for false restraint!

Corona not only messes up our society, but also the entire world of work. While the crisis has resulted in a radical freeze on hiring in many companies, there are still industries that are desperately looking for staff. At the same time, there is also great uncertainty among employees and job seekers. The question arises: What is the best strategy for recruiters in these turbulent times?

“Many companies put the brakes on in the crisis and stop any recruiting measures,” says Martina Ruiß, head of HR at the Munich-based software company Personio, outlining the current situation on the job market. In their view, it would be the right time for recruiters to go full throttle and to fill the applicant pipeline continuously. Despite suspended positions and a lack of applicants, recruiting had plenty of other options to make sensible use of the uncertain time and to put their own company in an advantageous position for the period after COVID-19. According to the HR expert, Corona not only leads to false reticence on the part of employers. At the moment, the employees also tend to focus on security. Many prefer to stay in their unloved job instead of writing applications.

“Recruiters who rely on mere job advertisements and are waiting to receive the right applications are currently using the wrong strategy,” says Ruiß. Now it is time to get active: Job portals like Xing or LinkedIn offer good opportunities to approach suitable candidates directly despite the crisis. Even if an employer did not currently advertise a job, the talent pool for potential employees could be filled and idle times avoided.

At the moment, according to the HR expert, the ideal time is to make new contacts with future employees for the time after Corona. Even if there are no vacancies, recruiters should not lose sight of the potential of promising candidates. Talent communities are ideally suited to stay in contact in the long term. Because one thing is clear: sooner or later the personnel requirements will increase again. Then a well-filled pipeline will be worth its weight in gold. Recruiters who now put their resources in a well-maintained talent pool no longer have to start from scratch later. You can then quickly and easily access suitable candidates and start conversations again.

When it comes to converting and using digital tools for recruiting measures, companies can “decisively” stand out from the competition, Ruiß encourages their HR colleagues to courageously go in the direction of digitization. Modern and digital application processes are now standard in more and more companies and are required by many applicants and employees. “Above all, HR departments that have opted for the digitization of the application process before Corona instead of being forced to do so in the crisis from one day to the next have a clear advantage now,” explains the Personio Manager. It was only now that stragglers were forced to realize the far-reaching benefits associated with the introduction of digital processes.

With the help of appropriate software solutions, you can not only save valuable time, but also money on both sides. If the job applicant has a long journey, for example, the economical and sustainable alternative is an online job interview via video conference. Products also help, for example, to focus on talent pools. At the same time, digital tools offer companies the opportunity to show themselves responsible now and in the future – whether towards their own employees or the environment. Because wherever interviews or even whole trial workdays take place online via video conference and there are no time-consuming journeys, these digital options will remain in the future. Every crisis also offers an opportunity. And so in this case too, it is to be hoped that after the pandemic, most HR departments will not return to the old analog processes, but will instead increasingly use digital channels in the future.

From Ruiß’s point of view, it is important that recruiters focus on a functioning employer branding strategy even in times of crisis and thus strengthen the employer brand. A central concern here should be to respond to the needs and wishes of employees. The increased use of digital tools in the corona crisis would also change employees’ expectations. In the future, for example, these would increasingly demand home offices. “Anyone who keeps up with the times and accommodates employees with flexible, modern regulations will remain future-oriented and competitive in the long term,” says the HR specialist.

Her conclusion is pragmatic: The corona crisis has stirred up the job market properly and will also bring about long-term changes. Employers who recognize the challenges and take appropriate measures can weigh themselves on the safe side. This also includes a proactive way of working for the recruiters. By building a talent pool, digitizing processes and creating a strong employer brand, an important step towards the future has been made.