Changing the Game of Recruitment

March 14, 2017 at FIFA Headquarters, Zurich

Digital. Automated. Social. Big data. Millennials. Boomers. Gig economy. Virtual working. New attitudes. New skills. Talent. Imagination. It’s a new world of work …

“The 100 year life” means we will all evolve through more careers, more job changes, typically 6 different vocations during our lifetime. “Industry 4.0” is the new age where AI and robotics begin to challenge humans for traditional roles, or transform work so that humans need to add value in different ways. Every industry, in every country, is being transformed as we watch. With huge implications.

Talent platforms, big data and matching algorithms in the new world of work … New research indicates a  huge opportunities to “change the game” … to create a better future for companies seeking the best talent, and for the people seeking the right jobs. And for companies, traditionally called recruitment agencies, who make it happen.

From “job centres” to “talent managers” … Who has the best vision of the future? How will they shape this evolving market to their advantage? That’s the big question in Zurich. So where do we start? Well let’s look at the changing world, the changing needs and aspirations of audiences, companies seeking people, and people seeking work.

We can also get great inspiration from other places where searching, connecting, matching also matter – such as banking, entertainment, professional services – and innovators in other sectors too:

  • FutureBankexploring how to “change the game” of banking

Examples might include:

  • Umpqua Bank: rethinking the customer proposition, then reinventing branches and services
  • Moven: helping people to manage money in a mobile-centric world
  • Comm Bankenabling customers to do more, building partners and communities to support

And learning from other sectors:

  • Farfetch: bringing together 400 retailers to reinvent local retail in a digital world
  • Netflix: from video stores to DVDs by mail to subscription-based, personalised movies on demand
  • WeWorkshared workspaces that add more value, building communities, accelerating growth

What can we learn? Why do people trust Farfetch as a new intermediary rather than do direct to any of the designer labels which they sell? How did Netflix move people to a digital world, and make transform the entire entertainment industry?

  • Customer-centricity is the real transformation – so put the job seeker first, be on their side
  • Add value beyond the transaction, enable more – so enable the person, to do a better job
  • Harness the intelligence to do it better – matching is about knowing both sides intimately
  • Create solutions that do more than connect – new services, for talent and recruiters
  • Embrace new partners to add even more value – increase effectiveness, reduce cost and time
  • Build the platform to do this anywhere anytime – physical and virtual, but digitally integrated
  • Communicate it in a new, audacious and inspiring way – be the talent managers of future work

Where do you start? Whilst the tangible changes – the digitalisation of location-based physical activities, to knowledge-based digital platforms – can seem relatively obvious, behind them is important thinking. Banks initially assumed that it was a simple shift online, to phone and mobile. But it wasn’t:

  • How has the customer or consumer changed – who, why, what, where?
  • What is the new structure of the industry – the role of intermediaries?
  • Why would people prefer it to the old world – and maybe even pay more?
  • What is the value proposition to the customer – and the solutions to deliver it?
  • How have new players or partners added value – new services, new ways?
  • Who is the most successful now – and likely to be over the coming years?
  • How are they continuing to shape the future to their advantage?

As Adecco Group says:

“Workplaces worldwide are changing, so it’s time to push against traditional ways of thinking. There’s no longer a norm to conform to. Whatever our business, whatever our sector, we must look to the future and be ready to rise to the challenges ahead. We must familiarise ourselves with the workplace landscape ahead and start building the foundations of the organisational changes it may demand, and the opportunities it will have to offer.

Our vision is to ensure that people across the globe are inspired, motivated, trained and developed to embrace the future of work. To be in environments where they are empowered to thrive, stimulated to succeed and given every chance to make their individual futures better and brighter than ever before.”

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