Recently, we have investigated more than 2000 recruitment managers on the proper behaviors and strategies in the recruitment process. The results show that a large number of interviewees actually add a lot of difficulties to the recruitment of suitable talents. Here are seven examples. If the situation is corrected, it will achieve a win-win situation for both sides.
1. Salary limit is not included in position description.

46% of the respondents didn't mention the salary issue in the recruitment notice, and in the view of many employers, disclosing the salary level before recruitment will definitely lead to the failure of recruitment. Some companies keep the issue of salary secret, hoping to move forward and backward freely in salary negotiation. At other times, the reason for not raising salaries is that employers don't want to affect the company's internal affairs.
However, salary transparency is a great advantage for recruitment, especially when the reported salary is equal to or higher than the market situation. Not only are job seekers more likely to apply for positions that mention salary, but they also make the company seem more cheerful and sincere in communication. Also, if a competitor lists a lower salary in a job posting or simply conceals it, then this strategy shows your advantage.
2. Use the same recruitment content regardless of objects.

53% of the respondents used the same recruitment information for different age groups to publicize their company's recruitment positions and job opportunities. This approach is not feasible in the field of advertising marketing, because all the information people read, hear and see from the media is broken down by different age groups.
For example, if the hospital wants to recruit experienced nursing staff, it is better to consider that the bright spots that attract this group in the recruitment position are different from those that attract the little nurses just out of the school.
"Talent equation" is a new book co authored by Matt Ferguson, CEO of kaiyibida.com and others. The research in it just proves this. They surveyed more than two million job seekers to find out what made them decide to apply for a specific job.
According to the data, millennials pay more attention to the work life balance and opportunities for development, while the older groups pay more attention to security and corporate reputation.
3. Employ the person whose original position coincides with the current one.
47% of respondents will mainly employ those who have worked in the current position. This approach greatly reduces the quality of candidates, because screening resumes based on previous work experience ignores the fact that, compared with previous work experience, the acquired skills and their own work ability are more important factors in determining the right candidates.
A social researcher trained in advanced statistics may not have worked as a market research analyst before, but he must have the skills to do market research.
Too many excellent job seekers are eliminated before they enter the interview process, and it is important to see that those who have been unemployed for a long time have the same experience.
4. Pay no attention to labor market data in recruitment.
83% of the respondents usually don't look at the data when recruiting, for example, they don't know about the labor supply and demand in a city or region. It's like a salesman wandering around an empty house waiting for someone to open it.
With the exception of a few metropolises, recruiters cannot expect that there will be enough other places with the necessary skills and educational background to be qualified for some highly skilled positions. To find experienced web developers in a relatively small market, they may have to go to another city or state to recruit.
There is another situation: because of the clear recognition of the fact that there is a shortage of talents in some aspects, they either attract new talents by raising wages, or work more closely with local universities and community universities to carry out more targeted talent training for existing jobs.
5. No talent pipeline has been established.
62% of respondents do not have the necessary talent pipeline available, i.e. the expected talent record with work intention.
The reason why this has become a disadvantage is simple: for the positions with high mobility, the serious shortage of personnel will affect production and morale. Most big companies are aware of the mobility of their employees in those positions, so it is necessary to prepare Countermeasures in advance. Companies engaged in recruitment for a long time have lower cost and shorter time.
6. Set up technical barriers for job seekers.
69% of respondents said that job seekers can't use mobile devices to go to their recruitment websites to apply for jobs. On the face of it, there seems to be no need to optimize the mobile job application among these points.
However, in the United States and around the world, smartphones and tablets are rapidly becoming the main tools for people to access the Internet, and job search is also done through mobile devices. For example, in 2010, mobile traffic accounted for only a few percentage points of Kaiye Bida's website traffic, but now it has risen to 50%.
Those who are satisfied with the job they are currently engaged in are passive job seekers, which are often the ideal targets of recruiters. However, such people are unlikely to return to the desktop to apply for jobs that have been found on mobile phones.
What's more, the existing survey shows that no matter what skills and education background the job seekers have, they can use mobile phones to find jobs, and this trend is irreversible. Companies now need to update their recruitment websites.
Today's people are ambitious and busy. If a company needs them to spend an hour to re-enter their resume through a poorly operated Internet interface, then this company will not be favored by them.
7. Didn't find a way to retain employees.
Thirty seven percent of respondents said their company did nothing to avoid a loss of staff.
Retaining employees is obviously important, but what does it have to do with recruitment?
First of all, small staff turnover can reduce the burden of recruiters, so that they can focus on what they are best at: good communication with job seekers, without worrying about the continuous loss of staff.
Second, the way of persuading employees will make them happier, more engaged in their work, and become the most powerful asset of recruiters after a long time. People are willing to work for a company that treats them well, and often see this as more important than salaries and positions.
No matter what industry the company is engaged in, no matter how large or small, almost every company is unconsciously slowing down the recruitment process. As the demand for labor continues to rise, it is important for companies to begin to figure out where problems are likely to occur, not only to ensure that the best talent can be recruited, but also to avoid the new economic development momentum being curbed.
Source of this article