While the worst of COVID seems to be behind us, organisations are still grappling with the pandemic aftereffects as they insulate against economic headwinds. According to Gartner, 2023 will see HR leaders at the centre of a triple-threat: tightening financial conditions, global supply constraints and scarce expensive talent.
Finding and holding on to good people has never been tougher, thanks to near-record low unemployment levels, high turnover and a post-COVID recalibration of the employer-employee dynamic. Recruitment costs have more than doubled over the past year alone.
Organisations are under pressure to respond to employees’ greater expectations about what they value at work and in life. Flexible hours, ethical leadership, ongoing development opportunities and sustainability credentials are today’s baseline. Internationally, 44% of workplaces now offer hybrid work.
On top of that, the rate of digitisation and automation is forcing a re-think about the types of roles and competencies companies will need even a year from now. HR teams are front and centre as leaders look to upskill, reskill and recruit for the huge shifts on the employment horizon. Productivity may have led conversations over the past decade (or three), but it’s clear that the more intelligent our technology becomes, the more human capability we need.
Competition for new capability
Competencies such as creativity, critical thinking, interpersonal communication, and empathy have never been in higher demand – across all industries, disciplines and role levels. In fact, fifty percent of organisations expect the competition for talent to increase significantly in the next six months, even if broader macroeconomic conditions improve. Despite this, 36% of CHROs say their current sourcing strategies are insufficient for finding the people they require.
This means leaders must reprioritise their recruiting strategies to align with current needs, plan for multiple potential scenarios and make data-backed decisions. Not surprisingly, the search for ‘soft’ skills and rise in global teams continues to drive uptake of offshore talent.
“The more uncertain the outlook, the more adaptable organisations – and their service providers – need to be,” says Steve Evans, CEO ConnectOS.
“What’s clear is that traditional offshoring models were not designed for today’s business challenges. Rigid contracts, faceless SLAs and remote management simply don’t work. Leaders eager to leverage the immense benefits of global hiring strategies need a truly flexible offshoring partner in order to realise sustainable value.”
Steve outlines three non-negotiables for organisations looking to strengthen their recruitment strategies with a global approach:
1. Hire offshore the same way you hire onshore
Sounds obvious, right? Problem is, many offshore providers source to fill a gap – not to place an excellent candidate with the right company. You outline a job that needs to be done and they offload it…to someone…somewhere.
“We do offshoring differently,” explains Steve. “Our Integrated Resourcing solutions are designed to help businesses broaden their talent pool, secure great talent and then onboard those hires into their core team. Yes, these employees are based offshore, but they might as well be any other team member working from home or offsite.
“They’re your people, aligned to your company values. You direct their day-to-day work. We’re on hand to support, offer management guidance and take care of all the legal, payroll, IT and security obligations.”
2. If it’s not flexible, it won’t work
One of the biggest advantages of offshore talent sourcing is the significant cost saving – up to 70% in many cases. However, the real value is realised in being able to add or reduce capacity without penalty – freeing up your core team members to focus on higher-value activities.
“Look for an offshoring partner who allows you to adjust your resourcing levels at any time,” says Steve. “If your business suddenly needs to ramp up or pivot focus – due to a change in work volume or direction – you want the flexibility to realign teams or redeploy skills.”
3. Plan for growth
Leading offshore providers will work to understand your business needs today – and anticipate what you might need tomorrow.
“Smart offshoring solutions should take a long-term view – even if it’s just for a one-off project,” continues Steve. “That means identifying the ideal team structure and capability mix. You might think you need to fill three mid-level roles, but perhaps the better plan would be a senior hire alongside a junior hire with development potential. Your offshoring partner should take the time – and have the expertise – to advise on the right approach for your business.”
ConnectOS is a leading offshore provider for large enterprises and small businesses. Reach out to find out more about how we’re helping executive leaders develop recruitment strategies that bridge the soft skills gap and develop future capability.