ENTER SCENE:

Interview Room- HR Manager and Candidate

Dressed to kill, in a sharp, black, business suit, the sophisticated looking businessman walks towards the boardroom table where an interview is about to take place. He is obviously nervous, sweating profusely and breathing slowly and heavily.

Soon after, a middle-aged female businesswoman casually enters, she too takes a seat at the same table and smiles. She is now ready to be interviewed by the HR Manager.

This scenario is a complete flip from days past; however given the current talent shortage in the existing Australian job market it is definitely not unusual. With 67% of Australian employers struggling to find suitable candidates, it is no wonder the recruitment process requires adjusting. (Big Fish Talent Shortage Survey 2007). Rather than a list of willing and skilled candidates elaborating on why they are the best fit for the vacant role and as a prospect for the company, employers are now required to reveal why their organization boasts the best environment, culture and is the best possible place for an employee to develop their career. Not to mention that the organization needs to be paying top salaries and offering other luring incentives.

In the same way businesses seek new ways to challenge their competitors when it comes to marketing products and services, organizations need to market their employer of choice status to be able to attract the right staff. This requires honest self-analysis and asking the right questions like; what are we offering our employees that our competitors are not? And in what way is our business direction going to motivate and engage potential candidates. If one can’t answer these types of questions confidently, then we can’t expect candidates from similar companies and in similar positions to consider leaving their permanent roles. Additionally, executives and skilled employees are often lured towards better pay and conditions overseas. Therefore the issue of off shoring is even further effecting local organizations.

The talent shortage is especially evident in the consumer products industry, where many roles require specific experience and exposure to a range of certain products.

Discussing the issue with Rebecca McDonald, HR Professional of Hitachi Australia Pty Ltd brought a great perspective.

"…In order to bring the best candidates, salaries and incentives have to be competitive. But that is only the first step. In my experience, Hitachi Australia can attract candidates because of our respected management team."

Rebecca believes that career development is top on the list of priorities for focused individuals.

"If a candidate feels as though they are moving into an environment with a strong team around them and that they will be exposed to experienced managers, this will raise their interest. This ability to continually develop their skills and career and to be mentored means that we (Hitachi Australia Pty Ltd) are able to present a strong point of difference from similar organizations."

Dee Zamprogno, who works as the HR Advisor at Olympus Imaging Australia Pty Ltd, also talked openly about the importance of culture and of the core values of an organizations retention strategy.

"Olympus Imaging Australia bases itself on nine fundamental company values that are integrated throughout the entire business. These values allow staff to feel that they are part of the business by working in an environment where adding value, growing and developing their skills form part of regular working standards. Staff feel more fulfilled and are able to leave their own imprint on the company, improving staff retention and a positive company culture."

Finding a point of difference within your organization to increase the incoming talent pool might not be as easy as self-analysis and identification. It might actually require internal change. This is not the easiest thing to come to grips with, but seems more than necessary in an environment so starved of talent and skills. If an organization wishes to not only survive, but also actively compete with those around them, a realization of the issue is the first step. The second step is action.

Michael Gauci works as the Communications Executive of Big Fish Global Consulting Group (www.bigfishgroup.com.au ) a HR and Recruitment Firm that specialize in overcoming retention and developing recruitment and selection strategies.