Changing how you interact with prospective talent before they even apply is key
Canada’s tech scene is on the rise.
Toronto, its largest city, is home to a booming artificial intelligence ecosystem. It also boasts an enviable research center that includes the country’s first technology supercluster and an entrepreneurial drive that’s second only to the U.S.
It also doesn’t hurt that Canada’s Global Strategy program helps fast track immigration for talented workers. The new law makes it one of the most liberal programs in the world. In as little as two weeks workers can get visas and working permits — making the talent search that much easier.
But, despite all this good news Canadian startups still have a difficult time finding tech leaders to help them grow. While the country has the right people on hand onboarding them isn’t always easy. That’s why recruitment strategies are playing a much bigger role than they ever have before.
For Dave Savory — co-founder of a startup called Riipen that connects young jobseekers with companies — finding the best talent quicker and more efficiently means shaking up how HR engages with talent. The old-school recruitment method that requires applicants to fill out page-by-page forms online just won’t do anymore. Engaging with emerging talent sooner through games, brain teasers or social media yields better results.
“Having a new entry point based on merit and skills instead of how many buzzwords you can fit in your cover letter is what you should look for. People are now trained on how to get passed automatic resume filters that companies set up,” he explains. “It ends up making more work for people at a company because they spend time interviewing people who may not be a great fit or miss out on really great people.”
Savory knows better than most about what companies look for in employees. Riipen, founded in 2013, works with 140 post-secondary schools and 7000 companies in North America to help students find work. His clients vary and include tech giants, like Microsoft, and food businesses, such as restaurant chain Joey Restaurants.
“It’s all about how good companies authentically engage with emerging talent,” he adds. “Companies know [young people] are an important demographic as older workers retire, so they need to find new ways to get their attention before their competitors do.”
Check out the weirdest interview questions Fortune 500 companies asked prospective employees last year, courtesy of GlassDoor.
Robert Sher — who works in San Francisco, a city with an unemployment rate of 3.5 per cent — put it best. “Flawed hiring processes” play a role in hiring and retaining the best people, which impacts a business’s bottom line.
“Companies that can’t find creative ways to find the employees they need can’t grow,” he explained. “Business leaders who can win the talent war (and it is a war) will be able to say yes to new business opportunities while their talent-strapped competition will have to walk away.”
Bryan Rusche, Soapbox’s marketing director, believes the hiring landscape has changed in recent years. While his company doesn’t directly work on recruitment processes, their platform allows employees to share ideas and feedback that can impact how companies attract new talent.
“The best strategy for attracting talent is having a reputation for being an amazing place to work,” he says. “The slickest recruitment strategy in the world isn’t going to work for you if your employees don’t back up your claims that you have something special,” he explains.
As times change, businesses will be forced to change their hiring policies as well. They’ll increasingly need to rely on better ways (and platforms) to connect with talent if they want to succeed. “This will be the new normal in the next three to five years” says Savory. “Engaging talent through skill-based assessment or challenges will be the new starting point of the recruiting process.”