How do we tackle the recruitment shortage in our region?
DESPITE seeing improvement in the economy, industry in the region is facing a recruitment shortage of skilled managers because potential candidates are still nervous about leaving steady jobs that have kept them secure during the uncertain economic climate according to Thame HR specialists SYLO Associates.
L to R – Sarah Stevens, Sally White and Debbie Lymn of Sylo Associates
Having a bank of talented candidates is the solution to halting a recruitment shortage of skilled managers, according to Thame-based leadership and management specialists, SYLO Associates. Managing Partner Sally White says: “Many companies in Oxfordshire are finding there is an absence of managerial applicants or,that they have trouble finding technical specialists because potentially talented people are only just starting to put themselves forward again on LinkedIn and contacting recruitment companies. What is needed during a time of recession and forever onwards is a ‘talent bank’ to avoid a candidate shortage crisis.
“By harnessing and developing the skills of current ‘talent’ over time, we can help identify future employees and talent in the external market, against appropriately profiled roles, enabling businesses to meet future workforce plan requirements as soon as they are needed.”
SYLO Associates believe that the biggest current recruitment problem is businesses not having immediate access to, and the knowledge of where key people are in the workforce. “Businesses have had to once again learn that future-proofing during a recession is key. Not only financially do we need to keep something to one side but we also need to keep an eye on who is where, and where their talents lie for when the time comes to start employing. You need the right people at the right time,” adds Sally.
She concludes: “SYLO Associates operates a Talent Solutions service which focuses on leadership and management talent tools and banking talent. Individuals who are considered talented to a business (internal or external) not only need to be managed and supported, they first need to be identified. Current employees’ skills and competencies are mapped to see where any gaps or similarities exist. This allows future planning for the business and its operations in a more proactive and strategic way.
“Identified individuals may not wish to leave their current environment – yet – so that’s where the nurturing and engagement of candidates is key. The simplest way to do this is to have talent pipelines in place, which allow regular communication that’s aligned to consistent and relevant brand messaging. This process ultimately leads to cost effective resourcing.”
www.sylo-associates.co.uk
