Issue link: https://iconnect007.uberflip.com/i/1319500
24 PCB007 MAGAZINE I DECEMBER 2020 Two major forces are driving that. One is a lack of trust that companies have their best in- terests at heart, such as, 'You laid off my par- ents, and I don't trust that you're going to keep me.' That's a part of it, but I think the larger part of it by far is simply the rate of change in today's world. Sometimes, a human resources manager needs to get some expert help and tap into a wider perspective. While Sunstone executives pointed out that walk-in candidates are no lon- ger sufficient to find new hires, McNabb say- swell-informed talent recruiters also offer mar- ket trend guidance: McNabb: More of the managers and companies around the world are looking to the recruiter for insight into what's changing in the market- place, more than anything else. Johnson: You are in a place to watch a larger sample set. McNabb: Exactly. Even if you're brilliant, I'm talking to you and 400 of your peers, so we be- come aggregators of insight. We bring that in- sight to our clients, changing their search pa- rameters and goals in many instances. It's a fascinating process. Then, we approach the top performers who are in that post-accomplish- ment letdown and make them aware because these are things they don't think about. You get so busy being competent in your job that it's easy to become complacent about your career. The trend is clear: Whether seeking entry- level positions, mid-level experience, or senior- level expertise, hiring needs are migrating to a more technical set of skills. I addressed this question with McNabb: Johnson: As a recruiter, what would be your suggestion to the HR department at a manufac- turing facility? How do they cope? How do they get themselves so that their facility stays viable and they don't have to close just because they can't get anybody to run the shop while they wait for the millennials to get there? McNabb: They need to identify a tier-one tal- ent pool and tier-two talent pool. They need to have a better strategy for engaging those people and attracting them. Let me give you an example. Again, in many roles, there's an extremely small population that has that skill set that they need. What that hiring manager should do is to identify the entire talent pool. At MRI Network, we do that by identifying which companies would have people with that skill set and how many people they have in each of those companies. If there are 15 com- panies with an average of three people in each, there are 45 people who have the skill set that we want. Like McNabb, Brask's team at IPS is open to playing the long game for continuity, succes- sion, and skill-building, too, as he detailed in Matties's conversation with him: Brask: I am trying to get to where I am not the point man on everything and delegate, so I hired a national sales manager. We've added the service people, which I'm taking out in the field and training to set the right tone for cus- tomer service, meet everybody's expectations, and set the stage to where the customer confi- dence is high moving forward that they're in- vesting in a company that's going to be around 20 more years. Brask's comments showed that he is mind- ful of employee longevity—a valid concern in a business where a churn-and-burn mentali- ty with employees does the company a disser- vice. McNabb also talked about the struggle of making a selection. There are so many con- straints to balance in this equation, after all: McNabb: However, most people get a candidate and act on that candidate or not. But in many ways, they're guessing about the timing of that decision. If they wait, will somebody better come? Or will they lose this one, and then find they were the best? What we recommend in- stead is to identify that talent pool and exhaust it. Approach each of those 45 people with the most powerful message possible, which is fas-