When I read an article titled “People are ‘ghosting’ at work, and it's driving companies crazy” by Chip Cutter, LinkedIn Editor at Large, I flipped out because it is so true and it should be an eye-opener to hiring firms. I have added my own pointers as well.
Gone are the days where architects are waiting around for a phone call from a potential employer. In fact, it is the opposite. Candidates receive two, sometimes three offers of employment in a week’s time.
Excerpts from Chip's article below:
Where once it was companies ignoring job applicants or snubbing candidates after interviews, the world has flipped. Candidates agree to job interviews and fail to show up, never saying more. Some accept jobs, only to not appear for the first day of work, no reason given, of course. Instead of formally quitting, enduring a potentially awkward conversation with a manager, some employees leave and never return. Bosses realize they’ve quit only after a series of unsuccessful attempts to reach them. The hiring process begins anew.
Among younger generations, ghosting has “almost become a new vocabulary” in which “no response is a response,” says Amanda Bradford, CEO and founder of The League, a dating app. Now, “that same behavior is happening in the job market,” says Bradford, who’s experienced it with engineering [architecture and design] candidates who ghosted her company.
Some of the behavior may stem not from malice, but inexperience. Professionals who entered the workforce a decade ago, during the height of the Great Recession, have never encountered a job market this strong. The unemployment rate is at an 18-year low. More open jobs exist than unemployed workers, the first time that’s happened since the Labor Dept. began keeping such records in 2000. The rate of professionals quitting their jobs hit a record level in March; among those who left their companies, almost two thirds voluntarily quit. Presented with multiple opportunities, professionals face a task some have rarely practiced: saying no to jobs.
“Candidates are winding up with multiple offers, and you can’t accept them all,” says Dawn Fay, district president at Robert Half International in New York. “Individuals just inherently don’t like conflict or disappointing people.”
Thus, ghosts. Interviews with more than a dozen hiring managers and recruiters across the U.S. suggest the practice is on the rise, forcing companies to rethink how they operate. END.
Top 6 changes hiring firms must make to compete for top talent:
1. Everyone wants Revit proficiency. Guess what; there is a major shortage. If the candidate meets most of your other requirements, then, intensive on-the-job Revit training is needed. Particularly, if they have AutoCAD or ArchiCAD skills.
2. If you believe the candidate has 85-90% of the skillset your job description requires, grab that candidate and don’t look back! How many people are currently employed at your firm that did not have all the skills they have now? Play the long game.
3. Do not prolong the process from receiving the resume, scheduling an interview and making an offer. Or else, a competitor will scoop the candidates right out from under you.
4. Cut down on the long hours. The trend has been Work/Life Balance, and it starts with more personal time. If you had a choice, would you pick a firm with a 60-hour work week or 40-hour work week. Not only do your employees burn out, their salaries are totally diluted.
5. The main motivators in switching firms are better compensation, growth potential, better corporate fit, recognition of skillset, better management and more interesting projects.
6. If you are designing institutional projects and the candidate has an array of educational projects, the tendency is to reject the candidate out of hand. But, the less flexible you are, the smaller the talent pool becomes. Why not give the candidate a chance? Mentor h/her; a good architect can learn new building types. They want new career opportunities. And besides architects do not want to be pigeon-holed. They want new career opportunities.
Not made these fundamental changes? Then you are losing top talent to your competitors.
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5 Comments
4. Cut down on the long hours. The trend has been Work/Life Balance, and it starts with more personal time. If you had a choice, would you pick a firm with a 60-hour work week or 40-hour work week. Not only do your employees burn out, their salaries are totally diluted.
That's all fine and good, but project realities dictate the hours, not the other way around - You have to do what it takes, not have people slip out at 5 -what good is work/life balance when you lose 1/2 your projects because your office couldn't deliver.
i disagree. someone is managing schedules. someone is managing your client relationships. if you're working free overtime, it's because that person fucked up, and that person should take responsibility for their choices - not you.
Amen, Curt.
I graduated in 09 and just LOL at trying to get a job back then. Now I'm bombarded weekly...good times.
I'm skeptical about item 6. There can be a big learning curve involved with moving a worker from single family design to commercial or vice-versa.
i think the article is suggesting employers pay the learning curve and teach the single family employee how to do the work they need them to do.
Relevant article to number 1. above.
https://nypost.com/2018/07/07/...
I am revising #6 to reflect more practical building types.
Relevant article to number 1. above.
https://nypost.com/2018/07/07/..
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