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January’s jobs report may be cause for celebration, with 353,000 new jobs added, but the labor market remains tight with the unemployment rate as low as 3.7%, according to the Bureau of Labor Statistics.
The same report noted that 2,000 new jobs were created in oil and gas extraction in January. Due to the changes the industry has experienced over the past few years, finding the right energy workers can be a challenge right now. Many energy employers are finding that key talent has moved into new industry verticals, attracted by the promise of increased stability.
Recruiting in the technology and energy sectors can be challenging, but the right candidates are out there. It’s important for hiring managers to stay realistic when approaching recruiting and hiring timelines and making informed hiring decisions. In the long run, organizations will be better off with this approach.
The following recruitment strategies are designed to support energy employers year-round.
Get personal.
Job seekers want prospective employers to be genuinely interested in them, which means recruiters should personalize the candidate experience. Start by taking a comprehensive look at your recruiting pipeline and thinking about how to make each candidate feel like they are the only person you are talking to for the position.
Every touchpoint affects a candidate’s perception of the organization. Job descriptions should inspire candidates, get them excited to apply and inspire them to dream of a future with your organization. It makes sense to personalize your recruitment messaging to showcase their individual talents, rather than a standard generic message.
It’s important to complete the recruiting process as quickly as possible, but recruiting is a constant battle. Some candidates were in place within days. Other times, you may be having conversations with candidates months or even years before the time is right for them to take action. Asking candidates about their career timelines and letting them know you’re willing to work with them, no matter how quickly or slowly, will make them feel special and valued by your company.
Be prepared to compromise.
Finding the right people for certain energy jobs has become difficult these days. However, this does provide a good time for employers to re-evaluate the traditional prerequisites typically required for specific positions. Criteria that need to be reconsidered in job postings, job descriptions, and interviews include exact college degrees, specific years of relevant experience, expertise in specific industries, complete work experience, and proficiency in specific software applications. This strategic change expands the talent pool and provides opportunities for individuals whose suitability for the role may have been overlooked. By moving away from strict education and narrow experience when sourcing candidates, and instead prioritizing qualities like adaptability and the ability to learn, recruiters may find a smoother path to securing qualified candidates.
Develop internal talent.
Recruiting today also means internal recruiting. The best way to fill a job effectively is to promote the position internally, as existing employees have a vested interest and it’s ingrained in the company culture. Their familiarity with colleagues, procedures and protocols facilitates a quick transition into the new role. To achieve this, leaders must develop internal talent through professional development programs that provide employees with the skills they need to advance. Tailored learning opportunities, retraining and upskilling coaching and mentoring can facilitate internal mobility, improve employee retention and ensure continued success. With all this in mind, recruiters should stay in close contact with management teams to discuss internal candidates and their career paths.
There is no single approach to recruiting in 2024, but focusing on individuals and their skills as well as internal candidates can make it a successful endeavor.
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Jill Chapman is Director of Early Talent Programs at Insperity, a leading provider of human resources and business performance solutions.
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