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Great reassessment’ requires dealers to rethink recruiting




CHICAGO – This is not the “great resignation”.

The challenges in America’s job market today can best be understood as the “great reassessment,” said Adam Robinson, CEO of Hireology, a recruiting technology company that works with auto dealerships.

There’s a vast questioning of “what it means to have a working relationship,” Robinson said Wednesday at Hireology’s Elevate conference here.

The notion of work-life balance is evolving towards a consideration of how work can fit into and around life. And labor supply challenges were present even before the pandemic brought sweeping changes to the way Americans work, he said.

“If you’re sitting here thinking it’s going to get better, I don’t think it’s going to get better,” Robinson said in a keynote.

Yet, he added, the challenge of recruiting and hiring qualified employees is not insurmountable. It will be essential for employers to make their companies the most attractive to candidates at a time when companies in all sectors are understaffed and competing for the same talent.

“The choice is as difficult as I will lay out here,” Robinson said. “Do you want to hire the best talent available in your industry when they are available, or do you want to be relegated to hiring in the talent pool that remains after more strategic operators have had their first stint?”

Dealerships, like other employers, should view their available jobs as products to market to specific customers — potential hires — just as they would approach selling vehicles to consumers, he said.

Hireology recently surveyed 6,000 job seekers across all industries, including automotive retail, and found that the majority of respondents had applied for at least 16 jobs in the past six months. That means an employer must demonstrate to a job applicant that their company is a better choice than 15 other potential employers, Robinson said.

Salary is a motivating factor for applicants, he said, but Hireology’s survey found that 84% said they would accept a lower-paying job if other aspects of the job met their needs. needs.

Respondents said they most seek schedule flexibility, opportunities for career growth and fulfilling work.

Still, the “vast majority” of employers surveyed by Hireology in a separate study said they were competing for talent by raising salaries, Robinson said.

“Less than half of you report that you offer flexible hours,” he said. “Only about a quarter are innovating when it comes to career paths and growth.”

Flexibility doesn’t just mean remote work, Robinson said. Some jobs, such as service technicians at dealerships, require in-person work. What candidates are asking employers is “can I live the life I need to live, I want to live, in exchange for a job opportunity and my best job?” he said.

Employers should define career opportunities in 18-24 month increments to help candidates visualize their future in a company, he said. And they have to make sure that they announce these aspects to the candidates.

Hiring managers also need to respond to candidates faster. On average, Robinson said, it takes seven to eight days for employers in industries Hireology works with to respond to a candidate.

“How many cars would you sell if you waited eight days to find an Internet lead? ” he said. “Zero cars.”

About six in 10 job seekers accept a job with the first employer who responds to their application, he said.

“Be the first,” Robinson said. “You want the simple strategy that you can sell when you get home? We just have to be the first to respond.”