continuous candidates - manu melwin joy

Continuous CandidatesHuman Resource Management

Prepared By Manu Melwin Joy

Assistant ProfessorSCMS School of Technology and Management

Kerala, India.Phone – 9744551114

Mail – [email protected]

Kindly restrict the use of slides for personal purpose. Please seek permission to reproduce the same in public forms and presentations.

Continuous Candidates

• Continuous candidates

are employee who are

always looking for their

next job opportunity.


• A new study from Manpower Group Solutions revealed that 37 percent of workers around the globe, and 41 percent of U.S. workers.

Continuous Candidates• Knowing that many

employees aren't fully committed to their organizations, employers have more pressure than ever to improve their retention efforts if they want to keep their turnover to a minimum, according to the authors of the new research.


• In organizations where employers are not meeting their candidates' expectations or aspirations for advancement, that is where individuals will be more likely to always be looking out for their next opportunity.

Factors leading to Continuous Candidates

• New ways of working. – The growth of the gig

economy and on-demand jobs, like those with Uber and TaskRabbit, are changing the way people work and the types of jobs they look for.


• Increase in contract work. – Technology firms have

spurred an increase in contract work. Because they are constantly looking for employees with different skill sets, using contract employees allows them to quickly change with the times when one skill set becomes obsolete.


• Job loss. – The recent recession,

and the layoffs that ensued, was a clear sign to all employees that job security in today's environment is not guaranteed.


• Perhaps not surprisingly, the study found that job happiness is one key factor in whether people are continuously looking for a new job; continuous candidates are twice as likely as other employees to express dissatisfaction in their current role.


• In addition, they are almost four times as likely to believe that the best way to advance their career is by changing jobs frequently, and twice as likely to think changing jobs is the best way to increase their compensation.


• Continuous candidates

don't just say they are

looking for a new job;

they are actively seeking

them out.


• The research found that 29

percent of continuous

candidates have applied to

three to nine jobs in the

past six months, compared

to just 11 percent of non-

continuous candidates.


• Additionally, 12 percent

applied to more than 15 jobs

during the previous six

months, which is almost

three times as many as their

non-continuous counterparts,

according to the study.


• The research also found that

continuous candidates are

familiar with a range of

interviewing techniques,

including nontraditional

methods and technologies

such as videoconferencing.


• So why are these

continuous candidates

always looking for their

next opportunity? The

survey found that money

is the biggest reason.


• Of those surveyed, 33 percent

said compensation was the

biggest motivation behind

searching for a new job. Other

popular reasons included looking

for an opportunity for

advancement, a new type of

work and better benefits.

Retaining Continuous Candidates

• Clearly explain how to move up.

– It is critical that hiring managers

clearly outline to job candidates

that there are opportunities for

advancement. It is important to

proactively offer this information,

instead of waiting for them to ask.


• Follow through on what you

outline.

– You can't just lay out a plan for

advancement and never take

action on it. Employers must

create an employment experience

that authentically mirrors their

advancement messaging.


• Highlight those who have

advanced.

– Showing employees that moving up

the ranks is possible is a good way to

demonstrate that you are doing what

you say in terms of advancement.

Stories about these rising employees

should be communicated internally

to existing employees and externally

to talent communities.


• Don't limit advancement to

promotions.

– Many of today workers' definitions of

advancement are different from those

of previous generations. Employers

should open up their definition of

advancement to include expanded

roles, job variety, higher profile

projects, and projects that involve

giving back to the community or

society.


• Offer opportunities to learn.

– Employees are always looking for

ways to adapt their skills so that

they remain valuable to

organizations. Employers can foster

this opportunity by providing or

reimbursing for professional

development opportunities,

internal and external training, or

advanced degree programs.


• Provide mentorship programs.

– Having a successful mentor within the

organization is a great way to

strengthen the bond between

employees and their employers. Many

younger workers identify the position

they want and then network with the

employee currently in that role. Instead

of worrying that these workers may

take their job one day, managers should

offer opportunities for them to learn.


• Build a talent community.

– Because many employees are

looking for new jobs, make sure

they consider you as a potential

landing spot. Whether it is on

social media, career sites or the

company website, provide

opportunities for candidates to

receive job alerts.


• Create a positive candidate

experience.

– Employers often receive a number

of resumes from job candidates

who are underqualified for the open

position. It is important to clearly

communicate why they weren't a fit

for the job in order to avoid creating

a negative perception among

applicants about your organization.


• Don't look down on

continuous candidates. Hiring

managers need to understand

that job-hopping is becoming

more common and that they

shouldn't discount candidates

because of it.


• To properly assess a candidate,

hiring managers must dig deep

into the reasons for this type of

behavior. Candidates who moved

jobs frequently may reflect a

desire for geographic mobility or

a lack of advancement

opportunity, not poor job

performance or disloyalty.

continuous candidates - manu melwin joy

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