The cyclical nature of the construction industry, coupled with the hours and intense labor, can make it challenging for any hiring manager to keep positions filled and remain competitive. What’s more, an increased number of Baby Boomers are exiting the workforce with decades of experience, forcing leaders in the industry to up their game when it comes to recruiting.
The resume used to be the only tool human resources used to screen applicants. A one-sheet summary with a list of qualifications, a few accolades and maybe a few references was all that it took to get one’s foot in the door. If a company’s practice is to rely solely on one-dimensional resumes to make hiring decisions, it could wind up being a costly mistake for the team and the company.
When hiring for the construction industry (or any industry for that matter), one must look at not only technical skills but soft skills as well. Does the candidate work well on teams? Does he or she have excellent communication skills? Do they possess a need for precision and details? Are they task or people focused? How do they assess risk and handle pressure? All of these traits, combined with the technical know-how, make the perfect package. In all practicality, how can all of this be determined just with a resume?
Thanks to technology, there are many tools available that can go well-beyond the resume, ensuring potential hires are truly the right fit. One such technology is gaining momentum: people analytics. While still a relatively new tool used in the hiring process, it’s one that offers an immense amount of insight and remains, to an extent, untapped.
According to an article published in Feb. 2016 by Deloitte, only 8% of companies reported they were in a position to use predictive modeling, but that was up 4% from 2015. Put simply, people analytics make candidate evaluation unbiased and data driven, creating a reliable pool of promising talent that are behaviorally fit for their roles. Further, they can help determine how a candidate will perform as a team member, how quickly they learn and their cultural fit in the firm. Besides aiding in recruitment efforts, people analytics can help scale non-biased hiring practices across the organization, determine future succession planning, decrease attrition rates and improve employee engagement.
In addition, technology can be integrated into other aspects of the hiring process, including the following.
- Resume screening: Long gone are the days are sorting through stacks of paper resumes. Artificial intelligence can quickly assess which candidates should be interviewed and which ones should be weeded out. This saves mountains of time for the HR executive and the hiring manager.
- Social media: One can’t underestimate the power of social media when mining for potential candidates. Promote job openings on social media networks like LinkedIn and Facebook. There may be some construction specific forums and groups chock full of potential candidates. Instagram is the place to be when looking for Millennials or those in Gen Z.
- Mobile apps: In today’s world, job candidates are looking for a technology-driven experience from start to finish. From recruiting to onboarding, technology is the name of the game. Young talent uses mobile devices to search for jobs. Integrating mobile apps and platforms into a company’s recruiting strategy will connect with those looking for jobs.
This is not all to say that technology should not replace the human touch. Sophisticated and savvy employers know to weave both technology and human interactions into the process to create worthwhile relationships. Balancing the two is key.
The temptation may exist to hire quickly, especially when up against a tight deadline to complete a project. Taking a strategic pause to streamline the hiring process, integrating technology when appropriate, will help any organization confidently engage in the war for great talent.
