The motor industry, like many other sectors, is finding it hard to recruit good people for a number of reasons. Wage inflation and the fact that candidates have a choice of roles, coupled with the continuing skills shortage (exacerbated by the transition to EV technology) are all relevant factors.
As a result, employers need to ensure they are an ‘employer of choice’. Here are some of the steps you can take to put you ahead of the pack:
Finding the right person is crucial.
You need to recruit people who are right for your business and, at the same time, ensure that you are right for them.
Make your business memorable (for the right reasons).
You want applicants to enjoy the recruitment process, so think of ways to differentiate yourself from your competition. Whilst you may have to conduct some interviews virtually, this isn’t always effective. Keep candidates engaged by providing feedback and moving the process along at a reasonable pace.
Benchmark to ensure you are being competitive.
Candidates won’t just look at how profitable you are – it is also about what you can offer them in terms of benefits, flexibility, training and development and promotion opportunities. Take advantage of social media tools such as LinkedIn to enhance your reputation and brand image.
Be transparent.
What are your policies on equality, diversity and data privacy and are they easily accessible to potential candidates on your website? You may be able to offer apprenticeship schemes to help improve social mobility and diversity, which could in turn – help to relieve the current skills shortage.
Ensure compliance.
Don’t forget the legalities in the recruitment process in terms of making adjustments to your recruitment process (to include any testing that you carry out). Undertake right to work checks and ensure that employment contracts are in place before employment begins.
Invest in your onboarding process.
Include new employees in social events before they join you to build relationships as soon as possible and ensure their first day is much less daunting. Operate a ‘buddy system’ so that a colleague will support them during the first few weeks and beyond.
Think carefully about your culture.
Invest time to create and develop it as your business evolves and link it with your business objectives so that everyone understands the role they play. Collaboration is key.
Consider flexibility.
It’s vital in our post-pandemic society. You must be able to trust your employees so that you can consider ways in which you can make their work enjoyable and rewarding.
Trust in your managers.
Their role in employee engagement is crucial and links directly with employee retention. Invest time and money in management training to create effective leaders. Use talent management frameworks to make sure that you have great people managers in every area of your business.
Work on your Employee Value Proposition (EVP).
You can do this in a variety of ways such as improving your benefits package and creating development programmes. You should also consider your environmental footprint and give your team the ability to innovate. Collectively these things will make your staff feel more valued and your business more attractive, as well as improving staff retention.
Exit people with dignity and care.
You want employees to leave on good terms wherever possible. You simply may not be able to give them the developmental opportunity they are seeking. Keep in touch with former employees by creating your alumni. Ultimately, they may be your greatest advocates. Use networking events as a recruiting tool by acting as a recruitment community rather than as an individual business.
Jennifer Leeder is an employment law specialist with over 20 years’ post-qualification experience. She is a Legal Director in our Employment Team and also has experience as Head of HR within a commercial property business and a member of the Operations Board at a local manufacturing company. In these roles, she developed the HR functions in order to support the evolution and growth of the businesses.
For more information on the topics covered in this article, please contact Jennifer.
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The content of this article is for general information only. It is not, and should not be taken as, legal advice. If you require any further information in relation to this article please contact the author in the first instance. Law covered as at September 2022.