<img height="1" width="1" style="display:none;" alt="" src="https://dc.ads.linkedin.com/collect/?pid=356401&amp;fmt=gif">
 

Recruitment in 2018: What Local Government HR Needs to Know

Your community is changing, and your citizens’ needs are changing too. It should be no surprise then for us to tell you that your applicant pool is also changing, as are the strategies effective human resource managers will need to take to identify, recruit, and hire top talent in 2018. You should be continually evaluating your recruiting methods and determining which recruitment channels, messages, and outreach efforts are most successful in identifying qualified new hires. To help ensure you are focusing your efforts on proven recruitment methods, we are offering five strategies that forward-thinking municipalities should be focusing on when hiring in 2018.

Social Media is More Important Than Ever

According to The Muse, 92 percent of companies are using social media in their hiring practices, and this trend should not, and does not, only pertain to the private sector. Try not to think about LinkedIn as the only social network for recruiting candidates. Just as LinkedIn offers benefits for recruiters beyond the job ad, Facebook, Twitter, and even Instagram provide brand awareness and recruitment capabilities. If you are not using social media in your recruitment strategy, then now is a great time to start. Look for places where you can post job openings, such as LinkedIn or social media groups. Also, don’t be afraid to do an online search to find more information about potential candidates.

 Attract Talent in the Digital Age eBook

 The Candidate Experience

Job candidates are becoming more particular about the companies that they want to join, which is making it more important than ever to foster a positive, personal, and responsive application and interview process. While ensuring applications are reviewed, and candidate follow-ups occur promptly, a positive candidate experience is about convenience, visibility, and transparency in the application process. Learn more about the factors that will cause your candidates to hate your hiring process.

 Results-Based Hiring

In the past, many job descriptions were based on the skill sets that candidates needed to bring to the company. Now, job descriptions are changing. Instead of offering specific skills, candidates need to show thatTurn Your Job Descriptions into Performance Profiles they can produce results that will support the company goals. These results can vary, depending on the job that is open. Consider the performance results that will be measured after you hire the new employee. Then, cater the job description around those details.

Prioritize Entry-Level Hiring

The Silver Tsunami, the trend of baby boomers retiring from the workforce en masse—and taking their knowledge and experience with them—has the potential to decimate public sector workforce. To guard against the impending retirement of key staff, local governments need to start bringing entry-level candidates into their administrations and grooming them to become active leaders. Since 41 percent of human resource managers say entry-level positions are hardest to fill, ample time and effort need to be spent on this candidate category.

Download eBook How to Prepare for the Silver Tsunami

Ensure You Have Access to a Reliable Applicant Tracking System

It is estimated that over 18.5 million people are hired from online job postings. If your candidates are using digital methods to find your open positions, shouldn’t you be using digital solutions to track them? In 2018, learn how applicant tracking software (ATS) can help you identify, recruit, and hire the best talent in your community, for your community.

Author
Ryan Clark

Ryan Clark

As a CivicHR trainer, Ryan’s focus is on understanding the needs of local government human resources departments, and identifying ways that the CivicHR solution can help them streamline workflows, and acquire the best talent for their administrations. Ryan has worked with hundreds of government organizations of all sizes and remains committed to continually learning about the latest trends in local government HR and employee engagement to ensure his training courses are as effective as possible. Ryan is also an experienced public speaker, offering educational sessions on improving employee engagement and development in the public sector.

Authors