Enhancing Talent Acquisition: Insights from Sean Behr of Fountain
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Chapter 1: Understanding the Current Labor Landscape
In today's competitive job market, it is essential to recognize that "retention begins during the application process." From the moment a candidate expresses interest in a position, companies must consistently demonstrate that they value their time. Reflect on the candidate experience: Did you utilize modern technology like text messaging, video interviews, or mobile-friendly application forms? If so, you've already conveyed a strong message that you are attentive to their needs and respect their time.
The pandemic has prompted many individuals to reassess their work priorities, leading to the "Great Reevaluation" and subsequently, the "Great Resignation." This shift has resulted in a significant labor shortage and a crisis in supply chains. The pressing questions are: How can companies attract exceptional talent? What strategies are effective for retaining employees? Beyond salary, what are workers seeking? In this interview series titled "The Labor Shortage & The 5 Strategies We Must Implement to Attract & Retain Top Talent," we engage with successful business leaders to discuss these critical issues.
As part of this series, we had the privilege of speaking with Sean Behr, the CEO of Fountain. Fountain is a technology firm specializing in high-volume hiring solutions across various industries, including manufacturing, retail, construction, and restaurants.
Thank you for joining us, Sean! To start, could you share some background about yourself and your journey to your current role?
I have a rich history in part-time hourly work during my high school and college years, gaining valuable insights while employed at grocery stores in New York and North Carolina. Transitioning to full-time work, I entered the burgeoning tech industry. I have had the opportunity to work with several successful startups, including two focused on hourly and fieldwork. At Stratim, we were responsible for hiring thousands of drivers across North America, constantly striving to efficiently find, hire, and retain talent. After Stratim was acquired by KAR Global, I spent my time enhancing the use of technology to support field workers such as car mechanics and inspectors. These experiences laid the groundwork for my work at Fountain, where our mission is to create opportunities for the global workforce. In 2021, we helped over 2 million workers secure jobs worldwide.
Section 1.1: Analyzing the Disconnect in Hiring Practices
It's been noted that experts predicted the "Great Resignation" as far back as the 1980s. Why do you think many companies were caught off guard when it occurred?
The surprise should not have been there! The landscape of hourly work has evolved dramatically over the last 10-15 years. Just think about it: 15 years ago, there were no apps like Uber or DoorDash, and job applications were often submitted in person via paper forms. This gradual change may have gone unnoticed by many companies. The COVID-19 pandemic acted as a catalyst, dramatically accelerating this transition.
Before the pandemic, many individuals were already shifting to digital applications. However, with stores closing due to COVID, digital applications became the only option. Additionally, while many job seekers previously looked for positions at nearby stores or restaurants, the pandemic pushed them to explore opportunities in warehouses, delivery services, and remote work. This shift in job search behavior may have surprised some in the business world when it finally accelerated.
Section 1.2: Adapting to a New Hiring Reality
What steps should employers take to adapt to this transformed environment?
Companies must expedite their hiring processes to remain competitive. Each day that is removed from the hiring timeline increases the likelihood of making a hire. Employers who extend offers in under seven days see an 80% increase in hires compared to those with longer processes. Given that top candidates often apply to multiple positions, the first company to make an offer is usually the one that secures the hire.
To effectively attract hourly applicants, hiring managers need to automate and streamline the candidate experience, allowing recruitment teams to focus on scaling their efforts. Furthermore, utilizing advanced analytics can provide valuable insights throughout the hiring process, enabling managers to make informed, data-driven decisions.
Chapter 2: The Challenges of Employee Retention
In the first video, Sean Behr discusses how the pandemic has reshaped the hiring landscape and shares insights on what companies can do to attract and retain top talent.
The second video features Sean Behr elaborating on the strategies for transforming the hiring process at scale and the importance of understanding worker needs.
The main factors contributing to the high turnover rates are primarily found in the hourly service sectors, such as hospitality and retail. With an abundance of job opportunities available, workers can easily switch jobs, often using their mobile devices to apply during breaks and secure offers quickly. This rapid hiring process is particularly appealing to those reassessing their career paths.
When job postings clearly outline desired shifts, responsibilities, and management styles, they significantly increase the likelihood of attracting qualified candidates who will enjoy their work and remain with the company.
Many employers promote the gig economy's entrepreneurial spirit, but this often leads to a lack of loyalty among gig workers. How can companies balance the need for flexibility with the desire for dependable employees?
To bridge this gap, companies should proactively engage gig workers by highlighting potential career paths within their organization. While some see hourly positions as temporary, others may be eager to advance. Clearly outlining leadership opportunities can attract those seeking growth.
Offering signing bonuses can also incentivize gig workers to transition to hourly positions. While opinions vary on the effectiveness of bonuses, they can be a compelling way to encourage commitment. Additionally, promoting workplace safety remains crucial for safeguarding employee well-being in the post-pandemic landscape.
Overall, the phrase "people don't quit jobs, they quit bosses" resonates more with knowledge workers than hourly employees. Hourly workers typically leave due to job dissatisfaction, seeking better pay or more convenient hours. The complexities introduced by COVID have made the situation even more challenging. For instance, a team of ten in a restaurant feels the strain when two members resign, forcing the remaining staff to pick up the slack, which may lead to further resignations and exacerbate the issue.
To foster a positive work environment, it is essential to help hourly employees find purpose in their roles. Even when tasks may seem mundane, understanding their impact on the business and customers can strengthen their commitment.
An unhappy workforce can negatively affect productivity, profitability, and employee well-being. Research shows that disengaged employees lead to decreased output, increased turnover, and lower quality of work. Therefore, managers must communicate effectively, clarify roles, and maintain open feedback channels to promote transparency and purpose.
Chapter 3: Building a Positive Work Culture
To enhance work culture, employers should prioritize a strong candidate experience. Poor experiences can deter candidates from applying and lead to negative reviews. Conversely, positive experiences attract better applicants and reduce hiring time and costs.
Implementing a Job Seekers Bill of Rights can help establish a more transparent and engaging application process. Candidates should feel entitled to clear communication regarding hourly rates, job descriptions, application confirmations, options for remote interviews, updates on their application status, and prompt offers when they meet qualifications.
High-volume hiring comes with its own unique challenges. Having the right tools and resources is crucial in navigating these complexities. Remember, the issue is not a shortage of workers—it's a shortage of speed in hiring hourly employees.
Thank you for sharing your valuable insights with us, Sean. We wish you continued success and good health.
About the Interviewer:
Phil La Duke is a renowned speaker and writer, with over 2,500 published works. He has contributed to various prominent magazines and authored multiple books, focusing on topics such as workplace safety and violence prevention. Phil is also recognized as a thought leader in multiple fields and serves on several Biomedical Research Oversight Boards. Follow him on Twitter @philladuke or read his weekly blog at www.philladuke.wordpress.com.