The current job market in the UK favors employees, especially skilled workers, due to a persistent shortage in talent for key sectors.
- Employees often ‘cut and run,’ leaving hiring processes for better offers, influenced by protracted recruitment timelines.
- Prolonged hiring timelines frequently coincide with a lack of ongoing engagement, prompting candidates to seek quicker opportunities elsewhere.
- Organizations can mitigate ‘cut and run’ tendencies by offering productive training during hiring lulls, aligning with business needs.
- Adopting innovative hiring approaches, such as valuing skills over traditional qualifications, can help fill roles more effectively.
In the UK, the job market is currently an ’employees’ market’, particularly for skilled workers. This is due to a significant shortage of trained professionals across various sectors, such as cybersecurity, civil engineering, and chemical sciences. In such a competitive environment, job candidates are understandably taking their time to evaluate their offers. However, a common issue that has arisen is the tendency of candidates to ‘cut and run’, where they exit the hiring process mid-way in search of better compensation, benefits, or flexible working conditions elsewhere.
One of the primary factors contributing to this phenomenon is the lengthy hiring process, which often includes extended onboarding or necessary clearances that can span several months. For instance, obtaining security clearance in financial services, defense, and government sectors typically requires 4-5 months. During these prolonged periods, candidates experience fewer interactions with potential employers, making them more susceptible to other opportunities that arise before they commit to the initial offer. This situation is frustrating for organizations that have invested significant time and resources in recruiting the right individuals, only to face potential operational disruptions due to vacancies.
To counteract the challenges posed by ‘cut and run’, organizations are encouraged to take a proactive stance by integrating productive training sessions during the waiting period. This approach not only keeps prospective employees engaged but also aligns them with the long-term objectives of the business. Technical skills can be imparted on the job, yet it is the ‘impact skills’—such as problem-solving and creative thinking—that are invaluable and often more challenging to teach.
Employers are urged to think creatively and recruit individuals who may not fit the traditional candidate profile but possess strong skills and experience that can contribute significantly to the organization. This shift in hiring philosophy encourages managers to prioritize actual skills and practical experience over formal qualifications, thereby opening doors to talent from non-traditional backgrounds.
During the months required for clearing hiring formalities, employers would benefit from upskilling recruits with targeted training in relevant fields. For roles such as cybersecurity professionals, this could include training on risk management, threat intelligence, business resilience, and cloud security. Such initiatives ensure that new hires are not only prepared to take on their roles effectively from day one but also feel valued and invested in even before they officially begin their jobs.
Organizations must revamp their hiring strategies to effectively mitigate ‘cut and run’ issues, ensuring a seamless integration of talent into the workforce.
