Tech Companies Face a Fresh Crisis: Hiring

Jana Rich, founder and chief executive of Rich Talent Group, a firm that recruits executives primarily in companies in the tech and consumer industries, says that even at the highest levels of recruitment, it has never seen such a market in 30 years. What she calls “truth talk” with the chief executive or board member falls on her: breaking down news that qualified candidates have multiple – or sometimes preferable – opportunities. Now, she gently explains, the employer has to think about building a confidence leap on a very talented but slightly less experienced person. It doesn’t always get better. Following the latest truth, she said the company had stopped the search, and clarified that “basically, ‘we, the company, don’t necessarily trust you,'” she said. “Like, ‘We think we can do better.'”

“I don’t stop interviewing until I have a butt on the seat.”

That demand for paint-up after months of early epidemics is part of the problem when no one was recruited, Rich says. And the general feeling of epidemic discomfort may help explain the lack of potential recruitment – often, she approaches someone with a high-level job, just to listen, as she says, “I don’t know if I have. Energy in the tank. “

Highly skilled tech workers, for the most part, are not leaving the workplace – money is good right now (in some cities salaries have risen by as much as 10 percent). However, they are leaving the workspace, in the draw, to work remotely, which is another aspect of the new world of work that recruiters need to communicate with founders and chief executives, some of whom intend to retake the office. Was once.

“If you’re not going to offer remote work, if you’re not going to offer at least a hybrid, we can’t help you,” Sutton says of customers trying to hire software designers. Tatiana Baker, founder of NIAH Recruiting, was called in to help another recruiter from a different firm, who had already approached every local potential candidate to fill the Chief-of-Staff position at the online retailer who was hoping for its employees. Office full time. Baker told her colleague that the employer would have to give up one of three requirements to fill the position – ideally one called for regular on-site work in New York – the client wrote a snippy email to her explaining that Baker’s help was no longer needed: “Unfortunately You recommended leaving one or two of our needs, “the client wrote,” honestly completely inappropriate. “

While working with an employer in a city not known as a tech hub, Diaba felt he had to walk away cautiously, given the company’s insistence on workers on site; One position was open for six months. Diaba began showing the hiring manager the credentials of the person she met, but left a crucial detail. If the employer was interested, and only then did she reveal that the talent is based in Florida or Boston. “I kind of said, ‘Listen, we need to send someone a laptop for you and coach your leadership team differently on how to manage your leadership remotely, rather than having to spend more money for us now to keep this job open.’ She said. She believes the hiring manager raised the issue with the chief executive; Gradually, the person with the decision-making power came along, and Diaba was able to begin filling positions. When the epidemic subsides and local workers return to that office, 15 to 20 percent of its workforce will be remote. The market instead of Dyba changed the company’s workplace culture – a market of powerful technology workers who could pick and choose their employer, who could take or leave any job they wanted and force them to shift.

Dyba reached a low point in October when she lost that rent when she struggled for months with a generous, last-minute retention bonus from the candidate’s current employer after working for months to bring in a signed offer for a qualified candidate. She had a signed offer! This had never happened to him before. Now she doesn’t believe in anything: “I don’t stop interviewing unless I have a butt on the seat – as if I’m aggressively looking for candidates even though we have a signed offer.”

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