This entire month, our editorial team here at Human Resources interviewed senior regional HR professionals on their perspectives on the future of HR for our special Futurist feature.
An unsurprisingly common observance appeared across all interviews, especially in the domain of recruitment – a greater reliance on the digital hiring model.
In fact, even today, résumés are increasingly getting displaced by constantly evolving representations of individual experiences, skills and aptitudes that exist purely in the digital realm.
Innovative tools that are able to use social media, big data and other technologies to give tremendous insight into individual job seekers and into cultures of companies, are slowly becoming primary hiring models.
As such, finding the right match for an open vacancy in a firm will not only involve a more proficient ability to filter through profiles online, but also to set up an seductive digital presence which attracts candidates in the first place.
And that is precisely where Tinder comes in.
Tinder, like any major hiring platform, is a database of users allowing them to get a glimpse of, and connect with other personalities, abilities and skills.
But, just like any other recruitment exercise, it involves a particular art of screening the plethora of users on the app, and attracting the right ones.
I’ve gotten better with time, but I still cringe when I remember the times when I swiped right on ‘wrong’ matches and was greeted with lines such as: “Do you like mother-in-laws? Because I have one for you.”
With the war for top talent getting more intense everyday, here are some key lessons that I picked up during my experiences with the dating world’s (possibly) most innovative tool that hiring managers could embrace.
1. Know what you want
With more firms hiring candidates with diverse and unconventional academic, professional and ethnic backgrounds for different periods of time, the need to establish a strict set of criteria for the desired candidate could never be more important.
Just like deciding whether your next encounter with your Tinderella or Tinderfella will be a long-term or short-term one, it is important for firms to know exactly what they will require of their desired candidate.
The reason for this is obvious: anyone looking out for a hook-up will consider a different set of criteria than anyone who is perusing through the app for a potential life partner.
Or they might be like me, using the app to meet new people, make new friends and gain diverse perspectives. As such, my criteria for swiping right on a potential mate would be far less stringent than others.
Similarly, anyone looking to recruit a short-term, young and entry-level candidate might be open to someone without any specialty, but who has a broad range of experiences and skill sets.
On the other hand, firms wanting to hire senior managers might be willing to take less risks and prefer professionals who have already established themselves in the field.
2. Know how to screen candidates
Every organisation has its own cultural nuances, and prefers to hire professionals who will be able to appreciate (if not fully fit into) the culture.
But perusing hundreds of profiles online can be a nightmare – how best to know how a potential match is like?
While Tinder allows users to rely greatly on one’s physical characteristics to judge potential matches, it also enables users to get an additional peek into the minds of a potential match through the ‘about me’ section.
The best way to judge a person would then be to see how well the image and description of the person in question complement or contradict each other.
Similarly, hiring managers need to get their people-assessment skills on point in order to filter through the right candidates.
Set out what makes a first impression count for you and your firm, identify the brand your candidate is trying to build, and look for patterns in order to get an idea of your candidate’s personality, desires and future plans – and if these match with the values of your firm.
(I know that with my ‘grammar-Nazi’ tendencies, I probably won’t swipe right on a match whose English leaves much to be desired in the bio section.)
3. Know how to market yourself
Swiping right on a potential match is easy, but how do you ensure your desired match actually does the same for you?
Just like as in a career website, Tinder teaches the importance of using imagery and succinct words that reflects the heartbeat of a firm’s culture and employer brand.
It reiterates the need for firms to stand out from competition, to be genuine and authentic in order to attract the best matches possible.
Firms should use their career platforms as an opportunity to talk about the plethora of innovation awards they have have won, the top perks of working in the company (free booze on Friday, for example) and the wide array of skills they will get to learn.
Chat to your team, find out what they love about their job and the culture and use this to attract like-minded people.
More and more recruiters are leveraging on HR technology to cast a wider net of people who expressed casual interest in roles and firms.
However, it is only by customising hiring tricks to suit the technology of the future that bosses can winnow those cards down to their best prospects, growing the relationship into something greater than just a resume.
What are some of the biggest ways recruitment will evolve in the future? And would you use apps like Tinder to recruit professionals in your firm? Write your perspectives to me in the comments section below.
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