Happy Nice Mall

Jana Rich, founder and CEO of Rich Talent Group, which employs executives primarily at companies in the technology and consumer sectors, says she hasn’t seen such a market in 30 years, even at the highest hiring levels. Sometimes it’s up to him to do what he calls “speaking the truth” with a CEO or board member: to deliver the news that qualified candidates have multiple—or sometimes preferable—opportunities. Now, he explains gently, an employer may have to consider taking a step by relying on someone highly skilled but slightly less experienced. It doesn’t always go well. After a recent truth speech, he said the company paused the call and said, “basically, ‘We as a company don’t believe you’.” “It’s like, ‘We think we can do better’.”

‘I won’t stop seeing you until my ass is in the seat.’

After those early months of the pandemic when no one was hiring, pent-up demand was part of the problem, Rich says. And a general sense of pandemic sluggishness may help explain the potential hiring shortage — occasionally reaching someone with a top job, but as he puts it himself, “I don’t know. Energy in the tank.”

High-skilled tech workers often don’t leave the workplace – the money is very good right now (salaries have increased by up to 10 percent in some cities). However, they are leaving the workplace in droves to work remotely, another aspect of the new world of work where recruiters must communicate with founders and senior executives, some of whom are intent on reinstating the office. Once upon a time.

“We can’t help you if you’re not going to offer remote work, at least not offer hybrids,” Sutton tells clients trying to hire software designers. Tatiana Becker, founder of NIAH Recruiting, was called in to assist another recruiter from a different firm; this had already contacted every local potential candidate to fill the position of chief of staff at an online retailer hoping to keep its employees in the US. office full time. After Becker told his colleague that the employer had to drop one of three requirements to fill the position—ideally, requiring regular on-site work in New York—the client wrote him a short, concise email. He said Becker’s help was no longer sought after: “Unfortunately, your advice to waive one or two of our terms,” ​​the client wrote, “was frankly completely inappropriate.”

While working with an employer in a city unknown as a tech hub, Dyba felt the company had to cut it carefully at his insistence for field workers; one position had been open for six months. Dyba began showing the hiring manager the credentials of someone he found, but he skipped one crucial detail. If the employer was interested, then and only then would it reveal that the talent was in Florida or Boston. “Listen, I had to say, “Listen, keeping this job open right now costs us more than sending someone a laptop and coaching your leadership team in a different way on how to manage it remotely,” he said. aforementioned. He believes the hiring manager raised the issue with the general manager; Gradually, someone with decision-making power emerged and Dyba was able to start filling positions. When the pandemic recedes and local workers return to that office, 15 to 20 percent of the workforce will be away. The market, rather than Dyba, has changed the company’s workplace culture – an empowered market of tech workers who can pick and choose their employer, take or leave any job they want, and force a change.

Dyba took a hit in October when, after working for a company for months to get a signed offer for a qualified candidate, he lost that hire when the candidate’s current employer was raided with a generous, last-minute retention bonus. He had a signed offer! This had never happened to him before. Now she doesn’t trust anything: “I don’t stop meeting until I get my ass in the seat – as if I’ve been aggressively seeking candidates, even after getting a signed offer.”