Due to the long-running COVID-19 pandemic and the current economic downturn, many companies are struggling to find and retain talent, and labor budgets are shrinking. In addition, the qualifications required in the digitization process are changing rapidly. So HR managers need to find something to fill the void.
Key question “What skills are needed and where? »
Some companies are beginning to identify their best talent and flexibly place them where they can perform best. It does this by carefully assessing the skills of its employees, considering which departments need them the most, and carefully considering where existing staff can be drawn from. Departments with reduced staff can put projects on hold or slow down the progress of work.
Silent hiring also means compromise. Managers make strategic decisions about where talent should be deployed quickly and flexibly and where sacrifices can be made. As McRae explains, it’s also about redesigning jobs so they can be filled by people who initially had different skill sets.
For example, a company that has an immediate need for a data scientist in its IT department may decide to move a data analyst from marketing or human resources to the IT department. In this case, the new data analyst does not have to immediately perform the same complex programming tasks as a data scientist. At first, you can focus on communicating the results of your analysis to other stakeholders so they can make the right decisions based on the data. Developers can then focus on their core tasks, without data analysis tasks.
More flexible roles and better opportunities
McRae points out that companies could greatly benefit from a more flexible understanding of job titles. Employees can also take on new professional challenges, develop skills, learn new things and develop their careers. Ultimately, employees will not only become more valuable talents, but also receive more attention in the job market.
You may also receive direct benefits, such as salary increases. McRae suggested that companies offer incentives for silent hires. Benefits such as bonuses or pay raises for changing roles or departments, or flexible working hours or conditions may be offered.
For years, analysts have recommended that companies pay more attention to a person’s skills than credentials in the hiring process. You need to use a little imagination and think about where you can place people with certain skills. Additionally, during this process, HR staff should always keep additional development options in mind.
Gartner’s Tips for Silent Hiring
- It lays the foundations for the internal mobility of employees and allows them to work where the company favors them. In this process, you also need to consider the possible benefits of your new roles and responsibilities. Silent hiring can provide additional benefits to existing employees as it reduces new hires.
- Existing employees need training opportunities to prepare them for their new roles. Employees will appreciate these training opportunities, and it gives companies more leeway to align employees’ career goals with their own interests and strategies.
- There is a need to explore alternative recruitment channels, such as maintaining an alumni network or using gig workers on digital platforms. These methods can be used to fill gaps in the talent pool as top performers move on to other roles.
Discreet hiring can be a long-term strategy for employee development. This approach can improve employee retention and experience while controlling labor costs. It could also be key to closing the skills gap at a time when many businesses are struggling to hire new full-time employees. For employees, it’s a great opportunity to develop new technological capabilities and increase their own market value.
But there are also risks. Some employees may feel overwhelmed in their new role and the risk of burnout may increase. Therefore, companies must be very careful to find a balance between improving employee skills and protecting well-being. McRae pointed out that if these efforts are successful, the company can gain a significant competitive advantage.
editor@itworld.co.kr
