This brief article seeks to make a journey, which will begin in the past, will make a stop in the present, and will undoubtedly travel to the future.
We will try to see through the eyes of a Talent Analyst, how IT talent selection processes have evolved within Human Resources.
We will observe in detail the differences between periods, and we will provide some "tips" to strengthen those aspects for both Analysts and candidates, which will serve to achieve the desired success.
Fasten seat belts; we travel to the past…
Ten years ago, IT generations went through recruitment experiences very differently.
We could first remember that remote work did't exist, which is why each candidate who wanted to be part of a new project had to attend a face-to-face interview, where the "recruiting" team received him.
There, the candidate asked for a glass of water, sat down in front of the interviewer, and began a classic, long-lasting interview with many questions, which sometimes became very personal; for example, he wondered about family composition and marital status.
The candidate had to present himself with a printed CV, and not forget to place a clear photo on it, which would show that he was the right person for the position.
The interviewer focused on the candidate's presence, appearance, clothes and how he expressed himself.
The practice of feedback was not as established as it is today, so at the end of the interview, it was concluded with "we are going to notify you, we are going to call you," and perhaps an adequate response about the process was never received, generating a lot of feedback—doubt and disappointment to each person who invested time in it.
Fasten your seatbelts; we travel to the present...
Today the interviews have changed, and the interview process and the candidate's time is something precious, that is why the methods have less and less duration; we seek to make a short and agile process.
The meetings take place online, and the human resources teams have changed how we identify ourselves; we are no longer straightforward recruiters, we are now talent seekers, because we have put talent ahead of any process.
The interviews begin with a meeting that can take place through different platforms; then we ask a series of short, specific questions that give us the necessary information to be able to continue.
We leave aside the personal questions; the information we receive is purely the information that accounts for the talent and experience of the candidate in his journey to date.
We evaluate skills that we believe are extremely important today, such as those technical skills that we seek; we evaluate communication, teamwork and, the way of learning, the autonomy to face daily tasks.
We ignore clothes, and physical appearance; it doesn't matter where you are from and how you dress; what we seek is to see your talent shine, to know you.
Unlike in the past, the culture of feedback is much more present; from the beginning of the process until it ends, the interviewer is in charge of providing constant feedback, commenting on the steps to follow, and detailing any emerging problems that may occur.
The culture of transparency of information, care for the candidate, and loyalty to our values as a company, is what directs our quality process.
Ten years ago rigidity reigned, the work culture was associated with sacrifice, and being 20 years working in the same company was synonymous with knowing; today we understand how this IT world changes, and we are prepared to accompany it; we value that the candidate transmits his experience clearly and your ideas are organized.
Today we change the "rigid" for the "flexible" we are looking for candidates who have years of experience, but who have been looking for new challenges, who know how to explain the reasons for their job rotations, and who have the ability to adapt to the changes that the IT world imposes on us day by day.
They have that attitude of interest in the face of the paradigm of constant change, that they can accompany us more and more to grow together, to do great things.
Talent analysts have to be able to actively listen to how the market is, and know what benefits and challenges our candidates are looking for. To be able to transmit all this information to our work teams, and work together with other areas in search of continuous improvement.
In the past, the recruiter was one more piece of the process. Today we are a crucial piece, we receive the information, interests, dreams, and desire to grow from many people; we have to be aware of and take care of all that.
Fasten your seat belts; we travel to the future...
The future is uncertain, we only know what is happening today, but will interviews be held through holograms? Will we teleport?
Talent will accompany the process that best suits us; we will improve ourselves, and we will continue attending the technological challenges that the IT world imposes on us.
I dare to say that success will be in improving the skills related to flexibility in both interviewers and candidates.
Candidates must improve how they tell their experiences, be respectful of each other's times, show a desire to learn, take on challenges and improve when they receive feedback.
A candidate who is eager to learn and develop constantly has a few more points in any process.
From the talent analyst side, it will be essential to find the best way to have an entertaining interview, achieve a good interaction, take care of the candidate's time and continue offering different options to improve the experience of our candidates.
Studying from us from the technical side to have even more interesting conversations. Learn about techniques that allow us to find the precise information to select in a short time.
If Dr. Brown was able to help and accompany Marty to return to the future, we as a talent analyst have to take care of, promote and improve the experience of our Marties (candidates) at all times in this present and in everything that the future holds for us.