A guest post by David Dand of Coreus Talent Acquisition, covering Recruitment with Mental Health & well-being at its Core
In the fast-paced world of talent acquisition, where the race for top talent is relentless, it’s crucial to recognise the toll the recruitment process can take on employers and job seekers. As we explore the landscape of modern hiring, it is apparent that mental health and well-being are increasingly becoming essential for all stakeholders.
In this blog, we navigate the challenges and opportunities at the intersection of hiring and mental health.
Recruitment is The High Stakes
Recruitment is undeniably high stakes, with employers and job seekers facing escalating pressures.
From the employer’s perspective, a staggering 68% of companies report an increase in stress and mental health-related illnesses within their workforce. (SmallBiz, 2022)
On the flip side, 73% of job seekers consider the job-seeking process as one of the most stressful events in their lives (CIPD , Health and Well-being Survey Report April 2022)
These statistics vividly show the urgent need to prioritise mental health and well-being in recruitment.
1. The Five Key Elements of ‘Fit’:
At Coreus, we unravel the complexity of recruitment with a unique qualification of individual motivation and the employer’s proposition. We compare the candidate’s wants with the employer’s value proposition by prioritising five key fit elements to understand long-term compatibility between employers and candidates.
- Salary & benefits; needs now and in the future.
- Convenience, specifically commute, travel required working hours and work-life balance
- Culture & Reptation;
- Day-to-Day responsibilities
- Training & Career Progression
By understanding and addressing these fundamental aspects, recruiters can create a more harmonious and sustainable work environment. Prioritising a fit of culture and career progression is even more critical for executive leadership roles.
2. Shared Responsibility:
Recruiters, hiring managers, and candidates each play a pivotal role in shaping the recruitment landscape, sharing responsibility among these stakeholders, identifying collaboration opportunities, and identifying threats to mental health and well-being.
You generally should not ask about health or disability-related questions either at the interview stage or on an application form. This is unlawful under the Equality Act 2010. You can only ask about health or disability if 1) there are requirements of the job that cannot be met with reasonable adjustments, 2) you’re finding out if someone needs help to take part in a selection test or interview, 3) you’re using ‘positive action’ to recruit a disabled person. You might break the law if discrimination happens during their recruitment process, even if you use a recruitment agency. 1 in 4 of us will experience a mental health problem of some kind each year in England (Mind, 2020), so if an employer discriminates based on mental health, it would be foolish anyway, as they would be discounting a significant portion of talent, whether internal or external. Understanding what reasonable adjustments can be made to set the candidates up for success in the interviewing and onboarding process and promoting a holistic, transparent approach to hiring and well-being can create an environment where everyone survives and thrives. An example would be openness on the challenges facing the successful recruit and clarity on expectations such as working hours and time in the office vs working from home.
3. A Better Tomorrow: Opportunities and Threats
ecruitment is not just about filling a role; it’s about recognising the human aspect of the hiring process. Our emphasis on the high stakes of recruitment sheds light on why acknowledging this human element is critical. Rather than solely focusing on immediate role fulfilment, our approach encourages recruiters to prioritise longer-term satisfaction and ‘fit,’ creating a practical anchor for achieving goals.
Often, the consequences of turnover and replacement are felt as soft or invisible costs by the hiring team. The ‘hard’ costs, like recruiting fees, may be evident, but the time lost in interviewing, onboarding, and training recruits is an invisible cost that can be equally, if not more, impactful. By understanding the holistic impact of recruitment, we can better appreciate the importance of a people-centred approach. Senator Paul Wellstone’s words resonate strongly here: “We all do better when we all do better.” By placing individual mental health and well-being at the core of recruitment, we collectively lay the foundation for a healthier, more prosperous future in talent acquisition.
The outcomes of adopting this approach are crystal clear. Better recruitment experiences, focusing on long-term fit, result in improved conversion rates for employers and recruiters — from the offer stage to acceptance and finally to the start date. This saves time and enhances engagement and well-being in the recruit’s work environment.
Conclusion:
In essence, our blog advocates for a shift in perspective, urging recruiters to see beyond immediate needs and embrace the long-term implications of their decisions. By prioritising the human side of recruitment, we not only create more fulfilling work experiences but also build a more resilient and successful talent acquisition landscape for the future.
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