Effective Recruitment – Break Down the Barriers

In early 2023, we published “The Battle for Talent”, a whitepaper where we conducted an in-depth analysis of the Life Science industry in Denmark from a recruitment perspective. In this three-part series of articles, we will revisit the three main challenges we identified in our whitepaper and examine how they have evolved over the past year.

In our first article, which you can read here, we delve into the Life Science industry’s competitive recruitment environment and how it’s shaping the industry. In the second part, we focused on how it affects the candidates and how you as an organisation can succeed in attracting talent to your organisation. You can read it here.

In this third and final article in the series, you can read about the organisational barriers that inhibit organisations’ ability to recruit effectively. Traditional multi-step recruitment processes can be time-consuming and lead to a loss of qualified candidates, as these candidates often receive offers from other companies in the meantime.

Need for agility and flexibility

The traditional approach to talent selection is no longer keeping pace with the dynamics of the labour market. Organisations are facing a paradigm shift where the ability to quickly identify and react to potential candidates becomes crucial to securing the best talent. A paradigm shift that we elaborate on in the two previous articles in this series. This approach requires a significant change in how organisations position themselves in the battle for talent. With more candidates often involved in multiple recruitment processes simultaneously, competition intensifies, and it becomes vital for companies to stand out and act agile during the recruitment process.

Holding on to long, sequential recruitment processes can not only result in the loss of qualified candidates to competitors, but it can also signal an outdated and inflexible company culture. “Candidates today expect a process that is both efficient and respectful of their time and career aspirations,” elaborates Rasmus Meyhoff, Partner and Practice Lead, Life Science at Compass. Therefore, it is crucial that companies develop a more proactive and candidate-centric approach. This means understanding candidates’ motivations and situations – whether it’s their career development, family life, or other personal circumstances – and matching these with the company’s offerings and culture.

Another crucial factor is ensuring that all relevant stakeholders are involved early in the process to maintain high quality and avoid later delays. Too often, late involvement of decision-makers leads to unnecessary delays, which can result in a candidate accepting an offer from another company or losing interest due to a cumbersome and bureaucratic process. “It’s important to remember that the candidate’s experience during the recruitment process not only affects their decision to accept a job offer, but also their perception of the company as a whole. A smooth, respectful and engaging process is therefore key to not only attracting but also retaining the best talent in an increasingly competitive industry,” emphasises Pernille Hemmingsen, Research Manager.

Realistic expectations and compromise

Setting realistic expectations and finding the right compromise is essential in today’s competitive talent market. “To avoid overlooking qualified candidates by chasing the unattainable – the so-called ‘five-legged lamb’ – it’s crucial for companies to make a clear distinction between ‘must-have’ and ‘nice-to-have’ skills,” emphasises Rasmus Meyhoff. This requires a critical review and possible revision of the desired list of qualifications and experience to better reflect the actual availability in the market.

Developing candidates is also important. Consider them 80% ready for the role. “A job change should be seen as a step up in their career; it is rarely motivating to move to a position that is too similar to the current one,” recommends Pernille Hemmingsen. Therefore, companies should not only focus on general employer branding, but also on making the specific position they are trying to fill attractive. In the dialogue with each candidate, it’s important to take a more specific and targeted approach.

The key to attracting the best talent is the new opportunities and challenges a position offers. Salary is undoubtedly important, but it’s not the whole package. To stand out in the battle for top talent, companies should position themselves as career partners for potential employees, rather than simply fulfilling immediate needs within the organisation. This perspective creates a deeper connection and shows an investment in the candidate’s future growth and development.

For those candidates who fulfil 70-80% of the position’s requirements, a carefully planned onboarding process is the key to success. Through this process, new employees quickly become a valuable part of the company community and are given the tools they need to fulfil their roles to the fullest. “More than just meeting immediate recruitment needs, this strategy lays the foundation for a robust, forward-thinking talent development plan that promotes the long-term success of both employees and the company,” emphasises Pernille Hemmingsen.

Challenges with international recruitment?

Many companies naturally look beyond national borders when recruiting, which is a beneficial strategy for finding specialised employees and expanding the candidate pool. However, international recruitment comes with a number of considerations, such as whether the candidate should relocate or remain in their current location. If relocation is an option, a decision must be made whether to hire the candidate on a local contract or offer special expat benefits. Furthermore, if the candidate remains where they are, but the company does not have a presence in that country, how does this affect local labour regulations? These complex issues necessitate a carefully considered international recruitment strategy.

Historically, hesitation towards remote work and lack of preparation has limited companies’ ability to recruit globally. Today, however, we’re seeing a significant shift, with more companies actively seeking international talent. “To effectively attract these candidates, it’s crucial to have well-defined relocation and relocation packages in place,” says Tom Zehngraff, Senior Director at Compass. “Without this preparation, organisations face barriers that can unnecessarily prolong the recruitment process and lead to missed opportunities for both the company and potential candidates.”

International recruitment doesn’t always involve physical relocation for the candidate. Many positions can be filled remotely, which requires a management style that can handle teams spread across multiple geographical locations. This leads companies towards a hybrid working model where leaders need to be able to facilitate both physically dispersed teams and ensure cultural cohesion. Building a strong and cohesive team that maintains a shared spirit thus requires significant effort.

As we round up this series of articles on the key challenges facing the Life Science industry in Denmark, it’s clear that the recruitment landscape is constantly changing. Companies that are agile and adaptable – not only in their recruitment processes, but also in their work culture and leadership strategies – will be stronger in attracting and retaining talent in a globalised world. For a deeper understanding of international recruitment and the practical considerations that come with it, readers are encouraged to explore additional resources.

Through a deep understanding and overcoming these challenges, organisations can not only ensure access to a broader talent pool, but also foster a more inclusive and dynamic workplace – ready to meet the challenges of the future.