In the UK, the phenomenon of ‘cut and run’ during hiring is causing significant concern among employers.
- The shortage of trained professionals creates an employee’s market, influencing hiring dynamics.
- Candidates frequently abandon hiring processes in favour of better offers elsewhere, exacerbating recruitment challenges.
- Lengthy hiring and onboarding processes are primary factors contributing to this issue in skilled fields.
- Organisations need proactive strategies, such as integrating training during hiring, to mitigate ‘cut and run’ risks.
In the United Kingdom, the current job market heavily favours employees, particularly within specialised sectors such as cyber security, civil engineering, and chemical sciences. This demand-supply imbalance allows skilled candidates the luxury to be selective, often leading to the ‘cut and run’ phenomenon where applicants discontinue their engagement in the hiring process for more alluring offers, be it in terms of salary, benefits, or flexibility.
A significant factor contributing to ‘cut and run’ scenarios is the protracted nature of hiring and onboarding processes. For instance, roles necessitating security clearances in sectors like financial services, defence, and government experience exceedingly long timelines, sometimes extending to four or five months. During such extended waiting periods, candidates tend to explore other opportunities, leaving employers frustrated after investing considerable time and resources in the recruitment process.
This situation is doubly impactful; not only do organisations lose out on the investment made towards candidate acquisition, but existing employees often endure increased workloads as they await new hires. Such delays can hurt team morale and potentially lead to operational disruptions.
To counteract the ‘cut and run’ issue, a shift in hiring strategy is advocated. Organisations are encouraged to utilise waiting periods constructively by incorporating targeted training and onboarding activities as part of the recruitment process. Job-specific skills can be developed during this time, allowing candidates to feel valued and prepared even before formally joining the company.
Moreover, it is advised that companies expand their candidate pool by considering applicants from non-traditional backgrounds. Prioritising skills and experience over formal qualifications opens opportunities for diverse talents, which can be beneficial in filling challenging roles. This approach not only bridges the gap in talent but also ensures that new employees can start contributing from day one, thereby adding immediate value to the organisation.
Empowering HR to innovate hiring practices can effectively reduce ‘cut and run’, ensuring growth and success.
