BCBusiness

JANUARY 2015 BCBusiness 21 BCBUSINESS.CA great people who act with integrity, who are great with their customers and who are reliable. Then you've got your stable full-time staff that is running your operations on a day-to-day basis. And then you've got that management tier—if you look at the managers run- ning these multimillion-dollar shops in Pacific Centre mall, there's a big responsibility there. So there's a couple of different categories of the types of people, but the common theme is people are looking for people who are a cultural fit with their business. That sounds tricky, figuring out fit for a business's culture. We look for behaviours that are closely associated with our customers' values and people who live those values every single day. That then produces what we call a "like mind" or "best fit" scenario. And the candidate in this whole process is as much our customer as anybody, because one of the key values is best fit—not just finding people who are best fit for a customer but helping individuals find really great fits for themselves. We have a responsibility to make sure these people find great employment. What are employers looking for that they can't find? If you think about core capabilities, companies that have never built capability on how to train and develop their people—that's a major issue. Now all they want to do is hire experienced people. The companies that are suc- ceeding are heavily investing in train- ing and development. They're hiring for personality but training for skills. Thinking about the year ahead, what do you see for B.C.'s job market—and your company? When I think about where the market's going and employers are going, I expect companies to be using data and data analysis to improve their people systems and how they hire and how they retain. Not just gut feel anymore. Who are you? Where did you come from? Do you perform in the job? Why do you perform in the job? Did you stick around? If not, why? There's a different level of embracement around recruiting great people, and the con- nection between competitive advan- tage in the workforce is becoming front and centre. At Mindfield, we expect to continue to grow probably by at least 30 per cent this year, because we know that companies, the progressive ones, are understanding that they have to hire awesome people, and they have to retain those awesome people. Social media has kind of upended your whole industry, hasn't it? You don't just go to a job board anymore. The job board game was about attracting a whole bunch of people to your site—versus now, what social media allows employers to do is much more of a one-to-one engage- ment. They used to pay Monster.com to post their job; now they're going to equip their staff with this really cool hashtag, and they're going to go mobilize them and encourage them to share social content. They're also going to make their social content— that user-generated content—part of their employment brand story. I can't tell you the impact that Instagram is having for companies that are showcasing and letting their employ- ees showcase who they really are as a company. The biggest, most interest- ing change is that there's going to be a couple of key players that will reinvent the job world. LinkedIn's already there, and there are some other major job aggregators like Indeed. Indeed didn't exist five years ago, and now they're the biggest job board in the world. How social gets integrated into a company's recruitment strategy will be a key indicator of who's winning the war for talent. • Does social meDia help your company in recruiting anD professional research? SoURCE: Survey of 129 C-suite executives, June 4-24, 2014; Gandalf Quarterly C-Suite Survey for 2nd Quarter 2014 22% Yes, greatly 42% Yes, somewhat 33% No 4% Don't know

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