REELING IN NEW FISH
to success. In addition to popular social media platforms like LinkedIn, they might find it worthwhile to invest in hiring plat- forms that directly target college students early in their careers. Organizations should also consider employing audio or visual imagery in their job postings to increase engagement.
When trying to appeal to younger gener- ations, employers should enlist the help of Gen Z or millennials already working in the organization to provide insight on what draws candidates at a similar level. Taking this approach would encour- age creativity in the hiring process while fostering an inclusive and collaborative work environment.
GET TO THE POINT Te longer the hiring process, the more likely an organization will lose a job candidate. While more stringent require- ments and lengthier assessment periods are necessary on some level to ensure accountability, an exhaustive hiring process increases the difficulty of filling vacancies. When the hiring need is criti- cal or a qualified candidate is identified, government organizations shouldn’t be afraid to embrace direct hiring author- ities, which can be a valuable tool for expediting the hiring process. Govern- ment employers are afforded some leeway in hosting open continuous announce- ments for highly sought-after candidates, helping them maintain a competitive edge with industry.
Hiring managers can also streamline the process by setting timelines for interviews and reviewing assessments, in addition to maintaining consistent communication with candidates. Even before a need arises, organizations should work on building a talent community through channels such as social media and forecast hiring gaps in the workforce.
98 Army AL&T Magazine Winter 2024 PLANTING THE SEEDS
Job seekers are looking for opportunities to grow. To attract new hires, organizations need to convey the types of developmental and educational opportunities that come with the job. (Photo by Akil Mazumder, Pexels)
CREATE GOLDEN OPPORTUNITIES Candidates are always looking for indica- tors that the work environment will be a good fit for them. Younger generations are especially keen to know what opportuni- ties are available, so communicating what the organization can offer is essential in the hiring process. Tis is why the Army Director of Acquisition Career Manage- ment (DACM) Office is including such guidance in its civilian support strat- egy that is currently being developed to support civilian hiring in the acquisition workforce at the enterprise level.
“Regardless of where someone currently works, they may have opportunities all over the world,” said Aaron Hutson, branch chief for strategy and policy at the Army DACM Office.
Hiring managers can attract workers by emphasizing leadership development opportunities through DACM-sponsored programs such as the Defense Civil- ian Personnel Advisory Service, learning and professional development programs and educational opportunities through tuition assistance or student loan repay- ment programs.
Organizations need to communicate what unique work flexibilities they can offer to potential hires, like remote work capabil- ities or flexible work hours. When those flexibilities aren’t available, pivot toward other offerings. For seasoned workers in the acquisition community, the flexible pay scale offered by the DOD Civil- ian Acquisition Workforce Personnel Demonstration Project (AcqDemo) could be a huge incentive, while early career
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