This phenomenon, known as ‘shift shock’ or expectations mismatch, poses a challenge to sustainable hiring practices.

In countries with more rigid job markets, candidates or employees may have the intention to quit their job, but actually following through with it is often a different story. Nevertheless, it is important to recognize that these employees have become disengaged, which has a negative impact on their involvement and overall productivity.

To ensure sustainable recruitment, it is crucial to have an accurate understanding of work values and (team) roles for both talent and the job itself. This serves as the foundation for effective recruitment practices.

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At these meetings, a number of key questions are asked, below three are highlighted:

• Was the hiring manager’s criteria realistic?
• Were the job ads written to attract a diverse talent pool?
• Are we learning what works and what doesnâ€t work?

If you never change your hiring process, it could be considered pretty insane; expecting a different result but doing the same thing. Jobs are often “sold” to candidates in an unrealistic way, meaning the expectations to perform in the job aren’t aligned with how it was initially presented.

Properly aligning professional expectations at the start has the potential to remove the root of all evil from recruitment.

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Train for what?

A new type of IV treatment, not yet taught in nursing school, has to be explained on the actual job. Controlling a cluster of instrument panels in the port has to be preceded by training. But what about the non-technical skills, the soft-skills?

Without understanding the base skillset, regarding soft-skills, of a new employee, only 50% of the spectrum is taken into account.

Map soft-skills on the talent – and job side to bridge the gap. Gaps between the soft-skills of today and those required for the job tomorrow.

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The original quote — in the land of the blind, the one-eyed man is king — is credited to Desiderius Erasmus’s Adagia around the year 1500. Half a millennium later, the principle remains underrated.

While all your competitors focus on the ultra-short-term, hiring whoever applies, the companies who have a long-term strategy, will reign supreme. Those companies take bi-directional professional expectations into account to build a career perspective.

All hail to the kings of companies.

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Those that admit to copy-pasting vacancies for a specific function, only to change the company’s name.

Those that don’t admit they copy-paste vacancies and change the company name.

Everyone is looking for a true team player who wants to perform in a dynamic environment. What does that even mean precisely?

Tailor your job offer to a market of one.

Be specific.

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If the majority of employers would indeed hire for attitude, why is everyone copy-pasting the same generic, crappy vacancy descriptions?

Apparently, the whole world needs dynamic team players for every job.

Identify and communicate specific attitudes derived from the actual job. Time for HR to live up to their end of the bargain.

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The good thing is, theyâ€re very well aware. Thatâ€s why HR uses proverbial antennas and satellites. Just to create an understanding of whatâ€s going on. Also, for hiring purposes, they must consult with team leaders from manufacturing because they wouldnâ€t know how to begin to express what the job entails precisely to future candidates.

Situations like these are, by no means, an exception. Every day, HR is involved in hiring and interviewing candidates for a job that they know nothing about. When HR isnâ€t involved with a particular job, how can they provide legitimate advice?

Create a thorough understanding of the actual job-content and team roles for a specific job. In other words, feel what itâ€s really like to work that job on a daily basis.

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There is, however, a natural order. Reverse that is.

Suppose people are leaving faster than you can hire them. In that case, there really is no point in focusing heavily on employee engagement at the start of the funnel, is there? Only to see them pack up and go a couple of months later?

Start mapping employee engagement with the people who are already there. Map employee engagement efforts in a retention process, and work your way back to recruitment.

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