The 2006-2007 Selection Forecast study is a research project recently conducted by DDI and Monster. This research project is especially interesting because it compares and contrasts the beliefs of the three primary constituents in the hiring process: Hiring Managers, Staffing/HR Managers, and Job Seekers.

This triangulation provides clear evidence that the “War for Talent” is back. It also offers us insight into why companies are struggling to recruit top talent. While the Selection Forecast covers a vast array of topics, I will focus on these three key findings:

1. The “War for Talent” is back
2. Most companies are not prepared to fight this war
3. Most employment branding efforts are failing

The “War for Talent” is Back
73% of Staffing Managers (an overwhelming majority) reported that competition for talent has increased from 2005 to 2006. 79% of Staffing Managers also expect the competition to intensify in 2007. This change from companies being in the driver’s seat, to job seekers being in the driver’s seat is producing interesting effects. Staffing Managers are feeling pressured, Hiring Managers are feeling anxious, and Job Seekers are feeling bold.

Most Companies Are Not Prepared
Only 10% of Hiring Managers and Staffing Managers give themselves an ‘A’ (9 or 10 on a ten point scale) when rating their own companies recruiting and selection effectiveness. Most gave themselves a ‘D’ or a ‘C’ (6 or a 7 on a ten point scale). This means companies will have to work extra hard to improve the people, process, and technology aspects of the recruiting and selection process in order to hire top talent.

Most Employment Branding Efforts Are Failing
We asked Hiring Managers, Staffing Managers, and Job Seekers a simple question, “What do Job Seekers want?” We found a clear disconnect between perception (Hiring Managers/Staffing Managers’ beliefs about Job Seekers) versus reality (Job Seekers’ actual desires). For example, Staffing Mangers over-emphasized “Opportunity to Advance to the next role” and under-emphasized “Opportunity for Accomplishment within the current role.” This misalignment across multiple dimensions is a classic marketing problem. The Hiring Manager and Staffing Manager are selling one thing, but the Job Seeker wants to buy something else.

To complicate matters, the Job Seeker desires change based on age cohort. Younger Job Seekers focus on “A creative or fun workplace culture” while older Job Seekers focus on “An organization you can be proud to work for.” Hiring Managers and Staffing Managers need to re-evaluate their selling messages and make sure that you are providing the right messages to the right Job Seekers.

While the findings in the 2006-2007 Selection Forecast may seem bleak, there is hope. Most companies in the study are investing more time and money into their recruitment and selection efforts. Hopefully this study will help companies prioritize these investments.

To learn more about this and other Monster research reports go to http://intelligence.monster.com/