WA’s skills shortage – does it mean settling?

Economists tell us that the skills shortage in WA is likely to remain the biggest challenge for the State’s labour market (WA’s big test is the scarcity of skills, The West Australian, 19 February).

But does that mean as business leaders we have to settle for under-performers?

While employers may need to be more reputation-conscious and “tactical” when advertising job vacancies, as Beck Brown from Pearth Organic Kitchen suggests, there are other ways to attract and keep the right talent. 

Let me say first off that it’s easier to train a skill than it is to change an attitude!  

And in my experience, poor attitude comes from poor job fit and being under-valued in the workplace.  

If an employee doesn’t have behavioural needs and drives that match the behavioural demands of the job, it’s going to result in poor attitude and poor performance. Add to that a manager who doesn’t know how to tailor their management approach to suit the employee’s behavioural needs, and it’s easy to see why the relationship is doomed!

As well as making your brand attractive to candidates, it’s also important to clearly describe the behavioural demands of the job when advertising vacancies.  

Compare this ad for a chef from seek.com.au, which says, “for the majority of time, you will have the kitchen to yourself so being able to work independently and proactively is a must for this position.”

With, “Our position requires an analytical, disciplined, and organised thinker, and the job demands careful, thorough, and accurate behaviours. You will be a critical, creative thinker who enjoys seeing the results of your work. You’ll also have the freedom to take charge of your own work.”

Specifically using language that describes the behaviours the job demands means you’ll attract candidates for whom that language resonates.  Resonation in this sense means it speaks to their own behavioural style. Therefore, the chances of proper job alignment increase.

I believe you’re better off finding someone with less experience, but who’s a better behavioural fit.  

The trouble is, many employers want a quick fix. They haven’t got time to invest in bringing people along – more’s the shame. But there’s a price for choosing not to invest in skill development.  And that price is higher turnover of staff and the necessity to “settle” for subpar performance. If you’d like to know more about how you can attract a better quality of candidate, feel free to get in touch.