“Nobody seems to want to work today!  We can’t find anyone who wants to work for us.”

Perhaps a truer statement would be that “Nobody wants to work for YOUR organization or your industry or sector of the economy.”

Let me explain and I challenge you to read further.

Any organization that complains that they can’t find the “right” kind of people to hire needs to look in the mirror as well as look at their region’s overall employment landscape. 

To be sure, there are always some people who do not want to work … but that’s been true for generations.   

The real problem is some organizations are struggling to find people using tools and strategies that worked in the past but these tools haven’t been updated for the employment environment that exists today.  It doesn’t matter if the organization is a “for-profit” or “not-for-profit.”  In many ways the problem is a basic supply and demand problem, however, there are many more variables in the equation today than ever before.   

One basic problem in many organizations is that the job advertisements aren’t clear.  In its simplest form, a job advertisement is a proposal.  It should be brief, concise, and in many ways a shopping list of the skills, experience, and behavior that the organization wants to hire. 

In addition, the second and perhaps most important part is “the offer” to people they are targeting and should answer the basic question of what “is in it for them.”  The offer should also be clear and concise.  Simple right?

Unfortunately, many job ads are not clear, they are often contradictory, too long, and the offer doesn’t adequately reflect the economic reality of their marketplace. 

Fortunately, help is available in the form of local organizations like YMCA Employment Services and VPI Employment Solutions.   Many of their services are free and they work with employers, offer workshops and seminars, and can match qualified people who are looking for employment to your positions.

For many small and medium-sized organizations, their primary issue is they are not offering enough money.  I know the arguments, my background is retail, and I appreciate the demands of operating a business; however, the stark reality of our times is people can’t afford to live on what many of the unfilled jobs are paying.

Over the past several decades, organizations shifted away from full-time jobs with benefits towards a model built around part-time or contract employees and cut or eliminated benefits, all in the name of being more efficient.  The social cost has been enormous and has contributed to the current situation that many organizations find themselves in.

The way out is to pay a living wage.  A living wage will vary by community.  It is a minimum amount that allows an individual or family to afford modest housing, food, and a basic standard of living.  In my community, the living wage is currently $22/hour.  The current provincial minimum wage does not even come close.  Employers and business federations argue that paying living wages is completely unacceptable.  I am arguing a living wage is simple supply and demand economics at work, all of these organizations are price-takers for many of their inputs, hiring is no different.

Some organizations, such as the agricultural sector, complain that “Canadians” won’t work for the wages farmers can afford to pay so as a result, the farmers hire migrant workers from third world countries.  In my opinion, this is just subsidized slavery.  If a job exists in Canada, the organization simply must pay a living wage and if the result is higher prices for consumers then so be it because having migrant workers is keeping consumer prices artificially below market value.  People have a right to live in our country and to be paid accordingly.

Organizations that are struggling to hire people should consider offering more full-time positions were possible.  I am aware of many people in my community having multiple part-time jobs.  They work extremely hard but struggle to balance life, feeding, and providing for their families.  Their lives would be so much better with one full-time job.  For businesses, this change would improve staff retention with all of the savings that entail.  Organizational culture and mentoring would improve, and people would start to care more about your organization. 

The federal and provincial governments have committed to funding $10/day daycare for children, which is going to help many struggling families.  It could also lead to more caregivers re-entering the workforce as current daycare costs may be keeping them out of the labor pool.  As an organization looking to hire people with families, particularly retail organizations or any organization that has weekend or evening shifts, more must be done.  Organizations need to be more understanding and flexible with associates who have children.  Helping to provide daycare outside of the 9-5 model that is most common for daycares would be a very attractive incentive for many job seekers.  Accommodation for single-parent families would also help retain those people.

Benefits are expensive.  Organizations that offer them have a competitive advantage over organizations that don’t.  Even a cost-sharing plan between the employer and associate would be better than nothing.  Medical, dental, vision, mental health provisions, sick/compassionate leave policies, and associate discounts are all pluses that will help attract applicants.

Throughout the pandemic, many people worked from home or were allowed to work with a mixed hybrid schedule.  If possible, organizations should try to offer more flexible work arrangements permanently.  For city workers who commute, flextime has been an option for years that has allowed associates to start early or late to avoid traffic congestion and being stuck in traffic for hours. 

Training, training, and more training.  Investing in people always rewards an organization.  One great example is to develop mentoring programs with experienced people to help new associates.  Build your organization’s culture.  Your people make your organization period!  Training doesn’t have to be expensive (https://salestrainer.blog/culture-makes-a-difference/).  Training is one thing that you have complete control over and is a key competitive advantage.  Another key tool is to develop a living onboarding procedure to start from the time a job is offered.  Doing any of these examples will enhance your organization’s reputation and will help attract new people.

When screening applicants, take care not to dismiss older people or people who you deem to be overqualified.  An experienced worker may have more skills than you believe are necessary; however, their experience and skills may help enhance your organization in ways you hadn’t considered.

To do these things your organization may have to change.  You will have to innovate and find new ways of doing things … which is not a bad thing in a constantly changing landscape. 

Of course, you don’t have to change anything … but if it was working you would be able to attract enough qualified people, but you aren’t.

Most organizations offer incentives for their customers or clients, why is offering incentives for new and existing employees any different.  If you implement new rewards for new employees do not forget your existing people.

There are many things an organization can do to change and adapt.  These are just a few suggestions based on my observations.  More help is available, seek it out, but remember if people aren’t applying for your jobs, it’s not them that is the problem; it’s what you are offering or how your organization is perceived.  Fortunately, you can change both of those.

Good luck,

Paul.