Recruitment: What is your recruitment strategy in a skills shortage with closed borders?

This year has been disruptive, particularly for those who have lost their jobs. This is particularly the case for those who have lost their jobs. Joanne Ashby looks at the case of pilots, who have lost their

The impact of COVID-19 has seen nearly 700 pilots in New Zealand being made redundant or furloughed. To be furloughed makes it sound temporary, but the reality is, for most furloughed individuals, it will be years before they fly again, if ever. The other industry to be seriously affected is tourism, which has compounded the effect of lockdowns on hospitality and retail, and on it goes.

Many previous examples can be found of economic downturn resulting in high levels of unemployment. This is somewhat different, however, in that we are in the paradoxical situation where certain high-skill employment sectors have collapsed while others are experiencing a shortage of skills with limited opportunity to import those skills from offshore.

Going back in history to New Zealand’s efforts post-war, there are interesting parallels. In 1916, Cabinet Minister, A L Herdman was preparing for the return of servicemen to New Zealand, and he noted that “the more rapidly and efficiently the reabsorption takes place the speedier will be the recovery from the losses resulting from the war”.

Post-World War One, when New Zealand had hundreds of servicemen out of work, the government of the day created the Discharged Soldiers’ Information Department (DSID). Amongst many initiatives that the DSID undertook two in particular resonate with today’s circumstances:

1. they encouraged government departments and private enterprise to consider a returned serviceman wherever possible

2. they focused attention on training opportunities and encouraged private organisations to do the same.

Fast forward to today where a pool of intelligent, highly skilled individuals, who learn and assimilate quickly, is looking for meaningful work. Is this the opportunity for us to reconsider our recruitment, onboarding, training and retention strategies to fill the skills shortage gap? For example, the agriculture sector, as an industry, thought laterally to fill its skills shortage by employing and retraining redundant pilots to good effect. It is a longer-term approach but no less effective and arguably more powerful in creating a loyal and engaged workforce, two values that transcend any skill base.

Perhaps an opportunity is available to repeat the efforts of 100 years ago and be part of the movement towards employment, economic and wellbeing recovery for all.

I love people. I love talking to people from all walks of life. I love that I can work with them to help them with their businesses, their careers, their teams, their health and wellbeing. But more than that, I love what I learn from them, and that’s why I’ve made a career out of it. I have spent 30 years in all facets of human resources; manager, organisational development consultant, career coach, certified executive coach, board member.

e: joanneashby@purposebuilt.co.nz, w: www.purposebuilt.co.nz