2023 is here, and it is time to look ahead. Start planning your tech hiring needs as per your business requirements, revamp your recruiting processes, and come up with creative ways to land that perfect “unicorn candidate”!
Right? Well, jumping in blindly without heeding what this year holds for you can be a mistake. So before you put together your plans, ask yourselves this—What are the most important 2023 recruiting trends in tech hiring that you should be prepared for? What are the predictions that will shape this year?
We went around and posed three important questions to industry experts that were on our minds. And what they had to say certainly gave us some food for thought!
Before we dive in, allow me to introduce you to our expert panel of six, who had so much to say from personal experience!
Let’s get to it, shall we?
6 industry experts predict the 2023 recruiting trends
#1 We’ve seen many important moments in the tech industry this year; such as the wave of quiet quitting, and tech companies standing up for their female employees against Roe vs. Wade. Do you foresee any of these carrying over to 2023 and why?
Rado: In my opinion, a lot of those will carry over. I felt this was a preparation year for what was to come. I expect next year to have a lot of turmoil. There is still a raging war in Europe, the economy is a stretch team, and for the first time since the dot-com, bubble tech is not out of this.
Mike: I wish I had the crystal ball for this, but I hope that when the market starts picking up again (rapidly I’m inclined to think) that companies will have to adopt more and higher levels of support for the employees as it relates to culture, DEI, and general happiness. As competition picks back up for top candidates across the board, especially in high-tech, what we’ve learned and where the market has been heading since 2020 will play an even bigger and more important role in the attraction and retention of talent.
Pamela: Quiet quitting has been here way before 2022, and it is here to stay if organizations and companies with poor management and leadership are unwilling to inspire and motivate people. The only difference I see in 2023 is that some small part of those poorly managed companies will become more aware of the reality that quiet quitting is happening in their backyard. Tech companies are now setting the trends for creating benefits policies that protect everyone equally, and this won’t be any different in 2023.
Also, read: What Tech Companies Need To Know About Quiet Quitting
Brian: Yes, absolutely. In the 2022 Edelman Trust Barometer report, the global agency surveyed more than 36k+ people across 28 countries, and out of this pool, almost 1 in every 2 people interviewed said they see government and media as divisive forces. We as a global population are looking at increasing levels of our local, national, and global companies, nonprofits, communities, and organizations to be champions for our rights, ideologies, and values.
On the other hand, the report also found that people do not think businesses are doing enough to solve society’s issues, be that climate change; economic inequality; healthcare; wellness; diversity, equity, inclusion; reskilling; and many more. For people to work at their best, their (company) environments will need to be supportive and conducive to their growth, optimization, and potential. The companies that find a way to balance business growth and personal growth will do disproportionately well compared to those that don’t.
Steve: Quiet quitting in the tech space will naturally face pressure as there is a redistribution of tech talent. Over the past few years, major employers gobbled up tech talent in part catalyzed by the further normalization of virtual working decreasing locations’ role as “friction” in the labor market. That said, the dialogue between “talent” and “employer” will continue to play out with quiet quitting and benefits related to the Dobbs decision being examples of this dialogue. For example, I expect the idea of dual employment and fractionalized employment to remain a vibrant point of discussion in 2023.
Patricia: Quiet quitting has been around for generations—people doing the bare minimum because they are no longer incentivized to stretch themselves thin. Right now we’re in an economic crunch so companies are downsizing and tripling people’s workload. No one wants to talk about that. The same pay for a two-people workload is why gen Z are no longer betting on staying with companies until they die. They invest 5-6 years if they have a 401k or make a switch as soon as another opportunity. I don’t blame them because companies are not giving out promotions, bonuses, or even perks like they use to. But they are happy to have you work harder for less. No one discusses employees who were furloughed during the pandemic and how they suffered in silence.
Companies want to hold on to women in the workforce. Let’s be honest, there are more women in the world, black women are one of the most educated, and studies show that women outlive men. Women rock! They come up with amazing ideas and expedite growth by being mentors and role models.
#2 What is your pro tip for HR professionals/engineering managers who are currently dealing with the hiring freeze and anticipating a huge deluge of vacancies next year?
Rado: Engineering managers should be able to do “more-with-less” in the coming year.
Mike: Well first, (shameless plug), be in touch with me/Wayne Technologies as a stop-gap for when the time comes.
It’s in the decrease and increase where companies find the hardest challenges. Dealing with low levels of recruitment needs, or even very high levels with tons of open roles, while they present challenges, they are things that companies have, more or less, figured out. It’s the transition between the two that causes struggle.
Pamela: Remain calm – no need to “add fuel to the fire”! I know it is easier said than done, but in situations when you don’t have control over the outcome, the best thing to do is focus on the day-to-day priorities to get that feeling of control over your work and keep a positive mindset.
Brian: We have to build during the bear markets to thrive in the bull markets.
Companies can create internal hackathons to exercise creativity and shipping muscles for their teams to flex a growth mindset.
Companies can also invest in upskilling their current members so they stay agile when responsibilities shift or requirements change. When there are economic difficulties, hard times, or stressful situations, this warrants more company-wide compassion with a mindset centered around abundance and growth so everyone can survive and thrive together.
Also, read: Internal Hackathons – Drive Innovation And Increase Engagement In Tech Teams
Steve: HR professionals facing a hiring freeze will do well to “upgrade” processes, talent, and technology aggressively during downtime. Manufacturing plants have shutdowns.
Patricia: Talk to hiring managers in all your departments. Ask, what are the top 3-5 roles they are hiring for in the new year? Let’s be honest, budgets are set between January and June. Start creating pools of candidates that you think would be the best fit. A lot of people get laid off in January too because some companies don’t want to do it during the holidays. Also, those end-of-the-year evaluations might not be so favorable. Either way, people are always looking for work. Get in front of your company’s needs but also the candidates’ needs.
Audit your company’s hiring process as sometimes your process can be extremely outdated! Sometimes your tech can be outdated as well. Do you need to create a better hiring process, onboarding, and off-boarding experience? Look at search committees. See if those persons in them have proper training on DEI, interviewing, or know the recruiting process in detail. Understand your retention rates and how effective are ERGs. Sometimes you’re great at getting talent but not at keeping them.
Also, watch: 5 Recruiting Tips To Navigate The Hiring Freeze With Shalini Chandra, Senior TA, HackerEarth
#3 What top 3 skills would you like HR professionals/engineering managers to add to their repertoire in 2023 to deal with upcoming challenges?
Rado: Prioritization, team time, and environment management.
I think “prioritization” and “team time” management are obvious. But what do I mean by “environment management”?
A productive environment is one of the key ingredients for a productive team. Look at where your team wastes most time, which can be automated. For example, end-to-end writing tests take time because our tools are cumbersome and undocumented. So let’s improve this.
Mike: Setting better metrics/KPIs, moving away from LinkedIn, and sharing more knowledge.
- Metrics/KPIs – become better at setting measurable KPIs and accountable metrics. They are not the same thing—it’s like the Square and Rectangle. One fits into the other but they’re not the same. Hold people accountable to metrics, not KPIs. Make sure your metrics are aligned with company goals and values, and that they push employees toward excellence, not mediocrity.
- Freedom from LinkedIn – this is every year, and will probably continue to be. LinkedIn is a great database, but it is NOT the only way to find candidates, and oftentimes, not even the most effective/efficient. Explore other tools and methodologies!
- Join the conversation – I’d love to see new names of people presenting at conferences and webinars. And also, see new authors on the popular TA content websites. Everyone has things they can share – be a part of the community, not just a user of. Join FB groups, write and post articles, and comment on other people’s posts with more than ‘Great article’. It’s a great community, but it’s only great because of the people who contribute to it – be one of those people.
Pamela: Resilience, leveraging data, and self-awareness.
- Resilience is a “must-have” skill for the 21st century due to constant changes in the tech industry. Face and adapt to challenges. Overcome them and handle disappointments. Never give up. This will keep HR people alive in 2023.
- Get some data analyst skills. The capacity to transfer numbers into data can help you be a better HR professional, prepared to improve the employee experience and show your leadership team how HR is leveraging data to drive business results.
- Self-awareness allows you to react better to upsetting situations and workplace challenges. It is a healthy skill to cultivate – especially as an HR professional.
Also, read: Diving Deep Into The World Of Data Science With Ashutosh Kumar
Brian: Agility, resourcefulness, and empathy.
- Agility will allow professionals to move with market conditions. Always be as prepared as possible for any situation to come. Be flexible based on what does or does not happen.
- Resourcefulness will allow professionals to do more with less. It also helps them focus on how to amplify, lift, and empower the current teams to be the best they can be.
- Empathy will allow professionals to take more of a proactive approach to listening and understanding where all workers are coming from. Amid stressful situations, companies need empathetic team members and leaders alike who can meet each other wherever they are and be a support.
Steve: Negotiation, data management, and talent development.
- Negotiation – Wage transparency laws will fundamentally change the compensation conversation. We must ensure we are still discussing compensation early in the process. And not just “assume” everyone’s on the same page because “the range is published”.
- Data management and predictive analytics – Looking at your organization’s talent needs as a casserole of indistinguishable components and demands will not be good enough. We must upgrade the accuracy and consistency of our data and the predictions we can make from it.
Also, read: The Role of Talent Intelligence in Optimizing Recruitment
- Talent development – We’ve been exploring the interplay between TA and TM for years. Now is the time to integrate your internal and external talent marketplaces. To provide career experiences to people within your organization and not just those joining your organization.
Patricia: Technology, research, and relationship building.
- Technology – get better at understanding the technology that’s out there. To help you speed up the process, track candidate experience, but also eliminate bias. Metrics are becoming big in HR.
- Research – honestly, read more books. Many great thought leaders put out content about the “future of work”, understanding “Gen Z”, or “quiet quitting.” Dedicate work hours to understanding your ever-changing field.
- Relationship Building – especially in your immediate communities. Most people don’t know who you are or what exactly it is that you do. Build your personal brand and what you are doing at your company to impact those closest to you. Create a referral funnel to get a pipeline going. When people want a job you and your company ought to be top of mind. Also, tell the stories of the people that work there.