At its core, recruitment revolves around the ability of individuals to make a living for themselves and their families. It's essential to remind of it in order to understand why anti-discrimination initiatives in recruitment are so fundamental. We are aware that unemployment rates are higher among foreign-born individuals compared to native-born. Multiple studies have shown that having a non-Swedish-sounding name decreases the chances of receiving a job interview invitation. Additionally, research has suggested that advancing age diminishes the likelihood of being contacted by an employer.
In the today’s digitally managed job matching sector, discrimination can occur at every stage of the recruitment process. It is crucial to understand that the method and the criteria used in matchmaking play a decisive role in determining who has greater chances to be hired for a specific job. Historically, degrees, qualifications, work experience, references, and skills are used as criteria to describe a person’s capability to perform a specific job. Each of these parameters carry its own set of pros and cons. There has been a shift in recent years, with skills gaining prominence as a criterion, while degrees are progressively becoming less obligatory. Skills are considered as more inclusive than degrees; however, due to unequal access to formal competency-based education and the influence of sociocultural factors on the demonstration of skills, competency-based recruitment is also lacking perspectives in terms of equality. Additionally, there are legal uncertainties regarding the validation of skills (and the availability of validation opportunities). There is often discussion about the existence of "hidden workforce" that remains unnoticed in the matching process. Thus, there is a group in society that is excluded right from the initial matching stage. This situation is neither sustainable for individuals, nor for organisations and society at large. Job matching process must foster greater inclusion.
Meanwhile, the employment statistics paint a historically bleak picture. Based on a 2022 Gallup survey, merely 14% report feeling engaged in their work. What are the consequences? In a more detailed report whereas the survey was part of, Gallup’s CEO John Clifton, emphasizes the importance of having engaged employees at work:
“Business units with engaged workers have 23% higher profit compared with business units with miserable workers. Additionally, teams with thriving workers see significantly lower absenteeism, turnover and accidents; they also see higher customer loyalty. The point is: Wellbeing at work isn’t at odds with anyone’s agenda.“
In other words, there are benefits in having wellbeing among employees, even from an organisational and economic perspective. Worth noting in this context is that the societal costs of sick leave in Sweden in 2022 amounted to 71 billion SEK.
But how does one foster employee’s wellbeing and engagement? What are the underlying factors? And is it possible to promote them in the job matching process? Looking at the research on motivation, the so-called self-determination theory (SDT) highlights three fundamental psychological needs: autonomy, competence, and relatedness. A basic need, by definition, significantly influences our well-being when satisfied and directly affects our ill-being and dissatisfaction when hindered. There is a demonstrated correlation between the fulfillment of these basic needs and well-being and intrinsic motivation. Studies in the field of occupational research have shown that meeting these needs fosters internal work motivation resulting in various outcomes, including:
Increased autonomy results in higher profit for the organisation. Hence, there are numerous advantages to considering the psychological basic needs in the workplace.
The younger generations, commonly known as Generation Y and Z, are often described as placing greater importance to well-being and meaningful job in the workplace (referred to as the work-life balance). Deloitte's global survey of Millennials and Generation Z in 2022 highlights the necessity for employers to prioritise well-being and the work-life balance to effectively meet the needs and engage with these generations.
What difference could emphasizing motivation as a matching criterion alongside traditional parameters make? There are two main interpretations of "motivation matching": one aims to boost opportunities for job seekers to feel intrinsic motivation, increased engagement, and well-being in their workplace. This form of matching could be labeled as "motivational-supportive matching." The second interpretation is based on the applicant's drive and motivation for a specific question, task, or problem, serving as an alternative or complement to formal qualifications, with an implied focus on a learning organization at its core. In other words, if a candidate is motivated and curious enough, it is believed he can learn what is lacking in formal competence. This approach can be referred to a "motivation-driven matching." These two approaches are interconnected because motivation-driven matching enhances autonomy, allowing job seekers more flexibility in their actions, as they are not as restricted by their merits and competencies in the same way. By promoting motivation as a basis in the matching process, the labour market could potentially broaden opportunities and open up for job seekers lacking formal qualifications, supporting psychological basic needs such as autonomy and competence, and potentially improving well-being. Looking from a sustainability perspective such as Agenda 2030, parallels can be drawn between the potential health-promoting and anti-discriminatory effects of motivation matching and the goals with social sustainability, described by the Swedish Public Employment Service such as:
"Social sustainability is about everyone's equal right to a good life. It entails a life free from discrimination, enjoying good health and having the opportunity to influence one's life situation based on individual prerequisites."
Last, but not least, the question refers in a higher degree to economic sustainability rather than social. An increased emphasis on motivation in matching can serve as a strategy to address the skills shortage and the so-called competence gap. According to a survey conducted by Manpower Group, the situation is sufficiently alarming, with three out of four employers in Sweden facing difficulties in recruiting job seekers with the right skills. By prioritising curiosity and motivation in the recruitment process, the potential pool of capable candidates would expand, shifting the emphasis from candidates' formal previous qualifications to their future potential.