Nontraditional Career Paths Could Be Your Next Talent Goldmine. Here's Why

Nontraditional Career Paths Could Be Your Next Talent Goldmine. Here’s Why

/, , , , , /by

For decades, higher education has been considered the best way to gain the knowledge and experience employees need for a successful career. (At least, that’s what many people assumed.) For hiring managers, a college degree has long been a baseline for candidate qualifications. But what about people who pursue nontraditional career paths? If you overlook these candidates, are you missing out on a talent goldmine?

The Truth About Nontraditional Qualifications

All too often, resumes from people without a traditional education are immediately dismissed. This practice is so prevalent that applicants with any bachelor’s degree are more likely to get an interview, even if they didn’t study relevant subjects. In other words, you may have related skills and experience, but if you don’t have some kind of college education, you probably won’t be considered.

These hiring habits are antiquated and harmful. Exclusionary practices limit the candidate pool to a select group of people who can afford the financial burden of higher education. And those who can’t afford a degree but pursue one anyway will accrue a massive debt burden just to be competitive.

Frankly, focusing solely on people with a college education is not only bad for candidates — it’s also bad for business. Here’s why. When you reject nontraditional applicants up front, you’re arbitrarily excluding qualified candidates from interviews. As a result, you’re likely to miss perfectly qualified, eager candidates with the right skills and experience. It also means your recruiting process may be longer and more costly. What’s more, it can lead to weaker hiring decisions.

Fortunately, employers are starting to soften their stance on higher education. Large companies such as Google, Bank of America, and General Motors have been removing college degree requirements from certain jobs. Not surprisingly, younger workers are welcoming these changes. For example, 75% of Gen Z workers already believe college isn’t the only way to get a good education. And as more younger workers enter the workforce, their influence on hiring practices will increase, as well.

Bur hiring managers who want to hire the best candidates don’t need to wait for prevailing trends to change. There are concrete steps that can open your organization to more qualified applicants, regardless of their educational background. So, what exactly can you do to destigmatize nontraditional education in hiring decisions, and strengthen your businesses in the process?

4 Ways to Support Nontraditional Career Paths

1. Make Sure Change Starts at the Top

To transform a hiring culture that’s deeply ingrained in your organization, everyone needs to get involved. Start by ensuring that leaders accept new hiring standards and consistently champion these changes.

Get senior executives and middle managers to buy-off on talent acquisition methods that attract candidates from alternative sources. This is especially true for leaders in charge of hiring decisions. Broadly communicate your commitment by advertising new methods internally and externally. And prepare to prove the impact of this approach by ensuring that nontraditional hires have sufficient resources and support to succeed in their role.

2. Follow Other Employers’ Lead

An increasing number of companies across a broad spectrum of industries are already letting go of four-year degree requirements. When this occurs, skills and experience requirements also tend to expand. One useful tip is to research businesses with similar talent needs so you can learn from them.

For example, analyze how organizations like yours have adjusted their job requirements and evaluate the impact of these changes. For example, if you’re in the tech industry, Dell is an excellent example. Dell actually abandoned its university recruiting program. Now, the company offers apprenticeships and certificate programs to help develop talent with a wide range of desired qualifications.

3. Build Your Own Nontraditional Education Opportunities

One of the best ways to find top job candidates is to train them in-house. There are many ways to foster nontraditional talent from within, including career development opportunities, apprenticeships, upskilling, and reskilling programs. In fact, upskilling alone can improve a company’s culture and boost CEO confidence in measurable business results.

Many companies are already using these strategies to move their hiring practices away from a traditional focus on college degrees. For instance, Accenture launched an apprenticeship program in 2016. This program has helped the company hire hundreds of productive, qualified candidates from nontraditional education paths.

4. Get Involved in Your Local Community — And Stay Involved

Have you tapped into your local community as a sourcing channel? Many organizations have discovered that hiring locally removes relocation obstacles and makes it easier to verify candidate references. By sourcing local candidates, you can also increase the likelihood that new talent will fit well into your company culture.

For the best results when hiring locally, it’s important to conduct ongoing community outreach. By building your local networks and expanding awareness and knowledge of local sources, you can more easily build a more reliable, qualified talent pool.

Final Notes on Elevating Nontraditional Career Paths

The days of hiring managers demanding degrees are numbered. Candidates don’t always have equal access to higher education — or the money and time to complete a college education. Degrees still have their place in the talent acquisition process. But increasingly, employers are seeing better results by adjusting their sourcing and hiring methods — starting with degree requirements. By leading the charge, HR and business managers can reduce skills shortages, overcome talent obstacles, and improve organizational performance.

Generative AI in recruiting - peril, promise, or both?

Generative AI in Recruiting: Peril, Promise, or Both?

/, , , , , , /by

Sponsored by Radancy

Generative AI has risen to the forefront of work technology at a staggeringly rapid rate — bringing opportunities for employers to achieve powerful productivity gains. But, as with other disruptive technologies, it is also raising some serious concerns. For example, what are the implications of generative AI in recruiting?

AI-based content creation tools may be relatively new, but they’re clearly here to stay. That’s why it’s important for employers to understand how this technology is changing HR ecosystems, and prepare for its impact on recruitment and hiring processes.

Meet Our Guest: Todd Maycunich

Please join me in welcoming Todd Maycunich, a driving force behind Radancy, a leading talent acquisition platform. During his 17 years at Radancy, Todd has held multiple strategic roles, including VP of Product Innovation and Director of Platform Development.

Currently, Todd serves as SVP of Radancy Labs, where he leads a global insights team that leverages primary and secondary data to understand and address key trends that are shaping the future of talent acquisition. Join us as Todd and I dig deeper into the promise and pitfalls of generative AI in recruiting…

Behind the Rise of Generative AI

Todd, welcome to #WorkTrends! Why such a massive interest in generative AI now?

ChatGPT was released to the public on November 30, 2022. It wasn’t the first conversational user experience that demonstrated the ability to reason — but it was the most popular by far. In fact, it reached 100 million users faster than any other application.

These tools are capturing the imagination. People are suddenly having experiences they haven’t had with conversational bots. And they’re wondering if we are at the precipice of the next paradigm shift in computing. So I understand the hype.

The Downside of Generative AI in Recruiting
What are some of the risks of using these tools in HR – particularly in the recruitment process?

When new technology emerges, so do new problems. That’s particularly true when the pace of technology moves as quickly as AI is today.

But after six months of studying and using this technology in the context of hiring, here’s one of my concerns:

We’re using AI now in many ways to generate content. And that content is training the AI that will ultimately generate content in the future.

I think this poses more risks than opportunities. It creates a homogenization effect, so it’s harder to stand out. This can have a negative impact on brands, among other things.

Avoiding AI-Induced “Sameness”

That’s so scary. I think this tech is wonderful, but the risk isn’t just to recruiting and hiring. It will touch everything, yes?

There’s a lot of energy focused now on making sure some guardrails are put in place. Most companies are already thinking about how to protect their brand and their voice when AI helps generate content.

So the good news is that this is top-of-mind now. And companies like ours are integrating it safely into the talent acquisition process, as opposed to being a little bit fast and loose.

Implications for the Hiring Process

Can this technology make candidates seem indistinguishable by obscuring certain characteristics or attributes?

Yes, this is fascinating. Will it make a hiring manager’s job easier, or harder? I’m torn.

For example, what happens when a candidate uses AI-based writing suggestion tools to communicate with an employer, instead of directly researching the company, the job, or even the hiring manager? Will it make suboptimal candidates seem optimal?

This is a good example of how these tools can make it difficult to see people as individuals…

For more insights from Todd about how your HR team can make the most of generative AI in recruiting, listen to this full podcast episode. And be sure to subscribe to the #WorkTrends Podcast on Apple Podcasts or Stitcher.

Also, to continue this conversation on social media anytime, follow our #WorkTrends hashtag on Twitter, LinkedIn, and Instagram.

Suddenly, ChatGPT is everywhere. But how can recruiters use it to improve the hiring process? Try this guidance from HR tech company founder, Ray Guo.

How to Use ChatGPT as the Ultimate Recruitment Tool

/, , /by

What is ChatGPT?

It’s no secret — recruiting professionals are still struggling to find strong candidates for job openings. Competition for top talent remains fierce, and skilled workers are in short supply. No wonder many recruiters are turning to innovative tools to identify the right candidates more quickly and efficiently.

One of these tools is ChatGPT. This AI-powered chatbot uses advanced natural language processing techniques to communicate with users in a conversational way. It is trained on a massive dataset of internet text, which makes it proficient at discussing a vast spectrum of topics.

Why Recruiters Like ChatGPT

Why is this tool becoming so popular so quickly? Recruiters recognize it is a groundbreaking solution that can transform the speed and quality of talent acquisition. For example, if you ask ChatGPT about a candidate’s qualifications, experience, and skills, you’ll receive rapid responses that can help you make better-informed decisions.

ChatGPT is particularly useful at addressing the challenges posed by remote and hybrid work. During the pandemic, virtual hiring naturally accelerated. Now, as this trend continues, recruiters are finding that ChatGPT is a convenient solution for communicating with candidates from a distance.

Below, we’ll look closer at several ways employers are leveraging ChatGPT to improve recruitment. Specifically, we’ll cover how to use this powerful tool for:

  • Sourcing
  • Screening
  • Interviewing
  • Candidate Experience

4 Ways to Elevate Recruitment Results with ChatGPT

1) Increasing Sourcing Efficiency

Today’s hiring landscape is particularly complex and competitive. This makes it difficult to find the right candidates at the right time. However, tools like ChatGPT are revolutionizing this process.

One of ChatGPT’s most notable advantages is its ability to create personalized messages. In other words, automation in ChatGPT can help develop communications tailored to each candidate’s unique interests and characteristics. This means recruiters can differentiate themselves in sourcing outreach and increase their response rate.

How it works:

Enter specific information about the position and candidate qualifications. For instance, if you’re looking for a software engineer with experience in Java and Python, enter the job description and a descriptive profile of your ideal candidate. ChatGPT can generate messages that highlight the skills and experience you find most valuable.

Similarly, you can rely on ChatGPT to generate messages for marketing managers, data scientists, front-end developers, or others with specific qualifications. Your messaging can showcase your company’s strengths in these areas and appeal to candidates with relevant experience. Naturally, for best results, you’ll want to provide ChatGPT with the most complete information you’re able to share about your organization, open positions, and candidate qualifications.

ChatGPT isn’t the only AI-powered tool available for recruiters. In fact, you may want to use a tool designed specifically for talent sourcing. For example, Noon AI combines powerful language generation capabilities with data aggregation across LinkedIn, GitHub, and Crunchbase to help employers land the best candidates at a fraction of the typical cost per hire.

2) Improving Candidate Screening

Recruiting talent can be a daunting task, particularly when recruiters must process countless resumes. However, ChatGPT’s natural language processing and machine learning capabilities can dramatically streamline screening tasks. This makes it faster and easier to identify top talent.

One way ChatGPT improves this process is by extracting critical information from resumes. Instead of spending time analyzing each resume for relevant experience and skills, recruiters can input the resume data into ChatGPT. Then they can ask the bot to extract information that is pertinent to specific job requirements.

How it works:

For instance, say you’re looking for people with social media management skills. After you input these requirements into ChatGPT, the AI will highlight relevant experience and skills in a candidate’s resume.

Here are some prompts to help you get started:

  • “Please extract all relevant social media management experience and skills from this resume.”
  • “Can you help me identify any experience or skills related to project management in this candidate’s resume?”
  • “Please extract all relevant experience and skills related to customer service from this resume.”

In addition, ChatGPT can help prioritize candidates by providing AI-generated insights. By analyzing data such as past job performance and social media activity, it can help you quickly determine a candidate’s suitability for a particular role. If a candidate has a successful track record in similar positions, ChatGPT can prioritize them over other candidates with less relevant experience.

Here are some prompts to help you get started:

  • “Based on the candidate’s past job performance, can you provide insight into their potential fit for this role?”
  • “Please prioritize candidates with the most relevant experience for this role, based on your analysis of their resumes and job history.”

3) Enhancing the Interview Process

ChatGPT also significantly improves recruitment by assisting in the initial interview stage. Recruiters can leverage ChatGPT to create customized interview questions that align with each candidate’s experience and skills. This approach guarantees that each interview is more specific and targeted, leading to better-informed hiring decisions.

Here are a few sample prompts to help you get started:

  • “Hi ChatGPT. Can you help me generate interview questions tailored to this candidate’s experience and skills?”
  • “What are some interview questions I can ask to assess this candidate’s proficiency in Python programming?”
  • “Please provide me with interview questions that can help me evaluate a candidate’s communication skills.”

One of the most significant benefits of using ChatGPT for initial interviews is that it automates the evaluation of a candidate’s responses. In other words, it can analyze answer data and provides insights into each person’s strengths and weaknesses. This help you quickly identify which candidates are the best fit for a role.

Here are some example prompts to help you get started:

  • “Can you analyze this candidate’s responses to the interview questions and provide insights into their strengths and weaknesses?”
  • “Please give me an assessment of this candidate’s problem-solving skills, based on their interview responses.”

4) Elevating the Candidate Experience

ChatGPT is a robust tool that not only improves recruitment workflows but also enhances the overall candidate experience. For example, recruiters can automate the process of addressing candidate questions and concerns. This makes responding to inquiries quicker, easier and more reliable. It also helps candidates feel recognized and valued throughout the hiring process.

Here are a few sample prompts to help you get started:

  • “I want to improve candidate satisfaction by offering more transparency throughout the hiring process. ChatGPT, can you generate a message explaining next steps in the hiring process and what candidates can expect?”
  • “ChatGPT, can you help me craft a message to a candidate who wasn’t hired, but might be a good fit for future openings? I want to thank them for their interest and let them know that we’ll keep their resume on file.”
  • “ChatGPT, can you help me create a personalized welcome message for new hires? I want to provide them with information about our company culture, benefits, and onboarding process.”

ChatGPT also makes it possible to provide candidates with a seamless recruitment experience by guiding them through the application process — answering their questions and providing feedback. This reduces the amount of time and effort candidates must put into the application process, which leads to a stronger overall candidate experience.

Here are some sample prompts to help you get started:

  • “Can you help me create an application process that is user-friendly and easy to navigate?”
  • “Please provide candidates with feedback on their application status and next steps in the recruitment process.”
  • “Can you generate a message that expresses gratitude to candidates for their interest and the time they invested in our application process?”

Final Thoughts

In summary, ChatGPT helps bring a new level of efficiency and personalization to recruitment workflows. This kind of AI-driven tool makes it possible to receive and process resumes more rapidly, identify the best candidates with greater confidence, and improve transparency and responsiveness throughout the hiring process.

By making it easier for people to apply for jobs and interact with recruiters, ChatGPT ultimately contributes to stronger hiring decisions, even as it leads to a more engaging and satisfying candidate experience.

WOTC Prescreening Employer Tax Credit Compliance

The WOTC and Prescreening: How Employers Can Stay in Compliance and Reap the Benefits

/, , , , , /by

Sponsored by ADP

The WOTC (Work Opportunity Tax Credit) offers businesses a tremendous opportunity for tax credits based on hiring. But for organizations to participate and leverage the advantages of this federal program, they have to be in compliance. That means prescreening applicants. Given the recent update released by the IRS that clarifies the need to prescreen, the time is now to learn more.

As with so many complex tax credits and other regulations today, successfully navigating them requires not only understanding how to stay within the bounds, but then how to create a process to make it part of your hiring system.

A Tax Credit and a Boost

The Work Opportunity Tax Credit (WOTC) was first introduced in 1996. Since then it’s gone through a number of changes and extensions, including incorporating a credit for long-term welfare recipients in 2006. It’s authorized to stay in effect until December 31, 2025, so it’s anything but a flash in the pan: it’s a well-institutionalized regulation.

It’s designed to be both a tax credit for employers and a boost for employees, a combination of business advantage and social good. Companies who hire those American job seekers who consistently face barriers to employment can see up to $9,600 per employee — depending on a number of factors. In turn, qualifying new hires get the chance to break free from depending on government assistance and become self-supporting, steady earners and contributing taxpayers.

Leveraging the WOTC means respecting it: in its intent, the WOTC is designed to lift the barriers to employment among specific groups, and that’s why it includes specific criteria for compliance. It’s also opening up wider talent pools for employers at a time when hiring is tight, to say the least — and this should be seen as an added opportunity.

For larger companies that hire in numbers, it could be a windfall if done right. For smaller businesses it can make a tangible difference in a hiring budget: for every 4 or 5 new hires who fit within the target group, you may have the means to hire another employee as well.

Who Qualifies

Employees need to belong to a list of targeted groups, as specified by the IRS, and jobs must entail a minimum of working hours. Pay attention to the descriptions as well as the durations specified in each (adapted here):

 

Qualified IV-A Recipient:

  • A member of a family that receives state assistance under IV-A of the Social Security Act providing Temporary Assistance for Needy Families (TANF)
  • Assistance must be received for any 9 months during the 18-month period, ending on the hiring date.

Qualified Veteran: 

  • A member of a family that receives assistance under the Supplemental Nutrition Assistance Program (SNAP) (food stamps) for at least a 3-month period during the 15-month period, ending on the hiring date, or
  • Unemployed for a total of at least 4 weeks (consecutive or not), but less than 6 months in the 1-year period, ending on the hiring date, or
  • Unemployed for a total of at least 6 months (consecutive or not) in the 1-year period ending on the hiring date, or
  • Entitled to compensation for a service-connected disability and hired not more than 1 year after being discharged or released from active duty in the U.S. Armed Forces, or
  • Entitled to compensation for a service-connected disability and unemployed for at least 6 months (consecutive or not) in the 1-year period ending on the hiring date.

Qualified Ex-Felon:

  • Hired within a year of either being convicted of a felony, or
  • Released from prison for the felony.

Designated Community Resident (DCR): 

  • At least 18 and under 40 years of age, with a principal residence either in an Empowerment Zone (EZ) or
  • A Rural Renewal County (RRC).
  • The WOTC credit doesn’t cover wages paid or incurred for services performed while the person lived outside of an EZ or RRC. (You can find the latest list of EZ and RRC designations here.)

Vocational Rehabilitation Referral: 

  • Has a physical or mental disability and was referred to the employer while receiving or upon completion of rehabilitative services under:
  • A state plan approved under the Rehabilitation Act of 1973, or
  • An Employment Network Plan under the Ticket to Work program, or
  • A Department of Veteran Affairs program.

Qualified Summer Youth Employee:  

  • At least 16 but under 18 years of age on the hiring date or on May 1 (whichever is later), and
  • Only working for the employer between May 1 and September 15 (not employed prior to May 1) and
  • Lives in an Empowerment Zone (EZ).

Qualified Supplemental Nutrition Assistance Program (SNAP) Benefits Recipient:

  • At least 18 but under 40 on the date of hire, and
  • A member of a family that received SNAP benefits for either the last 6  months or at least 3 of the last 5 months.

Qualified Supplemental Security Income (SSI) Recipient:

  • Received SSI benefits for any month ending within the 60-day period that ends on the hire date.

Long-Term Family Assistance Recipient: 

  • At the time of hiring, is a member of a family that meets one of the following conditions:
  • Received assistance under an IV-A program for a minimum of the prior 18 consecutive months, or
  • Received assistance under an IV-A program for a minimum 18-month period beginning after 8/5/1997, and it has not been more than 2 years since the end of the earliest of such 18-month period, or
  • Ceased to be eligible for assistance under an IV-A program up to but no more than 2 years before because a federal or state law limited the maximum time those assistance payments could be made.

Qualified Long-Term Unemployment Recipient: 

  • Unemployed for not less than 27 consecutive weeks at the time of hiring
  • Received unemployment compensation during some or all of the unemployment period.

How to Certify

Eligibility for WOTC is not as simple as just hiring a member of one of these underrepresented talent pools and receiving a credit. As with many federal programs, the devil is in the details — and you can’t certify after the fact.

The IRS recently published additional guidance that clarifies the need to prescreen, and how to do it. As the update notes, “​​To satisfy the requirement to pre-screen a job applicant, on or before the day a job offer is made, a pre-screening notice (Form 8850, Pre-Screening Notice and Certification Request for the Work Opportunity Credit) must be completed by the job applicant and the employer.

To reiterate, both employer and job applicant need to complete Form 8850 in advance. Certification has to happen before you can claim this tax credit, which means establishing that the employee you hired is indeed a member of one of the targeted groups on the list.

And there’s more: employees in the targeted list qualify as long as they work at least 120 hours — any less, and the hire isn’t in compliance. Employers also can’t claim the tax credit for rehired employees (it’s not that much of a stretch to imagine that some employers might think they could rehire an employee in order to certify them for the WOTC).

While the maximum credit is $9600 for an eligible employee, the amount of credit an employer receives depends on the WOTC target group identified, as well as how many hours the employee works:

  • If the employee works at least 400 hours during the first year of employment, the tax credit equals 40% of the employee’s qualified wages.
  • If the employee works less than 400 hours but at least 120 hours, the credit equals 25% of the employee’s qualified wages.
  • Eligible employees MUST work a minimum of 120 hours to qualify.

Reading Between the Lines

It means something that the IRS releases an update clarifying its rules on prescreening. Clearly, there were issues being found in terms of when employers were screening: noncompliance was on the radar. Compound that with wanting to increase participation in the program, and likely a decision was made that it was time to set the record straight. Again, complying with the WOTC could mean a major windfall for a larger employer and a key difference in the budget for a smaller one.

But many employers may have been caught in a blind spot. Some have been customarily conducting certain screening processes post-hire, considering the practice a viable shortcut. The intention may be to assume the new employee qualifies, since there has been some due diligence on the part of the employer already. Another assumption may be that by certifying after the hire is complete, the credits will come sooner. But both approaches are wrong.

For one thing, Form 8850 covers specific information in a specific way in order to certify a hire — and as such, is far more effective in terms of fact-finding for WOTC compliance. From an HR standpoint, since both employer and job applicant need to fill out the form, there may be more incentive for the applicant to get all the information right if it helps boost their getting hired. And minor missteps can really add up, putting companies at greater risk, and great costs stemming from an accumulation of noncompliant hires.

Getting the Process Right

Simply making the shift to when an employer conducts screening and sends in their certification request, and then keeping clear and adequate records to stay in compliance would make all the difference. Here’s what you need to know:

Recruit potentially eligible candidates through the state workforce agency (SWA) or the local employment office. Then, screen them: the applicants need to answer the questions on page 1 of IRS Form 8850 on or before the job offer date. 

If the applicant is eligible (they qualify for one of the WOTC target groups), the next step is up to the employer. Employers must sign and submit the IRS Form 8850 — as well as Department of Labor (DOL) ETA Form 9061 or 9062 to the state workforce agency (SWA) within 28 calendar days of the new hire’s start date. 

Keep careful records of hours worked and qualified wages paid. Remember: WOTC-certified employees need to work at least 120 hours in the first year of hire.

Claim the tax credit using IRS Form 5884, and make sure you have not only accurate records but copies of all the forms and supporting documents submitted to the SWA. Keep tracking your employee’s hours in case the IRS wants to conduct an audit.

Better Practices, Better Results

Remember: audits potentially contributed to the IRS’ decision to publish an update with clarifying language on the need to prescreen. It’s clear some employers weren’t being compliant. The line in the sand has already been drawn. But it’s also possible that not all employers are aware of the ramifications of being out of compliance with the WOTC.

Not only does post-screening forfeit initial benefits, but there’s an overall risk of having the WOTC credit revoked if an employer is found to have systematically not complied with prescreening requirements. In a big company that is always hiring, that could be a disaster.

The solution isn’t to hope for the best here. It’s to lean on solutions that help you make the shift without adding complexity. An integrated solution can make it far easier to change a long-held process consistently across the board. But given the historic lack of clarity on compliance and why shortcuts won’t work, this may be the time to look for better guidance.

The Benefits of an Outside Provider

Consider partnering with an outsourced solution provider who has experience with prescreening. A solution provider who has a solid track record with successful prescreening will be able to create a better process that’s streamlined and efficient. They can help get your organization over the common hurdles and build better ways to ease the pain points.

Given the pressures organizations are under — from intensely competitive hiring to a need to scale and adapt within shorter windows than ever — being able to leverage the advantage of the WOTC could be a key differentiator.

Minimizing your organizational exposure to risk is never a bad idea. But having a well-run, successful, WOTC-compliant hiring program may do even more. It’s a huge boost to its employer reputation that could pay off in a steady talent pool and a great workforce.

EDITOR’S NOTE: ADP has developed additional information about the WOTC and how employers can apply it. Learn more here

Employers, what can you do to achieve talent acquisition success in 2023? Try these 8 tips from HR and business leaders

8 Ideas for Talent Acquisition Success in 2023

/, , , /by

Every employer’s definition of talent acquisition success is different. But many employers have learned valuable lessons over the years. Recently, we decided to capture some of those lessons so other hiring organizations could benefit. That’s why we asked business and recruiting leaders to share tips for talent acquisition success in the year ahead.

Tips for Talent Acquisition Success

From using predictive analytics to cultivating a sense of community among team members, we received a collection of answers that reads like a practical “how to” playbook. Below, we share the top answers to our question, “What’s your best strategy to gain a competitive advantage in talent acquisition this year?”

  •   Re-Engineer Your Brand as a Recruiting Tool
  •   Share Engaging Video Content
  •   Be Flexible
  •   Use Predictive Analytics
  •   Deepen Your Diversity Initiatives
  •   Assess the Market and Develop Appropriate Goals
  •   Audit Your EVP and Culture from a Prospect’s Perspective
  •   Create a Sense of Community

To learn more about how you can make these ideas work for your organization, read the full responses below…

8 Ways to Achieve Talent Acquisition Success in 2023

1. Re-Engineer Your Brand as a Recruiting Tool

We all know how important employer branding has become in the age of social media. But we sometimes overlook it as a true recruiting channel in the overall talent acquisition strategy.

Often it’s used as a marketing tool for selling a company brand. But my best tip is to re-engineer your employer brand so it acts as a recruiting tool. For example:

  • Develop lead magnets that link to employee stories.
  • Conduct career-building webinars for industry newbies and collect emails or resumes from interested registrants.
  • Create quizzes or surveys targeting people who are open to job opportunities, and use these teasers outside your career page to gather more leads.

If you’re an HR or recruiting professional, employer branding challenges you to put on your marketing hat. This year, add a sales hat to that mix so you can attract more qualified candidate leads and close more job offers.

Kelly Loudermilk, Talent Innovator, BuildHR, Inc.

2. Share Engaging Video Content

How many of us would decide to buy a house or a car without knowing vital details? Yet most employers still expect candidates to settle for this kind of hiring experience.

The problem is that smart people don’t have the time or desire to jump through all the traditional job application hoops to find out what’s on the other side. That’s why savvy employers are including more detailed information about jobs on the front end of the recruiting process, so they can attract better talent.

But what about nuanced questions where the answers won’t fit into a tidy bullet point on a job description? Questions like, “What types of challenges does your team solve regularly?” or “What is it like to work with the manager?” This is where video can help.

By recording video answers to these critical questions, recruiters have an indispensable new set of assets that can make candidate outreach more effective. Video also helps employers seem more transparent, which helps them stand out in competitive hiring situations.

Justin Vajko, Principal & Chief Strategy Guy, Dialog

3. Be Flexible

If your company expects to attract and retain talent, you must offer employee experiences that support real flexibility and build your culture around this way of working.

Our new “Work Now” research report found that leaders view the workplace as flexible because of the freedom associated with their role and stature. However, employees don’t experience the same level of flexibility.

Leaders who expect to attract and retain great employees need to listen carefully, move past assumptions based on their personal experience with the organization, and design more connected, flexible experiences for other members of the workforce.

Also, if you’re tempted to rely on pulse surveys for feedback, here’s another tip. While these tools may be helpful, remember you may be viewing results through a biased lens that doesn’t tell a true story.

Instead, move beyond pulse surveys. Engage with employees, listen to their stories, invite them to the table, and co-create the future together. That’s how you can fundamentally improve the way you work.

Douglas Ferguson, President, Voltage Control

4. Use Predictive Analytics

I believe predictive analytics is key to talent acquisition success this year. Predictive analytics is the practice of using data to make predictions about future events. With these tools, you can identify potential candidates for open positions, before jobs are even posted. That means you can get a jump on the competition and hire the most qualified candidates before other organizations can snap them up.

In addition, you can use predictive analytics to assess an individual’s probability of success in a particular role. This means your recruiters can focus on candidates who are most likely to succeed. Ultimately, advanced analytics can help you hire the right people for the right roles, and that can lead to a significant advantage in the war for talent.

Antreas Koutis, Administrative Manager, Financer

5. Deepen Your Diversity Initiatives

The emphasis on workplace diversity has continued to gain momentum. It’s now essential to consider candidates you might otherwise overlook because of their race, gender, or other factors. This isn’t about fulfilling quotas. It’s about expanding recruiting reach by tapping into a more diverse talent pool. Ultimately, this adds depth and dimension to your culture.

Try reaching out proactively to attract candidates from diverse communities. Get out of the office and connect with groups that are underrepresented in the workforce. For example, you can host recruitment events in locations that are convenient for people in these groups.

Partnering with schools in these areas is another way to introduce students to your industry and educate them about related career paths. Internships can also help you connect with young people from diverse backgrounds and help them prepare for future roles in your organization.

Matthew Ramirez, CEO, Rephrasely

6. Assess the Market and Develop Appropriate Goals

Establishing a competitive advantage for talent acquisition success requires a laser focus on both short-term and long-term hiring needs.

Be prepared to investigate the current labor market and integrate leading-edge technologies into your recruitment processes. By investing in data-driven insights, you can develop innovative strategies that differentiate your company from the competition. For example, you can:

  • Evaluate the job market in real-time,
  • Leverage AI and machine learning to source talent more efficiently and proactively,
  • Create proactive employer branding campaigns to showcase your company culture
  • Engage with passive candidates through targeted outreach strategies.

In addition, focus on developing a comprehensive remote hiring strategy, because more companies are moving or expanding their operations away from traditional office locations.

Linda Shaffer, Chief People Operations Officer, Checkr

7. Audit Your EVP and Culture from a Prospect’s Perspective

In a highly competitive job market, standing out and showcasing your culture is the biggest competitive advantage you have in attracting new talent.

Now is a great time to be sure your EVP shows prospective employees why they should work for you, what you offer, and how they can contribute. An EVP is simply your shop window for people you want to attract, retain, and help you grow your business.

I recommend auditing your EVP to put fresh eyes on all your candidate touch points. Review your culture, identify your strengths, and analyze your exit survey data. What can you improve? Does your “careers” website accurately reflect your desired EVP?

Get your whole team involved in this assessment process – HR, Talent Acquisition, and Marketing should work together to showcase your organization in the right light across multiple channels.

Charlie Southwell, Marketing Director, Let’s Talk Talent

8. Create a Sense of Community for Talent Acquisition Success

If your company offers remote work, you have a substantial competitive advantage.

Research indicates that remote work opportunities influence candidates’ salary requirements. But remote work structure isn’t the whole package. Candidates are also interested in knowing how employers create an environment that fosters connection among team members who may not work onsite. For instance, it’s critical to create a sense of community in a remote-based organization with practices like these:

  • Quarterly strategic team meetings
  • In-person team training
  • Regular video lunch and learns
  • Video town halls
  • Hackathons
  • Employee resource groups (ERGs)

Research indicates that people with at least 7 work friends are 35% more likely to stay with their employer. In recent interviews with employees who’ve been at our company for more than 2 years, most told us that interacting with their team is a key reason they enjoy coming to work.

Remote is a terrific way to attract new employees, but creating a sense of community is what keeps employees engaged.

Pat Mulvey, Director of Talent Acquisition, Saatva

 

EDITOR’S NOTE:  These talent acquisition success ideas were submitted via Terkel, a knowledge platform that shares community-driven content based on expert insights. To see questions and get published, sign up at terkel.io.

IT Recruiting is still a struggle These strategies can help

IT Recruiting is Still a Struggle. These Strategies Can Help

/, , /by

Recent headlines are shining a bright light on high-profile layoffs in the technology industry. But for many employers, IT recruiting is still an uphill battle — largely because the IT talent shortage continues to dampen hiring plans.

For years, organizations have posted more job openings than qualified candidates could fill. The opportunity cost is staggering. To put this into perspective, consider that by 2030, at least 85 million jobs could go unfilled. In financial terms, this shortfall could translate into $8.5 trillion in unrealized annual revenues.

Fortunately, the pandemic-era shift to remote work helped expand the global pool of candidates. But it also increased competition for the strongest candidates.

What can you do if your competitors are offering higher salaries or better benefits? It doesn’t mean your organization is out of the running. How can you gain an advantage? In this fierce IT recruiting marketplace, you can attract and retain the best global talent by focusing on three key priorities:

Strategies for Global IT Recruiting Success

1. Define Audiences and Create Candidate Personas

It’s essential to know your target audiences. This includes thinking carefully about the personas of candidates you want to attract, and understanding their career drivers.

First, your talent acquisition team and hiring managers should take time to explore the different cultures related to your target markets and understand what is important to these potential candidates. This insight will help you develop messages and incentives that resonate with the various types of people you want to draw into your organization.

For instance, messaging that a software developer in India considers important and engaging won’t necessarily interest a software developer in Bulgaria or any other country. The same principle applies to nearly every other position and region, across the board. 

Also, a large pool of talent isn’t yet ready to enter the workforce but will become a priority in the future. Don’t wait. Start considering now what it will take to reach those young candidates and appeal to their interests.

For example, an internship program is one way to build a pipeline of candidates who will soon be prepared to enter the workforce. When college students perform effectively and have a positive work experience as interns, you can build a bench of people who are ready to be hired when they graduate.

2. Develop Your Employer Brand and Showcase Your Culture

To attract and retain top global IT talent, it’s especially important to publicly showcase your employer brand and company culture in an authentic way. 

Social media is one of the easiest, most effective tools to accomplish this. Ideally, your social media presence provides visibility into your organization’s culture, mission and values, professional development opportunities, diversity initiatives, corporate social responsibility, and team bonding activities. This helps potential candidates envision what it could actually be like to work there. 

Your social media presence is especially important when attracting younger talent. In fact, The Harris Poll says 58% of Gen Z and Millennial job seekers with work experience rely on social media to research potential employers. And 48% have applied for job opportunities they found on social media.

And other research reveals that most candidates who are seriously considering a job offer will carefully review a potential employer’s social media profiles for red flags before they decide to accept.

BREATHE LIFE INTO YOUR EMPLOYER BRAND

Clearly, Gen Z and Millennials are turning to social media when looking for jobs. They’re also willing to get involved as employees if employers simply ask.

For example, an employee brand ambassador program could significantly amplify your organization’s social presence. By crowdsourcing social media activity internally, you can generate higher-quality content, increase audience reach, and drive much deeper engagement.

Employee brand ambassador programs can also capture behind-the-scenes “magic” that makes your organization a unique place to work. This could include everything from feel-good stories about managers who recognize team members in fun ways and internal team traditions like weekly trivia contests, to candid videos of silly work moments and community volunteering events. Your employees are uniquely positioned to showcase your brand in ways that no one could communicate alone.

From Instagram, Facebook, and Twitter to LinkedIn and Glassdoor, the content posted by and about your organization reflects your overall employer brand. So it’s important to work closely with your marketing and social media teams to ensure your efforts support the organization’s brand identity across all platforms and channels.

3. Prioritize and Personalize Candidate Experience 

The last (and perhaps most important) piece of the global IT recruiting puzzle is to provide the best possible candidate experience. This is vital because it helps distinguish your organization from other companies that are vying for the same talent.

Your candidate experience is essentially your brand experience. In fact, 78% of job hunters agree that the candidate experience they receive directly indicates how much an employer values its people.

Not surprisingly, a weak candidate experience has caused some job hunters to withdraw from the hiring process. Their top 3 issues:

  • Disrespect during interviews
  • Poor rapport with recruiters
  • The process simply took too long.

Ultimately, a negative candidate experience can harm your brand. For example, 72% of candidates that encounter a negative candidate experience will tell others about it directly or online. That’s not the kind of word-of-mouth any employer wants to spread.

ELEVATE YOUR CANDIDATE JOURNEY

How can you ensure a strong candidate experience? Focus on each stage of the process:

  • First, carefully review and evaluate the entire journey. Start with the moment someone learns about a role at your organization. Then, move through each step until a new employee arrives for the first day on the job.
  • When candidates initially apply, is the process as easy, accessible, and straightforward as possible? Can people apply quickly online, or do you require them to go through multiple steps and submit excessive amounts of information?
  • During the interview cycle, your hiring team has a chance to shine. How do you assure candidates that you’re interested in them and you value their time? Is everyone in the hiring process able to prepare for interviews? Do they develop relevant questions, so candidates can provide useful answers? Does your process give candidates ample opportunity to ask about job expectations, organizational culture, and other key decision criteria?
  • Throughout each stage of the journey, clear, consistent communication is key. Are you keeping candidates in the loop with regular updates and next-step information? And if you choose not to move forward at any point, do you explain why in a timely, thoughtful way?

These steps may seem obvious, but if you want better results, you won’t leave them to chance. Why? According to a U.S. survey, interviews trigger anxiety in as many as 93% of job seekers. A great candidate experience can help relieve stress. This means candidates will be able to focus on discussing their strengths, demonstrating their skills, and determining if the position is a good fit.

Final Notes on Global IT Recruiting

In today’s candidate-driven global IT market, applicants have the power to choose which employer they prefer. That’s why it’s crucial for hiring managers and talent acquisition teams to know their audience, develop their employer brand, and perfect the candidate experience. When these three components work well together, your organization has the best chance of attracting and hiring the right kind of talent for every job.

Employers: How can you create the perfect job offer? An expert outlines 3 key elements to consider - on the TalentCulture blog

A Perfect Job Offer is Much More Than Just a Number

/, , , /by

TalentCulture Content Impact Award Winner - 2023

How would you define the perfect job offer? Some people think it’s about finding a magic number that will seal the deal with the right candidate. But smart recruiters know it involves much more than that.

Compensation negotiations have always been complex. But now they’re changing in some fundamental ways. This is largely thanks to new pay transparency laws, which mandate that employers include salary ranges in job postings. As a result, here’s what I see ahead…

How Pay Transparency Changes The Hiring Game

Pay transparency is a boon for job seekers, who will have access to much more useful information about open positions. But this doesn’t need to be a zero-sum game. No doubt, many employers will adjust their tools and processes. And that means recruiters can prosper under these new pay transparency rules. How?

For recruiters, the goal is the same as always — bring the perfect offer to the table. But now, the way to get there is likely to be different than it was in the past.

Making a perfect job offer has always required a balance of three key objectives — fairness, cost-effectiveness, and competitiveness. But these elements are dynamic. The balance is always shifting. So the more you understand how these relationships are changing, the better.

Imagine this: A knowledgeable recruiter leans more heavily on one of these three objectives when making an offer. That strategy might work in today’s hiring climate.

But what about next year? Without the right tools, the same recruiter may not have enough information to make reliable decisions. Instead, compensation will be based on guesswork. And this could jeopardize the balance that holds these offers together.

To build more solid job offers in 2023, take a closer look at the 3 factors I’ve mentioned:

The 3 Pillars of a Perfect Job Offer

1. Fairness

Candidates should be paid fairly. It may sound obvious, but with new pay transparency laws, recruiters have a more important role in making sure this is the case.

Fairness can be tricky to prove because it’s relative. Start by comparing candidates with their own abilities, with employees who do similar work, and with others in your organization.

But keep in mind that it’s not enough for you to think an offer is fair. A candidate must also believe it’s fair. That’s because candidates are much more likely to accept an offer they think is fair than those who think it’s based on guesswork or gamesmanship.

How can you convince candidates that an offer is fair? Don’t assume they’ll take a recruiter’s word for it — they want to see the data. That means your organization will gain a significant advantage if recruiters are able to show their work. This is possible to do with modern data analytics tools, even at scale.

2. Cost-Effectiveness

Your recruiters should be able to attract the best candidates to your organization at the right price. This sounds like a reasonable expectation. But what, exactly, does it mean?

Too often, organizations treat recruiting simply as a cost center. They set a budget and expect recruiters to work within those parameters. That’s important, but there’s so much more your talent acquisition team can accomplish.

Even now, as the economy experiences a downturn, recruiters aren’t just sourcing scouts who fill open positions. They’re also talent strategists who can think holistically about your business needs and goals while also providing the best candidates at the right price.

A compensation strategy involves so many complex elements: workforce planning, budgets, guaranteed vs. at-risk pay, and financial performance. The effects of compensation decisions reach far beyond any individual job applicant. In fact, deciding how many people to hire and determining what to pay them are among the most costly and important decisions any business leader must make. So, as the economy continues to sputter, cost-effective job offers are increasingly important to every organization.

3. Competitiveness

A job offer should balance the chance of a candidate saying yes with the compensation cost to the organization. Understanding what’s at stake is essential in today’s environment. This is why many employers are upgrading their compensation analysis tools. Because in a volatile labor market, good data makes the difference between successfully navigating choppy waters and crashing against the rocks.

In a way, cost-effectiveness and competitiveness are two sides of the same coin. Recruiters want to make offers that help their organization manage costs, even as they attract and retain top talent. But without the right data, finding that balance can be difficult.

This is where recruiters are most likely to make mistakes. In a white-hot talent market, landing qualified candidates can be a struggle. In a down market, it’s a challenge to stay within prescribed budgets. That’s why the perfect offer deserves as much market intelligence as possible, no matter what the hiring climate may be.

Getting Ahead of the Curve

Fair, cost-effective, and competitive. A perfect job offer must balance all three. Recruiters can get ahead of the curve now by taking tangible steps to implement this three-pronged strategy. Specifically, they can focus on using the right information, ensuring that processes are accountable, and communicating about pay throughout each step of the recruiting journey.

At its core, a perfect job offer is based on the best available compensation insights. For successful employers, that means real-time data that indicates what job seekers expect to be paid, what candidates are offered and are willing to accept, as well as what internal data says about existing compensation standards.

The era of pay transparency is here. It may be new, different, and perhaps even a bit intimidating. But it’s also an exciting time to be a recruiting professional. Because, if you’re willing to adapt, a perfect job offer is always within your reach.

 

How can employers build an international workforce? Check these tips from a global recruitment expert

How Can You Build an International Workforce? Tips for Success

/, , , , /by

In the past, many employers dismissed the idea of building an international workforce. Those who could attract local talent considered it unnecessary. Others didn’t have the resources to support remote teams. No more. Why? The market for talent is vastly different today than when the pandemic began three years ago.

Welcome to a New World of Work

Even if you’ve only glanced at business news recently, you’ve seen the signs. Several rapidly changing trends are rewriting work-related behaviors, norms, and expectations in significant ways.

Employees are working from home in unprecedented numbers. And they’re quitting their jobs at higher rates, despite inflation and other economic warning signs. In fact, people are more mobile than ever.

What’s more, these trends aren’t limited to a few isolated professional groups or locations. Now, you can see evidence of these changes in every corner of the world. So, what’s the key takeaway from all of this upheaval? In my opinion, it all points in one direction — to the rise of a truly international workforce.

Why Choose an International Workforce?

According to government statistics, roughly 75% of global purchasing power lies outside the United States. And across that global landscape, an international workforce has sprung up, filled with talented, driven people who are eager for employment.

Fortunately, many crucial technologies are now available to help employers find and hire an international workforce. For example, these tools are designed to assist with everything from identifying the right candidates and onboarding new hires to ensuring that payroll complies with regulations in an employee’s home country.

Employers with a modern, cloud-based HR technology ecosystem can integrate these tools into their existing tech stack with relatively little disruption. But whatever applications you choose should be based on a holistic talent strategy. In other words, you’ll want to develop a plan that considers all the issues and benefits associated with international expansion.

But for many organizations, the reasons for going global are compelling. Competition for qualified talent remains intense. And now that flexible work models are becoming a standard, the reasons for U.S. companies to go global are clear. It has never been easier to attract and retain the talent you need by expanding your geographical footprint. But employers who want to succeed should focus on these key steps…

How to Hire a Truly International Workforce

1. Uplevel Your Talent Acquisition Efforts

Many employers continue to act as if their sourcing efforts are still limited to a specific geography. But that’s no longer the case. Today’s qualified talent pool is global. So, if you make the most of this competitive opportunity, in no time you can expand your applicant pool.

The U.S. doesn’t have a monopoly on exceptional workers with specialized knowledge and experience. Not even close. By limiting yourself to domestic workers, you also limit your company’s potential.

Obviously, a major advantage of global hiring is the ability to quickly fill high-priority roles. But there are other valuable benefits, as well.

For instance, if diversity is important to your organization, an international workforce opens the door to fresh perspectives. Embracing people with various points of view brings the kinds of insights that help businesses grow and thrive. In fact, diverse teams are 1.8 times more likely to be prepared for change and 1.7 times more likely to lead market innovation, according to Deloitte.

This also sends a powerful message to potential hires and customers about your commitment to diversity and inclusion. For example, having an internationally diverse workforce is a strong selling point for 67% of candidates looking for a new job.

2. Find Local Partners You Trust

Thus far, we’ve discussed one type of remote hiring — accepting applications for remote roles from people around the world. But there’s another type of remote hiring with massive implications. It’s when companies want to rapidly enter a new geographic market.

In the past, businesses breaking into a new country like Thailand might have acquired a Thai company to absorb its workforce. This can be slow, time-consuming, and costly. And it may even be a cultural mismatch.

Now, this process is no longer necessary. Today, through remote recruiting, businesses can simply hire the remote workers they need in Thailand, and work with them to implement a rollout in that country.

This raises a related question: How can you trust a remotely-hired partner to build your business in another part of the world? Ultimately, the answer is the same as it would be for a domestic candidate.

This means you’ll want to complete the same type of due diligence. Ask for references. Conduct multiple rounds of interviews. If possible, begin with a probationary trial period, so you can clarify each candidate’s skills and culture fit. Although hiring an international partner might seem like a bigger decision than hiring a domestic candidate, the same basic rules apply.

3. Leverage New Technology to Drive Global Growth

Certainly, global hiring isn’t simple. Setting up operations in a new work environment — with its own distinct customs and employment laws — requires specialized knowledge that isn’t readily available in most organizations.

What are the local laws around hiring and firing? What kinds of expectations do employees bring to their day-to-day work lives? What are the labor laws? How are things like cross-border compliance monitored? These are essential questions when hiring globally, and it’s imperative that businesses build their knowledge base so answers are available when they inevitably arise.

Fortunately, in recent years, many technology solutions have emerged to help businesses deal with issues like these. AI-powered platforms can readily streamline the process, integrating team members from across the globe while staying on top of compliance. In fact, platforms like these can transform the entire process, allowing companies to quickly expand into new markets and establish a local presence anywhere in the world.

Final Thoughts

At this point, the barriers to forming a truly international workforce are almost purely psychological. There is no shortage of skilled workers across the globe who are eager to make an impact at U.S.-based companies. And there is no shortage of technology-based solutions that can make it as easy to hire those workers as it is to hire someone down the street.

What corporate America does need is a psychological shift. Employers need to be willing to think beyond borders, get creative with hiring, and tap into the power that an international workforce can offer. The rewards are clear and abundant. All we need is the will.

How can employers transform talent acquisition? Learn how TIAA led the way, even before the pandemic in this case study by Meghan M. Biro

Transforming Talent Acquisition: One Employer’s Story

/, , , /by

If your organization is like most, you’re constantly looking for ways to strengthen your workforce through smarter talent acquisition tactics. Although recruiting has shifted dramatically during the past few years, some innovative practices from the pre-pandemic era are worth another look.

A Pre-Covid Lesson in Recruiting Innovation

One example is the talent acquisition process at financial services provider, TIAA. Several years ago when the company completed a full-scale recruiting revamp, we spoke with Angie Wesley, then SVP and Head of Talent Acquisition.

TIAA has since promoted Wesley to Head of Workforce Strategies and People Operations. She has also been named one of the top 100 Women in Business by the National Women’s Conference. And looking back now at how she advanced talent acquisition at TIAA, we can see why she is recognized as a visionary. She clearly is ahead of the curve. 

Because TIAA is a well-established organization, Wesley knew she needed to initiate change in ways that would inspire buy-in, particularly from the recruiting team. Her approach is a powerful lesson in how to beef up business processes with technology and avoid friction while getting everyone onboard.

Rethinking Recruiting for Modern Business Needs

There’s no question that next-level recruiting depends on modern technology. But business aspirations are extraordinarily high. And modern recruiting tools, alone, are not enough to drive a cultural sea-change. For example, many employers want to:

All of these depend on a strong tech stack. But as we’ve seen time and again, simply acquiring new tools and bolting them onto existing processes and ecosystems is not sufficient. Integration and adoption are key — and that takes serious organizational insight, training, and adjustment.

Building a Better Tech Stack For Everyone

That’s where Wesley’s role came in. She led the transformation of TIAA’s recruiting functions so team members could better navigate the modern candidate marketplace.

(Brief reminder: Before the pandemic struck, recruitment was already facing serious pressure. From a very tight talent market to shifting candidate expectations about the hiring experience, employers were fielding plenty of recruiting challenges. But none of us could imagine the Covid curve ball coming our way.)

As Wesley told TalentCulture at the time, next-level recruitment was “either going to come to us, or we were going to have to join it.”

The tools she selected and implemented helped TIAA’s recruiting team in numerous ways. In particular, they significantly improved the candidate experience and paved the way for a more streamlined, compliant hiring process.

What’s more, Wesley’s advancements didn’t get mired in resistance. All too often, organizations meet change with pushback at numerous levels, from employees who don’t want to adjust their workflows to senior leaders who aren’t sold on the ROI of a new recruiting tech rollout.

In TIAA’s case, what made the difference? Two clear objectives…

Keys to Recruiting Transformation Success


1. Provide Training to Build Familiarity and Confidence

Wesley noted that recruiters voiced more concerns than anyone else. “A lot of these recruiters are seasoned, so they have their own way of moving candidates through the process,” she explained. “We had to show them how technology actually helps them, instead of inhibiting them.”

To encourage adoption, TIAA instituted both in-person and remote (web-based) training. The content included plenty of context and real-world examples from other organizations. This approach helped staff members agree that the new tools could help improve their productivity and performance.

In addition, TIAA started tracking who uses the tools, so they can find and fix individual issues. “If we have folks that aren’t using a certain technology or tool in our recruiting process, we’re able to identify them and work with them to understand and resolve the difficulty,” Wesley explained.

2. Focus on Candidate Experience

Many recruiting technology upgrades are intended to improve the candidate experience, but sometimes they miss the mark. Wesley made sure candidates remained a top priority throughout the planning and implementation process.

These days, some of TIAA’s changes may seem like table stakes. But several years ago, these recruitment essentials weren’t a given. (Technology evolves fast!) For example:

  • Online Applications
    TIAA made sure its employment website and career pages were mobile-friendly and candidates could complete the application process on any device.
  • Digital Assessments
    The company began offering assessments that candidates could complete online at their convenience — another forward-thinking capability that is now considered a best practice.
  • Text-Based Communication
    Recruiters began relying more heavily on text messaging to conduct conversations in real-time. This led to more frequent candidate communication that helped the recruitment process feel more immediate, personalized, and meaningful. Ultimately, this     kind of responsiveness made a big difference that translated into better hiring outcomes.
  • Video Interviewing
    The hiring team also instituted video interviews. Again, this was once a leading-edge strategy that positioned the TIAA employer brand ahead of others. But the organization needed a better way to reach the passive talent market. At that time, the most attractive potential candidates were employed elsewhere. Video interviews offered more convenience and less disruption. Of course, during Covid, video interviewing became the new norm. Now, many organizations still rely on video tools to extend recruiting reach and streamline the hiring process.

Reinforcing the Human Side of Recruiting

Does TIAA’s recruiting game plan suggest that technology should replace human interactions? Not at all. Actually, this is another lesson to remember for the future of talent acquisition. The human element counts, always.

According to Wesley, “What we are finding is candidates still want that human touch in the process somewhere. They don’t want technology to take care of everything.”

Employers must strike a balance in the recruiting journey. Candidates want to experience the human side of your organization, especially when it comes to your company’s history, culture and values. Potential employees appreciate personal conversations with people who can speak on behalf of your brand.

On the other hand, candidates also value employers who quickly process their applications and provide a hiring process that is reasonably simple and painless.

So by all means, deploy the best and most innovative recruiting technology to make the whole journey easier and improve the overall candidate experience. But don’t forget the human touch. After all, those personal moments along the way may just give you an advantage in hiring the best talent.

Hiring in a Recession 3 Strategies for Business Resilience

Hiring In a Recession: 3 Strategies for Business Resilience

/, , /by

The global economic climate is in a precarious state, with experts now predicting a 70% likelihood that the U.S. will enter a recession this year. No doubt, this news is unsettling for business owners. But it’s important to remember that recessions are a natural part of ongoing economic cycles. They can even present opportunities for organizational growth and resilience if you know how to capitalize on them.

So, how can leaders navigate today’s challenges and emerge even stronger on the other side? By strategically hiring in a recession. If you want to build bench depth on your team during tough times, here are three strategies to consider:

3 Strategies for Hiring in a Recession

1. Go Global With Remote Hiring

We’re in a much different position now than during The Great Recession of 2008. So is the global workforce. Thanks to technological advances and the prevalence of remote work models, it’s much easier now for hiring managers to tap into the vast global talent pool.

Compared with local hiring strategies, seeking out top talent internationally offers multiple advantages. Not only can you gain access to a much larger source of candidates, but you can also achieve significant overhead cost savings if you hire people in locations where labor costs are lower.

In addition, sourcing job candidates from around the world can help you develop a much more diverse team. If you are careful to hire skilled professionals, an international approach can inject your work culture and business deliverables with fresh perspectives. This can help your business operate more effectively and efficiently while supporting long-term growth.

That said, hiring globally isn’t without its challenges. To succeed, hiring managers need to be aware of hiring laws and regulations in their chosen countries, as well as cultural differences. It’s also important to ensure that hiring practices are fair and equitable, regardless of where potential employees may be located.

The importance of remote work leadership also needs to be taken into consideration here. Your organization should be prepared to develop and support management skills and practices that will help remote teams stay connected, engaged and motivated.

2. In an Era of Mercenaries, Focus on Your Missionaries

The last few years have been like a game of musical chairs for the labor market. The Great Resignation resulted in 44% of workers hopping from job to job, searching for higher pay, better benefits, and more flexible work options.

This led to a new trend known as “mercenary hiring,” where employers use inflated compensation packages to recruit highly skilled candidates without regard for the company’s mission or culture. However, this recruiting practice can be very risky. While it may be an effective way to attract top talent in a tight labor market, it can also lead to increased workforce churn and damage company culture.

Fortunately, there’s an antidote to mercenary hiring. Hire “missionaries” instead. Focus on people who share a passion for your company’s mission, purpose, vision, and values. These job seekers are more likely to invest in long-term success with your organization, so they’ll also be more invested in your company’s growth.

Of course, it’s one thing for employers to identify, attract and hire these “missionaries.” But it’s even more important to focus on creating an environment that nurtures them and encourages them to thrive. For example, this can include competitive salaries, consistent recognition, and generous professional development opportunities, as well as incentives like flexible scheduling and remote work options.

3. Find Opportunity in Adversity

The hiring landscape may have changed, but one thing remains the same: Hiring during a recession is an opportunity to tap into highly qualified talent you might not find as easily during better economic times.

During the last recession, the U.S. lost 2.6 million jobs. And in 2022, we began seeing some very prominent companies announcing major layoffs. While this news can be disturbing, hiring managers should see it as an opportunity to find the best and brightest talent amidst the chaos.

History has shown us some iconic instances of hiring when the job market was at low ebb. For example, in the 1940s, Hewlett-Packard famously capitalized on the closure of military labs to beef up its workforce. And during one of the nation’s worst 16-month economic cycles, Microsoft took the initiative to hire some of its most influential engineers. Both cases offer powerful business lessons.

Key Takeaways

So, what’s the moral of this story? Here are the three key takeaways to keep in mind about hiring in a recession:

1. Top Talent is Only a Zoom Call Away

With the rise of remote work and virtual hiring tools, it’s easier than ever to find top talent in all corners of the world. Don’t limit your search to local candidates. Consider expanding your talent acquisition reach to a global scale. This can open you to a broader pool of qualified, motivated candidates while giving you access to diverse skills and experiences.

2. Resilience in Hiring is More Than Just Hiring More People

In a recession, it’s important to be strategic about who you recruit. Look for individuals who share your goals and understand your company’s mission. People who sincerely want to advance your agenda are much more likely to stay with your company during difficult times. Focus on building a team of dedicated employees who are willing to be flexible during uncertain times. This will help you weather the storm and emerge stronger on the other side.

3. When Others Freeze Hiring, Be Bold

During a recession, it can be tempting to react with a hiring freeze. Although that approach may save costs in the near term, it is also likely to be a mistake. Investing in talent during tough economic times can set you apart from competitors and position you for success in the long term. Don’t be afraid to be brave and continue investing in your team, even when times are tough. This can help retain your best existing employees, while also helping you attract strong new talent. That combination can build the foundation your company will need to drive future growth.

Final Note

Overall, the key to successful hiring in a recession depends on three factors – your ability to be adaptable, strategic, and focus on building a team that is willing and able to weather the storm with you. By keeping these principles in mind, you can navigate even the toughest hiring climate and make your organization more resilient in the face of any economic downturn.

Screening Job Candidates Online - What recruiters should know 1-9-23Alexey Boldin Shutterstock.com

Screening Job Candidates Online: Risky Business?

/, , , , , /by

Sponsored by: Fama.io

It’s no secret. On a daily basis, recruiters and hiring managers are screening job candidates online by simply entering their names in search boxes at Google, Facebook, LinkedIn, Twitter and beyond. Experienced professionals know they shouldn’t be doing this, but many do it anyway. Why?

The Slippery Slope of DIY Candidate Screening

Publicly available online information can reveal a lot about potential employees. It gives employers insight into an individual’s hobbies, interests and personality traits. It also shines a light on controversial opinions, political affiliations and protected class information. 

Gaining unrestricted access to a candidate’s public social media profiles may be easy. But instant access isn’t a free pass to engage in unethical or potentially illegal hiring practices.

That’s why it needs to stop. Screening job candidates without permission is an invasion of their privacy rights — especially the right to consent to the search.

Catching Up With the Rules

To be fair, most recruiters and hiring managers don’t fully understand laws involving online background screening. That’s partially due to the relative novelty of this practice, as well as a lack of updated guidance.

But now that online screening has become so widespread, employers need to know how to protect their organization as well as job candidates. That’s why it’s important to understand the Federal Fair Credit Reporting Act (FCRA).

Learning how to comply with these regulations is worth an employer’s effort. Online screening can be a powerful tool to determine an individual’s hireability. And when performed correctly, an online background check is an effective and perfectly legal hiring practice. 

How can you make this process work better for your organization? Let’s look closer at key legal aspects of screening job candidates online. First, I’ll explain how problems tend to arise. Then, I’ll suggest steps for a fully compliant, worry-free screening process. 

Understanding the Controversy

Why exactly is social media screening so controversial? Calling it an invasion of privacy is hard to defend, since many social media profiles are publicly available. Furthermore, applicants freely choose what, when and how they share on their social media profiles.

Much of this information may reflect positively or negatively on a candidate’s ability to perform in a work-related capacity. For example, education, work history, extracurricular activities and hobbies are often prominently featured on social media profiles. And employers typically evaluate this kind of information during the interviewing process, anyway.

However, the issue isn’t about employers using information that would otherwise be discussed during a standard interview. Instead, it’s about access to information that organizations are legally and ethically obligated not to consider.

We’re talking about legally protected categories such as race, ethnicity, gender identity, sexual orientation, disability status or religion. This is where issues arise, because the moment anyone views a social media profile, it may inherently reveal details about protected categories.

How Widespread is This Practice?

In a 2018 CareerBuilder survey, 70% of employers said they regularly review social media profiles as part of the hiring process. Furthermore, 54% acknowledged that they’ve rejected applicants based on a social media review.

However, the survey does not indicate how often social media reviews were being conducted by hiring managers who are legally obligated not to consider protected information. 

When used correctly, online screening can highlight positive work traits like compassion or open-mindedness. But it can also reveal negative traits. For example, what if a candidate threatens others in a post or shares a video while committing a violent act? This kind of behavior isn’t welcome in the workplace and would likely hinder the candidate from performing effectively in any role.

Steps to Achieve Better Outcomes

For a fully compliant screening process, consider these best practices:

1. Clarify the Rules

Defining a clear set of guidelines is essential for all background check methods — including online screening processes. According to leading U.S. employment attorney, Pam Devata, “In general, the same rules apply, whether you are using social media or more traditional methods for conducting background checks.”

In a recent interview, Devata explained, “The keys are consistency, accurate record keeping, ensuring that any data accessed is not legally protected information prohibited from being used in employment decisions, and that any decisions are rooted in business necessity.”

2. Focus on Documentation

Before attempting to navigate the nuances of social media screening, it’s important to establish consistent, generalized hiring practices across the organization. This includes putting a process in place to record and track all pre-employment decisions and FCRA-required disclosures.

Although it can be challenging to document online screening activity, consistent, accurate record-keeping will put your organization in a better position to address any issues that may arise. 

3. Partner with a Specialized Service Provider

One of the easiest ways to address the complexities surrounding online candidate research is to rely on a trusted online background screening partner like Fama.

With a proven, independent team managing the screening process, employers can gather only the information needed to assess an applicant’s job potential, without the risk of revealing protected categories. In fact, the strongest digital screening solutions include compliance filters. This ensures that reports shared with hiring teams focus solely on job-relevant information.

At Fama, we go beyond bare-minimum compliance protections by applying ethical AI and machine-learning technology. Also, a team of skilled humans reviews our screenings to ensure their legitimacy and accuracy. This helps us continuously improve our screening capabilities and our results.

Final Thoughts

No doubt, social media screening is bound to remain a controversial topic. But when you’re not sure about the legal implications, it’s important to avoid the false assumption that it’s safe to assess a candidate’s online presence on your own.

Guaranteed compliance is always possible by working with an objective, third-party screening solution. This means your team will benefit from a fully compliant screening process. And ultimately, it means your organization can focus on finding the best candidate for every job.

What recruiting predictions and trends should employers consider in 2023? Check these insights to prepare for the year ahead

Recruiting Predictions and Trends That Will Define 2023

/, /by

Nothing is certain. And anything can change in a flash. Many of us have learned these lessons the hard way in recent years. Forecasting almost seems like a fool’s game now. But during this time of year, I can’t help thinking about recruiting predictions. What trends will define hiring strategies and practices in 2023?

Trend 1: Power is Shifting

First, let’s put 2o22 into perspective. What a rollercoaster year! It started at the height of the Great Resignation, when people were leaving their jobs at record rates. The promise of greener pastures was a powerful motivator. But only months later, the tide turned as “boomerang employees” began reversing their decisions.

This boomerang phenomenon wasn’t just media hype. In fact, a global survey by HR tech provider UKG found that 43% of people who resigned during the pandemic later decided they were better off in their old job. And by last April, 20% had already returned to their previous position. 

So, are employees still calling all the shots? Not so much — but they do still have some bargaining power. This leads me to another trend…

Trend 2: Flexibility Rules

The job market is coming to a crossroads. Unemployment rates remain low, but employee expectations remain high. Now, many people have become accustomed to remote work and more flexible work/life choices. So increasingly, employers are turning to amenities like free meals and hybrid work models, hoping to lure people back to the office. But these strategies have only been marginally successful.

Numerous studies underscore the problem. For example, in a recent survey of 80,000 global employees, Advanced Workplace Associates found that people generally don’t comply with hybrid work policies. Specifically, when organizations require 2, 2-3 or 3 days in the office each week, actual attendance averages only 1.1, 1.6 and 2.1 days, respectively.

No doubt, this kind of willful disregard concerns employers. But as long as consequences aren’t enforced, the behavior will likely continue.

Trend 3: Economic Weakness Clouds the Future

Continued inflation and the threat of a lengthy recession is causing employers to think twice about immediate business expansion plans. And none of this is helped by the war in Ukraine or ongoing friction in international relations.

What Do These Trends Mean for Recruitment?

Innovative business leaders will hire more strategically in 2023. Decisions will be driven by the need to (among other things) expand their products and services, or reposition their organization to compete more effectively when the economy improves.

Smart employers will train recruiting teams to spot the best candidates by using leading-edge hiring techniques. In the past, recruitment predictions emphasized technology and automation. Both of these trends are still important. But tools, alone, won’t be enough to give recruiters the advantage they need to identify, attract and secure top talent.

Going forward, successful talent acquisition will depend on recruiters with strong skills and competencies, as well as tools that help them work effectively.

Keeping these trends and business factors in mind, here are three recruiting predictions to consider as we head into another turbulent year in a highly competitive environment:

3 Key Recruiting Predictions for 2023

1. Recruiting Roles Will Become More Adaptive

Strong recruiters will recognize the need to be more flexible about how they contribute to business goals. They will rely more heavily on reskilling and upskilling to extend their capabilities, so they can demonstrate transferable skills that add value as staffing needs change. If hiring slows down, companies can tap into these added skills by involving recruiters more heavily in HR, research or sales activities.

Often, recruiters know their company inside and out. This in-depth knowledge helps them sell an employer to job candidates. Innovative companies will recognize the benefit of transitioning recruiters to other interim assignments if needed, rather than letting them go. This avoids the unwanted cost of having to recruit, onboard and train new recruitment staff when hiring picks up again in the future.

2. Unlikely Platforms Will Help Recruiters Find Top Talent

When thinking about sourcing and recruiting employees, most recruiters automatically think of LinkedIn. However, other less obvious options are also highly effective. These platforms attract targeted audiences that are often larger and more engaged.

For instance, Slack User Groups and Github are excellent channels, but recruiters typically don’t utilize them enough. Both are magnets for hyper-focused, passionate users who could be great candidates for specific roles.

Also, interview sites focused on unique skill sets are terrific sources for finding specialized candidates. One popular example is HackerRank.

3. Recruiting Careers Will Still Appeal to Young Workers

Despite an economic slowdown, the recruiting profession will remain hot. According to Gallup’s State of the Global Workplace report, low work engagement has already cost the global economy $7.8 trillion — and the situation isn’t changing. As unhappy employees continue to look for new opportunities, other organizations will need recruiters to tap into this talent pool.

This makes recruiting an attractive career option. And those seeking training or certification in recruiting have more options than ever, thanks to online learning platforms. Reputable professional education programs can train anyone to become a recruiter or sourcing professional in just a few weeks.

Plus, this role gives people the opportunity for continued growth and higher earnings potential. No wonder Glassdoor says corporate recruiting is the most satisfying job, especially among Gen Z workers.

Final Thoughts

For years, recruiters have been inundated with hiring demands, as companies in the technology industry and other sectors boomed with work opportunities. Now some hiring organizations are starting to hit speed bumps.

Company culture and employee expectations have changed dramatically in response to the pandemic. Everyone is still trying to figure out the new normal, even as the world continues to change.

Once organizations regain their bearings, hiring will likely to bounce back. Until then, resourceful, well-trained recruiters will recognize the need to remain flexible and package themselves as valuable business assets.

Why Build Your Own Freelance Talent Network

Why Build Your Own Freelance Talent Network?

/, , , , , , , /by

Sponsored by: Worksuite

The case for building a flexible talent network has never been more compelling. During the “Great Resignation” of 2021, 47 million U.S. employees voluntarily left their jobs. And in 2022, a wave of disengagement took hold among remaining workers, giving birth to the term “quiet quitting.” Now as 2023 begins, the global talent shortage continues to play havoc with hiring strategies.

Access to skilled people who can keep your business moving forward is no longer a sure thing. That’s why smart employers are investing in freelance talent options. But what’s the best way to find and manage a qualified pool of on-demand talent?

When building a contingent talent network, you may be tempted to source contractors from public marketplaces. This seems easy enough, but it can be a frustrating and time-consuming option. On the other hand, if you run an established business, you could grow your own talent pool by leveraging your brand presence, network connections and internal resources.

This do-it-yourself approach means you don’t need to rely on potentially low-quality, unknown talent from a third-party network. However, it does require some careful planning. So to help you achieve better results, here are our best tips for sourcing, hiring and retaining top freelance talent.

Why Avoid Public Talent Marketplaces?

Marketplaces like Fiverr and Upwork are often an easy and popular first stop for employers seeking on-demand talent. And they can be useful if you need support in a pinch. Whether you’re looking for developers, designers, writers, or photographers, these platforms let you choose from hundreds of eager freelancers — often at bargain prices. 

But with so many potential candidates for every opportunity, finding a freelancer who meets your specific requirements can take longer than you’d like. And these marketplaces tend to produce hit-or-miss results. Here’s why:

1. Barriers to Entry are Low

It’s possible to find some fantastic people on these platforms. But sourcing them can be time consuming for your managers and teams. That’s because it’s so easy for anyone to join these public marketplaces. No experience or qualifications are necessary. All it takes is an account and a profile that attracts clients.

Literally anyone can promote their freelance services on these sites, whether they’re capable and qualified, or not. You never know exactly what you’re getting until you actually work with a contractor.

2. Faking Performance Rankings is Easy

You might think it’s a safe bet to hire a freelancer with hundreds of glowing five-star customer reviews. But don’t be fooled. Social proof can be easily bought.

Positive reviews are essential to get found and hired from among the hundreds of other marketplace hopefuls. So naturally, freelancers want to look as good as possible, as fast as possible. But accumulating strong legitimate reviews for freelance services takes a lot of time and effort.

Artificially enhancing your marketplace ranking is illegal. Nevertheless, this has spawned an underground network of people who buy, sell, and exchange reviews so they can get ahead.

These false ranking services aren’t visible on public freelancer marketplaces. But a Google search quickly reveals plenty of opportunities to buy or swap reviews in places like these:

Some websites even blatantly offer to help freelancers falsify their marketplace rankings. Well-known options include ReviewXchange and Fiverr 5 Stars. 

Bottom line: When hiring from public freelance marketplaces, “buyer beware” is a smart strategy. But if you can achieve better results in other ways, why take unnecessary chances and spend limited time and resources on public marketplaces?

Are Any Public Talent Marketplaces Credible? 

If your only option is hiring from a third-party marketplace, we recommend considering a handful of “focused talent service platforms” (FTSPs). Freelancers accepted by these platforms have been rigorously screened to ensure they are qualified for positions they’re pursuing. This reduces your risk as a hiring organization and makes it easier for you to conduct a talent search with confidence.

Below are four viable FTSPs that offer fully vetted, high-quality talent:

  • MarketerHire — Provides access to qualified marketing specialists
  • IndieList — Offers carefully-screened freelancers, contractors, and consultants from Ireland 
  • BetterUp — Connects businesses with expert coaches
  • Springboard — Provides access to fully trained, vetted professionals in cybersecurity, software engineering, design, data science and tech sales

Harnessing the Power of a DIY Talent Network 

Generally, businesses recognize it’s cheaper and easier to retain existing customers rather than continuously hunting for new prospects. The same principle applies to talent acquisition. An internal talent pool offers multiple benefits:

1. Speed to Hire 

Sourcing new talent often requires substantial time from your team. But by tapping into an existing talent pool, the process can be as fast as running an advanced search in your freelancer management system database to find the best fit among available people.

A good platform can provide granular details about anyone in your talent pool. For example, you should quickly be able to find someone in your extended organization who has demonstrated the skills you need on another project. You may also see a note or ranking about this person’s contributions, so with only a few clicks you can determine the strength of the individual’s qualifications.

2. No Training Downtime 

Your existing talent is already familiar with your organization, its operations, and its work practices. This means you don’t need to spend extra time continually onboarding and training new people.

3. Leverage Talent Across Your Business 

By extending access to existing talent across your organization, you can improve cross-functional business performance and reduce overall hiring spend.

4. Grow Your Internal Talent Pool 

Freelancers don’t exist in a vacuum. They all are connected with other skilled people. You can expand your internal talent pool by tapping into these networks. It’s as easy as sending emails requesting referrals.

Experienced freelancers won’t refer you to people they don’t trust because they know it could damage their own reputation. But many will happily refer viable colleagues.

You may decide to incentivize referrals – or not. Either way, existing contractors can be a highly effective and efficient source of network growth.

For example, with an internal talent network platform like Worksuite, you can use the Marketplace module to post and share opportunities for upcoming work. You can also vet new candidates, assign work opportunities to individuals, and invite them to submit RFI-style proposals for upcoming projects. In addition, you can maximize your reach by sharing new opportunities with both internal and external sources.

Where to Look for Contingent Talent

Freelance marketplaces and job boards aren’t the only way to find great contingent talent. Consider these alternatives: 

  • Social Media — Outreach on platforms like Twitter and Facebook can attract candidates from members of your global brand community.
  • LinkedIn — You can search and contact freelancers directly or spread the word more broadly with posts on your LinkedIn company page or in specialized groups.
  • Referral Campaigns — Offering “finders fees” for referrals from employees and contractors can generate significant interest.
  • Alumni Talent Pools — Adding former employees and contractors to your database of on-demand resources is an easy way to maintain ties with qualified people.
  • Networking at Industry Events — Gathering profile data from participants at key professional conferences and other events can help you easily develop an extensive pipeline over time.

Developing Talent Network Trust and Loyalty

Sourcing is vital when building a high-quality freelance talent network. But that’s only the beginning. It’s also vital to keep people onboard and engaged with your organization.

Freelancers (especially in the Gen Z age bracket) know many opportunities are always available online. All it might take to land the next assignment is a single email or application. To keep potential candidates connected with your company, you’ll want to develop trusted relationships with valued contractors.

For example, these tactics are often effective:

  • Assign a steady, interesting flow of work opportunities
  • Communicate regularly and directly with active members
  • Gather ongoing feedback with periodic surveys 
  • Offer new assignments that expand on relevant skill sets
  • Provide loyalty incentives
  • Host annual awards to recognize excellent performers 
  • Increase pay rates to ensure top members are appropriately compensated

 

Worksuite: A Talent Network Solution

If you want to develop and manage your own talent pool, a specialized solution like Worksuite can make the process much easier. This platform includes essential features and metrics employers need to build and maintain a compliance administration and quickly identify top candidates whenever contractors are needed. Here’s how customers use Worksuite to support freelance talent strategies: 

1. Customize Onboarding Workflows

Worksuite partners with you to create an onboarding process that meets your exact needs. This includes capturing all the contracts, documents, tax information, and banking details needed before new freelancers are assigned to any project.

2. Add and Invite Freelancers to the Platform

Use sourcing and onboarding tools to reach out to prospective talent, and add qualified individuals to your detailed, searchable internal talent pool hub.

3. Ensure Contractor Compliance

Before assigning work to a freelancer, you must ensure they’ve received proper background checks and are compliant. This prevents costly legal problems down the road, especially when hiring global talent.

With Worksuite, background checks are managed through our partner, Checkr. This saves time for you as a hiring company while giving you peace of mind that every contractor you hire is legitimate. Worksuite also coordinates compliance administration. So, whether you’re working with 10 freelancers or 10,000, you know all NDAs, contracts and tax documents are in place to meet local and international regulatory requirements.

4. Publish a Searchable Talent Directory

Posting profiles of everyone in your talent pool gives your team a highly accessible overview of every contractor in your database. You can dive in deeper to see more details for any individual. Also, freelancers can access and edit their own profiles to be sure their information is always up to date.

5. Assign Groups, Tags and Rankings 

In addition to using the platform’s overview capabilities, you can easily organize freelancers in your dashboard. This gives HR and hiring managers full transparency into a member’s work history, background information, experience, skills, and abilities. 

You can also segment members into custom groups that make sense for your business, so you can easily search and select ideal candidates for any assignment at a granular level.

6. Rank, Rate, and Review Freelancers 

Talent rankings, ratings, reviews, and internal notes help your hiring team easily find any freelancer’s performance record at a glance. This helps you quickly decide who should be assigned to an opportunity (and who would not be an ideal candidate).

7. Track Key Metrics 

With Worksuite, you can set up metrics that reflect the quality and quality of deliverables your contractors produce. Here are some examples of metrics that help customers identify attractive candidates: 

  • Highest-rated members
  • Most engaged members
  • Talent active on multiple assignments (vs. only one assignment)
  • Percentage of assignments canceled prior to the start date 
  • Percentage of assignments rejected by members
  • Average number of assignments per member
  • Individuals who have not been assigned to any projects within the last 12 months 

8. Communicate Regularly With Network Members

You can manage all communication with network members directly from the Worksuite platform. Also, you can send personalized bulk messages using your organization’s filters. This helps freelancers stay engaged with your business, and keeps them up-to-date with your news and job opportunities.

9. Archive Talent Records

With Worksuite’s archive feature, you can remove access to the platform for freelancers who haven’t worked with you in more than 12 months. This helps keep your talent database current, so you know who’s still interested and available to work with your organization.

 

EDITOR’S NOTE:
To learn more about how Worksuite tools and services can help you start or grow a high-quality freelance talent network, contact Worksuite directly.

Are You Cultivating a Culture-Add Talent Strategy? Take a closer look with our Managing Partner Cyndy Trivella

Are You Cultivating a “Culture-Add” Talent Strategy?

/, , , , , /by

In recent years, I’ve been encouraged by a groundswell of employers that are choosing to embrace “culture-add” people practices. In fact, several months ago, I wrote about it in a Sage Masterclass article.

Because this concept is central to the future of work, I’ve continued to ponder, read and discuss culture-add issues with others. Now I’m convinced this topic deserves much more than just one blog post. So let’s explore it further here. I hope this underscores the need for a shift to a culture-add recruitment and retention mindset. But more importantly, I hope it inspires constructive change.

What Does “Culture-Add” Mean?

The term “culture-add” speaks to a paradigm shift beyond traditional “culture-fit” talent strategies. On the surface, the culture-fit approach seems appealing. However, it ultimately leads to one-dimensional groups, teams, and organizations. And history tells us homogeneity can have dangerous consequences:  blind spots, groupthink, and poor decision-making.

In contrast, a “culture-add” approach actively seeks people with diverse perspectives that enhance teams and organizations. As we learn more about the significant benefits of a diverse workforce, culture-add hiring is emerging as an important way to strive for differences that make a positive impact.

As I noted in my previous article:

Most of us know that employees who align with a company’s values and fit into the culture generally have higher job satisfaction, improved job performance, and frankly, stick around longer. However, we are resting on our laurels if we use this as our rationale for continuing to use the culture-fit model.”

Embracing Organizational Change

We all know humans tend to resist change. In fact, the old adage, “If it ain’t broke, don’t fix it,” was suitable for a long time. It still holds some merit, so let’s not dismiss it completely. Tried-and-true processes can potentially save us from all kinds of turmoil — emotional, logistical, financial, and more.

However, if we want to innovate and grow, we must also be able to adapt. No doubt, changing an organization’s cultural fabric can be daunting. But it is necessary for long-term viability.

As Stephanie Burns says in a 2021 Forbes column, Why Evolving Your Business Right Now Is Critical:

Anyone who has wanted to cling to how things were will be in for a surprise this year, as COVID-19 entirely shifted the original paradigm. However, it’s also presented an opportunity for businesses and individuals to evolve into new ways of being.

COVID hasn’t just turned the world on its head, it’s accelerated trends that were already happening, such as the shift to remote work and the collective desire for more convenience…

Still, some founders don’t want much change. This could be due to fear of the unknown or fear that leaving their old business model, which had worked so well for so long, could be catastrophic. However, we’re reaching a critical impasse where businesses that don’t evolve may very well fade out of the picture. Evolution is a natural part of all of our lives, and our businesses are no exception.”

Leaders would be wise to heed this important advice, even if it seems overwhelming. It’s time to change. Our work cultures are constantly shifting. We, too, should remain prepared to embrace new ideas, processes, and people who can make us better.

Culture-add hiring can support this process by inviting more diverse minds and voices to the table as we dream up fresh ideas and orchestrate change. This reminds me of a related term — new blood. We need new blood to thrive.

Connecting Culture-Add and Diversity

This conversation leads us directly to the benefits of diversity. There’s an excellent article on the NeuroLeadership Institute blog, Your Brain at Work: Why Diverse Teams Outperform Homogeneous Teams. The entire piece is worth reading, but here’s a noteworthy excerpt:

Diverse teams are particularly good at exposing and correcting faulty thinking, generating fresh and novel ideas, and accounting for a wider array of variables in planning.

Part of the reason this happens is due to what scientists call cognitive elaboration — the process of sharing, challenging, and expanding our thinking. In essence, diverse teams compel each other to think more deeply about their reasoning and interrogate the facts more objectively.

They share counterfactuals as they go, they don’t take things for granted, and there is minimal ‘social loafing’ — or just accepting things at face value. In short, diverse teams tend to come to better conclusions because those conclusions have been road-tested more thoroughly.”

The science of diversity in teams is truly fascinating. It tells us that recruiting and hiring leaders can help by feeding teams with talented people who can accentuate the benefits of diversity.

Of course, diversity and inclusion don’t end with hiring. The next step is fostering a workplace that makes a wide variety of people feel valued. This is not an easy task. However, it is essential. So let’s look closer at what to consider…

Tips For Building a Culture-Add Mentality

1. Actively weave a sense of belonging into your workforce

As you build a more diverse organization through culture-add hiring, don’t be surprised if cliques and segmentation develop based on geographical, cultural, and other distinctions. That’s natural! But challenge your people to also learn and share what they have in common with others. Allow space for these common interests and goals to surface.

The Why Diverse Teams Outperform Homogeneous Teams article offers a compelling reason to make this a priority:

The benefits of diversity aren’t likely to accrue if we simply put together a team of diverse individuals and assign them a task. The environment in which they’re working should be inclusive — one in which all members feel valued and as if they have a voice.

In that inclusive environment, the benefits of diversity are far more likely to materialize. If not, employees will leave the organization, or worse, stay but not contribute. Diversity without inclusion only creates a revolving door of talent.”

Vigorously work on building a sense of belonging so people of different ages, backgrounds, and lifestyles feel celebrated for their differences. After all, you’ve brought them in to add to your culture, so allow them to shine.

2. Prepare to fully retrain your recruiting and hiring staff

This tip could stand alone as an article, white paper, or college thesis. But to be brief, let’s use an example to illustrate how deeply culture-add hiring upends the traditional approach:

Previously, when Bob hired someone at XYZ insurance company, he considered a candidate like Stan an excellent fit. That’s because Stan lived in a similar neighborhood, was married to a well-liked woman, and had kids who were high achievers. If Stan also golfed on the weekends and enjoyed a steak dinner, even better! He’d fit right into XYZ Insurance and would have a fulfilling career.

As mentioned previously, this model once made a lot of sense. Cultural similarities and a genuine “he’s one of us” mentality created a comfortable atmosphere where longevity was often the result. Unfortunately, homogeneous organizations were also the result.

Today’s businesses face new challenges that require a different approach. Your talent acquisition team can start by taking the initiative to reassess the criteria they use to find people (where, how). Then you can reframe the recruitment conversation from end to end.

Instead of looking for people to fit a standard outdated profile, allow questions and conversations to emphasize and embrace differences in candidates. What can they add versus how do they fit?

Begin by asking yourself and others in your organization to talk openly about how hiring is being handled, and what kind of outcomes this approach is creating — for better or worse.

If a culture-fit model still drives your talent decisions, don’t be ashamed to admit it. But if that’s the case, you’ll want to start making changes soon. Because I assure you, your competitors are already moving toward culture-add for the win.

What should employers consider about ethical AI in talent decisions? Learn the latest in this #WorkTrends podcast episode

Transforming Talent Decisions With Ethical AI

/, , , , , , /by

Sponsored by Reejig

Countless HR tools, applications, and platforms now rely on artificial intelligence in some form. Users may not even notice that AI is operating in the background — but it can fundamentally change the way we work, think, and make talent decisions.

This raises several big questions. What should we really expect from AI? And is this kind of innovation moving us in the right direction?

For example, what role should AI play in skills-related talent acquisition and workforce mobility practices? With stellar talent in short supply these days, this topic has never been more important for employers to consider. So join me as I look closer at key issues surrounding ethical AI in HR tech on this #WorkTrends podcast episode.

Meet Our Guest:  Jonathan Reyes

Today, I’m excited to talk with Jonathan Reyes, a talent advisor and futurist who has been helping technology and banking industry companies navigate hypergrowth for nearly two decades. Now, as VP of North America for Reejig, he’s on a mission to build a world with zero wasted human potential.

Defining “Zero Waste” in Humans

Jonathan, I love the phrase “zero wasted potential.” What exactly does Reejig mean by this?

We envision a world where every person has access to meaningful work — no matter their background or circumstance. In this world, employers can tap into the right skills for the right roles, whenever needed. And at the same time, society can reap the benefits of access to diverse ideas through fair and equitable work opportunity.

The concept of sustainability is emerging in every industry. Now, sustainable human capital is becoming part of that conversation, and this is our way of expressing it.

So, with zero wasted potential, decisions aren’t based on a zero-sum game. When employers make human capital choices, individuals or society shouldn’t suffer. Instead, by focusing on talent mobility through upskilling and reskilling, we can create a new currency of work.

Workforce Intelligence Makes a Difference

Why do you feel workforce intelligence is essential for employers as they make talent decisions?

Organizations have so much human capital data. With all the workforce intelligence available, there’s no reason to hire and fire talent en masse — and then rehire many of the same individuals just months later.

Obviously, that’s an emotional and human experience for employees. But also, organizations are spending unnecessary money to find people and let them go, only to invest again in rehiring them.

Focusing instead on internal mobility is far more cost-effective.

Where Ethical AI Fits In

Many companies are unsure about AI in talent acquisition and management. What’s your take on this?

There are no universally accepted standards for ethical AI. This means vendors across industries can say technology is “ethical” based on self-assessment, without input from legal, ethical, or global experts.

But we’ve developed the world’s first independently audited, ethical talent AI. In fact, the World Economic Forum has recognized us for setting a benchmark in ethical AI.

The Impact on Internal Mobility

How do businesses benefit from shifting to a zero-wasted potential talent strategy? 

When companies manage internal mobility well, they extend employee tenure by 2x. And we know that people who stay and continue growing and developing are much more engaged.

This can create a significant downstream benefit. It’s one of the biggest reasons to invest in this kind of talent management capability.

 

For more great advice from Jonathan about why and how organizations are leveraging AI to make better talent decisions, listen to this full episode. Also, be sure to subscribe to the #WorkTrends Podcast on Apple Podcasts or Stitcher. And to continue this conversation on social media, follow our #WorkTrends hashtag on Twitter, LinkedIn, and Instagram.

Employers - Are you being ghosted by job candidates? Try thi advice from a recruiting industry executive

Are Job Candidates Ghosting You? Try This Recruiter’s Advice

/, , , /by

Spooky season is upon us! People are carving pumpkins, dressing in crazy costumes, and swapping scary stories. So, in the spirit of Halloween, we’re taking on a truly horrifying subject. This is so frightening it can make a hiring manager’s hair stand on end at the very mention. That’s right. We’re talking about candidate ghosting. Beware!

Is Ghosting For Real?

Oxford Languages defines ghosting as “the practice of ending a personal relationship with someone by suddenly and without explanation withdrawing from all communication.”

When somebody ghosts you, they stop replying to your messages, they don’t answer calls, they stop all forms of communication. There’s never any explanation—they simply disappear without a trace.

Originally a dating term, ghosting is becoming increasingly common in business, especially in the context of recruiting. For example, a 2021 survey by Indeed found that 28% of job applicants had an employer—10% more than in 2019. And today’s reality seems much worse. In fact, a U.K. poll earlier this year found that more than 75% of job hunters admit to ghosting in the past year. Scary statistics, to be sure!

Why Do People Act So Creepy?

There’s no single reason why candidates ghost potential employers. But ghosting clearly seems more common when job vacancies are prevalent in a particular sector. 

When more opportunities are available, applicants have less incentive to keep in touch. They will often receive viable offers more quickly, so when they do, they’ll accept the most attractive option and move on.

However, ghosting also happens when vacancies are few and far between. We’ve seen it up close at our own recruiting agency, even in niche roles where very few opportunities exist. 

In a discussion with our team, one brave team member confessed to ghosting a prospective employer in the past. She explained, “I was pretty far into the interview process when a few issues raised concerns for me. These were mainly about time off, travel expenses—things that probably should have been resolved up front.”

The truth is, we can make some educated guesses about a candidate’s motivations, they can ghost us for any reason. Without an explanation from the candidate, you’ll never know for sure what happened—and that’s what makes it so frustrating.

The Business Impact of Ghosting

Probably the worst impact of ghosting is that it wastes time. You could spend months sourcing credible talent and conducting interviews. You may even get to the stage where you’re negotiating a package. And then without warning—poof!—that top candidate goes silent. 

Ghosting is not only time-consuming—it is expensive as well. Consider this:

The average U.S. cost per hire is $4,700 for a non-executive role and $14,936 for an executive, according to Zippia. Most roles are filled within roughly 42 days, but it can take much longer when ghosting comes into play.

And it’s not just about the extra cost of a delayed hiring process. It’s also important to take into account the business cost of an unfilled role, which can cost employers dearly in terms of lower business productivity, quality, and responsiveness.

How Can You Combat Ghosting?

Although it’s impossible to shut down ghosting altogether, we’ve learned some techniques to help employers prevent candidates from vanishing into thin air.

1) Invest in the Relationship

Put yourself in a candidate’s shoes. As one recruitment specialist told the BBC earlier this year, “Candidates are being approached all the time with an abundance of jobs to choose from […] if they have multiple applications on the go, it can be easier to simply ignore one of them.”

If a candidate is in contact with multiple recruiters or hiring managers, it’s easy for several to fall off of the radar. But if you develop a working relationship with candidates, you’ll remain top-of-mind. Just as you would with a friend or colleague, make sure you stay in regular contact with candidates. Show that you care by touching base when you say you will and by keeping them updated throughout the hiring process.

2) Be Transparent From the Start

Before you move forward, strive to clarify what a candidate is seeking in a role, and reflect on whether your offer will meet those expectations.

People may feel uncomfortable telling you they’re unhappy or unsure about an aspect of a role. Instead, they may find it easier to simply move on. So be sure you understand their job requirements from the start of your working relationship.

In particular, don’t keep the details of an offer secret. For example, if a candidate is interested only in working remotely, an in-office location will likely be a dealbreaker. It’s best to be upfront about every aspect of the role before you make an offer. This saves time for both you and the candidate.

3) Establish a Long-Term Connection

Smart hiring managers and recruitment specialists help candidates recognize the value of maintaining a relationship throughout their careers. Rather than just completing an immediate transaction, recruiters can introduce candidates to influential people within their industry and help build their professional network over time.

Ghosting can cause unintended reputational damage. So, if you help candidates see the long game, they’ll be less likely to abruptly end your communication. 

4) Respond Kindly to a Rejection

We’ve seen employers lash out at candidates who decline an offer. This is a surefire way to encourage more ghosting! If a candidate rejects a job application, remember they’re doing you a favor by responding at all.

Keep responses polite and professional. Thank the candidate for their transparency, wish them well, and keep the door open for the future. It’s a surprisingly small and very well-connected world. So think about how much goodwill a gracious response can help your organization, in the long run.

5) Ask People Not to Ghost

Sometimes the best way to encourage candidates not to ghost you is just to…ask! Tell people upfront that if they change their mind about the opportunity at any point, you would really appreciate a heads-up.

This approach has often worked for our team. It lets us be more proactive in filling roles for our clients. Because we have spent time nurturing trust with our candidates, they tend to be candid in sharing their thoughts.

Of course, this may not work every time, but it can’t hurt to try.

6) Recognise When You’re Being Ghosted

…and move on. Don’t assume that a candidate will eventually get back in touch with you to seal the deal. If a candidate is wasting your time, then your energy is better spent on finding a more suitable applicant elsewhere.

Similarly, you should never put all your recruiting eggs in one candidate basket. With ghosting on the rise, it’s crucial to have at least one active candidate at any given time. But ideally, you should keep two or three more high-quality candidates in the running for an open position, as well.

7) Don’t Ghost

You may have been ghosted, but there’s never a reason for an employer to be a ghost. Employers who blow off applicants can quickly develop a bad reputation for ghosting and wasting candidates’ time, too. 

If we expect candidates not to ghost, we must treat them the way we would like to be treated. Recognizing the time and effort unsuccessful candidates have put into their applications is a must.

Employers should keep all candidates informed of the outcome of their application, whether it is positive or negative. Otherwise, that negative candidate experience may come back to haunt your organization in the future.

All this Ghosting Talk Is Kind of Scary!

But don’t worry, you made it to the end. And now you’re much better equipped to avoid those wicked ghosts. Poof!

Job Design: Is it time to rethink your approach? Learn more in this article...

Job Design: Is It Time to Rethink Your Approach?

/, , , , , /by

EDITOR’S NOTE: This is the last article in a 4-part series sponsored by Unit4. The series outlines a new approach to talent strategy for people-centric organizations. This final post looks at why and how employers should rethink job design.

 

As we close this series about how employers can reinvent their talent strategy for the future of work, we turn our attention to one of the most important ways to attract and engage the people your organization needs to succeed. Namely, we’re looking at why this is the right time to revisit your approach to job design.

For most of the past 100 years, employers have used the same techniques to scope job vacancies, write job descriptions, and hire employees to fill roles. But these classic job design methods aren’t particularly efficient or effective.

In fact, only about 50% of interviewed candidates who receive a job offer actually become employees. Plus, the talent acquisition process, itself, is expensive. This means the perceived cost of a “bad hire” is so steep that decision-makers often become paralyzed. And that inaction forces organizations to offset costs by relying too heavily on long tenure.

It’s not an ideal solution by any measure. But focusing on the 4th talent strategy pillar can help you address these issues. How? Read on…

Reworking Job Design: Where to Start

Employers can no longer afford to ignore the need to address ever-changing talent rosters. Average employee tenure is decreasing, even as demand for future-ready skills is increasing. This means leaders must fundamentally rethink the way they structure jobs.

Here’s a good starting point: Design new roles based on the assumption that whomever your hire will stay onboard for 2-4 years. Then work backward from there.

In this game plan, onboarding and robust initial training are especially important, so you can ensure faster time-to-value from new hires. In addition, jobs designed with shorter tenure in mind will benefit from being supported by onboarding and “bedding in” processes that are much more tightly controlled.

This means that skills mapping, employee learning, and professional development will need to become a more prominent part of the HR function, along with talent pipeline development. It also means that the skills you expect to develop in employees should become central to the benefits you offer candidates.

Reframe Benefits for Shorter Job Cycles

In addition to packaging skills as benefits, you’ll need to reorient benefits so they’re compatible with shorter terms of service. Rewards for time-in-role or time with the company are relics that don’t make sense in today’s workplace. They need to be replaced.

For better results, focus on performance-based incentives for contributions to specific projects and programs with more clearly defined targets and expectations.

What Does This Look Like? An Example

One way to illustrate this new approach to job design is through the rise of the contractor. This increasingly popular option is a way to tap into skilled talent on a temporary basis. It helps employers find and deploy people more quickly, while simultaneously reducing operational overhead and risk.

At the same time, contractors benefit from more options in today’s predominantly hybrid working environment. They also benefit from a faster learning curve that comes from working on a more diverse portfolio of projects over time.

Reliance on contractors has increased dramatically—but not at the same rate in every region. For example, in the U.K., contractor usage has grown by about a third since the 2008 financial crash. By comparison, in the U.S., it has surged by the same proportion since only 2020.

Nevertheless, the shift to a contingent workforce shows no sign of diminishing. And many organizations still struggle to find permanent employees in today’s tight labor market. So the advantages of hiring contractors make project-oriented hiring a highly attractive option.

Repackaging Jobs to Attract Top Talent

In your job descriptions, do you still use this kind of phrase?

“The successful candidate must be willing to…”

If so, prepare to leave that kind of thinking behind. Instead, think in terms of asking this question:

“How do you want to work for us?”

In other words, you’ll need to let new hires determine some of the terms of their engagement with you. This makes sense because it encourages deeper ownership of the role’s success. Besides, if you’re designing jobs around shorter “tours of duty” with specific goals and objectives, why not configure these positions so they can be performed on a contract or project basis?

This model offers multiple benefits:

  • You can more accurately assess jobs and redefine them so they deliver the most value to your organization.
  • You’ll be better prepared to tap into a much larger talent pool. (After all, the huge increase in today’s contractors is coming from somewhere. That “somewhere” is the rapidly growing segment of the working population currently seeking greater flexibility in how they market and sell their skills.)

Where to Find Help

This blog series may be over, but your job restructuring journey is just beginning. For an in-depth view of our insights into this and other future-minded strategies for people-centered organizations, download our white paper:

Rebuilding Talent Strategy: Finding and Retaining People in a Changing World.

Also, as you consider technologies needed as the backbone of a reimagined talent strategy, we invite you to take a closer look at our ERP and HCM suite of solutions. These advanced platforms can provide the advantage your business needs to stay at the forefront in the future of work.

For example, you’ll be better equipped to:

  • Audit and map workforce skills
  • Target and deliver timely, relevant learning and development programs
  • Take the pulse of workforce engagement
  • Increase pay equity and transparency
  • Provide people with seamless connections to colleagues and resources in hybrid work settings.

In combination, these capabilities can help you build sustainable business value, going forward. To learn more about how Unit4 solutions can make a difference for your organization, book a demo here.

 

Related Reading

For other articles in this series, check the following links:

Part 1:  Reimagine Talent Strategy: Make Development a Core Part of Your Business

Part 2:  Commit to Careers

Part 3:  Engage in the Employee

 

Onboarding and Retention

How to Up Your Onboarding and Retention Game

/, , , , , , , /by

How do you up your employee onboarding and retention game amid (yes, it is true) The Great Resignation? The onboarding process often goes overlooked until it’s too late. But with a strong process in place, you can set up new hires for success from day one.

In fact, Glassdoor research says organizations with a strong onboarding process improve new hire retention by as much as 82% and productivity by 70%. Those are big numbers. And in today’s tight talent market, they make onboarding hard to ignore.

So, how can employers make sure onboarding efforts are up to snuff?

Our Guest:  Laura Lee Gentry

On this latest episode of the #WorkTrends podcast, I speak with Laura Lee Gentry, Chief People Officer at Enboarder. At Enboarder, Laura Lee is responsible for talent acquisition and onboarding, total rewards, talent management, leadership development, internal communications, and employer branding.

Let’s talk about onboarding and retention. Why is it so challenging these days? And why does there seem to be a disconnect between candidate experience and employee experience, Laura Lee?

“It’s about communication and perception. The things that aren’t said can lead to a disconnect between expectations and the reality of a new job. Being less than explicit can create the wrong interpretations. Hiring managers and recruiters need to be transparent about the company and the opportunity. They also need to be super clear that business needs might call for a pivot to avoid the whole like, ‘Well, that’s not my job’  conversation.”

Focusing on Retention

It’s clear we need to rethink hiring strategies and focus on retention…

“It’s interesting that people are following the market as opposed to getting out in front of it. For example, recruiting versus retention. It costs a lot more money to hire a new employee rather than retain your best talent. It costs between 50 and 150% of an employee’s salary to replace them. Beyond the cost of losing and replacing an employee, you’ve got all sorts of additional costs, like productivity and team morale. It can even impact revenue if it’s in a revenue-generating function.”

Managing The Great Resignation Challenges

As companies shift focus from hiring to retention, they need a true employer brand. For a company to build an employer brand based on integrity, it’s important to focus on offering a fantastic experience across the entire employee journey. This helps people become more passionate and engaged in their work.

What are HR leaders investing in right now to address hiring and retention challenges during The Great Resignation?

“A lot of HR leaders are turning to technology to support their hiring, onboarding, and employee engagement needs. Trying to not only create a more high-impact experience but also to increase the impact of their HR teams without adding headcount.”

Beyond Onboarding

Onboarding never really stops. Companies must deliver great experiences in the initial onboarding phase and beyond—throughout the employee journey…

“If you think about an employee’s career journey with a company, there are many opportunities around what I call defining moments, focusing on any moment of transition. There are peaks and pits, but also beginnings and endings. We all remember the first and last day of school, the first day of a new job. These are all defining moments or moments of transition, which is why they’re so memorable.”

How can we turn defining moments for employees into absolute peak experiences?

“Transitions inherently carry an element of risk and uncertainty. So they’re often the moments when employees feel the most vulnerable, which is why they’re so powerful. Leaders have the power to turn someone’s defining moments into positive defining moments with the right training, development, and understanding of what best practices look like in those moments.”

Excellent advice from Laura Lee Gentry!

I hope you found this #WorkTrends podcast episode helpful. To learn more about effective onboarding and retention, and how to improve the impact of your people programs, visit Enboarder at:  https://enboarder.com/.

Also, subscribe to the #WorkTrends Podcast on Apple Podcasts or Stitcher. And be sure to follow our #WorkTrends hashtag on Twitter, LinkedIn, and Instagram, too, for more great conversations!

 

smart recruiting

Great Hires Are Better Than Frequent Fires: How Smart Recruiting Helps

/, , , , /by

Sponsored by: RocketReach

Hiring teams know just how hard it is to find candidates who hit the mark with both soft skills and technical skills.  Ideally, a new hire brings the majority of the hard skills required to do the job well. But soft skills are equally important, if not more important, depending on your company’s philosophy. In combination, hard and soft skills allow for a highly productive team and culturally rich environment.  So, how do you identify these powerhouse candidates? This is when smart recruiting tactics can make a strategic impact.

Why? Finding and placing high-performing candidates should be every HR professional’s primary goal. But if recruiting focuses more on an individual’s experience than their ability to enhance your culture or have the right attitude to learn, that hire could likely be a mismatch long term. How can you avoid this? To illustrate, let’s look closer at how we approach hiring at RocketReach…

Smart Recruiting: Why Prioritize Soft Skills?

Of course, every job depends on a core technical or business skill set. However, we over-index on culture and behavioral skills because a candidate’s character matters, here. Well, not just here, but in all successful, people-first organizations.

A candidate with great skills requires less on-the-job training. But someone who’s a great cultural fit often possesses untrainable qualities that embody an organization’s values and vision. So it’s wise to get a read on each candidate’s potential to adapt to your culture and perform well with the team. 

What exactly is at stake? Well, according to a new SHRM report, over the past five years, 20% of Americans left a job because the company culture was bad. In fact, the cost of this turnover is estimated at more than $223 billion.

Here are several more findings to consider: 56% of Americans now say they feel less-than-fulfilled at work, while 26% say they dread going to work each day. In today’s talent market, finding an ideal candidate may not be easy. But hiring a strong candidate who also fits your company culture is arguably just as important (if not more so!) as hiring someone just because they have the desired level of experience.

How Smart Recruiting Leads to a Stronger Culture

Clearly, it’s important to build and sustain a people-first company culture. But how can smart recruiting help determine if a candidate is (or isn’t) a good “fit”?

1. Understand Your Work Culture

When considering your company’s culture, don’t just analyze intangible items like general employee vibes. Also include your leadership structure, core mission, and vision, office environment, feedback and performance review processes, as well as overall interpersonal communication styles. These and other factors contribute to the relationships within your team and how the company is investing in its people. They also influence employee retention and how others perceive your organization.

Harvard Business Review agrees that a carefully crafted positive company culture helps develop workforce well-being. At this point, we all know how important culture is for working professionals. Every employee touchpoint, from onboarding to offboarding, influences how your organization’s culture affects your employees. As a result, people rank workplace well-being higher in importance than monetary compensation or material benefits. So, culture deserves to be top-of-mind with each new hire. 

2. Identify Characteristics That Map to Your Culture

Once you’ve clarified your company culture, let’s assume you want to sustain it. Using your analysis, you can identify the characteristics of current employees who are thriving. You can also compare and contrast those characteristics with previous employees who are better suited to a different culture. 

On the other hand, if you’d like to improve your culture, you can start identifying candidates whose soft skills align with your desired organizational direction.

For example, say your workforce is fully remote. This means collaboration is probably more challenging than in a traditional office environment. You may want to focus on candidates who demonstrate that they’re self-starters with a strong sense of resourcefulness, self-efficacy, and proactive ownership

Or, if your company’s mission and values emphasize diversity and inclusion, you may want to focus on candidates who are open-minded, adaptable, and have a curious approach to problem-solving. Try targeting candidates who seem resistant to change and more accepting of those with different backgrounds and ideas.

Of course, the idea of cultural alignment isn’t new. For example, a popular 2005 personnel study still cited today concludes that when employee characteristics align with company culture, their job satisfaction and performance are also stronger.

3. Interview With Alignment In Mind

After you understand the qualities a candidate needs to be successful in a given role, it’s time for interviews. Along with questions that evaluate hard skills, what are some questions you should ask to determine a candidate’s soft skills?

  1. What about our organization made you want to apply for this position?
    Pay attention to the enthusiasm and focus of each candidate’s answers. Did your benefits seem particularly attractive? Was it your company brand or careers page? Or was it the job description, itself? Do the candidate’s personal values align with your company’s? Each answer is a clue about the individual’s perspective, motivations and interests. This can determine how closely a candidate’s values align with your team’s and how you can sell them on these things down the line if they are a great fit.
  2. What does your ideal next role look like?
    This can tell a recruiter tons about the type of environment in which a candidate will thrive. Do they envision working independently or in a group? What main responsibilities does this person want to own and enjoy most? Are they hoping to grow in mentorship or people management?? This can show you if your current team and environment fit the candidate’s needs.
  3. If one of your colleagues disagreed with you in front of a group during a board meeting or a meeting with leadership, how would you handle this?
    Sharing a hypothetical question about a challenging situation and asking for a suggested solution can reveal someone’s ability to listen and collaborate, think critically, and have the right attitude under pressure.
  4. Tell me about a time when you felt an employer’s culture didn’t suit your needs. Why do you believe it wasn’t the right fit for you?
    Sometimes a direct approach is the best approach. Pay careful attention to see what the answer reveals about the potential fit with your current culture (or the culture you’re working to achieve).

There are a million ways to ask interview questions that focus on soft skills and culture. But whatever questions you choose, make sure you tailor each to your company’s values and needs.

Hiring managers will understand the characteristics that align with an open position and the overall company culture. This frees you to get creative and keep interviews candid and human. The less “cookie cutter” your questions are, the better they will serve your talent strategy in the long run. More importantly, ensure that your interview teams are trained to over-index on culture and company values – that way everyone is looking through a people-first lens. So whether you’re conducting a pre-screening interview, or you’re in a final-round group interview, put your culture front and center. 

EWA

Attract and Retain Employees with Earned Wage Access (EWA)

/, , , /by

Sponsored by: ADP

Employers are looking for new ways to stand out in terms of employee perks and benefits. One solution: earned wage access (EWA). This is a powerful tool when it comes to meeting today’s employee needs. It’s also got proven advantages when it comes to attracting talent and landing great hires right now.

As a problem solver, EWA covers a lot of ground at a time when anything less than a true game-changer won’t work. Combine a 3.5% unemployment rate, more than half a million jobs added in July 2022, the continuing Great Realignment, and troubling inflation, and you’ve got a perfect storm facing employers. Talent strategy right now is a double-edged sword. You can’t just recruit, and you can’t just retain. You need to do both to stay competitive as an organization. That means successfully addressing employee as well as recruitment pain points.

Employees Coming Up Short

From a workforce perspective, financial anxieties are weighing heavier than ever for countless employees. A recent PwC financial wellness survey of more than 3,000 employees across several industries found that just 42% felt their compensation was keeping up with the rising cost of living expenses in 2022 — down from 52% in 2021. Further, 56% of all employees are stressed about their finances.

What that means in practical terms is that for most, access to pay can make a key difference. Research by ADP  on earned wage access benefits in today’s world of work found that 69% of employees are likely to request their wages early at least once within the next year. Requesting wages early is prevalent for a clear majority of Gen Z and Millennial employees. But, this is also true for nearly half of older employees as well:

  • Gen Z (18-24) 74%
  • Millennials (25-44) 86%
  • Baby Boomers (45-64) 48%

Here’s the question: What happens if an organization doesn’t have a system in place to grant such a request? In terms of well-being, it will add to the financial stress already affecting employees — and that can have all sorts of consequences. The PwC study’s respondents said financial stress took a severe to major toll on their mental health (34%), sleep (33%), self-esteem (30%), physical health (23%), and relationships at home (21%). Additionally, 18% said financial stress interfered with their ability to be productive at work. 15% said it directly affected their ability to go to work at all.

Employee Stress = Organizational Stress

It’s not hard to connect the dots between financial stress and organizational stress. An organization that lacks a policy and/or system for early wage access could be conducting a not-so-subtle form of self-sabotage even in terms of operational success. In terms of employer reputation, it’s even clearer. Employees want to work for an organization that clearly cares about their well-being — including their financial well-being.

The PwC survey found that 76% of financially stressed employees are likely to look elsewhere for an employer who cares, versus 38% who aren’t financially stressed. To put it bluntly, financially stressed employees are twice as likely to search for a better employer. By inference, then, if you’ve got a skittish, stressed-out workforce and no means to ease their financial stress, you’re twice as likely to lose talent to someone who has the means in place. And what about landing new hires in the first place? ADP research found that over 90% of employers (all with more than 1,000 employees) who offer EWA find that it improves their employees’ sense of financial security and helps with both talent attraction and retention.

EWA as a Solution: Best Practices

Earned wage access is both a digital innovation and a well-being booster — and its time has come. It fits into the framework of modern employee expectations in a range of ways. It pragmatically demonstrates that the employer values employee needs, and it solves a very human conundrum with a practical digital tool. Additionally, it breaks the mold of traditional talent management for a more innovative, flexible approach. But like any innovation, there are strategies that will leverage its full potential and strategies that won’t.

Here are four important best practices when it comes to incorporating EWA into your organization:

  1. Consider EWA from a business standpoint: A well-designed, modern EWA program offers an inarguable business advantage. Recent ADP research on earned wage access benefits surveyed 500 companies with more than 150 employees and found that 95% believe that employee financial wellness impacts their company. Suppose EWA is provided as a system that offers a simple, self-driven, well-documented means to access pay early. In that case, it can offset a myriad of problems, from employee-manager friction to accounting snafus to attrition.
  1. Integrate EWA into existing compensation and payroll processes: Rather than a bolt-on solution that’s isolated in terms of data, record-keeping, and information systems, EWA should be interconnected with the processes already in place. Ad-hoc doesn’t have to mean anarchy. EWA is best when it keeps pay administration both simple and cost-effective. Offering employees flexibility and choice that doesn’t complicate the process. Employees should be able to access their wages without disrupting the integrity of the payroll cycle.
  1. Provide employees and managers with the features that count: For employees, that could mean easy enrollment, a straightforward, anytime, mobile-friendly platform, fast access to pay, clear visibility into pay balances, and electronic pay.
  1. Don’t be shy about informing your workforce: Companies that offer EWA are staying on the leading edge of digital transformation. They’re also demonstrating an evolved approach to compensation. But competitive pay doesn’t just mean the highest salary in a given role in a given industry. It means a flexible, responsive compensation program that eases minds. As far as retention, that’s going to have a big impact:  93% of employers believe that offering EWA helps boost employee retention. But unless you broadcast the policy, employees and new hires won’t know it. Given all the pressures we’re under, it’s not a time to be quiet about modernizing your employee perks.

Empathy as an Organizational Benefit

With more employees than ever living paycheck to paycheck, earned wage access enables your employees to avoid the friction (and stress) around having to ask a manager for an advance on pay or take out a high-interest loan to tackle an unexpected financial burden. It also takes managers out of the hot seat by providing a built-in, integrated process.   

No question: digital innovations are pushing the envelope on how we work, evolving traditional structures like workspace and compensation into more people-centric approaches and offering new solutions to a range of challenges. But rising to the occasion and leveraging these new tools is up to the organization. A digital EWA platform offers a means to address a very human need. It’s a clear example of empathetic people management — and it could be the competitive edge in terms of talent.

To learn more about EWA, ADP is hosting a webinar on “Offering Earned Wage Access: Strategic & Compliance Considerations”, Thursday, September 8, 2022, 2p Eastern. Register Here!

Hiring

Traditional Hiring Practices Are Inefficient for Hiring Leaders

/, , , , , /by

There hasn’t been a time in recent history when the development and application of smart hiring practices has been more important. Companies are struggling to hire the best and the brightest while facing a unique set of challenges. We’ll explore if we are meeting this inflection point effectively — and what companies can do to improve their response.

Our Guest: Lou Adler

On the last Worktrends Podcast, I spoke with Lou Adler. We discussed hiring practices and how businesses can take it to the next level.

‎Lou Adler is a well-known hiring expert, who turned the recruitment industry on its head through his performance-based recruiting model. With over 40 years in the recruiting industry, Lou’s company, the Adler Group has trained over 40,000 hiring managers and placed 1500 executives for many of the fastest-growing companies.

He is a top LinkedIn influencer and author, known for The Essential Guide for Hiring and Getting Hired and the Amazon top 10 best seller Hire With Your Head, Using Performance-Based Hiring to Build Great Teams, translated into multiple languages.

Hiring Decisions: Are We Making Progress?

You contend that hiring results haven’t improved much in the past 25 years. What is the basis for this claim after tens of billions have been spent on new HR tech?

Well, the biggest claim is… I look at the Gallup satisfaction report, which comes out monthly and it hovers around 30 to 33% of people who are actually satisfied with their jobs. And that number hasn’t changed in 25 years since they started taking it.

So as far as I’m concerned, things have not only not gotten better, they have gotten worse. And I contend, I know the reasons why, but that’s least sufficient proof to say, “Hey, maybe we do have a problem.”

The Great Resignation & Job Satisfaction

Let’s talk about the great resignation. In all of the implications, what are you seeing here? And do you have suggestions for companies, recruiters, and job seekers around this?

To me, and it goes back to the underlying problem of why people are dissatisfied and it really comes down to the point that people take jobs and they don’t really know what the work is. And they don’t know what the style of the manager is, they don’t know the quality of the team, and they’re not a hundred percent sure of what the expectations are.

The satisfaction is driven by the work itself, the people, the company, the manager, the projects, the impact they’re making, and people give that to a shrift. They focus too much on the start date, not enough on the actual work they’re doing.

So to me, that’s the underlying problem of dissatisfaction. And it’s gotten worse because people are now trying to hire faster for more money. So now you have the great resignation, et cetera, et cetera, et cetera.

The Solution: Recruiters Need to Understand the Roles

Recruiting, with no understanding of the role, won’t help us recruit and retain the contributors. It’s time to change the mindset about how we approach discussions with candidates. Quick hiring, without deep consideration of the roles, is fueling negative outcomes. 

I have the knowledge that I believe is correct, but I think you have HR leaders and companies that have a strategy designed, “Hey, let’s fill jobs as fast as we can.”

And yet I believe the process of making that decision, “Should I hire this candidate?” And from the candidate’s perspective, “Should I take this job?” That is a much more detailed, thorough evaluation. That’s an investment on the company’s standpoint in hiring this person and an investment on the candidate, “Hey, should I invest my time in this company?”

And I don’t think the tools that both sides use to make that decision are evaluated properly. I think people have competency models. They’ve got behavioral interviewing. I think that’s a band-aid solution, and I don’t think they’ve really addressed the core problem.

The Solution: Take the Time to Define the Work

There are steps to improving hiring. However, more time on the front end of the process is necessary. This requires a close look at critical performance objectives — and incorporating these into a method, a “scorecard”, that can direct the entire recruiting process.

If you want to implement performance-based hiring, you have to only do two things. Number one is you don’t take a requisition filled with skills, experience and competencies. Instead, you take a requisition that lists the five or six key performance objectives the person taking that job needs to do over the course of the year to be considered successful.

We call that a win-win hiring outcome. Meaning the candidate says, “I’m so glad I had this job over the year and I’m enjoying this work.” And hiring manager says, “I’m so glad I hired that person.” So, defining the work is that core thing.

The other bookend is, don’t accept or don’t hire anybody unless they meet the standards on a tool. We call it the Quality of Hire Talent Scorecard, which determines the 10 best predictors of on the job success. If you just put those two bookends in, don’t hire anybody who doesn’t meet these performance requirements and define those performance requirements up front, you’ll figure out what you’ve got to do in the middle to get there.

In Summary: When Hiring, Emphasize Key Performance Indicators & Consistently Apply That Strategy

Overall, we cannot hope to improve hiring decisions without taking the time to understand the specifics of the role. The ensuing process should not be a race to hire, but a race to capture the important aspects of the role and communicate this effectively to candidates.

The issue to get to that though, requires a lot more work. It’s not just, “Will you take this offer at this point in time?” I have to understand the job, I have to understand the environment, the candidate has to understand, “Is this the right career move? Is it work that I’m intrinsically motivated to do? Can I work with this team? And can I work with a manager’s style?”

I hope you found this episode of #WorkTrends helpful. I know that I found the discussion fascinating.

Subscribe to the #WorkTrends podcast on Apple Podcasts or Stitcher. Also, for more great conversations, be sure to follow #WorkTrends on LinkedIn, Twitter and Instagram!

recruiting challenges

Recruiting Challenges for Fast Growing Startups and How to Overcome Them

/, , , , /by

Sponsored by: RocketReach

Recruiting challenges face every organization — one that is particularly daunting for smaller companies and fast-growing startups. As agility is often a make-or-break for these organizations, sourcing high-quality candidates quickly is vital.  

Yet, connecting with the right candidates with the right skill sets, at the right time is often elusive.  

Recruiters have the very difficult task of finding these candidates, while simultaneously verifying that they possess the right skills to fulfill the role and its responsibilities. Ensuring this is often key to an organization’s ability to grow, develop and scale. 

A less than “good fit” hire — can disrupt workflow, damage an organization’s work culture, and waste valuable resources.

Our Guest:  Julia Kimmel

On this latest episode of #WorkTrends, I spoke with Julia Kimmel from RocketReach. For her entire career, Julia has embraced the fast-paced and multi-faceted environment of the startup world. Managing people and processes and helping companies and teams grow across organizations. Since last year, she has overseen the growth of RocketReach from 15 people to over 100. And sorry, no, she’s not related to Jimmy Kimmel. 

Let’s talk about recruiting work-from-home talent for fast-growing startups, the challenges, and how to overcome them.

Startups need to work hard to avoid costly mistakes. Julia:

…it’s hard for startups to plan far in advance. Things change constantly. And if you asked anyone planning to scale a startup and asked them what you could plan for even a year in advance, it’s tough to make those types of decisions. Often I think one of the things that startups have a tough time with is that there isn’t a great hiring strategy, and a lot of startups hire way too quickly.

Overcoming Recruitment Challenges

It’s no mystery why sourcing top talent is an obstacle for many businesses. There is a ton of competition, and getting to know a candidate is a skill of its own. In job interviews, you want candidates who are passionate about curiosity, creative problem solving, and communication. But the true key to finding talented people? Putting in the work.

I think ultimately no one wants to hear it, but it really comes down to sourcing. It’s how you initially get strategic about where you’re looking for people. What are the cues that are constantly going off for the recruiting team to go after certain areas of the market or certain industries? Certain companies are an easy one, but I think you really need to fine-tune and get your team into a place where they feel empowered about sourcing.

Startups vs. Large Companies

There are obvious perks of working for a large, established brand. Many people are drawn to work for large companies because they feel more secure regarding hiring freezes or layoffs. While working at a big brand has its perks, startups can offer more autonomy and hands-on experience.

…one of the things that really stands out to me is that startups really can dig into more and actually market a little bit more – at large companies, you typically work on a very small piece of a project, and your work sometimes goes unnoticed. It’s unclear if what you’re doing is really making a difference, and many people at those companies are doing exactly the same role as you. I think small companies need to sell how much ownership and impact people get to have on the business.

The Future of Startups and Talent

From an HR perspective, will startups and young companies gain a hiring advantage over large companies in the next decade?

Large companies come with a lot of policies, protocols, and regulations. The world is changing, and people want to have more flexibility. I think startups will be popular because there is just a ton of flexibility. If the startup is running the right way, you get to structure your schedule, your day, and your work in a way that makes sense for you. There’s a lot more autonomy, and people are looking for ways to grow, learn, and be challenged. A smaller company can provide this easier than a large company.

I hope you found this episode of #WorkTrends helpful. To learn more about recruiting based on data, visit https://rocketreach.co/. 

Subscribe to the #WorkTrends podcast on Apple Podcasts or Stitcher. Be sure to follow our #WorkTrends hashtag on LinkedIn and Facebook, too, for more great conversations!

Employer Brand

5 Strategies for Defining Your Employer Brand

/, , , /by

Vanilla is one of the most popular flavors in the world. Just ensure it doesn’t become how people describe your employer brand.

Today’s job candidates and workers are often compelled to stay with one company versus another because of the company’s purpose and value. In other words, companies need a strong, direct, authentic employer brand that keeps employees from quitting and joining the Great Resignation. In most cases, a vanilla employee experience won’t cut it anymore.

A Modern Employer Brand

Instead of a basic, old-school employer brand, you need one that’s modern. You need a brand that reflects what your organization stands for and what talent can expect, even if it turns some applicants away.

Companies with substantive employer branding often embrace not being a good fit for everyone. Their employee value proposition statements illustrate their workplace’s true “give and get” nature. With this model, when a team member is willing to “give” in one area, they can expect to “get” something in return. It’s a reciprocal relationship that’s offered up plainly and unabashedly.

If this sounds unusual, it’s because only now are organizations strategically revising and advertising their employer brands more deeply. As employees become more critical of their work environments, many leave their longstanding positions to find companies that align with their values and goals. Especially in the ever-changing workforce, it’s important to learn from others’ mistakes so your company prospers rather than plummets.

Communicate a Meaningful Change

Even massive employer branding face-lifts, like Facebook’s rebranding to Meta, are not enough. Such a change can be perceived as surface-level and doesn’t create or communicate any meaningful change. And because in recent years, candidates have begun conducting employer brand research and digging deeper, transparency and authentic connection are key. Candidates and employees want sincerity. Candidates want to know what your company stands for to decide if it aligns with their passions and purpose. In other words, they want you to lay everything on the table as part of your employer branding.

Where, then, do you start? Below are five employer brand research tactics that will help you define and establish a genuinely distinct employer brand that reflects not only where your company is today but also where it will be tomorrow.

1. Assign a range of leaders to an employer branding committee.

As with any initiative, your employer branding efforts require commitment. An employer branding committee will help construct your employer brand from the ground up and serve as a strategic resource moving ahead.

To get the most out of your committee, including team members from across departments and verticals such as talent acquisition, marketing, diversity and inclusion, and sales will ensure that you aren’t overlooking any key issues as you flesh out what your employer brand means.

2. Host an employer branding kickoff meeting.

After inviting critical players to the table, hold a workshop to allow everyone to get on the same page regarding your employer branding goals. Hold this workshop in person, online, or both. After all, quality employer branding should be geographically agnostic.

During the event, review your employer branding elements. Try to get a handle on how all departments and groups see your organization. Are there disconnects, such as between your mission statement and the experience of workers as measured by employee insights like exit interviews? These are the areas to start cementing your preferred employer brand.

3. Conduct interviews with members of your leadership team.

A huge reason for misalignments between the employer brand you want and the employer brand you have is that leaders’ aspirations don’t always match up to your employer branding expectations.

As part of your conversations, find out what your company leaders demand and admire about their employees. Attempt to get a sense of what working for them looks like so you can revise your employer brand accordingly. Remember that you want your employer brand to be transparent when presenting your organizational work life.

4. Complete focus groups with a cross-section of employees.

Now that you’ve heard from the people steering the ship do a little research to learn more about the daily experiences of employees. Hold about a half-dozen two-hour sessions with up to 10 workers in each session. Use these focus group sessions to find out why the employees chose your organization and what motivates them most — and least. Try to understand the “give and get” exchanges happening. Don’t be surprised if you realize that your employer brand is more complicated than you might have thought.

5. Gauge the market’s view on your employer brand.

At this point, you should start to have a fleshed-out idea of your employer brand. How does it match up to your competition? Ideally, you want your employer brand to gain attention because it’s compelling or engaging. Therefore, spend time investigating the employer brands of your talent competitors.

Check out Glassdoor ratings, social media posts, and other markers of general brand sentiment. Be sure to check out job descriptions, too. Everything you learn can be folded back into maturing and solidifying your employer brand.

Final Words

Years ago, employer branding seemed easy: Pop a ping-pong table in the breakroom, offer beer on tap, and you were done. In 2022, high performers are looking for something deeper and more substantial out of their employee experiences. They’re looking for companies with employer brands that are straightforward and real and that offer workers a chance to be a part of a company they know they can trust and believe in. Developing a research strategy and research infrastructure for employer branding enables you to be that for them.

Meeting the Needs

Meeting the Needs of a Changing Workforce

/, , , , /by

Graduation season is here, and many recent or soon-to-be graduates are about to enter the workforce. In fact, it is estimated that companies plan to hire 26 percent more new graduates from the class of 2022 compared to the year before. Meeting the needs of this new workforce is key to successful talent acquisition and retention. 

The world is different than it was three graduation seasons ago. Businesses have needed to adjust the way they approach the hiring process to build strong teams. For these organizations to attract and retain the top talent within the job market, a different mindset and approach are required.

The future of work is now, and it is reliant upon driving change through technology, different ways of working, fresh perspectives, and diverse voices.

The Demand for Flexibility

Flexibility is an unwavering demand of the new generation of workers. In a world that relishes instant communication and expects full transparency, job candidates are more aware of the vast number of organizations that meet their employees where they are. So what does this mean for companies that are looking to hire and retain candidates who are overwhelmed with options? It means that flexibility is a must – not a “nice to have.”

Flexibility means allowing employees to build a schedule that best fits their needs. Many organizations are adapting accordingly as they recognize this level of flexibility is something they must offer their current and future employees. In fact, 81 percent of executives are changing their workplace policies to offer greater flexibility. This is a standard expectation of our new normal. A failure to keep up with these demands means limiting your talent pool and losing even the most loyal of employees.

Flexibility also means empowering employees to choose where they work. Organizations that promote a “work from anywhere” mindset prove that they truly foster an environment of flexibility and a consistent employee experience regardless of where one is seated. Companies have quickly acknowledged that the “work from anywhere” mindset vastly widens their potential candidate pool. These organizations can focus on recruiting candidates with different skillsets or backgrounds that can positively impact the business.

The companies that will win in the top talent competition are those that realize it is not where one works, but rather it is the breadth and quality of the work produced that is critical in allowing their organization to scale to the next level.

Defining Your Purpose and Aligning With Candidates

As Gen Z gains more stake in the workforce, purpose-driven practices will continue to take hold at the forefront and become the foundation of business. This shift has been bubbling under the surface for a few years, but now it sits firmly at the core of candidate requirements.

Organizations that choose to look intrinsically and identify the true purpose behind their work will find that like-minded talent turns their way. Purpose comes in many forms and can be realized in a variety of ways. There is no doubt that the new generation of candidates will not work for a company that does not have a defined and pursued purpose in place. The questions that all organizations must ask themselves are: What is the purpose of what you do? Who will you positively impact? How can you build a workplace that drives this purpose every single day?

The Impact of Technology

The Insurance industry exists largely to serve and support individuals, families, and organizations across the globe in times of need. This institution is comprised of companies that face challenges of how to bring a fresh and modern approach to help drive their purposes. Due to the length of its establishment, it would not come as a surprise if many candidates, particularly new graduates, saw the insurance industry as old school and have not considered it for their future careers. However, the reality is that there is a multitude of career advancement opportunities as technology such as software-as-a-solution, artificial intelligence, and machine learning continue to mature and become a staple within the industry. Insurance is a perfect fit for the new generation of workers who are inherently creative problem-solvers and who also wish to deepen their technology skillsets.

The companies that truly live out their defined purpose and offer the skills and training programs that employees desire will be the ones that gain the talent pool’s attention and thus deliver the innovative solutions that will be disruptive within their industry.

Cultivating Diverse Talent is the Path Forward

The changing workforce is shedding a bright light on the notable differences in how the varying generations approach their line of work. However, one similarity all generations in the workforce share is that employees only feel satisfied within their careers when they are comfortable enough to show up as their true selves and follow and express their passions and beliefs. Organizations that allow individuals and groups to be heard and empowered will win the competition for great talent. Without a doubt, upholding diversity, equity, and inclusion (DE&I) practices are at the forefront of these efforts.

Companies that promote their DE&I efforts create a culture where employees feel respected, connected, and proud. These organizations that choose to take a stance are more favorable to the new generation of candidates, many of whom will not work for companies that do not have DE&I programs in place. For organizations with customer-facing roles, an increased level of pride from employees leads to an increased level of engagement. Therefore, allowing them to better serve their customers and build stronger relationships with critical stakeholders.

Diversity Fosters Innovation

Organizations with diverse leaders and employees innovate at a faster rate. Diverse thinking and perspectives fuel creative ideas. It also fuels development cycles for new solutions, allowing companies to gain and sustain a competitive advantage by getting to market faster and focusing on the long-term value for their customers. This will in turn drive better business outcomes. 

Recently, our organization held a Diversity Summit to reflect on and discuss the future goals of DE&I in the workplace. It was a transformational three days, and the Summit is the type of event every organization should host more of. The group’s time together was filled with impactful moments that were educational, inspiring, and motivating to our employees. Both on a professional and personal level. 

DE&I initiatives should be incorporated into every part of the business and is not merely a three-day event. Leaders need to make a conscious effort to inspire employees and drive company culture by “walking the walk.” Candidates are not impressed by companies with executive-level and corporate “buy-in”. They are drawn to companies with true executive-level and corporate “believe-in”. An organization’s DE&I stance must stem top-down, and it cannot just be a focus within the HR part of the organization, or it will fall flat.

Every employee at every level within a corporate environment owns the company culture. Every candidate in the talent pool has a vested interest in being a part of an open culture that promotes belonging. 

A Few Final Thoughts

A company’s most valuable asset is its people. 

Companies must regularly reevaluate their hiring and internal processes. These processes are only successful when companies foster programs that empower their employees both professionally and personally and allow them to pursue their passion and purpose.

The companies that do this are the ones that will attract and retain candidates of the highest caliber.

Remote

7 Tips For A Successful Remote Hiring Process

/, , , /by

Gone are those days when people used to travel to their workplaces. According to a Pew Research report, about one-fifth of workers having the flexibility to work from home are doing so. 

With the onset of the pandemic, global employment methods and the work culture changed forever. By December 2020, 71% of the working population were working remotely. Yet, even as the pandemic threat subsided, many professionals chose to work from home. In November 2021, a report by Gallup showed that 45% of full-timers were still working remotely, either part-time or full-time. 

This sudden paradigm shift to remote work has affected the work culture of almost all organizations worldwide. Today, recruits and even legacy employees demand a flexible hybrid working model. This pushes companies to rethink their business model to incorporate the shifting dynamics of a remote workforce. Companies must design a cohesive culture in a digital environment, and the change should begin right from the recruitment process. 

This article will address the importance of remote hiring in the modern industry and offer actionable solutions to its complexities. 

Why is Remote Hiring Important?

We’ve just emerged from a global pandemic that forced people everywhere to stay confined within the four walls of their homes. In 2020, as governments imposed lockdowns across countries, most organizations chose to operate remotely – this sudden transition was anything but smooth. Although challenging, corporations could stay afloat by adopting radical remote hiring and working strategies. This is when the reliance on digital collaboration tools like Zoom, Google Meet, Slack, etc., skyrocketed massively. 

Soon, companies realized that remote hiring offers numerous advantages, especially for global employment. With the possibility of remote work on cards, most corporations can now hire international employees. 

As the modern workspace is no longer limited by geographical location and borders, organizations can tap into a broader global talent pool. This is a win-win situation for businesses and job seekers. Since companies can source talent from anywhere globally, they can save money on employee relocation costs and forego the hassle of arranging for work permits and visas. On the other hand, skilled and qualified people can apply for their desired roles in top companies without being restricted by geographical boundaries. 

As remote work became the norm, many corporations realized that retaining talent is now relatively easier. With employees working from the comfort of their homes, they can maintain a better work-life balance and be more agile and productive. Remote or hybrid working has had a direct impact on the well-being of employees, with a recent Forbes report claiming that it boosts employee happiness by as much as 20%. 

Thus remote hiring is pivotal for international hiring since it helps build a diverse team comprising skilled and qualified people who are satisfied with their job. 

Guidelines for a Remote Hiring Process

Although companies can source talent internationally now, there remains a shortage of skilled workers, particularly in specialized areas. In addition, upwork reports that around 78% of HR managers consider that skills will become more niche in the ensuing decade. Consequently, about 91% of managers have already resorted to more agile hiring strategies. 

Cultivating a work culture that is both diverse and inclusive starts with remote recruiting. Businesses must adopt an open mindset and implement innovative hiring approaches to build a competent remote team. 

While there’s no shortcut to hiring best-suited candidates virtually, employers can follow these guidelines while remotely hiring employees. 

1. Invest in Remote Hiring Pre-Work

In collaboration with the Harvard Business School, a recent study by Accenture revealed that a significant portion of qualified employees is deterred by online job portfolios put up by employers. 

Hence, employers must switch up their job promotion tactics. For instance, they can create attractive job descriptions highlighting a specific role’s key skills and responsibilities. Hiring managers can also accurately describe their company’s remote policy to maintain transparency across job platforms. They should also include any logistical requirements, such as expected timezones or the frequency of monthly office visits. 

It’s crucial to create tailormade job ads for different platforms. Pasting the same hiring advertisement for all job profiles will mean you risk the chance of losing out on a potential talented applicant.

2. Importance of Video Interviewing 

Today, freelancers and full-time employees feel more comfortable with remote employment. Hence, employers can no longer ignore the importance of video interviewing for remote hiring. Usually, employers/recruiters cannot meet the remote applicants face-to-face, and thus, they have to evaluate a candidate’s skills through video interviews. 

However, video conferencing comes with its challenges. For instance, there can be audio-video glitches or internet disturbance during the interview. Employers can easily overcome these issues by creating a solid interview setup for remote hiring, including a reliable internet connection, double-checking the tech before logging in, etc. Also, it helps to have a Plan B ready if there’s any glitch during a video interview. 

Tip: Be punctual and present in the chatroom when the applicant enters. Slowly ease into the interview process through casual chatting. 

3. Be Transparent 

Recruiting international talent can be a tricky process. However, being transparent about your company’s mission and your expectations from the employees is a commendable start to the employer-employee relationship. This will help you lead by example and gain your employees’ trust. 

4. Prioritize Collaborative Hiring

Fostering teamwork is a pivotal addition to your company’s work culture. Ensure to involve all the relevant teams while hiring employees remotely. It allows your employees to get involved in the core operations and makes them feel valued. 

Collaborative hiring also allows you to acquire valuable input from different team members, making the whole hiring process more comprehensive. Ensure that your Applicant Tracking System (ATS) can facilitate team collaboration and accommodate multiple users. 

5. Integrate Technical Skills Assessment 

All employers must evaluate applicants’ hard skills, especially for highly competitive niche roles. For instance, recruiters may assign projects or coding problems to assess a candidate’s real-world skills for tech roles like data scientist or web developer. 

Project-based assessments are a foolproof way to test a candidate’s competency and skills. For example, a 2021 HackerEarth developer survey states that nearly 40% of working developers prefer to sit for video interviews that provide remote editing tools. 

6. Provide Details Pre-Interview

When recruiters fail to offer detailed information about a role, most candidates are unprepared for the interviews. This makes the entire interviewing process futile. 

You can avoid this by providing applicants with all relevant details related to the job during the pre-interview stage. Also, putting up details online will ensure a level playing field for all candidates. Another great idea is to conduct career fairs before the scheduled interview to help candidates comprehend what you expect from them. 

7. Hire People with Remote Work Experience

This might sound odd, but remote working isn’t everyone’s cup of tea. With minimal to no supervision, remote workers are autonomous – they are their own boss. Unfortunately, this may lead to sluggish outputs and missed deadlines. Founder of Baremetrics, Josh Pigford, explains it aptly, “….. It’s a skill set. You have to know how to work remotely.” 

Thus, hiring people with some remote work experience might make an employer’s responsibility of supervising and managing employees easier in the long run. 

To Conclude

Employers must meticulously plan their remote hiring process to fit the needs of the modern remote workforce that operates across borders. From advertising job vacancies to onboarding remote employees – every step of the hiring process must be well-thought-out. 

We hope these tips help align your remote hiring strategies with your company goals.