Category: Candidate Attraction

Recruitment Marketing: How to Stand Apart in the Battle for Great Talent

Posted on by nfuqua

Talent attraction means grabbing a candidate’s attention and in this day and age that is not an easy task. Every day, we’re bombarded with between 4,000 and 10,000 ads. Naturally, we don’t give every one of them our full attention; our brains screen out the majority that they consider irrelevant, so we don’t get overwhelmed. Recruitment messages—designed to grow awareness and excitement around job opportunities—are just one subset of ads fighting for our attention in this intense daily contest.

In such a ruthless environment, talent attraction techniques have evolved and adapted. Modern recruitment marketing now draws heavily on consumer marketing practices and technology to ensure that recruiting organisations create clear space between themselves and their competitors. This optimises the likelihood that their messages will receive the attention of the right candidates and fuel growth in healthy pipelines for future vacancies.

This article will walk you through four strategic pillars to succeed in this hugely competitive space for top talent.

Talent Attraction Pillar One: Establishing Your Brand Narrative as a North Star

To attract top talent, you need to tell a vivid story about your unique employer value proposition, or EVP. This proposition should clearly communicate the compelling elements of your employment offer, as well as the behaviors and values you expect of candidates in return.

This narrative allows candidates to make an informed decision about whether your organisation is somewhere they aspire to work and somewhere they can have an influence. But, it also ensures that the people who do go on to apply are in tune with your company values; are motivated to be a part of your team’s mission; and are ready to take on the particular challenges associated with their role.

Recruitment marketing is the task of telling that story—why talent should want to work for you. Specifically, it’s about telling it:

  • To the right people, at the right time
  • Consistently, with targeted content and experiences that develop a candidate’s understanding of—and trust in—your company
  • In exciting and unexpected ways to stand out from the competition

Changing jobs is a significant life event fueled by a complex and highly emotional decision-making process. More than ever, candidates are searching for an employer that exhibits a shared set of values and work that they find meaningful. This is even more apparent in the Millennial and Gen Z members of the workforce. As such, a well-articulated employee value proposition can provoke an emotive response from candidates; give them a first glimpse into your company culture; and differentiate you from your competitors for talent. Without a clearly defined employer brand story, the guiding North Star of your strategy is missing.

Talent Attraction Pillar Two: Build Authenticity & Trust with Your Employees’ Voice

When considering whether to apply for a role, candidates will evaluate the authenticity of your brand claims and develop perceptions of what it’s really like to work for you. Therefore, when it comes to the credibility of your messages, the sources that deliver them are all important. Appetite for glossy corporate advertising is low; candidates are looking for trusted spokespeople to reveal the real story.

  • According to Edelman’s brand trust report, nearly seven in 10 people globally use one or more advertising avoidance strategy.
  • Personal experience, earned media, and peer-to-peer conversations are far more influential than owned media and paid advertising in the battle for brand trust.
  • Industry experts and regular employees are seen as significantly more credible spokespeople for a brand than the company’s CEO.

Similarly, candidates are savvy to corporate clichés and empty promises. Alternatively, they will use resources like Glassdoor and Indeed to seek out the opinions of existing employees who have previously road-tested an employee experience.

Of course, you can’t control everything that’s written about your brand online, but you can empower your most engaged employees to be the voice of your brand by sharing their own experiences. Plus, personal stories will provide you with credible evidence to support your employer value proposition and build credibility amongst your external brand audiences. It can be easy to overcomplicate advocacy; the key is to make it a fun and celebratory process. For instance:  

  • Make sharing simple. There are many content amplification tools that will allow employees to access your employer brand content and repost it to their own social channels in seconds.
  • Introduce a little competition. Award points to employees for sharing their own stories and reposting those of their colleagues.
  • Make advocacy rewarding. What do your advocates get in return for being active brand ambassadors? Social media training? Networking opportunities?

But, don’t just expect employees to go off and create great content; you’ll need to offer support. So, consider setting content creation challenges with detailed guidelines to keep them energised and engaged.

Talent Attraction Pillar Three: Connect to Talent with Data-Driven Insights

Top talent doesn’t need to actively look for new opportunities because, like in the consumer world, offers have already started coming to them. Nowadays, passive and active candidate status is no longer clear cut. Whilst some people are actively looking for jobs, it would be incorrect to label everyone else passive and disinterested in new opportunities.

In fact, candidates expect to be approached with new opportunities. A whopping 70% of candidates are passive—open to new opportunities but not actively seeking them out. In such a competitive market, you need to engage your future workforce before the demand to hire them exists.

So, instead of playing the numbers game and hoping that the right person is out there somewhere, wouldn’t it be better to have an existing relationship with the people we think would be perfect for the job? And, better still, to know exactly their level of interest in new opportunities so that, when we do approach them, we know it’s a welcome advance? Fortunately, this is all made possible if we build high-quality, data-driven talent pipelines that provide recruiters with live insights into candidate interest levels and improve their efficiency. Below are three steps you can take to start building talent pipelines.

talent attraction

Pillar Four: Differentiate Your Brand Through Human Experiences

Let’s reimagine the marketing funnel as the journey of a single candidate. Armed with your compelling employer value proposition, the task throughout this journey is to bring the promises of that proposition to life for candidates and reinforce your brand messages so that they build a preference for your organisation.

In other words, rather than just telling candidates why you should be their preferred choice of employer, show them at every touchpoint.

talent attraction strategy

Remember when we referred to your employer brand as your North Star? This is exactly what we meant by that: Use your employer brand and value proposition as a guiding force when crafting all of your recruitment communications and experiences. The more consistently and distinctively your value proposition is expressed throughout the candidate journey (and beyond into the employee lifecycle), the more your brand reputation will align to the identity that you want to portray.

As an example, if you claim to be an employer that cares about employee wellbeing, show candidates from the start by supporting them through the recruitment process with deep empathy. Likewise, if you claim to be an employer that fosters innovation, ensure that your communications are fresh and different.

The way that candidates experience your organisation throughout the candidate journey will show them everything they need to know about how your company treats customers and colleagues. That perception, once created, is hard to shift. If you treat candidates with dignity and show them how their time is valued, most will walk away from the recruitment process feeling positive about the brand you represent—whether they were successful or not. This means that you’re more likely to be the beneficiary of positive word-of-mouth advertising from that individual, as well as ensure that they’re more likely to reengage with you in the future should another, more appropriate, opportunity arise. That could be next week, next month or next year. The long game matters. A human-centric approach is different and will certainly stand out amongst the numerous companies that still facilitate an impersonal hiring process.

Making The Right Match

When these four strategic pillars work cohesively together, they allow you to seek out top talent and start conversations with potential employees wherever they prefer to consume content. Then, you can convert candidates to the next stage of the recruitment process by delivering content that responds to behavioural triggers and underlying candidate motivations. Finally, you can differentiate your organisation from your competitors with human experiences that bring your employer brand to life in unexpected and exciting ways.

How to Leverage Your Employer Brand to Stand Out in a Sea of Job Openings

Posted on by jpatel

It’s no secret that the pandemic greatly impacted the labour market. Now, employers face a new challenge: Too many job openings and too few workers.

Amid the dual challenges of COVID-19 and Brexit, job openings are at an all-time high—the result of millions of prime-age workers leaving the UK labour market or transitioning to part-time employment. Employers in industries like leisure and hospitality, healthcare, manufacturing and more are struggling to fill open positions with qualified talent. 

So, with all these vacancies, how can employers stand out above the competition to attract the next generation of top talent? It starts with focusing on key candidate touch points—from your employer value proposition (EVP) and employer brand to your recruitment marketing strategy, careers site and application process.  

In this article, we’ll take you along the candidate journey and touch on each aspect you should address to make your open roles stand out in a sea of job openings.

Create an EVP and Employer Brand that Speaks to Your Ideal Candidate  

The ideal candidate journey begins long before the candidate even applies to your job, when they first engage with your employer value proposition and your employer brand. At PeopleScout, we define your EVP, as capturing the essence of your uniqueness as an employer and the give and get between you and your employees. In many ways, your EVP is the foundation of your employer brand—the perception and lived experiences of what it’s like to work for your organisation. 

Your EVP and employer brand carry a lot of weight for the next generation of top talent, because they serve as differentiators between your brand and competitors and allow you to align your organisation’s purpose with your candidates’ passions. It is important to do your research and be aware of what candidates hold in high regard, such as the opportunity for growth personally and professionally or the importance of diversity, equity and inclusion in the workplace. Learn what drives your ideal candidate, identify what drives your organisation’s mission and values, and establish an EVP and employer brand that speaks to both.  

Building an Employer Brand for the Lawyer of the Future 

The Situation:
Linklaters approached us with a talent problem for the ages. They needed an entirely new type of lawyer. The profile Linklaters recruited for in the past would no longer bring them the ideal candidates necessary to secure and expand on their position as a heavyweight global law firm. 

The Research: 
We conducted one-on-one interviews and focus groups with hundreds of professionals in 20 Linklaters offices across Europe, North America and Asia-Pacific. The output of these interviews gave us everything we needed to create the EVP and the framework of the brand on which to build our global advertising campaign. 

The Solution: 
We created an employer value proposition that was a combination of big picture philosophical and a Linklaters-specific selling point. 

GREAT CHANGE IS HERE 

Message: Change is healthy and exciting, as well as unavoidable. Join this modern, international, hugely diverse cohort and you’ll have a truly influential voice that redefines the legal sector and sets you up for an ever-evolving career. 

The Results: 
Glassdoor scores for Linklaters have risen by 8% in the last two years and, importantly, applications from female lawyers—which was a key objective—have increased since the EVP launch. 

How to Communicate Your Employer Brand through Recruitment Marketing  

After evaluating your organisation’s EVP and employer brand, it’s time to showcase both in your recruitment marketing strategies. Digital recruitment marketing is a way for employers to source and attract potential candidates. It can include social media, email marketing, display advertising and more. Consider these three stages when building your recruitment marketing strategy: 

Stage One: Increase Awareness 

When it comes to increasing awareness with recruitment marketing, you want to reach ideal candidates and promote your organisation. To ensure you are marketing yourself properly, it can help to create content that drives a potential candidate to come back to your site, even if they aren’t actively looking for a job. 

For example, acknowledging company accolades and awards can spark interest in your organisation for both active and passive candidates, like this Instagram post from HubSpot. However, content at this stage does not need to be directly correlated to your organisation to be effective. Content regarding professional development and motivation can also lead ideal candidates to inquire further on your website, such as these resume tips from Nestle.   

Stage Two: Generate Interest 

Now that you have increased awareness, the next step is to generate interest. You have succeeded in showcasing your organisation’s knowledge and place in the industry, now it’s time to show what it is like to work at your company. This is where you stress your employer brand—especially via social media—to give potential candidates an inside look as to what it’s like to work for your company.  

A great way of promoting your company culture is giving firsthand experiences from current employees, via quotes about their experience working at your company. 

Social media is a powerful tool that not only generates interest but can also increase applicants for vital roles. For example, PeopleScout helped a manufacturing client increase the number of female applicants and hires in a male-dominated industry through the use of employee spotlights, videos and stories on their social media channels. These posts showcased how women are integrated into the company culture and integral to the organisation’s success, and the client was able to increase female hiring by 3% annually from 2018 to 2021. 

Stage Three: Nurture the Decision 

After increasing awareness and generating interest in your company, it is now time to promote open positions and the benefits, perks and compensation that will come with these roles. The promotion of open roles within your organisation will lead the candidate to your careers site, which plays a pivotal role in the candidate’s journey toward employment with your organisation. Here, it is important to do research on your competitors to see what they are offering for similar open roles. If a competitor is offering better pay, benefits or perks, that can be a deciding factor for an ideal candidate to choose them over your organisation, despite your strong recruitment marketing strategy.  

Build a Careers Site that Stands Out 

At this point in the candidate journey, the potential applicant has made their way to your organisation’s careers site. It’s important to remember that this is not only an area for job postings, but it is also home to many opportunities to stand out above competitors. For example, your careers site is a great place to reiterate the employer value proposition to ensure that the message is carried through every step of the candidate journey. Your careers site should include everything a potential candidate would like to know about working for your organisation. Consider these key areas of opportunity when refreshing your careers site:  

Ensure Accessibility 

In the digital age, it is important to make sure your careers site is user-friendly for those on a computer or a smart phone. This is especially important because 89% of candidates think mobile devices play a critical role in the job hunting process. Unfortunately, if a candidate struggles to navigate your careers site, chances are they won’t be staying on that site for long.

It is also important to make sure your careers site is accessible for those with disabilities. Here are some suggestions from SHRM on how to make your careers site accessible for all:  

  • Screen reader compatibility  
  • Alternative text for images  
  • Color contrast 
  • Keyboard accessibility 
  • Controls for moving content  
  • Captions  
  • Controls for timed content  
  • Labeled forms  
  • Accessible downloadable files  
  • Plain language  

Search Engine Optimisation 

It is important to utilise search engine optimisation on your careers site. This can play a pivotal role in the likelihood of your careers site showing up first over a competitor on major search engines. The usage of keywords and traditional, highly-searched titles will play an important part in helping your roles stand out above your competition. Plus, researching popular keywords can boost your place amongst major search engines, leading potential candidates to your careers site first. Google Analytics and UTM tracking codes are important tools to utilise in your SEO journey to track and report where your clicks are coming from.  

Provide a Personal Touch 

On your career site, adding a personal touch, such as a welcome video, can go a long way. It can help the candidate see the human side of your business; offer an inside look of the facility; and showcase where applicants may fit in within the structure of the organisation.  

This is a great chance to sell the applicant on working for your company and really showcase your company culture. Offer insights, quotes or firsthand experiences from senior leaders to newly brought on employees. Highlight opportunities for growth—both personally and professionally—and provide examples of success stories from your existing employees.  

Let Applicants Know What to Expect 

If the process to apply and interview is not well explained or discussed at all, many applicants may believe their application will get lost amongst others. Be upfront and transparent about what the application and interview process is like and then offer timelines for the applicants. 

Streamline the Application and Interview Process  

Although the candidate has made it this far, you’re not done yet. After all, 80% of the time, candidates don’t finish filling out job applications, according to Glassdoor. To ensure candidates complete your application and interview process, focus on these key aspects to help you stand out:  

  • Mobile-friendly application 
  • Quick response time  
  • Virtual interviews  
  • Automated chat and scheduling 

Consider how technology can help streamline your process in each of the categories listed above. A mobile-friendly application, easy interview scheduling and quick response times can all be enhanced by AI and automation and provide a superior candidate experience. 

Standing Out Beyond the Application 

Despite having a well-built EVP and employer brand, recruitment marketing strategy, careers site and application, the deciding factor for an ideal candidate to choose your organisation will often come down to a strong employment offer. It’s important to keep in mind that if your compensation, perks and benefits (like flexible work options) don’t match up to competitors, ideal candidates in today’s market have the ability to choose to work elsewhere. 

That said, by creating ways to stand out and showcase your EVP and employer brand at each stage of the candidate journey as outlined above, you will be one step closer to securing the top talent your organisation needs.  

How to Expand Your Talent Pool with Workers Changing Careers

Posted on by jpatel

Expanding your talent pool amid turbulent times can be difficult. As businesses navigate reopening and hiring amid the surge of the Delta variant of COVID-19, many are struggling to fill their open roles with the talent they need. Combined with the shortage of overseas workers due to Brexit, research from accountancy and advisory firm BDO shows that UK businesses are experiencing disruption to productivity.

Notably, an HGV driver shortage resulted in nationwide fuel shortage. Plus, companies in the healthcare, retail and hospitality sectors are suffering from staff absences, with workers isolating due to COVID-19 infections.

At the same time, millions of workers are also planning to change careers: Data released by Aviva showed that 87% of workers surveyed said they were re-evaluating their careers, whilst nearly one in 10 said they intended to start a new career.

In this article, we’ll explain why people are choosing to change careers, share common skills you should look out for in your talent pool expansion, and provide suggestions for how to create a reskilling programme that will work for your organisation.

How the Talent Pool is Evolving: Why Are Workers Changing Careers?

As a result of the pandemic and the tragic losses that came with it, people were faced with a reminder that every day is not guaranteed. This realisation caused many to rethink their life choices and shift to prioritise their health, loved ones, hobbies and the things they truly enjoy. For many, this included rethinking their career path and goals—including exploring job opportunities that align with their passions.

Source: Prudential

As an employer, you can capitalise on this migration by offering competitive employment packages complete with work/life balance and promoting those benefits via recruitment marketing techniques. More precisely, beyond compensation and flexible work arrangements, show candidates how you will challenge them and help them grow in their career.

Building a Talent Pool: Identifying Transferable Skills in Workers Changing Careers

When searching for talent, you might not consider looking in certain industries or job types because you’re unsure whether the skills developed in those roles will match up with what you need for your business. However, 57% of UK workers are willing to retrain, with mid-career workers (aged 31-40) showing the most willingness at 64%.

Fortunately, you don’t need to start from scratch when hiring people who have chosen to change career paths. Instead, focus on attracting candidates who have strong transferable skills across industries.

Transferable skills, also known as “portable skills,” are those that can carry from one job to another. Transferable skills can be used to position your past experience when applying for a new job—especially if it’s in a different industry. (Source: Indeed)

Because many transferable skills are soft skills, candidates from other industries are often highly collaborative and integrate well into new roles. In particular, they’re well-rounded and more productive from the beginning. As a result, your training time can be focused on knowledge specific to your organisation and the role.

Consider looking for these common transferable skills when expanding your talent pool beyond your industry:

Problem-Solving

Workers who can demonstrate strong problem-solving skills in their previous roles will likely be able to apply that same mentality on the job at your organisation. Specifically, employees with problem-solving skills will be able to identify issues, find out what is causing them and seek out potential solutions—without you having to nudge them.

Teamwork

If the role you’re hiring for requires a lot of collaboration between team members, look for candidates who have experience working toward a common goal with others. Teamwork also encompasses several other skills, such as empathy, active listening and communication.

Communication

Communication is perhaps the most common transferable skill across all industries and job types, because it’s required in almost every role. Workers with effective communication skills are able to clearly share ideas and information both verbally and in writing; know when to ask questions; read body language; and communicate with others in a wide range of settings.

Leadership

Whilst leadership skills are especially vital for management positions and above, they’re important for people to possess at all levels of the organisation. That’s because leadership skills contribute to an employee’s ability to rise to a challenge, get a team on the same page, delegate when needed and see a project through to completion.

Adaptability

Workers who are adaptable and flexible are able to adjust as deadlines, teams or processes change. They can pivot and learn new skills when needed, whilst also maintaining a positive attitude and ensuring goals are still met.

Technology Literacy

If you don’t want to teach your next hire the basics, look for candidates who have experience working with common business tools and technologies that will easily integrate into your business function. Similarly, if your organisation is embracing more digital tools, it’s also important that your candidate is comfortable learning new technology and software to improve efficiency and evolve with your organisation.

Whilst the list above highlights some key transferable skills, there are numerous others that might fit into your organisation and the roles you’re looking to fill. Check out this list from FlexJobs for more.

Building a Reskilling Programme for Workers Changing Careers

Attracting and hiring candidates with transferable skills allows you to skip basic training on soft skills. However, because many of these hires will be coming from different industries, you’ll likely still need to provide an onboarding programme for the first 90 days that includes some reskilling training for non-transferable skills to help them adjust to the new role.

Plus, employees expect training to come from employers. According to McKinsey, skills training is the number-one choice of prospective employees when choosing what makes a great employer. Plus, 94% of employees said they would stay longer with a company that invested in their skills development.

But, what type of training will work for your organisation? Well, that depends on what types of roles you’re looking to fill. According to a report by CompTIA, candidates have different preferences regarding training methods based on the type of job they’re seeking.

Consider these three steps to help you build an effective reskilling programme:

1. Identify Skills Gaps

When hiring candidates from different industries, there’s no doubt that they’ll require some additional training to be able to be successful in the new role. So, identify what those key skills are so you can build your training around them lets you focus on skills unique to the job and your organisation.

2. Develop Specific Skills Trainings

Once you’ve identified the key areas that will need to be covered, develop trainings specific to those needs. These trainings should encompass a variety of reskilling methods to fit the individual needs of your new hires, including:

a. On-the-job training: Employees can take on small projects and learn from real-world experience.

b. Online learning: Virtual courses can be taken at any time and are a great way to speed up the learning process. They provide a lot of content in a digestible form that anyone can complete at their own pace.

c. Blended learning: Combine online courses with in-person training to maximise the benefits of both. Employees can engage with instructors in person and come equipped with knowledge and questions from online training.

d. Peer learning: Employees can learn from one another through collaboration and job shadowing. By observing what someone’s day looks like, employees get a good sense of what will be expected of them day-to-day.

3. Measure Success

Leverage surveys, discussions, post-training assessments and candid feedback from trainees regarding the value they found from the reskilling trainings. Do they feel like they’ve learned something new? Do they have the knowledge to put new skills to use? Are they implementing what they’ve learned on the job? Once you find out, reevaluate and improve your training programme regularly based on the strengths and weaknesses that employees identify.

Marketing Your Reskilling Programme to Your Expanded Talent Pool

Now that you’ve assessed the transferable skills to watch for and developed a reskilling programme for workers who are changing careers, it’s important to make that programme known to potential candidates. Utilise recruitment marketing techniques on social media to promote your roles and share that your organisation is offering reskilling to employees from a variety of industries. In job ads, highlight the fact that hires will be provided with reskilling training to ensure they’re successful in their new role. This—in conjunction with a strong employment offer and benefits—will help your business stand out above others in the competitive search for top talent.

Global RPO: Hiring Niche Engineers for Automotive Manufacturer

Posted on by akessler
Global RPO: Hiring Engineers with Niche Skills for a Global Manufacturer in LATAM and Europe

Global RPO: Hiring Engineers with Niche Skills for a Global Manufacturer in LATAM and Europe

A multinational automotive components manufacturer at the forefront of electric driving technology engaged PeopleScout for a full-cycle, multi-country Recruitment Process Outsourcing (RPO) solution. To continue supplying automotive technology for millions of the world’s cars, they needed to source the next generation of engineering talent across 54 locations in 21 countries in Latin America, Europe and Asia.

100% % New Hires Completed Ahead of Schedule
80% % Candidate Submissions Invited to Interview
1300 Applications Received for 150 Positions
21 Countries | <br> 5 Languages |<br> 3 Continents
21 Countries |
5 Languages |
3 Continents

Scope & Scale

A global automotive parts manufacturer partnered with PeopleScout to initially source 150 hires across locations in Poland, Spain, Italy, Germany and India as well as facilities in Latin America. They needed a global RPO provider who could handle sourcing for niche engineering roles in English, Polish, Spanish, Italian and Hungarian languages.

Challenge

As the client expanded manufacturing into new regions to support their global growth agenda, they turned to PeopleScout to partner with their in-house talent acquisition teams to drive their transformational change projects.

Hiring in Latin America had stagnated as the region became the go-to region for automotive manufacturing. With major car brands moving more of their operations into the region, competition for talent became more and more steep.

Meanwhile in Europe, a shortage of niche engineering skills was impacting operations in Poland. The talent war between organisations in the area hiring for similar roles was driving up salary expectations, but the manufacturer lacked the labour market data to make informed decisions to adjust their strategy.

Solution

AnalySing LaboUr Markets on Two Continents

Our Client Delivery team started by undertaking labour market and workforce analytics in each region. We worked with the client’s HR and operational teams to support their workforce strategy through a competitive analysis which led to recommendations on salary bands for each role and level of experience. For roles in Poland, we helped them explore the possibility of relocating new hires in order to widen their talent pool to other parts of the country where there was more access to experienced engineering professionals.

“PeopleScout has done a great job to support the project, showing high commitment and flexibility in this difficult and changing environment. We’ve had great collaboration together.”

Senior Director of Engineering

Sourcing Passive Candidates with PersonaliSed Videos

Meanwhile, our multilingual teams in Bristol and Krakow began sourcing experienced Product Application Engineers in Latin America and across multiple European locations, as well as Design & Test Engineers in Poland.

Not satisfied with one outreach, we employed a different approach with candidates who were unresponsive after the first communication. Our recruiters created and sent personalised videos introducing themselves and the opportunity to the candidate. This personal touch drove higher engagement and interest from talent who hadn’t engaged initially.

Over 80% of applicants were identified via passive sourcing, with the remaining candidates coming from ongoing advertising campaigns across job boards and social media.

Leveraging Social Media to Boost Employer Brand Awareness

Through our Social Network Awareness Package (SNAP) we identified the best social channels to reach the manufacturer’s audience and created tailored posts, including imagery and headlines. We used this social media content to boost awareness of the client’s employer brand among relevant groups and individuals based on their locations, professional details and interests. Throughout each campaign, we provided a reporting dashboard and analysed engagement which helped shape recruitment marketing activity going forward.

Testing Technical Skills with a Custom Assessment CentrE

These highly specialised engineers, regardless of region, needed to have a good command of English as well as technical aptitude. We assessed for both by designing and executing a technical testing program. Our assessors administered these exams virtually, freeing up hiring managers to focus on running their operations.

Once offers were made, our team continued to keep in contact with successful candidates during their notice periods and onboarding. We notified the client’s HR team of any potential concerns of dropouts, working together to mitigate risks.

Results

In just 10 months, we filled 100% of the manufacturer’s niche engineering headcount, including all openings in Poland—two months ahead of schedule. Our team reviewed over 1,300 applications and screened over 250 candidates, supporting hiring managers with initial phone screens, technical assessments and post-offer communications.

The hiring managers were thrilled with the quality of the candidates they saw, with over 80% of candidates put forward by our team being invited to interview.

Following this success, we expanded our engagement with the client to their India operation, taking over from local third-party agencies. This Recruiter on-Demand solution will support volume hiring challenges and drive cost savings.

“PeopleScout did really great work across hard-to-fill disciplines. We had a fantastic sense of partnership across the whole project.”

Global Head of Talent Acquisition

AT A GLANCE

  • COMPANY
    Global Automotive Manufacturer
  • PEOPLESCOUT SOLUTIONS
    Recruitment Process Outsourcing
  • ANNUAL HIRES
    150+
  • LOCATIONS
    21 countries in Latin America, Europe and Asia
Contact Us

Filling Niche Roles: How a Webinar Improved Candidate Experience and Application Numbers

Posted on by cspivack

How do you persuade valued, highly sought-after professionals to move jobs in this market? By providing an opportunity to engage with the employer and understand the work and culture – before applying.

The Chemicals Regulation Division (CRD) of the Health & Safety Executive (HSE) is regulatory science at its best. Work here is forward-thinking, strategic and connected to decisions made by both Central Government and large-scale business.

SOLUTION HIGHLIGHTS

  • SIGNIFICANTLY INCREASED AWARENESS OF HSE AND THIS NICHE DIVISION WITHIN IT
  • 55 QUESTIONS SUBMITTED FILLING THE CANDIDATES INFORMATION GAP
  • 70% OF ATTENDEES MORE LIKELY TO APPLY SINCE THE WEBINAR

SCOPE AND SCALE

In undergoing significant change, our client was evolving and working hard to meet the challenges ahead. This required the recruitment of a significant number of Scientists to help ensure the safe and sustainable use of chemicals. This is science with a scale, scope and influence few organisations can match.

SITUATION

The vacancies were based in Bootle and York and market mapping was undertaken into the number of suitable candidates with the relevant skills and qualifications for these roles. This highlighted the scarcity of candidates available. In addition, there was the challenge of how to engage with the target audience and give them the insight and opportunity to better understand the organisation, the vital work they undertake and the opportunities for career development. A recent national study found the number one question from candidates was “What’s it like to work there?”

SOLUTION

With this in mind, we devised and developed a webinar to introduce the work of the CRD. The webinar featured a panel of existing employees, giving the participants an opportunity to hear first-hand what the job would entail. Alongside this we offered a live Q&A so that each person could ask questions. The webinar brought the organisation to life and painted a picture of what it would be like to work there.

RESULTS

The webinar significantly increased awareness of HSE and the niche division within it. The attendees were able to view the webinar remotely and on-demand. During the Q and A, 55 questions were submitted. These filled the candidates information gap and gave them insight as to how they would fit in. 70% of attendees said they are more likely to apply since attending the webinar.

Sainsbury’s: Transforming a Traditional Retail Role with Recruitment Marketing

Posted on by jpatel
Sainsbury's: Transforming a Traditional Retail Role with Recruitment Marketing

Sainsbury’s: Transforming a Traditional Retail Role with Recruitment Marketing

As customer experience becomes the battleground for retail differentiation, Sainsbury’s turned to PeopleScout to help them hire the next generation of store managers.

19,000 Applications Received in First 12 Weeks

Beating our Target by 171%

4,500 Hires Made

Exceeding the Target of 2,400

1M M Candidate Engagements

as Part of the Campaign

Shopping habits have changed. And in the highly competitive UK retail sector, customer experience can make or break results for retailers. To capitalise on this, Sainsbury’s, one the UK’s big five supermarkets, decided to transform one of its traditional roles—and reimagine store management in the process.

Their goal? To create a simpler, more rewarding experience for staff and customers alike. Sainsbury’s wanted to replace the traditional role of retail store manager with a new role, Customer & Trading Manager.

This new role gave managers the freedom to get out of the weeds and really lead teams—creating a new era of retail management. This required new skills and a different mindset. Some of their retail professionals would be able to transition into these new roles but some wouldn’t have what it takes. So Sainsbury’s turned to PeopleScout to help them attract new talent from the outside.

Turning Negatives into Positives

From the start, we faced some significant challenges:

  • The role was entirely new to the market, so we had to explain the new, unfamiliar employment proposition clearly to audiences both inside and outside of retail.
  • The role of retail manager had an image problem. It was seen as a transactional role that often saw you stuck on the registers.
  • The media was confusing the issue. We needed to counteract several misleading, negative reports of large-scale retail redundancies.

Sainsbury’s considered this to be one of their biggest recruitment challenges. They asked us to challenge and overturn negative public perceptions of retail management, introduce an entirely new type of role and hire 2,400 managers, from 24,000 applicants—in just six months.

The Core Message

First, we took apart the job profile to challenge the requirements. It was clear that the single most motivating benefit of the role was the potential to be a leader and to get the very best from a team. This suggested that the best candidates for this new type of retail role didn’t necessarily need retail experience.

We wanted to reconnect people with the emotional core of what’s great about management. It meant presenting the role—and Sainsbury’s—in a new light. So, we stripped away the language associated with the day-to-day tasks and instead put the focus back on employees as people.

We developed an overarching campaign message, Leading Starts Here, to clearly state our employment offer.

And to bring it to life, we used the following concept as our organizing thought: We all need someone to inspire us.

This universal, relatable truth was what used to capture the moving stories of individuals who have overcome huge obstacles—everything from low self-esteem to disability—with the help of inspirational leaders.

Making it Authenitic

Video was our chosen vehicle. Our diverse cast reflected Sainsbury’s approach as an inclusive employer and included people from a variety of ethnic and religious backgrounds, people with common mental health issues and people with disabilities. While some of the responses were scripted, the strongest were spontaneous reactions to the simple prompt, tell me about someone who inspired you.

The campaign featured a blended approach of active and passive channels on- and offline:

  • Active channels included Indeed and a wide variety of other job boards as well as Google Search and Google Display Network.
  • Passive channels included billboards in key locations near major offices, newspapers, social media and other online destinations.
  • We used geo-location and behavioural targeting on search and social media to put our videos in front of audiences across the hospitality, travel, cabin crew, leisure and care industries.

We created 69 individual pieces of artwork, a campaign landing page with the hero video and an in-store toolkit, which included pull-up banners, poaching cards, posters, leaflets and stickers —everything a store needed to amplify the campaign.

The Results

  • Less than 10:1 application-to-hire ratio of high quality candidates.
  • Over 19,000 applications received in first 12 weeks (beating our target by 171%).
  • 4,500 hires made, exceeding the target of 2,400.
  • 69 content pieces produced.
  • £71 attraction-cost-per-hire achieved.
  • Close to 1 MILLION people engaged with the brand as part of the campaign.
  • After 12 weeks, the campaign had generated 376,986 clicks across online paid media. This has been achieved at an average cost per click of just £0.59.
  • The core film has been played 462,168 times and counting, receiving extremely positive feedback, praising its inclusive message.

AT A GLANCE

  • COMPANY
    Sainsbury’s
  • PEOPLESCOUT SOLUTIONS
    Talent Advisory
  • LOCATIONS
    600+ supermarkets across the UK
  • About Sainsbury’s
    Sainsbury’s in the second largest supermarket chain in the UK. Their focus is to bring high quality food and household goods to consumers in-store and online, supported by their brands, Argos, Habitat, Tu, Nectar and Sainsbury’s Bank.
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Vodafone: Overcoming a Powerful Consumer Brand in Early Careers Recruitment

Posted on by jpatel
Vodafone: Overcoming a Powerful Consumer Brand in Early Careers Recruitment

Vodafone: Overcoming a Powerful Consumer Brand in Early Careers Recruitment

To overcome misperceptions about their mission, Vodafone engaged PeopleScout for employer branding and a recruitment marketing campaign to support its early careers recruitment programme.

16,000 Applications Received, Beating our Target by 60%
23% % Increase in the Numbers of Female Candidates
27 Places Jumped on the Times Top 100 Rankings

Counterintuitive as it sounds, strong consumer brands can hinder recruitment. Applicants can get an idea of what to expect that doesn’t match the reality of the careers experience being offered. This was the case with Vodafone. For consumers, the organisation is a high-profile mobile phone retailer. But, behind that perception sits a multifaceted tech innovator with a mission to make the future world a better place.

In order to achieve this, Vodafone turned to PeopleScout to help it become a youth employer of choice, because changing the future meant gaining the buy-in of those who would be influential within it for years to come.

RESEARCH

As part of our research phase, we took a deep dive into Vodafone’s future jobs strategy. The client wanted to overcome high levels of youth unemployment by providing up to 100,000 young people with a digital workplace experience at Vodafone. Plus, given that one-in-five young people say they feel under-prepared for the digital economy, the business set another ambitious goal to support 10 million young people with access to digital skills, learning and employment opportunities.

So, how could Vodafone attract Millennials, Gen Z and beyond? These generations are big achievers whose ambitions soar higher than working in mobile phone retail. We needed an attraction strategy and recruitment marketing campaign that changed their audience’s perceptions about Vodafone and all the different kinds of careers—and impacts—they could make there.

THE BRIEF

Vodafone asked us to create a campaign that would spark conversations and stand out as part of their instantly recognisable brand. They needed to generate 10,000 applications to fill 150 graduate roles and 100 intern/industrial student placements across the business. Plus, the overarching goal was to change misperceptions of Vodafone, showing it as a major tech company, not a retailer, and build its reputation as a youth employer of choice. Importantly, we were asked to reach a more diverse audience and increase female applications.

AUDIENCE INSIGHTS

Of our target audience, 90.4% regularly used social media. On top of this, 91% of all social media users access channels via mobile. So, we developed a mobile-first, social media friendly campaign. Further research revealed that many students with the right background and personal qualifications were put off from applying due to a lack of confidence. So, we needed a message that was bold, relatable and empowering.

Just as important as the audience insights were the strategic considerations. Candidates are also customers. When buying products, they expect a streamlined, user-friendly, friction-free process, and they had the same expectation when making career decisions. So, we made every touchpoint (especially the application) as slick and easy as possible.

No contemporary attraction approach can be just about advertising. Long-term connections are far more powerful. So, central to our strategy was to set Vodafone up to engage in conversations and initiatives with high-potential university students throughout their full university lifecycle. In short, the strategy was to start on day one, not year three.

THE CORE MESSAGE

Our message, #GenerationPossible, aimed to capture the spirit of change and possibility and draw on the opportunity young people have to make an impact on the world for the better. Our visual approach used photography that reflected our target audience combined with bold headline statements.

Social media and career site content featured current grads and interns sharing their advice for the next generation of Vodafone employees, with a #GenerationPossible video at the heart of this campaign. Our six-month social media strategy for mobile consisted of 104 social posts with 20 mini-videos/GIFs. We posted, tracked and analysed this content on Facebook, Instagram, LinkedIn and Twitter.

Get to Know Us Videos

Our research had identified that our target audience felt like they weren’t good enough or lacked the skills to take on these roles. So, we created a series of videos featuring current Vodafone graduate recruits and interns. Filmed in and around Vodafone’s main campus, these videos gave real-life insights into what they could expect when it came to work, wellbeing, social responsibility, innovation, the assessment centre and the interview process.

Away from social media, we built a series of 41 on-campus events to connect students directly with Vodafone employees. We carefully chose our campuses based on those with the highest female-to-male ratios for tech degrees, as a way to help us drive up female applications.

THE RESULTS

The campaign comfortably exceeded Vodafone’s expectations.

  • We generated over 16,000 applications – beating our target by 60%.
  • We increased the number of female candidates by 23%.
  • We increased Instagram impressions by 89.3% (post-campaign vs. pre-campaign).
  • We saw 1.5 million Facebook impressions.
  • We gained 6.8 million impressions on organic posts on LinkedIn.
  • We created a hyper-targeted paid Facebook campaign which produced 390,510 impressions and 2,541 clicks – all from the target audience.

These numbers are backed up by audience sentiment. We improved Vodafone’s reputation as an employer significantly, jumping 27 places in the Times Top 100 rankings. As a result of its success, Vodafone asked us to develop the concept for their apprentice campaign audience and roll it out through a new assessment process design.

AT A GLANCE

  • COMPANY
    Vodafone
  • PEOPLESCOUT SOLUTIONS
    Talent Advisory
  • About Vodafone
    Vodafone is a a British multinational telecommunications company. They provide connectivity and digital services for over 300 million people to work, learn, stay in touch with friends and family, access healthcare and more.
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NCA: Reaching Investigators Through Targeted Recruitment Marketing

Posted on by jpatel
NCA: Reaching Investigators Through Targeted Recruitment Marketing

NCA: Reaching Investigators Through Targeted Recruitment Marketing

The National Crime Agency (NCA) turned to PeopleScout for a recruitment marketing campaign to help them stand out in their search for crime fighting investigators.

15,703 Applicants Across 143 Roles
225 Job Offers Extended
800+ + Candidates in a Talent Pool for Future Openings

The National Crime Agency is responsible for leading the UK’s fight to cut serious and organised crime. The agency’s focus is on the big threats—targeting and pursuing serious and organised crime and criminals who pose the greatest risk to the UK. The work is hugely complex, high-level and large scale. Officers operate at the forefront of law enforcement, building intelligence, pursuing the most serious and dangerous offenders and developing and delivering specialist capabilities for partner organisations.

It could have been an impressive proposition for the 1,500 investigators and other professionals the NCA wanted to recruit. But the NCA was competing with MI5, MI6, GCHQ and police forces for this talent. The intelligence organisations could be considered “sexier” brands. The police forces are better known and understood.

The NCA had been flying under the radar and needed to arrive on the scene with a bang. They turned to PeopleScout for a confident, attention-grabbing campaign to put their employer brand front-of-mind for their target audience.

Key Research

We conducted wide-ranging qualitative interviews and focus groups with key people across the agency in order to really get under the skin of the human experience of working there.

The key insights were:

  • When NCA investigators succeed the impact is huge and far-reaching. The criminal activity they stop covers everything from child sexual abuse to illegal firearms trafficking, cyber crime, kidnapping and extortion. The police, by contrast, have to deal with everything from shoplifting upwards.
  • A lot of the criminals the NCA targets feel they are untouchable. It’s very exciting to prove they are not.
  • The work is exciting, and we shouldn’t underplay that.
  • Investigators are often serving police officers or have strong links to policing. They rarely engage with usual recruitment channels, so we needed to think differently.
  • The agency saw location as key—they were keen to recruit candidates close to the locations of their regional offices.

The Core Message

To work in crowded streets and packed transit stations, our campaign needed to have immediate visual impact. The NCA hunts the big fish of the criminal world. So, we chose the shark as a perfect visual metaphor to illustrate the level of criminality the agency handles; it’s the ultimate hidden predator with a fin that creates an emotional reaction.

Our visuals show a huge shark fin bursting through the ground, towering over well-known landmarks and wreaking havoc in recognisable, urban UK locations in London and Manchester. Each visual represented the scale of damage caused by high-level crime, while storm clouds provided a suitable dark and menacing backdrop. These visuals were complemented with a simple message: No predator too big.

Media Strategy

We focused the recruitment campaign on outdoor media to reach the widest possible audience in our target areas. We identified outdoor locations that serve police officers on their daily commute—for example, Manchester Piccadilly station and the Metro line to Greater Manchester Police HQ—in addition to specialist online media.

The Results

We rolled out the campaign for digital, data, tech and specialist firearms audiences. The results were very impressive:

29,684 candidates to the NCA landing page.
15,703 applications across 143 roles.
2,228 candidates invited to interview.
225 job offers.
825 held in talent pool awaiting job offers.

This was a hugely successful campaign which drove brand awareness and a large number of applications. We exceeded NCA’s expectations, raised awareness of the NCA as an alternative employer for serving police officers and improved perceptions of the NCA as an employer with a unique offering.

AT A GLANCE

  • COMPANY
    National Crime Agency (NCA)
  • PEOPLESCOUT SOLUTIONS
    Talent Advisory
  • LOCATIONS
    Regional offices in the UK’s urban centres
  • About NCA
    The National Crime Agency (NCA) is a national law enforcement agency in the UK focused on fighting organised crime, trafficking, cybercrime and fraud.
Contact Us

Amazon: How We Sourced Hundreds of Candidates Across Six Countries in Record Time

Posted on by cspivack

Across Europe, Amazon were experiencing large levels of growth across their customer base. This had a significant impact on their worldwide operations business i.e. the area of the organisation that is responsible for delivering packages and products to the customer’s door.

SOLUTION HIGHLIGHTS

  • EUROPEAN SOLUTION COVERING GERMANY, FRANCE, UK, SPAIN, CZECH REPUBLIC AND POLAND
  • MULTILINGUAL RECRUITMENT CONSULTANTS
  • BESPOKE NATIVE LANGUAGE ADVERTS
  • ALL COMMUNICATION IN THE CANDIDATES OWN LANGUAGE

SCOPE AND SCALE

Amazon’s heavy investment in new Fulfilment, Sortation and Delivery Centres across Europe, especially in the UK, Germany and France, resulted in a significant increase in headcount across management positions in these centres. These ranged from Graduates to experienced managers running the centres themselves. With Amazon, speed of delivery and their obsession with data feeds into everything they do and their approach to recruitment is no different. The need to deliver a nimble service is paramount, as they can execute new super centres at a flick of a switch, with their templated approach to building them creating hiring spikes that must be met in a small window of time.

SITUATION

Engaging a large volume of candidates across multiple countries speaking different languages and operating under different employment laws presented a unique challenge. Amazon have a large internal Talent Acquisition team who do speak multiple languages, however the sheer volume of roles meant they did not have the time to truly engage the market and candidates in the manner they wanted to.
Giving a great candidate experience is paramount for Amazon and realising they did not have the capacity to ensure this for every candidate, the urgency of the roles and complex nature of the situation, they engaged PeopleScout to assist and partner with them to meet these demands.

SOLUTION

PeopleScout have two established delivery centres in Bristol (UK) and Krakow (Poland). These centres have multilingual recruitment consultants who are experts in sourcing and engaging candidates on our client’s behalf. Having understood the immediate and urgent need from Amazon we quickly mobilised a team of German, French, Spanish, Polish and English speakers across the two centres. Amazon arranged briefings with us for the various roles and again expressed the urgency required due to the operational go live dates of these centres. Using our experience of recruiting across Europe, plus the understanding of the roles, Amazon’s culture and their process we gained through the briefing, we were able to quickly build strategies to engage talent pools.

RESULTS

Our multi-national set of stakeholders are clearly happy with our delivery from a quantity and quality level. Our activity from resulted in delivering the following;


• 576 candidates submitted
• 443 invited to interview
• 112 offered
• 8% reduction in Time to hire

Building an Employer Value Proposition That Speaks to Purpose, Passion & a Growth Mindset

Posted on by nfuqua

Many employers have begun to think about employer value propositions (EVPs) as a transaction, as if an EVP is a contract between an employee and an employer or a “deal” expressing what an employer expects from candidates and what candidates receive in return. But, although it’s an easy way to think about the concept, it doesn’t tell the whole story.

At PeopleScout, we define employer value proposition and employer brand as the following:

  • Employer brand: Your employer brand is the perception and lived experiences of what it’s like to work for your organisation.
  • Employer value proposition: Your employer value proposition, or EVP, captures the essence of your uniqueness as an employer and the give and get between you and your employees.

However, when you look at an EVP simply as a “deal,” you leave out the uniqueness – the human side of equation. That’s because candidates are unique individuals who assess prospective employers based on what’s important to them at that moment. For instance, for one candidate, that could mean finding a workplace that’s like a family to make them feel safe and secure. Alternatively, another candidate at another point in their life could thrive in a fast-paced environment where they’re always staring down a new challenge.

Furthermore, candidates now have unrivaled access to information online and are more mobile. Plus, they’re also accustomed to consumer brand interactions that are personalised, anticipate their needs, and demonstrate cultural values that benefit individuals, communities and the environment. At the same time, candidate expectations are changing in line with our expectations of consumer brands: We want a job to pay the bills, but also one that provides us with a fulfilling experience. As a result, an EVP must address the complex emotional needs of candidates in order to strike a chord – and, notably, the need to align meaning and purpose is becoming the most crucial differentiator. 

So, at PeopleScout, we’ve developed what we call the “Purpose, Passion and Mindset” model. This approach enables employers to draw in the candidates who will succeed and provides flexibility for individuals as their needs and desires change throughout the course of their employment. In this article, we’ll explain how this model works in relation to both candidates and employers, as well as how you can use it to find and hire the best talent for your organisation.  

Purpose 

Purpose is a candidate’s alignment with and willingness to contribute to the vision and values of an organisation. In fact, one study reported by McKinsey found that, out of 100 variables, employees reported that seeing purpose and value in their work was their most motivating factor – even more so than compensation.

Therefore, from an employer perspective, the idea of purpose should be simple to understand and to define: Why does your business exist? Why did it start? What is the vision for the future? Who are the people you need to deliver on that purpose? These are foundational for an employer, but they should also be effectively communicated in employer branding materials; on career sites; and through the employer’s website, social media and other channels.

Conversely, from a candidate or employee perspective, purpose is more fluid. If you ask a candidate where they derive purpose, you may hear answers about five-year goals or work/life balance. And, depending on the circumstances of a candidate’s life, they may be living to work or working to live. Perhaps they’re focused on career growth and looking for a challenge. Or, they may be balancing personal and family obligations with work. In any case, the way a candidate answers that question will provide insight into the type of employer and culture that the candidate is looking for. Therefore, as an employer, you need to understand how your purpose aligns with what candidates want and need – and you need to effectively communicate that to candidates. What are the values that drive your approach to business and your culture?

Sometimes, an employer’s view of purpose and a candidate’s view of purpose can overlap in clear and obvious ways. For example, a healthcare organisation dedicated to providing the best patient care would be an obvious fit for a nurse who derives purpose from providing the best care for their patients. However, it isn’t always so simple. Talent acquisition leaders need to understand the gaps that exist between employer purpose and candidate purpose. And, it can be far too easy to fall into the trap of only focusing on an employer’s purpose and not recognising the needs of candidates. Rather, employers should focus on how a job can help a candidate achieve their goals and find purpose in their lives.

Passion 

Passion is easy to understand on a human level: What gets you out of bed every day? Do you like solving problems? Connecting with people? Helping others achieve goals? Are you passionate about being creative? Telling stories? Creating a perfect product? Helping a team run seamlessly?

Passion is a candidate’s enthusiasm, enjoyment and commitment to mastering the requirements of a role. When an employee is passionate about a role, they are engaged. According to Gallup, 85% of workers are not engaged in their current roles. And, Dale Carnegie Training reports that organisations with engaged workers outperform their peers by 202%. Even so, most employers don’t have a method to effectively understand what a candidate is passionate about.

However, for an employer, passion comes down to the non-negotiables – the pillars of an organisation or the three to five things that help a business fulfill its purpose. When thinking about these pillars, many employers talk about “a sense of restless innovation” or “continuous personal development.” But, instead, talent leaders should think of passion as something that allows an employer to connect with candidates and employees around what the candidate or employee is personally passionate about – whether that’s coming to work for the social interaction with customers; creating a culture of belonging; or working with people who treat each other with respect. Or, at the other end of the spectrum, developing new skills and having an influence.

Bringing these two elements together and aligning the employer and candidate passion tells a candidate that what they can bring to the table will be valued here. So, don’t be tempted to talk about your EVP in terms that are filled with business jargon or seem to be on an epic scale. Instead, speak in human terms about the things that are important to you as a business and help candidates connect your value set with their own.

Mindset 

There are two types of mindset: fixed mindset and growth mindset:

  • Fixed mindset is the belief that one’s talents are innate gifts and not malleable.
  • Growth mindset is the belief that one’s talents can be developed through education and effort.

When we talk about mindset from a candidate’s perspective, it’s about a candidate’s belief about themselves and their basic qualities. These beliefs are rarely measured by employers. 

Meanwhile, as an employer, you can create an environment that fosters one or the other. An employer that fosters a growth mindset is one that invests in its employees, providing development opportunities and stretch assignments. The employer doesn’t just allow people to learn and grow and move within the organisation; rather, it’s a culture where employee growth and development is a defined goal. 

Granted, it can be tempting to think of mindset as a factor that comes to life in the execution of an EVP – as something that is put into place after an EVP has been defined and employer branding materials have been created. But, you can’t foster a growth mindset if it’s the last thing on a checklist.

Instead, employers should approach the concept of mindset as the core of their culture; it should be a thread woven through your EVP. By going back to the concept of EVP as a “deal,” employers that create an environment that fosters a growth mindset will attract candidates who want to learn, grow and contribute more to the organisation during their time there.

And, by focusing on purpose, passion and a growth mindset, employers can build an employer value proposition and employer brand for the future. Because when employers take their EVP beyond the transaction and “deal” to focus on the core of the unique human relationship between employee and employer, they’ll be able to attract the right workers to achieve the mission and purpose of the employer – all while providing a sense of purpose for employees.