I am sure like me , many people watched the documentary on Monday with Davina McCall, “Sex , Mind and The Menopause” .
There is currently so much work being done to remove the taboo and support women in the workplace. So what can employers do to gain a little understanding around why 900,000 women are feeling so overwhelmed that they would leave the workplace.
Symptoms at Work
Menopause is a problem women have been dealing with and managing at work for years and has always been around. The menopause is a physical process in which women stop having periods, either naturally or through surgery. The average woman in the UK reaches menopause at 51 years old—with plenty of working life left.
Symptoms of menopause include, but are not limited to:
Insomnia
Anxiety
Difficulty concentrating
Hot flushes
Fatigue
Clearly, any woman experiencing these symptoms will find it hard to do her best at work.
How Employers Can Support Women at Work
Women experiencing menopause need more support, both personal and professional. Employers need to put the effort in to educate and support managers so they can provide better support to women in turn.
Together we can drive a positive change. Let’s #RemoveTheTaboo.
Civil Service Fast Stream: Boosting Diversity with a Bold New Influencer Campaign
As one of the largest employers in the UK, the Civil Service doesn’t struggle for applications for its Fast Stream graduate programme. However, as the entity that supports the government in implementing policies, it fights against perceptions that it only employs people from elite backgrounds. The Civil Service Fast Stream turned to PeopleScout for a bold new recruitment marketing campaign to improve diversity amongst its early careers talent.
3,200+Increase in Applicants from Diverse Backgrounds
18,056Views of Influencer Video on YouTube in Less Than 48 Hours
351,304Impressions Across Social Media via Nano-Influencers
Situation
The Fast Stream aims to be the most inclusive graduate scheme in the UK and has a goal for the diversity of its workforce to help ensure that every government department reflects all of the communities they serve. However, research they commissioned revealed a misperception, particularly amongst those within underrepresented diversity groups, that the Civil Service Fast Stream represents the elite and is not diverse. Whilst they weren’t in need of more applicants, they needed to increase the diversity of their candidates.
They turned to PeopleScout for a Talent Advisory solution that counteracted the perceptions of the Civil Service as being ‘stuffy’, ‘outdated’ or ‘inaccessible’. The campaign needed to show the Civil Service Fast Stream as accessible to all graduates, regardless of their background, and increase representation of applicants from specific diversity groups to better reflect communities in the UK.
Solution
Taking a Cue from Consumer Marketing
Given the high number of applications the Fast Stream receive year-on-year, and the campaign objectives to diversify them, we made the strategic decision not to proceed with a traditional graduate media campaign.
Instead, we turned to online influencers.
Whilst widely used in consumer marketing, influencer marketing is relatively new to the recruitment space. It was certainly innovative for the Civil Service and definitely not one our target audience would expect them to use.
Finding the Right Influencer
Identifying the right influencer, with the relevant following, would help us to:
Increase credibility with underrepresented groups
Remove perceived barriers around government work and the type of people who can get involved
Ask the right questions—those on the minds of the target audience
We found Vee Kativhu, an author and influencer who fit these criteria. Vee started her YouTube channel after getting into Oxford University and realising that, as a black woman, she was a minority. She uses her platform to help those from lower socioeconomic backgrounds get access to the best information and advice so that anyone can achieve their dreams, no matter their background.
Continuing our theme of telling real-life stories, Vee spent a day with three Fast Streamers and produced a ‘day in the life’ video, which she posted to her YouTube channel with over 250,000 subscribers. She also promoted the video through her Instagram and LinkedIn profiles.
We also engaged 12 diverse nano-influencers, with targeted followings, to reshape and share the video amongst their networks—further expanding the reach.
Results
The campaign boosted applications from their target demographics by over 3,200, including significant increases in interest from candidates from ethnic minority backgrounds, from lower socioeconomic backgrounds, from the LGBTQ+ community as well as those with disabilities.
Vee’s video received 18,056 views in less than 48 hours. It went on to achieve over 36,000 views with over 1,200 likes. Over the four-week social media campaign, Vee and the nano-influencers achieved a combined reach of 351,304 impressions and 2,436 engagements.
“Such an amazing video, Vee! Super informative, and I love the positive approach to a more diverse Civil Service.”
YouTube comment
By taking an innovative approach to reach their target audience, the Civil Service Fast Stream received a cost-effective campaign that delivered on their diversity recruitment goals.
“Our new attraction strategy, particularly in the innovative use of working with influencers, really captured our vision of a skilled, innovative and ambitious Civil Service equipped for the future—one that reflects the country we serve.”
Talent Acquisition Leader at the Civil Service
“I love the new look and feel of Fast Stream attraction, especially as it’s generating feedback that ‘you don’t normally see this kind of thing in the Civil Service’. Bold, different and refreshing.”
Talent Acquisition Leader at the Civil Service
AT A GLANCE
COMPANY The Civil Service Fast Stream
PEOPLESCOUT SOLUTIONS Talent Advisory
ABOUT THE CIVIL SERVICE FAST STREAM The Fast Stream is an award-winning graduate programme for the Civil Service, developing talented, high-potential people to become future Civil Service leaders. Annually, the programme recruits approximately 1,000 people nationwide across 15 different leadership and specialist development schemes.
HMRC: Creating a New Virtual Assessment Centre for Greater Diversity
Every year, His Majesty’s Revenue & Customs (HMRC) hires 40 lawyers in an annual campaign. Ahead of their annual hiring effort, they turned to PeopleScout to help them modernise their assessment centre to secure more qualified talent.
56Qualified Candidates Found for 40 Vacancies
40%of Offers Made Were to Candidates Who Identified as an Ethnic Minority
33%of Offers Made Were to Candidates Who Identified as Being from a Lower Socioeconomic Background
Situation
The HMRC team was concerned that their current assessment centre was no longer a good predictor of performance in the role. They had also received feedback from a number of candidates who said they’d experienced functionality and formatting limitations while completing the written exercise.
The HMRC wanted PeopleScout to evaluate their assessment strategy to ensure they were evaluating for the right traits, to improve the candidate experience, and to reduce potential hidden bias within the process since diversity was a critical goal for their recruitment programme.
Solution
Reassessing the Assessment Centre
Our tech team and assessments experts had several sessions with the HMRC team. The HMRC team was able to share the skill and behaviour requirements for the legal roles. Each skill and behaviour was weighted to ensure the online assessment was tailored to their specific needs. This collaborative approach gave the HMRC team opportunities to provide direct input into the direction of the assessment centre and develop trust in the outcomes as well as PeopleScout.
The new assessment centre consisted of a behavioural test which also assessed for verbal and cognitive aptitude. This combination gave HMRC the opportunity to evaluate a broader skillset to better judge a candidate’s fit for the role. The new assessment was accompanied by tweaks to the technology platform which created a smoother experience for candidates.
Our PeopleScout team trained HMRC’s internal teams on administering the new assessment centre as well as a new video interviewing tool. In addition to the training session, each interview panel member received a detailed guide to minimise the likelihood of any disruption for the candidate.
Creating an Excellent Candidate Experience
We designed and delivered a webinar to engage candidates and educate them about the new virtual assessment centre. This gave them the opportunity to ask questions and feel confident going into the testing stage.
A PeopleScout assessor was present during all virtual assessments to support the HMRC team with their assessment expertise and ensure a consistent experience for all candidates.
Results
Of the applications received, 62% were passed to HMRC for sifting and to complete the assessment centre. Just under half passed and completed a virtual interview with HMRC. Ultimately, 56 qualified candidates were identified against 40 vacancies, giving HMRC a talent pool to draw upon for future openings.
Great strides were made against HMRC’s diversity recruitment efforts. Of the offers made:
7% of candidates stated “yes” to having a disability
60% of candidates identified as female
40% of candidates identified as minority ethnic
33% of candidates identified as being from a lower socio-economic background
Feedback from candidates was positive with many saying they felt the new platform was easier to navigate.
AT A GLANCE
COMPANY His Majesty’s Revenue & Customs (HMRC)
PEOPLESCOUT SOLUTIONS Talent Advisory
ABOUT HMRC: His Majesty’s Revenue & Customs (HMRC) is a department of the UK Government responsible for administration of taxes, national insurance contributions, the national minimum wage and more.
Reducing the Time Investment From Hiring Managers by 80% for the Legal Ombudsman
The Legal Ombudsman were finding it difficult to attract the volume and quality of candidates for legal investigators in a highly competitive candidate market. Plus, a time intensive recruitment process meant their hiring managers were spending hundreds of hours on recruiting rather than their daily work tasks. They turned to PeopleScout for expert candidate management and branding and attraction help.
80%Reduction in Time Investment by Hiring Managers
87%Satisfaction Rate Amongst Surveyed Candidates
5Stars from Hiring Managers
Scope & Scale
The Legal Ombudsman (LeO) is a regulatory organisation that holds the UK’s legal profession to the highest standards by resolving consumers complaints about legal services providers. The organisation was growing and turned to PeopleScout for a candidate attraction campaign and partial-cycle recruitment process outsourcing (RPO) to fill approximately 40 complaints investigator roles.
Situation
The organisation was struggling to get engagement with their target audience and attract the volume and calibre of investigator candidates they needed. The market was highly competitive, with multiple organisations recruiting for similar roles. This put the LeO behind their hiring target by approximately 20%.
In addition, the recruitment process required the LeO team to invest significant time—400 operational hours per campaign—which was taking them away from their important work supporting consumers.
Solution
PeopleScout and our in-house creative agency, TMP, built a recruitment marketing campaign and followed this by sifting candidates, scheduling assessment days and supporting an assessment centre.
Attracting the Right Candidates
Our team started by doing a deep dive into the roles and existing employees who were successful as legal investigators. This helped us understand the kinds of candidates we should target and their needs and motivations. Armed with this information, we developed messaging and content that resonated with key audiences and stood out in a highly competitive market. This was used in digital advertising through job boards, search engine ads and social media campaigns which pointed to a bespoke landing page.
Supporting a Streamlined Recruitment Process
With a focus on improving the candidate experience and creating efficiencies in the process, we built a bespoke application form which connected to the Legal Ombudsman’s existing application tracking system (ATS). Upon our suggestion, the LeO added a written exercise to the application process which helped them assess writing competency and assist with the sift process.
PeopleScout completed the first sift. In fact, the attraction campaign generated so many applicants that we extended the time allotted for sifting to accommodate them. We also advised the client to adjust the scoring after the first round of sifting, because candidate quality was so high.
Upon passing the sift, our RPO team scheduled candidates for a virtual interview with the Legal Ombudsman team. From there, candidates participated in a virtual assessment centre. We supplied 15 trained assessors to support LeO interviewers in conducting a role play for 104 candidates. The role play mimicked the type of calls and inquiries investigators field in their daily work and gave both the organisation and the candidate a sense of how they’d perform in the position. The assessors’ involvement let the LeO representatives engage more with candidates without having to worry about taking notes or keeping an eye on the clock.
“Every assessor I was partnered with was welcoming, easy to talk to and genuinely cared about the candidate experience.”
– LeO Hiring Manager
We handed back a cohort of candidates that were successful in the selection and assessment process and were ready for LeO to extend offers to. The offer and onboarding process was handled by the LeO HR team and supported by our recruitment delivery team.
Results
The client was so happy with the quality of the applicants they received that they increased the number of hires from 30 to 40. In the end, a total of 42 offers were accepted as a result of this campaign.
In feedback surveys, candidates gave a satisfaction rating of 87% for the recruitment process. Many said they enjoyed the assessment centre, which can often be stressful for candidates.
“Different by actually enjoyable.”
“Very professional and informative. Enjoyable experience even though it was an assessment. Positive day with some very good staff.”
Legal Ombudsman staff gave the process 4.9 out of 5 stars. They particularly appreciated that the assessment was a true-to-life reflection of the skills required for the role. By streamlining and taking over parts of the recruitment process, we were able to reduce the number hours LeO staff were putting into recruiting by approximately 80%.
AT A GLANCE
COMPANY Legal Ombudsman
PEOPLESCOUT SOLUTIONS Recruitment Process Outsourcing, Talent Advisory
ABOUT THE LEGAL OMBUDSMAN The Legal Ombudsman (LeO) is a regulatory organisation that holds the UK’s legal profession to the highest standards by resolving consumers complaints about legal services providers.
As organisations continue to adjust to changes caused by the pandemic, access to skilled talent remains a key factor preventing them from accelerated recovery and growth. However, with work-from-home and hybrid models becoming the new norm, organisations have the unique opportunity to expand their talent network across borders. And, for workers looking to relocate for greater job prospects, crossing borders for work is becoming easier than ever for both employees and employers: According to Harvard Business Review, “Many countries have now put the legal framework in place to hire and relocate global talent at a cost and speed that is broadly comparable with hiring domestically.”
Furthermore, in a 2021 survey by Boston Consulting Group and The Network, about 50% of respondents were either already working abroad or willing to move abroad for work. Moreover, 57% of respondents said they were willing to work remotely for an employer that didn’t have a physical presence in their home country.
In this article, we’ll share the benefits of a global talent programme; highlight considerations to keep in mind; and offer strategies for attracting and recruiting talent around the world.
Benefits of Globally Dispersed Talent
The global talent pool is growing and ready to work—regardless of location—and it’s up to employers to seize the moment. Consider the benefits of leveraging globally dispersed talent:
Expanded Talent Pool
Many organisations have been struggling to fill open roles because they’re unable to find the talent they need in local searches. But, by expanding your search across borders, you can expand your search for the skills the role requires in a larger talent pool. Plus, you can also start these workers out in remote and contract roles to test whether they would be a good fit.
Greater Diversity
It’s no secret that having a diverse team yields better business results due to high levels of creativity and innovation. Consequently, by hiring people from different geographies, you can tap into the knowledge of people from different backgrounds, cultures, educations and more.
Increased Reach
When operating in different regions, you have greater access to new markets, as your dispersed team can help build your brand recognition and reputation with new customer bases in their respective locations. Additionally, having teams across various regions may also enable you to expand your business hours so you can improve productivity and be available to customers no matter where they’re located.
Cost Savings
Labour costs vary across countries, so it’s often cost-effective to move certain business operations to countries with lower labour costs. For example, many companies offshore manufacturing, call centre and IT operations to places like Mexico, India and the Philippines. Doing so lowers the cost of operations and, therefore, lowers the cost of products for the consumer.
And, because commercial real estate policies and prices vary from country to country, you can also reduce costs by implementing a remote work programme in other countries before deciding whether a physical office space will be necessary in a given region.
Considerations for a Global Talent Management Programme
Before diving into a global recruitment programme, it’s important to consider the key differences between recruiting in different countries. For instance, cultural nuances, policies and legislation will likely be different from your organisation’s primary country and can make or break the success of your global recruitment and employment strategy. Consider the following examples:
Workforce Planning
As you plan your hiring in new geographies, it’s important to be aware of the length of the statutory notice period, as requirements vary widely from country to country and can make hiring timelines longer (up to three to six months, in some cases). For example, in the U.S., there’s no legal requirement to provide notice, but it’s customary for employees to give a two-week notice to aid in the transition. Conversely, in Japan, there’s a fixed notice period of 30 days—regardless of the employee’s years of service or seniority. In other countries, an employee’s notice period depends on the terms of their employment contract and may be connected to the number of years of service to the company.
In places that require longer notice periods, candidate communications are even more essential in order to keep those candidates engaged and to set expectations on next steps. For this reason, incorporating transition timelines into your workforce planning is crucial so you don’t reduce productivity while waiting for your new hire to start in their role.
Recruitment Marketing
Notably, if you’re using the same recruitment marketing tactics in every country, you’re missing a trick. Take social media, for example: Different networks work better in different markets. While LinkedIn, Facebook and Twitter are popular in the U.S., WeChat (a mobile app that focuses on messaging, social media and mobile payments) is heavily used in China. Similarly, XING and Viadeo are popular alternatives for career-oriented networking in Germany and France, respectively. So, understanding social media preferences in each country will help you promote your job ads in a more effective manner.
Granted, social media and digital advertising may not be the best fit for all roles in all places. In fact, even within a single country, there are nuances to consider. For instance, PeopleScout leveraged physical advertisements at bus stops in the smaller European cities where an RPO client in the manufacturing sector was hiring because we knew that it was less likely that blue-collar candidates in these areas would have internet access at home.
And, localisation is key—not just in digital channel usage, but also in language and imagery. For example, while an image of a blonde-haired, blue-eyed worker would resonate in North America, the same type of image would not be as well-received by candidates in Asia. In addition, candidates in Europe are more likely to be multilingual, so testing recruitment marketing techniques in a few different languages might prove to be useful when recruiting in that geography.
Regardless of where they are in the world, your potential candidates are looking and applying for jobs via their mobile phones. So, consider how your recruitment tech stack supports a mobile-friendly application process to future-proof your global talent acquisition programme.
Regulations & Compliance
Due to varying laws and regulations, recruitment processes can’t be the same in every country, and it can be difficult for enterprises to navigate the requirements in each market. For example, in Sweden, you don’t need to establish a legal entity to hire employees in the country, whereas you do in Singapore. Furthermore, statutory requirements for notice periods, probationary periods and permitted pre-employment checks all vary from country to country. In fact, in 22 countries, it’s mandatory to organise a medical exam prior to hiring someone. In any case, it’s imperative that you understand employment law in each country you’re hiring in so you don’t violate your new employees’ rights.
Granted, the employment law landscape is constantly changing, making it increasingly difficult for multinational companies to stay compliant and avoid damages to the organisation’s finances and reputation. Fortunately, a global RPO partner can support you with global and local expertise to ensure you stay on top of regulations in each country you’re hiring in.
Strategies for Recruiting Globally Dispersed Talent
So, how can you overcome these challenges to realise the benefits of expanding your recruitment programme to globally dispersed talent? Here are some actionable ideas to help you adjust your recruitment strategies:
Map Each Labour Market
Before you start recruiting in a new market, it’s important to understand the lay of land. Specifically, delving into the talent landscape and competition in each area—not just your direct competitors, but any organisation hiring for the roles or skill sets you’re seeking—can inform your recruitment strategy and compensation packages. In this way, investing the time to map the labour market upfront is invaluable for creating a competitive advantage, especially when it comes to new geographies or remote workers. Then, armed with this data, you can create offers that reflect rates in the new hire’s area and boost your acceptance rates in the meantime.
As an example, PeopleScout recently helped a manufacturing client recruit engineers in an area in the north of the Czech Republic, where the available talent pool for the skills they needed was low, but the competition was high. After completing a labour market analysis, we advised the team to expand their search area across the border to Poland (where the talent supply was larger) to find talent that would be willing to commute or relocate. By doing so, we were able to fill business-critical automation engineer roles that saved their productivity levels.
Adapt Your EVP to Your Audience
Your employer brand—an individual’s perceptions and lived experiences of what it’s like to work for your organisation—helps you attract and retain the right people to help your organisation succeed. According to Gartner, organisations that effectively deliver on their employer value proposition (EVP) can decrease annual employee turnover by 69%. And, in today’s ultra-competitive, candidate-driven market, a strong employer brand can also help you stand out in a sea of job openings.
Specifically, companies that attract top talent will be those that have invested in developing messaging pillars that allow their employer brand to flex and resonate with talent audiences across the globe. For example, PeopleScout helped global law firm Linklaters revamp and tailor its employer brand to support hiring across 20 offices in Europe, North America and Asia-Pacific, while simultaneously boosting its Glassdoor scores and increasing global applications from female lawyers.
So, to truly understand your ideal candidate, do your homework for every position type in each market and adapt your brand messaging and attraction strategies accordingly. In particular, a candidate persona profile is a great way to capture each position’s requirements, motivations and expectations so you can design your recruitment marketing content around messages that will truly resonate.
Invest in Your Recruitment Tech Stack
Investing in standardising your recruitment technology across geographies offers a litany of ways not only to streamline the candidate experience, but also your internal programme management efforts and reporting, as well.
Plus, nowadays, candidates expect a tech-enabled recruitment experience that enables them to search for jobs on the go—and a whopping 89% of candidates think mobile devices play a critical role in the job-hunting process. Therefore, looking for ways to make your application process more mobile-friendly—including leveraging “quick apply” features in your ATS—will pay off in application volumes.
What’s more, hiring in new geographies or for remote workers will almost certainly involve virtual interviews. Thus, investing in a virtual hiring solution can help you hire the talent you need quickly and with a seamless candidate experience. Unlike typical video meeting tools, modern virtual interview tools offer options like on-demand phone interviews and text/SMS interviews, as well as live and pre-recorded video interviews.
However, one consideration to keep in mind when selecting technology for global recruitment is where the data will be stored and processed. Regulations (such as GDPR in Europe) limit the amount of data that can be processed in the U.S. So, look for tools that are SOC 2-certified, and assess any vendor’s information on security policies, procedures and practices.
Put Your Global Talent Programme in Action
If your organisation is new to global talent acquisition or if you haven’t expanded business operations very far, the considerations and strategies highlighted above can seem daunting. But, the good news is that a global RPO partner can be a valuable partner to help guide you through your global talent acquisition challenges. Moreover, with a wealth of knowledge and experience gained through working with clients spanning a variety of industries and countries, an RPO partner can also help you navigate the complex compliance and cultural issues that accompany a multi-country recruitment programme.
So, what should you look for in a global RPO partner? Well, you’ll see the greatest benefit from a provider that is able to offer a customisable solution that’s flexible enough to support everything from your niche hires and short-term needs to your high-volume roles and full-cycle recruitment processes.
However, as a result of the Great Resignation, we’re beginning to see an alternative talent pool emerge: Boomerang employees—workers who voluntarily resign from your company and later rejoin. In this article, we’ll explain who boomerang employees are; the benefits and considerations of hiring them; and how to attract this unique group of talent.
Who Are Boomerang Employees?
Before you consider rehiring an employee who previously left your organisation, it’s important to understand the key differentiators that separate potential boomerang employees from permanent alumni.
As the term suggests, permanent alumni will remain just that—permanently separated from an organisation. These individuals likely stayed at the company for many years and had a good grasp of the organisation’s overall culture and values. However, at a certain point, these individuals decided that the company was not the right fit for them; this could be due to dissatisfaction with company culture, the need for a career change or any number of other work-related issues. Note here that a key factor in any of these reasons for leaving is an internal desire to resign.
Conversely, boomerang employees are more likely to have left a company quickly due to external factors, such as a sudden family emergency or an unexpected competing job offer that was too good to decline. So, while permanent alumni chose to leave because they were unsatisfied with the company in some way, boomerang employees are more likely to consider rejoining because they left for other reasons—none of which implied that they had an issue with the company in the first place.
“Five years ago, I chose to take a career break to raise my family. When the boys started school, I was ready to pick up my career again. As chance would have it, PeopleScout had identified a role working on a project supporting two big clients, and I was excited about the prospect of this new challenge. The company had changed a lot in the time I was away, so I was grateful for the in-depth introduction process and support from management and colleagues upon my return. The flexible working arrangement that PeopleScout offers means that I’m able to achieve the balance between working and looking after my family, which is fantastic. I’m happy to be back and am looking forward to developing my career over the coming years.”
Shelley Romero, Media Solutions Manager PeopleScout UK
Meanwhile, some people may leave to pursue new opportunities because they’re unsatisfied in some way and are hopeful that the “grass will be greener” elsewhere. Then, if they find that isn’t the case, they may also be inclined to return to a previous company with a newfound appreciation.
“Due to business changes during the pandemic, I was assigned to a new client account and, after much time and consideration, I knew it just wasn’t the right fit for me. Though I did not want to leave, it was in my best interest to resign at that time. However, I stayed in contact with my previous manager and colleagues, and when an opening arose, they asked me, ‘Are you ready to come back home?’ It was never a matter of if, but when I was coming back. Everything needed to align—the right position, team and leadership. I was hesitant to return after my last experience that caused me to resign, but I knew what ‘home’ felt like, and I couldn’t be happier in my current position at PeopleScout!”
Alison Thompson, Senior Recruiter PeopleScout
During the pandemic, the world was reminded how quickly life can change. Whether employees left your organisation to pursue other opportunities or to prioritise caring for their family, these types of employees create a whole new pool of talent that could be the perfect fit for your organisation. After some time has passed, many of these people could be on the job hunt again—and your organisation could serve as the right choice at the right time.
Benefits of Hiring Boomerang Employees
Rehiring former employees can present a variety of benefits for employers. Here are some of the biggest reasons to consider looking back at your previous hires:
Save Time & Money
Hiring a former employee reduces the hiring timeline and cuts down on overall recruiting costs. And, because these employees have previous experience working at your company, they will require less time and fewer resources to onboard and get up to speed to hit the ground running.
Eliminate Second-Guessing
Additionally, when you hire a former employee, you won’t have to wonder whether they’ll be a cultural fit; you already know how they fit in with the company and how they work with various people in the organisation—something that always remains a slight unknown when hiring someone completely new.
Gain Fresh Perspective
Former employees are unique in the fact that they have had some time to step away and see the organisation from the outside. Often, employees may have left to advance their career at another company and gain valuable skills. Then, when they return, they’ll be equipped with increased knowledge and experience to bring new ideas and insight into your organisation.
Boost Employer Brand
Rehiring employees also sends a positive message to existing employees and can improve an organisation’s employer brand overall. Specifically, by giving employees a second chance, it shows that the company is willing to bring people back and help them reach their potential—even if they previously left on their own accord. Furthermore, to existing employees (perhaps some of whom were considering leaving themselves), it shows that the company is worth coming back to, thereby leading to improved retention and employee satisfaction. Moreover, it demonstrates that leaving doesn’t have to burn bridges—especially when the company sees the value of the whole person.
Make Employees Happy
Plus, employees who left a job during the pandemic may now realise that they miss some aspects of their old company. Returning to a previous employer with new skills and a fresh perspective can mean higher pay, more growth opportunities and, in some cases, the ability to work from anywhere, which may not have been an option pre-pandemic. Consequently, these employees will likely be happy with their decision to return—leading to improved productivity for your organisation.
Questions to Ask Before Hiring Boomerang Employees
While there are many reasons to hire previous employees, that doesn’t always mean you should. So, before you decide whether turning back to a former employee is the right move for your organisation, keep these considerations in mind:
How Much Time Has Passed?
Account for how much time has passed since the employee initially left the company. For instance, an employee who left less than a year ago due to a personal emergency is more likely to be able to jump back in and get started than someone who left several years ago and has to learn new processes and technology.
Are They Adaptable?
Nowadays, change within an organisation can happen fast, and if the employee has been away from the company for a while, it can be helpful to consider their level of adaptability: Are they willing to learn new systems and procedures? Or, will they be stuck in old habits from their first tenure?
Are They the Best?
Amid a labour shortage, it can be tempting to settle for the easiest, quickest option to fill an open role. However, it’s important to think long-term: While this employee will cost less to hire and is a good cultural fit, are they truly the best person for the job? Consider whether this employee performed well in their previous tenure with the company, which is a good indicator of how they will fare the second time around.
Were They Missed?
While an employee’s individual performance may have been stellar, it’s important to understand their influence on the team. In particular, did they get along well with colleagues, or was it a relief for people when they left? When bringing back an employee, ensure that their return will have a positive effect on the productivity of the team as a whole.
Why Do They Want to Return?
Find out what made the employee choose to leave in the first place. Is that reason still going to be an obstacle moving forward? It’s important to ask what has changed since the time when they initially left. While familial or personal reasons would likely be resolved, you might have a bigger issue on your hands if they left because the company was not a good fit the first time. So, ask the former employee why they want to return. Then, if you’re looking for long-term talent, try to get a grasp of whether they’re ready to commit to your company for the foreseeable future. If they aren’t, you may have a permanent alumnus on your hands.
How to Keep the Door Open to Boomerang Employees
As the past two years have shown us, things happen—often unexpectedly. For one reason or another, people might be pulled in another direction and have no choice but to leave your company a little too soon. When this happens, it’s important to understand why they’re leaving and if there’s anything the organisation could have done to encourage them to stay. If not, perform exit interviews and get an idea of what is working and what can be improved upon in your organisation.
While some employees may choose to reapply to your company in the future, many former employees may never consider rejoining or even know it’s an option without first hearing from a former colleague or manager. In this situation, what’s the best way to reach out to these former employees?
To start, be sure to part on good terms. If the employee is one whom you would be eager to welcome back to your team again, make sure they know that when they leave. In today’s world that’s driven by social media, it’s easier than ever to stay connected across job changes. So, keep in touch with high-performing employees after they leave and proactively check-in with them when you’re ready to bring them back.
“Having former employees return to my team has been a true privilege. There is something about a second chance to help someone grow and develop and to be entrusted to help them achieve their career goals that is very special. I have the honour of having three boomerang employees on my current team. I am grateful that they rejoined and for the incredible know-how, passion and commitment that they bring to our team. I will continue to do all I can to support their success so that they can see their future here.”
In addition, consider these three strategies for re-recruiting former employees:
1. Existing Employees
If you have an opening on your team and some of your existing employees still maintain relationships with former staff, your current team can be helpful in re-recruiting this talent. Let your current employees know you’d like to consider a former employee for the role and, if they’re willing, they can bring the idea up with the former colleague and encourage them to apply.
2. Direct Manager Outreach
For a former employee, it can be extremely powerful to hear directly from a former leader that the company and team wants them back. And, by hearing directly from a manager, the former employee is likely to take the offer seriously and understand that they are specifically who the team and leader want.
“I had the opportunity to work for our sister company Staff Management | SMX before leaving for another position outside of TrueBlue that allowed me to get specific experience in a different facet of marketing. After gaining valuable experience for a period of time with a different organisation, my former leader at Staff Management | SMX reached out to me to discuss an opportunity to join PeopleScout in a new role. I was thrilled to be able to rejoin TrueBlue and put to use the experience I gained outside of the company. Rejoining TrueBlue and joining PeopleScout was an easy decision due to the positive experience that I had during my original time with the organisation, as well as due to the ability to work directly for my former leader once again.”
Sarah Katz Candelario, Vice President of Marketing and Communications PeopleScout
3. Email Campaign
If your company is looking to fill multiple roles at once, a larger campaign might make the most sense. This can include a list of all high-performing employees who left in the last year and serve as a check-in to see where they are in their career now and whether they’d be interested in taking on a new role in the company.
Beyond the Boomerang Employee
While looking to former employees serves as a strong new talent pool, it’s just one part of an organisation’s larger rehiring and retention strategy.
For example, in addition to traditional boomerang employees, the pandemic has also introduced an alternative group of potential employees—those who were furloughed. While these employees didn’t leave voluntarily, they can still be considered for boomerang status and serve as yet another talent pool to reach out to when needs arise.
But, in order for people to be willing to come back, organisations must ensure that their company is one that people want to return to (or, ideally, one they won’t want to leave at all). This means fostering a welcoming and empowering culture, as well as placing strong emphasis on growth and development of all employees.
In summary, when people feel valued, included and invested in, they’re less likely to leave your company for another. Then, even when human factors cause them to be pulled away, they’ll be willing and ready to return when the time is right.
By Paula Simmons, Director of Employer Brand & Communications Strategy
As your organisation continues to invest in creating a more diverse and inclusive team of employees, it’s important to ensure you are relying on the most up-to-date information about recruiting the right people and meeting their needs during your hiring process. There are many assumptions that have become part of accepted recruiting wisdom, but are these methods still effective for interacting with diverse, modern job seekers?
Choosing the Right Channels
In the past, when employers have wanted to recruit from under-represented groups, they have traditionally relied on limited media targeting, but this doesn’t take into account what we know about candidate behaviour. For example, we know that just because a person looks at a certain type of content in their everyday life, it doesn’t mean they will use that specialised media in their job search.
Research has shown that candidates look at channels offering roles related to their profession and then assess employers to ensure they are inclusive. So, employers should focus on targeting the right professional channels with the right messaging. When candidates from under-represented groups are searching for jobs, the right job title might be enough to entice them to review an advert—but whether they apply is influenced by what they read and what they hear about how an organisation treats its people.
Adjusting Job Descriptions to Attract More Diverse Candidates
To ensure an inclusive process, using the right verbiage in job postings is essential. Your job advert copy should feel inclusive and should also reflect the career level of candidates. Many talent leaders are familiar with the research that shows women are less likely to apply for roles when they feel they do not meet 100% of the criteria, whereas men will apply if they meet just some of them. Often, women just don’t want to waste their time on an application if they believe they would be automatically rejected.
To overcome this, employers should list only the essential criteria. As the list of criteria gets longer, the applicant pool for that job will become less diverse. Staying with the example of attracting more women, recruitment communications should include content that showcase the voices and stories of women at all levels to demonstrate they are welcome at your organisation and will have the opportunity to progress. The same principle can be applied to any demographic group.
Change won’t happen overnight. When it comes to engaging with candidates from under-represented groups, it’s about building an employer brand that appeals to multiple demographics and fosters a sense of belonging in an organisation—and making sure that during each part of the candidate journey individuals from all walks of life are supported so you find the best people to fill your roles.
PeopleScout Cuts Time-to-Hire in Half with bespoke Talent Acquisition Solution
A manufacturer of engineering solutions turned to PeopleScout for a recruitment process outsourcing (RPO) to fulfil their need for highly specialised, hard-to-find industrial engineering talent at their manufacturing sites, innovation centres and service centres.
50%Average Reduction in Time-to-Hire
16 Countries & 9 Languages
Scope Expanded After Exceeding Hire Target
Scope & Scale
The manufacturer engaged with PeopleScout for an RPO solution to make 150 hires for over 30 of their sites across 16 countries including Belgium, Czech Republic, Denmark, Finland, France, Germany, Hungary, Ireland, Italy, Poland, South Africa, Spain, Sweden, the Netherlands, the United Arab Emirates and the United Kingdom.
For most of their hires, they were seeking specialty talent with expertise in engineering and industrial design. These skills help build equipment for businesses all over the world that focus on chemicals, air and water treatment, mining, pharmaceuticals, marine, construction and other industrial applications.
Challenge
The client came to us after their previous RPO provider failed to deliver on the manufacturer’s talent acquisition challenges. With some requisitions still open after 500 days, many of their site managers had taken recruitment into their own hands. Each manager had their own approach which resulted in a disjointed candidate experience and high levels of frustration for hiring managers and internal stakeholders. The global talent acquisition leader had very little visibility into time-to-fill and cost-to-fill metrics from country to country and wanted to see a consistent process across all regions that showcased their employer brand.
The manufacturer also had growing concerns about the future of their labour force. With the average age of an engineer in the mid-50s, a huge portion of the global engineering workforce is due to retire in the next 10 years. The client needed to get ahead of this by recruiting talent with specific engineering skills to prevent a future talent gap.
Our diverse, multilingual and multicultural delivery teams in our Bristol and Krakow delivery centres plus remote teams got to work executing an end-to-end RPO solution. They sourced, screened and evaluated candidates in English, Swedish, German, French, Italian, Polish, Hungarian, Portuguese and Spanish.
Using Labour Market Insights to Inform Strategy
With competition from other well-known, international companies in certain markets, some roles were particularly challenging with over 200 similar open positions across competitors in one location alone. The PeopleScout Insights Team was commissioned to conduct in-depth research across markets and uncover potential candidate motivators that would give the organisation a competitive edge.
In one case, our market data indicated that the labour pool for engineers in Czech Republic is small. So, we approached the client with the idea to expand the geography of our search to include candidates who lived across the border in Poland who could commute. By doing this, we filled business-critical automation engineer roles that saved their productivity levels.
Global Process Meets Local Expertise
We created a bespoke process to meet the requirements of the global talent acquisition leader and then worked with hiring managers in each region to adjust our approach to account for nuances like culture, job role and labour market across their sites.
Applying our team’s deep regional expertise, we adapted our strategy in each location, using the appropriate databases, job boards and online and offline marketing tactics to reach the right candidates for every role in each country. For example, in smaller cities, we knew it was less likely that blue-collar candidates would be seeking employment via online channels, so we took out ads at bus stops.
For other roles, we increased awareness of organisation’s employer brand through targeted recruitment marketing efforts on job boards and social media. We also partnered with local universities to get in front of students who were looking for their first jobs after completing their studies.
Talent Pooling with a Focus on Diversity
Because most engineers in Europe aren’t actively looking to change jobs, our recruiters found most success through proactive headhunting. By engaging directly with passive candidates via social media, email and phone, they filled many existing requisitions and created talent pools for future vacancies, which reduced the overall time-to-fill.
Since women remain underrepresented in engineering fields across Europe, the manufacturer put great importance on increasing the number of women engineers they hired. In addition to adjusting the verbiage in job descriptions to make them more inviting to a wider variety of candidates, our recruiters paid special attention to reaching out to women by targeting online groups for women in engineering and women in tech.
Results
In the first year, we surpassed the initial target of 150 positions to deliver 245 total hires across 30 sites with a quarter sourced through proactive search and engagement. We filled the 500-day-old roles and reduced the time-to-hire by approximately 50% on average through our talent pooling efforts. In the process, we won over sceptical stakeholder groups, including the client’s EMEA engineering leadership. In the second year, we’re growing our partnership with over 300 hires projected.
In one instance, we were asked to source specialist inside sales talent. These individuals needed IT experience, manufacturing experience and to be fluent in German. With such specific requirements, advertising wouldn’t have worked, but because of the talent pool we built, we filled these two positions in less than three days.
“We have forged an excellent relationship with the PeopleScout team. They fully understand our challenges and needs and are able to meet our recruitment requirements in an efficient and professional manner.”
– Talent Acquisition Manager
AT A GLANCE
COMPANY Manufacturer
PEOPLESCOUT SOLUTIONS Recruitment Process Outsourcing
HOW WE CREATED A BESPOKE BEHAVIOURAL ASSESSMENT FRAMEWORK FOR A MULTI-BILLION-POUND COMPANY
PeopleScout’s talent advisory team created a new candidate assessment centre for a large British bank, resulting in a 58% reduction in recruitment costs totalling £24M.
58%Reduction in Recruitment Costs
resulting in £24M savings
55%Reduction in Attrition
in the first year
50%Reduction in Application-to-Hire Ratio
from 32:1 to 16:1
SITUATION
Arriving at the right assessment solution for a complex, multi-faceted, multi-billion-pound contemporary business is a major challenge. But, this was a challenge that PeopleScout’s team of psychologists was built for when our banking client came to us with a big brief. The company had just launched a crucial new set of values. They wanted us to create a bespoke, joined-up and levelled behavioural assessment framework, along side a full suite of assessment tools to support hiring into core customer-facing roles across the bank.
SOLUTION
We began by carrying out a comprehensive job analysis, involving over 300 colleagues in focus groups, and one-on-one interviews with job incumbents, senior stakeholders and transformation stakeholders. We identified synergies and differences between role requirements and complexity across the bank. The detailed research and analysis revealed three job families across all roles, each with four levels of complexity. We developed definitions and behavioural indicators for each group and each level in the framework.
Following sign-off on the new behavioural framework, we developed the assessment matrix and recommended key assessment methods. We streamlined and simplified the existing multi-stage process, bringing both the process and tools into alignment with the new values. This made it easy to understand and implement across the bank. We recommended a three-stage process across the framework, allowing for tailoring to job family and complexity levels, using specific skills assessment and assessment centre micro exercises.
RESULTS
We built-in various ways of measuring the cost-efficiencies and the overall return-on-investment of the end-to-end assessment solution. The client were delighted with the results:
A reduction in the classroom-based training time required as the calibre of candidates was improved.
Improved conversion at every stage of the assessment process, meaning less business time was required for assessment. The application-to-hire ratio was cut by half, from 32:1 to 16:1.
There was a 55% reduction in first-year attrition.
There was a 58% reduction in whole life recruitment cost, saving £24M.
AT A GLANCE
COMPANY Leading British bank
PEOPLESCOUT SOLUTIONS Recruitment Process Outsourcing, Talent Advisory
ABOUT THE CLIENT This client is a leading UK financial services group that includes several retail banking brands. The client has been partnering with PeopleScout for over 20 years, making it one of our longest-standing client relationships.
EXPERIENCE NOT ESSENTIAL: HOW WE SIGNIFICANTLY REDUCED TIME-TO-HIRE FOR A LEADING UK INSURER
Co-op Insurance came to PeopleScout for a new assessment centre and streamlined recruitment process, resulting in a reduced time-to-hire and quality new talent.
Reduction in Time-to-Hire
73%Assessment Centre Pass Rate
up from 41%
Positive Candidate Feedback
Employing 70,000 people, the Co-op is known across the UK as a leader in socially conscious, community-led business. As well as being the country’s fifth largest food retailer, it is also a major general insurer. Co-op Insurance came to PeopleScout with a problem. They were having big issues recruiting the voices of the organisation: high-quality, productive, right-fit Claims Advisors who would stay. Also, the time-to-hire was very slow and a drag on the time of the resourcing team. Their recruitment process needed a complete overhaul.
SITUATION
The process we were presented started with a manual-intensive CV screen. Because of the volumes that were coming through, the Co-op resourcing team was conducting daily CV screens. This ate up immense amounts of time and resulted in the team screening candidates based on experience. That meant they were inconsistent in the way they were screening candidates (about 70% passed the CV screen). Those who passed this CV screen then had a qualifying call. This was not a formal telephone interview, but an introductory call to check the experience on their CV, discuss any gaps and make sure they were eligible to work in the UK (85–95% passed this stage). Finally there was a face-to-face assessment centre—consisting of a computer-based assessment and interview. Following this, was the offer and induction.
SOLUTION
The right solution meant two considerations: what to assess and how.
WHAT – We conducted a period of job analysis to understand what good looked like in the role.
HOW – We needed to identify a solution which would support progressing candidates at speed through the process, providing a realistic job preview and automatically screening candidates so there was less manual intervention by the resourcing team.
We suggested removing the CV screening step which meant there was less reliance on experience only. This allowed us to assess the whole person, progressing candidates who had no experience but great potential. We developed an online tool which incorporated a situational judgement test which tested for attention to detail and a video interview. Candidates completed this in one sitting, further reducing the time-to-hire. We also supported in the design of an assessment centre.
RESULTS
The Co-op’s resourcing team was delighted with the new process. It’s easy to use and gives them back invaluable time to work on other projects. The assessment centre significantly reduced time-to-hire, owing to the speed and efficiency of the new process. The pass rate at the assessment centre stage is 73%—a big increase on the previous rate of 41%. This means that a much higher proportion of the best fit candidates are going further in the process. In addition, new joiners have been identified by the business as individuals who are motivated to succeed, with a propensity for learning and a growth mindset. Candidate feedback has been very positive, with many saying it gave them a proper understanding of the role.
AT A GLANCE
COMPANY Co-op Insurance
PEOPLESCOUT SOLUTIONS Recruitment Process Outsourcing, Talent Advisory
ABOUT CO-OP Co-op Insurance is part of Co-op Group, one of the world’s largest consumer co-operatives, owned by millions of members. As a leading UK insurer, the organisation offers coverage for business, home, life, motor, travel and pets.
