Rick Betori’s role as PeopleScout’s managing director of the Americas has a few similarities with a previous leadership position he held as coach of his children’s baseball teams.
“The ball is always going to roll in between someone’s legs,” he told me from his home in the Chicago suburbs. “And, it’s not about the fact that it went through their legs; it’s what they do after and how they respond when things don’t go according to plan. That’s one of the most important things I can do in my role as a leader.”
Rick thrives when there’s a challenge to tackle, when there’s a problem to solve and when there’s the opportunity to connect the right person with the right job in a difficult labour market. It’s an important quality as employers face a talent landscape that has been transformed by the pandemic.
Although Rick joined PeopleScout in 2021, he has been a part of the TrueBlue organisation since 2011, most recently leading delivery operations at PeopleReady, where he helped spearhead the company’s digital transformation. As such, he understands how technology, combined with human expertise, can solve the toughest talent problems. We talked to him about the role of talent technology in 2022.
You’re not new to TrueBlue, but you are a relatively new face here at PeopleScout. What makes you really excited about talent acquisition right now?
I’m excited because I believe that we can truly help companies that are facing some of their largest hiring challenges in their histories. Talent acquisition teams need creative partners to help them succeed, and I’m thrilled to be a part of finding those solutions.
I’m also passionate about our talent technology platform, Affinix™, and what it does to help candidates seamlessly move through the application process. Candidates have so many choices today; when they’re searching for a new role, they expect a great experience, and they want it to be fast. I also think that now more than ever, data and analytics will be key in helping employers stay ahead of their competition in a difficult talent market.
And finally, I’ve been a part of the TrueBlue family since 2011, so I’ve been able to witness the passion and energy of the PeopleScout team working to put our clients first. It’s been great to dig in with the team in these last few months. They bring this infectious energy to do what’s right for our clients and their applicants. I’m proud to be a part of this organisation moving forward.
Throughout the last couple of years, we’ve seen a lot of employers add technology to their recruitment process out of need. For talent acquisition leaders, where do you think their relationship with talent technology stands today?
I hate to start the answer to a question with “it depends,” but it really does vary. We have seen many employers add technology solutions to deal with increased workload, compliance concerns, and to eliminate or simplify administrative tasks.
More recently, employers feel the pressures of attracting top talent, so they’re taking the next step, focusing on easing and improving the process for candidates. More companies are starting to leverage technology to reduce friction for candidates in the application process and at the same time, building a stronger employer brand.
Finally, we’re seeing leaders stepping back and asking, “How can technology, data and analytics inform our decision-making from a talent standpoint?” These leaders want more information around changes in roles; how the market is responding in their specific area; and how factors like the rise of the gig economy and the COVID-19 pandemic have influenced their prospective talent pools.
The right technology can really make the recruitment process feel even more personal and enhance an organisation’s employer brand. How can you make that happen?
It’s about more than the right technology; it’s about the right technology at the right time. Employers can make the greatest impact by targeting specific points in the candidate’s journey.
For example, we know that candidates want to feel a sense of control in the process, and they want to feel as though things are moving forward. That means employers need to keep candidates feeling engaged and empowered. So, the right technology intervention could be implementing a pre-screen that candidates can complete by text or adding an interview self-scheduling tool. These give candidates the ability to feel like they’re taking the next step in the process, rather than waiting to hear back from someone.
Employers should also evaluate specific tools to ensure they fit with their brand. For example, candidates applying to a technology company would expect the process to include more advanced technology, more automation and a more cutting-edge approach to the recruitment process. On the other hand, candidates for positions where the work is focused on manual tasks or face-to-face interactions may expect a different experience. It’s not one size fits all.
In the current market, talent acquisition teams need to move faster than ever to identify and secure talent. The days of long recruitment processes, multiple interviews and multiple steps are over.
Candidates have so many opportunities facing them today…and it’s not just different employers. Think about the impact of virtual work. It used to be that companies simply competed with other organisations in their area, but now, they compete for top talent with companies across the globe.
Add that to that the fact that many employers are reporting a record numbers of job openings and they can’t ramp up their internal teams fast enough to keep up with the number of requisitions they’ve got to fill. The right tools, and the right partner, can make the process easier and even provide them a competitive advantage.
Adding new technology to an established process can be scary. What advice do you have for talent leaders to help them gain buy-in in their organisations?
First off, I’d say, if there wasn’t any fear, I’d be surprised. It’s human nature. But that’s not a reason not to automate.
It starts with having a good, strong, proactive communication plan around the process—explaining what they’re doing and why they’re doing it. It should be transparent and easy to understand. The plan should clearly demonstrate the benefits for the team, and then, it’s important to gather feedback. There must be open lines of communication. It’s about letting people weigh in as you fine-tune the process. Finally, it’s great to recognise and celebrate the early adopters. We’ve seen a lot of success in highlighting the employees who engage and really embrace the change early on.
With internal buy-in, it’s tough, and you can’t underestimate the challenge. However, a good, solid plan executed by leadership goes a long way.
Are there any final thoughts you’d like to leave us with?
I want to put an exclamation point on something I said earlier about the importance of speed in the current talent market. I know the types of pressures that talent leaders are under right now. I don’t have a crystal ball to tell you how long it will last, but I can say that when you find the right partner, they can help you start this process in a way that feels manageable, and that can also help you prepare for whatever challenge lies ahead.
Tables have turned. The roles have revolved. For the first time in decades, candidates rather than employers have the upper hand in controlling their fate.
Those involved in recruiting new staff, whether it’s the hiring manager or the professionals working in talent acquisition and HR, are facing candidates in the driving seat: prospective hires who are able to command more negotiating power when it comes to not only salary, but the entire package.
In the era of hybrid working, your next hire may also want to dictate where they work and when.
This Personnel Today webinar, in association with RPO specialist PeopleScout, will provide insights into how you can succeed in the current candidates’ market. Watch now, on-demand.
Employee Engagement at King’s College Hospital: Saying a Big “Thank You” to Nurses
As one of the busiest NHS trusts in the UK, King’s College Hospital NHS Foundation Trust turned to PeopleScout for help with attracting nurses and other clinical professionals. Learn how we helped the Trust say a big “thank you” to their staff with a larger-than-life employee engagement campaign.
300Pieces of Artwork
18Installations Across 3 Sites
50%Increase in Peer Recognition Amongst Staff
13,159Thank-yous Sent to Staff
King’s College National Health Service (NHS) Foundation Trust is one of the busiest trusts in the UK, providing healthcare services for a population of over 1 million people. It supports numerous clinics and hospitals, including King’s College Hospital, a leading teaching hospital and trauma centre serving several boroughs in southeast London. Their vision is to hire brilliant, diverse staff who provide outstanding care for their patients and continue to educate and innovate for the future of medicine.
The Challenge
King’s College Hospital NHS Foundation Trust came to PeopleScout with a challenge. They were, like many other healthcare organisations, struggling to recruit for clinical roles such as nursing.
To address this, our initial objective was to develop a “Why King’s” message for an employer brand campaign. But after conducting focus groups with employees, it became clear that, to fix the attraction issue, we needed to start with employee engagement.
Retention of staff wasn’t an issue—King’s was overarchingly seen as a place where, with the right motivation, employees could grow in their career. The problem was an overall feeling amongst staff that there was a lack of recognition and appreciation from senior leadership. Whilst there was a great deal of pride and loyalty within teams, there was no strong sense of unity across the five sites within the Trust.
Before we could go out with an authentic employer brand message, we needed to show employees that they are valued, encourage staff recognition and galvanize the organisation.
And we needed to do this on a big, Trust-wide scale.
The Strategy
We designed an employee engagement campaign that would not only recognise employees, but would also be a big, bold, morale-boosting showcase of Kings’ values:
Always aiming higher
Working together
Inspiring confidence in our care
Little did we know just how important this message would become as the COVID-19 pandemic swept across the world. As the UK began clapping for the NHS in March 2020, we were designing a campaign that would greet the King’s staff on the frontlines and serve as a constant reminder of their incredible work, both before and throughout the pandemic.
This was so much more than an attraction campaign. It was our ‘Big Thank You’ to those who had sacrificed so much to keep us all safe.
Bringing It to Life
Six Days. 166 Participants.
As soon as lockdown restrictions lifted, we safely photographed and filmed people from across a range of clinical and non-clinical roles from all of King’s sites. Staff gave up valuable break time to take part in something that honoured their colleagues as well as recognised their own contributions.
350 Thank-Yous
Using comments made about participating staff members by their colleagues, we created 350 thank-yous—for both individual participants and general messages to all staff.
300 Pieces of Artwork. 18 Installations Across Three Main Sites.
We used the secondary colour palette from the NHS brand to create something that would stand out from the usual NHS blue to celebrate our King’s stars. With 300 pieces of eye-catching collateral in tow, we plastered our larger-than-life installations across three main sites, including a huge projection onto the outside of the hospital at their central location. Images went up on walls; inside and outside of buildings; on fence railings, stairs and windows.
Imagine the feeling: Arriving for another exhausting shift on the COVID frontlines to see a 100-square-meter personalised message of gratitude to you, from your employer, projected on the outside of your workplace for all your colleagues and the local community to see.
That’s recognition on a big scale.
Not only did the installations delight staff, they also expressed the appreciation of King’s leadership and echoed the community’s warmth and gratitude for the Trust and the wider NHS.
Results
In times of unprecedented turmoil, unimaginable pressure and unbelievable sadness, this uplifting campaign created a feeling of belonging, camaraderie and engagement amongst staff. As COVID-19 raged, what had started as an idea to recognise and celebrate those who brought the King’s values to life, evolved to become a wider message for all, “Thank you to all of you, for everything—and whatever comes next, we’re all in this together.”
The campaign has been instrumental in building a sense of pride not just in individual teams, but in the Trust as a whole. We’ve helped create positive advocates who are proud to be Team King’s and who contribute to a culture of recognition and gratitude. As a result of this campaign:
There was a 50% increase in the number of recognitions made by staff to their colleagues following the campaign.
13,159 thank-you letters and badges were sent out to all staff.
Their Chief Nurse is beyond thrilled with the results. Not only with the execution (which has also, on a practical level, brightened up some of the older hospital buildings), but with the impact she directly attributes to this campaign—renewed feelings of inclusion, recognition and engagement across the King’s staff.
“You’ve captured the people and heart of King’s and brought our values to life. The staff response to these images has been extraordinary and has created a real buy-in and the internal buzz that we were after.”
Nicola Ranger, Chief Nurse & Executive Director of Midwifery, King’s College Hospital
In addition to the employee engagement benefits, the Trust is leveraging the content in their on-going talent attraction and recruitment efforts via a bespoke careers portal and targeted recruitment marketing campaigns. We created a video for each person we interviewed to showcase King’s employer value proposition (EVP) and communicate the opportunities they offer.
This feel-good, reputation-healing employee engagement project will have an impact on the King’s College Hospital NHS Foundation Trust workforce for years to come.
AT A GLANCE
COMPANY King’s College NHS Foundation Trust
PEOPLESCOUT SOLUTIONS Talent Advisory
ABOUT King’s College NHS Foundation Trust provides healthcare services through numerous clinics and hospitals, including King’s College Hospital, a leading teaching hospital and trauma centre serving several boroughs in southeast London.
In this episode of Talking Talent, we’re going deep on an issue that is top of mind for so many employers: diversity, equity and inclusion (DE&I). We’ve seen a tremendous amount of work done in this area, but there is always more to do. And we know that every organisation is at a different point on its DE&I journey.
This episode specifically focuses on building an employer brand and a recruitment process that is equitable and inclusive of candidates from underrepresented backgrounds. What are the best strategies? How can you build a process that takes things like intersectionality and social mobility into account? And finally, how do you get the buy-in within your organisation to make changes—especially in a challenging hiring environment?
Joining us to talk about these issues is Paula Simmons, our Director of Employer Brand & Communications Strategy. Paula’s background is a combination of PR and corporate communications, recruitment and employer branding. Her role at PeopleScout UK enables Paula to do what she enjoys most: delivering actionable insights and consultancy to clients across a range of industry sectors, nationally and internationally. In essence, helping them to understand, articulate and measure what makes them unique places to work. Alongside this, she also leads our work to help clients better understand and engage audiences from underrepresented groups.
In this conversation, Paula explains the traditional ways that talent acquisition professionals have recruited candidates from underrepresented groups and then explains a new way forward. She explains how intersectionality and social mobility should factor into DE&I programmes and provides a pathway for talent leaders to get buy-in and balance long-term goals with immediate needs.
PeopleScout is proud to sponsor this latest installment of HRO Today Flash Reports.
Recruiting in EMEA in 2021 looks radically different than it did at the start of 2020. Download this report, HR’s 2021 Response Defines Employer Brand in EMEA, to learn how candidate experience measurement and employer brand practices have been impacted by COVID-19.
In this report, you’ll learn:
Where EMEA employers are dropping the ball on measuring the candidate experience
Why investment in employer branding is way up
How the role of DE&I in employer branding has changed over the last 12 months
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.
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.
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.
When people of different backgrounds with different experiences come together, they drive innovation—both in the workplace and in the world at large. In fact, there’s substantial research that DE&I initiatives bring many advantages to the workplace, including increased profitability and creativity; greater productivity; and better problem-solving, amongst others.
Employees with diverse backgrounds also bring their own perspectives, ideas and experiences, which help to create organisations that are resilient and effective and that outperform organisations that do not invest in diversity.
Yet, despite the obvious benefits of increased diversity and inclusion in the workplace, the reality still leaves much to be desired. Research from Glassdoor shows that whilst 75% of UK employees say their company employs a diverse workforce, over half (54%) believe their company should do more to improve diversity, equity and inclusion (DE&I), including more than two-thirds (62%) of Millennial and Gen Z (ages 18 – 34) employees.
Clearly, employers must do more, and the responsibility for diversity, equity and inclusion (DE&I) belongs to the entire organisation—including talent acquisition and HR leaders. So, in this article, we’ll cover the different areas of the business that contribute to DE&I; how you can determine your DE&I programme maturity; and areas where talent acquisition leaders can have the greatest influence.
So, Who’s Responsible for DE&I Initiatives?
For years, talent acquisition teams have led diversity efforts within organisations. In some cases, employers hire a chief diversity officer (CDO) and provide a budget for DE&I initiatives. However, the responsibility for DE&I initiatives is much broader, and everyone from senior leaders to entry-level employees in everything from marketing to IT has a role in creating an inclusive workplace. Here, we outline the roles that different areas of the business play in DE&I efforts.
The number of senior leaders as executive sponsors promoting DE&I has increased from 33% in 2018 to 44% in 2021. But, leadership must play a role in the DE&I initiatives at all organisations. In fact, having a C-suite member as the diversity and inclusion programme leader is one of the biggest differentiators between organisations in which diversity is not considered a barrier to progression versus ones where it is, according to PwC’s data.
However, to be successful champions of diversity, leadership needs to be fully engaged—because an inclusive and equitable culture must be present from the top down. Notably, if time and other responsibilities that accompany their jobs make it difficult for executives to be fully engaged, organisations may want to reconsider having their C-suite remain heavily involved in their diversity efforts. In this case, you might consider appointing another individual (or individuals) who is more able to focus on the work and, as a result, bring about more change.
Diversity Committees
Not every organisation has the resources to support a full-time diversity role. In fact, the larger the employer, the more likely it is to have dedicated diversity staff. However, as SHRM found, smaller organisations may be able to aid diversity and inclusion programmes by taking a cue from the 17% of employers that have an advisory group/committee comprised of volunteer staff members. This can actually be quite an effective approach, as employee sponsorship corresponds with lower levels of reported bias within an organisation.
Identifying Gaps in the Maturity of Your DE&I Initiatives and Programmes
When it comes to really progressing your organisation’s DE&I programme, the best place to start is by asking yourself where your organisation stands today. That way, you can best identify where to place your initial efforts in order to create the greatest influence. Below, we outline the different stages of DE&I programme maturity. Note that your organisation may be at different levels in different areas.
Beginner: Generally, employers at the beginner level of maturity tend to be more reactive rather than proactive; they may narrowly define workplace diversity, and leaders usually have limited involvement in driving DE&I forward within the organisation.
Intermediate: Employers at the intermediate level typically focus on more purpose-driven DE&I initiatives, with leadership assuming a greater role in progressing DE&I in the workplace. At this level, the definition of diversity expands to include less-visible characteristics, like disability, religion, class, age, regionalism, sexual orientation and more. Additionally, at this stage, an employer may employ a dedicated staff and provide a budget for DE&I.
Advanced: Employers at the advanced stage focus on multi-dimensionality and intersectionality when thinking about diversity. In this situation, leaders practice inclusive leadership skills and are held accountable for creating a diverse and inclusive workplace. They also often have DE&I resources and budgets distributed throughout the organisation to ensure organisation-wide diversity.
Leading: Employers at this level take a sustainable approach to DE&I, in which leaders are expected to lead holistically and inclusively; be key DE&I initiatives change agents; and hold the organisation accountable. In addition to their internal resources, they often have external DE&I advisory boards that guide them on leading practices.
Identifying your organisation’s DE&I maturity level allows you to better measure your progress on key areas of workforce diversity, including communication, employee education, company culture, resource investment and the involvement of leadership. This will help guide your next steps toward creating a more diverse, equitable and inclusive workforce, as well as allow your organisation to focus on interventions that are targeted and specific. Plus, in organisational environments facing a multiplicity of DE&I issues at once, the ability to pinpoint current state, plot out the desired state and craft the roadmap to get there is critical.
The Role of Talent Acquisition
While the responsibility for DE&I is spread across an organisation, talent acquisition still plays a major role. Recruiters, sourcers, hiring managers and HR leaders are powerhouse roles that must work together to find the right candidate for the job, while also demonstrating an organisation’s commitment to DE&I from the company’s first interactions with employees.
As talent acquisition leaders, you also play a key role in bringing to life diversity and inclusion as values that are deeply embedded in an organisation. More precisely, your team plays a particularly critical role by sourcing, engaging and eventually hiring candidates from underrepresented groups.
Does your organisation have a talent pool of diverse candidates? Do your interviewing practices reduce unconscious bias? Do you have a strong reputation for being a diverse workplace? These are some of the critical questions that you and your teams should attempt to answer to deliver on the organisation’s diversity agenda.
By understanding your role and performing it effectively, talent acquisition teams can work with leaders in other areas of the business to build a truly holistic DE&I programme. Here, we discuss some of the tactics that talent acquisition can adopt to overcome diversity sourcing, selection and hiring challenges.
Championing Diversity
Once your talent acquisition team establishes awareness and accountability, members should become champions of diversity hiring; you have a tremendous opportunity to drive the diversity agenda by reinforcing the case for diversity hiring. For instance, engaged recruiters can champion diversity and make it an everyday dialogue with hiring managers. That’s because recruiters are responsible for ensuring that all candidates are treated fairly and equally in a process that removes bias. They’re also the first step in demonstrating how the organisation appreciates and celebrates its diverse employees.
Diversity Sourcing
To ensure that your talent pool is representative of diverse candidates, source your candidates from a variety of talent channels. Clearly, you can’t rely on the same sources repeatedly when seeking out new candidates; focusing only on the sources that you know best can result in a talent pool of similar candidates and a lack of diversity.
Instead, seek out opportunities to source candidates from underrepresented backgrounds. For example, there are many online and offline groups dedicated to women in technology. This could be a great opportunity to meet and connect with high-calibre, female candidates directly—instead of waiting for them to find you through platforms like Indeed. And, the more initiative you take to find these channels, the more likely it is that your talent pools will be diverse.
What’s more, if you’re struggling to find diverse talent, reach out to employees from diverse backgrounds and encourage them to share your job ads with their networks; then, give them the tools they need to promote open roles within your organisation. As a result, your employees and candidates will both feel that your company values their opinions and contributions, which is fantastic for team morale and engagement.
DE&I Initiatives: Building Inclusivity
Building an inclusive workplace is central to creating a workplace environment in which every employee feels valued. Granted, every organisation is different, so the content and structure of an inclusion programme needs to meet the conditions of your organisation. To get you started, SHRM offers an inclusivity checklist for HR that provides a good place to start:
Make sure that company leaders understand that inclusion is about ensuring that everyone’s voice is heard, opinions are considered, and value to the team is evident.
Train managers to show that inclusivity is a core competency—and hold them accountable.
Form an inclusion council with genuine influence and power.
Value differences and create an environment in which people can feel comfortable bringing their authentic selves to work.
Identify the needs of underrepresented groups, and give them the necessary support and resources.
Provide workers with a safe space to voice their concerns.
Benchmark key aspects of your organisation’s culture and understand the employee experience before making changes to promote inclusivity.
Remember that daily interactions are the most telling sign of whether your company has an inclusive culture.
Unconscious Bias & Candidate Selection
One of the key reasons companies lose out on diverse talent is unconscious bias, which can have detrimental effects on the diversity hiring process. The concept of unconscious bias or implicit bias was first introduced in 2006 as “the new science of unconscious mental processes that has a substantial bearing on discrimination law”. This challenged the longstanding idea that people are guided only by explicit beliefs and conscious intentions.
One example of unconscious bias is that a candidate’s surname—which implies their ethnic background—can adversely affect their chances of landing a job. Unfortunately, studies by Ghent University show that the surname appearing on a candidate’s résumé or CV can reduce the possibility of receiving a call back by 25% in Germany; 29% in Sweden and the UK; and 50% in the U.S. Accordingly, to address unconscious biases, some companies mask candidate demographics while presenting them to the hiring team in order to shift the focus from ethnicity to experience and skills.
Diversity at Work: Converting Candidates From Underrepresented Groups Into Employees
However, winning over diverse candidates goes beyond just locating them and ensuring that they’re treated fairly during the hiring process. Rather, to win diverse talent, organisations should demonstrate the authenticity of their commitment to DE&I by leveraging their employer brand through career sites and social media channels, as well as by showing how diverse and inclusive they are through their employees and leadership.
Furthermore, talent acquisition can also play a role in reinforcing these messages by:
Adding a link to diversity and inclusion policies and practices in job advertisements and recruiters’ email signatures.
Minimising adverse effects of recruitment discrimination by complementing recruiters with talent acquisition technologies like PeopleScout’s AffinixTM.
Ensuring job-related information is accessible to all groups. (For example, ensure your career site is accessible to those with visual impairments through design, alt text and screen readers; and ensure presentations and videos include subtitles or sign language.)
Scheduling interviews in locations that are accessible and convenient for all candidates, such as parking for people with disabilities; Braille script on elevators and signage; and female, male and gender-neutral restrooms.
Sharing relevant stories about a diverse set of employees in the organisation and involving diverse employees and senior leaders in the interviewing process.
Respecting candidates’ gender identity. Because gender identity is internal, a person’s gender identity is not necessarily visible to others, so asking candidates what pronoun(s) they prefer to use in interviews and other communications can make a difference.
DE&I Initiatives: Talent Technology
The right talent acquisition technology can be a powerful tool for reaching your DE&I initiatives and goals. And, as you begin to recognise and fix disparities in hiring processes and work environments, data can be an important tool in determining the effectiveness of those efforts. No DE&I initiative can be successful unless it can be measured.
To that end, diversity dashboards—like those available in PeopleScout’s Affinix Analytics—can break down your hires by gender and ethnicity. Then, with that information, you can identify where the most diverse hires have been found. From there, you can focus on which recruitment strategies are most effective in bringing in candidates form underrepresented groups. And, once those initiatives are in place, you can track your success over time.
The goal of diversity, equity and inclusion in the workplace should be a central pillar in any organisation’s journey. Embracing a multitude of viewpoints and cultures drives innovation; improves decision-making; increases employee productivity and retention; and leads to better-served employees—and, by extension, customers. While responsibility for diversity, equity and inclusion is shared across an organisation, talent acquisition leaders have a significant influence.
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
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.
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.
At the onset of the COVID-19 pandemic, employers across all industries faced difficult personnel decisions as organisations were forced to reduce their workforces. Now, as a sense of normalcy and stability returns, employers find themselves facing a new challenge: The Great Resignation.
So, how can employers mitigate talent turnover and start building their workforces for the economic recovery? In this article, we’ll explain the Great Resignation, take an in-depth look at what candidates want from employers and provide retention strategies for navigating the current talent landscape.
What is the Great Resignation?
In the wake of the pandemic, workers expect more from their employers. In particular, they want employers to alleviate—or at least acknowledge—their concerns, needs and special circumstances. Notably, organisations that failed to do so have suffered.
Whilst every sector is experiencing an increase in resignations, the healthcare, retail, hospitality and restaurant industries have been hit the hardest. For some workers in these industries, it’s because these jobs have extensive interaction with the public and employees are worried about the risk to their health. Meanwhile, others—especially those in lower-wage jobs—are pivoting to new careers that promise better pay, benefits or rewards.
The Great Resignation is a term coined by researcher Anthony Klotz of Texas A&M University. It refers to the massive, economy-wide increase in job turnover that is expected to accompany the end of COVID-era regulations, business closures and work-from-home mandates. According to Klotz, there is no single factor responsible for the Great Resignation. Rather, numerous motivators are inspiring employees to consider changing jobs.
For instance:
Many employees who would have otherwise already quit their jobs stuck with their positions for the duration of the pandemic. And, now that job security is less important, people in this group are preparing to finally make the change they’ve been postponing.
The stress of the pandemic contributed to higher levels of employee burnout, which is associated with higher turnover rates.
Time away from the workplace has led some people to consider rebalancing their priorities to focus more on their families or hobbies. Others are reevaluating how their careers align with their values and interests.
Millions of employees experienced the flexibility and convenience of remote work for the first time during the pandemic. As a result, many do not want to return to the office.
Research from McKinsey, based on surveys of both employers and employees in Australia, Canada, Singapore, the United Kingdom, and the United States, shows that employers don’t understand what’s motivating employees to leave. Whilst employers cited compensation, work-life balance and health issues, employees revealed their reasons for leaving were to do with their relationship with the business. In fact, the top three factors for employees who quit were that they didn’t feel valued by the organisation (54%) or their manager (52%) or that they didn’t feel a sense of belonging at work (51%).
Whilst workers have always cared about their work environments, now there’s an increased willingness to leave a role if dissatisfied.
Retaining Talent During the Great Resignation
With so much riding on successfully retaining talent, it’s particularly important for employers to get it right. As such, employers need to better understand what drives and sustains career satisfaction amongst their employees. Below, we outline strategies for gaining insights into your workforce that can help you better retain talent amid the Great Resignation.
Professional Development & Advancement Opportunities
Well-thought-out professional development and internal mobility programs can provide your employees with opportunities and clear direction on how to increase their skills and advance their careers within your organisation.
“Career management continues to be a top driver of attraction, talent retention and sustainable engagement for most employees,” wrote Laurie Bienstock of Willis Towers Watson in an article published by HR Dive. “Effective career management at many organisations remains elusive. That’s one of the main reasons so many of today’s employees feel they need to leave to advance their careers.”
Fortunately, investing in expanding your employees’ skill sets will not only help them feel more empowered, but they’ll also have more tools to help your organisation—a win-win scenario.
When starting a professional development programme, leverage the expertise you have within your organisation. For instance, senior employees can serve as mentors and help mentees sharpen both their soft skills and technical skills; gain practical knowledge, institutional insights and hands-on guidance; and become more valuable and versatile employees.
Reinforce Your Workplace Culture
As employers transition toward a hybrid work model to address the challenges presented by the pandemic, fostering a workplace culture that is consistent both online and in-person has become more challenging. So, consider what matters most to the employees in your organisation.
If diversity and inclusion is a priority, remote work can provide the opportunity to bring in hires from around the world who otherwise would not be available. Similarly, if professional development and mentorship are most important, think about how online tools can be used to foster these types of relationships.
Employee Benefits & Well-Being
The right employee benefits can be influential when workers are considering resignation. According to research by insurer Drewberry, 51% of workers said they’d like their company to introduce benefits that help them manage their health and well-being.
In the past, benefits have include insurance, equipment allowances or childcare, but now they increasingly cover things like gym memberships or weekly coffee allowances. Benefits focused on employee well-being—such as providing access to counselling, employee assistance programmes or additional annual leave or family leave—can go a long way to engender greater loyalty in your workforce
Conduct Stay Interviews
In some ways, “stay” interviews are similar to exit interviews; they’re both used to identify reasons employees like or dislike their job. They can also uncover concerns or issues that an employer may be unaware of.
However, stay interviews can actually be more valuable than exit interviews because they provide insights that employers can leverage to motivate and retain employees before they decide to leave. Questions to ask during a stay interview include:
What keeps you working here?
What do you enjoy about your job?
What would cause you to leave the company?
What would you like to change about your job, team or department?
If you could change one thing about the company, what would it be?
Have you ever thought about leaving the organisation?
What motivates you at work?
Do you feel appreciated in your role?
Where do you see yourself in five years?
Employers can use the information gleaned from stay interviews to guide company policy; make improvements in corporate culture; and keep talent engaged and wanting to stay. COVID-19 has profoundly changed what employees expect from employers, and attributing record-high resignations simply to salary concerns misses the bigger trends in growing the workplace.
The pandemic has changed the way employees work and how they view their employer. Now, many workers are reflecting on what a quality workplace feels like—and many are willing to quit to find a better one. As a result, reversing the tide of resignations in your organisation requires leaders who care; who engage their teams honestly; and who give workers a sense of purpose, inspiration and motivation to perform.
Whether that is achieved through flexible work policies, improving benefits, sharing common values or unique career opportunities, it’s essential that you listen to your employees’ needs, keep checking in on them, and work together to create a workplace that is not only able to serve you both, but one that can also make you both happy, as well.
Now more than ever, an organisation’s hiring strategy should adaptable. Throughout the last two years, many employers have had to reimagine their recruitment processes. Due to the pandemic, organisations rapidly moved recruiting processes to virtual models, shifting in-person interviews to digital and transitioning traditional office roles to remote.
Today, as businesses bounce back and job vacancies are at record highs, employers need to hire top talent—and fast. And, just as a hybrid approach to in-person and remote work for employees has become the norm, so, too, will the need for a blended recruiting strategy that will optimise the candidate experience by keeping the advantages of in-person hiring, while also continuing to leverage the benefits of virtual.
In this article, we’ll walk through what a hybrid hiring strategy is, discuss the benefits of in-person versus virtual techniques and provide tips for how to create a hybrid hiring strategy that works for your organisation.
What is a Hybrid Hiring Strategy?
Hybrid hiring—or hybrid recruiting—is a strategy that allows organisations to maximise the benefits of both in-person and virtual hiring techniques. Specifically, a hybrid approach allows employers to leverage the advantages of virtual recruiting when it makes sense, while simultaneously using strategic, in-person methods to add value to the candidate experience along the way.
A hybrid approach to hiring isn’t new. Many organisations employed a mix of virtual and in-person techniques prior to 2020. However, COVID-19 rapidly accelerated the need for safe, efficient hiring models, thereby leading to greater adoption of virtual strategies. Now, because employers have seen the advantages of virtual recruiting, the benefits of a hybrid model have become clear—regardless of social distancing rules. Depending on the type of role you’re hiring for, having a strong hybrid hiring model in place makes it easy to recruit staff 100% virtually when needed, or to use a blended approach.
Leveraging a hybrid hiring strategy means you get the best of both worlds. But, what does that entail? Here are some of the biggest benefits of both virtual and in-person hiring techniques—and how they’ll play out post-pandemic.
Benefits of Virtual Hiring Techniques
Reduced Cost & Greater Efficiency
When you remove the physical component of recruiting, you see a greatly improved speed-to-hire and an overall reduction in costs. Plus, expenses that would normally be spent on hosting recruiting events—such as travel costs, venue fees and printed materials—suddenly drop to zero. Additionally, your employees save time by hosting events remotely and also reap the benefit of having more candidates in attendance.
Expanded Reach & Reduced Bias
With travel out of the equation and with remote job options in place, employers can then expand the geographies from which they source talent. This offers greater opportunities for candidates and opens up your candidate pool to top talent who may not have been on your radar previously.
Virtual hiring also reduces the amount of hiring bias experienced during in-person interviews. As humans, we judge people on many things (unconsciously or not), including how a candidate may look. But, with virtual interviews, recruiters are able to focus less on a candidate’s appearance and more on what they have to say.
Research from CV Library reveals that a staggering 79% of Brits think that your physical appearance can affect your chances of landing a job.
Overall Convenience
Virtual interviews and other virtual recruiting tactics are convenient for both candidates and recruiters alike. For example, candidates can schedule on-demand interviews at a time that is most convenient for them, and recruiters can watch those recordings at their own convenience. What’s more, through the use of artificial intelligence (AI) and automation, candidates can also self-schedule follow-up interviews, ask questions and receive real-time responses that would have previously taken much longer without the technology that has come from the rise of virtual.
Benefits of In-Person Hiring Techniques
Showcase Your Company Culture
One challenge of virtual recruiting is the ability to effectively showcase your company’s culture. Whilst there are certainly ways to do so, nothing quite compares to experiencing how individuals in an organisation interact with one another in-person. Especially for roles that are required to work in an in-person or office setting, providing a time to come in for an in-person interview or assessment can be a great way to show your candidate what it would really be like to work for your company on a day-to-day basis.
Human Touch
Whilst AI and automated tools help with efficiency, improve candidate experience, and speed up the overall time-to-hire, today’s talent pool can also find benefits from a blended model. A phone call and video interview can get the candidate in the door, but an in-person conversation can seal the deal. This is especially true for senior talent who appreciate being brought in for the final stages of the interview process.
Added Value
Furthermore, utilising in-person techniques can also add value to the candidate experience overall. From office tours to final interviews, it’s difficult to recreate the human touch and employer brand when completely virtual. To that end, where it makes sense, in-person meetings can help sell a candidate on why they should work for your organisation, as opposed to the competition.
How to Recruit People Now: Balancing Your Post-Pandemic Hybrid Hiring Strategy
Your hybrid hiring strategy will likely depend on your organisation’s needs and what your workforce will look like on the other side of the pandemic.
For example, if some or all of your teams will work entirely remotely, it would make more sense to complete the entire recruiting process virtually. Inevitably, bringing the candidate in for an in-person interview or office tour would waste time and money, and would likely confuse the candidate, leading to a poor candidate experience. Instead, recruiting for remote roles with virtual tools—providing opportunities for human interaction and culture along the way can help candidates know what it will be like to work remotely for your company.
“How do we show candidates our company culture when we can’t invite them to the office? We send personalised, handwritten cards to candidates before their start date (as well as some swag!). We want to give them a feeling of being really welcomed into the company—which is what we’re really about.”
Ewa Zajac, Recruiting Operations Manager at Zendesk
On the other hand, if some of your teams will be working both from home and from the office, a hybrid hiring approach would be the best fit. Virtual options save a lot of time and money in the beginning stages of sourcing, screening and interviewing. Plus, candidates will want the flexibility to complete those initial interviews and assessments from the comfort and convenience of their own homes.
Then, when it comes to final interviews, an in-person interview is a great final step before extending an offer. The candidate will appreciate the time you’re investing to bring them in, and they’ll get a taste of what it will be like to work in-person. This will be especially important for roles that will be primarily in the office or for which relocation is necessary.
In the end, hybrid hiring won’t be a one-size-fits-all strategy. Whether your organisation opts to keep recruiting fully virtual or leverages in-person connection, the candidate experience must remain at the forefront of any model. Think about what candidates want and the recruiting model that makes the most sense for the role you’re trying to fill.
