Category: Talent Advisory

The Multigenerational Workforce: How to Hire and Retain Older Workers

Posted on by akessler

The aging workforce is a key factor shaping the future of work. In most major economies today, there are around six workers for every retiree. By 2030, all Baby Boomers will have reached 65, the general retirement age threshold, meaning this figure is set to drop substantially.

As Boomers leave the workforce, employers are trying to stem the bleeding from the skills, knowledge, and experience they’ll take with them by finding ways to keep them on the payroll. Organisations that recognise the value of older workers can benefit from leveraging this talent pool. Here, we explore four strategies to help you retain older workers or entice them to return.

Who are the Baby Boomers?

First, let’s take a closer look at the demographic. Baby Boomers are individuals born between 1946 and 1964, the largest generation in history. This generation was born following World War II and lived through the Civil Rights Movement, the Cold War, and massive technological advancements. They are a major force in the global economy and have built and defined the labour market we know today.

Boomers are the most affluent generation in history, and they are expected to pass on trillions of dollars to their children and grandchildren, which could reduce the labour participation of younger generations. Combined with today’s decreased birthrates, the global workforce is already shrinking as Boomers increasingly retire.

A Global Look at Retirement

According to Pew Research Centre, approximately 2 million Baby Boomers retire every year. In 2020, this number swelled to a historic high as 3 million workers retired from the workforce in the U.S. alone.

However, attitudes toward retirement vary widely across countries and are influenced by both culture and economics. For example, in the United States, where people value individualism and self-reliance, retirement is seen as a time to relax and enjoy life. But in Japan, there is a strong emphasis on collectivism and community, which can lead people to feel they should continue working and contributing to their circle.

Older Workers Percentage
(Source: Statista, OECD)

Despite people working longer in Japan, the country is projected to have a ratio of just 1.5 workers per retiree at the start of the next decade. In some of Europe’s biggest economies and the U.S., the outlook is not much better with figures hovering around the 2.4 mark. This is due to declining global birthrates, which has fallen by half since 1950. In short, there aren’t enough Millennials and Gen Z-ers to fill Boomers’ shoes.

The exodus of Boomers from the workforce is having a significant impact on the global economy, and some countries are beginning to raise the retirement age to push back the impending dropoff. Moreover, in recent months, as the cost of living has gone up, there’s been a surge in “unretirement” as some who left work during the pandemic are looking for jobs again.

Boomeranging Boomers: Why are Retirees Coming Back to Work?

In the UK, the number of people over 65 working or looking for work hit nearly 1.5 million in the second half of 2022—the highest level on record per the ONS. According to a recent report from Paychex, one in six retirees are considering returning to work.

Some common reasons for coming out of retirement cited in the report include:

  • Financial need. For some retirees, savings and pensions may not be enough to cover expenses, especially if they accrue medical bills. Over half (55%) of retirees who have returned to work say they needed more money. Going back to work, even part-time, can make a difference in their financial situation.
  • Lack of purpose. Jobs create structure and routine in an employee’s life. Losing this can be a difficult adjustment for some after retirement. Some may also feel they are no longer contributing to society or making a difference; returning to work can give these individuals a sense of purpose and fulfillment.
  • Socialisation. Work provides a social outlet. In fact, 43% of retirees say feeling lonely is a motivator for returning to the workforce. Work creates opportunities to socialise as employees interact with co-workers and customers.
  • Boredom. Work can provide mental and physical stimulation for retirees. Boredom is cited as a reason for returning to work for 52% of survey respondents. Working can help older people stay sharp and active.
  • Enjoyment of work. Some retirees simply enjoy working. They may find their jobs to be challenging and rewarding, and they may not be ready to give them up when they reach retirement age.
Retaining Older Workers

Attracting & Retaining Older Workers

While older people may be keen to return to the workforce, the job they want in the latter part of their life won’t look like their previous career. They may seek to change how, when, and where they work—including moving to part-time positions or changing fields or job roles. If employers make certain concessions, Baby Boomers might be persuaded to stay a little longer, therefore preventing the “cliff-edge” effect.

So, how can you retain the older workers you have for a little longer or entice them back? Here are four things to consider.

1. Address Ageism in the Workplace

The majority (73%) of those in their 50s and 60s feel they share invaluable skills, experience, and knowledge with colleagues—but 16% believe it is not valued by their employer. Indeed, 62% of hiring managers admit they “are skeptical about hiring retirees.” It’s no wonder that 74% of working retirees “feel judged by co-workers because of their age.”

Creating a sense of inclusion and belonging is crucial for both attracting and retaining older workers. If you have a diversity training program in place, ensure that ageism is being addressed in your training materials. If you don’t have a training program, consider creating one. Not only will you see an improved business performance, benefiting your bottom line, but your employees of all ages will be more engaged, content and productive.

2. Add More Flexible Working Arrangements

Boomers may continue to work after retirement age, but that doesn’t mean they’re seeking the same kind of career. Few of this generation will want to continue working in a typical full-time contract after they hit 65. Family responsibilities and the desire for more leisure time are key concerns for them. Many won’t want to continue taking on high-pressure responsibilities either.

Flexibility and work/life balance are important across all age groups, with Millennials, Gen X and Baby Boomers rating it as a top consideration when looking for a job in a recent survey. Amongst retirees looking to return to work, 53% want a remote position according to the Paychex survey.

3. Provide Training & Mentoring

Older employees, especially those who have returned to the labour force from retirement, value opportunities to learn and develop new skills. Organisations that provide chances for older workers to expand their knowledge and skills have a stronger chance of retaining this talent pool. This could include things like offering new technology training or mentoring or coaching opportunities.

Reverse-mentoring programs have become a popular way to engage both older workers and younger employees who are hoping to build leadership skills. Unlike a typical mentorship, reverse-mentoring involves a younger employee mentoring an older, more experienced mentor. Not only can this help older workers develop digital skills, but it also contributes to a culture of inclusion.

4. Create Opportunities for Knowledge Transfer

While it’s important that older workers harness new skills, it’s equally crucial to ensure that skills aren’t lost from generation to generation. There is already a skills shortage in many fields, from haulage to engineering and healthcare to hospitality. Losing the Boomer demographic from the workforce will intensify the challenge of filling skilled roles—not to mention reduce the dissemination of knowledge for the generations that follow.

The biggest responsibility for Baby Boomers is knowledge transfer and mentoring. Organisations must create opportunities for more experienced employees to work closely with new joiners and less experienced colleagues to impart their wisdom and share their organisational and sector connections. This way organisations can ensure these skills, insights, and knowledge are not lost and can be leveraged for years to come.

Embracing the Aging Workforce

In this tight labour market, employers need to keep an eye out for opportunities to capitalise on the experience and knowledge that older workers possess, particularly as they withdraw from the labour market. Baby Boomers offer loyalty, passion, and confidence. Embracing the aging workforce could prove to be a lifeline for organisations that are planning for a future labour shortage.

Check Out Our Report To Learn More About The Future Of Work

Destination 2030: 10 Predictions for What’s NEXT in the World of Work

Read Full Report

Neurodiversity in the Workplace: Expanding Your DE&I Strategy to Include Neurodivergent Talent

Posted on by akessler

By Tim Powell, Managing Director, APAC 

Neurodiversity in the workplace has become a much bigger part of the wider discussion about diversity, equality and inclusion (DE&I) at work over the last decade. While the neurodistinct community still experiences prejudice and misperceptions, the cultural wave of “neuroinclusion” and advocacy is driving a number of companies to change their hiring practices in order to attract cognitively diverse talent.  

Neurodiversity has taught us that diversity and inclusion are about more than age, gender, race, religion and physical ability. DE&I is about ensuring different points of view and different experiences are valued. Indeed, Nancy Doyle, an organizational psychologist and neurodiversity advocate, argues we’re all differently abled in some way. We all have different experiences and perspectives that we bring to the table. 

In this article, I’ll explore what embracing neurodiversity in the workplace means for employers and offer some practical advice for creating a neuroinclusive environment.  

What is Neurodiversity? 

Judy Singer, an Australian sociologist, coined the term neurodiversity in 1998 to promote “a political and civil rights movement” for the advancement of “neurological outsiders.” The term refers to the concept that everyone experiences and interacts with the world around them differently. A neurodivergent person’s brain may work in a different way than the average “neurotypical” person. They may have unique ways of learning, communicating, socialising or perceiving their surroundings. 

An estimated 15% to 20% of the world’s population exhibits some form of neurodivergence. While nuerodiversity is often used in the context of autism spectrum disorder (ASD) and Asperger’s syndrome, many conditions fall under the neurodivergent umbrella, including ADHD, dyslexia, dyspraxia, Down syndrome, Tourette syndrome, and even mental health conditions like bipolar disorder, OCD and social anxiety. However, people with these conditions may also choose not to identify as neurodivergent. 

Research Report

Identifying Recruitment Pitfalls to Improve DE&I Outcomes

Read the Report

Why Neurodiversity in the Workplace is Important 

We all understand by now that diversity at work improves business performance, and neurodiversity in the workplace is no different. While some neurodivergent traits, like difficulty with organisation or sensory issues, pose challenges in traditional work settings, neurodivergent people have unique strengths that offer myriad benefits to employers. 

Neurodiverse professionals often have special skills in pattern recognition, analysis, mathematics and more. In fact, neuroinclusion is strongly tied to innovation. Cognitively diverse teams, consisting of both neurodivergent and neurotypical employees, are more creative, make better decisions and solve problems more efficiently.  

They’re also more productive. According to Deloitte, research suggests that teams that include neurodivergent professionals can be 30% more productive than those without neurodivergent members. Through their Autism at Work program, JP Morgan Chase has found that cognitively diverse employees are 90% to 140% more productive than neurotypical employees and make fewer errors. 

A diagram of what neurodiversity brings to the workplace
Source: Genius Within

In her TED Talk, “The world needs all kinds of minds,” autism activist and prominent animal behaviourist Temple Grandin says, without autism “there’d be no more Silicon Valley, and the energy crisis would not be solved.” In our world of technological advancements and automation, the advantages of neurodiversity in the workplace have never been greater. 

Neurodivergent Candidates: An Untapped Talent Pool 

Despite these benefits, neurodivergent people are far more likely than neurotypical people to struggle with unemployment. It’s estimated that as many as 85% of college-educated autistic adults struggle with unemployment in the United States. According to the Office for National Statistics (ONS), just 21.7% of autistic people in the UK are employed and are the least likely to be in work of any other disabled group. In Australia, 70% of new starters with disabilities do not survive the probation period and 65% of Australian businesses are unsure how to access this pool of workers. 

Neurodivergent individuals can sometimes struggle with interpreting nonverbal cues, facial expressions or tone of voice. Sometimes this means they display what may be considered inappropriate behaviour for the workplace, like excessive honesty or difficulty maintaining eye contact. This runs contrary to what many corporate cultures think make a good employee—having good communication skills, emotional intelligence and relationship building capacity. 

Most hiring processes are built for neurotypical candidates. Whether we’re conscious of it or not, interviews tend to focus on evaluating social skills and confidence. This may be relevant for some job roles but may not be a genuine need for others. This puts some neurodivergent applicants at a great disadvantage, particularly when high emotional intelligence isn’t required for success in the role.  

In the next section, I offer some practical changes you can make to your hiring program and recruitment processes to support the success of neurodivergent talent. 

“Inclusion is a social, moral and economic imperative. We all lose when human potential is squandered.”

Dr. Nancy Doyle, CEO and Founder, Genius Within CIC 

How to Foster Inclusion for Neurodiversity in the Workplace 

So, how can you make your workplace more neuroinclusive and create a recruitment process that ensures neurodiverse candidates are more likely to be successful? Here are some tips: 

Make Neurodiversity Part of Wider DE&I Strategy 

At the vast majority of organisations, hiring people with disabilities or cognitive differences is often a sporadic initiative rather than a structured program. To achieve success, it can’t be a pet project of HR or any one person. Rather it should become a part of your larger workplace DE&I initiative. 

Objectives 

The first step in building out a sustainable neurodiversity hiring strategy is to be clear on your objectives. It could be to support corporate social responsibility with an inclusiveness focus; to access a wider talent pool in a tight labour market; or to enhance workforce efficiency and effectiveness. Whatever the objectives, the whole organisation must buy into the program and have the right expectations. So, communicate your goals and objectives widely and secure strong, visible and consistent support from senior leadership.  

Audience 

Often, we see that organisations don’t think through how a person with a disability might perform their duties. When organisations define a talent persona for each job type, and target those individuals from the outset, employees are much more successful. This in an opportunity to test your assumptions about job roles and explore the impact if an employee didn’t certain skills. Your selection criteria must be justifiable and define what is essential to succeed in the role. 

Once you’re clear on the skillsets you’re looking for in each role, targeting the audience becomes easier. To help with sourcing neurodiverse candidates, you might consider seeking help from an outside partner who can help you think through the art of the possible and drive informed choices. 

Train 

Education and diversity training in advance of a neurodivergent colleague starting, or in the very early stages of onboarding is important to ensure they’re successful in their new role. Talking to managers and other team members about the characteristics and preferences of a neurodiverse person is entirely appropriate if it’s done in a way that is sensitive to that individual’s privacy and dignity. In fact, it’s critical these conversations take place, so your teams understand in advance what they can expect with their new colleague. For example, throwing a person with autism into a group meeting and asking them to say something about themselves is likely not going to be a comfortable experience for them. If managers know this ahead of time, they can make informed decisions about how to introduce their neurodiverse new hire to the team. Moreover, when employees know that their new neurodiverse co-worker may not make eye contact, they’re less likely to take it personally.  

Rethink Your Recruitment Process 

One reason I’ve seen neurodiversity in the workplace fail is because the recruitment process is not sufficiently tailored to the needs of neurodivergent candidates. The focus must be on assessing basic competencies and characteristics as well as a candidate’s capacity and willingness to learn, rather than how well they interview or even their previous job experience (as neurodivergent candidates often have less employment history).  

I caught up with our UK-based Assessment Design team, comprised of organisational psychologists, to understand more about how they’re helping clients create more equitable assessment experiences. They shared that because the interview and assessment process can often be complex—varying by role and company—there is no “silver bullet” and each situation should be addressed on a case-by-case basis, especially since many neurodivergent people are undiagnosed or may choose not to reveal their diagnosis to potential employers. 

Interviews 

Interviews in particular can be a challenging prospect for neurodiverse candidates. While most organisations won’t eliminate interviews altogether, they shouldn’t be the only consideration. They should be balanced with other evaluation techniques, and, for candidates who require adjustments, you might consider weighting interviews so they count for less in the overall candidate appraisal.  

Prepare to offer reasonable adjustments for the recruitment process as neurodivergent candidates in particular will likely need to deviate from established processes. This could mean changing the location or of an interview or allowing for a screen reader during an online assessment exam. Another example of an adjustment is to put the interview question into the chat during virtual interviews to make the experience more accessible. Keep in mind that any adjustments you make for the recruitment process should be adjustments you’re prepared to offer in the workplace as well.  

At PeopleScout, we provide experienced assessors who can act as a neutral third-party in interviews which can help to reduce bias in the scoring. 

Blended Assessments 

The PeopleScout Assessment Design team recommends a blended assessment approach consisting of multiple styles of question, allowing candidates different ways to show their potential. These blended assessments have the added benefit of giving candidates a realistic preview of what the role and organisational culture is like. For example, for a large international airport, the bespoke 1XP experience we created an immersive experience in which security officer candidates had complete various tasks, including “spotting the difference” between images, to test their ability to catch potential security issues in the airport.  

Communication 

Regardless of whether candidates have requested adjustments or not, should always clearly communicate with candidates the steps of the recruitment process, what’s expected of the candidate at each stage and what’s coming up next. All candidates appreciate this, but neurodivergent candidates in particular may benefit knowing what to expect upfront. 

Adjust the Working Environment 

Beyond experiencing issues with workplace etiquette, neurodiverse employees often struggle with sensory challenges, like sensitivity to light or sound. Modern office environments with open floor plans or noisy warehouses or shop floors can prevent neurodiverse employees from being successful in their work. 

Consider offering flexible seating arrangements, quiet places for breaks or noise cancelling headphones. When feasible, remote work is a great option for some neurodivergent employees. Be prepared to adjust lighting or make adaptations to a neurodiverse employee’s workstation. Even changing a uniform to have a softer fabric can make all the difference for a neurodiverse worker. For employees with learning disabilities, assistive technologies, like screen readers, or video trainings can help them complete onboarding modules and job tasks.  

There is no one-size-fits-all approach here. Just like neurotypical people, disabled and neurodiverse employees each have their own unique requirements and preferences for maximising their productivity. 

Consider Career Paths 

Taking a long-term view of the development of disabled and neurodiverse employees is key to continued success of your program. One idea is to give neurodivergent employees a “buddy” or mentor that they’re comfortable with—outside of their direct manager. Having this extra person checking in on them is invaluable in retaining neurodiverse employees beyond the first three to six months. 

It’s also important that organisations engage with their disabled and neurodiverse employees directly about what support they need and how they feel about their experience. Sometimes employers are uncomfortable asking those questions, but people with disabilities generally want to engage and are open to talking about what support they require. Of course, these conversations should happen in a way that honours the employee’s privacy and dignity.  

Conclusion 

My experience tells me that making disability and neurodiversity part of your DE&I strategy isn’t easy. If it was, more organisations would be further down the path. But it is worthwhile, not only to meet societal expectations, but because it makes good business sense. Start small, build confidence and scale. Neurodiversity in the workplace is a wonderful journey if you’re committed to it and plan appropriately. 

5 Essential Elements of a Positive Candidate Experience

Posted on by akessler

By David Macfarlane, Head of Employer Brand and Insight

Candidates have never had higher expectations. They are more well informed than ever, and today’s candidate-led market means they’re less tolerant of poor experiences. With 83% of candidates sharing their poor experiences with friends and family, and 54% taking to social media to voice their discontent, organisations who create a positive candidate experience will achieve better recruitment outcomes.

Yet, in our recent research report, Inside the Candidate Experience, we found that the gap between what candidates want and what they get still remains wide—but it can be made smaller. While there is no such thing as a perfect recruitment process, improving the candidate experience will improve your organisation’s ability to attract and hire great talent.

Through our work with some of the world’s largest brands, we’ve distilled the candidate experience into these five essential elements.

Research Report

Inside the Candidate Experience

Read the Report

A best-in-class candidate experience:

1. Is Differentiated from Competitors

Your candidate experience should set you apart from other employers at every stage of the candidate journey. In addition to being a crucial component of the hiring process, the candidate experience serves as a sales tool that persuades top talent to join your organisation.

Your candidate experience should be unique to your brand and help you stand apart from other employers hiring for similar roles or skills. For example, does your situational judgement test put the candidate in the work environment they’re applying to join? For candidates, the pre-employment experience is a test drive for what it’s like to work at your organisation, so make sure you’re bringing what makes your culture exceptional to your candidate experience.

2. Elevates the Employer Brand

Your candidate experience should be distinct from your consumer experience by reflecting your employer brand—the perception and lived experience of what it’s like to work for your organisation. That means all of your candidate communications should be branded—not just with your logo and brand colours, but it should be written in a way that reflects your culture.

Your tone of voice, your career site, your photography and design should all reflect what it’s like to work at your organisation. For example, for our client, The AA, we created AAbot, a chatbot with expressive animations and cheeky banter that brings The AA’s playful personality to life. By seeing your employer brand reflected consistently across each interaction with your organisation, candidates gain confidence in your employer value proposition.

positive candidate experience

3. Is Informative, Clear and Direct

Candidates want to know upfront what to expect during the application and recruitment process before they apply. Yet, our research found that only a third of organisations (34%) had career sites that featured frequently asked questions (FAQs) or advice to support candidates throughout the candidate journey (31%). Less than a third (28%) gave an overview of the key stages of the recruiting process.

This is about delivering the right message at the right time in the right way to help them understand where they stand and what happens next. Plus, you should express this information in plain language. Make sure you’re using verbiage that your candidate would use rather than your internal terminology. A candidate looking for a hotel job is more likely to search for “housekeeper” than “environmental services engineer.”

4. Embraces Technology

Increasingly, employers are taking a page from the consumer experiences created by e-commerce brands. Many organisations are embracing social media tools (like the one-click apply option on LinkedIn) to increase the simplicity and convenience of applications.

At the very minimum your application should be mobile optimised. But really, with over 90% of candidates using a mobile device in their job search, your candidate experience should be designed for mobile first.

A mobile-first application means the candidate doesn’t have to fill in information contained in their CV. This may seem basic, but we found that nearly 40% of organisations ask candidates to duplicate information that was already contained in their résumé or CV.

In our modern world, a great candidate experience means a candidate can submit an application while standing in a queue—with one hand, via their mobile phone—before they’ve reached the front. Can your current tech stack do this?

5. Puts Candidates in the Driver’s Seat

Something that many talent acquisition teams don’t appreciate is that candidates don’t perceive the recruitment process as a funnel. They’re the main character in their own story, and they want to be treated that way.

Candidates want to engage in their job search on their own terms. So, anytime they encounter a roadblock to getting the information they want, especially if they don’t know what to expect in the next stage, means they’re more likely to drop out of your process. By creating transparency within your recruitment stages, you empower candidates to opt in or out from recruitment process—ultimately improving your hiring outcomes.  

For more insights into create a positive candidate experience, download the Inside the Candidate Experience 2023 Report.

[On-Demand] The Hard Truth About Candidate Experience: Part One

Posted on by nfuqua

The First Part of PeopleScout’s Candidate Experience Webinar Series

Talking Talent Webinar

Available Now On Demand

Watch Now

Heading into 2023, employers continue to face a challenging talent market. Beyond a shortage of qualified applicants, candidate expectations for the recruitment process have never been higher. Our latest research shows that fewer than two in ten candidates rate their experience as excellent, which means engaging top talent in the new year will require a new approach.

Make 2023 the year you focus on how you interact with job seekers. Join PeopleScout Global Head of Talent Consulting Simon Wright for the newest Talking Talent webinar, The Hard Truth About Candidate Experience available on-demand.

This bite-sized 30-minute webinar is part one of a two-part series that makes a case for the importance of a stellar candidate experience and provides the data to back up our recommendations for creating one.

In this first webinar, Simon will cover:

  • The state of the global jobs market
  • Current trends in job seeker behavior
  • The impact of changing consumer expectations
  • The cost of a poor candidate experience
  • And our forthcoming research!

Promoting a Culture to Attract Digital Talent

Posted on by cspivack

By Robert Peasnell, Head of Growth, PeopleScout EMEA

It’s been a rough few weeks for Big Tech employees—from widespread redundancies and the end of home-working at Twitter through to 11,000 redundancies globally at Meta. Whilst there’s clearly a need to reshape both businesses, it’ll be interesting to see whether they remain the talent magnets that they once were.

Whilst recruiting has gotten easier for digital talent, it’s definitely not plain sailing. There are 45,000 jobs live today on LinkedIn alone for Software Developers in the UK.

According to Boston Consulting Group, 95% of digital talent want to work remotely at least once a week, and the vast majority want to work from home two or three days a week.

Plus, 68% would work remotely for a company based in a different country, and 55% who would move abroad for work.

What’s more, according to Sprout Social’s 2022 Index, company alignment with personal values is 74% more important to consumers than it was in 2021—and the same is true for employees.

Employers need to ensure that their EVP is authentic and nuanced for different employment groups and resonates with their needs.

Too many employers treat their social media presence like some individuals—providing an enhanced and retouched version of real-life, as opposed to an authentic and realistic view of the business.

We can’t all be Kim Kardashian. The greatest error is pretending to be.

Who’s Down With OVP? Getting Your Office Value Proposition Right

Posted on by akessler

By Joe Mongon, Head of Recruitment Delivery, PeopleScout EMEA

From Twitter going hardcore, to protests at Apple , returning to the office is the working culture story that won’t go away.

The BBC reported on the potential disparities between employer and employee expectations on this topic as far back as June 2021. Right now, there is evidence that the expectation gap may be growing, with the supply of remote work options shrinking while demand increases. U.S. job market data from LinkedIn shows remote job listings have decreased to 14% of available opportunities, but they still attract 52% of all applications.

In this context, it’s surprising that so many blunders continue to be made. Plus, there is little reporting of companies getting this process right and virtually no discussion on how to achieve a win-win position. Instead, we hear about the clumsy tactics some organisations are using, like pointing to ‘job requirements’ as the primary reason employees must return to the office or trying to limit fully remote work to what employers perceive as ‘must-have’ talent.

How can talent leaders move forward and break the deadlock?

Introducing the OVP

TALiNT Partners and PeopleScout recently hosted and published a strategic discussion among TA leaders and introduced me to a new concept—the Office Value Proposition (OVP).

This term immediately resonated with me. The journey my own teams have been through over the last 12 months, from simply trying to make the office a safe place (think sitting at opposite ends of big meeting rooms, obeying one-way systems, putting up dividers) to considering ways in which we optimise team days shows the value of making an effort.

Making OVP Part of Your EVP

My broader experience in RPO has shown me that an effective Employer Value Proposition (EVP) can do much of the heavy lifting in candidate engagement and experience. Employers with poorly defined and managed EVPs are left behind in the competition for talent with candidates drawn to organisations with EVPs that align clearly with their own personal values.

PeopleScout has a strong track record of thought leadership and results in this area, and we’re making a call-to-action for talent acquisition and resourcing teams:

Post-pandemic, your EVP is almost certainly out of date. It must incorporate a clear OVP that lays out the benefits of a higher degree of proximity to your office spaces.

There are two things employers must get right when it comes OVP:

  • Identify and communicate all the things your physical workplace offers that enhance the employee experience
  • Consciously create time on-site for teams to interact, socialise and learn together.

Some time ago, Gallup identified the ‘four Cs’ for shaping a compelling workplace value proposition: connection, collaboration, creativity, culture. Use your office space to maximise the personal, professional and competitive advantages office time provides them at every opportunity.

The value of office working is no longer a given—it must be defined and re-defined. In the recruitment space, the OVP (just like your EVP) provides clarity to potential employees on organisational expectations and demonstrates the extra effort needed to engage talent. When it comes to bridging the office vs remote work expectations gap, it’s employers who should make the first step.

Global Banking School: Increasing Offer Conversion to 87% for a Suite of Hard-to-Fill Roles

Posted on by akessler
Global Banking School: Increasing Offer Conversion to 87% for a Suite of Hard-to-Fill Roles

Global Banking School: Increasing Offer Conversion to 87% for a Suite of Hard-to-Fill Roles

Global Banking School (GBS), a higher education provider offering a range of sector-relevant courses, turned to PeopleScout for Project RPO to fill 35 professional and academic roles across eight campuses in London, Manchester, Birmingham, and Leeds.

Roles filled through strong collaboration
Roles filled through strong collaboration
87% % Offer acceptance rate across all roles
Increased diversity within roles filled through targeted messaging and sourcing
Increased diversity within roles filled through targeted messaging and sourcing
Enhanced candidate and hiring manager experience
Enhanced candidate and hiring manager experience

Situation

GBS needed to fill 35 roles across a range of job families and levels, including professional and academic positions. They had a challenging timescale of just four weeks to go-live.

GBS was facing several challenges:

  • Some of the roles had been out to market several times, in some cases for up to a year, with little traction.
  • As an educational institution, face-to-face teaching is a vital part of the student experience, and therefore essential for the client. GBS needed this to apply to staff availability as well and wanted to avoid a two-tiered approach for academic and non-academic roles. This meant the client was unable to offer remote or hybrid working models. In a market where candidates have more choice around how and where they work, this resulted in a low interest from candidates.
  • Sourcing from other higher education institutions and universities meant the audience was hard to engage.
  • Hiring managers were disengaged due to high workloads. Plus, the previous recruitment processes were transactional and didn’t keep candidates engaged.
  • The hiring managers also had competing priorities, which meant the overwhelmed internal recruitment team were struggling to obtain the required information to fill the roles.

Solution

Our dedicated and skilled recruiters became an extension of the in-house team, optimising and managing GBS’s recruitment process from attraction to offer for a four-month Project RPO solution. PeopleScout managed each position in its entirety, from briefing through to verbal offer acceptance, including creating a sourcing and attraction plan for each role.

Our team seamlessly integrated into the organisation’s culture, mapping the end-to-end candidate journey in collaboration with hiring managers. PeopleScout very quickly became trusted colleagues with the in-house recruitment team, and through our consultative approach we offered recommendations based on our labour market research and feedback.

A dedicated PeopleScout recruitment marketer was brought in to reimagine the organisation’s messaging, job descriptions and attraction channels. GBS received a suite of copy, both bespoke to individual roles and templates which they could use into the future. Our recruitment marketing strategy included a social media attraction campaign featuring a one-click application.

On top of these attraction efforts, we directly sourced passive candidates to raise GBS’s profile in the market. Throughout the project, we gathered market feedback and tracked hiring metrics, presenting it through bespoke dashboards to guide hiring decisions. GBS received weekly analysis of market insights, salary benchmarks and candidate feedback.

Result

Our consultative approach to hiring and tailored strategies for each role resulted in:

  • An 87% offer acceptance rate.
  • An enhanced candidate and hiring manager experience.
  • Increased diversity within roles filled.

AT A GLANCE

  • COMPANY
    Global Business School
  • PEOPLESCOUT SOLUTIONS
    Recruitment Process Outsourcing, Talent Advisory
  • ABOUT GBS
    Global Banking School (GBS) is a higher education provider with campuses across the United Kingdom. GBS offers a range of courses in banking, management and healthcare designed to enhance students’ career prospects in the financial services industry.
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Labour Market Trends Impacting Customer Services Hiring 

Posted on by akessler

By Andrew Weston, RPO Solutions Director, PeopleScout EMEA 

PeopleScout recently hosted a webinar with Personnel Today featuring a panel of talent leaders across the financial services, energy and retail sectors. These experts from Centrica, The White Company, Renewco and Newcastle Strategic Solutions discussed their challenges and approaches to hiring and engaging a customer-focused workforce in today’s labour market.  

Organisations like these are competing on customer experience. A consumer survey from PwC shows that the four most important factors for an exceptional customer experience are speed, convenience, knowledgeable help and friendly service. The key to excelling in these factors is happy, engaged employees. Organisations with highly engaged workforces are 21% more productive, outperform competitors by 147% and have customer loyalty rates 233% higher than companies without engaged employees. 

I joined our panel to discuss the current tight labour market and trends that are impacting talent acquisition. Here’s what I learned:  

Trend 1: Hiring for Potential 

As customer expectations have changed, so have the skills needed for top customer service talent. When we polled our audience during the session, they indicated that soft skills related to emotional intelligence are highly sought after. 

The most desired skills for customer service recruiting are communication, empathy and relationship building.

Several of the experts on our panel have implemented a culture-centric approach for attracting talent. Instead of assessing candidates based on previous work experience, candidates are assessed based on whether they possess the right skills, values and behaviours to be successful in the role. Interviews and assessments are being reimagined to be more focused on soft skills and higher purpose as talent leaders and hiring managers are embracing candidates coming from outside of their industry.  

Trend 2: Expanding Talent Pools  

With job openings outnumbering job seekers, organisations across sectors find themselves getting creative as they try to expand their talent pool. For some, this means looking into new talent audiences, like underrepresented group or military veterans, and putting programs in place such as apprenticeships to future-proof their talent pipeline.  

For many companies, the growth of remote work means that they’re looking outside of their physical contact centre locations to candidates across the country and even expanding to new countries. This requires an adjustment to your talent acquisition strategy to ensure your employer brand and recruitment processes are ready to handle dispersed talent.  

Trend 3: Adapting to Remote Work 

Remote work is impacting more than just where talent comes from, it also affects how organisations onboard and engage their staff. Especially in our current cost-of-living crisis, customer service representatives are fielding queries from vulnerable customers which can be especially draining. Talent leaders are getting creative in how they connect with staff to ensure a sense of belonging and wellness—regardless of where the employee is working.  

Some contact centres have even adjusted their operational structure to work in “pods” which ensures agents—both in the office and remote—get the support they need to solve customer queries efficiently. Before, managers and team leads could walk around the contact centre floor and see when agents looked stressed. Remote working has made it harder to monitor employee wellbeing. Customer-focused leaders are investing in employee wellbeing, from training managers to catch the signs of burnout to offering wellbeing support programs.  

These are just a few of the labour market trends that are impacting how companies hire and engage talent. Clearly, organisations are finding creative and bold ways to invest in their employees to maintain a resilient and customer-focused workforce. To hear more from our panel of experts, watch the replay on-demand. 

Candidate Experience Pitfalls That Impact Diversity Recruitment [Infographic]

Posted on by akessler

Diversity, equality and inclusion (DE&I) is a top priority for global organisations, but only 5% say they’re succeeding with their DE&I initiatives. We decided to look into where talent acquisition programs fit in and how the recruitment process may be contributing to this disparity for companies.

In looking at the research, we uncovered some common pitfalls within the candidate experience in which organisations unintentionally sabotage their DE&I efforts.

CHECK OUT OUR INFOGRAPHIC TO EXPLORE SOME OF THE DATA WE UNCOVERED IN OUR DIVERSITY & THE CANDIDATE EXPERIENCE REPORT.

To learn even more about diversity recruitment, download, Diversity & the Candidate Experience: Identifying Recruitment Pitfalls to Improve DE&I Outcomes.

Global Diversity Awareness Month: Resources to Improve Your DE&I Outcomes

Posted on by akessler

Diversity, Equality and Inclusion (DE&I) is a priority for 75% of global organisations and corporate DE&I programs offer a huge opportunity to win over talent in today’s tight labour market.

In recognition of Global Diversity Awareness Month, we’ve examined the state of diversity recruiting in our recent report, Diversity & the Candidate Experience: Identifying Recruitment Pitfalls to Improve DE&I Outcomes. This deep dive into the candidate journey uncovers common areas where employers are unintentionally sabotaging their DE&I efforts. Plus, we offer actionable takeaways for addressing these issues and improving diversity recruitment outcomes.

In addition to the report, we thought we’d share some of our top articles and podcasts to help you create a diverse, equitable and inclusive candidate and employee experience where everyone feels welcome and respected.

DE&I and Talent Acquisition

Talent acquisition plays a crucial role in bringing to life diversity and inclusion within an organisation through sourcing, engaging and hiring talent from underrepresented groups.

Here are our top insights for talent acquisition leaders for improving diversity recruitment outcomes.

  1. DE&I: Assessing Programme Maturity & the Role of Talent Acquisition:
    Anthony Brew, Vice President of Diversity, Equality & Inclusion at our parent company TrueBlue, shares how to determine the maturity of your D&I program and ideas for talent acquisition leaders to increase their influence.
  2. Podcast: Building an Inclusive & Equitable Employer Brand & Recruitment Process:
    In the episode of our Talking Talent podcast, we hear from Paula Simmons, our Director of Employer Brand & Communications Strategy, about building an employer brand and a recruitment process that is equitable and inclusive for candidates from underrepresented backgrounds.
  3. Podcast: Reducing Unconscious Bias for an Inclusive Recruitment Process:
    In another podcast, Simon Wright, Global Head of Talent Advisory, teaches us about unconscious bias and shares tactics to reduce it from various stages of your recruitment process.
  4. Data & Diversity: Using Analytics to Achieve Your DE&I Goals:
    As the saying goes, you can’t improve what you can’t measure. In this article from Liz Karkula, Associate Product Manager of Affinix™, and Jason Kaplan, IT Manager of Business Intelligence, how to leverage technology and analytics to measure and improve DE&I in your recruitment programs.

Research Report

Identifying Recruitment Pitfalls to Improve DE&I Outcomes

Download Now

DE&I and Employee Experience

The employee experience is just as important to the success of your DE&I program. For employees from underrepresented groups, meaningful engagement and organisational commitment to DE&I can improve retention, productivity and employee referrals that can boost your diversity recruitment efforts.

Below, we’ve outlined our most read resources for creating a more inclusive workplace.

  1. Feeling Part of the Team: The Importance of Building an Inclusive Culture in the Workplace:
    Make your diversity recruitment efforts count by following these ideas to cultivate a culture of inclusion.
  2. Diversity Training: Getting It Right, Right Away:
    Diversity training is one way organisations are fostering inclusion within company culture. This article explores different kinds of diversity training and how to leverage them to improve your D&I efforts.
  3. Diversity and Inclusion: Building Employee Resource Groups and Driving Change:
    Employee Resource Groups, or ERGs, have multifaceted benefits that impact an organisation’s strategic diversity and inclusion efforts in recruitment, retention, mentoring, leadership development, customer relations and more. Check out this article for practical tips on supporting ERGs in your organisations.
  4. Improving Racial and Ethnic Diversity in the Workplace:
    This article is a guide to benefits to of diversity and best practices when it comes to implementing and monitoring a diversity policy in the workplace.
  5. Podcast: Women in Leadership:
    In this episode of our Talking Talent podcast, PeopleScout’s diverse group of female leaders from all around the world share what it means to be a woman in leadership. Women at all levels of the company—from executive leaders to team leaders and managers—talk about how they got to where they are and how to create work environments where women can succeed.
  6. Benefits of Workplace Diversity: The Value of LGBTQ+ Employees:
    This article provides a historical look at LGBTQ+ activism and its victories in the fight for workplace equity. Plus, you’ll learn strategies to promote LGBTQ+ inclusion in the workplace.

No matter how you’re celebrating Global Diversity Awareness Month at your organisation, we hope these resources give you practical steps you can take to improve your diversity recruitment outcomes and create a more equitable and inclusive culture at your organisation.

Want to learn more about diversity and talent acquisition? Download our report, Diversity & the Candidate Experience: Identifying Recruitment Pitfalls to Improve DE&I Outcomes, for the latest research on how to improve the candidate experience for underrepresented groups.