Solution: Talent Advisory

Employer Value Proposition and Employer Branding: Building an Employer Value Proposition and Employer Brand for the Future

Posted on by nfuqua

There are four key factors to building a strong EVP: uniqueness, authenticity, aspiration and dynamism.

infographic dynamism, uniqueness, aspiration, authenticity

You can see how they interact in the EVP of our client, Linklaters, an international law firm. The role of a lawyer is changing with AI and automation; it’s becoming more consultative and advisory as opposed to administrative. We developed the EVP, “Great Change is Here,” for Linklaters to help them attract the candidates they need to take their organisation into the future. Below, I’ll share how this EVP is unique, authentic, aspirational and dynamic.

Unique

Your EVP should stand out from the crowd and have a unique point of view. Many organisations promote statements like “Our people are our strength.” Because a statement like this is generic, it doesn’t tell a job candidate why they should work for your organisation specifically, which makes it less effective.

The “Great Change is Here” EVP is unique because rather than emphasise the traditional aspects someone might attribute to a lawyer – attention to detail or strong analytical skills – it focuses on where the profession is going.

Authentic

An authentic EVP should reflect the true culture and values of your organisation. If your EVP doesn’t reflect who you are, you can’t speak to the people who would excel in your culture. An EVP that lacks authenticity could leave new hires feeling confused and betrayed if they find the culture is different than what they were led to believe.

“Great Change is Here” speaks to the way the culture truly operates within Linklaters – they are market leaders and future-focused. In the employer branding platform, we featured real employees and real stories to ensure the message was authentic to what the firm is and who the employees are.

Aspirational

Your EVP should also reflect where your organisation wants to go. The aspirational aspects of your EVP will help you attract people who have the skills and passion to help you get there.

For Linklaters, the EVP calls out the fact that change is at the organisation and in the industry and, no matter what the future holds, they are ready.

Dynamic

Your EVP should be dynamic in two ways. The first is that it should be agile enough to respond to change, but also future-focused. The second is that parts of the message should be able to be dialed up or down to speak to different audiences. Over time, the current state and the aspirational state of your organisation will change, and your EVP should shift with you.

Your EVP should also be able to speak to the diverse group of candidates you want to attract. Your current employees are not one homogenous group – they have different roles and responsibilities and come from different backgrounds. The candidates you are targeting are equally diverse. The core of your employer brand should start with a universal truth, but effective employers will also create messaging that speaks directly to different audiences and geographies.

Linklaters - Are you ready?

Gathering Insights to Produce Results

An effective EVP should be developed through a process of embedded discovery. This is what we do at PeopleScout. We spend time in each organisation, developing a deep understanding of the culture, the goals and what makes the organisation unique. We ask hard questions and gather insights that leaders may miss when they are too close to be objective. Our approach also allows employees to speak more candidly.

This process includes qualitative research – like conversations with leaders of the organisation and former and current employees – and quantitative research, including data from candidates as well as engagement and pulse surveys. During this initial insights phase, we collect data and information from new hires, current employees and alumni of your organisation so you can understand what motivates people to stay and what drives people to leave. You may have some of this information from exit interviews, but you can learn more by adding stay interviews and new-hire surveys.

After completing the discovery process, we define three elements:

  • Your organisation’s aspirations: This includes short- and long-term goals about how the organization wants to change in response to industry and cultural transformation.
  • Your organisation’s current state: This should reflect the reality – the good and bad about what it is like to work at your organization right now.
  • The outside perception of your organisation: This should include the level of brand recognition you have as an employer, as well as what potential candidates think of your organisation.

There will be areas of overlap between these three elements, and by analysing they intersect, we can begin to build your EVP. We put together a statement that reflects those three elements and what is unique, authentic and aspirational about your organisation. We also build the EVP so it can bend to speak to different audiences and change over time. Once that statement starts to take form, we test, refine and optimise.

Testing, Refining and Optimising

The process of building an effective EVP is more akin to the process of testing and refining prototypes than it is to a grand reveal. In many ways, gathering insights and testing will happen at the same time. Throughout the process, start with a hypothesis, and then test and refine the message. Your hypothesis will be challenged through conversations with leaders and employees so that it can be refined for an initial roll-out.

Throughout this process, you will make changes to your initial EVP framework as you see what aspects of it resonate with your audience and current employees. During the testing phase, you should also identify your audiences. Your organisation will have several, depending on the type of work you do. The type of candidate you want for a digital or creative position will likely be drawn in differently than a candidate for a floor manager or call center position. Test your EVP with these different audiences and build a spectrum of employer brand messaging, rather than one that simply splits the difference. Once your EVP is ready, you move into the roll-out stage – gaining buy-in from your current employees and infusing it throughout your entire candidate experience.

You can see how we adapted the EVP for Sainsbury’s, in the following case study.

sainsbury's case study

Once you roll out an EVP, you aren’t done testing, refining and optimising. One way to think of this process is that your EVP should always be “in beta.” This doesn’t mean you need to undergo the process of discovery from the beginning each time you modify your EVP. Instead, as your organisation evolves, continuously test and evolve your brand messaging so that it always reflects where your organisation is and where your organisation is going.

This is the second article in a series. Read the first article, Employer Value Proposition and Employer Branding: Time for Change is Here and the third article, Employer Value Proposition and Employer Branding: Launching and Managing a Dynamic Employer Value Proposition and Employer Brand.

Employer Value Proposition and Employer Branding: Time for Change Is Here

Posted on by nfuqua

In talent acquisition, we’re hearing a lot about the importance of a strong employer value proposition (EVP) and a well-managed employer brand platform. It’s true – taking control of your employer brand will help your organisation stand out in the current, tight-talent market. However, the approach many organisations have taken to building an EVP is dated. To be effective, an EVP and employer brand platform needs to be built for the rapidly changing world we live in today.

There are many definitions of employer brand, but at PeopleScout, we define employer brand, employer value proposition and employer brand platform as the following:

Employer brand: Your employer brand is the perception and lived experiences of what it’s like to work for your organisation.

Employer value proposition: Your employer value proposition, or EVP, captures the essence of your uniqueness as an employer and the give and get between you and your employees.

Employer brand platform: The creative communications you create and distribute based on your employer value proposition that guide the perception of your employer brand in the marketplace.

In this series of articles, we dig into how to build an EVP and employer brand platform that stands out in the current candidate landscape. We’ll describe how to make sure it is unique and authentic to where your organisation is today. We’ll also show you how to make it aspirational to share where you want your organisation to go while keeping it dynamic enough to appeal to different candidates and keep up with the changing talent landscape. In this section, we will cover the process from beginning to end – from gathering the insights needed to define an EVP to integrating that EVP into every step of your candidate experience.

Traditionally, employer value propositions have been developed at one moment in time. They have not kept pace with the changing world, the multi-generational workforce and evolving workplace and candidate behavior. These EVPs are generally created with only input from executives, and without insights from employees throughout the organisation. Then, that EVP is used for years before it is updated using the same process.

These traditionally formulated EVPs are often generalised with the aim of speaking to the widest audience. What really happens is that these statements feel meaningless to candidates because the EVP doesn’t speak directly to the different types of candidates an employer wants to recruit – either based on skills or demographics.

This means that in the current economic conditions, employers with poorly defined and managed EVPs are left behind in the competition for talent. Candidates are drawn to organisations with EVPs that align with their own personal values.

These factors all combine to shift the goal for employers. Traditionally, employers have aimed for quantity – looking for large numbers of applicants with the theory that they could find top candidates. Now, to stay ahead, employers should focus on attracting the best candidates with a growth mindset whose passion and purpose align with the organisation’s mission. Employers should look for fewer applicants in total, but more people who fit the culture of the organisation and who possess the skills needed to drive a company into the future. A well-defined EVP and well-managed employer brand can help accomplish this.

In this series of articles, PeopleScout’s experts guide you through the process of developing an employer value proposition and employer branding platform that speaks to the candidates your organisation wants to hire and can keep up with the rapidly changing landscape.

Talking Talent: Building an Employer Value Proposition and Employer Brand for the Future, Part Two

Posted on by nfuqua

This is the second Talking Talent episode in a two-part conversation about employer value propositions and employer branding. You can listen to the first part of our conversation here. 

After building a strong EVP and employer brand, employers face the challenge of effectively promoting and marketing that brand to candidates and employees. The roll-out and management of an employer brand platform are just as important as the care taken to research and craft that positioning.

For many organizations, it’s easy to show enthusiasm while developing a new EVP, but that same enthusiasm needs to continue through the internal and external launches.

To talk about this, joining us is Simon Wright, Managing Partner of Talent Advisory here at PeopleScout.

With more 20 years of experience in RPO and talent management consulting, Simon brings a global perspective to talent acquisition and engagement—having spent time living and working across the EMEA and Asia-Pacific regions.

As Managing Partner for our Talent Advisory practice, Simon is a trusted advisor to HR and talent leaders. Operating at a strategic level, Simon has a proven track record of building and driving creative and innovative strategic talent programs that positively impact business performance. 

Simon leads an industry-leading (and award-winning) multi-disciplinary team of subject matter experts across the talent lifecycle – including employer brand and EVP, assessment and development, and diversity and inclusion – who deliver impressive outcomes for clients across a range of industries and sectors.

In this episode, Simon explains the importance of an effective internal roll-out and he provides practical advice on how to manage sharing your EVP internally. Then, he explains how to infuse your EVP through every step of the candidate experience. Finally, Simon lays out how you can find a talent advisory partner to help you develop a strong EVP and employer brand for the future. You can listen to the first Talking Talent episode on EVP and employer brand here.

Talking Talent: Building an Employer Value Proposition and Employer Brand for the Future, Part One

Posted on by nfuqua

This is the first Talking Talent episode in a two-part conversation about employer value propositions and employer branding.

As employers face increasing competition for the best talent, a well-defined employer value proposition (EVP) and employer brand strategy have become more important than ever. In a candidate-driven market, employers need to stand out to their target talent audiences through a unified EVP and employer brand. High-quality candidates know what they want out of a future employer, and organizations that don’t effectively show their value to candidates risk losing them to the competition.

To talk about this, joining us is Simon Wright, Managing Partner of Talent Advisory here at PeopleScout.

With more than 20 years of experience in RPO and talent management consulting, Simon brings a global perspective to talent acquisition and engagement—having spent time living and working across the EMEA and Asia-Pacific regions.

As Managing Partner for our Talent Advisory practice, Simon is a trusted advisor to HR and talent leaders. Operating at a strategic level, Simon has a proven track record of building and driving creative and innovative strategic talent programs that positively impact business performance. 

Simon leads an industry-leading (and award-winning) multi-disciplinary team of subject matter experts across the talent lifecycle – including employer brand and EVP, assessment and development, and diversity and inclusion – who deliver impressive outcomes for clients across a range of industries and sectors.

In this episode, Simon makes the business case for investing in EVP and employer brand development. He explains what makes a strong EVP and what steps you need to take to build one at your organization. Simon also walks us through an EVP and employer branding platform built by his team for Linklaters, a global law firm, sharing the background and the impact it made for the organization.

Part two is available here:https://www.peoplescout.co.uk/insights/talking-talent-building-an-employer-value-proposition-and-employer-brand-for-the-future-part-two/

On-Demand Webinar: The Future of High-Volume Assessment

Posted on by rharris

How do you effectively recruit in volume in a candidate friendly environment? Current economic conditions and record vacancies have meant that employers not only face the immense challenge of identifying and recruiting talent but meeting a candidate’s expectations as well. A new sophisticated approach is required, one that focuses on process, an immersive experience, and the use of innovative and robust assessment tools.

Download our free on-demand webinar where our speakers Victoria Officer and Heather Harrex will discuss:

  • The current state of the UK labour market and candidate expectations when looking for future opportunities
  • How tech can enhance the candidate experience and help you better assess candidates
  • How to bring your employer brand to life through the use of cutting edge assessment tools
  • How to ensure that you stand out from the crowd by presenting a positively reviewed employer brand

Delivering Diverse Early Careers Applicants

Posted on by akessler
Delivering Diverse Early Careers Applicants in Financial Services

Delivering Diverse Early Careers Applicants in Financial Services

A leading UK financial services group partnered with PeopleScout to improve the candidate experience in their early careers programme, resulting in improved candidate diversity.

36 % Increased in Total Applications
39 % of Candidates Identified as Female
47 % Identified as Coming from an Underrepresented Group

SITUATION

Twelve years ago, we began supporting the client with candidate management within their Emerging Talent programme to attract more graduates and interns into the their workforce. As recognised leaders of employer brand and candidate experience, our client delivery team presented some recommendations to the organisation on how they could improve their hiring journey based on ad-hoc feedback received while interacting with early careers candidates.

SOLUTION

Crafting a Better Candidate Experience

We started by creating a candidate experience audit to measure the informal comments we’d heard. Through a series of internal and external focus groups with graduates and interns who had recently been through the recruitment process, we identified gaps in the candidate communication schedule. Candidates revealed that they were often unsure of where they were in the process, what was coming next and how they should prepare.

With our client first, not process first philosophy, we created a customised plan to address these concerns. We produced a candidate journey guide to help the candidates understand each step of the process. To go along with this, we developed a content plan to provide candidates with the right information at the right time, keeping them informed about next steps.

Supporting the DE&I Directive

We also took the opportunity to boost candidate engagement by personalising email communications and adding visual content which promoted organisational programmes that would appeal to this young audience, like their well-being initiatives. In addition, to support the client’s DE&I directive, we chose to highlight stories about women and BAME employees—especially those in finance and technology focused roles—to decrease the likelihood of these candidates dropping out of the funnel. 

Implementing Candidate NPS

Since we’re always focused on delivery, we implemented a new candidate Net Promoter Score® (NPS) survey to measure the candidate experience and uncover more opportunities for improvements going forward. All candidates, whether hired or not, are asked how likely they are to recommend the bank as a potential employer based on their recent experience with the early careers recruitment programme.

RESULTS

Since taking on the management of the Emerging Talent programme for this client, we generated a 36% increase in total applications from the previous year, with 39% from female candidates and 47% from candidates from a underrepresented background.

The new candidate survey provided a candidate NPS of 57, which is considered excellent.

“The PeopleScout team are proactive in talking to us about new ideas and at the same time are brilliant at being reactive to business hiring needs. PeopleScout are a true trusted partner and have been fundamental to our hiring delivery and service over the last 20+ years.”

– Senior Resourcing Manager

AT A GLANCE

  • COMPANY
    Leading UK Financial Services Group
  • PEOPLESCOUT SOLUTIONS
    Recruitment Process Outsourcing, Talent Advisory
  • ANNUAL HIRES
    1,500
  • ABOUT THE CLIENT
    A leading UK financial services group has been partnering with PeopleScout for over 20 years, making it one of our longest-standing client relationships. What started as a Talent Advisory engagement has now expanded to include end-to-end volume Recruitment Process Outsourcing (RPO) services, with over 1,500 hires annually across 16 sites, 50 shift patterns and multiple banking brands.
Contact Sales

The AA: Experiential Events – Ready for ANYTHING?

Posted on by rharris

Thousands more careers site visitors. Hundreds more applications. And how did we do it?
With 64 fake spiders, 15 litres of custard and 1 tube of wasabi paste – amongst other things.
This is the story of how we created a fun, conversation-sparking event that captured the essence of the AA employer brand, raised awareness of their contact centre roles, and helped them make the successful hires they needed.

SOLUTION HIGHLIGHTS

  • Raising awareness of roles
  • Reflecting a fun and friendly culture
  • Boosting social media activity
  • Increasing careers site visitors
  • Record-breaking application figures

SCOPE & SCALE

The AA has two big contact centres in Oldbury (near Birmingham) and Newcastle. With ambitious hiring targets to meet they’d used a range of attraction methods, from job boards and paid social media, to taxi wraps and cinema. They weren’t getting the results they needed, so it was time for something bigger and bolder.

SITUATION

We discussed and planned the objectives carefully with the Talent Attraction team and local stakeholders. We wanted to raise general awareness of the organisation in local audiences and encourage them to spread the word, so we needed a way of reaching a large number of individuals easily, effectively and creatively. The AA also wanted us to showcase their fun and friendly culture, and so our event was a great fit with this.

A BRAND MESSAGING-ALIGNED EVENT

The Ready for ANYTHING? strapline is the central message in all of the AA’s recruitment communications activity, so it made sense to take this message and see just who was Ready for ANYTHING? amongst local audiences.

FUN TO TAKE PART IN. FUN TO WATCH.

With a big prize on offer to incentivise contestants, the event was built around getting volunteers on stage to take part in a mystery challenge. We built ‘The Random Challenge Generator’ – a big screen flashing through a series of silly, messy tasks. The contestant pushes a big yellow button to stop the screen, which brings up their challenge. We also engaged a celebrity host, to help draw the crowds, engage with the audience, and keep the fun moving. We ran two of these shopping centre-based outdoor events – one in Newcastle, the other in Birmingham.

PROMOTING THE OPPORTUNITIES

Maximising social media activity before, during and after the event, we also live-streamed the challenges. Filming on the day enabled us to create short videos for follow-up content to promote the AA’s contact centre roles. On the event days, we gave out flyers encouraging people to get involved and driving to the AA careers site, while the digital screen and on-stage announcements also highlighted the AA’s local career opportunities.

“Both events were a massive success and surpassed our expectations in terms of the level of engagement, prior, during & post the events.” Craig Morgans Head of Talent Acquisition, HR Shared Services, Learning & Development

RESULTS

UNPRECEDENTED CAREERS SITE VISIT FIGURES

Social media and event build-up activity drove c60,000 careers visits across the weeks of the events.
Typically, 1,500 – 2,000 people visit the AA careers site each day. For the Newcastle event, this increased to 5,000 in just one day, with a record high of 7,100 in one day for Birmingham.

RECORD NUMBERS OF APPLICATIONS

While the AA saw a huge increase in applications for their contact centre in Oldbury, they had record-breaking figures for Newcastle. With a month-on-month increase from 576 to 1026, this was 436 more than their previous application record of 590!

SUCCESSFUL HIRES MADE

So far, both the Newcastle and Oldbury contact centres have made 12 hires each as a result of the events.

Surrey Police: Creating a Compelling Call to Action for Detective Constables Through Video

Posted on by rharris

Surrey Police needed to recruit experienced Detective Constables from other forces. They wanted our help to challenge perceptions that only detectives serving in big cities get the chance to work on big cases and solve serious crime. The truth is that Surrey offers that opportunity, plus the training, career progression and work-life balance they’re looking for. This film showed our target audience that, here, they could be the detective they always wanted to be.

SOLUTION HIGHLIGHTS

  • RESEARCH-BASED PROPOSITION
  • A COMPELLING FILM
  • CHALLENGING PERCEPTIONS
  • SIGNIFICANT INCREASE IN HIRES
  • COST EFFECTIVE CAMPAIGN

SCOPE AND SCALE

Surrey Police asked us to create a video that would break common perceptions, and help to recruit experienced Detective Constables from other forces. We needed to show this target audience they could have the career and development they wanted while reassuring the public that they’re well protected and that Surrey is a safe place to live.

SITUATION

Surrey Police are often in the shadow of The Met. There’s a perception that only detectives serving in the big city get the chance to work on big cases and solve serious crime, and that Surrey is quiet and boring. But the truth of being a Surrey Police detective is quite different.
It’s complex. It’s challenging. And it’s rewarding.

SOLUTION

A RESEARCH-BASED PROPOSITION
Conducting research to understand why detectives worked for Surrey Police, we developed the underlying proposition, ‘Be the detective you have always wanted to be’.

COMPELLING VISUAL APPROACH
We wanted something that would stand out and resonate with our target audience, inspiring them to uncover the truth in Surrey. So, adopting a compelling TV documentary trailer
style, we worked with the filmmaker behind the groundbreaking BBC2 series ‘The Detectives’ to shoot it – making the result truly cinematic.

AUTHENTIC CONTENT
It was crucial to involve real detectives in the video, and at every stage, we worked with the detective team to ensure our film was as close to reality as possible. By conducting audio
interviews with the detectives we were able to match powerful, authentic, statements with the visuals.

RESULTS

SIGNIFICANT INCREASE IN HIRES
Surrey Police hadn’t expected the campaign to be so successful – they thought a handful of people might apply. But, with 24 hires in 9 months (up from 5 hires in 13 months), the results
have really impressed them.

COST EFFECTIVE CAMPAIGN
With the typical cost to train a new starter as much as £100,000, this campaign built around attracting experienced detectives proved dramatically cost effective at £1,250 per hire.

Scottish Police: Securing the Future of Policing in Scotland

Posted on by rharris

The Scottish Police Authority needed to build a strong leadership team for Police Scotland to deliver a significant transformational agenda. They were looking for candidates who not only had the operational policing experience, but also the leadership capability to drive a challenging journey of accelerated growth, intense scrutiny and accountability. Our robust, tailored assessment process enabled them to find exactly the right people for the job.

SOLUTION HIGHLIGHTS

  • ROBUST, TWO-STAGE PROCESS
  • INDIVIDUAL ASSESSMENT CENTRES
  • BESPOKE, DETAILED CANDIDATE REPORTS
  • SUCCESSFULLY APPOINTED LEADERS

SCOPE AND SCALE

The Scottish Police Authority (SPA) were faced with the challenge of hiring an elite group of leaders into the roles of Assistant Chief Constable (ACC) and Deputy Chief Constable (DCC) for Police Scotland to deliver the 2026 strategy.

SITUATION

Police Scotland had undergone a wave of change, instability and uncertainty, and they needed a strong leadership team to work collectively and deliver a significant transformational agenda. The SPA needed to identify the ‘right’ individuals. Not only did they need to have technical/operational Policing experience, but also the leadership experience and capability to lead on this challenging journey of accelerated growth, intense scrutiny and accountability. And they needed a strategic assessment partner to help them do it.

SOLUTION

A ROBUST PROCESS
The SPA engaged our Assessment expertise to design and deliver a robust process to recruit a number of DCCs and ACCs into Police Scotland. We measured each candidate’s strengths
and potential areas of development against indicators from the College of Policing Competency and Values Framework.

A TWO-STAGED APPROACH
In Stage One, candidates completed an online critical reasoning test and a series of personality assessments, followed by an in-depth validation interview with a highly experienced Business Psychologist. At Stage Two, all candidates were invited to attend an individual assessment centre. They were tested by a team of independent, highly experienced assessors across four exercises.

BESPOKE REPORTS
Our assessors collated all the candidate performance information and developed detailed reports on each individual. These also included a series of specific questions that the panel
could use in the final stage interview to dig deeper and give candidates a final opportunity to demonstrate their experience or capability in a specific competency.

RESULTS

SUCCESSFULLY APPOINTED LEADERS
This robust approach enabled the SPA to successfully appoint three individuals into the ACC roles and two individuals into the DCC roles, as key players in the Police Scotland leadership team.

CONFIDENCE IN THE FUTURE
Our tailored, best practice-based assessment process gave the SPA confidence that the selected individuals would make a significant contribution to the development of policing in Scotland in the years ahead.

Virgin Media: High-Volume RPO and Professional Recruiting for Improve Diversity

Posted on by rharris

CHALLENGE

After publishing their gender parity report, Virgin Media set us the challenge of recruiting more female technicians into a role which has a pronounced gender bias, with 99% male incumbents.

At the end of 2017, Virgin Media changed their approach for vetting new starters. Sales starters would now have to complete full vetting before starting. vetting was completed after the start date.

In 2017 we successfully hired 275 Field Sales Advisors, in 2018 we were challenged to increase the number to 450, with a smaller attraction budget than we were granted in 2017. This was a sizeable challenge as field sales are one of the tougher areas to recruit for. Typically it uses up a higher percentage of our media budget.

APPROACH

Setting up a ‘Women in Field’ working group and regular project calls with the client were key. We explored every avenue to tap into a market which previously wasn’t engaged with this opportunity. We wanted to be bold and disruptive in our approach, particularly around how the role was advertised and positioned. We listened to existing female employees and involved them in the recruitment process, making sure they were present for female candidates attending assessments.

Fully vetting new joiners before they start on induction makes for a fantastic candidate and hiring manager experience. We used our existing partnership with ‘Security Watchdog’ to identify how to dramatically reduce the three-week clearance period. With better signposting and a clearer process, we reduced the clearance period to just 11 days.

We developed new channels to engage people who previously would not have applied. We streamlined the application process and introduced the option to register interest in hotspot areas. We used our internal SNAP team to post across social channels such as Instagram, Facebook and Twitter. Our Field Sales recruiters were then able to engage those interested and convert them into applicants.

‘We’ve made more than 30% more hires in 2018, with a 20% smaller attraction budget.’

RESULTS

‘Women in Field’ was launched in four key locations and in just two months, we received triple the number of applications from women that we received in the whole of 2017. And by the end of the pilot, we had more than doubled the number of female employees.

The new vetting process has helped to reduce early attrition by up to 20% across sales channels.

In field sales we’ve made more than 30% more hires in 2018, with a 20% smaller attraction budget compared to 2017.

Overall, we’ve dramatically improved our application to hire ratios across all of the UK. And in 2018 (year to date) hiring managers have saved 376 hours in interview time.

The campaign was shortlisted in the ‘Diversity’ category of the 2018 Recruitment Marketing Awards. We’re now seeing more regions across the UK using a similar approach in order to increase their gender diversity.