Solution: Technology

How to Successfully Engage with Remote Work Teams

Posted on by jpatel

While remote work is new for some — especially amidst the changes that organisations have implemented since the outbreak of coronavirus (COVID-19) across the globe —  I have been working from a home office off and on for almost 20 years, and it’s allowed me to be uniquely prepared for the new reality that COVID-19 has brought to the workforce. 

I have been fortunate to work for a few companies, including PeopleScout, who were very comfortable with a virtual work environment — in some cases, almost everybody in the organisation was working remotely. I also worked for several years where the culture was the opposite, and it would have been impossible for me to advance in my career if I was unable to physically come into the office each day. That experience really solidified what I already knew — I thrive in a remote work environment. 

The experience I’ve had working remote for most of my career has been an absolute blessing. It’s allowed me to spend extra time with my kids, work flexible hours and form relationships with colleagues who I would not have met if I were only working in an office. 

At PeopleScout, nearly half our teams were regularly working remote before COVID-19 social distancing protocols were put in place, and our experience managing these remote teams has helped in the transition as that number increases. 

In this article, I’ll share how to determine whether a remote work strategy is right for your organisation during this time, highlight some best practices for engaging and managing a team of remote workers and outline the reasons why remote work matters. 

Is Remote Work Right for Your Organisation? 

Due to COVID-19 social distancing protocols, many people who wouldn’t normally fit the criteria for remote work are now adjusting to working virtually. However, in a scenario when you have the choice for whether a role should be remote, there are some ways you can help make that determination.  

How can you be sure if a remote work programme fits into your organisation? Consider the following: 

Does your team need to be together? 

If your team works best with a lot of hands-on collaboration, like brainstorming sessions, whiteboarding, and other in-person activities, shifting to remote might be challenging. But if you find that it isn’t truly necessary for each team member to meet face-to-face each day, a virtual strategy could work. Consider collaborative documents and team video calls to offset the facetime you’d be missing if everyone were in the office. 

Do my employees have the tools they need to work virtually? 

In order to successfully communicate and complete tasks, a remote work strategy is dependent on workers having access to a computer, internet and phone. If they do, you’ll also want to restructure your onboarding process to account for remote workers. Although virtual workers can work flexible hours, you’ll want to make sure they understand if there are any specific hours they are required to be “online.” Also, ensure everyone is aware of any time zone differences that could impact communication. 

Can roles be converted to remote? 

Certain roles, such as client-facing or other positions where working in person is a necessity, might not be able to shift to remote work as easily as positions where a person primarily works on a computer. Alternately, if your clients are spread over a wide geography, a virtual worker might be closer to a client and be able to provide even better service than an employee in your main office. Consider offering other benefits, perks and flexible work options to employees where full-time virtual work isn’t a viable option to ensure that no employee feels left out.  

Remote work doesn’t have to be all or nothing. There’s a spectrum when it comes to flexible work options, and here are a few examples: 

  • Part-time telecommuting  
  • Weekly/monthly work from home days 
  • Sponsored co-working spaces outside of the office 

What Does a Successful Remote Team Look Like? 

Whether an employee is newly hired for a remote role or you’re transitioning an existing position to remote due to COVID-19, utilising the right technology is critical. Tools like Slack, Asana and Zoom can simplify employee collaboration and serve as a substitute for face-to-face interactions in a virtual environment.  

In addition to utilising these communication tools, here are some additional tips for staying connected with remote workers that I use while leading teams at PeopleScout:  

  • Set up regular phone calls. I make sure to schedule weekly check-ins with each of my team members to see how they are doing and to stay aligned on project updates.  
  • Embrace informality. When teams are working from a large distance apart, informal communication (in addition to necessary formal conversations like meetings and conferences) can help foster strong connections between team members. Sometimes I’ll send team members a quick text message or IM to check in and remind them I’m available if they need anything. 
  • Celebrate successes. In an environment where it can be easy to feel secluded, remember to personally thank team members for all they do to contribute to the goals of the organisation. 
  • Try new ways of connecting. It’s important that your virtual team doesn’t feel left out from events that may be occurring in the main office. Each year, my team holds a virtual holiday party where we all get together for an hour or so to bring our little community together and reflect on the year’s successes. 
  • Capitalise on face-to-face interactions. While travel is currently limited, when I’m able to visit a PeopleScout office or a town where a team member lives, I’ll always make a point to try to schedule a lunch or coffee break to catch up with colleagues in-person. 
  • Communicate purposefully. Be intentional when reaching out to people. Especially while we are all no doubt facing uncertainty, stress and anxiety about the current COVID-19 situation, be sure to remember to check in and make sure your team members are doing okay. We’re all facing this incredible challenge together, and your team members should feel that their manager truly cares. 

Another important engagement strategy is fostering company culture, which can be difficult to do successfully when not everyone is together in an office each day. At PeopleScout, we have our DNA culture principles which make us who we are. To ensure my team feels connected to these culture principles, I make a point to celebrate each of their individual characteristics. 

One of the beautiful things about having a virtual team is that it allows for a diverse workforce full of people with different backgrounds, talents, experiences, and points of view. Each person brings something unique to the team which continues to add value to our clients in ways that a small local team may not be able to.  

Remote Work is Here to Stay 

While at one time it may have seemed like a fleeting trend, remote work has proved it’s far from temporary. Virtual work has established itself as a workplace norm, and with the challenges brought upon by the outbreak of COVID-19, it doesn’t appear to be leaving anytime soon.  

It’s in the Numbers 

66% – A 2019 report by Zapier shows that 2 in 3 knowledge workers think the traditional office will be obsolete by 2030.  

69% – According to data from the Society for Human Resource Management (SHRM), organisations have increasingly offered telecommuting options over the last five years, with ad hoc telecommuting showing the greatest growth. At 69%, it’s up 13% from 2015. 

74% – 74% of U.S. knowledge workers would be willing to quit their job to work remote, and 26% have already done so, according to Zapier. 

It’s What Employees Want 

According to SHRM, just over a quarter of organisations already offer full-time telecommuting, so setting up a strong remote work system before the rest of the competition can help you stand out in candidates’ eyes.  

Virtual work has benefits for both employees and employers. The leading reasons employees want remote work options are to save money, to be able to work anywhere and have more time with family. Many employees also say they’re more productive at home, and this increased productivity carries over into the organisation. In addition, remote work can have a positive impact on the mental health of employees, leading to a stronger company culture and overall employee experience.  

Working Together Toward Remote Work Success 

As you implement a remote work strategy into your organisation, especially during these uncertain times, it’s important to lead your teams with a lot of understanding and grace. Establishing a successful work from home strategy is going to be a transition for all — and for some, not an easy one.  

Understand that life is going to happen. Doorbells may ring, dogs may bark or kids may yell down the hallway while you’re on video calls. However, it is through consistent communication and purposeful engagement that you and your team will be able to navigate this new normal together.  

To learn more about ways employers can respond to the coronavirus (COVID-19) outbreak, visit our Resource Centre. 

COVID-19 Series: Keeping Candidates and Employees Safe with a Virtual Hiring Solution

Posted on by nfuqua

As organisations around the globe confront the challenges presented by the coronavirus (COVID-19) outbreak, even the most seasoned talent leaders find themselves in uncharted territory. We’re creating a miniseries with our experts here at PeopleScout about the issues that are most pressing during this uncertain time.

We are focused on the safety of our employees and clients, friends, families and loved ones. However, it is important for many organisations to keep their talent acquisition functions moving – whether to provide essential services or to serve our communities by providing jobs. Many organisations are also now adapting to a newly virtual workforce.

In that spirit, in this podcast, we share insights from PeopleScout Global Leader of Affinix Client Success and Strategy Allison Brigden on transitioning to a virtual talent acquisition solution.

Allison has been with PeopleScout since 1995 and has served in roles related to implementing and managing complex RPO programmes as well as operations and technology. In her current role, Allison focuses on leveraging technology to elevate the talent strategy and client success through Affinix, PeopleScout’s proprietary talent technology platform. Allison leads an Affinix Client Success Team and our strategic technology partnerships. The Affinix Client Success Team is focused on understanding our clients’ objectives with Affinix and creating positive outcomes. She also possesses a deep commitment to corporate social responsibility, with an emphasis on military veteran advocacy. Allison holds a bachelor’s degree from the University of Utah.

At PeopleScout, we’re all dealing with the same changes—working from home and recording these podcasts from a distance, so things may sound a bit different than you’re used to hearing.

COVID-19 Series: Advice for Working and Leading Teams from Home

Posted on by nfuqua

As organisations around the globe confront the challenges presented by the coronavirus (COVID-19) outbreak, even the most seasoned talent leaders find themselves in uncharted territory. We’re creating a miniseries with our experts here at PeopleScout about the issues that are most pressing during this uncertain time.

We are focused on the safety of our employees and clients, friends, families and loved ones. However, it is important for many organisations to keep their talent acquisition functions moving – whether to provide essential services or to serve our communities by providing jobs. Many organisations are also now adapting to a newly virtual workforce.

In that spirit, this episode shares insights from PeopleScout Client Portfolio Leader Chris Gould on strategies for working from home and leading teams from home.

Chris has over 20 years of experience in RPO, global talent acquisition leadership and consulting. He has proven success driving talent strategies and operations; building and developing global, diverse teams; and working with business leaders developing cost and availability strategies in mature and emerging markets. Prior to PeopleScout, Chris was formally the Global Head of Talent Acquisition for Black & Veatch and the Aon Corporation and held senior leadership roles with Accenture, Hewitt Associates, and Aon Hewitt. His global teams have been responsible for permanent and contingent hires in over 100 countries. He is a requested speaker on topics related to global talent acquisition, leadership, social networking, and human resources.

At PeopleScout, we’re all dealing with the same changes—working from home and recording these podcasts from a distance, so things may sound a bit different than you’re used to hearing.

2020 TALENT TECH TRENDS

Posted on by suhlarik
Talent Tech

ARTIFICIAL INTELLIGENCE includes machine learning, deep learning and automation. Talent tech platforms integrate AI to streamline time-intensive tasks. Through AI, recruiters can find candidates faster, while candidates can receive consumer-like branded employer experiences.

87% of senior executives believe AI is important to achieving overall business objectives.

Source: Forbes Insights

AUTOMATION continues to grow, replacing low-value, manual tasks with more strategic ones. How can employers achieve the right balance between automation and human interaction?

For more on automation, watch our webinar, “The Dos and Don’ts of Automating Your Candidate Experience” on-demand at peoplescout.com/webinars.

BEHAVIORAL ANALYTICS helps explain why people take certain actions. This form of analytics can target passive candidates, as well as help, predict candidates’ future success.

Organisations that use behavioral insights outperform peers by 85% in sales growth.

Source: McKinsey sales growth.

The CANDIDATE EXPERIENCE differentiates and bolsters employers’ brands. Organisations that do not improve their candidate experience may negatively affect their ability to hire talent.

27% of candidates who have a bad experience would “actively discourage others to apply.”

Source: LinkedIn

PRIVACY in the digital age and the way organisations handle candidate information is an ongoing concern made more complex across the digital and international world.

GDPR’s Effect Since Implementation: Large UK companies spent $1.1 billion collectively on GDPR prep. Large American companies spent $7.8 billion on GDPR prep.

Source: www.varonis.com/blog/gdpr-effect-review/

IN 2020, THE INFLUENCE OF TECHNOLOGY IN TALENT ACQUISITION WILL CONTINUE TO GROW IN EACH STAGE OF THE RECRUITMENT CYCLE.

Many in the industry expect talent tech to play an increasingly large role in recruiting activities in the next three years.

Source: Deloitte Global Human Capital Trends survey, 2019.

WHILE THE CROWDED TALENT TECH WORLD EXPANDS, A FEW TECHNOLOGIES WILL CONTINUE TO DOMINATE THE RECRUITMENT CYCLE THIS YEAR: ANALYTICS, AI, BLOCKCHAIN AND RPA.

RPO service providers are creating a digital ecosystem using third-party technology providers to provide a seamless experience to hiring managers and candidates.

Source: Recruitment Process Outsourcing (RPO) Annual Report 2019: Steering 3D Growth on the Tides of Talent Shortage, RPO Annual Report, page 50, August 2019, Everest Group.

MAKE SURE TO CHOOSE THE RIGHT TALENT TECH PROVIDER FOR YOUR ORGANIZATION’S NEEDS

Talent tech growth is driven by the competitive job market and new AI-based solutions.

As an industry, talent acquisition is mid-way through a massive replacement of legacy systems and looking at more nimble models.

When choosing a talent tech provider for your project, ask questions, understand the vision of the project, ask for a road map and agree on the support model.

Source: HR Technology Market 2019: Disruption Ahead, Josh Bersin, Page 50

Talking Talent Leadership Profile: Jon Porter

Posted on by nfuqua

Jon Porter doesn’t have a typical recruiting background. He started out as an accountant with KPMG and made his way through the advertising sector before finally landing as the Managing Director of PeopleScout in the UK and Head of EMEA Operational Delivery. Along the way, he was lucky enough to work with many organisations with diverse recruiting challenges – from the British Army and the Metropolitan Police to Diageo. So, when Jon looks at talent challenges, he doesn’t just look at them as a recruiter; he views them through the wide-angle lens of the entire business, and he sees them as a storyteller.

Jon shared his story from PeopleScout’s London offices. He explained how the unique and ever-evolving challenges and opportunities in the UK and Europe will influence talent acquisition leaders around the globe.

What are some of the biggest challenges facing the UK and Europe in talent acquisition right now?

The biggest challenge has been the uncertainty around Brexit since the referendum in 2016. Organisations have not had certainty around the future, and this has influenced decision-making around how to potentially invest and grow a business. The focus of government around the normal investment programmes has also been affected, as much of parliamentary time was focused on the many Brexit bills progressing through both Houses. It almost felt that the UK was on pause and we just needed to press the play button. After the election result of December 12, 2019, it now looks like some of that uncertainty has been removed. The newly formed government, now with a working majority, is pushing for a conclusion of the Brexit debate by the end of 2020.

What are the talent acquisition trends you’re seeing in the UK and Europe today?

There are some clear trends in the marketplace. The obvious one is technology. There is a fragmented and hugely diverse technology landscape in the UK and EMEA (Europe, Middle East and Africa), and leaders are looking at how to better navigate that landscape. How do they make the most of it – to drive efficiency, cost savings and better-quality candidates – and optimise the way they do things?

There is also a trend of organisations looking at multi-country programmes, with a focus around EMEA. Organisations seem to be looking at talent more globally and around the concept that talent isn’t limited by traditional country boundaries or geography, or even technology. It’s fast-becoming a boundary-less environment.

How is the introduction of Affinix™ to Europe fitting into and changing the conversation about technology in the region?

I think that our timing couldn’t be better. We’ve had loads of great feedback on Affinix since our September launch at our Resourcing 2025 event at the London Science Museum, and I think it’s because it provides a flexible solution at a time when organisations are still a bit cautious about how they’re going to evolve their technology solutions. Because Affinix is a middleware, it affords our clients the opportunity to get the great technology of the now, but also it provides them with security for the future. It’s a manifestation of now to next.

How do you tell a cohesive and relevant story when recruiting across borders?

Finding “space” in a busy talent marketplace is hard; differentiating one company offer from another requires a deep understanding of brand and channel. Developing target personas, and understanding how they live their lives and how to create a one-to-one dialogue is essential. At PeopleScout, this approach and understanding is in our DNA. It’s how we think.    

When looking at cross-border campaigns, we first consider the message – the employer brand promise; the value exchange between the organisation and the candidate – the deal. This message needs to be authentic across all borders. It needs to reflect the lived experience of employees within the organisation. It can be aspirational; however, it can’t be an exaggeration of the truth. That can only lead to unfulfilled expectations, reduced engagement and increased attrition.

The art of the storyteller is to deliver a consistent, overarching message while accommodating the nuances of the countries in which it needs to be delivered. The language, tone, imagery and cultural touchpoints may change, but the essence of the promise remains consistent. Good recruiters understand how to bring the story to life in conversation with candidates and yet remain true to the organisational narrative.

What are some of the lessons from the UK and Europe that leaders in other regions should be paying attention to?

Many organisations have a structured view around their approach to talent and where they think hires might come from – whether it’s specific geographies, sectors or universities. I think one of the things that we’re doing in Europe – which does seem to be a message that’s landing elsewhere – is that we need to be more open-minded and a bit more conscious around things like social mobility and inclusivity.

Organisations are looking past the barriers of geography, society and technology. They’re seeing that talent is going to be pivotal to the evolution of business. That’s driving a mentality of embracing talent without any boundaries and taking a more progressive and equitable view of talent.

What are you most excited about for the future of talent acquisition?

The speed of change in talent acquisition is going to accelerate. Technology is absolutely going to fuel that acceleration. Clients are going to have greater and greater expectations, requiring more dynamic talent acquisition strategies. That will be driven by the fact that talent will be even more of a differentiator for organisations.

We’re also going to see employer brands and employer value propositions (EVPs) play an even greater role in the hiring process. The EVP is going to become the cornerstone of the people agenda – so, not just recruiting, but also learning and development, organisational design and more. How does the EVP play into the culture and behaviors of the organisation?

Additionally, the vast majority of jobs that will be created five to 10 years from now probably don’t even exist today. So, there will be the evolution of new job roles, new technologies, new demands from organisations and new challenges in the world and political landscapes. This makes talent acquisition an exciting place to be.

Talking Talent: Transforming Talent Acquisition with Jeff Scott from BMO

Posted on by nfuqua

In this episode of Talking Talent, we’re talking about how talent acquisition is transforming to become more strategic and drive business results.

Traditionally, talent acquisition has operated reactively and administratively, buried in the HR business function. But with a tight talent market and increasing competition for the best workers, recruiters at market-leading companies are starting to work as advisory partners and talent acquisition is driving change rather than simply responding to it.

Joining us to talk about the transformation is a guest who is leading it at his own organisation — Jeff Scott, Managing Director of Talent Acquisition for North America at BMO Financial Group.

Throughout his nearly 25-year career at BMO, Jeff has been known as a fixer, a change agent who has led enterprise transformation and refined North American operations in diverse areas such as technology development, procurement, learning, and now Talent Acquisition.

In his role at BMO, Jeff is leading an aggressive growth agenda to attract the best talent, create the highest caliber recruiting experience in the marketplace and to position BMO to “be the best, attracting the best.” Jeff is passionate about disrupting the status quo and loves to ask the question “Why not?”, apply a little common sense and bring everyone along for the ride.

In this episode, Jeff looks back at what the role of the recruiter has traditionally looked like and looks forward to how a talent advisor needs to function to drive recruiting success. He shares some specific steps he’s put in place at BMO to drive the change at his organisation. He also gives advice for leaders who want to make the shift at their own organisations and explains how technology and RPO partnerships fit into best-in-class talent programmes.

Talking Talent Leadership Profile: Jennifer Mattocks

Posted on by nfuqua

The roles of talent acquisition and HR are changing. When you talk with Jennifer Mattocks, it’s clear that she’s here to lead that change. PeopleScout’s Executive Leader of the Americas, Jennifer is the daughter of an artist and a mathematician – part creative, part analytical and constantly looking for better ways to work.

Jennifer doesn’t come from a traditional recruitment process outsourcing (RPO) background. With more than 20 years of experience leading enterprise client management and strategic sales teams in HR advisory services and talent assessment, Jennifer has a broad view across the HR function and has seen firsthand the way it’s transforming. She has a deep understanding of not just talent acquisition, but also the full employee lifecycle.

We spoke with Jennifer at our Chicago headquarters about the changes headed for HR, the forces behind that transformation and what organisations should be doing now to be ready for what’s next.

We’re starting a new decade with historically low unemployment and skills shortages, making it more difficult to find and hire the right talent. How should employers approach their workforce planning?

Thinking about the skills shortage, there have been a few statistics that have caught my eye. One is that the World Health Organization predicts that there will be a worldwide shortage of 15 million healthcare workers by 2030. That’s not far away. This is an issue that we need to focus on now. Another is that according to the Department of Labour, 17.4% of workers in the U.S. are now foreign-born, and it’s rising. That means we need to have a global perspective when we’re looking at our workforce.

As it relates to the skills shortage, employers should be thinking about the influence of significant shifts in the talent landscape and how they address them in their workforce planning strategies. Strong talent pipelines will hinge on the idea of the fluid workforce – the idea of non-linear career development – and making sure that we have programmes in place to have the right skills at the right time in the right place.

One way to adapt to the challenges that we’re facing in finding the right talent is through a total workforce solution, which allows employers the flexibility to be able to address skills shortages and low unemployment. For some industries, healthcare included, that means we need to look at ways we can find talent with relevant skills through non-traditional channels. Then, by closely tying training and development with talent acquisition, we have the ability to realign talent to roles and responsibilities that fit with their current skills.

How do you see the role of HR transforming to adapt to the changing world of work?

One role of HR is matching people’s skills to work. As HR and talent leaders, we know we cannot assume that when an individual is placed in a role, that is what they will do – or want to do – for the rest of their career. Creating nimble career paths and opportunities for ongoing development will be critical to the success of any HR leader going forward.

An example to illustrate the change we’ll see from HR is through how we approach career pathing. Right now, we have a career ladder that goes from bottom to top. That ladder is going to be flipped on its side – and it already has, to some degree. Individuals are seeking different skillsets or opportunities to develop within the organisation, which doesn’t always translate to a linear career progression. Employees also want to have stronger ownership and input into their own career development; we see this characterised by input particularly from the millennial and Gen Z talent, who are just starting to enter the workforce and seek variety in opportunity.

I also anticipate that we’ll see the idea of the external gig economy brought in house. Meaning, HR will serve as a hub that is responsible for moving talent throughout an organisation based on individual skillsets, the work that needs to get done and the way talent wants to work. With that, HR as a function will change, and the skills needed to succeed in HR will change, as well.

To this end, I see the need for a much tighter connection, even blending, of talent acquisition and talent development roles. Not only is HR responsible for nimbly fulfilling the talent needs of the business to deliver on the work that needs to get done today, but HR is also responsible for providing structure, resources, and tools for the development of talent pools for the future. So, we will see HR marrying those two roles to a degree we haven’t yet seen.

What is the role of technology in the changing world of HR?

HR leaders first need to have a thoughtful strategy, then make sure the technology supports and enables the strategy. With a strategic foundation in place, technology will facilitate the ability of organisations to do three things.

First is to have visibility into and a more comprehensive understanding of the talent that they have in place today, as well as the talent pools that exist both internally and externally. Second, HR leaders can leverage learning and collaboration technology to build up the skillsets that perhaps are missing or need development within the organisation. I think we’ll see a lot more innovation to come related to this. And third, HR can utilise technology, AI, and analytics to better match individuals at the right time to the work that needs to be done.

Technology will also change the HR roles we see today in a fundamental way. There’s a lot of talk about certain roles being replaced by technology and tasks replaced by automation, but we still need human thought, perspective and ethical input to drive technology to make the right decisions. The human touch will never go away and will increase in importance for organisations to be competitive.

What are you most excited about for the future of talent acquisition?

There are two things. One is that we are at the point in which HR and talent acquisition needs to be prescriptive to drive success. Then, HR needs to deliver on the needs of the business while driving the engagement and productivity of the employees. It’s going to be fun to see that shift start to be more pronounced.

I think the other really exciting shift is one that’s personal to me, given the age of my children, and that’s seeing Gen Z enter the workforce and even start to enter management. This is a generation that more naturally and openly drives inclusivity and values having an ethical decision-making process behind what they do. They really embrace technology in novel ways, and having individuals with those capabilities entering the workforce will be very exciting for talent acquisition. I think it will continue to shape how we hire, promote and develop talent, and I look forward to seeing the positive changes they bring.

3 Economic Trends That Will Affect Talent Acquisition in 2020

Posted on by skatz

Every talent acquisition professional is kind of an economic expert. In the process of filling positions, you become aware of local unemployment levels, current rates of compensation, and the competitive landscape in the sectors and markets in which you work. And, while understanding these specific conditions may be essential aspects of successful talent strategies, there are always larger economic forces at work. In this article, we cover three of economic trends and their impact on Talent Acquisition in 2020.

Understanding these economic trends can help develop an effective workforce strategy. To illustrate this point, PeopleScout has identified three economic trends that will affect talent acquisition and workforce management in 2020 – and potential ways to respond to the challenges and opportunities they bring.

Trade Disruption & Uncertainty

Uncertainty over trade due to Brexit, ongoing trade disputes between the U.S. and key trading partners, and other global commerce issues dominated the headlines in 2019. How will these yet-to-be-resolved issues affect talent acquisition?

Flexible Workforce Planning

Imagine planning a budget without knowing the future costs of goods and services. Due to current uncertainty over trade, this is the dilemma that many enterprises are facing. The imposition of tariffs in the U.S.-China trade dispute has caused shifts in both the price and availability of products, according to The New York Times. Uncertainty over whether Brexit will happen – and, if it does, what the consequences will be on nearly every aspect of the UK economy and other nations – remains uncertain. One way to respond to uncertainty is to make flexibility a key component in workforce planning. Flexible workforce planning can include contingent staffing, sourcing strategies that promote rapid onboarding and employee cross-training in anticipation of potential downsizing.

Sourcing Candidates from Alternative Talent Pools

While low unemployment still characterizes many of the world’s leading economies, trade disruption has also led to some job losses and displacement. For example, in Great Britain, a number of companies have closed, moved or are planning to, as reported by Metro in the UK. In both the U.S. and the UK, the manufacturing sector has seen job losses due to tariffs and trade uncertainty. Fortunately, many of those who work in manufacturing possess transferrable skills that can be used in other industries. Employers that can identify and attract this newly available source of talent will have a competitive advantage in tight labour markets.

The Migrant Workforce & Shifting Talent Landscape

The era of growing immigration to many advanced economies has been disrupted. The Guardian reports that thousands of European Union nationals have left the UK since the 2016 Brexit referendum, in large part due to the uncertainty over their legal status after an eventual exit from the EU. And, in the U.S., a tightening of available visas and selective immigration bans have caused the number of legal immigrants to plummet. On the other hand, 29% of Australia’s population is foreign-born, but the economic growth in many Asian countries – the source of much of Australia’s immigrant population – has contributed to its decline in net migration in recent years. 

Know the Affected Sectors

One important way for employers to respond to changing immigration patterns is to know which jobs are most affected and to plan accordingly. The reality is that immigrants comprise a significant portion of workers in a range of sectors. For example, nearly one-third of hotel workers in the U.S. are immigrants, and more than one in 10 healthcare workers in the UK are non-British nationals (half of these are from the EU), according to the Office for National Statistics. Understanding the sectors and markets that are affected by the falling rates of available talent from abroad may play an increasingly important role in developing effective talent acquisition strategies.

Talent Without Borders

The pool of available talent is exponentially expanded when work can be done outside of a fixed location. Advances in technology and communications have greatly reduced the need for many processes to take place in brick-and-mortar workplaces. For this reason, recruitment strategies may increasingly include a review of job descriptions to determine which positions can work from virtual locations, including those that are abroad. By doing so, employers can move beyond the constraints of limited talent pools and the wage pressures that tight labour markets generate.

OK, Boomer?

According to Glassdoor’s Chief Economist, Dr. Andrew Chamberlain, baby boomers, born between 1944 and 1964, are now the fastest-growing segment of the U.S. workforce. Dr. Chamberlain notes that “A ‘gray wave’ of senior citizens will be impacting the workforce in coming years, both in the United States and the United Kingdom.” In Canada, the percentage of workers aged 55 and older more than doubled in a little more than two decades; they are now more than one in five of all Canadian workers. Similarly, the number of Australians aged 65 and older who participated in the workforce in 2018 was 13%, compared to only 8% in 2006. And, in New Zealand, 22% of retirement-age people worked in 2016, an 87% increase in just 10 years.

Candidates with a Silver Lining

Given these striking statistics, an increasing number of applications from older candidates should be expected. In addition to the talent that these older candidates bring in their own right, they also help employers adopt a holistic approach to upskilling.

Take the case of a recent college graduate who has strong technical skills, but lacks industry knowledge and even critical soft skills, such as effective communication. These deficiencies can be offset by pairing this new hire with a seasoned industry veteran. The ensuing mentoring can go both ways; a tech-savvy new hire can help an older worker who may be challenged in this area, while the seasoned worker can guide and instruct the younger employee on important industry knowledge and work skills. This symbiotic pairing can also become an important element in an enterprise’s succession planning strategy.

Partnering for Success

Responding to economic trends can be daunting for those under constant pressure to fill positions and manage talent. However, tracking newly available workers due to shifting tariffs and treaties, knowing how to find candidates in unknown and far-flung locations, and navigating the process of recruiting from a broad range of age groups may seem overwhelming to even the best-equipped team of talent professionals. This is precisely why leveraging the expertise and resources of a talent acquisition partner can be the deciding factor for success in a complex and rapidly changing economic environment.

Dos & Don’ts of Automating Your Candidate Experience

Posted on by skatz

On a sleepy Saturday morning, you grab your laptop and spend two hours applying to your dream job. It’s worth the extra cup of coffee because you like this role and company enough to ignore the annoyance of a long application. Finally, you submit your application. An instant later, you receive a reply in your inbox. “We regret to inform you that, after careful review, you are no longer being considered for this role.”

Maybe that PowerPoint proficiency question you skipped was a disqualifier? With such a general response, it’s hard to know. In the modern candidate’s world, rigid automation rules that lead to a message like the one above rarely make sense. According to the Society for Human Resource Management (SHRM), 82% of candidates report the ideal recruiter interaction is a mix of innovative technology and personal, human interaction. Employers should be on notice, too, as 72% of candidates who have a poor experience share it online, according to the Human Capital Institue.

In this article, we’ll define what automation is, the overall benefits of it, and specific examples of what to do and not do like the use of automation in talent acquisition grows.

What is Automation?

Automation is not new, but it is rapidly evolving. In the industrial revolution, for example, local weavers were replaced by machines that could perform the same tasks in factories. This was an example of a manual task that was replicated into a process and automated. At its most basic definition, automation is:

“The technique of making an apparatus, a process or a system operate automatically.”
– Merriam Webster

What, then, is the relationship between automation and artificial intelligence (AI)? The two terms are sometimes confused and used interchangeably, but AI is defined as:

“ … the simulation of human intelligence in machines that are programmed to think like humans and mimic their actions.”
– Investopedia

Types of AI include machine and deep learning. Machine learning involves computers that learn without being explicitly programmed; an example of this is sentiment analysis, in which computers make decisions about how individuals feel based on their activity on or offline. Deep learning is a subset of machine learning that teaches computers to take the next step and learn in the same way that humans do. For example, machine learning is displayed when a driverless car recognises a stop sign and stops.

Today, modern automation almost always involves AI. Finding and scheduling candidates via chatbots, for example, is a type of AI-infused automation in the world of talent acquisition. Automation using AI also includes tasks that were neither quantifiable nor automatable five years ago – such as measuring the interest level of passive candidates from social media metrics.

How Does Automation Affect Talent Acquisition?

When designed correctly, the right levels of automation help the recruiter and candidate create a better candidate experience.

Automation affects recruiters and candidates in different ways. For recruiters, automation helps reduce repetitive, administrative tasks – such as manual searching or appointment-setting – to focus more time on meaningful activities, like face-to-face interviews. On the other hand, automation can help make the process feel more personal for candidates through customised attention and added convenience in the job search by reducing the time it takes to apply. As an example, candidates know chatbots aren’t real people, but most appreciate the instant feedback bots give them.

While automation can be a game-changer, there is such a thing as too much or the wrong type of automation. Each stage of the recruitment cycle has an “automation opportunity,” as well as an associated risk to the candidate experience; the risk may be low in the case of automating a candidate’s onboarding experience, for example. In comparison, the final stage of the hiring process is rarely automated and instead involves interviews conducted by humans.

The most effective automation tools have one or more of the following attributes:

  1. Ability to reach candidates in a more meaningful way. With automation, recruiters can have more timely, personalised interactions with candidates. For example, a retail candidate working at a pharmacy can receive email alerts about new roles matching their skills at another pharmacy as soon as the roles are posted.
  2. Ability to make the hiring process convenient and simple. Long gone are the applications that take two hours to complete. Instead, candidates fill out auto-populated applications catered to their interests and backgrounds in just five to 10 minutes.
  3. Ability to maximise recruiter productivity. As previously mentioned, automation can complete more manual tasks – such as passive sourcing 24/7 – freeing up more time for recruiters to work on activities that benefit from the human touch.
  4. Ability to deliver better performance metrics. With more data comes the opportunity to measure it more effectively. The digitisation process helps make these metrics part of the recruiter’s ongoing dashboards to measure success.

How to Avoid Candidate Experience Automation Flaws

Candidate Experience

Automation without the correct supervision can go awry. Consider the programmer who created a social media profile of a fish that was looking for a job. Algorithms took the bait and sent these qualified catfish profile requests for interviews based on keywords and a falsely construed online account. It certainly was fishy.

Here are some common automation mistakes to avoid so you don’t get caught on the hook:

  1. Putting your automation on auto-drive without ongoing input can create unintended bias. While the catfish profile is a more humorous example, you may recall the case study of what not to do from a leading online retailer. The company was hiring programmers, and while well-intentioned, accidentally built bias into the programme based on patterns in its database of résumés from the past 10 years – which were mostly male. The company responded quickly, scrapping the programme and retooling its efforts to make its profiles more gender-neutral. These types of mistakes are not only bad for your recruiting process and candidates, but can also create issues for your compliance and legal teams, as well.
  2. Too much automation can cause candidates to lose interest. This can occur when interactions lack a human element, causing candidates to tune out during the hiring process.
  3. Too much communication may make candidates disengage. Once a tipping point is reached, it’s hard to come back from a failed interaction; most people have experienced applying to a role and then receiving an influx of unwanted emails. Furthermore, for candidates looking at multiple job opportunities, less personalised forms of communication can create a quick change in interest.

How can these automation flaws be avoided? Test every automation step you incorporate into your hiring process – from both the experience of the recruiter and the candidate – all the way through the candidate journey. Are there any gaps you need to review or hazards you encounter? You can also pilot larger, more disruptive automation with a control group of internal employees to assess results. Make your mistakes upfront, fix them, then release to a wider audience. If you think your automation strategies could create biases or a negative hiring experience, stop and retool.

You can also bring your partners along with you on your automation journey. For example, consider establishing an advisory committee to make sure concerns are alleviated, and conduct candidate evaluations to make sure the candidate experience is improved.

When Automation Works

So, when is automation helpful? In addition to eliminating manual tasks and creating time for recruiters to be more strategic, there are five key instances when automation benefits candidates and recruiters.

Automation helps when:

  1. It enhances the candidate experience. An example of this is sending an email to passive candidates asking them to apply. If this process is automated, the candidate gets an identical email, but the recruiter can focus time on other recruiting activities, instead of sending individual emails to multiple candidates.
  2. Flexibility or convenience is added to an existing recruiting process. This benefits recruiters by reducing manual work, by using text reminders to the candidate to select and systematically schedule an interview, for example. This way, the hiring manager and the candidate avoid playing phone tag.
  3. A recruiter can add a personal touch in an automated way. As an example, candidates interested in accounting roles can receive personalised content through career pages and only see positions that apply to their personal skillset when they search.
  4. High-volume positions create hundreds of applicants with a short interview process, such as during the holiday retail hiring season. Quick “yes” or “no” text screens with lower thresholds can help sort candidates through specific questions, such as availability and hourly salary requirements. Doing so helps bring in a smaller, more qualified applicant set to the interview process.
  5. Recruiters need to send reminders to a specific group of candidates. For instance, perhaps you want to invite to a hiring event candidates from the Midwest who have engineering degrees. In this case, automation rules can help determine a discrete set of candidates that meet these requirements and then send the alerts on your behalf.

Automation works well in specific parts of the recruiting process, depending on your target hire. For example, high-volume roles benefit from automated sourcing, screening, and basic assessments, whereas only automating the search for passive candidates may be necessary for highly-skilled roles.  

Your Guidelines to the Dos & Don’ts of Automating Your Candidate Experience

Keep these guidelines as you scale your automation rules to meet your talent acquisition goals.

Do:

  • Measure, phase in automation and measure again to determine effectiveness.
  • Involve everyone in the process to determine where automation makes the most sense.
  • Take advantage of A/B testing to help measure different ideas.
  • Treat every situation as unique; don’t assume that what works for one will work for another.
  • Remember that candidates want a personal touch, and what you don’t automate is as important as what you do.
  • Use your people to make critical decisions.

Don’t:

  • Proceed if it doesn’t feel like it’s best for your candidates.
  • Influence the candidate experience in a negative way.
  • Assume that automating your entire hiring process is the right thing for your business.
  • Make an automation change and assume it will work forever. Always be reevaluating!

Want to learn more about the positives and negatives of automating your candidate experience? Check out this article’s accompanying webinar here.

Retail Recruiters: Creating a Winning Retail Recruiting Strategy

Posted on by edyson

There is no doubt that the internet has forever changed the way customers shop. Despite this, in-store sales continue to trend upward. In fact, in-store sales revenue growth has outpaced e-commerce sales steadily over the last decade. To support in-store demand and continue growth, retail employers need top-performing talent in the right positions.

Unfortunately, with a tight labour market and various retail recruiting challenges, it is now harder than ever for retail recruiters to find the right candidates. In this article, we cover the best hiring practices for retail recruiters to help you source, attract and hire the best retail talent.

Defining Your Hiring Goals as Retail Recruiters

Regardless of industry, the first step in the recruiting journey begins with outlining how many hires you need to make, what positions you are looking to fill and the timeline you need to hire by. By outlining these goals early on in the recruitment process, you develop a clear strategy that helps you meet your organisation’s talent needs.

As a retail recruiter, your organisation’s hiring goals may fluctuate or change depending on seasonality and store openings, so in addition to your current hiring needs, also anticipate future needs when creating your hiring goals.

Do not be afraid to change your goals as you go. Outside factors, such as new competitors, a change in demand or opening of a new store, might influence the goals you established. If you need to make a shift to your strategy, remain agile enough to do so.

Sourcing Retail Candidates

For a retail organisation to thrive, it takes a diverse range of individuals working together towards a common goal. So, it should come as no surprise that when searching for top retail talent, retail recruiters need to cast a wide net.

While some companies may focus on hiring high school or college students looking for part-time or seasonal jobs, others may want to experienced full-time candidates in search of careers. If you’re hiring low wage, low skill labour, community sites like Craigslist or standard job boards can help you attract students or young individuals looking to gain some experience. If you’re looking for more experienced retail workers, try more targeted job boards like iHireRetail or LinkedIn.

It is essential to know where your potential candidates are active and advertise your open jobs strategically. Use location-specific job boards, local papers or blogs, or other targeted strategies to help pinpoint your area for the best candidates.

When sourcing for seasonal positions, using digital and social media ads along with email as a way to find and attract talent can pay huge dividends. Just make sure you create a specific careers site to send seasonal candidates too. This way it will be easier for them to find information on the opportunity without having to navigate your full careers website.  

Finally, you can also look at your customers as potential candidates when recruiting new employees. When your employees are passionate about your brand and products, like loyal customers often are, they can help increase sales and educate new shoppers about what you offer.

Retail Recruiters Need to Go Online

Retailers of today are operating in a competitive space that requires forward-thinking as well as online and social savviness. If you want to attract applicants who have those traits, you should take your recruitment efforts beyond traditional channels such as job boards. Social media is known to be an effective recruitment tool. LinkedIn, for instance, has a number of talent solutions that enable you to find, vet and contact candidates.

Social media channels such as Facebook and Twitter, while not specifically made for recruiting, can also help you find new hires. Use Twitter to spread the word about your openings and put a special careers tab on your Facebook page where your fans can browse and apply for jobs.

Even Instagram has proven to be a good platform, particularly for companies looking for young and fresh talent. As Software Advice cited in this piece on Instagram recruiting, a study by the Pew Research Center found that the largest group using Instagram is adults between 18-29 years of age with some college education. This makes it an ideal platform to attract a new generation of applicants.

So, make it a point to spruce up your employer profile on social media. A good way to do this is to share fun team photos on platforms like Facebook and Instagram. And if you are actively recruiting, spread the word by posting “we’re hiring” images on your accounts and running targeted social media campaigns to attract the right candidates. You can also show your company culture and promote things such as flexibility in the workplace you provide, your commitment to diversity and inclusion and more.

For Retail Recruiters, Attitude is the New Experience  

When hiring in retail, which is a bigger predictor of a candidate’s success: attitude or experience? In the case of industries like retail, an employee’s attitude is often more important than their experience. What’s more, The Future of Work: The Augmented Workforce study conducted by Deloitte found that “skills such as empathy, communication, persuasion, personal service, problem-solving, and strategic decision-making are more valuable than ever.”

Retail Recruiters

Whether it’s assisting customers at a department store or managing an automotive supply store, each role within the retail industry requires the right attitude. So, how can retail recruiters ensure they hire candidates who have the right attitude? You can start by assessing candidates’ soft skills in the workplace.

Key soft skills to look for in retail candidates

  • Willing and eager to learn
  • Patient
  • Inquisitive
  • Competitive
  • Problem-solving skills
  • Responsible
  • Good communicator
  • Strong listener
  • Team-oriented
  • Emphatic
  • Can-do attitudes
  • High emotional intelligence

The good news is that many of these soft skills go hand-in-hand, so finding retail candidates who exhibit these qualities and attitudes will not be as difficult as it may seem.

Group Interviews and Assessing Soft Skills

A great way to find candidates with the right soft skills is to conduct group interviews. Candidates at Disney’s retail Store go through a group interview process where they are quizzed on Disney trivia and are asked to sell a product to the rest of the team.

Conducting group interviews provides you an opportunity to glean insights into someone’s soft skills by observing how they conduct themselves around other people, how they handle a stressful situation and you get to an understanding of how they will fit with your team.

The Gist

Retail recruiters and the industry as a whole face a unique set of challenges when attracting top talent with the right skills. With the majority of the retail workforce comprised of hourly, part-time and seasonal employees, recruiting quality workers quickly is a tall order.

There is no one-size-fits-all strategy or tactic to retail recruiters. However, armed with the tips we have shared you can develop a retail recruiting strategy that fits your organisation’s unique issues, needs and culture. Remember, get to know your candidate pool, create a robust employer brand, utilise the internet and talent technology tools. If you cover all of these bases, you can improve your recruitment process and make smarter hiring decisions.