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.
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.
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.
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
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.
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.
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.
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.
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.
Mental health for employees continues to be at the top of minds since the COVID-19 pandemic, which significantly contributed to deteriorating employee mental health around the globe, bringing new awareness to the importance of employee wellbeing. Globally, the overall number of mental disorder cases rose dramatically in 2020, with an additional 53.2 million cases of anxiety and 76.2 million cases of major depressive disorders, as reported by the Institute for Health Metrics and Evaluation (IHME). Many of the factors that led to this dramatic increase at the height of the pandemic remain—childcare and other caretaking responsibilities, financial difficulties, economic uncertainty and unemployment, to name a few.
“These are stressful times. Half of Americans say their mental health has been affected by the pandemic. When you add racial injustices and a recession into the equation, a mental health crisis is imminent.”
Forbes noted that nearly six times as many employers have reported increased mental health issues among employees since the pandemic began. Clearly, this growing problem is one that employers can’t afford to ignore.
Staggering Statistics
Mind/body health company All Points North conducted a survey of 1,000 individuals. They found that, since the onset of the pandemic, 36% of respondents reported experiencing more anxiety, 32% were suffering more panic attacks and 27% reported greater depression—with more than 30% saying that they regularly battled stress and anxiety. Similarly, a report from Indeed found that 52% of all workers were feeling burned out, up more than 9% from a pre-COVID survey.
According to the 2022 State of Workplace Mental Health report by Lyra Health, working parents and other caregivers are more likely to face mental health challenges; nearly 90% of caregivers surveyed said they had experienced at least one mental health challenge in the last year and were more likely to experience worsening mental health. Moreover, Mental Health America estimates that depression costs the U.S. $51 billion in absenteeism and lost productivity alone, and Gallup data backs up this theory, finding that burned-out employees were 63% more likely to take a sick day and more than twice as likely to be actively looking for a different job.
However, just as employee mental health is not a new concern, it’s also not one that will vanish anytime soon. As such, it’s essential for employers to recognise and prioritise the psychological safety of their employees, just as they protect employees’ physical safety. But, how do employers prioritise mental health in order to retain employees and give themselves a competitive advantage? Let’s start by taking a closer look at worker expectations.
What Workers Want: How to Better Support Mental Health at Work
The pandemic shined a light on previously unexamined areas of peoples’ lives—causing many to shift their priorities, rethink their work/life balance and reevaluate what really matters. And, these moments of clarity are unlikely to be forgotten anytime soon. Workers want a change in their working lives and are prepared to leave their jobs if they don’t feel support for their mental health at work.
For instance, according to a FlexJobs survey, 56% of workers listed flexibility in their workday as the top way that their employer could better support them. In fact, remote work is considered the most important element to compensation and benefit packages, ranked only behind salary. Encouraging time off and offering mental health days were tied for second at 43%, and 28% said increased PTO and better health insurance were needed. Evidently, adopting a remote or hybrid work model could go far in many organisations, although that may not always be realistic depending on the role or industry. Fortunately, there are other ways that employers can ensure employee wellbeing.
Actionable Ways to Prioritise Mental Health for Employees
The problem is clear: Employees are suffering mentally, emotionally, psychologically and even physically. So, to effectively prioritise the mental health of employees, it must be woven into the fabric of a company’s culture. The following are a few actionable ways you can do so.
Effective Leadershipand Mental Health at Work
As with any meaningful cultural change, leader buy-in is essential—and mental health prioritisation in the workplace starts at the top. By demonstrating awareness, compassion and openness toward mental health, leaders can reduce employee concerns of being perceived as weak or vulnerable if they come forward with an issue. And, the most successful leaders know that leading by what they do is far more effective than what they say.
In an article on post-pandemic mental health predictions from Forbes, Adam Weber, SVP of community at 15Five, said,
“If executives want their employees to prioritise their mental health, they need to be doing the same in a very visible way. It’s one thing to encourage people to take time off for therapy or a mental health day, but most leaders have yet to take the next step of doing that themselves in a transparent way.”
Adam Weber, SVP of community at 15Five
Leaders should also regularly and actively listen to their employees; having open and honest conversations with employees about what matters to them and how they’re feeling mentally and emotionally is critically important. For example, in a study with Qualtrics and SAP, Harvard Business Review found that nearly 40% of global employees said no one at their company had asked them how they were doing. Conversely, ensure that your leaders are creating a safe space during one-on-one meetings with their staff to bring forward any worries, anxieties, struggles and concerns.
In the People Managers’ Guide to Mental Health, UK-based mental health charity Mind and international champion for better work CIPD offer the following suggestions for a management style that promotes employee mental health:
Create realistic deadlines.
Communicate job objectives clearly.
Deal with problems as soon as they arise.
Give employees the right level of responsibility.
Encourage participation from the whole team.
Act as a mediator in conflict situations.
When managers and executives are on board with prioritising mental health, the groundwork is laid for a culture that acknowledges and protects all aspects of employee wellbeing.
Recognise the Signs of Mental Illnessin the Workplace
Once top-down buy-in is achieved regarding the importance of employee mental wellbeing, it’s important for employers to understand and be able to spot the early signs of mental health issues in the workplace—and know how to respond. While employers should not give advice about a mental health problem (as they’re rarely qualified to do so), identifying warning signs and responding appropriately can help prevent issues from escalating. This awareness is also a critical component of a culture that prioritises the mental wellbeing of its employees.
Early indicators of a potential mental health struggle may include:
A sudden change in the employee’s work habits
A dramatic difference in an employee’s personality
An increase in absences or arriving late to work
A sudden inability to control extreme emotions
Social withdrawal
If you notice any of these red flags, or if an employee approaches you with concerns regarding their mental health, be sure to approach the topic carefully and with respect. Make them comfortable by showing empathy and compassion, and reassure them that there is no judgement or risk to their professional reputation.
Organisation-Wide Training
Beyond identifying the warning signs of mental health concerns, employers must also equip employees at all levels of the organisation to manage issues as they arise. In a recent global managers’ survey from Yahoo, less than one-third of managers said they felt equipped to handle the mental health needs of their team and 80% of managers worried about using the wrong language when addressing sensitive topics like mental health.
Additionally, some individuals may feel more comfortable bringing forward a concern to a peer, as opposed to their leader. For this reason, it’s critical to educate all employees on the best way to manage these situations. Plus, the right training can help bridge the gap between mental health awareness and effectively meeting the mental health needs of the workforce. Investing in mental health training for all levels of the organisation will pay dividends in employee wellbeing and retention. Formal learning programs can also help substantially move the needle by debunking myths, reducing stigma, and building skills to appropriately and effectively manage concerns.
Employee Resource Groups
If you don’t have the budget to invest in training, mental health employee resource groups (MHERGs) are a low-cost way to build a culture that prioritises employee wellbeing. Regardless of the segment of your employee population that they represent, ERGs provide employees with the unique support that only those with shared experiences can provide.
According to Bernie Wong, manager of research and design at Mind Share Partners, MHERGs are “an effective resource that reduces mental health-related stigma through an evidence-based model of social contact, peer support and education.” Further, Wong believes that MHERGs should be open to the general employee population and that participation should be encouraged for all employees—regardless of their mental health needs—so that belonging to the group doesn’t “out” someone as having a mental health issue. This also ensures that membership doesn’t violate employee privacy rights.
At PeopleScout, our Healthy Minds Collective is an ERG that “inspires individuals to enrich their mental health and wellbeing by enhancing the mind, body and spirit connection.” Additionally, our team in the Europe/Middle East/Asia region (EMEA) also created a group called “Here For You.” This team of volunteers received the training and certification* required to serve as “Mental Health Responders” to provide employees with a confidential channel for reporting mental health concerns and share valuable resources with employees.
Even if employees choose not to participate, simply making employees aware of ERGs such as these and openly communicating about group activities and discussions can go a long way in normalising mental health in the workplace, which helps foster a culture of inclusivity and emotional wellbeing.
* Level 2 Award in Mental Health: Workplace Responder qualification from St. John Ambulance service
Employee Assistance Programs
In addition to employee resources and training, comprehensive health benefits that include mental health services are quickly becoming a requirement, not a perk, according to Corporate Wellness Magazine. These benefits (or lack thereof) are influencing employees’ decisions about staying in their current job versus looking for a new one. For instance, in Lyra Health’s 2022 State of the Workforce Mental Health, it was reported that 84% of employees surveyed indicated that it was important that a prospective employer offer “robust and comprehensive mental health benefits,” with 29% saying it was “very important” and 55% saying it was “somewhat important.”
During COVID-19, many companies added or expanded their Employee Assistance Programs (EAPs) to help employees cope with the added stress, uncertainty, personal loss and safety concerns associated with the pandemic. However, as we’ve learned, heightened mental health issues aren’t dissipating anytime soon. Therefore, providing employees with access to quality, convenient and affordable mental health care is more important than ever.
Encouragingly, many employers are catching on to the need for comprehensive health benefits to attract and retain employees, as well as improve employee satisfaction and experience. As an example, Kara Hoogensen, senior vice president of specialty benefits at Principal Financial Group, said EAPs, telehealth and mental health programs were among the top benefits that employers planned to increase in 2022.
Employers across the globe are recognising the importance of supporting and protecting the mental health of their employees as a vital component to the future success of their business. However, although we saw a rise in conversations around mental health during COVID-19, the stigma still remains. Therefore, above all else, practice normalising conversations about mental health and creating a safe space to raise and address issues. Additionally, encourage employees and managers to openly use the term “mental health” and integrate associated language into corporate training, company newsletters, meeting agendas, and more to make it clear that your workplace acknowledges and prioritises mental wellbeing. Finally, practice self-care at all levels of the organisation—in a visible way—to assure employees that they can and should do the same.
As more people across the U.S. began to recognise the systemic racism that many Black, Indigenous and people of color (BIPOC) were already facing, the injustices became a catalyst that sparked conversations around the world. Meanwhile, many organisations have heard the call to action and want to do their part in showing support to their BIPOC employees. So, how can organisations help drive effective change around race in the workplace? Simple: Encourage employees to partake in open, honest and respectful dialogue with their colleagues.
Well, maybe not so simple. While now is not the time to be silent, it’s also not the time to have unchecked and uninformed discourse on such a sensitive topic. So, to ensure everyone involved feels respected, heard and understood, organisations should create safe spaces where employees can listen, learn and have important dialogues with their coworkers, leaders and team members.
Engaging employees in conversations regarding race in the workplace can be challenging; while some people might feel hesitant to speak on a topic they may not know much about, others might be reluctant to share the injustices they’ve experienced firsthand. That’s why we put together these tips for how to effectively reflect on racism through open dialogue; we encourage you to share them with employees across your organisation.
Before You Talk
Take Ownership
The first step in fixing the problem is acknowledging that there is one – and that you might be contributing to it. Recognise the implicit biases that contribute to racism and consider how you can unlearn them. As you learn, grow and begin your work toward becoming a better ally, leverage resources that can help guide you along the way.
Educate Yourself
Understand that educating yourself is no one’s responsibility but your own. Likewise, before opening the dialogue with your BIPOC colleagues, it’s important to have some background knowledge on the issue. For instance, avoid putting your BIPOC colleagues in a position in which they feel as though they are the “teachers” on racial disparities; instead, be proactive in your own learning about diversity, inclusion and social injustices. Coming to the conversation with a basic understanding of the detrimental effect of the racial inequalities that BIPOC face will benefit you, your BIPOC peers and the effectiveness of the discussion as a whole.
If discussing race in the workplace is new for your organisation, it may be helpful to host conversations in a moderated environment. Bringing in speakers with a background in racial justice work or designating a moderator to lead the discussion will alleviate any pressure your employees may feel about jumping straight to a one-on-one conversation. During a moderated dialogue, encourage your employees to:
Acknowledge Vulnerability
Conversations around race in the workplace are difficult. To acknowledge the difficulty and vulnerability required for a discussion on such a sensitive topic, it can be helpful to validate what one another is feeling – whether it’s grief, anger, confusion, discomfort or otherwise. At the same time, each person should acknowledge that while they are experts on their own individual experiences, no one has all the answers, and that’s okay. The purpose of these conversations is to continuously learn and grow.
Step Up by Stepping Back
With Black professionals holding just 3.3% of all executive or senior leadership roles in 2018, it’s not surprising that non-BIPOC professionals have dominated conversations in the workplace. Therefore, it’s important to take care not to overpower the discussion. Instead, be purposeful in allowing the voices of your BIPOC colleagues to shine. Then, you can learn about their experiences and build a better understanding of their perspectives.
Engage Thoughtfully
As you work to understand one another’s viewpoints, don’t be afraid to ask genuine questions. By asking questions respectfully and with an open mind, you’ll allow your BIPOC peers to answer without fear of being judged. In particular, word your curiosities with compassion so that the other party doesn’t feel defensive or uncomfortable when sharing their experiences. Creating a safe space like this will form a strong sense of trust and respect that will go both ways.
Beyond the Conversation
Continue to Check in
Make a habit of checking in with your colleagues regularly to continue the important conversations around race. As a manager, remember to ask about the professional goals of your employees and how you can help them work toward accomplishing them. Similarly, as a peer, help amplify your colleagues’ successes – as well as the injustices they’ve faced – and always keep in mind how you can provide BIPOC peers with opportunities, resources and support.
In addition, check in with yourself. Know that there’s always more to learn and more that can be done. While this guide serves as a starting point for the important conversations that need to be had across organisations, it is by no means exhaustive. Therefore, continue to look for ways to educate yourself, learn from others and be part of the change toward equality for all.
Starting the conversation around race in the workplace can be challenging and it’s important to practice cultural sensitivity as you begin discussions. It’s also essential to remember that, even in designated group or one-on-one conversations about race, not everyone will feel comfortable answering certain questions. So, make sure you give your peers a chance to come to you willing to talk – and don’t be offended if they’re hesitant. Here are some open-ended questions that respectfully inquire about cultural differences to help get you started:
What’s your favorite part about your racial or ethnic identity?
Would you mind explaining a little more about why you feel that way? I’ve never thought about it that way before.
How often do you think about your racial or ethnic identity?
Have you ever felt you were treated unfairly because of your racial or ethnic identity? How so?
How has your racial or ethnic identity affected your personal life? What about your professional life?
Can you recall a positive experience around your racial or ethnic identity? A negative one?
Do you find value in forming relationships with people of different racial or ethnic identities? What can you learn from one another?
Have you ever felt left out of groups with people of different racial or ethnic identities than your own? How did this affect you? What could someone have done to make you feel included?
What aspect of your racial or ethnic identity makes you most proud?
An organisation’s employer brand is often in the hands of its candidates and employees. And, when it comes to employer review sites, the fate of your employer brand is – quite literally – at their fingertips. In fact, according to data from Workplace Trends, 72% of job-seekers share their experience on online employer review sites like Glassdoor. What’s more, recent research from Deloitte found that 80% of candidates who experience an unsatisfactory recruitment process will openly tell people about their experience, and one-third of those candidates will do so proactively.
But, what does this mean for your organisation? Unfortunately, negative reviews from both candidates and employees can have a huge influence on your bottom line. For example, per CareerArc, 62% of consumers have stopped buying from an organisation that treats its employees poorly. Plus, an Indeed survey found that 95% of workers said that if they were considering a new job opportunity, insight into the company’s employer reputation would be somewhat (33%) or extremely (62%) important. As a result, a poor employer brand reputation could cost your organisation millions as productivity decreases due to a reduced candidate pool and consumers stop supporting your business.
So, how can organisations take control of their employer brand and overall online reputation? Well, recent studies from HRO Today and PeopleScout show that organisations globally are planning to invest more heavily in social networking, consistent monitoring of employer review sites, and a greater use of employees as brand advocates.
However, while these steps are important to improve your employer brand, many organisations are unsure of where to start; they may also lack knowledge of best practices for these strategies.
Therefore, in this article, we’ll help you improve your employer brand by outlining how to establish ownership of your organisation’s presence on employer review sites like Glassdoor and Indeed; offer best practices for responding to reviews; share tips on how to effectively leverage employee brand advocates; and highlight some popular employer review sites that organisations should be familiar with.
Establish Ownership & Claim Your Employer Review Site Profiles
The first step in establishing an employer brand plan for review sites is to establish who in your organisation will own the initiative. Specifically, it may make sense to have your HR team manage the employer review site accounts because they are likely familiar with sites like Indeed and Glassdoor that offer job-posting functionality, in addition to candidate and employee reviews.
However, it can also be beneficial to form partnerships across departments to holistically manage your organisation’s employer brand. For example, your communications team can assist HR in crafting responses to reviews that align with your brand standards for tone and voice, as well as provide up-to-date information on awards and accolades. In addition, HR can lean on the marketing team to maintain an active social media presence for your company, as well as work to optimise search results by managing SEO and creating content to combat potentially negative reviews and keywords.
After establishing who will take ownership of the management of employer review sites, claim your profiles. This can be done at no cost by verifying the profile as an employer and creating an employer account to edit and manage the profile.
Plus, with an employer account, you can add valuable information to your profile for candidates to view, such as:
Salary and compensation details
Explanation of benefits offerings
Company mission, vision and values
Overview of company culture
Logistical information (location, total number of employees, revenue, competitors, etc.)
Unique initiatives
Remote and flexible work policies
Diversity, equity and inclusion programmes
Photos of employees, events and offices
Industry awards and accolades
It’s worth noting that, according to Glassdoor, 75% of active job-seekers are likely to apply to a job if the employer actively manages its employer brand. You can do this by responding to reviews, updating your business profile, and sharing updates on the culture and work environment. Furthermore, building a robust profile on the employer review site will allow candidates to gain a better understanding of who your company is, what you stand for and what it would be like to work for you.
Respond to Reviews – Both Positive & Negative
Responding to reviews is perhaps the most important method in creating a strong brand presence on employer review sites. And, while both types of reviews can be easy to view and dismiss, leaving thoughtful replies is a guaranteed way to show candidates and employees that you care – regardless of whether the feedback is positive or negative. In fact, 80% of job-seekers who read reviews on Glassdoor say their perception of a company improves after seeing an employer respond to a review.
Some best practices to keep in mind when responding to reviews:
Address the reviewer by name (for non-anonymous reviews) to establish a personal connection
Thank the reviewer for their feedback
Acknowledge positive feedback
Address any concerns mentioned
Offer advice on any relevant next steps
Here are some examples of how to reply to common types of reviews:
Leverage Employee Brand Advocates
While organisations have little control over who will leave reviews – especially reviews with primarily negative feedback – they can proactively build up a strong body of positive reviews by leveraging employee brand advocates. These are employees who advocate for an organisation and generate a positive image of the brand via online and offline channels. It’s important to note here that, when encouraging employees to leave reviews, you should emphasise the value of honest, candid reviews; employees should not feel pressured to paint a certain image of your organisation.
Consider the following ideas to encourage employees to leave truthful, positive reviews that will help improve your employer brand:
New Hires
New hires are a great place to start when gathering positive reviews. That’s because the application, interviewing, and onboarding process is still fresh in their minds and they recently chose your organisation as their new employer. So, ask new hires to leave a review on their hiring experience when they first start, and encourage them to update it after their first 90 days.
HR, PR & Marketing
Another good place to start is by requesting that members of your HR and marketing teams write reviews. Members of these departments already have a good understanding of the importance of employer review sites and are likely willing to leave honest reviews that highlight your organisation’s strong points.
Promoted & Awarded Employees
If your organisation recognises employees for outstanding work with awards or honors, these workers can also be an excellent source of positive reviews. The same can be said for employees who have recently been promoted. A good practice is to establish a system that reaches out to these employees with a congratulatory message alongside a call to action to post online about their experience working at your company.
Employee Resource Groups
Employees who voluntarily join employee resource groups in addition to their daily responsibilities are already likely to be highly engaged within your organisation. So, tap into these groups of employees and request that they leave reviews based on your organisation’s culture and commitment to diversity, equity and inclusion – something Glassdoor provides ratings on and many candidates are interested in.
Regular Requests
Finally, managers should be empowered to regularly encourage their team members to leave reviews. This can become a regular practice during performance meetings, as well as after the completion of a big project or when hiring season is afoot. Likewise, if your organisation offers flexible work arrangements or other unique perks, employees should be encouraged to share emotive experiences of how these benefits have affected their lives.
Employer Review Sites to Consider
Because there are a variety of employer review sites out there, it can be hard to keep track of them all. So, we compiled this list of the top 10 you should monitor to improve your employer brand for long-term success.
Glassdoor: Current and former employees can anonymously review companies; submit and view salaries; as well as search and apply for jobs.
Indeed: Candidates can upload a résumé and browse reviews and salaries, while employers can post jobs, search résumés and more.
Comparably: Includes information on employers, brands, salaries and company culture.
FairyGodBoss: Women’s career community for career advice, job openings and company reviews.
Kununu: Employer reviews, salary data and culture reviews from those who know best: employees and applicants.
Google Reviews: Business reviews appear next to your company’s listing in Maps and Search. These can help your business stand out on Google, which is the leading search engine.
InHerSight:Here, candidates can find company reviews and ratings; get matched to jobs; and connect with a community of women navigating the workplace.
Vault: Known for its influential rankings, ratings, and reviews on thousands of top employers and hundreds of internship programmes.
CareerBliss: Candidates can find jobs, research salaries and read reviews with a focus on company culture.
TheJobCrowd: This UK-based employer review site is focused on helping recent graduates in their early careers.
As recruitment processes and the world of work continue to take digital shifts, employer review sites will become increasingly important in making or breaking a candidate’s decision to join your organisation. And, while you certainly can’t control every review, you can be proactive in taking charge of your employer review site presence by regularly responding to reviews, leveraging employee advocates, and monitoring what candidates and employees are saying about your organisation online. In doing so, you’ll improve your employer brand by creating a strong employer brand and a positive presence where it counts – and where it makes a difference.
As we move forward in 2021, it’s clear that safety, flexibility and a positive candidate experience are still the most critical factors in the interview process. Additionally, many talent acquisition teams are still running lean, but will see increasing hiring volumes as the COVID-19 recovery continues. Consequently, these factors necessitate an effective technology solution to support the interview process.
When the pandemic hit, many organisations fully transitioned to or increased their use of virtual interviewing technology. But now, just one year later, it’s an essential part of a long-term hiring strategy. Specifically, virtual interviewing solutions speed up the hiring process; provide a great experience for candidates and hiring managers; and save on travel budgets – in addition to the safety benefits.
So, consider this article your guide for designing the right virtual interviewing solution for your organisation and the types of roles you’re hiring for.
What is a Virtual Solution?
Before we focus on specific tools, it’s important to recognise where the virtual interview falls in your overall recruitment process. This graphic demonstrates an ideal virtual solution. At PeopleScout, we believe that the candidate experience should be at the core of your recruitment process, and a strong candidate experience should be part of each aspect.
In an all-encompassing virtual solution, we start with recruitment marketing. This is your opportunity to share your employer value proposition and employer branding materials with candidates. For example, you can do this virtually with a tool that allows you to send automated and personalised messages to candidates through email, social media and text messaging.
Then, candidates move to the application. Here, they expect a mobile-first process that can be completed quickly – preferably within just 10 to 15 questions. The mobile-first nature of the application is especially important as most candidates search for jobs on their smartphones and tablets. In fact, one of our clients sees more than half of applicants come in through a mobile device.
Next, consider assessment as an extension of your application or the start of your interview process. One option is to prescreen individuals via text to identify top-tier candidates. Then, candidates can drive the process forward themselves by self-scheduling their interview, which can be completed through a variety of virtual interviewing tools. All of this ends with the hiring and onboarding process.
Virtual Interviewing Tools
There are five main options for virtual interviewing technology, which can be mixed and matched depending on your organisation and the types of roles you’re hiring for.
On-Demand Text or SMS Interviews
What is it?
Candidates answer a series of yes/no, multiple choice or short-answer questions via text on their own time.
How does it work?
After completing an application, candidates receive a text message or email asking if they’d like to opt in to a text or SMS interview. Then, they’re sent a series of questions that they can answer on their own time. This process is customised and automated to move candidates quickly to the next step of the process.
What is it best for?
We recommend this option for entry-level or hourly roles. It also works well as an initial screener for high-volume roles.
Why should you consider it?
Candidates are unlikely to answer phone calls from unknown numbers – which turns an initial phone screen into a long game of phone tag. Alternatively, text interviews are quick and have high rates of completion, with some PeopleScout clients seeing completion rates as high as 80%.
On-Demand Audio Interview
What is it?
Candidates answer a series of questions by submitting audio recordings on their own time.
How does it work?
Candidates receive a link to complete the on-demand interview, in which they can respond to questions that are simply printed or recorded by the recruiter or hiring manager. Then, when the candidate is finished, they submit their answers to the recruiter for review.
What is it best for?
We recommend on-demand audio interviews for high-volume call centre roles, for example, or for positions in which candidates may be currently working in non-typical shifts.
Why should you consider it?
On-demand audio interviews provide more flexibility for both the recruiter and the candidate; there’s no need to schedule a time when the recruiter and candidate are both available.
In the current world of work, it’s even more difficult for candidates and recruiters to complete an interview during a typical 8 a.m. to 5 p.m. window. Alternatively, the on-demand audio option typically takes candidates 15 to 30 minutes to complete and takes recruiters just five to six minutes to review. At PeopleScout, our proprietary talent technology – Affinix – also allows you to calibrate your interview scoring process to ensure the right numbers of candidates make it through. On-demand interviews have a completion rate of between 40% and 60%.
On-Demand Video Interview
What is it?
Candidates answer a series of questions by submitting video recordings on their own time.
How does it work?
Similar to an on-demand audio interview, candidates receive a link to complete the interview and answer questions that are written or recorded by the recruiter or hiring manager. Then, once the candidate records their answers on video, they submit them to the recruiter for review.
What is it best for?
We recommend on-demand video interviews for roles in which candidates must demonstrate their professionalism in person, such as customer service roles or flight attendants.
Why should you consider it?
Similar to on-demand audio interviews, on-demand video interviews provide flexibility for both the recruiter and the candidate. Video interviews also allow you to see how a candidate demonstrates their professionalism “in person.” In this way, it’s an ideal choice for customer-facing roles. Much like their audio counterparts, on-demand video interviews have a completion rate of between 40% and 60%.
Live Audio Interview
What is it?
Similar to a phone interview, candidates speak directly with a recruiter or hiring manager to answer a series of questions.
How does it work?
Think of the live audio interview as a phone interview with extra features. Candidates can dial in, and hiring managers and recruiters can use a conference line to bring in either multiple candidates or a panel of interviewers. The interview can also be recorded. Plus, automated reminders can be scheduled and sent out using the tool so that no one loses the number or shows up late.
What is it best for?
We recommend this for later-stage interviews with top candidates – especially when most of their work will be completed on the phone, like call centre or virtual customer service roles.
Why should you consider it?
Compared to a traditional phone interview, you gain extra features and increased privacy for both candidates and interviewers with this option.
Live Video Interview
What is it?
A live video interview is the best replacement for an in-person interview. In this situation, candidates speak on camera with a recruiter, hiring manager or panel of interviewers.
How does it work?
A candidate receives a link to the virtual interviewing platform. With Affinix, candidates don’t have to download or install any applications; they simply click to join the interview. Recruiters and hiring managers can also programme automated reminders for interviewers and candidates.
What is it best for?
We recommend live video interviews for professional- or executive-level roles, or as a replacement for a final, in-person interview.
Why should you consider it?
With so many safety and travel concerns, live video provides a safe option for a variety of interviews that were previously in-person. In this case, the interviews can be one-on-one; with a panel of interviewers; or with a group of interviewees. Some PeopleScout clients have also used the technology for virtual job fairs. Plus, in the event of multiple participants, it also provides additional privacy protections so that candidates can’t see the contact information of other candidates, for example.
Affinix also includes chat and screen-share options, as well as the ability to record interviews. Going forward, live video interviews also provide an alternative to travel.
Interview Scheduling
While many of these options allow candidates to complete the interviews on their own time, the live options still require the process of scheduling. Fortunately, instead of the time-consuming back-and-forth, candidates can now self-schedule interviews.
An invitation to self-schedule an interview can be automated after an application or SMS interview; it can also be initiated by a recruiter. It works by allowing recruiters and hiring managers to sync their calendars with a scheduling tool or provide certain timeslots for candidates to choose from. This allows candidates to move the process forward themselves, thereby enhancing the candidate experience and saving time for the recruiter.
Putting It All Together
Depending on your organisation and the roles you’re hiring for, your virtual interview process will likely include a number of stages and tools. This graphic shows one way that these can fit together.
Implementing a Virtual Interview Solution
At PeopleScout, we recommend four steps for implementing a virtual interviewing solution. The process can be quick; in fact, in some cases, we can set up a virtual interviewing solution in as few as 72 hours.
Evaluate what you need. What portions of your process are already virtual?
Work with your RPO provider to implement the technology tools you need.
Gather branding materials and questions you need.
Train your hiring managers and talent acquisition team.
Once your virtual interviewing solution is up and running, it’s important to keep evaluating the process and testing to find the right workflow for your recruiters, hiring managers and candidates. In particular, your solution should meet the needs you have now, as well as evolve for the future.
While mental health in the workplace has become a hot topic in recent years, there’s no doubt some stigma still exists around discussing mental health in a professional setting. That said, with the ongoing effects of the pandemic, increased remote and flexible work arrangements, and a global blurring of lines between what constitutes home and work life, addressing mental health in the workplace has shifted from a question of “if” to “how.”
The pandemic has heightened a slew of negative emotions in employees’ lives, such as stress, anxiety, uncertainty, fatigue and, in many cases, grief. During a time of year that is already dark for many due to seasonal affective disorder (SAD), the addition of a lost loved one due to COVID-19 or the general stress that comes from not knowing what the future holds can hit especially hard for some.
According to a report by Oracle, 76% of workers believe their company should be doing more to support the mental health of their workforce. However, while many organisations want to help employees constructively address mental health in the workplace, they often don’t know where to start.
In this article, we share tips for creating a healthy work culture, highlight warning signs to look for in employees who may be dealing with underlying mental health conditions and outline some helpful coping mechanisms. In addition, we provide resources that can be shared with employees to aid them as they continue to deal with the myriad mental stressors caused by the ongoing pandemic.
Set Guidelines to Enable Healthy Work Culture
With the rapid increase in flexible work arrangements, home and work life have seemingly blended into one, and it can be easy to forget the line where the workday ends and personal life begins. With so many employees working from home, organisations have seen an increase in worker burnout, leading to lower productivity and reduced overall satisfaction with work. So, how can leaders prevent burnout and keep employee morale high?
Practice self-care: By taking much-needed time to manage stress, leaders will be setting a strong example for employees, leading to improved working conditions overall. Encourage your team to take plenty of breaks, eat regularly, meditate or pursue other activities they enjoy.
Consider tone: A kind tone in an email or message can go a long way during a time of uncertainty and doubt. Without it, employees may feel discouraged to reach out when they need help.
Communicate often: Meet with your employees regularly to check-in not only on work, but on how they are doing in general. Simply asking an employee if there’s anything they need can be extremely impactful in showing you care, especially for employees who are more hesitant to ask for help.
Remain flexible: Remember that employees are dealing with a variety of stressors outside the bounds of work. If certain deadlines are flexible, that can be a huge relief on an employee who may be working through external factors that are taking a toll on their mental health.
Prioritise work-life balance: Set up a designated work area away from the place you spend your downtime, set boundaries and a time you log off work for the day. Being a model for healthy work-life balance and encouraging employees to do the same is an important way to combat burnout.
Encourage Team Support
An important part of a healthy work culture is a team that supports one another. In a time where many employees are feeling overwhelmed about the same daily stressors, working together as a team to destress can prove helpful. As a leader, you can encourage teams to participate in group exercises to reduce stress. Forbes offers some suggested activities for remote teams, including group wellness programmes, goal setting sessions and “Mindful Mondays.”
In addition to the overall stress of work and daily life in a pandemic, government restrictions and working remotely can be isolating and anxiety-inducing for many. To help people feel connected while they are physically distanced, leaders can organise team-building activities and opportunities for virtual socialisation, such as:
Even with a sound work culture in place, some employees will still struggle with underlying mental health conditions—with or without the added stress of the pandemic. So, how can employees, coworkers and leaders recognise the warning signs? When should employees ask for help? When should leaders offer support? Consider these assessments to take an account of current mental health states—for yourself and your colleagues.
Mental Health Assessment
If you notice some of the following warning signs in an employee or coworker, you may want to reach out and start a conversation on their mental health.
Work Habits: Have you noticed a sudden change in an employee’s work habits? Poor productivity, minimal motivation and trouble concentrating can often be the result of a mental health concern.
Overall Demeanor: If you notice a dramatic change in an employee’s personality, such as sudden irritability, nervousness, restlessness or other unusual behaviour, this could be a sign they are struggling with their mental health.
Increased Absenteeism: Is an employee frequently missing meetings, calling in sick or starting work late when they typically always start on time? Excessive fatigue, physical aches and overall lethargy could be associated with depression and anxiety.
Sudden Outbursts: Employees who seem unable to control their emotions, leading to mood swings, outbursts and disruptive behaviour, may be experiencing mental health concerns.
Social Withdrawal: If an employee seems unwilling to communicate with others, avoids social interaction with other team members and purposely imposes self-isolation, this could indicate an underlying mental health concern.
Sleep or appetite changes: Dramatic sleep and appetite changes or decline in personal care
Mood changes: Rapid or dramatic shifts in emotions or depressed feelings
Withdrawal: Recent social withdrawal and loss of interest in activities previously enjoyed
Drop in functioning: An unusual drop in functioning, at school, work or social activities, such as quitting sports, failing in school or difficulty performing familiar tasks
Problems thinking: Problems with concentration, memory or logical thought and speech that are hard to explain
Increased sensitivity: Heightened sensitivity to sights, sounds, smells or touch; avoidance of over-stimulating situations
Apathy: Loss of initiative or desire to participate in any activity
Feeling disconnected: A vague feeling of being disconnected from oneself or one’s surroundings; a sense of unreality
Illogical thinking: Unusual or exaggerated beliefs about personal powers to understand meanings or influence events; illogical or “magical” thinking typical of childhood in an adult
Nervousness: Fear or suspiciousness of others or a strong nervous feeling
After noticing an employee may be experiencing some warning signs of a mental health issue, or after an employee approaches you for help regarding their mental health, you’ll want to approach the subject with care. Most importantly, show empathy when having conversations around mental health in the workplace. Your employee is likely feeling overwhelmed and maybe a little anxious talking in a professional setting about such a personal topic. It’s important that your employee feels comfortable sharing what they’re feeling and that you reassure them you are willing to listen and help with no fear of judgement or risk of a negative impact on their professional reputation.
Depending on the severity of the situation, you may recommend your employee see a mental health professional to talk further about their condition. However, as a starting point, you can suggest healthy coping techniques for some common mental health concerns:
Stress
Stress is a normal biological reaction to a potentially dangerous situation. When you encounter sudden stress, your brain floods your body with chemicals and hormones such as adrenaline and cortisol. Typically, after the response occurs, your body should relax. However, too much constant stress can have negative effects on your long-term health. (Healthline)
Coping with Stress:
Emphasise work-life balance
Exercise regularly
Eat well
Make time for hobbies
Connect with a support system
Meditate or practice yoga
Get enough sleep
Spend time with a pet/loved one
Anxiety
Anxiety refers to anticipation of a future concern and is associated with muscle tension and avoidance behaviour. Anxiety disorders can cause people to try to avoid situations that trigger or worsen their symptoms. Job performance and personal relationships can be affected. (American Psychiatric Association)
Coping with Anxiety:
Practice focused deep breathing
Aromatherapy
Take a walk
Meditate or practice yoga
Write down thoughts
Identify triggers
Depression
Depression negatively affects how you feel, the way you think and how you act. Depression causes feelings of sadness and/or a loss of interest in activities you once enjoyed. It can lead to a variety of emotional and physical problems and can decrease your ability to function at work and at home. (American Psychiatric Association)
Coping with Depression:
Stay connected with others
Prioritise face-time (even virtually)
Care for a pet
Do things you enjoy (or used to)
Try to get enough sleep
Exercise
Don’t skip meals
Take a walk in the sunlight
Challenge negative thoughts
Read a good book/watch a funny movie
Grief
Grief is the natural reaction to loss. Grief is both a universal and a personal experience. Individual experiences of grief vary and are influenced by the nature of the loss. Some examples of loss include the death of a loved one, the ending of an important relationship, job loss, loss through theft or the loss of independence through disability. (Mayo Clinic)
The tips and techniques outlined in this article are not comprehensive, but they offer a starting point for organisations who may not know how to approach the topic of mental health in the workplace—especially during such a challenging time. In addition to the strategies, assessments and coping techniques outlined above, we encourage you to share additional mental health resources with your employees, such as:
As organisations continue to adjust to changes caused by the pandemic, access to skilled talent remains a key factor preventing them from accelerated recovery and growth. However, with work-from-home and hybrid models becoming the new norm, organisations have the unique opportunity to expand their talent network across borders. And, for workers looking to relocate for greater job prospects, crossing borders for work is becoming easier than ever for both employees and employers: According to Harvard Business Review, “Many countries have now put the legal framework in place to hire and relocate global talent at a cost and speed that is broadly comparable with hiring domestically.”
Furthermore, in a 2021 survey by Boston Consulting Group and The Network, about 50% of respondents were either already working abroad or willing to move abroad for work. Moreover, 57% of respondents said they were willing to work remotely for an employer that didn’t have a physical presence in their home country.
In this article, we’ll share the benefits of a global talent programme; highlight considerations to keep in mind; and offer strategies for attracting and recruiting talent around the world.
Benefits of Globally Dispersed Talent
The global talent pool is growing and ready to work—regardless of location—and it’s up to employers to seize the moment. Consider the benefits of leveraging globally dispersed talent:
Expanded Talent Pool
Many organisations have been struggling to fill open roles because they’re unable to find the talent they need in local searches. But, by expanding your search across borders, you can expand your search for the skills the role requires in a larger talent pool. Plus, you can also start these workers out in remote and contract roles to test whether they would be a good fit.
Greater Diversity
It’s no secret that having a diverse team yields better business results due to high levels of creativity and innovation. Consequently, by hiring people from different geographies, you can tap into the knowledge of people from different backgrounds, cultures, educations and more.
Increased Reach
When operating in different regions, you have greater access to new markets, as your dispersed team can help build your brand recognition and reputation with new customer bases in their respective locations. Additionally, having teams across various regions may also enable you to expand your business hours so you can improve productivity and be available to customers no matter where they’re located.
Cost Savings
Labour costs vary across countries, so it’s often cost-effective to move certain business operations to countries with lower labour costs. For example, many companies offshore manufacturing, call centre and IT operations to places like Mexico, India and the Philippines. Doing so lowers the cost of operations and, therefore, lowers the cost of products for the consumer.
And, because commercial real estate policies and prices vary from country to country, you can also reduce costs by implementing a remote work programme in other countries before deciding whether a physical office space will be necessary in a given region.
Considerations for a Global Talent Management Programme
Before diving into a global recruitment programme, it’s important to consider the key differences between recruiting in different countries. For instance, cultural nuances, policies and legislation will likely be different from your organisation’s primary country and can make or break the success of your global recruitment and employment strategy. Consider the following examples:
Workforce Planning
As you plan your hiring in new geographies, it’s important to be aware of the length of the statutory notice period, as requirements vary widely from country to country and can make hiring timelines longer (up to three to six months, in some cases). For example, in the U.S., there’s no legal requirement to provide notice, but it’s customary for employees to give a two-week notice to aid in the transition. Conversely, in Japan, there’s a fixed notice period of 30 days—regardless of the employee’s years of service or seniority. In other countries, an employee’s notice period depends on the terms of their employment contract and may be connected to the number of years of service to the company.
In places that require longer notice periods, candidate communications are even more essential in order to keep those candidates engaged and to set expectations on next steps. For this reason, incorporating transition timelines into your workforce planning is crucial so you don’t reduce productivity while waiting for your new hire to start in their role.
Recruitment Marketing
Notably, if you’re using the same recruitment marketing tactics in every country, you’re missing a trick. Take social media, for example: Different networks work better in different markets. While LinkedIn, Facebook and Twitter are popular in the U.S., WeChat (a mobile app that focuses on messaging, social media and mobile payments) is heavily used in China. Similarly, XING and Viadeo are popular alternatives for career-oriented networking in Germany and France, respectively. So, understanding social media preferences in each country will help you promote your job ads in a more effective manner.
Granted, social media and digital advertising may not be the best fit for all roles in all places. In fact, even within a single country, there are nuances to consider. For instance, PeopleScout leveraged physical advertisements at bus stops in the smaller European cities where an RPO client in the manufacturing sector was hiring because we knew that it was less likely that blue-collar candidates in these areas would have internet access at home.
And, localisation is key—not just in digital channel usage, but also in language and imagery. For example, while an image of a blonde-haired, blue-eyed worker would resonate in North America, the same type of image would not be as well-received by candidates in Asia. In addition, candidates in Europe are more likely to be multilingual, so testing recruitment marketing techniques in a few different languages might prove to be useful when recruiting in that geography.
Regardless of where they are in the world, your potential candidates are looking and applying for jobs via their mobile phones. So, consider how your recruitment tech stack supports a mobile-friendly application process to future-proof your global talent acquisition programme.
Regulations & Compliance
Due to varying laws and regulations, recruitment processes can’t be the same in every country, and it can be difficult for enterprises to navigate the requirements in each market. For example, in Sweden, you don’t need to establish a legal entity to hire employees in the country, whereas you do in Singapore. Furthermore, statutory requirements for notice periods, probationary periods and permitted pre-employment checks all vary from country to country. In fact, in 22 countries, it’s mandatory to organise a medical exam prior to hiring someone. In any case, it’s imperative that you understand employment law in each country you’re hiring in so you don’t violate your new employees’ rights.
Granted, the employment law landscape is constantly changing, making it increasingly difficult for multinational companies to stay compliant and avoid damages to the organisation’s finances and reputation. Fortunately, a global RPO partner can support you with global and local expertise to ensure you stay on top of regulations in each country you’re hiring in.
Strategies for Recruiting Globally Dispersed Talent
So, how can you overcome these challenges to realise the benefits of expanding your recruitment programme to globally dispersed talent? Here are some actionable ideas to help you adjust your recruitment strategies:
Map Each Labour Market
Before you start recruiting in a new market, it’s important to understand the lay of land. Specifically, delving into the talent landscape and competition in each area—not just your direct competitors, but any organisation hiring for the roles or skill sets you’re seeking—can inform your recruitment strategy and compensation packages. In this way, investing the time to map the labour market upfront is invaluable for creating a competitive advantage, especially when it comes to new geographies or remote workers. Then, armed with this data, you can create offers that reflect rates in the new hire’s area and boost your acceptance rates in the meantime.
As an example, PeopleScout recently helped a manufacturing client recruit engineers in an area in the north of the Czech Republic, where the available talent pool for the skills they needed was low, but the competition was high. After completing a labour market analysis, we advised the team to expand their search area across the border to Poland (where the talent supply was larger) to find talent that would be willing to commute or relocate. By doing so, we were able to fill business-critical automation engineer roles that saved their productivity levels.
Adapt Your EVP to Your Audience
Your employer brand—an individual’s perceptions and lived experiences of what it’s like to work for your organisation—helps you attract and retain the right people to help your organisation succeed. According to Gartner, organisations that effectively deliver on their employer value proposition (EVP) can decrease annual employee turnover by 69%. And, in today’s ultra-competitive, candidate-driven market, a strong employer brand can also help you stand out in a sea of job openings.
Specifically, companies that attract top talent will be those that have invested in developing messaging pillars that allow their employer brand to flex and resonate with talent audiences across the globe. For example, PeopleScout helped global law firm Linklaters revamp and tailor its employer brand to support hiring across 20 offices in Europe, North America and Asia-Pacific, while simultaneously boosting its Glassdoor scores and increasing global applications from female lawyers.
So, to truly understand your ideal candidate, do your homework for every position type in each market and adapt your brand messaging and attraction strategies accordingly. In particular, a candidate persona profile is a great way to capture each position’s requirements, motivations and expectations so you can design your recruitment marketing content around messages that will truly resonate.
Invest in Your Recruitment Tech Stack
Investing in standardising your recruitment technology across geographies offers a litany of ways not only to streamline the candidate experience, but also your internal programme management efforts and reporting, as well.
Plus, nowadays, candidates expect a tech-enabled recruitment experience that enables them to search for jobs on the go—and a whopping 89% of candidates think mobile devices play a critical role in the job-hunting process. Therefore, looking for ways to make your application process more mobile-friendly—including leveraging “quick apply” features in your ATS—will pay off in application volumes.
What’s more, hiring in new geographies or for remote workers will almost certainly involve virtual interviews. Thus, investing in a virtual hiring solution can help you hire the talent you need quickly and with a seamless candidate experience. Unlike typical video meeting tools, modern virtual interview tools offer options like on-demand phone interviews and text/SMS interviews, as well as live and pre-recorded video interviews.
However, one consideration to keep in mind when selecting technology for global recruitment is where the data will be stored and processed. Regulations (such as GDPR in Europe) limit the amount of data that can be processed in the U.S. So, look for tools that are SOC 2-certified, and assess any vendor’s information on security policies, procedures and practices.
Put Your Global Talent Programme in Action
If your organisation is new to global talent acquisition or if you haven’t expanded business operations very far, the considerations and strategies highlighted above can seem daunting. But, the good news is that a global RPO partner can be a valuable partner to help guide you through your global talent acquisition challenges. Moreover, with a wealth of knowledge and experience gained through working with clients spanning a variety of industries and countries, an RPO partner can also help you navigate the complex compliance and cultural issues that accompany a multi-country recruitment programme.
So, what should you look for in a global RPO partner? Well, you’ll see the greatest benefit from a provider that is able to offer a customisable solution that’s flexible enough to support everything from your niche hires and short-term needs to your high-volume roles and full-cycle recruitment processes.
I recently read an article on the CIPS website about Thales, an aerospace company. In the piece, Roque Carmona, Group Chief Procurement Officer at Thales, explained that ‘66% of innovation for Thales customers come from their suppliers’. As a completely customer-focused organisation, Thales has not only seen the value in ‘two heads are better than one’, but they are prepared to speak up about it.
I’m a firm believer that the best business results come from a collaborative approach, where your solutions acquire exponential value as the insights, experience, and resources from supplier organisations feed into your customer-centric strategy.
Of course, RPO was initially developed to outsource hiring during critical business growth phases. But now it has become so much more.
By working across companies, industries, and regions the value of RPO is finally being recognised; not as a quick-fix to hiring, but for the expertise, knowledge and experience that only a global leader with many SMEs in resourcing can provide.
It’s a critical time for HR. The teams that saw us through the pandemic, the people who ensured we could work effectively from home, the leaders who took on-board our well-being during isolation, and then managed redundancies at the start, followed by filling the gaps on our return to the offices—have been burning the midnight oil. And now to fan the HR fire, recession is on the horizon.
In this environment, it’s more critical than ever to collaborate on innovation with your suppliers; to learn from each other, to build better value into solutions and find future-proof processes to ensure that our businesses grow.
Rick Betori’s role as PeopleScout’s managing director of the Americas has a few similarities with a previous leadership position he held as coach of his children’s baseball teams.
“The ball is always going to roll in between someone’s legs,” he told me from his home in the Chicago suburbs. “And, it’s not about the fact that it went through their legs; it’s what they do after and how they respond when things don’t go according to plan. That’s one of the most important things I can do in my role as a leader.”
Rick thrives when there’s a challenge to tackle, when there’s a problem to solve and when there’s the opportunity to connect the right person with the right job in a difficult labour market. It’s an important quality as employers face a talent landscape that has been transformed by the pandemic.
Although Rick joined PeopleScout in 2021, he has been a part of the TrueBlue organisation since 2011, most recently leading delivery operations at PeopleReady, where he helped spearhead the company’s digital transformation. As such, he understands how technology, combined with human expertise, can solve the toughest talent problems. We talked to him about the role of talent technology in 2022.
You’re not new to TrueBlue, but you are a relatively new face here at PeopleScout. What makes you really excited about talent acquisition right now?
I’m excited because I believe that we can truly help companies that are facing some of their largest hiring challenges in their histories. Talent acquisition teams need creative partners to help them succeed, and I’m thrilled to be a part of finding those solutions.
I’m also passionate about our talent technology platform, Affinix™, and what it does to help candidates seamlessly move through the application process. Candidates have so many choices today; when they’re searching for a new role, they expect a great experience, and they want it to be fast. I also think that now more than ever, data and analytics will be key in helping employers stay ahead of their competition in a difficult talent market.
And finally, I’ve been a part of the TrueBlue family since 2011, so I’ve been able to witness the passion and energy of the PeopleScout team working to put our clients first. It’s been great to dig in with the team in these last few months. They bring this infectious energy to do what’s right for our clients and their applicants. I’m proud to be a part of this organisation moving forward.
Throughout the last couple of years, we’ve seen a lot of employers add technology to their recruitment process out of need. For talent acquisition leaders, where do you think their relationship with talent technology stands today?
I hate to start the answer to a question with “it depends,” but it really does vary. We have seen many employers add technology solutions to deal with increased workload, compliance concerns, and to eliminate or simplify administrative tasks.
More recently, employers feel the pressures of attracting top talent, so they’re taking the next step, focusing on easing and improving the process for candidates. More companies are starting to leverage technology to reduce friction for candidates in the application process and at the same time, building a stronger employer brand.
Finally, we’re seeing leaders stepping back and asking, “How can technology, data and analytics inform our decision-making from a talent standpoint?” These leaders want more information around changes in roles; how the market is responding in their specific area; and how factors like the rise of the gig economy and the COVID-19 pandemic have influenced their prospective talent pools.
The right technology can really make the recruitment process feel even more personal and enhance an organisation’s employer brand. How can you make that happen?
It’s about more than the right technology; it’s about the right technology at the right time. Employers can make the greatest impact by targeting specific points in the candidate’s journey.
For example, we know that candidates want to feel a sense of control in the process, and they want to feel as though things are moving forward. That means employers need to keep candidates feeling engaged and empowered. So, the right technology intervention could be implementing a pre-screen that candidates can complete by text or adding an interview self-scheduling tool. These give candidates the ability to feel like they’re taking the next step in the process, rather than waiting to hear back from someone.
Employers should also evaluate specific tools to ensure they fit with their brand. For example, candidates applying to a technology company would expect the process to include more advanced technology, more automation and a more cutting-edge approach to the recruitment process. On the other hand, candidates for positions where the work is focused on manual tasks or face-to-face interactions may expect a different experience. It’s not one size fits all.
In the current market, talent acquisition teams need to move faster than ever to identify and secure talent. The days of long recruitment processes, multiple interviews and multiple steps are over.
Candidates have so many opportunities facing them today…and it’s not just different employers. Think about the impact of virtual work. It used to be that companies simply competed with other organisations in their area, but now, they compete for top talent with companies across the globe.
Add that to that the fact that many employers are reporting a record numbers of job openings and they can’t ramp up their internal teams fast enough to keep up with the number of requisitions they’ve got to fill. The right tools, and the right partner, can make the process easier and even provide them a competitive advantage.
Adding new technology to an established process can be scary. What advice do you have for talent leaders to help them gain buy-in in their organisations?
First off, I’d say, if there wasn’t any fear, I’d be surprised. It’s human nature. But that’s not a reason not to automate.
It starts with having a good, strong, proactive communication plan around the process—explaining what they’re doing and why they’re doing it. It should be transparent and easy to understand. The plan should clearly demonstrate the benefits for the team, and then, it’s important to gather feedback. There must be open lines of communication. It’s about letting people weigh in as you fine-tune the process. Finally, it’s great to recognise and celebrate the early adopters. We’ve seen a lot of success in highlighting the employees who engage and really embrace the change early on.
With internal buy-in, it’s tough, and you can’t underestimate the challenge. However, a good, solid plan executed by leadership goes a long way.
Are there any final thoughts you’d like to leave us with?
I want to put an exclamation point on something I said earlier about the importance of speed in the current talent market. I know the types of pressures that talent leaders are under right now. I don’t have a crystal ball to tell you how long it will last, but I can say that when you find the right partner, they can help you start this process in a way that feels manageable, and that can also help you prepare for whatever challenge lies ahead.
In our competitive labour market, many organisations are looking for support as they struggle to attract and hire the talent they need to remain productive and competitive. There are a lot of staffing service providers out there, and it can be difficult to understand which model best aligns with your recruitment goals to ensure you get the results you need. Two options that many organisations choose between are recruitment process outsourcing (RPO) or a traditional recruitment or staffing agency model.
So, what is the difference between a staffing agency and an RPO solutions provider? In this, article we’ll cover the major differences between RPO and direct-hire staffing agencies and how to know what’s best for your global talent acquisition programme.
RPO vs Staffing Agencies: Which Recruitment Model is Right for You?
Recruitment process outsourcing (RPO) is a type of business process outsourcing in which an employer transfers delivery of some or all portions of the recruitment process to an external service provider. RPO is a long-term partnership that helps you evolve your talent acquisition strategy to attract and retain high-quality talent to meet your business goals. Outsourcing through an RPO lets you scale up or down during high and low volume periods. RPO recruitment could cover everything from high-volume hiring to niche roles and can be regional or cover your global hiring requirements.
Staffing agencies focus on finding candidates for a specific vacancy. They can be a good option for when in-house teams need a bit of support, especially for low-volume recruitment or one-off staffing for roles. Some staffing agencies may also specialise in temporary, temp-to-hire or contract roles.
Main Differences Between RPO and Recruitment Agency Staffing Process
1. Partnership
Your RPO team acts as an extension of your in-house team and your strategic partner in creating a talent acquisition programme. RPO recruiters may sit on-site, work remotely, work offshore or a combination, and they’ll usually take on your company name and email domain in their communications. An RPO partner will come to understand your business deeply, which means they are best suited to help you evolve your talent acquisition programme to meet your needs now and scale into the future. By accumulating knowledge of your organisation over time, an RPO partner develops efficient processes and brings a strong, consistent representation of your employer brand to all the markets where you’re hiring.
Agency recruiters typically act as a finder—sourcing, pre-screening and introducing candidates to the client (often the hiring manager) who takes it from there. Agency recruiters keep their own company email and brand when interacting with candidates.
2. Staffing Process Improvements
An RPO partner will look at your current recruitment processes across all regions, identify efficiencies and make recommendations based on best practice. Not only does this reduce time-to-fill, but it also improves the candidate experience as candidates increasingly crave timely feedback and clear next steps. A process evaluation will also include your talent technology. Your RPO partner will assess for any gaps, make recommendations for new solutions and support the implementation process.
For a staffing agency, the hire-by-hire nature of their work means they’re often not looking for ways to improve your overall staffing processes.
3. Talent Pooling
One huge advantage of the long-term relationship you build with an RPO partner is taking advantage of their ability to create talent pools. Having a pool of active and passive candidates speeds up time-to-hire by giving you access to a pool of qualified candidates when a new vacancy opens.
Agencies focus on finding candidates for a specific vacancy. It tends to be a reactive model, in which they work from requisition to requisition. Agency recruiters maintain a pool of candidates, but these candidates are not necessarily found with your company in mind.
4. Quality of Hire
Both a staffing agency and RPO will vet candidates—including screening résumés or CVs and conducting initial screenings or first round interviews—before involving your hiring manager.
Leading RPO providers also offer talent assessment solutions to ensure you identify high-performing candidates with the right skills and experience for the role. An assessment solution includes the design and administration of the assessments, which is done in a bias-free way, so only the best, most diverse candidates pass to the interview stage.
With a staffing agency, you’ll use the assessments you already have in place. They generally won’t be responsible for administering them or advise on how to improve them.
5. Talent Advisory Consulting
RPO partners bring added value through their expertise in talent advisory, including employer branding, recruitment marketing, candidate communications, assessment services, labor market insights, workforce planning and talent acquisition strategy. These capabilities are vital for positioning your organization to efficiently attract, recruit and retain top talent in today’s competitive hiring landscape.
Staffing agencies usually post job ads and promote your vacancies under their own employer brand and use their own recruitment marketing tools and techniques. In addition, most lack the expertise to provide talent advisory consulting.
6. Technology Consulting
RPO partners increasingly offer tech consulting and can show you how emerging technologies like artificial intelligence, machine learning and predictive analytics can boost your ability to attract top talent. Some RPO providers offer some kind of recruitment technology component, whether it’s a propriety system or expertise in a variety of talent technology systems. They’ll be comfortable working with your existing systems and can consult on the right tools to help you meet your recruitment goals.
Agencies likely won’t offer technology consulting. Since many of these engagements are short-term in nature, most employers aren’t comfortable giving access to their recruitment technology, and these activities remain in the hands of in-house teams and hiring managers.
7. Reporting and Analytics
As a result of taking over your talent acquisition programme, your RPO partner will assume responsibility for your recruitment results. They’ll work with you to define metrics, KPIs and SLAs, and report on them quarterly. This could include time-to-hire, cost-per-hire, source-of-hire, candidate or hiring manager satisfaction and retention levels.
Forward-thinking RPO providers leverage tech-enabled dashboards that show open requisitions, time-in-step metrics and more. Plus, these interactive reports let you slice and dice the data by recruiter, location, role, candidate NPS, etc. You can also break down your DE&I metrics to understand more about your candidates and those who receive offers.
In addition, leading RPO partners are well-versed in labour market analytics which can help you understand the available talent pool in the locations in which you’re hiring and recommendations on how to adjust your strategy.
Agencies generally won’t supply reporting since their responsibility is to fill individual positions.
Blending RPO and Staffing Agencies with Total Workforce Solutions
While RPO offers many great benefits for permanent recruitment, it may still make sense to use staffing agencies in some cases, especially if you have a need for contingency workers. Moving to an RPO recruitment model doesn’t mean you have to give up agencies altogether. Many RPO providers offer total workforce solutions (TWS) that combine RPO and managed service provider (MSP) solutions.
In an MSP programme, your partner will take responsibility for sourcing and engaging your contingent workforce. They’ll also manage the programme administration, including supplying a Vendor Management System (VMS), reporting on contingent worker spend, managing agencies, invoicing, executing compliance checks and more.
Integrating talent acquisition for permanent and contingent workforces under one delivery team through TWS not only helps reduce your agency spend, but it also ensures a consistent experience throughout for hiring managers, HR, procurement, staffing suppliers and candidates alike.
Conclusion
RPO and recruitment agency models serve different needs. By understanding your recruitment objectives now and into the future, you’ll have a clearer understanding of which model is the right choice for your business. You may find that RPO is a perfect option, but that you’ll still engage with agencies for specialist skill sets, contingency workers or certain geographic locations. Total workforce solutions may offer you a holistic approach that combines RPO recruitment and management of your agencies and contingent workforce hiring.
