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Recruiter Intentions vs. Job Seeker Realities – By the Numbers 

 

Though 2024 is only about halfway over, I think most of us can agree that this year has been anything but predictable. Hiring is all over the place, with some sectors facing layoffs while others continue to staff. Even the monthly BLS jobs report offers little clarity amid the relative chaos. And that’s without getting into the other myriad factors impacting the recruiting landscape. 

Still, even without a pithy catchphrase to describe what’s happening (Great Resignation, anyone?), it’s evident that there are gaps between where employers stand and what job seekers experience. That’s what the 2024 Employ Job Seeker Nation Report sought to uncover by surveying more than 1,500 U.S. workers in April. Here’s a look at some of what these folks had to say: 

  • They’re keeping the door open. While 79 percent of workers are satisfied with their current jobs, some 86 percent would entertain other opportunities, with 46 percent eager to see what’s next. 
  • They’re starting with what they know. Though 4 in 10 workers indicated they are seeking new employment, the majority (58 percent) have looked for a new position within their current company. 
  • They’re after more than just money. Higher compensation is a factor in looking for a new job, but it’s not the only one. Career advancement, greater flexibility or remote work, better company leadership, better company culture and a change in location are also top of mind.
  • They’re confident in their candidacy. Half of active candidates believe that finding a job in this current market is easy, with 56 percent saying that today’s job market favors candidates. Collectively, about two-thirds of respondents think it will take them less than three months to find a new job. 
  • They do have some concerns. Year over year, workers’ concerns about layoffs increased by six percentage points to 40 percent in 2024. At the same time, concerns about their employer’s financial future also rose four points to 38 percent. 

But what does it all mean? Our team’s analysis shows that while workers understand the complexities of the labor market, their stress levels are a strong motivator for wanting to find a new job. That means no matter what’s happening externally, if a worker is unhappy, they will seek other opportunities. 

Recognizing this, employers need to keep hiring practices attuned to job seekers, whether they have one position open or one hundred. And when it comes to the candidate experience, U.S. workers have plenty of opinions, including: 

    • Speed rules. More than three-quarters (78 percent) of workers expect the job application to take less than 30 minutes. Nearly 45 percent believe the job application process should take less than 15 minutes. 
    • Keep it simple. Given that speed is a factor, it’s no surprise that job seekers aren’t interested in complexity. Requirements such as reentering the information from their resume, joining a talent network, registering to apply or having to create a talent profile are all deal breakers for candidates who said they would abandon their application.  
    • Room for improvement. Asked if there was something that employers should focus on less during hiring, roughly half pointed to social media reviews, 41 percent said gaps in resumes and 35 percent pointed right back to the length of the process. 
    • Expires by. When it comes to communication, more is more with job seekers. Some 52 percent expect to hear back from a recruiter within 1 to 3 days, while another 31 percent expect to hear back in less than a week. Likewise, if not selected for a job, 40 percent of candidates expect to hear back in 1 to 3 days, while again, 31 percent expect to hear back in less than a week. 
    • All the right reasons. Regarding positive experiences, over half of those surveyed cited great communication, an easy application process and easy-to-schedule interviews as their top reasons. 

So, where do we go from here? Without psychic powers, it’s tough to say what the hiring landscape will look like six months or even six weeks from now. That said, U.S. workers have clearly demonstrated what’s important to them as employees and job seekers. By considering their preferences, it becomes possible to build hiring processes that account for the needs of the company as well as the candidate. In practice, that means relying on technology to develop processes that favor expediency without compromising care and communication along the way. And that’s true for all companies of all sizes and all candidates at all stages of their careers, regardless of where the market stands.  

AI-Powered Recruiting: How to Avoid These Common Mistakes in Programmatic Job Advertising

 

Technology has radically transformed talent acquisition strategies, enabling recruiters to source with greater speed, precision and cost-effectiveness. One of the key elements of modern talent sourcing is programmatic job advertising – a term ported over from the marketing realm – which automates the job ad buying process and offers HR teams data-driven decision-making and real-time adjustments. As the recruitment landscape becomes more performance-driven and transparent, programmatic job advertising is increasing in popularity and utility. 

How Programmatic Job Advertising Works

Prior to programmatic job advertising in the pay-to-post era, recruiters were required to manually post job sites to individual job boards – a time-consuming and inefficient process. Programmatic job advertising reduces the complexity of manually uploading job listings to career sites by leveraging a consolidated platform to manage your advertising spend. Your selected programmatic vendor will use AI, predictive analytics, job-seeker information, and other historical data so that your jobs are automatically distributed to the career sites containing your target audience. Performance is then monitored and adjusted in real-time, ensuring recruiting goals are achieved. 

In an ideal world, programmatic job advertising gets your open positions in front of the right candidate, at just the right time and in the most cost-effective way. And while programmatic job advertising offers employers one of the best returns on investment when it comes to job posting, it must still be managed closely, as overall performance depends on candidate quality and conversion. And it should be leveraged as part of a holistic recruiting strategy that also educates potential job seekers about your employer brand.

Whether you are already using programmatic job advertising as one of your talent acquisition strategies, or are thinking of getting started, here are four common mistakes and how to avoid them. 

  • Automatic does not mean autopilot. Although programmatic job advertising automates many of the once manual tasks associated with job advertising across many different sites, it still requires oversight, especially for employers with many open positions. Constant oversight is necessary to make sure the budget is being allocated across the various positions optimally so that certain job ads are not using up the budget faster than others. In addition, talent acquisition teams are always juggling constantly changing internal factors when it comes to which roles or categories take top priority. The only way to make sure the programmatic campaigns and budget are being allocated accordingly is manual intervention and adjustment. Constant campaign oversight is critical for employers to get the most ROI for their programmatic job ad spend. 
  • Bots are a costly problem for job postings, even in programmatic. Bots continue to plague the wider programmatic display advertising industry as a whole but due to the volume of ads, technology vendors have emerged to help advertisers identify and prevent fraudulent traffic from being counted as clicks and eating up ad spend. For job advertising, it is up to the job sites and programmatic job advertising platforms to audit campaigns regularly and filter out bot traffic. Employers should select a programmatic vendor that takes action against bot traffic, otherwise they will be throwing their ad spend to the wind.
  • Tracking conversion in applicant tracking systems (ATS). For many HR departments, data arrives too late, sometimes even after a role has been filled. In the pay-to-post era this was not as important, but in programmatic, conversion data is critical to optimizing campaigns. The goal is not to obtain as many clicks as possible, but rather to attract the right quantity and quality of completed applicants. Employers need to ensure that proper conversion tracking is set up in the process to monitor conversion flows properly. Companies like The Muse leverage direct apply technology and include conversion tracking. So even if the employer has difficulty accessing internal hiring data in a timely manner to drive campaign strategies, the programmatic vendor can optimize campaigns on their side to provide the most ROI for the employer. 
  • Programmatic strategies may surface jobs without employer brand context. In the pay-to-post era, employers usually posted jobs on a handful of sites, making it easier for them to also promote their employer brand at the same point of interaction with a candidate. In programmatic job advertising, that may not always be the case as job seekers may land on the job description from Google or a plethora of any type of job board. Hiring strategies that weave culture and values into the job descriptions, whether through storytelling narrative or embedded employee testimonial videos, will see a boost in applicant conversion and even applicant quality while adding that human touch to a mostly robotic process. 

Ultimately, programmatic job advertising is an incredibly powerful and cost-effective tool for HR leaders to source talent, yet it should be deployed as part of a wider recruitment marketing strategy that also takes into consideration your employer brand. Asking the right questions up front with your programmatic technology vendor will ensure you’re navigating common pitfalls and solving for potential issues before they arise. 

Monster and CareerBuilder Join Forces to Challenge Job Board Giants

In a surprising move that’s set to shake up the online recruitment industry, two pioneering U.S.-based job board companies, Monster and CareerBuilder, have announced their intention to combine operations.

This strategic merger aims to create a formidable entity capable of challenging current market leaders Indeed and ZipRecruiter.

The news was jointly announced by Randstad, the Netherlands-based staffing giant and parent company of Monster, and Apollo Global Management, the private equity firm that owns CareerBuilder.

Under the terms of the agreement, Apollo will become the controlling shareholder, effectively signaling Randstad’s exit from the job board business.

A New Chapter for Two Industry Veterans

Both Monster and CareerBuilder have rich histories in the online recruitment space.

Monster, founded in 1994 as TheMonsterBoard.com, was one of the first job boards globally and quickly rose to prominence.

CareerBuilder, established in 1995 as NetStart before rebranding in 1998, later overtook Monster as the leading recruitment site in the U.S. during the 2000s.

However, both companies have faced challenges in recent years, losing market share to newer players like Indeed and ZipRecruiter.

This merger represents an opportunity for these former industry leaders to pool their resources and expertise in an attempt to regain their competitive edge.

Consolidating for Strength

While the combined traffic of Monster and CareerBuilder still falls short of market leader ZipRecruiter’s 46 million monthly visits, the merger is expected to solidify their position as the third-largest job board in the U.S., surpassing aggregator Talent.com.

Scott Gutz, CEO of Monster, expressed optimism about the merger, stating, “Through the combination of Monster and CareerBuilder, we bring together two trusted brands and best-in-class solutions to create a stronger job board for our talent and employers.”

Jeff Furman, CEO of CareerBuilder, echoed this sentiment, adding, “We are thrilled to make this announcement; bringing together two industry leaders to create a force in the market.”

Looking Ahead

The transaction is expected to be completed in the third quarter of 2024, subject to customary regulatory approvals. While many details remain to be ironed out, including potential branding decisions and integration plans, the combined entity will be led by senior executives from both companies. As the job market continues to evolve, particularly in the wake of technological advancements and changing work paradigms, this merger represents a significant development in the recruitment industry. It remains to be seen how this new entity will innovate to meet the needs of both job seekers and employers in an increasingly competitive landscape.

 

Is Inclusion the Solution to Employee Burnout?

 

Greetings, corporate warriors! Today, we embark on a journey through the labyrinthine corridors of corporate America, armed with our wits and a burning question: Is inclusion the antidote to the all-too-common affliction of employee burnout? 

Burnout is as ubiquitous in corporate America as poorly made coffee and endless Zoom calls. 

We’ve all seen it—employees with glazed eyes, drained of enthusiasm, staggering through the workday like extras in a zombie movie. It’s a productivity parasite, sucking the life out of your best talent and leaving behind a husk of what once was a vibrant, innovative workforce.

Enter inclusion, stage right. Can it really be the silver bullet to the burnout beast?

The Case for Inclusion

Inclusion is not just about ticking boxes or crafting a perfectly diverse company photo for the annual report. It’s about creating a workplace where everyone feels valued, heard, and empowered to bring their authentic selves to the table. The Boston Consulting Group (BCG) offers some compelling insights.

The Four Keys to Inclusion

According to BCG, there are four critical pillars to building an inclusive environment:

  1. Leadership Commitment: Leaders need to walk the talk. It’s not enough to preach inclusion; they must embody it. Think of it as the difference between a CEO who sends out an email about Mental Health Awareness Month and one who actively encourages mental health days and sets boundaries for work hours. The latter is a leader who understands that their actions set the tone for the entire organization.
  2. Employee Engagement: Engagement is the secret sauce. It’s not about just having a seat at the table; it’s about having a voice that’s heard. Companies need to foster an environment where feedback flows freely and is acted upon. It’s like running a well-oiled machine where every cog, big or small, plays a crucial role.
  3. Culture of Belonging: Belonging is inclusion’s twin sibling. It’s the feeling that your presence matters and that your unique contributions are recognized. Imagine a workplace where everyone from the janitor to the CTO feels a sense of ownership and pride in their work. That’s the culture you’re aiming for.
  4. Inclusive Policies and Practices: Policies need to back up the rhetoric. This means fair hiring practices, equitable pay, and zero tolerance for discrimination. It’s the foundation upon which a truly inclusive workplace is built.

Inclusion and Burnout: The Connection

So, how does all this inclusion jazz combat burnout? Let’s break it down.

  1. Reduced Stress Levels: An inclusive environment can significantly reduce stress. When employees feel valued and respected, they’re less likely to experience the chronic stress that leads to burnout. It’s like a pressure valve that releases tension, making the workplace more bearable.
  2. Enhanced Engagement: Engagement is a burnout buffer. Employees who are engaged are more likely to find meaning and satisfaction in their work. They’re invested, they care, and they’re less likely to burn out because they see the value in what they do.
  3. Better Work-Life Balance: Inclusive workplaces often promote better work-life balance. They recognize that employees have lives outside of work and respect those boundaries. This holistic approach to employee well-being can prevent the relentless grind that leads to burnout.
  4. Increased Resilience: An inclusive environment fosters resilience. Employees who feel supported and valued are better equipped to handle setbacks and challenges. They’re more likely to bounce back from adversity and less likely to succumb to burnout.

The Proof is in the Pudding

Research backs up these claims. BCG found that companies with high levels of inclusion see a 17% increase in engagement and a 27% improvement in performance. Furthermore, employees in inclusive workplaces are 3.5 times more likely to contribute to their full innovative potential. These numbers aren’t just corporate jargon; they’re a testament to the power of inclusion.

But let’s play devil’s advocate for a moment. Inclusion is no magic bullet. It’s a crucial component, but it’s not the entire solution. Burnout is a multifaceted problem that requires a multifaceted approach. Companies must also address workload management, provide mental health support, and foster a culture that promotes overall well-being.

Solving The Puzzle

So, is inclusion the solution to employee burnout? It’s a significant part of the puzzle, but it’s not the whole picture. Think of it as the foundation upon which other burnout-prevention strategies are built. Without inclusion, you’re building on shaky ground. But with it, you’re setting yourself up for a more engaged, resilient, and ultimately happier workforce.

As we navigate the future of work, let’s remember that inclusion isn’t just a nice-to-have; it’s a must-have. It’s the bedrock of a thriving, dynamic workplace. And who knows, maybe it’s the secret ingredient to finally making those Monday mornings just a tad more bearable.

Until next time, keep striving, keep thriving, and remember: a truly inclusive workplace isn’t just good business—it’s a revolution.

LinkedIn Takes Aim At Recruiting Agency-land

 

LinkedIn’s guidelines for third-party job postings are a masterclass in how the platform is using “authenticity” as a weapon to further monetize the relationship between a bevy of ATSs and the XML feeds of thousands of Recruiting Agencies that rely on “free” postings to engage with active applicants. In short, recent changes to protect the network should be a moment to pause and reflect for recruiting agencies or Agencyland. Under the auspices of the new August 2024 requirements, stricter visibility rules for third-party jobs kick in. While LinkedIn’s audits are intended to ensure compliance, non-adherence means your listings might get the boot.

While transparency, quality, and user protection are non-negotiables for LinkedIn, the specification of two particular conditions activated my Spidey-sense:

  • The company name must accurately represent the employer as on the source listing of the job and must not hide the employer name (for example, jobs with employer name of “Confidential” are not permitted).
  • Beginning in August 2024, certain third-party jobs may no longer be visible on LinkedIn when they are ingested as Basic Jobs or Limited Listings from third-party sources such as applicant tracking systems (ATSs) and job boards. These limits are designed to prevent abuse, improve product quality, and increase transparency while ensuring that job seekers have access to the best possible opportunities. Please note that LinkedIn reserves the right to require promotion of jobs.

Since these jobs will face stricter visibility rules to ensure higher transparency and quality, Agencies must ensure their listings are genuine, complete, and not duplicated. Non-compliance could lead to their job postings being removed. This means third-party Agencies will need to be more diligent about the accuracy and integrity of their job ads to avoid penalties.

Let’s not ignore how they throw Recruiting Agencies under the bus.

With new, tighter rules, this means Agencies will have to jump through more hoops, ensuring every job post is pristine—no fakes, no duplicates, and detailed to the bone. Sounds great, right?

Wrong. This move is a double-edged sword.

Recruiting Agencies are pivotal in bridging the gap between talent and employers, especially in niche markets. By imposing stricter controls, LinkedIn risks stifling the very intermediaries that fuel the job market’s dynamism. Agencies will now need to invest more in compliance, which means higher costs and more red tape. Smaller Agencies might struggle to keep up, leading to reduced competition and innovation in the recruitment sector.

Moreover, the threat of having their listings removed for non-compliance adds a layer of unpredictability and risk. Instead of fostering an open and competitive market, LinkedIn’s guidelines might inadvertently favor larger Agencies that can absorb these changes, further consolidating their power; this environment of constant vigilance and the potential for penalties disproportionately affects smaller Agencies that lack the resources to maintain rigorous compliance protocols.

In contrast, larger Agencies, with more substantial compliance teams and budgets, can more easily absorb these regulatory changes. This dynamic inadvertently strengthens their market position, reducing competition and innovation. Instead of fostering a diverse and competitive market, LinkedIn’s guidelines could consolidate power within a few dominant players, undermining the ecosystem’s health and diversity.

Another carveout that scares the hell out of me:

Further, LinkedIn reserves the right to remove partners and immediately terminate the Basic Jobs contract for any third-party job site that fails to adhere to these guidelines after one warning and/or generates an excessive number of member complaints.

LinkedIn’s policy of terminating contracts with third-party job sites after one warning or excessive complaints is a classic case of corporate overreach. This carveout creates a high-stakes game of compliance, where Agencies constantly fear the hatchet.

One slip-up or a few disgruntled members, and it’s game over. This environment disproportionately hurts smaller Agencies that can’t afford to tread water in this high-risk pool, effectively handing more power to the big players who can.

Does this mean that more Agencies and ATS’s will be corralled into more costly job-posting packages? Candidly, I don’t know, but if history and the changes to the inMail policy nearly a decade ago are any indication, then I’d say that LinkedIn is looking for new ways to monetize.

What’s next: LinkedIn’s version of Blind or Glassdoor?

In retrospect, LinkedIn’s execution, or extortion, leaves much to be desired. Job seekers might find a cleaner interface, but at the cost of a potentially less dynamic job market. It’s a classic case of good intentions, poor implementation.

Linkedin Guideline Job Postings Article Here

Bullhorn Accelerates AI Strategy with Acquisition of Textkernel

In a significant move to bolster its AI capabilities, Bullhorn, the global leader in software for the staffing and recruitment industry, has announced the acquisition of Textkernel. This strategic acquisition is set to revolutionize the way organizations source talent in today’s competitive landscape.

Addressing Talent Shortages with AI

The staffing industry, which has grown to over $600 billion in revenue globally, faces ongoing challenges with talent and job shortages. In his keynote at Engage Boston 2024, Bullhorn CEO Art Papas emphasized the need for a S.E.A. (Specific, Enormous, Actionable) of data to fully harness the potential of AI. This is where Textkernel’s industry-leading parsing and matching technologies come into play.

Textkernel’s parsing technology, renowned for its precision, will be instrumental in accelerating Bullhorn’s AI strategy. Their matching technology is trusted by some of the largest enterprises globally, both within staffing and talent acquisition sectors. Furthermore, Textkernel’s Labor Market Insights solution enhances agency business development and growth strategies, crucial in the current job-short market.

“The combination of Textkernel and Bullhorn will substantially help organizations solve their talent-sourcing challenges and win new business,” said Matt Fischer, President and COO at Bullhorn. “This acquisition significantly accelerates our AI strategy and unlocks the next chapter of solutions we can offer customers.”

Strategic Focus on Sourcing AI

Sourcing AI remains a strategic focus for Bullhorn. With the staffing industry expected to experience accelerated growth in 2024, this acquisition represents a massive leap forward in AI integration. The recent Vision for Innovation at Engage Boston 2024 highlighted Sourcing AI as a primary investment area for Bullhorn.

“We are truly excited to embark on this journey with Textkernel,” said Fisher. “We congratulate CEO Gerard Mulder, COO Guus Meijer, and the entire leadership team at Textkernel and welcome them to the Bullhorn family. This acquisition is a significant step forward for us, and we are committed to maximizing its potential to benefit our customers.”

A Game-Changer for the Staffing Industry

Bullhorn is backed by lead investor Stone Point Capital, Insight Partners, and Genstar, while Textkernel is supported by Main Capital Partners. Textkernel’s state-of-the-art technologies power 2,000 global customers, including 8 of the top 10 staffing firms and multiple Fortune 500 companies.

With this acquisition, Bullhorn aims to harness AI’s full potential to assist organizations in navigating talent shortages. The merging of Bullhorn and Textkernel sets the stage for impactful solutions that will advance AI in the talent-sourcing landscape.

For more details about the announcement, visit Bullhorn’s official release.

2024 Nurse Salary and Work Insights for Talent Acquisition

 

For TA and recruiting, the Nurse.com 2024 Nurse Salary and Work-Life Report provides invaluable insights into the current landscape of nurse compensation, benefits, and workplace dynamics. This comprehensive report provides data-driven intelligence to develop competitive compensation packages, tailor benefits offerings to meet nurses’ evolving needs, and address critical issues impacting job satisfaction and retention

Summary findings

The report highlights several key findings that are crucial for talent acquisition professionals to understand:

  • RN salaries increased by 2.6%, with a median of $80,000, while APRN salaries dropped 4.4% to $117,300, possibly due to a younger respondent pool.
  • The gender pay gap for RNs has narrowed but persists, with male RNs earning a median of $85,000 compared to $80,000 for female RNs.
  • 64% of nurses experienced verbal abuse, and 39% faced intimidation from patients or family members, underscoring the need for improved workplace safety.
  • 17% of nurses said work had a negative effect on their mental health, with younger nurses more likely to report burnout, ethical dilemmas, and compassion fatigue.
  • 23% of nurses are considering leaving the profession, emphasizing the importance of addressing job satisfaction and workplace issues.

Detailed Findings

Salary Trends

  • The median LPN/LVN salary saw a significant 21% increase to $58,000.
  • 40% of nurses who earned certification reported a salary increase.
  • The gender pay gap for RNs has narrowed, but male APRNs/ARNPs earned a median salary $14,500 higher than their female counterparts.

Education and Certification

  • 37% of nurses across all licensures plan to pursue a degree, and 42% of LPNs/LVNs, 51% of RNs, and 68% of APRNs/ARNPs intend to pursue certification.
  • Education can lead to higher salaries, with LPNs/LVNs reporting a $13,482 increase, RNs a $10,000 increase, and APRNs/ARNPs a $40,000 increase after earning certification.

Workplace Violence and Mental Health

  • 31% of nurses were subjected to verbal abuse by colleagues.
  • Younger nurses were more likely to report burnout, ethical dilemmas, compassion fatigue, and concerns about nursing’s effects on their physical and mental health.
  • Top negative factors included dissatisfaction with salary policies, lack of leadership, unmanageable workloads, and unequal work-life balance.

Job Satisfaction and Retention

  • 81% of nurses rated regular merit increases as most important for job satisfaction.
  • Dissatisfaction with management (25%) and better pay (24%) were the top reasons for leaving the last position.
  • Higher pay, flexible scheduling, and better work-life balance were the top motivators to stay in nursing.

Desired Benefits

  • The most desired benefits included bonuses (35%), malpractice insurance (18%), flexible scheduling (18%), and reimbursed continuing education (15%).
  • 59% of nurses wanted fitness stipends, and 41% desired free or reduced-cost mental health counseling services.

In summary, the report underscores the need for competitive compensation, educational opportunities, workplace safety measures, mental health support, and addressing job satisfaction to attract and retain nurses in today’s challenging healthcare environment.

Key demographic differences compared to the 2022 survey:

Younger respondent pool:

  • The median age of nurse respondents was 47 in 2024, down from 53 in 2022.
  • This aligns with data from the National Council of State Boards of Nursing showing the median age of nurses decreased from 52 in 2020 to 47 in 2022.

Higher proportion of LPNs/LVNs:

  • 24% of respondents were LPNs/LVNs in 2024, compared to only 8.3% in 2022.
  • This likely contributed to the lower overall median salary of $73,000 in 2024 versus $78,000 in 2022.

Consistent gender representation:

  • 10% of nurses across all licensures identified as male in both the 2024 and 2022 surveys.
  • However, a higher proportion of male nurses (6%) held an APRN/ARNP license in 2024 compared to female nurses (4%).

Racial/ethnic diversity:

  • The percentage of nurses identifying as white (73%) was similar to U.S. Census data (75.5%) in 2024.
  • However, some racial/ethnic groups like Black or African American (11%) and Hispanic/Latinx (7%) were underrepresented compared to their U.S. population proportions of 13.6% and 19.1%, respectively.

In summary, the 2024 survey had a younger respondent pool with a higher percentage of LPNs/LVNs, which likely impacted the overall salary findings, while maintaining consistent gender representation but revealing some underrepresentation of certain racial/ethnic groups compared to national demographics.

Citations: [1]

Best Practices and Mistakes When Buying an ATS

 

… Explained in <3 Minutes!  

Pressed for time? Here are the best practices to keep in mind when buying an ATS, right alongside the most common mistakes and how to avoid them. To make them easier, I’ll explain them as a list of do’s and don’ts.

Do Ask for a Proper Budget 

An Applicant Tracking System can have a tremendous impact on your hiring efforts, from saving thousands of hours to decreasing time-to-hire and making sure you snatch the best candidates. All this translates into dollars saved. Hence, it’s 100% sensible to make the case to your finance department that this will be indeed a good investment and secure the best possible budget you can. While there are good free ATS options out there, they’re mostly for smaller teams with minimal hiring needs. 

Do Think Long Term

If you make the right choice, you and your team will be using this tool for years to come. Give yourself time to research and demo several vendors until you feel comfortable. This can be a long process, but if you pick the wrong tool and have to migrate to another one in a few months or a year, it can be way more expensive.

Do Secure Internal Buy-In

Tied to the point above, it’s essential to get buy-in from key stakeholders before buying an ATS. Without internal support, you might face resistance from your team, hindering system implementation. Engage with department heads and managers to ensure everyone understands the benefits and is on board.

Don’t Settle for Just an ATS 

Gone are the days when an ATS would just keep track of candidates down a pipeline and help you schedule interviews and take notes. Explore integrated solutions that offer additional functionalities such as onboarding, performance management, and HR analytics. Investing in a comprehensive HR software suite can provide greater efficiency and scalability as your organization grows.

Don’t Overlook User Experience

While features and functionalities are important, don’t underestimate the significance of user experience. Opt for an ATS that offers an intuitive interface and seamless navigation, ensuring that all users, from recruiters to hiring managers, can easily adopt and utilize the system. Ask for a free trial; you can click and explore and request in-depth demos to evaluate the user-friendliness of different platforms before making your decision.

Don’t Neglect Support and Training

Even the most user-friendly ATS may require some learning curve for optimal use. Prioritize vendors that offer comprehensive training programs and ongoing support to assist your team during implementation and beyond. This ensures that you can maximize the benefits of your ATS investment and address any challenges or questions that arise along the way.
There you have it! Even if you could only spare a couple of minutes, you’re now ready to look at vendors and book demos with the ones that seem like a good fit for your needs.

As a next step, check out our selection of the best ATS vendors out there. If you’re in the US and are looking for a more personalized assessment, you can book a free 1:1 consultation with an HR tech advisor here.

Survey Finds 86% of Workers Fear Human Resources

Alarming Statistics

The MyPerfectResume survey unearths troubling statistics that underscore the pervasive fear and reluctance employees feel towards HR departments.

A staggering 86% of respondents admitted to fearing HR, while 85% hesitated to approach HR professionals to discuss work-related issues. Such numbers highlight an urgent need for transformation within HR practices.

Top Causes of Employee Reluctance

A deeper dive into the causes reveals multiple factors contributing to this distrust:

  • Lack of confidentiality – 37%
  • Perceived ineffectiveness of HR – 37%
  • Lack of approachability of HR workers – 37%
  • Fear of repercussion – 31%
  • Preference to solve the issue on their own or with a manager’s help – 31%
  • Uncertainty about HR’s response – 20%

These factors indicate systemic problems that HR departments must address to foster a supportive environment.

Expert Insight

According to Jasmine Escalera, career expert at MyPerfectResume, HR professionals play a crucial role in shaping company culture, retention, and employee morale. She emphasizes the urgent necessity for HR departments to collect employee feedback and reevaluate their methodologies:

“If workers don’t feel comfortable reaching out to HR, those professionals can’t be effective in their role, and this can lead to a wide range of problems within the organization,” said Escalera.

Common Negative Perceptions of HR Departments

The survey further reveals widespread negative perceptions of HR:

  • 71% think that HR tends to be too involved in office politics.
  • 68% believe that HR focuses on procedures rather than people.
  • 67% agree it’s hard to get a timely answer from HR.

Such perceptions critically undermine the trust and functionality of HR departments.

Real-World Impacts

The real-world implications of these perceptions are stark:

  • 90% of workers felt that an issue reported to HR wasn’t adequately addressed.
  • 47% experienced HR not resolving an issue once.
  • 43% felt their concerns weren’t adequately addressed by HR multiple times.

These statistics reveal a significant gap between employee expectations and HR’s delivery, necessitating immediate action.

Recommendations for HR Professionals

To bridge this gap and rebuild trust, HR departments must implement strategic changes:

Build Trust

To overcome the trust deficit, HR professionals should:

  • Ensure strict confidentiality in all employee interactions.
  • Communicate transparently about how issues will be handled.
  • Make themselves more approachable and available.

Enhance Effectiveness

HR departments must:

  • Focus on resolving issues efficiently and follow up with employees to ensure satisfaction.
  • Streamline processes to provide quicker responses.
  • Prioritize people over procedures, showing genuine concern for employee well-being.

Foster a Positive Culture

HR should:

  • Engage in regular feedback loops with employees to understand their needs and concerns.
  • Actively work on reducing involvement in office politics.
  • Promote a collaborative environment where employees feel safe to voice their issues.

Moving Forward

The findings from MyPerfectResume’s HR Perception Report reveal a clear need for HR departments to evolve. By addressing the core issues of trust, effectiveness, and approachability, HR can transform from a feared entity to a supportive partner in the workplace. The future of successful HR operations hinges on a proactive and empathetic approach, ensuring a positive and productive work environment for all employees.

The Holistic Candidate Evaluation: Going Beyond the Resume

Let’s get real for a minute—lying on resumes is more common than you might think. 

A whopping 70% of workers admit to fudging the truth on their CVs, and 37% do it frequently. It’s a bold move, but let’s face it, in the cutthroat world of job hunting, some folks feel like an embellishment is their ticket to landing that dream job. 

From an employer’s perspective, the truth is invaluable because it builds a foundation of trust and integrity. When candidates are honest about their skills and experiences, it allows accurately assess their fit for the role and the company culture. This honesty leads to better hiring decisions, reducing turnover and fostering a more reliable and cohesive work environment. 

Ultimately, employees who start their journey honestly are more likely to contribute positively and grow with the company, making the truth their best asset in the long run.

Hence, in today’s competitive job market, finding the right candidate requires more than just looking at a resume. Companies must adopt a holistic approach to candidate evaluation to ensure hiring individuals who possess the necessary technical skills and align with the company’s culture and values. 

But there is no one way to test candidates’ fit in an organization. They should try various permutations and combinations of the judging candidates to make it holistic and suitable for the organization’s needs. 

Before assessing a candidate, the thorough preparation of the ideal candidate profile is a must. Let us see how to do it.

Preparation: Defining the Ideal Candidate Profile

Before you even start reviewing applications, it’s crucial to define what your ideal candidate looks like. This profile should include:

– Technical Skills: Specific expertise and knowledge required for the role.

– Soft Skills: Communication, teamwork, and problem-solving abilities.

– Experience: Relevant industry experience and past achievements.

– Cultural Fit: Alignment with company values, work style, and team dynamics.

Having a clear benchmark ensures consistency and focus throughout the evaluation process.

Assessment Techniques: A Multifaceted Approach

1.Resume and Cover Letter Review

Beyond checking for relevant skills and experience, pay attention to the candidate’s communication style and enthusiasm. According to a CareerBuilder survey, 45% of employers say they are less likely to interview a candidate if they don’t include a cover letter, and 30% find it a significant factor in hiring decisions. A well-crafted cover letter can reveal a candidate’s motivation and attention to detail.

2. Skill Assessments

 Implement job-specific tests or simulations to evaluate technical proficiency. According to the latest data from the Society for Human Resource Management (SHRM), 82% of companies use some form of skill assessment during the hiring process, underscoring its importance in verifying technical capabilities. Also, companies that use skill assessments report a 24% higher quality of hire, highlighting the effectiveness of this method.

3. Behavioral Interviewing

 Use structured questions that explore past experiences. This method helps understand how candidates have handled real-world situations, their problem-solving approaches, and their ability to work in a team. For instance, asking, “Can you describe a time when you had to resolve a conflict within your team?” can provide insights into their interpersonal skills and conflict resolution abilities. 

4. Culture Fit Assessment

Include questions about company values, preferred work style, and team dynamics. This step is vital as a poor cultural fit can lead to decreased job satisfaction and higher turnover rates. According to a study by the Harvard Business Review, up to 80% of employee turnover is due to poor hiring decisions related to cultural fit. Additionally, companies with established cultures see a 4x increase in revenue growth.

5. Work Sample Tests

Provide tasks or projects that mimic the job’s requirements. This practical assessment can be one of the most accurate predictors of job performance as candidates demonstrate their skills in a real-world context. 

6. Reference Checks

Contact previous employers or supervisors to verify the candidate’s work history, skills, and performance. A report from CareerBuilder indicates that 70% of employers have changed their minds about a candidate after speaking to their references, highlighting the importance of this step. Furthermore, thorough reference checks can reduce the risk of hiring errors that cost companies up to 30% of an employee’s annual salary, according to the U.S. Department of Labor.

What Else to Consider for a Comprehensive Evaluation

Standardization

Use consistent evaluation criteria and rubrics for all candidates to ensure a fair and unbiased assessment. This approach mitigates unconscious bias and helps in making objective comparisons. 

Multiple Evaluators

Involve a diverse panel of interviewers from different departments to gain a well-rounded perspective on the candidate. This collaborative approach can uncover different strengths and potential red flags that a single evaluator might miss. 

Candidate Experience

Ensure a positive candidate experience with clear communication and timely updates. The Candidate Experience Report by the Talent Board shows that candidates who have a positive experience are 38% more likely to accept a job offer. Additionally, candidates with a negative experience are 60% less likely to be a customer in the future, indicating the broader impact of the hiring process on the company’s reputation.

Conclusion

Companies can build a comprehensive picture of each candidate by implementing these techniques. This holistic evaluation ensures hiring on a candidate’s overall suitability for the role and their potential to thrive within the company culture. Such a thorough process not only helps in finding the best talent but also in building a cohesive and effective team.

A holistic candidate evaluation approach is not just a best practice but a necessity in today’s dynamic business environment. Companies that invest time and resources into developing a robust evaluation process will see significant returns in employee performance, satisfaction, and retention. Embrace this comprehensive strategy to secure top talent and drive your organization toward success.

Human Resource Strategies for a Multigenerational Workforce: Navigating Generational Transitions

 

As Baby Boomers retire en masse and Gen Z disrupts the workplace as we know it, the modern workplace is undergoing a significant transformation. It is increasingly evident that companies must navigate these generational shifts with agility and foresight to maintain their competitive edge. With the impending exodus of Baby Boomer employees, retaining their wealth of experience and knowledge is also more critical than ever. To stay ahead of the game, businesses should explore strategies that can prolong the tenure of older workers while accommodating their evolving needs. From flexible retirement arrangements tailored to individual preferences to a comprehensive succession plan that bridges the generational gap, this is a pivotal moment for HR departments to lead the way in adapting to an evolving workforce.

A Compelling Case for Employee Retention

To mitigate the potential repercussions of simultaneous Baby Boomer retirements, companies should consider leveraging their deeply ingrained loyalty to encourage them to prolong their tenure. Retaining older employees can be instrumental in keeping their invaluable knowledge and experience inside the organization. One approach to encourage older employees to stay is to offer reduced working hours while still allowing them to contribute their expertise. This strategy especially appeals to those who want to extend their working years but also desire more leisure and flexibility in their retirement years.

However, a part-time retirement gig may look different for every worker. Joan in finance may prefer to work Tuesday-Thursday to make room for frequent long weekend trips, but Greg in communications may prefer to work five days a week in the evenings to help with grandchildren during the day. Communication is critical in making older employees feel valued and heard. Therefore, ask these employees about their needs and desires, listen intently, and create a tailor-made retention strategy for each worker. 

Now is also the time to focus on retaining Gen X employees, as retirement for many in this generation is only a decade away. They are the leaders and experts who are taking the reigns from the Baby Boomers, so keeping them engaged and committed is important to the success of your organization. Offering flexible work arrangements now will encourage your current Gen X employees to stay and attract others to your organization. Many Gen Xers are simultaneously caring for children and their parents. Others have significant interests outside of the workplace. 

Mastering Succession

As Baby Boomers leave the workforce, their experience, knowledge, and skills will depart with them too. To ensure a smooth transition without causing major disruptions, organizations must establish comprehensive succession plans that go beyond merely listing potential successors. This should not only focus on technical skills but also on leadership and decision-making capabilities. Preparing future leaders with valuable soft skills is essential for maintaining business continuity. 

One effective way to pass down knowledge is through mentorship programs. Encouraging retiring Baby Boomers to take on mentorship roles allows them to share their invaluable experience with younger generations, bridging the generation gap and fostering a culture of continuous learning. 

Mentorship programs can take many forms. Traditional one-on-one mentoring is effective for growing skills and capabilities for long-term career development for single individuals. Organizations should also consider using Baby Boomers for group mentoring by offering master classes in specific skills to share their knowledge with many employees at once. Flash mentoring can be used for short-term, focused mentoring in specific skills rather than longer-term career development.

Adapting Benefits for an Ever-Evolving Workforce

HR has a significant role in shaping an organization’s benefits and hiring strategies. With Baby Boomers exiting and more Generation Z employees entering the workforce, it is essential to adapt to the changing needs and expectations. Gathering feedback from your workforce to understand what benefits are important to them is essential. This includes flexibility, remote work options, and other factors that can attract and retain a younger workforce. Employee satisfaction, engagement and feelings of belonging are strongly influenced by the benefits package. Collaboration between HR and talent acquisition teams is crucial. Businesses need to ensure that they have the right tools to attract and engage younger workers as positions open up. This includes aligning recruitment strategies with the evolving expectations and values of the newer generations.

Conclusion

As the workforce continues to evolve with Generation Z’s entrance, Baby Boomers’ exit and Gen X’s rise to the C-suite, HR departments play a pivotal role in ensuring a seamless transition. By prioritizing succession planning, organizations can effectively adapt to these changing dynamics. The key lies in proactive HR strategies that not only meet the immediate needs of the workforce but also safeguard the long-term success of the company. Adapting to the changing workforce is not just a necessity; it’s an opportunity for growth and evolution

A Guide for TA Leaders: Employer Branding with Confidence:

 

Selecting the right employer branding partner is one of the most critical yet overlooked decisions a company can make. A great agency fit leads to better recruitment marketing, outreach and brand work that makes every part of the recruiting stack more effective for years to come. A bad agency fit leads to frustration, mediocre work, and a surprisingly high price tag.

And while you’d think it would be straightforward to pick a brand partner, the selection of an agency, consultant or company to build (or help you build) your employer brand is not an easy task. There are two core reasons.

First, it is very likely that you have never had to select an employer brand partner before.

Even seasoned TA, Marketing or HR leaders have been involved in only one or two selection cycles like this, so they, like you, don’t have a lot of experience to draw from. And when you don’t know what a good process looks or feels like, everything becomes more than just stressful. It becomes scary.

The stakes are real. A bad or poorly-aligned employer brand partner will cost you real money (and real political capital) yielding a fuzzy tagline that doesn’t achieve what you needed it to achieve. That’s the kind of “failed project” that can linger on your reputation at that company.

Second, almost nothing about employer branding is standardized.

If you asked ten employer brand practitioners, you’d find that they don’t agree on much. They have different approaches to solving different problems and different tool sets they prefer to use. Heck, you might even notice that they don’t all agree on what employer brand is and is for. It’s like two plumbers not agreeing on what a “pipe” was. And if these professionals can’t agree on much, how can you feel comfortable selecting the one that will help your company? 

I feel for you. I really do.

This guide is here to help you make sense of it all and feel like you made a smart decision. I want you to really understand your options, set proper expectations, and offer advice that will give you the confidence you need to make a great decision. Because a strong employer brand is a strategic asset that will ultimately help your company grow.

Problems that you might be having

Employer branding is something of a buzzword, which means that people who want to sound “in the know” like to throw it around a lot. They also treat it like magic pixie dust that can be spread over any recruiting problem to make it miraculously better.

Now, I’m a huge advocate for employer branding, but it isn’t magic, and it doesn’t solve all your problems. So let’s start by identifying problems you might be having that employer brand can help you solve.

Problem: You can’t attract the quality of talent that your hiring managers demand. The best candidates have choices in where they work, so they tend to select places where they understand the up-sides and down-sides of their choice. If you are having issues attracting quality talent, painting a more credible and attractive picture of the opportunity (i.e. employer branding) will certainly help.

Problem: Your company is becoming invisible to top talent as the job market gets more competitive, putting future growth at risk. If your company doesn’t make retail products, it can be difficult to attract talent to your open roles. If you are one of 1,000 companies offering sales associate, developer or operations roles, why would anyone click your job if they don’t recognize the company. A strong employer brand can build the positive associations to your company that will drive applications.

Problem: Recruiters are burning out and feel scattered. Recruiting is often a deeply individualized practice. And sometimes having each recruiter play “cowboys and cowgirls” out on their own with minimal oversight can lead to sloppy practices and recruiters working at cross-purposes. An employer brand creates focus so that your recruiters (and hiring managers) are all aligned on what makes your company unique and attractive.

Problem: You are dragging around a painful negative reputation. Glassdoor has built a business around making you feel every negative thought any of your people (or former people) have had about you. In a vacuum, those negative comments can be a real damper on your recruiting efforts. But with a strong employer brand providing the frame and context, those comments can be negated.

Problem: Your offer acceptance rate is dropping, forcing you to regularly “go back to square one.” There’s nothing more painful (or more expensive) than getting a candidate all the way to the offer stage only to drop out. That often happens because they don’t see the value of what your offering beyond the salary. A strong employer brand creates a consistent and credible case as to what the candidate can expect, leading to more “Yes!” 

Problem: Recruiting is taking longer and longer, leading to more and more dropouts. If it’s taking longer and longer to fill your requisitions, an employer brand attracts more candidates faster, and becomes the foundation for a strong pipeline strategy that means some interviewable candidates are already in your ATS before you even open the role. That makes a big impact on your time to fill rate.

Problem: It finally happened: You were told to “do more with less.” Talent acquisition leaders around the world are hearing this more and more. Leadership is pulling the plug on ballooning budgets that don’t seem to make a dent in your metrics. Rather than “running to stand still,” your leadership wants you to think about your challenges differently. And this is where employer brand shines. It makes every recruiter and every recruiting tactic demonstrably more effective, it aligns messaging to enable a centralized content strategy, it makes each message more credible, and it helps you focus on what matters most. 

As a strategic function, a strong employer brand can make a lot of impacts all around the company. But to talent acquisition, you can feel confident that an employer brand will be a great choice in developing your strategic solution. 

How to select an employer brand partner

As you’ll soon see, there are a lot of potential employer brand partners out there. And while they all “do employer branding,” they are very different from one another. 

To ensure you’re able to make the best choice for your company, to make sure you’re a great match, you’ll need to understand your needs and their capabilities and approaches.

Questions you need to answer of yourself before you get started

What 1-3 problems are you expecting an employer brand to solve for you? You’re not going through the process for fun. You are trying to solve a business problem. And while employer brand can impact a number of different issues your company might be facing, focus is important. As the saying goes, “The dog changing two rabbits catches none.” So focus on the core issue you want solved. You might also attempt to answer the related question, “When this is done, what does ‘success’ look like to you and the company?”

Who is “bought in” and who still needs to be sold on the idea? Employer brand isn’t equally understood or valued by talent acquisition, human resources, marketing, comms or leadership, so there’s a good chance that not everyone’s on board yet. This is especially true of the marketing/TA divide. For example, if you’re in TA, you need to have a conversation with marketing to ensure they understand the need and can offer the necessary support to the selected partner. 

Who is your competition? Hiring is a zero-sum game, as the person someone else hires can’t be hired by you, so you are always in a race against other companies. Focusing on 3-5 “typical” talent competitors will help you and your partner understand if you need to be better than three local companies or whatever’s left over of the FAANGs.

What’s the project scope? Are you looking for some internal brand support? A complete brand deliverable? Activation support (job posting copy, career site redesign, ongoing social media content, recruiter and hiring manager training, etc)? No need to spend $100 if you have a $2 problem.

Why now? From my point of view, all companies need employer brand support. So why are you looking now? What’s the “inciting incident” or new expectation you are living with that makes this an urgent need? 

Questions to ask of your prospective partners

When you say “employer brand,” what do you mean? As I mentioned, even pros disagree on what they see as what an employer brand is and what its purpose is. Depending on who you talk to, it is a visual identity (logo, tagline, etc), the recruitment marketing strategy, something that fills the top of the funnel by making you “more attractive,” the human face of the corporate brand, or the strategic position of your entire people function.

This isn’t about getting into a philosophical approach to the work, but if you’re talking to a company that thinks in terms of “visual identity” and you want to define what makes you a different employer, you can waste a lot of time talking past each other without realizing it.  

What is your approach to building the brand? There is no one right way to build a brand. Some companies take a positioning approach. Some companies love internal and external data. Some are about building a brand that won’t change for a decade, while some build something that gets you to the “next stage.” Again, there is no right or wrong answer here, but the approach determines the deliverable and the outcome.

What is the downside to that approach? This question isn’t about trying to make your prospective partner squirm, but about truly understanding the implications of their approach. Every approach has a downside, whether it is about how long it takes to deliver, how much work it will take to localize and activate, 

How are you different from X,Y, Z? Most employer brand partners have some way of providing “full support” for the brand (copy writers, designers, website developers, social media specialists, etc), whether it is in-house or via a network of freelancers and contractors they use on demand. So when you are trying to understand each partner’s strengths and weaknesses, it is helpful to see how they see themselves relative to others beyond being “full service.” Again, there is no right or wrong answer. You’re trying to fit the company that best aligns to your needs and situation.

Buying an EVP isn’t easy, but with proper prep and a little perspective, it’s something you can do with confidence. And if you are looking for an apples-to-apples comparison of 25 employer brand partners (in their own words), check out EVPBuyersGuide.com.

Keep your focus on what you’re trying to accomplish short and long term, and you’ll find the partner who fits you best.

Recruiting for Impact: Matching Candidates with Rewarding Career Opportunities

Many candidates perusing the job market are simply looking for a role that offers great benefits and allows them to pay the bills. However, for many folks, the right career is more than a high salary and good healthcare. They are looking for a position that allows them to truly make a difference while excelling in their chosen career path.

Recruiters are in a unique position where they can create a career-matching process that connects candidates with positions that change lives. For career paths that emphasize social impact and professional growth, the recruitment process must be refined accordingly. This article will explore the ways recruiters can optimize recruitment strategies to match candidates with positions that best suit their long-term goals, interests, and aspirations while allowing them to make change in their industry and community.

Refining Recruitment Strategies for Optimal Career Matching

When beginning the recruitment process for a role, it is crucial to understand the same practices will not work for every position. Refining these practices to find the best way to pair a candidate with a role that is personally fulfilling will lead to success for every party involved.

Changing the Interview Process

An innovative way to link companies with the perfect candidate is to offer some freedom and flexibility during the interview process. Some companies allow prospective employees to pick their own interview format, ideally during the final interview. This format can be through a personal presentation, a workshop, or another hands-on, creative pursuit so the hiring team can really understand how a candidate operates under the best conditions. This is also a great way for candidates to figure out if the company truly fits with their personality and working style.

Lifestyle Matching

Right off the bat, it is important to create a job listing that attracts the type of candidate who would benefit and perform well for the role you’re recruiting for. This means making it clear to candidates that this role will and does align with their current beliefs and lifestyle.

Emphasizing job culture is key – if a candidate does not fit the company culture, they will likely have a hard time finding success there, even if they are more than qualified for the position. Outline the environment and be specific – does the company emphasize diversity and inclusion? Are business practices rooted in sustainability? Is community outreach an essential tenet of business practices? These are important items that directly affect an individual’s lifestyle and can really make or break the success of a team member down the road.

It can also be helpful to detail what the company does to make a positive environmental or social impact. Mention how the business is making an effort to be fully carbon neutral or if a portion of annual profits are donated to certain organizations. It is even better if you can describe how a candidate can grow within the company to have a more direct influence on these efforts while elevating their career at the same time.

Upgrading the Employee Onboarding Process

The onboarding process can have a profound effect on new employee feelings of fulfillment and their chances of success. To overcome challenges in the onboarding process, new employees should be welcomed and encouraged to ask questions to get easily familiar with the company culture and daily practices. Finding answers to these questions should also be easy. Training can be a mix of digital and in-person modules to allow new hires to get personal experience with work while allowing them to bond with other coworkers and spend time alone getting familiar with business processes.

To help new hires get better acclimated to their new environment, companies can consider offering team-building events every few months, or even a small welcome celebration for recently onboarded team members. Opportunities for connection and support are crucial for employee retention and boosting overall morale for the long haul.

Professionally and Socially Fulfilling Career Options

If you are working with a candidate who has expressed the importance of working in a position that allows for visible social impact and professional growth, there are a few different high-paying career options you can match them with.

First, the medical industry offers a variety of roles where individuals can feel great about their work while rapidly excelling in the workplace. Roles like RNs, NPs, and CNAs offer opportunities for collaborative work in a hospital or a facility and the chance to transition into independent work by opening your own business. People in these positions can actively guide others on a path to health while allocating patients and clientele for future career pursuits.

Second, occupational therapy is another industry that is experiencing rapid growth. It is the perfect choice for those who are looking to offer support to those with disabilities or physical obstacles. Occupational therapists can develop lasting relationships with others and change their physical health for the better, making it one of the most rewarding career options out there.

Lastly, connecting candidates to jobs in education can be a particularly rewarding job match that offers flexibility and annual career advancement. School guidance counselor roles are experiencing a projected 5% growth within the next 10 years. Individuals can work with students directly to help them figure out what their plans are goals are both during and after the completion of their education.

The Takeaway

Career matching is an art, but it doesn’t have to be a complex ordeal. Candidates who are aiming to make a difference in the world are looking to be matched with job opportunities that speak to their morals while providing them with a sense of daily contentment and stability.

By employing the right tools to understand each candidate’s personality and goals, and by reevaluating the recruitment process for each individual role, helping prospective hires find personal and career fulfillment can be a largely accessible endeavor.

 

Understanding Gen Z in the Workforce: Insights for Employers and Job Seekers

In an ever-evolving job market, understanding the unique dynamics of Generation Z is vital for both employers and job seekers. Recently, iHire published a research report titled “Gen Z in the Workforce: Decoding a New Generation of Job Seekers.” This comprehensive study dives deep into the job search behaviors, career goals, and challenges faced by Gen Z, providing essential insights for bridging the gap between this emerging workforce and today’s employers.

Key Findings from the Report

Stereotypes Impacting Gen Z Job Searches

Generation Z is keenly aware of the stereotypes that surround them in the professional world. According to the report, 34.4% of Gen Z respondents believe that negative stereotypes such as being entitled, lacking commitment, and having a poor work ethic could significantly impact their job searches and career growth.

Interestingly, not all stereotypes are negative. Many employers recognize Gen Z as “tech-savvy,” “socially conscious,” and “diverse.” Indeed, 70.3% of Gen Zers value alignment between their employer’s mission and their own values, and 68.0% prioritize their company’s commitment to diversity, equity, and inclusion (DEI).

The Soft Skills Gap

A significant portion of employers, 58.3%, feel that Gen Z job seekers need to improve their interviewing skills, and 57.5% believe they should enhance their communication with hiring managers and recruiters. While 30.4% of Gen Z candidates acknowledge difficulties with interviewing, there is a notable disconnect in other areas.

For instance, 52.8% of employers feel that Gen Z needs to improve their workplace etiquette, yet 73.7% of Gen Zers rate their etiquette skills as “excellent” or “good.” Similarly, while 48.4% of employers believe that resume writing is an area for improvement, 68.4% of Gen Zers are confident in their resume-writing abilities.

Concerns About AI

Artificial intelligence (AI) is a double-edged sword for Gen Z. While 33.2% fear that AI might replace their jobs or diminish their roles, many are slow to adopt generative AI tools in their job searches. Notably, 42.7% of Gen Zers have never used AI tools such as ChatGPT to write resumes or cover letters.

The Dream Job and Workplace Preferences

Contrary to stereotypes of being non-committal, 69.3% of Gen Zers have a dream job in mind that they hope to attain within the next decade. They prioritize a positive work environment (82.4%), fair pay (82.2%), and work-life balance (81.3%). Additionally, 36.7% seek roles that offer autonomy, while only 22.0% aspire to managerial positions.

Moreover, despite being labeled as tech-savvy “Zoomers,” most Gen Zers prefer in-person work environments. Specifically, 82.4% want to work in person at least some of the time, with 55.8% favoring entirely in-person setups and 26.6% opting for a hybrid model. Only 17.6% desire completely remote work.

Challenges in the Job Market

Gen Z job seekers often find it challenging to secure positions for which they are qualified. A significant 38.6% struggle to find jobs that match their skills and experience, and 25.6% are frustrated by what they see as overly specific or unrealistic job requirements from employers, creating high barriers to entry-level opportunities.

Moving Forward: Bridging the Gap

iHire’s President and CEO, Steve Flook, emphasizes the importance of mutual understanding between employers and Gen Z candidates. “Generation Z possesses unique perspectives and values shaped by growing up in the digital age and experiencing the pandemic during their formative years. As Gen Z permeates the workforce, employers need to understand how to recruit, retain, engage, and motivate this group. Likewise, Gen Z candidates must understand employers’ expectations and how to best market themselves to find the right jobs. Our report aims to provide insights to both sides to move the employment market toward a brighter future.”

The Josh Bersin Company Unveils Galileo™ AI Assistant at Irresistible 2024 Conference

At the Irresistible 2024: The Global Conference for HR Leaders and Their Teams, The Josh Bersin Company, a leader in human capital advisory, proudly announces the general availability of Galileo™, their groundbreaking AI assistant.

Galileo™ is more than just an AI tool; it’s a revolutionary step forward for HR teams. Trained on over 25 years of expertise from The Josh Bersin Company, Galileo™ has already been integrated by over 60 large enterprise clients. This technology is designed to elevate HR and management functions, making them more efficient and data-driven.

Key Highlights:

  • Extensive Adoption: Over 10,000 HR professionals in organizations generating more than $1.3 trillion in revenue are already utilizing Galileo™.
  • Time Savings: HR managers report saving more than an hour each day on critical management and HR tasks.
  • Comprehensive Knowledge Base: Galileo™ provides natural language answers to any HR question by leveraging The Josh Bersin Company’s extensive research and intellectual property, including benchmarks, case studies, and more.

Introducing the Trusted Content Partner Program

In addition to the AI assistant launch, The Josh Bersin Company is excited to introduce the Galileo Trusted Content Partner Program, featuring:

  • Lightcast: Providing comprehensive global job role skills data.
  • Oyster: Offering insights into global employment practices.
  • Heidrick & Struggles: Delivering leadership frameworks.
  • Visier: Supplying industry turnover and span of control benchmarks.

Enhanced Functionality with Sana AI

Built on the robust Sana AI platform, Galileo™ offers extensive configurability. It can integrate corporate HR documents, compliance practices, training content, and more, making it a versatile tool for HR professionals, line managers, and executives.

Customization and Security

Organizations can further personalize Galileo™ by adding their own content, creating private workspaces, and developing assistants tailored to specific HR functions like Talent Acquisition, Learning & Development (L&D), and Diversity, Equity, and Inclusion (DEI). Importantly, Galileo™ ensures data privacy and security while offering support in 60 languages.

Real-World Impact

One early adopter, Rolls-Royce plc, has experienced significant benefits from using Galileo™. Mary Glowacka, Head of Learning & Leadership Development at Rolls-Royce, shared:

“As a truly people-first organization, where capability development agility is at the core of enabling and empowering colleagues to be at their best, Rolls-Royce recognizes just how critical Galileo™ is to our HR strategy.”