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Employee Lifecycle and the Role of Mentoring in Each Stage

Mentoring is one of the most valuable strategies a business can use to nurture and develop employees. But what about those employees yet to reach the stage where mentoring would be beneficial? What role does mentoring play in the employee lifecycle, and how can businesses make sure they are getting the most out of their mentoring programs?

While each employee’s experience is unique in its own way, there are some significant similarities. Every journey will include how the employee learned about your company, how they were recruited and onboarded, why they stayed and how their time with your company has changed them.

Employee Lifecycle Model

The employee lifecycle model is a framework that businesses can use to think about their recruitment and retention strategies. The model divides the employee journey into six distinct stages: attraction, recruitment, onboarding, development, retention and separation. By understanding each stage of the employee lifecycle, businesses can identify areas where they can improve their policies and practices. For example, they may need to provide more support during the onboarding process or offer more opportunities for career development. By taking a holistic view of the employee lifecycle, businesses can develop programs and initiatives that will improve recruitment, retention and engagement.

Understanding Employee Lifecycle Strategy

Lifecycle surveys reveal how employees feel about your company at various stages of their careers, such as when they are hired, promoted or decide to leave. HR and managers can leverage this data to upgrade employee engagement and pursue a better brand and image. If you use an engagement solution that keeps all responses anonymous and private, your employees will share their true feelings about your firm.

The 6 Stages in the Employee Lifecycle

Attraction

The first and foremost stage in the employee lifecycle model is attraction. It showcases your company’s image as a nice place to work in the minds of prospective employees and critical associates in the market.

Recruitment

Recruitment is more than just choosing candidates – it’s also possible for candidates to learn more about your organization and see if it’s an excellent fit for them. Hiring resources that fit your culture can benefit existing as well as prospective employees at all stages of their careers.

Onboarding

Onboarding is a critical step that includes everything needed to change your candidate into a confident employee. Onboarding requires a significant amount of work, including communicating the nuances of the new position and handling administrative tasks.

Development

Everything helping the team mature in the company is included in the employee lifecycle development stage, from career advancement to upskilling. Professional development is a win-win situation because it enables your team members to accomplish things they never imagined possible while cultivating a workforce that consistently delivers for your customers.

Retention

If your company’s culture is poor, it will inevitably result in high employee turnover. Boosting the retention rate is a good way to reduce this risk. It will also promote longevity and satisfaction in the career paths of your team.

Separation

Your company should do everything possible to keep valued employees on board until retirement. Many, however, will choose to continue their careers elsewhere for various reasons. At this stage, employees should be given every chance to speak their minds and say goodbye on a pleasant note.

Codesignal Diverse Companys Outperform

Role of Mentorship in Each Stage

Attention

Companies seeking to hire from universities and colleges can benefit from having employees serve as career mentors, assisting undergraduates in learning more about the industry as well as the company. HR departments can also mentor and advise candidates during the application and evaluation.

Recruitment

Employee lifecycle surveys can aid your company’s recruitment efforts. Inquire with new hires about what they liked best and what could improve their hiring experience. You can gauge their feelings about key engagement factors and track how they change over time.

Onboarding

Explain everything related to the employee’s position thoroughly and ensure transparency. Confusion and frustration will result from poorly written job descriptions or failing to communicate expectations and responsibilities. Employees who do not understand their role will not succeed in their professional journey.

Development

Employees should be encouraged to pursue qualified development opportunities, such as seminars or tuition reimbursement for an advanced degree. Recognizing those who meet their development objectives will keep your employees interested in learning. Encourage knowledge sharing within your organization by coaching employees and holding regular meetings.

Retention

You can measure retention by asking employees if they see themselves working for your company in five years or if they would recommend it to a friend looking for work. Employee lifecycle and pulse surveys can provide live and accurate information on the success of your organization.

Separation

Editing your point of view and offboarding will help an employee take the subsequent steps in their career with dignity and confidence. This strategy will pay dividends to your company for many years to come.

The Role of ERG software

Employee Resource Groups act as a support system and a pillar for candidates, assisting them in locating job opportunities that will allow them to prosper in an efficient workplace environment. The groups place a premium on personal and professional development. They also encourage members to participate in a variety of activities and raise awareness within their organization. A social network can assist employees in forming stronger bonds, which encourages all social practices while respecting the employees’ culture and traditions.

Employees are the company’s most valuable asset, and it is critical to create an environment that allows them to set their pace. Employee resource groups help diverse groups of employees bring out the best in themselves. Being part of an ERG provides them with valuable experience that will assist them in navigating the inclusive work environment.

Conclusion

The employee lifecycle model is an intriguing way to visualize and plan each stage of a team member’s interactions with your company. You can captivate and keep a fantastic team by aiming to do your best at each stage. Mentorship programs can help organizations and managers advance their employees during every stage of their team-member lifecycle. Mentors assist new employees in learning about the culture and connecting with others. Mentoring can improve team member morale and engagement and is a great way to attract and retain top talent.

7 Common Mistakes When Recruiting Real Estate Agents (and What You Should Do Instead)

Recruiting a group of talented and experienced real estate agents is easier said than done. HR may have an easy time finding talent, but quality of hire may be lacking if their acquisition and onboarding processes aren’t structured. However, disorganization may not be what’s holding you back.

7 Common Mistakes That Negatively Affect Agent Recruitment

While implementing background checks can be helpful after you find the right candidate, you need to make sure you’re targeting the best applicants first by avoiding these recruitment mistakes.

1. Not Keeping the First Call Short

Unless you plan on sponsoring a new agent, the people you’re recruiting should already be familiar with or experienced in real estate. While a welcome call is a great way to create interest, revealing too much too soon could make them uninterested in pursuing an in-person meeting.

This seems like a good thing because if the agent isn’t interested, then it’s unlikely they’ll be a good fit. At the same time, an in-person meeting can give you and the candidate a better read on each other’s personality, which is important when assessing culture fit or sales skills.

What To Do Instead: Use a script on your first call, so you can ask everything you need in under 10 minutes. At the end of the call, set up an in-person meeting, but don’t be discouraged if they cancel. Try to set up another meeting at a later date that’s more convenient for them.

2. Not Listening to Prospective Agents

When starting a new real estate brokerage, it’s easy to assume that you and your agents will share similar goals or motivations. After all, you need to work as a real estate agent before becoming a broker, so you have first-hand experience with the industry and the people within it.

While this makes you a better boss, it doesn’t mean your recruited agents will want the same things you wanted when you were in their shoes. Some agents are motivated by the commission split, while others want more flexibility, remote options, mobile technology, or educational training.

What To Do Instead: If you want to recruit (and retain) the best agents, ask them what they expect out of the agent-broker relationship before the initial meeting. Not only does this help prospective agents assess their fit, but it also gives you an idea of what new agents want.

3. Not Giving Agents Access to Technology

According to the real estate website Home & Money, smart homeowners educate themselves to avoid common home purchasing mistakes. If a customer asks your agent a question about the neighborhood they’re unable to answer, the agent should be able to look this information up from their phone.

But, what if they don’t have that technology available, even if it was promised during recruitment? What if they use a calendar, reporting system or CRM that doesn’t link up with your back-office applications? It’ll only make their job harder and their clients more frustrated.

What To Do Instead: Modern brokerages use CRMs, management software and a knowledge base that agents can easily refer to. Be sure to adopt this and other types of technology to save your agents time and money. Plus, you can use technology to track agents who may require coaching.

4. Not Marketing Your Online Presence

Brokers understand that real estate agents exist in one of the most competitive industries on the planet, so the only way to separate yourself from other brokerages is through marketing. If a prospective agent looks up your company but can’t find you, they may avoid working with you.

RippleMatch Fall 2022 Recruitment Checklist

Brokerages need to have a website that regularly features their agents and a social media profile (preferably on LinkedIn) that includes engaging content. You also need to explain your company culture clearly and practice what you preach, or it’ll affect your reviews on job sites.

What To Do Instead: Besides making content (i.e., blogs, podcasts and videos), get familiar with search engine optimization (SEO), as it’ll help clients and agents find you. Don’t forget to market your brokerage using local SEO and traditional advertisements, like flyers and billboards.

5. Not Attracting Passive Candidates

Most recruiters only pay attention to active candidates or candidates who are currently unemployed and actively looking for a job. However, since the unemployment rate for real estate agents is much lower than the national average, that doesn’t give you a lot to work with.

Not only that, but the best candidates tend to already be employed, since that proves they’re sought-after professionals. To find passive candidates, recruiters have to contact them directly (via email, job sites or social media) and convince them to work for your brokerage instead.

What To Do Instead: When you focus on passive candidates, you open yourself up to 95-98% of the currently employed agent population. But to convince agents to switch, you need to offer better incentives – like better commission, benefits or job security – than their current employer.

6. Not Streamlining the Recruitment Process

A prospective agent may remove themselves from the recruitment process at any point, for what can be narrowed down to two main reasons: process length and incompatibility. Neither active nor passive candidates are willing to sit through multiple rounds of interviews or long applications.

To improve hiring speed, a standardized application and interview process is key. For one thing, it will be difficult for you to compare candidates who don’t answer the same questions. Not only that, but an unstructured recruitment process could cause you to rely on your biases more often.

What To Do Instead: AI recruitment tools, like applicant tracking software, can prevent poor skill, experience or culture fits, but they can’t make up for other deficiencies. Make sure to keep applicants engaged by responding to them quickly and updating them on the hiring process.

7. Not Using Alternative Hiring Methods

If you’re using the same website to find talent but coming up short, you may need to review your job posting to ensure you’re attracting the right people. Despite that, you may still run into issues if you’re using the wrong job sites or attending only general networking events.

It’s also essential to target niche-specific agents, as a commercial agent may not be familiar with residential properties. If you work in a special sales-based or real estate-oriented industry, consider searching for a title, mortgage, insurance or escrow agent rather than just an “agent.”

What To Do Instead: To find high-quality real estate agents, try to recruit on websites they frequent, such as Zillow, Houzz, Instagram, Twitter and LinkedIn. Ask other agents to refer their friends, or speak to agents in your own network. Finally, attend agent-focused networking events.

Unleash Your ATS Superpower with Talent Rediscovery: A How to Guide

This year, companies are keen on hiring but struggle to find great candidates in a tight labor market. Research suggests that, despite the rising hiring demands and competition, companies continue to feel less confident in finding the right fit. Research further suggests that sourcing quality candidates, identifying candidate matches quickly and screening and assessing candidates are top three pain points before the interview.

Another survey revealed similar trends, with 73% of recruiters reporting that it is difficult to find quality talent today. But 42% of recruiters believed that AI will help them be more strategic in their jobs. 

Talent rediscovery software is one example of such AI powered solutions on that market that can help you hire faster and better from your existing talent network. In this article, we discuss how you can rediscover candidates and elevate your talent acquisition efforts through your ATS.

Why Your ATS is Failing You

With each hiring cycle, organizations amass hundreds (or even thousands) of resumes. While classical applicant tracking systems can parse resumes and store candidate information, it’s considered to be a relatively ‘dumb’ piece of technology. This means, it can support storage, but cannot perform screening and matching functions. Often the data is outdated, making it harder to get back in touch with these candidates.

Although most ATS allow advanced search with keywords and Boolean strings, these methods have their limitations. Inefficient searches lead to false positives and negatives, as qualified candidates slip through the cracks. False positives identify candidates who might not be a good fit because of keyword stuffing. In contrast, using overly specific keywords and Boolean strings omits appropriate candidates.

As a result, a majority of the resumes get lost in the system. Manually retrieving candidate profiles from your ATS is a daunting task, to say the least. But there’s good news. With a large amount of candidate information, you are sitting on a goldmine of talent data. 

But how can you optimize this candidate data to transform your hiring? 

Leveraging ATS for Talent Rediscovery

Talent rediscovery is screening candidates who applied for previous open roles and matching them to current open roles using your ATS.

A dedicated Talent rediscovery software or Talent Intelligence tools use AI to automatically find previous candidates fit for current open positions from the ATS. The software allows you to have a candidate’s complete updated profile (education, employment, skills) and previous interactions with you, right at your fingertips.

Focusing on existing candidates while hiring significantly improves the process and you can focus on high-quality candidates; optimize the recruitment process, reducing hiring time and cost.

Benefits of Talent Rediscovery

    • Reduce Time to Hire- having a strong candidate network gives you a jump start anytime a new role opens up instead of reinventing the wheel every time.
    • Lower Talent Acquisition Costs–sourcing, attracting and hiring candidates is an expensive affair. And, longer hiring times further increase hiring cost. Candidate rediscovery narrows down your candidate pool, which reduces advertising cost and hiring time. It also streamlines and automates the sourcing reducing other associated costs. 
    • Improve Quality of Hire–since you have already interacted with these candidates, your pipeline is already filled with high-quality and vetted candidates. These candidates have a relationship with your brand and have expressed an interest in working with you. So, they are better matched to the role than others.

Your ATS works in tandem with the talent intelligence tool to power your talent rediscovery efforts. Here’s how it works:

    1. Integration with ATS: The talent intelligence solution will integrate into your existing ATS and enhance its AI powered advanced search capabilities.
    2. Understanding Job Requirements: Once the systems are integrated, you can upload your job description into the system. The software will scan the job descriptions of open roles to understand the qualifications and requirements.
    3. Candidate Sourcing: Your talent rediscovery software will search your existing resume database to find candidates that match the role requirements based on their education, work experience and skill set.
    4. Candidate Shortlisting: Finally, the software will generate a list of candidates ranked according to their suitability for each open role.

How to Start Your Talent Rediscovery Journey

Use Candidate Data: Insights from Your Talent Funnel

With the talent intelligence integration with your ATS, you can screen existing resumes based on your job descriptions, rank and shortlist ideal candidates. You can export the following candidate information from your ATS:

RippleMatch Fall 2022 Recruitment Checklist
    • Current company and title
    • Contact information (phone and email)
    • Education History and Qualifications
    •  Candidate’s work experience and skill set

The software also allows you to use an advanced search and additional data from your recruiting funnel. For instance, you can filter candidates based on:

    • Candidate source
    • The stage of the recruitment process reached
    •  Reasons for rejection/Reasons for application withdrawal
    • Interview Feedback
    • Diversity,Equity and Inclusion (DE&I) attributes 

These advanced search options and filters make it easier to retrieve appropriate candidate profiles. 

Identify and Prioritize Silver Medalists

Silver medalists are the candidates who made it to the final stage of hiring, but fell short for some reason. It does not mean that these candidates are not skilled or qualified for the position. In fact, silver medalists provide a great starting point for recruiters to enrich the talent pool with pre-screened and interviewed candidates. But often once the role is filled, these candidates are forgotten and the leads eventually turn cold.

Talent intelligence tools enable you to add silver medalists automatically from your ATS to a ‘warm’ pipeline and match them to open requisition based on skill and behavioral attributes, employment history and job description. The tool will also use recruiter feedback to make accurate candidate suggestions to start the hiring process.

Previous candidates are also more likely to respond to new opportunities as you have a relationship and they are already enthusiastic about working with the company. But, to sustain interest, you have to engage your talent pipeline.

Transform Candidate Experience With Re-Engagement Campaigns  

Building a talent network of interested leads and passive candidates allows you to source when hiring in the future. But, only 35% of the Fortune 500 companies have any type of talent network. Even with a talent network in place, one third of these companies never send anything to their interested leads.

Nurturing candidate relationships through consistent and personal communication improves the probability of them accepting future job offers. With AI based tools, you can deliver personalized content and keep them engaged in between hiring cycles. Automated email drip campaigns, including personalized job recommendations, informative blog posts related to specific roles or skills or the latest and relevant company updates can be helpful in getting the candidate’s attention.

Meaningful and targeted communication also helps candidates. They feel valued and sustained engagement encourages them to apply for future roles. These are especially important in the case of silver medalists.

Conclusion

Candidate rediscovery with AI allows you to take advantage of your existing talent database, identify suitable candidates and reduce time and cost of hire. Talent rediscovery software will integrate with your ATS to scan candidate data and resumes and generate a list of best fits. It also allows you to develop and nurture relationships with the candidates over a period of time. This makes it more likely for the candidates to respond to your future job requisitions and accept offers. 

To know more about talent rediscovery, companies like Seekout (with more than twice the amount of reviews than the next competitor), Ripplematch, Entelo and about a dozen more can help you dig deep into the numbers.

Here’s a ranking on G2 to help navigate the course.

HR Tech 2022: Back, and Larger Than Ever

There’s a great bit from the sitcom Seinfeld. The titular character’s friend Elaine bursts into his apartment, and yells, “People” as she slams the door behind her. Jerry then responds, “Yeah! They’re the worst!”

And, if what I saw at HR Tech is any indication, that’s where the industry has landed when it comes to its most precious commodity: they’re the worst. From a tight labor market, constant turnover, candidate ghosting, hybrid work, gig work, etc., the industry is enduring a shared trauma, and some of the approaches (and, thus, tools) we’re deploying reflect that.

We’re loosening standards left and right to get butts in seats – over cocktails is when you get this sort of information from VPs of Talent (and you’re never allowed to attribute) – which means riskier hires and impacts on work culture leading to higher turnover.

We’re worried about req overload, burnout, skills and confused as ever by tech. And, for fun, we’re still stuck in the position where no one seems able to agree on what buzzwords like AI and employee experience really mean.

Also: talent intelligence.

That’s the new hot kid on the block, people. The one with the cool parents who leave them home alone every weekend with the liquor cabinet unlocked. Everybody wants to get to know talent intelligence. No one knows what it means. Aside from that it has something to do with people… and they’re the worst.

Can We Trust ‘em? Really?

Consider that there were 16 background check vendors at HR Tech (which feels like a record, at least from my recollection), and it’s positively buzzy.

This is a category which used to be one of the most consistently unsexy of HR functions (which is saying something). A necessary evil. One best avoided unless you were worried about things like compliance and lawsuits.

If you were at Fidelity, they were critical. If you ran a Beau-Bo Cafe? Maybe you let that part of the process drop. Which means you’d see the same relatively same short list of vendors at the expo every year, generally pitching slightly different shades of the same color. That seems to be shifting. And I think it’s because of employer PTSD. Fear of consequence. Burned fingers that flinch when they go to use the stove.

In the good-old-days, if your employee dragged his drunken ass behind the wheel of your garbage truck one sunny morning in Brooklyn, and then proceeded to drag said truck along the sides of, oh let’s say 20+ cars in a quiet street (where more than one tree grew), that would make for a headache for HR.

The whole thing, along with the ensuing foot chase by an angry mob of Brooklynites, several cops and finally Tasering, lands on YouTube. As long as the driver had a clean record when you hired them, and there hadn’t been any reports of on-the-job drinking, it was just a social media headache. That’s changing. And it’s reflected in a newly excited background check vendor scene.

The category is going through a tectonic shift from pre-screening to constant monitoring. The economic model providers like First Advantage, HireRight and Sterling are moving increasingly toward is pure SaaS, which is interesting. In the old days, we would run a background check on our driver candidate before an offer letter was created.

Once they passed, they’d be hired. Simple. Now, there’s the option of constant monitoring, post-hire. That driver, the one sitting in a jail cell at the moment? He received a DUI three weeks ago, a week after you hired them. If you’d known about it, a theory that will likely get tested in court, then you could have suspended him pending the outcome. And saved a street full of cars in Brooklyn. And possibly a  life. The legal questions to be tested:

    • If an employer has the option of this level of monitoring, are they liable if they fail to monitor (ie. they can’t afford to play stupid)?
    • Flipping that a bit: what about the employee’s right to privacy? That’s likely the one the entire category is holding its breath on.

No One Has Met a Robot Yet

We are still obsessing over AI. Stop it. Get some help. Every few booths read, “AI powered/ embedded/ enthralled/ branded/ overlord.” With one exception: they didn’t really mean it. They really meant things like NLP, machine learning, chat bots and other pieces of the large whole.

It’s like walking into a shop that says “Bike Store” thinking they’re going to have… well, bikes. Only to discover they focus on selling wheels, and that they just acquired a tire vendor which they “haven’t integrated fully yet but you have to buy the tire even though it doesn’t exactly fit the rim.” But they’re working on a build that should fix that in 2024. Meanwhile, they think they integrate with the following list of frame vendors, none of which you use.

Checkr Forward SF22 Reshape the Hiring Industry

Reejig is the only vendor with ethical and independently audited AI. So, I believe them when they say AI. They seem to actually carry the whole Schwinn.

The Talent is Intelligent, at Least – Maybe

Ahh, buzzwords. Like the firework colors of a New England fall, they explode every autumn at HR Tech. This year’s buzziest? Talent intelligence.

Oooh… sexy. It’s got two cool words that together, implying we as an industry are getting into the intelligence game. That’s right: we’re all Jack Bauer now. Which means we have to master the art of going 24 hours without using a restroom. Not once. It also implies that we’re using data to do all sorts of cool predictive stuff when it comes to demographics, economics, labor markets. TA now has crack teams who can find signals in the noise and deliver talent on demand in time for a rapidly shifting economy and labor market.

It means we can start calling ourselves “Talent Intelligence Analysts,” maybe even “Special Talent Intelligence Agent,” right?

Nope.

The emerging category seems more like workforce planning that’s been churched up, versus truly sexy. (And, church ain’t sexy – well, not usually). Lots of people are fighting over who the hell actually owns talent intelligence. And yet, what you see when you dig down is that – much like big data and AI, talent intelligence is primarily reactive and or sexy dashboards.

To my knowledge, no one is doing passive at the signal level signally, which is where actual intelligence should come from. CIA analysts spend hours, days and weeks looking for the tiniest signals in the noise as they build their maps.

Until there are enough people at the corporate level that have this mind/skillset and know-how, and who know what tools to use to get their work done, we’re going to be relying on the vendor to define what we should be looking for. That’s a huge mistake. And one we should have learned from by now. You’re supposed to adapt the technology to your needs and process, versus the opposite.

Speaking of Confusion – Candidate Experience, Oh, My!

Caring for the candidate is nice, but by now we should know what it actually means, and what the data-driven business case is for why we should be given money to address. We’ve been talking about Candidate Experience for almost 15 years, and I’m still not sure that people give a shit.

Experience (candidate, employee, alumni) comes down to two basic human things: (a) give a shit about the people you interact with and (b) be transparent and communicative with the folks that you care about. I personally think it’s is a trojan horse for retention. This isn’t necessarily a bad idea but let’s call it what it is. Also, like with talent intelligence, who the fuck owns EX? Everyone and no one. Great, just great.

Payroll Gets Sorta-Giggity

Every single payroll provider is flummoxed by pay-on-demand models for hourly and salaried employees. What started as a nuanced thing for gig economy workers is now expected of firms with salaried employees. For instance, if you’re an Uber driver, you can easily tab out at the end of a ride, day, or whenever you want.

If you’re an accountant for Deloitte, you now have the same expectation. My day is over; I want my money. Payroll companies and companies themselves have grown accustomed to what we call “float” – the time between when work is done and payroll dates. Yeah, those days are over. Employee behavior and expectations have forever changed. It will be interesting to see how new players change the category.

We Know Where We’re Going, But We Don’t Remember Where We’ve Been

Bottom-line: it was a much busier conference than this writer has seen in years. People want to get out and see each other. Granted, it turned out to be a super-spreader, but that’s sort of our new reality of trade-offs. The industry is more jaded, and – interestingly – more confessional. And I don’t mean confessing work-sins (although that happened too). There was sharing. So much sharing. Oversharing, even. People just wanted to talk. Get things off their shoulders, share war stories.

We’re still trying to figure out the current thing. And, whatever the things were before. We see ourselves evolving (maybe in Jack Bauer), but we’re still making many of the same questionable moves we’ve been making as an industry for decades. Hey: maybe we’re the worst. We’re only people, after all.

Why Now is the Time to Double Down on Enterprise Talent Optimization

The current job market is chaotic. On one hand, the Great Resignation led nearly 57 million Americans to quit their jobs between Jan 2021 and Feb 2022. On the other hand, news of tech companies laying off talent and withdrawing job offers are doing rounds.

With the possibility of a looming recession, the current market situation doesn’t seem too optimistic. However, in certain sectors the demand for talent continues to grow – as evidenced by low unemployment rates across economies like the U.S., Japan and EU. 

The Great Resignation and layoffs will fade out as the market eventually stabilizes. Organizations will get ready again to scale up their hiring process at a rapid pace. This hiring trend is termed the Great Rehire, and while it has been in use since COVID-19 struck, we will experience it in its full capacity as the job market returns to normal.

To prepare for this transition, organizations must implement a robust enterprise talent optimization framework to ensure that their talent is equipped to meet their business objectives. This article explains how to use the framework precisely. Let’s dive in!

What Is Enterprise Talent Optimization?

Enterprise talent optimization is a four-step framework that leverages people data to help organizations meet their business objectives.

The foundation of enterprise talent optimization lies in collecting and analyzing people data to identify current problems within the workforce, design better team dynamics, hire or promote top talent and keep them motivated.

In the coming sections, we will explore each stage of talent optimization.

1. Diagnose

In the diagnose stage, you take stock of the existing situation, identify the causes, verify the evidence and run a talent audit. Here is how you can do it in the current context of the evolving hiring landscape.

  • Reasons Behind the Great Resignation

Organizations either laid off or furloughed talent in the early days of the COVID-19 outbreak. However, the tables turned in early 2021 as employees started quitting jobs. While it may seem that the pandemic was the factor, it was merely an impetus. According to a Pew Research Center survey, the top three reasons employees quit were:

    1. Low pay (63%)
    2. No opportunities for advancement (63%)
    3. Feeling disrespected at work (57%)

Identifying the causes behind employee dissatisfaction and attrition is necessary to address this issue at its root. This can be done by collecting and analyzing employee engagement and job performance data. Identifying common sentiments or perceptions of employees toward the job and company will lead to a better understanding.

  • The Great Rehire

The U.S. Bureau of Labor Statistics reported that the number of employees who quit their jobs was 4.4 million, whereas the number of new hires was 6.6 million in April 2022. 

As organizations gear up for the Great Rehire, they must identify what employees and job applicants expect and prioritize those expectations accordingly. The Greenhouse 2021 Employer Hiring Sentiment report states the following expectations laid out by candidates:

Logistical Requirements Financial Requirements
    1. Flexible schedule (63%)
    2. Hybrid/remote work (52%)
    3. In-office perks (12%)
    1. Variable compensation (42%)
    2. Pensions, 401Ks and retirement matching  (38%)
    3. Company equity (20%)
  • Perform a Talent Audit

The talent audit helps organizations evaluate performance standards against the benchmarks, identify gaps in the talent acquisition process and find ways to improve both.

The talent audit is not about individual performance. Rather, it focuses on the competency and skills of various teams and how well they are poised to meet business objectives.

2. Design

When choosing managers and leaders for teams and departments, it’s necessary to separate an individual’s work competency from their leadership capabilities. Just because someone is excellent at their core responsibilities doesn’t necessarily mean they’ll succeed in a managerial position. The design phase focuses on evaluating the organizational structure, talent-culture fit and how to address gaps, if any.

  • Identify Talent-Culture Fit

While the talent audit assesses the competency of various teams, talent-culture fit tries to unveil implicit performance drivers. It helps organizations understand how well the employees are aligned with the organizational culture. It does so by gathering following the information from employees:

Values: Personal beliefs and values and how they support the organization’s ethos and objectives.

Work: How empowered do employees feel about their work? What common nuisances prevent them from performing optimally?

Leadership: How well do the leaders enable employees to perform optimally? Do they micromanage each step or do they trust employees to use their best judgement?

Compensation: Does the organization’s strategy help retain employees while attracting new talent? Where does the organization stand among its competitors in terms of compensation?

  • Address Culture Gaps

After reevaluating the organization’s structure and assessing talent-culture fit, the organization will find culture gaps. It must proactively address them and communicate them with its employees. Here is how organizations can do it:

    1. Talk about the gaps, the plan to address them and the impact it may have on the culture and the organization.
    2. If any issues or friction were to arise during the implementation, how would they be resolved?
    3. Host training sessions or workshops across the organization to help employees get acquainted with the values.
  • Revisit Your Departmental/Team Organization’s Structure

Enterprise talent optimization is focused on building high-performing teams. Therefore, organizations must evaluate their hierarchy and see how they can reorganize it to meet their business goals.

RippleMatch Fall 2022 Recruitment Checklist

Let’s consider what a software development team at a bootstrapped startup can look like:

    1. Full-stack developers
    2. Designers or generalist UI/UX professionals
    3. Product Manager

If the company raises funding and scales its operations, it must expand the team as follows:

    1. Business analyst
    2. Project manager
    3. Front-end developers
    4. Back-end developers
    5. DevOps
    6. Quality assurance
    7. Technical writers
    8. Technical support
    9. IT Operations
    10. Security

After evaluating how to structure their teams to meet business goals, organizations should work on the following steps:

    1. Define new job roles.
    2. Identify how each role relates to one another in the hierarchy.
    3. Define processes to enable teams to work productively.

3. Hire

The talent optimization insights derived during the previous two stages will help organizations plan their hiring strategies. In this stage, organizations must define new job openings, promote internal mobility, and empower recruiters and hiring managers with the proper training to onboard top talent.

  • Define New Job Roles

The talent acquisition team should begin by interacting with the leaders across various departments to learn what new job roles they plan to add.

Considering the shift talent optimization will bring to the organization, it’s necessary to consider the ideal talent’s skills, experience and competency along with their behavioural and cognitive abilities.

The key is writing job descriptions that use precise words to explain the job. Hiring managers need to speak with team members who will work with the new talent to understand their exact requirements. They can also consult with top performers in similar roles to learn their responsibilities. Hiring managers can also look into top performers’ talent-culture fit data to identify implicit factors that help them thrive.

The talent acquisition team can compile all this information and write a comprehensive job description.

  • Evaluate Internal Mobility Opportunities

Internal mobility enables employees to move laterally or vertically within the organization. A crucial part of talent optimization, internal mobility lets employees work in areas they can truly excel at. Talent mobility helps organizations retain top talent.

Organizations can combine talent analytics data from talent acquisition and HRIS platforms like SeekOut Grow to get a clear view of their employees. This information can help them identify how each employee fits within different roles based on their capabilities, skills and experience.

  • Train Hiring Managers to Hire Top Talent

Hiring right  means paying special attention to ensure that prospective employees are fit for the organization’s culture.

The talent acquisition team should put special emphasis on the interview structure. Along with questions related to job-specific skills, it should train hiring managers in interviewing candidates to learn about their values, behavioral traits and attitudes.

For instance, if the organization values collaboration, hiring managers must ask questions to determine if the candidate is a team player, how well they communicate and how open they are to receiving feedback. The hiring managers must also convey the value during the interview by assuring that the organization values the candidate’s opinions.

4. Inspire

In the inspire phase, the organization prioritizes talent strategy, developing career paths for employees and strengthening relationships with its employees. It is imperative for organizations to address the factors that caused the Great Resignation.

  • Build a Talent Strategy

The talent strategy is responsible for hiring, developing and retaining top talent. Here are the critical steps to building a successful talent strategy:

    1. Set stretch goals that are just challenging enough to get the employees out of their comfort zone but not set them up for failure. The feeling of accomplishment is crucial for growth.
    2. Ensure that the organizational culture follows top-down. The leadership must lead by example by following the organization’s values.
    3. Introduce talent development programs that support the overarching stretch goals.
    4. Let employees experiment with the latest technology and processes to experience the novelty factor.
    5. Have periodic talent reviews to let them know how they are performing.
  • Create New Career Paths

As the organization grows, it should identify the need for new job roles necessary to meet the business objectives. Keeping this in mind, the organization should first create new career paths that offer growth opportunities to in-house talent.

Having a centralized career hub for internal opportunities allows employees to explore their future options at the company. The company can also introduce assessments to help employees identify the skills they need to learn to grow in their desired roles. A mentorship program will also enable employees to speak with experts to know how they can work towards their goals.

  • Provide Psychological Safety to the Employees

The root cause behind the Great Resignation can be distilled down to the lack of psychological safety among employees. This situation will get amplified with the rising market volatility.

Organizations need to make employees feel safe about their jobs in such scenarios. This can be done in the following ways:

    1. Proactively communicate the growth and future plans of the organization.
    2. Set employees up for success by creating an environment that complements their behavioral and cognitive traits.
    3. Implement employee recognition programs.

Closing Thoughts

As organizations scale up on their hiring efforts again, they need to ensure that the talent they onboard is aligned with their values and objectives.

The present situation brings the perfect opportunity to implement the talent optimization framework so that they can address the current problems and prepare for the Great Rehire.

9 Effective E-Recruiting Tools to Manage Your Hybrid Workforce

A survey by Upwork reveals that by the year 2025—22% of Americans will be working remotely. The COVID regulations have influenced how organizations operate and carry out their routine practices and recruitment is also one of them. Recruiting has become incredibly challenging in the post-Covid world and digital onboarding has become a reality. The traditional process of recruitment now seems to become more time-taking, engaging and less efficient due to changing needs of the time. Whereas, the need for a hybrid workforce has become a reality.

The traditional recruitment process doesn’t seem to suffice anymore. Between 2020 and 2021, 66% of recruiters confessed that hiring has become more challenging in the post-Covid world.

The good part is that recruiting can get the advantage of creative uses of artificial intelligence and the digital world as well as ground-breaking methods to unearth new talent. Recruiting becomes easier when you do it using artificial intelligence.

There are many advanced e-recruitment tools to ease the recruitment process and make it completely flawless rather than more efficient. E-recruitment tools— including digital assistants, applicant tracking tools, chatbots and more— are proven to be a competitive advantage when you reduce hiring costs and improve employee retention rates.

Tools For Your Hybrid Workforce

Following are the nine best and most highly-efficient outcomes of artificial intelligence as e-recruitment tools for a flawless e-recruitment process and management of a hybrid workforce.

Cammio Candidate Assessments

The recruiting of employees includes a huge cost and it becomes sunk cost if the hiring proves to be unproductive for the company. It is estimated that losing a highly efficient employee can cost up to $5000—making the bad hires highly expensive. This makes the screening of candidates even more critical.

In this case, pre-employment testing is one way of reducing the vulnerability of falling prey to a bad hire. Sandra Rios, director of client services at Buzz Agency recommends, “Cammio is an efficient tool to screen job applications as it comes with the facility to test the work skills, emotional intelligence and personality of the candidates. It allows the companies to screen out the candidates who don’t live up to the criteria of the job while extracting the most potential pool of candidates to compete for a position.”

Mya — My Recruiting Assistant

Mya—stands for “My Recruiting Assistant” is an intelligent e-recruitment tool that facilitates human resource managers in the hiring process. It is basically a chatbot assistant that communicates with the candidates using text, email or Skype. Mya is a customizable e-recruitment tool that offers initial screening of the pool of candidates.

It shortlists the most relevant candidates’ profiles that go well with the recruitment criteria. It also analyzes the candidates’ profiles and ranks them according to their potential. Mya will also reject and pass on a candidate’s profile if the recruiter wants it. It is a private beta, for now, however, you can give it a try to decide on utilizing it for e-recruitment later on.

Pomato

Pomato is an e-recruitment tool to find IT talent only. Its revolutionary technology examines a resume based on how well a candidate matches your job requirements based on skillsets, roles and level of expertise. It then ranks the pool of candidates as per the degree of efficiency and relevance.

Pomato converts a resume into a visual profile—offering you a 360-degree view – instantly. Mark Valderrama, CEO & founder of Aquarium Store Depot says, “If you want to hire IT, professionals, for your team—Pomato is the best tool for your company.”

All you need to do is to enter your job requirements to engage the Pomato matching engine. It scans all the resumes, scores the profiles based on skills and generates at-a-glance reports of the candidates to help you choose the most desired ones.

CVViZ

CVViZ is a highly-intuitive and efficient e-recruitment tool that is simple and user-friendly. It offers an AI-powered applicant tracking system that simply streamlines your recruiting process by smartly automating most of your hiring tasks. CVViZ completely transforms the hiring process and helps you hire the most productive talent.

It contextually comprehends the resumes and matches them to the job descriptions to take out the rightest candidate for the job using machine learning. CVViZ is integrated with the most popular recruiting websites across the world—allowing e-recruiters to post jobs on the paid or free job posting websites with just a click.

Textio

Creating an effective job listing is highly crucial in gathering a diverse pool of candidates. A job listing must be written in an engaging way to attract more candidates from diverse experiences, ethnicities and cultural backgrounds.

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Joe Troyer, CEO & head of growth at Digital Triggers says, “Textio is a smart tool for writing unbiased job listings that helps your listings to be more winning.” It offers advanced language insights into your listing content that works well in pushing the passive candidates to apply. It also ensures that your job listings are inclusive and equally inviting for the genders.

GoCo.io

The story didn’t end with bringing the most efficient employees onboard. Therefore, the simplification and efficiency of a hybrid workforce are highly crucial for the prosperity of any business today. The streamlining of HR processes allows organizations to focus on bigger things together.

Derek Bruce, operations director at Manchester First Aid Courses says, “GoCo is a vital investment for companies that are to hire a huge workforce to run their business operations. It digitalizes the HR processes that save up much time and resources and put things on the go. 

GoCo is a tool to streamline your HR workflow by bringing employee documents, records, time off and everything else into one place. It has a user-friendly interface that brings flexibility to perform HR tasks. It also allows you to send digitally signed offer letters to the selected candidates. You can also gather tax withholding information in a couple of minutes. It also has exciting features of a digital onboarding checklist and new hire packets for orientation that make the first day of your employees smooth and hassle-free.

TinyPulse

The success of a recruitment process is nowhere if a company fails to retain and manage an employee well. Therefore, focusing on how your employees feel about the culture and experience of working in your company is highly inevitable.

“TinyPulse is a tool kit that has two tools allowing companies to survey employee engagement and performance. It reads how your employees feel about working in your company,” says Ellie Shippey e-commerce growth specialist, EZContacts.

It also looks after the privacy of employees and keeps their feedback highly confidential and completely anonymous. It makes the companies give due consideration to the experiences of the hybrid workforce that may include employees from diverse experiences, backgrounds and environments.

Interviewer.ai

The role of psychology is perceived to be undermined during digital onboarding. There are many e-recruiting tools that remove this misconception. Interviewer.Ai is a cost-efficient AI recruitment software solution that utilizes psychology and machine learning to screen out and find top candidates based on the criteria of recruiting company.

It provides an unbiased assessment by observing the candidates’ complete body language and expressions during the video interviews. It also evaluates the soft skills and level of competence of the applicants to select the best candidates that the company must interview.

Interviewer.AI is a state-of-the-art video recruiting software that utilizes AI (Artificial Intelligence) to screen and shortlist candidates that meet the criteria set by the recruiter. Today, the HR teams rely on software to make the recruitment process more effective and shorten the hiring cycle. 

Toggl Hire

This e-recruiting tool works best for hiring employees for any department of a company.  It pre-screens candidates for the posts of engineers, managers, developers, marketers, sales, customer service agents or more says Myles Robinson, digital marketing expert at LoanCorp.

First of all, it seems the customized tests the potential candidates automatically evaluate them to assign them grades on the basis of what they are ranked. It takes out the most potential candidates for further screening and interviewing to reduce the hiring time and make hiring more effective.

Bottom Line

Digital onboarding and management of a hybrid workforce become more flawless and effective with the use of artificial intelligence. The e-recruitment tools can potentially eliminate the recruiting obstacles in today’s business environment. It helps in streamlining the hiring process and gathering a pool of qualified potential candidates.

It avoids talent leaks by reducing employee turnover. E-recruitment tools also make the hiring process speedier and less tiring. It offers visual reports to represent data in a more digestible way that helps the recruiters in making the right decisions.

Transforming Recruitment With People Insights

COVID-19 dramatically disrupted the way we work. Today’s workplaces are more dynamic, with change happening faster than ever before. In order to succeed in this new world, organizations are increasingly realizing that they need to have a more powerful real-time understanding of their employees. But while marketing, sales, operations and other business units all have the real-time insights capabilities they need to effectively operate and make decisions, recruitment is the only department that does not have access to continuous, data-driven insights to inform and support decision making. 

 The World of Work Has Changed

The pandemic and the severe long-term disruptions it has caused have completely altered how work gets done. In particular, office closures led to the normalization of remote and hybrid working, making us more disconnected than ever before. Employees have had to adapt to a completely different way of working, finding new methods to communicate and collaborate online using digital tools.

The lack of face-to-face contact poses unprecedented challenges to people management so managers too have had to adapt the ways they manage their team members remotely.

In addition, work-life balance issues have been brought to the forefront. The transition to remote or hybrid work has blurred the lines between work and personal life. Digital communication platforms can lead to increased interruptions, and the requirement for frequent video meetings can cause a specific form of exhaustion known as ‘Zoom fatigue’.

Moreover, there are now fewer opportunities for social support through work, so many employees feel less connected and engaged in this new world of work.  

For better or worse, the digitalization of the workplace is accelerating at its fastest ever rate. The success of this transition, judged by the impact it has on employees’ wellbeing and productivity, will come down to how effectively it is managed.

HR will play a central role in supporting organizations as they adapt to the new world of work. In the post-pandemic era, it is up to HR to propel organizations forward, as it is now a key stakeholder in the strategic decision-making process, providing visibility and understanding of the key issues, trends and people challenges within the business.

To effectively manage the distributed post-pandemic workforce, the need for accurate people insights is more acute than ever before. This requires analysis of people data flowing through the organization and the utilization of powerful new technologies (such as Machine Learning and AI) to transform the data into insights and actionable recommendations for employee management – the ‘people insights’ approach. 

Traditional HR Approaches Are No Longer Enough

The need for organizations to get data-driven insights into their people has never been more crucial. Indeed, a survey by Deloitte showed that more than three-quarters of organizations aspire to an effective people insights HR strategy, but fewer than one in five has succeeded in putting it into practice. Instead, many organizations are still using the same cumbersome and outdated approaches to understand their employees and teams.

The two most common methods are employee engagement surveys and sophisticated business intelligence (BI) tools, both of which are fraught with issues. Employee engagement surveys are burdensome for both analysts and respondents and they must be sent infrequently (generally once every six months) as they tend to introduce friction into the organization.

The responses provide a snapshot view of a single point in time, and therefore surveys are not suitable for supporting continued decision-making months later, when the situation may have changed. Many employees either do not respond due to the length of the survey, because they are worried that their responses are not truly anonymous, or because they believe management will do nothing with the results.

The responses that are gathered might be biased, for the same reasons. Finally, another issue is that the data from surveys tend to be aggregated and is only accessible to a limited group of people, typically executives and HR leaders.

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 Likewise, business intelligence (BI) tools that capture data to produce people analytics dashboards are limited in various ways. They suffer from the same ‘rear-view mirror’ approach, taking old point-in-time data to inform their daily decision-making in an ever-changing business climate.

BI dashboards provide aggregated insights, making it more difficult to understand which strategies will be most effective for various teams and individual employees. These tools are also complex to use, require expensive trained analysts and do not scale to the whole organization.  

For all these reasons and more, employee engagement surveys and BI tools are not suitable for managing employees on a day-to-day basis. Instead, employers should seek to implement solutions that provide real-time, continuous, dynamic people insights that are personalized and customizable to everyone in the organization.

What People Insights Brings to the Table

The rate of change in the modern workplace is faster than ever before. To keep pace with this change, it is imperative that organizations find new ways of understanding their people. They must harness opportunities provided by the digitalization of the workplace for data-driven, personalized, relevant and timely insight into their people.

This is made possible through the masses of data that organizations already collect, but unfortunately many lack the expertise to know how best to utilize it. To fully realize the value of information flowing through the organization and make better decisions, companies must transform their approach to people data.

The people insights approach does not seek to do away with employee engagement surveys and BI tools, rather, it aims to create a system where all elements come together so that employees can thrive and leaders can make everyday people decisions with confidence.

By bringing together the vast tranches of data that already exist into a single platform, machine learning and artificial intelligence (AI) can be applied to generate real-time insights into employees and their behavior. The data can be automatically and continuously analyzed to help organizations extract valuable insights which can be transformed into informed people decisions.

In this way, organizations can go from the static, point-in-time insights generated using traditional HR tools to real-time insights that are customized and available to everyone. This will have benefits at multiple layers of the organization:

    • HR professionals get live updates on critical people issues as they develop (e.g., low employee engagement, poor retention, diversity and leadership) to be resolved more quickly than ever before. They get a detailed view of the organization, from the big picture down to the team-level, with driver analysis and the ability to slice and dice the data easily.    
    • Executives keep their finger on the pulse of their organization with smart alerts in real-time and decision support enabling insights. Allowing them to quickly address people management needs while improving engagement, retention, wellbeing and more.
    • Managers get visibility and personalized recommendations on key team metrics such as team engagement, wellbeing and productivity, so they can build healthy successful teams. Personalized leadership insights enable managers to grow into leaders and fulfill their potential. 
    • Employees receive customized insights to help on everything from cognitive load and workload, wellbeing, relationship building and career growth. To help them to proactively maintain their wellbeing, grow their career and improve their satisfaction and belonging at work. 

Conclusion

  The seismic effects of the pandemic – geographical dislocation, collaboration challenges, wellbeing issues, the Great Resignation, accelerating rate of change and more – have made the modern workplace an incredibly complex place to navigate.

Existing outdated tools such as employee engagement surveys and BI tools are no longer enough. With organizations increasingly demanding HR to provide visibility and guidance at all times, the need for HR to be data-driven and real-time has risen significantly.

To accomplish this, organizations must transform the way they approach data, and recognize the value of an HR strategy centered around frictionless people insights. 

How to Choose a Talent Intelligence Solution: A Buyer’s Guide

As the labor market recovers, businesses are ramping up hiring. But finding good talent is always challenging, especially amidst a tight labor market and struggling recruiting teams.

According to a study by Aptitude Research, 40% of companies are increasing their headcount this year. The study also found that 42% of recruiters lack adequate resources to succeed.  In a welcome change, 43% of companies are investing in AI to support talent acquisition. The global talent management software market was valued at $7.09 billion in 2021. From $7.93 billion this year, the market is estimated to grow at a 12.1 CAGR and reach $17.66 billion by 2029. 

When to Invest in a Talent Intelligence Solution 

While there is no wrong time to transform your talent acquisition and business, here are some red flags to consider: 

    • Increasing turnover rates
    • Declining employee engagement and commitment
    • Longer hiring times
    • Higher cost of recruitment 

These factors indicate that your traditional methods are quickly becoming obsolete and it’s time to update them. A data-driven approach with talent intelligence allows you to:

    • Source talent proactively 
    • Stay ahead of the labor market trends
    • Perform strategic workforce and succession planning
    • Support internal talent mobility
    • Overcome skills gap

Once you assess your business needs and plan to invest in a solution, consider the following features and questions. 

Essential Features in a Talent Intelligence Solution

Talent Intelligence solutions have skyrocketed in popularity.  But, with so many options in the market, how do you decide which one is the best for you? 

System Capabilities 

Ease of Implementation and Integration

Applicant Tracking System (ATS) and Candidate Relationship Management (CRM) are the core features of any TI solution. Data from these sources generate talent insights to achieve hiring and business goals. 

Also, solutions that integrate with your existing tech stack are easy to implement and sustain. Ask your vendor: 

    • Does the solution support integration with existing ATS and CRM tools?
    • How does the implementation process work? Can you share a sample plan?
    • What resources will be required from our team to complete implementation?
    • What’s the estimated timeframe for implementation?
    • What type of customer support is available during and after implementation? 
Flexibility and Scalability 

Your goals and needs change with time and it’s not always possible to find a new solution to match them. Sustainable solutions are agile and suitable for quick change management over time, especially when you decide to scale up.  

    • Is the solution scalable? What does that look like in action?
    • Does it align with the cloud model e.g. SaaS? If not, how are product changes deployed?
    • How do software updates communicated to customers? 
    • Is your solution regularly updated with new features?
Reporting 

A comprehensive solution is essential to provide an overview of all talent data to drive data-driven decision making. In addition, having robust reporting  helps you find relevant information in one place, instead of navigating multiple systems.

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    • Does the solution have built-in business friendly reports?
    • Do the analytics provided in reporting  create a 360 degree view of operational and business performance? 
    • Is it possible to  get insight into the competition?

Accuracy and Reliability 

Artificial Intelligence (AI) has significantly improved hiring, but it is important to assess for accuracy and reliability of the solution. Since the ultimate goal is to hire candidates who will stay on, it’s crucial to ensure that your tech solutions are producing reliable results. Here’s how you can check that with the vendor: 

    • Is your AI model transparent and validated?
    • Do your AI solutions get smarter with human inputs? 
    • How does your AI solution help augment human decision-making instead of automating decisions?

Talent Management 

A talent intelligence platform allows you to recruit qualified candidates and empower them throughout their employee lifecycle. Assess a potential solution for its ability to boost recruitment, perform strategic workforce planning and enable internal mobility for current employees. Here’s what to ask: 

Recruitment 

    • How does the system automate and enhance candidate engagement? 
    • How do you eliminate recruitment bias? 
    • Does the system “clone” your best performers?
    • How does it target candidates for hard to fill roles? Does it have advanced filters?

Strategic Workforce Planning 

    • Does your solution paint a robust picture of the total addressable labor market?
    • Does it provide insights about talent trends within the organization? 
    • What kind of reports does the solution generate? 

Internal Talent Mobility

    • Does the solution provide an overview of current employees? 
    • Can it uncover patterns and gaps across the internal organization?
    • Does the solution match current candidates with relevant transfer and promotion opportunities? 

Diversity Hiring 

Diversity continues to be a priority for organization hiring this year. While AI is ‘technically’ free from human bias, it requires active steps to ensure that it remains inclusive. You must ask service providers how they address bias: 

    • How is the data sourced and stored? 
    • Do they use bias-reducing techniques i.e., removing identifiable information?
    • Does the system evaluate candidates based on job-relevant information? 
    • Does it support souring for underrepresented candidates
    • Can it provide insights regarding diversity representation within the organization?

Security Measures

Growing data privacy concerns have prompted the government and service providers alike to enforce security measures to protect data. Before you finalize your AI solution, ensure that it complies with and remains updated with the local data privacy laws.

An ethical service provider will readily answer these questions and will have established data management systems. Some questions to consider:

    • How do they ensure data security? How do you protect the data obtained from potential candidates?
    • What security and compliance certification do they have?
    • Is your solution GDPR compliant? Or with the local and national legal standards?
    • How do you handle a data breach/security attack? 
    • Can you share your privacy policy, security statement and service level agreements?
    • Where and for how long is the data stored for your solution?

Assessing Business Outcomes and Return on Investment (ROI) 

The primary goal of using talent intelligence is to use talent insights to drive business outcomes. Asking about ROI will help you assess the efficacy of the solution. Some questions you can ask: 

    • Can you share case studies or success stories from other clients?
    • How does the solution help achieve talent acquisition targets i.e. decreased time to hire, sourcing technical candidates?
    • How can the solution create better alignment with TA teams and hiring managers?

Are You Ready to Invest in a Talent Intelligence Solution? 

Make sure that you are doing your research. Yes, businesses are using insights from talent intelligence solutions to inform their talent acquisition, retention and management strategies. But, it can be tricky to choose the right solution that meets your goals and needs.

Companies like Seekout (with more than twice the amount of reviews than the next competitor), Ripplematch, Entelo and about a dozen more can help you dig deep into the numbers.

Here’s a ranking on G2 to help navigate the course.

3 Trends Changing Frontline Hiring

Line cooks, home health aides, customer support and truck drivers are just a few of the millions of frontline jobs in high demand today. These frontline workers make up 55% of the U.S. workforce, and even with recent inflation and recession fears, demand for hiring them remains incredibly strong. 

Frontline workers are different from the rest of the workforce in that they’re typically paid by the hour, work outside a 9-to-5 schedule, and work as individual contributors. This means that TA leaders who are looking to ramp up frontline hiring are quickly realizing that the same processes and tech they use for general hiring doesn’t work.

Here are three trends that are changing frontline hiring today.

Mobile-First Job Search

The percent of job searches done from a mobile device is up to 68%, yet mobile application rates have decreased to 4.8%. That’s because employers are struggling to convert frontline job seekers using job applications designed for desk workers.

Standard job applications require job seekers to import resumes, create profiles and enter their job history which is nearly impossible to do from a mobile device. TA leaders looking to scale frontline hiring should focus on creating job applications that are easy, conversational and mobile-first to increase application rates.

Fast and Frequent Engagement

Frontline job seekers prioritize speed, with 37% saying that getting hired quickly was their most important factor in taking a job. Instant engagement of candidates that have applied in the past or previously shown interest gives employers a distinct advantage.

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Most candidate engagement means someone from your recruiting team has to filter through your talent community, CRM & ATS to build a list of people, create an email or text campaign and reply to candidates. It’s too slow and many candidates never hear from employers they’ve shown interest in.

Successfully engaging frontline workers requires lightning-quick automation that gets new jobs in front of the right prospective candidates, preferably on their phones via text, as soon as they’re posted. A few days’ difference in engagement can mean a few weeks’ difference in a hire.

Career Sites That Convert

Many frontline job seekers are consumers of the brands they work for. That’s one reason almost 30% of them find jobs by searching a company’s website. More frontline workers search on career sites than job boards, social media posts or by walking into a storefront location.

Career sites are another major point of job seeker dropoff when they are too hard to navigate. For example, many frontline job titles can have different names like custodian, janitor, maintenance and handyman. If a frontline job seeker searches “custodian” but your job search isn’t built to bring up every related role, you’re probably missing out on qualified candidates.

Since over 95% of job seekers leave career sites without applying, it’s critical to give them an easy option to stay connected before they leave. Many employers have Talent Networks in place to help with this, but most job seekers never sign up because the call to action is buried and rarely available on job pages (where most job seekers visit). There are many highly qualified candidates visiting career sites but not applying, so giving them an easy alternative way to connect is critical.  

Remote Externships: The Future of Student Recruitment

Corporate America is leveraging a new form of experiential learning called the remote externship to attract, engage and assess Gen Z talent in more scalable ways – and talent acquisition professionals are taking notice.  

Entry-level positions often expect student applicants to have prior professional experience.  Yet most competitive internship opportunities at large organizations miss out on students who are still genuinely exploring their career interests, and therefore whose resumes are not fully polished. 

When recruiters and talent acquisition professionals fail to cast a wide net in attracting, engaging and assessing young talent, it misses out on underrepresented student communities that are critical for building a diverse talent pipeline.  

Enter the Remote Externship: a project-based educational experience that companies like PwC, HSBC, National Geographic and Meta can use to reach and engage large cohorts of underrepresented student talent in alignment with diversity, equity and inclusion (DEI) goals and without deploying significant resources. 

Why Internships and Career Fairs Often Miss Great Underrepresented Talent

It all goes back to the significant resources talent acquisition professionals must deploy with traditional internship programs – HR and employee-supported interviews, onboarding, training, project assignments and evaluations – and the correspondingly high ROI (“Return on Internship”) that is expected as a result. 

Intern conversion rates to full time hire of 80% – 90% are not uncommon, which puts enormous pressure on students needing to look buttoned up and ready to hire during their junior year of university.  This, in turn, means that talent acquisitions professionals miss out on large swaths of talented students around the country who don’t get picked up through traditional resume screenings.  

The reality is that taking a bet on “unproven” students with 3-month in-person employment can be a major perceived risk for talent acquisition professionals whose resources – particularly its human capital with core responsibilities to the organization – are limited and constrained. 

On-campus career fairs and informational sessions have been the standard ways companies engage with students earlier in their career discovery process, shaking hands over the usual ho-hum conversations before directing students to a company’s jobs page.  Engagement is low and superficial at these events.  

Talent Acquisition professionals need a solution that is fully remote and globally accessible to students wherever they are so that they can attract, engage and assess talent during the 9-month “off cycle” when students are in school.

Let’s dive deeper into some of the benefits of remote externships as a potential solution. 

Benefits for Talent Acquisition Professionals

Talent Acquisition professionals need solutions that drive employer branding with young talents while also providing robust and predictive soft & hard skill assessment on projects that are tied to actual work their teams perform.  

Remote Externships require less time, money and resources than internships, making them an ideal early talent identification program for companies that want to invest in large scale talent identification, engagement and assessment.  They can also be ideal as a scalable student innovation program, DEI impact program or even as a way to engage recently hired – but not yet onboarded – students to reduce reneged acceptances.  

Driven by Software

Utilizing a software-enabled platform that hosts the remote externship experience is key in making the program more streamlined and successful for recruiters and talent acquisition professionals.  The ideal platform should work cohesively with companies in compiling what the projects entail and can develop training, tasks, webinars and networking opportunities from there. 

Once the program is deployed, the service continues to do the heavy lifting by onboarding the externs and allowing them to login and work remotely at their convenience – tracking their progress and evaluating them along the way.  

An Interactive Learn-Work Classroom Experience that Engages and Assesses Students

An effective remote externship program leverages two important elements: (1) skill-based curriculum development to ensure effective training and employer branding with students, and (2) Program Managers who act like TAs (teaching assistants) in a class by providing mentorship, support, feedback and assessment for students. 

This not only gives back a significant amount of time to talent acquisition professionals and their employees, but also allows them to engage dozens of externs on a single project, providing access to a wide range of early talent. Additionally, as companies work to improve their DEI initiatives, the flexibility and remote nature of an externship allows them to access more students from diverse backgrounds across the globe that may not have had the opportunity to participate in a typical internship due to time or financial constraints.

RippleMatch Fall 2022 Recruitment Checklist

Well-known companies that have hosted successful remote externship programs include Meta, Pfizer, The National Geographic Society, The Nature Conservancy, PwC, HP Tech Ventures and more. 

Making Organizational Compliance Seamless

When structured in the right way, remote externships can give talent acquisition leaders control and insight throughout the organization. Traditional internship programs tend to be centralized and constrained to the summer which creates friction for teams looking to tap student talent flexibly and year round. 

By effectively leveraging technology, remote externships can be pre-approved by senior execs, compliance, legal and HR to enable on-demand creation of projects and on-demand access to pools of students.  Remote externships can break through corporate bureaucracy by empowering employees to activate student candidates directly while giving talent acquisition leaders the compliance control, branding control, data insights on student performance and feedback from students on their experience needed to effectively manage a modern educational program and thriving candidate network.

As talent acquisition specialists work to find talent aligned with a company’s long term goals and specific skill sets, remote externships grant them insight into the success of the students at an early stage by tracking and evaluating their work, as well as learning more about them through networking opportunities. 

Cohort-based Models are Familiar to Students and Scalable for Companies

Fortune 1000, their talent acquisition leaders and employees are in need of a custom & scalable early-career educational experience to engage students.  Remote externships act like a bridge, or training wheels if you will, between the world of education and the workplace. 

Since externships are cohort-based, companies can train, engage and assess students on case studies or work projects relevant to teams without utilizing as much human capital needed with traditional internships. 

Talent Acquisition professionals and employees can also engage students on projects during the 9 months outside of summer by reaching them wherever they may be.  And compared with on-campus career fairs, remote externships allow organizations to build an employer brand that engages its employees in skill-based volunteering, thus increasing the employer’s relevance to the Gen Y & Z workforce.  

In an age when Gen Z is expecting more from the corporate world, remote externships strengthen a company’s candidate-facing brand by aligning with student values.  Externships also cultivate innovative strategies from Gen Z that lead to real business impact in areas like Web3, product innovation, market research and more.  

Efficiency and Flexibility for Everyone Involved

Over the past few years, cohort-based remote externships have been created to mutually benefit students and companies for the optimal project-based work experience.  Similar to a classroom-based case study or capstone project, but with a bit more real world applicability, a remote externship is a learning opportunity designed for students to gain hands-on experience within an industry of their choice, at the guidance of a host company. 

The programs require less of the students’ and host companies’ time, offering more flexibility for company employees to take part in skill-based volunteering.  As externs are typically less active in their host companies’ day-to-day operations, they have more time to gain a greater understanding of their industry while working on projects that are catered to big picture ideas and practices. 

Most remote externships are project-based, allowing students the flexibility to integrate with their busy schedules which means that companies can engage student talent year round as opposed to just during a summer internship. 

Unlike semester-long co-op programs run between some universities and corporations, most remote externships are designed to run for just a few weeks with the optimal time commitment for a student being about 10 hours per week – work done on their own time.  

Remote Externships Aren’t For Every Organization

As a talent acquisition leader or executive in charge of DEI initiatives, ask yourself these questions when determining whether a remote externship is worth exploring for your organization:

    1. Does the C-Suite consider Diversity, Equity, and Inclusion as a priority (beyond just PR initiatives)?
    2. Does my organization encourage innovation and change?
    3. Is my organization’s culture supportive of student mentorship and corporate social responsibility?
    4. Will my organization embrace the idea of creating a corporate-branded experiential education program for students?
    5. Do I have the right internal tech and product capabilities, or should I find a tech partner that can streamline the process?  Making sure that the right technical capabilities and processes are in place will ensure a streamlined and smooth program delivery.

The Big Takeaway

Companies might consider adding remote externships to their company initiatives for several reasons: (1) to accelerate their DEI initiatives by extending more opportunities to assess underrepresented talent on real or simulated work; (2) to expand their early talent employer branding by leveraging students’ proclivity for remote experiences and career discovery; and (3) to simplify the cost, administrative overhead, and employee time needed to support large-scale student professional experiences as an alternative to internships. 

As students become more aware of remote externships within their field, they will most likely begin to seek out these programs over an internship, favoring the flexibility, project-based learning style and networking opportunities. 

Retaining Talent In an Economic Crisis

Economic crises can be trying times for recruitment and talent acquisition professionals in any industry. Markets going in the wrong direction can lead to downsizing, layoffs and other changes within your business. Some organizations start restructuring from the bottom to the top. These shake-ups can lead to top talent leaving your company to pursue other ventures. That’s why recruiters use these strategies to acquire and retain talent during a crisis.

Emphasizing Remote Work

Telework increased during the COVID-19 pandemic and research has shown it’s here to stay. Remote work will constitute about 25% of all professional jobs in North America by the end of 2022. 

The pandemic has shifted people’s priorities — they want a better work-life balance and can achieve that with remote work. Employees across many industries can do their job from home.

About 61% of people who have worked remotely since 2020 prefer to stay that way rather than return to the office. Remote work is popular with Millennial and Gen Z adults, so telework is an essential factor if you’re a recruiter wanting to attract and retain young talent.

Being Honest With Employees

Your word is your bond — this phrase goes back to the days of Shakespeare and beyond and it holds true for businesses. The best thing you and your company can do during an economic crisis is to stay honest with its employees and new hires.

This notion applies during hard times and brighter times. Being candid and telling staff what’s happening is better than hiding information and lying about the current state of affairs.

Honesty sets the tone for the workplace culture, which is a big deal for potential employees. If talented prospects hear rave reviews about your company’s culture, they might be more likely to jump on board and stick around for a long time.

Pushing Ongoing Learning

The initial training sessions a manager or HR representative gives a new hire are vital because they set the tone for the job. Equally important is the opportunity to continue learning and growing in their field.

Workers want to learn and develop marketable skills in their careers that will elevate them up the chain. Ongoing training benefits your company as much as it does the employees.

Some companies may offer a discount or a stipend for online college courses. Others may have in-house training sessions targeted to whatever industries the business has. Providing workers with opportunities for these classes is critical because they’ll gain skills and become more marketable, which will help them feel valued during a crisis.

Codesignal Diverse Companys Outperform

Touting Compensation Packages

The pandemic has changed the world’s economy and shifted what workers need from a job. When they look for a new position, they want to set themselves up for success by monetarily taking care of themselves and their families. A benefits package is a crucial way to acquire the best talent, yet only 22% of companies promote it during recruitment.

A compensation package is critical because it’s one of the first things job hunters look for in the description you post online. When prospective hires see the pay and benefits, they’ll get an impression of your company based on that alone.

A robust package with benefits for the employees and their families will show your business truly cares about them. Stressing excellent coverage is essential because it will help retain employees long-term. About 43% of workers who quit a job say poor benefits were a reason for their departure — a whopping 63% cited low compensation.

Showing Care for Mental Health

Mental wellness has become an increasingly important topic inside and outside the workplace. Young people especially show concern and take action when they feel their mental health is suboptimal. About 68% of Millennials and 81% of Gen Zers say they have left a job for mental health reasons.

To recruit a younger workforce and retain these talents, you as a recruiter need to show how your company prioritizes mental health. One way the HR department can achieve this is through an investment in mental health training.

When you show you care about the employees’ mental health, it helps workers in the short and long term by reducing turnover and keeping everyone content. Mental health training can help increase productivity, mitigate stigmas and minimize the risk of substance abuse disorders.

How to Acquire and Retain Talent

Recruiting and keeping great talents can be a tall task for talent acquisition professionals, especially in an economic crisis. Since the pandemic, workers have new priorities regarding the workplace and are more choosy when selecting a new job. They prioritize themselves, their mental health and their families.

With remote work becoming the norm, increasing telework options has become necessary. Prioritizing mental health training, touting benefits packages, including ongoing learning and demonstrating honesty are a few things you can do to keep the best talent.

Video Interviewing and Messaging: A New Recruiting Holy Grail?

Today’s recruits expect companies to offer an authentic look into the workplace culture and specific job roles. There is also a strong desire for many potential employees to find an organization that aligns with their own values. Therefore, recruiters and business owners are encouraged to think differently about how jobs, people and environments are showcased to prospective employees. In a tight labor market, recruiters may consider adopting video interviewing and messaging to attract today’s modern candidates.

Organizations considering video to elevate their brand and improve candidate quality by incorporating video interviewing and messaging into the recruiting and hiring processes should consider the following three key elements.

Number One: The Message

Although technology has made it easier and less expensive to record and post videos, business leaders must understand the critical aspects of a quality video, which engages job seekers and encourages the next steps. To create a captivating video, employers must tell a story that captures the essence of their culture.

    • Short and creative scripts – developing concise scripts, no more than three minutes in length, to help grab and maintain applicants’ attention when addressing the company, culture and job roles.
    • Valuable information – providing job seekers the necessary information on a specific role, its impact and what a company does can attract more top candidates, saving time and energy for all parties.
    • Real people – incorporating actual employees instead of professional actors or senior leaders/managers in videos displays authenticity and can build trust among job seekers.
    • Exclusive benefits – using audio or visuals to emphasize unique attributes such as office perks and benefits will reinforce the employee value proposition and resonate with candidates.

Number Two: The Content

The video content created must resonate with prospective candidates to build a powerful and appealing story. Therefore, employers are encouraged to determine their objectives and identify types of content for recruiting videos, namely the following.

RippleMatch Fall 2022 Recruitment Checklist
    • Task specific – create “a day in the life” videos of employees to showcase the responsibilities of the job, work environment and the skill set required to make a greater impact than a text version.
    • Core values – develop videos that demonstrate employee, client and community interactions to showcase the company’s values and attract like-minded job seekers.
    • Workplace culture – capture videos that highlight a vibrant culture of team-building activities, events, corporate functions and community involvement to gain a competitive advantage.
    • Testimonials or Awards – draft videos with clips of employees giving genuine insight into the company or feature corporate awards that underscore the culture.

Number Three: Use of Content

Organizations can leverage video for recruiting by identifying avenues to engage candidates. Recruiters or hiring managers can seamlessly incorporate videos into these communication channels.

    • Career sites – showcase videos on career sites, job postings or the company website so interested candidates can learn more about employment opportunities and increase company SEO.
    • Social channels – share videos across company social channels and expand recruiting reach across multiple user networks and talent pools.
    • Confirmation emails – include videos in candidate communication like job search or application emails to give applicants an exclusive preview into the company.
    • Job fairs – use videos at job fair booths to drive traffic to the booth and connect with ideal candidates one-on-one.

With labor shortages, record resignations and a job seeker’s market, storytelling through video interviewing and messaging in recruiting and hiring can help humanize a company, deliver a personalized experience and create emotions of enthusiasm and desire among applicants.

Additionally, video interviewing and messaging may convince candidates to choose your company over the competition. By considering the above three key elements to video recruiting, companies can tip the scales in their favor.

RecruitingDaily Welcomes Industry Expert Martin Burns to the Team

SHELTON, Conn. Sept. 12, 2021 – RecruitingDaily, the leading media resource for recruiting and talent acquisition, hired talent expert Martin Burns to be managing editor and analyst.

In this role, Burns will use his experience and expertise in staffing, consulting and content management to leverage content for RecruitingDaily’s network of websites an online courses.

Prior to RecruitingDaily, Burns served as strategic consulting advisor at HireClix as well as editor in chief of its subsidiary, Recruiting News Network (RNN). He brings with him a deep expertise in talent acquisition, recruiting and sourcing, in addition to the ability to produce and manage content as part of RecruitingDaily’ editorial efforts.

“We’re thrilled to bring Martin onto our team,” said RecruitingDaily Founder and CEO Noel Cocca. “Martin brings a wealth of industry experience, analytical skills and the ability to turn that into easily consumable content for our readers. As an industry expert, he has the knowledge necessary to help further our goal of being the number one source in the industry for recruiters and talent executives alike. Moreover, this aligns with our growth plans to develop our content strategy growth plans for both RecruitingDaily and the HCM Technology Report.”

From his side, Burns sees this as an opportunity to partner with a number of respected old friends. “For my entire career, I’ve always had writing in the background – it’s been a key part of my toolkit,” he said. “At RNN, I got my hands into editorial production for the first time as a writer and editor, as we built a news bureau from the ground up. That role gave me the skill-set and knowledge to move into the position of managing editor at RecruitingDaily. Now, I’m eager to collaborate with like minds and work closely with content and news.”

Burns will be joining the RecruitingDaily team at HR Tech this week in Las Vegas.

About RecruitingDaily
Founded in 2010, RecruitingDaily is the leading online media resource for today’s recruiting world, offering a signature mix of content, news, webinars, podcasts, video, and the signature #HRTX events that develop professional best practices. RecruitingDaily and its network of sites reach a global audience that ranges from entry-level sourcers to strategy-level executives in the Human Resources, talent acquisition, recruitment marketing, compliance and diversity and inclusion professions worldwide

Unf*cking the Fire Hose, a.k.a. Making Recruiting Data Usable

Picture it: the recruiting industry, 2012. There are now 5 billion people with internet access. Instagram finally releases its Android app, giving at least half of those folks a new distraction for the sake of “social recruiting.” LinkedIn suffers a massive hack exposing the passwords of nearly 6.5 million user accounts. There’s a debate raging around “mobile-friendly” versus “mobile-first.” Talent Board announces the first winners of the Candidate Experience Awards. And everyone’s looking at “Big Data” to solve the ongoing issues of time to hire, cost per hire, quality of hire and the like.

We read countless articles, sat through webinars and attended endless events about how the availability of Big Data would be like “drinking from a fire hose,” giving us more than enough information to improve outcomes and capture more accurate metrics. 

Fast forward: the recruiting industry, 2022. There are now six billion people with internet access. Instagram changes its feed with such frequency that it’s become one long stream of ads, rendering it useless for social recruiting (if that was ever really a thing).

Today’s LinkedIn hacks are about hacking the algorithm to increase visibility amid career experts, resume writers and influencers espousing their latest thoughts about “quiet quitting” and other buzzwords. The mobile debate is moot, with smartphone usage outranking other devices. The Candidate Experience Awards are still trucking. And everyone’s trying to figure out how to be “data-driven” and make all the information they’re capturing usable without the help of a full-time analyst. 

It’s striking how much the more things change, the more they stay the same, particularly in recruiting data. Hiring trends come and go (look at you, Great Resignation-cession). Recruiters get laid off and hired back en masse. Told to do more with less. And keep coming back for more. With that said, there *is* a lot of data available these days, and some of it is actually helpful – if you know what to do with it. Here are a few things to note: 

If You Don’t Know What It Means, Don’t Try and Measure It

Some metrics are relatively straightforward. Time to fill = how many days it took, from the req getting approved and posted to the day you received an accepted offer. Time to hire = how many days it took from when the candidate entered your pipeline to the day you received an accepted offer.

On the other hand, quality of hire is a bit more nebulous. How can one determine the value a new hire brings to a company? How long do you give that person to demonstrate value? How does your probably subpar onboarding experience impact their ability to show value? Define your metrics before you start to measure. 

Live Sourcing With your Hiring Manager Marvin Booker

You Don’t Need to Measure Everything

If it were up to most executive teams, every aspect of recruiting would be quantifiable, but it’s not. We’re talking about a human-based function – far too many variables are at play. Rather than measure everything, determine what matters to your organization and stick with a few key metrics.

Are you involved in high-volume hiring? Seasonal? College recruiting? Executive search? You wouldn’t try the same recruiting strategy to fill these different types of positions. Likewise, you cannot, nor should you, try to fit all of these into the same boxes. Pick a few metrics to focus on. 

You Don’t Have to Be an Analyst to Analyze

Seems obvious, right? But not everyone in recruiting is comfortable with numbers. If you were, you might have picked another profession. Luckily in today’s world, there are technologies that can do most of the recruiting data computations for you without needing to build out a complicated formula in excel or stand around like the confused math lady meme.

You don’t even need a huge budget; you just need to know how to make your solutions work for you – and trust me, most of what you’ve got already does more than you realize. So, call up your friendly customer success rep and ask them to walk you through your analytics functions. I’m sure they will love to hear from you. 

Here’s the thing: whether it’s big data or regular data, it’s only useful if you can use it. If it’s just there, with no one looking, or too messy to navigate, it’s not helping your cause. Few organizations outside the enterprise have the option to bring on analysts, which means the vast majority of employers have a slew of numbers collecting dust in the recesses of their tech stack.

Stop trying to do everything, start trying to do something and slow down the fire hose. No one asked for that terrible idiom, anyway.  

5 Ways to Recruit New Graduates

For hiring companies, the rules of engagement have changed. Compensation and benefits are not the only or most important cornerstones to successfully recruit new graduates. Potential employers are now being asked questions around learning and development opportunities, career progression, wellbeing programs, diversity and company values.

Given today’s competition for talent, candidates often find themselves in a position to choose from multiple job offers. Deciding which opportunity to pursue is often a complex decision, especially for new graduates who are looking to launch their careers with companies that will help them grow personally and professionally, as well as empower them to be their true selves.

For recruiters looking to attract top talent, positioning the business as a landing place of choice for university graduates is not an easy task. It takes time, effort, well-structured policies, constant re-evaluation of their offering, as well as programs that speak to the needs and demands of graduates today. Whether it’s a multi-national enterprise or a rapidly expanding startup, a prestigious brand name is not always a guarantee that you will attract the top candidates.

The following five approaches to positioning a company as an employer of choice for new graduates:

Career Pathways That Reward Professional Growth Over Tenure

The opportunity to gain an inside track on advancing skills is critical for new graduates embarking on their first full-time role. However, developing career advancement paths as part of recruitment and retention strategies cannot be a cookie cutter approach. When interviewing a candidate, focus on highlighting growth opportunities in an open-ended way.

Share details on what they will learn, training tools and how the onboarding process is tailored to help start them on a path to success. Words that resonate with today’s candidates include growth opportunities, autonomy, decision-making and initiative. Be inspiring: share how people can contribute to the goals of the company and its vision.

Two-Way Dialogue in Interviews

Soft skills are an integral part of any employee’s success within an organization. During interviews, find ways to gauge qualities beyond the technical qualifications for a position – such as eagerness, ambition, curiosity and drive.

Open-ended questions around handling challenges, their perspective on previous work experiences, what-if scenarios or their thoughts on what collaboration or creativity means to them, can help provide some valuable context. It can also open opportunities to generate a two-way dialogue while showcasing your initiatives in those areas.

Codesignal Diverse Companys Outperform

Corporate Social Responsibility Front and Center

New graduates are increasingly interested in topics such as the environment, diversity and equity, wellbeing and mental health and social justice. A growing number of candidates want details around corporate social responsibility programs, commitments to sustainability, inclusion and other societal issues.

Candidates expect more than a “yes we are committed to those things” response. You must be authentic and be able to detail the actual initiatives in place, how they are managed and maintained (e.g., are they employee-led?) and where employees can play a part in supporting them.

Competitive Compensation

Studies have shown that compensation and benefits packages remain a top priority for university graduates seeking employment. Evaluate and analyze your own offerings on an annual basis and adjust them accordingly based on market conditions, competition and demand.

Flexibility in All Things

The pandemic has taught all of us the importance of a flexible workplace model. This has long since evolved from a stopgap measure to an ongoing expectation on the part of new hires, who want to have a say in where, when and how they want to work.

The demand for flexibility extends well beyond work hours and location. One thing you can offer, for example, is a wellbeing allowance program that enables your team to choose the wellbeing options that work best for them (up to $1,000 per employee per year). This has been very well-received by employees, and popular discussion point when it comes to recruiting new graduates.

Enhancing the recruitment and employee experience is not a project with an end date. Having the right elements in place to be a top recruitment choice is a collective and continued effort from everyone.