As organizations around the globe confront talent scarcity challenges, even the most seasoned talent leaders find themselves in uncharted territory. This profile shares insights from PeopleScout Global Leader of Solutions Design, Krista Sullivan de Torres. Krista is a seasoned professional with more than a decade of human resources and talent acquisition experience. While Krista’s professional experience spans many industries, she has a passion for and deep expertise in healthcare recruitment. Her experience includes launching RPO programs for healthcare startup organizations, managing RPO operations for managed care, population health, behavioral health, and healthcare system clients. Krista’s specialties include global talent acquisition team design, talent acquisition operations, analytics and reporting, recruiting, sourcing and retention. Krista holds a bachelor’s degree in Mathematics from the University of California, Santa Cruz.
Krista shared her insights about hiring solutions for healthcare providers from her home office in Florida.
Ebook
How RPO Can Solve The Top Challenges In Healthcare Talent Acquisition
What are some of the hiring challenges facing the healthcare industry right now?
Prior to the COVID-19 crisis, there were already many challenges around healthcare hiring. We all hear about the shortage of nurses, but there’s also a shortage of clinicians across the board. Since the outbreak of COVID-19, we’ve seen an increased number of patients, so these shortages have become even more acute — particularly in the areas that have been hit hardest with the disease. In addition, some challenges arise when clinicians who have COVID-19 risk factors, or live with someone who does, are now unable or unwilling to work in order to protect themselves and their families — causing a large strain in hiring for these specialized roles.
Hiring for a healthcare role, clinical or nonclinical, is much more difficult than hiring in many of the other essential industries right now. How and why is that?
Regardless of whether we’re hiring for a role that is clinical or nonclinical, there are a lot of additional requirements for working in healthcare than there are in most other fields. If a candidate is going to be working directly with patients, particularly those that are most vulnerable, an extremely thorough background check is necessary to protect the safety of patients. So, rather than a traditional pre-hire online form and standard background check, healthcare candidates will undergo additional criminal history checks, fingerprinting and more. These critical checks tend to slow down the hiring process and can add a layer of complexity when we’re looking at the available workforce.
Another factor affecting hiring is that a lot of people are a little afraid to work in the healthcare industry right now. As I mentioned earlier, people may be cautious about taking a job in healthcare in order to protect themselves or high-risk family members against COVID-19. In addition to there being a challenge in the number of candidates available to start, we are faced with the challenge of selecting the right people for the job and ensuring we have a pool of candidates who are excited and available to work during this unusual time.
Lastly, a major factor we consider in the healthcare industry — particularly in a clinical setting — is ensuring healthcare workers are extremely customer-focused. We look for people who are very focused on the patient and the patient’s family. We’re facing challenges in the spike in the number of people who are severely ill, so ensuring we have workers who are correctly educating and caring for patients is of the utmost importance.
What sort of hiring solution for healthcare providers are available right now?
A lot of healthcare organizations are really trying to get creative during this critical hiring time due to the healthcare talent shortage. They’re looking to potentially bring back previously retired workers, flexing up hours for part-time associates and bringing in traveling nurses or clinicians to support them where their internal teams are at capacity. Many organizations are also interested in implementing a recruitment process outsourcing (RPO) solution to quickly get short-term support in locations that are particularly hard-hit.
How do these RPO solutions work in practice? What are some of their benefits?
That’s a great question. One of the many benefits of healthcare RPO is that we’re able to ramp up very quickly to meet client needs. For example, a client came to PeopleScout when they needed to rapidly scale up hiring to support their hospitals. We spoke with the client, came up with a solution and worked through the contracting phase all within three days. It helps that PeopleScout has a large team of clinical and nonclinical healthcare recruiters who are trained to know the industry and can identify high-quality candidates to get the pipeline filled quickly.
When it comes to on-demand recruitment support, the beauty lies in rapid engagement and disengagement. Once immediate hiring needs are fulfilled, an RPO provider can pull recruiters back in-house and assign them to a new project. This is a great benefit for clients — they don’t need to deal with the stress of layoffs and furloughs because they’re able to engage and disengage experienced recruiters as needed.
The most important thing right now is to keep everyone safe and healthy. What is the best kind of solution for that?
One important way to keep people safe while still meeting critical talent needs is to use a virtual hiring solution for healthcare providers. PeopleScout has a bit of an advantage here because we were a virtually based culture even prior to the COVID-19 crisis, so many of our recruiters were already working from home. Our virtual solution allows us to conduct digital interviews — on-demand or live — so we can continue to safely service our clients without interruption. We’ve been able to effectively maintain — and in some cases exceed — productivity while also minimizing the risk for our clients, candidates and internal teams.
Are there any final thoughts on hiring solutions healthcare providers you’d like to leave us with?
We’re all going through a really challenging time right now and trying to support one another. We’re all in this together and PeopleScout is here to support our clients, candidates, teams and prospects in any way we can.
Kent County Council: A Social Media Campaign Promoting a Career in Care
PeopleScout developed a social media campaign for Kent County Council (KCC) to attract more home social care and healthcare workers.
2week campaign
51,000impressions
1,000click-throughs
75,000views on YouTube
Support workers make a genuine difference to real lives and Kent County Council (KCC) was finding it hard to attract the right people to fill their vacancies. They approached PeopleScout to develop a campaign to reach an audience that may not realize they had the skills and attributes to become care workers and show them they could have a meaningful career, just by “being you.”
Scope & Scale
Kent County Council, along with over 1,400 partner organizations, are committed to providing essential care and support, working with some of the most vulnerable members of the community. Their need to recruit was based on the requirement to alleviate pressure on nursing homes and hospitals by providing care in the clients’ own homes, therefore freeing up valuable beds elsewhere.
It was also important to demonstrate to the wider Kent population that KCC was taking positive and supportive action in what was a high profile and often criticized area for all local authorities.
Situation
With job openings that aren’t clearly defined by specific skills or experience, it’s often challenging to convince potential recruits that a role is right for them. With “unskilled” (in terms of qualifications) positions such as these, the lure of other opportunities, including retail, is often more appealing and the lack of visibility or explanation of support roles, alongside a misunderstanding of what is entailed, compounds this issue. In addition to this, there was a lack of clarity about the genuine career potential that these jobs could offer potential candidates. KCC aimed to raise the profile of the work they do in an area that is both sensitive and one that touches most people at some stage in their lives.
Solution
To fully understand why existing support workers do what they do, we ran a focus group to investigate the motivators and to hear real-life stories. Our creative team then set to work to produce a personal and appropriate creative identity; one that would put empathy and natural caring skills needed for these roles at the very heart of the campaign. We concluded the best way to communicate this was through video, showing everyday situations where people made a difference, doing everyday things and how this translated into a care workers’ job.
This was driven by the central campaign message of “You’d be surprised how qualified you are to be a support worker – just by being you’.” With a small promotion budget and to ensure that the power of the video’s visuals were maximized, we used social media to push the video out to the target audience using geographic and behavioral targeting methods.
Results
The social media campaign ran for just over two weeks and in that time delivered over 51,000 impressions, converting to over 1,000 click-throughs – an impressive rate of 2.1%. Equally impressive, YouTube delivered almost 172,000 impressions and over 75,000 views.
At a Glance
COMPANY: Kent County Council
INDUSTRY: Government & Public Sector
PEOPLESCOUT SOLUTIONS: Talent Advisory
ABOUT KCC: Kent County Council is a county council that governs the county of Kent in England including 1.6 million residents. Amongst its many services, the council provides health and social care for adults and children.
Grocery retailer Sainsbury’s turned to PeopleScout to hire drivers to support their growing online business.
6,200annual hires
5weeks to fill most roles
analytics informed approach resulted in reduced marketing spend
With online grocery shopping becoming increasingly popular, Sainsbury’s looked to PeopleScout to maximize the number of delivery slots that they could offer to customers. In a saturated marketplace, it wasn’t enough just to target existing drivers, we also needed to find those with transferable skills and encourage them to apply. The resulting strategy enabled Sainsbury’s to go to market with a number of highly targeted and locations-specific attraction campaigns.
Situation
Before engaging with PeopleScout, the client struggled to meet its hiring goals. Approximately two-thirds of candidates dropped out of the hiring process between the first two steps of the screening process. Many candidates couldn’t complete screening during traditional recruiting hours.
In response to these challenges, PeopleScout provides a highly scalable delivery team to meet the client’s fluctuating hiring needs and address regional and cultural preferences during the screening process. PeopleScout’s centralized recruitment support ensures compliance and streamlines the process through innovative technology solutions. Positions in scope include 6,200 annual hires for warehouse and truck driver positions.
Sainsbury’s business strategy is to respond to the changing needs of their customers, enabling them to shop whenever and wherever they want. Seven days a week, Sainsbury’s delivers fresh food, groceries, general merchandise and clothing from suppliers around the world, via 33 distribution centers, to their store and online customers, meeting their requirements for flexible, convenient shopping.
Drivers are a vital part of this strategy, ensuring that Sainsbury’s can make deliveries to millions of customers at a time that suits them.
The online grocery department is a fast-growing business for Sainsbury’s. When we started this project, one in five employees worked in the department, but with changing consumer habits, this was soon to become one in three.
Despite being one of the company’s largest employee populations, it experienced high turnover in line with the challenging driver recruitment market. Some locations, for example, inner-city areas and affluent suburban locations, found it particularly hard to recruit.
The level of attrition made it hard for the department to grow, and driver availability became the limiting factor when it came to processing orders. It was vital for the business to hire more drivers immediately, but also have a robust strategy for the future too.
Solution
SOLUTION HIGHLIGHTS
Marketing Intelligence & Market Analysis
Persona Development
Process Design
Creative Development
Integrated Media Campaign
AT A GLANCE
COMPANY: Sainsbury’s
INDUSTRY: Retail
PEOPLESCOUT SOLUTIONS: Recruitment Process Outsourcing, Talent Advisory
ANNUAL HIRES: 6,200 annual hires for warehouse and truck driver positions
LOCATIONS: 33 distribution centers
ABOUT SAINSBURY’S: Sainsbury’s is a British supermarket and the second largest grocery chain in the United Kingdom. Since opening their first store in 1869, Sainsbury’s in focused on providing great value food and convenient shopping, whether in-store or online—as well as through their other brands Argos, Habitat, Tu, Nectar and Sainsbury’s Bank.
Our first step was to leverage interviews and focus groups to understand the recruitment proposition for drivers at Sainsbury’s.
In addition to interviews, we utilized market mapping techniques to understand the labor force, reporting on salary benchmarks, competitor activity, and the socio-demographics of hard-to-fill locations.
Using the data collected from interviews and focus groups, we developed distinct driver personas, each with its own messaging framework and channel strategy. We used these to develop highly targeted comms for each group, responding to their motivations and behaviors.
Secondary messaging included: flexible shifts where we knew there was a high student population and non-monetary benefits such as child-care vouchers in areas that had a high density of families.
Results
The campaign was so successful that the majority of roles were filled within the first five weeks of the 12-week campaign, meaning that Sainsbury’s could cut back on their marketing spend. More impressively, seven locations needed to pause their recruitment due to high application numbers including two of the locations that were identified as hard-to-fill areas.
After speaking to hiring managers, existing employees, and those working for competitor organizations, we found that the majority of people eligible to be a Sainsbury’s delivery driver didn’t realize that they already had the skills to do the job. In fact, the role required skills like good customer service, time management, and self-motivation which we found to crossover with a number of different sectors.
This led us to design a creative route that focused on the core messaging of “All you need is a license” and “Where will your license take you?” educating the audience around the training and development new joiners received. This sat in contrast to another creative route which we used in locations that had high competitor activity. There we led with the messaging around the fact that Sainsbury’s offered guaranteed hours where other organizations did not.
Before the campaign, Sainsbury’s was engaging with candidates across multiple channels with different communications, which meant they ended up talking to the same audience in different ways, about different things. By taking this insight-driven segmented approach, Sainsbury’s could instead talk confidently about the things that mattered to candidates, using the channels that they were most likely to respond to.
“The success of the campaign so far has been unprecedented and as such after five weeks we are already in a place where most of our stores in the trial have filled all driver hours required. In total, we have received over 2,000 applications. We’ve extended 131 offers, and 106 have been accepted so far.”
As organizations around the globe confront the challenges
presented by the coronavirus (COVID-19) outbreak, even the most seasoned talent
leaders find themselves in uncharted territory. We’re creating a series with
our experts here at PeopleScout about the issues that are most pressing during
this uncertain time.
We are focused on the safety of our employees and clients,
friends, families and loved ones. However, it is important for many
organizations to keep their talent acquisition functions moving – whether to
provide essential services or to serve our communities by providing jobs. Many
organizations are also now adapting to a newly virtual workforce.
In that spirit, this podcast shares insights from PeopleScout Global Leader of Solutions Design, Krista Sullivan de Torres about hiring solutions for healthcare providers.
Krista is a seasoned professional with more than a decade of human resources and talent acquisition experience. While Krista’s professional experience spans many industries, she has a passion for and deep expertise in healthcare. Her experience includes launching RPO programs for healthcare startup organizations, managing RPO operations for managed care, population health, behavioral health, and healthcare system clients. Krista’s specialties include global talent acquisition team design, talent acquisition operations, analytics and reporting, recruiting, sourcing and retention. Krista holds a bachelor’s degree in Mathematics from the University of California, Santa Cruz.
Jon Porter doesn’t have a typical recruiting background. He started out as an accountant with KPMG and made his way through the advertising sector before finally landing as the Managing Director of PeopleScout in the UK and Head of EMEA Operational Delivery. Along the way, he was lucky enough to work with many organizations with diverse recruiting challenges – from the British Army and the Metropolitan Police to Diageo. So, when Jon looks at talent challenges, he doesn’t just look at them as a recruiter; he views them through the wide-angle lens of the entire business, and he sees them as a storyteller.
Jon shared his
story from PeopleScout’s London offices. He explained how the unique and
ever-evolving challenges and opportunities in the UK and Europe will influence
talent acquisition leaders around the globe.
What are some of the biggest challenges facing the UK and Europe in talent acquisition right now?
The biggest challenge has been the uncertainty around
Brexit since the referendum in 2016. Organizations have not had certainty
around the future, and this has influenced decision-making around how to
potentially invest and grow a business. The focus of government around the
normal investment programs has also been affected, as much of parliamentary
time was focused on the many Brexit bills progressing through both Houses. It
almost felt that the UK was on pause and we just needed to press the play
button. After the election result of December 12, 2019, it now looks like some
of that uncertainty has been removed. The newly formed government, now with a
working majority, is pushing for a conclusion of the Brexit debate by the end
of 2020.
What are the talent acquisition trends you’re seeing in the UK and Europe today?
There are some clear trends in the marketplace. The obvious one is technology. There is a fragmented and hugely diverse technology landscape in the UK and EMEA (Europe, Middle East and Africa), and leaders are looking at how to better navigate that landscape. How do they make the most of it – to drive efficiency, cost savings and better-quality candidates – and optimize the way they do things?
There is also a trend of organizations looking at multi-country
programs, with a focus around EMEA. Organizations seem to be looking at talent
more globally and around the concept that talent isn’t limited by traditional
country boundaries or geography, or even technology. It’s fast-becoming a
boundary-less environment.
How is the introduction of Affinix™ to Europe fitting into and changing the conversation about technology in the region?
I think that our timing couldn’t be better. We’ve had loads of
great feedback on Affinix since our September launch at our Resourcing 2025
event at the London Science Museum, and I think it’s because it provides a
flexible solution at a time when organizations are still a bit cautious about
how they’re going to evolve their technology solutions. Because Affinix is a
middleware, it affords our clients the opportunity to get the great technology
of the now, but also it provides them with security for the future. It’s a
manifestation of now to next.
How do you tell a cohesive and relevant story when recruiting across borders?
Finding “space” in a busy talent marketplace
is hard; differentiating one company offer from another requires a deep
understanding of brand and channel. Developing target personas, and understanding
how they live their lives and how to create a one-to-one dialogue is essential.
At PeopleScout, this approach and understanding is in our DNA. It’s how we
think.
When looking at cross-border campaigns, we
first consider the message – the employer brand promise; the value exchange
between the organization and the candidate – the deal. This message needs to be
authentic across all borders. It needs to reflect the lived experience of
employees within the organization. It can be aspirational; however, it can’t be
an exaggeration of the truth. That can only lead to unfulfilled expectations,
reduced engagement and increased attrition.
The art of the storyteller is to deliver a
consistent, overarching message while accommodating the nuances of the
countries in which it needs to be delivered. The language, tone, imagery and
cultural touchpoints may change, but the essence of the promise remains
consistent. Good recruiters understand how to bring the story to life in
conversation with candidates and yet remain true to the organizational
narrative.
What are some of the lessons from the UK and Europe that leaders in other regions should be paying attention to?
Many
organizations have a structured view around their approach to talent and where
they think hires might come from – whether it’s specific geographies, sectors
or universities. I think one of the things that we’re doing in Europe – which
does seem to be a message that’s landing elsewhere – is that we need to be more
open-minded and a bit more conscious around things like social mobility and
inclusivity.
Organizations
are looking past the barriers of geography, society and technology. They’re
seeing that talent is going to be pivotal to the evolution of business. That’s
driving a mentality of embracing talent without any boundaries and taking a
more progressive and equitable view of talent.
What are you most excited about for the future of talent acquisition?
The speed of change in talent acquisition is going to accelerate.
Technology is absolutely going to fuel that acceleration. Clients are going to
have greater and greater expectations, requiring more dynamic talent
acquisition strategies. That will be driven by the fact that talent will be
even more of a differentiator for organizations.
We’re also going to see employer brands and employer value
propositions (EVPs) play an even greater role in the hiring process. The EVP is
going to become the cornerstone of the people agenda – so, not just recruiting,
but also learning and development, organizational design and more. How does the
EVP play into the culture and behaviors of the organization?
Additionally, the vast majority of jobs that will be created five
to 10 years from now probably don’t even exist today. So, there will be the
evolution of new job roles, new technologies, new demands from organizations
and new challenges in the world and political landscapes. This makes talent
acquisition an exciting place to be.
Every talent acquisition professional is kind of an economic expert. In the process of filling positions, you become aware of local unemployment levels, current rates of compensation, and the competitive landscape in the sectors and markets in which you work. And, while understanding these specific conditions may be essential aspects of successful talent strategies, there are always larger economic forces at work. In this article, we cover three of economic trends and their impact on Talent Acquisition in 2020.
Understanding these economic trends can help develop an effective workforce strategy. To illustrate this point, PeopleScout has identified three economic trends that will affect talent acquisition and workforce management in 2020 – and potential ways to respond to the challenges and opportunities they bring.
Trade Disruption & Uncertainty
Uncertainty over trade due to Brexit,
ongoing trade disputes between the U.S. and key trading partners, and other
global commerce issues dominated the headlines in 2019. How will these
yet-to-be-resolved issues affect talent acquisition?
Imagine planning a budget without knowing the future costs of goods and services. Due to current uncertainty over trade, this is the dilemma that many enterprises are facing. The imposition of tariffs in the U.S.-China trade dispute has caused shifts in both the price and availability of products, according to TheNew York Times. Uncertainty over whether Brexit will happen – and, if it does, what the consequences will be on nearly every aspect of the UK economy and other nations – remains uncertain. One way to respond to uncertainty is to make flexibility a key component in workforce planning. Flexible workforce planning can include contingent staffing, sourcing strategies that promote rapid onboarding and employee cross-training in anticipation of potential downsizing.
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While low unemployment still
characterizes many of the world’s leading economies, trade disruption has also
led to some job losses and displacement. For example, in Great Britain, a
number of companies have closed, moved or are planning to, as reported by Metro
in the UK. In both the U.S. and the UK, the manufacturing sector has seen job losses due to
tariffs and trade uncertainty. Fortunately, many of those who work in
manufacturing possess transferrable skills that can be used in other industries.
Employers that can identify and attract this newly available source of talent
will have a competitive advantage in tight labor markets.
The Migrant Workforce & Shifting
Talent Landscape
The era of growing immigration to many
advanced economies has been disrupted. The Guardian reports that thousands
of European Union nationals have left the UK since the 2016 Brexit referendum,
in large part due to the uncertainty over their legal status after an eventual
exit from the EU. And, in the U.S., a tightening of available visas and
selective immigration bans have caused the number of legal immigrants to plummet.
On the other hand, 29% of Australia’s population is foreign-born, but the
economic growth in many Asian countries – the source of much of Australia’s
immigrant population – has contributed to its decline in net migration in
recent years.
Know the Affected Sectors
One important way for employers to
respond to changing immigration patterns is to know which jobs are most affected
and to plan accordingly. The reality is that immigrants comprise a significant
portion of workers in a range of sectors. For example, nearly one-third of hotel workers in the U.S. are
immigrants, and more than one in 10 healthcare workers in the UK are non-British nationals (half of these are from the EU),
according to the Office for National Statistics. Understanding the sectors and
markets that are affected by the falling rates of available talent from abroad
may play an increasingly important role in developing effective talent
acquisition strategies.
Talent Without Borders
The pool of available talent is
exponentially expanded when work can be done outside of a fixed location.
Advances in technology and communications have greatly reduced the need for
many processes to take place in brick-and-mortar workplaces. For this reason,
recruitment strategies may increasingly include a review of job descriptions to
determine which positions can work from virtual locations, including those that
are abroad. By doing so, employers can move beyond the constraints of limited
talent pools and the wage pressures that tight labor markets generate.
OK, Boomer?
According to Glassdoor’s Chief Economist,
Dr. Andrew Chamberlain, baby boomers, born between 1944 and 1964, are now the
fastest-growing segment of the U.S. workforce. Dr. Chamberlain notes that “A ‘gray
wave’ of senior citizens will be impacting the workforce in coming years, both
in the United States and the United Kingdom.” In Canada, the percentage of
workers aged 55 and older more than doubled in a little more than two decades; they
are now more than one in five of all Canadian workers. Similarly, the number of
Australians aged 65 and older who participated in the workforce in 2018 was 13%,
compared to only 8% in 2006. And, in New Zealand, 22% of retirement-age people
worked in 2016, an 87% increase in just 10 years.
Candidates with a Silver Lining
Given these striking statistics, an increasing number of applications from older candidates should be expected. In addition to the talent that these older candidates bring in their own right, they also help employers adopt a holistic approach to upskilling.
Take the case of a recent college
graduate who has strong technical skills, but lacks industry knowledge and even
critical soft skills, such as effective communication. These deficiencies can
be offset by pairing this new hire with a seasoned industry veteran. The
ensuing mentoring can go both ways; a tech-savvy new hire can help an older
worker who may be challenged in this area, while the seasoned worker can guide
and instruct the younger employee on important industry knowledge and work
skills. This symbiotic pairing can also become an important element in an
enterprise’s succession planning strategy.
Partnering for Success
Responding to economic trends can be
daunting for those under constant pressure to fill positions and manage talent.
However, tracking newly available workers due to shifting tariffs and treaties,
knowing how to find candidates in unknown and far-flung locations, and
navigating the process of recruiting from a broad range of age groups may seem
overwhelming to even the best-equipped team of talent professionals. This is
precisely why leveraging the expertise and resources of a talent acquisition
partner can be the deciding factor for success in a complex and rapidly
changing economic environment.
The roles of
talent acquisition and HR are changing. When you talk with Jennifer Mattocks,
it’s clear that she’s here to lead that change. PeopleScout’s Executive Leader
of the Americas, Jennifer is the daughter of an artist and a mathematician –
part creative, part analytical and constantly looking for better ways to work.
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Jennifer doesn’t
come from a traditional recruitment process outsourcing (RPO) background. With
more than 20 years of experience leading enterprise client management and
strategic sales teams in HR advisory services and talent assessment, Jennifer has
a broad view across the HR function and has seen firsthand the way it’s
transforming. She has a deep understanding of not just talent acquisition, but
also the full employee lifecycle.
We spoke with
Jennifer at our Chicago headquarters about the changes headed for HR, the
forces behind that transformation and what organizations should be doing now to
be ready for what’s next.
We’re starting a new decade with historically low unemployment and skills shortages, making it more difficult to find and hire the right talent. How should employers approach their workforce planning?
Thinking about the skills shortage, there have been a few statistics that have caught my eye. One is that the World Health Organization predicts that there will be a worldwide shortage of 15 million healthcare workers by 2030. That’s not far away. This is an issue that we need to focus on now. Another is that according to the Department of Labor, 17.4% of workers in the U.S. are now foreign-born, and it’s rising. That means we need to have a global perspective when we’re looking at our workforce.
As it relates
to the skills shortage, employers should be thinking about the influence of
significant shifts in the talent landscape and how they address them in their
workforce planning strategies. Strong talent pipelines will hinge on the idea
of the fluid workforce – the idea of non-linear career development – and making
sure that we have programs in place to have the right skills at the right time
in the right place.
One way to
adapt to the challenges that we’re facing in finding the right talent is
through a total workforce solution, which allows employers the flexibility to
be able to address skills shortages and low unemployment. For some industries,
healthcare included, that means we need to look at ways we can find talent with
relevant skills through non-traditional channels. Then, by closely tying
training and development with talent acquisition, we have the ability to
realign talent to roles and responsibilities that fit with their current
skills.
How do you see the role of HR transforming to adapt to the changing world of work?
One role of HR
is matching people’s skills to work. As HR and talent leaders, we know we
cannot assume that when an individual is placed in a role, that is what they
will do – or want to do – for the rest of their career. Creating nimble career
paths and opportunities for ongoing development will be critical to the success
of any HR leader going forward.
An example to
illustrate the change we’ll see from HR is through how we approach career
pathing. Right now, we have a career ladder that goes from bottom to top. That
ladder is going to be flipped on its side – and it already has, to some degree.
Individuals are seeking different skillsets or opportunities to develop within
the organization, which doesn’t always translate to a linear career
progression. Employees also want to have stronger ownership and input into
their own career development; we see this characterized by input particularly
from the millennial and Gen Z talent, who are just starting to enter the
workforce and seek variety in opportunity.
I also
anticipate that we’ll see the idea of the external gig economy brought in
house. Meaning, HR will serve as a hub that is responsible for moving talent
throughout an organization based on individual skillsets, the work that needs
to get done and the way talent wants to work. With that, HR as a function will
change, and the skills needed to succeed in HR will change, as well.
To this end, I
see the need for a much tighter connection, even blending, of talent
acquisition and talent development roles. Not only is HR responsible for nimbly
fulfilling the talent needs of the business to deliver on the work that needs
to get done today, but HR is also responsible for providing structure,
resources and tools for the development of talent pools for the future. So, we
will see HR marrying those two roles to a degree we haven’t yet seen.
What is the role of technology in the changing world of HR?
HR leaders
first need to have a thoughtful strategy, then make sure the technology
supports and enables the strategy. With a strategic foundation in place,
technology will facilitate the ability of organizations to do three things.
First is to
have visibility into and a more comprehensive understanding of the talent that
they have in place today, as well as the talent pools that exist both
internally and externally. Second, HR leaders can leverage learning and
collaboration technology to build up the skillsets that perhaps are missing or
need development within the organization. I think we’ll see a lot more
innovation to come related to this. And third, HR can utilize technology, AI
and analytics to better match individuals at the right time to the work that
needs to be done.
Technology will
also change the HR roles we see today in a fundamental way. There’s a lot of
talk about certain roles being replaced by technology and tasks replaced by
automation, but we still need human thought, perspective and ethical input to
drive technology to make the right decisions. The human touch will never go
away and will increase in importance for organizations to be competitive.
What are you most excited about for the future of talent acquisition?
There are two
things. One is that we are at the point in which HR and talent acquisition
needs to be prescriptive to drive success. Then, HR needs to deliver on the
needs of the business while driving the engagement and productivity of the
employees. It’s going to be fun to see that shift start to be more pronounced.
I think the
other really exciting shift is one that’s personal to me, given the age of my
children, and that’s seeing Gen Z enter the workforce and even start to enter
management. This is a generation that more naturally and openly drives
inclusivity and values having an ethical decision-making process behind what
they do. They really embrace technology in novel ways, and having individuals
with those capabilities entering the workforce will be very exciting for talent
acquisition. I think it will continue to shape how we hire, promote and develop
talent, and I look forward to seeing the positive changes they bring.
How could one of the UK’s best known and most trusted brands have no employer brand presence? It might seem hard to believe, but that was the situation the AA faced when they approached PeopleScout’s Talent Advisory practice to develop a new employer brand.
In the past, the AA had been affected by inaccurate perceptions of who they’d be as an employer. With 15 million members and more than 7,000 colleagues, they’re the UK’s largest motoring and breakdown cover organization. However, being known for doing one thing very well was proving to be a barrier to candidate attraction. People thought the only jobs they had to offer were their famous roadside roles. That was far from the truth, but the AA was struggling to attract the talent they needed for their wide range of career opportunities.
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PeopleScout Webinar: Using Data to Optimize Your Recruiting Process and Employer Brand
The AA needed to challenge misconceptions and engage a much broader audience. And, with a bold new employer brand message at the heart of an ongoing series of innovative attraction campaigns, this is how the AA and PeopleScout did just that – with award-winning, record-breaking results.
Ready for Change
Back in 2016, the AA’s talent acquisition team faced a number of challenges.
Before the arrival of Craig Morgans as their Director of Talent Acquisition, Emerging Talent & Employee Experience, they had no senior talent expert at an influential level. There was no robust workforce planning, a lack of innovation in candidate generation, and an inconsistent approach to selection.
On top of that they had no discernible employer brand. And, at nearly four years’ old, their careers site suffered from a clunky candidate journey and outdated visuals, compounding their problems with engaging the right talent.
A change in thinking was needed. The AA had to find more imaginative ways to reach and engage with target audiences. At the heart of it all was a plan to develop the employer brand with a strong, authentic central message that would underpin all attraction and engagement activity.
The AA partnered with PeopleScout to develop their dynamic employer brand message. One that would challenge perceptions, do justice to their innovation as a business, and bring the AA culture and diversity of opportunity to life.
Getting The Message Right
We undertook in-depth research to analyze the AA’s culture, offering and opportunities, to articulate the “give” and “get.” Carrying out extensive employee interviews enabled us to understand the key differentiators of all roles in the contact center, road operations and corporate job families. We also looked outside the company, to get a fuller idea of competitors’ market positions and understand what the public thought about the AA.
We developed the emerging themes into pillars that we could validate with real stories from the business, and that could support an engaging creative approach. We refined our thinking to a proposition that really encapsulated the spirit of the AA. Leading everything was a message that we’d heard over and over.
Working for the AA, people thrived on going the extra mile to help customers with unexpected challenges – and across a surprising variety of opportunities.
This insight became the AA’s employer brand core message, Ready for ANYTHING? It also acted as the perfect counterpoint to their corporate brand message to customers and members, Because anything can happen.
Putting Our New Platform Into Practice
As the gateway for people to understand the opportunities that might be right for them within the AA, the careers site was the obvious starting point for rolling out the new employer brand. And by launching with this digital shop window, not only could we get the brand experience right, we could also give the site a much-needed technical and UX overhaul.
The new site was launched in February 2017. Creating an engaging, interactive and easily navigable user experience, it’s built around rich content, inclusive photography and video interviews – enhanced with numerous responsive, interactive elements.
The site has evolved, with new elements added over time. As well as showcasing the Almost every role you can imagine employer brand video, the site engages and informs visitors with stories of current employees and realistic job profiles. All of which combine to bring the story of being Ready for ANYTHING? and working with the AA to life. Meanwhile the AA social hub also brings the worlds of social media and blogs into the site, providing an at-a-glance, continuously updated feed of all things AA.
More recently, we’ve added new features, to give site visitors an even more immersive experience – including an insightful 360° tour and assessment tool, plus some interactive 3D imagery to add depth to the visual impression. theaacareers.co.uk is a site designed to surprise, inspire and educate.
The Chatbot That Shows the Human Side of the AA
The Ready for ANYTHING? tone of voice was woven into the site and became the voice of the first-ever appearance of the innovative AAbot – a cheeky, wisecracking chatbot that guides users on life at the AA. Demonstrating technological innovation as one of the first of its kind, AAbot was an efficient way to serve visitors the content they were after – and equally importantly, he represented the playful side of the business, showcasing the fun culture that people hadn’t associated with the AA before.
For visitors to the site, this was an unexpected and charming way of bringing the employer brand to life, and together with the improved candidate journey and overall experience, was a rousing success. Site traffic increased 320% and applications increased 266% over an 18-month period. Visitors are engaging with the site for longer too, with page views up 12%, bounce rates dropping 8% and a 10% increase in pages viewed per session.
Tapping the Energy of the Internal Audience
As important as it is to engage an external audience, an employer brand has to reconnect and be embraced internally to mobilize the existing employees as active advocates. AAbot’s charm was used internally, featured on the walls and windows of AA offices and reinforcing the expect the unexpected messaging of the EVP. ReadyforANYTHING? also became increasingly popular with employees who were supported to play an active role in bringing in great new colleagues.
Did You Say Canine Consultants
This new sense of playfulness and surprise would then underpin our next step towards changing perceptions. Having effectively used honest video of employees to convey job opportunities, we wanted to now use video to grab attention of passive audiences, entertain and educate them.
We developed a script that highlighted the diversity of roles the AA offers, creating pretend roles such as Canine Consultants, Rapid Response Pizza Officers and Outer Ozone Patrollers to interrupt the long list of real AA roles. We shot the entire video in a single, continuous take within an AA office, and made sure to feature real employees. AA colleagues were enthusiastic advocates of the content, with more than half of the entire AA workforce watching the video and sharing it widely. The result? The video increased careers site visits by 16%
Getting Out Into the Community
With the success of the video, we became bolder. We’d learned that pushing boundaries helped us succeed in changing the perceptions of passive audiences. So, we decided to take our message to the streets.
We suggested an experiential event for a number of reasons. We wanted a way of raising general community awareness of the AA easily, effectively and creatively. Using a broad brush public approach, we knew that that anyone we engaged might also know others who’d be suitable and interested. We wanted to create an event to take the AA’s employer brand message and see just who was Ready for ANYTHING?. Whatever we did would have to be a great fit with the AA’s fun and friendly culture.
In September 2018, we ran two live events in Birmingham and Newcastle, UK city centers, areas where the AA has a big presence as an employer and lots of roles to fill. We grabbed attention of passers-by in the proud tradition of game shows, inviting audience volunteers on stage to take on a series of increasingly messy mystery challenges. Wasabi toothpaste, a barefoot Lego walk and gallons of slime came together with a celebrity host in a pop-up competition to bring the spirit of Ready for ANYTHING? to life.
There were lots of laughs, big prizes – and our strategy paid off. The communities local to our contact centers were made aware of the AA as an employer with a really fun culture, visits to the careers site surged, and month-over-month application numbers increased significantly. After the Newcastle event, applications rose from 576 to 1026, with 12 hires. In Birmingham, applications rose from 898 to 1341, with 13 hires. And this was all starting with completely passive audiences.
The Social Side of Talent Engagement
Before working with PeopleScout, the AA had no employment-specific social channels although research shows that candidates expect to be able to shop prospective employers on social. So, we launched separate social media channels for recruitment, recognizing that both the audiences and messaging would be very different from the AA corporate and customer-oriented channels currently in place.
Based on the channel demographics and content structure, we initially selected Twitter and Instagram, and spent the early part of 2018 scoping out a launch program with content pillars, content calendar, internal sponsors, and training for the PeopleScout social media team to give them full responsibility for managing and curating content.
The key advantage of having a team devoted to the AA careers social channels is being able to capture the immediacy that’s vital with any recruitment content – and with built-in knowledge of the AA’s employer brand and talent agend.
Social media has also played a key role in the promotion and delivery of our most recent projects: the augmented reality app-based #wheresbotbeen campaign and competition, as well as Ant Middleton’s 24-hour, live interactive challenge – our biggest, boldest campaign to date.
24 Hours to Prove You’re Ready for Anything
The Ant Middleton 24-hour, live interactive challenge was easily the most ambitious project of our partnership. Aligning with the AA’s long-lasting connection to the armed services, as well as embodying the Ready for ANYTHING? brand, this campaign was boosted by a relevant celebrity influencer and engaged the general public through live streaming and social media voting.
Six brave employees were chosen to take part in this 24-hour challenge, living and breathing the Ready for ANYTHING?spirit – following the former Special Boat Service soldier through a series of grueling challenges in the Lake District wilderness.
The final lucky half-dozen were chosen from hundreds who responded to an internal communications campaign and applied to take part, in what was highest engagement level ever for a story on The Hub (the AA’s intranet).
We wanted the public and AA colleagues to really root for our chosen contenders during the event, so to get the interest level rising, we filmed their life stories, ready for sharing on social media. They spoke eloquently and compellingly on camera about their lives. We got first-hand stories of drama, heartbreak, courage and transformation.
These videos were posted across Instagram, Facebook and Twitter, and they clearly made a connection with people. At the start of the event, colleagues and strangers alike were rooting for particular contenders.
The event began at 4 p.m. on July 25, 2019. The next 24 hours were packed with unpredictable drama. Events were live-streamed, the pace was relentless, and the AA people got into it just as much as the watching public – commenting, voting, watching and sharing across social media.
We decided to involve the audience throughout. In an unusual twist, viewers could select tasks for the contestants while watching the live stream on Twitter, Facebook, Instagram or on the dedicated site we built for the campaign, Ant24Live.com. Selections varied by type and toughness of tasks such as rafting versus quad biking, or a swim at dawn versus a planking marathon – keeping audiences engaged throughout the 24 hours (although we did allow the participants to sleep!).
The whole show was streamed to AA contact centers, garages and the corporate office, and thousands of AA employees tuned in, acting as social media cheerleaders and social media amplifiers.
Venturing Into Another Dimension
Using 3D animation and augmented reality (AR) technology, our next project took Ready for ANYTHING? into new territory, with a fun-packed, bespoke-built AR app launched at experiential events.
Keen to embrace new technology to develop innovative ways of boosting brand engagement, the AA asked us to create a fun, unexpected and interactive experience that would help them reach a new audience.
So, we looked at the increasing use of AR to change the way audiences connect with brands. And, we considered how we could use it to engage a passive audience – mainly families, as flexible working patterns at AA contact centers can work around their lives – and increase the AA’s potential talent pool.
When it came to what we’d build our AR experience around, there was a clear direction to take – the AA chatbot, aka AABot, seemed like the perfect character to take us to the next level. Until now, AABot had existed only as a 2D cartoon head. So, we gave him a 3D animated body and made him the star of his own AR app – AABot Drop – compatible with both iOS and Android devices.
We created a fun, interactive installation featuring the AR trigger images, in the form of postcards from AABot, at the Manchester Trafford Center and Birmingham Bullring shopping centers – close to the AA’s Cheadle and Oldbury contact centers.
Using the AABot Drop app, people could see AABot’s animated postcards come to life – either on their own phones, or the iPads we supplied. AABot lives up to the spirit of the AA’s EVP, Ready for ANYTHING? in six animated AR adventures, from space and deep-sea exploration to crowd-surfing his own rock gig. Animations end on a careers message, driving to theaacareers.co.uk.
Downloading AABot Drop also gives users interactive, animated images of Bot to play with and position in fun and unexpected places. Sharing their images using #wheresbotbeen, people could enter a competition to win holiday vouchers. Promoting the app and competition across social media got more people involved – and amplified our message. Bot’s postcard trigger images and #wheresbotbeen photo gallery are now housed on the AA careers site –along with app download links – supporting longer term engagement beyond the initial competition.
Both events saw good interaction with both young people and families – two key AA contact center demographics. The Manchester event boosted careers site visits by 869%, with applications up 40% week-over-week. After the Birmingham event, careers site visits increased by 535%, with applications up 820% week-over-week.
With hundreds of app downloads and ready for more, we plan to run further AABot Drop-based campaigns with updated AABot scenarios. So, much more than a one-off AR adventure, this can help promote the AA’s employer brand and opportunities to an even wider audience during a longer period of time.
Taking the EVP 2,620 Miles Further
The AA also sponsored adventurer and influencer Anna McNuff’s Barefoot Britain challenge. As someone who champions the idea of being Ready for ANYTHING?, Anna undertook the mammoth task of running the equivalent of 100 marathons barefoot through all kinds of terrain, weather and unexpected challenges to inspire young women. She wants to encourage them to have the confidence to step out of their comfort zone – to see just how much they can achieve when they reach for what seems impossible.
A series of short videos sharing her adventures, along with Anna’s own social posts and support from PeopleScout, have helped to raise brand awareness and promote AA careers to more female talent.
Groundbreaking Activity Leads to Record-Breaking Results
Since the launch of Ready for ANYTHING?, the AA’s internal employee and social media engagement, site visits and application numbers have soared across all brand-led activity. This strong employer brand, combined with a desire to innovate and brave campaign execution, has enabled the AA to move from 60% agency use to less than 5% in 30 months, saving nearly $9 million per year. Meanwhile, the AA’s Ready for ANYTHING? attitude helped it to win 17 recruitment industry awards in two years, including Best Employer Brand at the Recruitment Marketing Awards 2019. And, of course, the AA is always ready to do more.
“This is transforming how we engage candidates, and it wouldn’t have been possible without a true partnership. PeopleScout has risen to our challenges with some genius, wacky thinking!”
– Craig Morgans, Director of Talent Acquisition, Emerging Talent & Employee Experience
The AA brought PeopleScout on board for a major redesign and rebuild of their careers site, including developing a cheeky chatbot to increase engagement and improve the candidate experience.
30,000applications, up from 8,000—a 275% increase
60percent increase in career site traffic year-over-year
17percent reduction in bounce rate
The AA is often referred to as “Britain’s fourth Emergency Service.” But, being known for doing one thing very well is both a blessing and a roadblock when it comes to attracting brilliant candidates. We developed a new employer brand for the AA to help them overcome this challenge. The next step was a major redesign and rebuild of their careers site. With a totally new way to navigate and a recruitment industry first—a website-based chatbot—we helped them boost not only their employer brand, but their number of site visits and applications.
Situation
Say the AA and a lot of people can’t see beyond roadside recovery. Heading to the careers website, visitors are overwhelmed by choice or jump straight to the same old roles. Which means they miss out on the impressive variety of careers they offer (from customer advisers to digital professionals), and the AA loses the opportunity to engage with excellent candidates.
The AA brought PeopleScout on board for a major redesign and rebuild of their careers site. We were set a sizeable task, to attract and engage more visitors and increase applications – all underpinned with innovation.
Solution
Solution Highlights
Navigation Innovation
Bleeding-Edge Software
Booting Site Traffic
Huge Increase in applicants
At a Glance
COMPANY: The AA
INDUSTRY: Roadside Recovery Services
PEOPLESCOUT SOLUTIONS: Talent Advisory
ABOUT THE AA: The Automobile Association (The AA) has been supporting motorists in the United Kingdom since 1905. With over 14 million members, breakdown cover is always their number one priority, but The AA has branched out into finance, insurance, leisure and lifestyle services.
When is a website not a website? When it’s chatbot-powered. We launched a reimagined careers site that could do justice to the new brand proposition, “Ready for ANYTHING?” At its heart is a totally new way to navigate and a recruitment industry first: a website-based chatbot.
BLEEDING-EDGE SOFTWARE
To achieve it, we sought out bleeding-edge software—Microsoft’s Bot Framework—which was still in beta and constructed new bot pathways even as the core code changed under our feet. The result, AAbot, is your guide to the world of AA.
ENTERTAINING, INFORMING & ENGAGING
By asking questions, candidates can access all website information from within the chatbot—utterly tailored to their interest—and, if desired, full job listings. With expressive animations for (almost) any occasion and banter full of cheek and surprise, AAbot is packed with personality. He takes the employer’s tone of voice in a bold, playful new direction. And he shows that functional UX copy can entertain and build a brand, as well as inform.
Results
BOOSTING SITE TRAFFIC
Site visitors are now engaging with the wider AA story and roles. We’ve successfully boosted candidate interest, as site traffic has risen by 60 percent year-over-year, while the bounce rate has fallen by 17 percent.
HUGE INCREASE IN APPLICATIONS
Applications, meanwhile, have
increased from 8,000 to more than 30,000, taking direct hire numbers from 55
percent to 95 percent of all applicants. And it’s just the start.
MULTI-CHANNEL APPEARANCES
AAbot is already a breakout star, appearing in digital ad banners and social media communications. You’ll already find him at the Wycombe Wanderers football stadium, emblazoned all over the AA offices and popping up on LinkedIn. And we have big plans to let AAbot loose across the end-to-end recruitment process.
Around 15 to 20 years ago, the first
millennials entered the workforce – frustrating and sometimes frightening the
baby boomers and Gen Xers who hired and managed them. Since then, the world of
work changed, and millennials grew up and advanced in their careers. In that same
time, Kathryn Minshew moved from her roles at McKinsey & Company and the
Clinton Health Access Initiative and founded The Muse, a career platform headquartered
in New York City and used by more than 75 million people to research companies
and careers.
Kathryn also authored “The New Rules of
Work,” which made it to TheWall
Street Journal’s (WSJ)
national bestseller list. She has spoken at MIT and Harvard, contributed to the
WSJ and Harvard Business Review, and appeared on TODAY and CNN. She has
been named to SmartCEO’s
Future50 Visionary CEOs and Inc.’s
35 Under 35. Additionally, The Muse was named one of Fast Company’s 50
Most Innovative Companies in the World in 2018.
Kathryn is an expert on the workforce
transformation she observed and helped drive as a millennial herself. But now,
the process is beginning all over again as Gen Z starts entering the workforce.
We talked with Kathryn about how these new workers will influence the way
companies attract and retain the best talent.
What are the biggest similarities and differences you see between current workers and those who are just now entering the workforce?
It’s a really interesting time right now
because the workplace is in flux. While I’m not a big believer in the idea that
the millennial generation is fundamentally different, there are a few trends I’m
seeing in The Muse’s community and the employers we work with.
First, there‘s a strong interest in
flexibility and work-life balance. The younger generations are pushing
employers to recognize their work based on output and not the number of hours
sitting at a desk. I actually think that change benefits us all.
Secondly, a lot of younger workers are
willing to relocate for the right job. We surveyed The Muse community, which is
very young and diverse with two thirds under age 35, 55% women, and 50%
nonwhite. We asked them, “Would you relocate and consider moving for the right
company and role?” An overwhelming number – 89% – said yes.
As millennials went from entry-level workers to the biggest cohort in the labor market and now into leadership roles, we saw the conversation change. How do you expect the conversation about Gen Z at work to change?
There’s one pattern I’m very confident
will play out, which is that we’ll see a bunch of people predicting the end of
the workplace as we know it. Then, over time, some of the hysteria will quiet
down, and people will realize that we’re all fundamentally more similar than we
are different. A few years ago, there was a lot of, let’s just say, pulling of
hair and gnashing of teeth about millennials. Now, many of those same
millennials are managers and some of them are becoming executives.
The workplace has changed. Companies are
forced to compete for talent. There is a bigger emphasis on connecting the
overall purpose and mission of a company with the individual roles of workers.
When I look at the changes that I
believe we’ll see with Gen Z, there’s the classic one – which is that Gen Z is
very mobile first. So, I think we’ll see less and less tolerance for legacy
technology products and more of a push for the adoption of consumer-grade
products. Gen Z is starting to look for workplace tools that are
built on data and personalized for their needs.
How will employer branding change?
I think we’ve evolved through a number
of phases of employer branding, starting with what I call phase zero, where
companies just posted jobs online without any marketing or information. Then,
phase one was stock photos and companies trying to pretend they were perfect,
using jargon like, “we’re a team of innovators committed to excellence.”
Now, we’re in phase two, in which
companies are realizing the need to be more authentic. With Gen Z, we’re going
to see an increasing trend toward personalization. Platforms and tools that can
provide a more personalized experience are going to win. That’s something I’m
very focused on at The Muse.
I think there are platforms out there
today that deliver volume, but give you very few opportunities to really build
a relationship with talent and explain your company, your values and your
opportunity. My money is on the platforms that are allowing different channels
for candidates and job seekers to research companies and for employers to build
relationships – and, of course, I count The Muse among them.
Employer brand is ultimately just brand,
right? It’s not like you get to have a consumer brand and employer brand that
don’t interact with each other. Employer brand has the potential to be
powerful, but only if you recognize that it’s a piece of your larger brand and
the lines between your applicants, candidates, employees, customers and users
are blurring in the modern world.
Ultimately, I think the holy grail for
employer brand is going to be giving candidates more information and a better
experience up front. That leads to tangible business results through better and
longer-retained hires.
How will employers change their retention strategies for Gen Z?
Retention is directly linked to how much
information people receive and how accurate that information is before they come
through the door. We’ve seen companies that work with The Muse increase
retention when they’re more transparent about what it’s like to work there.
Many people earlier in their careers are
looking for clarity and guidance around what the future holds. Companies that
are successful in retaining millennial and Gen Z employees often lay out very
explicit career paths. Employees can see what milestones they need to hit to
get promoted to the next level and what those steps look like. By documenting a
clear career path, younger employees can understand what the future will look
like if they invest in your company.
If you had to boil this entire conversation down to one piece of advice for employers, what would that advice be?
When I started The Muse, I had this deep
belief that both job seekers and employers would be better off if they found
matches based on fit. Even the same person might look for different things at
different points in their career. I want The Muse to help create fit – to help
individuals research companies and careers, and help employers hire great
people on the strength of their employee experience and employer brand.
If I had to pick just one piece of
advice on how to do that, I would say focus on storytelling. Humans love
stories; we can connect with them. So, think about employee storytelling – whether
that’s telling stories on your career site, through The Muse or through another
channel. The more you can communicate the uniqueness of your opportunities and
your organization through the real human stories of people who work there, the
more successful I believe you’re going to be.
