Category: Talent Acquisition Strategy

The Future of Diversity Recruiting: Reevaluating Traditional Methods & Questioning Accepted Wisdom

Posted on by nfuqua

Diversity recruiting is a hot topic right now. As your organization continues on its journey toward becoming more diverse, equitable and inclusive, it’s important to ensure that you’re relying on the most up-to-date strategies and understanding of candidates’ needs and behaviors. And, while there are many assumptions and diversity recruiting strategies that have become part of accepted wisdom throughout the years, are they still true? Are they still the most effective methods for interacting with candidates? 

In my role as PeopleScout director of employer brand and communication strategy, I deliver actionable insights and consultancy to clients; in essence, I help employers understand, articulate, and measure what makes their organizations unique places to work and then help them better understand and engage audiences from underrepresented groups. As such, I’m very outcome-focused. I don’t want to generate insights for the sake of insights; I want to challenge employers and support them in their journeys. For me, that means constantly interrogating what we think we know, what we just accept to be true and how effective our strategies are and how to manage diversity better.

So, in this article, I’ll examine the traditional wisdom around diversity in recruiting. Specifically, we’ll look at how our understanding of candidates from underrepresented backgrounds has evolved, share updated recruitment methods, and reflect on how factors like intersectionality and social mobility can be part of an effective recruitment process. 

Rethinking Limited Media Targeting & Focusing on Employer Branding 

Traditionally, when employers have wanted to recruit candidates from underrepresented groups, they’ve relied on limited media targeting. For example, if an organization was looking to attract more women, talent leaders would post open jobs on job boards targeting female candidates. And, while this is one strategy to bring in more diverse candidates, it does have its limits. For one, it doesn’t take into account what we know about candidate behavior. 

Rather, by tracking engagement metrics and actually speaking with candidates, we know that just because a person consumes a certain type of media in their everyday life, it doesn’t necessarily mean that a person will use that specialized media in their job search. Take me, for example: I’m Black and I’m female and I’m absolutely proud to be both of those things. But, neither of those has ever formed the basis of my job search. Instead, if I were looking for a new role as a communications consultant, I’d look at platforms offering roles related to my profession. Then, I’d research potential employers to ensure that they were welcoming and inclusive.  

So, instead of focusing on targeting niche, identity-related media and job boards, employers should focus on targeting the right professional or work-related channels with the right messaging. This means going beyond just talking about the responsibilities of the role in the job posting to also focusing on diversity, equity and inclusion (DE&I) within the organization as a whole. When candidates from underrepresented groups are searching for jobs, the right job title might be enough to get them to click on a posting—but whether they actually apply is influenced by what they read and hear about how an organization treats its people. Likewise, whether they continue in a recruitment process depends on how they’re treated throughout the candidate journey.  

Diversity Recruiting Strategies for an Inclusive Recruitment Process 

diversity recruiting

But, what does this look like in practice? Well, if talent leaders at an organization have analyzed the data and decided that they want to focus on certain demographics, the right campaign can be pretty effective if they make interventions at the right point in the hiring process. Below, I’ll outline some examples using the common goal of attracting more women. 

Language in Job Postings 

To ensure an inclusive process, employers should pay close attention to the language used in job postings. For instance, accepted wisdom suggests that women can sometimes be put off by words like “excellent,” “strong,” “driven” or “competitive.” So, to generate optimum engagement, one obvious intervention would be to find alternatives to use in job postings.  

However, it’s not that simple. In my work, I’ve spoken with many senior female professionals who say they expect to see words like that in job advertisements aimed at their level. Therefore, for employers, this means that language does matter—but your solution cannot be a one-size-fits-all. Instead, the language you choose for a job posting should feel inclusive, but should also reflect the job type and career level of candidates.  

Job Criteria 

Many talent leaders are familiar with the research that shows how women are less likely to apply for roles where they don’t meet 100% of the criteria, whereas men will apply if they meet just some of the requirements. Interestingly, anecdotal feedback from women shows that this isn’t because women don’t feel as though they can’t do the job; rather, they just don’t want to waste their time or energy on an application that they believe would be automatically rejected.   

So, to build a more inclusive job posting, employers should list only the essential criteria. Additionally, talent leaders should recognize that, as the list of criteria on a job posting gets longer, the applicant pool for that job will likely become less diverse.  

Representation 

You’ve heard the phrase “representation matters.” In popular media today—whether it’s movies, television or literature—you can see it in action. Similarly, employers must employ the same principles in their recruitment process, as well.  

If we stick with the example of attracting more women, that means employers should ensure that any recruitment communications include voices and stories from women at all levels of the organization. Likewise, employers should also be transparent about their diversity recruitment data and any plans in place to shift the dial around female representation. Then, when female candidates encounter more female voices throughout the process, they’ll realize that not only are they welcome at the organization, but they’ll also have the opportunity to thrive and progress. The same principle can be applied to any demographic group. 

What is Intersectionality?  

Thus far in this article, we’ve discussed diversity in simple, binary terms. But, if you’ve been paying attention to the DE&I space, you’ve likely heard the word “intersectionality.” Intersectionality is about recognizing the connections between social categories—including factors like race and ethnicity; gender identity; neurodiversity; and social class—and how an individual can be a combination of those things and potentially suffer compounded discrimination and disadvantage because of it.  

As a talent leader, you must approach DE&I from an intersectional perspective. Unfortunately, there can be multiple potential failure points in a candidate’s journey due to the intersectional nature of the people applying for roles. So far, I’ve used women as an example. But, the perceptions and experiences of Black women will be different from white women, Latina women or Asian women. Going even further, consider whether your female candidate is also from a socially disadvantaged background. Or, is she neurodiverse? All of these will influence how she interacts with your organization and whether she sees a potential career with you. And from your side as the employer, these combined factors also increase the risk of her falling victim to multiple adverse impacts in your recruitment process. So on the basis that no person is just one demographic, it’s critical that your organization considers intersectionality and ensures your processes are audited to eliminated as many chances as possible for bias to creep in.

For me, employer brands and diversity recruitment marketing campaigns that factor in intersectionality are far more likely to be inclusive. They’ll be the ones showcasing employees across a range of demographics so that candidates can see a variety of different types of people flourishing at an organization. They’re also putting in the work to make any necessary adjustments in the candidate journey, so that everybody has an equal opportunity to do well. That includes training for recruiters, hiring managers and other decision-makers, too.  

The Role of Social Mobility in Diversity Recruiting

Another factor that often gets lost in discussions of diversity, equity and inclusion is the role of social mobility. Social mobility is the link between a person’s occupation or income and the occupation or income of their parents. The stronger the link between a child and a parent, the lower the level of social mobility; the weaker the link, the higher the level of social mobility. For example, if an individual works on a production line at a factory and that’s also what their parents did, then that’s a low level of social mobility. If, on the other hand, the same individual secured a white-collar, managerial role, then their social mobility is high because of their earning potential.  

In diversity recruiting initiatives, social mobility can play into DE&I programs in a number of ways, but, most importantly, it plays a critical role in helping individuals achieve better outcomes. Plus, it also contributes to organizational success because it adds an additional layer of diversity within critical teams.  

There are several ways that employers can engage with social mobility; one is through schools and outreach activities, where you can introduce students in disadvantaged areas to careers that they may not have otherwise heard about. You can also use apprenticeships as a strategy to get early-career talent into roles that might not otherwise be accessible to them, while also allowing them to continue their education. Additionally, those employers that are able to make any of their roles fully remote can engage workers from disadvantaged areas and who may not have access to strong career opportunities within easy commuting distance. 

Making the Change 

For many employers, the strategies I’ve outlined will present a marked change from their standard way of doing business—and that’s okay. It’s important to recognize that change won’t happen overnight. When it comes to engaging with potential candidates from underrepresented groups, it’s about building an inclusive employer brand that appeals to multiple demographics and fosters a sense of potential belonging in an organization. Diversity recruiting also very much about building a brand that focuses equally on messaging, human stories and the candidate journey—and making sure that the different parts of the process truly support bringing in individuals from all walks of life who are the best people to fill your roles.   

PeopleScout Jobs Report Analysis – April 2022

Posted on by nfuqua

U.S. employers added 428,000 jobs in April, marking a full year with monthly job growth above 400,000. The unemployment remained at 3.6%. Year-over-year wage growth remained high at 5.5%.

jobs report infographic

The Numbers

428,000: U.S. Employers added 428,000 jobs in April.

3.6%: The unemployment rate remained at 3.6%.

5.5%: Wages grew 5.5% over the past year.

The Good

The New York Times reports that the U.S. economy has now regained 95% of the 22 million jobs lost at the start of the coronavirus pandemic. All major sectors saw growth, with the largest growth in trade, transportation and utilities, and leisure and hospitality. The unemployment rate remained near record low levels for the second straight month.

The Bad

Despite all of the good news in April’s report, the labor force contracted for the first time in seven months as the labor force participation rate fell from 62.4% to 62.2%. This accounts for an estimated 363,000 people.

However, as MarketWatch reports, it may be a fluke in the household survey, which can be volatile, and the results are often revised in later months. Before April’s report, the labor force has grown by an average of 315,000 people each month over the last year. Additionally, the decline in the labor force was most significant in workers under the age of 25.

However, the labor force participation rate is still below pre-pandemic levels, which creates an additional challenge for employers. There are currently more open jobs than there are unemployed people.

The Unknown

The jobs report is a bright spot for the economy as inflation continues to cause issues for American families. As the Washington Post reports, the Federal Reserve increased its benchmark rate by half a percentage point with the hope of curbing inflation. While wage growth remains high, workers are actually seeing decreasing purchasing power as the war in Ukraine and continued pandemic-related supply chain issues continue to drive prices higher. Experts will be watching closely to see how the economy responds.

HMRC: Creating a New Virtual Assessment Center for Greater Diversity

Posted on by akessler
HMRC: Creating a New Virtual Assessment Center for Greater Diversity

HMRC: Creating a New Virtual Assessment Center for Greater Diversity

Every year, His Majesty’s Revenue & Customs (HMRC) hires 40 lawyers in an annual campaign. Ahead of their annual hiring effort, they turned to PeopleScout to help them modernize their assessment center to secure more qualified talent.

56 Qualified Candidates Found for 40 Vacancies
40 % of Offers Made Were to Candidates Who Identified as an Ethnic Minority
33 % of Offers Made Were to Candidates Who Identified as Being from a Lower Socioeconomic Background

Situation

The HMRC team was concerned that their current assessment center was no longer a good predictor of performance in the role. They had also received feedback from a number of candidates who said they’d experienced functionality and formatting limitations while completing the written exercise. 

The HMRC wanted PeopleScout to evaluate their assessment strategy to ensure they were evaluating for the right traits, to improve the candidate experience, and to reduce potential hidden bias within the process since diversity was a critical goal for their recruitment program.

Solution

Reassessing the Assessment Center

Our tech team and assessments experts had several sessions with the HMRC team. The HMRC team was able to share the skill and behavior requirements for the legal roles. Each skill and behavior was weighted to ensure the online assessment was tailored to their specific needs. This collaborative approach gave the HMRC team opportunities to provide direct input into the direction of the assessment center and develop trust in the outcomes as well as PeopleScout.

The new assessment center consisted of a behavioral test which also assessed for verbal and cognitive aptitude. This combination gave HMRC the opportunity to evaluate a broader skillset to better judge a candidate’s fit for the role. The new assessment was accompanied by tweaks to the technology platform which created a smoother experience for candidates.

Our PeopleScout team trained HMRC’s internal teams on administering the new assessment center as well as a new video interviewing tool. In addition to the training session, each interview panel member received a detailed guide to minimize the likelihood of any disruption for the candidate.

Creating an Excellent Candidate Experience

We designed and delivered a webinar to engage candidates and educate them about the new virtual assessment center. This gave them the opportunity to ask questions and feel confident going into the testing stage.

A PeopleScout assessor was present during all virtual assessments to support the HMRC team with their assessment expertise and ensure a consistent experience for all candidates.

Results

Of the applications received, 62% were passed to HMRC for sifting and to complete the assessment center. Just under half passed and completed a virtual interview with HMRC. Ultimately, 56 qualified candidates were identified against 40 vacancies, giving HMRC a talent pool to draw upon for future openings.

Great strides were made against HMRC’s diversity recruitment efforts. Of the offers made:

  • 7% of candidates identified as having a disability
  • 60% of candidates identified as female
  • 40% of candidates identified as minority ethnic
  • 33% of candidates identified as being from a lower socio-economic background

Feedback from candidates was positive with many saying they felt the new platform was easier to navigate.

At a Glance

  • COMPANY
    His Majesty’s Revenue & Customs (HMRC)
  • INDUSTRY
    Government & Public Sector
  • PEOPLESCOUT SOLUTIONS
    Recruitment Process Outsourcing, Talent Advisory
  • ABOUT HMRC
    His Majesty’s Revenue & Customs (HMRC) is a department of the UK Government responsible for administration of taxes, national insurance contributions, the national minimum wage and more.
Let’s Connect

Civil Service Fast Stream: Boosting Diversity with a Bold New Influencer Campaign

Posted on by akessler
Civil Service Fast Stream: Boosting Diversity with a Bold New Influencer Campaign

Civil Service Fast Stream: Boosting Diversity with a Bold New Influencer Campaign

As one of the largest employers in the UK, the Civil Service doesn’t struggle for applications for its Fast Stream graduate program. However, as the entity that supports the government in implementing policies, it fights against perceptions that it only employs people from elite backgrounds. The Civil Service Fast Stream turned to PeopleScout for a bold new recruitment marketing campaign to improve diversity amongst its early careers talent.

3,200 + Increase in Applicants from Diverse Backgrounds
18,056 Views of Influencer Video on YouTube in Less Than 48 Hours
351,304 Impressions Across Social Media via Nano-Influencers

Situation

The Fast Stream aims to be the most inclusive graduate scheme in the UK and has a goal for the diversity of its workforce to help ensure that every government department reflects all of the communities they serve. However, research they commissioned revealed a misperception, particularly amongst those within underrepresented diversity groups, that the Civil Service Fast Stream represents the elite and is not diverse.
Whilst they weren’t in need of more applicants, they needed to increase the diversity of their candidates.

They turned to PeopleScout for a Talent Advisory solution that counteracted the perceptions of the Civil Service as being “stuffy,” “outdated” or “inaccessible.” The campaign needed to show the Civil Service Fast Stream as accessible to all graduates, regardless of their background, and increase representation of applicants from specific diversity groups to better reflect communities in the UK.

Solution

Taking a Cue from Consumer Marketing

Given the high number of applications the Fast Stream receive year-on-year, and the campaign objectives to diversify them, we made the strategic decision not to proceed with a traditional graduate media campaign.

Instead, we turned to online influencers.

While widely used in consumer marketing, influencer marketing is relatively new to the recruitment space. It was certainly innovative for the Civil Service and definitely not one our target audience would expect them to use.

Finding the Right Influencer

Identifying the right influencer, with the relevant following, would help us to:

  • Increase credibility with underrepresented groups
  • Remove perceived barriers around government work and the type of people who can get involved
  • Ask the right questions—those on the minds of the target audience

We found Vee Kativhu, an author and influencer who fit these criteria. Vee started her YouTube channel after getting into Oxford University and realizing that, as a black woman, she was a minority. She uses her platform to help those from lower socioeconomic backgrounds get access to the best information and advice so that anyone can achieve their dreams, no matter their background.

Continuing our theme of telling real-life stories, Vee spent a day with three Fast Streamers and produced a “day in the life” video, which she posted to her YouTube channel with over 250,000 subscribers. She also promoted the video through her Instagram and LinkedIn profiles.

We also engaged 12 diverse nano-influencers, with targeted followings, to reshape and share the video among their networks—further expanding the reach.

Results

The campaign boosted applications from their target demographics by over 3,200, including significant increases in interest from candidates from ethnic minority backgrounds, from lower socioeconomic backgrounds, from the LGBTQ+ community as well as those with disabilities.

Vee’s video received 18,056 views in less than 48 hours. It went on to achieve over 36,000 total views with over 1,200 likes. Over the four-week social media campaign, Vee and the nano-influencers achieved a combined reach of 351,304 impressions and 2,436 engagements.

“Such an amazing video, Vee! Super informative, and I love the positive approach to a more diverse Civil Service.”

YouTube comment

By taking an innovative approach to reach their target audience, the Civil Service Fast Stream received a cost-effective campaign that delivered on their diversity recruitment goals.

“Our new attraction strategy, particularly in the innovative use of working with influencers, really captured our vision of a skilled, innovative and ambitious Civil Service equipped for the future—one that reflects the country we serve.”

Talent Acquisition Leader at the Civil Service

“I love the new look and feel of Fast Stream attraction, especially as it’s generating feedback that ‘you don’t normally see this kind of thing in the Civil Service.’ Bold, different and refreshing.”

Talent Acquisition Leader at the Civil Service

At a Glance

  • COMPANY
    The Civil Service Fast Stream
  • INDUSTRY
    Government & Public Sector
  • PEOPLESCOUT SOLUTIONS
    Talent Advisory
  • ANNUAL HIRES
    1,000+
  • ABOUT THE CIVIL SERVICE FAST STREAM
    The Fast Stream is an award-winning graduate program for the Civil Service, developing talented, high-potential people to become future Civil Service leaders. Annually, the program recruits approximately 1,000 people from around the UK across 15 different leadership and specialist development schemes.
Let’s Connect

Legal Ombudsman: Reducing the Time Investment from Hiring Managers by 80%

Posted on by akessler
Reducing the Time Investment From Hiring Managers by 80% for the Legal Ombudsman

Reducing the Time Investment From Hiring Managers by 80% for the Legal Ombudsman

The Legal Ombudsman were finding it difficult to attract the volume and quality of candidates for legal investigators in a highly competitive candidate market. Plus, a time intensive recruitment process meant their hiring managers were spending hundreds of hours on recruiting rather than their daily work tasks. They turned to PeopleScout for expert candidate management, employer branding and talent attraction help.

80 % Reduction in Time Investment by Hiring Managers
87 % Satisfaction Rate Amongst Surveyed Candidates
5 Stars from Hiring Managers

Scope & Scale

The Legal Ombudsman (LeO) is a regulatory organization that holds the UK’s legal profession to the highest standards by resolving consumers complaints about legal services providers. The organization was growing and turned to PeopleScout for a candidate attraction campaign and partial-cycle recruitment process outsourcing (RPO) to fill approximately 40 complaints investigator roles.

Situation

The organization was struggling to get engagement with their target audience and attract the volume and caliber of investigator candidates they needed. The market was highly competitive, with multiple organizations recruiting for similar roles. This put the LeO behind their hiring target by approximately 20%.

In addition, the recruitment process required the LeO team to invest significant time—400 operational hours per campaign—which was taking them away from their important work supporting consumers.

Solution

PeopleScout’s in-house creative agency built a recruitment marketing campaign and followed this by sifting candidates, scheduling assessment days and supporting an assessment center.

Attracting the Right Candidates

Our team started by doing a deep dive into the roles and existing employees who were successful as legal investigators. This helped us understand the kinds of candidates we should target and their needs and motivations. Armed with this information, we developed messaging and content that resonated with key audiences and stood out in a highly competitive market. This was used in digital advertising through job boards, search engine ads and social media campaigns which pointed to a bespoke landing page.

Supporting a Streamlined Recruitment Process

With a focus on improving the candidate experience and creating efficiencies in the process, we built a bespoke application form which connected to the Legal Ombudsman’s existing application tracking system (ATS). Upon our suggestion, the LeO added a written exercise to the application process which helped them assess writing competency and assist with the sift process.

PeopleScout completed the first sift. In fact, the attraction campaign generated so many applicants that we extended the time allotted for sifting to accommodate them. We also advised the client to adjust the scoring after the first round of sifting, because candidate quality was so high.

Upon passing the sift, our RPO team scheduled candidates for a virtual interview with the Legal Ombudsman team. From there, candidates participated in a virtual assessment center. We supplied 15 trained assessors to support LeO interviewers in conducting a role play for 104 candidates. The role play mimicked the type of calls and inquiries investigators field in their daily work and gave both the organization and the candidate a sense of how they’d perform in the position. The assessors’ involvement let the LeO representatives engage more with candidates without having to worry about taking notes or keeping an eye on the clock.

“Every assessor I was partnered with was welcoming, easy to talk to and genuinely cared about the candidate experience.”

– LeO Hiring Manager

We handed back a cohort of candidates that were successful in the selection and assessment process and were ready for LeO to extend offers to. The offer and onboarding process was handled by the LeO HR team and supported by our recruitment delivery team.

Results

The client was so happy with the quality of the applicants they received that they increased the number of hires from 30 to 40. In the end, a total of 42 offers were accepted as a result of this campaign.

In feedback surveys, candidates gave a satisfaction rating of 87% for the recruitment process. Many said they enjoyed the assessment center, which can often be stressful for candidates.

“Different by actually enjoyable.”

“Very professional and informative. Enjoyable experience even though it was an assessment. Positive day with some very good staff.”

Legal Ombudsman staff gave the process 4.9 out of 5 stars. They particularly appreciated that the assessment was a true-to-life reflection of the skills required for the role. By streamlining and taking over parts of the recruitment process, we were able to reduce the number hours LeO staff were putting into recruiting by approximately 80%.

At a Glance

  • COMPANY
    Legal Ombudsman
  • INDUSTRY
    Government & Public Sector
  • PEOPLESCOUT SOLUTIONS
    Recruitment Process Outsourcing, Talent Advisory
  • ABOUT THE LEGAL OMBUDSMAN
    The Legal Ombudsman (LeO) is a regulatory organization that holds the UK’s legal profession to the highest standards by resolving consumers complaints about legal services providers.
Let’s Connect

Evolve Your Recruitment Program with Globally Dispersed Talent 

Posted on by jpatel

As organizations continue to adjust to changes caused by the pandemic, access to skilled talent remains a key factor preventing them from accelerated recovery and growth. However, with work-from-home and hybrid models becoming the new norm, organizations have the unique opportunity to expand their talent network across borders. And, for workers looking to relocate for greater job prospects, crossing borders for work is becoming easier than ever for both employees and employers: According to Harvard Business Review, “Many countries have now put the legal framework in place to hire and relocate global talent at a cost and speed that is broadly comparable with hiring domestically.” 

Furthermore, in a 2021 survey by Boston Consulting Group and The Network, about 50% of respondents were either already working abroad or willing to move abroad for work. Moreover, 57% of respondents said they were willing to work remotely for an employer that didn’t have a physical presence in their home country. 

global talent management

In this article, we’ll share the benefits of a global talent program; highlight considerations to keep in mind; and offer strategies for attracting and recruiting talent around the world. 

Benefits of Globally Dispersed Talent 

The global talent pool is growing and ready to work—regardless of location—and it’s up to employers to seize the moment. Consider the benefits of leveraging globally dispersed talent: 

Expanded Talent Pool 

Many organizations have been struggling to fill open roles because they’re unable to find the talent they need in local searches. But, by expanding your search across borders, you can expand your search for the skills the role requires in a larger talent pool. Plus, you can also start these workers out in remote and contract roles to test whether they would be a good fit.  

Greater Diversity 

It’s no secret that having a diverse team yields better business results due to high levels of creativity and innovation. Consequently, by hiring people from different geographies, you can tap into the knowledge of people from different backgrounds, cultures, educations and more.  

Increased Reach 

When operating in different regions, you have greater access to new markets, as your dispersed team can help build your brand recognition and reputation with new customer bases in their respective locations. Additionally, having teams across various regions may also enable you to expand your business hours so you can improve productivity and be available to customers no matter where they’re located. 

Cost Savings 

Labor costs vary across countries, so it’s often cost-effective to move certain business operations to countries with lower labor costs. For example, many companies offshore manufacturing, call center and IT operations to places like Mexico, India and the Philippines. Doing so lowers the cost of operations and, therefore, lowers the cost of products for the consumer.  

And, because commercial real estate policies and prices vary from country to country, you can also reduce costs by implementing a remote work program in other countries before deciding whether a physical office space will be necessary in a given region. 

Considerations for a Global Talent Management Program 

Before diving into a global recruitment program, it’s important to consider the key differences between recruiting in different countries. For instance, cultural nuances, policies and legislation will likely be different from your organization’s primary country and can make or break the success of your global recruitment and employment strategy. Consider the following examples: 

Workforce Planning 

As you plan your hiring in new geographies, it’s important to be aware of the length of the statutory notice period, as requirements vary widely from country to country and can make hiring timelines longer (up to three to six months, in some cases). For example, in the U.S., there’s no legal requirement to provide notice, but it’s customary for employees to give a two-week notice to aid in the transition. Conversely, in Japan, there’s a fixed notice period of 30 days—regardless of the employee’s years of service or seniority. In other countries, an employee’s notice period depends on the terms of their employment contract and may be connected to the number of years of service to the company. 

In places that require longer notice periods, candidate communications are even more essential in order to keep those candidates engaged and to set expectations on next steps. For this reason, incorporating transition timelines into your workforce planning is crucial so you don’t reduce productivity while waiting for your new hire to start in their role. 

Recruitment Marketing 

Notably, if you’re using the same recruitment marketing tactics in every country, you’re missing a trick. Take social media, for example: Different networks work better in different markets. While LinkedIn, Facebook and Twitter are popular in the U.S., WeChat (a mobile app that focuses on messaging, social media and mobile payments) is heavily used in China. Similarly, XING and Viadeo are popular alternatives for career-oriented networking in Germany and France, respectively. So, understanding social media preferences in each country will help you promote your job ads in a more effective manner.  

Granted, social media and digital advertising may not be the best fit for all roles in all places. In fact, even within a single country, there are nuances to consider. For instance, PeopleScout leveraged physical advertisements at bus stops in the smaller European cities where an RPO client in the manufacturing sector was hiring because we knew that it was less likely that blue-collar candidates in these areas would have internet access at home.    

And, localization is key—not just in digital channel usage, but also in language and imagery. For example, while an image of a blonde-haired, blue-eyed worker would resonate in North America, the same type of image would not be as well-received by candidates in Asia. In addition, candidates in Europe are more likely to be multilingual, so testing recruitment marketing techniques in a few different languages might prove to be useful when recruiting in that geography.  

Mobile-Friendly Candidate Experience 

A mobile-first candidate experience is more important than ever. In the U.S., approximately 15% of adults are “smartphone-only” internet users, meaning that they access the internet only through their smartphone and don’t have an internet connection at home. And, by 2025, nearly three-quarters (72.6%) of internet users—nearly 3.7 billion people worldwide—will access the web exclusively via smartphone.   

Regardless of where they are in the world, your potential candidates are looking and applying for jobs via their mobile phones. So, consider how your recruitment tech stack supports a mobile-friendly application process to future-proof your global talent acquisition program. 

Regulations & Compliance 

Due to varying laws and regulations, recruitment processes can’t be the same in every country, and it can be difficult for enterprises to navigate the requirements in each market. For example, in Sweden, you don’t need to establish a legal entity to hire employees in the country, whereas you do in Singapore. Furthermore, statutory requirements for notice periods, probationary periods and permitted pre-employment checks all vary from country to country. In fact, in 22 countries, it’s mandatory to organize a medical exam prior to hiring someone. In any case, it’s imperative that you understand employment law in each country you’re hiring in so you don’t violate your new employees’ rights.  

Granted, the employment law landscape is constantly changing, making it increasingly difficult for multinational companies to stay compliant and avoid damages to the organization’s finances and reputation. Fortunately, a global RPO partner can support you with global and local expertise to ensure you stay on top of regulations in each country you’re hiring in. 

Strategies for Recruiting Globally Dispersed Talent 

So, how can you overcome these challenges to realize the benefits of expanding your recruitment program to globally dispersed talent? Here are some actionable ideas to help you adjust your recruitment strategies: 

Map Each Labor Market 

Before you start recruiting in a new market, it’s important to understand the lay of land. Specifically, delving into the talent landscape and competition in each area—not just your direct competitors, but any organization hiring for the roles or skill sets you’re seeking—can inform your recruitment strategy and compensation packages. In this way, investing the time to map the labor market upfront is invaluable for creating a competitive advantage, especially when it comes to new geographies or remote workers. Then, armed with this data, you can create offers that reflect rates in the new hire’s area and boost your acceptance rates in the meantime. 

As an example, PeopleScout recently helped a manufacturing client recruit engineers in an area in the north of the Czech Republic, where the available talent pool for the skills they needed was low, but the competition was high. After completing a labor market analysis, we advised the team to expand their search area across the border to Poland (where the talent supply was larger) to find talent that would be willing to commute or relocate. By doing so, we were able to fill business-critical automation engineer roles that saved their productivity levels.   

Adapt Your EVP to Your Audience 

Your employer brand—an individual’s perceptions and lived experiences of what it’s like to work for your organization—helps you attract and retain the right people to help your organization succeed. According to Gartner, organizations that effectively deliver on their employer value proposition (EVP) can decrease annual employee turnover by 69%. And, in today’s ultra-competitive, candidate-driven market, a strong employer brand can also help you stand out in a sea of job openings. 

Specifically, companies that attract top talent will be those that have invested in developing messaging pillars that allow their employer brand to flex and resonate with talent audiences across the globe. For example, PeopleScout helped global law firm Linklaters revamp and tailor its employer brand to support hiring across 20 offices in Europe, North America and Asia-Pacific, while simultaneously boosting its Glassdoor scores and increasing global applications from female lawyers.  

So, to truly understand your ideal candidate, do your homework for every position type in each market and adapt your brand messaging and attraction strategies accordingly. In particular, a candidate persona profile is a great way to capture each position’s requirements, motivations and expectations so you can design your recruitment marketing content around messages that will truly resonate. 

Invest in Your Recruitment Tech Stack 

Investing in standardizing your recruitment technology across geographies offers a litany of ways not only to streamline the candidate experience, but also your internal program management efforts and reporting, as well.  

Plus, nowadays, candidates expect a tech-enabled recruitment experience that enables them to search for jobs on the go—and a whopping 89% of candidates think mobile devices play a critical role in the job-hunting process. Therefore, looking for ways to make your application process more mobile-friendly—including leveraging “quick apply” features in your ATS—will pay off in application volumes.  

What’s more, hiring in new geographies or for remote workers will almost certainly involve virtual interviews. Thus, investing in a virtual hiring solution can help you hire the talent you need quickly and with a seamless candidate experience. Unlike typical video meeting tools, modern virtual interview tools offer options like on-demand phone interviews and text/SMS interviews, as well as live and pre-recorded video interviews. 

However, one consideration to keep in mind when selecting technology for global recruitment is where the data will be stored and processed. Regulations (such as GDPR in Europe) limit the amount of data that can be processed in the U.S. So, look for tools that are SOC 2-certified, and assess any vendor’s information on security policies, procedures and practices. 

Put Your Global Talent Program in Action 

If your organization is new to global talent acquisition or if you haven’t expanded business operations very far, the considerations and strategies highlighted above can seem daunting. But, the good news is that a global RPO partner can be a valuable partner to help guide you through your global talent acquisition challenges. Moreover, with a wealth of knowledge and experience gained through working with clients spanning a variety of industries and countries, an RPO partner can also help you navigate the complex compliance and cultural issues that accompany a multi-country recruitment program. 

So, what should you look for in a global RPO partner? Well, you’ll see the greatest benefit from a provider that is able to offer a customizable solution that’s flexible enough to support everything from your niche hires and short-term needs to your high-volume roles and full-cycle recruitment processes. 

 

Boomerang Employees: How Looking Back Can Help Propel Your Organization Forward

Posted on by jpatel

As employees around the world quit their jobs in droves, the Great Resignation quickly became a global phenomenon and job openings across industries hit all-time highs. In order to keep up with this increasing demand for workers, employers are expanding their talent pools in a variety of ways, including searching across new geographies, considering workers who are changing careers, implementing innovative recruitment marketing techniques and more.  

However, as a result of the Great Resignation, we’re beginning to see an alternative talent pool emerge: Boomerang employees—workers who voluntarily resign from your company and later rejoin. In this article, we’ll explain who boomerang employees are; the benefits and considerations of hiring them; and how to attract this unique group of talent. 

Who Are Boomerang Employees?

Before you consider rehiring an employee who previously left your organization, it’s important to understand the key differentiators that separate potential boomerang employees from permanent alumni.  

As the term suggests, permanent alumni will remain just that—permanently separated from an organization. These individuals likely stayed at the company for many years and had a good grasp of the organization’s overall culture and values. However, at a certain point, these individuals decided that the company was not the right fit for them; this could be due to dissatisfaction with company culture, the need for a career change or any number of other work-related issues. Note here that a key factor in any of these reasons for leaving is an internal desire to resign. 

Conversely, boomerang employees are more likely to have left a company quickly due to external factors, such as a sudden family emergency or an unexpected competing job offer that was too good to decline. So, while permanent alumni chose to leave because they were unsatisfied with the company in some way, boomerang employees are more likely to consider rejoining because they left for other reasons—none of which implied that they had an issue with the company in the first place. 

“Five years ago, I chose to take a career break to raise my family. When the boys started school, I was ready to pick up my career again. As chance would have it, PeopleScout had identified a role working on a project supporting two big clients, and I was excited about the prospect of this new challenge. The company had changed a lot in the time I was away, so I was grateful for the in-depth introduction process and support from management and colleagues upon my return. The flexible working arrangement that PeopleScout offers means that I’m able to achieve the balance between working and looking after my family, which is fantastic. I’m happy to be back and am looking forward to developing my career over the coming years.”  

Shelley Romero, Media Solutions Manager 
PeopleScout UK 

Meanwhile, some people may leave to pursue new opportunities because they’re unsatisfied in some way and are hopeful that the “grass will be greener” elsewhere. Then, if they find that isn’t the case, they may also be inclined to return to a previous company with a newfound appreciation. 

“Due to business changes during the pandemic, I was assigned to a new client account and, after much time and consideration, I knew it just wasn’t the right fit for me. Though I did not want to leave, it was in my best interest to resign at that time. However, I stayed in contact with my previous manager and colleagues, and when an opening arose, they asked me, ‘Are you ready to come back home?’ It was never a matter of if, but when I was coming back. Everything needed to align—the right position, team and leadership. I was hesitant to return after my last experience that caused me to resign, but I knew what ‘home’ felt like, and I couldn’t be happier in my current position at PeopleScout!”

Alison Thompson, Senior Recruiter 
PeopleScout

During the pandemic, the world was reminded how quickly life can change. Whether employees left your organization to pursue other opportunities or to prioritize caring for their family, these types of employees create a whole new pool of talent that could be the perfect fit for your organization. After some time has passed, many of these people could be on the job hunt again—and your organization could serve as the right choice at the right time.  

Benefits of Hiring Boomerang Employees 

Rehiring former employees can present a variety of benefits for employers. Here are some of the biggest reasons to consider looking back at your previous hires: 

Save Time & Money 

Hiring a former employee reduces the hiring timeline and cuts down on overall recruiting costs. And, because these employees have previous experience working at your company, they will require less time and fewer resources to onboard and get up to speed to hit the ground running. 

Eliminate Second-Guessing 

Additionally, when you hire a former employee, you won’t have to wonder whether they’ll be a cultural fit; you already know how they fit in with the company and how they work with various people in the organization—something that always remains a slight unknown when hiring someone completely new. 

Gain Fresh Perspective 

Former employees are unique in the fact that they have had some time to step away and see the organization from the outside. Often, employees may have left to advance their career at another company and gain valuable skills. Then, when they return, they’ll be equipped with increased knowledge and experience to bring new ideas and insight into your organization. 

Boost Employer Brand 

Rehiring employees also sends a positive message to existing employees and can improve an organization’s employer brand overall. Specifically, by giving employees a second chance, it shows that the company is willing to bring people back and help them reach their potential—even if they previously left on their own accord. Furthermore, to existing employees (perhaps some of whom were considering leaving themselves), it shows that the company is worth coming back to, thereby leading to improved retention and employee satisfaction. Moreover, it demonstrates that leaving doesn’t have to burn bridges—especially when the company sees the value of the whole person. 

Make Employees Happy 

Plus, employees who left a job during the pandemic may now realize that they miss some aspects of their old company. Returning to a previous employer with new skills and a fresh perspective can mean higher pay, more growth opportunities and, in some cases, the ability to work from anywhere, which may not have been an option pre-pandemic. Consequently, these employees will likely be happy with their decision to return—leading to improved productivity for your organization. 

Questions to Ask Before Hiring Boomerang Employees 

rehire employees

While there are many reasons to hire previous employees, that doesn’t always mean you should. So, before you decide whether turning back to a former employee is the right move for your organization, keep these considerations in mind: 

How Much Time Has Passed? 

Account for how much time has passed since the employee initially left the company. For instance, an employee who left less than a year ago due to a personal emergency is more likely to be able to jump back in and get started than someone who left several years ago and has to learn new processes and technology. 

Are They Adaptable? 

Nowadays, change within an organization can happen fast, and if the employee has been away from the company for a while, it can be helpful to consider their level of adaptability: Are they willing to learn new systems and procedures? Or, will they be stuck in old habits from their first tenure? 

Are They the Best? 

Amid a labor shortage, it can be tempting to settle for the easiest, quickest option to fill an open role. However, it’s important to think long-term: While this employee will cost less to hire and is a good cultural fit, are they truly the best person for the job? Consider whether this employee performed well in their previous tenure with the company, which is a good indicator of how they will fare the second time around. 

Were They Missed? 

While an employee’s individual performance may have been stellar, it’s important to understand their influence on the team. In particular, did they get along well with colleagues, or was it a relief for people when they left? When bringing back an employee, ensure that their return will have a positive effect on the productivity of the team as a whole. 

Why Do They Want to Return? 

Find out what made the employee choose to leave in the first place. Is that reason still going to be an obstacle moving forward? It’s important to ask what has changed since the time when they initially left. While familial or personal reasons would likely be resolved, you might have a bigger issue on your hands if they left because the company was not a good fit the first time. So, ask the former employee why they want to return. Then, if you’re looking for long-term talent, try to get a grasp of whether they’re ready to commit to your company for the foreseeable future. If they aren’t, you may have a permanent alumnus on your hands. 

How to Keep the Door Open to Boomerang Employees 

As the past two years have shown us, things happen—often unexpectedly. For one reason or another, people might be pulled in another direction and have no choice but to leave your company a little too soon. When this happens, it’s important to understand why they’re leaving and if there’s anything the organization could have done to encourage them to stay. If not, perform exit interviews and get an idea of what is working and what can be improved upon in your organization. 

While some employees may choose to reapply to your company in the future, many former employees may never consider rejoining or even know it’s an option without first hearing from a former colleague or manager. In this situation, what’s the best way to reach out to these former employees? 

To start, be sure to part on good terms. If the employee is one whom you would be eager to welcome back to your team again, make sure they know that when they leave. In today’s world that’s driven by social media, it’s easier than ever to stay connected across job changes. So, keep in touch with high-performing employees after they leave and proactively check-in with them when you’re ready to bring them back. 

“Having former employees return to my team has been a true privilege. There is something about a second chance to help someone grow and develop and to be entrusted to help them achieve their career goals that is very special. I have the honor of having three boomerang employees on my current team. I am grateful that they rejoined and for the incredible know-how, passion and commitment that they bring to our team. I will continue to do all I can to support their success so that they can see their future here.”

Caroline Sabetti, Chief Marketing Officer, PeopleReady & PeopleScout 
Senior Vice President, TrueBlue Communications 

In addition, consider these three strategies for re-recruiting former employees: 

1. Existing Employees

If you have an opening on your team and some of your existing employees still maintain relationships with former staff, your current team can be helpful in re-recruiting this talent. Let your current employees know you’d like to consider a former employee for the role and, if they’re willing, they can bring the idea up with the former colleague and encourage them to apply. 

2. Direct Manager Outreach 

For a former employee, it can be extremely powerful to hear directly from a former leader that the company and team wants them back. And, by hearing directly from a manager, the former employee is likely to take the offer seriously and understand that they are specifically who the team and leader want. 

“I had the opportunity to work for our sister company Staff Management | SMX before leaving for another position outside of TrueBlue that allowed me to get specific experience in a different facet of marketing. After gaining valuable experience for a period of time with a different organization, my former leader at Staff Management | SMX reached out to me to discuss an opportunity to join PeopleScout in a new role. I was thrilled to be able to rejoin TrueBlue and put to use the experience I gained outside of the company. Rejoining TrueBlue and joining PeopleScout was an easy decision due to the positive experience that I had during my original time with the organization, as well as due to the ability to work directly for my former leader once again.”  

Sarah Katz Candelario, Vice President of Marketing and Communications 
PeopleScout 

3. Email Campaign 

If your company is looking to fill multiple roles at once, a larger campaign might make the most sense. This can include a list of all high-performing employees who left in the last year and serve as a check-in to see where they are in their career now and whether they’d be interested in taking on a new role in the company. 

Beyond the Boomerang Employee 

While looking to former employees serves as a strong new talent pool, it’s just one part of an organization’s larger rehiring and retention strategy.  

For example, in addition to traditional boomerang employees, the pandemic has also introduced an alternative group of potential employees—those who were furloughed. While these employees didn’t leave voluntarily, they can still be considered for boomerang status and serve as yet another talent pool to reach out to when needs arise. 

But, in order for people to be willing to come back, organizations must ensure that their company is one that people want to return to (or, ideally, one they won’t want to leave at all). This means fostering a welcoming and empowering culture, as well as placing strong emphasis on growth and development of all employees. 

In summary, when people feel valued, included and invested in, they’re less likely to leave your company for another. Then, even when human factors cause them to be pulled away, they’ll be willing and ready to return when the time is right. 

[On-Demand] Hiring in a Candidate Driven Market: Challenge Accepted

Posted on by edyson

[On-Demand] Hiring in a Candidate Driven Market: Challenge Accepted

The talent landscape is changing. Fueled by a candidate-driven job market, talent leaders across all industries are searching for skilled candidates available to fill a record number of open positions. Job seekers have the upper hand; they’re more willing to leave jobs for employers they’re unsatisfied with and expect more from companies they apply to. This includes socially responsible practices, competitive wages and quality of life considerations.

So, how can you source and attract the right high-quality talent faster in our candidate-driven market? Join PeopleScout’s Candance Lamon, vice president of global delivery and Jill Polistico, director of client delivery for our on-demand webinar Talking Talent webinar: Challenge Accepted: Tactics and Strategies for Hiring in a Candidate’s Market.

In this webinar, Candace and Jill discuss tactics and strategies for sourcing, engaging and hiring candidates as well as providing best practices for navigating a candidate-driven job market.

This webinar will cover:

  • The current talent market outlook for employers

  • Strategies for improving your employer brand and candidate experience

  • Tips for building a strong company culture to reduce turnover

  • Best practices for structuring talent programs to meet evolving changes in the workplace

  • And more!

Global Talent Acquisition Strategy: Time-to-Hire Cut in Half

Posted on by akessler
PeopleScout Cuts Time-to-Hire in Half with Global Talent Acquisition Solution for Manufacturer

Global RPO

PeopleScout Cuts Time-to-Hire in Half with Global Talent Acquisition Solution for Manufacturer

A global manufacturer of engineering solutions turned to PeopleScout for global recruitment process outsourcing (RPO) to fulfill their need for highly specialized, hard-to-find industrial engineering talent at their manufacturing sites, innovation centers and service centers across 16 countries.

50 % Average Reduction in Time-to-Hire
16 Countries & 9 Languages
16 Countries & 9 Languages
Scope Expanded After Exceeding Hires Target
Scope Expanded After Exceeding Hires Target

Scope & Scale

The manufacturer engaged with PeopleScout for a global RPO solution to make 150 hires for over 30 of their sites across 16 countries including Belgium, Czech Republic, Denmark, Finland, France, Germany, Hungary, Ireland, Italy, Poland, South Africa, Spain, Sweden, the Netherlands, the United Arab Emirates and the United Kingdom.

For most of their hires, they were seeking specialty talent with expertise in engineering and industrial design. These skills help build equipment for businesses all over the world that focus on chemicals, air and water treatment, mining, pharmaceuticals, marine, construction and other industrial applications.

Challenge

The client came to us after their previous RPO provider failed to deliver on the manufacturer’s global talent acquisition challenges. With some requisitions still open after 500 days, many of their site managers had taken recruitment into their own hands. Each manager had their own approach which resulted in a disjointed candidate experience and high levels of frustration for hiring managers and internal stakeholders. The global talent acquisition leader had very little visibility into time-to-fill and cost-to-fill metrics from country to country and wanted to see a consistent process across all regions that showcased their employer brand. 

The manufacturer also had growing concerns about the future of their labor force. With the average age of an engineer in the mid-50s, a huge portion of the global engineering workforce is due to retire in the next 10 years. The client needed to get ahead of this by recruiting talent with specific engineering skills to prevent a future talent gap.

However, engineers are highly sought after, with 63% of European manufacturers indicating the engineering skills shortage is making it harder to find qualified workers. The manufacturer needed candidates with unique experience in mechanical engineering and automation and who also matched their language requirements which varied by country and role. So, attracting these rare engineers—and convincing them to make a move—meant we had our work cut out for us.

Solution

Our diverse, multilingual and multicultural delivery teams in our Bristol and Krakow delivery centers plus remote teams got to work executing an end-to-end RPO solution. They sourced, screened and evaluated candidates in English, Swedish, German, French, Italian, Polish, Hungarian, Portuguese and Spanish.

Using Labor Market Insights to Inform Strategy

With competition from other well-known, international companies in certain markets, some roles were particularly challenging with over 200 similar open positions across competitors in one location alone. The PeopleScout Insights Team was commissioned to conduct in-depth research across markets and uncover potential candidate motivators that would give the organization a competitive edge.

In one case, our market data indicated that the labor pool for engineers in Czech Republic is small. So, we approached the client with the idea to expand the geography of our search to include candidates who lived across the border in Poland who could commute. By doing this, we filled business-critical automation engineer roles that saved their productivity levels. 

Global Process Meets Local Expertise

We created a global process to meet the requirements of the global talent acquisition leader and then worked with hiring managers in each region to adjust our approach to account for nuances like culture, job role and labor market across their sites.

Applying our team’s deep regional expertise, we adapted our strategy in each location, using the appropriate databases, job boards and online and offline marketing tactics to reach the right candidates for every role in each country. For example, in smaller cities, we knew it was less likely that blue-collar candidates would be seeking employment via online channels, so we took out ads at bus stops.

For other roles, we increased awareness of organization’s employer brand through targeted recruitment marketing efforts on job boards and social media. We also partnered with local universities to get in front of students who were looking for their first jobs after completing their studies. 

Talent Pooling with a Focus on Diversity

Because most engineers in Europe aren’t actively looking to change jobs, our recruiters found most success through proactive headhunting. By engaging directly with passive candidates via social media, email and phone, they filled many existing requisitions and created talent pools for future vacancies, which reduced the overall time-to-fill.

Since women remain underrepresented in engineering fields across Europe, the manufacturer put great importance on increasing the number of women engineers they hired. In addition to adjusting the verbiage in job descriptions to make them more inviting to a wider variety of candidates, our recruiters paid special attention to reaching out to women by targeting online groups for women in engineering and women in tech.

Results

In the first year, we surpassed the initial target of 150 positions to deliver 245 total hires across 30 sites with a quarter sourced through proactive search and engagement. We filled the 500-day-old roles and reduced the time-to-hire by approximately 50% on average through our talent pooling efforts. In the process, we won over sceptical stakeholder groups, including the client’s EMEA engineering leadership. In the second year, we’re growing our partnership with over 300 hires projected.

In one instance, we were asked to source specialist inside sales talent. These individuals needed IT experience, manufacturing experience and to be fluent in German. With such specific requirements, advertising wouldn’t have worked, but because of the talent pool we built, we filled these two positions in less than three days.

“We have forged an excellent relationship with the PeopleScout team. They fully understand our challenges and needs and are able to meet our recruitment requirements in an efficient and professional manner.”

– Talent Acquisition Manager

At a Glance

  • COMPANY
    Global manufacturer
  • INDUSTRY
    Manufacturing & Industrial
  • PEOPLESCOUT SOLUTIONS
    Recruitment Process Outsourcing
  • ANNUAL HIRES
    300
  • LOCATIONS
    Belgium, Czech Republic, Denmark, Finland, France, Germany, Hungary, Ireland, Italy, Poland, South Africa, Spain, Sweden, the Netherlands, the United Arab Emirates and the United Kingdom
Let’s Connect

PeopleScout Jobs Report Analysis – March 2022

Posted on by nfuqua

U.S. employers added 431,000 jobs in March, which is slightly less than economists had predicted. It marks 11 straight months with job growth above 400,000. The unemployment fell to 3.6%. Year-over-year wage growth remained high at 5.6%.

march jobs report infographic

The Numbers

431,000: U.S. employers added 431,000 jobs in March.

3.6%: The unemployment rate fell to 3.6%.

5.6%: Wages rose 5.6% over the past year.

The Good

March’s jobs numbers show that the economy remains strong despite challenges domestically and abroad. The unemployment fell to 3.6%, nearing the pre-pandemic low of 3.5%. And while the Wall Street Journal reports that economists had anticipated a gain of 490,000, the numbers for January and February were adjusted upward, accounting for the slight miss. Additionally, the labor force participation rate hit a new pandemic high of 62.4%, and 418,000 new workers joined the labor market, according to MarketWatch. The economy has now regained about 90% of the jobs lost at the height of the pandemic.

The Bad

Wage growth remained high in March, which can be seen as a positive by workers, but as the New York Times reports, it remains a worrying sign for inflation. The Federal Reserve raised interest rates in March, and officials have suggested rates may go up half a percentage point in May. The leisure and hospitality sector has seen the highest wage growth, with an 11.8% increase over the past year.

The Unknown

As CNBC reports, March’s jobs reports comes at a “critical juncture” in the pandemic recovery. There are currently five million more job openings than there are available workers. Inflation is at the highest rate since the mid-1980s. The war in Ukraine has created supply chain issues. Rising rates could dampen the housing market. Economists will continue to watch how all of these factors contribute to the country’s broader economic health in the coming months.