Category: Talent Acquisition Strategy

Diversity Sourcing: How to Recruit a Diverse Workforce

Posted on by edyson

Diversity, inclusion and equity are top of mind for many talent leaders and professionals. While much progress has been made, there is still much work to be done. Women and people of color are underrepresented in leadership positions, certain job categories, and entire industries. The wage gap is narrowing, but is not expected to close for quite some time. And for many, persistent injustices and systematic issues impact their lives far beyond the workplace.

Every employer has a responsibility to do their part to right these wrongs, and there is certainly no shortage of actions that could be taken right now to make an impact. We can start by building a more diverse talent pipeline that will feed into our workforce and provide more opportunities for people from underrepresented groups.

Many companies in several different industries still struggle to source diverse talent. One problem that persists is the lack of diverse professionals in the talent pipeline. Many fields suffer from their own version of the pipeline problem that has plagued the tech industry. A workforce that is diverse is more creative and innovative, research suggests.

Companies without a diverse pipeline will continue to hire the same groups of people, which will inhibit growth, progression and their competitive advantage. Being able to diagnose some of the causes of this problem can help organizations overcome this issue to create a more diverse workplace. What’s more, having a diverse set of employees can also attract a wider or untapped customer base, making your organization more profitable. In this article, we will cover strategies and best practices for sourcing diverse candidates.

Start with a Diversity Sourcing Audit

Diversity Sourcing

With any process or procedural changes, you need a sound business case for changing your approach. That is why it is always worth looking at your organization as a whole (job functions, processes, departments, markets) to find concrete ways in which bringing on board a more diverse workforce is likely to make a positive impact.

A diversity sourcing audit can help you in the following ways:

  • It informs which areas to prioritize. You have a general goal of diversifying your workforce across the board. Yet at the same time, you’ve identified that more diversity could be especially welcome in your customer service and marketing departments. Over in your technical department meanwhile, you are struggling to find suitably skilled people to fill key roles. These departments might be prime areas to focus your efforts.
  • It avoids you adopting a “quotas for quotas sake” approach. If you focus on how and why greater diversity in your workforce might benefit your business, it becomes possible to go about it in a way that benefits everyone.
  • It makes it easier to achieve buy-in. Establishing a strong organization-specific case for greater workplace diversity makes it more likely that key players within the organization (the board, departmental heads, all those involved in the selection and interviewing process) will take it seriously.

Diversity Sourcing and Institutions

how to recruit diverse candidates

Often, when organization’s begin a diversity sourcing program the easiest thing for many organizations is to source talent from local colleges and universities. While this strategy could save time, money and resources, it may result in a homogenous group of candidates in the talent pool. Expanding the search to more diverse colleges and universities can expand and widen the pool and increase the likelihood of finding candidates with a skill set that matches the open positions that must be filled.

Searching at historically black colleges and universities, Hispanic and Latino organizations, or professional groups like the National Association of Asian American Professionals, Global Diversity Alliance and Women For Hire are all great resources for sourcing a diverse candidate. Many professional groups have job boards where recruiters can post open roles.

Employee Referrals Are Key in Recruiting Diverse Candidates

Enlisting your employees through an employee referral program is a great way to source diverse talent. If you notice a lack of underrepresented groups in your talent pipeline, seek assistance from your diverse employees. For example, a woman in the STEM space is likely to know other women in STEM, and may also help your recruiters gain inroads into professional organizations representing women in STEM.

Employee referrals can also help lower your recruitment costs and may increase employee engagement. Because it’s so easy for an employee referral system to lead to preferential treatment and unconscious bias, particular attention and emphasis should be placed on identifying individuals from underrepresented groups.

Diversity Sourcing Strategy

Recruiters, Sourcing Tools and Hiring for Diversity

diverse candidates

Recruiters are human and may come with their own set of unconscious biases. Implementing technology into the recruitment process can help decrease the unconscious bias that may take place during diversity recruitment.

For instance, if you find that there’s a large drop in minority candidates moving between the onsite interview and skill assessment, unconscious bias training may be in order. Follow your data closely so you can make more informed decisions and continue making progress on your organization’s diversity, equity, and inclusion goals. What’s more, you should also build a team of recruiters who hail from a wide range of backgrounds.

There are also websites and job boards such as Jopwell that allow diversity recruiters to advertise open roles to a diverse pool of candidates.

Engagement Best Practices for Diversity Sourcing

Once you have a slate of diverse candidates, it is time to restructure your candidate engagement strategies to make them more diversity-friendly. With diverse candidates, you want to ensure that you can strike a chord that resonates with them by sending highly personalized and creative messages.

When looking for candidates, try to dig deep into their experience and their interests instead of just skimming through it. Looking for recognizable names of schools and companies won’t help you learn more about each individual candidate. You are looking for what they have done, not where they have done it.

You want to start looking through the different projects that they might have owned or contributed to, or the various levels of responsibility that they have in their current role. Remember, tenure does not always equate to impact. Also, don’t forget other clues beyond their resume. Dig into the different areas of the business they might have impacted through their organization’s social media or blog presence.

Recruiting technology tools like PeopleScout’s Affinix, allow you to build automated workflows so that your candidates receive scheduled messages from members of your recruiting team, sharing more information about your opportunity.

What’s more, Diversity and inclusion programs provide companies with the opportunity to tap into the strengths of their workforce. According to a survey conducted by Glassdoor, 67% of job seekers said a diverse workforce is important when considering job offers and 57% of employees think their companies should be more diverse. This means that companies that implement a diversity and inclusion program are more likely to attract top talent.

Conclusion

Diversifying your pipeline is not an easy feat, but by taking actionable steps, you can fill your candidate pipeline is with diverse candidates. By setting measurable milestones on your sourcing initiatives, you will ensure that you are progressing forward, and if you’re not, you can easily recognize it and adjust your strategies. 

Sourcing a diverse slate of candidates is only one part of building a more diverse and inclusive workplace. You must be intentional in your efforts to evaluate candidates fairly, so you are not unintentionally weeding out great talent at each stage of the pipeline. It can be helpful to leverage sourcing tools to track conversion rates between these stages to understand where you should focus your attention.

IR35 Reform: How Well Are You Communicating with Your Contingent Workers?

Posted on by akessler

The changes being brought about by the IR35 reforms will have a significant impact on both employers and freelance workers. Yet, it seems that organisations are failing to communicate with contractors about the shift. As an award-winning RPO, MSP and Talent Advisory company, PeopleScout lives and breathes the importance of internal and external candidate and employee communications. 

A Brief Summary of IR35

IR35 is a set of tax laws designed to combat tax avoidance by freelance or contract workers and the organisations using their services (i.e., the end-client). These workers are typically self-employed and engaged by organisations through an intermediary rather than on an employment contract.

Determining whether a contract would be categorised as employment, in which IR35 applies, or as business-to-business services, in which IR35 would not apply, is complicated. If the legislation applies, a contractor could be significantly impacted financially as they would have to pay income tax and National Insurance Contributions (NICs) as if they were a full- or part-time employee. Employers would also be on the hook for taxes and NICs.

This off-payroll legislation was introduced to the public sector in 2017 and is now being extended to the private sector.

The Employer’s Responsibilities Under IR35

The responsibility of determining whether a contract sits within IR35 is not just up to the contractor. Both the contractor and end-client are equally accountable, and any unpaid tax can be collected from both parties if an error is made.

Yet, contract workers are largely uninformed about what their end-clients are doing to prepare for IR35. A recent survey of over 1,400 contractors who will be affected by IR35 reform revealed:

  • 57% have not been contacted by their end-client about IR35 reform.
  • Only 15% have received a Status Determination Statement (SDS), outlining their perceived IR35 position.
  • Of those who have had their contract assessed, 56% have been determined as outside IR35, with 44% deemed inside the legislation.
  • 28% have been informed of their end-client’s strategy for the changes but are yet to be issued with an SDS.

Given that IR35 in the private sector has already been postponed from April 2020 due to COVID-19, it’s surprising that companies, contractors and agencies are not better prepared.

The Importance of Communication About Compliance

Most companies are going to be affected in one way or another by IR35 reform. It’s imperative that you prioritise preparation for IR35 to ensure compliance, especially if you have contingent workers with hard-to-find specialist skills and knowledge. 

As with any change, communication is key. Your contractors want to be kept informed about what you’re doing to ensure compliance, and if they don’t receive that reassurance they will move on to other projects or opportunities where the strategy is clear.

The last thing you need is to lose talent. This could impact your ability to service customers, to achieve strategic milestones and fulfil financial objectives. Contingent workers are an important part of your workforce, and communicating about your IR35 plans will keep them engaged and productive.

Addressing Mental Health in the Workplace

Posted on by jpatel

While mental health in the workplace has become a hot topic in recent years, there’s no doubt some stigma still exists around discussing mental health in a professional setting. That said, with the ongoing effects of the pandemic, increased remote and flexible work arrangements, and a global blurring of lines between what constitutes home and work life, addressing mental health in the workplace has shifted from a question of “if” to “how.” 

According to a report by Oracle, 76% of workers believe their company should be doing more to support the mental health of their workforce. However, while many organizations want to help employees constructively address mental health in the workplace, they often don’t know where to start. 

Statistics on mental health in the workplace

In this article, we share tips for creating a healthy work culture, highlight warning signs to look for in employees who may be dealing with underlying mental health conditions and outline some helpful coping mechanisms. In addition, we provide resources that can be shared with employees to aid them as they continue to deal with mental stressors.

Set Guidelines to Enable Healthy Work Culture 

With the rapid increase in flexible work arrangements, home and work life have seemingly blended into one, and it can be easy to forget the line where the workday ends and personal life begins. With so many employees working from home, organizations have seen an increase in worker burnout, leading to lower productivity and reduced overall satisfaction with work. So, how can leaders prevent burnout and keep employee morale high?  

  • Practice self-care: By taking much-needed time to manage stress, leaders will be setting a strong example for employees, leading to improved working conditions overall. Encourage your team to take plenty of breaks, eat regularly, meditate or pursue other activities they enjoy. 
  • Consider tone: A kind tone in an email or message can go a long way during a time of uncertainty and doubt. Without it, employees may feel discouraged to reach out when they need help.  
  • Communicate often: Meet with your employees regularly to check-in not only on work, but on how they are doing in general. Simply asking an employee if there’s anything they need can be extremely impactful in showing you care, especially for employees who are more hesitant to ask for help. 
  • Remain flexible: Remember that employees are dealing with a variety of stressors outside the bounds of work. If certain deadlines are flexible, that can be a huge relief on an employee who may be working through external factors that are taking a toll on their mental health. 
  • Prioritize work-life balance: Set up a designated work area away from the place you spend your downtime, set boundaries and a time you log off work for the day. Being a model for healthy work-life balance and encouraging employees to do the same is an important way to combat burnout.  

Encourage Team Support 

An important part of a healthy work culture is a team that supports one another. In a time where many employees are feeling overwhelmed about the same daily stressors, working together as a team to destress can prove helpful. As a leader, you can encourage teams to participate in group exercises to reduce stress. Forbes offers some suggested activities for remote teams, including group wellness programs, goal setting sessions and “Mindful Mondays.” 

Additionally, to help people feel connected when physically distanced by virtual or remote work, leaders can organize team-building activities and opportunities for virtual socialization, such as: 

  • Interest clubs 
  • Informal message boards 
  • Trivia/game night 
  • Virtual happy hour 
  • Sharing a prompt of the day 
  • Video show and tell 
  • Book clubs 
  • And more! 

Know the Signs of Mental Health Struggles 

how to improve mental health in the workplace

Even with a sound work culture in place, some employees will still struggle with underlying mental health conditions. So, how can employees, coworkers and leaders recognize the warning signs? When should employees ask for help? When should leaders offer support? Consider these assessments to take an account of current mental health states—for yourself and your colleagues. 

Mental Health Assessment 

If you notice some of the following warning signs in an employee or coworker, you may want to reach out and start a conversation on their mental health.  

  • Work Habits: Have you noticed a sudden change in an employee’s work habits? Poor productivity, minimal motivation and trouble concentrating can often be the result of a mental health concern.  
  • Overall Demeanor: If you notice a dramatic change in an employee’s personality, such as sudden irritability, nervousness, restlessness or other unusual behavior, this could be a sign they are struggling with their mental health. 
  • Increased Absenteeism: Is an employee frequently missing meetings, calling in sick or starting work late when they typically always start on time? Excessive fatigue, physical aches and overall lethargy could be associated with depression and anxiety.  
  • Sudden Outbursts: Employees who seem unable to control their emotions, leading to mood swings, outbursts and disruptive behavior, may be experiencing mental health concerns.  
  • Social Withdrawal: If an employee seems unwilling to communicate with others, avoids social interaction with other team members and purposely imposes self-isolation, this could indicate an underlying mental health concern. 

Employee Self-Assessment 

If an employee is experiencing several mental illness warning signs at one time, they may want to reach out to a manager or mental health professional for help. Here is a list of common signs and symptoms from the American Psychiatric Association that you can share with your employees: 

  • Sleep or appetite changes: Dramatic sleep and appetite changes or decline in personal care 
  • Mood changes: Rapid or dramatic shifts in emotions or depressed feelings 
  • Withdrawal: Recent social withdrawal and loss of interest in activities previously enjoyed 
  • Drop in functioning: An unusual drop in functioning, at school, work or social activities, such as quitting sports, failing in school or difficulty performing familiar tasks 
  • Problems thinking: Problems with concentration, memory or logical thought and speech that are hard to explain 
  • Increased sensitivity: Heightened sensitivity to sights, sounds, smells or touch; avoidance of over-stimulating situations 
  • Apathy: Loss of initiative or desire to participate in any activity 
  • Feeling disconnected: A vague feeling of being disconnected from oneself or one’s surroundings; a sense of unreality 
  • Illogical thinking: Unusual or exaggerated beliefs about personal powers to understand meanings or influence events; illogical or “magical” thinking typical of childhood in an adult 
  • Nervousness: Fear or suspiciousness of others or a strong nervous feeling 
  • Unusual behavior: Odd, uncharacteristic, peculiar behavior 

Practice Healthy Coping Techniques 

After noticing an employee may be experiencing some warning signs of a mental health issue, or after an employee approaches you for help regarding their mental health, you’ll want to approach the subject with care. Most importantly, show empathy when having conversations around mental health in the workplace. Your employee is likely feeling overwhelmed and maybe a little anxious talking in a professional setting about such a personal topic. It’s important that your employee feels comfortable sharing what they’re feeling and that you reassure them you are willing to listen and help with no fear of judgement or risk of a negative impact on their professional reputation. 

Depending on the severity of the situation, you may recommend your employee see a mental health professional to talk further about their condition. However, as a starting point, you can suggest healthy coping techniques for some common mental health concerns: 

Stress

Stress is a normal biological reaction to a potentially dangerous situation. When you encounter sudden stress, your brain floods your body with chemicals and hormones such as adrenaline and cortisol. Typically, after the response occurs, your body should relax. However, too much constant stress can have negative effects on your long-term health. (Healthline) 

Coping with Stress: 

  • Emphasize work-life balance 
  • Exercise regularly 
  • Eat well  
  • Make time for hobbies 
  • Connect with a support system 
  • Meditate or practice yoga 
  • Get enough sleep 
  • Spend time with a pet/loved one 

Anxiety

Anxiety refers to anticipation of a future concern and is associated with muscle tension and avoidance behavior. Anxiety disorders can cause people to try to avoid situations that trigger or worsen their symptoms. Job performance and personal relationships can be affected. (American Psychiatric Association)

Coping with Anxiety: 

  • Practice focused deep breathing 
  • Aromatherapy 
  • Take a walk 
  • Meditate or practice yoga 
  • Write down thoughts 
  • Identify triggers 

Depression

Depression negatively affects how you feel, the way you think and how you act. Depression causes feelings of sadness and/or a loss of interest in activities you once enjoyed. It can lead to a variety of emotional and physical problems and can decrease your ability to function at work and at home. (American Psychiatric Association)

Coping with Depression: 

  • Stay connected with others 
  • Prioritize face-time (even virtually) 
  • Care for a pet 
  • Do things you enjoy (or used to) 
  • Try to get enough sleep 
  • Exercise 
  • Don’t skip meals 
  • Take a walk in the sunlight 
  • Challenge negative thoughts 
  • Read a good book/watch a funny movie 

Grief

Grief is the natural reaction to loss. Grief is both a universal and a personal experience. Individual experiences of grief vary and are influenced by the nature of the loss. Some examples of loss include the death of a loved one, the ending of an important relationship, job loss, loss through theft or the loss of independence through disability. (Mayo Clinic)

Coping with Grief: 

  • Lean on friends and family  
  • Accept and face your feelings 
  • Express feelings creatively (writing, drawing, etc.) 
  • Try to maintain hobbies/interests 
  • Preserve memories (photo album, memorial, etc.) 
  • Join a support group 

Additional Mental Health Resources 

The tips and techniques outlined in this article are not comprehensive, but they offer a starting point for organizations who may not know how to approach the topic of mental health in the workplace—especially during such a challenging time. In addition to the strategies, assessments and coping techniques outlined above, we encourage you to share additional mental health resources with your employees, such as:  

Talking Talent: Talent Acquisition in 2021: How Talent Leaders are Planning for the Great Rehire

Posted on by nfuqua

In our first episode of 2021, we’re looking ahead at the new year. It’s one talent leaders are facing with a mix of hope and continued uncertainty. We expect the vaccine distribution, economic recovery and more changes to the way we work. But as we’ve seen in 2020, there will be issues and challenges we can’t predict.

One phrase you’ve probably started to hear is “the great rehire.” We know it’s coming. We have some idea of what it will look like, and we know that talent leaders need to prepare.

Joining us to talk about what that great rehire will look like is PeopleScout President Brannon Lacey.

In this episode, Brannon talks about the biggest issues facing talent leaders and the role HR outsourcing, like RPO, MSP and total workforce solutions, will play in the upcoming recovery.

Right now, according to SIA, 83% of all deals are still RPO only and 7% are blended RPO and MSP. Brannon discusses how these numbers fit into the discussion of total workforce solutions.

He also digs into the future of talent programs–sharing insights about talent technology and the biggest tech priorities of PeopleScout clients.

Looking at recent jobs numbers, Brannon explains what the disproportionate job losses in 2020 among women and people of color mean for ongoing discussions of diversity and inclusion.

Listen now for Brannon’s biggest take aways for 2021.

PeopleScout Jobs Report Analysis – December 2020

Posted on by nfuqua

The U.S. economy shed 140,000 jobs in December. This is the first monthly decrease in employment numbers since the recovery began. In 2020, the economy lost more than 9 million jobs. The unemployment rate remained at 6.7%. Year-over-year wage growth was at 5.1%.

u.s. jobs report infographic

The Numbers

-140,000: The U.S. economy shed 140,000 jobs in December.

6.7%: The unemployment rate remained at 6.7%.

5.1%: Wages rose 5.1% over the past year.

The Good

In the jobs report with the first losses in seven months, you have to look closely to see any good news. As Bloomberg reports, the job losses are in specific sectors, with other areas of the economy holding up. There were job gains in retail, professional and business services, construction and manufacturing, despite significant losses in other sectors.

CNBC reports the other bright spot is that despite an increase in temporary layoffs, permanent layoffs decreased in December.

The Bad

December’s jobs report indicates that the recovery isn’t just slowing down or stalling, its going in reverse, as the New York Times reports. The leisure and hospitality sector saw the biggest decrease with restaurants and bars cutting 372,000 jobs in December and hotels cutting 24,000 more. Education also saw a smaller decrease with private schools and colleges cutting 60,000 jobs.

Additionally, the losses had the greatest impact on women, and specifically women of color. As CNN reports, women accounted for all of the job losses in December, with 156,000, while men gained 16,000. (These numbers are cumulative, indicating while individual men lost jobs in December, those were offset by gains in men’s employment.) Women have already been disproportionally impacted by pandemic related job losses, with the unemployment rate for Latinas at 9.1%, Black women at 8.4% and white women at 5.7 percent.

The Unknown

Starting a new year, the U.S. economy faces a variety of factors that could impact the recovery. First is the impact of the coronavirus pandemic. Surging cases have been blamed for December’s job losses, and new strains recently identified in the UK have shown to be even more contagious.

Additionally, as the Wall Street Journal reports, these job losses come just as the most recent $900 billion coronavirus aid package kicks in, and president-elect Joe Biden has indicated another package could be on the way in early 2021.

Digital Sourcing Strategy and Centralization Reduced Time-to-Hire by 20%

Posted on by akessler
Digital Sourcing Strategy and Centralization Reduced Time-to-Hire by 20%

Retail RPO

Digital Sourcing Strategy and Centralization Reduced Time-to-Hire by 20%

A leading retailer needed to remake its application process, which was long and difficult for candidates. PeopleScout implemented a shortened, mobile-first application process and expanded the client’s sourcing strategy.

6,800 annual hires
85% % application conversion rate, up from 35%
20% % reduction in time-to-hire

Situation

A leading retailer engaged with PeopleScout to improve their application process. Despite having a well-known and well-loved consumer brand, the retailer relied on job boards to bring in candidates. The client’s application took 30 minutes to complete, and could not be completed on a mobile device, alienating or inconveniencing many job candidates.

The client knew it was losing a large portion of applicants because of its cumbersome application process. To apply, candidates needed access to a computer to fill out a 30-question application that took half an hour to complete—even for part-time positions.

The client engaged with PeopleScout, looking for a partner with technology and candidate experience expertise to remake the entire recruitment process in order to place the candidate at the center.

Solution

Expanded Sourcing Strategy

PeopleScout worked with the client to carefully craft an expanded sourcing strategy, including targeted digital recruitment marketing centered on attracting, engaging and converting candidates in online spaces. The strategy was focused on people who have an affinity for the client’s brand but may not be actively looking on job boards. Then, PeopleScout was able to drive those candidates to a quick, easy mobile apply process.

Mobile-first Apply

PeopleScout developed a mobile-first application designed to work easily through a smartphone and reduce candidate fall out. The new application is completed by all candidates, regardless of role.

Shortened Application

The new application includes just 11 questions on one page and takes less than eight minutes to complete. The client worked with PeopleScout to reduce the amount of information asked from candidates during the application stage in order to streamline the process.

Results

Half of Candidates Now Apply on Mobile

Nearly two-thirds (65.9%) of all candidates applying to this client now apply through a mobile device. Before working with PeopleScout, the client was excluding or at the very least inconveniencing a large portion of its talent pipeline.

Application Time Reduced From 30 Minutes to Less Than Eight

Applicants can consistently complete the application in eight minutes or less, with some candidates able to complete it in as little as six minutes.

Application Conversion Rate

The application conversion rate rose to 85% with the new shortened mobile application process. The rate for a traditional application is around 35%.

Broadened Talent Pipeline, Improved Candidate Quality and Shortened Time to Hire

The client no longer relies solely on job boards to build their pipeline and relies on a variety of sourcing strategies. This led to hiring of quality candidates, improving the slate-to-hire to one candidate hired for every 1.3 presented and shortened time-to-hire by more than 20%.

AT A GLANCE

  • COMPANY
    Leading retailer
  • PEOPLESCOUT SOLUTIONS
    Recruitment Process Outsourcing, Affinix
  • ANNUAL HIRES
    6,800
Contact Sales

PeopleScout Jobs Report Analysis – November 2020

Posted on by nfuqua

U.S. employers added 245,000 jobs in November. This was a slowdown from the previous month, and lower than economists expected. Despite the growth, the jobs numbers show a significant slowdown in the recovery. The unemployment rate fell to 6.7%. Year-over-year wage growth was at 4.4%.

U.S. Jobs report infographic

The Numbers

245,000: The U.S. economy added 245,000 jobs in November.

6.7%: The unemployment rate fell to 6.7%.

4.4%: Wages rose 4.4% over the past year.

The Good

If we were looking at the numbers for November 2019, the 245,000 jobs added to the economy and the 0.2% drop in the unemployment rate would look like good news. However, in 2020, those numbers tell the opposite story. There are few bright spots in the November jobs report. The Wall Street Journal reports the most significant jobs growth happened in transportation and warehousing, likely related to holiday hiring for ecommerce roles.

The Bad

November’s job growth is by far the weakest since the recovery started this spring. The numbers fell below economist expectations, and as the Washington Post reports, the retail sector shed 35,000 jobs. Bars, restaurants and other food-service businesses shed 17,000. This comes as coronavirus cases have been surging across the U.S., causing some jurisdictions to implement new restrictions, including closing indoor dining. The increase in cases may also be pushing some Americans to complete holiday shopping online, rather than inside retail stores.

Additionally, the decrease in the unemployment rate occurred mostly because 400,000 people dropped out of the workforce, as NPR reports. The economy is still 9.8 million jobs behind pre-pandemic levels.

The Unknown

As 2020 draws to a close, there are still several unanswered questions. Congress is still negotiating a relief bill. Two runoff elections in Georgia will determine control of congress in 2021, which could influence the possibility of additional aid in the coming year.

Americans are also still awaiting FDA approval of the first coronavirus vaccines. As the New York Times reports, many employers see the vaccine as the “sunlight in the distance,” but it will likely take months before the vaccine is available to the majority of Americans.

Candidate NPS: What are Candidates Saying About You When You’re Not in the Room?

Posted on by akessler

We hear a lot about ‘customer-centricity’, putting the customer at the heart of everything you do. For years, organisations have been using Net Promoter Score (NPS) to measure their customer experience and to generate feedback that boosts data-driven decision making. However, when it comes to measuring the candidate experience, companies are missing out on candidate NPS.

What is NPS?

Net Promoter Score, or NPS, began as way for organisations to measure customer satisfaction and loyalty. By asking one question—“On a scale from 0 to 10, how likely are you to recommend this product/company to a friend or colleague?”—organisations can gauge which customers are promoters, and which are detractors.

Graphic depicts how candidate NPS is scored.

Overall NPS score can range between -100 and +100, and the higher the score the better.

Why Candidate NPS?

Why is NPS an important measurement for talent acquisition leaders? Our research into candidate experience revealed that: 

  • Only 5% of candidates rated their experience excellent
  • But 66% of candidates have never been asked to provide feedback on their recruitment experience.
  • Yet, 9 out of 10 have provided feedback when asked.

With such a small percentage of candidates having an excellent recruitment experience, it’s imperative for organisations to start benchmarking their candidate experience in order to make data-driven improvements.

Yet, so few organisations are leveraging Candidate NPS. In a recent poll, we asked whether our database currently use, intend to use or have no plans to use NPS to measure their candidate experience. Our audience told us the following:

  • 7% currently use NPS
  • 21% don’t plan to 
  • 64% intend to start
  • 7% have other plans

Getting Started with Candidate NPS

Consider adding a communication to your CRM after critical stages in your recruitment process like the assessment centre or hiring manager interview—regardless of outcome. By asking one simple question and the candidate’s reasoning for their rating, you can gather valuable data to drive continuous improvement in your candidate experience.  

After gaining an initial benchmark, you can measure Candidate NPS overtime to see how your process improvements are impacting the candidate experience. Combined with other metrics, you’ll be on your way to understanding the impact of your talent acquisition program and improving your recruitment outcomes.

Sourcing Beyond 2020: Building Global Pipelines for Adaptive Work

Posted on by edyson

This year, many organizations have had to rethink the strategies and methods they leverage to source and recruit talent. As the year ends and good news regarding vaccines brings us all new hope, you might be wondering what talent acquisition success looks like post-2020?

One of the first steps in preparing for the changes ahead in the talent landscape is to establish an efficient method of sourcing talent. Building a global talent pipeline strategy is an effective way to source and recruit the talent you need.  

More technology is available than ever before, designed to making global sourcing and talent acquisition more efficient. Video interviewing makes it simple to interview candidates remotely, virtual reality technology can provide candidates a realistic look at your office without ever stepping foot inside and a variety of solutions for remote work mean that candidates can work from anywhere.  

I recently had the opportunity to join Hiretual for their webinar Sourcing Beyond 2020: Building Global Pipelines for Adaptive Work. During the live Q&A, I discussed how to tap into the global talent pool, ways to attract talent faster during the Great Rehire and how to go about engaging with candidates for current or future roles.

In follow up to the webinar, I wanted to provide some additional insights, observations and takeaways from the current talent sourcing landscape and provide you with actionable advice to help you source talent in 2020 and beyond. You can also watch the recorded webinar on the Hiretual website.

EBOOK

Employer Brand Conversation Shifts from Acquisition to Retention and Rebuilding

Download Now

My Three Biggest Sourcing Takeaways from 2020

Maximize Your Investments

At the onset of the pandemic, many organizations had to make hard personnel decisions. As a result, teams are lean, but sourcing systems and contracts are still in place, so companies are looking for ways to use what they have. When you have a lean team, it is really important to invest in sourcing tools that allow them to produce more with fewer people. And, if your team is in a position to have any downtime, they can use it to get the most out of the current systems, processes and plans they have today.

It is becoming more important to reach out to passive job seekers who possess the skills you need, as relying on those actively applying cannot be your only channel. At PeopleScout we have invested heavily in technology and sourcing tools with our proprietary Affinix™ platform. Specifically, it has AI sourcing to find passive candidates through various online channels and match skills against your internal databases as well. This augments your existing team and frees up people to handle the most important tasks.

Many of our clients are sophisticated technology buyers and they are also investing in some best in breed AI sourcing tools. In fact, many of them use Hiretual and so our recruiting teams have had access to use that as well, augmenting our strategy and providing the lift needed as we prepare for continued increases in hiring (The Great Rehire).

Get Ahead Where You Can

Focus on best practice building of consistent, authentic and meaningful communication, identifying talent locations and managing to keep former employees, alumni and prospects engaged. Use the sourcing tools you have, maximize your CRM potential, and keep the conversation going. This will ensure that when you are ready to hire candidates are aware of you and open to talk. On the call, Stockpiling was mentioned. Take a page from Executive search firms – research, map and have your ‘first 50’ calls or communication candidates ready to be engaged. Start with drip marketing on the ones you can.

Push relevant, authentic content to them around the company, its future, plans and opportunities. Make it engaging and not just ‘here’s a job.’ Talk about the company, it’s vision, plans for recovery or success. Looking for a job is a lot like looking for a home – when you decide it’s on, it’s on. It’s not often a constant search. Something triggers it and companies want to be top of mind when it does. Drip marketing and candidate engagement go a long way when the pipeline becomes hiring.

Be Flexible in Your Approach

With uncertainty in the talent market due to COVID-19, recovery efforts and just general unease after a big life-changing event – recruitment has become more unpredictable.

Most companies aren’t providing guidance on revenue and hiring initiatives because of this. Company goals are going to change, and so will hiring efforts to meet those goals. Your sourcing engine needs to be adaptable and ready to go as quickly as you can, but also be nimble enough to flex.

Using automation tools (like those for AI sourcing or lead generation) as well as easy to update marketing and drip marketing campaigns can take the weight off of your sourcers, who can focus on strategy and research for future needs and on how to go to market for these candidates.

How Should Enterprise Hiring Teams Structure Their Global Sourcing Process?

candidate sourcing tools

Processes will need to be nimble and teams will need to be tuned in closely to hiring needs. Just like sales teams need clear goals and a plan to execute successfully, the closer talent acquisition is to an organization’s strategic objectives, the ‘tip of the spear’ sourcing team can be ready and focused on building early talent communication and networking.

Now, with the pandemic upending a lot of the traditional norms of work – physical locations, workplace flexibility from home, less commute, and a broader candidate pool for most industries, sourcing has to shift from their traditional method of ‘going where they know’ to rethinking where great candidates are and how to adapt and qualify them. Having more candidates doesn’t make sourcing easier; while it sure helps, it also presents new challenges for teams and organizations.

On the flip side of this coin – companies that cannot have virtual employees – face a different type of challenge. First, combating the notion that work from home is for everyone and sourcing candidates that will want to work onsite. Second, the competition for these individuals will intensify as the ‘Great Rehire’ kicks into full steam. Getting ahead of this and doing everything you can to map that talent and build rapport early will go a long way to getting ahead of a rapid upswing in hiring volumes.

Both scenarios also present a unique opportunity for recruitment and sourcing teams. Often, we source where we know – we look for carbon copies of the person we are replacing or the last people we hired (which is a lot to unpack for another time – diversity, inclusion and attraction anyone?) but with this, there will be large talent groups displaced that have skills and abilities but will not return to their previous roles.

An example of this is Flight Attendants. All major airlines, worldwide, have reduced their staff by enormous numbers. There are hundreds of thousands of candidates looking for work in a new area. For the savviest of sourcing and recruiting teams, there’s a huge opportunity here to bring a new candidate type to the table for roles. Knowing where to find them, how to engage them and how to bring them to the table for your hiring community will be extremely important and a massive opportunity for them.

How Enterprise Recruiters Can Set Themselves Apart from the Competition  

We’re all on the edge of what’s being called the ‘Great Rehire.’ We know that an average of 70% of the workforce has and will continue to work uninterrupted both virtually and in the office. That leaves a large, displaced group of candidates that will either return to their current careers or new ones. When that happens is anyone’s guess.

What teams can do now is a lot of the above – optimise your recruitment channels, build compelling drip marketing and attraction packages, leverage smart scouring tools, and start your research now to be sure you are ready when the hiring begins. To the TA leadership, if you aren’t already involved in future planning, get ahead of it now. This has the potential to be a massive rehire, at least we all hope, and we don’t have a precedent in modern hiring to compare. Be ready to be nimble.

Choosing the Right Scouring Tools and Technology

There has been a lot of debate in sourcing about how technology will either eliminate the need for sourcing (just like it will eliminate the need to interview) or will it augment. I’m firmly in the camp that technology, for the near to mid-future, will be an augmentation of human efforts.

So, now is the time to look at your sourcing tools and tech stack and eliminate waste and optimize your process and efforts. Take your sourcing tools and position them for the future, look at your organization and your needs and choose the tools that will help accelerate your hiring teams through the process.

We have to assume, as we always do in recruiting, that hiring will come faster than we can prepare for. Choose and implement tools that maximize your sourcing ability and help the team be faster, better and smarter. Tools have the ability to augment your team, integrate with your CRM to ensure you can automate attraction and marketing, and report back on the success rate of your efforts.

Look at your reporting state now – can you measure each key piece of the process to see where you can tweak, adjust, or shift to get better results? Best in class TA teams have learned to measure the entire funnel – not just for speed of process but also for efficiency or ‘friction.’ The faster you can get to market, identify and/or attract, and bring that candidate through an impactful experience will help you both hire and retain great people. To do that, you need to focus on the holistic view of your process and be sure you can measure it effectively.

Planning Your Future Workforce and Building Robust Talent Pipelines

At PeopleScout, we see it across our client base and I’m hearing it from friends and former colleagues; we know we need to prepare; we know we need to get ahead, but how? What are we hiring for? When does it start?

The best practices we’ve seen and some of the lessons we learned after the Great Recession in 2008 was that the closer recruiting is to sales and to executive planning, the better we can be prepared to not just find candidates but to strategise on what roles are needed to help the business rebuild, and then where to find them and how to engage them.

Planning ahead will be critical but I would say more importantly, given resource constraints, cost constraints and the level of uncertainty, sourcing will need to ensure they have a clear understanding beyond just the number of hires and what’s in your funnel. This is a time for talent acquisition as a whole to show how strategic we really are. We have been solving company problems for a long time, and this will be a huge opportunity to get in the mix of future state analysis, building the plan for what type of candidate is both needed and available and then delivering on that plan.

Building future proof talent pipelines requires both a plan and sourcing tools to help you source, track and communicate with your Great Rehire talent. Starting earlier will be well worth it when it begins. It won’t be as simple as knowing where the right talent is when you need them. You will need to be sure you track and build rapport consistently given the uncertainty of the market.

Race in the Workplace: How to Support BIPOC Colleagues Through Meaningful Conversations

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As more people across the U.S. began to recognize the systemic racism that many Black, Indigenous and people of color (BIPOC) were already facing, the injustices became a catalyst that sparked conversations around the world. Meanwhile, many organizations have heard the call to action and want to do their part in showing support to their BIPOC employees. So, how can organizations help drive effective change around race in the workplace? Simple: Encourage employees to partake in open, honest and respectful dialogue with their colleagues.

Well, maybe not so simple. While now is not the time to be silent, it’s also not the time to have unchecked and uninformed discourse on such a sensitive topic. So, to ensure everyone involved feels respected, heard and understood, organizations should create safe spaces where employees can listen, learn and have important dialogues with their coworkers, leaders and team members.

Engaging employees in conversations regarding race in the workplace can be challenging; while some people might feel hesitant to speak on a topic they may not know much about, others might be reluctant to share the injustices they’ve experienced firsthand. That’s why we put together these tips for how to effectively reflect on racism through open dialogue; we encourage you to share them with employees across your organization.

Before You Talk

Take Ownership

The first step in fixing the problem is acknowledging that there is one – and that you might be contributing to it. Recognize the implicit biases that contribute to racism and consider how you can unlearn them. As you learn, grow and begin your work toward becoming a better ally, leverage resources that can help guide you along the way.

Educate Yourself

Understand that educating yourself is no one’s responsibility but your own. Likewise, before opening the dialogue with your BIPOC colleagues, it’s important to have some background knowledge on the issue. For instance, avoid putting your BIPOC colleagues in a position in which they feel as though they are the “teachers” on racial disparities; instead, be proactive in your own learning about diversity, inclusion and social injustices. Coming to the conversation with a basic understanding of the detrimental effect of the racial inequalities that BIPOC face will benefit you, your BIPOC peers and the effectiveness of the discussion as a whole.

Here are some resources to help get you started:

Helpful resources to consult before discussing race in the workplace.

During the Open Dialogue

If discussing race in the workplace is new for your organization, it may be helpful to host conversations in a moderated environment. Bringing in speakers with a background in racial justice work or designating a moderator to lead the discussion will alleviate any pressure your employees may feel about jumping straight to a one-on-one conversation. During a moderated dialogue, encourage your employees to:

Acknowledge Vulnerability

Conversations around race in the workplace are difficult. To acknowledge the difficulty and vulnerability required for a discussion on such a sensitive topic, it can be helpful to validate what one another is feeling – whether it’s grief, anger, confusion, discomfort or otherwise. At the same time, each person should acknowledge that while they are experts on their own individual experiences, no one has all the answers, and that’s okay. The purpose of these conversations is to continuously learn and grow.

Step Up by Stepping Back

With Black professionals holding just 3.3% of all executive or senior leadership roles in 2018, it’s not surprising that non-BIPOC professionals have dominated conversations in the workplace. Therefore, it’s important to take care not to overpower the discussion. Instead, be purposeful in allowing the voices of your BIPOC colleagues to shine. Then, you can learn about their experiences and build a better understanding of their perspectives.

Engage Thoughtfully

As you work to understand one another’s viewpoints, don’t be afraid to ask genuine questions. By asking questions respectfully and with an open mind, you’ll allow your BIPOC peers to answer without fear of being judged. In particular, word your curiosities with compassion so that the other party doesn’t feel defensive or uncomfortable when sharing their experiences. Creating a safe space like this will form a strong sense of trust and respect that will go both ways.

Beyond the Conversation

Continue to Check in

Make a habit of checking in with your colleagues regularly to continue the important conversations around race. As a manager, remember to ask about the professional goals of your employees and how you can help them work toward accomplishing them. Similarly, as a peer, help amplify your colleagues’ successes – as well as the injustices they’ve faced – and always keep in mind how you can provide BIPOC peers with opportunities, resources and support.

In addition, check in with yourself. Know that there’s always more to learn and more that can be done. While this guide serves as a starting point for the important conversations that need to be had across organizations, it is by no means exhaustive. Therefore, continue to look for ways to educate yourself, learn from others and be part of the change toward equality for all.

Organizational Support in Practice

How can organizations facilitate intentional dialogue? Here are some of the ways we at PeopleScout and the broader TrueBlue organization are encouraging thoughtful discourse on race in the workplace:

How PeopleScout is encouraging thoughtful discourse on race in the workplace.

Respectful Conversation Starters

Starting the conversation around race in the workplace can be challenging and it’s important to practice cultural sensitivity as you begin discussions. It’s also essential to remember that, even in designated group or one-on-one conversations about race, not everyone will feel comfortable answering certain questions. So, make sure you give your peers a chance to come to you willing to talk – and don’t be offended if they’re hesitant. Here are some open-ended questions that respectfully inquire about cultural differences to help get you started:

  1. What’s your favorite part about your racial or ethnic identity?
  2. Would you mind explaining a little more about why you feel that way? I’ve never thought about it that way before.
  3. How often do you think about your racial or ethnic identity?
  4. Have you ever felt you were treated unfairly because of your racial or ethnic identity? How so?
  5. How has your racial or ethnic identity affected your personal life? What about your professional life?
  6. Can you recall a positive experience around your racial or ethnic identity? A negative one?
  7. Do you find value in forming relationships with people of different racial or ethnic identities? What can you learn from one another?
  8. Have you ever felt left out of groups with people of different racial or ethnic identities than your own? How did this affect you? What could someone have done to make you feel included?
  9. What aspect of your racial or ethnic identity makes you most proud?
  10. What are some ways I can better support you?