Category: Talent Acquisition Strategy

PeopleScout U.S. Jobs Report Analysis — March 2020

Posted on by nfuqua

U.S. employers shed 701,000 jobs in March as the coronavirus crisis began to impact the country. The unemployment rate rose to 4.4%. Year-over-year wage growth rose to 3.1%. This ends the longest continuous economic expansion in U.S. history.

The numbers are expected to grow even more bleak in the coming months. The March numbers are based on reports from the first two weeks of the month, before many states implemented stay-at-home orders. Therefore, the full impact is not yet known.

U.S. jobs report infographic

The Numbers

701,000: The U.S. economy shed 701,000 jobs in March

4.4%: The unemployment rate rose to 4.4%

3.1%: Average hourly wages rose 3.1% over the last year.

The March Losses

The job losses are most significant in the leisure and hospitality sector, which shed 459,000 jobs as bars and restaurants closed and international and most domestic travel came to a halt. The March jobs report was the biggest monthly drop since the worst months of the Great Recession.

According to the New York Times, even industries that had initially continued running, like manufacturing, are starting to see major impacts as factories close. The job losses are also spread across industries considered essential, including healthcare, as dentists and other non-essential healthcare providers have closed their doors until the pandemic lifts.

There are very few bright spots in the report. Some employers in the transportation and warehousing sector and grocery stores have picked up hiring to meet increased demands.

What’s to Come

The numbers are likely to get far worse in the coming months. As MarketWatch reports, the March numbers don’t reflect the approximately 10 million people who filed for unemployment during the final two weeks of the month. 

The Wall Street Journal reports that the U.S. could lose 27.9 million jobs and have an unemployment rate as high as 16% by the end of May. The nonpartisan congressional budget office predicts that unemployment will pass 10% in the second quarter of the year. April’s job report could show the largest ever drop in employment.

Advice for Working and Leading Teams from Home with Chris Gould

Posted on by jpatel

As organizations around the globe confront the challenges presented by the coronavirus (COVID-19) outbreak, even the most seasoned talent leaders find themselves in uncharted territory. We’re creating a mini-series with our experts here at PeopleScout about the issues that are most pressing during this uncertain time. 

PeopleScout Client Portfolio Leader Chris Gould shared his insights on working remote and leading remote teams from his home in Dallas, TX. 

Chris has over 20 years of experience in RPO, global talent acquisition leadership and consulting. He has proven success driving talent strategies and operations; building and developing global, diverse teams; and working with business leaders developing cost and availability strategies in mature and emerging markets. Prior to PeopleScout, Chris was formally the Global Head of Talent Acquisition for Black & Veatch and the Aon Corporation and held senior leadership roles with Accenture, Hewitt Associates, and Aon Hewitt. His global teams have been responsible for permanent and contingent hires in over 100 countries. He is a requested speaker on topics related to global talent acquisition, leadership, social networking, and human resources. 

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Can you talk a little about your experience leading teams from home? 

For most of my career, I’ve been leading teams that have worked virtually within the United States as well as globally, and that has really forced me to think about how to communicate and keep a team engaged. How do you go above and beyond to ensure that everyone feels connected? The reality is we may not see each other, other than maybe once a year, if that, so I try to implement virtual interactions, virtual parties and virtual get togethers to celebrate what everybody is doing. I also pay special attention to communication, since any news being shared will usually be received by someone by themselves, as opposed to in a group setting where people can easily discuss. 

What advice do you have for people who are transitioning to working from home for the first time? 

The first thing, and I had to learn this as well, is to have a routine that you stick to. If you’re used to working in an office, generally you have a morning routine, right? You get up, maybe you take a shower, you have breakfast, you may watch the news. Whatever you do, I think it’s important to continue to do so while working from home. And while you may not dress in the same clothes as you would if you were going into the office, make it a point to get out of your pajamas and intentionally move from your bed into your home office. For me, that’s a big thing.  

I also think having a quiet space that is yours to as much of a degree as you can make it is important. And it may take some changing around and some experimenting. You might be in front of a window in certain times of the day, and when the light comes in you can’t see your computer screen, so you have to move. It may get too cold or too hot. You may hear the neighbors mowing the grass, or you may have other distractions come up. Experiment and find what works best for you.  

Finally, try to limit distractions. However, you’re going to need to get up and stretch and take a break throughout the day. Maybe take a walk outside or do something away from your computer to break up the monotony and make sure you’re not confined to that same space all day long. 

Some people are now leading virtual teams for the first time. How can those leaders keep their teams engaged? 

I think the first thing is to realize and understand that everyone is going through a tremendous amount of change right now, and that can lead to a lot of stress. There’s a lot of things that team members were not expecting to do, they may not be set up to do and they may not have wanted to do. So, from a leadership perspective, support employees by imparting as much of your knowledge of the situation as can and help employees connect with other people who may have more experience working from home to help with the transition.  

Also, when you have conference calls or you’re talking to teams, understand that life is going to happen, and unplanned situations are going to occur. Continue to send positive messages to your team that you are there to support them, and let them know if they do have concerns or issues or other things that come up that you will be there to help them solve those and enable them to be successful. 

What strategies do you advise for people as we shift from this initial shock of a change to working from home to what could become sustained isolation? 

As when any change happens, there’s going to be that initial newness that you’re working through and there may be some excitement as you try to figure out your new normal. Obviously, there’s going to be stress with that too. But then things are going to start to normalize again. Whatever that new normal may look like for you as this shift continues for weeks or even longer, I think it continues to be important to focus on communication, relationships and connections. Depending on what your situation is, if you’re home by yourself, for example, be sure to really be thoughtful about reaching out to people, talking to them on the phone, hosting video calls or whatever tools you use to continue to foster those connections. 

Reach out to people at work who you generally spend a lot of time with during the day and check in on them – ask how things are going and how you can support them. And get creative! Get together with your team or colleagues virtually and talk about books you’ve read or shows you’ve watched and experiment communicating in ways that you haven’t had to in the past. These ways of connecting are going to be necessary to keep yourself in a good place both mentally and physically during the unprecedented times we’re in today. 

The other piece of advice I have is to set some guidelines on when you’re working and when you’re not working. It’s very easy, and I have found this myself, that when all you have to do is walk across the hall and into your office, you could be working all day and all night long. It’s not as easy to turn off because you’re not physically leaving an office. So, set some timeframes and some guidelines around when you’ll stop your day as you would have done in the office. I think this is important to finding your new normal, understanding what your routine looks like and setting boundaries. 

Is there anything you’d like to add on the topic of working and leading teams from home? 

I think the overarching message that I want to convey is there’s so much going on right now and so many stresses that have been added to people’s lives. You need to take care of yourself and look for ways to rejuvenate and reinvigorate your day so you can be in a better position to help others. If you’re not taking care of yourself, it’s very difficult to take care of other people — and we all need that right now, especially as leaders.  

This situation is going to test you in ways that you probably have never been tested before, so your ability to show up, to show grace, compassion, understanding and creativity to alleviate some of the stress and continue to find enjoyment in these times is going to be very difficult. It’s going to be next to impossible if you’re not taking care of yourself. That would be my biggest advice. There are different ways to practice self-care, and you know which ways work best for yourself. Don’t forget to take time to step back and breathe as you’re maneuvering through these times. 

To learn more about ways employers can respond to the coronavirus (COVID-19) outbreak, visit our Resource Center. 

COVID-19 Series: Hiring Solutions for Essential Employers

Posted on by nfuqua

As organizations around the globe confront the challenges presented by the coronavirus (COVID-19) outbreak, even the most seasoned talent leaders find themselves in uncharted territory. We’re creating a series with our experts here at PeopleScout about the issues that are most pressing during this uncertain time.

We are focused on the safety of our employees and clients, friends, families and loved ones. However, it is important for many organizations to keep their talent acquisition functions moving – whether to provide essential services or to serve our communities by providing jobs. Many organizations are also now adapting to a newly virtual workforce.

In that spirit, this podcast shares insights from PeopleScout Leader of Business Development in North America, Jessie McGowan about hiring solutions for essential employers.

Jessie spends the majority of her time sharing our solution offerings with prospective clients where she calls upon her years of experience leading a diverse portfolio of RPO client partners.

Keeping Your Recruiting Team Engaged in the Midst of Uncertainty

Posted on by edyson

In the face of uncertainty, the very best employees and managers often confront issues head-on and come forward with bold solutions. As global uncertainty rises during the coronavirus (COVID-19) outbreak, now is the time for talent acquisition and HR leaders to keep their teams engaged.

If your team has planned to learn more about emerging talent acquisitions strategies to attract new talent, now may be an excellent time. You do not have to be an expert on each new recruiting technology or channel, but you do need to understand what is at available in the marketplace. Here are some tips to keeping your recruiting team engaged and provide value to your organization amidst these challenging times.

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Redefine Your Approach to Recruiting the Next Generation of Talent

Millennials, and up-and-coming younger generations, it almost goes without saying, have an entirely different approach to searching for jobs than previous generations. By extension, using the latest talent tech tools, recruitment marketing, social media platforms and mobile recruiting to attract and hire the next generation of talent is a must.

Experimenting with a new tech tool to see what may, or may not work, for your organization’s needs, reviewing job application procedures to be sure you are not limiting the flow of qualified, but non-traditional, candidates into your pipeline, or perhaps partnering with your colleagues in the marketing department for help in refreshing your employment brand are all good uses of your team’s time. By looking at recruitment challenges from different perspectives, you may uncover fresh new solutions.

Develop Your Current Employees

There may be no better way of addressing uncertainty than recognizing the potential of your current employees. Their experience and capacity to learn are valuable assets. When resources do not allow for adding new headcount, it’s even more vital to develop your current workforce so they can adapt to and fill your organization’s evolving needs during a crisis.

What’s more, losing a top performer during uncertain times can mean significant headaches as the loss of productivity and knowledge may be hard to regain. Making your existing workforce more agile and resilient to changes in the environment can help your organization thrive in uncertain times.

Be Creative When Keeping Your Recruiting Team Engaged

In a time of uncertainty, candidates may not always respond to traditional recruiting tactics, so you may need to be more proactive and creative in the ways your team connects with them.

Have your team think of some out-of-the-box, creative recruitment campaigns or ways to interact in a unique way with candidates. Perhaps consider expanding your use of video or images on your career site or reevaluate your use of language in job descriptions to capture the imagination of candidates.

Recruiters and their wealth of knowledge play a big role in uncertain times. With their unique perspective — on both the candidate’s and organization’s needs, your recruiting team can help right the ship in the middle of the storm. This knowledge is paramount for any climate, especially when organizations need to navigate uncertainty and crisis. By keeping your recruiting team engaged, you are investing in your organizations future and building resilience.

COVID-19 Series: Building a Modern Business Continuity Plan

Posted on by nfuqua

As organizations around the globe confront the challenges presented by the coronavirus (COVID-19) outbreak, even the most seasoned talent leaders find themselves in uncharted territory. We’re creating a series with our experts here at PeopleScout about the issues that are most pressing during this uncertain time.

We are focused on the safety of our employees and clients, friends, families and loved ones. However, it is important for many organizations to keep their talent acquisition functions moving – whether to provide essential services or to serve our communities by providing jobs. Many organizations are also now adapting to a newly virtual workforce.

In that spirit, we are sharing insights from PeopleScout Global Leader of Business Operations Cindy Cutaia on building modern business continuity plans.

Cindy brings more than 12 years of leadership and 20 years of industry experience in partnering with global organizations to build and deliver strategic, scalable talent acquisition solutions with a focus on operational and process excellence. In her current role, she is accountable for enabling operational effectiveness to support PeopleScout’s unparalleled commitment to clients, including supporting the execution of the strategic business plan and governance of the operational goals and priorities. Cindy’s role also includes executive leadership of PeopleScout’s global delivery centers in India.

Advice for Keeping Employees Engaged During a Crisis with Andrea Brogger

Posted on by jpatel

As organizations around the globe confront the challenges presented by the coronavirus (COVID-19) outbreak, even the most seasoned talent leaders find themselves in uncharted territory. We’re creating a mini-series with our experts here at PeopleScout about the issues that are most pressing during this uncertain time.

Andrea Brogger is TrueBlue’s Leader of the Global Human Resources team, responsible for the overall HR strategy at PeopleScout, PeopleManagement and PeopleReady, including leadership development, diversity and inclusion, employee development, training and much more. She has more than 17 years of human resources experience and has changed the function, culture and impact of HR across TrueBlue to support its business goals and strategies, as well as the needs and aspirations of its 5,000 employees around the globe. Andrea is passionate about talent management, engagement and development programs that ensure that we have the right talent in the right roles at the right time. She holds a master’s degree in Business Administration as well as her executive master’s degree in Human Resources Management from Cornell University.

Andrea shared her insights on keeping employees engaged when things are difficult from her home in Las Vegas.

Why are engagement strategies so important right now?

In our current environment, we’re seeing a record number of people working from home, which seemed to happen almost overnight. And when people are working from home, they may start to feel disconnected or a little bit out of the loop. We’ve all heard the old adage, “out of sight, out of mind,” which can be a very real concern for people who work from home or who work in satellite offices. This feeling of isolation can impact engagement, which directly impacts productivity.

Which engagement strategies are most important today for keeping employees engaged?

There are a few simple things we can all do to help keep the lines of communication open and keep our teams productive and closely aligned with one another. When we think about communication in this new working environment, it’s important to share your preferences and styles with your team. Do you prefer email, Skype, Yammer, phone calls, texting? Let your team know your preference and be sure you’re asking them theirs.

In a situation like we’re all facing right now, priorities and areas of focus may shift daily, or even hourly, so regular calls can help you address those items with your team. When you do communicate with your team, be sure you’re taking their feedback into consideration. Also, make sure you’re scheduling regular meetings both individually and as a group. This can help make sure everyone stays up to speed on what’s going on within the organization.

It’s also important to set aside time in your agenda to foster opportunities for small talk with your team. Encourage your teams to chat with one another, share photos and tips for things they’ve uncovered are successful in working from home. Maybe they’ve uncovered a fun new way to keep their kids engaged who are also stuck at home. All these things can go a long way in keeping your teams engaged and connected with you, with one another and with the company.

How can you help employees with the stress and anxiety they may be feeling during this difficult time?

There’s so much uncertainty both inside and outside of our work lives right now, which can cause people to feel uneasy about what they do and don’t know. It’s important to remember these feelings are completely normal, and it’s up to us as leaders to help stay connected with our teams and to talk openly with them about these anxieties.

However, in the absence of information, it’s human nature for people to fill in the blanks or to make their own assumptions — which isn’t productive for them or for the organization. We owe it to our teams to be open, honest and consistent. There’s nothing wrong with telling your team you don’t have all the answers or that you aren’t able to share all information at this time. The communication and open dialogue they have with you will help reassure them and keep the trust they have in you.

Keeping Employees Engaged: Andrea’s Crisis Communication Do’s and Don’ts

Do

  • Focus on what you and your team are in control of. While there’s a lot that might feel uncertain right now, there are many things we can control. Focus there, as well as on your routines, and stay positive.
  • Share your own concerns. You validate how other people are feeling by sharing your own vulnerability. Listen to what others are sharing and be empathetic.
  • Stay in constant contact with your team. When in doubt, overcommunicate. Your team will appreciate regular check-ins and knowing that their leader cares. So, when communicating with your team, go above and beyond.
  • Take care of yourself. When working from home, it can be easy to put in a lot of extra hours, skip breaks or even meals. Model self-care behavior and encourage your team to follow suit.

Don’t

  • Don’t let uncertainty impact you and your team’s ability to get work done. Don’t dwell. It’s important to acknowledge how people are feeling but try not to get stuck at the negative.
  • Don’t be afraid to try new things with your team. Experiment and find out what works for you and your team. Maybe you want to take a virtual lunch break with your team on video to make sure you’re all stepping away and getting the breaks you need. This can be a fun way to break up the day as well as stay connected with your team.

What advice do you have for teams who are transitioning to work from home for the first time?

Remember that you’re part of a team and you’re not the only one feeling this way. Many of us are working from home with spouses, children or others around due to various closures. Be sensitive to the fact that there may be distractions and noises outside of people’s control. Recognize that we’re all adapting to a new normal, and ensure your team knows what their priorities are and what they’re being held accountable for.

I’d also advise that you reach out and stay connected to your teams. When working from home, I find the days go by so quickly that the week is often over before I know it! So, to make sure I’m not missing out on quality connections with my team, I make sure I’m scheduling one-on-ones and team meetings. these are great ways for keeping employees engaged. I leverage my calendar to set reminders to help make sure I’m checking in with my team on a more casual and friendly basis.

We know not everybody is able to work from home, and there are some people who need to be in offices, essentially by themselves. How can you support those people?

I think as we all work through some significant changes right now, it’s always important to put ourselves in someone else’s shoes and to be human. If I was in a nearly empty office without my usual support system, I think I would feel lonely, anxious and vulnerable. I’d probably wonder why other people had the opportunity to work from home and I didn’t. I might ask myself, why am I more important or less important?

When somebody is feeling this way, the power of recognition and appreciation really comes into play. Make sure you’re taking the time to thank those team members for their support. Let them know you appreciate that you can count on them to help keep normal business operations going. Your appreciation is really going to hit home with them if you tie their role back to the goals of the organization and remind them why they are so important. Recognition and appreciation are always important, especially during tough times. Don’t underestimate the power of gratitude.

To learn more about ways employers are keeping employees engaged outbreak, visit our Resource Center.

COVID-19 Series: Keeping Candidates and Employees Safe with a Virtual Hiring Solution

Posted on by nfuqua

As organizations around the globe confront the challenges presented by the coronavirus (COVID-19) outbreak, even the most seasoned talent leaders find themselves in uncharted territory. We’re creating a miniseries with our experts here at PeopleScout about the issues that are most pressing during this uncertain time.

We are focused on the safety of our employees and clients, friends, families and loved ones. However, it is important for many organizations to keep their talent acquisition functions moving – whether to provide essential services or to serve our communities by providing jobs. Many organizations are also now adapting to a newly virtual workforce.

In that spirit, in this podcast, we share insights from PeopleScout Global Leader of Affinix Client Success and Strategy Allison Brigden on transitioning to a virtual talent acquisition solution.

Allison has been with PeopleScout since 1995 and has served in roles related to implementing and managing complex RPO programs as well as operations and technology. In her current role, Allison focuses on leveraging technology to elevate the talent strategy and client success through Affinix, PeopleScout’s proprietary talent technology platform. Allison leads an Affinix Client Success Team and our strategic technology partnerships. The Affinix Client Success Team is focused on understanding our clients’ objectives with Affinix and creating positive outcomes. She also possesses a deep commitment to corporate social responsibility, with an emphasis on military veteran advocacy. Allison holds a bachelor’s degree from the University of Utah.

At PeopleScout, we’re all dealing with the same changes—working from home and recording these podcasts from a distance, so things may sound a bit different than you’re used to hearing.

PeopleScout U.S. Jobs Report Analysis — February 2020

Posted on by nfuqua

The Labor Department released its February 2020 jobs report which shows that U.S. employers added 273,000 jobs in February, which beat analyst expectations. The unemployment rate fell to 3.5%. The labor force participation rate remained at 63.4%. Year-over-year wage growth fell to 3.0%. U.S. employers have now added to the payrolls for 113 straight months, extending the longest continuous jobs expansion on record.

U.S. Jobs Report February 2020

The Good

The headline numbers in the February jobs report are good news. According to MarketWatch, analysts had expected just 165,000 new jobs—far below the 273,000 added last month. The strongest gains came in healthcare, restaurants, construction and government jobs. Healthcare providers alone added 57,000 positions. This provides a strong baseline for the economy as concerns over the coronavirus grow.

The Bad

Despite the strong numbers, the New York Times reports that there are vulnerabilities in the economy. Business investment and wage growth have been sluggish for months. Hiring in manufacturing is also slowing. Analysts expect job creation as a whole to slow in 2020.

The Unknown

The biggest concern—the novel coronavirus—has yet to make an impact on the jobs report. The numbers in the February report come from the week of February 12—before the U.S. saw an uptick in coronavirus cases or deaths. Experts say the February report demonstrates a strong baseline against which they can monitor the impact of the virus in the U.S.

However, the Wall Street Journal reports that companies are starting to feel the effects. Airlines and hotels are reporting a decrease in business—with some airlines cutting back on the number of flights and announcing hiring freezes. Experts also expect the virus to have a large impact on restaurants, entertainment and retail. At the same time, there has already been increased growth in the healthcare and science sectors.

So far, the New York Times reports that the manufacturing sector is seeing mixed impacts from the virus. Those who depend on parts from China may be experiencing supply issues. However, some U.S. based manufacturers are seeing increased demand from companies that previously relied on overseas suppliers. Over the next few months, economists will be watching the impact closely.

Talking Talent Leadership Profile: Jon Porter

Posted on by nfuqua

Jon Porter doesn’t have a typical recruiting background. He started out as an accountant with KPMG and made his way through the advertising sector before finally landing as the Managing Director of PeopleScout in the UK and Head of EMEA Operational Delivery. Along the way, he was lucky enough to work with many organizations with diverse recruiting challenges – from the British Army and the Metropolitan Police to Diageo. So, when Jon looks at talent challenges, he doesn’t just look at them as a recruiter; he views them through the wide-angle lens of the entire business, and he sees them as a storyteller.

Jon shared his story from PeopleScout’s London offices. He explained how the unique and ever-evolving challenges and opportunities in the UK and Europe will influence talent acquisition leaders around the globe.

What are some of the biggest challenges facing the UK and Europe in talent acquisition right now?

The biggest challenge has been the uncertainty around Brexit since the referendum in 2016. Organizations have not had certainty around the future, and this has influenced decision-making around how to potentially invest and grow a business. The focus of government around the normal investment programs has also been affected, as much of parliamentary time was focused on the many Brexit bills progressing through both Houses. It almost felt that the UK was on pause and we just needed to press the play button. After the election result of December 12, 2019, it now looks like some of that uncertainty has been removed. The newly formed government, now with a working majority, is pushing for a conclusion of the Brexit debate by the end of 2020.

What are the talent acquisition trends you’re seeing in the UK and Europe today?

There are some clear trends in the marketplace. The obvious one is technology. There is a fragmented and hugely diverse technology landscape in the UK and EMEA (Europe, Middle East and Africa), and leaders are looking at how to better navigate that landscape. How do they make the most of it – to drive efficiency, cost savings and better-quality candidates – and optimize the way they do things?

There is also a trend of organizations looking at multi-country programs, with a focus around EMEA. Organizations seem to be looking at talent more globally and around the concept that talent isn’t limited by traditional country boundaries or geography, or even technology. It’s fast-becoming a boundary-less environment.

How is the introduction of Affinix™ to Europe fitting into and changing the conversation about technology in the region?

I think that our timing couldn’t be better. We’ve had loads of great feedback on Affinix since our September launch at our Resourcing 2025 event at the London Science Museum, and I think it’s because it provides a flexible solution at a time when organizations are still a bit cautious about how they’re going to evolve their technology solutions. Because Affinix is a middleware, it affords our clients the opportunity to get the great technology of the now, but also it provides them with security for the future. It’s a manifestation of now to next.

How do you tell a cohesive and relevant story when recruiting across borders?

Finding “space” in a busy talent marketplace is hard; differentiating one company offer from another requires a deep understanding of brand and channel. Developing target personas, and understanding how they live their lives and how to create a one-to-one dialogue is essential. At PeopleScout, this approach and understanding is in our DNA. It’s how we think.    

When looking at cross-border campaigns, we first consider the message – the employer brand promise; the value exchange between the organization and the candidate – the deal. This message needs to be authentic across all borders. It needs to reflect the lived experience of employees within the organization. It can be aspirational; however, it can’t be an exaggeration of the truth. That can only lead to unfulfilled expectations, reduced engagement and increased attrition.

The art of the storyteller is to deliver a consistent, overarching message while accommodating the nuances of the countries in which it needs to be delivered. The language, tone, imagery and cultural touchpoints may change, but the essence of the promise remains consistent. Good recruiters understand how to bring the story to life in conversation with candidates and yet remain true to the organizational narrative.

What are some of the lessons from the UK and Europe that leaders in other regions should be paying attention to?

Many organizations have a structured view around their approach to talent and where they think hires might come from – whether it’s specific geographies, sectors or universities. I think one of the things that we’re doing in Europe – which does seem to be a message that’s landing elsewhere – is that we need to be more open-minded and a bit more conscious around things like social mobility and inclusivity.

Organizations are looking past the barriers of geography, society and technology. They’re seeing that talent is going to be pivotal to the evolution of business. That’s driving a mentality of embracing talent without any boundaries and taking a more progressive and equitable view of talent.

What are you most excited about for the future of talent acquisition?

The speed of change in talent acquisition is going to accelerate. Technology is absolutely going to fuel that acceleration. Clients are going to have greater and greater expectations, requiring more dynamic talent acquisition strategies. That will be driven by the fact that talent will be even more of a differentiator for organizations.

We’re also going to see employer brands and employer value propositions (EVPs) play an even greater role in the hiring process. The EVP is going to become the cornerstone of the people agenda – so, not just recruiting, but also learning and development, organizational design and more. How does the EVP play into the culture and behaviors of the organization?

Additionally, the vast majority of jobs that will be created five to 10 years from now probably don’t even exist today. So, there will be the evolution of new job roles, new technologies, new demands from organizations and new challenges in the world and political landscapes. This makes talent acquisition an exciting place to be.

Talking Talent: Transforming Talent Acquisition with Jeff Scott from BMO

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In this episode of Talking Talent, we’re talking about how talent acquisition is transforming to become more strategic and drive business results.

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Traditionally, talent acquisition has operated reactively and administratively, buried in the HR business function. But with a tight talent market and increasing competition for the best workers, recruiters at market-leading companies are starting to work as advisory partners and talent acquisition is driving change rather than simply responding to it.

Joining us to talk about the transformation is a guest who is leading it at his own organization — Jeff Scott, Managing Director of Talent Acquisition for North America at BMO Financial Group.

Throughout his nearly 25-year career at BMO, Jeff has been known as a fixer, a change agent who has led enterprise transformation and refined North American operations in diverse areas such as technology development, procurement, learning, and now Talent Acquisition.

In his role at BMO, Jeff is leading an aggressive growth agenda to attract the best talent, create the highest caliber recruiting experience in the marketplace and to position BMO to “be the best, attracting the best.” Jeff is passionate about disrupting the status quo and loves to ask the question “Why not?”, apply a little common sense and bring everyone along for the ride.

In this episode, Jeff looks back at what the role of the recruiter has traditionally looked like and looks forward to how a talent advisor needs to function to drive recruiting success. He shares some specific steps he’s put in place at BMO to drive the change at his organization. He also gives advice for leaders who want to make the shift at their own organizations and explains how technology and RPO partnerships fit into best-in-class talent programs.