Category: Talent Acquisition Strategy

What’s Next in Talent Acquisition

Posted on by skatz

Let’s face it – we live in an ever-changing world, where one of the biggest challenges is keeping up with the latest trend.

For an update on talent acquisition trends, PeopleScout hosted Madeline Laurano, talent analyst and founder of Aptitude Research, at our North American Talent Summit. Laurano spoke on the top trends she is seeing through her qualitative and quantitative research, and provided clarity on the crowded market.

Laurano shared that the current state of talent acquisition has fundamentally shifted due to the record increase in job openings and decrease in the available talent pool. This contributes to the rise of competition for talent across industries and the tremendous pressure organizations face to find the right talent.

Laurano presented a few key solutions to aid in managing this overarching challenge, including strengthening employer branding, simplifying your talent strategy with technology, improving candidate communication, using data to drive decisions and exploring total workforce solutions.

In this article, we’ll walk through Laurano’s report on the current state of talent acquisition, and dive into how a focus on employer branding can help you stay on top of the trends in talent acquisition.

Current State & Challenges

Laurano’s research shows a fundamental shift in talent acquisition over the past few years, which she attributes to changing market conditions. The numbers prove it – there’s a high demand for skills and a low supply of candidates, which increases both competition for talent and the cost of a quality hire.

High Demand for Skills

Nearly half of U.S. employers attribute unfilled job openings to a lack of qualified candidates. Additionally, 75% of human resource professionals who have recruiting difficulty say there is a shortage of skills in candidates for job openings. However, 74% of organizations are investing just $500 per employee on training and development between upskilling and reskilling.

The skills gap is widening particularly for IT, healthcare, manufacturing and really any industry that has specialized or technical roles. Based on her research, Laurano recommends that organizations invest in technology and digital roles to foster ideas and monitor industry trends. More than 5 million jobs in information technology are expected to be added globally by 2027.

Low Supply of Candidates

“Statistics show employers are having a difficult time filling job openings and are competing across industries for talent, which is a major challenge in the industry and one we haven’t seen before,” Laurano said.

A 2017 PWC survey of CEOs found that 77% said the greatest threat to organizations was the availability of talent. The unemployment rate is at a record-low 3.7% in the U.S., with 106 months of continuous job growth – the longest stretch in the nation’s history. Canada ended the first half of the year with an unemployment rate of 5.5%, and many leading European and Asia Pacific economies posted strong job gains and continued low unemployment.

Quality of Hires

Laurano’s 2019 Quality of Hire Trends Report states that only 26% of organizations in her study have a formal methodology for defining quality of hire; one in three of those organizations said that they’re interested in tracking quality of hire, but they don’t know how to start. Therefore, there’s a lot of opportunity to improve how we calculate quality of hire.

Ultimately, organizations have to rethink their strategies and technology to attract the right candidates for them. So, how do organizations stay on top of these trends? Laurano says strengthening employer branding is one important way.

Strengthening Employer Branding

As a reminder, your employer brand is the perception and lived experiences of what it’s like to work for your organization. It also incorporates your employee value proposition (EVP), which captures the essence of your uniqueness as an employer and the give and get between you and your employees.

In her presentation, Laurano discussed the importance of strengthening employer branding as one way to stand out in the crowded market. As research shows, many organizations are investing plenty of resources into employer branding, but there is still room for improvement. As Laurano’s research shows, 62% of organizations invest in employer branding, however:

  • One out of four organizations is unsure about its employer branding.
  • 50% of organizations are unhappy with their employer branding tools.
  • 37% of talent acquisition and recruitment specialists consider their knowledge of their employer brand as “weak” or “getting by” – despite it being identified as an area of critical importance.

Industry research agrees with Laurano, as one study shows that companies with stronger employer brands see a 43% decrease on average in the cost per candidate they hire, compared to their competitors. Additionally, when organizations specifically in the U.S. live up to their marketed EVP, new employees arrive with a higher level of commitment at 38%, compared to organizations that do not live up to their marketed EVP, which is at just 9%.

Digital Transformation

As Laurano noted, the digital space is a major aspect to consider in talent acquisition and employer branding. Whether it’s introducing digital or data specialist roles, the skills associated with those jobs assist organizations in recognizing their weaker areas and providing innovative ideas to capture their intended audiences. Laurano recommends incorporating the digital role heavily in your talent solution and to improve messaging.  “Go where your candidates are,” she says. And, for the most part, that is the digital space. Research confirms this concept:

Reactive vs. Proactive Recruiting Strategy

In Laurano’s presentation, she emphasized the value of organizations nurturing talent before they apply, or a proactive versus reactive approach:

Reactive

“If we were to take the reactive recruiting approach and turn it into a funnel, it might look something like the diagram above. Sourcers fill up the talent pipeline while recruiters manage the selection process on behalf of the organization. However, there is no one working on behalf of the candidate and no real engagement process at the top of the funnel. As a result, the recruiter spends more time on screening résumés, phone screens, etc.”

Proactive

“If we flip the time allocation where recruiters spend less time on screening and focus on ensuring they have targeted, qualified candidates to begin with, the results would differ. There would be a higher rate of effectiveness by investing in relationship-building with targeted pools of talent, as opposed to a reactive, start-stop recruiting approach.”

Additional research only reinforces the proactive method, as 67% of employed American adults agree that the application, interview or offer process would make or break their decision on whether to take a job.

Global Aspect

Employer branding is difficult for global organizations, as it’s not always about the organization, but also the specific location, as well, which can get complicated. The core of your employer brand should start with a universal truth, but effective employers will also create messaging that speaks directly to different audiences and geographies. Laurano suggests a need for transparency for global organizations, as well as local flexibility and solutions to strengthen your employer branding.

What’s Next for Your Talent Solution?

Keeping up with the latest trends can be challenging to say the least, especially in the talent industry. Laurano’s research into the fundamental shift in talent acquisition provided some key insights and solutions that are beneficial when combating such rapid changes.

About the Expert

Madeline Laurano’s primary focus during the last 12+ years has been on the talent management market, specializing in talent acquisition. Her insights are based on her work as an analyst and advisor in the human capital space and her latest research with HR and talent acquisition practitioners. Laurano’s work helps companies both validate and reevaluate their strategies and understand the role technology can play in driving business outcomes. Before Aptitude Research, Laurano held research roles at Aberdeen, Bersin by Deloitte, ERE Media and Brandon Hall Group. She is co-author of “Best Practices in Leading a Global Workforce,” and has been quoted in The Wall Street Journal, The Boston Globe, Yahoo News, and The Financial Times. She is a frequent presenter at industry conferences, including the HR Technology Conference and Exposition, SHRM, IHRIM, HCI’s Strategic Talent Acquisition conference, GDS International’s HCM Summit, and HRO Today. Visit her website at https://www.aptituderesearch.com.

PeopleScout UK Jobs Report Analysis – September 2019

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The September Labour Market Report released by the Office for National Statistics, which includes the three months from May 2019 through July 2019, reported that 31,000 jobs were created as the unemployment rate fell slightly to 3.8%. Nominal wages showed an annual increase of 3.8%.

Uk jobs report infographic

Notable figures from the September report include:

  • The UK employment rate was estimated at 76.1% and is tied for the highest rate on record since records began in 1971.
  • The number of job vacancies fell to 812,000, the lowest level since the end of 2017.
  • The annual wage increase including bonuses jumped to 4.0%. 

Modest Job Gains and Decreased Vacancies Point to Slowing Growth

Jobs continued to grow in the UK over the quarter, but the growth was at a tepid pace.  Since the report covering the same quarter last year, which showed only 3,000 job gains, 369,000 jobs have been added. At the same time, the number of job vacancies is dropping steadily.

John Philpott, the director of the Jobs Economist consultancy, noted that private-sector job creation was at a “near standstill.” Only 2,000 of the 31,000 jobs created over the quarter came from the private sector.

“These latest figures confirm recent signs of softening in the UK labour market. Recruitment appears to have weakened most noticeably in smaller private sector businesses, though it is unclear to what extent this reflects prolonged uncertainty over Brexit or a broader slowdown in the economy,” Philpott said.

While economic growth appears to be slowing in many developed economies, including the UK, there were numbers released in the report which point to Brexit’s impact.  Manufacturing is a sector that is among the most vulnerable to trade uncertainty and disruption. During the same quarter last year, manufacturing in the UK produced 23,000 new jobs and grew at an annual rate of 1.2%. This year, manufacturing shed 5,000 jobs during the quarter with a 0% annual growth rate.

Employers Postpone Hiring But for How Long?

A survey released by KPMG and The Recruitment and Employment Federation showed that the number of workers hired for permanent jobs through recruitment agencies decreased at the fastest pace in more than three years in August.

The survey showed that temporary hiring rose at its slowest pace in 75 months. Permanent placements fell for the sixth month in a row as employers postponed hiring. “Brexit uncertainty continues to take its toll on the jobs market,” James Stewart, vice chair at KPMG, said.

With a resolution to the Brexit crisis nowhere in sight, it is unclear how long employers will continue to be cautious about hiring. The UK economy has already withstood Brexit deadlines and job growth has continued. However, the October 31 deadline comes in the wake of a political crisis and the shutdown of Parliament. It remains to be seen how employers will respond to continued uncertainty or after some level of resolution takes place in the coming weeks.

It is Still a Job Seeker’s Market

With the backdrop of a shuttered Parliament and dire warnings about a recession resulting from a “no-deal Brexit,” the September report still showed a labour market that was growing, albeit slowly, with decades low unemployment and a record-high number of people working. The healthy wage increases are a result of a market with strong demand for talent. Even the level of job vacancies, while lower than in recent years, is by no means negligible.

While many employers appear to be scaling back hiring, they are doing so during a tight labour market. Given the potential for shifting market conditions, having a sound, flexible, recruitment and retention strategy for UK enterprises will be a key factor in their success in the uncertain months ahead.

Talking Talent Leadership Profile: Eric de los Santos

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The expertise and passion that Eric de los Santos has for diversity and inclusion was forged from his life experiences. As the first in his family to receive a university education, he left his home state of Hawaii to attend Brown University on scholarship and went on to receive his law degree from the University of Washington. Eric joined PeopleScout’s parent company, TrueBlue, 15 years ago; he’s currently the Associate General Counsel, Senior Director of Employment Law, while also serving as President of the National Filipino Lawyers Association. Eric was also the first Chair of the Diversity and Inclusion Council at TrueBlue. 

An avid gardener, de los Santos likes to compare a diverse and inclusive workplace to a garden with multiple varieties of plants that thrive only when the proper nutrients and level of care are provided. He shared his insightful perspectives at PeopleScout’s 2019 NEXT Talent Summit in June, where he hosted a Big Idea Talk and breakout session entitled “Authenticity and Tending to the Garden of Realness.” Before his talk, Eric sat down with us to share his thoughts on diversity and inclusion in the workplace.

The terms diversity and inclusion are often linked in the corporate context. How do these concepts differ and how do they complement each other?

I liken the concept of diversity and inclusion to a garden. Diversity can be thought of as the different species and varieties of plants, while inclusion is the environment that ensures that each and every plant can grow and flourish. Some plants may have special requirements, like the type of soil to use or how much they need to be watered. Inclusion in the garden means nurturing all of the different plants and giving each one exactly what it needs to thrive.

Applying this analogy to a company, management’s role is to provide every employee with what is needed to grow and flourish. And, because these elements may differ for every employee, it can be very challenging. However, just like a beautiful garden that is bursting with different varieties, the result will be a company that is filled with people from many backgrounds who display their full potential and contribute to its success.

So, having a diverse and inclusive workplace can be a decisive factor in a company’s success?

Yes. Take the example of two groups. One group is comprised of people from a single background and culture, while the second group is comprised of multiple backgrounds and cultures. Studies have shown that, when confronted with a problem, the group with diverse backgrounds not only comes up with a greater number of solutions, but their solutions are far more creative and likely to succeed. The diverse group is also more likely to anticipate problems that may arise in the future because it is not limited by the “blind spots” arising from the limited experience and outlook of the monolithic group.

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A company that can successfully bring diverse people together – to share ideas on how to improve performance or create a better company – will have a clear competitive advantage over one that cannot. It is vital that all of those who participate in these discussions feel that they can honestly share their ideas without fear and in an environment of mutual respect.

The crucial factor is to enable everyone to be their authentic selves, not to feel compelled to hide a part of themselves as they interact with others. Employees who are inhibited from displaying who they truly are may look for the exit at the first opportunity. In contrast, those who can be their authentic selves at work are motivated to contribute to an enterprise that recognizes and respects them. Rather than being inhibited, an inclusive environment can result in a workforce that does not hold back from contributing ideas and puts in the hard work that can drive a company’s success. 

How did your life experience lead you to become passionate about diversity and inclusion and eventually start the Diversity and Inclusion Council at TrueBlue?

Growing up in Hawaii, I was surrounded by people from many different backgrounds and cultures, which people discussed with great ease. When I came to the mainland to study, I noticed that there was a tendency for people to compartmentalize themselves – to reveal only the parts that would be readily accepted by others and to keep parts hidden. As a Filipino-American and a gay man, no matter where life took me, I had a feeling of being different. But, I saw no reason why my differences should function as barriers. I learned firsthand about the issues of bias in American life, and ultimately, I understood that bias was something that needed to be confronted and challenged.  

After years of working as a trial lawyer, I joined the predecessor of TrueBlue as a corporate counsel in 2004. Shortly after joining the company, I was invited to an outing that included spouses and significant others. I brought the man who is now my husband, and introduced him as my boyfriend to my coworkers. While this may not seem particularly noteworthy in 2019, being openly gay at work was much less common then. Introducing him as my boyfriend clearly had an influence on many people that night because they congratulated me for openly introducing our relationship. From that point forward, an important part of who I am was no longer hidden from my colleagues.

What were your first steps in establishing the Diversity and Inclusion Council and how has it developed over time?

I found that there was a great interest in diversity and inclusion issues in the company, and I worked to start conversations around the topic. When the Diversity and Inclusion Council was started in 2012, I was asked to be its first chairman.

From the outset, we took steps to make sure that the council had a lasting foundation and that everyone could be engaged in the process. It was also important that we presented diversity as not just being about who we are on the outside; it’s about everything that makes us who we are. We created training programs for managers and exercises to help people talk about themselves, their backgrounds and all of the parts that comprise their whole, authentic self.

The council’s programs were very popular and continue to be engaging today. There was a lot of excitement around these conversations, which provided opportunities to build greater trust and openness within the company. Building on this momentum, we created a comprehensive program that includes employee resource groups such as Women in Leadership, the African-American Resource Network and an LGBTQ group, called BE PROUD. The groups are still expanding and will include groups for Latinx and Hispanic employees, as well as a veterans resource group. The council has also been pursuing initiatives and programs to engage TrueBlue’s contingent workforce, and is focusing on developing a pipeline of future leaders.

What are your thoughts about the role of leadership in diversity and inclusion?

It’s critical that leaders understand their workforce and take steps to deepen that understanding. Even something as mundane as a departmental potluck lunch can be an opportunity to learn more about your team. For example, instead of telling people to bring whatever dish they want, ask them to bring something from their culture or background, and write a short piece explaining why they chose that dish and its significance. 

While this is an example of a useful exercise, being able to respond positively to the needs of your workforce goes well beyond understanding their cultural backgrounds. Take the initiative to find out whether there are any issues going on in their lives outside of the confines of the workplace, and see if you can respond to their needs. For example, if an employee is struggling to take care of an elderly relative who needs help while they are at work, offer them flexibility in their work schedule. This outreach creates an environment of mutual understanding and support.

It is also important that leaders “walk the talk” of diversity and inclusion to be open and authentic themselves. No one is perfect, and everyone has biases and preconceived notions that need to be challenged. Some people find it difficult to talk about certain issues of identity or diversity. It’s fine to acknowledge this and work to find the right words to use that reflect both acceptance and respect. Our employees want to see us as people with real lives that they can relate to. Each one of us has the opportunity to stand out in a unique way. 

Finally, every leader should have a sense of responsibility to foster and nurture a genuinely inclusive environment. To return to the analogy of the garden, as leaders we have the responsibility to ensure our work environment allows people to be their authentic selves – we are the ones who are tending to the garden of realness.

PeopleScout Canada Jobs Report Analysis – August 2019

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Statistics Canada surveyed that the nation’s unemployment remained at 5.7%. In August, 81,000 jobs were created. Weekly annual wage increases were up 3.6%, a full percentage point lower than the previous month. Much of the increase in August was in part-time work.

canada jobs report infographic

The Numbers

+81,000: The Canadian economy added 81,000 jobs in August.

5.7%: The unemployment rate remained steady at 5.7%.

3.6%: Weekly wages increased by 3.6% over the past year.

The Good

The headline number in the August jobs report is good news for the Canadian economy. The 81,000 jobs added quadrupled the 20,000 job increase that analysts expected, according to Bloomberg. The increase is more than five times larger than Reuters economists expected, at just 15,000. Over the past year, Canada has added 471,300 jobs, the highest number since 2003. With this increase, the unemployment rate remained at 5.7%, which is near a historic low.

Ontario saw the biggest increase in jobs with 58,000 new positions, while Quebec, Manitoba, Saskatchewan and New Brunswick also gained jobs. Unemployment stayed steady for most of the country, but British Columbia and Nova Scotia saw an increase in their unemployment rates as more people started looking for work, CBC reports.

The Bad

While the 81,000 number looks great, the majority of the positions created are part-time jobs. The Global News reports that 57,200 of the newly created jobs are part-time Additionally, 42,000 of the positions are held by workers under 24-years-old. However, the majority of the jobs created over the past year have been full-time positions.

The Unknown

For those with questions about whether the Bank of Canada would consider a rate cut, the latest report indicates that is unlikely, Reuters reports.

However, according to The Wall Street Journal, some experts say the looming global downturn could start to have more of an effect on the Canadian economy.

“’We expect the global slowdown to take a more material bite’ by the fourth quarter, CIBC World Markets economist Avery Shenfeld said. He said that could prompt the Bank of Canada to lower interest rates in late December or early next year.”

PeopleScout U.S. Jobs Report Analysis – August 2019

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The Labor Department released its August jobs report which shows that U.S. employers added 130,000 jobs, lower than the 165,000 analysts expected. The unemployment rate remained at 3.7% — a near 50 year low. Year-over-year wage growth remained at 3.2%, well ahead of inflation.

us jobs report infographic

The Numbers

130,000: The economy added 130,000 jobs in August

3.7%: The unemployment rate remained steady at 3.7%.

3.2%: Wages increased by 3.2% over the past year.

The Good

According to economists, August’s jobs report numbers are decent but not great. The New York Times reports that one of the highlights of the report is the increase in labor market participation, which grew from 63% to 63.2%. This indicates that the economy is strong enough to draw in people who have been sidelined. The number is even more positive among workers between 25- and 54-years old, the prime working ages. In that group, the percentage of people working or looking for work increased from 82% to 82.6%.

The Bad

While many of the details of the latest report are not necessarily bad, they’re not necessarily good either. The job gains fell short of analyst expectations, and according to the Wall Street Journal, 25,000 of the jobs created in August are temporary positions for the 2020 census. Private-sector employers added just 96,000 jobs. Job growth appears to be slowing.

The New York Times also reports that industries that involve making something – manufacturing, mining and construction – are experiencing the most significant slowdowns, and this could be an indication that the economy is slowing. However, economists say that this report demonstrates that fears of a recession are overblown.

The Unknown

The big question is whether slowing growth is a symptom of a larger problem in the U.S. economy. The New York Times reports that while some sectors of the economy are slowing more than others, industries like business and professional services and healthcare are growing just fine. This suggests that while exceptional job growth isn’t likely to continue forever, the economy is more stable than some have feared.

The Wall Street Journal tells a similar story, with one analyst suggesting that the labor market has peaked, but could stay stead for some time.

“Overall economic growth probably averaged 2% over the last 12 months,” wrote Wall Street Journal Chief Economics Commentator Greg Ip. “Given stable unemployment, that’s probably the U.S. economy’s long-run potential. Something will upset this equilibrium, but it’s hard to say what. For now, fiscal policy, trade war and interest rates seem to be mostly canceling each other out.”

Talking Talent – Growing Pains: Change Management in RPO

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In this episode, we talk about change management while implementing a new RPO program.

No matter the context, change is hard, but it’s also necessary for improvement. Whether it’s sore muscles after a new workout or frustrations as teams learn new, more efficient systems, it’s impossible to improve without at least things getting at least a little bit hard. The key is making sure that pain isn’t a symptom of something a little more serious.

We can apply this to talent acquisition. Implementing a new RPO program is almost like a merger. You’re assimilating teams, changing processes and likely adding new technologies. It’s not easy, and there will be difficult points. But it’s about making sure that pain is more like a sore muscle than a broken bone.

Emily Gordon, a client delivery leader at PeopleScout joins us to talk about this change management process.

Emily has more than 21 years’ experience in talent acquisition and has overseen sourcing, continual process improvement, and client implementations. Her expertise is in transitions, process improvement, team building, client relationship development, and operational delivery. She holds a Six Sigma Green Belt certification. Emily is a graduate of the University of Michigan.

Emily walks us through her four-step system to drive success during the first 100 days of a new implementation. She shares specific examples of things that went wrong – and right – over her career. Emily explains how you can diagnose the pain of a transition as either normal growing pains – or the symptom of a larger problem.

You can listen to our other podcasts related to RPO here:

Digital Recruitment Marketing: It’s All About the Online Candidate Experience

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Recruitment marketing in the world of talent attraction, a brand’s presence online can lead candidates to discover new opportunities. And, employers and brands are taking the hint – maximizing the online candidate experience through personalization and optimization.

This brings us to the importance of digital recruitment marketing. Digital recruitment marketing is a way for employers to source and attract potential candidates; it can include social media, email marketing, display advertising and more.

Through this article, we’ll share some important aspects of digital recruitment marketing, including building personas, trending digital marketing strategies and channels, and website optimization.

Recruitment Marketing Begins with Understanding & Creating Candidate Personas

Understanding the key characteristics of the candidates your organization wants to hire provides context to who they are, which is why organizations create candidate personas. Personas are profiles that represent different types of candidates, focusing on individual characteristics. They create alignment across your recruitment and sourcing strategies.

Personas are organized, analyzed and assembled by gathering internal data that reflects candidates’ behaviors, interests, goals and challenges. Let’s dive into how to build your personas.

How to Build Your Personas:

1.Gather Your Data: Focus your data on successful hires and placements within your organization. Interview professionals who currently work in the type of role you’re seeking to fill to understand what qualities make them successful. Prioritize data points such as:

  • demographic information
  • background
  • personal attributes
  • qualifications
  • goals
  • objections
  • web activity

Also, try to gather anecdotal evidence or commentary by consulting other recruiters and hiring managers who have hired for that role in the past.

Quick Tip: Aim to gather as much information as possible regarding each position or job opening. The more data you have to work with, the more detailed your personas will be.

2. Identify Trends: Once you’ve gathered your data, it’s time to analyze the information and identify shared trends and traits. This is where your personas will really start to take shape. How do you do this? Start by asking some important questions:

  • Which characteristics or traits do ideal candidates share?
  • What motivates the ideal candidate?
  • Where does the ideal candidate search for jobs?
  • What are the ideal candidate’s goals and aspirations?

These questions – and those similar – will lead you to draw conclusions about the candidate who will best meet your needs for any given role or job opening.

3. Assemble Your Personas: After collecting and analyzing your data, the next step is to assemble your candidate persona profiles. At this stage, you will use the insights you’ve discovered to create a profile of your hypothetical candidate. Some organizations create personas and associate them to profiles with names and pictures to seem more realistic and multi-dimensional; however, be aware of unconscious bias. A good way to avoid bias is to create personas that are based on research and surveys done within your organization, and to focus only on the specific needs and challenges of potential candidates.

What’s Your Digital Recruitment Marketing Strategy?

Content Marketing 

Before you post on your digital marketing channels, focus on the importance of strategically crafting your content. The content you post should be more about your audience, or potential candidate, than it is about your brand. It’s a conversation that says, “We would be lucky to have you as an employee,” versus, “You would be lucky to work for us.”

To have this conversation, your content needs to adhere to your candidate persona’s desires and interests. Your content also has to create a narrative and capture your audience’s attention, while driving home your selling points in a concise way. For example, social media is one trending digital marketing platform. It is a very distracting environment, and you have very limited time to connect with candidates. So, it’s vital to know what you need to say to them via posts, tweets and images, and truly connect the right candidate, or persona, with your open jobs.

Social Media Recruitment Marketing

I recently hosted a Talking Talent Webinar, “Digital Recruitment Marketing: A Guide for Employers.” During the webinar, I asked attendees to answer the question, “Which recruitment marketing strategies would you like to implement at your organization?” What was one of the top answers? Social media marketing, of course, with 36.4%.

  • Conversion rate optimization – 45.5%
  • Social media marketing – 36.4%
  • Email marketing/marketing automation – 36.4%
  • Pay-per-click advertising – 9.1%
  • Display advertising – 9.1%
  • Search engine optimization (SEO) – 18.2%
  • Viral digital marketing – 36.4%
  • None of the above – 0%
  • Don’t know – 27.3%

Although proven to be effective, not all social media channels are created the same. Each platform has its own particular set of users with their own quirks as to how they interact with content. Candidate personas can help you identify your target candidates and shape your social strategy to fit each candidate’s specific preferences. You can utilize them to prioritize the platforms you use, to personalize your messaging, and to share content that engages your ideal candidates.

Digital Recruitment Marketing

A helpful tip when approaching social media marketing is to start by researching all of your top competitors. Check each of their social media pages and see:

  • what content they are posting
  • how often they are doing so
  • how many users are engaging with that content
  • what platforms they’re using

Once you conclude which social media platform is yielding the greatest results – whether it’s Facebook, LinkedIn, Twitter, Instagram, etc. – focus your personalized content on that particular site.

Quick Facts:

  • 80% of employers say social recruiting helps them find passive candidates
  • 70% of hiring managers say they have successfully hired through social media
  • 91% of employers are using social media to hire talent today

Career Sites Matter – A Lot

If your targeted candidates engage with you on digital recruitment marketing channels, often they then arrive at your website. Your website is the backbone to your digital footprint and communications. Not only should an immense amount of effort go into creating a site that has engaging content and is aesthetically pleasing, but it must also be user-friendly for potential candidates.

It’s vital that your website or career site is optimized for job-seekers. Optimizing keywords in job descriptions, and ensuring your links are working properly and that your site is mobile-friendly can help candidates find your organization and apply to your jobs, and is a

When building a career site, the process, structure and flow of the site must be deliberate. Site flow is a major contributing factor to increasing the number of candidates that move through the funnel and make it through the application process; It’s all about user experience.

What’s Important in the End

Ultimately, an effective digital marketing campaign takes time, patience, planning and teamwork. It’s important to build customized campaigns that cater to candidate personas, be clear on your branding efforts, really push your employer brand’s unique selling points, and optimize your careers site for search engines and conversions. Put together, each aspect creates a strategy that is focused on personas and will be beneficial as you move forward in searching for candidates in the digital recruitment space.

Talking Talent: Field Test: How to Attract Top-Performing Field Talent

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Attracting candidates with the right cultural fit is difficult at any organization. The issue is compounded when employees are not working in an office environment but instead out in the field, working face-to-face with your customers. For organizations with field service employees, the workers that spend the least amount of time in your office are often the face of the organization.

So how do you attract and hire the best field service workers? 

Joining us to talk about this is Chris Gera, the Managing Director, Executive Vice President for Service Council™. In his role, Chris is defining and executing the Service Council’s Research & Insights™ product portfolio.

As the Senior Analyst on Service, Chris is directly connected to Senior Service Leaders and Solution Providers to drive the Service Council’s Smarter Services™ agenda. This provides service executives and organizations the ability to benchmark their operations and also provide guided insight to target how to improve their service organization performance and deliver the full potential of their change management initiatives.

Chris also leads new member acquisition, member engagement, community expansion and the development of their annual Symposium. Chris plays a key role in building out Service Council’s community platform which is focused on becoming the single source of information and networking for service and customer support executives globally.

Prior to his role at Service Council, Chris held service leadership positions at Vivint SmartHome, where he managed 1,200+ field professionals supporting more than one million customers across North America. While at Nielsen, he led global strategic field initiatives, specifically digitization and technology and process improvement implementations of a $1B profit and loss service business supporting greater than 15,000 field professionals in over 100 countries around the globe.

Also joining for this episode are Mike Yinger and Janice Weiner. Mike is our global leader of growth and strategy here at PeopleScout, and he is responsible for global sales results and organizational strategy. Janice leads cross-selling and total talent initiatives for PeopleScout. Total talent includes all the ways a company can “get its work done.” Getting the work done from a company’s field service perspective is what we focus on in this episode.

PeopleScout Australia Jobs Report Analysis – July 2019

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Australia’s economy added 41,100 jobs in July, beating analyst expectations. The unemployment rate held steady at 5.2% as labour participation increased. The Bureau of Statistics reports that full-time employment increased by approximately 34,500 and part-time employment rose by close to 6,700.

July 2019 (August Report) Unemployment rate – Seasonally Adjusted: 5.2 percent (Sideways Arrow) Jobs Change: +41,100 Labour Force Participation: 66.1 per cent (Up Arrow) Business Confidence Index: +4 (Up Arrow) Sources: http://www.abs.gov.au/ https://business.nab.com.au https://www.businessinsider.com.au/ https:/abc.net.au https://business.nab.com.au/ Summary: Australia’s economy added 41,100 jobs in July, beating analyst expectations. The unemployment rate held steady at 5.2% as labour participation increased. The Bureau of Statistics reports that full-time employment increased by approximately 34,500 and part-time employment rose by close to 6,700.

Numbers

41,100: The Australian economy added 41,100 jobs in July.

5.2%: The Australian unemployment rate remained at 5.2%.

66.1%: Labour force participation rose at 66.1%.

+4: The Business Confidence Index rose to +4 in the latest NAB release.

Upside

After an initial report of only 500 net jobs added in June, the Australian economy gained 41,100 jobs in July, easily beating analyst expectations of 14,000. The unemployment rate did not decrease because the labour force participation rate rose to 66.1%, a record high. At this peak level of participation, approximately two out of every three Australians of working age are either currently employed or looking for work. The number of those employed in Australia has grown by 2.6% over the last year.

The states with the largest employment increases in July were Queensland with 19,900, New South Wales with 13,000 and Victoria with 3,600.

Downside

Despite the impressive job growth in July, unemployment rolls grew by 800. There was a reversal of fortune for Western Australia. In June, every state except Western Australia posted job losses. But in July, it had the nation’s largest number of jobs lost, decreasing by 4,200. The wage figures released this week showed continued stagnation with an annual rate growth of just 2.3% in the second quarter. This rate has not changed since the third quarter of 2018. It is thought that anemic wage growth was an important factor in RBA’s recent interest rate cut to a record low of 1%.

This deadlock in wages is generating speculation that additional interest rate cuts may be necessary since market forces alone are not boosting economic conditions:

“The data largely confirms the RBA’s view that spare capacity is limiting upward pressure on wages, and the economy needs to generate more jobs to absorb the extra workers,” said Sarah Hunter, chief economist at BIX Oxford Economics. “Given this, we still expect the Board to cut the cash rate again this year, to 0.75% and possibly one more time in early 2020.”

While some analysts do not predict robust action by the RBA, they caution that weaker job growth and higher unemployment is on the horizon. Marcel Thieliant from Capital Economics expressed doubts that the job growth reported in July can be sustained:

“The strong rise in employment in July suggests the RBA won’t be in a rush to ease policy further, but we think it won’t be long before the unemployment rate starts to rise again,” he wrote.”Employment surveys suggest that jobs growth could slow to around 1% by the end of the year. That’s consistent with our forecast that the unemployment rate will climb to 5.5% by the middle of next year.”

The Future of Jobs in Australia

The latest figures from the Department of Employment predicts the employment outlooks for job titles for the five years spanning May 2018 to May 2023. Some of the notable forecasts include:

  • Overall employment is predicted to grow by 7% or 886,100 jobs with a significant number of these likely to be part-time.
  • Intelligence and policy analyst jobs will increase by more than a third to 40,200 in the five years from May 2018 to May 2023.
  • The number of secretaries during the same period will decline by 13,600, or almost one third of the current number.
  • The steepest growth will be in the relatively low-paid aged and disabled care sector with their workforce expected to rise to 245,000 by 2023, an increase of 39%. This strong growth is being driven by Australia’s aging population.
  • The Department of Employment predicts a need for 11,300 extra psychologists by 2023.

The sectors which will experience the greatest growth are healthcare and social assistance; construction; education and training and professional, scientific and technical services. In fact, the Department of Employment predicts that two out of every three new jobs created will be generated by these sectors. 

The reasons given for growth in these areas are:

  • An ageing population, the NDIS (Australia’s National Disability Insurance Scheme) and growing demand for childcare and home-care based services are driving jobs growth.
  • Investment in infrastructure (like roads, railways and airports) means jobs will continue to grow in the engineering construction sector. Workers will also be needed to build homes for our growing population.
  • The number of school-aged children is growing, and there is strong demand for adult and community education. More people are working part-time and in non-teaching support roles.
  • Demand is growing for qualified workers, especially in computer system design and the management and consulting services sectors.

Those hoping to work in the jobs being created over the next few years should take the steps to acquire the necessary skills to succeed in them, and those planning to employ them should consider designing their recruitment strategies with a focus on the institutions providing them with the education and certifications to make them employable. Despite some strong growth in jobs that require little or no formal training, the Department of Employment predicts that over 90% of new jobs created will need “education beyond school and some jobs will need more training than they used to. Many professional and service roles demand university or VET (Vocational Education and Training) qualifications.”

PeopleScout UK Jobs Report Analysis – August 2019

Posted on by nfuqua

The August Labour Market Report released by the Office for National Statistics includes the quarter covering April 2019 through June 2019. In the quarter, 115,000 jobs were created. Nominal annual regular wage increases rose to 3.9%, the highest level in 11 years. The unemployment rate rose to 3.9% as more people in the UK joined the labour force.

UK jobs report infographic

Notable figures from the August report include:

  • The UK employment rate was estimated at 76.1%, tying the highest level on record since comparable records began in 1971.
  • Estimates for the second quarter show 32.81 million people aged 16-years and over in employment. This is a record high and 425,000 more than for a year earlier. This annual increase of 425,000 was mainly because of more people working full-time (up 262,000 on the year to reach 24.11 million).
  • Part-time work also showed an increase of 162,000 on the year to reach 8.70 million.
  • For May to July 2019, there were an estimated 820,000 job vacancies in the UK, 20,000 less than a year earlier and 20,000 fewer than for the previous quarter (February to April 2019).

A Strong Report Muted By Dim Forecasts

The 115,000 jobs gained in the quarter were almost twice the number that analysts had predicted. With the October 31 Brexit deadline looming ever closer, much of the vibrant hiring activity is being attributed to employers choosing to hire workers now that can be laid off later instead of making long-term investments in their businesses.

The positive job numbers were clouded by last week’s announcement that the UK economy had shrunk for the first time in almost seven years. The economic contraction was blamed primarily on stockpiling preceding Brexit and a weakening global economic environment.

Recent private-sector surveys have indicated that employers are becoming increasingly cautious in their hiring plans due to the potential of a no-deal Brexit. The Bank of England has also noted this month that while the labour market remains tight, there are signs that growth is slowing. Tej Parikh, chief economist at the Institute of Directors summed up much of the analysis of the report: “The jobs market remains a source of strength for the UK economy, though it may now be reaching its peak.”

Key Signs of Economic Strength

Despite warnings of things to come, there were strong economic indicators in the August report. Among the bright spots were the growth in wages and the drop in economic inactivity. The growth in regular nominal wages grew to 3.9%, three-tenths of a percentage point over the last report. Average annual weekly pay including bonuses increased 3.7%. These are the highest rates posted since 2008. With wage increases strongly outpacing the rate of inflation, UK households can translate these pay increases into greater purchasing and investment.

The economic inactivity rate is the measure of those without a job but who are not classed as unemployed because they have not actively sought work within the last four weeks and/or they are unable to start work within the next two weeks. For people in the UK aged from 16- to 64-years, during the April to June 2019 quarter, the estimated economic inactivity rate was 20.7%, tying a record low. Economic inactivity was just 16.3% for men and a record low of 25.1% for women. These historically low rates indicate that the extended strength of the job market has pulled in those who may have remained economically inactive in the past due to increased confidence of finding work.

Zero Hours Workers, An Untapped Talent Source?

Nearly 1 million people in the UK are now working with zero-hours contracts. The 896,000 who are employed with this type of contracts has increased 15% over the last year. The UK government defines zero-hours contracts as:

“Zero-hours contracts are usually for ‘piece work’ or ‘on-call’ work, for example for interpreters.

This means:

  • they are on call to work when you need them
  • you do not have to give them work
  • they do not have to do work when asked

Zero-hours workers are entitled to statutory annual leave and the National Minimum Wage in the same way as regular workers.

You cannot do anything to stop a zero-hours worker from getting work elsewhere. The law says they can ignore a clause in their contract if it bans them from:

  • looking for work
  • accepting work from another employer”

Those working with zero-hours contracts span the age demographic of the nation’s labour force. The number of zero-hour workers aged 65 or over increased by 30% in the last year, and the proportion of 16- to 24-year-old workers on zero-hours now stands at 8.8%.

While many zero-hours workers may prefer the flexibility that their contracts provide, there are certainly others that would prefer the stability and consistency of pay generated by a full-time job. Given that there are more than 800,000 job vacancies in the UK and that zero-hours workers now represent approximately 1 in 40 of those working in the country, there may be a vast pool of talent which has not yet successfully been tapped. Employers struggling with hiring from this pool should consider engaging a recruitment process outsourcing company which can provide the competitive edge in attracting talent at all levels of engagement in the workforce.