Talking Talent Leadership Profiles: A Q&A with David Wilkinson, Boeing Global Talent Acquisition

David Wilkinson spends a lot of time in airplanes, and that’s not just because he works for Boeing. In global talent acquisition at the aerospace giant, he has lived and worked in London and Dubai and now leads his team from Mesa, Arizona in the U.S. While a lot of people talk about globalizing talent acquisition, David actually lives it.

Regardless of whether he is looking towards the future of Boeing in the deserts of the U.S., the drizzle of the UK or the heat of the UAE, he is a talent champion. He’s also a member of the PeopleScout community. For this issue of PeopleScout NEXT, we caught up with David on an early morning call to learn about his insights on the future of talent acquisition.

What is the mission of Boeing Global Talent Acquisition?

Our journey is to become global talent champions. To us, that means delivering best-in-class solutions that unleash the full potential of Boeing’s people, products and services.


I’m really excited by that mission because it requires us to celebrate and champion talent at every opportunity. It also acknowledges the fact that it is a competition for talent, and we’re here to win.

What are some of your priorities as your team looks to the future?

The two things that I really think are the needle movers for us are operating globally and embracing an intentional use of talent technology. We are excited to work with PeopleScout and other valued partners in pursuit of those goals.


One of our main priorities is evolving our approach to talent technology. We’re working towards a holistic end-to-end technology strategy that will use data-driven insights to inform our experience and activities. I’m hoping that strategy will enable our teams to deliver the best experience every time, at every touch point.

What tools, methods and strategies are you exploring to achieve your approach to talent technology?

For me, the single greatest opportunity is technology. It’s also our single greatest dependency.


We’re adopting Workday globally. Given our scale, this is a significant endeavor. It’s been a two-year project, and we’re going to implement in 2019. So, our focus is on maximizing every opportunity that this change offers.


I see great potential for more intentional tools usage. When you implement a brand-new technology, you can be more intentional about that technology and the way you use your tools, processes and systems. What does that entail for Boeing talent acquisition? It means looking at artificial intelligence, business automation, access to real-time data and more.


We also see opportunities in technology to enable our global journey. Working in talent acquisition in London for eight years, Dubai for 10 years and now the U.S., I’ve learned that there are very, very few truly global tools. What’s big in the U.S. might not be big in Europe and may not be used at all in Asia, for example. This is an important opportunity for us and one that I believe will truly impact the candidate experience.

What are you most proud of in your role at Boeing?

I have been really lucky to lead some great teams globally, and specifically, I’ve been really lucky with Boeing to lead teams in London, Manchester, Delhi, Bangalore, Dubai, Riyadh, Nepal, Beijing, Tokyo, Mesa, Chicago and Seattle. Each of these experiences has influenced my personal development.


When I look at Boeing’s mission to Connect, Protect, Explore and Inspire Our World Through Aerospace Innovation, I embrace the global nature of that mission and the power of connectivity. We want to connect, protect, explore and inspire the world.


My experience and my career journey across the globe demonstrate the power of connectivity. I’m proud to be learning and developing alongside teammates in Mesa and nationwide. So, I’m most proud of the global nature of my role and the journey I have been on – and how I have personally and professionally developed throughout that process.

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

It’s a similar theme – the opportunities provided by global technology and the opportunity to operate as a team that is globally efficient, locally relevant and resolutely focused on the candidate and user experience.


The opportunities that come with a global talent approach are long established. We know that, for example, there are a million graduates in India. There are also 200,000 Chinese nationals who pursue further education in the U.S., but they have yet to truly be embraced because it is difficult for employers to hire them.


We need to make it easier for talent to move around the globe, and even if you just look on a local scale, we need to make it easier for talent to move around the country. Then we need to make it possible for workers who have been influenced and enriched by an experience in a new location to return home with a more global perspective and stronger than when they left. That’s huge.


I’m energized daily by our mission to become global talent champions and to embrace an intentional use of talent technology. As I look to the future, that is what I’m most excited about as we evolve our partnership with PeopleScout and other valued partners.

PeopleScout Canada Jobs Report Analysis — December 2018

Canada’s unemployment held steady in December as job creation neared market expectations following a large increase in hiring November. Statistics Canada reported that the Canadian economy added 9,300 jobs last month. Market expectations were for an increase in employment of 10,000, according to economists at Royal Bank of Canada. In November,  Canadian employment rose by 94,100, so the jobs added in December are a steep decline from the previous month. Canada’s unemployment rate was 5.6% in December, unchanged from November when it fell to its lowest level in more than 40 years.

Canada Jobs Report Analysis — December 2018

The Numbers

9,300: The economy gained 9,300 jobs in December.

5.6%: The unemployment rate remained at  5.6%.

1.8%: Weekly wages increased to 1.8% over the last year. This is a 0.3% increase from November’s wage growth figure.

The Good

In 2018, employment increased by 163,000 or 0.9%. In 2018, the unemployment rate fell 0.2 percentage points to 5.6%. Full-time employment continued on an upward trend in 2018, growing by 185,000 or 1.2%, while part-time employment barely changed.There were some job gains in important sectors in the Canadian economy in December including transportation and warehousing; healthcare and social assistance as well as manufacturing. 

Manufacturing added 23,900 jobs which is an increase of 1.4% in a one month period.


The year had notable gains for Canadian women and older male workers. Among the core-working-age population (aged 25 to 54), employment in 2018 increased notably for women (+126,000 or +2.2%) and for men (+61,000 or +1.0%). At year end, the unemployment rate among this age group was 4.6% for women and 4.8% for men. For men and women aged 55 and over, employment rose by 50,000 (+1.2%) in 2018, with most of the increase among men (+43,000 or +2.0%), whose unemployment rate fell 0.8 percentage points to 5.3% over the period. For women in this age group, employment was little changed but remained strong, with their unemployment rate at 4.6%.

The Bad

The 0.9 per cent jobs growth rate in 2018 shows that the rate of growth has slowed compared with 2017 (+2.3 per cent) and 2016 (+1.2 per cent). Lackluster wage growth continues to be a concern and even a mystery as The Financial Times notes:


“Overall, average hourly wages increased two per cent in December from a year earlier, lifting the five-month trend to about 2.2 per cent. So, after several years of good-to-great aggregate employment growth, wages are only keeping pace with inflation. That’s as odd as it is disappointing.


Before this year, the jobless rate rarely fell below six per cent. Now it’s the ceiling. The unemployment rate was 5.6 per cent in November and December, the lowest in data that dates to 1976, and it has brushed six per cent only twice since November 2017.


With hiring at levels that economists associate with full employment, you’d expect stronger upward pressure on salaries. But for whatever reason, that’s not happening.”

The Unknown

Some experts consider early 2019 to be the late stages of a positive economic cycle for Canada, setting off speculation on when the next recession will start and generating concern in provinces like Alberta which have experienced recent economic difficulties:


“‘We are in the late stages of a business cycle,’ Craig Alexander, chief economist of Deloitte said. ‘That doesn’t mean that a recession is around the corner, but we need to recognize that we’re 10 years into an economic recovery, expansion. Business cycles are typically eight to 10 years long.’


Alexander said markets are probably overreacting to the possibility that another downturn could be almost upon us. He thinks the more likely case is that growth will continue to slow.


The economy’s evolution will have different impacts depending where one lives, he added.


For example, the energy sector faces big challenges.


Part of it comes from the recent plunge in oil prices, but there’s also been an extra discount on the price of western Canadian crude caused by transportation bottlenecks out of the Alberta oilpatch.


‘This is sad news for Alberta,’ Alexander said. ‘They’ve only barely recovered from the last recession.’”

PeopleScout U.S. Jobs Report Analysis — December 2018

The Labor Department released its December 2018 Jobs Report which shows that U.S. employers added 312,000 jobs in December. The unemployment rate increased to 3.9 percent last month. Year-over-year wage growth increased to a 3.2 percent pace as the best rate since 2008. U.S. employers have added to payrolls for 99 straight months, extending the longest continuous jobs expansion on record.

U.S. Jobs Report Analysis — December 2018

The Numbers

312,000: The economy added 312,000 jobs in December.

3.9%: The unemployment increased to 3.9 percent.

3.2%: Wages increased 3.2 percent over the last year.

The Good

The 312,000 jobs added greatly beat analyst expectations. After revisions to the October and November data, the U.S. added a net 2.64 million payrolls in 2018, the best year for job growth since 2015. Wages, which had been slowing rising for much of 2018, have begun to pick up more quickly. December’s year-over-year increase hit 3.2 percent. While the unemployment rate increased to a five-month high, it is not a cause for concern because the participation rate stands at 63.1 percent and is the highest since September 2017. Reaction to the report has been overwhelmingly positive. As one Bloomberg economist noted:

“This is the strongest employment report of this economic cycle – hands down. While we’ve seen greater job gains in some months, the plus-300,000 number along with another increase in average hourly earnings clearly signals that the economic expansion ended 2018 on strong footing. Perhaps most surprising was the two-tenths rise in the unemployment rate due to an increase in participation. It’s one month of data, but talk of the Fed cutting rates in the near future should be off the table for now.”— Tim Mahedy, Bloomberg Economics

The New York Times reported even more jubilant reaction:

“It’s an unequivocally phenomenal report all the way around,” said Ellen Zentner, chief United States economist at Morgan Stanley. “Anyone that finds something negative in this report is simply cherry picking.”

Economists offered raves that could appear on a movie poster or a book jacket — “Extraordinary!” “Blowout,” “Wow!” The figures, they said, offer a resounding response to the question of whether a recession is imminent: “Never mind!” said David Berson, chief economist of Nationwide. “The fears of the economy tipping into a recession now have clearly been overstated.”

The Bad

While there may be no notable negative points in the jobs report, the U-6, or underemployment rate, was unchanged last month at 7.6 percent. This measure includes part-time workers who want a full-time job and people who are less active in seeking work. This is a possible indication that companies that are contending with a tight talent pool may not be reaching the right part-time workers who would prefer to onboard as full-time workers.

A challenge for employers may be an emerging trend of offering part-time workers the same benefits as full-time employees. Receiving “full-time” benefits can also remove an incentive to look for full-time work.  As the Seattle Times reports:

“Almost half of the 391 companies surveyed by the International Foundation of Employee Benefit Plans now offer the same health insurance coverage for all employees. About a third offer paid maternity or parental leave to their part-time workers, too, the survey found.”

The Unknown

The tight labor market may increase pressure to allow greater immigration to the U.S. or to find a solution that will allow foreign workers to fill the gaps in the country’s workforce. Like the US, Japan is facing a declining birthrate and an aging population which has led to recently passed legislation aimed at attracting foreign workers:

“Japanese lawmakers have passed controversial legislation expanding the number of semi-skilled foreign workers who can live and work in the notably insular nation for up to five years.
Japan has been pressed to make the change because of a critical labor shortage that results from its rapidly aging society and low birth rate.

Japan’s upper house of parliament passed the law 161 to 76 just after 4 a.m. Saturday local time, after a day when the opposition parties tried to unsuccessfully to block the measure.

The law will go into effect in April 2019.

The legislation has been viewed as a last-resort measure by Prime Minister Shinzo Abe’s ultra-conservative government to address a severe shortage of workers in 14 industries, including restaurants, nursing, construction and agriculture.”

2018 In Review: PeopleScout Thought Leadership

Throughout 2018, we’ve written about some of the biggest trends in talent acquisition and workforce management. As we head into 2019, we’re looking back on some of the most important topics of the past year.

RPO, MSP and Total Workforce Solutions

Total Workforce Solutions in Practice
Drivers and Benefits of Total Workforce Solutions
Four MSP Trends to Make your Program More Effective
Hospitality Staffing: RPO and Hospitality, a Perfect Blend
Positive Global Economic Growth and Its Impact on Talent Acquisition
The Value of Globalizing your Recruitment Strategy
A look into the Gig Economy
Contingent Employment Arrangements: The Implications of the Bureau of Labor Statistics’ Survey
The Contingent Workforce Landscape: Trends and Strategies
Considerations When Sourcing Talent Globally
Expanding the Talent Landscape by Recruiting Virtual Employees
How the Skills of the Future will Impact Enterprise Recruitment Teams
How to Create a Workforce Equipped with the Skills of the Future
Wages and Recruitment: The Pressure is Building
Prospects for the Class of 2018
Changing Workforce Demographics: Aging Talent

Candidate Experience

How to Improve Your Candidate Experience
How to Create and Provide a Positive Candidate Experience
Four Factors Impacting the Way Employers Interact with Candidates
How (And Why) to Effectively Recruit Recent Graduates
Removing Barriers to Employment for the Long-Term Unemployed
Through the Grapevine: How to Create and Manage an Employee Referral Program
Rethinking Candidate Generation Strategies
Employee Retention: Combating Turnover
Ghosting in the Workplace
Strategies for Building an Effective Talent Community
The Long-Term Unemployed: Your Untapped Talent Pool

Healthcare HR

Healthcare Workforce and Recruiting Trends to Watch
Six Things to Expect from your Prospective Healthcare RPO Partner
Paging All Doctors: Effective Physician Recruiting Strategies and Tactics
Rural Healthcare: How to Recruit and Attract Clinical Talent in Rural Areas
How to Use Pre-Employment Assessments and Testing in Healthcare Recruiting
Leveraging Recruitment Marketing to Attract Healthcare Talent
Healthcare HR Technology To-Do List
Healthcare Recruiters: How Technology is Improving Healthcare Recruiting
How To: Sourcing Healthcare Workers
Healthcare Recruiting Lexicon
Medical Staffing: How to Engage and Retain Healthcare Workers
Recruiting a Traveling Nurse: What You Need to Know
Healthcare Workforce Planning: What You Need to Know
Finding the Right RPO Provider for Your Healthcare Staffing Needs
Six Tips for Healthcare Recruiting
Talking Talent Podcast: Navigating the Talent Acquisition Challenges of a Major Hospital Expansion
Talking Talent Podcast: How HR Technology Can Combat Staffing Shortages in Healthcare
Talking Talent Podcast: Addressing the Workforce Gap in Nursing
Talking Talent Podcast: How RPO Can Solve the Top Challenges in Healthcare Talent Acquisition
Ebook: How RPO Can Solve the Top Challenges in Healthcare Talent Acquisition
Ebook: Healthcare Recruiting Lexicon

Technology

Reducing Unconscious Bias with AI
How to Leverage Workforce Analytics in Workforce Planning
Virtual Reality: Enhancing the Candidate Experience
Workforce Planning: Leveraging Workforce Analytics for Deeper Insights
How Robotic Process Automation is Reshaping Recruiting
Predictive Analytics: A Powerful Talent Acquisition Tool
How to Use Chatbots to Improve Recruiting
Talking Talent Podcast: Using Robotic Process Automation to Streamline Recruiting Processes
Talking Talent Podcast: Using Predictive Analytics to Hire Best Talent Faster
Talking Talent Podcast: How HR Technology Can Combat Staffing Shortages in Healthcare
Ebook: Using Chatbots to Improve Recruiting

Talking Talent with PeopleScout, our Podcast

How Many Requisitions Should a Recruiter Carry?
How Employers Can Learn to Translate Military Resumes and Hire More Veterans
Addressing the Workforce Gap in Nursing
How RPO Can Solve the Top Challenges in Healthcare Talent Acquisition
Using Robotic Process Automation to Streamline Recruiting Processes
Using Predictive Analytics to Hire Best Talent Faster
Navigating the Talent Acquisition Challenges of a Major Hospital Expansion
How HR Technology Can Combat Staffing Shortages in Healthcare

Military and Veteran Hiring

Military Spouses: How to Hire the Overlooked Talent Pool
Building a Veteran Onboarding Program
Talking Talent Podcast: How Employers Can Learn to Translate Military Resumes and Hire More Veterans
Ebook: Best Practices for Hiring Veterans

Ebooks and Whitepapers

Best Practices for Hiring Veterans
How RPO Can Solve the Top Challenges in Healthcare Talent Acquisition
Using Chatbots to Improve Recruiting

Compliance Corner

Washington State’s Paid Medical and Family Leave Program
Sexual Harassment
Department of Labor Office of Compliance Initiatives
California Consumer Privacy Act of 2018
Ban the Box Update
Arbitration Agreements
Worker Classification in the Gig Economy
Salary History Update
CAN-SPAM, CASL and More
GDPR
HR Compliance Trends for 2018

PeopleScout UK Jobs Report Analysis — December 2018

If you are inclined to celebrate and have a few friends over when the UK labour market report is filled with positive news, then, by all means, start icing the champagne. December’s report published by the Office for National Statistics includes the following details:

  • Wages continued to rise at their highest level in nearly a decade.
  • The number of people working in the UK rose by 79,000 to 32.48 million. That is the highest figure since records began in 1971.
  • The unemployment rate was 4.1 per cent, virtually unchanged compared with May to July 2018 and lower than the estimate for a year earlier (4.3 per cent).
UK Jobs Report Analysis — December 2018

Rising Wages: The Missing Part of the Recovery. Until Now.

Wages are growing ahead of the rate of inflation and it is thought that this rise is pay is due to the tight job market. As the Financial Times reports:
“The rise in salaries is also beginning to overcome significant increases in prices. Real regular pay, which takes into account inflation, was up 1.1 per cent in the October period — a level not seen since late 2016.


‘While Brexit uncertainty and political paralysis are having a cooling effect on the wider economy, the labour market is proving more resilient,’ said Stephen Clarke, senior economic analyst at the Resolution Foundation.


‘Britain’s tightening jobs market is delivering stronger pay rises, particularly for workers in ICT (information and communication technology), hospitality, and real estate,’ he said. ‘2019 looks set to be a far better year for pay than this one.’


Real pay growth has, until recently, been the missing part of the UK’s post-crisis recovery. While unemployment fell and employment rose, pay growth remained stubbornly low and, in real terms, median pay packets are still worth less than they were in 2008.”


The December ONS report notes that for October 2018 average regular pay (excluding bonuses), before tax and other deductions from pay, for employees in Great Britain was £495 per week in nominal terms (that is, not adjusted for price inflation), up from £479 per week for a year earlier. This would be £1,916 in a four week month. This is certainly welcome news for Britain’s workers. But while wages are rising faster than inflation, it is not clear that they are keeping up with key elements of the cost of living. For example, the average cost of renting a home in Britain per month was £1,212 in November or nearly two thirds of the average wage earner’s monthly salary.

Historic Employment Figures: A Challenge for Employers

While the number of people working in Britain rose to a record high, unemployment also increased by 20,000 to 1.38 million. The ONS report notes that “The reason both employment and unemployment have increased is a result of the UK’s rising population and more people joining the labour force, such as students and older people.”


The challenges presented by a tight labour market is a cause for concern for UK employers:


Suren Thiru, head of economics at the British Chambers of Commerce, commented, “Businesses report that the political and economic turbulence, together with significant difficulties finding the right staff, are diminishing recruitment intentions, which is likely to increasingly weigh on the UK labour market over the near term. More must be done to support firms looking to recruit.”


The lack of available workers is compounded by a skills shortage in the UK, particularly in the technology sector as The Times reports:


“The technology industry fears that a skills shortage could stunt its growth, with new figures showing that job vacancies are growing.


The number of unfilled positions in the information and communication technology sector last quarter rose by 24.3 per cent compared with a year ago, according to data from the Office for National Statistics, one of the largest increases of any industry.


The ratio of jobseekers with previous employment in the industry to relevant jobs has dropped below one, meaning that there are more vacancies than people looking to fill them.”

Brexit Uncertainties: The Unwelcome Guest that Just Won’t Leave

No matter how good a jobs report may be, uncertainty over Brexit continues to cast a shadow over any positive economic news:


“Leaving the EU is likely to disrupt many sectors of the UK economy, including those that rely heavily on European workers. The magnitude of the disruption will depend on the details of the final Brexit agreement, which is making its way through a tortuous political process leading up to the March 29 deadline. In the longer term, the trading relationship between the UK and the EU after the Brexit transition period will be crucial. Will trade continue to be nearly frictionless or will it suffer economic and administrative barriers? Will migration policy support or hinder growth? The answers to those questions will determine the extent to which Brexit affects the economy’s productivity and thus the living standards of UK residents.


Hiring challenges. Low unemployment, falling migration and uncertainty about post-Brexit migration policy mean that businesses in many sectors are finding it increasingly difficult to hire staff. To recruit the workers they need, will employers tap more into under-utilised demographic groups? Young people, single parents, minorities and people with disabilities are less likely than average to be part of the labour force and their unemployment rates are above average. Whether employers manage to attract those groups into employment through higher wages or benefits — or whether they respond to hiring difficulties in other ways, like investing in automation — is a trend to watch in 2019.”


So by all means, open up that bottle of champagne. The ONS report provides plenty of good reasons to celebrate. Just be aware that there are many sobering details that must be dealt with after the celebration ends.

PeopleScout Canada Jobs Report Analysis — November 2018

Canada’s unemployment rate fell to 5.6 per cent, the lowest level since 1976. Canada added 94,100 net jobs for its largest monthly increase since March 2012, Statistics Canada said in its most recent labour force survey. But even with healthy job growth, wage gains appear to be slowing. Both hourly and weekly wage growth rates have been dropping since May and are below the rate of inflation.

Canada Jobs Report Analysis — November 2018


The Numbers

94,100: The economy gained 94,100 jobs in November.

5.6%: The unemployment rate fell to 5.6 per cent.

1.5%: Weekly wage increases are 1.5 per cent over the last year. This is a 0.3 per cent decrease from October’s wage growth figure.

The Good

The 94,100 jobs gained in November were fueled by 89,900 new full-time positions and 78,600 employee jobs in the private sector. Employment among the core age group (those aged 25 to 54) was up 49,000 in November, the result of increases for both women (+32,000) and men (+17,000). The unemployment rate fell by 0.4 percentage points to 4.6 per cent for core-aged women, and by 0.2 percentage points to 4.7 per cent for core-aged men. In the 12 months to November, employment within this age group rose by 208,000 (+1.7 per cent), largely the result of gains for women (+129,000). In the 12 months leading up to November, employment grew by 219,000 or 1.2 per cent.
Employment was up in six provinces including Quebec with 26,000; Alberta with 24,000; Ontario with 20,000; British Columbia with 16,000; 5,500 in Saskatchewan and 2,600 in Manitoba. On a year-over-year basis, the number of private sector employees rose by 146,000 (+1.2 per cent), while the number of public sector employees grew by 48,000 (+1.3 per cent).

The Bad

Average weekly wage growth fell to just 1.5 per cent and hourly wage growth slowed as well as the CTV reports:
“Year-over-year average hourly wage growth for permanent employees continued its decline in November to 1.46 per cent — its lowest reading since July 2017.
‘There’s no question that the headline job growth is gangbusters strong,’ said Frances Donald, head of macroeconomic strategy at Manulife Asset Management
‘I would caution us against celebrating too quickly, however, because wage growth is decelerating sharply.’”
Experts have been expecting wage growth to pick up its pace, thanks to the tightened labour market. But the opposite has been happening — wage growth has dropped every month since its May peak of 3.9 per cent and now sits well below inflation.
Employment declined in information, culture and recreation (-10,000 or -1.3 per cent), continuing the downward trend that started in August. The decrease was driven by Ontario. Compared with 12 months earlier, employment in this industry was down by 25,000 (-3.2 per cent) at the national level.

The Unknown

The Financial Times reports that the digital economy has created a demand for 216,000 more tech workers, according to a new study. However, it is unclear whether there are enough available workers in Canada to meet this demand:
“Blockchain, artificial intelligence, 5G mobile networks, 3D printing and virtual reality are creating a need for digital skills that will see a demand for an estimated 216,000 additional technology workers by 2021, according to a new report.
A study by the Information and Communications Technology Council (ICTC), found that employment of information and communications technology professionals outpaced the economy last year six-to-one.
‘What’s happening now is we are seeing fast-paced industries go from low growth to high growth,’ said Namir Anani, president and chief executive of ICTC.
‘We have to look at how do we reposition the workforce rapidly through short-duration training to provide pathways and mobility to get into fast-growth sectors of the Canadian economy that are increasingly becoming digital.’
As more industries recognize the importance of a digital strategy, competition for tech workers has increased. ICTC highlighted transportation, retail, healthcare, finance and manufacturing as sectors where demand is ramping up.
‘The environment is changing fast and every sector is seeing its own disruption,’ Anani said.
‘We have to reflect as a country on how do we leverage (disruption) and what are the transitional strategies we have to build to move some of the displaced workers from low-growth to high-growth areas of the economy.’
There was a five per cent increase in employment for digitally skilled workers in 2017, the highest growth in 10 years, according to ICTC’s report. Meanwhile, 60 per cent of Canada’s tech workers were now spread across non-tech sectors.
Not only are Canadian companies struggling to find enough digitally skilled workers to fill positions in the present, but the largest group of tech workers is already approaching retirement, with 13.1 per cent being between the ages of 55 to 64. ICTC’s research was conducted with the support of Microsoft Canada.
‘The issue is really about supply and demand. The demand is increasing as more sectors are adopting digital technologies and the supply of talent and skills is a challenge,’ said Navdeep Bains, the federal Minister of Innovation, Science and Economic Development.
‘When we put forward our Innovation and Skills Plan, by far this was the number one issue — around training and people having the right skills to succeed today and for the job tomorrow.’”

PeopleScout U.S. Jobs Report Analysis — November 2018

The Labor Department released its November Jobs Report which shows 155,000 jobs added to the U.S. economy. The pace of hiring slowed while the unemployment rate remained at 3.7 percent, which is the lowest point since 1969. The participation rate also remained unchanged at 62.9 percent. U.S. employers have added to payrolls for 98 straight months, extending the longest continuous jobs expansion on record.

U.S. Jobs Report Analysis — November 2018



The Numbers

155,000: The economy added 155,000 jobs in November.

3.7%: The unemployment remained to 3.7 percent.

3.1%: Wages increased 3.1 percent over the last year.

The Good

The 155,000 jobs added to the economy in November adds to an unprecedented run of continuous growth. 2018 is shaping up to be a year of impressive expansion given the 12 month job growth in key sectors of the American economy: Healthcare employment has increased by 328,000; Manufacturing has grown by 288,000 and Business and Professional Services has expanded by 561,000 jobs.
The annual wage gain is also a sign that the economy is continuing to grow, but at a more measured pace than earlier in the year. As the New York Times reported:
“It’s obviously an economy that is well in expansion mode but that is coming off the boil after a strong second and third quarter,” said David Donabedian, chief investment officer of CIBC Private Wealth Management. “So the state of the job market is good. It’s just that the pace of job creation is slowing a little bit.”
Yearly wage growth remained at 3.1 percent for the second month in a row, a level not seen since the recession. “If you have solid wage growth while productivity is improving, that is the best of both worlds,” Mr. Donabedian said.

The Bad

The 155,000 jobs added in November fell below analyst expectations. The slowing pace of hiring is perceived to be caused by the inability of employers to find the right workers to fill their open positions. This appears to be the case in many parts of the economy, including those with some of the highest job gains this year such as healthcare. The Wall Street Journal reported on one such business in the high-demand area of elder care:
“The modest job-growth slowdown could be a sign of slightly softer demand for goods and services by consumers. For some companies, hiring also might be slowing because they can’t find the workers they need because unemployment is so low.”
That was the case for Home Instead Senior Care, an Omaha, Neb.-based in-home care provider, said its Chief Executive Jeff Huber. The company employs about 65,000 U.S. caregivers through its franchises, a 23 percent increase from three years ago.
“We could grow even more robustly if the labor market weren’t so tight,” Mr. Huber said. “The competitive job market is really restricting on our growth. There’s just tremendous demand for caregivers.”
Labor costs for the company, including wages and benefits, have risen about 20 percent annually in recent years, he said, but revenue is also growing robustly. The company is offering more training and flexible schedules to attract and retain employees, and recruiting older workers who have finished careers but aren’t ready to fully retire. A third of caregivers are older than 60, Mr. Huber said.

The Unknown

The recent announcement that General Motors would be laying off nearly 14,000 workers raises the question of whether these newly available workers would have the skills required to find new work, even in the current labor market in which job seekers are highly favored. This point was underscored by General Motors CEO Mary Barra:
“As Barra announced the cutbacks, she also said GM plans to acquire “skillsets of the future” by hiring in software development, battery and fuel cell technology and autonomous vehicle development,” The Detroit News reported. “You will see us having new employees join the company as others are leaving,” she said. “We still need many technical resources across the company.”

Through The Grapevine: How to Create and Manage an Employee Referral Program

A well-managed employee referral program may be the single most powerful weapon in an organization’s recruitment arsenal. In fact, employee referral programs continue to be a top source for hires. By encouraging employees to refer contacts in their professional networks for open positions you can reduce recruiting costs, improve candidate quality and increase employee engagement.

In this article, we explore the case for employee referral programs, some of the top considerations organizations should be mindful of and how to properly manage a referral program.

The Case for Developing an Employee Referral Program

employee referral program

Intuitively, developing a formal employee referral program makes sense.

After all, who better to refer great candidates and sell those candidates on why they should join your organization than your own employees?

Employee referral programs make good business sense. Some of the benefits your organization may reap from an employee referral program include:

  • Faster time-to-hire: A LinkedIn study uncovered that it takes an average of 29 days to hire a referred candidate compared to 39 days to hire a candidate through a job board.
  • Less impact on your talent acquisition budget: An employee referral program is an inexpensive sourcing strategy that relies primarily on word-of-mouth and internal communication. You don’t have to pay to advertise job posts. Due to the faster time-to-hire, organizations can cut internal costs as well, since recruiters won’t be spending as much time sourcing and interviewing candidates for open positions.
  • Top talent begets top talent: Another LinkedIn survey revealed that star employees tend to refer other star employees. Tapping into your top talent can help organizations source and hire high performers more effectively.
  • Better employee retention: Not only are candidates hired via an employee referral typically of higher quality, they also tend to stay at their jobs longer, with 46 percent remaining in their position for at least three years.

Employee Referral Programs as an Extension of Employee Engagement

With employee referral programs, saving time and money is just the beginning.

Employee referrals also add value through improved employee engagement.

Using employee referrals to hire candidates builds a more robust corporate culture by intersecting performance and engagement to drive business success through tapping current employees for qualified candidate referrals, thus simplifying the sourcing process.

Employees who recommend a new hire have a vested interest in onboarding and retaining that person, as many referral programs include a requirement that the referred employee must be with the organization for a specific period of time before the referring employee can get a referral bonus.

What’s more, employees who refer candidates will feel a sense of commitment to ensure their referral’s success because they recommended the position.

Moreover, employees who are involved in the recruitment process may feel a greater sense of purpose towards the future of your company.

By encouraging employees to submit referrals, you are letting them know you value their input and contribution.

What to Consider Before Implementing an Employee Referral Program

Set Program Objectives

Before implementing an employee referral program, organizations should outline objectives in order to set a clear goal.

Defining objectives early on in the process helps ensure your team is on the same page and knows exactly what is expected and when.

Setting objectives can be achieved by holding planning sessions with key stakeholders where you share the vision for the program, develop strategies to achieve success and find solutions that are mutually agreed upon.

Objectives for an employee referral program might include:

  • Improving quality-of-hire
  • Increasing new hire retention
  • Boosting employee morale and recognition
  • Lowering overall recruiting costs
  • Increasing diversity within the organization
  • Sourcing candidates with a specific skill set
  • Reducing the time-to-hire for external candidates
  • Better targeting and sourcing of passive job seekers
  • Deepening the pipeline of potential applicants

Leverage Technology

Technology can help make the employee referral process better for both employers, employees and referrals. Using your technology tools can streamline processes and minimize inefficiencies and missed opportunities in the referral program.

In an article with SHRM, Jennifer Newbill, Director of Global Employment Brand, Dell explains that Dell uses a combination of “white glove” and automated communications to manage its more than 40,000 annual employee referrals, making the process more manageable for the organization’s talent acquisition teams.

Social Media Referrals

Recruitment marketing technology can allow you to post jobs on your organization’s social channels in seconds. You can also leverage your existing employees’ social media networks – if your employees are willing to post on your behalf – to expand your reach.

Auto-Posting Open Roles

In order to get your employees more engaged in your employee referral program, you should consider sharing job openings on a regular basis. Instead of sending out emails manually every time a position opens, you can automate this process through your recruitment email marketing tools.

For example, gig-economy start-up Fiverr leverages employee referral software that gamifies the referral process by adding a competitive element to referring candidates. The software assigns points to employees and credit for all the actions they take. The software also keeps employees up-to-date on the status of their referrals.

Make Jobs Shareable Through Employee Portals

Make it easier for employees to share job opportunities through their social media accounts and email. Adding social links on job posts will allow employees to automatically share job openings with just a few clicks. The quicker and easier jobs are to share, the more likely your employees will participate.

Referral Tracking

Tracking and appropriately attributing a referral is crucial to the program’s success. To make tracking easier, a referral field should be added to applications. The referral field on the job application can be filled in with information about the referring employee, making referral tracking easier.

Managing an Employee Referral Program

When it comes to managing a successful employee referral program, there are a few elements to keep in mind. Ideally, every program includes the following:

  • Incentives
  • A simple process
  • Feedback

Below, we explain how your organization can manage each of these three elements within your employee referral program.

Employee Referral Incentives

According to a survey conducted by LinkedIn, 40 percent of respondents were motivated to refer candidates for a monetary reward. What’s more, 68 percent stated they submitted a referral because they wanted to help their organization. If you want to get the most impact out of your organization’s employee referral program, you should offer a combination of monetary and creative, non-monetary incentives for referrals.

  • Experiment with monetary reward amounts because there is no magic number that will motivate all employees. Periodically testing different amounts can allow you to optimize your financial incentives.
  • Employees who are more altruistic in nature may prefer the option of donating their referral bonus to a charity or cause close to their hearts.
  • An alternative to offering individual monetary incentives is to hold a quarterly prize drawing where every employee who has made a successful referral during the period is eligible to win.
  • While prizes and cash incentives can be great motivators, other perks can be just as effective. Non-monetary rewards can include reserved parking spots, extra time off or first choice of shifts and schedules.

For a PeopleScout client and multinational auto parts and accessories manufacturer, we encourage their store managers, area managers and team members to refer quality candidates, including friends and family, to current job openings.

Once the employee’s referral applies to a position, our client lets a member of our recruiting team know that a referral has applied.

In the system the candidate selects referral and the client lets us know. This ensures we do not miss a referral and/or they selected the wrong source code when applying. 

Our team then schedules an interview with the referral and if qualified, proceeds to extend a verbal offer. 

If the referral is qualified, they will be scheduled with the store/hiring manager for an in-person interview, unless the referral was a quality candidate from the store manager and they already met them in person.

To assist our client in tracking the referrals coming in, our recruiters maintain a digital log of the number of referrals that were phone screened and referrals that were hired.

Our client values this referral program because it yields quality candidates and results in a faster time-to-hire for critical positions. 

When a referral is screened the recruiter ensure the source code is correct in the ATS so we provide stats and results of referrals.

Program highlights include:

  • When we onboard and train our client’s new managers, PeopleScout emphasizes the employee referral program and its importance to the recruiting process
  • PeopleScout’s team has specific SLAs to ensure referrals are expedited
  • PeopleScout tracks time in status and conversion rates specifically for referrals
  • More than 25 percent of hires for our client come from referrals
  • More than 50 percent of referrals submitted are ultimately hired
  • PeopleScout hires between 9,000 and 11,000 people for this client annually

Simplify the Employee Referral Process

While 95 percent of HR professionals believe their employees fully understand how to submit referrals, 63 percent say they “very often or frequently” receive feedback that employees find it too complicated to refer someone.

When evaluating your program, ask yourself these questions:

  • Do employees know about your referral program?
  • Is it clear with whom or where an employee should submit a referral?
  • Is the technology used to submit referrals user-friendly?
  • Is it easy to track if the referring employee was given credit?
  • Is it easy to track the incentives that were earned?

If the program makes your employees jump through hoops to place a referral, you can be sure that it won’t attract many participants.

To simplify your program, start with the following steps:

Explain your employee referral program

Employees need to understand exactly how your referral program works to make it successful.

How you teach employees about the program depends on your size and how the workforce is dispersed geographically.

You might gather your employees together and give a brief presentation or create an online training course.

Or, you might do something as simple as sending an informational email or flyer for employees to review.

Set your requirements up front

If you want your employees to refer quality candidates, they need to know what traits and skills you are looking for.

Share the open positions you are hiring for and provide employees with the job descriptions, so they get a feel for the types of candidates that would be a good fit.

Provide regular reminders

You should periodically remind employees about the referral program. If you don’t, they may quickly forget about it.

InMobi, an Indian-based mobile technology company, offered a motorbike—a very popular vehicle in India—to any employee who referred a successful engineering manager candidate.

To keep the referral program top of mind, InMobi parked a motorbike right in front of their corporate headquarters so employees were reminded of the referral incentive every day while entering the building.

When you have an influx of open positions, send a reminder to your employees that explains how they can refer candidates and what the reward is for hired candidates.

You can also promote the referral program when you aren’t actively hiring.

An employee might refer a candidate you do not want to miss out on. You should add those candidates to your talent pool.

Collect and Provide Feedback  

Measuring results is critical to evaluating the success of the program and to finding improvement opportunities.

While metrics can vary depending on the goals you’ve set for the program, here are some good metrics to track:

  • On-the-job performance of referral hires
  • Retention/turnover rate of referral hires
  • Program ROI or the cost/benefit ratio
  • Employee satisfaction with the overall process

Provide notifications after an employee referral is made

Referring employees may be nervous about whether their referrals were any good. The best practice is to notify employees immediately when their referral is accepted/rejected, if the candidate is invited for an interview and when the candidate is finally hired or not.

Employee Referral Program: The Gist

Employee referral programs remain one of the top sources for candidates because they are a cost-effective, engaging talent acquisition strategy.

To get the most out of your referral program, understand what motivates your employees to refer candidates, make the process as easy as possible and maintain good communication with both the referrer and referee.

Rethinking Candidate Generation Strategies

Candidate generation strategies are crucial. In this time of rapid transformation and high competition for talent, employers face the challenge of evolving their talent generation strategies to stay ahead. For years, employers focused on attracting as many candidates as possible with the hypothesis that generating more applications was the best strategy to yield better quality hires. That approach to talent attraction and the metrics used to measure success are changing.

The old goal: Attract as many candidates as possible.

The new goal: Attract the strongest candidates who are the best motivational fit for your organization.

In this article, we cover the changing landscape of candidate attraction and why employers should develop a new, data-informed way of looking at job postings. We also present some specific strategies employers can put in place now and explore the benefits of these strategies.

When Sourcing Candidates Change is Not Optional

Many organizations remain stuck with outdated candidate generation strategies. Job titles and descriptions can go years without being updated to reflect the reality of the position or the ways that candidates look for jobs. Long, expensive contracts with specific job boards are common, even though the return on investment may be decreasing. There are several reasons why the old way is no longer working.

1. Employers look at the wrong metrics when building candidate generation strategies.

Many employers assume that a large number of views, clicks and even applications indicate an effective strategy, even when those numbers don’t translate to strong hires. At the same time, candidates are left frustrated by applying to jobs that are different than advertised and then facing rejection because they don’t align with the true requirements of the position or with an offer or a job that isn’t a good fit.

If a job posting yields too many unqualified candidates, it creates the risk of harming an organization’s employer brand. This is because when there are too many unqualified candidates, there is the risk of poor communication. Those candidates could become frustrated with a lack of communication and form a negative opinion of the organization which they could share with their own networks.

Employers need to modernize their candidate generation strategies and metrics to keep up with changing candidate expectations and advancements in workplace technology.

2. Candidate generation strategies: The process is expensive.

The practice of attracting large numbers of applicants is expensive. Employers pay to attract and process candidates who aren’t good fits. At one UK organization, we found that a dismissal at the CV review stage cost £1.92. This organization hired 6,000 employees for every 67,000 applicants. This means the cost of just the first stage was £117,000.00. The process of dispositioning an applicant after an interview is even more expensive.

3. Job postings aren’t optimized for the changing landscape.

The changing role of job boards is also disrupting the traditional process. The rollout of Google Jobs, for example, has made it easier for candidates to search for job postings the same way they search for everything else on the internet – and candidates have grown to expect this. Because of this, employers need to optimize job postings and use SEO strategies to ensure candidates will see those postings.

Candidate Generation Strategies for the Future

Building a Centralized Recruitment Function

By centralizing the recruitment function, employers build a team that can adapt more quickly to change and works more efficiently to put new strategies in place. HR leaders find that a centralized function allows all members of the team better insight into the full hiring process and helps them better understand how each step impacts the broader candidate journey.

It is also easier to test new strategies and deploy successful ideas throughout the entire recruitment function. Because there is no need to get the buy-in of other offices or teams, a centralized function can deploy changes quickly.

A centralized recruitment team also helps maintain consistent metrics and employer branding. When multiple teams are accountable for different parts of the process, those teams can start to shift over time to the point where aspects of an employer brand or the metrics used to define success can look different from team to team.

When processes are siloed it makes it more difficult for leaders to get a full view of the recruitment team and maintain consistency throughout the process. When the entire recruitment team is accountable to the same leader, the process remains more consistent.

Benefit: An accountable and synchronized recruitment team that can more effectively share your brand message.

Sharing an Honest Employer Brand

An authentic yet aspirational, unique and dynamic employer brand is key for employers looking to stand out in the competitive talent market. This type of employer brand will speak to candidates who fit with the current company culture but can also be an effective way to keep current employees aligned with shifting organizational priorities.

According to a report by Cornell University, organizations with a strong employer brand experience less turnover, a higher level of employee commitment, more buy-in to the corporate culture and increased engagement.

Successful deployment of an employer brand will include the development of media toolkits, with language, images, videos, social media posts, emails and more than the recruiting team can use to disseminate brand communications. Materials like these can be used to make sure your employer brand consistently comes through in job postings and advertisements.

Benefit: A strong employer brand will generate applicants who understand and fit in with your culture and who are excited to work for you.

Swapping Vanity Metrics for Sanity Metrics

As your goal changes from attracting the most candidates to attracting the right candidates, you need to adjust what metrics you monitor to see if you’re achieving your goal.

Vanity metrics can include data like the number of clicks or views you have for a job posting and the number of applications. These metrics don’t tell you whether the people who are clicking on your job advertisements or the candidates who are applying are good fits for the position or enthusiastic about working for you.

Sanity metrics are numbers like the ratio of clicks-to-hires or applications-to-hires. Sanity metrics can also include data about the performance and tenure of your new hires. These metrics tell you whether or not the right people are finding and applying to your job postings.

If you are looking at vanity metrics, you cannot tell if you are attracting the strongest talent.

Benefit: A more clear measure of whether you are meeting your goal of attracting the strongest candidates who are enthusiastic about working for you.

Using Data to Inform Decision Making When Sourcing Candidates

Data should be central to the candidate attraction process. Your team should consistently ask these four questions and make alterations to your recruitment process based on the answers the data provides.

1. Are you marketing your job properly for the audience you’re looking for?

Sanity metrics will tell you if your tailored approach to candidate attraction is working well. The exact ratios will vary from organization to organization and position to position, but your goal should be to decrease the ratio of clicks-to-hires and applications-to-hires while increasing performance metrics and tenure numbers on those hires. If you aren’t already tracking this information, you should gather historical data on the relevant positions and continue tracking performance and tenure data.

If, for example, you spend a significant amount of time and money reviewing applications from unqualified candidates, you can revise your job copy to reflect the more challenging parts of the job. One of our clients had challenges hiring for a door-to-door salesperson. The job posting gave a rosy view of the position, without mentioning the tougher parts.

This led to a high number of applications, but as candidates moved through the process, many realized they didn’t want the position. The cost of processing these applicants was high, as was new hire turnover once candidates started in the role.

By making the job posting more transparent about the challenges, applications decreased by 11 percent, despite a 10 percent increase in the salary for the position. The client saved 305 hours of hiring manager time over a three month period, made the same number of hires as before, spent less on candidate attraction, held fewer phone and face-to-face interviews and new hire turnover in the role dropped significantly.

2. Is your job title optimized for your audience?

Often, job titles at individual organizations are informed by organizational culture and tradition. These can lead to titles that haven’t changed in years or new and creative titles, like “digital prophet” or “crayon evangelist.” While these titles may function well inside an organization, they can’t attract candidates who search online for positions like “business analyst” or “design director” because those candidates will never find the positions.

Regardless of the job title you use internally, the job title you use in a posting should be informed by data. Tools like Google Trends and Google Keyword Planner can help develop SEO-friendly job titles that will help put your position at the top of search results. Popular job boards also provide click data, and you can perform A/B testing with your recruiting team to determine which job titles bring in the best candidates fastest.

One client was struggling to hire for a position they called “help desk advisor,” although the position was customer service related. Data showed that more people in the client’s location searched for jobs like “customer service representative.”

By changing the job title in the external job posting, the client received the same number of applications in two weeks that it normally received in six to eight weeks. Because of this, the time-to-offer and time-to-fill both decreased, and the client spent less on attracting candidates.

3. Is the most important information in your job posting laid out in the best way for readers?
Candidate Generation Strategies

If your marketing and optimization efforts are successful at bringing job seekers to your posting, you also need to make sure they get the information they need to decide if the position is the right fit and they want to take the step to apply. According to research by The Ladders, job seekers spend an average of 49.7 seconds deciding that a job isn’t right for them and 76.7 seconds deciding that it is a good fit. This only provides a short window of time to provide the information you want them to see.

By developing a strong employer brand, marketing the position properly and optimizing your job title, you will be able to provide the type of information the candidate needs to see to decide if your role is the right fit. Your challenge is to make sure they can digest it in less than one minute. The Ladders’ study used eye-tracking software to determine that most job seekers follow an “F” shape as they scan job postings.

This means, as you write up and lay out a job posting, you need to put the most important information in the first places a candidate will look. Using headings can also help candidates identify key criteria.

4. Are you using job boards effectively?

The introduction of Google Jobs drastically changed the landscape of job boards. For our UK client base, we are already seeing a decreased return on investment from job boards which has decreased our own spending. To ensure you are spending effectively on job boards, you need to constantly evaluate which boards perform better.

To do this, you need to find out which job boards send an appropriate number of the right candidates. Some boards may send a lot of candidates but very few are qualified. Others may send fewer and fewer candidates altogether. By monitoring this data, you can invest your budget into the right job boards to attract the right candidates. You should also monitor whether the job boards you use integrate with Google Jobs and what impact that will have on your application data because it could vary among different industries.

More benefits of data-driven methods:

  • Increased candidate quality and decreased turnover because you are attracting candidates who are enthusiastic about the position and your organization and who understand the responsibilities and requirements of the role.
  • Decreased time-to-fill and cost-of-vacancy because candidates who aren’t a good fit self-select out of the process, so you don’t waste money evaluating the wrong people.
  • Increased ability to attract the candidates of the future because you’re speaking to them where they are and in ways they expect as they search for new positions.

Candidate Generation Strategies: Key Takeaways

  • Rather than attracting as many applicants as possible, employers should focus on decreasing the number of unqualified or uninterested applicants while increasing the number of strong applicants.
  • Employers should use a data-informed process to guide their candidate attraction strategies.
  • Employers should consistently evaluate their use of job boards to match the quickly changing job board landscape.

Four Factors Impacting the Way Employers Interact with Candidates

Across the globe, employers and candidates live in an accelerating state of change. Adapting is difficult for both workers and employers, but the process of changing strategies as an organization is more complicated. There are legacy systems in place – especially for large organizations – and traditions can become entrenched. Remaining nimble is a challenge. For that reason, it is important to watch the employment landscape and respond with smart and targeted strategies.

In this article, we will explore four factors driving changes in the way that employers interact with job candidates: the digital transformation, current global economic conditions, shifting trust and privacy expectations, and the changing landscape of job boards.

1. The Digital Transformation

In a study by Gartner, 80 percent of executives reported that they have a digital initiative underway and 69 percent believe that they need to become significantly more digital to remain competitive.

According to McKinsey, 51 percent of job activities can be automated, but fewer than 5 percent of jobs are can be completely replaced by machines. The report also determined that the pace of change is so rapid, that by 2030 as much as 14 percent of the global workforce could need to change occupational categories.

Employers need to respond by finding candidates who can lead through change and learn and adapt – rather than candidates who only excel at a job as it exists today. This is becoming even more difficult as top candidates are in high demand due to record-low unemployment rates in many major global economies.

Fast Company reports that in May 2018 employers posted 314,000 tech job openings and only filled 8,700 of them. The Bureau of Labor Statistics also projects employment of software developers to grow 24 percent through 2026, faster than the average for all other occupations.

What does this mean?

Employers need to be able to attract and identify the candidates of the future – the people who have the skills and mindset needed to drive success into the future. That means developing an employer value proposition, or EVP, and an employer brand platform that is unique, authentic yet aspirational, and dynamic, sharing your EVP with your target audience, using innovative, data-driven strategies to attract candidates for the future and assessing candidates to identify those with a growth mindset.

2. Global Economic Conditions

In the decade since the start of the global economic downturn, many countries have recovered and now have competitive, candidate-driven markets for talent.

In the U.S., the unemployment rate is down to 3.7 percent. In the UK, it is down to 4.0 percent. There are strong employment numbers around the world. In a competitive market, employers need to be proactive about attracting both active and passive candidates.

Additionally, people are starting to feel more comfortable leaving their jobs, which is both an opportunity and a challenge for employers. It means that you have an opportunity to bring in strong candidates, but it also means that some of your strongest employees could leave for greener pastures.

With all of the press coverage about the state of the global economy, in-demand candidates will also recognize that the hiring landscape has changed. This, coupled with the potential for multiple offers, means that top candidates will have higher expectations – not only in regard to salary but also the purpose, mission and culture of the employer they choose.

What does this mean?

Employers around the globe should look for the best talent and use innovative assessment techniques to identify those who derive purpose from the work done by the organization and who are passionate about the mission. Employers should also ensure their offers and workplace culture lives up to and exceeds the expectations of the best candidates, and they should invest more in retaining top talent.

3. Shifting Trust and Privacy

Candidates are growing more cautious about which organizations they trust and who can have access to their personal data. Candidates in the U.S. and Europe have been exposed to political disinformation campaigns that left many reevaluating their sources of information. Additionally, privacy issues at Facebook have motivated many candidates to increase their social media privacy settings.

As a result, research shows that many people have grown to distrust traditional advertising from brands. Instead, more people are relying on recommendations from friends and relatives, according to Nielson. Forbes reports candidates are asking more about reviews on Glassdoor and issues that they read about online like turnover rates and layoffs. Consumers are also taking steps to avoid ads, with the Wall Street Journal reporting that 80 percent of adults in America use at least one ad blocking method.

While most candidates have some information available online for employers to find, some of the most tech-savvy are cutting back. According to Pew Research, 74 percent of American Facebook users have either taken a break from the site, adjusted their privacy settings or deleted the app from their phone. Another survey found that half of consumers in the UK don’t trust anyone with their personal information.

Beyond reactions from candidates, employers also face increasing regulations. The GDPR, or EU General Data Protection Regulation, took effect in May 2018. It requires businesses to protect the personal data and privacy of EU citizens for transactions that occur within EU member states. TechRepublic reports that 61 percent of compliance professionals say they’re concerned that the reduced data availability and new requirements of GDPR could impact future sourcing and recruiting. In the U.S., California recently passed the California Consumer Privacy Act of 2018. These laws are popular with voters, and employers should expect privacy concerns to be a continuing issue.

Despite these issues, Forbes reports that HR teams still have more data now than ever before. Employers benefit from the growing amount of data available, but they should keep in mind its limitations.

What does this mean?

Employers should work to build an authentic EVP and employer brand platform to gain trust and buy-in from candidates. This should include the development of brand ambassadors who can reach candidates who are skeptical of traditional information channels. By developing an employer brand platform that takes advantage of peer-to-peer networking, employers can break through the walls put up by ad-blocking software and ad-skeptical candidates. The authenticity of the message is key to appearing more trustworthy.

4. The Changing Role of Job Boards

The role of job boards is also changing rapidly. Google Jobs makes it easier for candidates to search for job postings the same way they search for everything else on the internet – and candidates have grown to expect this. According to Forbes, the second page of Google search results accounts for only 6 percent of all website clicks. This means that to ensure your target audience can find your available positions, you must have job descriptions optimized for search.

Inc. reports that Google’s preference for relevant text- and video-based content will also apply to Google Jobs results. Employers need to be SEO-savvy to get postings in front of candidates. Additionally, many candidates now search for jobs using the same search engines that supply information like Glassdoor reviews and news stories about your organization.

Job boards and aggregators have also changed in response to Google Jobs. Candidates no longer need to search a variety of job boards to find postings that match their skills. Because of this, for our UK client base, we are already seeing a decreased return on investment from job boards which has decreased our own spending.

What does this mean?

Employers need to be able to respond quickly as the job board environment changes. Google Jobs has only been available in the U.S. since 2017, and it was only introduced in the UK in 2018. This means there are still more changes to come. Employers should constantly evaluate which job boards bring in the most high-quality candidates in a cost-effective way and consistently adjust their strategy.

Where to Go from Here

In response to this rapid change, these four factors should be seen as challenges and opportunities, not barriers to success. Employers can use strategies like employer branding, new ways of generating candidates and assessments built for the future to set themselves apart.