Category: Talent Acquisition Strategy

Rethinking Candidate Generation Strategies

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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Many organizations remain stuck with outdated candidate generation strategies.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

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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. 

Employee Retention: Combating Turnover

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Employee retention is a major concern for many organizations. More than 50 percent of organizations worldwide have expressed difficulty in retaining some of their most valued employee groups according to a Willis Towers Watson study.

Although hiring has increased in recent years, turnover and attrition rates have also increased globally across all industries by more than 3 percent since 2013.

Turnover is not just an inconvenience for organizations, it can be expensive. Research from the Work Institute’s 2017 Retention Report uncovered that it currently costs 33 percent of a worker’s annual salary to replace them, with the major costs being recruiting a replacement, reduced productivity, cost of onboarding a new hire and training expenses.

This means for mid- to enterprise-sized employers, turnover can cost hundreds of thousands to millions of dollars a year. With turnover costs this high, it is important for organizations to improve employee retention.

Employee Retention: Employee Turnover and What To Do About It

The strong economy and historically low unemployment rates have made workers more confident, and as a result, they are more comfortable exploring the job market.

In the U.S., the unemployment rate reached 3.7 percent in October. Low unemployment is not confined to the U.S. The unemployment rate has also dropped to 4 percent in the UK and 5.3 percent in Australia.

In LinkedIn’s Why and How People Change Jobs study, the top three reasons employees leave a position are to advance their careers, dissatisfaction with their workplace culture and dissatisfaction with management.

Moreover, the study found that once employees resigned, 42 percent said they might have stayed if their employer had done something to show they valued the employee.

Below, we address some of the main causes of employee turnover and provide insights into how to improve employee retention.

Create a Positive Workplace Culture  

Stressful, negative and inhospitable workplaces are a recipe for high employee turnover. Research bears this out, as the American Institute of Stress reports that workplace stress can lead to an increase of nearly 50 percent in voluntary employee turnover.

How we feel about our work often depends on the relationships we have with coworkers, managers and the overall company culture. According to a study conducted by the University of Michigan, there are six essential qualities of a positive workplace culture:

  1. Caring for, being interested in and maintaining responsibility for colleagues as friends.
  2. Providing support for one another, including offering kindness and compassion when others are struggling.
  3. Avoiding blame and forgiving mistakes.
  4. Inspiring one another at work.
  5. Emphasizing the meaningfulness of the work.
  6. Treating one another with respect, gratitude, trust and integrity.

As an organization, you should work to foster these qualities in your workplace. The University of Michigan research points to two key strategies:

Encourage Trusting Safe Relationships

Employees who trust that their coworkers and managers have their best interests at heart feel safe, as research by Amy Edmondson of Harvard demonstrates. Workplace cultures where leaders are inclusive, humble and encourage their staff to communicate and ask for help lead to better learning and performance outcomes for all employees.

Be Empathic

A brain-imaging study found that when employees recollected instances when a manager had been harsh or lacked empathy, they showed increased activation in areas of the brain associated with avoidance and negative emotion, while the opposite was true when they recalled an empathic manager.

Moreover, Jane Dutton and her team at the CompassionLab suggest that leaders who demonstrate compassion toward employees foster individual and collective resilience in challenging times. Thus, creating a workplace environment more conducive for overcoming challenges and obstacles.

Key Action:

Develop a workplace environment that meets employee needs whenever possible to drive positive organizational outcomes and increase employee retention.

Professional Development

In an article published by HR Dive, Laurie Bienstock of Willis Tower Watson states that “We know from our research and consulting that career management continues to be a top driver of attraction, talent retention and sustainable engagement for most employees…Effective career management at many organizations remains elusive. That’s one of the main reasons so many of today’s employees feel they need to leave to advance their careers.”

Well-thought-out professional development programs can provide your employees with opportunities and clear direction on how to increase their skills and advance their careers within your organization.

With an expanded skill set, not only will employees feel more empowered, they will also have more tools to help your organization. A win-win for your organization and staff.

When starting a professional development program, you can leverage the expertise you have within your organization. Senior employees, for example, can serve as mentors and help mentees sharpen both their soft skills and technical skills, gain practical knowledge, institutional insights and hands-on guidance, and can help mentees become more valuable and versatile employees.

At PeopleScout, for example, we sponsor a program where employees are paired with mentors at different levels within the organization to provide mentorship and career guidance. During the first three cycles of our program, 10 percent of participants received promotions after completing the program.

Key Action:

Invest in your employees’ career development and tie their career success to the success of your organization.

Management and Leadership

It’s often stated that “employees don’t leave organizations, they leave managers.” This is not a mere business platitude, there is evidence to back it up.

In a study conducted by Gallup, 50 percent of employees said they left a job “to get away from their manager to improve their overall life at some point in their career.”

What’s more, according to an article by SHRM, “Employees who trust their managers appear to have more pride in the organization and are more likely to feel they are applying their individual talents for their own success and that of the organization.”

To curb employee turnover that stems from mismanagement, organizations should train managers on how to constructively engage, develop and motivate their teams to improve employee retention.

One challenge managers may face lies in the fact that what motivates employees is often unique to the individual. To uncover the diverse factors that drive their team members, emotional intelligence is required.

Training support for managers should involve teaching them how to build better relationships, communicate more effectively, notice the early signs of employee burnout, delegate work and shift their mindset from being “the boss” to becoming a leader who empowers their team for success.

Moreover, managers should not have to wait for HR to step in with talent retention initiatives. Instead, managers should feel empowered to provide incentives and rewards, as well as the ability to develop their staff and offer meaningful opportunities to their team.

Managers should also be aware that meaningful recognition and praise can be powerful. Employee awards, recognition programs and praise might be the single most cost-effective way to maintain a happy, productive workforce.

Managers can send positive emails at the completion of a project or monthly memos outlining the achievements of their team, and organizations can develop peer-recognition programs to provide positive feedback to individuals as well as their teams as a whole.

What’s more, organizations can create formal employee recognition programs. These programs let employees know that their work is valued and provides employees with a sense of ownership and belonging within their organization.

Creating a culture of recognition is something any organization can do to improve their employee retention. The key to success is identifying how your employees like to be recognized and then finding ways to show recognition in their preferred method consistently over time.

While recognition programs can help improve employee retention, you still need to make sure managers are provided with coaching and training programs as well as supplied with the resources they need to become more empowered.

Key Action:

Enable employees to have positive social interactions with leadership and a rewarding work environment to increase satisfaction with their role in the organization.

Using Predictive Analytics to Track Turnover

Today, organizations are more data-driven, using AI and predictive analytics to better analyze data and drive business decisions. Predictive analytics can be leveraged by organizations to monitor and manage employee turnover by identifying which employees are at risk of leaving the organization.

Organizations should build their predictive models based on employee data tracked and stored in their HRIS or ATS. This historical data contains a wealth of information relevant to predicting employee turnover. Successfully leveraging predictive analytics to improve employee retention begins with the validity and quality of data fed into a predictive model.

Some of the most commonly used employee information for turnover-focused predictive modeling includes:

  • Tenure or duration of employment
  • Compensation level or ratio
  • Date of, or time since, last promotion
  • Percent of most recent pay raise
  • Job performance score
  • Commute distance
  • Job satisfaction score
  • Number of previous positions held
  • Years with current manager
  • Engagement score

These points of data can be analyzed to predict the likelihood and rate of turnover across roles within an organization.

For example, a PeopleScout client uses data and predictive models to assess turnover trends. The client uses employee demographic information such as age, tenure and their previous employer to predict when an employee might resign based on historical trends and patterns of similar employees.

Equipped with this data, the client is better positioned to prevent valuable employees from resigning by taking preemptive actions during periods or junctures where the employee is most likely to resign.

Leveraging Interviews to Improve Employee Retention

A key to improving employee retention is uncovering the unique issues your employees face day-to-day. Exit and stay interviews can give you a wide variety of perspectives from which to tackle issues that are driving employees away.

Exit Interviews

Exit interviews are designed to gather feedback from departing employees, and can provide an organization with insights that can be used to make current and future employees less likely to resign.

For example, if your exit interviews uncover that employees feel their duties didn’t match their original job expectations, consider changing your job descriptions and your onboarding sessions to better reflect the duties within a specific role.

What’s more, recruiters and talent acquisition stakeholders should be educated on the competencies and skills that are needed to be successful in a specific role and be able to communicate them effectively to candidates.

Tips for conducting effective exit interviews:

  • Choose the Right Interviewer: When conducting an exit interview, the interviewer should be someone with little connection to the interviewee or someone they feel comfortable sharing their true feedback and concerns with.
  • Ask the Right Questions: To get the most out of an exit interview, it is important to ask the right questions – e.g. what is the attraction of the new position?; how were relationships with colleagues?; was there an issue with benefits or compensation?; what could be done to make this company a better place to work?
  • Analyze the Interviews: Make sure you analyze the results of each exit interview and aim to find any common issues that are causing your employees to leave.

Exit interviews shouldn’t be the only time you solicit feedback from employees. Rather, you should foster a culture of constructive feedback. Employee engagement surveys are a good way to take the pulse of employees throughout their tenure with your organization. That way, you’re more likely to get honest, constructive feedback from current employees, as well as when employees leave.

Key Action:

During an exit interview, ask about things like the quality of leadership, teamwork across and within departments, opportunities for advancement and internal policies.

Stay Interviews

In some ways stay interviews are similar to exit interviews. They are both used to identify reasons employees like or dislike their job and can uncover concerns or issues an employer may be unaware of.

However, stay interviews can be more valuable than exit interviews because they provide insights managers can leverage to motivate and retain employees before they make the decision to leave.

Questions to ask during a stay interview:

  • What keeps you working here?
  • What do you enjoy about your job?
  • What would cause you to leave the company?
  • What would you like to change about your job, team or department?
  • If you could change one thing about the company what would it be?
  • Have you ever thought about leaving the organization?
  • What motivates you at work?
  • Do you feel appreciated in your role?
  • Where do you see yourself in five years?

After conducting a stay interview, be as transparent as possible with the interviewee about what you can or can’t do to remedy a particular issue.

Key Action:

Aim to conduct your stay interviews at least once per year to augment the more general information about team satisfaction obtained through engagement surveys. Schedule them separately from performance reviews so the goals of each meeting remain distinct.

The Gist:

Unmanaged employee turnover is costly and disruptive to organizations. Approaches to retaining top talent need go beyond compensation and benefits to include improving employee job satisfaction with meaningful engagement, organizational commitment to managing employees’ relationships with their managers and clearly communicating opportunities for growth and advancement with the organization.

PeopleScout Australia Jobs Report Analysis – October 2018

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The Australian Bureau of Statistics released its October jobs numbers showing an unemployment rate that remained steady at 5.0 per cent as nearly 33,000 jobs were added and the participation rate rose to 65.6 per cent.

Australia Jobs Report Analysis – October 2018

The Numbers


32,800: The Australian economy added 32,800 jobs in October.
5.0%: The Australian unemployment remained at 5.0 per cent.
65.6%: Labour force participation rose to 65.6 per cent.
+4: According to the NAB, the business confidence index fell to +4 index points.

Upside


Hourly pay rates in Australia rose by 0.6 per cent in the last quarter which met analyst expectations. Wages have now increased 2.3 per cent over the past 12 months, which is the highest annual growth rate in three years. Public-sector hourly rates of pay rose by 0.6 per cent in the quarter and 2.5 per cent over the year, while private-sector workers received a 0.5 per cent increase in the quarter and 2.1 per cent over the year.


Unemployment remained steady at 5.0 per cent which was below analyst expectations. The unchanged rate is good news since the labour force participation rose during the month. When more people join the labour pool, unemployment rates can go up if those who have just started to participate are not working yet. Full-time employment was up 42,300 following the addition of 24,600 in September.


In seasonally adjusted terms, the largest increase in employment was in New South Wales (up 16,300), followed by South Australia (up 7,700).

Downside


The largest decreases in employment were in Victoria (down 3,500 persons), followed by Queensland (down 3,200 persons). Part-time employment decreased by 9,500 jobs. The Business Confidence Index fell to +4.0. The wage increases, though they are the highest in three years, are relatively lackluster. As ABC reports:
“While jobs growth has been rolling at 2.5 per cent over the year, it has yet to ignite wages growth.


Capital Economics analyst Marcel Thieliant said wage growth is still unlikely to pick up even if unemployment falls below 5 per cent in coming months.
‘The ageing and higher education levels of the workforce coupled with improved job-matching via the internet suggest that the natural unemployment rate may now be as low as 4 per cent,’ Mr. Thieliant said.


‘What’s more, the unemployment rate is not telling the whole story. The seasonally adjusted underemployment rate remained at 8.3 per cent, underlining that there’s still a large number of employees that would like to work additional hours.’”

Unknown


Apprenticeships received a boost when the Australian government recently announced an investment of AUS$60 million for a trial wage subsidy as an incentive for employers in regional and rural communities to employ more apprentices. Starting January 1, 2019, the new subsidy under the Australian Apprenticeships Incentives Program will support eligible new Australian Apprentices in areas such as plumbing, mechanical, electrical, painting trades and hairdressing, which are currently experiencing skills shortages. Whether these wage incentives attract sufficient apprentices and employers willing to hire them to address the ongoing skills gap remains to be seen.


Australia’s largest national youth survey found the following:


“Taking on an apprenticeship leads to the highest level of wellbeing among young Australians out of all post-school pathways, according to the results of the nation’s largest youth survey to be released today.


The Skillsroad 2018 Youth Census gained more than 30,000 responses nationally from youth aged 15-24, and found that those undertaking an apprenticeship, traineeship, or working in some capacity were happier overall and experienced higher levels of ‘meaning,’ ‘resilience’ and ‘optimism’ than all other pathways after school.


Additionally, that survey participants who were working whilst in secondary school, and contributing financially to their housing situation (even if living at home with parents), reported higher levels of well-being than those that weren’t.”

PeopleScout UK Jobs Report Analysis — November 2018

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This month’s UK Labour Market Report, which covers July through September, brings to mind a gathering of friends sitting around the dinner table when a long-anticipated guest bursts through the door and breathlessly announces, “I have good news and bad news, which do you want first?” This month’s report contains elements that are unquestionably good and bad, but there are some items where interpretation varies.

UK Jobs Report Analysis — November 2018


First, the objectively good news: The number of employed people rose by 23,000, bringing the employment total to a new high of 32.41 million, which is 350,000 more than a year earlier. And the bad news? The UK unemployment rate has risen to 4.1 per cent, up from a 43-year low of 4.0 per cent. In the last quarter, 21,000 UK workers lost their jobs.


Below, we focus on factors that are up for interpretation.

Wages

The growth in UK wages accelerated to a near 10-year high. Average nominal earnings (wages excluding bonuses) rose 3.2 per cent from the same quarter a year earlier. This is the largest increase since December 2008 and higher than the expected 3.1 per cent predicted in a Bloomberg survey.


The rise in wages is continuing to outpace prices, which is a relief for those impacted by the inflation surge following the Brexit vote. While the rate of pay growth may be greeted positively by workers, it is a concern for employers who are feeling the pressure to raise wages to retain and attract talent in a tight market.

Job Vacancies

Job vacancies hit a record high of 845,000, which is welcome news for job seekers who find themselves “in the driver’s seat” given the high demand for workers. A large number of job vacancies can be perceived as a sign of a robust economy with many enterprises seeking to grow.


However, this high number of open positions can take a toll on both employers who have to ensure profitability with a smaller number of workers and the workers who may be required to take on extra responsibilities. Given the number of opportunities available, workers may feel the lure of quitting for a more lucrative position when they carry a burdensome workload.

EU Nationals as Part of the UK Workforce

There were 132,000 fewer EU nationals working in the UK than a year earlier, bringing the total to 2.25 million. This was the largest annual drop in the number of workers from Europe since the Office for National Statistics began keeping track in 1997.


The fall in EU workers was due to a decline of 154,000 workers from the eight eastern and central European accession countries that joined the EU in 2004. This was offset by an increase of about 23,000 workers from other EU countries. The Financial Times reports:


“Stephen Clarke, senior economic analyst at the Resolution Foundation think-tank, said that the fall in EU migrant workers ‘shows that Britain’s labour market is already changing ahead of its exit from the EU.’


‘Firms who employ a large share of migrant workers need to think now about adjusting to a lower migration environment, in terms of the workers they employ, what they produce and how they operate,’ he said.”


This may be music to the ears of those who hoped that Brexit would bring more job opportunities to UK nationals. For others, the decline in EU workers exacerbates an already difficult skills shortage and increases the pressure to raise wages to attract home-grown talent.


If we check back in with the gathering of friends sitting down to dinner, some may have heard mostly good news and some mostly bad, but they can all agree that there is much to digest as the year draws to a close and Brexit looms ever closer.

Talking Talent: How Employers Can Learn to Translate Military Resumes and Hire More Veterans

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In this special Veterans Day edition of Talking Talent, we’re talking about how employers can learn to understand and translate military resumes to hire more veterans.

In the last five to 10 years, employers have made strides in veteran hiring. However, there is still a lot of work to be done when it comes to retaining veteran hires. According to a survey by VetAdvisors, 80 percent of veterans leave their first civilian job within the first two years. Employers can help decrease that number by working to place veterans in the right job the first time around. One major component of that is being able to understand a veteran’s skill set and how it translates to civilian work.

Joining us is Carl Vickers, PeopleScout’s Global Veteran Strategy lead. Carl served in the U.S. Air Force during Operation Enduring Freedom and Operation Iraqi Freedom as an Aerospace Ground Equipment Technician.

Carl has been with PeopleScout for almost six years. He has been focused on veteran recruitment for more than seven years. He also serves as a Military Liaison with the ESGR (Employer Support of Guard and Reserve) for the State of Indiana.

Carl has been featured in several publications and was a contributing author of a veteran-focused book on employment called “An American Crisis – Veterans Unemployment” which received numerous awards including Top 10 Business Books for 2014 and Top 100 for Amazon. He is also the Editor of PeopleScout’s Military Transition blog – Veteran’s Corner, which provides insight from the professionals on resume development, interviewing skills, as well as networking and many other employment and career-focused articles written entirely by former military and military spouses.

Carl explains specific steps employers can take to help bridge the gap in understanding between military and civilian resumes including best practices for building a training program for civilian employees and who should receive that training. Carl also shares the veteran hiring strategies employed by PeopleScout.

You can access the resources Carl mentions in the podcast here:

You can also learn more in our ebook, Best Practices for Hiring Veterans, updated for 2018. In the book, you’ll learn the most important and effective steps to take when creating a veteran hiring program. We dig deep into the veteran hiring landscape, so you can understand the unique challenges veterans face as they transition into the civilian workforce.

PeopleScout Canada Jobs Report Analysis — October 2018

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Canada’s unemployment rate has moved back down to a four-decade low of 5.8 per cent, but even in a tight job market where employers are having a hard time finding workers, wage growth is slowing. The nation added 11,200 net new jobs in October, including a gain of 33,900 full-time positions, Statistics Canada reported in its latest labour force survey. The agency said the jobless rate moved down from the 5.9 per cent level in September, mainly because fewer people searched for work.

The Numbers

11,200: The economy gained 11,200 jobs in October.
5.8%: The unemployment rate fell to 5.8 per cent.
1.8%: Weekly wages decreased to  1.8 per cent over the last year.

The Good

Employment among people in the core-aged group (25 to 54) rose by 31,000 in October. On a year-over-year basis, employment for core-aged workers increased by 169,000 (+1.4 per cent) with gains equally distributed between men and women. Job gains were not limited to the core age group. The number of workers aged 55 and over rose by 19,000 in October, which is the result of more employed women in this age category. The unemployment rate for all workers aged 55 and over fell by 0.3 percentage points to 4.9 per cent. Compared with October 2017, the number of workers aged 55 and over increased by 72,000 (+1.8 per cent).
More Canadians were employed in business, building and other support services; wholesale and retail trade; and healthcare and social assistance. Full-time employment rose by nearly 34,000. Over the last year, the number of employed people in Canada grew by206,000 or 1.1 per cent, with the most of the gain coming from full-time work (+173,000).

The Bad

Year-over-year, average weekly wage growth fell to just 1.8 per cent and hourly wage growth slowed last month to 2.19 per cent for the lowest reading level September 2017. Experts have predicted wage growth to rise along with a tightened labour market, but average hourly wage growth has dropped every month since May when it was 3.94 per cent.
The loss of over 22,000 part-time jobs contributed to the lackluster job gains in October. The unemployment rate fell only because fewer people were in the labour force which decreased by 18,200. With the exception of Saskatchewan which gained 2,500 jobs in October, employment was essentially flat in every other province.
There were 17,000 fewer Canadians working in “other services” in October, the first notable decline in six months. “Other services” includes services such as those related to civic and professional organizations; repair and maintenance; and private households. Employment in finance, insurance, real estate, rental and leasing declined by 15,000 in October, offsetting an increase the month before. On a year-over-year basis, employment in the industry was essentially unchanged.

The Unknown

The tax reforms in the U.S. may seriously impact the Canadian economy in the near future according to a recent PwC study as reported in BNN Bloomberg:
“Our analysis suggests that the U.S. tax reform has eliminated one of Canada’s main competitive advantages. We are of the view that this loss will have a significant negative impact on capital-intensive sectors in Canada,” according to the report, which was produced for the Business Council of Canada. “All else being equal, these sectors as a whole would likely face a significant shift in investments from Canada to the U.S. over the next 10 years.”
The wide-ranging tax reform bill cut the U.S. corporate tax rate to 21 per cent from 35 per cent and allows for companies to deduct the full cost of capital spending from their tax bills.
PwC said $85-billion in GDP – about 4.9 per cent of total output – and 635,000 jobs are at risk due to the U.S. leapfrogging Canada on the competitive front. It forecasts the chemical, machinery manufacturing and plastics industries would be most at risk. On a provincial basis, PwC said Ontario has the most on the line, accounting for nearly one out of every three dollars identified at risk.”

PeopleScout U.S. Jobs Report Analysis — October 2018

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U.S. Jobs Report Analysis — October 2018

The Labor Department released its October jobs report which shows 250,000 jobs added to the U.S. economy. The pace of hiring was strong, and the unemployment rate remained at 3.7 percent, the lowest point since 1969. The unemployment rate held steady because the number of people working or looking for a job increased by 711,000, nudging the labor force participation rate up to 62.9 percent, from 62.7 percent a month earlier. U.S. employers have added to payrolls for 97 straight months, extending the longest continuous jobs expansion on record.


The Numbers

250,000: The economy added 250,000 jobs in October.
3.7%: The unemployment remained to 3.7 percent.
3.1%: Wages increased 3.1 percent over the last year.

The Good

Wage growth climbed 3.1 percent from one year ago, on an hourly basis, exceeding 3 percent for the first time since the recession. On a weekly basis, wages grew at an even stronger rate at 3.4 percent. The economy has added 2.1 million jobs so far in 2018, which puts it on track to be the third best year for job growth since the recession. This year is 89,000 jobs behind the pace of 2015 and 322,000 jobs behind the pace of 2014. The overall increase in those participating in the labor pool is an indicator of the continuing strength of the job market.
For those ages 25 to 54, 82.3 percent are participating in the labor force and 79.7 percent have jobs. Both figures are now at their highest levels since the recession and its immediate aftermath. The biggest sectors for job growth continued to be professional services and health care, and the construction and manufacturing industries have also had solid gains over the last year.

The Bad

Not everyone is reaping the same benefits from the strong job market. The unemployment rate for workers with high school education or less climbed in October. Workers without a high school degree face triple the unemployment rate of those who finished college. Education level is not the only determining factor, as Bloomberg reports:
“Ten years after the Great Recession, 25- to 34-year-old men are lagging in the workforce more than any other age and gender demographics. About 500,000 more would be punching the clock today had their employment rate returned to pre-downturn levels. Many… say they’re in training. Others report disability. All are missing out on a hot labor market and crucial years on the job, ones traditionally filled with the promotions and raises that build the foundation for a career.”

The Unknown

With unemployment at record lows, a critical question is how many of those still on the sitting on the sidelines outside of the labor force can be coaxed back in to fill the current and future open positions. Commenting on the strong job statistics for 25- to 54-year-olds noted above, Neil Irwin in the New York Times writes:
“The proportion of prime-working-age adults — those between 25 and 54 — who were working in October soared to 79.7 percent, up from 79.3 percent in September and easily the highest of this expansion.
Strikingly, though, there is still room to run on this measure compared with the last two economic peaks. That figure was 80.3 percent in January 2007 and 81.9 percent in April 2000.
Does the economy still have the potential to reach those levels, or reach still higher ones? If so, there’s no reason this kind of job growth can’t continue for at least a few more years.
If, on the other hand, some of those who have left the labor force won’t be pulled in no matter what, the economy will be hitting a simple constraint of not having enough workers — all the more so given more stringent policies limiting immigration.
So celebrate the latest jobs numbers, while hoping that this proves to be the middle of a nice boom rather than the beginning of the end.”

Talking Talent: Addressing the Workforce Gap in Nursing

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In this episode of Talking Talent, we talk about how to address the workforce gap in nursing and the solution developed at Sutter Health in Northern California to increase nurse retention.

Healthcare organizations across the United States are grappling with the nursing shortage. According to the Bureau of Labor Statistics, the employment of registered nurses is expected to grow 16 percent between 2014 and 2024 based on an increased emphasis on preventative care, growing rates of chronic conditions like diabetes and obesity and demand for healthcare services for the baby boomer generation. At the same time, baby boomer nurses are retiring in unprecedented numbers. By 2020, the number of baby-boomer nurses in the workforce will decrease to just half their 2008 peak.

Joining us to talk about the unique solution at Sutter Health is Christine Cress, the Director of Nurse Workforce and Leadership Development. A skilled executive coach and Stanford-trained facilitator, Christine has led inter-disciplinary teams to create functions and company programs where they did not exist before. She has been named honorary nurse by her nurse executive colleagues and is a strategic business partner generating results that require no spin. Christine blends mind, heart and business to her practice as a healthcare leader. She brings the insights of 18 years in healthcare – partnering with finance, supply chain, clinicians and HR to serve those who take care of patients.

In this interview , Christine explains how she and her team developed and funded an internal program that increased nurse retention during the nursing shortage.

You can read more about skills shortages in healthcare here:

Listen to other Talking Talent Podcasts about healthcare:

2018 Q3 Global Economic Snapshot

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The strong job growth which characterized the first half of 2018 continued in the third quarter for many of the world’s leading economies. Tangible evidence of rising wages spurred by the tight job markets began to appear in the U.S. and the UK. Employers continued to be challenged by the decreasing pool of available talent which has added to the urgency to successfully recruit and retain talent.

Solid Job Growth and Low Unemployment in Many of the World’s Largest Economies


In Q3 in the United States there were more job openings than unemployed workers to fill them, and in September, the unemployment rate plunged to its lowest level since 1969. In the UK, unemployment rates were at their lowest in more than 40 years. The U.S., UK, China, Germany and Japan all posted unemployment rates under 4 percent during the quarter. Unemployment in Australia dropped to 5.3 percent in July and held steady in August. The euro area (EA19) seasonally-adjusted unemployment rate was 8.1 percent in August. This is the lowest rate recorded in the euro area since November 2008. Individual European economies however, such as France and Italy, continued to post unemployment rates above 9 percent.


For other major economies, the results were more mixed. Canada, which had experienced healthy job growth during much of the last year, had a rise in unemployment in August which was followed by job gains in September driven by part-time employment. Brazil, Latin America’s largest economy, had an unemployment rate above 12 percent during the third quarter. While Brazil’s unemployment rate is among the highest in the Americas, it is still an improvement over the 13.1 percent rate average during the first quarter of 2018.

U.S. and the UK: Possible Signals of Wage Growth are Not Shared Worldwide


In June, the New York Times noted “The rise in consumer prices over the last year has effectively wiped out any wage increases for nonsupervisory workers…That is odd for an economy with a tight labor market, with unemployment running at a 3.8 percent…the benefits of a hot economy have not yet translated into a significant wage increase for workers.” While this article was specifically referring to the United States, slow wage growth has been the norm for the world’s wealthiest countries despite sustained low unemployment.


Wage data released during the third quarter in the U.S. and the UK suggests that real wage growth may have finally arrived. In the U.S., average hourly earnings rose by 0.4 percent in August, pushing the annual rate of increase to 2.9 percent – the fastest pace since June 2009. And in the UK, wage growth accelerated over the summer with the lowest jobless rate in more than four decades. The Office for National Statistics reported that earnings excluding bonuses rose an annual 2.9 percent in the quarter including May, June and July. In July alone, basic wages rose 3.1 percent, the most since 2015. The wage increases in both the U.S. and the UK outpaced the rate of inflation, which may have a positive impact on their overall economies.


By contrast, Canada actually saw a decrease in year-over-year wage increases during the third quarter. In August the growth rate slid to 2.9 percent after expanding to 3.2 percent in July and 3.5 percent in June. In Australia, wage data for the third quarter has yet to be reported. However, the Australian Bureau of Statistics announced that consumer prices and wage price indexes both rose by an identical 2.1 percent from the start of the year to June.

Brexit, Tariffs and the End of NAFTA


While the third quarter ended without any new clarity regarding the details of the UK’s exit from the European Union, a number of businesses, including those in the financial sector, have continued planning to move operations and employees out of the UK. The composition of the UK workforce has also started to change in response to Brexit. In August, The Office of National Statistics reported the number of European Union nationals working in the UK fell by 86,000, a record amount. This decrease was the largest annual amount since records began in 1997 and continues a trend seen since the 2016 Brexit vote. This contrasts with a rise in the number of non-EU nationals working in the UK. That number is now 1.27 million, which is 74,000 more than a year earlier. Without determining the status of EU nationals working in Britain after a final Brexit settlement, the composition of the UK workforce in both the near and long-term remains unclear.


The U.S. imposed tariffs on China before and during the third quarter. In the United States, the tariffs have led to some job losses, but when balanced against impressive domestic job gains, the extent of the impact of these tariffs on both countries remains to be seen.


Uncertainty over the future of the North American Free Trade Agreement, or NAFTA, has been a challenge for many employers in Canada, the U.S. and Mexico. Changes to NAFTA could have potentially altered the price and availability of many goods and services. After extensive negotiations among the three countries, a new trade agreement known as the U.S.-Mexico-Canada agreement, or USMCA, was announced just after the end of the quarter. The agreement must still be ratified by each country’s legislatures, but the announced new terms and rules will allow employers to resume planning and hiring forecasts which may have stalled during uncertainty over NAFTA in the 1.2 trillion dollar North American market comprised of Canada, Mexico and the U.S.

Addressing the Skills Gap: Upskilling Employees


Upskilling, or teaching new skills to current employees, is one way to address the skills shortage and current economic conditions faced by many employers. Upskilling not only provides additional skills to valued workers, it can also support their retention. As a recent article in Forbes notes:


“With the job market booming, employers should make every effort to prevent employees from job hopping their way up the corporate ladder, forcing companies to backfill positions and costing thousands in recruiting expenses and lost productivity. By investing in their employees’ education and skills training, employers not only increase employees’ value to the company but also send them the message that they are worth the investment and have a place in the company’s future.”


No matter how high a company’s retention rate may be, retirement and corporate growth require an effective recruitment strategy to attract new talent. Employers that promote the development of their employees’ skills provides a competitive advantage in attracting motivated candidates, and ultimately productive and successful employees.