This week in the UK, many businesses are considering how to safely return their employees to construction sites, field work and offices in larger numbers. Schools, nurseries and—dare we hope—shops, bars and restaurants may follow in June and July.
What does your workplace look like today? Is it an empty office or a packed manufacturing facility? Wherever your employees and colleagues are, their health and safety have never been more important.
Post-pandemic, the vigilance around employee care will move from wellness to health. I don’t want to downplay a strong wellbeing policy, and it’s cool to have a yoga studio, but it’s essential to provide protection from harm. Government guidelines will likely mean it’s not a matter of choice, but it’s not legislation alone that will drive this cultural change.
Some new examples of business responses are highlighted in a recent article from the BBC, from onsite medical teams to implementing temperature checks for employees and customers.
“We used to say every business will be a digital business. But today we say every business will be a health business.”
Gianfranco Casati, Chief Executive for Growth Markets, Accenture
Businesses with high-risk environments have recognised the importance of keeping employees safe and healthy for a long time. I worked with an offshore drilling company who set ‘Safety’ as a cultural objective for all employees. It’s sound reasoning—a payroll clerk doing their job with unerring accuracy gives someone on the drilling platform one less distraction on the job.
So, how does this impact recruitment and talent acquisition?
Candidate Experience
In your communications plan, information on health and wellbeing should be mandatory information, not just positioned as a benefit. Recruiters and interviewers must demonstrate higher levels of responsibility and care to candidates, including guidance on safely accessing your sites.
Technology
Implementing virtual hiring solutions can help to protect your employees and candidates by eliminating face-to-face interactions while allowing you to continue moving forward with your recruiting needs.
Employer Brand
In late 2020, at the height of the COVID-19 pandemic, prospective employees who wanted to understand a company’s culture and values asked their interviewers how they and their colleagues were treated, and how well they were cared for.
In a way, that shouldn’t feel new. People and culture are most companies’ greatest assets. Leading organisations recognise this and demonstrate it to their employees and candidates. Protecting your people must be more serious now, but it’s likely always been a priority.
As organizations around the globe confront the challenges presented by the coronavirus (COVID-19) outbreak, even the most seasoned talent leaders find themselves in uncharted territory. We’re creating a mini-series with our experts here at PeopleScout about the issues that are most pressing during this uncertain time.
This profile shares insights from PeopleScout Vice President of Technology Carter McHugh.Carter brings more than 22 years of experience in building world-class software solutions for businesses and consumers. In his role at PeopleScout, his passion is creating a culture of technology excellence at a global scale and delighting customers with innovative software solutions that improve their people and business processes. Prior to joining PeopleScout, Carter held various executive technology roles at CSG International, a leading provider of enterprise revenue management and customer engagement solutions for the telecommunication industry.
Carter shared his insights on best practices for using virtual talent solutions from his home office in Chicago.
How does cloud computing enable virtual hiring solutions? What would they look like if we didn’t have this type of technology?
Great companies have been investing heavily in modernizing their technology infrastructure by enlisting the help of major cloud computing platforms like Amazon with their AWS offering, Microsoft with their Azure offering and Google with their Google cloud platform. These companies are experts in providing secure, always on, and really most importantly, managed infrastructure and platform services. Through automation, these services seamlessly support elastic demand — meaning they can rapidly scale up when they’re required to due to extra usage, and they can also scale back down when they’re not as heavily utilized.
In just a matter of weeks, the world has shifted rapidly to fully digitalizing their work requirements, resulting in increased network bandwidth, processing and data storage requirements. Without these managed computing services, companies would be understaffed and would lack both the data center equipment and the automated operations necessary to handle such a rapid increase brought on by virtual talent solutions.
Here at PeopleScout, our proprietary tool, Affinix™ talent technology, and the technology partners we use are all designed to take advantage of these cloud computing services. So, we’ve been able to respond very quickly and ensure that our clients can manage this sudden shift away from traditional, face-to-face interviewing into digital interviewing and virtual hiring throughout their talent acquisition process.
These services aren’t limitless. When we experience outages, what’s happening and why?
I think almost everyone can recall times when they’ve sat down to stream their favorite show or movie and it’s getting interrupted, or they’re seeing a little circle spinning. A lot of that is due to high network congestion or just an overload of too many people trying to access the service at once. As good as these cloud competing platforms are in their ability to provide this highly available, scalable virtual infrastructure and these great application services — it isn’t totally magic.
Somewhere there still exists physical computers, networks, digital storage and in a lot of cases, people who are still running and working very hard to make all of this possible. So, when too many of these resources are requested all at the same time, they all still have to compete for that same available physical resource. Things have to wait their turn to get processed, so that’s when you see the service degradation and the digital disruptions. Sometimes that can result in a lot of end user frustration, and companies work very hard to avoid this. But again, it’s not easy to avoid in a situation like we’re facing today with such a rapid shift into the fully digital experience we’re witnessing right now.
As organizations rely more heavily on these services for their talent acquisition solutions, what are some best practices to avoid outages?
Right now, we’re all staying home and practicing social distancing to help flatten the curve to mitigate overwhelming our critical medical equipment and personnel during the COVID-19 crisis. A similar pattern applies to peak digital technology load used during the workday.
For example, think about when you use a high definition video for a live interview, especially with multiple participants. Imagine you have a hiring manager and several members of a team and they’re all connecting on their webcams with a candidate and trying to complete a live interview. Many organizations across the world are all doing this during the peak business hours between 10:00 a.m. and 4:00 p.m., and all of this combined can really overwhelm those services.
Some good ways to work around this are for talent acquisition teams to:
Reduce or shift live interview schedules with candidates. Most digital interviewing technology, in addition to having live interview capabilities, offer on-demand interview capabilities. This allows hiring managers to pre-record themselves asking interview questions and make them available via a link to an applicant, who can then choose a time and place of their convenience to record their answers. This can ease the burden of having to do everything live, and candidates can complete an interview without the risk of real-time disruption due to service degradation or unavailability.
Use text or voice only interviews.This can be especially useful for initial screening interviews. Once you’ve narrowed down your candidate slate to just a few finalists, you can conduct interviews with live video to help reduce the peak usage load for some of these technologies.
It’s also important for companies and teams to ensure that the digital technologies they’re using employ best practices, including data security and consent. When you’re using these tools with your team and candidates, make sure you’re getting their informed consent to participate in the interviews and recordings using the technology.
Right now, we’re dealing with a relatively short-term crisis, but we could see some permanent changes to the way people get hired and do work. What changes do you anticipate going forward?
With any new technology that’s introduced, there are always people who are early adopters and those who are more hesitant. What’s unique in this crisis is that companies that may have been slower to embrace some of the new virtual talent solutions and talent acquisition technologies now have no choice but to adopt these very rapidly — which can really push them out of their comfort zone. They may have felt that using a video technology wouldn’t allow them to deeply connect with their applicant, or maybe they feared embarrassment or looking bad if the technology failed during an interview. Those were all certainly legitimate concerns, but ones that were very rapidly removed in this crisis.
And as companies have been forced to embrace these new technologies, they’re becoming more comfortable with this new normal. They’ll soon start to realize that they may have been trying to get many candidates to interview in-person who may not have been a good fit, and a video interview may have saved time and resources. They’ll also see that the younger generation of folks who are comfortable with technology may actually be seeking out and really appreciate the ability to interact with technology enabled companies and talent acquisition teams that allow them to set their own interview schedules.
I really believe that once this crisis passes, we’ll definitely see permanent changes to many talent acquisition teams’ processes and they’ll be looking to keep the technologies that they’ve been using. They’ll probably be increasing the use of these technologies, really designing their processes and their candidate engagement more so around virtual solutions.
What other types of tools do you see becoming essential for virtual talent solutions?
The hiring process is definitely two way — candidates are just as interested in if the role, company, people and culture are a good fit for them as the hiring manager is trying to figure out if the candidate is a good fit for the job. Onsite team interviews and guided facilities tours have traditionally been a really important part the final interview stages so the candidate and hiring manager can get really sold on whether this is the right place for them and if this is the right candidate for the team.
Seeing the actual what, where and how teams and companies work has always been critical for candidates to picture themselves in a role and make the final decision on whether to accept or decline an offer. With the potential for increasing remote work as teams are more distributed than ever across the globe, some forward-thinking companies are looking ahead with digital onboarding tools. These are tools that bring together team videos, leadership interviews, daily work instructions, examples of people in the role doing the work, and in some cases using augmented or virtual reality scenarios that can create a simulated work environment for a candidate.
All of these things go a tremendously long way in engaging the best candidates with a modern, consumer-like experience that they’re so used to. This also has the benefit of streamlining these talent acquisition processes, so it benefits both sides. It ensures the candidates and hiring managers all have the best information to make what is really one of the most important decisions of their lives.
Are there any final thoughts on virtual talent solutions you’d like to leave us with?
We are truly living in some extraordinary times right now, and I’ve seen how companies all over the globe are reacting quickly and responding to the changes COVID-19 has brought to the workforce. It’s impressive to see the capabilities companies have implemented to enable their workforce, help their employees and continue to find the best talent they can to run their businesses in these truly unprecedented times.
As organizations around the
globe confront the challenges presented by the coronavirus (COVID-19) outbreak,
even the most seasoned talent leaders find themselves in uncharted territory.
We’re creating a mini-series with our experts here at PeopleScout about the
issues that are most pressing during this uncertain time.
This profile shares insights from PeopleScout Global Leader of Affinix Client Success and Strategy, Allison Brigden, on transitioning to a virtual talent acquisition solution. Allison leads the Affinix Client Success Team and our strategic technology partnerships.
Allison shared her insights about virtual hiring solutions from her home in Chicago.
Allison, we know that things are hard right now, but a lot of organizations that provide essential goods and services need to keep hiring and it’s important to keep both employees and candidates safe during the process. What’s the best way to do this?
The
best way to do that is to continue your recruiting process, but do it
virtually. Recruiting has undergone a digital transformation and essentially
all of the recruiting steps can be handled virtually. By moving to this
type of process, you can provide access to jobs in a completely safe
environment without contact for both the employer and the job seeker. Of
course, candidates have been able to apply online for a long time and recruiters
can review resumes online, but most interviews have still been done in
person.
Interviews can be done virtually through technology that allows you to have a
live, two-way video or a pre-recorded video that the candidate can do on their
timeline, at their convenience. Later, the audio or video recording can be
reviewed by both the recruiter and the hiring manager.
This
technology can easily support a process that can be fully virtual from the time
candidates apply through the offer and onboarding. As I said, the technology
has been available for a while, but it hasn’t been fully adopted. This is an
opportune time for us to use the available technology.
A virtual hiring solution allows us to put health and safety first, but also provide access to jobs for those who need one during this challenging time. There’s also been a huge spike in jobs for remote workers in the past few weeks. A virtual hiring solution is directly aligned to that remote work environment as well, so it’s a very good time to introduce that and transition to a virtual process for your recruiting.
So, what does a virtual talent acquisition solution look like?
A virtual hiring solution leverages technology, but it can also have a highly personal touch. By using technologies to their full advantage, recruiters can and will have more time to spend with applicants. Technology can engage one applicant with multiple interviewers and live two-way video engagement. You can even have a panel interview with five different interviewers connecting with a candidate at the same time.
You
should strive to make your virtual conversations feel more personal, just
because you are leveraging technology doesn’t mean that you have to lose that
personal touch as part of the process.
To further answer this question, I think a virtual hiring solution should involve the following components:
First,
you should have an easy application that can be done on a mobile phone. It
should feel like an online shopping experience and should only take four to
eight minutes. There should also be an immediate next step, so that the
applicant can drive the process.
This
could be a text exchange where you’re asking questions about the interview schedule
or the requirements of the job, or it can be a video exchange or a candidate-friendly
assessment process. All this can be done on their mobile phone.
Another
really important component is automated self-scheduling. This allows the
candidate to look at the available interview times and select one for
themselves, either via text or via an online web experience. This also allows
candidates to drive that next step – whether it’s a phone interview with the
recruiter or a live video interview. Giving the candidate the ability to drive
forward in the process is also a very important component of a virtual hiring
solution.
The
offer and the post-offer process can also be done virtually. This has been done
over the phone for a long time, but there are also more options for a
personalized and engaging onboarding experience, which can help right now when
people are feeling a little bit isolated or disconnected.
As
an example, after someone has accepted an offer have a welcome video sent to
their phone or preferred device where you welcome them and tell them what to expect
on their first day.
The
entire virtual hiring process can be fully branded to elevate your employer brand
and the connection you have with applicants. These are the components you’d
want to have in place while building your virtual process.
In
summary, a virtual hiring solution can be very safe while still being highly
effective. It doesn’t require contact, but it also gives you that chance to
connect with potential new employees and provide them a personalized
experience.
Can you tell me some of the short-term and long-term benefits that people would see with a virtual hiring solution?
Things
are changing quickly and it’s very important to remember that we’re all in this
together and we need to be understanding and flexible as things develop. PeopleScout
can definitely help with both short-term benefits for the job seeker as well as
long-term benefits for the company.
Short-term
benefits are fairly clear. The virtual interview and scheduling process
provides a completely safe, no-contact method to further the recruiting process,
which is a clear short-term benefit. Another short-term benefit is speed-to-hire.
We typically see a reduction of four to eight days in the time it takes to fill
a job.
Virtual
interviews and automated scheduling reduce the amount of time it takes to fill a
job and that’s a short-term benefit in getting an essential worker on the job
sooner. By providing a more automated applicant-driven process, you can enhance
the candidate experience and lead to acquiring better talent faster.
Virtual
interviews and automated scheduling are also a long-term benefit because
companies will see improvements in their business outcomes as people reach
productivity faster. A few additional
benefits include saving money and travel costs for interviews, if you would
normally have candidates travel in for an interview and a lower overall
cost-per-hire.
Once
you have a virtual process in place, you don’t need to return to previous
hiring practices, you can continue the virtual process and reap the same
benefits.
Giving
candidates more control in the process, whether that be the option to record an
on-demand video or audio interview, or scheduling an interview themselves, puts
them in a position of controlling the process, or driving the next step, which
is a great improvement in the candidate experience. If you implement this virtual
process today, you’ll see these short-term and long-term benefits that you can
carry forward as the future unfolds.
How do you transition or implement a virtual hiring solution?
The
good news here is that this transition is more of a light lift than a heavy lift.
Most likely, a large part of an employer’s process is already virtual. Everyone
can apply online. Recruiters can work online to interact with the systems already
in place.
Mostly
you need to focus on the steps that are traditionally face-to-face, like the
interview itself or some parts of the onboarding process. You probably don’t
need to overhaul the whole application and hiring process, but rather just
introduce this virtual interviewing and scheduling component. And, if you’re
working with a provider, like a recruitment process
outsourcing partner,
they can actually handle much of that transition for you. Even if you just have
an in-house team, it’s not a very difficult transition to make.
The
biggest challenge will be the adoption and training. I would definitely want to
have an employer focus their efforts on helping the hiring managers understand the
process and share the short-term and long-term benefits so that they can drive adoption
within their organization.
For a lot of organizations, hiring face-to-face may be deeply ingrained into the culture. How can you make virtual interviewing work in a way that still feels authentic and personal for both the hiring manager and the candidate?
A
big part of this is comfort level. And the only way to truly get comfortable
with something is to start using it. So, the comfort level will increase for
everyone involved as they continue to use the technology. This is true for
candidates too. The first time they do an interview like this, they might have increased
nervousness.
After
they’ve been through it once, we’ve seen that the next time they become more
comfortable. But there are things you can do to make it the best experience possible,
and to make it feel authentic and personal.
Even
though this is a virtual interview, as a recruiter, you want to be prepared so
that you have meaningful questions to ask. Make sure you have pertinent
information about the job on-hand, and make sure you’ve reviewed the resumes so
you’re not going in cold to this interview experience.
As
a candidate, you want to be sure that you have the same level of professionalism
that you would have in a face-to-face environment. This extends to not just how
you dress for the interview, but making sure that you have a quiet place to
participate, etc. Another best practice would be to test the technology first. Most
virtual interviewing technologies allow you to test your video and your sound, so
you’re able to see what the video looks like before you begin the
process.
For
employers, I also recommend testing your connections and making sure everything
looks and sounds good. Once the video interviews begins you should also reinforce
your employer brand by letting the candidate know unique things about your
company culture that may appeal to the candidate. Displaying your company
culture is important during the virtual hiring process, as candidates do not
have to opportunity to visit your facility.
Beyond
displaying your company culture and employer brand, you need to make sure you ask
the right questions during the interview to better understand a candidate’s experience
and competencies, and very importantly, communicate openly and authentically
about the role and your expectations.
After
the interview is done, it’s important to provide some sort of feedback to the
candidate, and let them know what the next step is in the process. Whether or
not a candidate is moving forward in the process or not, provide them that
information in a timely way so they’re not left wondering and feeling
disconnected from your brand and keep all of the interactions warm.
Are there any final thoughts you’d like to leave us with?
I
would just say that it is important for those essential workers that we need in
the healthcare industry and front line
retail and essential goods industries to be able to hire at this time. Being able to move
forward with this process and keep recruiters busy and employed to fill these
critical jobs is very important and it’s a great way to help in this uncertain
time. And then lastly, I would just say keep safe everyone. Follow the
recommendations of the CDC and the world
health organization
and we will all come through this challenging time together.
To learn more about ways employers can respond to the Coronavirus (COVID-19) outbreak, visit our Resource Center.
As organizations around the globe confront the challenges presented by the coronavirus (COVID-19) outbreak, even the most seasoned talent leaders find themselves in uncharted territory. We’re creating a series with our experts here at PeopleScout about the issues that are most pressing during this uncertain time.
We are focused
on the safety of our employees and clients, friends, families and loved ones.
However, it is important for many organizations to keep their talent
acquisition functions moving – whether to provide essential services or to
serve our communities by providing jobs. Many organizations are also now
adapting to a newly virtual workforce.
In that spirit, this podcast shares insights from PeopleScout Vice President of Technology Carter McHugh on best practices for using virtual talent solutions.
Carter brings more than 22 years of experience in building world-class software solutions for businesses and consumers. In his role at PeopleScout, his passion is creating a culture of technology excellence at a global scale and delighting customers with innovative software solutions that improve their people and business. Prior to joining PeopleScout, Carter held various executive technology roles at CSG International, a leading provider of enterprise revenue management and customer engagement solutions for the telecommunication industry.
As organizations around the globe confront the challenges presented by the coronavirus (COVID-19) outbreak, even the most seasoned talent leaders find themselves in uncharted territory. We’re creating a miniseries with our experts here at PeopleScout about the issues that are most pressing during this uncertain time.
We are focused on the safety of our employees and clients,
friends, families and loved ones. However, it is important for many
organizations to keep their talent acquisition functions moving – whether to
provide essential services or to serve our communities by providing jobs. Many
organizations are also now adapting to a newly virtual workforce.
In that spirit, in this podcast, we share insights from PeopleScout Global Leader of Affinix Client Success and Strategy Allison Brigden on transitioning to a virtual talent acquisition solution.
Allison has been with PeopleScout since 1995 and has served in roles related to implementing and managing complex RPO programs as well as operations and technology. In her current role, Allison focuses on leveraging technology to elevate the talent strategy and client success through Affinix, PeopleScout’s proprietary talent technology platform. Allison leads an Affinix Client Success Team and our strategic technology partnerships. The Affinix Client Success Team is focused on understanding our clients’ objectives with Affinix and creating positive outcomes. She also possesses a deep commitment to corporate social responsibility, with an emphasis on military veteran advocacy. Allison holds a bachelor’s degree from the University of Utah.
At PeopleScout, we’re all dealing with the same changes—working from home and recording these podcasts from a distance, so things may sound a bit different than you’re used to hearing.
ARTIFICIAL INTELLIGENCE includes machine learning, deep learning and automation. Talent tech platforms integrate AI to streamline time-intensive tasks. Through AI, recruiters can find candidates faster, while candidates can receive consumer-like branded employer experiences.
87% of senior executives believe AI is important to achieving overall business objectives.
Source: Forbes Insights
AUTOMATION continues to grow, replacing low-value, manual tasks with more strategic ones. How can employers achieve the right balance between automation and human interaction?
For more on automation, watch our webinar, “The Dos and Don’ts of Automating Your Candidate Experience” on-demand at peoplescout.com/webinars.
BEHAVIORAL ANALYTICS helps explain why people take certain actions. This form of analytics can target passive candidates, as well as help predict candidates’ future success.
Organizations that use behavioral insights outperform peers by 85% in sales growth.
Source: McKinsey sales growth.
The CANDIDATE EXPERIENCE differentiates and bolsters employers’ brands. Organizations that do not improve their candidate experience may negatively affect their ability to hire talent.
27% of candidates who have a bad experience would “actively discourage others to apply.”
Source: LinkedIn
PRIVACY in the digital age and the way organizations handle candidate information is an ongoing concern made more complex across the digital and international world.
GDPR’s Effect Since Implementation: Large UK companies spent $1.1 billion collectively on GDPR prep. Large American companies spent $7.8 billion on GDPR prep.
Source: www.varonis.com/blog/gdpr-effect-review/
IN 2020, THE INFLUENCE OF TECHNOLOGY IN TALENT ACQUISITION WILL CONTINUE TO GROW IN EACH STAGE OF THE RECRUITMENT CYCLE.
Many in the industry expect talent tech to play an increasingly large role in recruiting activities in the next three years.
Source: Deloitte Global Human Capital Trends survey, 2019.
WHILE THE CROWDED TALENT TECH WORLD EXPANDS, A FEW TECHNOLOGIES WILL CONTINUE TO DOMINATE THE RECRUITMENT CYCLE THIS YEAR: ANALYTICS, AI, BLOCKCHAIN AND RPA.
RPO service providers are creating a digital ecosystem using third-party technology providers to provide a seamless experience to hiring managers and candidates.
Source: Recruitment Process Outsourcing (RPO) Annual Report 2019: Steering 3D Growth on the Tides of Talent Shortage, RPO Annual Report, page 50, August 2019, Everest Group.
MAKE SURE TO CHOOSE THE RIGHT TALENT TECH PROVIDER FOR YOUR ORGANIZATION’S NEEDS
Talent tech growth is driven by the competitive job market and new AI-based solutions.
As an industry, talent acquisition is mid-way through a massive replacement of legacy systems and looking at more nimble models.
When choosing a talent tech provider for your project, ask questions, understand the vision of the project, ask for a road map and agree on the support model.
Jon Porter doesn’t have a typical recruiting background. He started out as an accountant with KPMG and made his way through the advertising sector before finally landing as the Managing Director of PeopleScout in the UK and Head of EMEA Operational Delivery. Along the way, he was lucky enough to work with many organizations with diverse recruiting challenges – from the British Army and the Metropolitan Police to Diageo. So, when Jon looks at talent challenges, he doesn’t just look at them as a recruiter; he views them through the wide-angle lens of the entire business, and he sees them as a storyteller.
Jon shared his
story from PeopleScout’s London offices. He explained how the unique and
ever-evolving challenges and opportunities in the UK and Europe will influence
talent acquisition leaders around the globe.
What are some of the biggest challenges facing the UK and Europe in talent acquisition right now?
The biggest challenge has been the uncertainty around
Brexit since the referendum in 2016. Organizations have not had certainty
around the future, and this has influenced decision-making around how to
potentially invest and grow a business. The focus of government around the
normal investment programs has also been affected, as much of parliamentary
time was focused on the many Brexit bills progressing through both Houses. It
almost felt that the UK was on pause and we just needed to press the play
button. After the election result of December 12, 2019, it now looks like some
of that uncertainty has been removed. The newly formed government, now with a
working majority, is pushing for a conclusion of the Brexit debate by the end
of 2020.
What are the talent acquisition trends you’re seeing in the UK and Europe today?
There are some clear trends in the marketplace. The obvious one is technology. There is a fragmented and hugely diverse technology landscape in the UK and EMEA (Europe, Middle East and Africa), and leaders are looking at how to better navigate that landscape. How do they make the most of it – to drive efficiency, cost savings and better-quality candidates – and optimize the way they do things?
There is also a trend of organizations looking at multi-country
programs, with a focus around EMEA. Organizations seem to be looking at talent
more globally and around the concept that talent isn’t limited by traditional
country boundaries or geography, or even technology. It’s fast-becoming a
boundary-less environment.
How is the introduction of Affinix™ to Europe fitting into and changing the conversation about technology in the region?
I think that our timing couldn’t be better. We’ve had loads of
great feedback on Affinix since our September launch at our Resourcing 2025
event at the London Science Museum, and I think it’s because it provides a
flexible solution at a time when organizations are still a bit cautious about
how they’re going to evolve their technology solutions. Because Affinix is a
middleware, it affords our clients the opportunity to get the great technology
of the now, but also it provides them with security for the future. It’s a
manifestation of now to next.
How do you tell a cohesive and relevant story when recruiting across borders?
Finding “space” in a busy talent marketplace
is hard; differentiating one company offer from another requires a deep
understanding of brand and channel. Developing target personas, and understanding
how they live their lives and how to create a one-to-one dialogue is essential.
At PeopleScout, this approach and understanding is in our DNA. It’s how we
think.
When looking at cross-border campaigns, we
first consider the message – the employer brand promise; the value exchange
between the organization and the candidate – the deal. This message needs to be
authentic across all borders. It needs to reflect the lived experience of
employees within the organization. It can be aspirational; however, it can’t be
an exaggeration of the truth. That can only lead to unfulfilled expectations,
reduced engagement and increased attrition.
The art of the storyteller is to deliver a
consistent, overarching message while accommodating the nuances of the
countries in which it needs to be delivered. The language, tone, imagery and
cultural touchpoints may change, but the essence of the promise remains
consistent. Good recruiters understand how to bring the story to life in
conversation with candidates and yet remain true to the organizational
narrative.
What are some of the lessons from the UK and Europe that leaders in other regions should be paying attention to?
Many
organizations have a structured view around their approach to talent and where
they think hires might come from – whether it’s specific geographies, sectors
or universities. I think one of the things that we’re doing in Europe – which
does seem to be a message that’s landing elsewhere – is that we need to be more
open-minded and a bit more conscious around things like social mobility and
inclusivity.
Organizations
are looking past the barriers of geography, society and technology. They’re
seeing that talent is going to be pivotal to the evolution of business. That’s
driving a mentality of embracing talent without any boundaries and taking a
more progressive and equitable view of talent.
What are you most excited about for the future of talent acquisition?
The speed of change in talent acquisition is going to accelerate.
Technology is absolutely going to fuel that acceleration. Clients are going to
have greater and greater expectations, requiring more dynamic talent
acquisition strategies. That will be driven by the fact that talent will be
even more of a differentiator for organizations.
We’re also going to see employer brands and employer value
propositions (EVPs) play an even greater role in the hiring process. The EVP is
going to become the cornerstone of the people agenda – so, not just recruiting,
but also learning and development, organizational design and more. How does the
EVP play into the culture and behaviors of the organization?
Additionally, the vast majority of jobs that will be created five
to 10 years from now probably don’t even exist today. So, there will be the
evolution of new job roles, new technologies, new demands from organizations
and new challenges in the world and political landscapes. This makes talent
acquisition an exciting place to be.
The roles of
talent acquisition and HR are changing. When you talk with Jennifer Mattocks,
it’s clear that she’s here to lead that change. PeopleScout’s Executive Leader
of the Americas, Jennifer is the daughter of an artist and a mathematician –
part creative, part analytical and constantly looking for better ways to work.
Dig Deeper
PeopleScout Webinar: Using Data to Optimize Your Recruiting Process and Employer Brand
Jennifer doesn’t
come from a traditional recruitment process outsourcing (RPO) background. With
more than 20 years of experience leading enterprise client management and
strategic sales teams in HR advisory services and talent assessment, Jennifer has
a broad view across the HR function and has seen firsthand the way it’s
transforming. She has a deep understanding of not just talent acquisition, but
also the full employee lifecycle.
We spoke with
Jennifer at our Chicago headquarters about the changes headed for HR, the
forces behind that transformation and what organizations should be doing now to
be ready for what’s next.
We’re starting a new decade with historically low unemployment and skills shortages, making it more difficult to find and hire the right talent. How should employers approach their workforce planning?
Thinking about the skills shortage, there have been a few statistics that have caught my eye. One is that the World Health Organization predicts that there will be a worldwide shortage of 15 million healthcare workers by 2030. That’s not far away. This is an issue that we need to focus on now. Another is that according to the Department of Labor, 17.4% of workers in the U.S. are now foreign-born, and it’s rising. That means we need to have a global perspective when we’re looking at our workforce.
As it relates
to the skills shortage, employers should be thinking about the influence of
significant shifts in the talent landscape and how they address them in their
workforce planning strategies. Strong talent pipelines will hinge on the idea
of the fluid workforce – the idea of non-linear career development – and making
sure that we have programs in place to have the right skills at the right time
in the right place.
One way to
adapt to the challenges that we’re facing in finding the right talent is
through a total workforce solution, which allows employers the flexibility to
be able to address skills shortages and low unemployment. For some industries,
healthcare included, that means we need to look at ways we can find talent with
relevant skills through non-traditional channels. Then, by closely tying
training and development with talent acquisition, we have the ability to
realign talent to roles and responsibilities that fit with their current
skills.
How do you see the role of HR transforming to adapt to the changing world of work?
One role of HR
is matching people’s skills to work. As HR and talent leaders, we know we
cannot assume that when an individual is placed in a role, that is what they
will do – or want to do – for the rest of their career. Creating nimble career
paths and opportunities for ongoing development will be critical to the success
of any HR leader going forward.
An example to
illustrate the change we’ll see from HR is through how we approach career
pathing. Right now, we have a career ladder that goes from bottom to top. That
ladder is going to be flipped on its side – and it already has, to some degree.
Individuals are seeking different skillsets or opportunities to develop within
the organization, which doesn’t always translate to a linear career
progression. Employees also want to have stronger ownership and input into
their own career development; we see this characterized by input particularly
from the millennial and Gen Z talent, who are just starting to enter the
workforce and seek variety in opportunity.
I also
anticipate that we’ll see the idea of the external gig economy brought in
house. Meaning, HR will serve as a hub that is responsible for moving talent
throughout an organization based on individual skillsets, the work that needs
to get done and the way talent wants to work. With that, HR as a function will
change, and the skills needed to succeed in HR will change, as well.
To this end, I
see the need for a much tighter connection, even blending, of talent
acquisition and talent development roles. Not only is HR responsible for nimbly
fulfilling the talent needs of the business to deliver on the work that needs
to get done today, but HR is also responsible for providing structure,
resources and tools for the development of talent pools for the future. So, we
will see HR marrying those two roles to a degree we haven’t yet seen.
What is the role of technology in the changing world of HR?
HR leaders
first need to have a thoughtful strategy, then make sure the technology
supports and enables the strategy. With a strategic foundation in place,
technology will facilitate the ability of organizations to do three things.
First is to
have visibility into and a more comprehensive understanding of the talent that
they have in place today, as well as the talent pools that exist both
internally and externally. Second, HR leaders can leverage learning and
collaboration technology to build up the skillsets that perhaps are missing or
need development within the organization. I think we’ll see a lot more
innovation to come related to this. And third, HR can utilize technology, AI
and analytics to better match individuals at the right time to the work that
needs to be done.
Technology will
also change the HR roles we see today in a fundamental way. There’s a lot of
talk about certain roles being replaced by technology and tasks replaced by
automation, but we still need human thought, perspective and ethical input to
drive technology to make the right decisions. The human touch will never go
away and will increase in importance for organizations to be competitive.
What are you most excited about for the future of talent acquisition?
There are two
things. One is that we are at the point in which HR and talent acquisition
needs to be prescriptive to drive success. Then, HR needs to deliver on the
needs of the business while driving the engagement and productivity of the
employees. It’s going to be fun to see that shift start to be more pronounced.
I think the
other really exciting shift is one that’s personal to me, given the age of my
children, and that’s seeing Gen Z enter the workforce and even start to enter
management. This is a generation that more naturally and openly drives
inclusivity and values having an ethical decision-making process behind what
they do. They really embrace technology in novel ways, and having individuals
with those capabilities entering the workforce will be very exciting for talent
acquisition. I think it will continue to shape how we hire, promote and develop
talent, and I look forward to seeing the positive changes they bring.
How could one of the UK’s best known and most trusted brands have no employer brand presence? It might seem hard to believe, but that was the situation the AA faced when they approached PeopleScout’s Talent Advisory practice to develop a new employer brand.
In the past, the AA had been affected by inaccurate perceptions of who they’d be as an employer. With 15 million members and more than 7,000 colleagues, they’re the UK’s largest motoring and breakdown cover organization. However, being known for doing one thing very well was proving to be a barrier to candidate attraction. People thought the only jobs they had to offer were their famous roadside roles. That was far from the truth, but the AA was struggling to attract the talent they needed for their wide range of career opportunities.
Dig Deeper
PeopleScout Webinar: Using Data to Optimize Your Recruiting Process and Employer Brand
The AA needed to challenge misconceptions and engage a much broader audience. And, with a bold new employer brand message at the heart of an ongoing series of innovative attraction campaigns, this is how the AA and PeopleScout did just that – with award-winning, record-breaking results.
Ready for Change
Back in 2016, the AA’s talent acquisition team faced a number of challenges.
Before the arrival of Craig Morgans as their Director of Talent Acquisition, Emerging Talent & Employee Experience, they had no senior talent expert at an influential level. There was no robust workforce planning, a lack of innovation in candidate generation, and an inconsistent approach to selection.
On top of that they had no discernible employer brand. And, at nearly four years’ old, their careers site suffered from a clunky candidate journey and outdated visuals, compounding their problems with engaging the right talent.
A change in thinking was needed. The AA had to find more imaginative ways to reach and engage with target audiences. At the heart of it all was a plan to develop the employer brand with a strong, authentic central message that would underpin all attraction and engagement activity.
The AA partnered with PeopleScout to develop their dynamic employer brand message. One that would challenge perceptions, do justice to their innovation as a business, and bring the AA culture and diversity of opportunity to life.
Getting The Message Right
We undertook in-depth research to analyze the AA’s culture, offering and opportunities, to articulate the “give” and “get.” Carrying out extensive employee interviews enabled us to understand the key differentiators of all roles in the contact center, road operations and corporate job families. We also looked outside the company, to get a fuller idea of competitors’ market positions and understand what the public thought about the AA.
We developed the emerging themes into pillars that we could validate with real stories from the business, and that could support an engaging creative approach. We refined our thinking to a proposition that really encapsulated the spirit of the AA. Leading everything was a message that we’d heard over and over.
Working for the AA, people thrived on going the extra mile to help customers with unexpected challenges – and across a surprising variety of opportunities.
This insight became the AA’s employer brand core message, Ready for ANYTHING? It also acted as the perfect counterpoint to their corporate brand message to customers and members, Because anything can happen.
Putting Our New Platform Into Practice
As the gateway for people to understand the opportunities that might be right for them within the AA, the careers site was the obvious starting point for rolling out the new employer brand. And by launching with this digital shop window, not only could we get the brand experience right, we could also give the site a much-needed technical and UX overhaul.
The new site was launched in February 2017. Creating an engaging, interactive and easily navigable user experience, it’s built around rich content, inclusive photography and video interviews – enhanced with numerous responsive, interactive elements.
The site has evolved, with new elements added over time. As well as showcasing the Almost every role you can imagine employer brand video, the site engages and informs visitors with stories of current employees and realistic job profiles. All of which combine to bring the story of being Ready for ANYTHING? and working with the AA to life. Meanwhile the AA social hub also brings the worlds of social media and blogs into the site, providing an at-a-glance, continuously updated feed of all things AA.
More recently, we’ve added new features, to give site visitors an even more immersive experience – including an insightful 360° tour and assessment tool, plus some interactive 3D imagery to add depth to the visual impression. theaacareers.co.uk is a site designed to surprise, inspire and educate.
The Chatbot That Shows the Human Side of the AA
The Ready for ANYTHING? tone of voice was woven into the site and became the voice of the first-ever appearance of the innovative AAbot – a cheeky, wisecracking chatbot that guides users on life at the AA. Demonstrating technological innovation as one of the first of its kind, AAbot was an efficient way to serve visitors the content they were after – and equally importantly, he represented the playful side of the business, showcasing the fun culture that people hadn’t associated with the AA before.
For visitors to the site, this was an unexpected and charming way of bringing the employer brand to life, and together with the improved candidate journey and overall experience, was a rousing success. Site traffic increased 320% and applications increased 266% over an 18-month period. Visitors are engaging with the site for longer too, with page views up 12%, bounce rates dropping 8% and a 10% increase in pages viewed per session.
Tapping the Energy of the Internal Audience
As important as it is to engage an external audience, an employer brand has to reconnect and be embraced internally to mobilize the existing employees as active advocates. AAbot’s charm was used internally, featured on the walls and windows of AA offices and reinforcing the expect the unexpected messaging of the EVP. ReadyforANYTHING? also became increasingly popular with employees who were supported to play an active role in bringing in great new colleagues.
Did You Say Canine Consultants
This new sense of playfulness and surprise would then underpin our next step towards changing perceptions. Having effectively used honest video of employees to convey job opportunities, we wanted to now use video to grab attention of passive audiences, entertain and educate them.
We developed a script that highlighted the diversity of roles the AA offers, creating pretend roles such as Canine Consultants, Rapid Response Pizza Officers and Outer Ozone Patrollers to interrupt the long list of real AA roles. We shot the entire video in a single, continuous take within an AA office, and made sure to feature real employees. AA colleagues were enthusiastic advocates of the content, with more than half of the entire AA workforce watching the video and sharing it widely. The result? The video increased careers site visits by 16%
Getting Out Into the Community
With the success of the video, we became bolder. We’d learned that pushing boundaries helped us succeed in changing the perceptions of passive audiences. So, we decided to take our message to the streets.
We suggested an experiential event for a number of reasons. We wanted a way of raising general community awareness of the AA easily, effectively and creatively. Using a broad brush public approach, we knew that that anyone we engaged might also know others who’d be suitable and interested. We wanted to create an event to take the AA’s employer brand message and see just who was Ready for ANYTHING?. Whatever we did would have to be a great fit with the AA’s fun and friendly culture.
In September 2018, we ran two live events in Birmingham and Newcastle, UK city centers, areas where the AA has a big presence as an employer and lots of roles to fill. We grabbed attention of passers-by in the proud tradition of game shows, inviting audience volunteers on stage to take on a series of increasingly messy mystery challenges. Wasabi toothpaste, a barefoot Lego walk and gallons of slime came together with a celebrity host in a pop-up competition to bring the spirit of Ready for ANYTHING? to life.
There were lots of laughs, big prizes – and our strategy paid off. The communities local to our contact centers were made aware of the AA as an employer with a really fun culture, visits to the careers site surged, and month-over-month application numbers increased significantly. After the Newcastle event, applications rose from 576 to 1026, with 12 hires. In Birmingham, applications rose from 898 to 1341, with 13 hires. And this was all starting with completely passive audiences.
The Social Side of Talent Engagement
Before working with PeopleScout, the AA had no employment-specific social channels although research shows that candidates expect to be able to shop prospective employers on social. So, we launched separate social media channels for recruitment, recognizing that both the audiences and messaging would be very different from the AA corporate and customer-oriented channels currently in place.
Based on the channel demographics and content structure, we initially selected Twitter and Instagram, and spent the early part of 2018 scoping out a launch program with content pillars, content calendar, internal sponsors, and training for the PeopleScout social media team to give them full responsibility for managing and curating content.
The key advantage of having a team devoted to the AA careers social channels is being able to capture the immediacy that’s vital with any recruitment content – and with built-in knowledge of the AA’s employer brand and talent agend.
Social media has also played a key role in the promotion and delivery of our most recent projects: the augmented reality app-based #wheresbotbeen campaign and competition, as well as Ant Middleton’s 24-hour, live interactive challenge – our biggest, boldest campaign to date.
24 Hours to Prove You’re Ready for Anything
The Ant Middleton 24-hour, live interactive challenge was easily the most ambitious project of our partnership. Aligning with the AA’s long-lasting connection to the armed services, as well as embodying the Ready for ANYTHING? brand, this campaign was boosted by a relevant celebrity influencer and engaged the general public through live streaming and social media voting.
Six brave employees were chosen to take part in this 24-hour challenge, living and breathing the Ready for ANYTHING?spirit – following the former Special Boat Service soldier through a series of grueling challenges in the Lake District wilderness.
The final lucky half-dozen were chosen from hundreds who responded to an internal communications campaign and applied to take part, in what was highest engagement level ever for a story on The Hub (the AA’s intranet).
We wanted the public and AA colleagues to really root for our chosen contenders during the event, so to get the interest level rising, we filmed their life stories, ready for sharing on social media. They spoke eloquently and compellingly on camera about their lives. We got first-hand stories of drama, heartbreak, courage and transformation.
These videos were posted across Instagram, Facebook and Twitter, and they clearly made a connection with people. At the start of the event, colleagues and strangers alike were rooting for particular contenders.
The event began at 4 p.m. on July 25, 2019. The next 24 hours were packed with unpredictable drama. Events were live-streamed, the pace was relentless, and the AA people got into it just as much as the watching public – commenting, voting, watching and sharing across social media.
We decided to involve the audience throughout. In an unusual twist, viewers could select tasks for the contestants while watching the live stream on Twitter, Facebook, Instagram or on the dedicated site we built for the campaign, Ant24Live.com. Selections varied by type and toughness of tasks such as rafting versus quad biking, or a swim at dawn versus a planking marathon – keeping audiences engaged throughout the 24 hours (although we did allow the participants to sleep!).
The whole show was streamed to AA contact centers, garages and the corporate office, and thousands of AA employees tuned in, acting as social media cheerleaders and social media amplifiers.
Venturing Into Another Dimension
Using 3D animation and augmented reality (AR) technology, our next project took Ready for ANYTHING? into new territory, with a fun-packed, bespoke-built AR app launched at experiential events.
Keen to embrace new technology to develop innovative ways of boosting brand engagement, the AA asked us to create a fun, unexpected and interactive experience that would help them reach a new audience.
So, we looked at the increasing use of AR to change the way audiences connect with brands. And, we considered how we could use it to engage a passive audience – mainly families, as flexible working patterns at AA contact centers can work around their lives – and increase the AA’s potential talent pool.
When it came to what we’d build our AR experience around, there was a clear direction to take – the AA chatbot, aka AABot, seemed like the perfect character to take us to the next level. Until now, AABot had existed only as a 2D cartoon head. So, we gave him a 3D animated body and made him the star of his own AR app – AABot Drop – compatible with both iOS and Android devices.
We created a fun, interactive installation featuring the AR trigger images, in the form of postcards from AABot, at the Manchester Trafford Center and Birmingham Bullring shopping centers – close to the AA’s Cheadle and Oldbury contact centers.
Using the AABot Drop app, people could see AABot’s animated postcards come to life – either on their own phones, or the iPads we supplied. AABot lives up to the spirit of the AA’s EVP, Ready for ANYTHING? in six animated AR adventures, from space and deep-sea exploration to crowd-surfing his own rock gig. Animations end on a careers message, driving to theaacareers.co.uk.
Downloading AABot Drop also gives users interactive, animated images of Bot to play with and position in fun and unexpected places. Sharing their images using #wheresbotbeen, people could enter a competition to win holiday vouchers. Promoting the app and competition across social media got more people involved – and amplified our message. Bot’s postcard trigger images and #wheresbotbeen photo gallery are now housed on the AA careers site –along with app download links – supporting longer term engagement beyond the initial competition.
Both events saw good interaction with both young people and families – two key AA contact center demographics. The Manchester event boosted careers site visits by 869%, with applications up 40% week-over-week. After the Birmingham event, careers site visits increased by 535%, with applications up 820% week-over-week.
With hundreds of app downloads and ready for more, we plan to run further AABot Drop-based campaigns with updated AABot scenarios. So, much more than a one-off AR adventure, this can help promote the AA’s employer brand and opportunities to an even wider audience during a longer period of time.
Taking the EVP 2,620 Miles Further
The AA also sponsored adventurer and influencer Anna McNuff’s Barefoot Britain challenge. As someone who champions the idea of being Ready for ANYTHING?, Anna undertook the mammoth task of running the equivalent of 100 marathons barefoot through all kinds of terrain, weather and unexpected challenges to inspire young women. She wants to encourage them to have the confidence to step out of their comfort zone – to see just how much they can achieve when they reach for what seems impossible.
A series of short videos sharing her adventures, along with Anna’s own social posts and support from PeopleScout, have helped to raise brand awareness and promote AA careers to more female talent.
Groundbreaking Activity Leads to Record-Breaking Results
Since the launch of Ready for ANYTHING?, the AA’s internal employee and social media engagement, site visits and application numbers have soared across all brand-led activity. This strong employer brand, combined with a desire to innovate and brave campaign execution, has enabled the AA to move from 60% agency use to less than 5% in 30 months, saving nearly $9 million per year. Meanwhile, the AA’s Ready for ANYTHING? attitude helped it to win 17 recruitment industry awards in two years, including Best Employer Brand at the Recruitment Marketing Awards 2019. And, of course, the AA is always ready to do more.
“This is transforming how we engage candidates, and it wouldn’t have been possible without a true partnership. PeopleScout has risen to our challenges with some genius, wacky thinking!”
– Craig Morgans, Director of Talent Acquisition, Emerging Talent & Employee Experience
The AA brought PeopleScout on board for a major redesign and rebuild of their careers site, including developing a cheeky chatbot to increase engagement and improve the candidate experience.
30,000applications, up from 8,000—a 275% increase
60 %increase in career site traffic year-over-year
17%reduction in bounce rate
The AA is often referred to as “Britain’s fourth Emergency Service.” But, being known for doing one thing very well is both a blessing and a roadblock when it comes to attracting brilliant candidates. We developed a new employer brand for the AA to help them overcome this challenge. The next step was a major redesign and rebuild of their careers site. With a totally new way to navigate and a recruitment industry first—a website-based chatbot—we helped them boost not only their employer brand, but their number of site visits and applications.
Situation
Say the AA and a lot of people can’t see beyond roadside recovery. Heading to the careers website, visitors are overwhelmed by choice or jump straight to the same old roles. Which means they miss out on the impressive variety of careers they offer (from customer advisers to digital professionals), and the AA loses the opportunity to engage with excellent candidates.
The AA brought PeopleScout on board for a major redesign and rebuild of their careers site. We were set a sizeable task, to attract and engage more visitors and increase applications – all underpinned with innovation.
Solution
Solution Highlights
Navigation Innovation
Bleeding-Edge Software
Booting Site Traffic
Huge Increase in applicants
At a Glance
COMPANY The AA
INDUSTRY Roadside Recovery Services
PEOPLESCOUT SOLUTIONS Talent Advisory
ABOUT THE AA The Automobile Association (The AA) has been supporting motorists in the United Kingdom since 1905. With over 14 million members, breakdown cover is always their number one priority, but The AA has branched out into finance, insurance, leisure and lifestyle services.
When is a website not a website? When it’s chatbot-powered. We launched a reimagined careers site that could do justice to the new brand proposition, “Ready for ANYTHING?” At its heart is a totally new way to navigate and a recruitment industry first: a website-based chatbot.
BLEEDING-EDGE SOFTWARE
To achieve it, we sought out bleeding-edge software—Microsoft’s Bot Framework—which was still in beta and constructed new bot pathways even as the core code changed under our feet. The result, AAbot, is your guide to the world of AA.
ENTERTAINING, INFORMING & ENGAGING
By asking questions, candidates can access all website information from within the chatbot—utterly tailored to their interest—and, if desired, full job listings. With expressive animations for (almost) any occasion and banter full of cheek and surprise, AAbot is packed with personality. He takes the employer’s tone of voice in a bold, playful new direction. And he shows that functional UX copy can entertain and build a brand, as well as inform.
Results
BOOSTING SITE TRAFFIC
Site visitors are now engaging with the wider AA story and roles. We’ve successfully boosted candidate interest, as site traffic has risen by 60 percent year-over-year, while the bounce rate has fallen by 17 percent.
HUGE INCREASE IN APPLICATIONS
Applications, meanwhile, have
increased from 8,000 to more than 30,000, taking direct hire numbers from 55
percent to 95 percent of all applicants. And it’s just the start.
MULTI-CHANNEL APPEARANCES
AAbot is already a breakout star, appearing in digital ad banners and social media communications. You’ll already find him at the Wycombe Wanderers football stadium, emblazoned all over the AA offices and popping up on LinkedIn. And we have big plans to let AAbot loose across the end-to-end recruitment process.
