The highlight of my month came last week when I teamed up with Jamie Pirie, AMS Client Solutions Director,and Debra Sparshot, Talent Industry Expert & Analyst from TALiNT Partners, to host a virtual roundtable focusing on the most important topics for early career leaders and organisations across EMEA. It was a great chance to step away from the day-to-day and share insights on key considerations for 2024 when hiring and nurturing early talent.
The roundtable attendees were a fantastic blend of TA professionals, some with highly strategic, well established early career programmes and others at the start of their journey to elevate early careers within their organization. This mix of experience made for a rich discussion across many topics, from authentic attraction methods, diversity, new routes for early talent into organisations, nurturing talent pipelines, hiring for skills and potential and how to bring the business along for the ride!
My key takeaways:
Assessing for skills and potential allows you to remove traditional methods of assessment that can have adverse impact on certain diverse groups, and coupled with educating the business on the benefits and considerations around this change, as well as having a method for reviewing and refining your approach, can lead to strong outcomes that help build your future talent pipelines.
The competition for talent is increasing and early talent candidates are looking for authentic messaging and storytelling to help them decide where to apply. Utilizing existing early talent employees and ambassadors to create meaningful day-in-the-life insights for candidates to get a true picture (the good and the bad) of what it is like to work for your organization can open doors for talent that wouldn’t have previously considered applying and increase the retention of your new hires; ‘shiny’ imagery that paints a perfect picture no longer resonates and leads to disappointment once the candidate joins.
Retention of early talent during, and post-program, is an ongoing challenge that employers must prioritize through robust development, progression and retention strategies. Being clear in your attraction on the possible career pathways, again through real examples and authentic storytelling, as well as the development a person will receive, is something that candidates today are definitely looking out for.
There were so many other takeaways and I look forward to continuing the conversation in further roundtables and conversations. Thank you to all of the participants for an engaging and open discussion and to Debra for another expertly facilitated session. If you would like to be part of future roundtables or want to discuss your early careers talent strategy with myself or other AMS experts please reach out to me at [email protected]
In the ever-evolving landscape of talent acquisition, the conversation is buzzing with the concept of skills-based hiring. While the trend is gaining momentum, there seems to be a gap in understanding its intricacies and practical implementation.
Beyond the hype, skills-based hiring is about broadening the talent pool by transcending traditional job titles. I’ve had the privilege of working in innovative Talent Acquisition (TA) functions that employed a sophisticated approach, moving beyond the conventional reliance on CVs. Instead, we aligned candidates with profiles using psychometrics to evaluate skills, behaviors, and values predictive of future success.
In my experience in sales TA, we successfully recruited individuals from diverse backgrounds like recruitment, teaching, and even the police force. The common thread? The essential skills of empathy, influence, and inspirational communication.
Similarly, in healthcare, we applied analogous approaches to identify candidates suited for secure mental health settings. Surprisingly, candidates with backgrounds in an off-license, nightclub, or petrol station demonstrated strong fits due to their ability to handle challenging behaviors.
Hence, hiring for skills is not a novel methodology but remains an underutilized practice. The main barriers to widespread adoption of skills-based hiring include:
1. **Employer Skill Assessment:** The ability of employers to assess the skills required for a job is crucial. Identifying essential and desirable skills for a role and aligning assessments accordingly is a pivotal step.
2. **Candidate Education:** Candidates must showcase their skills on profiles, akin to the bygone era of incorporating invisible keywords on CVs. Platforms like LinkedIn are now guiding candidates on skills matching and suggesting additional skills for increased visibility.
The advent of generative AI tools aids candidates in optimizing their profiles for ATS algorithms, supporting skills-based hiring when used ethically. As TA professionals, our role in educating candidates on articulating their skills is pivotal for organizational success.
However, what has been described is just a rudimentary approach. The real game-changer occurs when organizations transition to deconstructing work into skills rather than jobs. This entails dismantling traditional hierarchies and organizational designs.
When coupled with the efficiencies offered by generative AI, the future of work is poised for significant leaps. The outputs we are familiar with will soon seem quaint in comparison to the transformative potential that lies ahead. Personally, I am genuinely excited about the prospects this paradigm shift holds.
You can read more about how this approach can be a catalyst for change in our AMS whitepaper
When coupled with the efficiencies offered by generative AI, the future of work is poised for significant leaps. The outputs we are familiar with will soon seem quaint in comparison to the transformative potential that lies ahead.
As we navigate the evolving landscape of recruitment, an intriguing trend is emerging: the use of Generative AI tools like ChatGPT by job candidates. This phenomenon raises essential questions: Is this approach innovative or does it border on cheating?
AI in Candidate Assessment: A Double-Edged Sword? Phil Albinus, in his thought-provoking piece for AMS Verified, delves into how candidates are increasingly turning to AI to enhance resumes and ace assessment tests. Manto Papagianni of Bryq, a talent intelligence solution provider, suggests that leveraging such tools is becoming commonplace in the competitive job market.
A New Dilemma for Recruiters But this trend is not without its challenges. Robert Newry of Arctic Shores points out a growing similarity in applications and cover letters, hinting at widespread AI usage. This raises the question: How do we distinguish between human ingenuity and AI assistance in the hiring process?
AI: Cheating or Leveling the Playing Field? While some argue that using AI is akin to using a calculator or spell check, others worry about the integrity of the recruitment process. Interestingly, AI usage seems to offer a unique advantage to non-white minorities, as observed by Arctic Shores, suggesting a potential positive impact on diversity in hiring.
Looking Forward: Adapting to AI in Recruitment As we ponder over these developments, it’s clear that recruitment strategies must evolve. This might include revamping assessment tests with a focus on personality traits, timed elements, and perhaps a return to more in-person interactions.
A Call to Rethink Hiring Strategies The bottom line? As AI continues to shape the recruitment landscape, it’s crucial for TA leaders to creatively adapt while maintaining the integrity of the hiring process. Let’s embrace this change, rethink our approach, and continue to value human qualities that AI can’t replicate.
What are your thoughts on this evolving dynamic? How should organizations balance the use of AI in recruitment with the need to assess genuine candidate capabilities?
Email our team at [email protected] with your thoughts – we would love to hear from you!
As AI continues to shape the recruitment landscape, it's crucial for TA leaders to creatively adapt while maintaining the integrity of the hiring process.
The technology landscape in talent acquisition today can be overwhelming and almost everything in the hiring process can be automated these days. But is that what we want? Is that what the talent we seek wants? Taking advantage of today’s technologies to gain efficiency and productivity as well as, potentially, reduce cost may come with some unintended consequences. Achieving the right balance of tech and touch can be tricky.
I know of a handful of organizations who are highly interested in maximizing the technology play in hiring by including text-based screening questions, AI candidate ranking platforms, digital assessments, asynchronous (recorded) interviews, self-scheduling tools and other technologies intended to reduce recruiter burden and ‘speed up’ the hiring process. In some designs, there is no live interaction until the interview with the business.
The advantages of employing these automations are clear. In addition to the aforementioned time and cost benefits, companies can also enjoy scalability, heightened candidate quality, and standardization. But the sacrifices to this approach may not be as evident. Here are some thoughts about the potential downsides to a heavily automated hiring process:
Candidate motivation: The willingness of applicants to endure round after round of automated evaluation tools is dubious. Certainly, there will be groups of highly motivated applicants who will complete anything that is asked of them, but common sense says that the potential for drop off will continually increase with each tech-enabled ‘ask’ that organizations make. With the scarcity of highly qualified talent today, this seems like a risk that few organizations can take.
Candidate engagement: Competition for the best talent available requires talent acquisition personnel to present convincing evidence that their company is the best choice of employment for the talent they seek. Reducing (or eliminating) opportunities for recruiters to engage candidates and showcase the employment brand diminishes the ability to connect with candidates and provide a personalized experience. Additionally, candidates may feel like they have not been given the opportunity to fully demonstrate their qualifications for a position, especially soft skills.
Candidate bias: Questions still pervade regarding the validity ofdigital evaluation tools, especially those which employ some form of artificial intelligence. These tools may perpetuate discriminatory hiring decisions through unfair disqualification of underrepresented populations. Additionally, with the rise of ‘skills-based hiring’, these automated decision tools are less equipped to effectively evaluate transferrable skills, which would broaden talent pools, in favor of traditional education and experience.
Every organization will need to balance the degree of tech and touch in their hiring process to effectively satisfy their unique demands for talent. And there are many variables to consider in achieving the correct blend including the function and level of position, hiring volumes, supply and demand, complexity of evaluation, and others. Certainly, data and expertise will need to be brought to bear to find the right solution to this issue.
Achieving the right balance of tech and touch can be tricky.
Amid the dynamic landscape of emerging technologies, the metaverse has gracefully stepped into the spotlight, bringing forth captivating promises of reshaping diverse industries, notably talent acquisition (TA). For an immersive exploration of the metaverse’s rapid evolution, I recommend checking out the recent Mark Zuckerberg Lex Fridman podcast. It serves as a captivating glimpse into the swift trajectory of this technology. As a fervent enthusiast deeply immersed in the realms of tech and virtual experiences, the metaverse’s potential is genuinely exhilarating. However, as this transformative concept gathers momentum, a tapestry of uncertainties and challenges subtly weaves through the tapestry of excitement.
The Hurdles We Face:
First and foremost, inclusivity takes a hit as the metaverse remains a luxury limited by hefty price tags on equipment. Accessibility is a key concern; until the metaverse becomes ubiquitous and affordable, it risks excluding a substantial portion of the audience. Moreover, diving into the metaverse demands a certain level of tech savviness, creating a potential barrier for those less familiar with the intricacies of virtual reality.
The post-COVID era introduces its own set of challenges. While virtual reality dazzles in attracting crowds at in-person events, the prospect of sharing VR goggles with thousands in the wake of a pandemic raises valid concerns.
Additionally, the metaverse poses the risk of detachment from reality, as individuals may find solace in the virtual world at the expense of the tangible one. Virtual fatigue is a looming issue, potentially affecting the performance of candidates during recruitment processes.
Security and privacy concerns further complicate matters. Safeguards need to be meticulously implemented to protect the privacy of candidates navigating the metaverse. Assessing candidates in a virtual setting introduces its own difficulties, as interpreting nonverbal cues becomes a puzzle.
Despite these challenges, the metaverse is not without its merits.
The Rise of the Virtual Avatar:
Web 3.0 and innovations like Microsoft Mesh show as early as Jan 2024 a future where colleagues and candidates manifest as digital avatars in team meetings. This opens a realm of possibilities, allowing individuals to present their digital selves in ways that reduce bias and enable more authentic expressions.
For those uncomfortable on camera or non-verbal, the metaverse offers alternatives. Chat functions allow avatars to speak and present, enhancing inclusivity and engagement. On-the-job training becomes immersive, providing a realistic preview of roles and responsibilities.
Revolutionizing Talent Acquisition:
One of the metaverse’s prime advantages in talent acquisition is its ability to transcend geographical limitations. Virtual job fairs and career events become the norm, fostering interactions between job seekers and employers worldwide. This not only saves time and money but also creates a more immersive experience than traditional events.
Moreover, the metaverse becomes a canvas for showcasing company culture and brand. Virtual spaces offer a glimpse into the working environment, attracting candidates who resonate with the values and ethos of the organization.
Skill assessments and evaluations take on a new dimension in the metaverse. Virtual simulations and interactive tools offer a more engaging and potentially accurate assessment of a candidate’s abilities compared to traditional methods.
Industry Trailblazers:
Leading the charge in metaverse integration, companies like Nike, JP Morgan, Walmart, Deloitte, and Goldman Sachs are leveraging virtual reality for talent acquisition. From digital currency purchases for virtual attire to VR simulations assessing customer service skills, these pioneers demonstrate the diverse applications of metaverse technology.
The Road Ahead:
While the metaverse presents tantalizing opportunities for talent acquisition, it remains a somewhat niche and exclusive space. For it to truly integrate into inclusive TA strategies, accessibility must increase. As the technology continues to evolve, the metaverse holds the potential to revolutionize the recruitment landscape, providing a unique and engaging channel for companies to stand out in the competitive talent acquisition arena. As we navigate this uncharted territory, one thing is clear: the metaverse is a double-edged sword, offering both challenges and unprecedented possibilities for the future of talent acquisition.
There is a lot of talk in HR and TA at the moment about skills-based hiring, shifting away from focus on years of experience and qualifications.
The opportunities this presents for organisations are significant – greater access to talent and reduced attrition, diversity, reduced time to fill vacancies and reduced hiring costs to name just a few.
It seems like a simple concept with great potential benefits – so what is required to gain success?
Cultural change and education – how do you get business managers, HR and TA onboard?
Rethinking workforce planning – Skills based planning must all be considered, impacting definition of jobs and programmes of work
Revised HR / TA processes – Do your job descriptions, recruitment marketing, assessments, and selection processes enable skills based hiring?
Effective systems – does your HRIS and ATS allow for skills based hiring?
Communication and change management – critical to success!
It will be fascinating to see how organisation’s tackle this opportunity.
Skills-based hiring is more than a buzzword. It’s a win-win for both organizations and the people that work there.
With the pandemic an almost distant memory, the wider economic and political events of recent months are now taking their toll on young job seekers. The end of 2022 gave us a glimmer of hope that confidence was returning to our Gen Z audience, but feelings of anxiety and nervousness have dashed this.
A recent report highlighted that 41% of females were experiencing these feelings compared to 27% of males. However, 32% of the male population is experiencing a lack of confidence compared to 20% of females. So what’s going on? Much of this can be attributed to the economy and financial uncertainty, but as the pandemic hugely impacted this group, they likely felt it more.
Feelings of being underprepared and lacking specific skills are now paired with economic uncertainty and finding their place in the world. And whilst many organisations might be scaling back on programmes, or in some cases headcount, there are ways in which they can still help and assist the Gen Z audience with these thoughts and emotions.
Provide support to your talent pools
Here are a few ways to support your talent pools for a ready-made group of prospective candidates without relying on reactive campaigns to get their attention or gain their loyalty.
Upskilling This remains a key need for our audience. If you can’t currently talk about your upcoming programmes, upskilling can help prepare candidates for registration. It helps keep you front of mind and enhances the candidate experience.
Skills training workshops This is best done in person as the audience responds well to face-to-face, despite being on their mobile devices most of the time! You can build this out with additional virtual or pre-recorded content available on-demand.
Mentor An informal mentor programme can be highly beneficial, even for a set period, so think about how to set one up.
Industry focussed sessions Educate your audience on the industry and try targeting new audiences who may not realise there are opportunities for them.
Strengthening your connection These three principles will guide you to get the best out of your Gen-Z audience, and create a connection based on an honest understanding between you.
See the individual beyond the grades Firstly, and most importantly, they need to know that exam results aren’t the key driver in their success. Gone are the days when academia counted for everything – the values of employees, businesses and society have shifted, and there’s a much bigger focus on the person behind the grades.
We want to know everything that makes the candidate who they are and what they can bring to your organisation as individuals with unique views and ideas. That’s not to say exam results don’t matter; there’s just far more to their story.
Detail, detail, detail Give them as much detail as possible about the role. From what their day-to-day will look like to career prospects and available training, the more up-front you can be about the job, the better. It enables students to opt out earlier if the role isn’t suitable, leaving you with applicants more suited to the job or programme.
Current figures show a distinct lack of loyalty from Gen-Z, with 44% expecting to move employers multiple times and the average student applying to between two and six programmes to secure employment. However, a focus on career development and investment in their individual growth will help them view us as an employer with longevity and can hopefully help reverse this trend.
Be honest about the culture Gen Z wants to know who you are and how they might fit in, so don’t pretend to be something you’re not, as they’ll see straight through you. It doesn’t matter if you still need to get the latest technology, your DEI strategy sorted, or you aren’t that company that rides scooters around the office. Instead, focus on what you do have, whether flexible or hybrid working, a great learning culture or impressive sustainable practices.
Whatever culture your company adheres to, everyone looks for different things, and it’s impossible to please everyone. So be proud of who you are and what you can offer while acknowledging where improvements can be made.
What does all this mean?
Getting under the skin of your audience to uncover their drivers is essential, but more is needed. An authentic campaign requires you to understand your company’s identity and find the link that connects you and your Gen-Z audience.
Ten steps everyone can take to improve hiring success
“Marginal gains is not about making small changes and hoping they fly. Rather, it is about breaking down a big problem into small parts in order to rigorously establish what works and what doesn’t.” Matthew Syed, Black Box Thinking
Volume hiring has always been hard, and it keeps getting harder.
Wage inflation, demographic challenges and unpredictable business demand – most likely in locations which have often always been challenging – have only added to the pressure. According to a recent Forbes analysis 74% or organizations in the service industry list recruiting as their top business challenge – and the result can be a kind of organizational paralysis. ‘This is just a problem, there is nothing we can do’ or, most commonly ‘we don’t have the budget’.
But simple initiatives can be quick to implement, and impactful and multiple simple initiatives can really start to move the needle. Most are free or – better – will stop wasteful spend and have a positive impact on your budget.
So: here is our AMS guide to help you Moneyball your high volume hiring.
Diversity and Data – Before, not After, Thought If you read no further read this: diversity and data matter. Understanding your hiring metrics (even the absolute basics) and how your organization reflects the communities you serve is a non-negotiable baseline. If you don’t have this, you are a chef without a recipe; a coach with no gameplan; a driver without a map. Do NOT be intimidated by the challenge. Not everyone can access cutting edge predictive analytics, but you have a finance function and almost everyone has a friendly team member with a head for numbers. Pull some basic data and build from there. And if you have those analytics but don’t have ‘the time’ to review them, cancel a meeting and look at them now. They are your friend not your enemy.
Needs Assessment – What and Who Are you Hiring? Everyone knows who they are hiring…don’t they?
Even if you do feel you know your most common profiles, get back to the floor – those roles you have been hiring for ever will most likely have shifted significantly in focus or even in skills required given the changes in the world post-Covid. What is important in that role today? Have any of your ‘must have’ requirements evolved or even disappeared? Plus, your employees can be inspiring: if anyone knows how to hire for their roles, it’s them.
Job Titles – Will Your Target Audience Understand? So many job titles have been designed with an internal audience in mind. Your CEO may get it, but your target candidates most likely do not. Use simple, natural language in your job descriptions so that candidates can find you, even if they are not looking for you. And keep descriptions short and to the point: has anyone ever told you they are NOT a ‘team player who can also work individually’? If key requirements matter, don’t bury them! Someone will confess that they do not have them at some point, so make it clear up front – better now than two weeks into the job.
Sourcing and Attraction Strategy – Average Never Works If you are lucky enough to have a budget, plan for where you spend and be ready to pivot. Programmatic advertising programs and partners are easier than ever to implement but their key role should be to fill gaps in local organic traffic. If candidates want to walk in and ask about a role, let them, and make it as easy as possible for them to do so (more on that later). Remember that local communities are always, always happy to help. Churches, sports clubs, housing groups, charities and local rehabilitation charities and will go the extra mile to align those in need with opportunities. Just make the time to ask.
Execute Your Plan – No One Else Will Having a plan is one thing, make sure to make it happen. A series of great ideas in a notepad or in a spreadsheet do not action themselves. ‘We are just about to’; ‘we do not have time to’, ‘I will get to it after’ are all off limits. Break it down and commit to trying something that will make a difference at least once a week, or even every day.
Take some swings.
Screening – Pull candidates IN do not screen them OUT This is your first chance to treat candidates as they should be treated. And this should not be by asking them aggressive questions, requiring hours of their time or understanding their life story. Align this stage to the critical data you need to know – really need to know – and make sure your process is aimed at keeping the right candidates engaged. Screening process as endurance event is helping no-one unless you are hiring for a role that requires endless form completion of parsable data.
Assessment and Selection – Relevant and Making a Difference? Formalized assessment tools can be useful – they can give candidates a sense of the role, help prioritize high quality candidates in bountiful markets and ensure rigor. They can – but do they do this for you? Or are you running a legacy battery of tests with only an indirect relevance for the roles you are hiring, most likely at a point in your process where quality candidates are looking to proceed quickly? Oh, and do you expect them have to set aside time at a desktop, remember a code and then follow complicated instructions to gather their results? Try the process yourself, you may be surprised how your flow chart looks great for you but not so good from the outside.
Interviews – Train, Train and Train Again People write books on this, so we’ll keep this simple. If someone is interviewing or spending any time with candidates (face to face, virtually or on the phone) make sure they know what they are doing. There are free resources out there on best practices, you may have in-house guides on a (virtual) shelf or maybe now is the time to pull something together?
And if you are running through multiple phases of screening, assessment AND interviews: think long and hard about the why and if there are opportunities to simplify further.
Offer and Onboarding – Stay in Touch Maybe you and you team concierge candidates all the way through to their first day, or maybe you hand a fully hire-ready candidate to an HR or business function. Consider either way that it is in your interest to keep in regular touch with candidates here: if it is in the thousands, leverage some basic tech to help: if numbers are smaller, keep the contact 1-1, direct and personable. If you don’t, someone else will.
Hire – Do Not Stop at Hire Volume hiring is relentless but that can also provide a rhythm to your activity that is difficult to manage in other areas. Schedule time after 10 and 30 days to check in on the most recent intake of hires. How is attrition? How are they performing? Find out from those hires what they think of their role. The elephant in the room can frequently be that it is on-the-job culture or management that most affects these numbers and can impact the overall perception of a TA function, so don’t ignore feedback and work with your partners in the business to make a difference.
In the words of Billy Beane: ‘If we pull this off, we change the game. We change the game for good.’
If you found this article helpful and you would like to talk more about how you can improve the effectiveness of your volume recruitment, please do get in touch.
It is a fairly recent thing for ADHD to be diagnosed in adults. In children, more males than females tend to be getting diagnosed. The gender imbalance in diagnosis is thought to be due to how ADHD presents in females – as an inattentive rather than a hyperactive type (you can have one or other, or combined type).
The research into adult ADHD presentation, effects and therapies is still emerging. In recent years, a range of personal bloggers, coaches and YouTubers have helped significantly increase awareness and understanding too, through sharing experiences of their own personal journeys or experiences of the condition. I enjoyed this article from Leanne Maskell (ADHD Coach and author of ADHD: an A to Z), writing for the of association of MBAs, where she explains how ADHD may show up at work.
By understanding and supporting ADHD at work, the benefits can be harnessed, resulting in an inclusive, diverse workplace, where people feel empowered to show up as themselves.
If you’re reading this article you will be well aware that the recruitment market is incredibly hot right now. That is being driven by growth (for now), by record employee turnover and by a shortage of talent. In both the US and the UK there are now more open vacancies than there are unemployed people. Companies are struggling to retain their existing talent and struggling to hire new talent.
In business we have talked about skills for years – the ‘hard skills’ required to do a particular job or task and the ‘soft skills’ which are the personal qualities we bring to our roles. In theory we hire new talent for our organizations based on those skills, we help employees develop their skills and we progress employees throughout our organizations by matching their skills to new opportunities. In practice many companies struggle to do all three of those things.
To make the situation more challenging, the skills we require for our businesses are changing rapidly. According to LinkedIn “skills sets for jobs have changed by around 25% since 2015. By 2027, this number is expected to double”. So as well as understanding the skills that we require today we need to understand how those skill requirements are likely to change.
As I wrote recently, Hiring Managers understandably look for candidates that can hit the ground running and can be productive quickly. As such they and recruiters seek and evaluate candidates based on the extent to which they can demonstrate that they have done the job before. They are looking for the perfect job-ready candidate. That means that they are fishing in the same small pool of candidates as all of their competitors and they’re missing potential talent – candidates that may have transferable skills from another sector or discipline. By focusing on skills rather than proven experience we can expand our talent pools, increase the diversity of our new hires and also hire talent that may be a better long-term fit for our organizations (thereby helping to tackle employee turnover). Companies that are taking this approach are seeing the benefit – as per the Forbes article below, those companies hiring based on skills are “60% more likely to find a successful hire compared to those not relying on skills as part of the hiring process”.
Whilst businesses may think in terms of skills, many don’t have a common way of describing the skills that they require and employ (a taxonomy) and they therefore don’t have a way of viewing or evaluating the skills that they have across their businesses or the skills that they will need in the future. What is changing in this space is the rapid expansion of what Josh Bersin refers to as SkillsTech – “tools that help categorize, assess, manage, and improve skills at work”. And many of these tools include AI to help identify internal talent (and skills) to future requirements. With effective technology in place we can understand the skills that we have within our organizations, we can design and deploy learning and development interventions to help employees upskill and reskill, we can better progress and retain our existing and valuable talent.
With the deployment of the right skills technology, the skills-based approach that can be applied to Talent Acquisition, Learning and Development, Talent Management and Internal Mobility can now integrate for the first time. That’s why organizations are getting excited about skills again and why we’re seeing the creation of roles such as Integrated Talent leaders.
Is this integrated skills-based approach the silver bullet to better hiring and retaining talent? Probably not, but I’m convinced that those organizations who take this approach will fare considerably better than their competitors.
Skills have always been the currency of work, but the way companies source skilled workers is on the brink of a major shift. According to data from LinkedIn, 40% of hirers on LinkedIn used skills to fill open roles—up 20% year-over-year. These employers are 60% more likely to find a successful hire compared to those not relying on skills as part of the hiring process.
