In today’s fast-paced world, the final step of any journey often defines the entire experience – whether it’s receiving a package or stepping into a new role.
In the e-commerce industry, this is known as the last mile – the final stretch where a package makes it from a warehouse to a customer’s doorstep. In the world of talent acquisition, the last mile is the onboarding process for new hires – the crucial transition from candidate to employee.
While these two functions may seem worlds apart, they share more than just operational significance – a fundamental truth: they both represent make-or-break moments that directly shape long-term satisfaction, loyalty, and retention.
The last mile is often the final and most memorable point of contact – for consumers and new hires alike.
The Amazon Paradigm: What Can We Learn from Logistics
Amazon’s founder, Jeff Bezos, was among the first to obsess over the last mile. He recognized that even a perfect ordering experience would be forgotten if the delivery fails. His emphasis on speed, accuracy, and reliability in the last mile helped shape Amazon into the gold standard of e-commerce. According to McKinsey, 85% of customers will abandon a brand after having a poor delivery experience (1).
Bezos’ logic was simple yet powerful: the final impression is the lasting impression. And to dominate a market, you must control the moment closest to the customer’s memory. Amazon didn’t just win on product range or price – it won on follow-through.
This same logic applies with even greater emotional weight in the talent space. A candidate journey that starts strong but ends with chaos or confusion during onboarding leaves a lasting negative impact to the employer brand.
Onboarding: The Human Last Mile
In talent acquisition, onboarding functions in a similar way to logistics. It is not just an administrative step – it is a critical brand experience. A seamless recruitment process can be quickly undone by disjointed onboarding:
Filling out the same information multiple times due to non-integrated vendor platforms
Being asked to locate noncritical documentation for outdated background checks
Experiencing multiple start date changes due to delays in provisioning or compliance
These frictions create unnecessary stress, confusion, and disengagement. And when new hires show up on Day One with no laptop ready for them, no access, no training plan, and no one expecting them, it’s the equivalent of a package marked “delivered” that never arrived.
Unfortunately, such experiences are more common than we might think. According to Gallup, only 12% of employees strongly agree that their organization does a great job onboarding new hires (2). This means that nearly 9 in 10 people are walking into new roles with uncertainty or unmet expectations.
The Impact of a Broken Last Mile
This failure to invest in onboarding doesn’t just impact employee sentiment – it directly affects business outcomes. The onboarding phase plays a critical role in shaping:
Time to productivity
Early-stage attrition
Long-term engagement and loyalty
According to SHRM, organizations with a structured onboarding process found employees are 58% more likely to stay with a company for at least 3 years and are 50% more productive (3). These aren’t marginal improvements – they’re strategic outcomes.
Companies can quantify this for themselves by comparing early turnover or in job performance among employees who experienced start date delays, system errors, or compliance issues, versus those who entered the organization seamlessly. This kind of post-hire analytics is still underutilized but offers powerful insights into where experience gaps are damaging long-term value creation.
Further, research by Josh Bersin reinforces that effective onboarding programs are critical to long-term employee success, engagement, and retention. They must go beyond forms and checklists to include early feedback loops, immediate manager involvement, peer connections, and digital enablement.
And companies that do this well – dramatically increase engagement scores and reduce first-year turn-over (4).
Onboarding Is Experience, Not Administration
Organizations that treat onboarding as a compliance checkpoint or IT provisioning workflow are missing the point. Today’s candidates expect an onboarding experience that matches the consumer-grade interactions they’ve come to expect in daily life – from ride-hailing apps to real-time delivery updates.
The most successful onboarding strategies borrow tactics from logistics, e.g.:
Route optimization: for TA, this means leveraging integrated platforms that sync HR, IT, security, and background check vendors into one seamless workflow. Manual handoffs are where most delays happen.
Real-time tracking: just as customers can track a package in transit, new hires want to track their onboarding progress: completed steps, upcoming actions, required documents. This transparency reduces uncertainty and improves satisfaction.
Flexible delivery options: onboarding should be customizable, mobile-friendly, and intuitive. Candidates want to complete tasks from their phone, on their schedule, with clear deadlines and reminders – not clunky emails and PDFs.
When onboarding is reimagined as an experience rather than a checklist, it transforms into a powerful driver of culture, confidence, and clarity.
Reframing Onboarding as a Strategic Function
When organizations treat onboarding as a strategic differentiator, the results follow. Much like Amazon’s investment in last-mile logistics unlocked market leadership, organizations that invest in onboarding see:
Lower voluntary turnover within the first 12 months
Faster ramp-up in performance
Higher engagement and cultural alignment
Stronger advocacy and employee referrals
At a time when employer brand, agility, and retention are more important than ever, this is not a luxury investment – it’s a business imperative.
Onboarding is no longer just a transition between recruitment and operations. It’s the first real test of organizational credibility. The candidate is now your employee, and they’re watching to see if the brand promise becomes their lived reality.
So the next time you marvel at the speed and precision of a package delivery, ask yourself:
Are your new employees receiving that same level of care and clarity?
Because just like Amazon’s customers, employees remember their first experience – and it defines whether they stay for the long haul.
References:
McKinsey & Company “Digitizing mid- and last-mile logistics handovers to reduce waste”
Gallup “Creating an exceptional onboarding journey for new employees”
SHRM “Onboarding: The Key to Elevating Your Company Culture”
Josh Bersin “The Employee Experience: It’s Trickier (and more important) Than You Thought”
By John Callaghan — Employer Brand Strategist, AMS Employer Brand Advisory
Employee advocacy has been around for longer than you might think—long before social media was even a glimmer in anyone’s eye. Imagine the early days when employees chatted to friends, cousins, and the occasional barista about how cool their company was.
Fast forward a bit, and we had companies recognising this as untapped gold. Employees bring out that word-of-mouth magic, pulling followers in with a dose of authenticity. In a recent report Clearview stated employee posts can get up to 8x more engagement than regular company posts.
Today, employer brand advocacy has split into two major, slightly confusing paths: brand ambassadorships and employee advocacy. Both sound similar—after all, both involve employees waving the company flag—but they’re actually quite different.
The Dynamic Duo: Brand Ambassadorships & Employee Advocacy
Brand ambassadorships are about selecting a few charismatic employees to represent the brand as official champions. They’re the face of the company and can be used in a number of ways such as across social media, speaking gigs, and campaigns. Ambassadors are often trained to deliver polished content that aligns with the company’s message.
This doesn’t mean you only choose employees who look like they belong on the front cover of Vogue or Men’s Health. Authenticity matters, but ambassadorship is more of a formal relationship between company and employee and they can actively play a role in both marketing and HR strategies.
Employee advocacy, is a broader, more democratic approach. Every employee can participate by sharing company news and stories on their personal social media profiles. The content is less scripted, more authentic, and relies on personal connections to create trust. Think of it as indie filmmaking versus Hollywood blockbusters.
Employee advocates can reach their own networks with more personal posts, creating that “friend-of-a-friend” trust.
Brand Ambassadors vs. Employee Advocacy: The Choice
So how do you choose between these two? Or do you need both? Good question. Here’s a couple of things to consider:
1) Budget: Employee advocacy is budget-friendly. It’s driven by employees sharing authentic content with minimal investment. Ambassadorships require more resources, like training, content creation, and often paid media to go with it.
2) Control: Want polished, on-brand messaging? Brand ambassadors are your stars. This doesn’t mean your ambassadors are pushed through hair and make-up for every social post. They need to remain authentic but the content can be highly directed behind the scenes. Employee advocacy is more informal and the output is often harder to control. They will need tighter restrictions and not just be let loose on social media with nothing more than a permissions slip and the company’s logo.
3) Audience Reach: Employee advocacy can reach an extensive network with more voices, but it’s typically organic reach so all depends on the number of engaged employees you actually have. Brand ambassadors offer depth and consistency, and are often accompanied with a paid media campaign, allowing them to strategically reach markets and locations organic activity can’t get to.
For a balanced approach, organisations often find a combination works best: a few star players backed by an enthusiastic cast.
What can it look like in practice?
IBM’s “IBM Voices” program empowered employees to share their stories, resulting in increased job applications and social engagement. Adobe’s advocacy program created genuine brand love among employees and applicants. At AMS, we helped MSD build a creative brand ambassadorship program called “MSD’s Got Talent,” which found engaged employees who became powerful brand ambassadors, reaching millions across EMEA.
In Conclusion: Pick Your Players
No matter which route you choose, using your employees to promote your brand adds credibility, authenticity, and a touch of that “genuine” touch we all look for. It’s about showing potential hires that your company is more than just a logo—it’s a place where real, engaged people work. And that might just be your best recruiting asset.
Not sure where to start? Speak to the experts. We all know what makes a good movie, but actually making a good movie is something entirely different and easy to get wrong. If you want to know more, then speak to the Employer Brand Advisory team at AMS.
The Bureau of Labor Statistics (BLS) anticipates that 23.1% of all new jobs projected from 2021 to 2031 will be in the hospitality and leisure sector, with the largest increase expected in food preparation and service. Given that there are already an estimated 2 million open jobs in the sector in the US and an aging workforce, this will leave a significant gap in workers to meet demand. The labor market challenges are compounded by the sector having the highest quit rates and the greatest need for in-person work, with over 80% of workers fully on-site.
Battling over the same workers using the same approaches for restaurants, hotels, and retailers will not change the results. In fact, it is risky because while competitors act, those that do not will face higher quit rates and less engaged employees.
Three Strategies to Attract, Hire, and Retain the Best Frontline Employees
Invest in Responsible AI and Thoughtful Automation According to the National Restaurant Association’s Restaurant Technology Landscape Report 2024, 64% of restaurant operators consider their use of technology to be mainstream, yet only 13% think their restaurant is on the leading edge compared to peers. Hiring technology can be a great starting point for investment that will enhance or even transform the experience. Given that in this industry, your candidates are often your customers, it is a great way to embrace and lead the way while also increasing speed and efficiency.
Amplify Worker Voice Constantly seek feedback from your frontline workers, even if it’s hard to hear. Staffing your restaurants, stores, and properties might be step one, but to sustain operations, it is critical to continuously listen and reduce friction so team members are best equipped to deliver on the quality that is most important to guests – happy, friendly, and attentive staff.
Blend Technology with Human-Centered Design 82% of US and 74% of non-US consumers want more human interaction as technology improves. It’s not that humans are resisting technology; quite the opposite. Rather, there are key moments where a human provides connectivity, empathy, and compassion that only human interaction and kindness can deliver. The human touch fosters warm connections and empathy in recruitment, meaning understanding candidates’ aspirations, anxieties, and motivations. By incorporating one or two key touchpoints in a technology-led recruitment experience, candidates have the chance to feel valued and heard as they make a life-altering decision about joining and staying with a company.
In an industry as dynamic and people-centric as retail, restaurants, hotels, and consumer goods the blend of technology and human interaction is not just beneficial – it’s essential. By investing in responsible AI and automation, amplifying the voices of your frontline workers, and ensuring a human-centered recruitment experience, you can create a more efficient, empathetic, and engaging environment that ultimately leads to achieving business outcomes.
Diversity, Equity, and Inclusion (DEI) initiatives have become a cornerstone of corporate strategies, aiming to create more equitable workplaces by promoting fair processes, leading to diverse representation, and fostering inclusive environments.
However, the term ‘DEI’ has accumulated significant cultural and political baggage.
New scrutiny has caused some organisations to cut back on DEI budgets, headcount and inclusive hiring efforts. Companies are walking on eggshells as the environment remains challenging, with many firms quietly transforming the way they refer to DEI, omitting mentions of ‘diversity goals’ in their annual reports, or dropping these goals altogether.
It’s a stark contrast to 2020, when the murder of George Floyd jolted organisations into vocal representation commitments and intentional positive action. Now, critics argue there has been an ‘overcorrection’ to historic underrepresentation, where organisations are dialling back their approaches at a time where powerful voices against DEI become louder (the title of this article ‘DEI = Didn’t Earn It’ has been used provocatively against the profession in internet memes, along with ‘DEI must DIE’).
As such we’re starting to see changes in the language used in the market; in July 2024, the world’s largest Society of Human Resource Management (SHRM) announced it would be dropping ‘Equity’ from the way it refers to ‘Inclusion, Equity and Diversity’, citing the need to lead with inclusion, but attracting criticism from HR professionals who feel this shifts the focus away from addressing systemic inequalities and individual barriers.
What’s driving the DEI backlash?
Political polarisation:In my last blog I talked about how DEI has become a politically charged topic, particularly in a key election year across the Western world. This in part stems from the Affirmative Action Supreme Court ruling in the US, outlawing race-conscious admissions in higher education. This has created a knock-on effect to the corporate world despite diverse outreach and EEO reporting continuing to be a requirement in the US.
Measurement and perceived effectiveness: Many organisations responded to George Floyd’s murder in 2020 with investing significantly into DEI efforts, either into a sustainable strategy closely aligned to business goals, or slap-dash with a short-term, transitory view leading to ‘diversity fatigue’ with the effects already wearing off. Without clear outcome metrics, it’s hard to assess the impact and return on investment, leading some to question the value of these efforts.
Tokenism: There is a concern that DEI efforts can sometimes lead to tokenism, where the focus is on meeting diversity metrics and performative representation rather than fostering genuine inclusion. This can undermine the credibility and effectiveness of these initiatives.
Perceived exclusion: Ironically, some argue that DEI initiatives, meant to include, can feel exclusive to particular groups. Almost 70% of white men feel ‘forgotten’ by DEI initiatives, despite holding more than 40% of leadership positions globally, and two in five Britons reportedly feel championing women’s equality discriminates against men. This has given rise to the notion of ‘Oppression Olympics’, which suggests competition between marginalised groups, where one is perceived as ‘taking away from’ another.
Evolving DEI
Ultimately, however, experts are confident efforts will continue – even if they’re labelled as something else. SHRM argue through their intentional ‘rebrand’ that the principles of ‘equity’, i.e. promoting fairness based on individual needs recognising that not everyone starts from the same place, remains embedded in their work through practices and policies. So, should we change how we talk about ‘DEI’ and have a better chance of achieving the same goals through different means?
ESG and Social Value – Given these challenges, some organisations are positioning DEI under the broader umbrellas of Environmental, Social, and Governance (ESG) or Social Value as a strategic move. Social Value refers to the meaningful impact an organisation has on society – beyond compliance and risk mitigation, to contribute to long-term development, impact and sustainability. The UK’s Social Value Act mandated Social Value as a procurement requirement for all government contracts to address the ‘Social’ pillar in ESG efforts. AMS’s Public Sector Resourcing (PSR) service, which provides more than 17,000 skilled, contingent workers across the UK government at any one time, has formed its own Social Value strategy; from a recruit, train deploy model to upskill trainees from underrepresented backgrounds, to embedding our D&I Alliance of DEIB partners including Bridge of Hope, auticon and Recruit for Spouses to improve representation in our clients’ workforces. By framing DEI within this context, organisations can present these efforts as part of a broader commitment to sustainable hiring and people strategies. Social Value can also be quantified in commercial impact; after implementing Thrive software, PSR generated over £57 million in Social Value impact in 2023-24 financial year.
Belonging – Between 2023 and 2024, mentions of ‘DEI’ and ‘diversity’ in reports from Fortune 100 companies fell 22%, while ‘belonging’ jumped 59%. Last year, we added the ‘B’ for Belonging into how we refer to DEI at AMS, bringing this into the core of how we operate and joining other industry leaders who use DEIB. A recent d&i Leaders webinar explored how belonging impacts wellbeing, reduces turnover and improves workplace productivity, while Forbes ranked belonging as a top 2024 strategy in an uncertain economic climate. Research in Harvard Business Review shows that when employees feel like they belong, they’re 3.5 times more likely to contribute to their fullest potential. And belonging is something most of us can relate to; according to the American Psychological Association 94% of workers feel it is very or somewhat important to them.
Business outcomes – It’s important not to lose sight of the ‘why’ in a DEI existential crisis. Beyond the moral imperative of promoting fairness of opportunity, practitioners often cite ‘the business case for DEI’, identifying correlations between a diverse workforce and innovation, as well as commercial success. Harvard Business Review found that diverse teams have been shown to be 70% more likely to capture new markets and 87% better at making decisions than homogenous teams. In June 2023, a study by the ratings agency Moody’s found that companies with higher ratings tended to have a greater racial diversity on their boards and in their executive ranks. Read more about harnessing DEI for business success here.
There’s a lot that DEI practitioners can learn from the backlash. Regardless of what we call it, this isn’t the time to abandon our principles; we now have a unique opportunity to refine how we approach DEI to bring everyone along the journey regardless of background, reduce unhelpful friction, and create more meaningful and lasting impact.
An increasing number of business and HR leaders today are working on enhancing engagement of their growing Gen Z workforce. Considering the prevailing sentiments when discussing how to support Gen Z workers, now aged between 12 and 27 years, have led me to notice similarities with needs of those who are neurodivergent at work.
As a neurodiversity advocate, I am feeling buoyed, as employers looking to unlock the potential of their Gen Z workforce, will also be creating conditions that are more welcoming to neurodiversity. We know that in today’s evolving workplace, understanding the needs of diverse employee groups is crucial for fostering an inclusive and productive environment.
To help frame the win-win situation that seems to be occurring, below is a list of some key similarities for engaging both Gen Z and ND (neurodivergent) employees.
Flexibility and work-life balance
Gen Z: Having grown up with technology and the internet, Gen Z places a high value on flexibility. They are accustomed to the idea of working from anywhere and at any time. The traditional 9-to-5 workday doesn’t appeal to them as much as flexible working hours and remote work opportunities. This flexibility allows them to balance their personal lives and work responsibilities effectively.
ND: Flexibility is equally important for neurodivergent employees, who may have varying needs depending on their specific condition or situation. For instance, individuals who are autistic may thrive with a consistent routine but need flexibility in terms of the environment and sensory inputs. Those with ADHD might benefit from flexible hours that allow them to work during their peak productivity times.
Emphasis on mental health and wellbeing
Gen Z: This generation is notably more open about mental health issues compared to previous generations. They seek employers who not only acknowledge the importance of mental health but also provide resources and support to address it. Mental health days, access to therapy, and wellness programs are highly valued by Gen Z.
ND: Mental health support is crucial for neurodivergent employees. Providing access to mental health resources, creating a supportive work culture, and offering reasonable accommodations can make a significant difference in their work lives.
Technology and innovation
Gen Z: As digital natives, Gen Z employees are adept at using technology and expect their workplaces to be equipped with the latest tools and platforms. They prefer employers who embrace innovation and are open to new ways of doing things. This tech-savviness not only enhances productivity but also keeps them engaged.
ND: Technology can be a powerful tool for neurodivergent employees as well. Assistive technologies, such as speech-to-text programs, organizational apps, and sensory-friendly devices, can help them perform their tasks more effectively. Moreover, technology can facilitate communication and reduce misunderstandings, creating a more inclusive environment.
Inclusive and diverse work culture
Gen Z: Diversity and inclusion are non-negotiables for Gen Z. They want to work in environments where differences are celebrated, and everyone has a voice. This includes not only racial and gender diversity but also diversity in thought and experience.
ND: An inclusive work culture is essential for neurodivergent employees. They need an environment where they feel understood and accepted, where their unique perspectives are valued, and where they have the same opportunities for growth and advancement as their neurotypical peers.
Clear communication and feedback
Gen Z: Clarity in communication is crucial for Gen Z. They appreciate regular feedback and clear instructions, which help them understand their roles and expectations better. Open and honest communication fosters trust and helps them feel more connected to their work.
ND: Clear and direct communication is equally important for neurodivergent employees. They may require more explicit instructions and constructive feedback to navigate their tasks effectively. Ensuring that communication is straightforward and accessible can significantly enhance their job performance and satisfaction.
By recognizing the overlapping needs of Gen Z and neurodivergent employees, employers can create a more inclusive and supportive workplace. Flexibility, mental health support, technological integration, a diverse and inclusive culture, and clear communication are not just beneficial but essential for the success and wellbeing of these groups.
As we embrace these principles at work, we can expect a more dynamic and harmonious work environment, benefiting all employees and giving us a view of the future of work that is a bit brighter.
This week’s SHRM (Society for Human Resource Professionals) ’24 conference in Chicago buzzed with the energy of over 25,000 HR professionals eager to share best practices and future-proof their workplaces. The atmosphere in the world’s largest HR conference was vibrant with lively discussions and the camaraderie of colleagues, both new and familiar. In this dynamic environment, the AMS team led with three informative presentations, leveraging our experience supporting global clients.
My presentation, “Transform your DEI Playbook: Inclusive Internal Communication Strategy,” aimed to equip HR and Internal Comms professionals with the tools to cultivate a thriving, engaged environment through strategic DEI communication. The topic drew a large and active audience, highlighting the interest and importance of the subject in today’s landscape. Drawing on insights from client collaborations, I explored strategies to help you avoid common pitfalls. Here are key takeaways:
The Evolving Landscape of Workplace Communication
The modern HR landscape is undergoing rapid transformation driven by demographic shifts in the US and globally, alongside evolving political and social landscapes. These factors, coupled with the growing expectation for corporate voices to be more authentic, necessitate a corresponding evolution in communication strategies. Effective communication in today’s workplace demands recognition of the unique experiences within a richly diverse workforce and the fostering of belonging, safety, and open dialogue.
Building a Foundation for Success
My presentation underscored the importance of securing leadership buy-in as a foundational step. Effectively sharing insights with leadership helps them anticipate challenges and commit to necessary actions. When leadership supports the fundamental principles driving DEI initiatives, it empowers the entire organization to move forward cohesively. Listening to employees through focus groups, surveys, and open discussions with Employee Resource Groups (ERGs), underrepresented groups, and business unit heads is equally crucial. This collaborative approach ensures that leadership is well-prepared to align strategies with employee expectations, fostering a more inclusive and responsive workplace culture.
Crafting Resonant Messages
Inclusivity should be the cornerstone of any successful DEI communication strategy. Moving beyond a standardized approach, it’s essential to celebrate the full spectrum of diversity within your messaging. Authentic employee stories can be a powerful tool, fostering content that resonates on a personal level with your workforce.
Navigating Communication Challenges
Effective communication is an ongoing pursuit, and missteps can occur. We explored real-world examples of communication approaches that fell short, such as communicating advancements before demonstrable progress exists, sending mixed messages internally and externally, or placing undue emphasis on metrics that don’t paint the whole picture of your strategy. The session also addressed the significance of cultural sensitivity and ensuring digital accessibility for all employees, with a particular focus on those with disabilities. Beyond fostering a positive and inclusive work environment, effective DEI communication can translate into tangible business benefits. Studies indicate a correlation between organizations championing disability inclusion and increased revenue and higher net income.
The AMS Advantage: A Collaborative Approach
The learning extended beyond my own presentation. Esteemed AMS colleagues from Tech Advisory and Client Services, Annie Hammer and Christina Coyle, also delivered insightful sessions on building a future-proof talent strategy with effective Change Management and navigating the ever-changing Talent Acquisition technology landscape due to AI.
The SHRM conference provided a platform for a dynamic exchange of knowledge, and the size and engagement of the audience in each presentation was impressive. Many attendees actively participated, dissecting the communication examples we explored and posing thoughtful questions about taking steps in their DEI communication journeys. While fostering complete homogeneity of thought is neither realistic nor desirable, it is crucial to create a space where open dialogue and respectful exchange can occur. Getting DEI communication right isn’t just about optics – it’s about building a foundation for a truly inclusive workplace where employees feel valued, respected, and empowered to contribute their best.
Effective DEI communication isn't a monologue – it's a conversation that starts with listening to understand the needs and experiences of your diverse employee groups.
Figuring out what your next 6-12 month hiring roadmap looks like can be daunting. So many variables to consider, so many new technologies, you might feel pulled in various directions. The key is not to become overwhelmed by the array of twists and turns in the HR arena, but rather to lean-in to where you see your workforce in the future and plot the steps to get there.
With every industry showing unique needs and changes, here’s a snapshot of some of the interesting directions companies are headed in the coming months.
Energy, Engineering and Industrials
With a shift towards green energy, new legislation in this sector will promote more green skills as workforces evolves to become sustainable and decarbonized.
Investment Banking
As banks consider their internal structure, they are analyzing how technology will provide more agility to their hiring decision making. In highly regulated environments there is more of a hesitation around new technologies like AI. But some are interested in piloting technology and new tools to drive efficiencies where it is seamless to do so.
Construction, Healthcare, Retail
In high volume, hourly hiring – such as in the construction industry – there is a focus on leveraging a skills-based approach to determine the best fits for roles. Quality of hire remains supreme in this area of sourcing and recruiting.
Organizations will be looking to hire more contingent labor workers as they bounce back from lower hiring volumes. A continued uncertain economic landscape across many sectors is creating a greater focus on creating flexibility in their employee make-up.
Food and Hospitality
In California there has been a new minimum wage applied to the fast food sector, now at $20 per hour. An interesting development that will likely have consequences to other sectors and parts of the country. This presents an additional layer of complexity to an already evolving talent acquisition landscape.
Technology
Companies are exploring how to source talent for supporting and driving AI technologies. There has been an increasing interest in looking into the architect and planner roles involved in implementing and setting the stage for new AI technologies. Establishing a gameplan ahead of AI usage is a strategic step that is critical to ensure compliance is met and tools are utilized properly.
Pharmaceuticals and Life Sciences
Organizations are looking to their location strategy to reduce cost and drive scalability/agility – with India being an area of interest for some employers.
An important thing to think about on your talent road ahead is what your destination will look like. With every hiring destination looking a little different, each industry is going to require different TA needs and will need to adjust to the changing economic and technological landscape differently.
In a disconnected world, it’s great when the stars align. Serendipity is hugely underrated.
For many years, I have been a passionate advocate of mental health and speak about it whenever I have the chance. We all have mental health: it’s not just about struggling, about diagnosed conditions (although I could write you a list), about plans and strategies. It’s a shifting state for us, for all of us, and just happens to be a hot topic in the workplace today. My life – at work and at home – is that of a willing guinea pig in mood lifting, self-examination and experiments. If it’s not illegal, I’ll give it a go. It’s messy and it works – for me at least – but I have often missed a North Star for direction and purpose. That is until I got lucky.
Last week was Diversity Week at AMS and I was fortune – no, privileged – to attend a session with John Amaechi ((6) John Amaechi OBE | LinkedIn). I didn’t know of John a week ago, but I feel lucky that I know him now. His articulate, authentic and relatable approach to helping people ‘recognize their souls in the dark’ resonated hard and since that session I have been devouring his content via any medium I can access. Thank you, John, it was, and you are fantastic.
He stands for so much more, but a regular theme that comes to the surface again and again in his work is kindness. I’m no David Goggins but I had often felt this to be a little light, a little loose in definition and as someone prone to many less charitable characteristics, considered it at best to be my way of paying off my personality debt.
But it seems that is exactly the point. Kindness is a state of mind we can cultivate with mutual benefit. We give and we receive, and, in the process, we create a positive feedback loop that is good for the soul of the one and the many. We can all be kind and need to extend to ourselves as much as we do to others – it’s not cheating, it is a critical tool in enhancing engagement, performance, and peace of mind. And it’s completely free.
No one is asking or requiring sainthood, nor a huge investment in time. Check in on a colleague; throw a ball for your dog; put down your phone and ask a child what they’d like to do; make an extra coffee when you are in the office; cook dinner unasked. These micro moments really matter and, on an organizational level, help to create a culture of belonging and inclusiveness more effective than any enforced training session or corporate dictate. It’s not a weakness to show empathy, it is strength, and it is empowering. Deep down I have sensed this for many years but now, thanks to the serendipity of a Friday Teams call, I feel that my kindness can have a purpose and yours can too.
Don’t stop the meditating, the journaling, the healthy eating, or whatever lifts your mood, just be kind to yourself in the process. Your family and your colleagues will thank you for it. And just try to take a breath when your instinct is to judge or complain and offer support instead: it’s not easy and you will fail more than you succeed but you will reap the benefits.
So as my dad used to say: be lucky. And thanks again John, may you stay lucky too.
One aspect of employee engagement that is getting a lot of attention these days is the concept of ERGs (Employee Resource Groups). Across Europe we have seen momentum gaining around the use of ERG’s in creating more inclusivity and community within progressive organizations. Companies around the world are setting up communities that are beneficial to both the organization and to their employees with an aim to help bridge the gap between work life and personal experiences.
ERG’s have been known to create a sense of belonging for employees but do present a few challenges – such as apprehension around the time commitment, how to get them off the ground and monitor their adoption, value and impact.
But the challenges aren’t reason to stop the progress. A well thought out ERG can be a great way to create a competitive edge, a stronger stance in market but most importantly, to champion employees as unique people and to create a sense of comfort and community in our teams.
Some of the things to consider as you embark on embedding or reintegrating ERGs into your organization in today’s tech-savvy world:
1. Is the choice to implement ERG’s the right fit for your company and company size? There are many ways to create more employee retention in your business. It’s important to ask this question and to thoughtfully consider how this could work.
2. Do you have the budget and resources to support the agenda you want to push? Executive buy-in is a key factor in the decision to roll-out ERGs. The momentum around these programs can get lost if every employee is managing it at the side of their desk. Well-funded, well-resourced, or even just well-thought out and strategically implemented ERGs is proven to be more successful.
3. Have you considered how technology is going to play a role in the design of your ERGs? Inspired by Affirmity’s ERG Tech workbook (noted below), it’s worth thinking about how technology will be incorporated into ERG plans. You could implement the likes of technology like Tableau to track events and participation, forecast and set goals, or use Yammer or alike tools to engage with one another. Or maybe you create online surveys to connect with employee needs or areas of interest, additionally you can look beyond just Zoom and Teams to create inspirational and stimulating ERG’s that draw people in and make them feel secure, connected, motivated and intrigued.
How do you want to evolve as a business for your prospective workforce? How do you want to redefine your employer brand? It all begins with your brand values, the heart of your candidates/employees and staying in line with the modern day tech landscape.
We’re able to leverage those insights to show the organization that our ERGs, and our DE&I efforts more generally, are helping to reduce turnover, attract new talent, and develop talented people. This robust, real-time system of data drawn from all these different systems has been a real game changer for us as an organization. - Walé Soluade, Vice President, DE&I at Centene Corporatio
While some individuals may find strengths in their neurodivergent traits, I was reminded by colleagues this week about the importance of recognizing that not everyone experiences their neurodivergence as a superpower, particularly in the context of work.
It is well publicized that organizations who have diverse teams and who demonstrate inclusivity are benefiting from greater levels of innovation, as well as better productivity and performance. Understanding more about the challenges that could be faced by those who are neurodivergent in your workplace is important when considering inclusive practices and leadership.
Here are some reasons to consider why being neurodivergent might not be perceived as a superpower at work.
Social and Communication Challenges: Many neurodivergent individuals, such as those with autism spectrum disorder (ASD) or ADHD, may face difficulties in social interactions and communication. In a workplace that heavily relies on teamwork, networking, and where communication is not always clear, these challenges can hinder performance and integration.
Sensory Overload: Sensory sensitivities are common among neurodivergent individuals. Bright lights, loud noises, or even certain textures can be overwhelming and distracting in a work environment, making it difficult to focus and perform tasks efficiently.
Executive Functioning Issues: Neurodivergent individuals may struggle with executive functioning skills, such as organization, time management, and task prioritization. These challenges can be managed but can they lead to misunderstandings or conflicts with colleagues and supervisors, when it is not possible for them to be openly discussed and accommodated.
Rigid Thinking Patterns: Some neurodivergent individuals may exhibit rigid thinking patterns or difficulty adapting to change and a preference for routine. In a dynamic work environment that requires flexibility and adaptability, misunderstanding about how to work with this apparent inflexibility can pose significant challenges.
Stigma and Misunderstanding: Despite efforts to promote diversity and inclusion, there is still stigma and misunderstanding surrounding neurodiversity in many workplaces. Neurodivergent individuals may face discrimination, microaggressions, or lack of accommodation, which can negatively impact their performance and well-being.
Mismatch between Skills and Job Demands: While neurodivergent individuals will excel in certain tasks or areas of expertise, they may struggle in environments that do not align with their strengths. In the case where a job requires extensive social interaction, for example, it may not be conducive to the strengths of someone who is neurodivergent, especially without an understanding of the need the individual will have for breaks from this effort.
Lack of Support and Resources: Many workplaces lack adequate support and resources for neurodivergent individuals. Without appropriate accommodations, such as flexible work schedules, quiet spaces, or assistive technologies, neurodivergent employees may struggle to reach their full potential.
It’s essential to recognize that neurodiversity encompasses a wide range of experiences and abilities, and what works well for one person may not work for another. While many individuals will indeed find strengths in their neurodivergent traits, it’s crucial for organizations and teams to acknowledge the challenges that many neurodivergent individuals face in the workplace.
Building a more inclusive and accommodating work environment requires understanding. Whilst pity and ableism are unhelpful in the context of discussing neurodiversity, empathy and proactive efforts to support employees, regardless of their neurodivergent status are critical.
Greater understanding and education of teams will help to ensure that challenges do not become barriers and that ultimately individual team members can fulfill their potential.
