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Being asked to locate noncritical documentation for outdated background checks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”
Reframing workforce disruption in the age of AI
No one really knows what the future of work looks like right now. Not with certainty. Not really.
We don’t know what jobs will exist five years from now, what skills will define success, or what careers our kids will be preparing for. Roles are dissolving, industries are mutating, and the whole idea of a ‘career path’ is being rewritten in real time.
It’s unsettling—and if we’re honest, a bit disorienting. But it’s also wide open and so, so exciting!
And that’s the bit we sometimes forget: the future isn’t just happening to us—it’s something we get to help shape.
That’s the opportunity. It’s right there, hiding in plain sight. Ours to influence—as teams, as talent professionals, as humans.
“If you’re waiting for clarity, you’re already behind.”
It’s a line I’ve caught myself repeating lately—to clients, in team calls, and honestly, in my own head. Because let’s face it, the AI conversation is messy. There’s excitement, confusion, panic. Every other headline feels like it’s predicting the end of work as we know it.
But here’s the uncomfortable truth that no one’s really saying out loud: this isn’t an AI problem—it’s a wake-up call for all of us.
We’ve been talking about disruption for years. Digital transformation. Agile. Remote work. The metaverse. Take your pick. But AI feels different, doesn’t it? Not because it’s more dangerous—but because it’s exposing things we’ve maybe avoided for a while. The reality that our org structures, hiring habits, and a lot of our business logic were built for a different era.
This isn’t a moment of replacement—it’s a moment of recalibration. Treat it like a threat and you’ll stall. Treat it like an opening and you might just help shape what’s next.
Let’s bust a myth right up front: AI is not here to wipe out the workforce.
According to LinkedIn’s 2024 Workforce Report, while 80% of jobs globally will be impacted by AI in some way, only 7% are at risk of being fully automated. That’s not an extinction event—it’s a shift in how work gets done.
And if we zoom in, it’s actually pretty exciting. What’s going away isn’t human value—it’s repetition. Redundancy. The stuff no one really enjoyed doing in the first place.
Josh Bersin’s research hits the nail on the head: AI is accelerating the shift away from rigid job titles and towards capability-based thinking. The question is no longer “What role do we need to fill?” but “What outcomes do we need to drive—and what human strengths will get us there?”
It’s less about someone’s CV, and more about how fast they can learn. Less about where they’ve been, more about how they adapt.
So what’s being disrupted here? Not people. Not even work, really.
It’s how we frame value. And that requires a different kind of leadership—from all of us.
Gartner recently shared that only 24% of HR leaders believe their organisations are truly ready for a workforce that blends AI and human capability. That’s not a failure—it’s a signal. One that tells us we’re in a moment of leadership transition, not crisis.
And honestly? That’s fair. For years, transformation was something we planned for. We mapped it out, scoped the budget, ran the comms plan. But AI doesn’t play by those rules—it’s unpredictable, evolving daily. Which means we need to show up differently.
Leadership now isn’t about control—it’s about curiosity. It’s about asking better questions, being okay with ambiguity, and rethinking how we define performance and potential.
The shift is already happening. Now it’s about how we choose to respond.
The organisations getting this right aren’t scrambling. They’re designing.
They’re moving beyond job titles and investing in dynamic skill architectures. Everest Group highlights this in its research—high-performing businesses are prioritising ecosystems of capability over static roles.
They’re also recognising that Talent Acquisition isn’t just about hiring anymore—it’s about navigating the future. TA leaders are getting pulled into conversations around workforce design, internal mobility, and AI literacy—because how we find and grow people is business adaptability.
And yes, that means hiring differently. The most agile teams are recruiting for curiosity. For humility. For learning velocity.
They’re embedding AI fluency across departments—not just in tech teams. They’re working closely with L&D to make upskilling part of the everyday employee experience.
LinkedIn’s latest Talent Trends report backs this up—internal talent marketplaces are gaining traction, helping match people to projects in real time. It’s not just smart retention—it’s smart risk management. A way to build capability that actually sticks.
Now, let’s bring it back to the humans. Because even with all this talk of tech, they’re still the centre of the story.
But the bar is shifting. The future doesn’t need humans who can repeat tasks. It needs humans who can reimagine them.
People who ask “what if?” more than “what now?” People who are endlessly curious. Who get comfortable with discomfort. Who adapt—not because they have to, but because they want to.
This next chapter belongs to the fast-learners. The open-minded. The ones who move before the roadmap is printed. Who are okay with not having all the answers—but aren’t afraid to start asking better questions than the machine can answer.
Being human is no longer the default advantage. It’s a differentiator. But only if we’re willing to evolve.
And for TA leaders?
This really is the moment.
You’ve spent years proving talent isn’t just about filling roles—it’s about building futures. Now, the table has moved—and you’re already sitting at it.
Because when skills are the new currency, the people who understand talent are the people who understand business.
This is also a moment to lead differently.
To partner more boldly. To speak up more often. To help shape—not just support—the future of work.
Because AI isn’t a cost-cutting tool. It’s a spark. And what it lights up will depend on the people—and principles—guiding the change.
We’re not facing a workforce apocalypse. We’re facing a wake-up call.
AI won’t replace people. But it will replace mediocrity. It’ll ask us to think harder about how we lead, how we hire, how we learn—and how we measure value.
The ones waiting for certainty might get left behind. But the ones who embrace a bit of discomfort? They’ll be the ones who build the future.
AI won’t replace people. But it will replace mediocrity.
It’ll force us to rethink how we lead, how we hire, how we learn—and how we measure value.
Every business experiences hiring peaks – periods of rapid surge when extra work demands additional talent to deliver results. However, finding this talent quickly is becoming increasingly challenging each day.
Sourcing an additional 200 or 1,000 employees for a specific project or period can be a real challenge and takes up precious internal resources. Moreover, in a constantly evolving market, talent demands can change quickly. The ability to scale up at speed is vital, as success in business hinges on agility.
Organisations in the APAC region are beginning to reassess the traditional ways of talent sourcing and are looking to outsourcing to fill the gaps. However, outsourcing can seem like a big leap, often requiring significant commitment and investment. Many business leaders also express concerns about relinquishing control of their talent function when outsourcing.
Fortunately, that need not be the case. There is a simple, less daunting step businesses can take before committing to outsourcing: Resource Augmentation (RA).
Isn’t RA the same as RPO?
There is a common misconception that RA is the same as Recruitment Process Outsourcing (RPO). While both provide outsourcing support from an external partner and involve resources who become fully immersed in your organization’s talent team and culture, they differ in terms of both resource management and scope.
With RPO, you have the flexibility to outsource either specific elements of your TA function that require support or the entire end-to-end recruitment process to an outsourcing partner. The extent of outsourcing depends on your specific business needs. However, regardless of the scope, an RPO partner takes on the management and accountability of the resources they provide.
With RA, you gain the specific resources needed, whether they are sourcers, recruiters, or other roles. The management of these resources remains with your own team, allowing you to retain control of the project and its direction while benefitting from the additional support. RA is typically deployed for short-term projects, focusing on specific skills and roles that are needed promptly.
Fundamentally, RA offers outsourcing with less commitment and reduced costs, while ensuring organizations can retain full control of their recruitment process.
Why should I consider RA?
Opting for a RA solution offers many benefits, which are driving more and more organizations to take their first step into outsourcing:
Expertise – Gain access to a group of talent professionals with deep knowledge of the market.
Scalability – Adapt quickly to fluctuating demands in the ever-changing market conditions while avoiding high talent attrition rates, which can negatively impact employer brand.
Control – Seamlessly integrate external talent with your existing TA function, while retaining control over the whole process.
Convenience – Require less commitment than a more holistic, multi-faceted RPO service, and is ideal for short-term needs.
Gain access to the best recruiting talent
The benefits of RA extend beyond businesses.
In today’s job market, many candidates are not merely looking for roles, they are searching for security. This can pose challenges in attracting top recruiting talent when offering short-term contracts.
That is where RA can make a difference. Most RA partner organizations provide future job opportunities for candidates when their initial contract comes to an end. This added job security enables them to attract the best people for your needs.
Resource Augmentation that goes further
While choosing RA to address your talent needs is a significant step, selecting the right partner to deliver it will truly set you on the right path.
AMS’ unmatched expertise enables us to provide resources that are tailored to your business needs. Partnering with AMS means having access to our deep knowledge bank built on decades of experience in the APAC talent market. We have worked with a wide range of organizations and industries, ensuring that we can meet your unique needs effectively.
Furthermore, our talent pool is constantly evolving.
AMS sets itself apart as a RA service provider by equipping its teams with exclusive access to our proprietary expert learning models. This innovative approach ensures that our teams are continually upskilled, enabling them to stay at the forefront of industry trends and advancements. Unlike traditional staffing organizations, AMS prioritizes ongoing learning and development, empowering our partners with the specialized skills necessary to effectively address and overcome the complex challenges of today’s dynamic business environment.
Our RA solution offers a simple, cost-effective, and convenient way to meet your short-term recruitment needs.
Take your first steps toward outsourcing today. Speak to AMS.
Neurodiversity is all around us, shaping the way individuals think, work, and interact with the world. Yet, because neurodivergent traits often manifest in subtle or unexpected ways, they can go unnoticed or misinterpreted.
Whether in life or at work, recognizing neurodiversity is a step toward fostering inclusion, understanding, and maximizing human potential.
Neurodiversity refers to the natural variations in how people think, process information, and engage with their surroundings. From a medical perspective, we have developed words to describe some of the variations naming some of them as conditions such as autism, ADHD, dyslexia, dyspraxia, and others.
These differences are natural and often come with unique strengths and perspectives that can benefit society and businesses alike.
Neurodivergence can present in professional environments in ways that influence work styles and collaboration. Leaders and colleagues who recognize these traits can help create more inclusive workplaces.
Whilst it isn’t particularly appreciated, for people to be ‘on the lookout’ or to point out differences that can be witnessed, education and awareness supports the development of more neuroinclusive thinking and open-mindedness. It is therefore useful to discuss how distinctive elements of neurodiversity may present around us and inside us.
While every individual is unique, there are some common ways that neurodivergence may present in daily interactions:
Unconventional communication styles
Someone might prefer written over verbal communication or take extra time to process conversations.
They may be highly literal or struggle with implied meanings and sarcasm.
Social interactions may feel draining, leading to avoidance or needing breaks after engaging with others.
A colleague at work may have little to say during ‘small talk’, but thrive in structured, meaningful discussions.
They are likely to prefer direct and clear communication over ambiguous or implied expectations.
Distinct learning and thinking patterns
A person may excel in seeing connections between things that others do not, deep focus, or problem-solving but struggle with memorization or rote tasks.
They may learn best through hands-on experiences rather than traditional methods.
Creative and out-of-the-box thinking may come naturally, often leading to unique solutions to problems.
Their ability to approach challenges from different perspectives can be a significant asset in strategic thinking.
Sensory sensitivities
Sensitivity to bright lights, loud noises, or certain textures can indicate sensory processing differences.
Certain fabrics, smells, or food textures may trigger discomfort or distress.
Unique routines and preferences
A strong need for structure and routine may be evident, with disruptions causing anxiety.
Hyperfocus on specific interests or hobbies can lead sporadic and/or deep expertise in niche subjects or activities.
They may have difficulty transitioning between tasks or changes that are unplanned.
They may need clear instructions, visual task lists, or deadline reminders to stay on track.
Time management, organization, or prioritization styles can require extra effort and acceptance.
Recognizing neurodiversity isn’t about labeling people—it’s about understanding and valuing different ways of thinking. By fostering awareness, we can:
Build more inclusive and accommodating environments that will benefit everyone.
Support neurodivergent individuals in leveraging their strengths.
Improve collaboration, communication, and group dynamics.
Drive innovation by embracing diverse perspectives.
Live in a society where everyone feels valued and can participate.
If you do recognize the neurodiversity around or in you, the next step is encouraging inclusivity in your environment. Whether through consideration of accommodations needed, open conversations, or simply adjusting your approach to communication, small changes can make a big difference.
Then, by shifting our mindset from awareness to appreciation, we unlock the full potential of every individual—creating spaces where everyone, regardless of neurotype, can thrive.
How can you start recognizing and supporting neurodiversity in your own environment today?
Whether in life or at work, recognizing neurodiversity is a step toward fostering inclusion, understanding, and maximizing human potential.
We all want the best person for the job. In recent years, a new acronym has emerged – MEI, which stands for Merit, Excellence, and Intelligence. Proponents of MEI argue that organizations should focus on hiring the best candidates based solely on their talent and qualifications, with a view that diversity will naturally happen as a by-product when decisions are based purely on merit.
Some see Diversity, Equity & Inclusion (DEI) as a performative exercise, with tokenistic representation as an ‘overcorrection’ to historic underrepresentation. And understandably, no underrepresented person wants to feel like the ‘diversity hire’, advancing in their career purely because of their gender, skin color, or other characteristic.
To summarize the perceived differences:
Merit-based:
Assumes we live in a meritocracy, where humans make objective, bias-free decisions; a society where people are able to progress or find success purely based on skills, ability and talent
Focuses on individual performance and achievements
Removes consideration of demographic factors
DEI-based:
Strives to make workforces representative of the communities they operate in
Works to level the playing field, recognizing that systemic barriers might prevent equally qualified individuals from certain groups from reaching the same level of opportunity
May involve strategies like targeted outreach, bias or conscious inclusion training, and creating fair selection criteria to address historical inequalities
These diverging viewpoints are at the heart of the ongoing debate that pits DEI against MEI. But arguing that DEI and MEI are in opposition creates a false dichotomy; it isn’t about choosing one over the other. It’s about recognizing that diversity and merit are not mutually exclusive—they’re mutually reinforcing.
For merit-based approaches to work, we need to live in a meritocracy. Unfortunately, without taking positive action to address systemic inequalities, we don’t.
We cannot have a meritocracy without fair opportunity, or overlook that there are structural reasons some groups are more likely to outperform others. A meritocratic system reflects the status quo, and therefore, it can perpetuate existing inequalities by continuously favoring those who already have advantages.
Diversity doesn’t simply happen; the goal of constructing a workforce based on merit requires a thoughtful approach to DEI.
Casting a wide net for talent and making objective hiring decisions that do not disadvantage candidates based on identity is exactly what DEI work seeks to do. At its heart, it’s about fairness of opportunity. True meritocracy can only be achieved when we recognize and actively work to remove the barriers that have historically excluded talented individuals from certain backgrounds.
Organizations that assume meritocracy is inherent and not something to be achieved actually run the risk of increased bias – where, for example, hiring managers do not feel they need to exert any significant effort to be fair and objective in their decision-making.
The sticking point is perhaps the ‘equity’ part, which has been the subject of considerable debate and misunderstanding. Equity is about promoting fairness based on individual needs to level the playing field, recognizing that not everyone starts from the same place.
For instance, workplace adjustments aren’t about giving disabled people an unfair advantage, but are about removing barriers that wouldn’t exist if environments, processes, and systems were designed inclusively in the first place.
Consider:
A screen reader isn’t a luxury for a blind employee; it’s essential for accessing information that others can see
Flexible working hours aren’t a privilege for working parents who can’t afford childcare
Not everyone has equal access to quality education, mentorship, or professional networks, which are often essential for developing skills and demonstrating merit
The perceived differences between DEI and merit-based approaches likely stem from how these concepts are interpreted – and in the current climate, politicized and weaponized – rather than their original intent.
Rather than tying ourselves up in knots over polarizing and divisive rhetoric, we should be focusing on what we all want: the opportunity to get a job for which we are qualified, and to progress in our careers based on good performance.
I wanted to continue the conversation, effective leadership is not a one-size-fits-all concept; it is deeply context-dependent and varies based on the challenges an organization faces and its overarching goals. While this is a commonly acknowledged notion in leadership theory, it is not always practised in reality.
Many businesses and hiring teams conform to biases or established norms, seeking leaders who fit predefined moulds or possess specific experiences and pedigrees. Recognizing that no single leadership approach works universally allows organizations to better identify and cultivate the leadership styles best suited for their unique challenges and strategic objectives.
To help illustrate this, I explore some leadership traits and contexts to which they are best suited.
Vision
What does it look like?
A leader must have a short, medium and/or long-term picture of the future in mind that is both clear and compelling. It will ideally also be inspirational, realistic and well-articulated. To bring a vision to life, the leader needs to analyze, plan, set goals, make informed decisions, execute and adapt. In other words, vision without strategy is a destination without a direction.
When is it needed?
Many would justifiably argue that all organizations need vision from leadership, but under what circumstances may this need be greatest? One instance is a vision-driven organization. Not all organizations are, or need to be, driven by a strong vision; some are simply in need of clarity around aligning their products or services with their capabilities and market.
An organization demanding leaders capable of delivering vision would include, a start-up still lacking a defined statement which captures its ambition and future goals. In the case of an entrepreneurial, dynamic and evolving culture such as this one, it is paramount that a leader is masterful at big-picture thinking and tailoring a vision to guide a company’s growth, translating abstract ideas into actionable strategies for business success, and crucially aligning and inspiring teams to drive in the same direction.
“Sub-visions” for specific functions and areas are likely to be required as the start-up grows and evolves, in turn requiring inspiring functional leaders.
Case Study: Vision and Innovation – BioNTech
In early 2020, BioNTech, a small German biotech led by Özlem Türeci and Uğur Şahin, exemplified visionary leadership by delivering the first US-approved COVID-19 vaccine. Key to their success were vision, agility and a culture of experimentation. CEO Şahin swiftly shifted BioNTech’s focus from cancer vaccines to COVID-19, securing Board approval within hours. He spent the weekend designing vaccine candidates, demonstrating rapid adaptability. [2]
Türeci and Şahin fostered a disciplined, high-urgency culture under “Project Lightspeed,” with employees working around the clock. By February 2020, they had 20 vaccine candidates, later narrowed to four, partnering with Pfizer. In November, BioNTech and Pfizer announced a vaccine with 95% efficacy—just 10 months after their decisive shift.
This rapid success stemmed from visionary leadership and a disciplined, risk-embracing culture, achieving a breakthrough in global health.
Integrity and Humility
What does it look like?
A 2022 Niagara Institute survey conducted across 48 countries (Fig. 1) asked respondents what their greatest leadership strength was. In first place came “leading by example” and in close second, “collaborating with employees when making a decision.” The first of these emblematizes integrity, while the second has humility at its core. Over half of the responses therefore suggest a commitment from leaders to profoundly influence organizational culture by fostering trust and mutual respect.
When is it needed?
An organization urgently requiring leadership with humility and integrity is one undergoing turnaround. A change of leadership is prevalent in turnaround literature, with Charles W. Hofer, for example, suggesting in his article “Turnaround Strategies” that it is in fact a prerequisite for most successful turnarounds. Leaders entering to drive the abrupt and often painful change that is required to ensure an organization’s survival must not only be coercive in their implementation of new measures; they must inspire trust.
Turnaround leaders must rebuild credibility with a variety of stakeholders, with company employees as an essential part of guiding an organization through recovery. According to Mayer’s model of dyadic trust , ability, benevolence and integrity are key factors of perceived—and ultimately subjective—levels of trustworthiness.
Humility is a leadership trait necessary for turnaround success not merely for the trustworthiness it may foster, but also because humble leaders are likely to be open to contributions and feedback from others; this kind of learning from past mistakes takes a vital role in informing company reorientation.
Empowerment and Development
What does it look like?
While the development and potential of leaders is important, how they empower and develop others is essential for nurturing a motivated and high-performing workforce. This looks like team mentorship, delegating responsibilities, offering growth opportunities, granting autonomy in decision-making, empowering employees to take ownership, developing new skills and confidently driving innovation.
When is it needed?
A business scenario particularly in need of leadership that promotes empowerment and delegation is that of global expansion, especially organic expansion (as opposed to through M&A, which requires a more integration-focussed approach).
When a business expands internationally, be it through establishing new offices or launching products in new markets, empowering local teams allows them to adapt strategies to align with regional markets. Delegation means that local leaders and teams can capitalize quickly on regional opportunities, rather than centralized decision-making slowing down processes and potentially diverging from local market needs.
In this case, regional business success contributes to overall business success, which has clearly traceable roots in the cultural impact of central leadership.
Resilience and Adaptability
What does it look like?
In times of disruptive change—regulatory changes, supply chain disruptions, a global pandemic—resilience, as both an intrinsic quality and as a skill, is indispensable. A US Navy SEAL axiom says: “If knocked down, I will get back up every time. I am never out of the fight.” As Brent Gleeson notes, this is tough to apply to a civilian setting. For business teams, resilience does not simply arise through collective belief, and business model transformation and innovation likewise do not just appear from the aether in times of major change. These things happen because they are “envisioned and unlocked by resilient leaders […] who thrive in the face of challenges posed by adversity.”
When is it needed?
While leaders and teams may inherently cultivate a certain resilience over time, the real difference with resilient and adaptable leadership—and, by extension, teams—is the resolute intentionality of grit and willingness to adapt when needed in times of disruption. The outcome of this attitude is the swift navigation of change, the seizing of opportunity, and the maintenance of operational continuity; when these pillars are upright and intact, a business is in a strong position to outperform competitors during challenging times.
Case Study: Resilience and Transformation – Whitney Wolfe Herd
Whitney Wolfe Herd, former CEO of Bumble, exemplifies resilience and transformational leadership. After facing harassment at Tinder, she turned adversity into opportunity, launching Bumble in 2014 as a dating app that empowers women to make the first move. This mission reflected her own strength and commitment to creating a more inclusive space. [6]
Wolfe Herd’s leadership inspired her team to build a healthier, more equitable platform, extending her values to a predominantly female workforce with policies supporting flexibility and wellbeing. In 2023, as Bumble adapted to AI, Wolfe Herd stepped down as CEO, appointing Lidiane Jones while staying on as executive chair, ensuring Bumble’s commitment to gender equality and empowerment continued.
While effective leadership is context-dependent and varies with an organization’s unique challenges and goals, many businesses still struggle to embrace flexibility, continuing to seek leaders who fit rigid templates or specific credentials. This limits their ability to adapt to evolving needs.
This is where the right executive search partner becomes invaluable, providing an objective perspective that cuts through biases and considers all key factors.
As a trusted advisor, AMS Executive Search helps our partners see the bigger picture, identifying leaders who align with strategic goals and can navigate challenges effectively. This ensures businesses are equipped with adaptable, forward-thinking leaders who drive success.
Imagine you’re browsing for a new streaming service. You expect personalised recommendations, seamless navigation, and instant gratification. Now, translate that experience to the job search. Candidates today expect the same frictionless journey when exploring career opportunities.
This shift is redefining the role of talent acquisition professionals, forcing them to rethink their strategies and borrow heavily from consumer marketing to create engaging, personalised candidate experiences.
The Rise of Consumer-Grade Expectations
Gone are the days when a candidate’s interaction with a company began and ended with a job advert. Today’s candidates, much like savvy consumers, expect a holistic, personalised journey from the moment they encounter your brand.
According to LinkedIn’s 2023 Global Talent Trends report, 81% of candidates say that their experience during the hiring process influences their decision to accept an offer. In a world where consumers abandon online shopping baskets due to frustrating experiences, candidates, too, disengage from complex or impersonal application processes.
This trend is being driven by the digital-first, on-demand culture that permeates every aspect of our lives. Companies that fail to meet these new consumer-grade expectations risk losing top talent to competitors who offer more streamlined and engaging experiences. SIA’s 2023 Workforce Solutions Buyer Survey found that 70% of talent acquisition leaders identified improving candidate experience as a top priority.
Moreover, companies that invest in enhancing candidate experience have seen a 20% increase in offer acceptance rates.
Parallels Between Marketing and Talent Acquisition
The lines between marketing and talent acquisition are increasingly blurring, with both disciplines focusing on engagement and experience. Just as marketers craft personalised campaigns to attract and retain customers, talent acquisition professionals must curate tailored experiences to attract and retain top talent.
This shift requires reimagining the candidate journey as a consumer journey, where every interaction—whether it’s a job ad, a recruitment email, or an interview—acts as a crucial touchpoint in a cohesive narrative.
Josh Bersin emphasises that organisations excelling in employee experience, starting from recruitment, tend to outperform their competitors by 2.8 times in terms of profitability. This connection underscores the business case for a consumer-grade candidate experience.
For those interested in exploring the importance of employer branding within the broader context of talent strategy, a related article discusses mid-year talent acquisition predictions and their implications for employer branding efforts. LinkedIn’s research supports the growing emphasis on branding, showing that 75% of job seekers research a company’s reputation before applying.
Companies with strong employer branding efforts are twice as likely to attract high-quality candidates, according to SIA’s 2023 Talent Attraction Report. Additionally, 58% of candidates say they would decline an offer from a company with a poor online reputation, regardless of salary.
Programmatic and Social Activation: The Game Changers
As talent acquisition evolves, programmatic advertising and social activation are revolutionising how companies attract talent.
Programmatic advertising has evolved beyond simple automation to become a highly intelligent system. Today’s platforms leverage AI and machine learning to continuously analyse and adapt to candidate behaviour in real-time. This allows for hyper-targeted adverts that resonate with specific candidate personas, optimising not just placement but also messaging as conditions change.
Companies using these advanced programmatic strategies have seen up to a 30% increase in candidate engagement and a significant reduction in cost-per-hire, according to SIA. The ability to predict and respond to candidate preferences makes programmatic a powerful tool in modern talent acquisition.
Social activation has evolved far beyond simple job postings. Today, it’s about crafting engaging, authentic content that connects with audiences on platforms like Instagram, TikTok, and Facebook. The focus has shifted to storytelling and creating a compelling brand narrative that resonates with potential candidates on a deeper level.
Companies leading in this space use data-driven insights to tailor their content, leveraging trends and platform-specific features like Instagram Stories or TikTok challenges to create more interactive and immersive experiences. This approach not only attracts candidates but also builds a lasting connection with your brand, transforming social media into a powerful tool for talent acquisition.
Predicting the Future: On-the-Spot Personalised Content Creation
The next frontier in talent acquisition is the ability to create personalised content on the spot that resonates with the candidate persona in real time. Imagine AI-driven tools that generate tailored job descriptions, emails, or even video content on demand, based on a candidate’s interactions with your brand.
This level of personalisation, powered by machine learning and real-time data analysis, will transform the candidate experience from a transactional process into a dynamic conversation.
Jonathan Kestenbaum, Managing Director – Tech Strategy & Partners at AMS, has highlighted the importance of this trend, noting that the future of talent acquisition lies in the ability to deliver hyper-personalised content at scale, creating a more engaging and tailored experience for candidates.
The Role of Emerging Technologies: AI, Blockchain, VR, and Beyond
Emerging technologies are driving this transformation, offering new ways to deliver consumer-grade candidate experiences.
Artificial Intelligence (AI): I know you’ve probably heard more than enough about AI, but in my opinion, it’s still underhyped. AI isn’t just a buzzword; it’s a game-changer in recruitment. It streamlines the entire process, offering real-time updates, personalised job alerts, and even AI-generated interview questions that adapt to a candidate’s responses.
According to the Everest Group, companies that integrate AI and automation into their talent acquisition processes are 35% more likely to fill positions faster than their competitors. Beyond efficiency, AI enhances predictive analytics, enabling companies to anticipate not just candidate success, but also cultural fit and long-term retention—critical elements in delivering a consumer-grade candidate experience.
Blockchain: Before you tune out, thinking this is all about cryptocurrency, let me clarify—this isn’t about Bitcoin or speculative investments. Blockchain in recruitment is about a secure, shared ledger that enhances transparency and trust. By securely storing candidate data and verifying credentials, blockchain technology can significantly reduce the time and cost of background checks, ensuring the authenticity of candidate qualifications.
This aligns perfectly with today’s consumer-grade expectations, where transparency and data privacy are more important than ever. As Jonathan Kestenbaum points out, blockchain, though still emerging, has the potential to revolutionise how we manage candidate data, making the hiring process more secure and trustworthy.
Virtual Reality (VR): VR is emerging as a powerful tool in the recruitment process, particularly for immersive job previews and virtual office tours. According to a PwC report, VR is four times faster than traditional methods at training employees and offers a more engaging experience. VR allows candidates to explore work environments and company culture before they even step through the door, making it a game-changer for remote or international candidates.
However, as explored in an article on navigating the metaverse, VR and the metaverse present both opportunities and challenges for talent acquisition, requiring careful consideration to avoid potential pitfalls.
Mobile-First Strategies
With over 90% of job seekers using their mobile devices to search for jobs (according to Glassdoor), adopting a mobile-first approach is no longer optional—it’s essential. Indeed research indicates that 65% of people would abandon a job application if it isn’t mobile-friendly.
Leading hotel chains and fast food brands have implemented mobile-first recruitment processes, allowing candidates to easily apply and track their application status on the go. This not only increases application rates but also enhances the overall candidate experience.
Remote and Accessible Candidate Processes
The pandemic has solidified remote hiring as a standard practice, with 70% of talent professionals agreeing that virtual recruiting is here to stay, according to LinkedIn. Ensuring that these processes are accessible to all candidates, including those with disabilities, is crucial.
Companies that prioritise accessibility by using platforms compatible with assistive technologies are broadening their talent pools and demonstrating a commitment to inclusivity.
Hiring as a Team Sport: Accountability and Collaboration
Delivering a consumer-grade candidate experience is not just the responsibility of recruiters—it requires a collaborative effort across the entire hiring community, from hiring managers to onboarding teams. This collective responsibility ensures that every touchpoint in the hiring process reflects the company’s values and provides a consistent, positive experience.
Technology plays a crucial role in this collaboration. Tools like AI-driven platforms and shared dashboards streamline communication, making it easier for teams to align on candidate evaluations and ensure a seamless experience from start to finish.
A unified approach, often outlined in a “hiring charter,” helps define roles, responsibilities, and expectations for everyone involved. When the hiring community operates as a cohesive unit, supported by the right tech, it enhances the candidate experience and strengthens the company’s ability to attract and retain top talent.
If you are interested in exploring how a collaborative approach can be applied to evaluating candidates based on skills rather than credentials, you might enjoy a previous post that discusses the shift towards skills-based hiring and its impact on the hiring process.
This method promotes fairness and ensures that the right people are involved at every stage, reinforcing the idea that hiring is a team sport.
The Risk of Over-Automation
While automation is often favoured for its efficiency, it’s important to recognise that a one-size-fits-all approach doesn’t work in talent acquisition. Some candidates may appreciate a fully automated, streamlined process, finding it convenient and quick. However, others crave human interaction, valuing the personal touch that builds trust and connection.
The key is to tailor your approach, keeping the candidate experience (CX) at the heart of the process. Automation should enhance, not replace, the human elements that make the experience meaningful.
By understanding the diverse needs of your candidates and balancing technology with genuine human engagement, you ensure that every candidate feels valued and understood, leading to a more successful hiring process.
As Simon Sinek often says, “People don’t buy what you do; they buy why you do it.” In hiring, this means candidates are looking for a connection with the company’s mission and values—something that’s hard to convey through automation alone. Steven Bartlett reminds us that in the age of automation, authenticity is the true currency of trust.
Balancing tech-driven efficiency with a human touch can turn a good candidate experience into a great one.
Success Stories and Lessons Learned
Several companies are leading the way in applying consumer marketing strategies to talent acquisition. Some have pioneered virtual assessment centres where candidates participate in online simulations that mirror real job scenarios. This innovative approach not only engages candidates in a unique and interactive way but also provides valuable insights into their skills and potential fit within the organisation.
Others have transformed recruitment by focusing on storytelling and cultural alignment, using immersive experiences to allow candidates to deeply connect with the company’s mission and values. This strategy has been particularly effective in attracting talent who resonate with the brand’s ethos.
Another trend is the use of AI and machine learning to personalise and enhance the recruitment process. By predicting candidate success and tailoring the journey to individual preferences, companies can ensure that each candidate feels valued and understood. This data-driven approach not only improves engagement but also supports diversity and inclusion initiatives by reducing unconscious bias.
However, there are cautionary tales where over-reliance on algorithms has led to unintended consequences, such as a lack of diversity and unintentional bias in hiring decisions.
The key takeaway? While consumer-grade experiences can significantly enhance the candidate journey, they must be implemented thoughtfully, with a clear awareness of potential pitfalls.
The Future of Candidate Experience
As the consumerisation of candidate experience continues, we can expect even more innovative approaches to recruitment. Imagine job portals functioning like e-commerce sites, where candidates can “shop” for jobs, read reviews from current employees, watch workplace videos, and get personalised career recommendations.
Beyond this, the future will likely include interactive AI chatbots offering tailored career advice, VR-powered onboarding previews that immerse candidates in a “day in the life,” and gamified assessments that make skill evaluation engaging and insightful.
Additionally, AI-driven career pathways will provide candidates with a clear vision of their potential growth within the company, while peer-to-peer networks will allow them to connect with current employees for authentic insights. Real-time application tracking will further enhance transparency, keeping candidates informed every step of the way.
These innovations will collectively transform the recruitment process into a more personalised, interactive, and transparent experience, ensuring that candidates feel valued and engaged throughout their journey.
This future isn’t far off. According to Gartner, by 2025, 75% of the workforce will expect a consumer-grade experience during the recruitment process. Companies that succeed in this new landscape will be those that can seamlessly blend technology with a human touch, creating a candidate experience that’s both efficient and deeply personal.
A Call to Action for Talent Acquisition Professionals
If you’re not already, it’s time to start thinking of candidates as consumers. This means leveraging the same principles of customer experience management—personalisation, journey mapping, and data-driven insights—to attract and retain top talent. It’s not just about filling roles; it’s about creating a brand experience that resonates with candidates long before they ever hit “apply.”
In this new era of talent acquisition, the companies that thrive will be those that can deliver a candidate experience as engaging and personalised as the best consumer brands.
The future of talent acquisition isn’t just about finding the right people—it’s about creating an experience so compelling that the right people find you.
"In today's job market, attracting top talent requires more than just a job offer—it demands a candidate experience as seamless, personalised, and compelling as the best consumer brands. The future of talent acquisition lies in balancing cutting-edge technology with a deeply human touch."
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.
Earlier this week, I was delighted to host a number of Human Resources and Talent Acquisition leaders to discuss insights from the latest report in our Talent Climate Series – Talent Acquisition at a Crossroads – alongside Josh Bersin, Global Industry Analyst and CEO of the Josh Bersin Company.
The Talent Climate Report
This report, for anyone who hasn’t yet read it, makes for fascinating and important reading, highlighting that the Talent Acquisition (TA) industry is at a critical pivot point with most TA Leaders not only identifying skills shortages as one of their top issues but also adding that they are under tremendous pressure to improve the efficiency of their recruitment processes. With many leaders feeling that they require more training, while also struggling with a lack of strategic direction and support from other leaders in the business; something has to give.
Talent and skills within an organisation, impacts everyone within that organisation. Regardless of role or level, we all need talent and skills to deliver, innovate, and drive high performance. So, whilst this report focuses on the perspective of TA and HR Leaders, this critical pivot point that the industry finds itself at, is most definitely not exclusive to TA or HR departments.
This, and much more, was discussed in what was a fantastic evening welcoming leaders with a diverse range of perspectives into AMS’s new 60 London Wall Office.
So, what were my key takeaways from the session?
1 | Positioning TA as a Strategic Business Partner
Having worked across various industries and observed talent and skills from a TA and wider business perspective, I wholeheartedly agree that businesses need to place emphasis on effective strategic partnering with their TA Leaders. The reports shows that only a third of TA Leaders surveyed said they were involved in any strategic planning. Even likening themselves to being “an Amazon fulfilment centre for humans”.
If TA do not have a seat at the table, then businesses are missing a critical opportunity to set themselves up for success. However, this works both ways and we cannot always wait quietly for an invitation, instead this is a wake-up call for TA Leaders – do we want to be a fulfilment centre or a strategic partner?
We must be bold, confident in our expertise, and ask the right, often challenging, questions of the business. Tell people what you do and how you can best support the organisation.
2| Culture is Key
On the topic of what makes a high performing company, over and above understanding your company’s financial or operational goals – do you fully understand and feel comfortable articulating the company mission, vision, purpose, and value proposition? A mixture of tangible and intangible things that when lived and breathed across an organisation create a strong culture of engaged, motivated, and passionate people all working towards a common purpose.
If companies don’t get this right then how can they retain talent, and importantly from a TA perspective, how can we understand in those early stages whether someone who wants to work with you will ultimately help to build or lower your talent density?
Interestingly, although unsurprising to me knowing the wealth of talent we have at AMS, one company did an analysis of what makes great performers within their organisation and found that the Recruiter was the common denominator. It is the Recruiter and their human touch of knowing all about the DNA of the company and what makes people successful there that made all the difference.
3| Internal Mobility and People Development
Related to culture and high performance is the subject of Internal Mobility, which was an interesting point of discussion, as when talking about TA it can be easy to focus on bringing new talent into organisations from the external market but it’s critical that we also place importance on strong internal mobility to recognise, develop, and retain the talent businesses already have.
It is shown that organisations with a strong focus on internal mobility, perform better. While it seems like this should be straightforward, in practice, many factors can challenge or hinder effective internal mobility that meets both business needs and the employee’s career aspirations, sense of value, and engagement.
Managers naturally want to keep their talent within their own team, Recruiters have a tendency to want to look externally, and if the cultural storytelling around how to grow and build your career within the organisation isn’t quite right then employees lack clarity and motivation.
We need to boldly make it clear to managers that it is their job to develop people, they aren’t just “looking after” employees for the organisation, they have a responsibility to contribute to the growth of talent and the shared success that will bring. This could include evaluating managers based on whether their team members receive promotions or make successful strategic lateral moves, whether they have development plans in place, and the increased value they provide to the organisation.
It’s all about taking the manager population on a journey, helping them see their own development potential and value, and crucially, help theming feel that they all work in the talent management business, every hire and every individual’s development is and should be strategic.
This is just a snapshot of the many relevant topics we discussed. The conversation concluded with thoughts on the future outlook: all businesses are experiencing change, transformation, or evolution, which naturally impacts hiring. The market remains challenging, and workforces will continue to be more demanding.
However, it was positively acknowledged that Talent Acquisition is one of the most important roles in the business and will become increasingly strategic, if we as a collective focus on what needs to be done to get there.
A huge thank you to Josh and everyone who attended, each bringing their own wealth of knowledge and expertise to our discussions. I can’t wait for the next opportunity to connect and continue these vital conversations.
In the meantime, we’ll be keeping a close eye on these themes and continuously improving our services across AMS to ensure we remain the best strategic partner to our clients.
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.
