Earlier this month I attended a conference in Houston specifically focused on some of the challenges in the HR function of energy sector companies. It was a great event and what was particularly interesting and encouraging for me was that the audience was a real mix of professionals not only from the fossil-fuel industry (which is of course to be expected in Texas!), but also from the renewable energy industry.
Texas is the leading State in the US for renewable energy production and is continuing to accelerate the transition. Recent data from the Energy Information Administration (EIA)shows that solar generation alone is likely to top coal-fired generation for the first time in 2024. The Energy Reliability Council of Texas (ERCOT) manages the flow of around 90% of electric load in the state, and EIA forecasts indicate that wind and solar generation will top natural gas as the system’s largest generation resource. With the recent announcement on Earth Day relating to the $7 billion of solar funding for residential projects in the US through the Environmental Protection Agency, the pace will only quicken!
So how do these dynamics relate to HR strategies? The conference brought to light many of the challenges ahead.
I was privileged to share the stage with professionals from SLB, Shell and Technip FMC to discuss some of the key topics in Talent Acquisition in a panel format. Here are just some of the points we discussed:
It is clear the energy sector needs to work hard to remain relevant and exciting to younger generations of talent. According to the Universum list of the most attractive employers in America, no energy companies are ranked in the top 100 amongst business students and only 6 are ranked in the top 100 amongst engineering students. A lot of work needs to be done to tell the amazing stories the energy sector has to offer. Targeted and personalised employer branding strategies need to be invested in to help bring to life the massive impact a career in the energy sector can provide.
Flexibility and scalability in what has always been a volatile market is becoming increasingly important for Talent Acquisition operating models in the energy sector. As a result, more and more organisations are moving to Recruitment Process Outsourcing models and this is confirmed by recent US research that indicates the likely compound annual growth rate for the RPO sector in the US is 19.1% through to 2031.
Talent Acquisition technology has been a hot topic for the last decade or so, but with the rapid adoption of AI in HR processes and the increasing legislation associated with this to keep it in check, organisations will have to carefully consider their options and will need support with their technology and process decisions. The explosion of AI in our lives is astonishing (it took Instagram 2.5 years to have 100 million users and Chat GPT just 2 months) and the feeling in the room was that we must embrace the benefits that AI will inevitably bring, but guard against any bias that it might introduce into our processes.
Internal mobility was seen as a crucial enabler of dealing with the skills gaps in the sector, and the panel agreed that it was important to understand the skills in your organisation to determine who has adjacent or transferable skills for new roles. By embracing potential over experience, fostering a culture of mobility, and treating your internal candidates as you would an external candidate you will be able to harness your internal talent much more effectively.
Other topics covered over the 2 days we had together included using veteran programmes to increase belonging and access new talent pools, defining competitive policies to attract the best talent, and how to use wellness and health programs to support your people.
The topic of skilling was prevalent, and it was fascinating to hear how NexTier Oilfield Solutions had used Kahuna to digitize their technical competence assurance program (a great pre-requisite to get your data and skills taxonomy in order before embarking on a skills-based hiring approach) and how Vestas were reducing attrition through effective development programs, particularly in leadership.
The other topic at the front of everyone’s minds in the room was of course DE&I and how we all need to ensure processes remove implicit bias and approaches we take should always be focused on inclusivity.
The key takeaway for me was that the challenges ahead for the energy sector are multiple, but with the right mindset and by adopting the right balance for the energy transition to happen quickly enough, the energy sector is a hugely exciting sector to build a career within.
It is now crucial that we can tell this story to younger generations, whose talent we need to build a prosperous future for all.
Graduating with a degree was once considered key to kickstarting a prosperous career and many recruiters would typically filter shortlists by removing applicants who weren’t degree qualified without any discussion. This is a traditional and aged way of hiring, posing a barrier for employers who aim to build diverse and inclusive workforces for many reasons. Unfortunately, the practice still exists today and can be one of the methods that employers find the most difficult to ditch.
Interestingly, this article from the Harvard Business Reviewshares that the practice took off in the early 2000’s with a significant number of employers adding degree requirements to the descriptions of jobs that hadn’t previously required degrees, a trend that became particularly pronounced after the Great Recession of 08-09 and commonly referred to as ‘Degree inflation’.
The same article recognises that skills-based hiring is on the rise which will open opportunities to a large population of potential employees who in recent years have often been excluded from consideration because of degree inflation. More and more employers are recognising that the qualifications available don’t always fully match the needs of their businesses now or in the future with 45% of employers saying an applicant having a degree is ‘not important’ according to an article written by PeopleManagement.co.uk.
It’s also reported by the Mirrorthatin 2023 that less than half of graduates were working in a career that related to their degree. Even the universities minister, Michelle Donelan, acknowledges that “higher education is not necessarily the best route to get to where you want in life” and that that true social mobility is about improving outcomes rather than university placements as reported by the Guardian.
How does ‘Degree Inflation’ impact social mobility, you ask? It’s widely reported that individuals from a lower socio-economic background are less likely to attend or complete a university course but that doesn’t mean that this group of people are less competent or capable. The Social Mobility Commission shares thoughts from the former CEO of Personal Banking at Barclays, Steven Cooper, who left school at 16 and became a bank teller. Steven has faced many barriers over his 30-year career namely promotions hinging on a specific level of qualification or assumptions that he should be in a clerical role given his background however he’s managed to overcome this and enjoy a career that has taken him to the most senior levels.
It’s a fascinating story but unfortunately not the case for so many others.
Society is moving in the right direction but there is still more to be done. According to LinkedIn, there were only 30% of jobs posted that don’t require a degree in 2022. It would be interesting to know how many advertisements that required a degree qualified individual had actually stated which course or topic the individual should be qualified in as far too often the specialism isn’t declared leaving room for speculation if a degree level qualification is required at all.
To promote, enable and accelerate social mobility and create inclusive workplace and hiring practices, organisations should think harder and smarter about talent attraction and retention. Shifting focus from rigid degree requirements to a skills-based hiring approach levels the playing field and provides opportunity for individuals from all backgrounds to thrive.
Skills-based hiring will open opportunities to a large population of potential employees who in recent years have often been excluded from consideration because of degree inflation
At first glance, hiring a painting contractor and managing campus recruiting seem worlds apart. Yet, dive a bit deeper, and you’ll find they share a core principle that’s surprisingly universal. Intrigued? Let me share a story.
After moving into our new home, with the holidays fast approaching and my to-do list overflowing, the walls still needed painting. Despite my DIY enthusiasm, time was not on my side. Reluctantly, I called in a commercial painter. To my amazement, they transformed our home in a day, allowing me to focus on what truly mattered – welcoming family.
This experience was a lightbulb moment, mirroring a concept well-known in business: outsourcing, or specifically, Recruitment Process Outsourcing (RPO) in talent acquisition. In our everyday lives, we do this everywhere – we outsource our car repairs to trained mechanics, healthcare to medical professionals, gardening to lawncare professionals, and the list goes on. But when it comes to recruiting, especially campus recruiting, we seem to forget help is available in the form of RPO.
Let’s explore why handing the brush (or the resumes) over to the experts might just be the smartest play you make this season.
Quality:
Quality isn’t just about getting it done but getting it done so well, people can’t help but notice. It’s like comparing walls and trim painted by a seasoned painter to your first attempt at painting; the difference is night and day. Outsourcing campus recruiting throws professional expertise into the mix, ensuring that the job isn’t just completed, but it’s done with a level of polish and finesse that only comes from years in the game. As an example, AMS supported an aerospace client in the redesign of their global engineering program, providing market best practice, insights, structure, and the delivery of a new assessment process. Results: We conducted over 2K final round interviews resulting in female hires increasing from 28% to 42% and had less than 2% written offer declines.
Cost:
Now, let’s talk dollars and sense. Economies of scale? Check. Lower opportunity costs because you’re not tied up doing something outside your wheelhouse? Double-check. Leveraging a professional’s access to significant and varied expertise? Triple-check. But it is not always about saving money. In some cases, it’s about creating better outcomes in the long-term that translates into high-quality hires, improved DEI outcomes, and improved retention, among other things. But make no mistake, administrative aspects of a campus program are the ideal areas to consider outsourcing as cost savings are extremely likely.
Time:
Time is that one thing we’re always running out of, and let’s be honest, spreading ourselves too thin is a recipe for disaster. Handing off aspects of your campus recruiting program can free your experienced team members up to execute where it makes a difference or tackle big-picture projects that really move the needle. It’s about playing it smart and making every second count.
Expertise and Specialization:
There’s something about someone who knows their stuff inside out that just inspires confidence. Whether it’s the pro painter who knows exactly how to bring your vision to life or a talent acquisition expert who can navigate the campus recruiting scene like a boss, that level of expertise is a game-changer. It means better outcomes, less fuss, and a whole lot of impressed onlookers.
Risks and Challenges:
Sure, handing over the reins comes with its own set of worries. Will the service provider get it? Can they deliver to your standards? It’s like letting someone else cook your signature dish for a big party. The trick is in the vetting—checking out their past work, talking to references, and making sure they’re the real deal. Consider AMS: With a 97% client retention rate, a unique specialization in campus recruiting, over 100+ years of campus leadership experience, choosing us isn’t just a safe bet—it’s a strategic advantage.
Benefits and Drawbacks:
The upside? Think potential cost savings, top-notch quality, and the freedom to dive into work that really makes an impact. Not to mention, the ability to scale up or down as your business ebbs and flows. The downside? Costs may add up, building trust takes time, and you might miss having those extra hands for odd jobs.
Conclusion:
The moral of the story? Whether it’s ensuring your home looks its best or sculpting a top-tier early career recruiting program, smart outsourcing is your strategic ace. It’s not just about delegating tasks; it’s about empowering your organization to excel at what it does best, unlocking potential and efficiencies along the way. Ready to play it smart? Let’s chat: Connect with a talent acquisition expert.
“Master your strengths, outsource your weaknesses.” – Ryan Khan
Working within the Toronto TA landscape requires dizzying adaptation as we see many shifts and turns. Each year feels like it has a new storyline. Companies are in an employer’s market while struggling with niche skills shortages, cost cutting initiatives all while trying to do the tech integration dance with the extra twist of AI.
Follow me as I explore 5 trends in 5 minutes – a quick summary about important things to think about in navigating today’s TO talent market.
Build in agility for next time:
Talent teams are feeling whiplash. With investment dollars down and projects on pause, we see employees prioritizing job stability, and potential retirees staying put as they shore up their savings and investments. This change is a challenge for HR leaders as they have been forced to reduce both their contractor and perm recruitment resources to be aligned with reduced hiring volumes. As for the forward-thinking and visionary TO HR types, they are very much trying to figure out to build agility into their models for next time.
2. Cross industry hiring:
In areas where are there pockets of steep niche talent shortages, employers are looking more deeply at cross industry hiring. There is a growing trend of hiring individuals with transferable skills from adjacent or even unrelated industries along with increased focus on continuing learning initiatives, and collaboration with educational institutions.
3. Make my tech pain go away:
HR leaders are often paralyzed when choosing technology – from the array of options and the pace that providers add more functionality – it is a hectic landscape. This has led to difficulties and delays in adapting to evolving needs and compliance. Moreover, lack of seamless integration among different tools within tech stacks, manual work arounds, difficult to navigate interfaces, limited customization, poor candidate experience, insufficient reporting and analytics within the tech stack, high costs and limited ROI are becoming overwhelming. HR leaders are seeking ways to cut through noise and have support with tech roadmaps.
If you are seeking help to get a handle on AI and TA tech: Another TA Tech consideration for you to peruse: AMS verified is a free service, recommended by Josh Bersin. This tool is supporting many TA leaders globally to optimize their tech stack and in a responsible and compliant way with AI. Let me know if you would like a demo.
4. DEI Evolves:
The landscape of DEI is undergoing an evolution as efforts transform from standalone initiatives to initiatives being embedded into the TA workstream. Toronto-based organizations are recognizing the value of embedding DEI considerations at every stage of the TA journey. For example, it is table stakes now for TA teams in Toronto to ensure job postings do not use biased language. There is also a growing focus on all aspects of intersectionality in hiring practices to provide a more inclusive recruitment environment.
5. Seeking value added partnerships:
In Toronto’s evolving TA landscape, more and more employers are seeking collaborative partners to bring a variety of expertise to the table to support recruiting efforts. Recruitment Process Outsourcing (RPO) is gaining traction as companies adapt to emerging trends and require more sophisticated sourcing approaches, access to ongoing data insights, and efficient use of high performing TA tech and responsible use of AI.
Talent community engagement and the use of CRM technology within talent acquisition is nothing new, but it is something that many organisations struggle to do well. Why?
All too often the business case for the CRM tech is approved and a shiny new tool is purchased, but what it takes to establish, engage and nurture talent communities is not fully considered. The result? The tool becomes a holding pen for candidates and a tumbleweed of generic newsletters follows, potentially leaving that talent with a tainted perception of the company’s employer brand.
Something needs to change… enter the Content Strategist and the Content Creators. Wait, what? This is TA not TikTok. No this, in fact, is Talent Marketing.
To drive the potentially unrealised value in CRM, employers must not only invest in the right tech solution but also the right creative skillsets to bring their employer brand to life in a way that is meaningful and personalised to each talent community.
But let’s start at the beginning…
What is a CRM?
CRM systems serve as a vital tool for automating engagement workflows, effectively segmenting candidates, and tracking candidate interactions. This leads to increased efficiency in the recruitment process; saving time and resources. It’s a win-win!
In parallel, the creation of a vibrant talent community can provide a readily available pool of interested candidates – expediting the hiring process and contributing to more efficient recruitment.
Sounds good, but where does content come in?
Beyond the technical aspects, developing a compelling content strategy is critical for engaging these talent communities. Content that resonates with potential employees can instill a sense of community and connection.
A robust content strategy can also enhance the company’s employer brand and reputation. Sharing insightful content that showcases the company culture, values, and opportunities can attract a diversified talent pool. This leads to an improved candidate experience, as potential employees can gain a deeper understanding of the company before applying. Furthermore, engaging content increases candidate engagement levels, making them more likely to apply and stay connected with the company.
Not only that, a well considered and well executed content strategy can help when engaging critical skills talent or under-represented groups.
How is it achieved?
Essentially, any effective CRM implementation needs to make provision for content strategy and content creation. Those skillsets can sit in-house or can be outsourced, but will require a strong partnership between TA, Employer Branding, HR, Marketing and Comms. From defining the strategy, identifying the stories, creating the content, managing the campaigns, analysing the effectiveness and refining the strategy over time.
How will we know it’s working?
Done well, your investment talent pool engagement will significantly improve hiring outcomes and foster long-term loyalty towards an employer brand.
Don’t believe us?
Ask our Financial Services client who’ve been able to reduce their external media spend by 90% by investing in talent community engagement over several years. In 2023, one blog article featured in a newsletter achieved more apply clicks than any other external piece of paid or social media.
When it comes to investing in CRM, think tech and content as two sides of the same coin. Only then will you realise the benefits.
I had the pleasure of joining the Tech Talent Charter signatory forum discussion about Neurodiversity in the Workplace in February which was thought-provoking and insightful. What made this session special for me is that Karen Blake, CEO of TTC, shared practical tips about how to foster an inclusive environment for people with Neurodivergence and shared real examples of Neurodivergence outside of those that are typically referenced.
Here are the key learnings I took from the webinar:
Knowledge is the first step to breaking down stigma and learning is constant. Many people without neurodivergence would group Neurodiversity under the Disability umbrella but many Neurodivergent people don’t consider themselves to have a Disability and therefore face barriers getting the support they need. It’s important to always be learning and thinking about, and asking, how we can better support individuals to thrive in the workplace rather than relying on explicit exposure
ADHD and Autism are typically referenced when talking about Neurodivergence, but they aren’t the only conditions. Karen referenced the barriers faced by individuals with conditions such as Dyspraxia and Pathological Demand Avoidance and shared practical tips on how these conditions might be supported and the benefits of hiring these individuals to the business.
Needing a formal diagnosis is a barrier. Obtaining a formal diagnosis can be challenging through public health services and incredibly costly if explored privately (in the thousands…). Many individuals might not want or be able to seek a formal diagnosis for family or cultural reasons. Making formal diagnosis the basis for accessing support within a recruitment process or workplace means many individuals will continue to face barriers and can affect retention and progression opportunities. Organisations don’t need to know what a person’s condition is to be able to provide the support needed for neurodivergent individuals to thrive.
Use accessible language in the recruitment process. Think of the typical example ‘good communicator’ – do you need a person that can communicate with lots of different people or do you need someone with the skills to provide regular project updates and keep stakeholders informed of progress.
Provide interview questions up front. Does the role you’re interviewing for require you to test a person’s memory or would you prefer to have individuals that are fully prepared for interview?
You already have Neurodivergent people in your team and your organisation, you just don’t know it yet. Building respectful workplaces where mistakes can be forgiven, and individuals can access the support they need to thrive is key to enabling an inclusive organisational culture. Consider approaches such as a ‘Manual of Me’ for all employees which provides a few sentences on how each individual works best and can thrive.
Many organisations believe that they are providing inclusive workplaces but the learnings from this session remind me that there is a constant need to learn and evolve processes to ensure an equitable experience for all individuals within an organisation throughout the recruitment process and employee lifecycle.
You already have Neurodivergent people in your team and your organisation, you just don’t know it yet. Knowledge is the first step to breaking down stigma and learning is constant.
https://www.techtalentcharter.co.uk/home
I had the pleasure of hosting a panel discussion with three of our AMS clients, Barclays, Deutsche Bank and GSK at the 2024 Institute of Student Employers Global Conference last week.
Our panel are tenured Global Early Careers Leads and run recruitment campaigns and programmes across EMEA, the Americas, APAC and India. It was fascinating to get under the skin of some of the benefits, challenges and regional complexities.
What are the advantages and disadvantages of running programmes globally?
My first question to the panel was around the benefits and disadvantages of running Early Careers programmes globally.
We heard about how a global Early Careers programme can provide the c-suite with a global lens on skills, diversity, and other key business drivers. Bringing in an annual intake to pivot on skills shortages can provide strategic advantage and boost workforce planning efforts. Different regions and locations bring different skills and the ability to leverage multiple regions and feeding this knowledge into the bigger picture is transformational. For example, the growing trend of recruiting apprentices in the UK across back and now front office investment banking roles, and the strong growth of technology hubs in India.
We know Generation Z are globally mobile and expect to be treated like consumers so selling a global product and introducing them to a global network resonates. There are also cost efficiencies around managing partnerships globally, streamlining resources more effectively and using tools and technology at a greater scale.
Disadvantages mentioned were the time spent on the internal politics and complexity. HR will drive for global consistency, but the business will often want the opposite so finding that ‘glocal’ approach can be a challenge. Additionally establishing a global footprint will come with global risk exposure, particularly in the finance sector where managing risk is critical. This can be time consuming to get right and consistent governance and controls will need to be in place and regulated.
From a marketing perspective, within countries, global brands can be diluted, for example the top ten organisations regularly appearing in the highfliers research are often those with a strong in country focus such as the big 4, NHS and BBC. A brand will have different levels of employee attractiveness across the regions.
What are the operational challenges?
I then asked the panel about the operational challenges of running a global early careers campaign. We covered off multiple factors. The fact that different universities have different approaches. For example, some of the legalities in EMEA where universities can dictate salaries to be paid and the complexity of how campus recruiting works in India in conjunction with the campus placement officers.
Assessment also is different per region so establishing a one size fits all is often not possible. For example, online testing in the US comes with its own legal complexities. Another challenge is the ease of hiring and retaining the campus recruiter skill set in some countries where is has not been delivered as a specialism previously.
Furthermore, with the number of stakeholders involved and the interconnection required, it can be complicated to get stakeholders to align and to make decisions. Data is one of the key benefits of a global campaign but agreeing what to measure can be a complex and needs to have some consistency across an often-divergent process.
The final challenge discussed was around diversity, equity and inclusion which has different meanings in different countries. We discussed the focus in India, on gender and disability which is different to the US and UK so trying to find alignment in focus and reporting can be involved.
What advice would you give to organisations looking to set up a global campaign?
The third question I asked the panel was about advice they would offer for organisations who are looking to set up a global campaign. And the main advice was that no one size fits all. Consequently, it is key to focus on where your organisation want to be consistent and where it need to be different. Bringing local embedded subject matter experts together as a global team with a common purpose will be a great starting point. Matrix ownership can be beneficial i.e., the US regional lead also manages attraction globally, the APAC regional lead also looks after data.
Alignment is of course valuable, but it is not necessary to shoe-horn countries into a global approach e.g. diversity will always need to be regionally sensitive. Also, a reminder not to under-estimate the basics e.g. time zones for meetings, and networking events. We also talked about the importance of working through the balance between cohort hiring and ad hoc hiring as you gradually create some cohesion across the global offering.
As ever in the world of talent acquisition it is a challenge to balance the needs of the business and what works in recruitment however bringing early careers hires together in centrally managed cohorts rather than on an ad hoc basis does provide the ability to space hiring out. Moreover, creating greater definition across the application process start dates and deadlines will come with benefits as we increasingly see early careers recruitment stretching across the whole year.
I would like to reiterate my gratitude to our panel members for spending time with us and helping grow our knowledge around global early careers programmes.
At AMS we support over 30 early careers and campus programmes, some global and some regional and have supported with over 28,000 hires this season. If you would like to talk to us about how we can support you, contact us.
What a whirlwind underway in Austin, TX! As South x Southwest kicked off, people and talent professionals had a day of engaging, innovative presentations of their own to attend – at the TalentNet Live event held last Friday March 8th. TA practitioners, recruiting thought leaders and HR Tech SMEs poured into town to share the latest trends in recruiting and how to stay ahead of the curve.
Here are my top takeaways from this collaborative meeting of the minds:
Changing at the speed of light! Here I think I am well-versed in talent tech and relevant use cases. Well, I was surprised at how much new thinking is out there around the application of TA tech. Not to mention, how lightweight the applications are getting, making it easy to dabble.
Back to basics. There was consensus across our panel Practical AI for Employers, facilitated by Kyle Lagunas – Head of Strategy, Aptitude Research, Nick Livingston – CEO, Honeit, and Allie O’Banion – Seekout, and myself. While there is great interest in bringing AI into the recruiting process, there is also significant apprehension of risk, and frankly a need for education. Education around what can automation do, what is RPA, when to integrate and when to keep tech lightweight, and perhaps most importantly, education around why and how to get out of the Excel workbooks and manual trackers and get data where it belongs – in the ATS or “system of record.” From there, go beyond the basics, and consider the role of AI as an employer, and how to use it in a manner that enhances user experience, eliminates friction, reduces bias, and makes the recruiting and hiring process fairer and more inclusive.
First education, followed by disarming the fear surrounding AI. Robots won’t replace recruiters. This is a people business at its core. And the use of AI doesn’t necessarily increase an employer’s risk profile. In fact, bias can be managed via AI, and increase consistency in the recruiting and hiring process. Consistency doesn’t mean boring and bland. Much of the AI embedded in today’s TA tech can be leveraged to bring brand voice to life while delivering meaningful EVP vignettes across the moments that matter!
The highest and best use of us humans. Recruiters can be fully present now, in their intake sessions with hiring managers and in their phone interviews with candidates. Recruiters at their core enjoy engaging with people. You could say a recruiter is part matchmaker and part salesperson. When assessing your recruiting and hiring processes, or evaluating your tech stack, consider the recruiter persona, as well as your candidate and hiring manager personas. Look at ways to remove friction for all parties, and how to maximize the impact and reach of personal interaction. For instance, the application of AI to recorded transcriptions of intake sessions. No note taking needed, and the recap is likely more comprehensive. Similarly applied to a candidate interview, with the same benefits plus along with highlighting the intersection between the two.
Authenticity is changing the game. Authenticity in talent attraction includes a peek into a day-in-the-life, realistic job previews, amplification of employee advocacy testimonials, and even leveraging social influencers to drive candidates to jobs. Authenticity also means “flawsome” as I like to call it, or imperfectly awesome! Share “the good, the bad, and the ugly…” In fact, this resonated with me when the CEO of Flockity, Tracy Parsons, summed it up with: “Ugly is in the eye of the beholder.” when thinking about whether candidates will be drawn to or repelled by what the job entails in real life. Or as my grandma used to say, “There is a lid for every kettle.” It’s all about making the match. Borrowing from this popular phrase when talking tech, it’s a feature not a bug.
All around, Craig Fisher’s TalentNet Live is a not-to-miss for learning, inspiration, and comradery. Yes, tech was a big focus, but tech that enables us to be present and engaged with candidates and hiring managers in this people business we are in. Humanity is shining through more than ever, amidst all the tech. Until next time, TalentNet Live.
We have made it through the first few months of 2024! And as many industries have had to make changes and find new cost cutting measures in their hiring, we’ve seen momentum in employment numbers across various parts of the world. There is a common consensus around one thing – the way companies are hiring is changing. Flexibility is becoming the name of the game. In my recent catch-ups with various talent leaders – versatility, flexibility and adaptability have been commonly discussed. Here are some of the things I’ve heard in my travels through the talent backroads:
Adapting to market swings, but increasing productivity: In banking and tech, and especially in big cities, the pendulum is swinging back to the employer in terms of hiring strength. With ups and downs in the market there is an increased focus on how to respond to this and still accelerate productivity. Companies are discussing how to collaborate intelligently to increase output.
Remaining flexible to ever-changing roles: With the great “skills mismatch” still a hot topic, there is still a shortage of tech roles. But, in some areas there is a surplus of talent. There are gaps, as well as layoffs. Understanding what roles, by industry and field, are available or limited is of increasing importance.
Employee workplace locations are versatile: With talent having settled into remote work situations, there is still a desire for adjustable location requirements and candidates are willing to move for anything that makes a difference. There are situations where super commuting is occurring – employees live in one location and fly in for a few days and return home. As an employer, understanding what hires want – especially location wise – and balancing that with your strategic needs will be the sweet spot.
Adjusting to a changing qualifications environment: Out with just resumes and in with personality. The new normal will continue to look like a blend of background meets soft skills. Diverse talent, past life experience, transferrable skills, internal mobility will all count in the future of hiring.
Preference is a big driver for success: Pairing well with soft skills, an employee’s interest in a role also counts now. With the move to skills-based hiring companies have a greater ability to assess candidate interests in tandem with capabilities to fulfil a role.
Talent pool volume, but quality reigns supreme: Finding the right person in a pool of applicants full of increasing needs, wants, and asks, can feel like a whirlwind. How will this boost my career? What kind of culture do you have? What values can speak to? It can sometimes feel like a hiring manager is caught in an intricate web of demands between the employer and the candidates. But, quality and pinpointing the ideal fit for a role is going to be made more possible with technology. Hiring managers are remaining agile while determined to find quality talent.
As the year ramps up, we look forward to an interesting next 6 months in talent. We are excited about how companies will digitally evolve to maximize on their opportunity to hire great talent across a range of sectors and skills.
The highlight of my month came last week when I teamed up with Jamie Pirie, AMS Client Solutions Director,and Debra Sparshot, Talent Industry Expert & Analyst from TALiNT Partners, to host a virtual roundtable focusing on the most important topics for early career leaders and organisations across EMEA. It was a great chance to step away from the day-to-day and share insights on key considerations for 2024 when hiring and nurturing early talent.
The roundtable attendees were a fantastic blend of TA professionals, some with highly strategic, well established early career programmes and others at the start of their journey to elevate early careers within their organization. This mix of experience made for a rich discussion across many topics, from authentic attraction methods, diversity, new routes for early talent into organisations, nurturing talent pipelines, hiring for skills and potential and how to bring the business along for the ride!
My key takeaways:
Assessing for skills and potential allows you to remove traditional methods of assessment that can have adverse impact on certain diverse groups, and coupled with educating the business on the benefits and considerations around this change, as well as having a method for reviewing and refining your approach, can lead to strong outcomes that help build your future talent pipelines.
The competition for talent is increasing and early talent candidates are looking for authentic messaging and storytelling to help them decide where to apply. Utilizing existing early talent employees and ambassadors to create meaningful day-in-the-life insights for candidates to get a true picture (the good and the bad) of what it is like to work for your organization can open doors for talent that wouldn’t have previously considered applying and increase the retention of your new hires; ‘shiny’ imagery that paints a perfect picture no longer resonates and leads to disappointment once the candidate joins.
Retention of early talent during, and post-program, is an ongoing challenge that employers must prioritize through robust development, progression and retention strategies. Being clear in your attraction on the possible career pathways, again through real examples and authentic storytelling, as well as the development a person will receive, is something that candidates today are definitely looking out for.
There were so many other takeaways and I look forward to continuing the conversation in further roundtables and conversations. Thank you to all of the participants for an engaging and open discussion and to Debra for another expertly facilitated session. If you would like to be part of future roundtables or want to discuss your early careers talent strategy with myself or other AMS experts please reach out to me at [email protected]
