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Being asked to locate noncritical documentation for outdated background checks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”
In today’s rapidly evolving cultural and political landscape, the strategic importance of Diversity, Equity, Inclusion, and Belonging (DEIB) is clear. Our latest insights explore why businesses continue to invest in DEIB initiatives amidst ongoing global challenges and scrutiny.
Key Insights:
Business Performance: Diverse teams consistently outperform homogenous teams in areas such as innovation, decision-making, and market expansion. This underscores the importance of DEIB in driving business success.
Talent Acquisition: A strong DEIB reputation can attract and retain top talent, especially in a competitive job market. Inclusive recruitment strategies ensure that job adverts welcome all applicants and encourage individuals from underrepresented groups.
Meeting Customer Needs: Gaining a deep understanding of diverse customer bases allows businesses to better meet their needs, enhancing satisfaction and loyalty. This alignment with customer needs is essential for business growth.
Employee Engagement and Retention: Inclusive workplaces where employees feel valued, respected and a sense of belonging see higher engagement and lower attrition, reducing recruitment costs and fostering long-term loyalty.
Navigating Social and Political Changes: The shifting dialogue around DEIB initiatives has sparked debate about their role in the corporate world. Learn how to navigate these changes while maintaining compliance and commitment to DEIB.
Inclusive Recruitment Practices: Discover practical strategies for reaching diverse talent pools, such as partnering with community organizations and educational institutions, and clearly communicating your commitment to DEIB.
Client Success Stories: Explore real-world examples of how organizations have successfully implemented DEIB strategies, resulting in improved diversity metrics and overall business performance outcomes.
These insights provide valuable guidance for businesses looking to navigate the evolving DEIB landscape and leverage inclusive practices to drive innovation, enhance decision-making, and achieve sustainable growth.
Imagine walking into a packed bookstore. Instead of wandering the aisles, you’re handed a book personally recommended by someone who knows exactly what you like, no browsing, no guesswork.
That’s what a best in class referral strategy does for hiring. It eliminates the endless search, delivering candidates pre-vetted by people who understand your company’s culture and needs.
Just like that perfect book recommendation, referrals bring you talent that fits right from the start, speeding up the process and ensuring a better outcome. In a sea of options, referrals guide you straight to the best choice.
In 2023, employee referral programs emerged as the second most effective hiring method, reflecting a growing trend where companies leverage the networks of their current workforce to identify top talent (Source) .
Referred candidates not only have a 4x higher conversion rate compared to those sourced through traditional channels (Source), but they also tend to perform better, stay longer, and have more positive job attitudes. However, to truly unlock the potential of referrals, companies need to go beyond offering basic bonuses.
Instead, they must build a best in class Referral strategy, empowering employees as brand ambassadors who proactively promote the organization and its job openings.
This article explores how companies can cultivate a culture of advocacy, turn employees into active participants in talent acquisition, and leverage technology and creative incentives to optimize their referral programs.
Additionally, we will address potential pitfalls, such as the impact of referrals on diversity, equity, and inclusion (DEI), and how companies can mitigate these challenges while scaling their referral programs.
Creating a Culture of Advocacy: Employees as Brand Ambassadors
A successful referral strategy hinges on employees who are engaged and motivated to refer candidates that align with the company’s mission, values, and talent needs. When employees feel proud of their workplace, they become natural advocates, eager to share job opportunities with their personal and professional networks. Below are the essentials to consider when building a best in class referral policy
1. Transparent Communication
Best Practice: Clearly define program roles, processes, and expectations for all employees.
Action Steps:
Set clear guidelines on how they can earn incentives. Host workshops for improved engagement levels
Communicate timelines for evaluation and when rewards will be distributed.
Explain how the referral system works, including bonus structures, timelines, and expectations around candidate matching.
Use multiple channels to ensure all employees are aware of how to refer candidates and what success looks like in the program.
Outcome: Enhanced clarity and reduced confusion among employees, resulting in greater engagement and higher-quality referrals.
2. Incentives Aligned with Business Goals
Best Practice: Design incentives that match organizational priorities.
Action Steps:
Implement “Surge Campaigns” offering higher rewards for hard-to-fill or high-priority roles.
Incorporate both monetary and non-monetary rewards (e.g., gift cards, iPads, or charitable donations) to engage a broad range of employees.
Outcome: Higher engagement and focus on critical roles that need filling, ensuring company goals are met more efficiently.
3. Leverage Technology to Improve Referrals
Best Practice: Utilize advanced technology to streamline the referral process and boost effectiveness.
Action Steps:
Use referral platforms (Like Boon, Eqo or Avature Referrals) integrated with Applicant Tracking Systems (ATS) for easy submission, tracking, and reward distribution.
Ensure mobile accessibility so employees can refer candidates from anywhere.
Drive automation to ensure seamless payment
Outcome: Increased employee participation due to simplified processes and better candidate matches through technology.
4. Enablement: Educating Employees on Referrals
Best Practice: Empower employees by providing the tools and knowledge needed to refer top candidates.
Action Steps:
Regularly train employees on the company’s talent needs, including skills, experience, and cultural fit.
Provide pre-written content and clear instructions for sharing job openings on social media, boosting outreach.
Foster internal discussions that clarify who the company is looking for and how employees can help.
Outcome: Better-informed employees make more targeted and effective referrals, leading to a higher quality talent pipeline.
5. Candidate Experience: Fast-Track Referrals
Best Practice: Prioritize a smooth and efficient candidate experience for referred candidates.
Action Steps:
Create a dedicated referral processing path to prioritize referred candidates without sacrificing hiring standards.
Provide timely, transparent communication with referred candidates, ensuring they feel valued.
Expedite interviews and feedback loops for referred candidates to keep them engaged.
Outcome: A high-quality candidate experience encourages more referrals and builds a positive company reputation among potential hires.
6. Metrics: Measure What Matters
Best Practice: Regularly track and analyse key performance indicators (KPIs) to refine the referral program.
Action Steps:
Track metrics like referral-to-hire ratio, time-to-fill positions, and quality of hire.
Collect feedback from both referrers and referred candidates to understand and improve the process.
Monitor employee engagement and adjust rewards or processes to optimize performance.
Outcome: A data-driven approach ensures continuous improvement in referral effectiveness and alignment with business needs.
7. Promotion: Market the Referral Program Internally
Best Practice: Create ongoing buzz and excitement around the referral program.
Action Steps:
Regularly promote the program through emails, contests, and physical updates.
Engage leadership to actively participate and set examples by referring candidates or promoting the program in town halls.
Refresh rewards and communication to keep employees motivated and aware of the opportunities available through the referral program.
Outcome: Maintaining top-of-mind awareness leads to sustained participation and excitement around referral opportunities.
8. DEI&B: Promote Diverse Referrals
Best Practice: Leverage the referral program to support diversity, equity, inclusion, and belonging (DEI&B) goals.
Action Steps:
Actively engaging ERG’s within your organisation to help drive referral activities
Implement DEI-focused KPIs to ensure the referral program aligns with diversity hiring objectives.
Recognize and reward employees who contribute to diverse hiring by acknowledging their efforts in driving inclusivity.
Outcome: The referral program supports broader DEI&B initiatives, fostering an inclusive hiring process and a diverse workforce.
9. Rewards: Timely and Transparent Distribution
Best Practice: Ensure rewards are timely, clear, and engaging for referrers.
Action Steps:
Distribute rewards promptly after key milestones (e.g., onboarding of referred candidate).
Offer updates throughout the process, keeping referrers engaged from application to reward.
Avoid making referrers responsible for candidate retention, keeping focus on their role in talent acquisition.
Outcome: A transparent reward process increases trust and encourages repeat referrals.
10. Positive Referral Behaviour: Building Good Habits
Best Practice: Encourage a culture of continuous participation in the referral process.
Action Steps:
Reward employees for submitting qualified referrals, not just successful hires, to maintain steady program engagement.
Personalize rewards, offering options like charitable donations or mentorship opportunities to appeal to diverse motivators.
Foster a culture where referrals are seen as a valued contribution to the company’s success, not just an optional task.
Outcome: Employees develop the habit of regularly referring candidates, contributing to a strong, consistent talent pipeline.
The Compounding Value of Referrals
One of the most powerful aspects of referral programs is how they compound over time. Research shows that almost two-thirds of referred employees eventually refer at least one person to their company . This creates a virtuous cycle where referrals continuously feed into the hiring pipeline, progressively improving over time. (Source)
Furthermore, referred employees tend to stay longer than those hired through other channels, with over 45% of referred employees remaining with an organization for more than two years compared to only 25% of those hired through job boards. This longevity not only reduces turnover costs but also builds stronger, more cohesive teams. (Source)
Challenges: Potential Impacts on Diversity, Equity, and Inclusion (DEI)
While referral programs offer many advantages, they can unintentionally hinder diversity efforts if not carefully designed. Individuals can tend to associate with others who share similar backgrounds, which can limit the diversity of the referral pool . As a result, referral programs may disproportionately favour certain demographic groups, potentially reinforcing homogeneity within the workforce . (Source)
To address this challenge, companies like Intel have pioneered innovative approaches that align referral programs with DEI goals. Intel offers higher bonuses for referrals from underrepresented groups, thus actively encouraging employees to expand their networks and support diversity initiatives.
Case Studies: Leading Referral-First Strategies
Several companies have successfully adopted referral-first strategies that both scale and support broader business objectives:
Google has built a highly automated referral platform with lucrative bonuses (starting at $4,000), which makes the referral process easy for employees while ensuring high participation rates. (Source)
Salesforce not only gamifies its referral program but also integrates it with the company’s mission, connecting referrals to the broader purpose of building a better company. (Source)
InMobi, for example, runs a referral program with personalized prizes such as Apple products or Harley Davidson bikes . This approach makes the process fun and rewarding, keeping employees engaged throughout the year. (Source)
Accenture combines both monetary and opportunity to donate some of your bonus to a charity of your choice. Accenture will in turn match that donation adding a further feel good factor into driving referrals (Source)
Airbnb’s referral program offers a blend of financial and experiential rewards. Employees who refer successful candidates can receive bonuses between $2,000 and $5,000 in addition to Airbnb travel credits, which can be redeemed for stays on the platform. This approach combines traditional financial incentives with travel perks, creating a more personalized and engaging experience for employees. (Source)
Conclusion: Building a Sustainable Referral-First Strategy
A best in class Referral recruiting strategy has the potential to transform a company’s talent acquisition efforts, turning employees into active recruiters who continually feed high-quality candidates into the hiring pipeline. By investing in user-friendly platforms, offering creative and mission-aligned incentives, and ensuring that referral programs are designed with diversity in mind, companies can unlock the full potential of their workforce’s networks.
As employee referral programs continue to gain traction, companies must evolve their strategies to ensure long-term sustainability and inclusivity. By studying successful programs from companies like Google, Salesforce, and Intel, businesses can create referral-first strategies that not only meet hiring targets but also strengthen the organizational culture and values over time.
With 60% of TA leaders now identifying skill shortages as their top issue it was interesting to read this article Traits trump skills from Ade McCormack, Founder, The Intelligent Leadership Hub who has an interesting view around the importance of traits v skills when it comes to hiring in a skills short market.
We have seen this as an approach used in the delivery of the Recruit, Train, Deploy (RTD) solution where cohorts are hired based on teachability and aptitude. Traits like a positive attitude, eagerness to learn, and adaptability are considered valuable for RTD hires as the skills required are being taught prior to and during the placement.
Long-term Potential: Candidates with strong character traits such as reliability, integrity, and teamwork are often seen as having greater long-term potential. They can grow and adapt as the company evolves.
Hiring in this way, based on character traits over specific skills in the form of an RTD model has generated some great success and led to a *97% retention rate throughout the duration of the assignments and of the cohorts that have converted to permanent positions, *48% are elevated to a more senior positions within 2 years.
Plus the RTD Solution, when carried out well, can enhance and bolster social mobility and goodness knows, as an economy, we need to make our workforce more socially mobile.
This “take a chance on me” approach reflects my own personal journey. Having changed careers 10 years ago from Procurement to Recruitment.
I was hired as an Account Director role at AMS, moving roles from a Professional Services Senior Category Manager. Having demonstrated traits such as commercial awareness, emotional intelligence and adaptability I learned about recruitment whilst doing the job!
Creating new skills during the journey whilst embracing the ambiguity of the change in role and being confident in my ability to adapt. It was more like “take a chance on them” as AMS had identified I had the “traits” to make that change and grow in my new role, 10 years on it was definitely the right move!
In summary, while both traits and skills are important, many employers are leaning towards hiring for traits, especially for roles where cultural fit and long-term potential are critical. What are your thoughts on this approach?
*Statistics provided by PSR RTD supply chain 2023.
while both traits and skills are important, many employers are leaning towards hiring for traits, especially for roles where cultural fit and long-term potential are critical.
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.
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.
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.
In today’s fast-paced corporate world, businesses are constantly looking for ways to reduce costs and improve efficiency. Talent acquisition leaders are not exempt from this quest for optimization, particularly when it comes to the cost-intensive recruitment process. One solution that has been historically overlooked or undervalued, but has gained increasing attention over the last few years, is the power of employer branding.
An investment in employer branding can significantly cut down on various expenses such as marketing, advertising, and recruitment costs. In fact, a strong employer brand can reduce a company’s cost per hire by up to 50%, according to a LinkedIn report.
Moreover, active investments in employer branding can potentially decrease company employee turnover by up to 28%. These statistics are a clear indication that employer branding is not just a fancy buzzword, but a strategic investment that can save your company money in the long run.
So, how can talent acquisition leaders develop a business case for an employer brand budget?
1. Highlight the cost savings: Use industry data and reports such as the LinkedIn study mentioned earlier to demonstrate the potential savings on cost per hire and employee turnover.
2. Showcase the competitive advantage: A strong employer brand can give you an edge over competitors in attracting top talent. This can be especially beneficial in industries where skilled talent is scarce.
3. Demonstrate the impact on employee engagement and retention: A positive employer brand can improve employee engagement and retention rates. This not only reduces recruitment costs but also boosts productivity.
4. Capitalize on the potential for increased revenue: A strong employer brand can also drive business performance by attracting high-quality applicants, thus potentially increasing revenue.
Why is now the right time to invest in employer branding, despite economic instability?
Economic uncertainty can actually make employer branding even more crucial. In tough times, businesses that invest in their employer brand can stand out from the crowd, attract top talent, and position themselves effectively for future growth.
Employer branding is an investment that can deliver significant cost savings and competitive advantages. Talent acquisition leaders who recognize the value of a strong employer brand will be well-positioned to lead their companies to success during these turbulent times.
Technology companies are at a pivotal point of evaluating talent attraction and retention strategies. Historically, tech companies have been quite lucrative for potential talent, having a level of swagger and benefits that were perceived by candidates to be above other industries.
With the sector being faced with some unsettlement and apprehension over the past 12 months, this is the perfect time for technology companies to re-evaluate their talent attraction and retention strategies to make them the destination of choice. This can begin by looking at the Employee Value Proposition, but it goes beyond reconsidering the EVP and creating or refreshing Talent Value Propositions to care for the various worker types at tech companies versus taking a broad brush.
Through scrutinizing the approach at a talent segment level, developing a tailored approach, and being transparent about the market dynamics, tech companies can be the place to be again.
Before layoffs, tech companies were more renowned for workplace cultures that serviced employees with free benefits and premium amenities in state-of-the art offices. But gourmet chefs and meditation rooms weren't introduced just to keep workers on site for as long as possible – they were a means of attracting talent.
