More stories

  • in

    From interns to analysts with Capital One’s Analyst Internship Program

    Capital One’s Analyst Internship Program (AIP) is the launchpad for a satisfying career in business or data analytics. 

    During the 10-week program, students can expect to complete meaningful work like building data visualization tools in AWS, performing campaign analysis on marketing plans and optimizing machine learning products. They’ll level up their business, problem solving and coding skills and, along the way, build relationships they can turn to for support beyond the internship.

    Three AIP alumni, now working full-time at Capital One, share how their internship helped them launch their analyst careers successfully. 

    How Campbell completed real work that advanced financial inclusion

    Campbell experienced a diverse mix of analyst responsibilities while completing her two Capital One internships. 

    In her first summer, she worked on a marketing campaign identifying which Capital One Auto Finance tools would best help customers increase their savings. In her second internship, Campbell worked with the Digital Customer Experience Innovation Team to analyze customer feedback and address how Capital One could optimize Auto Navigator, a tool customers use to pre-qualify for auto loans, explore financing options and search for vehicles in their preferred price range. 

    During her internships, Campbell analyzed the effectiveness of email marketing, used coding and worked on data within the cloud. She identified customer motivations, built customer personas and presented her insights to senior leaders. 

    “I came away with firm examples of how I drove a project forward as an intern,” Campbell said. “I can point to decisions that I brought to the table. It was pretty incredible to have those contributions. I knew I wanted to come back.” 

    Campbell was excited when she realized how much her internship prepared her for a full-time position through the Analyst Development Program (ADP), an 18-month experience where recent grads cycle through two positions with two teams. Currently, she’s a business analyst with the Financial Services Strategy team. 

    “Yes, you’re learning how to be an analyst, but in the eyes of your coworkers, you already are because you’re doing the work,” Campbell said. “That gives you so much confidence at the start of your career.”

     How Solomon developed tech and financial skills to launch his career

    Solomon was looking for an internship where he could merge a new experience working in tech with his studies in management and entrepreneurship. He found that perfect blend through the AIP.

    As a business analyst intern, Solomon worked on a machine learning team where he built a dashboard for small business clients. While Solomon researched how to create the dashboard, he took the opportunity to expand some of his tech and business acumen. It was then that he learned the programming languages Python and SQL, explored how to use data visualization tools and learned to effectively pitch ideas. 

    “Tech is the future for the financial industry, and Capital One knows that,” Solomon said. “So I appreciated learning these programming and product manager skills to make me a better analyst.” 

    Now, Solomon uses the tech knowledge he developed as an intern for his full-time role with the ADP. As a business analyst on the Credit Card Innovation team, he assesses data, customer feedback and the latest technology to determine how to better protect Capital One’s card portfolios. 

    “If you’re interested in the intersection of technology and finance, Capital One is the place to be,” Solomon said. “With the internship, you get to work on real problems and learn new skills in an exciting and supporting environment.” 

     How Fozi built a supportive network to help him grow

    As a data analyst intern with Capital One’s Servicing Data Strategy team, Fozi worked on predictive modeling to determine the likelihood a customer would close their Capital One card account. 

    While the work required a heavy amount of data analysis, Fozi knew he could do a better job if he incorporated machine learning. After discussing with his manager, they introduced Fozi to several data analysts and machine learning engineers who had experience and could help. Fozi’s new connections helped him infuse a machine learning model into the project so it would need less manual data entry to succeed long-term. 

    “Doing the work is one thing, but knowing how to build relationships and ask your network for help and guidance was a valuable skill I learned,” Fozi said. 

    In his current full-time role as a data analyst through the ADP, Fozi supports various Card teams by designing and maintaining data structures for campaigns. Rarely does a week go by where he doesn’t reach out to someone he met during his internship—whether a former manager, colleague or another intern—for everything from advice on building a strategy plan to getting other data analysts’ best practices. 

    “Capital One’s culture makes it so easy to build connections,” Fozi said. “I’ve realized that community building is how I’ve found success. That network I started building as an intern still provides me guidance and support.”

    Head over to Capital One’s profile to learn more about the company and browse open roles, upcoming events, and more. More

  • in

    Crafting a Team Brick by Brick: LEGO Group’s Talent Quest

    Certain brands hold a cherished spot in our memories, yet landing someone’s dream job doesn’t automatically guarantee they’re the right match for your team.
    In a recent episode of the Employer Branding Podcast, we delve into the world of Andrew Paterson, the Global Employer Brand and Talent Attraction Lead at the LEGO Group. Discover how they tackle this distinctive talent puzzle while infusing a spirit of joy and play into their recruitment strategy.
    The Power of Play
    The LEGO Group, a venerable 90-year-old family enterprise, has blossomed into the world’s top toy company by revenue. Its name, derived from the Danish phrase “leg godt,” translates to “play well.” Almost everyone has fond memories of tinkering with their vibrant plastic bricks.
    While other iconic brands like PepsiCo or Mars grapple with luring talent for unconventional roles, Paterson faces a unique scenario. LEGO is inundated with applications for every position they offer. “The majority, if not all of our time is spent managing applications,” Paterson notes. “Because of the power of our brand, everyone wants to be a LEGO designer.” Thus, the challenge lies in pinpointing the best candidates while ensuring those who miss out still leave with a positive experience, remaining lifelong aficionados.
    Fostering an Employer Branding Oasis
    LEGO’s employer branding and talent attraction endeavors have yielded remarkable results, with a 45% team expansion since 2020. However, achieving such growth necessitated substantial effort from Paterson and his lean team.
    With a global footprint encompassing 5 main regional hubs, 37 sales offices, 5 manufacturing sites, and over 500 retail stores, LEGO needed to showcase employee narratives from diverse locales and roles. Amidst this, they revamped their careers page and launched “Behind the Bricks,” a content hub consolidating all employer brand content.
    The EVP Epiphany
    To craft their Employee Value Proposition (EVP), Paterson and his team conducted colleague research groups and collaborated with an agency to gauge applicant insights and employer brand perception. This led to the identification of six core LEGO values: fun, creativity, learning, caring, quality, and imagination.
    These values permeate every facet of LEGO’s operations, from factory floor diligence to the intricacies of employer branding. An annual tradition dubbed Play Day underscores this ethos, where employees worldwide pause work to immerse in the joy of learning through play. This year’s theme, “The Mysteries of Play,” fostered a day of collaborative detective work. Moreover, LEGO integrates play into daily tasks, with bricks and communal builds adorning every office.
    Culminating these principles, Paterson and his team coined their EVP: “Imagine building your dream career.” It perfectly encapsulates LEGO’s essence, promising not just a job but an adventure brimming with fun.

    To stay updated on Andrew Paterson’s employer branding insights, connect with him on LinkedIn. For assistance in sculpting your company’s values and culture, reach out for guidance.
    Share this post: More

  • in

    The Shifting Landscape of Software Engineering Specializations in 2024

    The tech industry is in a state of cautious optimism following a tumultuous year. Understanding the current market dynamics is key to employers navigating software engineering hiring. 

    In our second Software Engineering Trends report focused on specializations, we analyzed software engineering positions active on the Hired platform in 2023 compared to 2022.

    Let’s dive into some broader highlights that offer guidance as you strategize hiring engineers for your organization’s tech team. 

    The steadfast specialties: Backend, Full Stack, and Frontend Engineers

    The most dominant specializations have remained steady over the past three years. Backend Engineer, Full Stack Engineer, and Frontend Engineers consistently topped the list of most-posted and most-interviewed roles. Their enduring popularity is a testament to their indispensable roles in building robust, scalable digital systems.

    In 2023, Backend Engineers were most in demand, representing 40% of all active software engineer positions. These engineers are likely in high demand because they’re instrumental in building scalable and reliable distributed systems.

    Full Stack Engineers followed, being 34% of active software engineer positions on the platform. Meanwhile, Frontend Engineers were the third most in-demand specialization, representing 17% of active roles. 

    The versatile powerhouses: Full Stack Engineers

    Full Stack Engineers, in particular, have garnered significant attention due to their adaptability. With the ability to navigate seamlessly across the entire technology stack, from frontend interfaces to backend systems, offering unparalleled flexibility. 

    In a time marked by budget constraints and agile methodologies, their adaptability proves invaluable, empowering businesses to pivot swiftly and tackle diverse challenges with agility.

    Other popular software engineer specializations

    Thanks to the rise of AI, certain specializations are seeing growth. This is clearly reflected on Hired, with the share of listings for Machine Learning Engineers increasing by 43% from 2022 to 2023. 

    Security and Cybersecurity Engineers were also more highly desired than in previous years. We saw a 30% increase in active postings for those roles year-over-year. 

    Demand decreases for Mobile Engineers

    In contrast, the demand for Mobile Engineers has witnessed a decline. This specialization had the biggest decrease in representation on the platform, as measured by the change in percentage of active positions, was Mobile Engineer (-19% YoY). 

    As the market matures and cross-platform development tools proliferate, the need for native mobile app development expertise diminishes. Instead, companies are embracing web technologies and progressive web apps to deliver seamless experiences across platforms.

    Charting a course for hiring success

    For those in tech recruiting, it’s essential to understand the current market for software engineer roles — and where a prospective employee might fit in. Use these insights to guide your hiring strategy and fill your tech team with the best talent.  More

  • in

    Software Engineer Tech Skills in Demand: Upskilling Support Advice

    In the first installment of our 2024 Software Engineer Trends series, we highlighted new data on tech skills in demand. Our findings shed light on what employers seek and which tech skills garner more interview requests. 

    For further insight into upskilling to market demand and an organization’s needs, we turned to our partner General Assembly. 

    Denis Sanchez Dujota, an Instructor Lead for GA’s Software Engineering Bootcamp gave his advice to engineering managers, Learning & Development teams, developer individual contributors, and those seeking similar roles. 

    How can employers support employees to upskill for the changing needs of the business and future-proof their careers as much as possible?

    There are many avenues for upskilling, each with its distinct advantages. Online courses offer a versatile option, providing flexibility in scheduling and a wide range of topics. 

    These range from fundamental skills to advanced specialization. They’re often designed in collaboration with leading universities and tech companies. This ensures learners gain access to current and high-demand skills.

    Bootcamps offer an intensive learning experience. They focus on practical, job-ready skills over a short period. They’re particularly beneficial for individuals looking to make a swift career transition or upgrade skills in a specific area. 

    Bootcamps are immersive by nature. They involve hands-on projects and real-world scenarios. This ensures a deep understanding of the subject matter.

    Related: Read more about General Assembly’s 4 Immersive Tech Bootcamps and how one student used GA’s Software Engineering Bootcamp to transition from medical coding to a career in software development. 

    While not as in-depth as bootcamps, workshops and webinars are excellent for interactive learning and networking. They often focus on specific topics or emerging trends. 

    They offer up-to-date knowledge and the opportunity to engage with experts and peers. These are ideal for anyone looking to supplement existing skills with new insights.

    Engaging in hands-on projects, including personal initiatives or contributions to open-source projects, is effective too. This approach allows candidates to apply theoretical knowledge in practical settings. 

    Employers really value these practical experiences. They demonstrate technical skills as well as problem-solving capabilities and creativity. Real-world projects enhance a candidate’s portfolio, showcasing their ability to deliver tangible results.

    What are examples of AI tech skills in demand and how can software engineers learn them?

    Essential AI skills that can set software engineers apart from their competition include development aspects like machine learning (ML), natural language processing (NLP), and computer vision. Software engineers need to be armed with the skills to use AI tools effectively. 

    I recommend candidates begin with foundational knowledge in Python programming. It’s used in AI applications, along with statistics and linear algebra basics to understand algorithms.

    For those focusing on using AI rather than building it, familiarity with AI software tools, understanding AI ethics, and the ability to interpret AI outputs are crucial. Learning platforms offer specialized courses to cover these aspects. 

    They focus on how to:

    Integrate AI tools into business processes

    Make data-driven decisions

    Ensure AI use aligns with ethical standards

    Hands-on experience with AI is invaluable. Participating in Kaggle competitions or undertaking projects using AI tools sharpens your ability to apply AI in real-world scenarios.

    Related: Are you using AI in recruiting? Here are some examples from our podcast Talk Talent to Me.

    What should employers dedicate from their budget to upskilling?

    Employers should divide a specific part of their budget to support upskilling programs. Do so with the understanding that the ideal percentage may fluctuate based on factors such as:

    The organization’s scale

    The sector it operates in

    Its strategic objectives

    As a guideline, invest between two and five percent of the payroll into learning and development initiatives. It’s crucial to enhancing employee capabilities, boosting job satisfaction, and fostering a culture of loyalty. It also directly contributes to sustaining the organization’s competitive advantage in this evolving market.

    Related: How to Nurture Innovation, Strengthen Retention (Use Professional Development) 

    What else can employers do to support employees upskilling in areas such as AI?

    Employers can take several proactive steps:

    As an employer, do you allocate time during work hours for employees to engage in coursework? This helps maintain a healthy work-life balance. It acknowledges and accommodates the time commitment required for upskilling.

    Another opportunity? Engaging with the broader tech community through hosting or partnering with AI hackathons. 

    These events offer hands-on experience with cutting-edge technology and foster networking. Plus, partnerships with educational institutions and tech companies enrich the learning ecosystem.

    Why do you think Go and Scala tech skills are most in-demand right now?

    Demand for Go and Scala stems from their alignment with current software development challenges. Go is prized for its efficiency and simplicity. 

    These qualities are key when developing scalable web services and cloud applications. Its comprehensive standard library and clear syntax support quick development cycles and deployment.

    Scala stands out for its sophisticated blend of functional and object-oriented programming. It’s ideal for crafting complex, large-scale distributed systems. 

    Scala’s capacity for seamless concurrency management is particularly valuable for applications demanding high levels of throughput and scalability.

    Additionally, Scala’s compatibility with Java allows developers to tap into the extensive Java libraries and frameworks. This enriches Scala’s utility in creating robust and adaptable applications.

    These attributes position Go and Scala as critical tools to address the demands of modern software development. That includes efficient cloud services, distributed computing, and advanced concurrency management. 

    Related: How to Hire a Cloud Engineer

    Why is supporting upskilling important? 

    In a recent episode of Hired’s podcast Talk Talent to Me, Archwell Chief Learning Officer Dr. Keith Keating shared his thoughts on the value of learning as a transformational tool. 

    “The most important skill is knowing how to learn. Any business I know wants employees to be agile, adaptable, resilient, and ready to fill the next organizational gap, whatever it is. We need a workforce with a growth mindset. A team of lifelong learners.” 

    Other advice from Dr. Keating

    Talent Development and L&D should work closely with Talent Acquisition and Recruiting. Develop a strong relationship with them. 

    Measure the performance of employees for the first 90 days after they come out of a university or academic program [like General Assembly’s] we’ve provided for them. Share the data and feedback with TA to give them data on how well their recruits are doing.

    Think long-term. A lot of times people in roles like ours can be incentivized to think short-term, but we collectively need to collaborate on the long-term talent and skills needs of the business and the industry. Think in terms of ‘future literacy.’ It’s not predicting the future, it’s planning for the possible futures.  More

  • in

    Improving TA Processes, Connecting Recruiting to Brand Experience, & More: Talk Talent to Me March ’24 Recap

    March’s episodes of Talk Talent to Me feature a few episodes with a lot of insights. These leaders share ways to spearhead company growth, bridge gaps in talent acquisition, and so much more. 

    1. Russell Weaver, SVP of Talent Acquisition at Paramount

    Russell is a seasoned talent acquisition professional with years of experience leading recruitment teams across various industries. In this episode, he shares how the shift from linear media to digital media has transformed the industry and what recruitment can learn from outsourcing channels. 

    Russell also explains how increased employee engagement results in better outcomes, why more information is better for candidates, and how Paramount plans to leverage AI to create opportunities in recruitment. 

    “There is something fundamentally fractured still with [talent acquisition] processes and technology. I think we have to get back to basics  to make sure we are doing things that allow us to connect to that high-performing talent.” 

    Listen to the full episode.

    2. Doreen Ghafari, VP of People at AllTrails

    Doreen shares how she and her team spearheaded a period of significant growth for AllTrails, which resulted in more than quadrupling its staff in just over three years. She also shares the value of making recruiting efforts an extension of the brand experience, why talent acquisition is so much more than putting butts in seats, and the importance of building a solid foundation of systems and processes during periods of hyper-growth. 

    Doreen also touches on the benefit of treating values as a core competency, data-driven frameworks for performance evaluation, and what a holistic approach to recruitment looks like.

    “AllTrails is a beloved brand. People tend to have delightful experiences with the app and the site. We wanted our recruiting efforts to be an extension of that. We want people who come to AllTrails to interview, even if they don’t get the job, to reflect fondly on their experience.” 

    Listen to the full episode.

    Want more insights into recruiting tips and trends?

    Tune into Hired’s podcast, Talk Talent to Me, to learn about the strategies, techniques, and trends shaping the recruitment industry—straight from top experts themselves. More

  • in

    AI Leads to More Human-Centric Recruitment & Hiring (What!?)

    Leading the way to streamlined & people-focused processes

    AI is more than just an ongoing buzzword. It’s the future of HR. We’re seeing more and more talent pros incorporate AI into their recruiting processes. But can it truly lead to more human-centric recruitment and hiring? Yes, it can.

    Our partner Teamtailor agrees, adding, “This shift reflects a widespread recognition of AI’s power to optimize HR metrics and streamline hiring tasks like resume summarization, interview question creation, and job description crafting. This transformative impact is prompting a strategic rethink of talent acquisition.” 

    This efficiency will, in turn, allow talent pros to get more strategic and focus on what matters most – building relationships with top talent. 

    Related: How to Use AI in Recruitment: Insights from Activision Blizzard’s Talent Sourcing Director

    Hired predicts AI will free up HR to focus on ‘human’ aspects of their role.

    “While industries like marketing, sales, and finance have undergone a profound evolution from AI over the past few years, the recruiting sector has only recently begun to recognize the advantages it brings to areas such as recruiting, onboarding, and employee monitoring, “ says Jon Dobrowolski, Hired VP of Product. 

    Related: Hired Conducts AI Audit to Ensure Bias-Free Hiring 

    “As organizations tighten their focus on cost reduction and strategic growth in the coming year, they will entrust activities such as sourcing talent entirely to AI to surface the best candidates– freeing up valuable time for HR professionals to upskill in understanding how AI can ‘co-pilot’ alongside them, and truly focus on the strategies and initiatives that improve the employee experience. 

    This could include paving possible career paths for people in an organization, boosting employee recognition/morale, and implementing new benefits and ways to cultivate a positive workplace.”

    Karen Weeks, Chief People Officer at Obviously on Hired’s podcast, Talk Talent to Me

    “AI will push us to nurture and build relationships within our networks more honestly and authentically. AI may streamline some processes or tasks but we’ll see a renewed focus on relationship-building as a major point of difference in recruiting and hiring.”

    Listen to the full episode.

    Related: AI in HR, People-Centered Approaches, & More: Talk Talent to Me October ’23 Recap  

    AI and candidate experience 

    In Hired’s webinar, Bold Predictions & Benchmarks: Master Tech Hiring in 2024, Collective Health’s Director of Talent and Recruitment, Dana Dillard emphasized human-centric recruitment as essential. 

    “There needs to be a balance in how we operate going forward. Many of us are working with much leaner teams. We have a lot fewer folks on our teams and a lot fewer resources. So we do need to think about how to work smarter, not harder.” 

    She explained how her team uses AI from an efficiency standpoint to enhance the candidate experience. “We supplement sourcing strategies, get ideas of how to write boolean strings or search strings, and consider positioning language to attract candidates.” 

    On the Hired platform, AI is used to create a more personalized and engaging candidate journey through the power of real-time feedback. In a typical job (or talent) search, job postings get hundreds of applicants, with 80+% being a complete mismatch. This is bad for productivity and a poor use of each party’s time. 

    Conversely, candidates who sign up for Hired find out whether they are a good match for opportunities on the platform and get feedback on how to improve their profile. Transparency in salary ranges and expectations plus comprehensive profiles help make the process more efficient.

    Candidate preferences are forward-looking and drive more sophisticated matching. This saves candidates significant time and changes an often tedious and demoralizing experience.

    The intersection of AI, skills gaps, and talent availability

    In the way that computers and word processing technology tools rapidly became a standard in nearly every workplace in past decades, our partner Workable believes AI will do the same. According to Workable’s Senior Content Strategy Manager Keith MacKenzie, “While the way we use it continues to be in flux, we’re entering an era where knowing how to use some form of AI technologies will be a normal expectation of any candidate’s skill set regardless of the industry they’re in. 

    The rapid evolution of AI has opened up numerous skills and competency gaps through the system as companies rush to incorporate AI technologies into their workflows. Meanwhile, those who build that technology will continue to be in high demand – which means the availability of talent is a major concern, especially for tech companies.”

    Getting started with using AI to support human-centric recruitment 

    Thinking about incorporating AI into your workflow? We encourage you to embrace the change and welcome AI as the ultimate enablement tool to do more with less. Consider it your partner, not your replacement!

    In a past webinar, The State of h(AI)ring – buzzword or boon for HR?, Jon Dobrowolski advised leaders on getting started with AI. He says, “With any technology implementation, you have to focus on the outcomes and driving enablement. There are goals, strategy, and KPIs. If it helps you achieve against those, you should keep it. If it is interesting but not necessarily moving the needle, you don’t want to keep it around for long.” 

    Tools to support human-centric recruitment 

    With that said, many HR and recruiting tools have AI built right in. Hired is one such offering—AI and machine learning have been ingrained in the product from the start. From candidate vetting and ranking to personalized recommendations and general experience improvements. More recently we’ve incorporated generative AI into both the candidate and employer experiences.

    We also appreciate like-minded companies bringing AI-led solutions to market to make recruiters’ jobs easier, clearing a path for more thoughtful work. 

    Our friends at Teamable, the supercharged Candidate Relationship Management (CRM) solution, incorporate AI at almost every touch. It uses AI to power inbound applicant ranking and personalized messaging at scale. Time-saving solutions like this give recruiting teams hours back in their day for those 1:1 human-centric recruitment connections that make the work meaningful.

    Going back to Jon’s advice, he encourages talent pros to be intentional. He advises against using AI for the sake of having it. Instead, he recommends, “Take the time right now to form an educated opinion on what will be helpful and begin to ideate. As you do, tools will come to market and you’ll feel that’s exactly what you were looking for.”

    Related: ChatGPT in Recruitment: How to Unlock its Power, Increase Efficiency  More

  • in

    DEIB in 2024: No Longer Important in Tech Hiring?

    One step forward, two steps back: the consequences of deprioritizing DEIB initiatives

    It’s common knowledge these days that companies that prioritize DEIB initiatives are more successful. Diversity, equity, inclusion, and belonging (DEIB) foster innovation, drive company growth, and entice the best talent. Yet, as companies reduce budgets in response to hiring market shifts, DEIB initiatives become ‘nice-to-haves’ as opposed to ‘must-haves.’ 

    In an interview with a Forbes contributor, Abi Williams, founder of Lead Not Lag, encourages accountability to drive DEIB forward. She says, “There are consequences for not hitting revenue numbers or for not shipping products in time, so why not for teams or leaders that aren’t driving inclusion efforts? Accountability and the prioritization of DEIB need to happen both top-down as well as bottom-up.”

    Often, DEIB is mistaken as a short-term initiative or even a trend. Instead, it should be infused with long-term strategy during both the good years and the tough ones. Cultivating DEIB takes commitment and consistency. Without that, we risk progress in team diversity and lose the benefits that come with it.

    Hired predicts deprioritizing DEIB positions and goals reduces progress in tech team diversity.

    First, Indeed reported a growth of DEIB job postings of 56.3% from September 2019 – 2020. LinkedIn reported 168.9% growth in Chief Diversity & Inclusion Officer positions from 2019 – 2020. 

    Then, 1 in 3 DEIB professionals lost their roles in 2022, according to a study by Revelio Labs.

    “Mass layoffs of DEI professionals and less investment have meant that DEIB initiatives have seen significant rollbacks in the last two years,” says Hired CEO Josh Brenner. “With public policymakers scrutinizing DEIB programs more closely, organizations that were nominally committed will prioritize it even less in 2024. 

    Those who continue to foster safe spaces for open dialogues, be transparent and accountable to DEIB initiatives, and encourage inclusive representation will be best positioned to benefit from a stronger talent pool and increased innovation (McKinsey 2020).”

    Unfortunately. 20% of tech employers surveyed told Hired they plan to deprioritize or discard ‘Diversity Hiring Rate’ as a recruiting metric in 2024. On the plus side, 27% said it was one of their top hiring KPIs in 2024.

    Hired’s survey also revealed that 31% of tech employers do not have a person or team dedicated to DEIB. However, 65% predicted they would a year later. 

    Why DEIB? It’s important to jobseekers and employees

    It’s not just corporate and social responsibility. When defining “diverse” in terms of education, background, race, gender, experience, etc. the majority of surveyed tech workers, 63%, said working on a diverse team was a top priority to them. 

    Ready to invest in achieving DEIB goals? Download our eBook, 10 Things You Can Do to Reach DEI Goals, for actionable steps.

    Want more women in tech?

    We frequently hear from employers, partners, and the industry at large that we need more women in tech roles. But according to a 2023 CIO article, half of the women who enter the tech field leave by age 35.

    Besides competitive compensation and benefits, the three most important things to surveyed female tech workers are: 

    1) the option to work remotely, 

    2) work-life balance, 

    3) career growth and advancement 

    Because women prefer remote work and flexible scheduling, as do many other tech workers belonging to underrepresented groups, the more employers insist or pull back on remote roles, the harder it will be to recruit, retain, develop, and promote them into leaders.

    Related: Want to Hire More Women? Focus on Performance Feedback

    Renewing focus and committing to DEIB 

    When planning how to attract more talent from underrepresented groups, our partner Workable cautions organizations from relying too heavily on a singular strategy, such as inclusive employer branding, diversity-centric recruiting events, or incentivized employee referral programs. 

    According to Workable’s Senior Content Strategy Manager Keith MacKenzie, “Diversifying one’s employee base is a broad strategy that can’t be solved with one or even more than all of the above. There are numerous variables in attracting more ‘underrepresented talent’ – for instance, what aspects of underrepresentation is a company hoping to address? 

    Going into 2024, companies will increasingly recognize DEIB as four distinct elements of an overall strategy. As the overall concept of DEIB matures, the strategy of attracting underrepresented talent will increasingly be addressed differently through each of those four lenses.” 

    Getting buy-in from stakeholders

    To illustrate the importance of DEIB initiatives in your strategy to stakeholders, Abi Williams recommends emphasizing the common goal. “A positive and engaging work environment, happy customers, and excellent revenue numbers. Investors want ROI on their investments. And ultimately, really investing in your DEIB goals is going to get you to all of these goals.”

    How are tech employers planning to find underrepresented talent in 2024? 

    Overall, surveyed employers indicated their top five tactics include: 

    Inclusive employer branding (46%)

    Diversity-centric recruiting events (44%)

    Employee referral program with incentives (42%)

    Internship and mentorship programs (37%)

    Collaboration with diverse communities and networking groups (37%)

    When broken down by the number of employees, smaller companies (1-299 employees) are prioritizing inclusive employer branding while larger companies (300+ employees) favor diversity-centric recruiting events. 

    Only eSMBs (less than 100 employees) broke from the pack to include flexible work policies and diversity-focused job portals in their top five (tied with some of the other tactics). 

    Hired helps companies of all sizes with recruiting events including virtual candidate events and coding challenge campaigns as part of our employer branding solutions.  More

  • in

    Want to Win Top Tech Talent? Align with Candidate Preferences

    The tug-of-war between remote and in-office work continues. Just when we thought the work-from-home lifestyle might be here to stay, companies increasingly called employees back into the office. Regardless of their current working environment, Hired data shows tech workers value work-life balance while remaining ambitious. 

    Hired predicts companies that integrate candidate preferences with the organization’s needs will win the most top talent.

    In late 2023, Hired surveyed 1000+ tech workers and 250+ tech employers about tech recruiting and hiring topics. When asked what’s most important to them in a job (besides competitive compensation and benefits), tech talent responded: 

    Related: 2023 Survey Results: Top 3 Benefits Ranked by Engineers (Besides Salary) 

    Why would employers’ organizations continue or expand remote work? 

    Employers’ top four survey responses were: 

    1) To secure top talent who prefer its flexibility and autonomy 

    2) Improved work-life balance 

    3) Access to a broader talent pool 

    4) Increased productivity

    Work from Home (WFH) vs. Return to Office (RTO)

    Our partner Teamtailor believes the remote work era will continue to shape policies and recruitment strategies for a thriving workplace. They feel companies offer remote work primarily to improve work-life balance. 

    Related: How to Onboard Remote Employees Really Well: Free Checklist Template 

    Teamtailor says, “As we step into 2024, it’s evident that remote work is firmly entrenched in the professional landscape. With 54% of HR leaders expecting stability in their remote work policies and a notable 57% recognizing its positive impact on employee engagement, the future of work embraces a balance between flexibility and organizational needs. The focus on fostering a healthy work-life balance, particularly to attract autonomy-driven talent like Gen Z, is a strategic move being embraced.”

    As for why companies are bringing workers back to the office, another ATS partner, Workable, suggests it is a pragmatic decision some companies are making based on a multitude of reasons. This includes collaboration and teamwork, innovation, mentoring, and development.

    Workable’s Senior Content Strategy Manager Keith MacKenzie explains, “Today’s workers have more options not to commute than they did before the pandemic. The return-to-office conversation is positioned in the community as a polarized battle between remote and on-location work. But it’s much more nuanced than that. In 2024, many of those nuances will start to rise to the surface, including the establishment of hybrid work as a standard.”

    Hired’s CEO on hybrid work

    In a recent feature on the Talk Talent to Me podcast, Hired CEO Josh Brenner reflects on shifts in the workplace environment. He says, “I was really thinking it was going to be remote forever across all companies. Last year, I was scratching my head realizing we’re not seeing that in the data anymore. Companies started to pull people back into the office”

    He sees hybrid work as the dominant model now, a result of talent taking a stand against a full work week in the office. “There are strategic things that are good for being in person. And there are benefits of having flexibility and the ability to focus at home.

    The challenge with the hybrid is that the companies need to hire people in the local area where the offices are.”

    This reduces their available talent pool, limiting the quality of talent they can reach and the diversity of candidates they can bring in. Josh explains, “During the pandemic, companies were able to bring diversity of thought, background, gender, and age. With a focus on hybrid, it’s far more limited.”

    Related: 4 Ways to Keep Company Culture Alive in Remote & Hybrid Work 

    The future of work is flexible 

    Tammy Dain, former Senior TA Consultant at Axiom, founder of Recruiting Rabble & Talent Collective echoed the emphasis on work flexibility in a past Talk Talent to Me episode. 

    She says, “I think the use case for flexible work and a flexible workforce is needed because of what we’ve seen happen with the workforce. So I think it’s just a trend we’re going to continue to see grow and grow.” 

    Start with transparency

    The best way to align the needs of the business and tech worker preferences is to begin with transparency. When candidates are approved for the Hired platform, for example, they create a profile, which is more comprehensive than resumes. It includes skills, experience, salary expectations, as well as preferences, and even “dealbreakers.” 

    Related: Hired’s 2023 List: Top Employers Winning Tech Talent 

    This drives better matches between employers and candidates, which translates to 60%+ response rates and better efficiency in the hiring process.

    Related: What Happens When TA & Hiring Managers Unite? Best Practices from One Medical, NBCUniversal & More  More