Aurelia Butler

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    in Employer

    How To Beat Burnout For Managers: 3 Habits For Stress Relief

    Are you feeling overwhelmed as a manager? Studies show that managers face a higher risk of burnout compared to individual contributors and executives. Managing stress is crucial for your well-being and effectiveness in leading your team. Here are three simple habits to help you navigate the pressures of your role and maintain balance:

    1. Strategic planning for productivity

    Efficiency is key to reducing stress and boosting productivity. Plan your week meticulously to make the most of your time. Start by listing your tasks for the week or day, and delegate as much as possible. Hold yourself accountable for delegation by involving your direct reports.

    Organize your day like a marathon, scheduling activities in intervals to optimize your energy. Consider tackling routine tasks like emails in the morning, reserving afternoons for more creative or strategic work. Alternatively, prioritize tasks based on importance to feel empowered and productive throughout the day.

    2. Could this meeting have been an email? Or Slack? Or asynchronous doc?

    Unnecessary meetings can drain your time and energy, especially during busy periods. Politely decline meetings that aren’t essential to your role, or delegate attendance to team members when appropriate. Consider HBR’s guidelines for determining whether a meeting is necessary or if alternative communication methods can suffice.

    Schedule meetings in blocks to minimize context-switching between tasks. Designate a “no meetings day” each week on your calendar to focus on deep work without interruptions.

    For those meetings you need, set conditions to make them as productive as possible. Require an agenda or a comparable document. Task someone as a “scribe” to take notes and identify action items or next steps. If someone asks for a meeting with you, ask that they provide an agenda and/or any prep materials ahead of time. Choose what that needs to be. Is the morning of the meeting sufficient? Or to prepare do you need it three business days prior to the meeting?

    3. Prioritize self-care

    Caregivers are frequently told they need to put themselves first. This is hard to hear for those caring for others due to employment or necessity. The reality is, that it’s hard to give when your “cup” is empty. It’s like the instruction given at the start of a flight – put your own oxygen mask on first so that you may help others.

    Investing in your well-being is crucial for managing stress effectively. Make time for nutritious meals, quality sleep, and regular exercise, as these activities directly impact your performance and resilience.

    Consistent exercise boosts stamina and mental clarity while reducing stress and negative emotions. A balanced diet is essential for optimal brain function, with foods like berries, walnuts, and spinach enhancing cognitive abilities.

    Do you ever feel sluggish after working through lunch and think you need more coffee? Bad move. Coffee is fine in moderation, but the caffeine gives it diuretic effects, contributing to dehydration. Soft drinks? The sodium and sugar in them add to the issue. Also, did you know that being dehydrated by as little as two percent impairs your ability to perform tasks needing attention, psychomotor, and immediate memory skills? You don’t need a Stanley tumbler, per se, but try to keep some water close by.

    Remember, while pressure is inevitable in any role, it’s essential to recognize the signs of burnout and prioritize self-care. By implementing these daily habits, you can better manage stress, maintain productivity, and lead your team effectively.

    Are you questioning whether you’re a good fit as a manager?

    Sometimes businesses or individuals make the mistake of taking someone away from something they’re great at (and happy doing) and promoting them into management. Sometimes they forget that, for example, a top salesperson isn’t automatically a top sales manager. Managers are tasked with all sorts of responsibilities. Some may be new and in which they need training. Some may be so outside their comfort zone it grinds them down into burnout.

    If you’ve ever wondered which path to follow, read this interview with Hired Engineering Manager Prakash Patel (or watch the video) exploring Engineering Manager or IC? Which Tech Career is Best for Me?

    If your burnout is due to hiring, we can help!

    At Hired, we know engineering managers would rather be working on projects than thinking about recruiting or hiring, but we make it easy to find the right person for your team. We offer solutions for hiring managers including an easy-to-use platform, a tech skills assessment product, and technical sourcing services. These services are available short or long-term and handle tasks including sourcing, screening, shortlisting, and more.

    Request a demo to see how our products and services can help you focus on your primary goal.

    This blog was originally written by Whitney Ricketts in 2016, and updated by the Hired Content Team in February 2024. More

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    in Employer

    Cisco Turns Talent Acquisition Professionals into Talent Advisors

    Fourth in the Tech Employers Leading the Way Series

    Editor’s Note: Tech Employers Leading the Way recognizes companies that innovate and work to improve the hiring experience for both their hiring managers and the tech candidates they seek. In this series, we’ll dive into what works for them, and what they’ve learned, and share it with our readers. Sharing these stories and learnings supports our company vision to make hiring more equitable, efficient, and transparent.

    Hired’s List of 2023 Top Employers Winning Tech Talent highlighted companies across a variety of segments and industries creating tech hiring processes and experiences embracing principles such as equity, efficiency, and transparency. 

    Among those leading the way is Cisco, an enterprise facilitating connections through innovative software-defined networking, cloud, and security solutions. Cisco ranked 7th overall, among large enterprises, thanks to scores placing them 6th in Equity, 8th in Efficiency, and 10th in Transparency categories. 

    Mian Fouché, Director, Join & Connect (People, Policy, & Purpose), shares the power of transforming Talent Acquisition (TA) pros into talent advisors who act as strategic business partners and enhance the hiring process. 

    Tell us about Cisco

    Cisco enables people to make powerful connections. Our hardware, software, and service offerings are used to create the Internet solutions that make networks possible — providing easy access to information anywhere, at any time. 

    We know that powering an inclusive future starts with us. Because without diversity and a dedication to equality, there is no moving forward. Our 30 Inclusive Communities, which unite people around commonalities or passions, lead the way.

    Together, we’re committed to learning, listening, and caring for our communities while supporting the most vulnerable with a collective effort to make this world a better place either with technology or through our actions.  In 2023, we surpassed our goal to positively impact 1 billion people, more than one-eighth of the world’s population through our social impact grants and signature programs outlined in our Purpose Report.

    Cisco didn’t just build the Internet. We keep building it. And while our technology helps connect the unconnected, that’s not where our edge comes from. It comes from our people—unique, innovative, and diverse. #WeAreCisco

    Tell us about a process you implemented to improve candidate experience and the hiring process

    Within our security teams, we implemented a structured interview process. We continue to iterate on it based both on feedback from candidates and hiring leaders. The idea is to create a more condensed and intentional process for mutual exploration of role fit between the candidate and the hiring team. 

    This not only improves efficiency but leaves room for all parties to get a clear understanding of the role in question and team alignment. We want candidates to complete the process with an understanding of how the position fits into our long-term strategy, and whether this aligns with their ultimate career aspirations. 

    What are some of Cisco’s strategies for maintaining a strong employer brand?

    Cisco maintains the WeAreCisco blog where candidates can discover our values and read about real-life experiences from our employees. Cisco’s team of talent advisors and business leaders are also encouraged to maintain a strong presence on LinkedIn and other social media platforms to tell their stories. 

    We want people to have the opportunity to understand a day in the life of a ‘Cisconian.’ This allows them to understand if our values align with their needs. For instance, Cisco provides employees with generous volunteer time off so employees can focus on the causes that matter most to them. 

    Since the Great Resignation, there’s been a shift in priorities for many, if not most, professionals in tech and other fields. Candidates tell us health, wellness, and work-life balance matter to them. 

    By creating the space for our employees to tell their stories, we hope to provide a behind-the-curtain look at our employee experience. We understand candidate experience doesn’t end with the conclusion of the interview, but spans into what we would hope to be a long and prosperous career with the organization. 

    How has collaboration between hiring managers and TA teams improved efficiency?

    Here at Cisco, we encourage our talent acquisition professionals to think and act as talent advisors, not only to candidates but also to hiring leaders. We understand that hiring the best people starts with strong collaboration within the organization, and is a team sport. 

    We strive to constantly upskill our talent advisors to enhance their competencies in business acumen, operational excellence, and data literacy. That way, they’re able to act as strategic partners to the business as opposed to simply operating as a transactional support function. 

    This drives alignment and partnerships, resulting in an expedited hiring process for the candidate. It also equips the talent advisor with information and details to help candidates come prepared when they meet with our hiring teams.

    As businesses evolve, talent strategies do too. How have your strategies shifted in the last 12 months? How do you plan to shift your strategies in 2024? 

    Over the last few years, we’ve observed a directional shift from education-based hiring to a more skills-based approach. As this continues to evolve, we anticipate the necessity to adjust the way we evaluate talent. 

    This is especially true with the rise in emerging technologies like artificial intelligence and machine learning, and a global focus on improving cybersecurity tooling, with a lot of uncharted territory to traverse. 

    I foresee this will necessitate that we look at various avenues to address skill shortages in these areas via mechanisms like upskilling and reskilling existing talent with adjacent skill sets.

    Related: Hired partners with several organizations offering upskilling and other intensive training programs. See the directory of partners.

    How has Hired supported your hiring strategy?

    Our partnership with Hired has been invaluable as we strive to build a world-class, technical organization when we have critical needs that require expedited hiring. Hired has a slate of thoroughly vetted candidates who are ready to go to market. 

    In providing data and insights on market availability by skills, experience, and geography, Hired has allowed us to influence business decisions based on what the market can provide at any given point in time. They’ve also been able to provide us with exploratory services to determine how we can best leverage the platform for different skills and in various locations. 

    With fast and effective training for new users of their highly intuitive and user-friendly platform, and monthly reporting on usage and effectiveness, we can use tangible data to maximize the return on investment we garner from our partnership with them. Offering extreme flexibility on license assignments as our needs and resourcing evolve, their agility is a tremendous asset in the ever-changing tech landscape. 

    Finally, the ability to partner with hiring leaders directly on the Hired platform drives efficiency, strengthens our relationships and partnerships with our business leaders, and inspires mutual accountability, for an optimized hiring process.

    Check out all the featured tech employers in the series so far: 

    Firstup Puts People First to Help Companies Speed Up

    One Medical Focuses on Authenticity in the Candidate Experience

    Veho’s Multi-Faceted and Candidate-Centric Interview Process for Better Alignment More

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    in Employer

    From Data to Success: Experian’s ROI Journey with the Employer Brand Index

    At Link Humans, we’re always eager to delve into anything data-related. In this context, we had the privilege of chatting with Doug Kelsall, Global Recruitment Marketer and Branding Director at Experian, about the pivotal role the Employer Brand Index (EBI) plays in helping them gauge Return on Investment (ROI).
    In this edition of the Employer Branding Podcast, Kelsall sheds light on why Experian’s Employee Value Proposition (EVP) activation is an ongoing project and how the EBI serves as the cornerstone for their ROI assessment.
    EVP Tailored for Employee Engagement
    As the world’s foremost global information services company, Experian navigates diverse markets. It is known as a B2C entity in North America for consumer credit reporting and a B2B specialist in data analytics across Asia. The challenge lies in crafting an EVP that bridges these disparate perceptions while positioning Experian as an attractive destination for top tech talent.
    Kelsall emphasizes, “Our employer brand is designed to carry the load in talent attraction and brand awareness,” focusing on real employee stories and moments. Their EVP concentrates on employee engagement and the values crucial to their workforce.
    Evolving EVP Activation
    Experian’s EVP centers around four pillars: People first, Force for good, Innovate, and Together we win. Kelsall identifies “People first” and “Force for good” as the most popular among employees, reflecting the company’s genuine commitment to culture. He highlights the latter, “Force for good,” as a testament to Experian’s impactful work driving financial inclusion.
    Mapping the EVP across 16 employee lifecycle stages, from attraction to development, poses a substantial challenge. EVP activation is an ongoing process of refinement, aligning various materials, such as job postings and training materials, to ensure consistency.
    ROI Measurement through the EBI
    The tangible results are evident, with Experian reporting a record number of applications last year. Now, the focus is on elevating candidate quality and passive talent attraction. Kelsall relies on various accreditations and awards, including Fortune’s “100 Best Companies to Work For” and the CCLA Corporate Mental Health Benchmark. Additionally, Experian turns to Link Humans’ Employer Brand Index, a data-driven external evaluation, to measure success and prove the ROI on employer brand.
    These metrics form the foundation of a comprehensive monthly employer branding newsletter, reaching all of HR and beyond. Experian’s CEO has discussed their successful Glassdoor strategy with investors, indicating the increasing importance of employer brand in the company’s future.
    Insights and Tips from Kelsall
    For a deeper dive into Experian’s employer brand strategy, listeners are encouraged to explore the podcast. Kelsall offers valuable advice for employer brand professionals, emphasizing the power of collaboration and diversity within the team. He underscores the importance of consistency, stating that it outperforms sporadic moments of brilliance. Maintaining a candidate-centric approach consistently across platforms is key to success.

    Given the awards and metrics, it’s evident that Experian is making significant strides in the realm of employer branding. For those interested in Doug Kelsall’s work, connecting with him on LinkedIn is recommended. To measure your employer brand’s effectiveness, the Employer Brand Index, with its 16 key attributes, provides valuable insights for industry comparison.
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    Tech Hiring Predictions, Talent Strategies, & More: Talk Talent to Me January ’24 Recap

    Hired’s Talk Talent to Me podcast started 2024 with a bang! Listen in on these episodes featuring recruiting and talent acquisition leadership plus a special episode with Hired’s CEO. They share strategies, techniques, and trends shaping the recruitment industry.

    Talent insights with Ali Bebo, CHRO at Pearson

    Recruitment, tech hiring, and talent strategies with Jim Hemgen, Director of Talent Development at Booz Allen Hamilton

    2024 tech hiring predictions with Josh Brenner, CEO of Hired

    Being mission-driven with Ryan Loken, Head of HR Policy & Governance at Tyson Foods

    1. Ali Bebo, CHRO at Pearson

    In talent acquisition, future-proofing is as important as focusing on the present. Ali discusses how talent acquisition has changed since she got started, the role of AI in the industry, and why managers should avoid being passive in team building. Ali thinks talent recruitment is much like coaching a sports team. In this episode, she explains how the two jobs are similar. She also shares her experience in helping her company hire a new CEO before she leaves us with some incredible advice about knowing your superpower.

    “What can you do better than 10,000 people? Once you can really answer that question, then you find roles and opportunities where there’s less friction. Because when you’re in a role that you’re able to use your best strengths and get to do what you do best every day, then frankly, performance happens.” 

    Listen to the full episode.

    2. Jim Hemgen, Director of Talent Development at Booz Allen Hamilton

    Jim breaks down Booz Allen’s approach to recruitment and talent development, why hiring tech talent is so competitive, and what they are doing to set themselves apart. He also discusses how they cultivate a culture of continuous learning, using data and predictive analytics for workforce planning, and the most effective retention strategies.

    “I highly encourage soliciting a mentor from an outside organization. Find somebody who’s in a role you aspire to be in and get engaged in conversations. It goes a long way.”

    Listen to the full episode.

    3. Josh Brenner, CEO of Hired

    The last year has been tough on all fronts when it comes to tech recruiting and hiring. Josh shares his predictions for hiring in 2024. He discusses tech hiring resurgence, AI, layoffs, and the debate on remote, hybrid, and in-office work.

    “Companies that have the best teams are the most successful, and you, as the talent professional, are the ones that are helping companies build those best-in-class teams.”

    Listen to the full episode.

    4. Ryan Loken, Head of HR Policy & Governance at Tyson Foods

    Ryan shares his multifaceted role within the company, his broader impact on the community, and the dynamics of HR. He dives into the community outreach work he is involved in, how he leverages the company for good, and his motivation for pursuing community outreach. Ryan also shares why HR professionals are no longer compliance police, why he chases the mission and not the title, and the interconnectedness of company policy and culture.

    “I have never chased a title. I have always chased a mission.”

    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

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    Hired CEO Reveals Predictions on Tech Hiring for 2024

    Josh Brenner on the Talk Talent to Me podcast

    Last year was challenging on all fronts within tech recruiting and hiring, so what’s next? To discuss his predictions for 2024, Hired CEO Josh Brenner visited the Talk Talent to Me podcast. Based on The Future of Tech Hiring: 8 Bold Predictions for 2024, he shares his thoughts on a tech hiring resurgence, AI, layoffs, and the RTO/remote debate. Get a sneak peek of the episode below and listen to the full conversation here. 

    There were lots of layoffs happening…You seem to think there’s going to be a resurgence in hiring this year. I’d love to know why you think that’s the case.

    Josh Brenner

    I want to be clear that we have been through this really interesting journey over the past five years. I think the ‘resurgence’ is not to be confused with the rapid scaling we saw post-pandemic, starting in the spring of 2021. The resurgence I’m talking about is more like a pre-pandemic pace than the rapid period we saw from 2021 to 2022. 

    We’re feeling optimistic for 2024 because we took a survey from hiring managers, recruiters, and tech leaders. Overwhelmingly, the response was that their budgets for headcount in 2024 will expand. We’re also seeing that companies have been in this strange place where they’ve pulled back. As a result, they started to see the growth rates slow down and their ability to achieve their digital transformation goals, in a lot of cases slowed down as a result. 

    We’re starting to see some companies, especially the smaller ones, realize that real growth is still important. While managing your costs is important for a small business, they need to show growth, or doesn’t make a lot of sense for them to be in business. We see some of that swinging back around with companies backfilling hires and pulling forward new initiatives. We strongly believe the tech industry is still a really exciting opportunity for people to grow their careers.

    Who are the companies who are well set up to rehire or increase their headcounts?

    Josh Brenner

    I’m not going to name specific names but we have data across a large portion of those companies. We’re seeing financial services companies are back in full swing. In a lot of ways, larger tech companies, while they have very publicly been shedding employees are also hiring on the opposite side of that. 

    Startups, especially those focused on AI, machine learning, and all of the surrounding ecosystem have gotten a vast majority of the funding over the past year. As you can imagine, with that funding comes the need to hire.

    A survey response revealed that 68% of tech employers would feel confident rehiring employees they laid off, while only 15% of unemployed workers would definitely accept a job from an employer who laid them off. 

    Do you think people should not go back to employers that laid them off? Or should jobseekers swallow their pride and get their old job back?

    Josh Brenner

    That’s a really good question. My thinking on why the companies are so interested in taking the people back is maybe self-explanatory. But I think it’s also worth mentioning there are a lot of benefits to having boomerang employees. They’re vetted in the sense that you’ve already made the decision once to hire them. They clearly have a value fit with the company and were a strong contributor to the team. There’s obviously a lot less ramping up needed to get them back into the company. 

    I understand why companies would be excited about having people back. I know a lot of companies across the board had to make extremely tough decisions when making these cuts. A lot of the people they had to let go of were people they didn’t want to see gone. 

    Related: Why You Should be Recruiting Laid Off Talent (+ 3 Key Strategies) 

    On the employee side, it goes back to the pandemic. Talent used that opportunity while we were in lockdown to kind of reprioritize and reevaluate what they were looking for in a company and employer. We left that period with talent being even more focused on making sure they had a really strong connection with the mission, vision, and values a company had. They wanted to be part of something bigger. They didn’t want to just be coming in and clocking in and out. People that are happy at work are happy at home. And the reverse is true, too. It really impacts your whole life. 

    All that being said, one of the key pieces of that connection talent has to companies when looking at the values is trust. They want to feel like they can trust their employer. A lot of companies took a lot of care when they did reductions. They tried to help people get other jobs and do the right thing by talent. Those employers are going to have a much easier time getting those boomerangs back. They live the values they talk about as a company. 

    On the flip side, there were also a lot of companies – more often than not – that didn’t do the right thing by employees they let go. The companies that handled those layoffs poorly will have a very small chance of getting any of those employees back. They have their challenge cut out for them. Not only are they not going to be able to get the boomerang employees back, but they really need to focus on their recruiting efforts. 

    Because those companies now have employer branding issues. People talk, use social media, and check company review sites like Glassdoor and Blind. People will look at those things. Talent teams now have a hard job within those companies to rebuild trust with jobseekers. 

    I suggest those companies be very upfront in the recruiting process. They should share why things went down the way they did, what they learned from that, and how they plan to stick to their values going forward. It’s interesting to see such a low percentage (at 15%) of people saying they would go back. I think a lot of it has to do with how companies handle layoffs in this round. More

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    in Career Hacks

    Want a Career with Impact? Work at the American Heart Association

    When looking to start your career, you consider the type of work involved, but do you consider the greater impact of the work itself?

    The American Heart Association is the nation’s oldest and largest voluntary organization dedicated to fighting heart disease and stroke, and the organization is now in its 100th year. Working with over 35 million volunteers and supporters, the non-profit Association makes a real impact with its focus on cardiovascular and overall health, saving millions of lives.

    Heart disease and stroke are the two leading causes of death worldwide, and for survivors, they can diminish the quality of life. The Association’s mission is to be a relentless force for a world of longer, healthier lives, by funding innovative research (more than $5 billion to date), advocating for the public’s health, and sharing lifesaving resources, with a focus on ensuring equitable health in all communities.

    The American Heart Association has strong tailored early career programs for people to pursue their goals, such as their internship program, the Scholars program, and HeartCorps, the Association’s public health AmeriCorps program.

    Employees at the Association join the organization from varied backgrounds. Some bring experience from major corporations, some recently finished their education, and some are transitioning from the military. No matter your entry point, the Association is a strong and meaningful place to start, build, or grow your career.

    The Internship Program

    The American Heart Association’s structured internship program offers interns opportunities within many departments. The organization is committed to provide students with real-time, meaningful experiences to learn about and assist with the work done there.

    The internships span across different disciplines, such as Operations, Fundraising, Marketing, Health Strategies, and Science and Research. Dion Bart, a Communications Intern who later joined the American Heart Association full-time, talked about his experience as an intern, touching on the structure, supportive environment, opportunities for growth, inclusive company culture and the importance of voicing opinions and asking for help in order to succeed.

    Dion’s work as an intern included creating and implementing a communications and social media plan for a major event (Heart Walk). He gained firsthand experience of what a communications director does, which helped position himself for a full-time job at the American Heart Association.

    Another intern, Sha’Dasia Reynolds, began as an intern in Community Impact and extended her internship in Human Resources with University Relations. Through her work in two different departments, she gained even more valuable experience and understanding of what it is like to work at the Association. Now, she is taking what she learned as an intern and providing feedback to make the internship experience even better.

    Darjé Bennett talked about her experience transitioning from the military and into the American Heart Association. She expressed her gratitude for how the organization –– and especially the mentors –– helped her re-enter the civilian workforce. As she began her internship, she discovered how her military experience translated into real-life work experience.

    Darjé was another intern who was able to transition into a full-time position at the Association. She also shared how supportive the Association has been for her as a working mom, providing her with flexibility. For more information about The American Heart Association’s careers, look here.

    WayUp also spoke with Christen Lawrence, an HBCU graduate from Miles College, who interned with the American Heart Association following her participation as an HBCU Scholar. As part of its comprehensive work toward building equitable health, the American Heart Association has partnered with Historically Black Colleges and Universities (HBCUs), Hispanic Serving Institutions (HSI), and other accredited colleges to help students earn professional degrees in the biomedical and health sciences. These scholar programs at the organization provide an experience over an academic year that focuses on research methodologies as well as the social impact caused by health disparities and inequities.

    Being a scholar gave Christen valuable research opportunities, addressed representation in the workplace, and emphasized the value of mental well-being and career development all of which helped her build confidence as a young professional. She spoke highly of that opportunity and how it provided her with valuable networking opportunities and sparked her interest in becoming an intern with the Association.

    The exposure to leadership at company events helped increase networking skills, which paid off for Christen as she accepted a full-time role after completing her internship.

    HeartCorps Program

    Beyond the standard internship program, the Association has the HeartCorps program, launched in partnership with AmeriCorps. HeartCorps is a public health AmeriCorps service program where members gain valuable professional public health experience while advancing more equitable health outcomes for rural communities.

    WayUp spoke with Janninah Miller, a current HeartCorps member, about her experience. Janninah serves with a Health Center and works on community health assessment projects and helped address food insecurity and transportation issues. She shared how the HeartCorps program gave her valuable experience toward her long-term career goals.

    For students interested in public health, the HeartCorps program is a great one to explore during your early career development. For information about HeartCorps, contact them at HeartCorps@heart.org.

    Career Development Opportunities

    As shown above, many interns are given opportunities to extend their internship or join the organization full-time, and praised the program for how well it was structured to provide them with a meaningful experience.

    Tips for the internship interview process? Former interns noted the interviews are conversational and suggest being true to yourself and asking questions, so candidates show their authentic selves. Many interns also discussed why they wanted to work in the non-profit sector.

    The American Heart Association fosters career opportunities for early career professionals who are looking to start or continue their career. Whether you’re looking for a full-time, part-time, or internship role, there are various roles at the American Heart Association that you can explore.

    Notably, the American Heart Association was recognized on the Forbes 2023 list of America’s Best Midsize Employers. The AHA also earned a top spot on DiversityInc’s 2023 lists of Top Hospitals and Health Systems, Top Companies for Board of Directors, and Noteworthy Companies. The organization has also been named a Leading Disability Employer for the fourth consecutive year, by the National Organization on Disability (NOD). Working for an established organization has many benefits, including professional opportunities. Employees have access to HeartU, which offers state-of-the-art online training courses to enhance career development.

    WayUp is here to help you navigate your career ambitions. If you are interested in applying for an internship or exploring open positions, you can learn more on WayUp’s page here. More

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    Bold Predictions & Benchmarks: Master Tech Hiring in 2024 (VIDEO)

    What do industry experts predict for tech recruitment this year? In this on-demand webinar, you’ll learn what to expect in 2024, what benchmarks they turn to (especially in what’s expected to be another whirlwind year), and where the inescapable topic of AI fits into it all. 

    Related: The Future of Tech Hiring: 8 Bold Predictions for 2024 

    Hear from:

    SVP of People Strategy, Hired, Sam Friedman

    VP of Strategic Consulting, Criteria, Brad Schneider 

    Director of Talent and Recruitment, Collective Health, Dana Dillard

    Community and Talent Acquisition Advisory Lead, Ashby, Shannon Ogborn

    Read an excerpt of the conversation here and scroll down to access the full webinar. 

    What is one bold prediction or hot take on how tech hiring will change in 2024?

    Dana Dillard

    Hot takes of 2024 seems to be a very big discussion topic in our industry right now. From a recruitment perspective, I think a lot about the importance of elevating the candidate experience. I think we can all agree we’ve got some work to do as a TA function in helping candidates have a great experience no matter who they’re interacting with, no matter the outcome.

    We need to make sure we’re elevating the experience and helping candidates understand the mission of the companies they’re considering and what’s in it for them. Candidates have been through a lot. There’s been a lot of uncertainty. A lot of people have gone through layoffs for the first time in their careers or have seen friends and colleagues get impacted.

    Anchoring on connecting with candidates, elevating the experience, and helping them understand the value you’re offering will be critical this year.

    Brad Schneider

    I think tech hiring will pick up. I view it like a pendulum. When the Fed rate was low and money was cheap, there was a mentality of growth at any cost. There was an enormous amount of hiring, especially in tech. As interest rates increased, it became more and more expensive to borrow. Some organizations couldn’t get loans. There was a need to become profitable and to do so quickly was through layoffs. So you had a tremendous number of layoffs in the tech space.

    People say the one constant is change. A lot of that change is driven by advances in technology. You need people to build that technology and you need people to service it. Salespeople, customer service reps, engineers, and so on. Artificial intelligence is getting really exciting and hot now. Tech companies once again will lead the way in cutting-edge technology. That will lead to more recruiting. I think there will be a turnaround in the second half of this year.

    Sam Friedman

    My bold take is that we will see a new talent market emerge. A lot of what TA professionals are working with right now is a push to scale back on either fully remote or hybrid schedules. We’re seeing this return to the office.

    You’ve had previously happy employees who’ve had that flexibility start to pick their heads up. They might be in great jobs, like the pay they’re receiving, or like the brands they are working for. But I believe that return-to-office will ultimately create this new talent marketplace. Those individuals who still want that flexibility and to be in charge of their day-to-day will pick their heads up for opportunities where they previously had it.

    Watch the full collaborative panel discussion to discover:

    How to facilitate a mindful selection process using AI and assessments

    The importance of authentic employer branding 

    How to elevate the candidate experience 

    Insights into remote work and workplace flexibility  More

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    The Science of Attraction: Thermo Fisher’s Data-Powered Employer Branding

    In the ever-evolving world of talent acquisition, employer branding reigns supreme. It’s the alchemy of company culture, employee experience, and reputation distilled into a potent elixir that attracts and retains the best minds. But how do we know if this potent brew is actually working? For many, measuring the impact of employer branding remains an elusive quest.
    Enter Thermo Fisher Scientific, a global behemoth straddling the realms of pharma, life sciences, and chemical research. With a million products, from electron microscopes to cancer treatments and specialized roles spanning the globe, filling their talent pool is no small feat. Yet, amidst this scientific labyrinth, Thermo Fisher has cracked the code of employer branding measurement, not through guesswork, but through cold, complex data.
    Their secret weapon? A multi-pronged approach that delves beyond superficial metrics like website visits and applications. Here, we dissect Thermo Fisher’s strategies, revealing the science behind their employer branding success:
    The Triple Helix of Engagement:
    Thermo Fisher’s framework is built on three key pillars:

    Website: Beyond the Clickbait: They don’t get fooled by vanity metrics. Instead, they dissect their careers site with laser precision. Kenty Brumant, their Senior Manager of Talent Attraction and Employer Brand, advocates for splitting visitors into new and returning. This exposes how effectively they attract fresh talent, while also gauging their site’s ability to retain and engage existing candidates. But Brumant doesn’t stop there. He tracks time spent on non-application pages, understanding that the longer candidates explore, the higher the chance of them signing up for job alerts, applying, or simply absorbing the company’s essence.

    Social Media: The Conversation Amplifier: Thermo Fisher leverages the Employer Brand Index (EBI) to gauge public perception. However, they’re not passive listeners. They actively seek out conversations happening across platforms, not just on job boards or the usual social media suspects. A prime example? When recruiting data scientists, they discovered the relevant buzz happening not on LinkedIn, but on Stack Overflow, a programmer’s haven. This led to the creation of a dedicated Thermo Fisher page on the platform, attracting the niche talent they craved.

    Internal Advocacy: The Employee Pulse: Thermo Fisher knows their greatest brand ambassadors aren’t external influencers but their own employees. They conduct regular internal surveys not to gather dust but to generate actionable insights and quick wins for each business group. These range from encouraging employee storytelling to soliciting reviews and boosting engagement. But it doesn’t stop there. They partner with HR to track crucial metrics like internal mobility, diversity and inclusion, and corporate social responsibility. This data adds context to survey results and helps tailor their employer branding efforts for maximum impact.

    The External Seal of Approval:
    Their data-driven approach isn’t just self-congratulatory. Thermo Fisher’s #7 ranking on the prestigious Fortune 500 Candidate Experience Report speaks volumes. It’s external validation that their meticulous measurement translates to tangible results, attracting top talent and creating a desirable employer brand.
    Unveiling the Blueprint:
    So, what can we learn from Thermo Fisher’s scientific approach to employer branding?

    Go Beyond the Superficial: Don’t get caught up in vanity metrics. Dig deeper into engagement, conversion, and internal feedback to paint a holistic picture.

    Embrace the Conversation: Listen actively to what people are saying about you on social media and beyond. Adapt your strategy to meet them where they are, not just on the usual platforms.

    Empower Your Employees: They are your biggest advocates. Leverage their insights and enthusiasm to build an authentic brand from within.

    Quantify and Validate: Track key metrics and use HR data to add context. External recognition like industry awards serves as valuable validation for your efforts.

    Remember, measuring employer branding isn’t about finding a single magic number. It’s about understanding what matters to your audience and using that knowledge to build a strong, authentic brand that resonates with the talent you seek. Thermo Fisher Scientific has shown us that through a data-driven approach, we can not only measure the impact of employer branding, but also harness its power to attract and retain the best minds in the game. Now, it’s your turn to write your own scientific success story.

    To follow Kenty Brumant’s work in employer brand, connect with him on LinkedIn. For help gathering data and insights you can act on to improve your own company, get in touch.
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