Aurelia Butler

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

What the data says, where the pitfalls are, and how to address damage from layoffs when hiring Boomerangs

Seeing good employees leave is tough, whether it’s through resignations or layoffs. Seeing good employees return through boomerang hiring, is ideal. Unfortunately, many of the layoffs we’ve seen recently were not handled with care. So the odds of getting those boomerang employees back when it’s time to ramp up hiring again are lower than some organizations may assume.

Keep reading for the data we uncovered on layoffs and rehiring, plus advice on how to promote a positive employer band and communicate transparently with candidates.   

What are boomerang employees?

Boomerang employees are individuals who leave a company for some time but later return to work for the same organization again. Perhaps other opportunities were not a good fit or they are enticed by the company’s new direction. Sometimes it’s through an acquisition or merger, or a former employee is purposefully recruited to lead a new project or vertical. 

Hired predicts boomerang hiring of laid-off workers is an unreliable 2024 recruitment strategy.

In late 2023, Hired surveyed 1000+ tech workers and 250+ tech employers. More than 50% plan to increase their headcount budget in 2024. 

While 68% of tech employers say they’d feel confident re-hiring employees laid off from their companies, only 15% of currently unemployed tech workers say they “would definitely accept” a job offer from an employer who’d laid them off. That’s a pretty low number for people likely looking for work.

Data also showed that 36% of laid-off unemployed tech workers would decline a job offer from the company that released them. Meanwhile, 44% said they would accept. (The rest are undecided).

Those currently employed are less forgiving. The survey revealed that 46% of laid-off employed tech workers would decline a job offer from their former company while only 27% said they would accept.

Related: Cost of Vacancy: Why Hiring During Downturns is a Good Idea 

Hired’s CEO on companies planning on boomerang hiring

In a recent Talk Talent to Me episode, Hired CEO Josh Brenner discussed layoffs and companies pursuing boomerang employees. He says, “There are a lot of benefits to boomerang hiring of 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.”

Even so, Josh explains how trust is a key connection talent has to companies. Josh believes the companies that handled layoffs with care will “have a much easier time hiring those boomerangs back. They live the values they talk about as a company.” 

Related: 2023 List of Top Employers Winning Tech Talent

However, he’s observed more often than not that employers did not do right by employees when making job cuts. “The companies that handled those layoffs poorly will have a very small chance of getting any of those employees back. 

They have their challenges 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. Talent teams now have a hard job within those companies to rebuild trust with jobseekers.” 

Empathy in talent acquisition

Echoing Josh’s sentiment of being responsible when laying off employees, Interviewology founder Anna Papalia shared advice for TA teams in a past episode of Talk Talent to Me:

“[TA teams] also going through layoffs and at a moment’s notice could be on the other side of the table interviewing. And with that comes, I hope, a great deal of empathy. Asking themselves, ‘How am I treating candidates and applicants right now? How would I want to be treated if I was going through this process? 

Because looking for a job can be dehumanizing. It can feel so uncertain and it’s incredibly stressful. And as talent folks, we tend to forget the power we wield and just how difficult it is to be on the other side.”

Related: Your Guide to Build Sustainable Tech Talent Acquisition Strategy 

Boost success with employer branding 

In a tough market and amid the threat of layoffs, brand reputation may become fragile. So what can teams do to boost employer branding efforts and uphold a positive reputation? 

In Hired’s survey, “an emphasis on employer branding” was the top answer when we asked small and medium-sized employers what they planned to increase in their hiring strategy for 2024. Employers with 10K+ employees listed it second, behind (tie) “employee referral programs” and “offers of competitive compensation and benefits.” 

So, this is the time to showcase your company’s authenticity and how it lives its values. Hired supports employers by creating turnkey events to empower company recruitment efforts. 

Get your team in front of tech talent

Chase partnered with Hired to host a Virtual Candidate Event aiming to attract Backend, Frontend, and Cloud Engineers in the UK. The event proved to be a powerful way to promote the company’s brand and engineering culture. Within 24 hours, Chase invited 9 candidates on site! 

Reflecting on the event’s impact, TA Lead Mike Lewis said, “I thought it balanced really well between the tech story and how we are real people.” 

See how Hired helped Bark and Wayfair promote their tech teams to talent with similar Virtual Candidate Events.

Related: Looking for more employer branding ideas? Download 8 Ways to Hire Faster & Build a Better Employer Brand: TA Leaders Tell Us. 

A healthy pipeline benefits from a CRM

Bolster larger employer branding activations with regular communications to talent already engaged with your company. A CRM is a great way to manage this, and many these days have innovative features to help streamline your efforts. 

Teamable is one of our favorites here at Hired. They integrate with your ATS to keep records enriched and up-to-date based on publically available data and use AI to personalize automated messages at scale. Keeping past talent engaged will make it more effective to source from this pool for future hiring needs. 

Rebuild trust and communicate growth potential to candidates

In Hired’s survey, 41% of employers who’d had layoffs within the last two years agreed layoffs had hurt their company more than the economy. 

Communication is key to supporting a positive employer brand and fostering trust during layoffs. In a recent webinar, Bold Predictions & Benchmarks: Master Tech Hiring in 2024, Hired’s SVP of People Strategy, Sam Friedman explained how employers effectively communicate with candidates.

“Candidates are coming in with more research and more questions than ever before. Recruitment teams need to be prepared.”

Sam even recommends having some bullet points ready. “I always tell people not to give a wrong answer, just to give an answer. If you have to get back to someone, that’s okay. But you should be prepared for that question and you should prepare your interview teams as well.”

She explains it all comes down to being open and honest about the company’s health. “Why did this happen? Was it performance-based? Is it something around a miscalculation and strategy, or was it a pivot? Make sure there is consistent messaging and leadership visibility. 

Then, hopefully, you’ll be able to highlight financial stability. If you’re not at the financial stability, then perhaps it’s visibility into the strategic roadmap and how you’re going to get there. Make sure you are highlighting the industry or market environments as well.” 

Over 60% of tech workers surveyed by Hired said they plan to get a new job in 2024 due to concerns about the future of their role, team, or company. Are your top employees among them? Or, are you prepared to recruit them to your team?

Transparency and authenticity are your friends here. Hiring teams need to acknowledge the layoff, explain how the company is working through it, and share how it will move forward. It’s key to giving candidates confidence in the organization. More

Sixth in the Tech Employers Leading the Way Series

Editor’s Note: Tech Employers Leading the Way recognises 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 Daemon, a people-first tech consultancy seeking to better the world through digital transformation. 

Resourcing Manager Wayne Taylor shares how Daemon values feedback to improve the hiring process and uses Hired to maximise the impact of its Talent Team. 

About Daemon

Both internally and externally, our vision and North Star ambitions at Daemon are clear to see. We want to use technology to make the world a better place.

Now these aren’t just words on our website, these are built into our ways of working, engaging with our employees, and communicating with candidates.

As a value-led business, we hire by our values, as well as partner with clients based on shared values. Your technology skills are secondary to your values and cultural fit for us as we can support you in your technical journey.

“What I love about Daemon is they hire for future potential. Daemon sees beyond what is written on your CV…they see potential and invest in that potential. That was one of the best things I noticed in the interview stages.”
Daemon Software Engineering

See what else our Daemonites have to say about the Daemon culture. 

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

At Daemon, we have a heavy feedback culture internally and with our clients to enable continuous improvement and progression for all parties. Our interview process is no different.

Around 12 months ago, we introduced a document to the process. This allows our interviewer community to have a one-stop place for all the tools required to interview. 

Editor’s note: standardising the interview process is a good DEI hiring practice as well.

It contains interview questions (prompting responses highlighting each of our values), feedback on the candidates from previous interviews, and any “flags” to look out for, as well as space for them to record the candidates’ answers to their questions and the overall feedback.

Introducing this to the process allowed us to capture feedback almost instantly. This reduces the need for the hiring manager/talent team to have a further catch-up meeting with the interviewers to gain feedback, as everything is shared on the doc. 

This has improved our candidate experience and decreased the time it takes for candidates to get through our process too. It took our time to hire to under 20 days in most cases. 

Related: 3 Ways You Should Use C-Suite to Recruit Tech Talent (+ Free Templates), Want to Run Better Interviews? You Need a Pre-Interview Meeting (Free Template)

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

There are a few strategies we use to build and maintain our strong employer brand.

We make sure we’re on the right channels, like Hired, where the top talent is, and keeping Daemon at the forefront of our target candidates.

Being very responsive, timely, and engaged ensures their experience on these channels is better than our competitors. Efficient hiring is very important to us. 

We have a very vibrant and energetic brand and we want to make sure this is clearly visible to those interested in Daemon. 

Making sure we have a strong LinkedIn presence, which not only focuses on client-related content but also our culture. We do this through blogs, videos, podcasts, charity initiatives, events, etc. 

Sharing our People stories is very important to us as we are a people-focused business. It’s natural for us to tell Daemon stories.

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

Collaboration and teamwork are at the heart of all things we do at Daemon, whether it’s client and internal projects or improving internal processes.

As a Talent Team we have regular meetings with our interviewer community to discuss what went well the previous month and any iterations to the questions. These are upvoted and chosen by the interviewers themselves to ensure consistency, even with different interviewers conducting the interviews.

There are two interviewers on each culture interview. The purpose is to reduce the risk of unconscious bias, offer collaboration for the interviewers to agree on the outcome, and give an opportunity for feedback on the candidates interviewing.

For our technical interviews, our Principal Consultants have a monthly Town Hall. This is a platform to talk openly with the executive board and collaborate on interviewing techniques. Again, this offers a repeatable and consistent process.

Related: Technical Assessments for Recruiting & Hiring Tech Talent 

Overall, we are really dedicated to having speedy recruitment processes, from the first conversation to onboarding.

Hired is certainly one of those tools. It makes the first conversation much easier, enabling us to move faster.

We recently introduced a new HRIS (Bamboo) which works as an Applicant Tracking System. It also allows a consistent and efficient onboarding experience for everyone who is offered a role at Daemon. 

This includes everything from clear offer letters to a welcome note with the relevant onboarding forms for completion online. This removes our paper footprint and ensures candidates and colleagues have accessible documents from day one and throughout their time at Daemon.

How has Hired supported your hiring strategy?

Hired has been instrumental in us making tech hires over the last 24 months we’ve been working with them.

We have access to high calibre candidates who we might not have been aware of if we hired through other means.

The efficiency of the platform and ease of use are so helpful. That includes the information you receive upfront on the candidates to the ability to conduct very specific searches based on a range of demographics. With the number of hires we’ve made through the platform, we as a Talent Team really trust the quality of the candidates on Hired. 

Lastly, but by no means least, is the support from the Hired team through the assigned Account Manager and Account Directors. All of them provide great feedback and updates on industry trends. 

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

Cisco Turns Talent Acquisition Professionals into Talent Advisors 

AutoFi Showcases Culture & Employee Development to Strengthen Employer Branding More

Listen in on February 2024 episodes of Hired’s Talk Talent to Me podcast for insights into:

Being an HR visionary with Lorraine Ortiz, First Internet Bank Chief People Officer Lorraine Ortiz

Early-stage recruiting with Jamie Sterrett, Primary Ventures VP Talent 

“Human energy” in HR with Julie Flowers, Chevron Director of HR & Talent Development 

1. Lorraine Ortiz, Chief People Officer at First Internet Bank

In this episode, Lorraine dives into staying comfortable versus trying something new, what she loves about HR and the recent developments in the industry, and why being future-ready is among her top priorities. She also discusses how to cultivate resilience in the workplace and create a culture that facilitates constructive conversations.

Listen to the full episode.

2. Jamie Sterett, VP of Talent at Primary Ventures 

Jamie offers insight into what it takes to be an early-stage recruiter, how talent professionals can level up the entire function of a business, and when companies should consider bringing on a full-time in-house talent resource. 

“Early-stage recruiting is not for everyone. When you are the first recruiter somewhere, you are wearing all of the hats.”

Listen to the full episode.

3. Julie Flowers, Director of HR & Talent Development at Chevron

The performance of any organization is unquestionably linked to its ability to tap into the “human energy” encapsulated in the talents, approach, and potential of every team member. In this episode, Julie shares pearls of wisdom from her 26 years with Chevron and offers insight into how the technology, high standards, and ethics at Chevron appeal to Gen Z candidates. She discusses how talent development boosts morale and improves company culture and why she believes HR is the human energy in progress that leads to success.

“As a leader, I need to [encourage, support, and reward]. As an employee, I’ve got to want to learn and grow. As a company, I’ve got to show that we’re building that type of culture. [Continuous development] takes all three of those things.” 

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

Technical interview alternatives for better skill-based hiring outcomes

In today’s competitive job market, talent acquisition teams and engineering leaders face a significant challenge: losing valuable job candidates due to rigid technical assessment exams. While these exams aim to ensure candidates possess the necessary skills for the job, they may inadvertently deter qualified individuals or overlook their potential. So how should you assess tech skills?

As leaders in talent acquisition, it’s crucial to consider alternative approaches that prioritize skill-based hiring while addressing the limitations of traditional technical assessments.

Why traditional technical assessments fall short

Technical assessment exams have long been a staple in the hiring process for engineering roles. However, relying solely on these exams has its drawbacks:

Barrier to Entry

Technical exams can intimidate candidates, especially those who may excel in practical skills but struggle with standardized testing formats.

Limited Scope

Exams may only assess theoretical knowledge, overlooking candidates’ ability to problem-solve, collaborate, and adapt to real-world scenarios.

Bias and inequality

Standardized exams can perpetuate bias and inequality, disadvantaging candidates from underrepresented backgrounds or those with non-traditional education paths. Live-proctored assessments also create stress and anxiety while asynchronous assessments do not. It’s also more conducive to the candidate’s schedule if they need to work around current employment and time zones.

Advice to employers from a Senior Engineering Manager on assessing tech skills

“It’s important to understand what an online technical assessment can and can’t do,” says Hired Senior Engineering Manager Dan Baker. In an interview with Exponent, an online tech community, Dan said, “Know that using technical assessments will not be the thing that provides an automated answer whether the individual is right for the role.”

When using an asynchronous product like Hired Assessments, Dan says “When employers play back the candidate’s work, they’ll see if the candidate is within the acceptable range and how they executed problems. Review the approach they took and see if it makes sense to you. Look for the use of coding patterns that demonstrate expertise.

I am seeing a shift away from purely LeetCode-type questions to ones based on a framework including a file system to find the bug, fix it, create a file, and add a new pattern.

That’s where we see candidates’ creative thinking. We see how they interact within an existing structure. That’s infinitely more valuable – the ability to show how candidates will perform in the role, rather than whether they can do bubble sort or Fizz-buzz.”

Making the case for skill-based hiring

To address these challenges and attract top talent, talent acquisition leaders can advocate for a shift towards skill-based hiring. Research indicates 75% of employers use some skills-based hiring to discover new talent, with nearly 55% using role-specific skills tests.

Emphasize real-world skills

Highlight the importance of assessing candidates based on their practical abilities to perform job-related tasks rather than solely relying on theoretical knowledge.

Diversify assessment methods

Encourage the use of multiple assessment methods, such as coding challenges, portfolio reviews, and technical discussions, to provide a more holistic view of candidates’ capabilities.

Prioritize problem-solving and collaboration

Emphasize the value of assessing candidates’ problem-solving skills, creativity, and ability to work effectively in teams, which are often more indicative of on-the-job success than exam scores alone.

Reduce bias and promote equity

Implement strategies to mitigate bias in the hiring process, such as anonymizing assessments, utilizing diverse interview panels, and providing alternative pathways for candidates to demonstrate their skills.

Foster continuous learning

Emphasize the importance of ongoing skill development and learning opportunities for both existing employees and job candidates, ensuring alignment with evolving industry trends and technologies.

Alternatives to the traditional technical exam interview process

When it comes to assessing technical skills for a specific role, it’s essential to consider a variety of alternative methods beyond traditional technical exams. Here are some effective approaches:

Real-world projects

Assign candidates a real-world project relevant to the role they’re applying for. This could involve building a small software application, solving a particular coding challenge, or designing a technical solution to a problem. 

Real-world projects allow candidates to demonstrate their technical abilities in a practical context, providing valuable insights into their problem-solving skills, coding proficiency, and ability to deliver results.

Code reviews and portfolio assessments

Request candidates to submit samples of their previous work, such as code repositories, projects, or contributions to open-source projects. 

Conduct code reviews or portfolio assessments to evaluate the quality of their code, adherence to best practices, and ability to write clean, maintainable code. This approach provides a comprehensive overview of candidates’ technical skills and coding style.

Pair programming sessions

Conduct pair programming sessions during the interview process, where candidates collaborate with interviewers on a coding task or problem-solving exercise. This interactive approach allows you to observe candidates’ coding abilities in real-time, assess their problem-solving techniques, and evaluate their communication and collaboration skills. 

Pair programming sessions also provide candidates with the opportunity to showcase their thought processes and receive immediate feedback.

Technical discussions and whiteboard challenges

Instead of relying solely on written exams, engage candidates in technical discussions and whiteboard challenges during the interview process. Present candidates with hypothetical scenarios or technical problems related to the role and evaluate their ability to analyze, strategize, and articulate solutions. 

This approach assesses candidates’ critical thinking skills, domain knowledge, and ability to communicate complex technical concepts effectively.

Behavioral interviews

Incorporate behavioral interviews into the assessment process to evaluate candidates’ soft skills, such as teamwork, communication, and problem-solving. Ask candidates about their past experiences, challenges they’ve overcome, and their approach to solving technical problems. 

Behavioral interviews provide valuable insights into candidates’ ability to adapt to different situations, work well with others, and contribute positively to the team dynamic.

Ready to rethink how you assess tech skills in your interviews? 

By leveraging these alternative methods to assess technical skills, you can gain a more comprehensive understanding of candidates’ abilities, strengths, and potential fit for the role. Each approach offers unique benefits and insights, enabling you to make informed hiring decisions and build high-performing teams capable of driving innovation and success.

By championing skill-based hiring practices, talent acquisition leaders can create a more inclusive and effective hiring process that attracts diverse talent and fosters innovation within their organizations. Ultimately, prioritizing candidates’ real-world skills and abilities over standardized exams benefits both employers and jobseekers, leading to stronger teams and better business outcomes.

In conclusion, it’s time for talent acquisition and engineering leaders to reevaluate their approach to technical assessments and embrace skill-based hiring. That includes more than just specific hard skills.

By focusing on candidates’ practical abilities, problem-solving skills, and collaboration potential, organizations can unlock the full potential of their talent pool and drive success in an increasingly competitive landscape.

Hired helps employers of all sizes assess tech skills

There are many ways to assess tech skills in candidates. Hired offers an asynchronous product that can be bundled with the tech hiring platform. Employers also use it in coding challenge campaigns to tap into qualified talent in new markets or for hard-to-find skills or roles. Hired helps companies plan, promote, and execute coding challenges, completely turnkey. How may we help you? More

After years of the market punctuated by layoffs, we look ahead to 2024 with cautious optimism. Let’s start with data from the Bureau of Labor Statistics and analysis from CompTIA which show tech industry employment growth for the start of 2024.

In January, the US tech industry grew significantly, with tech companies adding nearly 18K employees. The strongest gains were in technology services/software development and cloud infrastructure. 

This positive trend was reflected in a rebound of employer job postings for open positions. Employers posted over 392K active job listings for tech-related roles, with nearly 178K new postings in January. This represents a significant increase from December 2023, marking the largest month-over-month rise in a year. 

Hired predicts hiring will accelerate in 2024, especially in big companies (but not like in early 2022).

“There will be a resurgence in hiring, and the companies that made sizable investments into their tech stacks will have a higher advantage of landing key talent,” says Hired CEO Josh Brenner.

“Efficiency will continue to be paramount as companies move forward into 2024. So whether it’s expanding recruiter capacity or loosening budgets for hiring managers, those who’ve invested in a supportive tech stack will help their internal teams secure their top candidates the most.”

Related: Build a Recruiter Capacity Model 

Hired surveyed 250+ tech employers in Q4 of 2023, and the majority,  84%, expected to maintain or increase employee headcount budgets in 2024. More than half, or 53%, expected to increase. 

Responses indicated companies with between 101 and 299 employees are most likely to increase budgets. 

When divided by role, 69% of hiring leaders or executives indicated budget increases while 60% of hiring managers and 33% of TA/Recruiters agreed.

They’ll need to hire too, because 61% of tech workers surveyed plan to look for a new role in 2024.

Editor’s Note: Hired surveyed 1000+ tech workers as well.

Related: Cost of Vacancy: Why Hiring During Downturns is a Good Idea 

Hired’s CEO on ramping up hiring again in 2024

On an episode of Talk Talent to Me, Hired CEO Josh Brenner looked ahead at 2024 hiring while reflecting on the recent market. He says, “I want to be clear that we have been through this 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.”

He feels optimistic for this year, especially given the survey response on expanding headcount budgets for 2024. 

Josh noted he’s seeing “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 it doesn’t make sense to be in business. We see some of that swinging back around with companies backfilling hires and pulling forward new initiatives.”

Which industries are hiring tech talent now?

Josh shared that Hired’s data indicates that “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 the surrounding ecosystem have gotten a vast majority of the funding over the past year. As you can imagine, the need to hire comes with that funding.”

Josh’s optimism and his belief that tech is still an exciting opportunity and steady industry for people to grow their careers is reflected in recent stats on the unemployment rate. Tech occupations remained stable at 2.3%, while the national unemployment rate remained at 3.7%. 

Ready to restart recruitment?

When it’s time to fire up hiring again, knowing where to start may seem overwhelming. Follow this short checklist and check out our full guide to kickstart your tech hiring after challenging economic times with this guide.

Reevaluate hiring needs

Engage with past candidates

Update online employer profiles

Revise recruitment strategy

Review salary benchmarks

Plan for onboarding

Measure effectiveness regularly More

Tension over return-to-office mandates & fewer remote roles creates a ripple of the ‘Great Resignation’ for 2024

In 2021 and 2022, the majority of tech talent wanted the remote work experience. Then, there was a shift in candidate attitudes on workplace preferences. With the layoffs and tightening of the labor market, Hired platform data indicated many candidates changed their preferences to be more open to a hybrid or in-person model. Were they tired of being at home or working from anywhere? Or were they reading the room?

According to Hired tech recruiting marketplace data, employers have steadily decreased the roles open to remote work. After a high of 72% of open roles classified as “open to remote,” in Q2 of 2022, a year later it was only 59%, then only 46% at year-end. As we enter 2024, the percentage continues to drop.

Meanwhile, much of the tech worker preference still sits with a truly remote work environment or a very flexible hybrid model according to Samantha Friedman, Hired SVP People Strategy. 

Hired candidate profiles show tech workers who prefer “remote only” roles peaked at 34% in Q2 of 2022 but have flattened since, fluctuating between 28% and 31%. However, when surveyed for their preference in The Tech Hiring Tightrope, 80% of tech workers said they’d prefer to work fully remotely. 

This has led employees to seek opportunities aligned with their true preferences. 

Hired predicts the tug-of-war between employers and tech workers on the workplace will worsen, leading to a hidden tech talent pool.

You may have heard of “quiet quitting” or even “rage applying,” but what about “quiet applying?”

“Return-to-office (RTO) mandates from companies such as Roblox, Amazon, and others have already been a polarizing topic within the workforce, as employees face the option of commuting or finding another job,” says Sam Friedman.

Return-to-office threatens DEIB

“As more companies reverse their policies, many organizations will further erode any commitments to DEI. This is because women, people with disabilities, and other underrepresented groups are most negatively affected by return-to-office mandates.” 

In Hired’s webinar, Bold Predictions & Benchmarks: Master Tech Hiring in 2024, Sam Friedman explained, “A return to office or a strict hybrid model limits DEI opportunities. For instance, I’m sick right now and I have two little kids. We see that hybrid and full return to office is very much impacting those default parents, which are women. We also see those with disabilities [and other barriers] not wanting that return to office schedule. 

Hired data supports this and highlights a significant trend: 85% of surveyed women prefer fully remote roles, compared to 78% of men. 

In tech, women are already underrepresented, and about half tend to leave the field by age 35. This means the option to work remotely is a prerequisite for fostering equal opportunities, and not just a “nice-to-have.”

Sam adds, “While people want a job and are fighting in this tough market, at the end of the day, there will be a new market that opens up for people who really want to ensure flexibility and autonomy over their schedule.” 

A hidden tech talent pool

This, among other factors, will create a rise in “not-so-passive candidates” in a hidden tech talent pool, who would move to an opportunity in line with their workplace environment desires.

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

In fact, 21% of men surveyed and 27% of women surveyed said they’re unhappy with their current work environment and actively looking because of it. 

Interestingly, 32% of surveyed in-office workers are actively looking for new remote or hybrid roles. This underscores the urgency for organizations to strategically embrace a remote-first working model, or at a minimum, more flexible working conditions. 

When surveying employers on their hiring plans for 2024, Hired found the majority of companies, 50%, plan to hire hybrid roles, while 22% are opting for in-office, and only 17% fully remote. 

What are the main drivers of the RTO trend? Surveyed employers in the 2023 State of Tech Salaries reported that a physical work environment offers more optimal conditions for enhanced collaboration, culture immersion, improved communication, and easier IT training and mentoring. 

A shift in power

Anna Papalia, founder of Interviewology, shared on the Talk Talent to Me podcast, “Quiet quitting is just a term for something that’s been going on forever. I think directors of talent are trying to figure out how, as talent folks, to be now. We don’t have the power the way we did before. And that’s unsettling to a lot of people. 

You can either hold on to your shred of power or you can let go and evolve. And I think that’s what this moment is calling for us to do.”

Ultimately, companies that are receptive to employee preferences will be better positioned to attract top talent, harness broader skill sets, and embrace richer, diverse perspectives in a time where maintaining a competitive edge is pivotal to driving innovation.  More

Fifth 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. 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 AutoFi, which improved its 2022 rank of 40th on 2022’s List of Top Employers Winning Tech Talent to 10th overall on our 2023 list of North American small businesses (1-299 employees). 

Meagan Dion, Lead Technical Recruiter, shares how AutoFi maintains a strong employer brand and builds its talent pipeline.

About AutoFi

AutoFi is the leading provider of sales and finance technology in the automotive industry, driving innovation by simplifying the way cars are bought and sold. We empower automotive clients, such as car dealers, manufacturers, marketplaces, and lenders, with cutting-edge technology that creates a seamless and efficient car buying experience. 

Joining us means being part of a dynamic team shaping the future of automotive retail, where your contributions directly impact the way people buy and sell cars. We foster a collaborative environment encouraging creativity and growth, making AutoFi an exciting place to work and be part of something transformative.

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

Maintaining a strong employer brand involves showcasing a positive work culture and emphasizing employee development. It’s important to be transparent about company values and achievements. Offering competitive benefits, promoting work-life balance, and creating a collaborative environment helps attract top tech talent. 

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? 

Hiring strategies have shifted toward optimizing existing talent and leveraging technology for efficiency. Due to current market conditions, we are more focused on strategic workforce planning and recruiting has shifted to focusing on building talent pipelines and using contractors. 

Related: Need to upskill your team? Hired partners with several organizations to provide skills training, including our sister company, General Assembly. 

How has Hired supported your hiring strategy?

Hired has provided a curated pool of top tech talent. It has helped accelerate the hiring pipeline, enhance our employer brand, and attract specialized talent to contribute to building a high-performing tech team. 

Related: See how Hired has helped customers of all sizes achieve success

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

Cisco Turns Talent Acquisition Professionals into Talent Advisors More