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    How to Cut Through Employer Branding Noise and Stand Out

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    A strong employer brand is a clear edge in attracting and retaining top talent. Job candidates today expect more from employers from first-time job seekers (GenZ) to people switching jobs or returning to the workforce. They want better pay, different and personalized benefits, and a great work experience. LinkedIn reports that 75% of job seekers consider a brand’s reputation even before applying for an open position. Meanwhile, what current and past employees say about their employer matters more than ever. 
    Perception is key, and perception is forged throughout an employee’s entire lifecycle with a company. That means employers need to map out an employee experience vision that focuses on key defining moments from job candidate to employee to former employee. 
    Employers spend a lot of energy attracting new talent through marketing and advertising, writing creative and fun job postings, and putting on a great show during an interview process. But none of that matters if your onboarding process falls flat or, 90 days in, the employee’s expectations of the job haven’t been met. Similarly, employees who don’t see a clear growth path within their company are also more likely to be dissatisfied and leave sooner. Poor offboarding also has negative consequences for a company’s brand. In fact, a company that does a poor job of offboarding employees after a downsizing or merger will find that only 54% of its job candidates trust the organization later, according to a Gartner study. 
    The answer is creating a holistic talent strategy that delivers a great employee experience rather than just advertising one. If you want future employees to buy into the selling points of your employer brand, it has to be a true and authentic experience for current and former employees. Considering about 65% of job candidates focus on current and former employees directly and through social media in their research of a brand, companies must realize the importance of shaping perceptions of their brand and its impact on candidate expectations. You need to ensure that current and former employees are sharing a positive public message about your company. 
    So, what can companies do to build a strong employer brand that will be echoed in company reviews and testimonials (both formal and informal)? 
    Start by intentionally designing touchpoints around company culture, employee support and development, and work experience, and provide the resources that employees expect to get from their employer. Periodically measure perceptions around those areas to know if your organization is falling short in any of those areas and commit to improving so current and former employees carry the message you hope job candidates will hear. 
    The simple answer to building a strong employer brand that will stand out amid all the noise is simply to create a workplace that people enjoy. If you’re doing that, or at least are on a journey toward accomplishing that, you’ll need to do the right things to get the message out. Here are some things to focus on: 

    Optimizing company-managed digital touchpoints. A company website should be user-friendly, visually appealing, and regularly updated with relevant content such as company news, employee stories, and career opportunities. Also, create a dedicated career section on the website that highlights the benefits of working at the company, includes employee testimonials, and provides clear instructions on how to apply. Social media should maintain active and engaging content that reflects the company’s values, culture, and achievements. Highlight individual accomplishments and growth. Respond to comments and messages promptly to show responsiveness and the company’s tendency to communicate well. 
    Enhancing external reviews. Ask satisfied employees and alumni to leave positive reviews on platforms like Glassdoor, Indeed, and LinkedIn. Identify internal champions and thought leaders and engage them on LinkedIn, especially by giving them public praise for accomplishments or contributions to the company culture. Highlight positive reviews and testimonials on your website and social media channels to build trust with potential job seekers, making it about what people have to say about you rather than your company singing its own praises. 
    Managing online reviews. Regularly monitor reviews on job and company review sites. Use tools like Google Alerts or dedicated review management software. Address negative reviews professionally and constructively. Acknowledge the issue, thank the reviewer for their feedback, and outline steps the company is taking to address the concerns. Develop a crisis management plan that includes a process and ownership for responding to negative reviews or comments. Use feedback from reviews to make tangible improvements in company policies, culture, and practices. When addressing negative reviews or public comments,  communicate changes with employees to ensure they know that it is a company priority to create a positive work experience.
    Unlocking the power of brand enthusiasts. Identify employees who are passionate about your company and are willing to share their positive experiences. Encourage these brand enthusiasts to share their stories on social media, participate in company events, and contribute to the company blog. Use employee referral programs to tap into the networks of your brand enthusiasts. Referred candidates often have a higher success rate in the hiring process.
    Continuously improve the work environment. If you want to create a place where brand enthusiasts thrive, you must be committed to listening and responding to employee concerns and communicating the steps leadership takes to build that environment. Create a supportive and inclusive work environment where employees feel valued and engaged. Know the diversity of your workforce and the talent pool you will tap into during the hiring process, and invest in rewards and recognition programs or DEIB initiatives. Ensure your training, mentorship, and career development programs are available to all at defining moments. Encourage open communication and collaboration.

    Companies focusing on these tactics will demonstrate investment and care for the employee experience across the entire employee lifecycle. Do that, and positive reviews and testimonials will flow from this righteous approach to the workplace. If you want an employer brand that cuts through the noise, create defining moments with a more holistic approach to the employee experience — from hiring to development to offboarding. 
    By Shawna Simcik, Senior Vice President of Leadership Development at Keystone Partners.
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      How to Attract China’s Top Grads: Unveiling What Makes Your Company Tick

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      China’s a goldmine of young talent, but competition for the best is fierce. How do you stand out as an employer in the face of a crowded market? Link Humans analyst Sveta Karniyenka has broken down the key drivers for entry-level talent, giving you the edge you need.
      Forget just offering a good salary. Today’s grads crave more. They want to develop, climb the career ladder, and feel valued. Here’s your 4-pronged attack plan, based on Link Humans’ research:
      1. Learning & Development: Sharpen Their Skills, Sharpen Your Edge

      Mentorship Matters: Fresh grads are eager to learn from the best. Implement a formal mentorship program pairing them with seasoned pros. Watch their confidence and expertise soar.
      Training that Sticks: Don’t waste their time on generic programs. Invest in targeted training relevant to their roles and career aspirations. This shows you’re committed to their long-term growth, not just filling a seat.
      Embrace On-the-Job Learning: Tasks aren’t just tasks; they’re learning opportunities. Provide opportunities for them to shadow senior colleagues, participate in cross-functional projects, and tackle challenging assignments.

      2. Career Progression: Show Them the Path, Not Just the Door

      Clear Career Paths: Don’t leave them guessing. Outline clear career progression paths within your company. This transparency demonstrates your commitment to their long-term future.
      Internal Mobility: Don’t stifle ambition. Encourage movement within departments so they can explore different areas and discover their true passions.
      Succession Planning: Integrate entry-level talent into your succession plan. Knowing they have the potential to climb the ladder is a huge motivator. Link Humans highlights this as a key factor for attracting top talent.

      3. Management & Organization: Culture Counts

      Empowerment, Not Micromanagement: Give them ownership of their work. Trust them to make decisions, and provide the support they need to succeed.
      Flat Hierarchies: Break down silos and encourage open communication. Young talent thrives in environments where they can easily access senior leadership and have their voices heard.
      Work-Life Balance is Non-Negotiable: China’s hustle culture is real, but burnout is a recipe for disaster. Promote a healthy work-life balance with flexible work arrangements and clear boundaries.

      4. Benefits & Perks: Sweeten the Deal, But Don’t Forget the Basics

      Competitive Salaries & Benefits: It’s all about the package. Offer competitive salaries and a comprehensive benefits package that includes health insurance, paid leave, and retirement plans.
      More Than Just a Paycheck: Think beyond the traditional. Offer perks like gym memberships, free lunches, or even onsite childcare. These demonstrate you value their well-being and go the extra mile for employee satisfaction.
      Social & Teambuilding Activities: Foster camaraderie and a sense of belonging. Organize team outings, social events, and volunteer opportunities. These create lasting memories and build strong professional relationships.

      Remember: It’s a Two-Way Street
      Don’t just talk the talk, walk the walk. Be transparent in your job descriptions about your company culture and career development opportunities. Highlight success stories of past entry-level hires who’ve thrived within your organization.
      Leverage the Right Platforms:
      China’s digital landscape is vast. Target your recruitment efforts on popular platforms like WeChat, Douyin (TikTok’s Chinese counterpart), and job boards like 51job and Liepin.
      By implementing these strategies, you’ll transform yourself from just another job opening to a magnet for China’s brightest young minds. Remember, it’s an investment in your company’s future. A highly motivated, skilled, and loyal workforce is the backbone of any successful organization.
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      Hired is now LHH Recruitment Solutions

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      The decision to bring together Hired and LHH’s offerings reflects the changes we’re seeing in the job market, and the opportunity to deliver a more comprehensive, integrated offering. This includes professional recruitment, career mobility, leadership development, outplacement, and executive career advisory solutions.LHH has a long-established Tech Practice, working with companies of all sizes, across tech areas including software development, IT infrastructure, business systems, data, and leadership.If you’re looking for your next opportunity, we encourage you to apply for an open role and submit a resume. You can also check out the Job Seeker Hub, a comprehensive resource tailored to support your career journey.If you’ve got a role to fill, contact us to learn how we can support you in your quest for top talent. More

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      Booking.com’s Employer Branding Hacks: Attracting Talent with Wanderlust

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      Struggle to find that perfect, unicorn candidate? Booking.com feels your pain. Their global platform demands a unique talent pool – imagine needing a UK-based customer service rep fluent in Norwegian! But fear not, fellow recruiters, because Booking.com has cracked the code with their employer branding dream team.
      Building the A-Team: Forget scrappy startups with a single intern handling recruitment. Booking.com boasts a 20-person powerhouse tackling employer branding, recruitment marketing, and early careers. This dedicated crew goes beyond posting generic job ads. They dive deep – think extensive employee interviews – to understand what truly makes Booking.com tick. What makes employees excited to wake up and conquer their workday? What unique benefits does Booking.com offer that other companies can’t touch?
      The Secret Sauce: Through these employee conversations, Booking.com identified the four pillars of their powerful Employer Value Proposition (EVP):

      Belonging: Fostering a welcoming and inclusive culture where everyone feels valued.
      Development: Providing continuous learning opportunities to help employees grow their skills and careers.
      Discovery: Encouraging a spirit of curiosity and exploration, both within the travel industry and beyond.
      Impact: Empowering employees to make a real difference in the travel experience for millions.

      It’s More Than a Job, It’s a Journey: Booking.com’s mission statement perfectly captures their essence. They’re not just selling jobs, they’re offering a chance to be part of something bigger, a journey of exploration and discovery. This resonates deeply with travel enthusiasts, the very talent pool they’re looking to attract.
      Engaging the Wanderlust Within: But employer branding goes beyond crafting a catchy mission statement. Booking.com understands the importance of employee engagement. Here’s how they turn their workforce into a community of brand advocates:

      Fueling the Travel Bug: A dedicated online community allows employees to share travel tips, photos, and stories, fostering a shared passion for exploration.
      Employee Advocacy Program: Booking.com empowers employees to become brand ambassadors by providing them with easy-to-share content and encouraging them to spread the word on their social media channels.
      Personal Branding Powerhouse: They don’t stop at company branding. Workshops help employees develop strong personal brands online, creating a win-win situation where employees benefit professionally while boosting Booking.com’s employer brand.
      Going Global: Booking.com’s world tour interviewing employees around the globe isn’t just another PR stunt. It showcases the diversity and vibrancy of their workforce, further solidifying their employer brand as a global travel adventure.

      Measuring Success: It’s Not Just About Vibes: Sure, a happy workforce is great, but Booking.com goes beyond feel-good stories. They track website performance, campaign engagement rates, and hires per event to measure the effectiveness of their employer branding efforts. Additionally, they leverage the Employer Brand Index (EBI) to gain valuable insights into employee sentiment and perception. This data allows them to demonstrate the tangible impact of employer branding to stakeholders across the organization.
      The proof is in the pudding, as they say. Booking.com’s dedication to employer branding has earned them the prestigious Great Place to Work certification. They’ve attracted top talent, fostered a passionate workforce, and established themselves as a leader in the travel industry – all thanks to their innovative employer branding strategies.

      Ready to Unleash the Wanderlust in Your Employer Branding? Follow Sandra Petschar’s work in employer brand, connect with her on LinkedIn, and learn how to build your own employer branding dream team to attract the best and brightest talent! To embark on your very own employer brand journey at your company, get in touch.
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      Siemens Powers Up Employer Branding: Building a Global Talent Magnet

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      Forget washing machines, Siemens is a tech titan quietly shaping the world’s future. From smart cities to sustainable factories, their innovations touch millions. But attracting top tech talent in a crowded field? That’s a different challenge.
      Enter Stefanie Drerup, the mastermind behind Siemens’ employer branding revolution. In this interview, she reveals how she built a global dream team to attract the best and brightest.
      The Talent Battlefield: Why Employer Branding Matters
      Siemens competes with tech giants like Google and Amazon. To stand out, they needed a clear message. “We want to create technology with purpose,” Drerup explains, “technology that makes a real difference.”
      Their vision? Smart infrastructure for resilient supply chains, energy-efficient cities, and cutting-edge industrial digitization (think revamping Porsche’s production lines!).
      But a strong vision alone doesn’t win the talent war. They needed a powerful employer brand (EB) to resonate with the tech wizards they craved.
      Building the Dream Team: Collaboration is Key
      Drerup didn’t build this empire alone. From day one, she championed a cross-functional approach. HR, global communications, and recruiters from all levels and regions became her allies.
      Here’s the twist: Siemens didn’t just rely on HR experts. They tapped into their internal tech talent. “We wanted real engineers, not just recruiters,” Drerup emphasizes. Their insights ensured the message resonated with the tech crowd, not just HR professionals.
      Crafting the Perfect Pitch: The Siemens EVP
      Drerup’s team landed on a simple yet powerful EVP (Employee Value Proposition): “Create a better tomorrow with us.” This encapsulates the Siemens spirit.
      But they didn’t stop there. To flesh out their EB strategy, they identified four key pillars:

      Customer Impact: Work on world-changing projects that touch millions.
      Technology with Purpose: Drive innovation and sustainability, making a positive impact.
      Empowered People: Thrive in a culture of learning and growth.
      Growth Mindset: Explore diverse career paths across countless business units.

      These pillars, while overlapping intentionally, provide a clear focus for all EB content. Every piece aligns with the overall EVP, ensuring a cohesive message across the globe.
      Going Global: Tailoring the Message
      Activating an EVP in a global company is tricky. Different regions have different priorities. German talent seeks stability and career progression, while Chinese candidates value innovation and social responsibility.
      This is where the cluster structure shines. Drerup’s team can adapt content for each region without reinventing the wheel. They simply emphasize the most relevant pillar within the overall Siemens EB narrative.
      Building a Global Talent Magnet: The Results
      Siemens’ employer branding journey is a masterclass in attracting top tech talent. Drerup’s global team, built on collaboration and a powerful EVP, has transformed Siemens into a global magnet for the best and brightest minds.

      To follow Stefanie Drerup’s work in employer branding, connect with her on LinkedIn. For help identifying the values and culture you want to create in your company, let’s chat.
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      Company Update: Hired & LHH Recruitment Solutions

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      To our Hired Community:

      As of June 14, 2024, Hired will be incorporated into LHH Recruitment Solutions. LHH is a global business unit of The Adecco Group and Hired’s sister company. LHH is the world’s leading talent solutions and advisory player. Following the transition, all recruiting services will be offered through LHH Recruitment Solutions.

      The Hired team will work closely with our customers, candidates, vendors, and partners on this transition in the coming weeks. Please see the LHH website for further information on its professional recruitment offerings, which include job search, job market trends reports, salary calculators, and more.

      The decision to incorporate Hired and LHH’s offerings reflects the changes we’re seeing in the job market, and the opportunity to deliver a more comprehensive, integrated offering. This includes professional recruitment, career mobility, leadership development, outplacement, upskilling, and executive career advisory solutions.

      We’re incorporating the strengths of Hired with LHH, which has a long-established Tech Practice, working with companies of all sizes, across tech areas including software development, IT infrastructure, business systems, data, and leadership.

      Additionally, LHH Recruitment Solutions offers services that expand beyond tech. These include accounting & finance, health & life sciences, procurement & supply chain, legal & compliance, HR, customer & service support, engineering & construction, and more. LHH has worked with over 15,000 clients and helped over 500,000 people transition to new jobs across 66 countries worldwide.

      Thank you to our customers, candidates, and partners for your support of Hired through the years. We look forward to supporting you in this next phase at LHH. More

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

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      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.
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      The Shifting Landscape of Software Engineering Specializations in 2024

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      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

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      Software Engineer Tech Skills in Demand: Upskilling Support Advice

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      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