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      8 Ways Talent Professionals Can Drive Business Impact Despite a Hiring Freeze

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      Pausing hiring efforts may be necessary for a variety of reasons but talent professionals can still drive business impact. Whether due to missed projections, shifts in funding or shareholder priorities, or even a global pandemic, a hiring freeze sometimes means cuts to recruiting and TA teams.

      This doesn’t have to be the case. This hiring freeze may be a golden opportunity for TA and recruiting teams to pivot to other projects, assist other internal teams, or focus on new initiatives.

      Related: How to Improve Job Security During an Economic Downturn: Career Advice for Recruiters

      There are ways to use this time to start strategic projects that positively impact business with your insight and skill set, even when you are not hiring. Here are the top 8 things you can do to drive business impact and set yourself up for success after a hiring freeze is lifted.

      1. Keep your existing pipeline warm

      If a hiring freeze was unexpected, you might have candidates in your interviewing pipeline you need to notify. Sharing your hiring status (and the status of their application and candidacy) will require a balance of transparency and empathy. Let candidates in your pipeline know a hiring freeze is taking place. Offer a tentative timeline of when your team foresees hiring to pick up again. Assure them that you or your team will follow up with updates. Those are the best ways to retain your candidate pipeline while keeping the conversation and their interest warm.

      2. Engage internal employees

      During a hiring freeze, recruiters can work closely with the People Team to engage internal employees. Turnover is an aspect of people management that HR teams work to estimate, prevent, or lower. HR partners with talent acquisition teams to incorporate turnover into recruiting goals. Despite a hiring pause, turnover typically continues as expected or might even increase depending on the state of the business and company morale.

      By partnering with the larger People Ops Team, recruiting can support at-risk employees the team identifies and engage different populations to help retain and re-spark their passion for the company. In addition, working closely with company executives to be transparent about business strategy moving forward is especially crucial during this time as a means of supporting your team.

      3. Get involved with other business initiatives

      Lend your time and expertise to more teams and get creative with how to advocate for the company in new ways. Need some inspo?

      Hired’s Senior Internal Recruiter, Jules Grondin, pivoted to immerse herself in launching new initiatives. To support fellow recruiters and individuals in Talent Acquisition, Jules helped establish Hired’s Tech Recruitment Collective. Recognizing that Talent Acquisition is at the heart of building great teams, the collective connects these professionals with Hired’s extensive network of companies actively hiring TA talent.

      Another recent initiative is Hired’s Candidate Credit Program. To address a candidate supply and demand imbalance, Hired offered companies the opportunity to refer candidates in their ATS to Hired in exchange for credits to use on future Hired services and solutions.

      Brainstorm new ways to involve yourself in other aspects of the business. Reach out to other teams or colleagues to collaborate!

      4. Focus on employer branding

      A hiring freeze might create a negative perception of how the business is doing. To remain proactive, consider refreshing your employer brand strategy as a lever toward getting ahead of any negative misconceptions and attracting top talent when you open roles and resume interviewing. A company’s brand can be aspirational. Positioning your employer brand through thought leadership, company initiatives, and values helps build a relatable narrative that your company should be known for.

      Despite a hiring freeze, don’t hit the brakes on sharing your company’s forward momentum. For distributed teams, a great example would be to amplify ways your team creatively adapted to remote work, approached collaboration, and remained diligent about fostering company culture to maintain a healthy work-life balance.  

      Also, consider encouraging happy and engaged employees on your team to become promoters of the business. This supports a spirit of pride, ownership, and advocacy for the great work your company is doing! Aligning your employees with company and employer branding can turn your team into brand ambassadors to their network. This offers interested candidates a view of your company that goes beyond corporate branding and marketing but a more personal look into the employee experience from a peer.

      5. Optimize recruiting process

      Taking a step back from the ins and outs of your recruiting process will help you see areas to revise and make more efficient. Recruiting teams can take the time to evaluate many areas of their process from application to offer acceptance. This goes not just for efficiency but to assure the process promotes an excellent candidate experience. For instance, going through the application for an open role from a candidate’s perspective could flag hurdles in the process that candidates would experience. This includes complications with your ATS, resume upload issues, or LinkedIn profile integration errors.

      Beyond this, there are various areas of the recruiting process that teams can evaluate, including:

      Streamlining processes in your ATS to increase data cleanliness

      Evaluating your application to improve completion rates

      Updating the careers page and job descriptions to align with talent branding

      Evaluating the recruiting funnel for biases and exclusive language

      Diving into recruiting metrics, including outreach to lead conversion rates, rejection reasons, time to offer, time to hire, etc.

      Evaluating recruiting or sourcing tools

      Related: How to Secure Approval for New Tech Tools (Free Template)

      6. Invest in training hiring team members

      Having downtime from sourcing and interviewing offers the opportunity to evaluate your process and train your interviewers. For recruiting and talent acquisition team members, training or taking certification courses can advance the team’s recruiting strategy and overall professional development. In addition, training hiring managers (and other team members who participate in interviews) around efficiencies your team has made in your recruiting process aligns everyone to best represent the company when conducting interviews.

      7. Ensure your recruiting process is inclusive 

      Now more than ever, companies are being examined for their commitment to diversity, equity, and inclusion beyond public statements and surface-level efforts. The public and their workforce evaluate them based on their executive leadership team and how they conduct business day-to-day. As it relates to hiring, take the time to ensure your recruiting process is inclusive to all candidates who may apply and interview in the future. Consider everything from the verbiage in job descriptions to the logistics of how to best conduct an interview.

      This is also a great opportunity for teams to undergo unconscious bias training. This ensures recruiters and interviewers accurately represent company values during interviews and champion an inclusive hiring process.

      Related: Diversity features on Hired

      Unconscious biases may present themselves at any point, even with something as simple as seeing the full name of a candidate on their resume. For example, a person’s name can implicate their sex, ethnicity, and fluency and literacy in English. This can lead to a member of the interviewing team building stereotypes around the candidate without having met or spoken with them. Evaluate your recruitment and interview processes from beginning to end with potential biases in mind. It can help eliminate additional and unnecessary barriers to entry for qualified talent.

      8. Develop a recruiting plan

      As your team anticipates when a hiring freeze could lift, having a recruiting plan will ensure the team is ready to begin sourcing and interviewing again. Connect with your hiring managers to identify and prioritize roles that are an immediate need post-freeze. As the time gets closer, preliminary sourcing and pipelining quality candidates is a proactive way to get a preview into the active candidate market for these high-priority positions.

      In addition, you can begin to review organic applicants and put your feelers out to your existing pipeline to reignite that interest. Lastly, consider working closely with leadership. Establish a tentative timeline so the team can effectively plan their work and OKRs for the coming months. 

      Regardless of the hiring pace, skilled talent professionals drive impact throughout the organization

      Hiring freezes illicit thoughts of uncertainty for many people within a company and for those who are applying. Despite that, a freeze in hiring doesn’t mean that business strategy and talent teams are on a freeze too. Recruiting and talent acquisition teams offer value to the business beyond sourcing and interviewing. When times call for their main priorities to pause, it offers an opportunity to grow together and invest in team members. Talent professionals are incredible partners to drive impact while building a strong company. More

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      Building a Flexible Employer Brand for a Multinational Media Company

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      NBCUniversal is a media company with more than twenty businesses in thirty countries, including theme parks, television stations, motion pictures, and premium streaming services. With so many diverse brands and localities, creating an EVP (Employer Value Proposition) that works for all of them is a significant challenge. Anne Hurley, Director of Talent Branding at NBCUniversal, discusses the process of executing an EVP refresh for one of the world’s largest multinational media companies and building the flexibility to activate it across a wide variety of brands and countries in an interview with the Employer Branding Podcast.
      Setting Objectives for Employer Brand
      To articulate an EVP that works for all the different brands, NBCUniversal started by laying out the Talent Acquisition organization’s goals as a whole. They decided on setting objectives around brand awareness and engagement, employee experience, DEI, and recruiting excellence. These objectives helped steer the process and defined what they were trying to get out of their new EVP and how they should measure success across all brands.
      EVP Built on Flexibility
      NBCUniversal is a decentralized company, with properties operating independently. Hurley says, “our job is to influence them at each point of the candidate lifecycle.” They needed to create an EVP that brought everything together and was flexible enough to work equally for NBC News and Peacock streaming.
      They began with a research phase by hosting employee roundtables, looking at internal data collection, and engaging with external vendors. They then took those findings and got together with other internal groups like Corporate Creative and Corporate Communications to distill everything into the tagline: “Here you can.”
      “It’s simple, right? But that’s why it works,” Hurley says, “it acts as a ‘fill in the blank’ where we can insert language at the end of the phrase based on personas, skillsets, or interests. It doesn’t need to compete with our consumer brands—it’s simply complimentary.” For example, for E! News, it might be articulated as “Here you can be Pop Cultured,” or if they wanted to speak to their DEI initiatives, it might become “Here you can be authentically you.” Their EVP is powerful because it can be articulated differently to different personas.
      Activating EVP Globally
      Hurley’s Talent Branding organization has been working to make localization a priority. “Our brand does not resonate with people in the UK or Germany or France in the way it resonates with people in the US,” Hurley says, so they set to work creating a global toolkit to bring everything together.
      Hurley and her team started with focus groups to more clearly identify needs in each global territory and used that information to create localized assets that would align with the organization’s EVP while sharing the same look and feel across all languages. They worked closely with local brand champions to develop these resources, which in turn gives them everything they needed to create their own localized, inclusive content.
      Connect with Other EB Pros
      Hurley advises you to be clear about your internal goals before starting the EVP refresh process, do the research to get a complete picture of your organization and make sure to bring everyone to the table when the time comes to take the following steps. Large organizations come with unique challenges, but best practices exist for developing and activating an EVP. Additionally, don’t hesitate to reach out to other professionals working in the employer branding space. “I’ve made a lot of connections by simply pinging the guests on this podcast,” Hurley says. This podcast includes a way to get in touch with all of the guests, so don’t be afraid to make a connection.

      To follow Anne Hurley’s work in employer brand, connect with her on LinkedIn. To identify the values and culture you want to create in your own company, get in touch.
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      How to Use Coding Challenge Events to Build Tech Talent Pipeline

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      About this eBook

      Today’s recruiting and hiring teams face multiple challenges, from low brand recognition to the capacity to efficiently assess an influx of candidates. Use this eBook to discover how events, such as coding challenges, can help you build your pipeline, expand into new markets, progress on DEI goals, and free up your teams to focus on their biggest priorities.

      What You’ll Learn

      Common challenges for employers that events help solve

      How to promote and manage events

      Examples of virtual candidate events and coding challenges to reach goals More

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      Diversity & Inclusion Recruitment, Retaining Talent, & More: Talk Talent to Me March ’23 Recap

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      Catch up on the March 2023 episodes of Hired’s Talk Talent to Me podcast featuring recruiting and talent acquisition leadership who share strategies, techniques, and trends shaping the recruitment industry. 

      Diversity and inclusion recruitment with Jacob Rivas, Sr Global Technical Talent Sourcer, Diversity and Inclusion (D&I) at WW/WeightWatchers

      Recruiting and retaining with Nancy Connery, Co-Founder of OpenComp

      1. Jacob Rivas, Sr Global Technical Talent Sourcer, Diversity and Inclusion (D&I) at WW/WeightWatchers

      Jacob shares his recruitment knowledge, including how he communicates with candidates and best practices for approaching subject lines. He also explains how he got into D&I and how things have changed for him since leaving Vox. Jacob wraps up the conversation by sharing the most impactful career advice he has ever received!

      “Diversity is really the new area to go and if you’re intentional, you can make a big impact.”

      Listen to the full episode.

      2. Nancy Connery, Co-Founder of OpenComp 

      Fun fact: Nancy was the very first VP of HR at Salesforce. She spearheaded strategic investments in human capital and fueled the company’s remarkable growth by building its industry-leading HR infrastructure. Her latest venture is co-founding the compensational intelligence company, OpenComp. Nancy also co-hosts the OpenComp podcast, High Growth Matters. In this episode, Nancy sheds light on her days at Salesforce and her critical role in recruiting (and retaining) the best talent as the company grew. She explains her decision to leave a comfortable position as VP to pursue her own path in the industry. You’ll also gain insight into her belief that talent retention and upskilling are as important as hiring.

      “You need to think about employees [in the same manner as customers] as you grow the company, not only recruiting them but also, how do you develop them? How do you retain them? Can they grow with the life cycles and stages of the company?”

      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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      Building an Effective EVP: The Journey of a Bangalore Tech Company

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      India’s startup ecosystem has been experiencing a rapid growth rate, with the country emerging as the third-largest startup hub globally, posting record revenue of $227 billion in 2022, according to Mint. This growth has led to a highly competitive market for talent, making it essential for companies to have strong employer branding and an attractive Employer Value Proposition (EVP) to remain competitive.
      To gain insights into creating an effective EVP in such a fast-paced environment, we caught up with Malliga Rajkumar, the Senior Director of HR and Talent Branding Lead at Flipkart, one of the largest e-commerce platforms in India based in Bangalore, which began as a startup 15 years ago with a team of 200 people.
      As a 30,000-strong organization serving 150 million customers across all of India, Flipkart is known as the “startup of startups,” with alums going on to found their successful tech enterprises. Despite its size, the startup ethos of risk and innovation remains near and dear to Flipkart’s heart.
      However, with the tech sector’s growth came fierce competition for key talent, prompting Rajkumar and her team to build and implement an employer branding strategy to ensure Flipkart could compete. Rajkumar’s approach was to ask two simple questions: “What is it about our culture that we want to absolutely retain and rebuild where it may have atrophied? And what are the elements that we want to add on?”
      Developing EVP
      The journey to Flipkart’s EVP was months of extensive primary and secondary research. Rajkumar and her team interviewed people at all levels within the organization, spoke to headhunters, and did market benchmarking with accredited organizations like the Great Place to Work Institute and Mercer.
      In the end, they had a list of all the things Flipkart wanted to be known for and a list of the things talent cares about. The challenge was to find a balance between the two to stake out an EVP that encapsulated what Flipkart stands for while appealing to the talent they wanted to attract.
      They settled on a simple EVP that stitched together all of the concepts they wanted to include in one phrase:
      “Together, We Dare to Maximize.”
      Together spoke to everything they hope to foster in terms of community and collaboration. Dare represents their startup heart by celebrating audacity and breaking boundaries. And maximize represents their ambition to be the best they possibly can be and continuously improve.
      Activating EVP
      Articulating an EVP is only half the battle; Rajkumar and her team still needed to activate it for both employees and candidates. “Together we dare to maximize” is displayed in every Flipkart office. More importantly, that concept and the four pillars that support it are woven into all internal communications, awards, employee forums, and events throughout the year.
      They also measure its resonance each year in their annual employee engagement survey. A team of over 250 employee advocates helps get the word out and shares an honest look at what life at Flipkart is like.
      Aspirational EVP
      Flipkart sees its EVP as aspirational, and they want to ensure that they live up to its promise. Therefore, they used their mission statement to build a 3-year maturity model that articulates every process’s intent, design, experience, and measurement. The goal is to look at everything they do and take the time to align it with their EVP incrementally.
      As always, it is crucial to measure the impact of employer branding to demonstrate its value to key organizational stakeholders. At Flipkart, they compare their engagement statistics to a benchmark list of other companies to assess their performance and identify areas for improvement. Additionally, they have specific metrics for individual campaigns and regularly conduct internal surveys to assess the level of awareness within the organization regarding employer brand themes.
      According to Rajkumar, “Employer brand is not about who you are today; it’s about who you aspire to be.” A good EVP should reflect the organization’s current state and set higher standards for what it can become. Good employer branding presents an opportunity for an organization to improve and live its values, which in turn attracts top talent.

      To follow Malliga Rajkumar’s work in employer brand, connect with her on LinkedIn. For help identifying the values and culture you want to create in your company, get in touch.
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      Developing and Activating a New EVP for an Old Company

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      The concept of employer brand is still fairly new to the world of business. Articulating an EVP (Employer Value Proposition) is typically on the agenda of management teams; however, not every organization knows how to go about it.
      Hence I was pleased to chat with Kayla Branham, Marketing Manager of Talent Acquisition at security giant ADT. Most of us will be familiar with this company and brand that has been around for over a century. But what is it like to work there?
      Branham points out that every company has an employer brand or employer reputation. The question is how you manage this and how you can highlight what makes your company stand out as an employer. In this case, Branham adapted Allison Kruise’s 3-step model for brand activation to develop a new EVP at ADT.
      Landing on an EVP
      Step one was to investigate what the current employer brand was for ADT. The research undertaken zoomed in on a number of areas, such as:

      How are we perceived as an employer?
      What is on offer to our candidates and employees?
      What makes working at ADT different from other companies?

      The purpose of asking questions to people around the business was to understand perspectives from all talent groups. The research outcome painted a picture of what it’s like to work at ADT.
      On top of speaking to current employees, the team also carried out external research to determine employer brand perception in the public sphere.
      Establishing the EVP
      One word kept popping up in focus groups: Trust. This particular word happens to be essential to the ethos of ADT and it was a natural place to lay the foundations of the EVP around trust. The governing thought was determined:
      “At ADT, you’re entrusted with tomorrow.”
      Next up, Branham and team identified four pillars of the employer value proposition:

      Take ownership
      Work with a great purpose
      Shape the future
      Win together

      “There’s a give-and-get element to each of them. It’s what team members offer to an employer and what the team member is receiving in exchange,” Branham notes.
      Time to activate
      The EVP was launched at the back end of 2022, and before this, it was communicated internally to various stakeholders and teams. The idea was to stoke interest in the upcoming external rollout.
      Branham and team developed a number of content pieces designed to inspire employees and to create engagement. Videos, LinkedIn banners, and social sharing contests were all part of the plan.
      Looking to the future, Branham will be partnering closely with Talent Management to focus on continuing internal activation and adoption. “We want to ensure that our EVP is a lived experience for our team members,” she says. They know that scaling the employer brand internally is the most important thing for growing external awareness.
      The next stop on the journey is to partner with Talent Management to embed the EVP with the employee lifecycle. By scaling internally, the EVP will manifest itself in the public domain in an organic fashion.

      To follow Kayla Branham’s work in employer brand, connect with her on LinkedIn. For help with your own EVP, get in touch. We help you identify the values and culture you want to create in your company.
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      Re-engineering Your 2023 Tech Hiring Strategy (Watch VIDEO on Demand)

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      If you are in the market to hire qualified software engineers, you need to modify your 2023 hiring strategy. But how exactly do your recruitment and hiring strategies need to evolve? Watch this on-demand webinar to hear experts discuss key findings and data from Hired’s 2023 State of Software Engineers report. They share advice for re-engineering your strategy and getting top tech positions filled quickly with skilled, high-value talent. 

      Moderated by Founder of Marketing by Maya, Maya Avitan, hear from:

      CTO, Hired, Dave Walters

      VP of Engineering, Greenhouse, Andy Lister

      CEO & Co-Founder, SheTO, Nidhi Gupta

      Read an excerpt of the conversation and access the full webinar video on demand. 

      Maya Avitan, Founder, Marketing by Maya

      Though Hired’s culture is remote-first, there are still major companies placing a heavy focus on bringing talent back into physical locations. However, based on the findings of the report there is a higher demand for remote work options from talent in all major cities including New York, the Bay Area, Los Angeles, and Washington, DC. 

      There is a disconnect between organizations that are searching for location-specific top tech talent that is seeking remote-first roles.

      What do you think about this disconnect and how are companies managing this demand from a hiring perspective?

      Dave Walters, CTO, Hired

      We are seeing a growing percentage of employers pushing for return to office, although the demand for remote engineering talent still remains very high. Remote roles command higher salaries than local roles especially in smaller markets. Enterprise companies are shifting fast in their demand for in-office employees, although a majority of the total positions do remain open to remote. 

      Meanwhile, we’ve continued to see the proportion of jobseekers only seeking remote roles versus in-person or hybrid grow. This shouldn’t be surprising as this demand for remote work started well before the pandemic and the pandemic only further fueled that in recent years. As a tech leader, I know the challenge we’ve all been facing in finding top talent with the right skill sets in past years. That challenge isn’t going to go away anytime soon. 

      Ultimately, despite the high-profile layoffs we’ve heard about in the news, unemployment for tech talent remains low. You have to cast a wider net in your search to be as competitive as possible and an opportune way to do that is by remaining flexible for remote talent around the country. 

      The bottom line is that remote work and flexibility continue to be some of the highest priorities for jobseekers. Promoting remote policies or benefits that allow for flexibility are going to be key strategies for attracting qualified, top tech talent.

      Watch the full collaborative panel discussion to discover: 

      More on how companies are managing the demand for remote-first work 

      Why talent leaders should take candidates from non-traditional educational backgrounds seriously

      The most in-demand software engineering skills are and how they’ve impacted the job market More

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      Why a Sustainable Talent Acquisition Strategy is Critical for Employers Now

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      In recent years, the labor market has been increasingly candidate driven and focused on skill-based hiring. But with rising inflation, HR and talent leaders are under pressure to reduce hiring costs while maintaining efficiency. 

      There’s no doubt it’s a complicated space to be in – candidates are demanding higher wages, re-hire costs are significant, and upskilling investments are inevitable. So, how can you survive the transition without losing touch with your candidates? By adopting a sustainable approach to talent acquisition. 

      While organizations are moving toward more sustainable talent strategies during the economic slowdown, they can often confuse talent acquisition with recruitment. This lack of knowledge can hamper your process and disrupt progress. 

      Related: Hired Releases 2023 State of Software Engineers Report

      Recruitment vs. Talent Acquisition 

      Talent acquisition (TA) is an ongoing process to identify suitable candidates aligned with the company’s values, mission, and business goals. It is an ever-evolving process with a focus on current market trends, workforce makeup, and recruitment predictions. 

      Developing and maintaining a talent acquisition strategy allows you to stay ahead of the competition, empower your bottom line, and acquire top talent. 

      While talent acquisition and recruitment are often used interchangeably, they are two distinct processes. Although both deal with talent, recruiting is the process of sourcing, assessing, and hiring candidates in the short term. Recruitment often happens when there are open positions in the organization. 

      So, it includes the process of attracting quality job applicants, analyzing their qualities and skills, and hiring them for vacant roles. The recruitment process is time-bound, pre-defined, and standard compared to talent acquisition. 

      On the other hand, talent acquisition is a more insightful process based on long-term business and talent goals. The purpose of a TA strategy is to seek candidates who are the right fit and have the potential to contribute meaningfully to the future of the organization. TA experts and specialists are more concerned with laying the appropriate groundwork to hire the best talent long-term.

      What is a “sustainable TA strategy”?

      Talent sustainability is defined as an organization’s ability to continuously attract, develop, and retain candidates with the skills and qualities required for current or future roles. In a swiftly changing labor market, organizational needs and goals also change respectively. A one-time recruitment plan would be inept at meeting the evolving demands of the company.

      A sustainable talent acquisition strategy also encourages you to maintain a balance between acquiring external and promoting internal talent. Lack of career advancement opportunities is one of the main reasons people quit their jobs. 

      Although hiring new talent is important, doing so at the cost of current employees is detrimental to organizational growth. Moreover, if you are delegating all resources and money towards recruitment, there’s none left to invest in your existing employees.

      Hence, a sustainable strategy is a win for all – companies can divide time and resources between current employees and new hiring with proper planning and implementation. 

      Getting started

      While recruiting is essential for gaining employees, it can become a time-intensive and expensive endeavor without a proper TA strategy. Amidst a dynamic labor market, many organizations are exploring talent acquisition avenues to prepare for hiring surges and talent management. 

      If you are one of those companies looking to foray into the TA field, ask yourself the following questions before jumping to strategy:

      What are your long-term vision and goals for your organization?

      What type of talent do you need to achieve the company’s vision and goals? 

      How can you integrate your organizational values into the talent acquisition process? 

      How do you create a program framework to support your talent acquisition strategy? 

      How will you assess the progress of your talent acquisition strategy? 

      Your answers will help you define and align your business goals to the talent strategy. 

      Why you need it

      Finding the right talent in the tech industry is a struggle for organizations worldwide. This year, a long-standing skills gap and a lack of professionals in the market have put things in perspective. 

      In simple terms, a talent acquisition strategy saves time and money, boosts productivity, and prepares you for the market’s dips and surges. Time-specific recruitment periods force you to hire and onboard candidates quickly. It’s an expensive affair, and can also cause disruptions in workflow and productivity.

      As some organizations prepare for the possibility of a recession, many are also reducing their hiring budgets and rolling back their hiring plans. However, not having a comprehensive long-term strategy will make organizations vulnerable when they do need to start hiring again. 

      Moving away from the mindset of recruiting being a one-and-done deal, and creating a more sustainable hiring framework is crucial.

      Sustainability is key

      Hiring new candidates is often time-consuming and costly, especially if done repeatedly. This is where sustainable talent acquisition comes in. 

      A solid talent acquisition strategy allows you to future-proof your organization by investing in nurturing, hiring, upskilling, and retaining highly qualified tech talent. 

      Amidst some new (and old) challenges, one thing remains constant – data-driven and long-term talent acquisition and management frameworks are here to stay. More