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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

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      Top 3 Strategies to Nurture Your Tech & Sales Candidate Pipeline

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      In the wake of the economic downturn and slow labor market, companies are focusing on talent engagement and outreach by developing talent pipelines and employer branding. According to Gem’s survey, anticipating the challenge of ‘uncompetitive offers,’ 71% of talent leaders plan to invest in employer brands. A strong brand can make up for a less competitive compensation or benefits package. 

      Engaging candidates in your talent pipeline must be strategic. Nurturing candidates in your talent pool is the litmus test of your overall talent acquisition strategy. Because candidates’ chances of dropping out are high at this stage, organizations must develop reliable methods to engage and nurture their candidates.

      How to engage and nurture your talent pipeline

      Remember the strategies should be relevant to the present market and the candidate’s wants and needs. While talking to candidates, take time to understand their expectations and needs, so you can incorporate those into your strategy. Also, talent acquisition is sometimes a long process, so identifying sustainable, adaptable, and efficient methods will go a long way. 

      1. Optimize your employer brand 

      It’s the candidate’s market, and how they perceive you impacts your overall employer brand and brand awareness profoundly. Despite that, there’s still a lot you can do to boost your employer brand. 

      Companies across the globe use employer branding to highlight their vision, values, company culture, and benefits. By highlighting in-demand policies and perks, companies place themselves as employers of choice, in turn attracting quality talent. It also helps convey authenticity and purpose, creating shared meaning and promoting employee engagement. So, how should you promote your employer brand?

      Tell a story 

      At the heart of great employer branding is the simplistic and authentic way of conveying your organizational story to your target audience. Keep it simple – with an influx of information from all channels, complicated messaging will leave your audience confused. Use your values as the north star to guide you in your storytelling journey. 

      Personalize your message

      Employer branding borrows its concepts from the world of marketing. Marketing campaigns use audience segmentation to personalize content and identify and segment target groups. Customize your messaging and content based on each group to deliver quality content that resonates. 

      Highlight your leaders 

      In organizations, change often trickles down from the top. For your messaging to be truly effective, it has to be owned and shared from the top. Having company leaders convey important messages is a great exercise in cultivating accountability and trust. 

      Related: 3 Ways You Should Use C-Suite to Recruit Tech Talent (+ Free Templates)

      Update your website

      The candidate experience begins at the first interaction, usually through your website. Emphasize creating a meaningful and easy-to-navigate website and careers page to tell the story about your organization. 

      Related: Learn what talent leaders have to say about strengthening the employer brand: 8 Ways to Hire Faster & Build a Better Employer Brand.

      2. Upgrade your tech stack

      It is impossible to imagine recruitment and talent acquisition without technology or data insights. With the emergence of recruiting tools, talent management platforms, and communication software, talent acquisition has become extremely data-driven.

      This is a welcome change, as the data-driven approach tackles bias, keeps the process objective, and predicts returns in advance. Simultaneously, tools like ATS, CRM, and more can automate administrative tasks, customize candidate communication, and provide real-time insights. 

      If you are planning your talent acquisition strategy, don’t forget to upgrade your tech stack. Here are some essential technologies you should include in your talent acquisition ecosystem. 

      AI-powered and Machine Learning tools 

      Artificial intelligence and machine learning are a powerful part of talent acquisition technology. Tools supported by AI and machine learning undertake a variety of functions including:

      Screening and shortlisting candidates

      Parsing through resumes

      Matching candidates to roles based on skills and keywords

      Removing identifying information to ensure fair screenings

      Evaluating candidate assessments

      Simulating conversations through chatbots

      Providing analytics, metrics, and trends about the recruiting process

      AI-powered tools perform manually cumbersome tasks like resume screenings and candidate assessments within a fraction of time, helping to reduce time-to-hire. 

      ATS or CRM tools

      An Applicant Tracking System allows you to monitor a candidate throughout the hiring process from a centralized application. It also provides information about candidate dropouts and problems in the hiring process. An ATS can perform additional tasks like resume screening or assessments, interviewing, scheduling, and shortlisting candidates.

      Candidate Relationship Management (CRM) tools allow you to navigate candidate relationships by automating personalization and scheduling content. 

      Candidate assessments 

      For tech candidates, technical skills assessments are central to the hiring process, but they are also time-consuming as engineers have to design, conduct, and evaluate them. With technical assessment tools, AI will create, distribute, and even score the evaluation as well as shortlist candidates to move them ahead in the pipeline. 

      You can also conduct screening measures to identify relevant candidates from within the pipeline. 

      3. Ramp up remote hiring 

      According to Hired, 93% of candidates indicated a preference for remote work. In another survey, Gartner found 52% of employees said flexible work policies will affect their decision to stay at their organizations in 2023.

      These trends point to the obvious: a digital hiring process is essential. The ability to publish jobs online, interview candidates remotely, and exchange digital documents safely will keep your organization and processes modernized. 

      When onboarding new talent, it is essential to provide a smooth experience. Ensuring you have the right technology to support employee onboarding should be a top priority when implementing a remote hiring process. 

      Related: How to Onboard Tech Engineers onto Your Team (Free 30/60/90 Template) 

      In addition, investing in technologies and programs to enable remote learning and training help to manage larger-scale remote teams. They’re also useful in aiding in the skill development process for your talent pipeline.

      Beyond hiring, your remote teams should be able to collaborate and work together regularly. You might consider teaming up with companies like Microsoft, Zoom, or Cisco to support video interviewing and remote teamwork. 

      Want to keep your talent pipeline engaged? 

      Overlooking your talent pipeline may lead to dropouts and a poor employer brand, while consistent engagement will improve hiring performance and help you meet your hiring goals. Highlight organizational values to tell your brand story, involve your leaders, and leverage social media to get your message out there. Lastly, updating your tech stack to promote efficiency and collaboration as well as focusing on remote hiring can help keep candidates engaged. 

      Hired’s range of features and services enables you to drive brand awareness and expand your talent pipeline. Get in touch with our team about hosting custom events to target relevant candidates. More