Change was the only constant in 2020. For some companies (think: telehealth, food delivery, or streaming services), the COVID-19 outbreak meant rapidly increasing headcount to meet market demands. For countless others, it meant putting hiring on pause. To see how executives across the country navigated the challenges of COVID-19, Hired launched The Great Rehiring mini-series on our Talk Talent to Me podcast. In these episodes, host Rob Stevenson sits down with talent leaders from Hired, Dropbox, Oatly, HubSpot, GitLab, Battery Ventures, DoorDash, and SeatGeek—learning what each organization did to evolve during the pandemic.Here, we’ve taken the most actionable insights from these conversations and transformed them into a step-by-step playbook for hiring teams. The following pages will help your company not only survive, but thrive, in a changed climate.Ready to embark on your own great rehiring journey?Download the playbook More
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“Adventure” isn’t just something Royal Caribbean Group offers its customers. It’s also a love shared by its employees, as well as the key to the brand’s exceptional success at engaging new and diverse talent.
How do you find the perfect employee when you’re a company as intrepid as an international cruise line? Royal Caribbean Group’s Talent Marketing Manager, Thea Neal, has done it through practices like investing in team morale, practicing inclusion, taking a holistic view of the employee experience, and careful listening.
The Challenge of Talent Marketing as a Cruise Line
Building out an authentic employee value proposition for a single organization is difficult enough. It can be even harder when that organization houses six different brands, as is the case with Royal Caribbean Group. Employer brand leaders may encounter hesitancy, as Neal did, from more senior leaders who are wary of defining an EVP that may not feel relevant to all branches and levels.
Invest in Morale
To attract and retain the best talent, Royal Caribbean Group makes serious investments in its culture and employees’ well-being. Even during a pandemic, the company has found ways to preserve and adapt its office traditions, like happy hours (now virtual) and Halloween (a staff favorite).
Prioritizing diversity and inclusion has helped Royal Caribbean Group attract employees from a range of backgrounds and identities. This has been a special focus of Neal’s team, which recruits talent from around the globe. Cultural context is always top-of-mind for Neal when formulating her employer brand strategy: “The employer brand that I put out in America needs to resonate just as well as the employer brand I put out in the Philippines or Indonesia,” she says.
Consider the Whole Employee Journey
Neal’s team frames the employee experience as a journey—in fact, the “Journey with us” tagline appears across Royal Caribbean Group’s careers site, social media accounts, and internal communications. This framing reflects the emphasis they place on supporting people throughout their time with the company, from candidate to alum, and not just on the recruitment process or the “sell.”
Become a Better Listener
Neal urges other employer brand leaders to listen to fellow employees as closely as possible, especially when their feedback disrupts your assumptions. “A lot of times, as employer brand folks, we have these rosy glasses on. Sometimes you need that real perspective from an employee to create something better, listen, and evolve,” Neal says.
This approach to talent marketing has helped Royal Caribbean find perfect-fit candidates that join the family and stay for years (and voyages). These candidates-turned-colleagues share Neal’s love of seeing the world and helping others do the same. It’s a passion that unites the team, regardless of role; as Neal puts it, “Who doesn’t want to sell amazing memories and experiences?”
To follow Thea Neal’s work in employer brand, connect with her on LinkedIn. For data-driven insights into your company that you can act on, get in touch. We can help you develop strategies for making real change.
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In our recent panel-style webinar, “State of Software Engineers: Using Data Insights to Meet Your 2021 Recruiting Goals,” we featured industry leaders from Amazon and General Assembly, and Hired. During the webinar, Rob Stevenson, Head of Hired’s podcast Talk Talent to Me, spoke with Erin Ford, Sr. Manager, Student Experience & Career Services at General Assembly, about the importance of hiring for skills, not labels, and how this broadens your talent pool and promotes diversity in your pipeline. The webinar also featured exclusive advice and recruiting tips from Jonathan Kidder, Technical Recruiter II at Amazon (and creator of Wizard Sourcer) as well as insights from the hiring manager perspective from Dave Walters, Hired’s very own CTO. The panelists shared valuable strategies on how to use data from our 2021 State of Software Engineers Report to define and attract the most in-demand tech talent in 2021.
Industry trends and insights from our SoSE Report
What engineers want in their next role
The power of skills-based hiring
How to leverage data in your hiring processes
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What makes your campaigns instantly recognizable as belonging to your brand? When your employees talk about your brand online (and they do), do you know how and where? Your answers to these questions paint a picture of your brand consistency, a crucial element of a unified employer brand.
These are also the questions Kirsten Bethmann has been asking as Global Employer Reputation Lead for Mars, Incorporated. Mars has set an inspiring goal for itself: to become one of the most attractive employers in the world by 2025. Achieving this goal, Bethmann believes, requires a renewed focus on brand consistency.
Why Brand Consistency Is So Important to Growth
The journey toward greater employer brand consistency supports greater brand awareness—often the biggest ongoing talent challenge organizations face. Unless you’re a beloved consumer brand with widespread name recognition, your employer brand team is likely all too familiar with this struggle.
Establishing a Shared Vision
A clear employee value proposition is the cornerstone of a consistent employer brand. For Mars, that EVP is built on three pillars: people, purpose, and development. The employer brand team took this EVP development a step further by adapting the Mars statement of purpose (“The world we want tomorrow starts with how you do business today”) into a tagline: “Your tomorrow starts today,” which personalizes and transforms the Mars mission into a call to action for its employees.
Standardizing Brand Guidelines
Companies that operate in multiple markets must walk a fine line between enforcing brand guidelines and empowering markets to represent themselves authentically. Mars began this work by creating a central platform for its guidelines, a “one-stop-shop” for learning how to use color, messaging, and more.
Leaving Room for Personalization
Within these brand guidelines, employer brand teams in each of Mars’ markets have the flexibility to make campaigns their own. Brand guidelines dictate certain standards for social media messaging, but Mars’ employer brand leaders recognize that messaging from sales employees may sound different from engineering’s messaging. Bethmann and her team welcome those differences.
To follow Kirsten Bethmann’s work in employer brand, connect with her on LinkedIn. For help building your EVP, the foundation of your employer brand, get in touch with us.
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What if your brand isn’t a single organization but a family of several brands, each with its own priorities, competitors, and target candidates? That’s the challenge LexisNexis Risk Solutions Group (RSG) faced in 2020.
Under the leadership of Director for Employer Brand Shelley Jeffcoat, the company launched an EVP that served each of its eight brands while helping them distinguish themselves as employers. To do this, Jeffcoat’s team needed a strategy as unique as their organization.
Get Brand-Specific as Early as Possible
As early as the research stage, Jeffcoat’s team was organizing data by brand. With help from an external research firm, LexisNexis RSG explored each brand’s target candidates and demographics, its competitors, its functions, and more.
Think Bigger Than Promotion
The choice to equip each LexisNexis RSG sub-brand with its own EVP wasn’t simply marketing cleverness. Getting specific made the company more competitive as an employer and continues to impact the employee journey as well.
Empower Employees to Participate
Before the EVP launch, it was challenging for employees to engage with brand advocacy. They lacked clear pathways to actions like social promotion, leaving Glassdoor reviews (LexisNexis RSG had multiple Glassdoor profiles), and helping prospective candidates get in touch (there were multiple Careers web pages).
Invest in Your Employee Advocates
To generate internal momentum around brand advocacy, Jeffcoat knew she’d need to find employee advocates. She started her search with the talent acquisition team (a natural choice, as they were already skilled and experienced at representing the business to the public). But because of the company’s unique structure, Jeffcoat knew she couldn’t stop there; she’d need to pull in stakeholders from every brand and balance each brand’s representation.
To follow Shelley Jeffcoat’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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2020 was defined by change. As COVID-19 shaped candidate preferences across the globe, many hiring teams were left with more questions than answers.
At Hired and Vettery, we’re here to help.
To discover what software engineers really want moving forward, we studied the activity of 245,000 job-seekers in our combined marketplaces—then supplemented our proprietary data by surveying 1,300 developers about remote work, interview processes, preferred programming languages, and more.
Here, we’ve compiled some of the most impactful findings from our 2021 State of Software Engineering Report to help recruiters meet candidate needs in a changed climate.
Ready to learn the biggest trends driving technical hiring this year?
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When reaching out to a new talent market, your existing recruitment marketing strategy may not cut it. New markets bring new competitors, new biases, and new questions to answer with your messaging. How can leaders in recruitment marketing and employer branding do it? That’s what Appian and its Recruitment Marketing Strategist, Chris Fitzner, are figuring out.
Appian, a US-based tech brand that offers an automation platform to businesses, recently acquired a small company in Seville, Spain. Rather than simply absorb the Seville team, Appian decided to grow its presence in Seville—“to capture that spirit there, and capture that culture,” as Fitzner puts it.
Research Your New Talent Market
Fitzner’s team started with the facts: They researched tech professionals in the Seville area to build data-centered profiles of who they needed to reach. Using LinkedIn’s Talent Insights platform, Appian identified the market’s main hitters, broken out by title, industry, and experience.
Learn What You’re Up Against in Your New Market
Appian’s approach to sketching out its growth challenges provides a useful framework for other teams hoping to enter new talent markets. First, using the list of major players they’d built when researching their new talent market, Fitzner’s team categorized their competitors: home-grown Seville companies, companies (like Appian) that had recently acquired Seville companies, and large consultancies that hire remote talent from Seville.
Then, to understand their biggest recruitment hurdles, Fitzner’s team returned to their data, specifically location data. Their website analytics revealed almost no visits from local talent, and Appian’s only Seville-based LinkedIn engagement was from the local employees they’d just acquired.
Build Your Recruitment Marketing Strategy
When entering a new talent market, posting a job listing to Glassdoor or Indeed isn’t enough. “You have to get into where they’re actively looking,” Fitzner advises, which means devoting more attention to local job boards.
“Who is Appian?” was still an obstacle for Appian’s recruiters on LinkedIn, so they began serving ads to targeted audiences in advance of reaching out via InMail, which earned them higher open rates.
Adapt What You Already Know About Good Marketing
When building a recruitment marketing strategy, innovation is great, but Fitzner cautions against reinventing the wheel, especially for those coming from a recruiting background. “There are already a lot of existing resources out there,” he says. “Look at existing marketing principles. Learn email marketing. Learn content marketing. Learn the basics of SEO. Learn how to establish a good PR/media program.”
To follow Chris Fitzner’s work in employer branding, connect with him on LinkedIn. For more strategies and data-driven insights that you can act on to improve your company, get in touch.
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Salesforce, the US tech company responsible for one of the world’s most popular CRM platforms, has earned more than 80 awards for its workplace culture. Its team has more than tripled in size in the past five years. Employer brand metrics may be infamously elusive, but these numbers paint a clear picture: Salesforce is doing something right.
What makes a company an exceptionally good place to work? Chrissy Thornhill, Salesforce’s Global Senior Manager of Employer Brand and Recruitment, has identified a few of the characteristics that have helped its employer brand thrive.
The environment at Salesforce isn’t a happy accident or convenient byproduct. “We are super intentional about our culture,” Thornhill says. “We write it down. We prioritize it. We build programs around it. We measure it. We constantly innovate on it.”
Salesforce’s headquarters sits in the US, but it operates global offices on six continents. An innocuous piece of social media content may not strike the same tone from one region to the next. The past nine months, Thornhill says, have driven that fact home.
Workplace equity not only impacts employees who’ve already joined the team, but also those still in their recruitment journey. It’s why Salesforce made Tony Prophet its Chief Equality and Recruiting Officer, who works closely with Thornhill’s team.
Thornhill’s team promises candidates big things during the recruitment process. Then, they hold themselves accountable for delivering.
Frugal with Time
Sometimes, the success of the Salesforce employer brand team lies in what they don’t do. Rather than spreading their small team thinly across as many efforts as possible, they’re choosy about where they invest their time.
These traits have kept Thornhill at Salesforce as its employer brand team has doubled. If her own enthusiasm for her workplace is any indicator, that growth is just getting started: “It’s been quite the journey, and I don’t think it’s going to let up any time soon.”
To follow Chrissy Thornhill’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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