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      Why You Should be Recruiting Laid Off Talent (+ 3 Key Strategies) 

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      Between shrinking labor force participation due to the pandemic and the “Great Resignation,” in which almost 50 million workers left their jobs, we’ve faced a whirlwind of a labor market. Now, amid increasing inflation and labor shortages, the job market remains uncertain. Whether it’s business as usual or you’re under a hiring freeze, it’s important to think about nurturing your pipeline and recruiting laid off talent. 

      This year, numerous layoffs came as a tough blow to many tech workers thrust back into the job market. In September of this year, job cuts surged 46% with US-based employers announcing over 29,000 layoffs. 

      Surprisingly, mass layoffs are a relatively recent occurrence dating just back to the 1970s. Since then, many Americans have come to accept layoffs as an inevitable outcome of economic downturns. Workers could no longer rely on the same company to employ them for the majority of their professional careers. 

      So, let’s review key strategies for talent acquisition teams and recruiters to grow their talent pool and find top candidates despite an economic downturn. Here’s how you should approach recruiting laid off talent and stand out in this market. 

      1. Don’t let stigma influence you

      Let’s get one thing straight. Firing is typically performance-based. About 74% of US workers are considered at-will employees. This means an employer may fire them for any reason (if not illegal), or no reason, without warning, and no just cause. 

      Layoffs, on the other hand, are typically unrelated to an employee’s ability to perform a job and the quality at which they do it. Let go of biases traditionally attached to hearing someone was “let go.” Do not assume a laid off worker is ‘less than’ someone a company continued to employ. Perhaps the individual who was laid off was great at their job but the company shifted direction or the economy took an unexpected turn. 

      These days, layoffs aren’t frowned upon as they were in the past. We see an open dialogue about the state of the hiring market and people’s experiences with layoffs. An explosion of  LinkedIn posts in which people share their stories helps prove we are overcoming a taboo. 

      Rethink the connotation of a “job hopper”

      In one LinkedIn post, Rowena Millward reflected on the days in which 10 years of tenure was the average. Then, a changing world of work prompted reinvention. From the shock of having to “adapt or die,” she found success and growth in “dabbling” and making multiple career transitions. Rowena garnered over 1,000 reactions on this post — her statements resonated. We should embrace reinvention. 

      Brittany King, Senior Manager of TA-Talent Intelligence & Diversity, encourages employers and jobseekers to reject negativity around “job-hopping.” In fact, she encourages employers to see past it as a DEI practice. 

      She says, “In many cases, ‘job-hoppers’ have had more barriers than others in the workforce.” This could include health challenges, economic hardships, or transportation issues. Brittany even credits job-hopping to her own career success. “My skills are varied, my familiarity with different industries is comprehensive, and my understanding of organizational culture is robust.”

      Many of the challenges laid off talent face stem from an occurrence simply out of their control. Empathize with them and recognize how much strength it takes to bounce back and re-enter the job search post-layoff. 

      2. Be open to diverse talent 

      Reframing your mindset around particular talent opens up your recruiting to a world of hiring opportunities in places you may not have expected. 

      Layoffs trigger a mix of emotions but also present the opportunity to pivot and explore careers in areas of passion and genuine interest. As people reassess their professional lives after a layoff, many decide to pivot into new fields or industries. In the spirit of Rowena Millward, they embrace reinvention.  

      At Hired, we’ve had the pleasure of meeting numerous jobseekers who broke into the tech sector from wildly unrelated fields — such as music.

      Paula Muldoon used Hired to land a role as a Senior Software Engineer. When we asked her to share her story with us, Paula explained she made a transition into tech from a classical music career. Paula said, “I turned 30 and wanted to earn more money and have a better quality of life. I knew a few developers and they seemed to be really happy and since I could retrain quickly, software seemed like a good option. And turns out I love it!” 

      A successful Makers Academy bootcamp grad, Paula took a bold leap and an unconventional route to make her big career move. Her story serves as a reminder to be open-minded about non-traditional talent or those with second careers.

      Read more stories about candidates who successfully pivoted their careers: 

      In Hired’s panel discussion, “An Insider’s Guide to Hiring in Tech,” our CTO Dave Walters joined TA leaders to discuss improving the recruiting experience for jobseekers and better practices for sourcing talent.

      Panelist John Beard, Director of Corporate & Technical Recruiting at One Medical, made notable points on expanding candidate pipelines with non-traditional talent. 

      “Look for those non-traditional avenues to become a Software Engineer. Look at the bootcamps and at earlier-in-career talent…If you’re an organization specifically looking for the traditional pedigree of Software Engineers from a traditional college education and program, you’re going to miss out on a lot of great Engineers. There are a lot of great self-taught Engineers. There are a lot of great bootcamp Engineers. I’ve hired a lot of great Engineers in their second careers. You can attract them and leverage them on your team, but you have to be open to it.”

      Related: Partner Roundup: Coding Bootcamps & Non-Traditional Tech Education 

      Defining talent based on pedigree is a disservice to your team and puts unnecessary limitations on your recruiting, so look beyond labels and hire for skills.

      Urging companies to prioritize equitable hiring, Hired’s CEO Josh Brenner, explained in the 2022 State of Wage Inequality report, “When competition is high, it benefits organizations to consistently identify non-traditional talent. It creates more robust pipelines of candidates with new ideas to drive businesses forward.”

      Pro Tip: You can add bootcamps to your search criteria on the Hired platform. Or you can work with our events team to create a coding challenge. They’ll help you connect with one or more of our bootcamp partners to co-host and co-promote a challenge or other event. 

      3. Offer what’s important to jobseekers

      To attract the right talent, provide what jobseekers want. In our 2022 State of Tech Salaries report, we explored what tech professionals seek in their roles and job offers. The top perks tech workers would trade for a higher salary/offer are:

      Flexible work schedulePhysical health benefits Paid time off   

      To be successful in recruiting laid off talent amid such volatile economic times, offer flexibility and practical benefits, such as health insurance and 401K retirement matching. These trade-offs are a sharp contrast to findings from the 2021 report, in which more candidates would accept a lower salary for company stock or equity. 

      Perhaps, this reflected a desire for stability as employees assessed what their careers meant in the midst of a pandemic. Employees likely wanted to feel connected to the business and its future growth.  

      Beyond what employers can tangibly offer, tech professionals weigh company values as important too. Again, referencing John Beard, we realize the importance of attracting tech workers who want work aligned with their values:

      “What a company does is increasingly important for engineers who can take their talent to just about any industry. The mission and what the company does really matters. This means concentrating on finding those missionaries as opposed to the mercenaries, who are just looking to maximize their earning potential.”

      Presenting what your company has to offer in values helps you identify the candidates who share your organization’s vision. 

      Is your culture represented well in your employer brand?

      For guidance, download our eBook written for scaling startups, Want to Boost Responses from Candidates? Add Your UVP in Strategic Recruitment Messaging. Work for a large enterprise corporation? Here’s Losing Top Candidates to Unicorns and FAANG Companies? How to Stop It.

      Don’t get us wrong — a competitive salary is essential! However, it loses some of its charm when the fear of getting laid off down the line is present. 

      Perhaps the candidates’ desire to join companies who do meaningful work and the candidates’ willingness to trade salary for benefits enhancing quality of life ultimately reflects their search for security and trust in their jobs. Make candidates feel safe. 

      When recruiting laid off talent, be transparent  

      Does your company offer professional development opportunities? Do they offer tuition reimbursement? What about PTO and family planning/maternity/paternity benefits? Be prepared to tell candidates all about it. Openly share them early in the process. Let them know you want to be supportive by investing in their future — not making them uncertain about it.

      Be sure to keep candidates informed throughout the process. Be upfront about what you’re looking for too as you build trust. Candidates want stability more than ever. Your honest communication about where the company was, is, and will go can help provide that. Share numbers and details to paint a clear picture of your organization. Sell them on why the candidate should begin the next chapter of their career with your team. 

      Go find new talent for your pipeline by recruiting laid off talent

      Do you need better alignment with your hiring teams? Check out our research on What Happens when TA & Hiring Managers Unite. Or if you’re simply spread thin these days, Hired Technical Sourcer offers short or long-term help shortlisting, communicating, and screening technical talent. 

      We also offer opportunities for candidates to showcase their engineering skills and for employers to asynchronously evaluate them using Hired Assessments. 

      Ready to learn more about how Hired supports talent acquisition and recruitment? See how it works for employers with a demo and set up a trial.  More

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      8 Ways to Hire Faster & Build a Better Employer Brand

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      What You’ll Learn

      How to fill positions more efficiently through tools, templates, and moreThe partnership making hires an average of 11 days fasterThe strategy that took an offer acceptance rate from 60% to 88%

      About this eBook, 8 Ways to Hire Faster & Build a Better Employer Brand

      In a panel discussion led by Hired CTO Dave Walters, talent leaders from Gem, Tanium, NBCUniversal, and One Medical shared their thoughts on trends and best practices for optimizing the candidate experience.

      They reviewed how to improve the hiring process by strengthening the experience and by extension, the employer brand. Now, we are covering eight of their strategies to consistently help their teams fill tech and sales jobs efficiently. Use them to take action with your recruiting goals! More

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      10 Things You Can Do to Reach DEI Goals

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      What You’ll Learn

      The first thing you must do to make meaningful progress on DEI goalsWhich talent pools many companies continue to overlookWhy culture “fit” is outdated and what’s important nowYou can make progress in many areas by testing a new tool, changing a policy, or saying “yes,” to a new idea

      About this eBook:

      After the #MeToo, #FoundersForChange, and #BLM movements, more companies prioritized diversity, equity, and inclusion (DEI) initiatives. Executives and hiring managers took a closer look at their current hiring models and recruitment practices. Employers created new positions and KPIs focused on DEI.And yet undertaking changes to improve DEI within your company can feel like an uphill task. Many of these issues are systemic, and not a quick fix. It’s easy to feel overwhelmed and not know where to begin. It’s especially tough for one person or a single team to push against a long-standing system and cultural norms.This eBook gives DEI officers, tech leaders, hiring managers, and talent acquisition teams insights into small but mighty tactics and strategies to improve the diversity of their teams and level up DEI hiring across organizations. More

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      How Supporting Diversity Gives Your Business a Head Start

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      Many organizations claim they support diversity, equality, and inclusion (DEI). Some, however, have yet to grasp that ensuring DEI is part of the hiring process is one of the keys to success.
      What is DEI?
      Effective diversity, equity, and inclusion (DEI) policies involve taking active steps to ensure that people with different ethnicities, genders, abilities, cultures, and personalities have representation, opportunity, and support in the face of historical and structural bias. DEI isn’t about box-ticking.
      It’s about delivering transparent and meaningful change that embraces all workers and makes them feel they’re an essential part of an organization.
      The Skills Gap
      Back in April, we released part 1 of our multipart “Future of Work” survey into the growing challenge of finding the right candidates.  Undertaken in conjunction with independent research firm Dynata, the survey revealed that UK hiring plans are up while skill shortages are greater. 87% of UK companies said they’re finding it hard to fill positions, with a third believing that the skills gap is widening. Companies across the UK told us that recruiters have to search harder and wider for talent, unlocking the untapped potential to fill the skills gap.
      It makes good business sense, therefore, to ensure all candidates, irrespective of race, gender, or other characteristics are fully considered in the recruitment process. Today, DEI isn’t an optional extra but a crucial part of being a modern business. In the second part of our “Future of Work” survey, we asked over 3,000 recruitment, talent acquisition, and HR professionals about their views on the importance of embracing difference in order to attract talent.
      Embracing Difference
      40% of organizations who took part in the survey said that candidates expect more than ever to learn about a company’s plans to become more diverse, while 70% expect companies to be open about the diversity of their workforce. Recruiters increasingly recognize that DEI is a factor in attracting the right talent – and that the talent wants to know about a company’s DEI efforts. 45% of employers believe that building a diverse workforce is a priority to retain existing talent and attract new employees.  And perhaps surprisingly, we found that nearly two-thirds of employees (62%) would reject a job offer from an organization with a culture that didn’t support diversity.
      The world of recruitment, like the rest of society, has faced a reckoning in recent years with diversity, equity, and inclusion (DEI) pushed to the fore. Our survey found that nearly a quarter of organizations already include diversity, equity, and inclusion in recruitment practices. In addition, 30% are seeking to encourage greater diversity in leadership positions.
      However, diversity isn’t what you say; it’s about what you do – so it’s encouraging to see that 40% of businesses are building DEI into recruitment processes and strategies. It isn’t just the right thing to do ethically – it benefits the company, the workforce, and the communities we operate in. It’s an ongoing task, and companies recognize they have more to do. it’s concerning, however,  that just 19% of employers have strategies to engage the neurodiverse. It’s an area that needs focus and action for employers, or they risk missing out on those with unique talents.
      Organizations are beginning to understand that differences are not necessarily negatives and are starting to value a diverse range of views and voices, from people with disabilities of whom only half are in work, including neurodiverse people (for example autism – only 22% of autistic adults in the UK are in any kind of employment), says the report.
      Good Communication is Vital
      Many organizations are now ensuring they communicate HR policies on inclusiveness so that applicants can understand the culture of a potential new workplace even before they consider applying for a role. According to the research, globally, 86% of employees consider diversity, equity, and inclusion (DEI) critically important. And employers are taking the hint, with 45% believing that building a diverse workforce is a priority to retain existing talent and attract new employees.
      The survey found that organizations that prioritize DEI use this as a mechanism to attract talent and fill the skills gap. However, only 8% of employers say DEI initiatives are in the top three changes they are making to attract new employees, although this may also reflect that they feel they already have robust processes in place.
      Recommendations based on the report
      Monster recommends that to create an open and welcoming workplace for neurodivergent workers organizations should:

      Take time to understand any specific needs. During your recruit’s induction week, take time to sit down and find out what their needs and difficulties are. Treat these as a benefit, not a burden.
      Apply to the “Access to Work” scheme. Employers can access grant funding to support disabled people starting or staying at work.
      Be flexible and ready to adapt. Employers who are flexible and prepared to adapt are more likely to experience the benefits of a neurodiverse workforce.

      Monster’s Top Tips for making DEI a priority in recruitment are:-

      Start by looking inward: listen to your staff and learn from their experiences. Use data to spot trends, but don’t stop there. Use the lived experience of colleagues to help you shape DEI policies and set priorities.
      Create more inclusive job descriptions: writing job adverts that focus on skills, attitude, and approach is critical to engaging talent. Don’t revert to cliché, but create job descriptions that engage and inspire applications from those with the skills to succeed.
      Highlight commitment to DEI: if you’re doing great things, let people know. Your stance on DEI is a source of competitive advantage, so use it. Publicize benefits, policies, and processes that show what you’re doing.
      Be transparent: employees want to know you’re making progress, so be transparent with successes and highlight challenges. Every organization can – and should – do more.
      Audit the hiring process: diversity isn’t what you say but what you do – so ensure inclusive hiring processes are embedded at every level. From the application to the interview, your staff should recognize and respect differences.
      Revitalize the talent pipeline: engage with new groups, advertise in new places, or work with experts to find candidates with the skills you need.
      Don’t stop at inclusive hiring: companies serious about DEI ensure there’s support at every step for new hires and existing staff. Leadership and development programs support underrepresented talent from early career entrants to the boardroom. Staff should be free to share their views, and employers must listen to their voices.

      Overall, we’re encouraged to see employers making changes to create a positive working environment that recognizes and rewards differences, because, in the end, we all benefit. Our survey shows that an open and accepting culture, and the policies to back it up, are critical to attracting the best talent.
      By Claire Barnes, Chief Human Capital Officer at Monster and Global HR Lead, Randstad Enterprise Group. 
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      What Happens When TA & Hiring Managers Unite? Best Practices from Walmart, One Medical & More

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      Strategies for SMB, MM & Enterprise

      Key Takeaways

      Traditional hiring practices of SMBs, MM, and Enterprise level employersHired’s recommendations for each business sizeSpecific examples of tactics and strategies from talent leaders

      About the eBook:

      A common thread we’ve seen with some of our top employers on Hired is engagement with candidates from both TA and hiring management teams. In this piece, we’ll show how some companies are achieving new heights by inviting both groups to collaborate on the platform and in the process.

      In this robust ebook, we’ll also take a detailed look at how enterprise, mid-market, and SMB employers approach hiring talent, share our best practices for each, and how companies such as Walmart Global Tech, Smartsheet, One Medical, Tanium, NBCUniversal, Gem, Mercari, and more increased acceptance rates and sped up time to hire. In some cases, 11 days faster than the benchmark! More

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      Diversity Isn’t Optional: How 3 Talent Leaders Made DEI an Organizational Imperative

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      All too often, organizations treat DEI initiatives as optional—but this approach couldn’t be worse for business.  

      According to McKinsey, gender-diverse companies are 15% more likely to have financial returns above their national industry median and ethnically diverse companies typically experience a 35% increase in performance compared to homogenous competitors. Similarly, a Boston Consulting Group report found diverse management teams generate 19 times more revenue than non-diverse teams.

      The statistics speak for themselves: diversity is key to business success. But how many companies treat DEI initiatives as a true organizational imperative?

      The unfortunate answer: not enough. “Prominent tech companies have made little progress in their stated goal of hiring more minorities,” notes one CNBC article. 

      For example, many enterprises saw only “low single-digit increases in their percentage of Black employees” from 2014 to 2020. And while the gender and race wage gap is narrowing, access to opportunity and discrepancies in salaries persist for underrepresented tech talent. 

      DEI data

      For example, in our recent State of Wage Inequality in the Tech Industry report, our platform data showed: 

      36.7% of roles only sent interview requests to menThe percentage of positions only sending interview requests to white or asian men continue to drop, but is still a hefty 49%Black women continue to see the widest gap among the demographics analyzed.

      “There is still work to be done in ensuring equitable hiring processes to narrow wage and expectation gaps, and companies must prioritize this effort,” says Hired CEO Josh Brenner. 

      “Post-Great Resignation, companies successful in identifying non-traditional talent, while also ensuring diversity and representation in their candidate pipelines, will be better positioned to drive their businesses forward in a time of increased volatility.” 

      To see what steps business leaders across the country are taking to drive impactful DEI efforts, we’ve compiled actionable insights from Hired’s Talk Talent to Me podcast. Read on to learn how Match Group, Capital One, and Tech Can [Do] Better work to enact positive change—and how your organization can do the same.

      How Match Group attracts underrepresented candidates

      Expert: Match Group Vice President of Talent Acquisition, Craig Campbell

      Examine your entire hiring process

      To build a pipeline of diverse talent, Campbell suggests baking DEI into every part of your hiring process: from branding to sourcing to interviewing. “Think about what you’re doing to attract the right talent,” he says. “Can you stand on your approach and say it’s end-to-end fair, objective, and inclusive?” 

      Revisit value propositions

      In a crowded marketplace, corporate branding can make or break your recruiting efforts. 

      As Campbell puts it, “Do you present an attractive value proposition to start with, and then are you ensuring that you’re not doing things to diminish your opportunity to convert as much talent as possible? 

      That’s something you can apply in general, and then even more specifically when you start to think about segments like Black or African-American, Latinx, women, and the LGBTQ community. 

      For each underrepresented segment in your organization, you have to take an inside-out approach to determine: Do I have the right value proposition to attract that audience?” 

      Many businesses already use market segmentation for customer acquisition—and the same strategies can be used to attract diverse candidates. “I don’t think it’s a far reach to apply some of that expertise to talent segmentation,” says Campbell.  

      Take a stance on social issues

      Candidates will notice what your company does—and doesn’t—say. 

      As Campbell puts it, “Another part of your value proposition is your position as it relates to social causes. I think that’s a new and emerging component of the value proposition, with candidates asking companies what they stand for and how that shows up in how they do business and support employees.” 

      According to Edelman’s 2022 Trust Barometer, 60% of respondents said they will choose a place to work based on their beliefs and values. 

      Organizations with clear answers and concrete evidence will stand out for their commitment to taking action. “Whether you have a story to tell—or more importantly, a track record—could be the difference between you being more or less competitive,” says Campbell.

      Listen to the whole episode

      How Capital One nurtures an inclusive culture

      Expert: Capital One Senior Director of Diversity Talent Acquisition, Kanika Raney

      Prioritize DEI initiatives in onboarding

      At Capital One, Raney is proud to have helped shape a successful onboarding program that sets the tone for company culture and employee experience. 

      “Everyone goes through a day-long training to learn more about our culture and values,” she says. “For us, it’s essential they feel included from day one.” 

      Part of that mission means emphasizing DEI initiatives through the onboarding process—and encouraging new employees to get involved with relevant business resource groups and activities. 

      Onboarding isn’t something that occurs only when someone starts a new job, though. Rather, it happens any time there is a transition—and DEI should be emphasized at each milestone. 

      “That can be when you transfer to a new role, when you get a new manager, if there’s a reorganization, or if you’re returning from an extended leave,” explains Raney. “And companies should have an onboarding strategy for each of these defining moments in an employee’s career.”

      Unburden minority employees

      Far too often, the burden falls on minority groups to cultivate inclusivity within an organization. “More often than not, if you’re the only female or the only Latinx employee at a senior level, you’re going to be tapped on the shoulder every single time,” says Raney. “And that becomes a lot for one person representing one demographic.” 

      Tokenism [to-ken-ism] /ˈtōkəˌnizəm/ noun

      “The practice of doing something, such as hiring a person from a minority group, just to appear to be treating people fairly and to avoid criticism.” 

      To prevent tokenism,  business leaders should own this responsibility themselves rather than relying exclusively on employee groups. 

      For example, Capital One hosted a speaker series to advance authentic dialogue, grow DEI awareness, and promote allyship. 

      “It’s about creating the space for open dialogue and allowing people to join in on a voluntary basis versus putting employees on the spot and making them feel like, ‘I’m the one that has to step up and answer this question,’” explains Raney. 

      Related: Panel discussion: “Close the Gap with Advocacy & Allyship”

      Forget about “culture fits” 

      Rather than hiring candidates who are culture fits, Raney suggests rewriting the script and seeking culture adds. 

      “Why are we trying to force people into a fit?” she asks. “It should be less about, ‘Can you fit into this culture?’ and more about, ‘What are you adding to this culture?’” 

      To that end, Raney emphasizes the importance of training staff to think differently during the recruitment process. 

      For instance, hiring teams might ask: 

      Can this candidate bring an alternative perspective to the organization? In what ways will their original insights benefit our business? If someone is missing a credential, can they learn relevant skills on the job? Are they growth-minded? Do they offer something we didn’t even know we needed? 

      Listen to the whole episode

      How Tech Can [Do] Better leverages critical diversity data

      Expert: Tech Can [Do] Better founder & CEO, Lawrence Humphrey

      Partner with outside organizations 

      Humphrey’s nonprofit, Tech Can [Do] Better, was founded one week after the murder of George Floyd. “We’re all about driving racial equity, and equity more broadly, in and through the tech industry,” says Humphrey. 

      “This was a window of opportunity like none I’d ever seen before, so I thought: How can we turn this moment into a movement where all of the most influential companies in the world have an ear for systemic change? How can we actually make something out of it?” 

      Today, Tech Can [Do] Better partners with innovative organizations to provide data-driven perspectives on how to enact change. “You can’t improve what you don’t measure,” explains Humphrey, quoting a famous maxim. 

      In running reports for tech companies, he helps business leaders identify—and fill—critical representation gaps. A large part of that process is breaking down data by gender, role, tenure, and other variables. 

      “You need to be able to segment the data,” says Humphrey. “It’s not enough to say that 15% of your workforce is Black. Where are the Black folks in your workforce?” 

      By getting granular, you can identify opportunity areas that might have otherwise gone overlooked—whether that’s diversifying the C-suite or rolling out initiatives to improve retention in a certain department.

      Set realistic expectations for DEI initiatives

      “Systemic problems require systemic solutions,” says Humphrey, “and systemic solutions require a long time frame.” It’s important for talent companies to recognize meaningful change can’t occur overnight. 

      Instead, DEI initiatives are an ongoing commitment to building a better workforce. As Humphrey explains, “It’s a little bit of work done for a long time. You can’t expect to just burst through some sprints or an intense one-quarter cycle, and then achieve equity. 

      That’s not how this works. It’s a commitment—and I feel comfortable saying it’s a life-long commitment.”

      Listen to the whole episode

      Here’s What You Can Do to Make DEI a Priority 

      Embrace best practices

      List salary bands. Use technology to reduce bias. Drop requirements for traditional four-year degrees and avail roles to those with non-traditional educational backgrounds, like bootcamps. In our 2022 State of Software Engineers report research, we found in 2021: 

      46% of software engineers had a computer science degree24% were self taught18% have a relevant college degree (ex., mathematics, information technology, data science, etc.)11% participated in a bootcamp program.

      In each case, the percentage increased 1% from 2020, except for “relevant college degree,” which decreased 4%.

      We’ve also seen wonderful results of bootcamp graduates on Hired, such as Paula Muldoon, who transitioned careers. After earning multiple degrees in and enjoying a music career, she joined a program through our partner, Makers, in the UK. She’s now a software engineer for Zopa, a leading financial company. 

      We’ve already seen great examples of DEI on our platform. So much so that we scored employers on our core values of equity, efficiency, and transparency in our first List of Top Employers Winning Tech Talent. Want to make the next list? Draw on these top ranking companies inside for inspiration.

      If you’re ready to follow in these organizations’ footsteps, Hired is here to help. By leveraging our platform’s innovative DEI tools and transparent salary data, we help your company build diverse teams and close critical wage gaps—one hire at a time.  More

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      Want to Hire a Globally Distributed Team? 4 Ways to Get Started

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      In the last few years, more companies have expanded their workforces globally than ever before. Businesses realized the talent pool is no longer limited to their city limits (or even their country’s borders, for that matter) and skilled workers everywhere are getting a shot at working for top employers—no matter where they live. Related: Hired […] More

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      2022 Recruiting Benchmarks for Scaling Startups

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      What You’ll Learn: Top recruiting trends for small to medium size businesses (in the US, companies with less than 10,000 employees, in the UK, less than 1000) Benchmarking metrics for value-driven recruitment strategies, including equity, efficiency, and transparency As a scaling startup or mid-size business, what your 2022 recruiting metric goals should be About this […] More