mobility

Subterms

    Latest story

    150 Shares99 Views

    4 Ways to Use Today’s Global Mobility Trends to Recruit Top Talent 

    by

    Are you searching far and wide for new talent? Is that search feeling farther and farther afield? There is roughly a one in four chance (27%) that your company is struggling to find qualified employees locally or feels that the Great Resignation significantly impacted relocations in 2022. This comes despite relocation volumes and budgets increasing by 7% from 2021 to 2022 and is expected to increase in 2023 for 58% of companies of various sizes across industries.
    As pressures from the pandemic continue to ease, employees considering relocations also have evolving needs. Below are a few ways organizations can keep up with them:
    Continuously review benefits.
    When was the last time your organization conducted an in-depth review of its benefits? If it was a year ago or more, it is time to review them again. Simply put, organizations must continuously review their job offerings and relocation benefits to ensure they remain competitive and attractive in a dramatically changing environment.
    According to Gartner, just 32% of workers feel that they are being paid fairly due to inflation and recession concerns. Further, Jobvite shares that 52% of American workers across industries believe they could simply make more money by switching jobs. If the grass looks greener everywhere an employee looks, your organization must be equally appealing. Important questions to ask during your benefits review include:

    Does your organization’s compensation meet cost-of-living demands where you are located?
    How do relocation benefits impact general workplace benefits?
    What are our competitors in the region touting?
    Do you have a trusted House-hold Goods Moving provider that can support you and your potential new hire with the relocation process itself?

    Prioritize balance.
    There is far more an employee must consider today when weighing a relocation opportunity than in the past. Develop workplace management policies that take remote work, work/life balance, voluntary relocation, and flexibility into consideration. While many employers want to see their employees back in the office, in January 2023, almost 30% of all work happened at home. This is six times greater than the remote work rate in 2019. How and where we work has changed.
    How does your organization accommodate working from home, and what does that mean for relocating talent? You must have an answer to this question because even if an employee is willing to relocate, it does not necessarily mean they only want to work in the office. What flexibility options are you offering to entice in-office work with the desire to relocate your employee to your headquarters’ hometown?
    Consider family.
    For many families in the U.S., remaining close to home is both practical and personal. Data from the Pew Research Center shows that about three in 10 U.S. citizens live within an hour’s drive of some or all extended family. More adults today are also living in multigenerational households than ever before. One in five adults now lives with parents or grandparents – a rate that has quadrupled since 1971.
    This closeness to family is a preference and value for social and economic benefits, as family members are often available to help working parents, especially in sharing home labor such as childcare. Ensuring your organization’s relocation policies include resources to support the relocation of spouses, children, and residences is vital for prospective employees considering moving away from extended family.
    Offer guidance.
    Moving to a new city or state can be intimidating. New residents want to know where the best schools are located, where the best restaurants are, and what the best commute to take is. These are just a few of the barriers holding back prospective residents without someone on the ground to guide them.
    Workplaces that offer robust resources or partners to help guide employees through the relocation process can help. This can be a go-to individual who can share insider information on the most popular suburbs and best nightlife – complete with parking tips – or it can be through lump sums or flexible policies that allow employees to spend time seeking these answers on their own. Allowing time to tour houses while also paying for temporary housing can make a difference in an employee’s willingness to relocate and their happiness once they do.
    The war for talent is in full swing. When many companies are touting remote-first work policies, enticing new employees to physically relocate to a new city, state, or country can be difficult. Of all the stressors related to starting a new job or relocating to a new area, moving there should be the easiest part.
    Mary Beth Johnson is Vice President of Business Development for Atlas Van Lines. 
    Share this post: More

    More stories

    • 138 Shares179 Views

      in Talent Acquisition

      How to Cultivate Top Talent While Navigating a Volatile Job Market

      by

      The current employment landscape is complex and punctuated by uncertainty. Buzzwords like the ‘great resignation’ and ‘great layoffs’ are sparking a shift in hiring strategies among employers, especially as a potential recession is looming. The unemployment rate is at its lowest in 50 years at just 3.5%, yet there remains a strong demand for workers as there are currently 1.7 job vacancies for every unemployed American. In this unusual labor market, recruiters and hiring managers must be prepared to attract the best talent for open positions while anticipating the needs of current and future employees.
      Companies can attract and retain top talent in today’s shifting job market with streamlined candidate communication, a renewed focus on employee mobility, and proactive recruitment strategies.
      Streamline communication tactics.
      The methods used to connect with job seekers and current employees must evolve with rapidly changing technology. Simplified and personalized communication allows recruiters and HR leaders to expedite their entire recruiting process, and in turn, make it easier for potential employees to learn about open positions.
      Text recruiting increases the pace of candidate communication which improves the overall recruiting process for all parties. Sourcing, interviewing, hiring, and more can be bolstered by texting, especially when open rates for this method are near 100%. A study by Gartner found that the average text open rate is 98%, while email has only a 20% open rate. Texting allows recruiters to build rapport and trust with candidates while strengthening the employer brand and improving the candidate experience.
      According to new data from Employ Inc., the largest provider of recruiting and talent acquisition solutions, more than 70% of recruiters know candidates who have received multiple offers at the same time in the last six months alone. When candidates are juggling competing job offers, recruiter timeliness becomes increasingly important. Forty percent of job candidates reject offers because another organization made an offer quicker, according to Top Echelon Network research. Text messaging is one way to get in front of candidates even sooner.
      Focus on referrals and employee mobility.
      Employers can benefit from empowering team members to grow within the organization. Regularly revisiting employee mobility plans and performance management systems can encourage employees to explore more internal opportunities. However, 29% of workers say their employer does not offer a platform or software to make it easy to apply for open internal roles. Optimizing employee talent cycles, offering professional development opportunities, and focusing on internal mobility can ensure roles do not become stagnant.
      Employee referral programs can also be efficient ways for recruiters to discover qualified candidates, while also lowering the average cost-per-hire. The 2021 Job Seeker Nation Report found that more than 80% of workers are likely to click on a job opportunity that someone in their network posted on social media. The same study also found that more than 70% of employees are willing to share job openings at their companies via social media. Platforms like LinkedIn, Facebook, and Twitter can be powerful tools in a company’s talent acquisition strategy and lead to organic employee referrals. Instagram and TikTok should also be considered, especially when recruiting younger candidates.
      Proactively recruit passive candidates.
      Passive candidates are not actively looking for a new job opportunity, but may be open to opportunities that fit their personal and professional goals and needs. According to LinkedIn, passive candidates make up 70% of the talent market.
      Organizations that are active on social media are more likely to be seen by passive candidates. Being active on LinkedIn, Glassdoor, and other social media outlets can help showcase the employer brand and give an inside look at its culture to attract potential employees with similar values. Utilizing social media channels to promote the employer brand can impact the perception of the company for current employees and the overall workforce.
      Nearly 80% of job applicants use social media during their job search, according to Glassdoor. An active LinkedIn profile is especially important for networking with passive candidates and sharing stories of employee growth, exciting client projects, and other company news that may appeal to active job seekers.
      When an employer brand stands out to employees who share similar values, organizations are more likely to attract talent who will root for the company, be passionate about their roles, and show a long-term commitment. Within a job market that is in constant flux, organizations that stay ahead of hiring need to engage candidates proactively will have an advantage. This often involves sourcing, engaging, and attracting candidates ahead of a need to fill a specific position and finding new ways to reach passive candidates.
      These are just some of the strategies recruiters and HR executives can consider in attracting a new pool of candidates. When labor market shifts are difficult to predict, today’s HR leaders must find new ways to attract top talent and retain current employees to benefit companies now and in the long term.
      Written by: Kelly Cruse, vice president of human resources and chief diversity officer of Atlas World Group.
      Share this post: More