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

    What You’ll Learn

    The specifics around what your tool request should address

    How a FinOps framework promotes value realization

    How to get decision makers aligned, engaged, and rooting for you

    About this eBook

    Have you identified a new tech tool to help you or your team? Purchases are facing more scrutiny than ever before, so it’s crucial to get the right people involved early and secure their buy-in to expedite the process. Discover how to prepare your case and minimize pushback with the free template. More

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    Cost of Vacancy: Making the Case for Hiring During a Downturn

    Why the cost of job vacancy matters (and how to reduce it)

    As a recruiter, it’s up to you to fill open roles efficiently and minimize the cost of vacancy (COV). This year, a study found 75% of companies face talent shortages and have a hard time filling roles, or more specifically, with the right person. When it comes to filling positions, the Society for Human Resource Management (SHRM) reports the estimated cost to hire an employee is three to four times the job’s salary.

    Many assume leaving a position unfilled simply saves the company from spending. A short-term view may show a couple of months’ worth of savings in salary and benefits. Better for business, right? Not so much, actually. It’s a common misconception that taking longer to fill a role benefits the organization. 

    Enter the cost of vacancy. In this eBook, we’ll examine several topics including: 

    What is the cost of vacancy? What does it mean, exactly? 

    How to calculate the cost of vacancy (formula chart included)

    The impacts of leaving a position vacant

    How to reduce the cost of vacancy

    Why a hiring freeze or slowdown may hurt more than help

    In the longer-term view, an open position may lead to: 

    loss of productivity and revenue, 

    the slowdown of goals and projects’ roadmaps, 

    the negative impact on deadlines and employee morale, 

    retention issues, and 

    even a loss of market share.

    The ripple effect of vacancies means they’re not so great for business. So before issuing a hard stop on hiring, really think through the actual costs and benefits of it, including the impact on your recruiting pipeline. It’s a lot easier to nurture pipelines than to warm them up after they’ve gone stone cold.

    Understand the COV to optimize your recruitment strategy and help leadership discover how open roles really impact your company. More

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    How to Nurture Innovation, Strengthen Retention (Use Professional Development)

    If you want to foster employee professional development and growth, it’s essential to begin with a positive and supportive work environment. By providing opportunities for learning, as well as a culture of collaboration and open communication, companies encourage their employees to reach their full potential and become valuable assets to the organization. 

    In this blog, we explore laying the foundation for employee professional development beginning with the hiring process, and ways to create a nurturing environment. To help provide real-world examples and insights, we’ll lean on excerpts from episodes of Hired’s podcast, Talk Talent to Me, featuring these experts: 

    Consider growth potential from day one

    Riffat Jaffer shares, “There are so many jobs everyone does. But what are they going to grow into six months or three years from now and how will they add value to your company in the future?”

    Hiring for potential means looking beyond a candidate’s current skills and experience. It’s considering their ability to learn and grow in the role. The specific role you’re hiring for shouldn’t be the bottom line, but rather a starting point to build upon.

    This approach is particularly valuable for businesses ready to invest in their employees and support their professional development. Companies then bring on employees who may not have all the required skills at the time of hire. However, they have the aptitude and willingness to learn and grow.

    Leverage potential to build diversity

    One benefit of hiring for potential is helping companies build diverse and dynamic teams. By considering a candidate’s potential rather than just their existing credentials, businesses bring on employees with a range of backgrounds and perspectives. This contributes to creating a more vibrant and creative work environment and allows for more innovative solutions.

    In a past panel discussion, “An Insider’s Guide to Hiring in Tech,” Nathalie Grandy, formerly with Gem, now Head of Tech Recruiting at Mutiny, shared her insights. She says, “It starts with changing the mindset of what you’re looking for and potentially being open to those nontraditional backgrounds. For us, it’s encouraging hiring managers to think about the 80/20 rule. So 80% existing skill set and 20% coachability.”

    Impact down the line: employee retention

    Another advantage of hiring for potential is helping companies retain top talent. By providing opportunities for learning and growth, businesses support their employees in achieving their career goals and help them feel fulfilled in their roles. This leads to increased job satisfaction and a lower employee turnover rate.

    Riffat explains, “Candidates come in and maybe they’ve not done the job exactly like you want them to do. But they know you trusted them and hired them to do it. They’re willing to give it their all and more than somebody who has done it three times over now.” 

    Take a leap of faith

    Of course, hiring for potential does come with its challenges. For example, it is difficult to accurately assess a candidate’s potential. There is always a certain level of risk involved in bringing on employees who may not have all the required skills at the time of hire. 

    However, with careful consideration and a robust onboarding process, companies can successfully hire for potential and reap the many benefits of supporting employee professional development and growth.

    Riffat says, “Maybe they’re not where we want them to be today but our onboarding and training come in to get candidates where they want to go. Typically, you end up hiring the best candidates when you take a leap of faith.”

    According to Riffat, hiring for potential is all about “being able to partner with the hiring managers and make sure they see potential in a candidate. It also depends a lot on product maturity and if we can afford to give a candidate six months to become what we want.” 

    Build an inclusive environment to foster employee growth

    An inclusive workplace values and respects diversity, and is where all employees feel welcome and supported. By fostering an inclusive workplace, businesses create an environment to support employee development and growth. Here are a few ways to do this:

    1. Establish guiding values to support professional development and growth

    These values must emphasize the importance of providing opportunities for employees to learn and grow in their roles, and support their professional development. By adopting such values, companies create an environment that encourages employees to learn new skills and take on new challenges.

    Anabel Morales echoes this saying, “The key to scaling our culture successfully is equipping our leaders with tools to scale trust, transparency, and inclusion. When we hire managers or promote somebody into a management role, we’re introducing them to our leadership principles and educating them on how to live up those values.”

    2. Encourage open communication and feedback

    Create an environment where employees feel comfortable sharing their ideas and providing feedback to one another. This helps identify and address any challenges or barriers employees may be facing, and can support their growth and development.

    To Anabel, this means “facilitating inclusion and teaching people how to build trust. Leading without micromanaging, asking for feedback, and being a good listener are basic things managers sometimes forget to do.” 

    “The psychological safety piece is also very important. It is something you need in a team to ensure innovation. The last thing you want as a manager is to have a team where everybody just agrees with you. Create an environment where people feel open to speak.”

    3. Explore personal drive and growth

    Provide employees with support and guidance as they explore their personal drive for growth. This might include offering advice and mentorship to help guide their self-reflection as they define their purpose and future goals.

    Sacha Luthi says, “If you look at what success means, it’s very broad. I can make things very complicated as an HR person. Or, I can try to build an environment in which people want to work with you. I don’t want people to work with me because they have to. The true reason is finding the ‘Why are you here?’”

    4. Measure the impact of deficiencies

    There are endless avenues to take when it comes to professional development and growth. So many possibilities might become overwhelming, causing employees to struggle in picking their starting point. As a leader, aid employees in identifying personal development needs to plot their course.

    Reflecting on his own experience, Sacha says, “it took good leaders to see things I was not able to see in myself. You need people along the way who believe in you and build confidence.”

    Encourage self-reflection to measure the impact of deficiencies in order to identify growth opportunities. Sach poses a few questions for individuals to consider: “How do I find out what I’m really good at? What gives me energy? Where is the space for it to be used?”

    “If you are not good at something you should also look at it from a collective perspective. There are other people around you who may jump in or cover the gap, so look at performance and career. We still value and recognize individuals but how do we put those strengths together so the collective output is better?” 

    5. Provide opportunities for learning and development

    The opportunity to continuously learn and tackle new challenges continues to be the number one reason software engineers enter a career in the field. Employers should offer compelling career development opportunities to attract and retain software engineers and ensure they feel adequately challenged in their roles. 

    Based on our survey of software engineers, more than half said it’s important to them their employer provides professional development opportunities. 72.2% reported new challenges and continuous learning most attracted them to a career in software engineering.

    Set the tone for personal growth & professional development in your organization

    If you want to create an environment to encourage employees to develop new skills, cultivate new strengths, and continue the evolution of their careers, build an inclusive workplace and keep growth in mind from the hiring process on. 

    Tune into’s podcast, Talk Talent to Me. Hear what top experts have to share about the strategies, techniques, and trends shaping the recruitment industry today.

    Want to listen to the full episodes featured in this article?

    Editor’s note: at the time of the podcast recording, Anabel was VP of Talent Acquisition, in August of 2022, she became VP, People and Culture. Congrats, Anabel!  More

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    How to Build a Sustainable Tech Talent Acquisition Strategy: A Comprehensive Guide

    About this eBook

    Do you know anyone who’s used “talent acquisition” and “recruiting” interchangeably? Maybe you’ve done it, yourself! While organizations are moving towards a more sustainable talent acquisition strategy, they often confuse talent acquisition with recruitment. This misunderstanding may hamper your process and disrupt progress.

    A sustainable talent acquisition strategy encourages you to maintain a balance between acquiring external and promoting internal talent. A lack of career advancement opportunities is one of the main reasons people quit their jobs. Sometimes, current employees even feel neglected when companies enter the hiring phase.

    Although hiring new talent is important, doing so at the cost of current employees is detrimental to organizational growth and morale. Moreover, if you delegate all resources and money towards recruitment, there’s none left to invest in and retain your 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. While recruiting is essential for gaining employees, it can become a time-intensive and expensive endeavor without a TA strategy.

    Amidst a dynamic labor market, many organizations are exploring talent acquisition avenues to prepare for hiring surges and talent management. To help, we created an eBook to demystify talent sustainability and help organizations incorporate it into talent acquisition strategy.

    What You’ll Learn

    What constitutes a sustainable talent acquisition strategy in both candidate and employer-driven markets

    Actionable steps to take on the daunting task of building a robust talent pipeline, including 5 questions to answer before making a plan

    Strategies to nurture and engage candidates in the talent pipeline

    A look into the future of tech talent acquisition

    Plus, Why Core Values are Important to Talent Acquisition Strategies

    By integrating your organization’s core values into your talent acquisition strategy, it strengthens your employer brand. This pays dividends in multiple areas including candidate and employee experience. If you need help in this area, we’ve also created resources for both startups and larger enterprise companies. More

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    Raise the Bar in 2023: Strategies from Top Employers Winning Tech Talent (VIDEO)

    Need insight to plan your recruiting and hiring strategies for 2023? Watch this on-demand webinar to hear talent acquisition experts from Top Employers Winning Tech Talent discuss key findings and data from Hired’s What Top Tech Employers Do Differently: New Hiring Data to Win in 2023 report. They share strategies for filling open positions with top talent and building a diverse team quickly and efficiently.

    Hear from:

    Hired SVP Marketing, Erica Yamamoto

    Manager, R&D Talent,, Reece Batchelor

    Director of Tech Talent, SAP, Tatiana Moraes Nogueira

    Talent Acquisition Manager, Technology, iHeartMedia, Jeff Carr

    Read an excerpt of the conversation here and scroll down to access the full webinar. 

    What are strategies for driving qualified candidates?

    Tatiana Moraes Nogueira, Director of Tech Talent, SAP

    We invest a lot in preparing our interviewers to really understand what we are and how we are interviewing. What are the qualifications that we’re looking for in these candidates? We are always prioritizing candidate experience on top of everything. Transparency is a big thing for us. We are fast in providing feedback and we provide full feedback to our candidates.

    That is definitely something that always brings us more and more candidates. Whoever applied in the past understands why they were or were not approved. Then they go and work on the skills we wanted them to have and they can reapply. 

    We also are very strong on flex work. SAP is a company committed to employee experience first. SAP is a people-first company. We definitely communicate very broadly that some roles are going to be remote while some others need a bit more in-person time. SAP has amazing offices throughout the US and Canada. We are looking for people to be in the office maybe two or three times a week and we communicate this flex work approach in terms of hours, location, and days of the week.

    Flex work for us means you can accommodate your working hours around your projects and personal life. We also have a big returnship program. We are allowing people who have been away from work for over a year and a half to come back to the workforce. All these things are elevating our brand and allowing us to continue attracting the best talent out there.

    Reece Batchelor, Manager, R&D Talent,

    Naturally, being a smaller company, we rely heavily on outbound strategies to attract talent. We do take quite an aggressive approach to this. We target 100 new messages per week. Hired is a great tool for us. 

    We also use a tool called Gem for messaging sequencing. At Tray, we don’t just staff emails out either. We try to get really personalized – not just ‘I see you work at X company.’ I’m talking about really calling out things on people’s LinkedIn profiles, including work they’ve done and blog posts they may have written too. 

    We’ve also looked at a lot of data on our outbound messaging to see what’s working and what’s not. 

    There are two real changes we’ve made recently. One is keeping our messages short, sweet, and to the point. No one has time to read lengthy emails. We’re just trying to hit what people want to know, which is why we are reaching out to them and what’s in it for them. Those are the two points we’re really trying to hit. 

    Secondly, we like hitting and tackling the elephant in the room, which is job security. It’s top of mind for everyone. We’re quite fortunate as we’ve done funding a couple of months ago, so we call that out in our messaging. 

    But what’s different now from maybe 12 months ago is we’re not saying we’ve done a round of funding and are in hyper-growth mode because that scares people. It’s all about how this is now sustainable and why joining Tray gives you the security you’re ultimately looking for. 

    Jeff Carr

    Automation is the name of the game. We try to automate as much as we can. We start with a lot of market data trends and share them with our executives, VPs, and hiring managers. This includes where these market trends are with compensation, the available workforce, what the time-to-fill is across the technology industry, and what you can expect as candidates move through the process. 

    We try to keep everything as efficient as possible. We do weekly meetings with the managers to keep communication feedback between the recruiter, candidate, and hiring manager as tight as possible in the process. 

    We’ve even adopted a tool for scheduling interviews. It’s taking the manual process out of the pattern to where everything is automatically shared with the candidate and hiring manager. That’s probably given each team member at least five hours back in their day.

    Showing the value proposition of where automation can help. Additionally, metrics and data points help keep everybody aligned on where process improvement is and where opportunities are for it. Any automation you can add to your process adds a lot of value back to the recruiting team members, candidates, and hiring manager.

    Related: Get Internal Approval for Recruiting Tools: A Step-by-Step Playbook 

    Watch the full collaborative panel discussion to discover: 

    Top strategies to increase interview response and acceptance rates 

    Why and how salary transparency increases equity and efficiency in hiring funnels

    Why tracking time-to-fill is only part of the story

    Ways to drive organizational innovation  More

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    How Recruiters Can Find Opportunity Amid Uncertainty

    The forecasts are in, and economists paint a gloomy outlook for the UK economy in the coming months. It has been predicted that Britain risks being the first G7 nation to slip into recession – and the last one to get out of it – which is undoubtedly causing concern amongst business leaders.
    To prepare for challenging times ahead, many organizations are already making tough decisions about where to prioritize investments as budgets tighten. According to new research from LinkedIn, three-quarters of business leaders in the UK are anxious that the current climate will force companies to wind back progress made during the pandemic on important areas of working life such as flexible work, as well as skills development (76%), and employee wellbeing (83%).
    However, this is at odds with what professionals want and has the potential to significantly impact a company’s ability to attract and retain talent. LinkedIn’s Global Talent Trends report finds that flexible work is the biggest factor UK employees value in employers today, even before compensation, with skills development and work-life balance, also featuring high on the list.
    Opportunity for recruiters
    Despite the economic outlook, we’re still seeing a very active labor market with low unemployment levels and a healthy level of job vacancies – with the term ‘jobful recession’ being coined to describe the current climate.
    However, with uncertainty front of mind for many, it has a knock-on effect on how people respond to new opportunities. LinkedIn labor market data reveals that job-seeking behavior in the UK is down compared to the first half of the year, suggesting that people are becoming increasingly reluctant to change jobs during this time of uncertainty. Furthermore, recent LinkedIn research found that 4 in 5 UK business leaders say it’s been difficult to attract talent in the current environment.
    Recruiters play a pivotal role in helping businesses navigate labor market changes, but during periods of uncertainty like the one we’re collectively experiencing now, they have even more of an opportunity to play a strategic adviser role to clients. They are uniquely positioned to help reduce the disconnect between what candidates want and what many employers are now offering by helping companies understand what candidates need in order to consider and pursue new opportunities actively. This is particularly pertinent at a time when many businesses are struggling to find and recruit talent with specific skill sets needed to grow their organizations.
    In a tough hiring environment where people are potentially sheltering in their roles and reluctant to make a change, recruiters can help companies make sense of the hiring market. Here are four key things recruiters should keep front of mind during this time:
    Helping companies understand what candidates want
    The pandemic has changed the world of work as we know it and shifted the needs and wants of employees. This means that it’s more important than ever for recruiters to understand what job seekers want. The biggest shift is the increased desire for greater flexibility in the workplace. For many job seekers now, flexible working arrangements are a deal breaker when considering a new role, let alone accepting one. Recent LinkedIn data highlights the growing preference amongst candidates for flexible working, showing that demand outstrips supply for remote roles – with remote roles making up less than 12% of job ads in the UK, but receiving more than 20% of applications.
    Flexible working will be a key talent magnet for the foreseeable future and can be a core differentiator for recruiters when reaching out to candidates, so featuring an organization’s flexible working policies front and center is going to be key.
    In addition to flexible working, LinkedIn’s recent Global Talent Trends report shows that skills development is a top priority for employees and job seekers. By highlighting a company’s commitment to skills development and the different L&D initiatives that are available, recruiters can help candidates see how a job move can help them develop new skills and progress in their careers.
    Encouraging companies to think skills-first
    For decades, candidates have been assessed on their formal education, experience, and previous job title, which has resulted in companies missing out on high-potential talent. There’s an opportunity for recruiters to help organizations transition to a skills-based hiring approach, where candidates are considered for their skills and future potential. This can help ease the challenges of recruiting in a tight labor market.
    Our data shows that LinkedIn members globally have added 365 million skills to their profiles over the last year, up 43% compared to the previous year. By using skills to screen and search for candidates, rather than relying on direct previous experience, recruiters can help companies unlock new talent pools and source talent from non-traditional backgrounds, which may also help them to improve the diversity of their organization. In addition, recruiters that adopt a skills-based hiring approach will help companies take a ‘select in’ approach to their recruitment, actively bringing in candidates who might not have realized their skills qualified them for the role – rather than just filtering out unsuitable applications. Given we’re still seeing labor market tightness, drawing in new talent this way will be highly valued by businesses.
    Bringing a company’s purpose, culture, and values to life
    More than ever, job seekers are attracted to companies that align with their personal values. When looking for new roles today, it’s more common than not to see candidates challenge and evaluate where a company stands on particular issues they value most, such as DEI or environmental sustainability.
    Recruiters, therefore, need to be well-versed in understanding a company’s purpose and values, ensuring these come through during the hiring process. Recruiters will also need to partner with companies to help them best highlight these attributes to job seekers through their employer branding.
    Data-driven recruiting is the future
    With so much change in the labor market, businesses are increasingly looking for partners who stand out from the crowd and can be truly consultative – providing them with actionable insights grounded in data.
    This means there’s a huge opportunity here for recruitment firms to arm their teams with the right tools to source this data and the skills they need to be able to decipher it. By equipping their teams with these abilities, recruiters can earn a higher seat at the table, providing their clients with strategic advice on workforce planning.
    There is no denying that these are challenging times, but recruiters have a right to be cautiously optimistic and can provide a huge amount of value to clients by playing a more advisory role. By providing counsel and guidance, recruiters can help organizations navigate a tough economic environment, unlocking new talent pools and successfully attracting top talent.
    By Adam Hawkins, Head of Search & Staffing EMEA & LATAM, LinkedIn.
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    How to Improve Job Security During an Economic Downturn: Career Advice for Recruiters

    An economic downturn is a notably difficult time for job security for recruiters. Open positions can become scarce to the point where the search for talent may halt. Hiring freezes inherently restrict recruiters and talent acquisition leaders from being able to fulfill their usual duties.  

    “Recruiters need growing businesses to fulfill their function. To deal with this, we need to understand what the reality is. That can give us the right foundation to strategize around staying in the game,” says Recruiting Brainfood’s Curator, Hung Lee, in a past episode of Hired’s Talk Talent to Me podcast. 

    Leaning on Hung’s insights, let’s dive into how recruiters can protect their own careers during tough times.

    4 ways to strengthen job security and how recruiters can distinguish themselves during an economic downturn

    Expert: Recruiting Brainfood Curator, Hung Lee 

    1. Invest in yourself

    Hung recommends recruiters start by taking the time to expand their skill set. He says, “Upskilling is definitely something recruiters need to do. It is a great time to upskill yourself in areas you could improve… Look at the skills you may have neglected due to operational overload now that you have some capacity.”

    There are a number of free resources “teaching you how to source candidates, do employer branding, copywriting, analytics, and more.”

    Related: Explore workshops and events from our partner, General Assembly

    2. Think ahead to create job security as a recruiter

    While upskilling is critical, Hung says “it would be very wrong to spend 100% of your time doing that because however skilled you may be, you also need to get busy positioning yourself to get opportunities when they emerge. I recommend recruiters think about: Am I in the right market for the near, mid, and long term future?” 

    Following a crisis or recession, “a lot of these industries will certainly come back in a very different form which is often smaller in terms of absolute manpower. That has a knock-on effect for recruiters so think about what industries are going to grow and where the new demand will emerge. Recruiters have to be agile and able to port into growing industries — not hang on to ones that will probably die.”

    3. Apply your recruiting skills to the job search

    “I advise recruiters to apply what they do to themselves. We often apply skills externally and never internally for our own needs — but recruiters need to do that.” 

    “If I’m prospecting as a third-party recruiter for a client base or market to trade in, I would be very sensitive to which markets will grow compared to those likely to shrink. Essentially, recruiters need to apply exactly the same methods and mentality to the job search.” 

    “I think it would be wrong to look for available recruiter jobs and only that. The right thing to do is look at industry sectors you anticipate to grow. Get yourself positioned in those places, build networks there, build contacts, and do the research.”

    “Find yourself on fertile ground. You don’t need to be the best recruiter in the world. If you’re swimming against the tide, you have to be an amazing swimmer. If you’re swimming with the tide you could use a float device and make it to the other side.”

    “Recruiters have native skills directly applicable to jobseeking. You know how to source, retrieve information, research, do a cold open, document, and promote. All of those things need to come together.” 

    “We rarely have our own dog food but in this case, we have to chow down. Think: How would I do this if I was recruiting for a customer or market mapping for a prospect? Engaging in the job search is a very interesting demonstration of the skills, processes, and mindsets you can apply from the job of recruiting.”

    4. Stand out by fostering meaningful connections 

    While traditional routes of applying for a job through a post are legitimate, Hung urges recruiters to pursue less conventional methods too.

    “As a hiring manager I would be more impressed with an explanation involving deep research from analytics, tracking of funding, or some information gathering a recruiter would typically do. With that, you provide evidence of how you would do the job. This mentality will not only help you generate opportunities, but convert them as a result of the techniques you employed to find it.”

    Source for companies with the same precision you source for candidates. 

    “In other words, when we default to jobseeking, we forget the recruiter, or the crude animal in us. We shouldn’t just default to what’s available. Maybe 10% of your time should be applying for jobs and 90% should be doing investigative work to source hidden opportunities and find other ways to connect with the hiring manager.” 

    “Remember the market flipped on us. This is now a candidate-rich market for recruiters. If I was recruiting for a recruiter and I put a job out, I’ll be flooded with candidates. Therefore, as I get more applications, I spend less time on them. In turn, every application has to be closer and closer to the ideal person I’ve imagined.” 

    Hung encourages recruiters to be thoughtful in starting a conversation and demonstrating existing recruiting skills. 

    Focus your efforts wisely

    “Simple mathematics means your chances of being that person will generally be slim. You should go and apply but it shouldn’t be the dominant activity for you as a jobseeker. Instead, do what you have been doing as a recruiter. Treat your job search as the process of gathering information about the best options out there, then figuring out a way to engage with them.”

    “If you do this in the right way, you may catch the opportunity before it becomes public and you might even short-circuit the entire process. Let’s not forget in a candidate-rich market, generally, an employer does not want to advertise the job because it brings a massive applicant flow problem. Ideally, someone wanders in and solves my problem — be that person. Recruiters have the skills to do it. They just have to switch to their usual mentality and put it in a new context.” 

    Related: Job Searching? Online Networking Strategies to Get you Started 

    At the heart of great teams

    Fortune recently called out tech layoffs hitting HR teams especially hard. Experts warn that companies viewing talent-focused roles as far from profit-earning for the organization may be dangerous in the long run. When the economy bounces back, companies that cut recruitment or DEI risk will need to reassemble and may struggle to keep up with competitors after losing this foundational aspect.

    Recruiters are at the heart of building and maintaining great teams. Showcase the value you bring.

    Want more insights just for recruiters?

    Tune into Hired’s podcast, Talk Talent to Me, to learn about the strategies, techniques, and trends shaping recruitment and talent acquisition—straight from top experts themselves. More

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    Less Competition, More Talent: Here’s How to Recruit in an Economic Downturn

    What You’ll Learn

    How a ‘down’ economy affects hiring strategiesWhat companies should avoid doing in rough economies (it’s probably not what you think)Advantages of recruiting in an economic downturn12 best practices to help gain a competitive advantage when the economy slows

    About this eBook

    If you’re in the hiring space, you’re probably no stranger to this shifting landscape of talent acquisition. Now, we’re facing the newest challenge in the labor market: rising inflation, fears of recession, and labor shortages. But no matter the economic climate, it’s your job to find and retain top tech talent. Discover how can you adapt your hiring strategy to successfully recruit, keep pipelines warm (and strengthen your own career) during an economic downturn. More