More stories

  • in

    Navigating Market Uncertainty: The State of Tech Hiring (VIDEO)

    Watch this webinar-on-demand to hear in-depth analyses of the hiring market today, based on the 2022 State of Tech Salaries data report. Listen to meaningful conversations regarding hiring strategies, including the structure of compensation packages, flexible working models, and other talent initiatives.

    Hear from:

    Hired CEO Josh BrennerVP & GM, Employer Solutions for General Assembly Catie BrandHead of People, Virtru, Conley (Henderson) McIntyre and Director, Talent Acquisition, Markforged, Bryan Robinson.

    Download this collaborative panel discussion to discover: 

    Salary trends by role and years of experienceChanges in industry benchmarks such as average time-to-hireKey opportunities to win over top tech talent efficientlyImpact of global remote on tech talent hiring More

  • in

    How Smart Companies are Solving Post-Lockdown Working (4 New Trends)

    From ‘swarm teams’ to the metaverse, innovative ideas take on the challenges of the new world of work…

    In late 2021, Professor Lynda Gratton of the London Business School asked 150 executives from companies around the world for their take on the biggest challenge currently facing businesses. The answer came back loud and clear: “retaining people,” closely followed by “recruiting people.”

    It picked up on a problem destined to grow. The Great Resignation, the result of lockdown-fuelled dissatisfaction with our jobs was first. Then it was followed by the Great Reshuffle, as workers leapt from job to job in search of fulfillment. As we entered post-lockdown working, how would companies evolve?

    In May this year, the UK’s Office for National Statistics revealed that there were more job vacancies than unemployed people in the country for the first time since records began. The marketplace has since begun to settle, but a July survey of 1,100 US professionals showed that 31 percent were planning to quit within the next 12 months. In other words, employers still need to focus hard on hiring and keeping the best talent.

    Post-Lockdown Working at Home vs In-office

    According to Josh Brenner, CEO of Hired, the largest AI-driven recruitment marketplace for tech workers, what is most likely to attract and retain employees is the offer of flexible working. In a recent Hired survey, less than two percent of respondents wanted a full, five-day return to the office.

    “We’ve seen really high rates of attrition when companies have forced people back to the office for a full five-day schedule,” he says.

    With that comes the need to make the best of hybrid work, potentially across disparate geographies. In order to retain employees, companies also need to work harder to engage them. They need to help them feel aligned with the organization’s values, Brenner believes.

    “When we hear about companies losing high numbers of staff, a lot of it is because employees feel disconnected. They lack a solid understanding of where the company’s going, and how their work  bubbles up and contributes to goals.”

    Throw in the need to prepare for a fast-changing world – technologically, geo-politically – and you have a cluster of problems for companies to solve in post-lockdown working. Those that do so most effectively stand to gain a competitive advantage – so what are the most innovative trending ideas? 

    In WIRED’s report, readers learn about the:

    AI company that has done away with managers marketing company making a four-day week pay dividends professional services company using the metaverse to engage its workforcerise of a new C-suite role that’s re-shaping business… More

  • in

    How to Recruit in a Recession — From Someone Who Knows

    As some industries make headlines for layoffs or hiring freezes over fears of a slowing economy (and potential recession), talent acquisition teams feeling market shifts firsthand may think their only option is to slow down with it.
    Many may even be looking positively at the opportunity for rest after the frenzied, white-knuckle pace of hiring over the last year has had recruiters burning the candle at both ends. While the space to take a momentary breather is much deserved, waiting out macroeconomic trends is not a safe strategy — for business or for job security as a TA pro.
    Hiring teams that have become too comfortable with a reactive, offer-letter-after-one-interview environment should be wary of waiting for the next shoe to drop. If you drift for too long, you risk being too far behind to catch up when it does.
    In short: The threat of a recession is not a reason to pause executing your talent strategy. Instead, think of it as permission to reset it, by resetting your mindset — from one that is reactive to one that is proactive.
    First, take that long weekend or vacation you’ve been putting off. When you’re back and refreshed, let’s look at what a proactive recruiting mindset can look like.
    10,000-foot view
    There are two important truths that come with a recession and its impact on hiring. Those of us who were here in 2008 can attest:

    No matter what, some companies will panic and eliminate headcount — this is normal.
    Because the market is more vulnerable, candidates will be more hesitant to switch jobs.

    By embracing these two truths, we can determine how a strategy may need to shift. For example, If your organization has removed all job posts, it’s time to refocus energy on bolstering your talent pipeline.
    And knowing that talent is going to be less laissez-faire about making a job switch, recruiters must prioritize creating and nurturing relationships — with confidence and trust — over dangling shiny objects.
    At a high level, this means recruiters will need to kick the habit of endless sourcing and get outside of their comfort zone to stay relevant with candidates. That’s a big change for at least 55% of recruiters, who say they spend the majority of their time sourcing, according to the recent State of Outbound Recruiting in 2022 report by hireEZ.
    3,000-foot view
    Change is tough, and easier said than done. As a former recruiter, I know how busy each day is. When you’re busy, you tend to stick to what you know: LinkedIn, job boards, copying and pasting the same email outreach that worked that one time. It’s hard to be productive when you’re buried under requisitions.
    Fortunately, a slowdown in hiring will provide the opportunity to make some changes — to become more proactive. To make it easier, here are a few ways to get started:
    Be more selective
    You likely now have more time to identify the best candidate — so take it. It will be key to look for opportunities to maximize the value brought to the job level as well as to broader business goals.
    At the job level, work with hiring managers to become familiar with the minutiae of any given role. What are the skills within the skills that are required? What kinds of tasks will the individual need to complete each day, each week, each month, each quarter? What are the strengths and weaknesses of the current team dynamic? What capabilities or traits are desired outside of skills and knowledge? Are there any organizational changes coming that would impact whoever is in the role?
    At the business level, understanding how the best candidate fits can forward strategic objectives. Is the company focused on creating more leaders? Are there goals to improve company diversity by hiring more talent from underrepresented communities? Is the company interested in expanding its global footprint? What benefits or perks do you see competitors offering for similar roles?
    When you are ingrained in the needs for the role, beyond the job description, you can bring a much more nuanced set of requirements to the table when looking for the perfect match. And when you understand how the role will impact the business strategy deeply, you can ensure that the match will help drive the company forward.
    These proactive steps will help you choose candidates with such an increased level of detail that you’ll naturally improve engagement and retention for every hire.
    Nurture with more meaning
    In a recession, recruiters need to keep all candidates engaged so that they are always thinking about their company. Now is the time to get creative with how you nurture.
    Take the time to work on your craft and research your talent: Test new message styles, their length, and timing, and work at making your outreach personal. Ask yourself, what are they into? How do they like to communicate? Try to develop a message that is so customized for that individual that it wouldn’t work for anyone else. Think about how you can stand out from the other recruiters blowing them up.
    Consider adopting new technology that can help you maximize your existing databases. For example, test recruiting software that can clean up and enrich profiles in your ATS, so you can regain attention and interest from previous candidates and build a pipeline that’s prepared for the next busy season.
    Look for recruiting platforms that have engagement features built in, such as email sequencing and scheduling, so that you can reach highly qualified candidates directly, and plan your hyper-personalized outreach in advance.
    Scientists test hypotheses so that they can proactively set up an experiment to succeed. Be a scientist — test and experiment to set yourself up for success.
    Understand what works
    Sometimes data tells a very different story than what we tell ourselves. But it can be hard to find the time to take a look back at the information we have. Now’s the time for recruiters to look at what worked, what didn’t, and what questions you don’t have good answers for.
    Take a deep database dive to review past hires; see what trends surface that can help you reevaluate candidates for the future, and reassess KPIs. Did time to hire improve with candidates who had to go through fewer interviews? What changes to the hiring process impacted retention? Do you have an easier time getting responses when recruiting for more senior roles? What commonalities can you find about candidates who ghosted you?
    A solid talent strategy should also take into account what broader industry and competitive trends can reveal. Certain recruiting platforms now provide the ability to compare your company’s performance against competitors. Having insight into data like average salaries by functional area, popular geos for specific roles, or at what time talent might be more willing to make a change, can help you proactively optimize your approach for the future.
    1,000-foot view
    Breaking habits can be hard, but what better time to make changes in your approach to recruiting — to improve your game — than when the market is changing.
    When it comes to adopting a proactive mindset, the worst-case scenario is you increase your expertise and expand your capabilities. The best-case scenario is you have people ready to join your organization even before you’ve even sent out offer letters. Take it from someone who recruited in the last recession.
    Shannon Pritchett is Head of Community at both hireEZ and Evry1 (which she co-founded in 2021). Prior to joining hireEZ, she served in a variety of recruiting roles and later leveraged her industry experience and expertise to hold leadership positions at Moxy, SourceCon, CareerXroads, and beyond. As a talent acquisition leader, she remains passionate about connecting companies with their most valuable asset — people.
    Share this post: More

  • in

    What Happens When TA & Hiring Managers Unite? Best Practices from Walmart, One Medical & More

    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

  • in

    How to Support Internal Candidates When They Don’t Get the Job

    Internal Mobility and Professional Growth are Key Retention Tools

    Good companies strive to support internal candidates and employee growth. But when push comes to shove, many organizations fall short in seeing this mission through. 

    In a recent Deloitte survey, almost 60% of employees polled said it’s easier to find a new role at another company than it is to change roles at their current employer. 

    According to Randstad’s 2021 career mobility report, “Employees aren’t optimistic about getting promoted within their company, with 43.2% saying they don’t have enough opportunities for internal mobility.” 

    Even when there are opportunities for internal mobility, talent teams still face inevitable challenges. A few of the hardest questions for HR leaders to grapple with are: 

    How should we respond when internal candidates are turned down for another role within our organization? Is there any chance of retaining them after that—and if so, what does that process look like?What’s the experience like for employees? Do they feel they’ve broadcast their desire to leave their current role? 

    To answer these questions, Hired’s Rob Stevenson sat down with Comcast’s Director of Talent Acquisition, Keith Friant, on the Talk Talent to Me podcast. Read on to learn the top insights from their conversation. Finally, we’ll explore an innovative approach to retention and internal mobility that went viral on LinkedIn.

    How Comcast Supports Engagement in Internal Candidates

    Expert: Comcast Director of Talent Acquisition, Keith Friant

    Focus on providing clear feedback

    A cookie-cutter rejection email is the last thing internal candidates want to see after applying for an open role. 

    Rather, they want clear and actionable feedback that sets them on a path of continuous improvement.

    “What’s the next step in your process, outside of candidates just getting a standard disposition email?” asked Friant. “It can really feel a little deflating if that’s the only type of communication they’re getting after investing time into the interview process.” 

    That’s why Comcast prioritizes providing internal candidates with personalized feedback when they aren’t chosen for a job. 

    “Feedback is really valuable,” said Friant. “That population is looking to grow and move into something different. We all clearly want to care for them, which is why it’s so important that they get timely and meaningful feedback.”

    Offer learning and development opportunities

    As a next step, Friant suggests asking questions like:

    What were the candidate’s skill gaps?How can we help them grow in these key areas? Can we put them on any stretch assignments?

    Stretch assignments have been especially instrumental to driving employee growth and engagement at Comcast. 

    “We’ve adopted this gig concept where employees participate in short-term or longer-term projects when another team needs help, someone is going out on paternity leave, or anything along those lines,” explained Friant. 

    Actions like this go a long way in making employees feel seen and supported. By offering learning and development opportunities, companies can encourage ongoing employee growth—and keep engagement high even after someone isn’t selected for the job they wanted. 

    Related: Survey data from the 2022 State of Software Engineers report revealed the number one reason software developers enter the field is for the opportunity to continuously learn and tackle new challenges. More than half said it’s important to them that their employer provide professional development opportunities. 

    In the 2021 State of Tech Salaries, tech talent listed benefits such as tuition reimbursement in their top 10 of compelling company benefits. Younger, more junior employees ranked this higher than senior talent. 

    Manage employee expectations

    Picture this: your company posts an open marketing manager role. Someone on the sales team sees the job post and submits an application, excited by the prospect of pursuing horizontal growth within your organization. 

    However, the job post disappears only days later—and the role goes to a marketing associate who had already been on a promotion track. The interested internal candidate never even got a chance to interview for the role, and got their hopes up for nothing.

    Disappointing, right?

    To avoid scenarios like this, Comcast takes a careful approach to sharing job posts. “We really only try to post jobs that are viable and open,” said Friant. 

    “If someone left the team and we know we just want to inline promote another team member into that role, we can do that without having to post the job and put everyone else through a process that wastes a lot of people’s time and energy.” 

    Listen to the full episode

    Why Transparency is Important to Support Internal Candidates

    Does your process call for roles to be posted internally or externally for a certain period of time? If a manager intends to hire or promote a specific candidate, is the rule still applied? 

    If candidates see a non-viable role, or worse, go through the interview process for the sake of checkboxes, it often leads to distrust in the organization. This ultimately damages the employer brand. 

    What If We Did Something Completely Off the Wall?

    It’s often jarring to lose employees with only the standard two weeks notice. It can take weeks or months to fill the role and onboard new hires. According to SHRM, the cost of a vacancy is reportedly three to four times the position’s salary.

    In the spring of 2022, a member of the recruiting team at Zapier had an epiphany after losing several teammates. Her LinkedIn post about it drew more than 16K reactions. 

    Bonnie Dilber asked the question, what if “we normalized letting our managers know we wanted to explore new roles? What if managers helped team members with resumes and interview prep, beside them, helping land the next role? It’s a win-win,” Dilber wrote. “The employee has a better experience, is more set up for success, and the manager and company have a better opportunity to prepare for departures.”

    Dilber originally posed her question internally in a Slack group. Then a few weeks later, she commented in a public forum that she wanted the recruiting team to provide this support for anyone needing it for internal or external opportunities. 

    What Happened Next to Support Internal Candidates

    A few people stepped forward. 

    Employee A was considering leaving, but the recruiting team identified roles opening in a few months that would be perfect. Instead of working on a resume for an external search, Employee A and the recruiting team collaborated on colleagues to speak to and experiences to gain to be competitive for the role when it opened. 

    Dissatisfied, Employee B worked with the recruiting team to identify why and map out a strategy to resolve their issues. Employee B is now on a path to greater contentment with their current role.

    Employee C worked with the team to upgrade their resume with clear metrics displaying their impact. “I don’t know if or when they’ll start looking,” said Dilber. “But I’m glad they felt supported even though it might take them away in the future.”

    Dilber goes on to extol the virtues of retention and professional growth. “Recruiting teams shouldn’t be used solely to fill roles. We can and should be true partners in retaining and growing our talent.” 

    After formally launching the program, Dilber admits, this may mean they help people plan an exit strategy but is okay with that.

    “I think it:

    makes our recruiting team better partners to the departments we support. will help us to retain our people in the long-run. opens the door to more honest conversations across teams to plan for attrition and support our people to go farther faster. makes Zapier a better place to work.” 

    Historically, dissatisfied employees lived a “double life,” working on resumes at night, checking personal emails or LinkedIn messages on the sly. What would it mean to retention efforts to have the psychologically safe environment to explore new roles – internally or externally? 

    Internal Mobility is a Smart Retention Tool

    More companies are exploring Web 3.0 initiatives but finding there are few engineers with specific Web 3.0 experience. Hired CTO Dave Walters offers this advice for companies planning these or any emerging technology projects: 

    “Rather than exclusively looking for candidates with Web 3.0 experience [for example], why not support internal candidates and potential new hires with the requisite foundational skills to make the transition.” 

    “Invest in a strong training and mentorship program. Find engineers with transferable skills such as security principles, peer-to-peer networks/distributed systems, and understanding of smart contracts. Source engineers with these Web 3.0 relevant skills for a significant competitive advantage.”

    Upskilling and new projects are great ways to retain talent, support internal candidates, inspire loyalty, and provide professional growth. 

    Related: Help current employees upskill with Hired partners like General Assembly, Educative, Blockchain Training Alliance, 2U, Sales Impact Academy, and more.

    What Would Greater Transparency Mean for Your Employer Brand?

    In Hired’s 2021 List of Top Employers Winning Tech Talent, takeaways included ‘strengthening the post-employee experience.’

    In summary, when an employee is ready to leave, or recently departed, don’t write them off. Invest in your employer brand and:

    Coach managers and teams to support them and respond positively. You helped them grow and they’re graduating to something new. They may even be taking a position of influence to use your product or service. Build and engage an active employee alumni network.Turn former employees into brand ambassadors by celebrating their wins and supporting them. They’ll tell others about their amazing experiences, share your open positions, and recommend your company as a great place to work. 

    Want More Talent Insights to Support Internal Candidates and other Topics?

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

    Need Help with Employer Branding? 

    We cover several examples of how to do this in recent eBooks for enterprise-level businesses and for SMBs and Mid-market companies. 

    One way is to host an event, virtual or in-person. Hired helps companies with a variety of events designed to help recruit talent with specific skills, like coding challenges. 

    Panel or “fireside chat” type events showcase members of your team discussing a certain industry topic or simply what it’s like to work for your company. These foster general brand awareness, of course, as well as boost recruitment marketing efforts.  More

  • in

    What’s the Deal with Web 3.0 & How Does it Affect Tech Talent?

    If you’re in tech, you can’t avoid frequent mentions of Web 3.0. From 2021’s $69m NFT sale to the Dogecoin hype cycle created by Elon Musk and the famed Los Angeles Staples Center becoming the arena, crypto went mass market and with it, Web 3.0. Web 3.0 is the infrastructure, or more specifically the […] More

  • in

    Want to Boost Response Rates? Use Your UVP in Strategic Recruitment Messaging

    What You’ll Learn How to leverage the factors that make your company special and develop your employer UVP Insight into market trends and competitive offers Actionable ideas for employer brand marketing About this eBook: When you strengthen your employer brand, it strengthens your overall brand as well. Your marketing team may have spent a lot […] More