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    8 Ways to Hire Faster & Build a Better Employer Brand

    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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    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

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    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

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    5 Automation Habits of Highly Effective Recruiting Teams 

    In a talent-short market, having a consistently engaged talent pool sets recruitment firms apart from their competitors. Thankfully, cutting-edge automation tools are helping recruiters to engage, nurture, and, ultimately, place top-level talent into new roles at the pace and scale demanded by their clients. In fact, according to Bullhorn’s aggregated data, agencies that use automation have a 64% higher fill rate and submit 33% more candidates per recruiter than those completing tasks manually. How are firms making the most of automation to see these incredible results?
    Here are five habits of Bullhorn customers who leverage automation to create an engaged talent community that is excited to work with them in the short and long term.
    1. Engage regularly with talent
    According to our recent survey of 2,000 candidates, the number one reason talent becomes frustrated with recruiters is poor communication. Automation enables recruiters to manage communications more effectively and to keep candidates informed at every stage of the process.
    Many firms already use automated emails, surveys, and text messaging in the recruitment process. However, recruiters need a tightly integrated tech stack to guarantee that they’re able to gather handy information across every channel, as this is essential for personalization and for generating reliable talent insights.
    Recruiters can send occasional feedback requests through automated messages to new hires, those nearing the end of their contracts, or people that have been in a job for a while. These timely interactions will ensure recruiters stay top of mind and will pay dividends once candidates start looking for new jobs – without the burden of conducting manual ‘busywork’.
    Furthermore, AI-based automation can significantly improve the matching process by intelligently recommending candidates for jobs and jobs for candidates. This is particularly useful for temp or contingent workers, whom recruiters can quickly redeploy into newly available positions as soon as their contracts end.
    It’s also important to note that most recruitment firms have numerous candidates in their databases with whom they don’t engage regularly. Using AI, you can stay in touch with them over time and give them content by suggesting jobs, articles, and tips. It’s also a way to notify them that you want to keep their personal data in your database. However, under GDPR, you need to delete their data if they request it since candidates have the “right to be forgotten”.
    2. Improve data health
    Recruitment teams will always have to collect, store, and analyze data in order to succeed – and it’s something to avoid doing manually, especially on a large scale, as siloed, error-filled data can create just as many problems as unified, clean data can solve.
    With the right automation, recruiters can streamline data management and compliance tasks. These include anonymizing candidate records and updating job, company, and contract status for all the records within the applicant tracking system (ATS).
    Declutter your ATS by using automation to identify outdated records, people with no contact information, or records without activity to speed up searches. To make sure you are GDPR-compliant, your ATS must have all its processing activities governed by a contract under EU legislation.
    Don’t forget that internal reminders are an integral part of data collection – remind recruitment teams to send an early message to new contract starters to get feedback on their well-being and work conditions. Unlike traditional recruitment methods, automation simplifies mass communication with candidates.
    3. Stay organized
    Automating simple tasks within the ATS like notes and alerts gives recruiters back valuable time to spend on building candidate and client relationships. With so many candidates competing for so many vacancies, this solution is invaluable for staying organized.
    It also helps recruiters to set interview reminders and let applicants know whether they’ve been accepted or rejected. Importantly, if a candidate has been offered a position and it falls through for whatever reason, you can contact other suitable job seekers and fill the job quickly if your database is up to date.
    4. Streamline onboarding
    The ability to automate paperwork eases the process of onboarding talent. This is especially relevant for recruitment firms working across different locations and industries, where there might be different laws on taxes and compliance. Companies also have different policies on harassment, pay, benefits, company culture, and other aspects they want extra documentation on.
    A well-defined, automated onboarding system tailors processes to different types of hires and mitigates hiring risks. Back-office mistakes not only distract from an employee’s productivity, but mistakes like worker misclassification also carry the potential risk of fines and penalties.
    5. Scale up marketing
    Automating marketing campaigns to candidates and clients across channels like web, mobile, email, and social media is extremely helpful. Equally helpful is the ability to automatically personalize your content to better communicate with specific groups and ensure everyone receives relevant and interesting offers.
    Determine the segmentations you want to use in your marketing workflows and create lists. This will help to target specific contacts with relevant content. The workflow doesn’t just engage prospects initially but is critical to establishing a sustained interaction with them. As a result, you can expect better engagement scores (and closing ratios) from clients or candidates who are actively being nurtured, instead of those who aren’t.
    Nurturing sales prospects with valuable content enables a recruitment agency’s sales team to focus on engaged leads while automatically engaging with not-ready-to-buy prospects. Some of the metrics to track include engagement score (points are added to prospective candidates’ profiles on the database each time they engage with content), pipeline revenue (income generated through lead conversions), and new lead close rate (the percentage of leads that turn into conversions).
    By Jason Heilman, Senior Vice President, Automation, AI, and Talent Experience, Bullhorn.
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    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.
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    Mind the Gap: How Recruiters Can Help to Close the Gender Pay Divide

    Current headlines are littered with debates on pay in a post-pandemic hybrid world. Strikes in the UK amongst barristers are gaining momentum, professional services sectors are fighting a salary war and eye-watering C-suite bonuses are coming into question. Yet, there is still an audible silence surrounding the UK’s ever-widening gender pay gap.
    According to Major, Lindsey & Africa’s latest In-House Compensation Survey, the UK is falling behind internationally when it comes to remunerating its General Counsel equitably, with a staggering $81,610 difference between base rate salaries for men and women.
    This is just one example of the pay discrepancies that still exist amongst the top talent, but these findings exemplify that there is still a long way to go to bridge the divide. A major overhaul and culture of change in the workplace seems daunting, but small changes at the very start of the hiring process would make a world of difference.
    The affordability gap
    With a talent war raging, hiring women can no longer be seen as a diversity initiative if they are not being paid fairly. Female candidates are increasingly being hired because they are equally good for the job as their male counterparts. At the same time, they are often still considered the more affordable option. Masked by the guise of a diversity initiative, this conversely widens the pay gap. Progress will be limited if we only succeed in having more women in the boardroom but do not equitably remunerate them.
    Lessons from across the pond
    A clear-cut difference in culture is also emerging between the UK and the US when it comes to transparency surrounding pay. It is still true that In American businesses, candidates and employers alike are more willing to talk about money. This more transparent approach in the states has a huge influence on power dynamics, making conversations about salaries and bonuses more of an open discussion than a taboo to shy away from. For instance, we found that last year the difference between male and female GCs and CLOs’ bonuses in the UK stood at $179,825.
    How can candidates expect to negotiate a pay lift if they are not willing to discuss it? Fostering a culture of transparency within a company will not only bring to the fore any glaring inequalities but also encourage women to speak up about their current packages or ask for more money when joining a new company. If we dance around the matter of pay, the stigma will only continue to propagate the pay gap.
    Reversing expectations
    A simple change recruiters and HR departments alike can make when hiring new talent, is to ask a candidate what their salary expectations are, rather than their current package. Valuing the position to be filled rather than the individual conversely may result in more than the standard 10-15% uplift when moving role, but this is exactly what is necessary to close the gap. If women are to truly stand shoulder to shoulder with their male counterparts in the workplace, they must first be considered as such and we need to be ambitious about expectations. When hiring a new candidate, the discussion on salary should focus on the expertise, experience, and skills they can offer.
    If the UK is to truly champion women’s equality in the workplace, systemic and deep-rooted bias and taboo will need to be broken down. The best way to do this? Start from the beginning. Recruiters’ negotiations for a candidate’s new role are the first step to breaking a cycle that has allowed the gender pay gap to become so entrenched and in opening up conversation, the stigma reinforcing the glass ceiling will start to be broken down.
    By Tanja Albers, Partner, In House Counsel Group, Major, Lindsey & Africa.
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    10 Things You Can Do to Reach DEI Goals

    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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    “Buckle Up and Ride the Economic Storm” Says Veteran Recruiter 

    As the UK heads towards yet another recession, the common mistakes business leaders make are the knee-jerk reactions of lowering headcount, freezing hiring, and sticking our heads in the sand when it comes to finances. All of which are a sure way to hinder future business growth and undermine overarching business goals. Of course, human beings’ fight or flight mode exists for survival reasons, but these tactics are a very temporary fix to a very long-term problem.
    While we are all guilty of receding to our safe place in times of trouble, business leaders should be buckling up to ride the economic storm to the best of their abilities, with the ultimate aim of coming out the other side ahead of competitors.
    Protect your assets
    While it may be tempting to knee-jerk into headcount reduction during tough economic times – especially with inflation hitting a 40-year high at 9.1 percent – this may end up being more damaging to businesses in the long run.
    Now more than ever, employers should be doing all they can to protect their most valuable assets – their staff. History has taught us time and time again that those who recognize this will be the ones who benefit later down the line. As the market recovered from the 2008 crash, reports showed employees felt their employers had ‘lost sight’ of the support they needed and subsequently, left en masse once things improved.
    Don’t let your talent pipelines dry out
    Staff retention should be a priority during rocky times but hiring managers should be seizing the opportunity to look for talent while the rest of the competition’s heads are down. Ensure that your job adverts are appealing to the correct audience, put some money behind LinkedIn advertising or use the services of a recruitment partner.
    Anything that you can do to raise the profile of your business, communicate your messages with your networks and demonstrate yourselves as an attractive employment prospect, will be crucial to future-proofing your business. It may seem counterintuitive now, but when your competitors are clutching at straws on the rebound, you’ll be thriving.
    Mind out for salary inflation
    The cost-of-living crisis’ grip is tightening, and as such, it may be tempting to raise pay for your staff to offset costs. Triggering a ‘wage-price spiral’ should be approached with caution, as inflationary pay rises are inflationary in itself – and companies will only raise consumer prices further – becoming a vicious cycle we may never venture out of.
    The recent news of management consultant giant PwC announcing a 9 percent pay rise for thousands of staff to offset the costs of living is setting a dangerous precedent. A popular move with staff, of course, but once other businesses follow suit there’s no sight at the end of the tunnel. PwC may well have the best intentions at heart (although remember they are also fighting in the war for talent), but it is a major player, and where it leads, others are sure to follow.
    Understand your finances
    Ensuring that you fully understand your income and expenditure is crucial to remaining in control. In a recession, remember that cash is king. Watch costs like a hawk and ensure that your business has sufficient liquidity to operate for longer than you would expect in normal times.
    The challenge during a recession is always to balance your costs and revenue to ensure that you can still generate profit as well as nurture and protect your valued clients and staff. This may require looking at different outlets for your products or services or mining existing relationships more intelligently (more likely a combination of both).
    What’s next?
    While it’s difficult to predict what the next six months have in store for us, especially with the ever-unstable government, there are already signs in the US that inflationary pressures are beginning to ease. One might expect a leveling off or even the beginning of a decline in inflation in the last quarter of this year.
    Of course, nothing about this economy and the job market is easy. The financial challenges are completely new to some, and ‘yet another hurdle’ for others, but the strategy remains the same. Be cautious but buckle up for the long term. The last thing you want is to emerge from your bunker in six months’ time to find your business landscape decimated.
    If the last two years have taught us anything it’s that we can be agile in the face of uncertainty but also that risks may be well worth taking. After all, it should be a walk in the park compared to navigating through the uncertainties of the pandemic.
    By: Dominic Wade, co-founder of specialist HR and Finance & Accountancy recruitment firm, Wade Macdonald. He founded the firm in the early 90s and since has weathered three financial crises and a pandemic. 
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