Solution: Talent Advisory

Mental Health in the Workplace: A Strategic Imperative  

Posted on by akessler

One out of every two people in the world will develop a mental health disorder in their lifetime, according to a large-scale study co-led by researchers from Harvard Medical School and the University of Queensland. It’s not hard to understand why workplace mental health has become a larger part of our collective consciousness.  

For employers, it means the global workplace is experiencing a mental health crisis that directly impacts business performance. According to Gallup’s State of the Global Workplace report, in 2024, employee engagement fell to a 10-year low of 21%, matching the decline witnessed during COVID-19 lockdowns. Meanwhile, burnout symptoms affect one in five workers globally, with certain demographics and industries experiencing significantly higher rates. 

Today, more than 3.5 billion working adults each spend roughly 90,000 hours (or about 45 years) of their lives at work, underscoring the workplace’s potential to profoundly influence health. The business case for workplace mental health support has never been clearer—or more urgent. 

The State of Workplace Mental Health 

In the last five years, the typical organization has experienced disruption at every level. From pandemic turnover to a hiring boom then bust. From remote work to the return to the office. We’ve seen rapidly restructured teams, disrupted supply chains and shrinking budgets—not to mention eye-watering advancements in AI technology.  

It’s no wonder the global workforce is experiencing unprecedented levels of mental health challenges. According to the same Gallup report, two-thirds (58%) of the global workforce is “struggling” and 9% are “suffering.” Just a third of global employees (33%) class themselves “thriving.” 

Behind these data points are significant variations in the day-to-day emotional experiences of employees. When asked which negative feelings they experienced “a lot of the day yesterday,” 40% of global employees reported feeling stress, 23% sadness, 22% loneliness and 21% anger. 

The Demographic Divide 

Mental health challenges affect the workforce unevenly, creating targeted opportunities for intervention. 

Age 

According to a study from the World Economic Forum, the youngest workers (18-28) report burnout symptoms at three times the rate of older workers—27% versus 9% for those over 60. Nearly half (47%) of young workers report that their job negatively affects their mental health. This divide is further reflected in today’s multigenerational workforce—younger employees have reduced their weekly working hours by nearly two hours since 2019, compared to just one hour for older workers. 

Gender 

WEF also reports that women experience disproportionate mental health challenges at work. Female managers saw a seven-percentage-point drop in wellbeing in the past year. Women are 8 percentage points more likely to report exhaustion symptoms than men (46% versus 38%) and report higher rates of poor or fair mental health than men (23% versus 15%). Working women under 30 carry the greatest burden, with over a third (36%) reporting fair or poor mental health. 

Other Key Demographics 

  • LGBTQI+ individuals score 9 percentage points lower on overall health than heterosexual employees. 
  • Neurodivergent employees are 24 percentage points less likely to report “faring well” compared to neurotypical peers. 
  • Employees with financial stress show dramatically lower overall health (41% versus 76% for those with good financial status). 
  • Remote workers consistently report higher levels of negative emotions across all categories: stress (45%), sadness (30%) and loneliness (27%). 

The Hidden Productivity Crisis of Workplace Mental Health

The economic implications of poor mental health in the workplace are staggering. According to WEF, enhanced mental health for employees could generate up to $11.7 trillion in global economic value.  

The costs of poor mental health are evident in absenteeism, turnover and productivity losses which account for $2 to $9 trillion in losses globally every year. 

  • Workers with fair or poor mental health average nearly 12 days of unplanned absences annually versus 2.5 days for other workers—a $47.6 billion annual productivity loss in the U.S. alone.  
  • Organizations lose 15-20% of total payroll in voluntary turnover costs due to burnout 
  • Employees with untreated insomnia cost approximately $2,280 more for employers per year 

Despite these alarming figures, the gap between recognizing the problem and effectively addressing it remains wide. While 23% of CHROs now rank wellbeing among their top organizational priorities, only 21% of employees strongly agree that their organization cares about their wellbeing—matching a record low. 

The Layoff Effect 

The trend of large-scale layoffs has created significant mental health implications. In 2025 alone, over 51,000 tech employees and 61,000 U.S. government employees have been laid off. The ripple effects of layoffs impact entire organizational cultures, undermining engagement and productivity, as the fear of layoffs erodes motivation and contributes to anxiety and depression. Job insecurity leads to adverse mental health effects, with 45% of employees experiencing high job insecurity reporting burnout symptoms. 

The Connection Between Engagement and Wellbeing 

Record-low engagement is costing organizations billions in lost productivity. Gallup estimates the global cost of disengagement at $9.6 trillion annually (9% of global GDP). Employees who aren’t thriving report 61% higher likelihood of burnout and 48% higher likelihood of daily stress. 

Gallup’s recent data reveals a critical relationship between engagement and wellbeing: 

  • 50% of engaged employees are thriving in life overall, compared to just one-third of disengaged employees. 
  • Engaged employees report fewer daily negative emotions, including stress. 
  • Only 30% of employees feel connected to their company’s mission/purpose—a record low. 

These findings suggest a virtuous cycle: improving engagement enhances wellbeing, which in turn supports sustained engagement and productivity.  

So, what can organizations do to boost employee engagement and wellness in the workplace? 

Strategic Approaches for Supporting Workplace Mental Health 

Invest in Manager Development 

Manager burnout correlates directly with declining team performance, increased absenteeism and turnover. Yet less than half of the world’s managers (44%) say they have received management training, making it one of the most effective wellbeing initiatives employers can invest in. 

According to Gallup, when employers provide management training, manager thriving levels improve from 28% to 34%. Thriving increases further to 50% when managers are encouraged to pursue personal development opportunities.  

Address Core Drivers of Burnout 

In 2019, the World Health Organization (WHO) included burnout in its International Classification of Diseases, defining it as an occupational phenomenon, rather than a medical condition. Burnout is driven by much more than just hours worked. Workplace factors contributing to burnout include: 

  • Toxic workplace behavior 
  • Role ambiguity 
  • Being treated unfairly 
  • Unclear communication 
  • Lack of manager support 
  • Unreasonable time pressure 

Organization-wide, addressing factors like this that might be affecting mental health can have a more profound impact than generic wellness initiatives.  

Implement a Holistic Approach to Workplace Mental Health

Effective mental health strategies require interventions at multiple organizational levels. Providing access to support resources and mental health awareness training for managers can help support employees at an individual level. In addition, encourage managers to look at various roles to find ways to enhance employees’ autonomy and ensure they have reasonable workloads. At the team or department level, leaders can influence the ways teams work together and create space for recovery by ensuring employees are cross-trained and workloads can be transferred. Organization-wide structural changes are equally essential, addressing systemic issues like compensation equity, career development paths and recognition programs that reinforce psychological safety.  

Research shows that organizations taking this multi-level approach see significantly better outcomes than those implementing isolated wellness programs. According to the WEF report, comprehensive interventions targeting structural issues, leadership behaviors and individual support tools simultaneously can deliver up to three times the return on investment compared to fragmented approaches. The most successful organizations treat mental health not as a separate initiative but as an integrated consideration in every business decision, from office design to performance management systems. 

Focus on Presenteeism, Not Just Absenteeism 

While absenteeism is easier to measure, presenteeism (working while unwell) represents a larger economic impact. Many organizations track sick days but overlook the more substantial productivity drain of employees who are physically present but mentally struggling. 

According to WEF, conditions like depression cause productivity losses exceeding $300 per employee annually in the U.S., primarily through presenteeism. Employees experiencing mental health challenges often exhibit decreased focus, impaired decision-making, reduced creativity and diminished capacity for collaboration—all while appearing to be “at work” according to traditional definitions. 

Regular pulse surveys, performance analytics and team effectiveness assessments can help identify patterns of presenteeism before they translate into more serious issues like turnover or disability leave. Creating psychological safety for employees to disclose struggles before they become debilitating is equally important, as early intervention has been shown to significantly reduce both the duration and severity of mental health challenges. 

Building Resilience with Workplace Mental Health 

As organizations navigate economic uncertainty, technological disruption and evolving workforce expectations, they must also keep in mind that their employees are also impacted by these factors. In order to keep your workforce healthy and productive, mental health support must shift from a peripheral benefit to a core business strategy. 

The data is clear: organizations that invest strategically in mental health create competitive advantage through higher engagement, reduced turnover, increased productivity and stronger organizational culture. Few investments offer comparable returns. Building mental health resilience isn’t just about supporting employees—it’s about securing your organization’s future performance and sustainability in an increasingly complex world. 

The Essential Guide to Employer Branding From Concept to Competitive Advantage 

Posted on by akessler

The Essential Guide to Employer Branding 

From Concept to Competitive Advantage

In today’s competitive talent landscape, your employer brand isn’t just nice to have—it’s essential for survival. Our comprehensive ebook delivers actionable strategies to revolutionize how candidates perceive your organization.

 

Why This Guide Matters to Your Organization:

  • 82% of candidates research your reputation before applying
  • Companies with strong employer brands see a 43% decrease in cost-per-hire
  • Yet only 8% of HR leaders have dedicated employer branding budgets

 

What You’ll Discover:

  • Proven frameworks to align your employer brand with business objectives
  • Practical strategies to authentically showcase your culture across channels
  • Step-by-step approaches to measure and optimize your employer brand ROI
  • Real-world case studies from organizations that transformed their talent attraction

 

While your competition invests in employer branding, can you afford to fall behind? Download our guide today and build the magnetic employer brand your organization deserves.

Beyond Intuition: Data-Driven Employer Branding for the Modern Talent Landscape 

Posted on by akessler

With the research today’s candidates do before applying, a strong employer brand is no longer a nice-to-have—it’s essential. Your employer brand directly impacts your ability to attract and retain top talent, yet for many talent acquisition leaders, demonstrating the value of employer branding remains challenging.  

How do you quantify something that often feels intangible? How do you translate employer brand sentiment into metrics that resonate with stakeholders outside HR? 

The Employer Branding Paradox 

Despite 80% of HR leaders believing employer branding significantly impacts their recruiting efforts, only 8% report having a dedicated budget for these initiatives. This disconnect highlights a fundamental challenge: without concrete metrics and benchmarks, employer branding can be relegated to a “nice-to-have” rather than recognized as the strategic driver of recruitment success that it truly is. 

The reality is that today’s candidates approach job searches with consumer-like behavior. They research, compare and evaluate potential employers with unprecedented thoroughness.  

Your employer brand is front and center whether you’re actively managing it or not. 

From Gut Feel to Data-Driven Strategy 

For too long, employer branding has relied on subjective assessments and anecdotal evidence. Leaders might know intuitively that their brand needs improvement, but without comparative data, it’s difficult to: 

  • Identify specific areas requiring attention 
  • Prioritize investments for maximum impact
  • Demonstrate ROI to key stakeholders 
  • Track progress over time 
  • Understand how you stack up against competitors 

This is precisely why we’ve developed the Outthink Index—a proprietary benchmarking tool designed to transform employer branding strategy from an art to a science. 

Introducing the Outthink Index by PeopleScout 

The Outthink Index by PeopleScout provides comprehensive analysis across nine critical components of employer branding: 

  1. Search: Are your job openings easy to find in digital spaces? 
  2. Social Reach: What’s the breadth of your social media footprint? Are you achieving significant reach through interactions and engagement across audiences? 
  3. Social Authority: How much of the conversation does your brand own compared to competitors? How influential is your voice in the talent marketplace? 
  4. Social Impact: How effectively does your content engage your audience? Are you interacting with your talent audience on social media or just posting? 
  5. Values & Proposition: How clearly articulated and differentiated is your EVP? Are your values clear, authentic and evidenced? 
  6. Employee Experience: Can candidates get a clear understanding of what life is like within your organization?  
  7. Content: How compelling and relevant is your employer brand content? How authentically does it showcase your organization and your employees? 
  8. User Experience: How seamless and intuitive is your career site and application process?   
  9. Candidate Experience: How transparent, consistent and innovative is your recruitment process? 

Built by our in-house talent advisory experts and leveraging data from hundreds of employer brands, the Outthink Index delivers actionable insights with just a few clicks. 

Translating Insights to Action 

One of the most valuable aspects of the Outthink Index is its comparative nature. While self-assessment can identify obvious gaps, true optimization comes from understanding how you measure against both industry benchmarks and specific competitors. 

The real power of data-driven employer branding isn’t just in the metrics—it’s in what you do with them. The Outthink Index is designed to facilitate more productive conversations with stakeholders by providing concrete evidence of: 

  • Current employer brand strengths and weaknesses 
  • Competitive positioning within your industry 
  • Specific improvement opportunities with the highest potential ROI 
  • Progress tracking over time 

The Outthink Index helps companies to transcend gut instincts and harness concrete insights to maximize their employer brand. It provides organizations with precise visibility into how their brand measures up against competitors, highlights specific enhancement opportunities, and ultimately strengthens their capacity to attract and retain exceptional talent. 

Armed with these insights, talent leaders can make more strategic decisions about where to invest resources, how to refine messaging and which touchpoints in the candidate journey need the most attention.  

The Future of Employer Branding is Data-Driven 

Employer branding isn’t a one-time project but an ongoing strategic initiative. The Outthink Index provides both a snapshot of current performance and a framework for optimizing and measuring progress over time. By establishing clear benchmarks today, organizations can track the impact of their employer branding initiatives, demonstrate concrete ROI and continuously refine their approach. 

As the competition for talent continues to intensify, organizations that take a data-driven approach to employer branding will gain a significant advantage. The Outthink Index by PeopleScout equips talent leaders with the tools they need to transform employer branding from an intangible concept to a measurable business driver. 

Want to see how your employer brand stacks up? Explore the Outthink Index or contact us to receive your custom report. 

Wates: Reconstructing Industry Perceptions Through Vibrant Employer Branding

Posted on by akessler
Wates: Reconstructing Industry Perceptions Through Vibrant Employer Branding

Early Careers

Wates: Reconstructing Industry Perceptions Through Vibrant Employer Branding

PeopleScout helped Wates to attract and engage a wider range of candidates to the male-dominated construction industry through a vibrant and inclusive employer brand and assessment center.

7,918 applications generated (30% from women)
343 candidates assessed
1 / 3 of offers went to women despite being underrepresented in the industry

Situation

The construction industry’s image has remained virtually unchanged for years—dominated by hard-hats, high-vis, and steel beams rather than stories highlighting inclusion, innovation, collaboration or opportunity.

When Wates, a UK development, building and property maintenance company, needed to recruit 81 trainees across 21 roles and 28 locations, our priority was to stand out meaningfully in a crowded market. Despite its impressive 125-year legacy as an industry leader, Wates suffered from limited brand awareness.

Our objectives were clear:

  • Raise overall awareness of the Wates organization
  • Encourage a shift in industry perception
  • Attract a more diverse range of candidates

Solution

With these hard-to-fill roles distributed nationwide, we needed a targeted approach. Based on research, we developed four distinct audience personas that represented our target demographics, which then informed our channel strategy and creative approach.

Authentic Messaging

We crafted a new compelling, narrative that brought together everything Wates stands for:

Creating tomorrow together.

Headlines embodied Wates’ core values, speaking directly to the impact individuals would have on the company’s legacy while highlighting key benefits of joining the organization.

Distinctive Visual Identity

We developed bold, vibrant visuals that stood apart from industry norms. Our creative approach demonstrated how professional and personal lives intertwine, visually representing work-life balance and inclusivity. A dedicated photoshoot allowed us to not only capture images but also collect employee stories that inspired a bespoke set of illustrations.

Inclusive Assessment Process

We redesigned the video interview process to ensure accessibility for all candidates. While maintaining a standardized process to ensure fairness, each of the 21 roles required careful manual shortlisting based on performance metrics. With 343 candidates advancing to assessment, we conducted virtual assessment centers over three weeks, with each role getting a dedicated day.

Results

The campaign generated exceptional engagement:

  • 518,000 impressions (40% from TikTok)
  • 7,918 applications
  • 2,022 candidates invited to video interview
  • 343 candidates progressed to assessment centers
  • 30% female representation at application stage, increasing to 34% at offer stage
  • 117 offers extended

“We’re delighted with the quality of candidate applications and how much the collaborative work ethic stood out.”

– Annette, Wates

At a Glance

  • COMPANY
    Wates
  • INDUSTRY
    Building & Construction
  • PEOPLESCOUT SOLUTIONS
    Talent Advisory
  • ABOUT WATES
    The Wates Group was established in 1897 and is one of the leading privately-owned, construction, development and property services companies in the UK. They employ almost 6,000 people, working with a range of clients and partners from across the public and private sectors.
Let’s Connect

The Future of Early Careers: Preparing Our Children for Jobs That Don’t Exist Yet 

Posted on by akessler

By James Chorley, Talent Solutions Director 

My children are about eight to nine years away from entering the world of work. As a parent, it’s both exciting and daunting to think about the future careers of my children. With rapid advancements in technology and shifts in the global economy, the job market of today will undoubtedly look very different in 10 years when my kids are entering the workforce.  

While automation will displace many jobs, it will also create new jobs, generating significant benefits for businesses and economies by lifting productivity and economic growth. According to the World Economic Forum’s Future of Jobs Report 2025, by 2030, the creation of 170 million new jobs (14% of today’s employment), offset by the displacement of 92 million current jobs (8%), will result in net growth of 78 million jobs (7%). 

For organisations with early careers programmes, understanding these shifts is crucial. The pipeline of emerging talent will need different skills, experiences and expectations than previous generations in order to have the capabilities necessary drive organisational success in the coming decades. Here are some key insights into how the changing job landscape will impact early careers programmes, the types of roles that will emerge and how to prepare the next generation of talent. 

Jobs That Might Disappear 

As technology continues to evolve, several traditional roles are projected to decline significantly: 

  • Postal Workers: The rise of digital communication methods and automated sorting systems are already reducing the reliance on traditional postal services. The World Economic Forum identifies Postal Service Clerks among the fastest-declining roles in the job market. 
  • Print Journalists: The decline of print media and the shift towards digital news consumption has led to fewer opportunities for print journalists, with many news outlets now digital-first or entirely online. 
  • Community Banking: The increase in online banking, mobile banking apps and ATMs has reduced the need for in-person bank tellers. Bank Tellers are among the fastest-declining roles globally. 
  • Travel Agents: Online travel booking platforms and AI-driven travel assistants are making traditional travel agent roles less common. 
  • Taxi Drivers: The rise of ride-sharing apps like Uber and Lyft, combined with the development of autonomous vehicles, could significantly reduce the demand for traditional taxi drivers. 
  • Telemarketers & Customer Service Reps: AI-driven customer service and sales platforms, along with stricter regulations on telemarketing, are reducing the need for human telemarketers and customer service workers, often a common first job for many young professionals. 
  • Librarians: Digital libraries and online information resources are diminishing the need for traditional librarian roles, though there will still be a need for digital information specialists. 
  • Factory and Assembly Line Workers: Robotics and advanced manufacturing technologies are increasingly handling tasks that once provided steady employment for those entering the workforce without higher education. 
  • Data Entry Clerks: The World Economic Forum lists Data Entry Clerks among the jobs seeing the largest decline due to automation and AI advancements. 
  • Retail Cashiers: The rise of e-commerce and self-service kiosks in retail stores are diminishing these roles, which have historically provided flexible employment for students and recent graduates. 

Whilst some of these roles may not be considered ‘career roles’, they are an important step on the work ladder for early careers talent. Before I found my feet and whilst still deciding what I wanted to do, I had a number of temp roles doing data entry, customer service and telemarketing. Declining numbers in these roles that have historically served as steppingstones for early careers talent could have significant impact on early careers employees and employers. 

Impact on Early Careers Programmes 

The decline in these traditional entry-level roles presents significant challenges for early careers recruitment strategies: 

  • Shrinking Entry Points: Many traditional entry-level positions for graduates and school leavers are disappearing. This means fewer natural entry points into organisations, requiring companies to create more structured early careers pathways. 
  • Skills Gap Widening: As routine tasks become automated, the skills gap between education and employment is growing. Entry-level roles increasingly require more advanced technical skills and digital literacy from day one. 
  • Higher Expectations for Early Talent: With fewer administrative or process-driven roles available, early careers talent is expected to add value more quickly, often needing to demonstrate complex problem-solving and critical thinking skills immediately. 
  • Reimagining Work Experience: Companies must rethink work experience, internships and placement years to provide meaningful exposure to emerging technologies and future-focused skills that automation cannot easily replace. 
  • Increased Competition: As traditional entry points decrease, competition for remaining early careers opportunities intensifies, making employer branding and candidate experience more critical than ever. 

To address these challenges, early careers programmes must evolve. Talent acquisition leaders should consider creating rotational experiences that expose emerging talent to a variety of business functions, developing accelerated digital upskilling programmes, and establishing mentorship opportunities that help bridge the experience gap. 

Jobs That Will Significantly Change for Early Careers Talent 

According to McKinsey Global Institute, at least 30% of work activities that could be automated for about 60% of occupations. Rather than complete displacement, many entry-level and early career roles will undergo significant transformation. 

  • Junior Healthcare Professionals: The integration of telemedicine, AI diagnostics, and wearable health technology are changing how healthcare is delivered. Early careers talent will need to be comfortable with digital patient management systems and telehealth platforms from day one.  
  • Teachers and Educators: The rise of online education, virtual classrooms, and AI-driven personalised learning experiences are transforming teaching. New educators will need to be proficient in digital tools and platforms, incorporating technology into their teaching methods and focusing on facilitating learning rather than just delivering knowledge. 
  • Manufacturing and Production Workers: Technological advancements in AI, robotics, and automation will drive both job creation and decline, with manufacturing roles evolving to focus more on overseeing and maintaining automated systems. Early careers talent in this sector will need skills in robotics, programming and systems management rather than traditional manufacturing processes. 
  • Financial Graduates: AI and advanced analytics will handle much of the data processing and routine analysis that junior finance professionals typically managed. Early careers talent will need to focus on interpreting data and providing strategic insights rather than data gathering. The World Economic Forum notes that Fintech Engineers are among the fastest-growing jobs in percentage terms, representing a shift in early financial careers. 
  • Supply Chain Coordinators: With the rapid expansion of e-commerce, warehousing jobs have grown 61% in the last decade. At warehouses, depots, and logistics centres throughout the supply chain, there is a growing need for human workers with the skillsets necessary to manage a more complex, interconnected and tech-enabled supply chain.  

These changes highlight the increasing importance of digital literacy, adaptability and continuous learning for early careers talent. The traditional learning curve for new graduates is getting steeper, with expectations to contribute meaningfully to technology-driven processes from the beginning of their careers. 

Emerging Early Career Opportunities 

Much as technologies of the past have done, automation will create new entry-level occupations that do not exist today. Here are some promising examples of future job opportunities for early careers talent: 

  • AI and Machine Learning Specialists: According to the World Economic Forum, AI and Machine Learning Specialists are among the fastest-growing roles. Early careers talent looking to enter these professions need a strong background in computer science, programming, statistics and data analysis. Companies are increasingly creating graduate pathways specifically for these roles. 
  • Cybersecurity Analysts: The World Economic Forum ranks networks and cybersecurity among the top three fastest-growing skills. Entry-level roles in this field are expanding as organisations build security teams to protect expanding digital infrastructure. Early careers talent should focus on network security, ethical hacking, risk management and security compliance. 
  • Sustainability and Environmental Specialists: With 47% of employers expecting climate-change mitigation to transform their business in the next five years, organisations are creating early careers paths in sustainability. Entry-level roles supporting renewable energy engineers and environmental specialists represent growing opportunities for graduates with relevant knowledge. 
  • Data Analysts and Data Scientists: Big Data Specialists are among the fastest-growing jobs in percentage terms. Early careers programmes in this area are expanding rapidly, seeking talent with skills in data mining, statistical analysis, programming and data visualisation. 
  • Remote Work Support Specialists: According to the World Economic Forum, 83% of employers plan to provide more opportunities to work remotely, creating significant demand for professionals who can support distributed workforces. These roles represent new entry points for early careers talent with strong organisational skills and digital communication tools proficiency. 
  • Health and Wellness Coaches: Supporting employee health and well-being is becoming a strategic priority, with 64% of employers identifying it as key for talent attraction. Early careers talent with knowledge in nutrition, fitness, mental health awareness and coaching may find entry-level opportunities across sectors. 
  • Robotics Engineers: With 58% of employers expecting robotics to transform their business by 2030, early careers pathways are emerging for talent with skills in mechanical engineering, electronics, and programming. Graduate schemes specifically focused on automation and robotics are becoming more common. 
  • Virtual Reality (VR) and Augmented Reality (AR) Developers: LinkedIn data shows Game Designers and Game Developers grew by 58% and 40% respectively as the UK games sector hit record size during the pandemic. New entry-level positions for those with skills in 3D modelling, design and user experience are emerging. These roles often don’t require extensive experience, making them accessible to recent graduates. 
  • Sustainable Agriculture Technicians: The focus on climate change adaptation is driving innovation in food production systems, creating entry-level roles in agricultural technology. These positions offer opportunities for graduates interested in agricultural science, hydroponics, and sustainable practices.  
  • Blockchain Developers: Financial institutions and technology companies are developing entry-level pathways for those with knowledge of blockchain technologies. Early understanding of cryptography, programming, and distributed ledger technology can position graduates for these emerging roles. 
  • Drone Operators and Technicians: Industries from construction to energy are creating new positions to support drone operations, data collection and analysis. These roles provide early career opportunities in a growing field without requiring extensive experience. 
  • Genomic Counsellors: The growth in healthcare specialisations will continue to evolve as healthcare becomes more technology driven. Genetics, biology, and ethics will be areas of entry for early careers talent. 

For early careers programmes, these emerging roles represent opportunities to create specialised graduate pathways that attract top talent in competitive fields. Talent acquisition leaders should consider developing targeted recruitment campaigns that highlight these future-focused opportunities to differentiate their employer brand. 

Essential Skills for Early Careers Success 

As occupations evolve alongside increasingly capable machines, early careers talent will need to develop a range of skills that may not be emphasised in traditional education. For talent acquisition leaders, understanding these skills is crucial for designing effective assessment and development programmes: 

  • Digital Literacy: Beyond basic computer skills, early careers talent needs a strong understanding of digital tools, platforms, and concepts. The WEF report identifies AI and big data as the top fastest-growing skills, followed by networks and cybersecurity. Early careers programmes should incorporate digital assessments and training from day one. 
  • Critical Thinking and Problem-Solving: With routine tasks automated, analytical thinking remains the most sought-after core skill among employers, with seven out of 10 companies considering it essential. Assessment centres and selection processes should prioritise these capabilities over technical knowledge that can be taught. 
  • Adaptability and Lifelong Learning: The WEF report highlights that workers can expect 39% of their existing skill sets to become outdated by 2030. Early careers talent with demonstrated learning agility and curiosity will be better positioned to evolve with their roles. Graduate programmes should emphasise continuous development rather than fixed skill sets. 
  • Emotional Intelligence: As automation increases, uniquely human skills such as empathy, communication, and teamwork become more valuable. The WEF identifies resilience, flexibility, and leadership as among the most sought-after core skills. Early careers development should focus on these interpersonal capabilities alongside technical training. 
  • Environmental Awareness: Understanding sustainability issues is increasingly important across sectors. Environmental stewardship has entered the list of top 10 fastest-growing skills for the first time, driven by climate-change mitigation trends. Early careers programmes should incorporate sustainability awareness regardless of function. 

For talent acquisition leaders, these skill requirements necessitate a shift in assessment approaches. Moving away from traditional competency frameworks toward evaluating learning potential, adaptability, and critical thinking will be essential for identifying successful early careers talent. 

Reshaping Education & Early Careers Development 

McKinsey’s research suggests that by 2030, 75 million to 375 million workers globally will need to switch occupational categories. This has profound implications for how organisations approach early careers development and partner with educational institutions: 

  • STEM Subjects: Science, Technology, Engineering, and Mathematics subjects provide the foundation for many future roles. Early careers programmes should consider developing partnerships with universities to influence curriculum design and create clear pathways from STEM degrees into organisations. 
  • Interdisciplinary Approaches: LinkedIn data shows high demand for roles requiring a mix of technical and human skills. Graduate schemes that rotate early careers talent through both technical and commercial functions can develop this valuable blend of capabilities. 
  • Environmental Focus: With sustainability becoming business-critical, early careers programmes should incorporate green skills development regardless of function. This could include sustainability projects, environmental impact assessments, or dedicated learning modules. 
  • Ethics Understanding: As technology raises complex questions, early careers talent needs to understand ethical implications of business decisions. Development programmes should include ethical case studies and discussions, particularly for those working with advanced technologies. 
  • Accelerated Digital Upskilling: Rather than assuming tech and digital skills will develop over time, organisations should front-load technical training in early careers programmes to enable faster productivity and contribution. 

For talent acquisition leaders, this means reimagining traditional graduate development approaches. Annual intake models may give way to more frequent, specialised recruitment aligned to emerging skill needs. Development pathways will need to become more personalised, with greater emphasis on continuous learning rather than prescribed programmes. 

Preparing Emerging Talent for the Future 

The landscape for early careers talent is changing dramatically. Traditional entry-level roles are disappearing or transforming, while entirely new career paths are emerging. For talent acquisition leaders, this presents both challenges and opportunities to reimagine how organisations attract, develop and retain emerging talent. 

Success in this evolving environment requires a fundamental shift in approach—moving from standardised graduate programmes toward more agile, personalised development journeys that emphasise continuous learning and adaptability. Organisations that create clear pathways into emerging fields, develop innovative assessment approaches, and build strong educational partnerships will gain significant competitive advantage in the talent market. 

For the next generation entering the workforce, including our children, these changes promise exciting opportunities to build careers that may look very different from those that came before—careers that may not even exist yet. Our role as talent acquisition leaders is to help them navigate this uncertainty, providing early careers programmes that prepare both emerging talent and our organisations for a rapidly changing future. 

When it comes to advising my kids on their future and the subjects they want to follow, it’s not straightforward. But as my Auntie once told me, you’ll be surprised just how much you will learn from your children. Kids are curious, and they aren’t stuck in historical thinking and norms. Our job is to guide them and encourage them to stay curious as we watch the world change! 

Amplifiers™: Organizational Culture & EVP Diagnostic

Posted on by akessler

PeopleScout Amplifiers™: Organizational Culture & EVP Diagnostic

As part of our suite of modular recruiting solutions, Amplifiers™, PeopleScoutʼs
Organizational Culture and EVP Diagnostic provides an objective, expert assessment
of your companyʼs culture, leadership dynamics and internal communications.
Our in-depth analysis uncovers strengths, gaps and opportunities, delivering a
custom, actionable roadmap to enhance engagement, improve alignment and
attract the right talent for your future business needs.

Download this fact sheet to learn more.

Download Fact Sheet

Learn more about PeopleScout’s Amplifiers™ and get answers to frequently asked questions (FAQs).

Learn More

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Small and medium-sized enterprises (SMEs) face unique challenges in attracting and retaining top talent. Limited resources, lack of dedicated recruitment teams, and the need for agility in hiring can often put smaller businesses at a disadvantage.   That’s where Recruitment Process Outsourcing (RPO) comes in— a versatile strategy that businesses of all sizes can leverage to…

Debunking RPO Myths: How Savvy Talent Leaders Separate Fact from Fiction
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Debunking RPO Myths: How Savvy Talent Leaders Separate Fact from Fiction

Get ready to separate fact from fiction as we dismantle RPO myths

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Gen AI & Interviews: Navigating the Impact in Volume Assessment

Posted on by akessler

By Amanda Callen, Psychol AFBPsS FRSA, Head of Assessment Design

Pre-recorded or asynchronous video interviews have long been a core feature in volume assessment processes, valued for their ability to evaluate key criteria like motivation and verbal communication skills. But the rapid increase in accessible Generative AI (Gen AI) tools has created a significant potential risk of disruption to the expected levels of authenticity in answers and to the predictive strength of online interviews as a sifting tool.

PeopleScout’s year-on-year volume assessment data has so far shown little evidence of disruption following the introduction of free Gen AI tools like ChatGPT, but the potential for manipulation is undeniable. Realistically, we must expect that when candidates are given time to prepare responses, some will choose to use the tools to enhance their own pre-recorded video interview answers.

So, what can you do to protect the integrity of video interviews?

Should Preparation Time Be Scrapped?

Although an understandable initial response might be to prevent candidates from using Gen AI by removing preparation time and requiring instant responses, this approach could introduce new problems. Interview processes where there is no chance for the candidate to gather their thoughts may disadvantage neurodivergent candidates or those who have had less social and educational support for their job search. This could create a negative impact on inclusion and diversity goals.

Introducing a Second Assessment Point

If you want to keep the pre-recorded interview stage, you could consider introducing a second assessment point for the same criteria evaluated in the pre-recorded interview at a later stage, such as during an in-person interview or an assessment centre. Comparing performance and content shared at the different stages, allows assessors to identify people whose answers indicate inconsistency across stages.

Are Only Live Interviews Both Safe and Fair?

Face-to-face live interviews seem protected from any interference from real-time use of Gen AI to produce inauthentic responses. However, new Gen AI capabilities mean that virtual live interviews, such as those conducted via Zoom or Teams, are not completely safeguarded from Gen AI use.

Whilst to date it is has been difficult for candidates to use Gen AI without detection, new AI tools can ‘listen’ and provide natural responses in real-time. This, combined with advancements in gaze management technology, means that during virtual live interviews, candidates can read off AI generated responses while appearing to still maintain eye contact—and assessors may be unable to tell anything is amiss. There are even new Gen AI tools specifically marketed to job seekers that claim success in helping interviewees.

The Need for a Systemic Approach

Dropping pre-recorded or virtual interviews completely isn’t always optimal—especially with high-volume hiring. Simply taking them out of the process could lead to less holistic and effective sifting and a greater number of candidates being manually assessed. A more systemic response to the challenges posed by candidates using Gen AI is needed.

A review of your end-to-end assessment process and the individual assessment methods within it will give you an opportunity to evolve and improve your assessment to ensure the quality and fairness of hiring decisions are maintained despite candidate use of Gen AI.

Redefining Success Criteria

For many roles it is essential to include the motivation and skills needed to work with new Gen AI tools as part of the assessment criteria. A strong assessment process that embraces innovation ensures that candidates are not only evaluated on established success criteria but also on their potential to develop the skills that will help them succeed in a workplace where the ability to leverage AI and other emerging and future technologies is a pivotal factor in organisational success.

While there are no easy answers to the challenges created by candidates using Gen AI, a managed and systemic approach to evolving your assessment processes will help you capitalise on opportunities and ensure a fair and effective hiring process. Want to explore more about the impact of Gen AI on interviews? Watch our webinar on-demand, Job Interviews & Gen AI: Pitfalls & Best Practices to Hire Top Talent.

Neurodiverse Recruitment: 6 Ways to Make Your Hiring Process More Neuro-Inclusive 

Posted on by akessler

Neurodiverse recruitment unlocks a wealth of unique strengths, offering employers access to exceptional skills in pattern recognition, analysis, mathematics and beyond. This approach to hiring isn’t just inclusive—it’s a catalyst for innovation. By building cognitively diverse teams that blend neurodivergent and neurotypical talent, organizations supercharge their creativity, decision-making and problem-solving capabilities. The result? A dynamic workforce that drives efficiency and innovation to new heights. 

Infographic that says: Neurodiversity by the Numbers 15% to 20% of the world’s population exhibits some form of neurodivergence Teams that include neurodivergent professionals can be 30% more productive than those without neurodivergent members. Cognitively diverse employees are 90% to 140% more productive than neurotypical employees and make fewer errors.

The untapped potential of neurodivergent talent is staggering, with alarming underemployment rates that rob both candidates and companies of incredible opportunities. In the U.S., it is estimated that as many as 85% of college-educated autistic adults struggle with unemployment. The Office for National Statistics (ONS) paints an equally grim picture for the UK, with just 21.7% of autistic individuals employed. In Australia, 70% of new starters with disabilities do not survive the probation period, while 65% of Australian businesses remain unsure about how to access this rich talent pool. 

While many organizations aspire to build a workforce that harnesses the potential of the neurodivergent community, few achieve this goal. While the reasons behind this gap are multifaceted, there’s a critical knowledge gap about neurodiversity in the workplace and how to create neuro-inclusive hiring processes.  

Ready to move the needle on neurodiverse recruitment? Let’s dive into five strategies that will transform your hiring process and unlock the full potential of neurodivergent talent. 

What is Neurodiversity?  

First, let’s define what we mean by neurodiversity. Neurodiversity refers to the concept that everyone experiences and interacts with the world around them differently. A neurodivergent person’s brain may work in a different way than the average “neurotypical” person. They may have unique ways of learning, communicating, working, socializing or perceiving their surroundings.  

While neurodiversity is often used in the context of autism spectrum disorder (ASD) and Asperger’s syndrome, many conditions fall under the neurodivergent umbrella, including ADHD, dyslexia, dyspraxia, Down syndrome, Tourette syndrome, and even mental health conditions like bipolar disorder, OCD and social anxiety.   

A diagram of what neurodiversity brings to the workplace
Source: Genius Within 

6 Strategies for Neurodiverse Recruitment 

There’s no one-size-fits-all solution for neuro-inclusive recruitment, as neurodiversity encompasses a wide range of conditions, many of which may be undiagnosed or undisclosed. The key is to create a flexible process that can be tailored to individual needs.  

1. Identify Roles for Neurodivergent Recruitment 

To identify roles for neurodivergent talent, companies need to think beyond traditional job categories and focus on the core skills and tasks involved. Analyze and pinpoint positions that require deep focus, pattern recognition or systematic thinking—areas where many neurodivergent individuals excel. Look for roles that benefit from attention to detail, data analysis, quality control or creative problem-solving.  

Tech roles often offer a goldmine of opportunities, from software development to cybersecurity. But don’t limit yourself—neurodivergent talent can thrive in unexpected places. Consider positions in finance, research, design or even customer service roles that involve script-based interactions.  

You might also consider job carving, which involves customizing job roles by reorganizing tasks to create a new, tailored position that aligns with an individual’s strengths and abilities. This approach not only benefits neurodiverse employees by providing them with roles tailored to their abilities but also helps organizations make the most of their diverse workforce. 

The key is to break down jobs into their fundamental components and match them with the unique strengths often associated with neurodiversity. Remember, it’s about recognizing where neurodivergent traits can be a significant asset to your existing needs. 

2. Audit the Application Process for Neurodivergent Recruitment 

Once you’ve identified roles where neurodiverse talent can thrive, it’s time to audit the application process. Put on your detective hat and scrutinize every step. Is it neurodiversity-friendly, or is it secretly working against you?  

First start with the job description. Consider replacing lengthy, jargon-filled job descriptions with clear, concise summaries of the core responsibilities. Embrace inclusive language that speaks to diverse cognitive styles. Think less “excellent multitasker” and more “deep focus on specialized tasks.” 

Then, move onto the application itself. Complex, multi-step applications can overwhelm candidates with conditions like ADHD or autism, potentially causing them to abandon the process altogether. Simplify application forms by asking only for essential information. You could even consider offering alternative submission methods, like video applications.  

Ditch the requirement for cover letters in favor of skill-based assessments that directly relate to the job. By streamlining the application step, you level the playing field and tap into a rich pool of often-overlooked talent. 

3. Communicate Early & Often 

Be direct with your language and deliver information in multiple ways. Some candidates will be okay with written instructions, others like those with dyslexia, may receive information better through videos or audio explanations. 

Start by providing a clear preview of the entire recruitment journey. Communicate each stage, what the candidate will be required to do and how they’re being evaluated. This transparency benefits all candidates but is particularly crucial for neurodivergent individuals who may need to prepare mentally for each phase.  

Maintain frequent, personalized communication throughout the process. Strategic follow-ups can keep candidates engaged and comfortable, increasing the likelihood of offer acceptance. This ongoing dialogue also provides opportunities for candidates to ask questions or request additional accommodations as needed. 

4. Balance Assessments & Interviews 

Making the interview and assessment steps more neuro-inclusive is crucial for tapping into the diverse talent pool of neurodivergent candidates. While interviews shouldn’t be eliminated entirely, consider balancing them with other evaluation methods.  

Shift the focus from traditional metrics to a strength-based evaluation approach. Look for candidates’ unique capabilities and how they align with job requirements, rather than adhering strictly to conventional interview performance criteria. For candidates requiring adjustments, you might weigh interviews less heavily in your overall evaluation, focusing more on practical skill demonstrations or work samples.  

When it comes to assessments, large, complex exercises can be overwhelming for some neurodivergent candidates. Break these down into smaller tasks and add in the option to take breaks. Additionally, consider offering extra time for assessments if needed, focusing on the quality of work rather than speed of completion. 

A blended assessment approach that incorporates multiple question styles and task types is great option for assessing neurodivergent talent. For instance, at Heathrow we introduced a completely bespoke virtual testing platform called One Experience Assessment (1XP) to recruit for their security officer roles. This included visual “spot the difference” exercises alongside traditional questions, providing a realistic job preview while allowing candidates to demonstrate their skills in different ways. 

5. Be Prepared to Provide Accommodations & Adjustments for Neurodiverse Recruitment

Organizations should proactively prepare to provide reasonable adjustments and accommodations for neurodiverse candidates during the recruitment process. Flexibility should be a cornerstone of your approach as everyone has unique needs. 

Be prepared to offer extra time for assessments, adjusting standard time limits or breaking longer tasks into manageable chunks. Additionally, be open to changing the location or format of interviews or allowing the use of assistive technology like screen readers during online assessments. Provide interview questions in advance to make the experience more accessible for those who process information differently. 

Neurodiverse candidates may experience “sensory overload” in office environments and during in-person interactions. To help candidates better focus on demonstrating their skills and qualifications, design interview spaces with adjustable lighting, offer noise-canceling headphones and provide multiple seating options. These seemingly small adjustments can significantly reduce sensory sensitivity and anxiety.  

6. Customize Onboarding & Beyond  

Creating effective onboarding programs for neurodiverse employees is crucial for integration into the workplace and their long-term success. Recognize that each neurodivergent employee may have different needs and preferences, and be prepared to tailor the onboarding experience accordingly. 

Training is a cornerstone of successful integration. This should be a two-way street, involving both the neurodiverse employee and their colleagues. Provide education and diversity training to managers and team members in advance of or early in the onboarding process. These sessions should sensitively address the characteristics and preferences of neurodivergent individuals, always respecting privacy and dignity. For instance, explain that a colleague with autism might avoid eye contact, helping coworkers understand this isn’t a sign of disinterest. Similarly, managers should be trained on how to introduce neurodiverse team members appropriately, avoiding potentially uncomfortable situations like introductions in large group settings. 

Once neurodiverse employees start work, any adjustments offered during recruitment should be available in the workplace as well, ensuring a seamless transition from candidate to employee. By anticipating and preparing for these accommodations, organizations create an environment where neurodiverse candidates can thrive. This may also require implementing flexible working patterns that play to individual strengths. Offering adjustable work hours, remote work options or customized workspaces can help minimize sensory overwhelm.  

To further support neurodiverse employees, consider developing growth opportunities tailored to the unique needs of neurodivergent employees. This could include specialized mentorship programs or coaching sessions that focus on leveraging their strengths and navigating workplace challenges. By implementing these strategies, companies can create an onboarding experience that not only welcomes neurodiverse talent but sets them up for long-term success and growth within the organization. 

The Importance of Neurodivergent Recruitment

Embracing neurodiverse recruitment is not only a step towards inclusivity but a strategic move that leverages the unique strengths of this group to foster innovation and enhance performance. By closing the knowledge gap and implementing targeted strategies, organizations can create a more inclusive work environment that truly maximizes the potential of all employees, leading to a more dynamic and productive workforce.