Solution: Talent Advisory

Authenticity in Action: 6 Things Candidates Look for in Your Employer Brand

Posted on by akessler

By Simon Wright, Global Head of Talent Advisory Consulting

As businesses have stabilized post-pandemic, the conversation in the C-suite has shifted to balancing productivity and empathy—how to drive business performance while addressing the evolving needs of the workforce.

The secret lies in your employer value proposition (EVP).

Your EVP must place individual employees firmly at the heart of their own experience. This new approach to EVP—a Personal Value Proposition or PVP—is designed to resonate with employees as unique individuals with distinct motivations and aspirations.

Job seekers can see right through generic employer brands nowadays. Candidates crave authenticity and want to connect with a company’s true culture before joining. So, how can you craft an employer brand that both resonates with individual job seekers and showcases what your organization is authentically all about?

Here are six key areas today’s talent looks for when evaluating an employer brand’s authenticity.

6 Signs of an Authentic Employer Brand & EVP

Keep these priorities front and center as you shape your EVP to align both with your organizational priorities and employee needs.

1. Meaningful Connections

What Candidates Want:

In today’s job market, candidates aren’t just looking for a job—they want a workplace that helps them feel truly engaged and connected. A leading employer brand should attract top talent by cultivating genuine connection with peers, leaders and the overarching mission.

What Employers Should Show:

In our research report, Inside the Candidate Experience, we found that mission and purpose is a top three consideration for job seekers looking for a new job. Yet, less than half of employer show information about this on their career site.

By highlighting your organizational mission, you help candidates make an emotional connection to your employer brand. Amp up the authenticity through storytelling—how individual employees live your mission through their work, how your organizational policies reflect your brand purpose, how new hires can expect to make an impact when they join.

Purpose oriented employees are 47% more likely to promote their employer externally without incentive.

2. Holistic Development

What Candidates Want:

Employees are seeking work experiences that help them realize their potential beyond just job tasks. Workers are taking more control of their own professional trajectories, seeking opportunities that offer autonomy and alignment with their skills, passions and personal circumstances.

Work is no longer confined to a single job or career path. Instead, it is seen as a series of opportunities that facilitate personal and professional growth.

What Employers Show:

Development opportunities like mentorship programs, leadership workshops and reskilling bootcamps to support internal mobility are top of mind for employees—especially Gen Z. Training should address both hard skills (like coding, certifications or licenses and statistical analysis) and soft skills (like resilience, relationship building and empathy). However, we find that organizations don’t do enough to show the impact of this training on individuals and their personal and professional growth.

You can show this impact authentically by bringing it to life through telling the career stories of your employees. Watching a video of an employee sharing how they were able to go through a reskilling program and join a different department is far more powerful for a candidate than just reading about the program.

Here’s an example from Adobe showcasing their employees’ career paths on social with a global #AdobeForAll celebration.

3. Flexibility & Empathy

What Candidates Want:

Flexibility should no longer be the domain of people with children. Everyone wants more flexibility in where, when and how they work. It could be about caring responsibilities for parents, or it could just be having the time and space to pursue passions outside of work. Ultimately, this issue is about organizations demonstrating they trust their people and providing autonomy where possible.

What Employers Show:

Employees who are granted time and space to pursue their passions bring fresh energy, insight and creativity to the job. Yet, for our Inside the Candidate Experience report we audited the career sites of over 215 organizations and found that information on flexible working and work/life balance is mentioned just over half the time.

Help candidates experience this authentically by profiling employees who are embracing flexible work patterns. This helps them see how a role can fit into their own life. By understanding life outside work directly fuels innovative excellence within it, organizations can architect roles that let people show up as their best and truest selves every day.

4. Well-Being & Psychological Safety

What Candidates Want:

If this past era has taught us anything, it’s that employees require our care as much as any business strategy. The Great Resignation was fueled by individuals reprioritizing their well-being over their next promotion or paycheck. And Quiet Quitting is often the result of employees losing psychological safety and no longer seeing a return on their engagement.

Why Leaders Think Employees Quit: Looking for better jobs Compensation Work-life balance Why Employees Actually Quit: Not feeling valued by their organization of by their individual managers Not feeling a sense of belonging at work
(Source: McKinsey)

What Employers Show:

To keep employees healthy and productive, employers must start constructing safe spaces for people to bring their whole selves to work. That means prioritizing both physical and mental health, with an emphasis on creating environments where employees feel safe to both express ideas and dissent and even discuss failures without fear of backlash. It also means creating a culture of gratitude in which employees are given the opportunity to recognize and reward their peers for a job well done.

To communicate to candidates that your focus on well-being is more than lip service, include information on specific actions your organization is taking to support employees whether that’s wellness benefits or financial support programs. Don’t just state you have work-life balance programs—showcase how you empower people to utilize them through things like extra PTO days around major life events and even showing leaders modeling using your well-being perks to set the tone.

5. Diverse & Inclusive Environments

What Candidates Want:

Employees want to be a part of an organizations that celebrates true diversity, promotes cultural intelligence and fosters a workplace where multiple traditions, rituals and ways of thinking lead to innovation. These conscious cultures go beyond attracting candidates from underrepresented groups. They amplify their voices and put them into positions to reshape industry norms altogether. When asked how hearing from actual employees would influence their job search 86% of job seekers said they value stories from employees.

What Employers Show:

We found that 35% of organizations don’t feature a diverse group of real employees on their career sites. In addition, 60% of career sites don’t contain any video content in which employees share their personal journeys and stories. Often, we see that organizations mention their employee resource groups (ERGs) but fail to share the work these groups are doing and the impact they make within the organization and community. Employees want to see action, not virtue signalling.

Candidates find the voice of an average employee more credible than what companies say about themselves, so featuring real employee stories throughout the candidate experience is a proven way to engage candidates on an emotional level, building authenticity and brand trust.

35% of organizations don’t feature real employees on their career site

6. Community Engagement & Purpose Over Paycheck

What Candidates Want:

Employees are becoming more socially conscious and looking for employers that provide avenues for engagement with environment social governance (ESG) issues, with as many as 80% of workers in some industries saying that community and sustainability concerns play a role in whether they will resign from or remain at certain organizations. Two-thirds of candidates use social media to research companies during their job search, and they will look to your posts to see how your organization is backing up its promises.

74% of employees say their job is more fulfilling when they’re given the chance to make a positive impact on social and environmental issues

What Employers Show:

Employers must take purpose beyond platitudes. Yet, we found that a one in three organizations are not posting employer brand related content to their social channels at least on a week.

A great example is Ben & Jerry’s. The company actively engages in social justice campaigns like Advancement Project, including on their social media channels, and gives employees time off to volunteer in community projects.

Include social media posts of photos and videos of corporate volunteer activities or ERG-sponsored events. Seeing images of real employees giving back makes your purpose-driven culture tangible for candidates. Even a corporate post of an individual employee who ran a marathon in support a charity close to their heart can show what purposeful empowerment looks like at the individual level.

The Power of Storytelling for an Authentic Employer Brand

Injecting authenticity into your employer brand is about moving past broad statements of intent, to the actions that back it up. Follow the old adage—show, don’t tell.

Your brand should remain as dynamic as your people. Don’t shy away from evolution when new priorities emerge. So be bold, stay real, and let your employer brand reflect what truly makes your organization shine.

PeopleScout Jobs Report Analysis—November 2023

Posted on by nfuqua

U.S. employers added 199,000 jobs in November, continuing the slowing pace of hiring. This is only slightly higher than what economists expected and shows the Federal Reserve’s plan to increase interest rates may be working. The unemployment rate fell to 3.7%. Year-over-year wage growth fell to 4.0%.

jobs report infographic

The Numbers

199,000: U.S. employers added 199,000 jobs in November.

3.7%: The unemployment rate fell to 3.7%.

4%: Wages rose 4% over the past year.

The Good

Experts at The Wall Street Journal call November’s jobs report “nearly perfect,” and an indication that a soft-landing for the U.S. economy is taking shape. The 199,000 jobs added to the economy represent a sustainable pace of growth that has remained steady throughout the fall months. The unemployment rate also fell to 3.7% after jumping to 3.9% the previous month. This had raised some red flags on Wall Street, but November’s decrease demonstrates that job growth is likely to continue into 2024. Additionally, wage growth continued to soften, dropping to 4%. The Federal Reserve is looking for wage growth to slow to lower inflation.

The Bad

It’s not easy to find bad news in November’s report, but the New York Times points out that the job growth was not evenly spread across industries. The strongest growth was in healthcare and government hiring, which are two of the sectors least connected to the strength of the economy. While manufacturing did see growth in December, much of that can be attributed to workers returning after the auto strikes. Additionally, the retail industry shed more than 38,000 jobs, showing some weakness in holiday hiring.

The Unknown

The big question is what the latest jobs report trends will mean for interest rates. Marketwatch reports that the Federal Reserve is likely to keep rates high into next spring. However, as the board meets next week, analysts expect the pause on increases to continue. Recent jobs reports have indicated that their strategy is working, and they fear raising rates too high or too quickly could trigger a downturn.  

Openreach Leadership Program: Finding the Directors of Tomorrow

Posted on by akessler
Openreach Leadership Program: Finding the Directors of Tomorrow

Openreach Leadership Program: Finding the Directors of Tomorrow

One of the world’s largest communication organizations, Openreach, turned to PeopleScout for a sourcing-led recruitment solution including talent assessment design to find eight to 10 future directors for a brand new leadership program.

Situation

Openreach approached PeopleScout to help them stand up and deliver a new senior leadership program which would allow starters to rotate through a series of roles to provide them with the skills needed to be successful in a director position. The roles included:

  • Senior Engineering Area / Regional Manager Fibre Network & Delivery (FND)
  • Chief Engineer – Senior Operations Manager
  • Senior Area Manager – Service Delivery

Openreach wanted PeopleScout to drive the talent assessment process and to source candidates for the program, presenting a list of the most suitable.

The aim of the program was to improve diversity and innovative thinking within the business. The business was concerned about a lack of gender and ethnic diversity, and most of their employees came from a telecoms background. Openreach wanted to bring in candidates from diverse backgrounds with experience managing large operational teams outside of the telecoms sector.

Openreach also wanted to improve career pathways within the business. So, our second aim was to support internal mobility by introducing a new step stone between senior management and director levels.

Our team were given a short time frame of just four weeks to create a solution and design the process. Plus, we then had to present candidates to Openreach for interviews in a competitive market.

Solution

Our team were tasked with attracting and sourcing candidates, designing and supporting the assessment center and completing the recruiter screening.

Advertising Plan

To start, we interviewed senior leaders and heads of resourcing to understand the transferrable skills they were looking for. From this we were able to make a target list of industries and organizations which had similarities. These included field operations and management, logistics, and engineering as well as consumer-centric operations such as retail.

With this intel in hand, we developed a solution which included a candidate attraction marketing campaign, including writing job copy and building a microsite.

Our team devised an inclusive and effective advertising plan. This involved creating a tailor-made job advert and a microsite containing relevant and exciting content about the opportunities available. Using imagery and quotes from their current directors, we brought the Openreach story to life and showed what real employees’ roles looked like. We supported our diversity goal by using both female and male directors in the attraction content.

The microsite played the biggest part in telling the story, taking potential leadership program candidates through their first few years at the company, detailing where they’ll end up.

We partnered with Openreach’s media partner for the campaign strategy for which LinkedIn was predominantly used. Posts from employees were used as well as brand-led posts that recruiters leveraged to highlight roles. We again drove our diversity objectives by using more women in our social media posts to amplify their voices.

A Sourcing-Led Approach

To begin, the recruitment process was sourcing-led, focusing on the candidate experience and the thorough qualification of candidates. We also specifically targeted passive candidates from the industries we identified with key transferrable skills. In order to help bring the roles to life, we directed candidates towards the microsite and video content that PeopleScout created for the campaign.

Talent Assessment

Our team worked with Openreach senior leaders to design an assessment solution, involving job analysis and a competency assessment framework. This enabled us to create a stepwise assessment process to evaluate candidates through cognitive testing and personality profiling. The penultimate stage involved a competency-based interview to identify a shortlist of candidates to present to Openreach for final interviews.

The assessment design included a feedback report from the interview panel for each candidate as well as a feedback interview for candidates who completed the testing stage.

Results

PeopleScout’s assessment design for Openreach led to:

  • Improved diversity amongst new program joiners. Amongst the new joiners, 25% identified as female and another 25% identified as Asian or Black. All selected hires scored highly in both the online test assessment and the interview.
  • 3:1 interview-to-offer acceptance rate. Our detailed assessment process was a good predictor of success. From the 81 candidates who were screened by recruiters, 34 candidates were selected for assessment, with 23 advancing to final interviews. Out of the 23, 10 were offered roles with eight acceptances.

The overall process from start to finish included a collaborative relationship between all teams at Openreach and PeopleScout to successfully deliver a brand new program.

Ten months on from the candidates’ start dates, we can confirm they have all successfully passed probation and are all actively working towards a director position.

“PeopleScout were really thorough, understood our requirements and ensured that they were able to accurately represent our business and the specific roles we were recruiting for. Communication throughout the process was excellent and they delivered the end result we were looking for.  When we surveyed our new joiners about their pre-hire experience, without exception they all held PeopleScout in high regard. We would have no hesitation in using PeopleScout in the future.”

Katrina Baillie, Head of Resourcing, Openreach

At a Glance

  • COMPANY: Openreach
  • PEOPLESCOUT SOLUTIONS: Recruitment Process Outsourcing
  • ANNUAL HIRES: 10 future leadership program candidates
  • ABOUT OPENREACH: Openreach Limited is a wholly owned subsidiary of BT Group. The telecomm provider maintains the copper wires and fibre cables that connect homes and businesses to phone and broadband.
Let’s Connect

Employer Brand Hacks: 10 Tactics to Steal from Consumer Marketing 

Posted on by akessler

By Simon Wright, Global Head of Talent Advisory Consulting 

Consumer marketers have honed their brand strategies through decades of tracking detailed customer analytics, optimizing digital experiences and crafting emotionally compelling messages. When it comes to leveraging data and analytics, consumer marketing is ahead of employer branding. But it doesn’t have to be that way!  

Talent acquisition pros can adapt these same tactics to understand candidates, polish touchpoints and build strong employer brands. Your employer brand can steal a page from the consumer brand playbook to step up talent attraction and retention. 

Hacking the Employer Brand: 10 Tricks from Consumer Marketing 

To help you think outside the recruitment box, we’ve outlined 10 employer brand hacks below to infuse your candidate attraction strategy with consumer-savvy flair. From mystery shoppers to NPS surveys, these creative approaches will revolutionize your talent attraction strategy.  

1. Engagement Analytics 

Consumer Brand Best Practice: Measure engagement metrics on ecommerce and social platforms to gauge product resonance. 

Employer Brand Hack: Consumer marketing is as much science as it is art these days. Take page from your marketing peers and leverage analytics tools to monitor engagement levels with your content across digital platforms and third-party sites. You can gain valuable insights into how potential candidates perceive your employee value proposition (EVP) by monitoring the types of content that talent interacts with on sites like LinkedIn and your career pages. 

For example, heavy traffic and shares of content spotlighting your company’s flexible work options, learning and development programs or commitment to DE&I indicates these subjects are important to candidates. Likewise, you can identify red flags where pieces of your EVP are falling flat or even turning candidates away. 

By analyzing these engagement metrics, talent acquisition teams can refine outward-facing messaging to better reflect and emphasize the cultural elements already igniting passions. 

2. Sentiment Analysis 

Consumer Brand Best Practice: Analyze customer conversations on social media to gauge sentiment around products. 

Employer Brand Hack: Job forums and social media channels have become backchannel focus groups, where in-the-know candidates exchange intel and impressions of potential employers. The everyday dialogue happening online shapes perceptions of your organization and EVP outside your control. Are you listening? 

Immerse yourself in these dynamic discussions by using social listening tools to assess the narratives being woven about your company culture and their sentiment. Pay special attention to the emotional tone. What feelings are sparked at the mention of your organization? Is it warmth, intrigue and affinity? Or perhaps skepticism, frustration or even antagonism? 

These unfiltered insights should inform your talent marketing strategy in real-time. Where positivity and praise emerge, double down on those messages. When you uncover misconceptions, course correct. Talent will continue to chatter, but plugged-in talent leaders can help guide the tone. 

3. Feedback and Review Platforms 

Consumer Brand Best Practice: Closely monitor customer reviews on sites like Amazon or Trustpilot. 

Employer Brand Hack: Employer review platforms like Glassdoor, Indeed or kununu have become gold mines for candid insights directly from current and former employees. Monitoring these key sites should be a standard pulse-check for talent acquisition leaders and CHROs alike. But be warned—this is where you’ll find the unvarnished truth. 

One way to improve your employer brand is through employer review sites. We recommend a quarterly audit digging into themes and analyzing sentiment over time. Are certain departments or practices called out repeatedly? Do some locations have better scores than others?  

Used strategically, these insights provide CEOs, talent acquisition leaders and hiring managers at every level with an unfiltered mirror into the inner workings of company culture as employees are actively experiencing it. With this invaluable intelligence in hand, you can address problem spots through policy change or manager coaching. You can also double down on what’s working—the perks, flexibility, and cultural elements making employees stay. 

4. Net Promoter Score (NPS) 

Consumer Brand Best Practice: Use NPS to gauge product loyalty and word-of-mouth potential. 

Employer Brand Hack: Implementing employee NPS (eNPS) and candidate NPS (cNPS) surveys offers a valuable pulse check for recruitment and retention alike.  

With existing employees, these surveys quantify the likelihood of recommending your organization as a workplace. Low scores signal disengagement. Likewise, surveying candidates during the recruitment journey provides an understanding where expectations aren’t matching up with realities, helping you to refine your talent screening practices. Candidate NPS surveys can be sent post-interview and again post-onboarding for insights into both the recruitment and induction process. 

Your employer brand health hinges on aligning the candidate experience with the employee experience and delivering on your brand promises throughout the talent lifecycle. Both eNPS and cNPS metrics offer evidence-based insights to inform your talent program strategy. 

How does your Candidate Experience Quotient stack up? Learn all about our new method of calculating candidate experience as well as the hard truth about candidate expectations versus reality in our report, Inside the Candidate Experience.  

5. Focus Group Discussions 

Consumer Brand Best Practice: Dive deep into consumer preferences using focus groups. 

Employer Brand Hack: When was the last time you picked the brains of candidates who have recently been through your recruitment process? As you refine your employer branding strategy and before you evolve your candidate experience, these individuals offer invaluable, straight-from-the-source insights. 

In addition to surveys, organize quarterly listening sessions with a mix of talent segments: recent new hires, employees in their first year, candidates who made it to advanced stages but ultimately declined offers, and even short-listers you opted not to hire. In a judgment-free environment, empower them to share candid impressions about their journey with your organization pre- and post-hire. 

Use this time to dig deep. What excited or deterred them about your employer brand initially? How did the interview or communication style align with their expectations of company culture? What workplace elements inspire their loyalty or doubts now as employees? Are perceptions consistent or disparate across genders, generations and ethnic groups? 

These focus groups go beyond what a survey can fully capture. As a result, you can pinpoint what’s resonating or missing the mark in talent attraction, selection and retention. Bonus—it also demonstrates that employee input spurs action. 

6. Mystery Shopping 

Consumer Brand Best Practice: Deploy individuals to assess the customer experience—incognito. 

Employer Brand Hack: Another way to get the insider perspective on your candidate experience is to use an old trick from consumer marketing—mystery shoppers. This involves engaging individuals to navigate the recruitment process undercover, reporting on their experience from start to finish. 

Equip your “mystery shopper” to navigate the application, screening and interviews as authentically as possible, jotting detailed notes along the way. Instruct them to assess logistics around communication cadence, process efficiency and technology glitches. But more importantly, they should capture the emotional highs and lows they felt when interacting with your employees, content and brand at each step. 

When you debrief, try to uncover interactions where your employer brand deviates from the actual experience across key variables like location, department, seniority level and demographic background. These behind-the-scenes findings will prove invaluable as you seek to optimize recruitment ROI and evolve the candidate journey. 

7. Competitive Analysis 

Consumer Brand Best Practice: Assess the brand vis-à-vis competitors. 

Employer Brand Hack: Benchmark your employer brand against competitors to grasp areas of strength and improvement. 

In today’s transparent talent marketplace, candidates have unprecedented visibility into everything from compensation to culture at your organization as well as your closest rivals. They are comparing you on everything from your work environment to DE&I commitments. 

This means your employer brand strategy can no longer happen in a silo. Formal competitive intelligence monitoring can help you benchmark your employer brand against competitors to understand strengths and opportunities. 

Audit the career sites, social media channels, job boards, industry reports and review site profiles of competitors to understand what messages and claims they’re leaning into with their employer brand. The goal here is not copying others’ employer brands but to understand how you can stand out and where you can bring sharper focus to what makes your culture uniquely attractive.  

8. Deep Dives into Unstructured Feedback 

Consumer Brand Best Practice: Sift through customer service calls and chats to identify common themes. 

Employer Brand Hack: In their focus on surveys, employer review sites and focus groups, talent acquisition leaders often overlook the wealth of qualitative feedback hiding in plain sight internally.  

Sources like exit interviews, town hall meetings and other internal platforms can offer genuine glimpses into how employees view your employer brand. You’ll uncover grounded narratives around things like which leaders inspire employee pride or skepticism, or real-talk on workloads affecting mental health and work-life balance. 

This intelligence takes your employer brand strategy from reactive to proactive. It empowers you to intervene early before issues become viral Glassdoor threads. But just as importantly, you can also double down on what’s working, giving you an informed perspective to guide messaging, policy and experience in sync with employee values and expectations. 

9. Audience Segmentation 

Consumer Brand Best Practice: Segment the customer base to tailor messaging and understand perception among different audiences. 

Employer Brand Hack: Employee perceptions within departments, roles, locations and tenure lengths often vary more than we realize. What engages your engineers may disengage your creatives. What excites recent college hires may fall flat for senior leaders. 

In today’s fragmented but transparent talent marketplace, one-size-fits all employer branding is no longer effective. By investing time and effort into audience segmentation, CHROs take big step in evolving their EVP to PVP, personal value proposition.  

Like customer personas, developing talent personas are a great way to engage in a targeted, personalized approach to talent attraction. These nuanced profiles allow you to sharpen your employer brand and talent attraction content for niche talent pools beyond one generic EVP message. Plus, you can tailor by regional expectations, whether in different cities in the same country or across continents.  

Getting segmentation right ensures candidates see your employer brand as a match for people like them from the start.  

10. User Behavior Analytics 

Consumer Brand Best Practice: Understand how customers interact with their website or app by using user analytics tools like heatmaps. 

Employer Brand Hack: Consumer marketing teams are increasingly adopting digital analytics tools to better understand customer preferences and behavior. Talent acquisition leaders can borrow this tactic too. Tools like heatmaps and click maps offer visual snapshots tracking precisely how users navigate and scroll career pages. These visual activity maps identify which content generates the most interest or engagement on your career site.  

Lingering on the mission statement? Scrolling past office photos? Double-tapping into stories on career mobility but glossing over benefits? These granular insights reveal which candidate attraction content holds the greatest appeal for your candidates. 

By understanding where your high-traffic areas and natural user flows are, you can guide candidates with attention-grabbing messages or entry points to more in-depth information. Likewise, you can weave in more stories around topics that are proving popular to leverage that momentum. These tools can also flag areas of friction, like errors or “rage clicks,” that could lead to candidates abandoning their application or leaving your career site.  

Employer Brand Strategy: The Value of Data 

Data and insights should always be the bedrock beneath an employer brand. Take time to gather feedback, analyze findings and track the impact of new initiatives. Don’t be afraid to experiment with new perspectives and unconventional approaches to stand out from the crowd. 

With the right balance of boldness and research, you can craft a magnetic employer brand that both resonates with candidates and drives critical recruitment metrics. So, take a cue from your marketing peers—be brave, think big, and transform employer branding into a discipline as sophisticated as consumer marketing.  

[On-Demand] The Human Advantage: Redefining Employer Value Proposition for the New World of Work

Posted on by sbennett

[On-Demand] The Human Advantage: Redefining Employer Value Proposition for the New World of Work

Engaged and empowered employees are the key to unlocking productivity and profitability. Over the past few years, worker priorities have shifted—employees now prioritize meaningful work, development opportunities, work-life balance, and a sense of belonging over job security and loyalty. To respond, employers must evolve their employer value proposition (EVP) to a personal value proposition—what we call a PVP—to attract, engage and retain top talent.

Join PeopleScout Global Head of Talent Advisory Consulting Simon Wright and Employer Brand Strategist Amy Turner  for our Talking Talent Webinar, The Human Advantage: Redefining Employer Value Proposition for the New World of Work, available on-demand now.

In the webinar, Simon and Amy provide insights on:

  • The cost of disengaged and unsatisfied employees in terms of productivity loss and turnover
  • How emphasizing employee well-being and purpose can boost engagement, innovation and performance
  • Shifting from a generic EVP to a tailored PVP focused on each individual
  • And more!

Don’t Make These 10 Employer Brand Mistakes

Posted on by akessler

By Simon Wright, Global Head of Talent Advisory 

Let’s be real—crafting an authentic, compelling employer brand in today’s dynamic talent marketplace is no easy feat. With diverse candidate expectations and rapid digital disruption, even the most seasoned talent acquisition and HR leaders can slip up. Don’t fret if you’ve made some employer branding missteps along the way. To help you diagnose potential gaps, I’ve put together this handy list of 10 common employer brand mistakes.  

These pitfalls can erode candidate trust, diminish your employer value proposition, and even cost you top talent. Learn from other companies’ miscues to refine your brand messaging and employee experience. The key is course-correcting before your employer brand perception deteriorates further. Let’s dive in! 

1. A One-Size-Fits-All Approach  

Companies often craft a single, broad message, expecting it to resonate with everyone. In our diverse world, nuanced tailoring to different demographics, cultures and backgrounds is far more impactful.  

By evolving your employee value proposition (EVP) into a dynamic, human-centric personal value proposition (PVP) you embrace a flexible approach that addresses employees’ diverse needs and aspirations as unique individuals, not just workers. The PVP does not replace the EVP; rather, it evolves it. It’s not just about being an attractive employer. It’s about enabling each individual to realize their full potential, and in doing so, empowering your organization to thrive in an increasingly competitive and complex landscape.  

Learn how to evolve your EVP to a human-centric PVP and increase productivity 23%.  

2. Overlooking Employee Voices 

Employers sometimes mistake professional aesthetics for authenticity, sharing polished, yet hollow messages. In today’s world of TikTok and Instagram, your talent craves real talk and real storytelling. At the end of the day, facts and stats don’t connect like stories do—whether it’s through videos, podcasts, blogs or social media posts. 

One of the most effective ways to manage perception and shift views is through showcasing real-life employee experiences, achievements and testimonials to highlight the positive aspects of your workplace. PeopleScout’s recent research, Inside the Candidate Experience, found that 35% of organizations don’t feature their real employees on their career site. Yet, 86% of candidates say they value stories from employees and that it helps to influence their job search. 

Employee testimonials can provide the most candid and compelling insights about a company and are one of the best ways to inject authenticity into your employer brand. So, put your people first, and let their journeys within your organization take center stage. Leveraging employee advocates in your employer brand and candidate attraction content will help you grab hearts and stand out from the competition.  

3. Static Branding in a Dynamic World  

The pandemic was a major shift that changed people’s perspectives on work. The Great Resignation shook things up even more, with workers now expecting a lot more from employers when it comes to meaningful work, development opportunities, work-life balance and flexibility. However, many organizations are still relying on the same old pay and perks-focused EVPs that just don’t inspire today’s talent anymore, leading to low engagement and high turnover. 

Companies that define their employer brand—but don’t revisit and revise it periodically—risk appearing out of touch or stagnant. If your organization hasn’t updated its employer in the last three years, you’re overdue. 

4. Overemphasis on Perks, Under-Emphasis on Purpose  

Modern employees, especially younger generations, often prioritize purpose and impact over perks. Our research shows that half (50%) of candidates say an organization’s mission and purpose are key influences on their decision to apply. Yet, less than half of employers show information about the organization’s mission, purpose or values on the career site. Companies that solely highlight surface-level benefits may miss attracting deeply committed talent. 

Top Considerations When Looking for a new Job by Generation

candidate experience
(Source: Inside the Candidate Experience 2023 Report) 

Candidates want fulfilling employment and a company that upholds their values. By not featuring this information on your career site, you’re passing up an opportunity to create an emotional connection with your talent audiences. 

I know what you’re thinking—why not just direct candidates to where this information is on our corporate site? Here’s the thing: the second you send applicants somewhere else, you risk losing them. They may never make it back to actually submit an application. Instead, make things seamless by keeping the candidate journey in one place. The more you immerse talent in an experience right on your career site, the more likely they’ll envision themselves at your organization and apply for a job.  

5. Over-Promising, Under-Delivering 

Brands sometimes craft a compelling and aspirational image, but if the day-to-day reality doesn’t match, it can lead to disillusionment and distrust among employees. 

The number one obstacle for candidates when it comes to applying is not knowing what it’s like to work at an organization. So, brands that can show candidates what their day-to-day tasks will look like in a role will see more applications and higher-quality candidates. Consider creating videos that show a diverse range of your employees in their real work environment so candidates can see themselves in the role and at your organization.  

6. Neglecting Feedback Loops 

Not establishing mechanisms to gauge how the employer brand is perceived internally and externally leaves companies blind to misalignments or areas of improvement. Different workforce segments—full-time workers, contingent workers, working parents, employees just starting their careers and those considering retirement—all have diverse needs. So, involving employees in the EVP development process is a great way to ensure their voices are heard and their perspectives are considered.  

Conducting focus groups, workshops or surveys to gather employee input and insights will help you understand how to tailor your EVP to these unique segments. This collaborative approach fosters a sense of ownership and buy-in among employees, increasing their engagement with the EVP and creating a crucial step toward achieving a PVP. 

7. Not Addressing Negative Perceptions  

Ignoring negative reviews on platforms like Glassdoor can further erode trust. A proactive, open approach of responding to reviews is one of the most important ways to create a strong brand presence on employer review sites.  

Leaving thoughtful replies demonstrates maturity and commitment to growth and is guaranteed to show candidates and employees that you care—regardless of whether the feedback is positive or negative. In fact, according to a Glassdoor survey, 62% of job candidates agree their perception of a company improves after seeing an employer respond to a review. 

8. Lacking Cultural Competence 

Global brands must recognize and respect the cultural nuances of the regions they operate in. A message that resonates in one culture might misfire or even offend in another. A lack of cultural literacy in your employer brand can lead to confusion among your talent audiences, making it more difficult to recruit top talent.  

When it comes to your global talent strategy, it is important to work with local employees to build an employment brand that is effective across the world. Plus, you want to ensure that your recruitment marketing campaigns are culturally appropriate in each region. This could even include leveraging different social media sites which can have varied relevance for employer brand recognition and job searches from country to country. 

9. Failure to Integrate Your Employer Brand Across Touchpoints  

An employer brand isn’t just about recruitment ads or company websites. It should be integrated into every employee touchpoint, from onboarding to training to exit interviews. 

Every aspect of your employer brand—from voice to visuals—should capture the essence of life at your company. When candidates see your brand personality reflected everywhere, it builds trust. They don’t just hear you boast about culture fit and experience—they feel it through every interaction. So, let your employer brand shine through in big and small ways on your career site, social posts, job descriptions and more. Candidates will gain confidence that your employer value proposition rings true if you walk the walk at every step. 

10. Ignoring the Role of Middle Management 

While top leadership plays a role in defining the brand, it’s often middle management that has the most face time with employees. They translate your employer branding into daily reality. If they aren’t aligned with the brand message or don’t embody its values, the EVP can quickly fall apart as employees recognize the inconsistencies between branding and behavior. 

Managers should undergo employer branding training. When the entire management chain fully buys into the brand promise, managers can activate it for both employees and candidates. With alignment from executives to front-line supervisors, your employer brand transforms from buzzwords into actual company culture. 

PeopleScout Can Help You Avoid Employer Brand Mistakes 

Avoiding common employer brand mistakes takes dedication, but the rewards are well worth the effort. By sidestepping these pitfalls, you’ll craft authentic and human value propositions, strengthen candidate connections and build an employer brand that is flexible enough to speak to a variety of talent audiences.  

PeopleScout’s award-winning in-house Talent Advisory team has fresh ideas to help you evolve your employer brand. Contact us today to get help with your toughest challenges. 

Achieving a 38% Recruitment Cost Reduction for a Multinational Retailer

Posted on by akessler
Achieving a 38% Recruitment Cost Reduction for a Multinational Retailer

Retail RPO

Achieving a 38% Recruitment Cost Reduction for a Multinational Retailer

PeopleScout helped this retailer with their fluctuating high-volume hiring needs in a difficult market with high turnover and non-competitive salaries, resulting in a 38% cost reduction.

97 % success retaining new hires
62 hiring events hosted in a three-month period
38 % reduction in cost per application

Situation

This multinational retailer required a high volume, flexible RPO solution to ramp hiring up and down based on their seasonal peaks. This included hiring for a variety of positions such as in-store hourly roles, supply chain, security, alterations and restaurant staff.  

Solution

PeopleScout created a scalable solution that meets the retailer’s unique needs and seasonal requirements.  

  • A full-cycle hiring program including sourcing, screening, interviewing, background checks and offer decisions 
  • Seasoned recruiting experts across the U.S., UK, India and Poland to augment the client’s team 
  • Introduced a streamlined high-tech application process with quick apply and screening via automated text using Affinix Digital Interview, Affinix CRM and Affinix Analytics 
  • Comprehensive training for all new PeopleScout account team members, including classroom learning, shadowing and certifications to ensure full understanding of the client culture and values before officially starting client recruiting support  
  • Talent Advisory solutions including creation and management of automated recruitment marketing campaigns leveraging Google Display Network, Indeed One-Click and AppCast,  a tool that analyzes highest performing channels and adjusts budget usage accordingly 
  • In addition to the high-volume RPO efforts, PeopleScout created niche, specialized recruitment teams for various hard-to-fill job functions 

Results

  • Achieved 97% success in retaining new hires to ensure those who accepted the offer showed up to the first day on the job, above the client’s goal of 95% 
  • 995,000 clicks and 202,600 applications to sponsored jobs on Indeed in a three-month period 
  • Hosted 62 physical and virtual hiring events, receiving 12,000 RSVPs and making 1,800 offers at virtual events within a three-month period 
  • 41,000 clicks and 2,800 applications to jobs promoted on a variety of job boards in a three-month period 
  • 38% reduction in cost per application 
  • Ramped internal team up and down based on fluctuations in requisitions, as illustrated in the hiring graph below 
retail RPO

At a Glance

  • COMPANY: Multinational Retailer
  • PEOPLESCOUT SOLUTIONS: Recruitment Process Outsourcing, Talent Advisory, Affinix
  • ANNUAL HIRES: 60,000+
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Menopause in the Workplace: Creating a Supportive Environment for Women

Posted on by akessler

Once a taboo topic, menopause in the workplace is having a moment. And it’s about time. Globally, 657 million women are in their menopausal years (aged 45–59) and around half contribute to the labor force. According to CIPD, three out of five (59%) working women between the ages of 45 and 55 who are experiencing menopause symptoms say it has a negative impact on them at work.  

With stereotypes and embarrassment persisting, some women try to push through the challenges on their own. But at an age when many women are stepping into leadership roles, employers must do more to support employees who are experiencing symptoms of menopause in the workplace. 

What is Menopause? 

Menopause signals a natural transition in a woman’s life, marking the end of menstruation and fertility. It typically occurs between the ages of 45 and 55 as hormone levels fluctuate and decline. While a normal part of aging, menopause can usher in a variety of symptoms. Hot flashes, night sweats, insomnia, fatigue, memory lapses, mood swings—no two women experience it the same.  

How Menopause Impacts Women at Work 

In the same CIPD report, nearly two-thirds (65%) of women said they were less able to concentrate. More than half (58%) experienced more stress, which led to less patience with clients and colleagues.  

Not only do menopause symptoms disrupt focus, but they can also impact morale and attendance. In fact, 30% of impacted women have taken sick leave because of their symptoms. However, only a quarter of them felt able to tell their manager the real reason for their absence with some citing embarrassment (34%) and concerns about privacy (45%). Even more concerning is that another 32% said an unsupportive manager was the reason for not disclosing. In some cases, women have even left their jobs due to these challenges.  

The decrease in engagement and loss of productivity shouldn’t be overlooked by employers. A report from the Mayo Clinic revealed the U.S. economy loses $26.6 billion (USD) each year due to lost productivity and health expenses resulting from employees who are managing menopause symptoms.   

With the right support, women can shine through menopause without missing a beat in their careers. Enlightened leaders can create a culture where women openly discuss their experiences and get the flexibility they need.  

How to Create a Supportive Environment for Menopause in the Workplace 

HR leaders have real power to destigmatize menopause and help women thrive. By treating this transition as you would any other employee wellbeing topic and regularly evaluating policies, you can set the tone for women in your organization. Menopause isn’t just about managing symptoms. It’s about supporting employee growth. 

So, how can CHROs foster a supportive environment for menopausal staff? Here are some recommendations: 

1. Encourage open dialogue and self-advocacy. Make space for open, judgment-free conversations about menopause and let women know assistance is available. Breaking the stigma through dialogue and education is key. 

2. Review policies through a menopause lens. Is time off sufficient? Are you penalizing women unfairly? Consider putting a dedicated menopause policy in place. Ensure that work schedules, remote work options, and time off allowances give women managing menopause the flexibility they need to manage their symptoms.  

3. Make accommodations. Give leeway on start times for sleep struggles. Allow remote work flexibility. Simple adjustments like cooling fans, access to cold water and relaxed dress codes can go a long way to help ease hot flashes. 

99% of women don’t get any menopause benefits at work 

4. Provide education. Make educational resources readily available including FAQs, support groups, webinars, workshops. Consider offering menopause-specific training for managers so they feel more comfortable initiating menopause discussions. Plus, ensure they understand your policies to ensure women are not penalized or sidelined in performance reviews and career advancement unfairly due to menopause difficulties. 

It’s time to move past minimizing women’s symptoms or whispering about “the change.” Companies that support women experiencing menopause in the workplace are better at holding on to experienced female talent and avoiding costly turnover. With the right policies and culture, women can feel empowered and valued during this transition. When women feel their company has their backs through this transition, that loyalty and trust lasts. They’ll repay it with their talent and dedication. 

The Gender Gap in Energy and Utilities: 3 Strategies for Powering Change

Posted on by nfuqua

The energy and utilities sector has a gender problem. The field is overwhelmingly male-dominated, and if providers are going to be able to meet the global demand in the future, talent leaders in the industry must bring in more women to tackle the gender gap in energy and utilities. 

Women make up 39% of the global workforce, but only 16% of the traditional energy sector. This varies by location and job type. In the U.S., natural gas and nuclear energy have the highest percentage of female workers, at 35% and 34%, respectively. But in some countries, like Japan, women make up only 3% of the energy workforce.  

According to Deloitte, over two-thirds of executives rate DE&I as an important issue. And for good reason. Diversity is strongly tied to innovation. Diverse teams—including women, neurodivergent individuals and professionals from underrepresented backgrounds—are more creative, make better decisions and solve problems more efficiently. 

Additionally, the energy and utilities industry is facing a massive talent shortage. According to McKinsey, the global renewables industry will need 1.1 million blue-collar workers to develop and construct wind and solar projects and another 1.7 million workers to operate them, including laborers, electricians and operating engineers. On top of that, an additional 1.3 million white-collar workers will be needed to install, operate and maintain these facilities, including wind and solar project developers, project managers, finance experts, legal staff and many other roles. 

If talent leaders in the sector stick to the same recruiting strategies aimed at the same talent pools, providers will be understaffed, customers could see more energy service disruptions and workers could experience more incidents and accidents. 

In this article, we provide three strategies for increasing the number of female workers in energy and utilities to close the gender gap. 

1. Address Barriers for Women  

In order to effectively recruit women into the industry, talent leaders need to understand what is keeping them away and work to remove those barriers to entry.  

One important issue is pay. Globally, women in the sector face a wage gap that is more than twice as large as it is in non-energy jobs. According to the World Economic Forum, women in energy make about 20% less than their male coworkers. Their research shows that the wage gap stays the same when accounting for ability, education and potential experience, indicating that the gap is not because of differences in skill levels. 

This leads to women in the industry being more likely to leave their positions than men, creating a challenge for employers looking to retain their female workforce.  

One step employers can take is to complete a pay equity audit. According to the Harvard Business Review, a pay equity audit involves comparing the pay of employees doing “like for like” work in an organization. To complete this effectively, you will need each employee’s length of service, job classification and demographic information. From there, auditors can perform a regression analysis to account for pay differences based on factors like experience, education and training to identify differences based on gender, race or age.  

With that data, experts recommend a two-pronged response. One is remediation, or adjusting the pay of any employees that may qualify. The next step is to identify what led to salary discrepancies in the first place. Were there incorrect job classifications? Or does the hiring process allow for wide differences in starting salaries? This will help create a fair and equitable process going forward.  

Additionally, companies shouldn’t be shy or secretive about the work they are doing to build a better workplace environment for women. Workers value that transparency. In fact, several large organizations have made headlines for announcing when they’ve reached gender pay equity, like Adobe and Intel.  

2. Invest in Diverse Sourcing Strategies 

Once talent leaders confirm that their organization provides a fair and equitable environment for female workers, the next step is finding them. The energy and utilities industry is not alone in this need. Across all science, technology, engineering and math (STEM) jobs, women only account for 28% of the workforce. 

Energy employers should invest in sourcing strategies aimed at underrepresented workers. Consider adding an AI sourcing tool that can identify passive candidates with the skills needed to succeed at your organization.  

Some recruitment CRMs have automated talent matching capabilities that search candidate databases to find qualified candidates for any role. Candidates are then ranked by how closely they fit the role requirements, how likely they are to leave their current position, and their average tenure. Unlike a manual sourcing process, automated talent matching can help fill the top of your funnel in seconds.   

Notably, in PeopleScout’s AffinixTM CRM, Talent Finder can find and filter qualified candidates. The Diversity Boost feature also amplifies diverse candidates to help you reach your DE&I goals. It even allows talent leaders to identify what diversity means at their organization, including the goal of identifying qualified female candidates.  

Also consider low-tech approaches to sourcing more female candidates. Attend “Women in STEM” hiring events, and partner with colleges and universities. The energy sector has become a hard sell for young workers, especially in fossil fuels. One study found that only 44% of millennials and Gen Z in STEM programs would be interested in working in the sector, but 77% were interested in tech. Identifying potential candidates and intervening early can help change minds and bring in more candidates.  

3. Update your Employer Brand 

Finally, talent leaders in the energy and utilities sector need to make sure that their employer brands appeal to female workers. Are DE&I efforts advertised? Do women appear in careers site imagery? What about company leadership?  Are women represented? 

Your employer brand is your most powerful tool in attracting top talent. The energy industry lags behind in employer branding and digital recruitment marketing, two factors that appeal to millennial and Gen Z workers and can attract more women. Showcase and celebrate female workers and leaders in places like your careers site and social media. Share the progress you’re making toward diversity and inclusion goals. Advertise benefits like mentorship programs and leadership training.  

Also consider your job postings. Do they include gendered language? Words like “competitive, dominant or leader” may discourage women from applying. One survey found that male-dominated fields tend to use more masculine words in job descriptions, at 97%. 

These changes can make a real impact. For example, a manufacturing client that operates in an industry that has historically been male-dominated partnered with PeopleScout with the goal of increasing the number of female applicants and hires. PeopleScout worked with the client to develop the Women in Manufacturing campaign. PeopleScout interviewed nearly 20 women who work in roles across the company and who love their jobs. Using this information, PeopleScout built candidate personas to target women interested in the industry, and created a campaign featuring real women who work for the client. 

Using our proprietary talent technology Affinix™, we built a dedicated landing page and talent community for female candidates. The four-week Women in Manufacturing campaign launched on International Women’s Day and showcased the company’s woman-friendly, inclusive culture. The campaign featured employee spotlights, videos and stories to showcase how women are integrated into the corporate culture and are integral to the company’s success. This increased the number of women who visited to the employer’s careers site and is moving the needle on the company’s DE&I goals.  

Think Long Term to Close the Gender Gap in Energy and Utilities 

As with many male-dominated industries, progress won’t happen overnight, but employers should set reasonable and achievable goals to close the gender gap in energy and utilities. With the staffing challenges facing the industry, building a more diverse workforce for the future isn’t an option—it’s a necessity.  An RPO partner brings industry expertise, recruitment technology and talent advisory solutions to the table, providing employers the tools they need to find and hire more diverse talent.  

For more insights on recruiting in the energy and utilities sector, download our ebook, The Recruitment Handbook for Energy and Utilities.

The Multigenerational Workforce: Bridging the Gap So Everyone Can Thrive [Infographic]

Posted on by akessler

It’s a new era in the workforce as we speed towards 2030 with four powerhouse generations in the mix: Baby Boomers, Gen X, Millennials and Gen Z. Understanding what makes your employees of all ages tick is the key to unlocking a culture where everyone thrives.

Check out this infographic on the multigenerational workforce and pave the way for an inclusive workplace that’s all about motivation and growth.

Get more on the multigenerational workforce in our guide, Destination 2030: 10 Predictions for What’s NEXT in the World of Work.