Category: Talent & Market Insights

Beyond the Beaten Pathway: Creative Assessment for TMP Worldwide’s Emerging Talent Search

Posted on by akessler
Beyond the Beaten Pathway: Creative Assessment for TMP Worldwide's Emerging Talent Search

Graduate Assessment

Beyond the Beaten Pathway: Creative Assessment for TMP Worldwide’s Emerging Talent Search

Discover how PeopleScout designed an innovative graduate assessment process for TMP Worldwide’s new development programme. Our reciprocal choice model, Gen AI-resilient tools, and bespoke selection stages that achieved 100% offer acceptance while identifying future leaders who aligned with company values.

100 % attendance rate for the assessment centre
100 % offer acceptance rate
Gen AI resilient assessment process
Gen AI resilient assessment process

Situation

TMP Worldwide—a transformative, multi-award-winning advertising agency that dominates UK media buying, employer branding, recruitment marketing, and resourcing—had big plans. They’d created a brand-new two-year graduate development programme designed to cultivate their next generation of leaders. The catch? Just three coveted spots were available.

While TMPW had successfully designed and delivered numerous graduate assessment processes for their clients, this was the first time TMPW was running a scheme of their own. Unlike a typical graduate scheme with rigid degree requirements or university hierarchies, TMPW’s Graduate Pathway was designed to find graduates with a different mindset who could maximise every learning opportunity and emerge as genuine trailblazers.

They were working with shorter-than-usual timescales and needed maximum return on investment. The challenge was on to design and deliver a bespoke, forward-focused and cost-efficient early careers assessment process to unearth three brilliant graduates.

With no historical data to lean on and an evolving early careers landscape, the process had to be flexible enough to scale up or down based on unknown application volumes—all without affecting costs or timelines. Plus, they needed to stay ahead of the curve with Gen-AI-aware design features that would protect the process from unwanted disruption from candidates potentially using Gen AI to exaggerate or misrepresent their skills.

Solution

PeopleScout’s Assessment Psychologists crafted a bespoke, end-to-end selection process that brought TMPW’s unique proposition to life. This wasn’t about adapting existing frameworks—this was industry-first thinking that gave candidates multiple opportunities to showcase their strengths through an engaging, informative experience.

We started from scratch, applying best practice design principles with a creative twist. We began with research to capture the expertise and perspectives of key Graduate Pathway stakeholders to build a values-led assessment framework that truly embodied TMPW’s culture.

The Reciprocal Choice Revolution

Here’s where our different mindset really showed. Instead of the traditional one-way selection approach, we developed an innovative reciprocal choice model based on TMP’s values and candidates’ evolving expectations. This creative solution emphasised mutual fit over one-sided evaluation, embedding informed candidate choice throughout the process and prioritising transparent, authentic two-way communication between candidate and company.

We integrated realistic job preview (RJP) elements at every stage, ensuring candidates could make genuinely informed decisions about their future with TMP.

We recognised the potential for Gen-AI-enabled applicants to impact the accuracy of hiring decisions and were transparent with candidates about AI usage and issued training and guidance to recruiters.

Three Stages of Discovery

Our creative approach unfolded across four carefully designed stages, each providing deeper insights into both the programme and TMPW while enabling candidates to self-assess their alignment with the company.

Stage 1: Killer Questions

We kicked off with strategically crafted questions based on realistic job previews and informed choice principles. This wasn’t about catching people out—it was about helping the right candidates identify themselves early.

Stage 2: Gen AI-Resilient Sift

Our Gen AI-resilient sift tool assessed priority criteria from the framework, using autoscored situational and preference questions specifically designed to limit Gen AI disruption. This ensured we were evaluating genuine responses and different thinking styles.

Stage 3: Asynchronous Video Interview

We invited the highest-scoring candidates to pre-record a video interview. Those who gave personalised, unique responses earned their place at our immersive assessment centre at TMPW’s London headquarters.

Stage 4: Immersive, Work-Sampling Assessment Centre

This final stage provided realistic work samples and genuine previews of life at TMPW and the nature of role, testing holistic match and ensuring successful candidates could make fully informed decisions when it came to accepting offers—fulfilling our goal to make the right hires the first time and every time.

Results

Interest in the pathway was huge, and our creative solution delivered exactly what TMPW needed. With automated sifting, asynchronous video interviews, and extensive self-assessment opportunities, we identified candidates who were both exceptionally talented and genuinely motivated to succeed at TMPW.

TMPW were overwhelmingly happy with what we managed to achieve, including:

  • Maintaining a highly diverse candidate pool through to the assessment centre.
  • Highly eligible assessment centre candidates who scored highly across the full set of assessment criteria during the exercises and interviews.
  • Cost-effective use of only bespoke-designed assessments with no cost-per-use or licence costs, as well as the ability to scale up without increasing costs.
  • 100% attendance rate for the assessment centre.
  • 100% offer acceptance rate.
  • Positive feedback on the assessment experience from candidates.
  • The identification of strong future leaders who aligned with TMP’s company values and unique culture.

This industry-first approach didn’t just fill three graduate positions—it created a blueprint for identifying and attracting different thinkers who’ll drive competitive advantage for TMPW and their clients for years to come.

Candidate Feedback:

  • “I enjoyed how immersive and hand-on the process was. There were lots of different styles of tasks.”
  • “The process was very creative and unique.”

At a Glance

  • COMPANY
    TMP Worldwide UK
  • INDUSTRY
    Consulting
  • About TMP Worldwide
    TMP Worldwide UK is a leading recruitment marketing agency, specialising in connecting top talent with employers through innovative and data-driven solutions. With decades of experience in the talent acquisition space, TMP Worldwide UK helps employers to attract, engage, and retain the best candidates. Focused on driving measurable results through strategic employer branding, recruitment advertising, and recruitment technology, TMP Worldwide UK helps organisations to outthink their competitors and build stronger, more diverse workforces. For more information, please visit www.tmpw.co.uk. TMP Worldwide UK is part of PeopleScout, a TrueBlue (NYSE: TBI) company, a global talent solutions leader that provides unmatched scalability to meet the hiring needs of organisations of all sizes.
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PeopleScout Jobs Report Analysis – July 2025

Posted on by lloftus

U.S. employers added just 73,000 jobs in July, well below expectations. Revisions to prior months were significant, with May and June gains adjusted downward by a combined 258,000 jobs. The unemployment rate ticked up slightly to 4.2%, while the labor force participation rate held at 62.2%. July job growth was concentrated in health care (+55,000) and social assistance (+18,000), continuing the trend seen over the past several months. Federal government employment declined by 12,000, while most other sectors saw little to no movement. Wage growth remained stable, with average hourly earnings rising 3.9% year-over-year.  

The Numbers 

  • 73,000: U.S. employers added 73,000 jobs in July. 
  • 4.2%: The unemployment rose slightly to 4.2%. 
  • 3.9%: Wages rose 3.9% over the past year.  

The Good 

While July’s headline number fell short of expectations, several indicators suggest ongoing resilience in key areas of the labor market. Healthcare once again served as a bright spot, adding 55,000 jobs—well above its 12-month average—while social assistance roles increased by 18,000. These two sectors accounted for nearly all net job growth, underscoring persistent demand in care-related industries. Wages also continued to rise, with average hourly earnings up 3.9% year-over-year, outpacing inflation and contributing to real income gains. Additionally, the average workweek edged back up to 34.3 hours, providing a reassuring signal that employers are maintaining labor utilization. 

The Bad 

Total nonfarm payroll growth slowed to just 73,000 jobs in July, its weakest pace since March. More notably, revisions to May and June figures erased a combined 258,000 previously reported gains, suggesting the labor market has been cooling more than initially understood. The unemployment rate rose slightly to 4.2%, while the labor force participation rate held at 62.2%—both relatively flat but trending below recent highs. Job losses continued in the federal government (-12,000) and most other major industries showed little or no growth, pointing to a broad-based slowdown in hiring. 

The Unknown 

July’s report adds to growing uncertainty about the direction of the labor market in the second half of the year. While some sectors remain stable, the sharp revisions and widespread hiring stagnation raise questions about employer confidence amid ongoing economic pressures. Factors such as shifting trade dynamics, geopolitical risk and tighter financial conditions may be influencing hiring decisions. At the same time, the Federal Reserve’s wait-and-see stance may persist given the mixed signals—slowing job growth alongside stable wages and hours worked. Whether July marks a temporary pause or a more sustained cooling trend remains to be seen. 

Conclusion 

The July 2025 jobs report reveals a labor market that is clearly losing steam, though not yet in retreat. Job growth slowed and previous months’ strength was revised downward, but steady wage gains, stable workweek hours and continued hiring in care-related sectors offer some encouraging signs. As broader hiring momentum fades, organizations will need to focus on workforce agility and precision in talent strategy to maintain productivity and prepare for an increasingly uncertain economic landscape. 

5 Signs Your Recruitment Strategy Needs Modular RPO 

Posted on by akessler

Many organizations mistakenly believe Recruitment Process Outsourcing (RPO) solutions are only for large enterprises with ongoing, high-volume hiring needs. While full-scale RPO might seem out of reach for some organizations, a modular RPO approach offers the flexibility to address specific recruitment challenges without overhauling your entire talent acquisition infrastructure. 

Modular RPO can deliver value to organizations of any size, including small- to medium-sized enterprises or those with short-term or specialized hiring requirements. Here are five key indicators that your current recruitment strategy might benefit from a modular RPO solution. 

1. Your Internal Team Is Struggling to Keep Up with Demand  

When your organization faces sudden spikes in hiring demand—whether for seasonal recruitment, rapid expansion, or project launches—your internal team can quickly become overwhelmed. These periods of increased volume often require you to scale up recruitment efforts quickly without the luxury of permanently increasing your internal headcount. 

Maintaining quality while meeting aggressive timelines becomes nearly impossible with existing resources. Your team may resort to rushed screening processes, extended working hours, or compromised candidate experiences, all of which can lead to poor hiring decisions and damage to your employer brand. 

Modular RPO provides the surge capacity you need during these peak periods. Specialized teams can quickly ramp up to handle the increased volume or hiring for a new project while maintaining consistent quality standards. Once the hiring surge or project is complete, you can scale back the support without the ongoing costs and complications of permanent staff additions. 

This approach is particularly valuable for organizations with predictable seasonal patterns, such as retail companies preparing for holiday seasons, or those opening new facilities that require rapid team building. 

2. You’re Managing Specialized Skill Requirements with Different Candidate Experiences 

When you need to hire for roles requiring niche expertise or hard-to-find skills, your internal team may lack the specialized knowledge, professional networks or sourcing strategies needed to identify and attract the right candidates. The talent pool may be limited, candidates may be passive and not actively job searching, or the role may require specific credentials that are difficult to assess without industry expertise. 

Different specialized roles also demand vastly different candidate experiences. A software engineer’s journey differs significantly from a marketing manager’s or a specialized researcher’s expectations. Each requires tailored communication, specific assessment methods, and industry-appropriate processes that your recruitment team may struggle to deliver consistently. 

Case Study: Infrastructure Company Ecologist Role 

An infrastructure company struggled to fill a newly created ecologist role due to low brand recognition in the environmental sector and poor response to the job ads. The company’s internal recruitment team lacked the specialized knowledge and networks needed to proactively approach environmental professionals. 

PeopleScout’s Talent Sourcing solution provided specialized headhunting, screening, and shortlisting services, allowing the client to retain their usual interview and offer management processes. We led a targeted search across industry governing bodies, environmental societies and networking groups, reviewing over 700 profiles. We proactively reached out to passive candidates to inform them of the role and gauge their interest, dispelling misperceptions about the transport industry at the same time. 

The result was a shortlist of two qualified candidates, resulting in a successful hire within 11 weeks—a significant improvement over the client’s previous unsuccessful attempts. 

👉 Read the full case study. 

3. You Need to Scale Rapidly in New Markets or Unfamiliar Territory 

When entering new markets, launching new product lines, or expanding into unfamiliar territories, your organization faces unique recruitment challenges that require rapid scaling capabilities. You may lack local market knowledge, employer brand recognition, or understanding of regional compensation and cultural expectations, all while needing to build teams quickly to capitalize on new opportunities. 

Modular RPO solutions, like PeopleScout’s Talent Mapping or Organizational Culture & EVP Diagnostic, can support recruiting in new geographic markets by helping you understanding local talent pools, competition, regulatory requirements, and how to adapt your employer brand for cultural nuances. Without this expertise, you risk extended time-to-fill, higher costs, and poor candidate experiences that can damage your reputation in the new market before you’ve even established yourself. 

Case Study: Consumer Goods Brand Transition 

A consumer goods brand splitting into two companies needed to optimize their talent acquisition strategy to support the transition and future growth. The challenge involved not just managing the launch of the two companies but also improving their ability to compete for talent in competitive rural markets. 

PeopleScout’s Talent Diagnostic solution team assessed their entire talent lifecycle, including conducting over 20 stakeholder interviews. The diagnostic focused on improving access to high-quality candidates in competitive rural markets, and provided recommendations for process streamlining and technology optimization to create consistent candidate experiences and diverse talent pools. 

The client praised the expertise, partnership and flexibility during this critical transition period. Based on the diagnostic recommendations, they engaged PeopleScout for a full-cycle RPO implementation, demonstrating how modular solutions can evolve into broader partnerships when they deliver value. 

👉 Read the full case study. 

4. Time-to-Fill Metrics Are Consistently Missing the Mark 

If your average time-to-fill has stretched beyond industry benchmarks and continues to climb, it’s often a symptom of deeper resource constraints. Your internal recruitment team may be overwhelmed with current demands, but a full RPO solution seems excessive or costly for your organization’s size or hiring volume. This is a common scenario where modular RPO provides the perfect middle ground when adding permanent headcount may not be possible. 

Modular RPO allows you to augment your internal team’s capacity in specific areas where you’re experiencing the greatest strain. From initial candidate sourcing to onboarding, you can add specialized support without the commitment and cost of full-service RPO.  

This approach is particularly valuable for mid-sized organizations that have outgrown basic recruitment methods but aren’t ready for enterprise-level solutions. It provides access to advanced recruitment technologies, methodologies, and expertise that would be cost-prohibitive to develop internally. 

5. When Drop Offs and Early Turnover Has Increased  

If you’re experiencing high drop-off rates during the hiring process and increased early turnover among new hires, it’s a clear sign that specific parts of your recruitment process are consistently underperforming or creating bottlenecks. High drop-off rates may stem from poor candidate communication, lengthy or confusing application processes or misaligned expectations. Early turnover often results from inadequate candidate assessment methods, poor cultural fit evaluation or lack of communication to keep new hires warm before their start date.  

Leading modular RPO providers can conduct process diagnostics or EVP diagnostics to identify specific areas where candidates are dropping out and implement targeted solutions. Some providers also offer technology diagnostics which can identify areas to improve your recruitment tech stack to find efficiencies. 

By addressing these process gaps, you can improve overall recruitment efficiency and effectiveness without disrupting the parts of your process that are working well. This surgical approach often delivers better ROI than attempting to fix everything at once. 

Are You Ready for Modular RPO? 

Modular RPO isn’t about replacing your internal recruitment function—it’s about strategically augmenting it to address specific challenges and gaps. The beauty of modular RPO lies in its flexibility and scalability. So, how do you know if you’re ready for a modular RPO solution? 

Signs You’re Ready for Modular RPO 

  • You’re looking to scale recruitment efforts without increasing permanent talent acquisition headcount
  • Your recruitment process is underperforming, and you need a targeted and/or short-term solution 
  • You need specialized expertise for specific roles or markets 
  • You want to maintain control over certain aspects of hiring while improving others 
  • You want to test RPO services before committing to a full solution 

The goal is to create a hybrid approach that combines the strengths of your internal team with specialized external expertise. By partnering with modular RPO providers for specific challenges, you maintain control over your overall hiring strategy while accessing the tools, technologies, and expertise needed to compete effectively in today’s talent market. 

You can start with a focused pilot program targeting your most pressing recruitment challenge. As you see results and build confidence in the partnership, you can expand the scope to address additional needs or role types. 

In an environment where the right hire can make or break business initiatives, organizations that strategically leverage modular RPO gain a significant competitive advantage. If any of these signs resonate with your current situation, it may be time to explore how modular RPO can transform your recruitment outcomes. 

PeopleScout Jobs Report Analysis – June 2025

Posted on by lloftus

U.S. employers added 147,000 jobs in June, surpassing expectations of 110,000 and slightly above May’s upwardly revised total of 144,000. The unemployment rate declined to 4.1%, its lowest since February, despite a drop in labor force participation to 62.3%—the lowest since late 2022. Government employment led job gains, and healthcare and social assistance remained strong. Manufacturing lost jobs for the second consecutive month, while most other sectors were largely flat. Average hourly earnings rose 3.7% year-over-year, suggesting moderate wage growth.  

The Numbers 

  • 147,000: U.S. employers added 147,000 jobs in June. 
  • 4.2%: The unemployment rate dropped slightly to 4.1%. 
  • 3.9%: Wages rose 3.7% over the past year.  

The Good 

June’s headline job growth exceeded forecasts, signaling continued labor market resilience despite economic headwinds. The unemployment rate’s decline to 4.1% is a positive signal, reflecting strong demand for workers in certain sectors. Government hiring, particularly in education and local services, played a significant role, alongside consistent growth in healthcare and social assistance. Wages continued to rise at a steady pace, with a 3.7% year-over-year increase suggesting ongoing competition for talent in key areas. Upward revisions to April and May data further underscore the stability of recent hiring trends. 

The Bad 

Beneath the surface, signs of cooling are apparent. Private sector hiring slowed sharply to 74,000 jobs in June, down from 137,000 in May, marking the weakest pace in eight months. Manufacturing employment declined by 7,000 jobs for the second month in a row, highlighting persistent challenges in that sector. The labor force participation rate fell to 62.3%, its lowest since late 2022, reflecting an increase in the number of individuals not actively seeking work. The number of long-term unemployed also edged higher, suggesting lingering frictions in the labor market. Additionally, gains in state and local government employment—particularly in education—may be influenced by seasonal or temporary factors, raising questions about their durability. 

The Unknown 

While June’s job growth exceeded expectations, uncertainties remain around the broader economic outlook. The concentration of gains in public sector and healthcare roles suggests that private-sector momentum may be weakening. Ongoing trade dynamics, geopolitical tensions and shifting business investment patterns continue to create an unpredictable environment for employers. The decline in labor force participation raises questions about worker availability and longer-term labor supply trends. As the Federal Reserve weighs its policy options, June’s mixed signals likely support a continued “wait-and-see” approach rather than immediate action on interest rates. 

Conclusion 

The June 2025 jobs report highlights a labor market that remains resilient at the headline level but shows emerging signs of softening underneath. Strong gains in government and healthcare hiring supported overall growth, while private-sector job creation slowed considerably. A falling unemployment rate alongside lower labor force participation underscores complex dynamics at play. As organizations navigate this evolving environment, maintaining workforce agility and focusing on targeted talent strategies will be crucial to sustaining business performance in the face of ongoing economic uncertainty. 

Is Skills-Based Hiring Really the Next Big Thing?

Posted on by akessler

In the recruitment space, skills-based hiring is on the tip of talent acquisition leaders’ tongues. Is it worthy of all the ink spilled or just the flavour of the month?

The internet is buzzing with headlines framing skills-based hiring as a revolutionary step forward—a clean break from “outdated” methods like focusing on academic qualifications. But as usual, we want to take a more critical look.

Let’s step away from the hype to examine the real pros and cons of skills-based hiring. More importantly, let’s figure out how skills-based hiring can work for you.

Skills-Based Hiring: Is it Really New?

There are three common myths being perpetuated by many of the articles about skills-based hiring:

Myth 1: Educational qualifications have been the main barrier to good hiring decisions.

The argument goes that recruiting teams rely too heavily on degrees and don’t think enough about skills—and if they just focused on skills instead, all their hiring issues would be solved.

This misrepresents how most employers actually make hiring decisions. While education requirements do exist in job descriptions, they’re rarely the primary factor in final hiring choices. Most recruiters already consider multiple factors including experience, cultural fit and demonstrated abilities. Skills-based hiring has its positives and certainly feels more inclusive than rigid degree requirements, but it’s not the revolutionary shift from degree-obsessed hiring that many articles suggest.

Myth 2: Everyone talking about skills is talking about the same thing.

One reason the history of skills-based hiring is hard to track is the absence of a clear, consistent definition of what constitutes a “skill.” In the context of skills-based hiring, a skill could be a competency, strength or motivation—anything that enables a person to do the job well. That landscape is far more nuanced and complex than most articles let on.

The reality is that defining skills is a lengthy process and requires careful consideration of context. But most writers on this subject don’t bother to grapple with this complexity. Instead, they gloss over any real explanation of what skills are, feeding the perception that skills are so simple and universally understood that we don’t need definitions. This creates the illusion that organizations should be able to easily incorporate skills-based approaches without doing the hard work of actually defining what they mean by “skills” in their specific context.

Myth 3: Skills-based hiring and talent management is a new idea, and the bandwagon is leaving the station.

Headlines will have you believe that skills-based hiring is “the next big thing” and a silver bullet that will solve all your workforce woes. However, this doesn’t really reflect most hiring processes.

Even if you’re not actively thinking about skills-based hiring, it’s likely that it is embedded—at least partly—into your hiring process already. Today, recruiters rarely just think in terms of hiring somebody because their qualifications line up to the “essential” section of the job description.

So, skills-based hiring isn’t a new idea. The term might be, but not the practice.

These myths lead us to feel that the noise around skills-based hiring is misleading. It suggests that skills-based hiring is driving the recruitment industry right now, when in reality, very few are moving forward with it in an overt, intentional way.

Getting Started with Skills-Based Hiring When Time and Budgets Aren’t Huge

If you do want to embrace skills-based hiring, here are some practical steps:

1. Start with an Audit

If you’re keen to implement skills-based hiring, first of all, feel reassured that it’s likely already part of your approach, even if you don’t call it that. Start by establishing where you are along the skills-based continuum.

Diagnostics come into their own here. Assess your hiring processes in a structured way, identifying gaps, strengths and opportunities for improvement. It can be beneficial to bring in an external partner like the PeopleScout Assessment Design team, to provide robust, evidence-based, unbiased feedback to maximise impact.

2. Defining Your Skills

Then it comes down to defining skills—for now and the future. These can’t be vague; they need to be carefully defined so that they can be accurately applied. You’ll build these from research, both internally and by looking externally. If you want to have an organisation-wide approach, you’ll need to consider skills relevant for leadership and entry level roles and across departments. Engage your department heads and hiring managers to map these.

3. Look at Your Non-Skills Criteria

You don’t have to remove looking at academic qualifications from your hiring process entirely. However, if there are instances where you’re using an academic qualification as a stand-in for a skill—say, a humanities degree as a signifier of good written communication skills—you can probably move away from it and start focusing more explicitly on the skill itself.

Skills-based hiring can open doors for many candidates—and expand your talent pool. Perhaps your ideal candidate did not go to university, but their written communication skills are more than adequate for the role.

4. Kick Off a Pilot

Even without a big budget to fund an overhaul of your recruitment processes, it’s still possible to make a start. To make it manageable, begin with a small, pilot process. Your audit can help you identify the best starting point—perhaps it’s a particular department or role type.

Once you’ve started, you’ll want to closely monitor it to ensure that the benefits are genuine. Try not to feel pressured into investing too much time, money and resources into skills-based hiring because it is a hot topic. Make changes bit by bit, turn to evidence, and stay reflective.

The Bottom Line

Don’t get overcome by buzzwords. In all likelihood, skills-based hiring has been a part of your process for a while now. If you want to concentrate more on skills-based hiring, start small, remain sceptical of the hype, get external insight, be evidence-based and keep evolving your approach.

PeopleScout Jobs Report Analysis – May 2025

Posted on by lloftus

U.S. employers added 139,000 jobs in May, slightly above expectations but continuing a gradual cooling trend. The unemployment rate held steady at 4.2%, near historic lows. Healthcare and social assistance drove nearly half of last month’s gains, adding 78,000 jobs, while leisure and hospitality contributed 48,000. Other sectors were largely flat, while others saw reductions—manufacturing and government cut 8,000 and 22,000 jobs respectively. Wage growth remained solid, with average hourly earnings up 3.9% year-over-year. However, labor force participation among prime-age workers edged down to 83.4%, signaling potential softening in labor supply. March and April job gains were revised down by a combined 95,000, tempering earlier momentum. Despite persistent policy uncertainty and shifting trade dynamics, the labor market continues to show resilience.

The Numbers 

  • 139,000: U.S. employers added 139,000 jobs in May. 
  • 4.2%: The unemployment rate remained at 4.2%. 
  • 3.9%: Wages rose 3.9% over the past year.  

The Good 

U.S. employers added 139,000 jobs in May, modestly surpassing expectations and reflecting continued resilience in the labor market. Healthcare and social assistance led the way, adding 78,000 new jobs, while leisure and hospitality added 48,000—both sectors outpacing their recent averages. The unemployment rate held steady at 4.2%, maintaining historically low levels. Wage growth remained solid, with average hourly earnings rising 3.9% year-over-year, suggesting ongoing demand for workers. Despite macroeconomic uncertainty, these steady gains point to businesses’ sustained need for talent to meet demand, even as growth moderates compared to prior years. 

The Bad 

Beneath the headline numbers, signs of softening emerged. Job creation was heavily concentrated in a few sectors, while industries like manufacturing shed 8,000 jobs and overall federal government employment declined by 22,000 positions. Labor force participation among prime-age workers (25–54) dipped to 83.4%, reversing some of the gains seen earlier this year and indicating possible hesitancy among workers. Revisions to March and April’s job numbers lowered previous estimates by a combined 95,000, tempering perceptions of earlier strength. Broader measures of employment, including the employment-to-population ratio and alternative unemployment metrics, also showed signs of weakening. 

The Unknown 

While May’s job growth exceeded forecasts, questions remain about the durability of the labor market’s momentum. The concentration of gains in healthcare—driven in part by demographic trends rather than broad-based economic expansion—raises concerns about the underlying strength of demand across industries. Trade uncertainties and shifting global economic conditions continue to weigh on business sentiment, causing uncertainty around future hiring plans. Meanwhile, the Federal Reserve faces the challenge of balancing inflation risks with signs of a gradually cooling labor market as it approaches its next policy meeting. 

Conclusion 

The May 2025 jobs report reflects a labor market that continues to show resilience, but with clear signals of deceleration beneath the surface. Solid wage growth and consistent hiring in key sectors provide reasons for cautious optimism. Yet, downward revisions to previous months’ job gains, imbalances across industries and the decline in labor force participation suggest growing headwinds. As organizations navigate an evolving economic landscape, strategic workforce planning and flexible talent strategies will be critical to sustaining momentum in an increasingly complex environment. 

The Truth About Gen AI & Job Seekers: 3 Insights from Our Latest Research 

Posted on by akessler

The intersection of generative AI (Gen AI) and job seeking has garnered significant attention, with numerous tools available to help candidates with résumés, CVs, cover letters and interview preparation. Media coverage suggests widespread adoption, but actual prevalence isn’t that clear. 

To move beyond the hype and establish a clearer picture of the use of Gen AI across the broad population of job seekers, PeopleScout commissioned YouGov to conduct a comprehensive survey of 1,000 members of the UK public who had changed jobs within the previous 12 months. Our new research report, The AI-Enabled Applicant: How Candidates Are Really Using Gen AI in Recruitment, aims to provide clarity on real usage patterns and to better understand the potential implications for recruitment—especially amongst concerns that candidates might use these technologies to misrepresent their skills and experiences. 

This article is the first in a series exploring the data and grappling with the implications of Gen AI use amongst candidates. Read on for three key findings from our report. 

1. Gen AI Usage Amongst Candidates Isn’t as Prevalent as You Might Think 

While media narratives often portray Gen AI usage as nearly universal among job seekers, our research indicates a more measured reality. Our study reveals that fewer than one in five people (18%) who changed jobs in the UK in the last year used Gen AI at any point in their job search.   

This is considerably lower than media reports have suggested, and it’s lower than we were expecting given Gen AI tools have been freely available since November 2022. This calls for a reality check on the hype.  

It’s easy to see how employers could see media content—alongside indicators of Gen AI use in their own candidate pools—and overestimate the frequency of Gen AI-enhanced applications. However, at this point the evidence suggests that the vast majority of job seekers from the general population are not using Gen AI to assist their job search or applications.   

2. Interviews Seem Safe…For Now 

Just 9% of those using Gen AI at any point in the recruitment process used it to support their pre-recorded interviews. This was unexpectedly low, given the number using it to help with résumés, CVs and applications. It may be that its value in helping to prepare and practice for interviews is less well understood or harder to achieve. For example, Gen AI tools may need more sophisticated prompting to get high quality support for interview preparation.   

For candidates who used Gen AI at some point and who had a live virtual interview as part of their selection process, only 8% used Gen AI to help with this but, significantly, almost half of this group disclosed that they had used it for live support during the interview. Live interviews were previously a protected space from Gen AI use, and although this is reported by just handful of job seekers, it clearly suggests that real-time assistance during live virtual interviews is happening—and we would assume this is likely to increase.    

It isn’t evident from our survey exactly what type of live Gen AI assistance candidates were using, but newer Gen AI capabilities of ‘listening’ and responding in real time with a conversational style could allow candidates to deliver inauthentic answers without detection. This is something employers are likely to want to keep under observation and consider acting on, redesigning interview questions to make it harder to use Gen AI for deceptive purposes. Despite this, our survey indicates that this kind of potentially disruptive use is low amongst job changers and not a major cause for alarm at this point.   

3. No One’s Talking About It 

Perhaps most revealing for employers is that of those applicants who used Gen AI, only 38% would be willing to disclose their use to employers. The remaining 62% either wouldn’t disclose or are uncertain about whether they would—a concerning reality check for employers attempting to protect the integrity of their recruitment process.  

It begs the question—could this behaviour be driven by employers? According to our survey, employers rarely mention Gen AI usage in their communications with candidates. Only 5% of all job changers said their future employers spoke to them about Gen AI during the recruitment process. And for the few who did hear about it during recruitment,, 35% were told not to use it.   

The number of employers failing to communicate about AI in recruiting may contribute to candidates’ reluctance to discuss their Gen AI usage with employers due to an assumption that employers’ silence on the matter indicates that Gen AI use is inappropriate or unacceptable, and to reveal use of it would negatively impact their chances of getting an offer. 

Gen AI Opportunities & Risks 

Navigating this complex landscape effectively often requires specialized expertise and support. Working with a talent partner with deep assessment expertise can provide crucial advantages in maintaining recruitment integrity while achieving business objectives.  

As leading providers of talent assessment solutions, PeopleScout’s Assessment Design & Delivery team offers a Gen AI Opportunity & Risk Assessment Audit to provide organizations with a comprehensive review of their recruitment processes, identifying both vulnerabilities and opportunities related to generative AI throughout the candidate journey. This independent audit, grounded in psychological expertise, stress-tests each assessment element within your specific recruitment context to determine how Gen AI might impact selection accuracy and diversity outcomes. The resulting evidence-based recommendations allow employers to strategically focus resources on critical vulnerability points while potentially leveraging beneficial AI uses, enabling informed decisions about whether to accept, prevent or adapt to candidates’ use of Gen AI tools based on your organizational values and objectives. 

For more Gen AI insights, download the full The AI-Enabled Applicant: How Candidates Are Really Using Gen AI in Recruitment report. 

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The AI-Enabled Applicant: How Candidates Are Really Using Gen AI in Recruitment

Posted on by akessler

The AI-Enabled Applicant

How Candidates Are Really Using Gen AI in Recruitment

Is generative AI (Gen AI) disrupting your recruitment process? Our exclusive research with YouGov unveils what’s actually happening right now—and the results might surprise you.

While headlines scream about AI taking over job applications, our fresh data shows the nuanced reality of how candidates in the UK are really using these tools in 2025.

In this comprehensive report, you’ll discover:

  • The true adoption rate of Gen AI by job seekers (spoiler: it’s not what most experts predicted)
  • Which specific recruiting touchpoints are most vulnerable to Gen AI impact
  • Unexpected findings about candidate attitudes toward disclosing Gen AI usage
  • Actionable strategies to protect assessment integrity without fighting technology

Don’t Base Critical Hiring Decisions on Outdated Information

As some organizations implement extreme measures like blanket AI bans, others are finding smarter, more sustainable approaches that embrace innovation while maintaining recruitment quality. Download the report now to get ahead of this rapidly evolving challenge and transform potential threats into competitive advantages for your recruitment strategy.

PeopleScout Jobs Report Analysis – April 2025

Posted on by lloftus

U.S. employers added 177,000 jobs in April, surpassing expectations. The unemployment rate held steady at 4.2% as the labor force expanded by over half a million people. Healthcare once again led the way with 51,000 new jobs, followed by transportation and warehousing (+29,000), financial activities (+14,000) and social assistance (+8,000). Wage growth slowed to just 0.2% month-over-month, with average hourly earnings up 3.8% year-over-year. Downward revisions were made to February and March figures— a combined 58,000 jobs—smoothing last month’s surge. Despite persistent economic uncertainty and downward pressure from new tariffs, labor force participation among prime-age workers rose to 83.6%, offering a bright spot in an otherwise mixed report.

The Numbers 

  • 177,000: U.S. employers added 177,000 jobs in March. 
  • 4.2%: The unemployment rate remained at 4.2%. 
  • 3.8%: Wages rose 3.8% over the past year.  

The Good 

U.S. employers added 177,000 jobs in April, outpacing expectations and extending the streak of monthly job gains to 52 consecutive months. Healthcare continued its role as a primary growth driver, adding 51,000 jobs, while transportation and warehousing surprised with 29,000 new positions—well above its 12-month average of 12,000. The labor force expanded by more than 500,000 people, and the prime-age labor force participation rate rose to 83.6%—its highest level since July 2023 and a sign of renewed worker confidence. The unemployment rate remained steady at 4.2%, holding at a historically healthy level. 

The Bad 

Wage growth continued to decelerate in April, with average hourly earnings rising just 0.2% month-over-month and 3.8% year-over-year, missing economist projections. Long-term unemployment also ticked up, with 23.5% of unemployed workers out of work for 27 weeks or more—matching pandemic-era highs. Downward revisions to February and March payrolls cut a combined 58,000 jobs from earlier estimates, tempering the perceived strength of recent months. Federal government employment declined by 9,000 amid continued agency reductions, and sectors such as manufacturing, retail, construction and professional services saw little or no job growth, suggesting uneven recovery across the economy. 

The Unknown 

While April’s headline job number was solid, questions remain about how sustainable this pace is in the face of growing macroeconomic headwinds. The unusual surge in transportation and warehousing jobs (+29,000) has been attributed to pre-tariff purchasing activity, but the sustainability of this trend remains unclear. The muted wage growth could reflect employer caution or shifts in hiring toward lower-wage roles. The balancing act between inflationary concerns and recession risks leaves the Fed in a challenging position as it navigates competing economic priorities. It remains unclear how labor market dynamics will evolve heading into the summer. 

Conclusion 

The April 2025 jobs report presents a labor market that remains resilient despite mounting headwinds. Strong headline job growth and a rise in prime-age labor force participation are encouraging, but cooling wage gains, long-term unemployment and downward revisions to previous months’ gains point to a more cautious hiring environment. As broader economic uncertainties persist, the coming months will be crucial in determining whether April’s performance represents sustainable momentum or merely a temporary bright spot before more challenging conditions emerge.