Talent Acquisition Excellence June 2022

JUNE 2022 • Vol.10 • No.
06
(ISSN 2564-1964)
“INDUSTRY
EXPERIENCE
REQUIRED” IS
A MINDSET WE
NEED TO GET
OUT OF
- Ron Thomas,
Managing Director,
Strategy Focused Group
The State of Hourly

and High-volume
Hiring 2022 Page 29 - 72
Sponsored by
Talent Acquisition Excellence
INDEX JUNE 2022 Vol.10 No.06
(ISSN 2564-1964)
08
“Industry Experience
Required” Is A Mindset We
Need To Get Out Of
Experience side or the skillset side, what
side are you on?
On the Cover - Ron Thomas,
Managing Director, Strategy Focused Group
Articles
Sponsored
26 Potential Over Credentials: A Call To Action
11 How To Prepare For A Future Of For HR Departments
Work In Flux
Apprenticeship is the new pipeline
Your talent strategy is already outdated. - Ximena Hartsock, Co-Founder, BuildWithin
Ethical, intelligent data deployment,
innovative corporate structures and a 78 Onboarding Excellence For Executives: 5
sense of empathy can help. Ways To Empower Your Power Players
- Ryan Batty, Indeed Effective onboarding can be a critical
factor in driving senior level retention and
Straight talk with HR.com job satisfaction - Craig Rubino, Head, Global
Learning and Development, Morgan Stanley
18 ‘HR leaders Must Be Willing to Expand
Beyond Their Average Hiring 85 Recruitment Strategy Shift: Time To
Pool to Build a Diverse Workforce’ Consider Association Job Boards And
Exclusive interview with Ashley Perryman, Career Centers
VP, Global HR, and Head, People, Spiceworks
Ziff Davis
Dive into an untapped resource for your
application pool - Scott Conley,
Vice President, Recruitment & Staffing Solutions,
Naylor Association Solutions
The State of Hourly and

High-volume Hiring 2022
Page 29 - 72
Top Picks INDEX
14
Gen Z: The Next Generation Of
Talent Technology
Gen Z needs a different level of recruiting
and onboarding support
- Jess Elmquist, Phenom
22
The Business Of
People: How To
Take A More Human
Approach To Hiring
Two cliches in the darkness
- Alec Rahman-Jones, Managing
Director, Phaidon International
73
How To Beat The Competition At
High Volume Hiring
3 ways to leverage technology and
overcome today’s talent crunch
- Dave Kenney, GM and CEO, Efficient Hire
81
Predictive Talent
Models: What They
Are And Why They’re
Beneficial
What right hire looks like
- Anna Wang, Co-Founder and
CTO, Searchlight
Editorial Purpose
Matt Charney
Our mission is to promote personal and
Talent Acquisition Community Leader
professional development based on
constructive values, sound ethics, and
timeless principles.
The Message and the Money
Excellence Publications
Talent acquisition has always been, in aggregate, at least, something
Debbie McGrath of an elitist profession. We concentrate an inordinate amount of
CEO, HR.com - Publisher
time, energy and effort around a fractional number of hires, namely,
Dawn Jeffers experienced professionals who are often frequently well educated,
VP, Sales
well paid and with an often esoteric set of niche skills and functional
Sue Kelley expertise that are in short supply, and high demand.
Director (Product, Marketing, and Research)
Babitha Balakrishnan and These are the so-called “purple squirrels” for whom we’ve created
Deepa Damodaran
Excellence Publications Managers and Editors entire departments, and the commensurate technologies, dedicated
solely to attracting, sourcing and developing the finite pool of qualified
candidates, who meet the often onerous list of prerequisites and
Talent Acquisition Excellence Team preferred qualifications our companies (often arbitrarily) require for
Matt Charney the reqs on which we spend the overwhelming majority of our finite
Talent Acquisition Community Leader resources and attention.
Deepa Damodaran
Editor High volume and hourly recruitment, on the other hand, tends to be
overlooked or dismissed by many of the practitioners and pundits
Arun Kumar R
Design and Layout (Digital Magazine) in the talent acquisition industry. The long-held assumption around
high-volume hiring has been that it sits somewhere between a supply
Anuradha Chakrabarti
Magazine (Online Version)
chain and a consumer marketing function, with the human capital
required being treated more like widgets “butts in seats,” to use a favorite
recruiting phrase.
Submissions & Correspondence
The relatively low skill, high turnover nature of these positions puts
Please send any correspondence, articles, letters
process over personalization, speed over quality, and standardization
to the editor, and requests to reprint, republish,
or excerpt articles to ePubEditors@hr.com.
over innovation. Worst of all, it has led to widespread hourly hiring hubris,
the misconception that anyone, essentially, can perform these jobs,
For customer service, or and therefore, anyone can find and hire them. In short, it’s one people
information on products and services, function where those people have long been seen as subservient to
call 1-877-472-6648 process standardization, and, when possible, automation.
Then, everything changed.

For Advertising Opportunities,
email: sales@hr.com The pandemic shuttered industries like hospitality and retail, which are
primarily reliant on hourly and seasonal workers, disrupting millions of
lives and livelihoods; of course, it’s somewhat telling that in the height
Talent Acquisition Excellence
of the Covid-19 crisis, we divided workers not as “white collar” or “blue
(ISSN 2564-1964)
collar,” not as “exempt” or “non-exempt” or the traditional terminology
is published monthly by used to delineate knowledge workers from front line talent.
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EDITOR’S NOTE
Instead, the workers we’ve long ignored became over the past few years; while Silicon Valley software
“essential,” and everyone else, particularly the same engineers were sort of the archetype of what competitive
subset of workers that’s the focus for most corporate TA recruitment looked like, today, headlines are filled with
programs and budget, became “non-essential.” And it’s stories of mass layoffs and hiring freezes throughout
those essential workers who are now greatly responsible tech, even at more venerable brands like Meta or Uber (to
for the estimated 10 million or so open jobs in the U.S. say nothing of the Crypto apocalypse).
alone that remain unfilled.
Today’s biggest talent acquisition challenge is not
It’s a perfect demographic storm of decreased workforce recruiting a developer to a startup, nor even retaining
participation, full employment (staying well under 4% for highly skilled employees; rather, it is competing for the
the last 12 months) and increased consumer demand finite amount of frontline, essential workers that are
(not to mention confidence and spending) for the types of required to ensure continued viability and growth at many
goods and services where high volume workers are, well, of the best known brands and biggest companies in
essential. Going on vacation. Going out to dinner. Buying the world.
new clothes.
That’s why this issue of Talent Acquisition Excellence will
All of these are reliant on high-volume workers - even explore some of the ways that companies are expanding
e-commerce is dependent on warehouse workers and their talent acquisition strategies to rethink, reinvent and
drivers as the backbone of their business model - and revolutionize how high-volume hiring happens. We’ve
relatively few of these workers remain in these sectors (or assembled some of the leading experts and TA leaders
rather, returned to them) after losing their jobs during the in the world to provide insight and information into
pandemic. what companies need to do today to ensure that they’re
ready to compete against - and overcome - the growing
This is not a drop in the bucket, or an industry outlier - in shortage of available hourly talent.
fact, fully 73 million American workers are hourly or high
volume (and that’s not including freelance or gig workers), It’s essentially essential reading about essential workers.
representing around 55.5% of all US workers across Because when it comes to hourly hiring, time is always of
sectors or industries. These workers are not only high in the essence - which is why we’re excited you’re taking the
demand, but companies are struggling to hire them fast time to check out this month’s issue of Talent Acquisition
enough (hence the service and supply chain slowdowns Excellence.
that have made news over the past few months) - even as
a recession looms menacingly on the horizon.
Write to the Editor at
ePubEditors@hr.com
Contrast that to the tech sector, probably the central
focus point and biggest industry in terms of TA spend
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COVER ARTICLE
“Industry Experience
Required” Is A Mindset
We Need To Get Out Of
Experience side or the skillset
side, what side are you on?
By Ron Thomas, Strategy Focused Group
“Industry experience required. Industry

A Sign that You just Don’t Get the
experience preferred.”
“Talent Thing”
In searching for talent, we all have our own views on
I recently saw a blog post the other day in Dubai that
how to evaluate. What I may see you may not see, and
said, 20 years’ experience for an engineer position, 15
vice versa. I believe in the concept of leaving no stone
years for another type of engineering job family.
unturned in the constant search for talented people.
And that may mean that we are not locked into that
Meanwhile, the other descriptors are innovative
strict mindset.
mindset, out-of-the-box thinking, etc.
However, when we put restrictions on who we are

When I see these types of requirements listed in a job
interested in or will only look at someone who is or
ad, they cause my eyes to glaze over. How does an
has been in our industry, we are showing just how we
innovative approach work for someone that has been
really do not get the talent thing.
doing the same job for 15-20 years? Are we hiring
from more of the same and hoping that the bubble
Every time you allow your company to throw up that
will wake up and provide a game-changing approach?
talent filter, you are saying that you are not innovative
If that is the approach you should consider a change
and that you simply do not want new ideas. You cant
in mindset.
have it both ways.
As a hiring manager, you fall either on the Industry

What data have you used to make the assumption
Experience side or the Skillset side. However, there
that if you were in a certain industry, you would be
is a SMART recruiter out there who will ignore that
successful in this job? Can you prove, beyond a
ridiculous screening requirement and instead look for
reasonable doubt, that the only people who will be
talented people from other industries.
successful in this role are people coming from there?
Talent Acquisition Excellence presented by HR.com JUNE 2022 8 Submit Your Articles
“Industry Experience Required” Is A Mindset We Need To Get Out Of
However, smart companies today should look for Using their non-conventional staffing model, Quantasy
transferable skills and not get too concerned about went outside of the industry and hired successful
the industry experience. That is so Recruiting 1.0. people who had NO previous ad agency experience
— an award-winning music executive, a web
Innovation Comes from a New Mindset entrepreneur, a screenwriter, and even a blogger, to
My background was in publishing, media and the work on their many projects.
entertainment business. My next industry was military
aircraft maintenance. My next role was CEO and that This article is a must-read if you are locked into
transitioned into organizational consulting. All that looking down the same rabbit hole.
experience would not qualify me for a current CHRO
role. Now, tell me the connection between these Changing the Narrative of Your Personal
industries. In the end, it is still HR through multiple Brand
lenses. Talent is scarce today and it will continue getting
scarcer. Just opening your talent requirements
This past week I came across an old article at MAD to various skill sets, and not just specific
[MediaPost Agency Daily], titled Agencies Need to industry experience, expands an organization’s
Tap a Broader Talent Pool which was written by Will talent capabilities.
Campbell, CEO of Quantasy. His article spoke about
the “seismic shift” the agency world has gone through. In a lot of cases, hiring managers are the hard-liners
He went on to describe how successful firms are when it comes to this outdated concept. They feel that
rethinking their approach to talent by “reimagining the only ones that can do their business are someone
their positions.” who has already been in their business.
“Industry Experience Required” Is A Mindset We Need To Get Out Of
development. Are we only reading HR bloggers and

HR websites? If so, you are caught up in a loop like the
old vinyl records that keep skipping and repeating the
same songs repeatedly.
Going Beyond Our Own Sphere

Stretch your development by reading about other
professions. I found this article in Quantasy because
I’m a big fan of marketing and advertising periodicals,
their blogs, etc. My reading list also includes articles
from Psychology Today, CFO.com, CEO.com, CMO.
com and Advertising Age, to name a few.
I want to stay abreast of all the thinking within the

organization, not just in my own profession. I want
to know what all the others are doing to deal with
disruption in their respective professions.
Our thinking must go beyond our own sphere. We

I worked for a lot of years in publishing, where editors can not allow our organization to get stuck in the
had strategic roles within. That may still be the one-industry corral.
case for some that are holding on, but the new big
thing is to look past industry experience for digital If we want to be the captain of our organization’s
professionals wherever they may be. human capital, we need to move beyond a locked-in
mindset. We can not afford to focus just on our own
As a matter of fact, I often tell my former publishing industry, whether it is hiring or our own self-develop-
colleagues to change the narrative of their personal ment. Read about it from a different vantage point
brand from “publishing experience” and instead and you just may learn something and gain some
express a varied background with digital leading the new ideas.
charge and publishing coming up in the rear.
Hire from a different vantage point and the sunrise of
In our role of being innovative HR practitioners, innovation just may come up over your horizon.
this same concept can be applied to us in our own
Ron Thomas is the Managing Director of Strategy Focused Group an international consulting firm based in
Dubai and Singapore. Ron has been most recently named in leadersHum Power List of the Top 200 Biggest
Voices in Leadership list to watch for in 2022. His podcast, “The CEO Series”, is named one among the ‘Top
9 HR Podcasts You Need To Follow In 2022’. He is a visiting executive faculty member at the Global Human
Resources Leadership Institute at Howard University School of Business in Washington, DC.
Would you like to comment?
Sponsored Content
How To Prepare For A

Future Of Work In Flux
Your talent strategy is already outdated.
Ethical, intelligent data deployment,
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sense of empathy can help.
Ryan Batty, Indeed
T he headlines are disconcerting: “Work from

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Here at Indeed, we have 250 million global unique part of ethical and accurate technology development,
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1 2
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Talent Acquisition Excellence presented by HR.com JUNE 2022 11 4 Submit Your Articles
How To Prepare For A Future Of Work In Flux
“There’s a real possibility that we’ll move away from

To Hire Gen Z, Look to A.I.
the ‘one person, one job’ hiring model,” says Hulce.
Industries from automotive to accounting are already
“Task-based work, job sharing and multiple income
applying artificial intelligence (A.I.) and automation
streams could become the norm — which means
across business operations. And as these systems
the role of talent leaders may become even more
become more advanced and intelligent, the scale and
complex and fast-paced.”
scope of adoption will grow rapidly. Nancy Giordano,
strategic futurist and author of “Leadering: The Ways
Giordano points to a study by Bloomberg and New
Visionary Leaders Play Bigger,” expects that “A.I. will
America called “Shift: The Commission on Work,
be as ubiquitous and integrated into the twenty-first
Workers and Technology”7 for an extensive review
century as electricity was in the twentieth century.”
on this topic. The authors outlined four possible
scenarios based on whether technological changes
The impact of A.I. and automation on hiring is
result in more or less work to go around and
already underway. A 2021 Indeed survey found
whether work continues to be structured as “jobs” or
that at least 40 percent of global employers had
fragmented into “tasks” (including what we recognize
invested in automation tools and technology for
today as the “gig economy”).
screening, sourcing and scheduling interviews
with candidates before the pandemic.5 Driven by
Giordano envisions a future in which employers build
data insights and robust A.I. ethics guidelines, hir-
fluid talent ecosystems and communities rather
ing-automation technology has the potential to help
than distinguishing rigidly between internal and
recruiting practices become more efficient, accurate
external sources. Which scenario is the most likely?
and personalized in the future — and meet the
Impossible to say yet. “We’ll have to make peace with
expectations of Gen Zers, who are willing to provide
paradox,” she says.
information about their preferences in order to have
more personalized experiences.6
Now What?
That’s today — but Indeed’s Hulce envisions a In “Leadering,”8 Giordano outlines ways employers can
future where advanced hiring tools combine with play the long game by embracing the systems and
technologies like blockchain, biometrics, virtual reality culture that support innovation. Flatter organizational
and the internet of everything. structures and shared metrics, along with cultures
that foster empathy, respect and psychological safety,
can help break down silos and facilitate fast-paced
“As you’re getting ready in the morning, your mirror
collaboration, communication and decision-making.
might scroll through a list of jobs or projects based
on your selected preferences and biometric sensors,”
she says. “If you don’t like your job, there’s no hiding Giordano also points to the importance of reskilling
the Monday morning blues from your own mirror! to stay relevant. Workers at every level will need
While the hiring world isn’t there yet, it’s exciting to to prioritize making space and time to learn new
think about how today’s nascent technologies might technologies, adapt to shifting roles and responsibil-
transform how we find meaningful work and hire in ities, and develop the hard and soft skills needed to
the future.” navigate what’s next.
The Evolution of Work Reskilling is good for retention, as Unilever discovered

through its Future of Work initiative, a plan to prepare
As hiring evolves to further empower employees and
its global workforce for automation in a purposeful,
employers alike, work itself will also evolve.
inclusive and empathetic way.
5
6 7
8
How To Prepare For A Future Of Work In Flux
And for employers that must hire quickly to meet the

demands of rapid change, investing in hiring-automa-
tion technology can help get to the hire faster. This
saves time and provides a better candidate experience
by allowing recruiters to focus on what they do best:
making human connections with candidates.
Planning for the future can feel equally exciting and

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change and ambiguity, talent leaders can influence the
trajectory of their organizations by staying informed
about technologies shaping their industries, investing
in tools that improve the hiring process and building
the systems and culture that support innovation — and
the people behind it.
Footnotes:
1. Google Analytics, Unique Visitors, February 2020
2. Indeed data (worldwide)

A Harvard Business School case study9 reports
3. Indeed data (worldwide)
that Unilever included employees in planning and
4. Indeed data (US)
development, ultimately putting forth a reskilling
effort that included lifelong learning programs 5. Indeed survey, n=3,662 (worldwide)
and flexible work practices. In some countries, 6. AList, 41 Percent of Gen Z Will Provide Their Data for a
the company facilitated job swaps or even invited Personalized Experience, July 9, 2020
workers’ family members to participate in training 7. Shift: The Commission on Work, Workers and Technology Report of
programs. The people-centered pledge to “leave no Findings, 2016
one behind” resulted in strong retention rates and a
8.eadering: The Ways Visionary Leaders Play Bigger by Nancy
boost to Unilever’s employer brand. Giordano, 2021
9. Unilever’s Response to the Future of Work, Harvard Business

Publishing, April 7, 2020
9
Ryan Batty is Vice President of Global Enterprise Marketing at Indeed. Ryan has spent the last eight
years in the human resources (HR) and recruiting industry and previously served in various global and
international leadership positions with LinkedIn. Based in the San Francisco Bay Area, Ryan graduated from
the Philip Merrill College of Journalism at the University of Maryland, and is committed to helping advance
the role of women in leadership positions and compensation equity.
TOP PICK
Gen Z: The Next

Generation Of
Talent Technology
Gen Z needs a different level of
recruiting and onboarding support
By Jess Elmquist, Phenom
T wo million college students

are graduating this spring
into a candidate’s market like
Gen Z has joined Millennials as
two generations driving the Great
Resignation. Not only that: 80%
still have to make a quick
impression: Companies have an
average of 14 seconds to get a job
nothing we have seen before. Gen of Gen Z employees, who planned seeker’s attention. So when is the
Z candidates have more options to leave a job soon, are looking best time to reevaluate recruiting
than graduating classes preceding for better alignment with their strategies? Now, before those
them: 11.3 million job openings values, while 3 in 4 graduates potential employees graduate.
today compared to 7.4 million want opportunities to practice
in 2021. However, they are also new skills. Ensuring Your Talent
entering the workforce with a Tech Stack Stacks Up for
complicated college experience, Along with a career approach Gen Z Workers
punctuated by virtual coursework, led by values and growth, While effective recruiting
shelter-in-place mandates and a these graduating candidates strategies vary depending on the
lack of social opportunities. expect transparency, consistent type and volume of employees
communication and self-serve you need, the right technology will
They are well versed in digital personalization in every aspect optimize your efforts. A platform
communications, however, they of their lives. Since they already that offers automation and per-
have had little pre-pandemic experience these qualities in their sonalization eases the burden on
work experience and they are consumer interactions, they will recruiters by making quick work
approaching a sense of fatigue expect recruiting efforts that offer of tedious, time-consuming tasks,
and burnout not felt by previous a dynamic experience. leaving more time for recruiting
graduating classes. They need teams to build a storyline that
and deserve a different level of Even if an organization shares connects candidates with their
recruiting and onboarding support a candidate’s values and offers company in a more robust way.
to help them transition into their learning opportunities, recruiters
working lives.
Gen Z: The Next Generation Of Talent Technology
The line between “before” I also realized how innovation Unregistered job seekers saw
and “after” hiring is gone: can transform talent acquisition more frequent messages with a
Candidates want to know how processes. I led a team that hired focus on registering. Registered
your company will support their more than 21,000 people annually, job seekers received less frequent
continued growth with meaningful and automation streamlined that communication, providing a
onboarding, mentoring and skills work considerably, engaging look at KinderCare culture and
development before they have candidates and involving employee experience. Hiring
signed on. recruiters and hiring managers in managers joined the process
the process at just the right time. a day before the event to offer
With open jobs far exceeding candidates a personal connection.
available workers, providing Time matters, especially in this
robust candidate experiences current labor market. With the Using automation to maximize
for both hourly employees and right technology, recruiting — from efforts through a single event,
knowledge workers can mean the interest to offer — can happen in KinderCare received 160
difference in attracting the talent as few as 24 hours. applicants, conducted 70
you need before someone else interviews and hired more than
does. Here is an example: KinderCare 40 people for critical positions.
Education is the largest childcare It took a week and a half,
Try one of these approaches to education provider in the U.S., with and they spent less than $50
recruit the right Gen Z candidate. nearly 40,000 employees at more on advertising.
than 2,000 locations. As pan-
Hourly Employees demic-related restrictions eased A powerful platform that
We see many more roles for across the country, KinderCare’s measures job fit and connects
hourly employees across individual hiring managers and candidates with opportunities
industries than at the same recruiters couldn’t keep pace accurately and quickly fuels
time in winter 2021. Leisure with hiring needs. Incorporating better high-volume hiring that will
and hospitality openings have automation early in the recruiting make your company stand out
grown by more than 70%. Retail, process equipped KinderCare with from the crowd and support your
manufacturing and construction the speed and reach to maintain recruitment goals. Automation
and utilities also show gains. That consistent communication with and AI equip businesses with a
is a lot of openings to fill quickly. job seekers and, ultimately, fill balance of speed and personaliza-
critical positions. tion, so recruiters like the team at
While these roles are not always KinderCare can focus on providing
the first choice for college grads, KinderCare’s two-person recruiting a meaningful onboarding
in my experience, it is common team used automation as part experience to give new employees
for recent grads to follow their of a talent experience platform a strong start.
passions first, even if they do to optimize hiring events.
not line up perfectly with their First, they added a hiring event Knowledge Workers
degree. From there, aspects of template to the company’s The U.S. is reporting a half-million
a retail or service role can pique career website. Job seekers, who more business and professional
their interests and lead to full-time interacted with the event, received services openings than at this
opportunities. automated, branded email and time last year. Information
text communications. Two services openings have nearly
During my experience with different drip campaigns targeted doubled, and other knowledge
high-volume hiring as EVP of HR candidates based on whether they worker opportunities show a
at fitness company Life Time, I had registered for the hiring event. similar trend.
learned the importance of speed.
The past year’s “Great These organizations are inviting in its peers in everything from
Resignation” or “Great Reprioriti- candidates to partner with them where they shop to what they
zation” might feel like a challenge to chart a career path, not simply eat. This curated approach offers
for organizations, but it also a job. the support graduates need with
represents an unprecedented a comprehensive, interactive
opportunity to meet the Personalization is crucial to that experience.
expectations of job seekers. endeavor. An AI-powered platform
uses a candidate’s interest and Southwest Airlines has used
The organizations most poised background to create a unique this hyper-personalized talent
to evolve with the labor market story to lead candidates through acquisition strategy with great
are those willing to ask hard their job search. It is the same success, employing an intelligent
questions about the candidate kind of hyper-personalization chatbot and a strong referral
and employee experiences offered by their favorite consumer program. Both tactics offer
they offer. They are placing experiences — suggestions that candidates the curated, Netflix-like
more emphasis on showcasing take into account their behavior experience they have grown
company values, learning and preferences and make it easy accustomed to: a unique journey
and growth opportunities and to find what they like. informed by past behavior and
internal mobility paths that go preferences, offered quickly and
far beyond an entry-level role. A complimentary referral program accurately to keep them engaged.
taps into the trust Gen Z has
personal touch. The sessions, held

several times weekly, offer insight
into Southwest’s culture and
interviewing processes to move
candidates closer to conversion.
These strategies have fueled

a 700% increase in employee
referrals, averaging 1,000
per week, with half of those
candidates completing talent
profiles, closing the gap between
referral and applicant.
By asking a handful of simple incentivized referral program Better Recruiting for

questions, a chatbot uses to build its talent community Today’s Graduates
candidate answers to surface and foster engagement. The current job market presents
personalized job recommen- Employees who serve as trusted a challenge for organizations
dations and relevant company sources to friends and former competing against each other
content, such as blog posts and colleagues refer candidates to recruit from the same pool of
video testimonials. Southwest’s for positions they think could graduating talent. Conversely,
chatbot use has saved time be a good fit. Southwest also graduating students have a
while preserving candidates’ automates its referrals, folding potentially overwhelming task
engagement with career them into a talent experience before them as they narrow their
opportunities and highlighting the management platform that invites search to job opportunities that
company’s people and purpose. referred candidates to complete actually interest them. Automation
In one year, Southwest recorded talent profiles. and AI rise to meet these
1 million chatbot interactions that: dual challenges, empowering
From there, candidates receive recruiters with the bandwidth
●● Provided
automated emails and texts to be more human and creating
24/7 personalization.
about relevant job opportunities a smooth, personalized job
●● Captured leads. and online “referral information journey for candidates. Those
●● Answered FAQs, saving sessions.” This strategy saves efforts converge to support an
recruiters 92,000 hours. recruiters time and empowers organization’s hiring goals and
them to reach more candidates match the right job seekers with
at once while still providing a the right opportunities.
In tandem with an intelligent
chatbot, Southwest uses an
As CHRO, Jess Elmquist is leading Phenom’s global HR team as the company continues to rapidly hire,
train and inspire new employees around the world. Previously, Elmquist has held multiple senior roles,
including Chief Learning Officer & EVP of HR, Talent Acquisition at LifeTime, Inc.
Straight Talk with HR.com
‘HR leaders Must Be

Willing to Expand
Beyond Their
Average Hiring
Pool to Build a
Diverse Workforce’
Q&A with Ashley Perryman,
VP, Global HR, and Head, People, Spiceworks Ziff Davis
Excerpts from the interview:

“For companies to support, engage, and
build a diverse workforce, HR leaders
need to be willing to expand beyond
their average hiring pool. This does
Q. How can companies build a sustainable
DEI strategy?
Ashley: As companies build out their diversity and
not mean hiring people who may not inclusion strategy, HR leaders need first to make sure
have the appropriate qualifications but they know their identity and find what is not matching
learning more about their experience their company’s values. Part of your DEI strategy should
where it may fit the mold of the role be influenced by what is taking place behind the scenes
you are looking to hire,” said Ashley and across the ranks of your organization, across your
Perryman, Vice President of Global candidate pool, and so on.
Human Resources and Head of People at
Spiceworks Ziff Davis. Transparency is critical, and sometimes that means
acknowledging your flaws and listening to how you can
In an exclusive interview with HR.com, do better. To be successful, a DEI strategy must be an
Ashley, touches upon how companies initiative everyone believes in and supports from the
can build a sustainable diversity, equity ground up. It is critical for HR leaders to be the ones
and inclusion (DEI) strategy, challenges to establish this identity while educating leadership on
to DEI, role of technology in aiding DEI, its importance.
and more.
Q. What changes does a company need

to bring to support, engage and build
a diverse workforce?
Ashley: For companies to support, engage, and
build a diverse workforce, HR leaders need to be
willing to expand beyond their average hiring pool.
This does not mean hiring people who may not have
the appropriate qualifications but learning more about
their experience where it may fit the mold of the role
you are looking to hire.
Companies need to take the time to evaluate how

different experiences or backgrounds can make
someone an asset to the team. This will also cause
HR leaders to question the historical ways of the
company’s traditional processes in seeking out existing protocols and initiatives are performing to
candidates. This will prompt HR to examine old allow for refinements and course corrections as
practices and embrace new hiring methods with a needed.
DEI lens.
Q. What are some of the biggest

challenges in prolonging
Q. How important and challenging is
it to look at DEI not just as a hiring
strategy and as a mere data point?
sustainable DEI? How can organizations
overcome these? Ashley: DEI is an essential component of a
successful business in today’s society. High-per-
Ashley: The most common myth associated with forming teams result from a psychologically safe
creating a diversity and inclusion strategy is that it work environment with diverse members that are
is the sole responsibility of the human resources seen, heard, and valued. Why would a company not
team. Organizations implementing DEI initiatives push for a diverse workforce? Many DEI practitioners
and taking a proactive approach toward DEI efforts are exhausted trying to share that these efforts
can face challenges with change management and are not just a moral responsibility but good for the
sustaining the support of those programs if everyone business’s health.
is not committed - from executives to management to
Q.
individual contributors. How do you foresee inclusion
becoming a reality?
Beyond our recruiting, hiring, and culture-building
efforts, we take measures to ensure our workplace
Ashley: DEI cannot just be an HR effort for inclusion
to become a reality. It is the responsibility of the
is a safe environment, where employees feel
client success specialist, the marketing manager,
comfortable. For example, we have mandatory
the engineer, the product manager, etc. It is up to
training to help employees identify and understand
everyone to embody the company’s values, and it is
when discrimination is taking place and how to take
either ‘get on or off the bus.’ When the company says
action depending on the situation.
DEI is important, everyone needs to believe, practice,
support, and encourage those behaviors and cultivate
It is also essential to assess and be transparent
that type of community. In a place where it is just a
with where your organization stands, even if there
reasonable effort, it will be driven a hundred percent
is still work to be done to improve. This level of
by HR. In a place where it is a great effort, it will be
accountability continues to bring awareness to how
something that everyone believes in and practices.
investment. This is where areas of opportunities can

be identified, including potential programs, sponsoring
courses or training programs, accelerated promotion
processes, new growth programs, and more.
I am also excited to see how technology can help

source diverse, niche, or mobile populations.
Q. What has been your experience

with building DEI culture? What
have been the challenges? What are the
learnings?
Ashley: It is crucial to acknowledge that not
every DEI initiative you take will succeed, but it is
also important not to let your failures stop your
efforts. At SWZD, we have tested out different
Q. How can organizations pave the way

for equitable workplace culture?
initiatives and expanded several programs, including
‘returnship’ efforts, campus hiring as a global effort
during different days/seasons throughout the year,
Ashley: If companies and organizations are looking
for new ways to create an equitable workplace, the community partnerships (e.g., Latinx in Tech, National
following tactics should be considered: Society of Black Engineers, Womenhack, Mom Project,
Techqueria, etc.) to post on their job boards and
1. Pilot new initiatives attend their events, and more.
2. Surveying team members of all levels to provide
further context The key is to be transparent and accountable for
3. Partner with the people that you are trying how initiatives are performing and then determine if
to attract and retain (e.g., professional you need to refine, expand, or completely pivot in a
organizations, universities, target job boards, different direction.
etc.), and co-construct the environment of the
business with their experience at the center
4. Measure your hiring, promoting, and rewarding
Q. What changes do you plan to
bring into your strategy to build a
sustainable DEI culture?
practices, along with involuntary terminations
and RIF data to be your guide Ashley: A one-size-fits-all approach does not work
for our company. We have people in the U.S., across
5. And lastly, do not be afraid to scrap something
the EU, in India, and regions across the Asia Pacific.
and start again.
We plan to refine our global strategy with more
Q.
region-specific pilot programs that acknowledge and
What would be the role of new
lean into the global nuances in the different areas in
technologies in aiding DEI?
order to meet the diverse needs of our employees.
Ashley: Technologies can quickly automate
workflow, but we always build checks and balances
into workflows to ensure that specific steps are
followed. For example, filters in recruiting funnels
or identifying consistently high performers (through
reviewing performance management ratings over
multiple periods) can help identify new types of
The Future of Talent Acquisition
Virtual Event • August 24-25, 2022
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www.hr.com
TOP PICK
The Business Of
People: How To
Take A More Human
Approach To Hiring
Two cliches in the darkness
By Alec Rahman-Jones, Phaidon International
W ith record numbers of jobs

being posted, companies
are scrambling to find people
Recruitment consultants must
communicate their expertise with
both companies and candidates,
Companies, aided by their
recruitment partners, must first
identify what each candidate’s
to fill roles, and competition coaching each of them to most important requirements are,
for talent is rife. However, with the fullest extent so they can and then make sure that these
this scramble, many companies successfully navigate the hiring requirements are in line with their
appear to prioritize hitting quotas process. own expectations and policies.
as quickly as possible instead of
focusing on the right thing: finding What Clients Want from Candidates may care about
the perfect candidate. Recruiters work-from-home flexibility, paid
Securing top talent is not a one- time off, parental leave and 401k
There is a lot more to hiring than size-fits-all approach – a company match. If these dealbreakers are
just filling a seat and a numbers- cannot hire someone just because not identified and addressed early
driven, almost robotic approach, they check the boxes with the on, companies end up wasting
has led to many recruitment technical skills for the role. A a lot of time on candidates who
processes losing their human human approach is required to either do not accept an offer of
touch. understand the specific needs of employment from them or take
each company in order to assess the job but move on quickly
In order to start solving this cultural fit as well. – fueling the ever-increasing
problem, an easy way to think retention problem.
about hiring is to think about Although most companies have
the recruitment process as a an overarching culture, there are Taking this further, candidates
coin – one side representing usually nuances and dynamics must feel special and recognized
the company searching for that differ based on factors, such as individuals. Interview
candidates, and the other as location, department and even processes are a two-way street
representing the candidate. sub-teams. and it is no longer just up to
internal talent acquisition teams
to secure talent.
The Business Of People: How To Take A More Human Approach To Hiring
overwhelmed by the sea of

options.
As their applications inevitably

get lost in thousands of electronic
submissions, it is not unusual for
them to feel disillusioned by the
process either. Candidates see
hundreds of job opportunities
being advertised online which
match their skillset but do not
hear anything after applying.
Recruitment consultants are

there to help the candidate
understand the landscape better.
They simplify the process, help
find companies that match their
values and give them a sense
of what their worth is in the job
Line managers should take businesses because they want market.
an active role in the process to to do work that is interesting,
avoid making it feel mechanical intellectually challenging and has While being helpful and
or disconnected. Managers the opportunity for professional encouraging, it is imperative that
need to express interest in the growth as well as upward mobility. recruitment consultants manage
candidate and have real, open expectations for candidates. As
conversations with them. After It is not to say that automation it’s currently a candidate-friendly
all, when the recruitment process and technology can not be used. market, many candidates want
is over, the relationship between However, companies are better the world – expecting to get
the line manager and employee off using it in the initial phases of unrealistic benefits packages,
will be the key thing that matters. the applicant screening process to perks or remote working options.
Recruitment consultants will strategically funnel administration
often encourage a one-on-one items. The further down the Candidates must determine which
conversation towards the end line the process gets, the more of those are make-or-break so
of the process to help forge the personal it should feel. they are poised to negotiate.
start of that relationship. This is
a good time for the line manager What Candidates Want Hiring Is a Marathon, Not
to express their desire to not only from Recruiters Sprint
secure the candidate, but also When it comes to candidate In tandem with coaching and
reiterate what they can learn and expectations, the goal is to consulting with both primary
how they can grow if they are to empower them throughout the recruiting stakeholders, it is also
join the team. process and help them navigate critical that recruiters establish a
the field. When a candidate relationship with candidates early
Of course, all hiring managers does not work directly with in their careers. Finding them on
want candidates to slot in and a recruitment consultant, it the backend will not cut it – it
do the job that is required of is common for them to feel is like a never-ending game of
them. However, it is important to catch-up.
remember that candidates join
The Business Of People: How To Take A More Human Approach To Hiring
Talent acquisition is all about transfer. It is up to the recruitment companies should prioritize their
building relationships from consultant to help them realize relationship with the candidate.
the start and understanding this.
both skillsets and aspirations. Companies need to hire for the
Accomplishing this early on Candidates have less of long-term and show employees
leads to a seasoned database an understanding of their that they are valued. Taking a
and extensive network so when opportunities and it is a recruiter’s human approach is the only way
companies are looking to fill a role to put the pieces together by they will win in the war for talent.
role, recruiters will have access to reaching out and explaining to
a sea of qualified and interested them how they can earn higher
candidates. compensation, better benefits/
perks, and switch to a stimulating
It is particularly important in role.
new, innovative areas, such
as crypto or gene therapy. This can only be achieved through
Obviously, it is impossible to find understanding the personalized
someone who has decades of needs of both the hiring company
Alec Rahman-Jones is Managing
experience in such young fields. and the candidate. Director of Phaidon International.
Pinpointing cross-industry skills organizations find HR technology that
to fill positions like these has The Future of Talent suits their business needs.
never been more important and Starts Today
candidates in more traditional It is time to change the hiring
sectors like tech, supply chain and process and take a more
finance – which are also seeing Would you like to comment?
thoughtful, humanized approach
rapid growth and turnover – have to talent. Instead of looking at
many applicable skillsets that how quickly they can fill a role,
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C
Potential Over Credentials:
A Call To Action For HR
Departments
Apprenticeship is
the new pipeline
By Ximena Hartsock, BuildWithin
W ith technology startups

announcing layoffs and
hiring freezes, now might seem
An overhaul of our university
system and immigration policies
seems extremely unlikely. That
The World Economic Forum
(WEF) Future of Jobs 2020 report
argues that the most in-demand
like odd timing to discuss the is why I believe apprenticeship emerging roles in America are
shortage of digital talent. I beg programs are coming to your HR digital. The WEF identified AI and
to differ. As HR professionals department. The emerging roles machine learning specialists, data
know, finding and retaining tech and skills needed in this country, analysts and scientists, and big
workers in the United States will changing cultural attitudes data specialists as the three most
be difficult whether we go into an towards college, and the scale of in-demand jobs. Data entry clerks,
economic contraction or not. The untapped potential make it almost accounting/booking/payroll
main pipelines for tech talent— inevitable. Employers are ready to clerks, and secretaries were seen
universities, immigration, and to put potential over credentials. as the most “redundant.”
some extent, coding camps—do
not even come close to meeting The Eight-Year Window The top three “emerging skills” are
domestic demand. Part of the problem for digital quite broad: analytical thinking
employers—and the solution—is and innovation, active learning
Unless our country develops that too many Americans are and learning strategies, and
more pipelines for digital talent, stuck in jobs without a future. complex problem-solving. These
there will be consequences. The According to consulting firm strike me as skills that do not
organizational consulting firm McKinsey, which analyzed 800 cater to university instruction.
Korn Ferry estimates that the professions in eight major
global technology sector will economies, 1 in 10 Americans Learning “innovation” in a
suffer $449.7 billion in unrealized will need to change jobs by 2030 classroom would be like reading
output by 2030 due to a shortage because their role will no longer a cookbook but never preparing
of 4.3 million workers. The U.S. exist. About half will need more any meals. To learn how to cook,
alone will account for $162.2 advanced skills to make this you must cook. Likewise, to learn
billion—36% of that total—if transition. innovation, you must innovate
business continues as usual. something. The same applies
to complex problem-solving.
Potential Over Credentials: A Call To Action For HR Departments
Although college courses can drop requirements when they are work and repetition to jobs
contrive scenarios in which short on talent. that favor human guidance
students innovate or solve of automated systems. That
complex problems, simulations For example, as talent demand change poses a long-term reset
will not compare favorably to the intensified leading up to in requirements and at a scale
on-job experience. Plus, why pay Covid-19, “skill-based hiring” perhaps not seen since the first
a college $10,000 or more per gained momentum. According Industrial Revolution.
year to practice something that to Burning Glass, “Some 46% of
employers would pay you to do? middle-skill and 31% of high-skill Accenture and IBM seem to be
Employers are beginning to ask occupations experienced material ahead of the curve in recognizing
that same question. degree resets between 2017 and this structural reset. According
2019.” The researchers call this to Burning Glass’s analysis,
Discounting College a “structural reset,” meaning that Accenture requires a degree for
Whether university training is it is likely permanent. Differently, only 26% of its quality assurance
relevant to a job or not, most they believe Covid-19 caused a (QA) engineering roles, and IBM
tech roles still require at least “cyclical reset” that temporarily for just 29%. By comparison, 84%
a bachelor’s degree. Perhaps lowered requirements for certain of QA roles at Google require a
not for long. Research from the roles (notably in healthcare). degree, as do 90% at Apple, 94%
nonprofit Burning Glass Institute at Intel, and 100% at Oracle. Even
suggests that employers require The WEF Future of Jobs Facebook, founded by a college
more credentials when they have report is describing structural dropout, demands a degree for
leverage in the job market (e.g., changes in employment from most IT roles.
just after the Great Recession) but roles that require manual
Potential Over Credentials: A Call To Action For HR Departments
Degree requirements are “Information,” a broad category talent pipelines, apprenticeship

supposed to select top that includes information programs are probably coming to
candidates, but in practice, they technology, media, and more. your HR department.
exclude more than 81 million Meanwhile, 188,452 apprenticed
workers without bachelor’s in skilled trades related to Soon enough, we will see HR
degrees, or about 56% of the construction (good news for the departments hiring a Director
civilian workforce over the age of housing shortage). The same of Apprenticeships. Competing
25. Black, Hispanic, and Native characteristics that make a on the open market for tech
American workers are overrep- construction apprenticeship so talent will be seen as inefficient.
resented among non-degree effective—hands-on learning Perhaps the tech companies that
holders, posing a diversity and under the supervision of a move early on apprenticeships will
inclusion issue on top of a limiting professional—suit digital roles. not become a Korn Ferry statistic
talent strategy. about unrealized output.
The barrier for tech companies,
Apprenticeships Are the I believe, is designing Amidst economic uncertainty,
New Pipeline and administering these apprenticeships tap a new
In my prior role as CEO and apprenticeship programs. talent pool that is eager to learn.
co-founder of Phone2Action (now Whereas the construction trades Whether an employer’s aim is to
Capitol Canary), a digital advocacy have always depended on reduce recruiting costs, increase
platform, I ran apprenticeship apprenticeships, the tech industry diversity and inclusion, or simply
programs for over eight years does not have this tradition. The find the talent they need to exist,
and found them essential to process of turning someone into the outcome is that millions
our talent strategy. Rather than a skilled digital worker is not well of Americans may have an
compete with Silicon Valley for understood within corporations opportunity to advance out of
the same degree holders, visa and is even less understood in stagnant work and join the digital
applicants, and coding camp higher education. economy. This is the time to value
graduates, we developed our potential over credentials.
own talent pool. Well-known tech Thus, DOL-approved
companies, including Google, intermediaries are
Accenture, Pinterest, ServiceNow, increasingly behind these tech
and Uber have done the same with apprenticeships, redesigning
“registered” apprenticeships. what preparation for a technology
career looks like in this century.
Different from an internship in The effort to develop a winning
which companies can do whatever formula for tech apprenticeships
they want, apprenticeships is likely to have beneficial ripple
effects. Perhaps it will lead to Ximena Hartsock is Co-Founder of
registered with the Department
BuildWithin.
of Labor (DOL) have to meet a healthier distinction between
standards for on-the-job training, education and career preparation,
classroom instruction, and wages. which are too often conflated.
That way, after the apprenticeship
period, the apprentice is equipped Director of Would you like to comment?
to work professionally in the field. Apprenticeships
There is room for a massive
In 2020, there were over 275,000 expansion of technology
apprentices in programs apprenticeships. Given the talent
registered with the DOL, but shortage in tech, the discounting
just 2,951 of them worked in of college, and the need for more
Special Research Supplement June 2022
The State of Hourly

and High-volume Optimize recruiting
strategies for high-volume
Hiring 2022
hiring success
JUNE 2022
INTERACTIVE
Sponsored by:
INDEX
RESEARCH REPORT SUMMARY
The State of Hourly and High-volume Hiring 2022

31
Exclusive Study By The HR Research Institute
Survey conducted by: Sponsored by:
ARTICLES
It’s Not Just About Recruiting Faster, it’s Screening Seasonal Hires: 5 Questions
34 Recruiting Faster and Better
52 to Help Your Prepare
By Clare Horvik
By Dr. Rachel Stewart Johnson
Recruiting Industry Insight:

Not Just the Quitters: How the Great 58 Navigating Hiring Trends to Keep Your
39 Resignation Impacts Everyone Organization Competitive
By Alex Reilly By Andrew Ernst
How to Deliver a Great Candidate 7 Ways to Develop Effective Pre-

44 Experience for Hourly Workers 61 Employment Assessments in
By Mateo Cavasotto
Volume Recruitment
By Ben Porr
What Is Outbound Recruiting

48 And Why Is it Here to Stay? Train More, Train Smart and Lose Less!
66 By Jigsaw
By hireEZ
The HR Research Institute, powered by HR.com, the world’s largest social network
for Human Resources professionals, is a key part of our mandate to inform and
educate today’s HR professionals. Over the past three years, the HR Research
Institute has produced more than 85 exclusive primary research and state of the
industry reports, along with corresponding infographics in many cases, based on the
surveys of thousands of HR professionals. Each research report highlights current HR
trends, benchmarks, and industry best practices. HR Research Institute Reports and
Infographics are available online, and always free, at www.hr.com/featuredresearch
Optimize recruiting strategies for
high-volume hiring success
Exclusive Study By The HR Research Institute
Sponsored by:
H
ourly workers account for a whopping 73.3 organizations engage in high-volume recruiting, do
million workers, ages 16 or over, in the United they outsource any part of high-volume recruitment
States. The recruitment of these hourly to other entities, and more.
earners— along with seasonal hires, tipped labor and
contingent workers—represents a talent-acquisition Top findings from the survey:
category that can often be collectively categorized
as “high-volume recruiting.” Finding #1: The majority of
organizations engage in multiple types
Although hourly employees represent 56% of all of recruitment activities
wage and salary workers in the U.S, this topic is often Roughly three-quarters of respondents say their
neglected in studies about talent acquisition (TA). organizations are engaged in these recruitment
activities:
HR Research Institute, in its latest survey, “State ●● internal recruitment
of High-volume and Hourly Hiring 2022”, attempts
●● employee referrals
to learn the various types of recruitment activities
organizations engage in, how much they plan ●● recruitment of hourly workers
to invest in high-volume recruiting, how often ●● high-volume recruitment
31 RESEARCH REPORT SUMMARY STATE OF THE INDUSTRY RESEARCH

Survey Question: What types of recruitment activities does
your organization engage in?
Internal recruitment 76%
Employee referrals 74%
Recruitment of hourly workers 73%

Nearly three-
quarters of large
High-volume recruitment 73%
organizations
engage in high-
volume recruiting Entry-level recruitment 69%
Executive recruitment 61%
Agency recruitment 59%
Campus recruitment 46%
Gig worker recruitment 34%
Alumni recruitment 30%
0 10 20 30 40 50 60 70 80
Finding #2: About two-thirds use staffing agency for this purpose. One interesting
a staffing agency for high-volume development is that 57% rely on online talent
recruiting platforms, making them more frequently cited than
Of the organizations that outsource some or all of the more traditional methods of RPOs (54%), BPOs
the high-volume recruitment process, 63% use a (44%) and temp agencies (40%).

Survey Question: What external agencies, services or partners
do you use for high-volume recruiting? (select all that apply)
Staffing agency 63%
Online talent platform

(e.g., Fiverr, Upwork, etc.) 57%
Fifty-four percent
partner with an
Recruitment process
RPO organization outsourcing organization 54%
for their high-
volume recruiting
needs Business process
outsourcer/partner 43%
Temp agency 40%
0 10 20 30 40 50 60 70 80
Finding #3: Nearly all respondents volume recruiting in some capacity over the
say their organization will continue to next two years. Nearly two-thirds (64%) of the
engage in high-volume recruiting over respondents will do so by relying primarily on their
the next two years in-house recruiting team and 35% said they will
Virtually all (97%) will continue to engage in high- outsource at least part of the task.
To learn more about The State of Hourly and High-volume

Hiring 2022 survey and to get strategic outcomes and 10
key takeaways from this exclusive HR.com Research Institute
research, please read the complete report here:
Read the Research Report

It’s Not Just About Recruiting
Faster, it’s Recruiting Faster
and Better
Dr. Rachel Stewart Johnson, Paradox
I
n human resources (HR) technology, we are often maximum value if you think about how you will
focused on delivering streamlined solutions. We move people through the bins, rather than focusing
are going for speed. However, speed alone does solely on loading up one bin as quickly as possible.
not always translate into time savings. Talent acquisition should not just be faster. It
Think of your hiring process as moving talent from should be faster and better. The goal is to create
one bin into the next, with the “finish line” being efficient processes that bring in candidates, who
an employee’s 90-day anniversary. You will get have the best odds of doing well in the job.
34 ARTICLE STATE OF THE INDUSTRY RESEARCH

Why Faster Can End Up Being Slower Know Who You’re Looking for
To understand how “speed” and “time savings” When you are hiring at or near the entry level, it
do not always go hand-in-hand, think about the can be difficult to distinguish among candidates
difference between what you put in versus what you based on work history or technical expertise —
are getting out. Start with some simple math. nearly half of America’s minimum wage workers
Let us say you are a franchise group that focuses are just 16-24 years old. Often, the predictors of
on achieving a high volume of candidates for success will instead come from “soft skills,” or
entry-level hourly roles. You know the ripple effects the ways an individual’s personality shapes how
of being understaffed, so you are eager to get they approach the workday. Think of the rookie in
those numbers as high as possible. You meet with customer service, who stays calm and thinks on
success on that metric, with 100 applications a their feet. The sales representative, who is a fierce
week. You might think: that is not bad, eh? competitor. The crew member, who loves fast-
paced repetition.
What happens next? If you require candidates to
create a login or you add in other complexities, So, ask yourself: What are we looking for? Calm?
60% are likely to disappear. You are down to 40 Competitive? Fast?
interview slots booked. These days, easily 50% of
a standard pool of candidates will be no-shows It’s a simple question. What makes a person a
for those interviews, so that leaves you with about top performer in a job? Alternatively, what are the
20 candidates who show up (and 20 wasted red flags? This type of analysis is an underused
bookings). resource. A LeadershipIQ study found that only
15% of companies have defined what attitudes
So the pool of 100 potential hires shrunk pretty make their highest performers successful, and 34%
quickly, with the likely need for additional spending haven’t addressed the issue at all.
to convince those who get an offer to sign on. From
there, more obstacles: getting the “yeses” to show An effective HR tech stack equips you with a two-
up on day one, and then navigating those early hires pronged approach.
through the critical first 90 days. 1. Prevent mismatches: Data services should
first help you understand each of your
positions, so you can answer the “What are
Generating a high volume of candidates can be
we looking for?” question and recruit those
fraught with inefficiency. You can think of the result candidates.
as “candidate churn.” As you probably know all too
2. Find the best matches: Your tech stack
well, that means you are wasting time and money.
should then include an assessment tool to
measure how well a candidate matches that
ideal.

As you look into solutions for high-volume hiring, When you get more information out there to help
make sure they help you every step of the way. everyone understand the job, you will attract
That’s how you do faster, better. candidates who are more likely to be “stickier”
through the hiring process. These candidates know
Prevent Mismatches Before what an ordinary workweek looks like, and they
They Happen want it.
At Paradox, we have a team of behavioral scientists

dedicated to helping you understand your open Instead of a pool of 100 low-information candidates
positions and how to predict success on the job. that reduces down by 80% before you can send out
We investigate everyday tasks, expectations, offers, you will have a leaner corps of candidates
organizational structure, and the rhythms of the with accurate expectations of the job. That will
typical workday. Then we leverage insights from likely help reduce candidate churn. Why? Survey
organizational psychology to understand how these data demonstrate the power of expectations: 48%
realities align with personality. For example, does of workers report leaving a job because it didn’t
the job require up-front training? You are looking for align with their expectations, including 73% of Gen
someone with high “openness” who readily accepts Z respondents. Given this, why squander resources
updates to their knowledge and approaches. recruiting a creative “big ideas” kind of person to
If you understand who is a good bet to succeed, apply for your “If it ain’t broke, don’t fix it” role?
you can tailor your “pitch” to those individuals. Your Mismatches fuel turnover, and there is no reason
goal is to attract candidates who enter the process why you can not stave them off before you invest
with more buy-in. Educate the talent pool well those resources.
enough that the best-fit candidates will self-select

into your candidate stream. So, let us recap. Use behavioral science and data
analytics to identify the personality profiles of
One way to do this is to utilize informative job individuals with the best odds of succeeding in a
descriptions that preview what the job is really like. job role. Then, tailor your focus to attract people
Consider creating a video that depicts a “day in the who will thrive in the role. That is preventing
life.” When you send out that “Now Hiring” alert to mismatches.
your passive talent pool, think less about general

job perks and more about the characteristics that Find the Best Matches
people who love the job tend to have. What is the second major step? Deploying fast data
capture to turn the soft skills of your candidates
●● Friendly but competitive people who love into an objective metric. That is detecting the best
performance incentives. matches.
●● Opportunity to cultivate community.
●● Get a “workout” while you work.

What if hiring was
fast and simple?
Meet Olivia, the conversational AI assistant
creating better hiring experiences for everyone.
› Fast text-to-apply experiences so

candidates can apply in just a few minutes
› Automated screening to immediately
identify qualified workers
› Instant interview scheduling to get
top candidates scheduled the same
day they apply
› Simple mobile app features that make
opening jobs, sending offers, and
completing paperwork a breeze
Learn more at paradox.ai
Olivia is saving the world’s biggest companies

millions of hours of manual work, every day.
And, she’s supporting over 740 organizations — and counting.
The key is a solution that tells you about fit without That makes it easier to distinguish one candidate
slowing things down. from another out of that entry-level pool. And
remember — people who fit poorly with the job are
less likely to enjoy the job, and, therefore, have a
higher potential to leave in the early days. Receiving
an early warning signal of this likelihood benefits
everyone.
You Can Have it All

Together, we will take a data-driven approach to
who you recruit, and give your job descriptions a
productive refresh. Then we will unlock the power
of data with the folks who click “Apply,” so you have
got a metric that helps you find your best fits.
It is not just faster, it is faster and better. Our

hospitality client saw a 54% decline in involuntary
turnover. Your organization too deserves to employ
people who are happy to be there. There are good-
There is science that can help out here too. You can fit employees out there for every job. We will help
leverage what we have learned about how humans you find yours.
brains take in information. For example, an MIT-
led research team found that people can detect This article first appeared here.
and remember information about a never-before-
seen visual image after exposure as brief as 13
milliseconds. With that in mind, you can recognize Dr. Rachel Stewart Johnson is a Psychologist
at Paradox. Dr. Rachel came to HR technology
the fastest way to gather data from people: use in 2018 from a background in human
images. development. At Paradox, she focuses on
research and development as part of the
Psychology team for Traitify by Paradox.
Today’s assessment technology from Paradox does She has a particular interest in developing
just that. tools that enhance employee engagement.
Prior to diving into behavioral science in
enterprise software, Rachel spent many years
It is now possible to gain personality data with little in the classroom, teaching at the University
of California, San Diego, and earning her
lift from the candidate, in either time or effort. That
doctoral degree in experimental psychology
moves soft skills data from far down the funnel from Stanford University.
to the top of it. When you compare an individual
candidate’s profile to an ideal profile for a job role,
you have got an easy-to-use match score that gives
you a bird’s eye view of everyone, including how Would you like to comment?
applicants compare to each other.

Not Just the Quitters: How the Great
Resignation Impacts Everyone
Alex Reilly, Infor
If you follow any news outlets related to human To understand how to navigate these uncharted
resources, it is inevitable you have seen two or waters we must first understand the types of
more articles a day around the Great Resignation people being impacted by this historical event.
(or Great Reshuffle, or Great Retirement).
Workers: Candidates and Employees
Often, we see statistics like “4.3M people quit or There is no argument that candidates are
changed jobs in August 2021” or “employers are experiencing the largest benefits of the Great
seeing 3% voluntary quit rates in 2022,” however, Resignation. Record turnover, coupled with
we are just now starting to see articles about the record low candidate volumes, has created a
impacts on the people experiencing the full brunt of perfect opportunity for candidates to seek out
the Great Resignation (Washington Post). new jobs with minimal competition and bigger

payouts (salary, signing bonus, benefits, etc.) Within industries, healthcare and banking/financial
from employers willing to foot the bill and avoid services tied for the highest percentage of this
prolonged job openings. response at 67%. Retail had the lowest percentage
of any industry at 52% for the same response.
Interestingly, those low candidate volumes are even
more strange when you take into consideration Pay is regularly reported to be a significant
that the U.S. economy is seeing the lowest weekly motivating factor for those seeking new roles
jobless claims in 52 years (Reuters). in the Great Resignation, however, our survey
results found that only 21% of respondents were
Fortunately, we are able to directly measure seeking new employment because of a dislike
candidates’ preferences for new roles and their of their current pay or compensation. Retail had
motivating factors for looking for new employment the highest percentage of responses naming
opportunities. Our own survey of 10K+ candidates pay/compensation dissatisfaction (24%), while
during the months of March and April 2022 yielded healthcare had the lowest (15%).
some interesting results.
Other factors widely credited with driving the great
One surprise was the landslide representation of resignation in the press were not supported by our
the primary reason for considering a new role. survey results. Of the 10K+ respondents, only 15%
Across industries, 58% of respondents said they stated they were looking for new work because
are considering a new role because they do not see they dislike the work/tasks of their current job, 5%
opportunities for advancement or growth in their stated they dislike their team or supervisors, and
current roles (Graph 1). only 0.5% stated they were leaving due to disliking
interactions with their customers or patients.
Graph 1:

Employers: Managers and Human
These insights highlight a path forward for how to
Resources Professionals
address the needs of employees so you can avoid
Hiring managers are one of the most overlooked
any additional casualties to the Great Resignation.
(and overworked) groups being impacted by the
Our candidate survey reinforced a common statistic
Great Resignation. Recent research has begun to
that about 45% of people looking for new jobs are
point to the burnout being experienced by hiring
currently employed. More people than ever are
managers who struggle to fill openings on their
considering if they should leave your organization,
team and either have to pick up the extra work for
so it is critical you give them a reason to stay.
themselves or support their short-staffed teams
and fear that overworking them will lead to more
More pay is perceived as a common problem-
turnover.
solver, however, it is not the most important thing
for everyone. Employees want purpose in their
A recent Greenhouse Hiring Manager Report,
work, to be appreciated, and to feel their employer
published in Recruiting News Network shared
is invested in them. They want tools to understand
that 75% of the 1,500 hiring manager respondents
where their skills, experience, and uniqueness are
expect hiring to become more difficult through the
the best fit within your organization and where they
end of 2022 (Recruiting News Network). Even more
may be lacking in any of those areas when it comes
worrisome, 84% of the respondents reported they
to their ability to transition internally.
are experiencing burnout due to the difficulties they
face as they navigate through the current labor
Ultimately, supervisor and interpersonal
market.
relationships at work are not driving away your
employees, it is the lack of fit and belonging felt by
HR Professionals are no strangers to the
your employees.
challenges of attracting and retaining talent for
their organizations. Some of the new data on the
mental state of HR professionals is extremely

concerning. Forbes, with the help of Workvivo, into your organization. People who are most
reported that 98% of the 520 HR professionals likely to succeed/stay longer, and you can
surveyed are burned out. Almost as concerning, ensure they are placed in the right roles they
94% said they felt overwhelmed in the past six are most likely to enjoy. You can also help
months, while 88% of respondents said they employees chart realistic career paths within
dreaded work (Forbes). These sentiments are the organization and identify the specific
accompanied by only a meager 29% of HR developmental steps they need to take to
professionals feeling that their work is valued in prepare them for the next level. Ironically,
their organization. using these technologies can help add a more
personalized touch to your discussions with
What You Can Do candidates and employees.
HR professionals now know they must prioritize
●● Tell someone you work with they are doing a
making advancement and development
good job. Use any internal review/shoutout/
opportunities more transparent within their
kudos/rockstar programs and go give
organization or they risk leading employees to
someone positive feedback today. Be the
seek opportunities elsewhere. Others within
catalyst within your team that celebrates the
the organization who stand to be impacted by
achievements of your teammates and team
organizational turnover still have some things they
members. You may just save yourself from
can do to avoid becoming victims of the Great
losing an employee or co-worker that would
Resignation fallout:
lead to you inheriting their additional tasks in
●● Show job seekers how they can make an your future.
impact within your organization through your
application process. Hiring managers often
say they want their candidate experience to
be fun, which is a lot to ask when considering
how fun it is to provide one’s employment Alex Reilly has over 10 years of experience
working with Talent Science and currently
history or contact information for several leads Product. Alex brings his knowledge
references, who will never be called. Worry and passion for Talent Science to the
product vision and strategy to ensure
less about a fun application and focus more
insightful and predictive tools are being
on giving candidates an opportunity to put created for everyone from tactical end
their best foot forward and make their case users to strategic executive stakeholders
for years to come.
as your best option to select. Showing that
you care about wanting to get to know them
as candidates signals that you will also care
about them as employees.
●● Use responsible technology to hire, promote, Would you like to comment?
and develop talent. By leveraging data-driven

assessments to understand people, you can
confidently identify the right people to bring

How to Deliver a Great
Candidate Experience for
Hourly Workers
Strategies to optimize high-volume hiring in 2022
Mateo Cavasotto, Emi Labs
In 2020, nearly 75 million people in the U.S.—

representing over 55 percent of the total
workforce—were paid hourly. Frontline and hourly
In today’s competitive, candidate-driven labor
market, delivering a great candidate experience is
critical to attracting, engaging, and retaining front-
employees are essential to operations across many line employees. However, in a high-volume hiring
industries. However, amid growing labor shortages, environment, how do you create a personal experi-
businesses across the country now find themselves ence at scale?
seeking innovative ways to stand out and attract
the best workers. Let us explore talent acquisition best practices in
the high-volume hiring landscape and how recruit-
And one of the most effective ways to achieve this ment technology can help you deliver a candidate
is by delivering an engaging candidate experience experience that appeals to hourly workers.
that is personalized to the needs and preferences
of hourly candidates.

4 Ways to Craft a Better Candidate so than pay. That is why using recruitment
automation to speed up the hiring process
Experience
is an excellent way to improve the hourly
Recruitment automation and talent acquisition (TA) candidate experience.
platforms can play a vital role in delivering a per-
sonalized, high-touch candidate experience—while Using an applicant tracking system (ATS) can
also maintaining recruitment efficiency. help automate repetitive tasks, like posting
jobs and screening candidates. However,
Here are four ways leading organizations are sending frontline candidates to your ATS is a
leveraging technology to deliver a great candidate fast way to lose them.
experience for hourly workers:
Instead, enhance your ATS by leveraging
1. Make the application process fast, technology that seamlessly integrates with
simple, and convenient your ATS to create a more candidate-friendly
One way to ensure hourly candidates have a recruiting process. Now candidates can
positive experience is to make the application instantly engage in a conversation over chat,
process as fast and easy as possible. This reducing candidate churn and delivering a
means having a simple, mobile-friendly better candidate experience. And because the
application that can be completed online in a technology integrates with your ATS, all your
few minutes—anywhere, any time, and from recruitment data is still synced and centrally
any device. managed.
In addition, you should allow candidates to 3. Automate communication for an efficient

apply via text or chatbots. This will make it hiring process
easier for them to apply on the go. Using a From scheduling interviews to keeping
chat application can ensure you can meet candidates informed on the status of their
candidates where they are—on their phones— application, recruiting is a high-touch activity.
and when they are most likely to respond. However, it is challenging for a recruitment
team—no matter how large—to quickly and
It is also important to consider how you can personally respond to all applicants in a
simplify the application process for walk-in high-volume situation. And by the time they
candidates. Allowing an applicant to scan do get around to replying, the candidate may
a QR code and chat with a bot that guides be long gone.
them through the application process—
without needing to have a resume or even Instead, use technology to automate
fill out a job application—is now a reality in candidate communication. This includes
high-volume recruitment. interview scheduling, document collection,
2. Accelerate hiring with chat-based responding to candidates’ questions, and
recruitment tools sending reminders. This will help keep
Thirty-seven percent of hourly workers say them informed and reduce the likelihood of
that hiring speed is the most important factor becoming frustrated with the process. It also
when determining where to work—even more

ensures that no candidate falls through the platforms. With these insights in hand, you
cracks or is accidentally overlooked. can optimize and double down on efforts in
the places that net the best results.
Automating communication can ensure
a high-touch candidate experience, so Hiring Hourly Workers with Speed,
applicants do not just feel like a number in Scale and Success
your ATS. You can connect with candidates Employers in all sectors are struggling to hire and
24/7 (on their time), eliminating the need retain hourly workers. Today’s candidates have mul-
to stick to office hours to engage with
tiple options in front of them—and delivering a fast,
candidates and get them through the
seamless, engaging hiring process will help your
application process at lightning speed.
company stay competitive in the eyes of applicants.
4. Leverage social platforms where hourly Recruitment automation tools can help you deliver
candidates spend time
a great hourly candidate experience at scale.
In addition to rethinking your organization’s
Leveraging technology can help you engage with
recruitment technology, it is also worth
candidates 24/7—when and where they are most
considering what external platforms you use
to attract potential candidates. receptive to hearing from you—while also improving
key recruitment metrics like time to fill.
To resonate with hourly and frontline
candidates, you need to meet them where With the four strategies we have outlined above,
they already are, on the channels they are you will be able to give every hourly applicant an
most comfortable with. And that is precisely exceptional candidate experience, create a more
why any high-volume hiring strategy should efficient high-volume hiring process, and position
include a social media recruitment element. your brand as an employer of choice.
While salaried employees may turn to

LinkedIn or Indeed when job searching,
hourly candidates are apt to turn to social
Mateo Cavasotto is Co-Founder & CEO
media platforms like Facebook, TikTok,
of Emi Labs, where he and the team are
and Instagram. Look to the social media creating solutions to transform the way
platforms potential candidates are on—and we engage with and hire frontline workers
globally. Before founding Emi, Mateo
figure out how you can appeal to them there.
worked at Quasar Ventures, where he
Chipotle, Shopify, and Target, for example, helped entrepreneurs develop their ideas,
are just a few of the companies that have business models, and capital raising
processes. He was also Country Manager
experimented with TikTok Resumes—a pilot
at Trocafone, where he oversaw launching
program that lets job candidates submit operations in the Argentinian market.
video resumes on the social platform.
Using a recruitment automation solution

can help you identify where candidates are
coming from, like specific social media

Hire high-volume
roles, faster
A complete recruiting automation
solution designed for high-volume
hiring teams.
Grow your candidate pool by meeting candidates where

they are and reduce friction in the application process.
Instantly engage candidates from the moment they show

interest in a position until they’re hired, and beyond.
Increase team efficiency by automating time consuming

tasks like interview scheduling and document collection.
Learn more at www.emilabs.ai

What Is Outbound Recruiting
And Why Is it Here to Stay?
hireEZ
T he business world was shaken hard by

the pandemic followed by economic
circumstances like the Great Resignation, talent
pandemic, recruiters’ jobs play a significant role in
restoring the labor force during this recovery.
shortages, and so forth. The demand and supply Recruiting has always been a challenge, and on
forces in the labor market were out of equilibrium top of having more jobs now than people, we are
which made a recruiter’s job more complicated reshaping the traditional way of recruitment from
and challenging in the past year. While the world inbound to outbound recruiting to solve talent
is slowly picking up from the impacts of the global acquisition professionals’ shared challenges.

Inbound Recruiting vs. Outbound Technology to Support Outbound
Recruiting Recruiting
In the past, recruiters solely relied on inbound hireEZ, previously Hiretual, is a recruiter-centric
recruiting by posting jobs, sorting through applica- platform that allows recruiters to take complete
tions, and having an abundance of candidates to control of their recruitment efforts and help jobs
choose from in a diverse talent pool. find people. Rather than making it easy for people
to find jobs, we are putting the power back into the
But the world has changed. Recruiters now face hands of recruiters and helping teams find, attract,
numerous challenges. Candidates drop off during and engage candidates to help organizations build
the recruiting process, and oftentimes recruiters a scalable and sustainable business.
are faced with no qualified candidate applications.
We see the potential and positive impacts of out- The Predictable Outcomes of Out-
bound recruiting to bring more people to jobs with bound Recruiting
these inbound recruitment roadblocks. So, what While executing a recruiting strategy varies, we are
is outbound recruiting? It is a proactive approach confident that outbound recruiting will make recruit-
where recruiters actively search for and contact ers’ jobs easier and overcome recruiting challenges
candidates for a new position. Instead of wasting in the future. Recruiters’ jobs today play a massive
time waiting for candidates to look for your job, you part in the labor force recovery. It is time to change
are proactively offering jobs to the right people. the current outdated and overused inbound recruit-
ment strategies to take control. Leverage the power
Learn more about our brand evolution from Hiretual
of outbound recruitment and be part of this trans-
to hireEZ and find out why we are so passionate
formational change.
about outbound recruiting.
To learn more about hireEZ, click here.
Why Is Outbound Recruiting Here

to Stay?
For companies to remain successful in today’s tight Would you like to comment?
and candidate-driven market, recruiters must shift
from inbound to outbound recruiting to avoid being
left behind. Outbound recruiting gives recruiters
the opportunity to take control of their recruiting
strategy and build a scalable action plan. It is a
methodology that needs to be implemented to
steer clear of all the recruiting challenges brought
by the current economic climate. Outbound recruit-
ing is here to stay and it is a new era for change in
the recruitment industry.

Screening Seasonal Hires: 5
Questions to Help Your Prepare
Clare Horvik, Verified Credentials
M ost organizations face a “busy season.” That Here are five questions to help prepare for screen-
often begins with a high-volume hiring period. ing seasonal employees.
While the time of year may vary by industry, the
rush to get staff in the door is more familiar. 1. How can we find time to screen
seasonal employees without a large,
For HR professionals, that also means ordering and dedicated HR team?
reviewing background checks for those hires. And As business increases, HR professionals face limits
potentially a lot of them in a short amount of time. on both time and resources to get everything done.
Avoid feeling like you are in a crunch. Start planning That means finding ways to work smarter, not
now by evaluating and aligning background checks harder. Partnering with a background check provid-
with company goals before the hiring wave hits.

er with the technology to streamline the screening manage those orders from one easy-to-use loca-
process can be the first step. tion. A cohesive system could save time switching
between platforms and can potentially provide
efficiency to help stay on track.
For example, Verified Credentials offers a self-ser-
vice Candidate Verification Center (CVC). The CVC
There are several options that could potentially
allows candidates to submit background check
help accelerate the screening process.
information themselves. This could save HR teams
time on manual data entry from resumes or trans- ●● Report scoring and adjudication tools
ferring data from other systems. may be able to lower the time to review
background check records dramatically.
Background check management hubs like Verified ● Integration with an applicant tracking
Credentials Employee create a central location for system. This could help maintain candidate
your organization’s screening process. This tool records, including checks, in one place.
allows hiring managers to order background checks ●● Use rapid drug tests. This could provide
with a single click. They can then monitor and results in a matter of minutes.
The National Retail Federation estimated that hiring during the 2021 holiday season was
up nearly 40% from 2020.

and submit a templated list of candidate informa-
2. As a large company, how can we
screen so many candidates in such tion. Access a user-friendly dashboard for status
little time? updates, review records, and even get a consolidat-
ed, filterable report to identify important records
A mom-and-pop ice cream stand may only hire fast.
a dozen or so workers over a summer. However,
theme parks, hotel chains, and other large em-
ployers often hire hundreds, if not thousands of Bulk screening projects can cut off an average of
seasonal workers. Similarly, retail stores of all about ten minutes per order. The time saved could
sizes can feel the pressure before the holiday allow employers to reach target staffing levels in
frenzy. With little time to attract, interview, screen, time for the busy season.
hire, and train employees, time is of the essence.
HR professionals may need to complete checks 3. How will we treat returning
quickly without having to add seasonal staff of employees?
their own.
Some seasonal employees come back year af-
ter year for that perfect job. This can be great for
Bulk screening projects could offer employers a morale, continuity of operations, and your company
chance to screen large volumes of candidates culture. However, it also raises an important ques-
quickly and efficiently. HR professionals compile tion for hiring managers: Do these candidates or

employees require a different set of checks than 4. Do our background checks match
completely new hires? the roles we’re hiring for?
Depending on your company's busy season, it may Building up to the busy season, HR teams can not
have been several months since screening past afford to waste time reviewing records that have
staff. That leaves a lot of time for new records to no relevance to the job. It may be valuable to ask
appear. In fact, according to our research, nearly 5% yourself whether the background checks you are
of employee rechecks locate a new record obtained ordering actually match the roles.
after their initial hire date.
For example, lifeguard positions may require CPR

Who and how you decide to screen will ultimately
certification. Likewise, summer school educators
depend on your company’s unique goals and poli-
may need a teaching license. Here, professional li-
cies. But it may be worth considering current busi-
cense verification may be of greater relevance than
ness needs, types of background checks conducted
a driving record check. For positions that common-
in the past, and how priorities might have changed
ly attract young candidates with little to no work
since then. From there, you can craft a screening
experience, an extensive dive into job history may
strategy that aligns with your strategic hiring goals.
not be as pertinent as a social media screening.

experience can potentially help keep tech-savvy
candidates more engaged in the process.
Improving the candidate experience may not

happen overnight. However, taking time to think
through the applicant experience can help you iden-
tify ways to strengthen your employer brand.
Construction employers may find hiring for the

Take on High-volume Hiring with
2022 summer season an additional challenge –
Thoughtful Planning
particularly in trades that may require specialized
licenses. The National Association of Home Builders Hiring seasonal employees always brings new risks
estimates that there are 300,000 to 400,000 open to an organization. However, you can mitigate that
construction positions each month. risk with a background check program that genu-
inely aligns with your company’s goals. Take time
now to evaluate your background screening and
Deciding what is relevant to a particular position
identify steps to optimize the process.
can be tricky. For example, some companies value
running driving record checks for non-driving posi- Need help screening your seasonal team members?
tions. Other organizations want to cast as wide a We can help you design and implement background
net as possible. However, if efficiency is the goal, it checks that align with your most important hiring
may be helpful to evaluate what you are ordering. goals. Reach out to schedule a consultation.
Asking yourself how important those types of po-

tential records are to a candidate’s future role may
be helpful as you craft your screening strategy.
Clare Horvik is Senior Contributor & Vice
President of Marketing at Verified Creden-
5. Does our applicant experience align tials, LLC. With over 15 years in background
with our candidate pool? screening, Clare Horvik fuels the content
development engine of Verified Credentials
with strategic insights, unique research and
HR professionals know how difficult it can be to
analytics, and target-driven campaigns and
hire these days. Anything you can do to give your events. Clare is a published author of Veri-
company an edge can be valuable. To that end, it fied Credentials’ blog, experienced speaker
at educational events, and knowledgeable
may be worth considering how well your candidate content leader – shaping the conversation
experience aligns with the expectations of the peo- about background screening and highlight-
ing its business impact.
ple you are trying to attract.
High school or college students fill many seasonal

employment positions. They may prefer to use an
online portal to submit information and view sta- Would you like to comment?
tus updates. In that same vein, providing a mobile
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verifiedcredentials.com/why-verified Mobile-first interface

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Recruiting Industry Insight:
Navigating Hiring Trends

to Keep Your Organization
Competitive.
ANDREW ERNST
HEAD OF ENTERPRISE SALES, NORTH AMERICA
LHH RECRUITMENT SOLUTIONS
Many organizations feel the squeeze of a low unemployment rate and fierce competition for top talent
following the pandemic. We’re here to tell you: This is not the time to panic. Sure, there is a frenzy in the
recruitment world right now. Top talent is leaving to test the open market in unprecedented numbers.
They are being lured away from existing jobs with the promise of salaries that are double or even triple
what they’re making, and gaudy signing bonuses are more the rule now than the exception. But by
taking a look at subtle shifts and the successes of other organizations, we see a strategic path forward.
It would be easy to throw caution to the wind and join in the competition to win talent. After all,
this isn’t the first time many industries and organizations have suffered through a shortage of
skilled workers. For a company that has struggled to fill all its key roles, the consensus may be
that, notwithstanding the huge cost, they cannot afford to be left out of the war for talent.
However there are a number of ways to meet new expectations of employees and retain your talent
without putting your organization at risk of outspending.
Employee expectations have changed.

There’s no doubt the pandemic forced a lot of changes in the
workplace - including the expectations employees have of ANDREW ERNST
their employers. Those companies who don’t evolve to meet HEAD OF ENTERPRISE SALES,
these new expectations will be left behind. This is no longer NORTH AMERICA
LHH RECRUITMENT SOLUTIONS
a debate, we see it in the stats. The ‘Great Resignation’
has been followed by a number of iterations - the ‘Great Andrew Ernst leads LHH’s Recruitment
Solution’s Enterprise Sales division within
Rehire’, the ‘Great Realization’, the ‘Great Reevaluation’. North America. He and his team are responsible for
All point to a trend of employees and companies alike providing large companies with their greatest asset,
pausing and evaluating the current state of work. people. Solutions that we offer include flex staffing,
permanent placement, interim management and
retained search. In his previous role with LHH, he
If you want high performing, quality employees on served as the North America Practice Leader where he
your team, there needs to be a reckoning between was the strategic leader for their staffing vertical, using
big data to create new revenue streams and maximize
pre-covid policies and today’s expectations. Even Elon revenue opportunities based on current market trends.
Musk recently found himself in hot water for requiring Prior to rejoining LHH in 2016, Andrew spent 2.5 years
40+ hours of in-office presence in an email sent to with Blue Yonder, a billion dollar supply chain software
employees, when there’s a clear demand across the company, as Sr. Director of Talent Acquisition, leading
their talent acquisition efforts directly for North and
board for flexibility in regards to schedule and location. South America and globally on strategic initiatives.
Organizations should take two lessons from this: This experience working in house brings a unique
perspective of what keeps leadership up at night.
employees want remote or hybrid flexibility, and they
Andrew holds a bachelor’s degree in finance from
want more consideration in operational decisions. Fordham University and resides in Phoenix, Arizona.
So how do you navigate this new job market and
stay competitive in your hiring practices?
Whatever you do, don't abandon the best practices deep end with an expectation they would start
painstakingly built into your hiring processes. It producing right away. At the best of times,
would be a mistake to hire rashly and overpay new hires need onboarding support to fully
without properly vetting candidates, despite integrate into their new companies. There
the perceived scarcity of talent right now. If you needs to be regular check-ins and dialogue to
need to match the market rate for a particular ensure they are getting everything they need
kind of skilled worker, you need to make sure to succeed. If you’ve been forced to match
they will bring value to your organization. market rates and overpay for talent, making a
Overpaying for unproven talent is particularly commensurate investment in onboarding and
risky in this kind of market. However, if you stick integration will not only get people up to speed
to your hiring process and do all the requisite quicker, but it will also ensure you don’t lose
assessments, you may be able to justify a higher some of these hires in the first six months.
salary and bonus structure. Remember, be agile
but don’t be rash in your hiring decisions. Keep one eye on your existing talent.
In 2022, 1Password, a Toronto-based password
Is there something other than money that manager firm, announced it was offering a
could be used to attract top talent? 7.5-percent cost-of-living adjustment to its
Prior to the pandemic and the current hiring frenzy, existing employees as well as a restructured PTO
surveys consistently showed that money on its own program. The message from the company was
was not the most important issue for top talent in clear: it does not want to lose people to the Great
choosing an employer. It’s worth remembering Resignation even as it competes in an overheated
that whenever salaries go up and new benchmarks talent market to hire new people. It’s a cautionary
are established, they almost never go back down note that all employers should heed. Forgetting
again. That makes it extremely important for about your current workforce to focus all your
all employers to take a thoughtful approach to time and resources on acquiring new talent is
talent recruitment that is not only effective at a recipe for disaster. And as is the case with
luring skilled workers, but also affordable for the recruiting new talent, taking care of the people
long-term. A reasonable salary is an expectation, you already employ does not necessarily involve
but highly skilled workers also want to go to huge bumps in salary and bonuses. Offering
organizations with strong leadership cultures and additional non-compensatory incentives
a psychologically safe working environment. They resonate in today’s talent marketplace,
want to work for employers who share their values particularly with individuals who
and invest in future career development. Prior are looking for a longer-term gig.
to the pandemic, we were already seeing a trend
toward hybrid work schedules, non-traditional Evaluate your Hiring Practices
benefits and enhanced PTO. There are many ways One thing is very clear:
to incentivize talent beyond cash remuneration. organizations need to move
quickly through the hiring process,
Tie higher pay to performance. while still maintaining the integrity
Some of the world’s biggest companies are of their search. Make sure you’ve
offering higher overall compensation packages identified the qualities of the
but tying increased salary and bonuses to talent you’re looking for,
performance. A deferred pay or bonus system but be open candidates
can ensure that an employer is getting top who aren’t a complete
value when paying top dollar. You can offer match on paper. Have
new hires the opportunity to review pay and a process in place for
performance in three to six months, as opposed quickly moving through
to annually. Create a culture where new hires interviews and offer
are encouraged to prove their value and earn negotiations. And
their way to higher pay and bonuses. lastly, partner with a
recruitment firm to
Have a plan in place to make new hires help find the most
successful after they’re on board. qualified candidates
In previous hiring frenzies, many organizations for your positions
made the mistake of taking new and unproven and streamline
hires and throwing them directly into the the process.
What do long-term hiring trends look like?
Current trends—many accelerated by pandemic Organizations will need to leverage
forces beyond our control—have changed the rules data-driven recruiting resources.
of recruiting and hiring, requiring organizations Increasingly, organizations that need to hire—and in
to adapt and embrace new practices to compete some cases hire huge numbers of people—are going
and triumph in the future war for talent. to need tools to dig much deeper into the available
pool of talent and, relying on hundreds of data points
Competition for top talent and the customized for an employer’s needs, quickly and
best jobs remains fierce. accurately identify the right people for the right jobs.
It’s become clear that the dynamic employment
market that exists has done nothing to change Inbound methods of recruiting typically fail to
some of the basic rules of the talent management generate relevant candidates—with 80% to 90% not
game. In fact, top talent and good jobs remain qualified for the advertised role. If employers are
in high demand. Top candidates who are on the using LinkedIn to source talent, a lot of time is spent
open talent market will likely have to sort through combing through profiles and contacting people who
multiple job offers, putting pressure on employers may not be interested. Getting to the right candidate
to quickly identify preferred candidates and get can take as long as 45 days, a lack of efficiency that
them offers. Employers who hesitate will find wastes time and money. This is where utilization of
they are too late to land the best candidates. a digital talent broker to help organizations make
the best hiring decisions faster is imperative.
Looking toward the future of hiring and recruiting.

Organizations focused on the future should consider ● More than half of respondents from larger (500+
looking beyond present challenges and prepare now employees) organizations say their company is
for what’s ahead. There are, right now, more efficient making diversity, equity and inclusion a priority (53%).
and accurate ways of sourcing candidates that allow ● More than half of respondents (54%) say
recruiting teams to continue to fill roles quickly. they are upskilling current employees
within their organization.
We recently conducted a Compensation & Workforce ● 59% of survey takers say their organization has
Trends Report, polling over 1,400 hiring decision shortened its interview and offer process to meet the
makers nationwide on how they are adjusting current demand and competition for skilled workers.
their hiring, workforce size, and compensation
plans for 2022. A few key trends we found: Although employment numbers may soon return to a
pre-pandemic level, we can be sure our way of working
● 69% of survey takers say their company will offer will not. However, feedback from our clients, trends
bonuses this year, up from 60.9% in 2020. we see in the evolution of hiring practices, and our
● 37% of decision makers anticipate salaries will be Compensation & Workforce Trends Report all show
higher post-pandemic as compared to someone that employers are making significant adjustments
who was hired pre-pandemic for the same to embrace new ways of attracting, retaining and
position and with the same qualifications. managing a more resilient, well-rounded workforce.
About LHH
At LHH, we exist to help people, teams and organizations find and prepare for what’s next. Our end-to-end HR solutions
future-proof organizations and careers all over the world. Through Advisory, Career Transition & Mobility, Insights, Learning
& Development and Recruitment Solutions, we enable transformation, and our job is never done because there’s always
another tomorrow to prepare for.
We make a difference to everyone we work with, and we do it with local expertise, backed by a global infrastructure and
industry-leading technology. LHH’s over 8,000 colleagues and coaches span 66 countries worldwide, working with more
than 15,000 organizations, a majority of Fortune Global 500, and nearly 500,000 candidates each year. Together we address
needs across the entire talent journey, helping organizations build their capabilities and individuals build brighter futures.
There is a world of opportunity out there. Let’s get to work.
LHH is a part of the Adecco Group, the world’s leading talent advisory and solutions company, headquartered in Zurich,
Switzerland. Use our findings and our experience to accelerate the transformation of your workforce. Contact us today.
lhh.com
7 Ways to Develop Effective
Pre-Employment Assessments
in Volume Recruitment
Ben Porr, Ph.D., Harver
C
ompanies in the volume hiring space that There are many different pre-employment
are beginning to digitalize their recruitment assessments (e.g., situational judgment tests,
process often use a combination of manual personality questionnaires, language skills tests,
and digital operations. For example, a company and cognitive ability tests). They can be tailor-made
might use digital assessments, but then interpret to assess the specific work-related characteristics
the results manually. needed to be successful in a role and company, and
to support recruitment teams in making objective
The problem is this introduces human hiring decisions.
interpretation which can lead to bias or at least
inconsistent application to the hiring process. It Below are seven ways organizations can develop
also makes it challenging to maintain consistent effective pre-employment assessments in volume
standards on selection criteria. This influences recruitment.
the predictability of the hiring process because
organizations are not able to tell how effective 1. Understanding the Goals
their pre-employment assessments are in their
The first step in measuring the effectiveness of
relationship to organizational outcomes.
a pre-employment assessment is to understand
the company’s goals, and what they need to fix.
It is, therefore, critical for companies in the volume
Assessments can help improve several areas,
hiring space to develop a standard and objective
including recruitment process efficiency, quality of
way of measuring the effectiveness of their
hire, candidate experience, and fairness.
candidate screening and selection methods.
Is a company more concerned with employees

Enter pre-employment assessments. Pre-
hitting targets, or are they trying to build a stronger
employment assessments are tools organizations
team and company culture? Are skills more critical,
can use to compare critical competencies of
or are motivation and a strong work ethic more
candidates and find the best match for a particular
valuable?
role.

Organizations get the most value from than where their limitations lie. This helps make the
assessments if they understand the challenges most of a candidate pool which is crucial in volume
they are currently facing and what they want to hiring in today’s tight labor market.
improve.
4. Setting a Golden Standard for Hires
2. Determining What to Measure within To hire the best candidates, organizations need to
Pre-hire Assessments define what a quality candidate looks like. Chances
The next step is to decide whether a pre-hire are that a quality candidate is someone who
assessment is right for what they want to measure. continues to become a top-performing employee.
Not everything a company wants to track is suitably
measured with a pre-employment assessment. To pinpoint the next top performer, identify the
common skills and behaviors of current employees,
For example, if an organization is hiring for an who shine the brightest.
entry-level retail role and they want to determine
if this person had strong communications skills, Although this will vary depending on the recruited
they may want to use a personality questionnaire position, there will inevitably be crossover skills and
to determine if the person is extroverted and competencies that are important to look for in new
agreeable, but then use the interview to confirm the entry-level, hourly employees.
specific aspects of communication skills they are
looking for in the role. Harver allows organizations to develop a custom
assessment based on those skills and behaviors
3. Using Assessments to Match rather than use an out-of-the-box assessment. The
Candidates. best part is that the recruitment team sees a score,
not a cover letter or CV, so they can make a fair,
Assessments should be seen as a way to match,
objective hiring decision.
rather than filter, candidates. If an organization
uses the right combination of screening methods 5. Analyzing the Right Assessments
and pre-employment assessments, it should end Using Metrics
up with candidates who are a good match for open
The effectiveness of pre-employment assessments
roles and company culture.
is based on the specific assessments someone will
choose. Once the skills and behaviors have been
Harver uses matching technology to assess
determined, a company can select assessments to
candidate skills and identify which roles they
test them.
would best fit, based on their unique skills
and characteristics. This makes it simple for
Organizations will know the chosen assessments
organizations to know what skills to select if they
are the right ones when their recruitment metrics,
want to fill certain positions and improve their
from operational metrics to candidate satisfaction
retention rates. The technology enables companies
scores, are improving across locations and
to assess a wide range of skills and determine
vacancies.
where a candidate would be best placed, rather

Harver’s clients have access to a series of are effective. Along with these, quarterly business
dashboards to help them keep track of important reviews look at what can be optimized, to help
metrics and ensure their chosen assessments organizations adjust their strategy when needed.
6. Relying on Assessments to Produce is no one way to be a top performer because

Consistent Results performance is multi-faceted. Therefore,
organizations can index the perfect employee,
For chosen pre-employment assessments to
however, know that most individuals will have gaps
truly help achieve goals, they need to be relied
in different areas, but all are still able to be top
on to produce the same output consistently. Do
performers.
assessments act as intelligent predictors to help
reliably hire candidates, who go on to become top
7. Catering to Candidate Experience
performers in an organization?
Most standard assessments do not cater to
Once an organization is clear on the KPIs of top candidate experience, making them ineffective. Do
performers, they will be able to identify the skills they provide recruiters with some answers? Yes. Do
their candidates should possess and demonstrate they provide candidates with insight? No.
through the hiring process. The ultimate goal is to
have assessments yield the same output, which This is one of the key contributing factors to high
means an organization is standardizing the hiring application abandonment because the candidate
process. is not engaged in the process, ultimately driving
high attrition because there’s a mismatch in
In high-volume hiring, in particular, organizations expectations.
can still hire a diverse applicant pool. There

Job simulations create an interactive experience By providing a realistic job preview, organizations
and give candidates a richer understanding of set expectations of what the roles and
what the role will be like day-to-day. It is equally responsibilities are so the candidate can make
important to allow candidates to opt out of an informed decision and is more to stay longer
the hiring process if they decide the position is because they are not missed expectations when
unsuitable. starting the job.
Effective pre-employment assessments are

achieved by setting clear goals, identifying what a Ben Porr, Ph.D., is Global Vice President,
People Science, at Harver. Dr. Ben is an
top-performing candidate looks like for each of an
Industrial-Organizational practitioner with
organization’s roles, and using a volume recruitment expertise across the full employee lifecycle.
software that helps create tailored assessments His technical expertise includes talent
assessment, organizational development
and deliver a digital experience that both the TA and people analytics to support workforce
team and candidates love. planning, selection, training, and
succession management. He volunteers on
multiple committees and presents his work
at local and national conferences.

Train More, Train Smart
and Lose Less!
The cost of training vs. the cost
of staff turnover
Jigsaw
T
here have been significant and accelerated with 48% saying that candidates lack the skills
overhauls of what we have considered needed to fill open jobs.”
the norm in business, many of which were
prompted because of the Covid-19 pandemic. Regardless of virtual or in-office employees,
We have seen the change from mostly in-person training is an investment in the individuals on your
work to most of our employees working remotely. team. Training is the most valuable thing to an
We are seeing a record number of Americans employee even more valuable than a pay raise.
quitting their jobs for new opportunities. Some According to LinkedIn’s 2019 Workforce Learning
of this comes from a lack of training and growth Report, the percentage of employees that say they
opportunities, the employer wanting them back in would stay with a company if they invested in their
the office and the lack of a flexible work schedule. employees’ learning was 94 percent, with younger
employees expressing the most interest. This trend
Training is incredibly important for the company
has been consistent in the American workforce for
and the employee. Employees want the opportunity
several years.
to advance and grow. To grow with their current
company means they need to be involved in
professional development programs designed
around promotion opportunities.
Unfortunately, many employees must seek this

growth outside of their current company. At a time
when there is a severe skills gap for American
workers, employee retention is critical. According to
the U.S. Chamber of Commerce, CEO and President,
Suzanne Clark, “The demand for skilled workers is
greater than ever, but availability is in short supply.
Our study finds that 74% of hiring managers agree
that there is a skills gap in the current labor market,

The pandemic has led many workers to reevaluate One of the most cited reasons is a lack of growth
the work they are doing and consider other opportunities from a career and professional
employment opportunities. Some of the main development standpoint. NerdWallet states, “If an
reasons are the ability to work virtually, the employee has been doing the same job for years
opportunity for growth, a more flexible work without any opportunity for growth and change,
environment and professional development/ they’re going to seek that growth and change at
training. another organization.”
It’s being classified as the Great Resignation,

Investing in employee training and professional
with over 4 million people leaving their jobs in
development is vital to retaining valuable
January of 2022, a staggering 44% of employees
employees. It is far more cost-effective to cultivate
are “job seekers”, the majority in search of better
your current employee base, and strengthen
pay or better working conditions. According to
their knowledge and commitment through new
ShifteLearning “70% of employees report that they
opportunities within the company than it is to
don’t have mastery of the skills needed to do their
lose them and face hiring someone who does not
jobs.” This trend is supported by a 2018 Gartner
have the same level of knowledge, experience and
report, which identifies that 40% of departing
loyalty.
employees cite a lack of future development as a
factor in their decision.

Companies who choose to not invest in training because there was no way to measure outcomes,
and professional development will lose the the switch to virtual training makes sense for most
opportunity to develop some great employees, who companies.
have a solid history with the company, experience
in their position, and who have an immense amount The Cost of Staff Turnover
of knowledge. By losing this critical workforce, There are numerous costs to consider when looking
they will face replacing them with someone who at staff turnover. First is the cost of replacing a
will need even more training, will not have the same team member. These costs include recruiting
corporate commitment and may even leave within fees, advertising, interviewing, screening, and
a few weeks of joining the company. onboarding. Then add the soft costs of the hiring
team’s time, reference checking plus the company
As reported by CNBC, “…according to LinkedIn’s resources’ time to onboard.
2019 Workforce Learning Report, 94 percent of Onboarding means new employee training, time
employees say that they would stay at a company spent with the management team and other
longer if it simply invested in helping them learn.” employees to learn about the company, policies,
and procedures plus the skills training for the
Meanwhile, employers have been complaining position itself.
about a skill gap in the workforce. In 2016,
according to Adecco, 44% of 500 United States
It takes time for an employee to get up to speed
senior executives said that the American workforce
and become proficient enough to replace a previous
lacks soft skills, such as communication, creativity,
employee. This task is especially challenging when
critical thinking, and collaboration. Another
you lose an employee, who has been a strong
key takeaway from this survey is that: “89% of
team member. According to the Society for Human
respondents think that corporate apprenticeship
Resource Management (SHRM), “the average
or training programs could help alleviate the skills
replacement cost of a salaried employee is six
gap.”
to nine months’ salary. For an employee earning
$60,000 per year, that totals approximately $30,000
Among some of the things the pandemic has
to $45,000.”
done is the solidification that companies need
to look at virtual training to become the norm.
That cost is in addition to the new employee’s
Between the high costs of bringing everyone
compensation package, the cost of recruiting and
together, the difficulty of scheduling, downtime for
the cost of training.
the participants as they travel to training, and the
fact that these programs rarely meet their goals

Hiring a new employee does not come without When evaluating the cost of training, adding
risks. How long will they stay, how productive and things like the cost of the human resources (HR)
engaged will they be, how quickly can they get up to or learning and development (L&D) teams as they
speed and what level of company loyalty will they plan the training programs along the time needed
have? from others to assist in training. So, time is another
cost to consider, plus the loss of productivity by
BambooHR reported that, according to over 1,000 those who are assisting. This cost is defined by the
employees surveyed, “31% of people left a job decrease in revenue.
within the first six months, with 68% of those
departing within the first three months. For many According to the 2021 Workplace Learning Trends
new employees, it seems the first three months at Report from Udemy, the main obstacle cited by
an organization are the most precarious.” The first respondents was a lack of time (61%).
three months are where employees learn what it is
like to work for the company. They experience the The trend in the corporate training world is that
culture and see the efforts spent on training and the majority, if not all, training will be virtual for the
customer care. For companies that do not have foreseeable future. It makes more sense from
good onboarding and ongoing training programs, a timing and cost perspective. Virtual training, if
these new hires will most likely leave quickly. Then using the right virtual training technology, increases
the process and costs start again. participation, offers small group project activities,
offers in-class assessments for evaluating learning
Another cost of staff turnover is the loss of real-time, and provides measurable outcomes. The
knowledge, productivity, and engagement. cost of the technology is a fraction of the cost of
Along with these additional costs is the loss of bringing the team together in a live environment.
relationships between the departing employee and
customers. Building client relationships takes time With virtual corporate training, there is an
and losing a critical employee can result in losing opportunity for companies to increase and improve
customers. their training programs by offering more frequent
training opportunities to their employees. Looking
The Cost of Training at the cost of $45,000+ to replace an employee
and the “average cost to train - $1,046, there’s
In 2018, across all industries, organizations
no question that increasing your investment in
with 100-999 employees spent about $1,096
professional development and training programs
per employee, organizations with 1,000-9,999
would have exponential value to the company.
employees spent about $941 per employee, and
companies with 10,000 employees or more spent
$1,046 per employee on training.

Even if you increased your training cost to $5,000 Using the right technology is critical. Web
per employee, based on the cost of losing that conferencing systems are not built for training and
employee, it is significantly less than losing learning. Using a virtual solution that’s designed
valuable team members. specifically for learning makes a difference in the
level of engagement and outcomes of training.
Using a virtual training solution, you can train more
in a very cost-effective manner so while training Train more, train smart and lose less!
budgets need to be increased, you eliminate the
travel and out-of-office expenses. The cost of
virtual is significantly less, so your training budget
can be used for training, not travel.

Special Research Supplement
Talent Acquisition Excellence • June 2022
For more information:

1.877.472.6648 The HR Research Institute
tracks human resources
sales@hr.com
trends and best practices.
www.HR.com/epubs Learn more at
hr.com/featuredresearch
TOP PICK
How To Beat The

Competition At High
Volume Hiring
3 ways to leverage
technology and overcome
today’s talent crunch
By Dave Kenney, Efficient Hire
I n today’s candidate-driven environment, employers

seeking hourly employees are facing a new set of
challenges. From manufacturing and construction to
free online job posting or a “now hiring” sign results
in success, and HR departments must adapt their
strategies for driving applicant flow accordingly.
retail and food services, HR leaders in high-turnover This starts with shifting mentality to view job seekers
industries are familiar with the need to enable faster as customers rather than future employees; then,
and more efficient hiring and onboarding processes. figuring out how to generate customer demand. HR
Paired with pressure to keep hiring costs low professionals should keep this approach top-of-mind
– especially for historically thin-margin industries – when developing job postings, emphasizing key
while coordinating the entire process across disparate benefits of the position and working for the employer;
locations, talent acquisition today has become more ensuring job postings are clear and concise; and
difficult than ever. evaluating whether compensation, benefits, perks
and bonuses are competitive for the position and
To stay competitive, HR departments seeking hourly geography.
workers could adopt technology-first solutions to
help streamline the new hire process from initial job In today’s digital world, job seekers are overloaded
posting to onboarding workflow, while helping stay with different options for consuming job postings,
on top of the latest trends and demands of the job from job board ads to company-owned social
seekers currently in the driver’s seat. websites and career pages. For already-over-
whelmed HR departments trying to hire, determining
Evaluate Strategies for Helping Drive which medium to use and when can be tedious,
Applicant Flow time-consuming and sometimes costly. And there are
A labor market skewed in favor of job seekers has even more factors to consider, including the dynamics
impacted everything from job board algorithms to of job board advertising, whether a position requires
applicant flow dynamics and employer expectations advertising to ensure maximum visibility, how to stand
for applicant volume. Gone are the days in which a out among similar job postings on free job boards and
more – the list goes on.
How To Beat The Competition At High Volume Hiring
digital experiences consumers increasingly demand.

Adopt Technology Solutions to Help
Otherwise, the candidate may abandon a complicated
Improve Outcomes
application and apply elsewhere.
Rather than rolling the dice with the job posting
approach, hiring managers can benefit from adopting
Leveraging an applicant tracking system can help
a recruiting platform that helps drive a greater reach
enable hourly employers to engage quickly with
for the employer by publicizing job positions to as
applicants, so they can hire new candidates as
many job seekers as possible. Working with a third
early as the same day they first engaged. Further, a
party that enables job marketing to most candidate
mobile-first solution – built for the way hourly job
sources – and programmatically advertises jobs to
seekers apply – can not only help improve completion
help optimize spend – can help hourly employers get
rates but also better support hiring managers, making
the most out of their recruiting strategy.
it easier for them to automatically schedule interviews
and more, right from their mobile device. And when
Of course, delivering a compelling employment
hiring managers are not HR experts, applicant
offer that attracts job seekers in a low-supply,
tracking systems can help HR teams make impactful
high-competition labor market is only the beginning.
changes to recruiting processes with automation and
Because job seekers today have so many choices,
analytics, so managers can spend more time focused
HR departments need to provide a simpler, more
on running day-to-day operations.
streamlined application process that helps match the
How To Beat The Competition At High Volume Hiring
must adhere to varying state legislation – investing in

Streamline Onboarding Workflow for a
onboarding solutions that help maintain requirements
Better New Hire Experience
can help protect an organization’s bottom line too.
After a new hire has accepted an offer, the onboarding
workflow begins, creating a new set of tasks for the
Added to that, solutions that track work opportunity
hiring employer. A smooth onboarding process helps
tax credits (WOTC), employee retention credits (ERC)
set the tone for a more positive employee experience,
and more can help HR departments identify revenue
while also helping to reduce the time it takes to
opportunities for their organization that may have
put a new employee to work. On the other hand, a
otherwise been overlooked.
complicated, paper-driven onboarding process not
only adds stress for location managers, but also for
Now more than ever, speed is of the essence to help
HR, as small mistakes in completing paperwork can
get an hourly worker hired, onboarded and on the job,
result in inconsistencies, delays and failure to adhere
and this entire process needs to be as frictionless
to regulatory requirements.
and comprehensible as possible for candidates and
managers alike. With so many locations and people to
Because not every location manager is an expert
manage, hourly employers have more room for error,
in HR, by leveraging onboarding solutions that are
but by adopting technology to help address those pain
simpler and more comprehensible – built specifically
points – and help realize potential candidates more
with the hiring manager in mind – hourly employers
quickly – they can better stay ahead of the curve in
can rest better assured that onboarding is consistent
today’s competitive job market.
across locations.
Onboarding technology that enables a mobile-first

experience helps deliver a smoother, simpler Dave Kenney is GM and CEO at Efficient
onboarding process for employees, while technology Hire, an Equifax company.
that helps safeguard against missing data – and
helps ensure important forms can not be skipped
– helps take the stress off hiring managers. And
because costs in the form of penalties for failure to Would you like to comment?
meet regulatory requirements can mount – especially
for those employers hiring in multiple states that
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Onboarding Excellence
For Executives: 5 Ways
To Empower Your
Power Players
Effective onboarding can be a
critical factor in driving senior level
retention and job satisfaction
By Craig Rubino, Morgan Stanley
Iknow what you’re probably thinking. Executives,

as far as workers go, are inherently the savviest,
most sophisticated and seasoned employees in any
companies, executive onboarding is overlooked, if not
completely ignored.
organization; given their acumen and experience, not A recent study from executive consulting firm
to mention their scope of work and functional respon- Bluesteps found that in the U.S., executives were 35%
sibilities, it seems specious - if not a waste of time less likely to undergo a formal onboarding program
and bandwidth - to provide them with the same sort than other workers. This is a missed opportunity.
of onboarding experience as other hires, right?
While a lot goes into an executive’s performance and
That is the conventional thinking anyways, the thing is, staying power in an organization, effective onboarding
the prevailing wisdom is, in fact, dead wrong. not only significantly enhances their chances to
succeed in their new roles, becoming more productive
Here’s the thing: onboarding provides future workers performers and more engaged employees, but it also
with an essential, and foundational, experience can be a critical factor in driving senior level retention
that sets the tone for their tenure, establishes and job satisfaction, too.
employer expectations and equips them with the
insights, information and tools they need to become Any way you look at it, executive onboarding programs
successful, engaged and productive contributors to are a win-win for both new hires and the organizations
your organization’s business and bottom line results. they will be helping to lead. Here are some of the key
ways your company can get the most out of executive
And the thing is, while it is job level agnostic, given onboarding, and what every people leader needs to
these outcomes, onboarding might actually be even know about maximizing the new hire experience for
more important for executives and senior leaders their new executive hires.
than most other employees. Yet at far too many
Onboarding Excellence For Executives: 5 Ways To Empower Your Power Players
leaders believe equity compensation programs

Mission Control
will grow in importance over the next five
Just as ground control guides interstellar expeditions,
years.2. No matter an executive’s experience
your onboarding program lays out the trajectory
level, equity comp is a complex but central part
and the tools for new executives to stay on course.
of their employee experience. Help them out by
Onboarding is when new executives can learn about
codifying an education and communications
and align with your company’s mission, vision, and
program with targeted, personalized education
values, and dive into key business goals and metrics—
modules, notifications of key dates, and
not to mention, learning about their individual
clearly delineated resources for any additional
responsibilities and goals.
questions they may have or specialized
support they may need. Check in with your
While each organization is different, you will want to
stock plan administrator regularly, and work
make sure to cover some basics—for example, you will
with a financial advisor who really understands
want to introduce new leaders to key operations, the
the ins and outs of equity compensation. The
ins and outs of your company culture, and important
executive needs to understand how business
details regarding how their equity compensation ties
metrics connect to their award payouts, as well
to any performance metrics.
as the when and why. You can go the extra mile
by booking 1:1s for your new executives with
Onboarding works best when it is personalized to
benefits administrators, plan advisors, or HR as
each role—but no matter what, your new executives
they approach key equity milestones.
will benefit if you include these core components:
●● Highlight additional support and
●● Pre-boarding: Engage as many of your advice: Executives are short on time, so
company’s current roster of leaders as you offering them access to tax professionals,
can to meet with the new executive. Hearing legal advisors, and financial advisors through
multiple perspectives from across business your workplace benefits can make for a more
functions can give new leaders a deeper seamless employee experience. For example,
sense of your company’s culture, how teams a financial coach or tax and legal advisor
collaborate, and critical areas of focus. It can experienced in deferred compensation can help
also help set clear expectations on immediate them navigate the potential tradeoffs as they
goals once they join the team, as well as give make decisions around their tax deferrals and
them a leg-up on relationship building and retirement. A good financial wellness program
aligning with stakeholders. They will need that or advisors offered through your equity plan
connectivity to be effective. administrator can also add value and reduce
●● 6-9 months roadmap: In the first week, fill any personal stress around finances, freeing up
a new executive’s calendar with purposeful their energy for work.
one-on-ones and introductions so they can
learn the lay of the land. Hand them a clear plan Clarify the connection between goals, metrics, and
for their first three, six, or nine months (then KPIs + compensation: If you set out to run a race but
coordinate with their department assistant to don’t know the route or the location of the finish line,
add education and regular check-ins to their how can you win? Similarly, if your new executives
schedule. Include systems training, transition walk away from onboarding without knowing how
tasks, and both digital and in-person learning. their performance is measured and what to deliver,
Consider leveraging technology like web-based they will be running blind. Infuse your communications
or online collaboration tools to provide an and benefits protocols with concrete data that link
innovative scorecard experience of required equity awards and dates to real-world company
activities, including reminders for key actions. metrics and timetables to make sure your company
●● Equity education: Our recent Equity Plan and your new executives are on the same page.
Management Report found that 80% of equity
Onboarding Excellence For Executives: 5 Ways To Empower Your Power Players
Making it Happen
There is a lot to cover as you bring new executives up
to speed, so you may want to develop an “Onboarding
Playbook” or a purpose-built internal site that walks
new hires through their personal onboarding timeline
and to-dos. Follow it up with a diagnostic plan or
leadership stakeholder team and working group to
keep tabs on the process, and partner with your stock
plan provider along the way to make the most of any
additional support or education they can offer for your
new executives.
The great news is that Gallup found that when

employees strongly agree their “onboarding process
was exceptional,” they are almost twice as likely to
feel fully prepared to excel in their new role and 2.3 By providing links to third-party websites or online publication(s)/
times more likely to say their job is as good or better article(s), Morgan Stanley Smith Barney LLC (“Morgan Stanley”)
than they expected it to be.3 So, onboarding isn’t just is not implying an affiliation, sponsorship, endorsement, approval,
a blip on the calendar. Rather, think of transitioning investigation, or verification with the third parties, or that any
a new executive onto your team as the first step in a monitoring is being done by Morgan Stanley of any information
contained within the articles or web sites. Morgan Stanley is
long race—one in which their ultimate success and
not responsible for the information contained on the third-party
satisfaction will depend on your ongoing support, websites or your use of or inability to use such sites. Nor do we
guidance, and help. guarantee their accuracy and completeness. The terms, conditions,
and privacy policy of any third-party website may be different
Source: from those applicable to your use of any Morgan Stanley website.
The information and data provided by the third-party websites or
1. Survey: New Executives Receive Little or No Onboarding -
publications are as of the date when they were written and subject to
HR Executive
change without notice.
2. Morgan Stanley at Work, Equity Plan Management: 2022
Report | Morgan Stanley at Work
Morgan Stanley at Work, Morgan Stanley Smith Barney LLC, and
3. Gallup, Essential Ingredients for an Effective Onboarding its affiliates and employees do not provide legal or tax advice.
Program (gallup.com), 2019 You should always consult with and rely on your own legal and/or
tax advisors.
Disclosure
Morgan Stanley at Work services are provided by Morgan Stanley
This article has been prepared for informational purposes only. The
Smith Barney LLC, member SIPC, and its affiliates, all wholly-owned
information and data in the article has been obtained from sources
subsidiaries of Morgan Stanley.
outside of Morgan Stanley. Morgan Stanley makes no represen-
tations or guarantees as to the accuracy or completeness of the
information or data from sources outside of Morgan Stanley. It does
not provide individually tailored investment advice and has been
prepared without regard to the individual financial circumstances Craig Rubino is Head of Global
and objectives of persons who receive it. The strategies and/or Learning and Development at Morgan
investments discussed in this article may not be appropriate for all Stanley at Work.
investors. Morgan Stanley recommends that investors independently
evaluate particular investments and strategies, and encourages
investors to seek the advice of a Financial Advisor. The appropri-
ateness of a particular investment or strategy will depend on an
investor’s individual circumstances and objectives. Would you like to comment?
TOP PICK
Predictive Talent Models:

What They Are And Why
They’re Beneficial
What right hire looks like
By Anna Wang, Searchlight
F inding talent that will stay,

thrive, and help an organization
meet its business objectives is
organizations are more heavily
relying on new data analytics
technologies to answer these
since every organization is
different. Universal traits for
highly successful employees do
a key priority for people leaders. questions. One way of doing this not often exist – it is all about
That is why it is important to is using predictive talent models the bidirectional fit between the
recognize the best talent quickly to analyze an organization’s highly employee and the organization.
before the competition does. successful employees to tease And behavioral traits are what
However, as we all know, it is a out the attributes that make them most commonly sets highly
candidate’s market. In fact, recent most likely to stay and perform. successful employees apart
research shows that 33% of from others. For example, at one
employees leave within their first The goal of these models is to organization top-performers might
90 days and 46% fail within 18 produce a holistic picture of the be more intuitive and learn new
months. most successful employees things more quickly than average.
that includes their strengths,
The question becomes, “How can competencies, working styles Working styles are also important
heads of talent, heads of people and workplace behaviors, as - high performers at another
and CEOs better understand what well as traditional metrics like organization might value working
the right hire looks like? And how their experience, education, and quickly over perfectionism. These
can organizations ensure that new background. This picture can models can also help to identify
talent contributes in meaningful then be used to attract, select and common weaknesses or areas
ways if they do not have complete retain more candidates that are for growth among successful
data on their company’s values, likely to excel, thus informing the employees. Every employee
culture, and work environment?” company’s hiring and recruiting has weaknesses, but a good
strategy. predictive talent model can help
As the human capital HR understand which weaknesses
management (HCM) space has However, it is worth noting can be managed and which ones
evolved over the last decade, that every model will be unique may cause problems.
Predictive Talent Models: What They Are And Why They’re Beneficial
What are some other benefits new hires for success and talent might include mastery of
of predictive analytics? First, it growth. Python for a programmer or
can help create a virtuous cycle a CISSP cert for security.
where knowing the profile of a Behavior data plays a crucial ●● Strengths and Gaps.
successful employee equips role in creating predictive talent These attributes together
the recruiting and hiring teams models – a model is only as describe how someone
to attract more successful good as the data that goes into works. Taking initiative,
employees and build a culture of it. Because a staggering 89% of flexibility, creativity, and
excellence. Second, it can reduce mishires are due to a soft skills teaching others are
prestige and unconscious bias to mismatch, the success metrics examples of something
help identify desired candidates used in a predictive talent model that could be a strength or
more accurately and effectively must include more than just a gap. Employers need to
(based on competencies and skill, technical skills. Behavioral data know how they can best
rather than credentials). Third, it describes the observed actions use a candidate’s strengths
gets talent management, business of candidates or employees and and how to manage
leaders and hiring managers on indicates how they will perform on their gaps.
the same page about the types of the job (or how they act while they
●● Cultural Alignment. How
candidates they want to attract are at work). This might include
will the candidate mesh with
and retain. Fourth, it helps define the following.
the core values, beliefs, and
that elusive metric of ‘quality of
●● Competencies. Can they practices at a company?
hire’, which can drive stronger
do the job? Competencies For example, preferences
business performance. And finally,
are the skills, knowledge, for collaboration versus
it speeds the hiring process and
and experience one needs individuality.
allows organizations to set up
to do the job well. This
Predictive Talent Models: What They Are And Why They’re Beneficial
●● Career Interest. What are Consider starting with a pilot their HR and hiring processes.
the candidate’s ambitions, program so that the team can The good news is there are
short and long-term become familiar with the process several tools and predictive talent
goals, and motivations? before rolling it out to other platforms out there that help
For example, does the positions. It is also important to streamline and automate that
candidate want to be develop a method to measure process.
promoted in the next 2-3 competencies, strengths, and
years, or are they content behaviors as well as background
with their role and more experience and education when
motivated by tackling new assessing current employees.
and interesting problems? Figure out concrete ways that
Misalignment between what the knowledge gained from this
a candidate wants from a analysis can be incorporated into
role and what it actually the hiring process going forward.
involves is a major factor in Finally, share the model with
Anna Wang is Co-Founder and CTO
mishires. hiring and recruiting leads to get at Searchlight.
buy-in and then build interview
When building these models, it is scorecards to assess for the
tempting to focus on hard metrics predictive attributes.
of employee productivity, but Would you like to comment?
in the long term, the behavioral Events of the past few years have
aspects of candidates are a better transformed and accelerated the
indicator of their success. Ready hiring space. Companies of all
to start building your model? If types and sizes are working to
yes, here are some tips. better understand and implement
predictive talent models into
Talent Acquisition Epublication
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Talent Acquisition Excellence presented by HR.com JUNE 2022 84

Recruitment Strategy
Shift: Time To Consider
Association Job Boards
And Career Centers
Dive into an untapped resource
for your application pool
By Scott Conley, Naylor Association Solutions
However, in today’s extremely competitive job market,

companies must diversify their strategy for recruiting
top talent and need to step away from the “post
and pray” approach. Instead, taking a step back to
consider a more intentional approach to recruitment is
essential, and companies would do well to place their
industry’s professional or trade association career
centers at the core of your updated strategy.
Why Should You Include Association Job

Boards in Your Strategy?
Often, association job boards and career centers
are an untapped resource for organizations seeking
qualified candidates to meet their growing needs.
In an unprecedented employment market, there is
L ike real estate, deciding where to spend your

recruitment dollars is all about location, and not all
locations are created equal.
no doubt that your current job postings are getting
viewed and you are receiving applicants.
However, are they the right applicants? If not, consider

As an HR professional, chances are you have using associations to aid in your search. Association
identified your company’s mix for where you post job boards offer some of the most qualified talent in a
jobs, including LinkedIn, Indeed or ZipRecruiter, and specific industry and offer unique benefits that other
your goal is to get your posting in front of as many platforms and partners cannot deliver.
potential recruits as possible.
Recruitment Strategy Shift: Time To Consider Association Job Boards And Career Centers
As the leaders in their industry, who often take or association. For example, this is why you see ads
advantage of an association’s continuing education, for items you were reviewing on Target’s website
credentialing and networking benefits, candidates when you visit Instagram a few hours later.
seeking employment through their association’s
career center naturally elevate themselves over For associations, ad retargeting arms employers with
job seekers in the broader market. Additionally, the opportunity to get their jobs in front of an elite
associations offer more to employers than traditional market of industry professionals, who are the ideal
online recruitment platforms since it benefits them fit for their job postings. For example, employers
when their members find gainful employment through can work with associations to serve targeted ads
an association-offered resource. to visitors of a specific webpage or job posting that
includes a reminder to return to the site and apply.
What Additional Benefits Do An association’s career center and job board is often
Associations Offer? the second most-visited page after their homepage,
1. Virtual career fairs therefore these campaigns are often highly successful
for employers.
Many associations offer virtual career fairs as a
benefit to employers and job seekers to attend. Virtual
Similarly, associations can help employers run ad
career fairs are doorways for employers to connect
retargeting campaigns that target specific member
with qualified candidates, allowing for saved time
groups by using data that lives within their association
and resources for both the employer and job seeker.
management software. For example, an employer
Association virtual career fairs not only increase your
can work with an association to identify the attributes
opportunity to meet a targeted set of candidates
of their “perfect” candidate, including education and
quickly, but they also provide opportunities to build
work experience, and build a retargeting campaign
brand loyalty with job seekers. Aligning your brand
that targets individuals, who meet those specific
with an association lends credibility to your company
requirements.
and allows you access to the association’s trusted
relationship with its members.
3. Geo-fencing
According to Brazen’s recruiter survey, 96% of Geo-fencing is location-based programming that
talent acquisition professionals surveyed said they sets virtual boundaries to a live venue using an
would continue using virtual recruitment as part of attendee’s geographical location by tracking a mobile
their overall strategy. Given their industry credibility, device or RFID tag. The targeted industry audience
associations have a leg up in hosting virtual career an association offers allows for tremendous value
fairs that will only increase with time as traditional to employers when geo-fencing is leveraged at a live
recruitment continues to grow online. event.
Rather than seeking a virtual career fair hosted by a With live events on the rise, geo-fencing an event
larger corporation, finding a niche market by aligning allows an association to promote core offerings and
your company with your industry’s top associations, benefits, such as their career center or credential
you are opening the doors to a targeted pool of talent program, to attendees while they are on-site. For
and exposure. employers, geo-fencing an event serves as an
opportunity to get specific job postings in front
2. Ad retargeting of a highly engaged, industry-specific audience.
With association events ranging from hundred to
Unlike traditional advertising, ad retargeting is a form
hundreds of thousands of attendees, partnering
of targeted digital advertising that is served to people,
with an association to recruit via geo-fencing offers
who have previously visited a specific page on your
an incredible amount of concentrated, short-term
website or are a known contact of a specific company
exposure for any company.
Recruitment Strategy Shift: Time To Consider Association Job Boards And Career Centers
National Black MBA Association (NBMBAA) or the

National Association of Hispanic Nurses (NAHN).
Through their job boards and other association career
resources, recruiters can directly connect with top
talent and ensure that initiatives related to DEI are
being successfully achieved.
In Conclusion
As industry leaders, associations bring a unique value
proposition to employers, who are actively hiring and
job seekers who are looking for their next opportunity.
Associations tirelessly work to ensure that they have
the best resources for their members as they advance
in their careers. Engaging with HR departments to
ensure their members are getting the exposure they
need to be successful in the job market benefits both
4. RSS feeds the employer seeking highly qualified candidates and
At every association’s core is the need to effectively the associations supporting their members’ career
communicate value to its members. One avenue success.
to engage members is via digital communications,
including a members-only newsletter. Ranging from Furthermore, in a world where remote work offerings
daily to monthly depending on an association’s are a must and job applicants seek benefits like
need and its members’ preferences, association competitive paid time off, sick and parental leave,
newsletters can include an RSS feed that will easily 401k match, supportive leadership, and streamlined
highlight the most recent, relevant jobs for readers. onboarding and training practices, finding the
Employers can work with associations to secure a right candidate by using all your available industry
listing in their association’s RSS newsletter feed or resources is vital. Partnering with your leading
request sponsored postings within the newsletter for industry association will put your company on the
additional exposure. path that delivers a continuous stream of top-notch
talent in an extremely competitive job marketplace.
Similarly, associations often include an RSS feed on
their career center homepage, helping job seekers
to identify roles that might be the best fit for them
once they visit the site. Sponsored options are Scott Conley is Vice President,
often available for employers to promote their most Recruitment & Staffing Solutions, at
important roles to this targeted audience. Naylor Association Solutions.
5. Diversity, equity, and inclusion

Initiatives (DEI)
Associations can also assist companies in connecting
with diverse audiences. Many associations directly
serve the interest of underserved or underrepre-
sented populations in specific fields, such as the
i o n 2
i c at r 2 0 2
P u bl alend a
e m ed
e oria C g th llence
l u p
i n
com Exce
d i t a nd isition
new Acqu
E e
o u
ck s in T
h e
t t alent
C h pic
to
HR
1 Candidate Engagement Jan 2022
2
Recruitment Process Feb 2022
Automation
3 Recruitment Marketing Mar 2022
4 Inclusion, Equity and Belonging Apr 2022
5 Talent Acquisition Technology May 2022
6
Hourly Hiring and Jun 2022
Selection Tools
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Talent Acquisition Excellence June 2022

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JUNE 2022 • Vol.10 • No.

The State of Hourly

The State of Hourly and

Then, everything changed.

Become a Member Today

In a world of unparalleled challenges (global pandemic, racial injustice, politi-

Excellence publications are my ‘go-to’ resource for contemporary and action-

Julie Winkle Giulioni

I regularly read and contribute to Leadership Excellence and Talent Manage-

Dr. Beverly Kaye

We’re eager to hear your feedback

Talent Acquisition Excellence - Monthly Talent Acquisition Webcasts for Credit

Talent Acquisition Virtual Events offer webcasts and demos on

Use these invaluable Talent Acquisition

By Ron Thomas, Strategy Focused Group

“Industry experience required. Industry

However, when we put restrictions on who we are

As a hiring manager, you fall either on the Industry

development. Are we only reading HR bloggers and

Going Beyond Our Own Sphere

I want to stay abreast of all the thinking within the

Our thinking must go beyond our own sphere. We

Would you like to comment?

How To Prepare For A

Ryan Batty, Indeed

T he headlines are disconcerting: “Work from

“There’s a real possibility that we’ll move away from

The Evolution of Work Reskilling is good for retention, as Unilever discovered

And for employers that must hire quickly to meet the

Planning for the future can feel equally exciting and

2. Indeed data (worldwide)

9. Unilever’s Response to the Future of Work, Harvard Business

Would you like to comment?

Gen Z: The Next

By Jess Elmquist, Phenom

T wo million college students

personal touch. The sessions, held

These strategies have fueled

By asking a handful of simple incentivized referral program Better Recruiting for

Would you like to comment?

‘HR leaders Must Be

Excerpts from the interview:

Q. What changes does a company need

Companies need to take the time to evaluate how

Q. What are some of the biggest

investment. This is where areas of opportunities can

I am also excited to see how technology can help

Q. What has been your experience

Q. How can organizations pave the way

This 2-day virtual event will feature expert sessions examining

Join us on August 24th and 25th to prepare your organization

By Alec Rahman-Jones, Phaidon International

W ith record numbers of jobs

overwhelmed by the sea of

As their applications inevitably

Recruitment consultants are

The Future of Performance

research topics below and July 13-14, 2022

The Future of The State of Today’s The State of HR Skills

Aug 24-25, 2022 Sep 7, 2022 Oct 19, 2022

Learn more at: Learn more at: Learn more at:

The State of Internal

Nov 2-3, 2022 Nov 15, 2022 Dec 7-8, 2022