1.

Display the incentives that consumers want the most (and are willing to trade salary for) 
For job searchers, compensation and benefits are virtually always priorities. However,
candidates are now willing to exchange some of their compensation for three essential
characteristics of workplace culture: inclusivity, opportunities for training and growth, and
individual flexibility in terms of when and where they work.

 Upskilling: Nearly a third (37%) of candidates stated they would be willing to accept a pay
decrease in exchange for the opportunity to acquire new skills.
 Flexibility : A little over half (51%) would forego larger wages in favour of more flexibility.
Even more so are women (53%) and those who have been in the workforce for a longer
period (56%).
 Inclusion: According to 62% of job searchers, an employer's open commitment to enhancing
diversity and inclusion in the workplace makes them more likely to apply for the position.

Candidates who are willing to trade income demonstrate that they value these benefits more
than just a nice perk. They serve as differentiators, identifying what makes one employment
offer stand out from another.

2. Give candidates a way to experience organisation’s culture firsthand

 Help potential employees gain first hand knowledge about your culture.
 Organize social gatherings or opportunities for networking for potential candidates. Give
individuals the chance to job shadow you or host open homes so they can experience
what it's like to work there.
 Gaining the trust of job searchers through openness: The usage of personal data
throughout the hiring process must be made explicit. Demonstrate to candidates the
advantages of disclosing their personal information.

3.Recognize how a slow process and a failure to communicate hurt your chances of
attracting talent

 Giving candidates a bad recruiting experience does much more harm than just making
them think poorly of your business. It may impact the reputation in the long run and
potentially reduce company’s ability to locate and hire the best candidates.
 Even the candidates who aren't given a job should have a wonderful experience.
Throughout every step of the hiring process, communicate often. When they are no
longer considered, let them know.
 Give applicants a timetable and a mechanism to verify the status of their applications
whenever it is practical.

4.Streamline with technology but preserve human interaction at the core

 Whether it be in person, on the phone, or by email, candidates desire good,

straightforward human interaction throughout the hiring process. As they move
forward in the interview process, that desire grows stronger.
 Typically, recruiting technology is chosen and created with the company, not the
candidate, in mind. Therefore, choose for technology that streamlines repetitive
work or simplifies the hiring process for job candidates.
 Another successful recruiting tactic is interactive technology that replicates the
working environment or office setting. Give potential employees a clearer idea of
 what it would be like to work for your company. Consider a virtual reality
simulation of a workplace or work setting. It's a financial commitment that might
really pay off
5.Manage your reputation 24-7

Obtain a thorough and current image of the standing of your company in the market, and
keep track of it continually. What are former and present employees saying about the
workplace online?
What do they have to say about company’s culture, particularly in regards to the elements
that job seekers value most, including training, flexibility, and inclusion?
Are there discernible differences in perception across various demographic groups, such as
elderly versus younger workers or women against men? Together with the leadership,
examine this data and create plans to strengthen favourable perceptions (or combat
negative ones).