Solution: Talent Advisory

3 Strategies for Solving Hospitality Recruitment Challenges with Technology

Posted on by nfuqua

Amongst travel and hospitality recruitment challenges is a clear and persistent issue: staffing shortages. Talent leaders are struggling to fill empty roles amid low unemployment rates.

According to a 2023 survey by Deloitte, more than half of hotel executives (53%) say their properties have between 25–74% of the workforce they had in 2019. The situation at airports is even tighter with 62% of executives saying their workforce is half its prepandemic size or smaller.

On top of this, the unemployment rate sits at 3.8% in the U.S., 4.3% in the UK and 3.7% in Australia. The travel industry also saw a massive exodus of workers. In 2022, there were record quit rates during the Great Resignation, with the quit rate in leisure and hospitality jumping by a percentage point to 6.4%. So, how can talent leaders hire hospitality and travel workers when the available pool is smaller?

Luckily, the right technology solutions deployed at the right times during the recruitment process can help talent leaders source, attract and screen candidates to find the best talent more efficiently and effectively. In this article, we’ll cover three technology interventions that talent acquisition teams can put into place to tackle hospitality recruitment challenges.

Hospitality Recruitment Challenge No. 1: Our open positions receive few applicants, and many of those who do apply do not have the background or experience needed to succeed in the role.

Solution No. 1: Invest in artificial intelligence sourcing technology to fill the top of your funnel.

Amongst common hospitality recruitment challenges that we see is finding talent with a wide variety of specialised skills across diverse and distant geographies. There is no one-size-fits all approach to hiring travel and hospitality talent. Finding a chef for a luxury property in Lake Como, Italy will look very different from a search for housekeeping staff at a family resort in Orlando, Florida. Finding a flight attendant looks very different from filling a baggage handler role.

With such a tight talent market, employers must target passive talent. During the Great Rehire talent leaders focused on filling roles as quickly as possible, but now they need to focus on finding and hiring more experienced workers.

An AI-enabled candidate sourcing tool can identify passive candidates with the right experience for specific roles and can even identify which candidates would be most likely to leave their current employers. Within seconds, recruiters can build a list of these candidates and share the opportunity. PeopleScout’s talent acquisition suite, AffinixTM, includes the AI sourcing feature, Talent Finder, which can connect employers with millions of passive candidates.

Consider the following best practices for using an AI sourcing tool:

  • Before searching for candidates, make sure you have a thorough understanding of the technical and soft skills needed to be successful in the role.
  • Use features, like PeopleScout’s Diversity Boost, that can identify candidates from underrepresented backgrounds to help meet your DE&I goals.
  • Blend AI with the human touch. By having a recruiter reach out to a sourced candidate with a personalised message, employers can create a positive experience.
  • Make sure a human makes all final hiring decisions. AI can make the process more efficient, but hiring managers should make the final call.

Hospitality Recruitment Challenge No. 2: Candidates drop out of our process before reaching the offer stage, either by abandoning the application or ghosting the interview.

Solution No. 2: Improve the candidate experience by making the process quick and easy by embracing tools like SMS or virtual interviews.

Hospitality employers must ensure that their candidate experience sets them apart from other employers at every stage of the candidate journey. For candidates, how they’re treated during the hiring process is a preview of what their experience will be as an employee.

PeopleScout research shows that the hospitality industry has a lot of room for improvement in this area. In our analysis of the candidate experience of more than 215 different organisations, the hospitality sector came in last overall with the lowest average scores in every stage except Follow-Up (in which it was second to last). While hospitality organisations effectively showcased their diversity and inclusion efforts on their career sites, only half gave candidates the opportunity to register their interest.

Your candidate experience should be unique to your brand and help you distinguish yourself from other employers hiring for similar roles or skills. Many talent acquisition teams don’t appreciate that candidates don’t perceive the recruitment process as a funnel. They’re the main character in their own story, and they expect to be treated that way. Candidates want to engage in their job search on their own terms. So, anytime they encounter a roadblock to getting the information they want, especially if they don’t know what to expect in the next stage, they’re more likely to drop out of your process.

There are several ways to leverage  technology to make the process easier for candidates. First, start with a shortened application. According to PeopleScout research, nearly 40% of organisations asked candidates to duplicate information that was already contained in their resume or CV. Make sure your application only collects the information that is most critical for determining who moves along to the next step of the process.

From there, other technology solutions can be used to gather the additional information necessary to make a hiring decision. SMS can be used for an initial text screening, and virtual interviews, like those available in Affinix, allow candidates to answer additional questions at their own pace while feeling as though they’re driving the process.

Finally, automated communication can keep a candidate engaged in the process. The right technology platform can help by sending automated messages to candidates, via email or chatbot technology, updating them on their application status. You can even craft messages letting a candidate know if they did not get the job, so they aren’t left wondering if you ghosted them.

Consider the following best practices for using technology to improve your candidate experience:

  • Make sure your application is mobile-friendly and can be filled out in 10 minutes or less. Test your current application to see how long it takes to apply.
  • Provide candidates with the opportunity to opt-in to receive text messages or emails from your organisation to remain in compliance with local spam laws.
  • Tailor the type of virtual interview to the type of role. While video interviews may be appropriate for customer-facing roles, others may prefer the opportunity to answer questions with recorded audio.
  • Make it simple for candidates to understand where they are in your process; this can be something as simple as a progress bar.

Hospitality Recruitment Challenge No. 3: Our assessment process isn’t effective at identifying the candidates most likely to succeed in the role, leading to increased turnover, reduced productivity and disengaged employees.

Solution No. 3: Assess candidates for passion, purpose and mindset.

The travel and hospitality industry is all about guest experience, and hotels, airlines, restaurants and theme parks differentiate themselves with the unique experience that they provide. So, talent leaders need to find candidates who not only have the right skills and experience but also a deep understanding of the brand and how it is reflected in the service provided.

For example, in a major city, you may find three hotels on the same street, one catering to a high-end luxury experience in a historic building, another geared toward young travellers with bold art and hit music playing in the lobby, and a third designed with business travellers in mind—with a large business centre, meeting rooms and plenty of quiet spaces for someone to plug in their laptop. Many hotel brands even have this variety of styles within their own portfolios. The service provided in each hotel looks different, and a person who excels at a luxury property may not thrive in a trendy hotel.

By selecting the right assessment tool, employers can go beyond looking at just capability, behaviour and results but also determine whether candidates align with their organisation’s purpose, have passion for the work they would do and whether they have the mindset to adapt to new environments.

By building an assessment during pre-screening that accounts for passion, purpose and mindset in addition to the standard skills and experience, employers can use technology to shortlist candidates based on several different attributes at the same time. This way, employers can get a clear picture of the different strengths and weaknesses of candidates in order to make informed decisions about which candidates are best to bring forward to the interview stage.

By identifying candidates who match well with an employer’s brand of guest experience, talent leaders can reduce turnover and build a happier, more engaged team. In turn, that leads to better customer experience and a better bottom line.

Consider the following best practices for building an effective assessment for hospitality talent:

  • Identify the essential behaviours for the role to separate those who will actually be successful from those who simply present well during an interview.
  • Build assessment tools around your organisation’s vision and values so applicants have a chance to form a connection to them from the start.
  • Self-evaluation tools can also be used to help applicants consider their own strengths and whether the role will offer sufficient opportunity to use and demonstrate them.
  • Distinguish between good candidates who meet the criteria and great candidates who will take an organisation further.

Finding the Right Talent Technology for Hospitality

The travel and hospitality industry still faces an uphill climb in returning to or even exceeding their prepandemic staffing levels, but talent leaders have additional and improved tools available to help identify, attract and screen candidates. However, in a full marketplace, finding the right tools can be a challenge. Consider partnering with an RPO with expertise in technology that can help identify the most impactful ways new tools can solve your most pressing hospitality recruitment challenges.

Get more strategies for attracting and hiring hospitality, travel and tourism talent, with our Recruitment Handbook for Travel and Hospitality.

Reinventing Your EVP: The Secret to Hacking Your Productivity and Performance

Posted on by akessler

By Simon Wright, Global Head of Talent Advisory Consulting

CHROs are a facing a tough balancing act. Employees want flexibility, purpose and belonging. The C-suite wants innovation, productivity and profit. How can you satisfy both without compromising? The answer lies in evolving your employee value proposition (EVP) into a dynamic, human-centric personal value proposition (PVP).

I know, I know, your EVP seemed pretty solid just a few years ago. But let’s face it, times have changed. The pandemic shifted mindsets, the Great Resignation shook things up, and workers now expect a whole lot more from employers when it comes to meaningful work, development opportunities, work-life balance and flexibility. Yet despite these changes, many organisations are still relying on the same transactional EVPs focused on compensation and benefits, leading to low engagement levels and high turnover.

This article delves into the profound changes happening in our workplaces, the shift in employee expectations and how a more human-centric approach to your EVP can help you keep up.

The Productivity Vacuum

One-third of new hires begin looking for a new job within the first six months. It takes approximately eight months for an employee to reach their full productivity. So, if a third of employees leave their job before they’ve become fully productive, organisations experience a productivity vacuum that not only disrupts continuity and knowledge transfer but impedes innovation and business performance.

This productivity vacuum is costing the global economy $8.8 trillion (USD) every year, or 9% of global GDP, according to Gallup’s State of the Global Workplace report. To put this into perspective, $8.8 trillion is the combined market capitalisation of the top 10 companies in the world or the third wealthiest country based on GDP.

infographic depicting the impact of the productivity vacuum
(Sources: Gallup | Mercer | Microsoft | Gartner)

The connection between employee retention and productivity—and in turn revenue growth—is a compelling driver for organisations to prioritise engagement and retention efforts. Retaining top talent through a compelling EVP is crucial to mitigate disruption, knowledge loss and financial costs caused by attrition. According to Gartner, companies with a strong EVP can decrease annual employee turnover by 69%. Plus, these organisations are four times more likely to have highly engaged employees and two times more likely to have high performers.

Your EVP captures the essence of your uniqueness as an employer and the give-and-get between your organisation and your employees.

However, today’s employees are demanding more, and the one-size-fits-all EVP approach must evolve to keep up. Rethinking your EVP with a more human-centric approach that recognises employees as people, not just workers, can help achieve the balance between empathy and economics. By focusing on shifting the EVP to a Personal Value Proposition, or PVP—so each employee feels it’s personalised to them—organisations can go beyond traditional offerings and provide exceptional life experiences that match employee needs and deliver a positive emotional connection.

Introducing the Personal Value Proposition (PVP)

Lucky for you, we’re sharing how forward-thinking companies are effectively shifting from a generic EVP to human-centric strategy that shapes the individual employee experience. The Personal Value Proposition (PVP) is a personalized, flexible approach tailored to address employees’ diverse needs and aspirations as unique individuals, not just workers.

Think of the PVP like building your own custom sports car versus buying one off the factory lot. You get to select each component to match your preferences—convertible or hardtop, leather or cloth seats, high-powered V8 or fuel-efficient hybrid engine—tailoring a one-of-a-kind vehicle personalised just for you. Similarly, organisations embracing a PVP approach offer employees personal growth opportunities, flexibility in their work arrangements and customised career paths that align to what motivates them.

The result? A 18% increase in productivity and a 23% increase in profitability, according to Gallup.

Getting More Personal to Boost Productivity

The PVP does not replace the EVP; rather, it evolves it. It’s not just about being an attractive employer. It’s about enabling each individual to realise their full potential, and in doing so, empowering your organisation to thrive in an increasingly competitive and complex landscape. Give your EVP a fresh new flavour that will leave employees smiling and revenue growing. Because keeping your workforce happy and driving performance doesn’t have to be impossible. A PVP makes it possible.

Intrigued to learn more? Get the inside scoop on evolving to a PVP along with stats on the productivity vacuum crisis and the steps for scaling your PVP strategy in our new ebook, The Human Advantage: Redefining EVP to Fuel Organizational Performance.

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The Human Advantage: Redefining EVP to Fuel Organisational Performance

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The Human Advantage: Redefining Your EVP to Fuel Organisational Performance

Posted on by akessler

The Human Advantage: Redefining Your EVP to Fuel Organisational Performance

Engaged and empowered employees are the key to unlocking productivity and profitability. Employees now prioritise meaningful work, development opportunities, work-life balance, and a sense of belonging over job security and loyalty.

Complete the form to download our ebook, The Human Advantage: Redefining Your EVP to Fuel Organisational Performance, to learn how evolving your employee value proposition (EVP) to a personal value proposition—what we call a PVP—can help you attract, engage and retain top talent.

This ebook provides data-backed insights on:

  • The cost of disengaged and unsatisfied employees in terms of productivity loss and turnover
  • How emphasising employee well-being and purpose can boost engagement, innovation and performance
  • Shifting from a generic EVP to a tailored Personal Value Proposition (PVP) focused on each individual

Plus, you’ll get actionable steps to implement a human-centric and dynamic PVP strategy.

The Multigenerational Workforce: Has Gen X Been Overlooked in the Workplace?

Posted on by akessler

There’s a new generation moving into leadership roles that’s poised to change how things are done in the workplace. You may not hear as much about them as Baby Boomers or millennials, but Generation X is the silent workhorse that makes up over third of the workforce and over half of managers.  

So, who is Gen X and what exactly are they bringing to the workforce? Grab your flannel shirt, and let’s find out! The last in our series on the multigenerational workforce, this article explores what makes Gen X tick and how they’re stepping up to lead organisations into the future.  

Who are Gen Xers? 

Born between the early 1960s and 1980, this cohort came of age and entered the workforce in the shadow of the larger Baby Boomer generation. Now, as they move into management and leadership roles, Gen X is ready to put their own stamp on workplace culture. 

Growing up as latchkey kids in an era of change, Gen X professionals are more independent and adaptable than previous generations. Gen X entered the workforce during the rise of Silicon Valley and the dot com era, making them comfortable with the pace of technological advancement. For them, adopting new technology feels natural, and they are driving digital transformation across sectors. 

When it comes to the workplace, Gen X values authenticity, work-life balance and professional development. They respond better to flexible schedules that allow for caring for ageing parents and children and prefer managers that empathise with those priorities.  

According to a study by Stanford University, Gen X prefers to work from home 50% of the time, compared to Boomers at 35% and Gen Z at 45%. Make no mistake, Gen Xers are focused on results, they just believe there are many valid ways to achieve success beyond face time at the office.  

Having watched their parents climb the corporate ladder, Xers are focused on carving their own path at their own pace. This cohort is extremely hardworking with an innate sense of independence. If you want something done, hand it off to a Gen Xer and let them run with it. 

Gen Xers don’t pay much attention to rank and hierarchy. They prefer direct communication and are more likely to casually ping you on Slack than set up a formal meeting. But don’t mistake their informal style for a lack of drive. Generation X is extremely entrepreneurial and forge their own career paths rather than expect opportunities handed to them.  

Are Gen X Overlooked at Work? 

Gen X may be overlooked in the workplace due to their easy-going approach. In fact, 79% of Gen X says they’re forgotten in the workplace, overshadowed by younger and older workers. It’s hard to blame them, when Gen Xers are promoted at rates 20% to 30% slower than millennials, despite being strong candidates for leadership roles.  

As employers have paid a lot of attention to nurturing millennial talent in recent years, Gen X has gone underappreciated for their contributions to the workforce. With Gen X leading the Great Resignation as 37% more left their company in early 2022 compared to the year before, employers should concentrate on retaining and engaging this valuable cohort as they enter the second half of their careers.  

Move Over, Boomers: Here Comes Gen X 

As Gen X moves into boardrooms and leadership roles, we are starting to see their impact on workplace culture. Transparency and direct communication are in. Bureaucracy and hierarchy are out. Gone are the days of formal business attire and rigid top-down management. Today’s workplaces are more casual, flexible and egalitarian.  

Gen X leaders prefer to mentor and develop talent rather than micromanage. They lead by example and earn respect by rolling up their sleeves alongside their employees. Gen Xers believe the best way to achieve success is by empowering their team.  

How to Keep Gen Xers Happy in the Workplace 

Here’s how to help your Generation X colleagues gain success at work as they move into leadership positions: 

  • Offer flexibility: Gen Xers appreciate flexibility in their work hours and locations. Consider options like remote work, flexible schedules and job sharing. Plus, autonomy over their time is key. Don’t expect 24/7 availability from Gen X employees. They value their personal responsibilities outside of work and crave work-life balance. 
  • Provide opportunities for career development: Gen X is highly self-sufficient but still values feeling appreciated. Provide both informal and formal recognition—including promotions and leadership opportunities. Invest in professional training, mentoring programs and clear paths for career progression. 
  • Limit bureaucracy: Gen X resists rigid corporate structures and prefers collaborating in relaxed settings. Eliminate unnecessary bureaucracy that can hamper productivity and innovation. Empower Gen Xers to accomplish tasks independently. Provide opportunities to work on new initiatives and pilot programs. 

The Future of Work with Gen X at the Helm 

While perhaps overlooked when sandwiched between two larger generations, they bring a perfect blend of independence and adaptability to evolve workplace culture for the better. Talent leaders should take notice of Gen X’s entrepreneurial spirit and prioritisation of work-life balance and career progression.  

The skateboards may be gone, but Generation X is still the same pragmatic, diverse and ambitious cohort. Only now they are grown up and calling the shots.  

Read the rest of our Multigenerational Workforce series: 

The Power of Employee Advocacy in Recruitment

Posted on by cevans

By Ayo Ogunde, Strategy Director of Digital Innovation

Employee advocacy is an effective tool for promoting your organisation through your employees. It also serves as a great way to boost your employer brand and attract candidates who want to hear from employees directly, giving the inside scoop on what it’s like to work for your organisation.  

PeopleScout’s recent research, Inside the Candidate Experience, found that 35% of organisations don’t feature their real employees on their career site. This is a problem since the number one obstacle for candidates in the application process is not knowing what it’s like to work at an organisation. The research also revealed that 86% of candidates value stories from employees and that it helps to influence their job search. In particular, 92% of Baby Boomers said it would influence their choice to join an organisation. One third of women also agree that this is an important deciding factor.

One of the great things about leveraging your employees as brand advocates is that it brings the diversity of your people and culture to the forefront. By its very nature, employee advocacy in recruitment naturally encourages an increase in the team’s sense of belonging.

Getting Started with Employee Advocacy for Your Brand

Employee advocacy in recruitment could be an employee speaking at an industry panel or sharing user generated content (UGC) across social channels. This helps to boost the reach and engagement of your employer brand

We found that a third of employers do not post recruitment content to their social media at least once a week. Yet, two-thirds of candidates research potential employers through social media, so organisations are missing a trick.

Some employees may want to take part but don’t know where to start. To encourage employees, create a unique, engaging employee advocacy programme that rewards participation and engagement.

Incentivise everyone to participate in their own unique ways. Some of your employer brand advocates will excel at content creation, while others will thrive representing your company as a conference speaker or through podcast opportunities, for example. Rewarding participation is a smart way to build momentum, especially when rewards can be redeemed against holidays, events, training, swag or other perks.

A successful employee advocacy programme will include a lead who sets the strategy for content and topics to attract the kinds of talent you need. This also helps you control your organisation’s overall content and brand messaging, while still giving employee advocate enough freedom to showcase their authentic personalities.

Plus, one of the key learnings we’ve found is that bringing your employees into the process early on creates buy-in and boosts personalization which goes a long way on social media.

Benefits of Employee Advocacy in Recruitment

There are many benefits to implementing an employee advocacy programme, for both employees and for the organisation.

  • Empowered Employees: Employees who are empowered to act as advocates often feel a stronger connection to the company. They feel valued and integral to the company’s success, leading to a sense of belonging and increased job satisfaction. This empowerment directly correlates to higher engagement levels and improved retention rates.
  • Organisational Transparency and Trust: Advocacy programmes require a certain level of transparency from the organisation’s side, which, in turn, helps to foster trust between employees and management. Employees who trust their employers are more likely to feel engaged and less likely to leave the organisation.
  • Career Development and Personal Branding: Employee advocacy programmes can play a crucial role in personal branding and career development. As employees share their work and achievements, they are simultaneously enhancing their own professional reputation. This not only benefits the employees but also increases their attachment to the organisation, nurturing a mutually beneficial relationship.
  • Boost to Employee Morale: Advocacy can help to create a positive work culture. By encouraging employees to share their experiences and achievements, companies demonstrate that they value their employees’ work and contributions, which boosts morale and productivity.
  •  Improved Internal Communication: Employee advocacy programmes can improve internal communication. As employees become more involved in advocacy, they often become better informed about the company’s goals, products and services. This improved understanding can lead to employees feeling more aligned with the company’s mission and objectives.
  • Increased Brand Awareness: Beginning an employee advocacy programme is a great way to organically increase the organisation’s brand awareness reach. Utilising social media naturally generates opportunities to network, which can therefore drive leads, as the positive content posted by employees will be passively acknowledged by potential clients.
employee advocacy in recruitment

How to Leverage Employee Advocacy for Candidate Attraction

If you’re just starting out with your employee advocacy programme, here are some tips to help you begin.

Use the Voice of Your People…Everywhere!

It’s magic, it’s authentic and it works.

Embrace Storytelling Through Employee Experiences

One of the most effective ways to manage perception and shift views is through authentic storytelling. Showcase real-life employee experiences, achievements and testimonials to highlight the positive aspects of your workplace. You can use a variety of content formats like videos, podcasts, blogs, and social media posts. This approach humanises your brand and makes it easier for potential employees to imagine themselves in your company culture.

Promote Your Thought Leaders

Create and share thought-provoking content on industry trends, company values or insights on your work culture. This can position your brand as a leader and innovator in your industry. Feature your employees as subject matter experts, giving them a platform to share their knowledge and experiences. This not only enhances your company’s credibility but also provides an opportunity for your employees to build their personal brands, boosting their engagement and loyalty.

Try Interactive and Gamified Content to Boost Engagement

Create interactive content that allows potential candidates and current employees to engage directly with your brand. This could include webinars, live Q&A sessions, virtual tours of your workspace, or interactive quizzes about company culture. Gamified content also works well.  for instance, an online game or challenge related to your company’s work, with the winners getting a chance to be featured on your company’s social media. This type of content not only makes your brand more memorable but also gives an insight into your company’s innovative and engaging work culture.

Measure and Keep Improving

Use social listening tools and analytics to monitor the success of your employee advocacy programme for marketing and recruitment and to see how particular pieces of content are performing. This will help you focus your efforts on what’s working and give you valuable insight into what’s important to your talent audiences.

PeopleScout Launches RPO Amplifiers—Modular Talent Solutions to Help Employers Boost their Recruitment Efforts

Posted on by akessler

Curated suite of modular recruitment solutions helps augment recruitment efforts, deliver fast results and drive lasting business impact

LONDON—6 September 2023—Recruitment process outsourcing (RPO) leader PeopleScout is proud to announce the launch of RPO Amplifiers, a curated suite of modular recruitment solutions to help employers augment their recruiting teams when and where they need it most. Whether it’s focused support for peak hiring seasons or sourcing hard-to-fill roles, RPO Amplifiers are designed to help organisations meet immediate talent goals and drive lasting business impact.  
 
“We are committed to meeting our clients’ unique needs with customisable talent solutions—and a full-cycle RPO engagement may not always be the best fit,” said Rick Betori, President of PeopleScout. “The flexibility of RPO Amplifiers allows organisations to scale quickly and augment their existing recruitment efforts, giving them the agility needed to compete in today’s talent landscape.” 
 
PeopleScout’s suite of RPO Amplifiers includes: 

  • Talent Mapping: PeopleScout experts harness research and analytics to help employers make better workforce planning decisions with insight into talent availability, salary benchmarks and more. 
  • Talent Sourcing: This talent sourcing solution helps employers boost their internal recruitment resources, engage with passive candidates and generate a list of qualified, enthusiastic applicants. 
  • Talent Campaign: Surge Support: This project-based solution leverages the expertise of PeopleScout’s recruitment pros when and where needed, without increasing permanent recruiter headcount. Surge Support is implemented quickly and seamlessly, providing all the benefits of RPO expertise on a short-term basis. 
  • Assessment Transformation: This solution helps employers deploy assessments to make the right hires and enhance the candidate experience, leveraging cutting-edge technology and visionary design. 

RPO Amplifiers offer scalable, agile recruitment support for organisations in all industries, augmenting existing processes with focused support, backed by PeopleScout’s 30+ years of recruitment expertise. RPO Amplifiers can be added as a standalone service or combined with an existing RPO engagement—whether with PeopleScout or another provider—when extra support is needed. 

Learn more about PeopleScout’s RPO Amplifiers here. 

CSR and ESG: How Markers of Sustainability and Social Responsibility Transform Talent Acquisition

Posted on by nfuqua

Amid the alphabet soup of corporate jargon, buzzwords, and acronyms, you’ll find CSR and ESG. Respectively, the two stand for corporate social responsibility and Environmental, Social, and Governance. These concepts have been around for years but have been growing in importance. Now, CSR and ESG impact talent acquisition in new ways. As candidates become more knowledgeable and passionate about social responsibility and sustainability practices, employers need to respond. The issue is particularly salient for Gen Z, where 87% say it is important to work at a company that aligns with their values.

Job seekers want to work at organisations with values that match their own, with as many as 80% of workers in some industries saying that ESG issues play a role in whether they will resign from or remain at certain organisations.

So, how do CSR and ESG impact talent acquisition? In this article, we explore their impact and outline strategies to help talent leaders incorporate these concepts into their recruitment strategies.

What is Corporate Social Responsibility?

According to the United Nations, corporate social responsibility is “a management concept whereby companies integrate social and environmental concerns in their business operations and interactions with their stakeholders.” CSR focuses on issues including environmental management, eco-efficiency, responsible sourcing, stakeholder engagement, labour standards and working conditions, employee and community relations, social equity, gender balance, human rights, good governance, and anti-corruption measures.

CSR has been growing in importance over the last several decades, according to Harvard Business School, and has led to specific designations like B Corporations (B Corps), social purpose corporations (SPCs), and low-profit limited liability companies (L3Cs). But for many organisations, CSR is simply a self-imposed regulation. Employers can express it through initiatives and strategies and often report back their results through corporate social responsibility reports.  

What is Environmental, Social, and Governance?

According to Gartner, Environmental, Social, and Governance (ESG) is “a collection of corporate performance evaluation criteria that assess the robustness of a company’s governance mechanisms and its ability to effectively manage its environmental and social impacts.”

Each pillar of ESG includes different criteria. McKinsey outlines environmental criteria as relating to how much energy a company takes in, how much waste it produces, what resources it requires and how that impacts life around the world. Social criteria address the relationships between an organisation and the institutions and communities where it does business. Finally, governance represents the internal procedures and checks and balances an organisation uses to make decisions and govern itself.

How CSR and ESG Impact Talent Acquisition

Once little-known terms, these markers of corporate responsibility and sustainability now play a role in job seekers’ decision-making.

One survey found that more than half of employees would not work for a company that doesn’t have strong policies addressing social or environmental sustainability issues. Additionally, 74% of employees said their job is more fulfilling when they’re given the chance to make a positive impact on social and environmental issues, and 70% indicated they’d be more loyal to a company in which they can help contribute to solutions.

The changing environment and increasing pace of climate-related disasters plays a role. Compiled data shows that Google searches for sustainable companies have been growing rapidly since 2016, reaching the highest volume yet in 2023, with no signs of slowing down. In that time, a number of environmental events have dominated headlines, from the devastating 2017 floods caused by Hurricane Harvey in the U.S. to the disastrous 2019-2020 Australian bushfires and 2023 Canadian wildfires. Spikes in searches often follow global climate meetings like the United Nations Climate Change Conferences.

Job seekers are paying attention, and employers can only expect that interest to increase. One survey found that 40% of Gen Z and millennial employees have changed jobs or sectors due to climate concerns or plan to in the future. Additionally, 60% of respondents reported feeling anxious about the environment over the past month, and more than 70% said that they are actively trying to minimise their impact on the environment.

3 Approaches for Including CSR and ESG in Your Recruitment Strategy

To stay ahead of the competition, talent leaders should include CSR and ESG in their talent strategies. Below we outline three approaches.

1. Build a Responsible, Sustainable Employer Brand

Your employer brand is your most powerful tool in attracting top talent, and your ESG and CSR initiatives should be featured throughout your branding materials. Think about your efforts to reduce carbon emissions, support local communities or promote diversity and inclusion. You may measure or report on progress of these initiatives for investors, so consider sharing with candidates as well. Even if you haven’t reached your goals yet, being transparent about your progress can demonstrate to candidates that these initiatives are genuine—not just lip service. Share your next steps and the strategies you have in place for reaching these goals.

There are several ways to showcase your progress to candidates:

  • Highlight ESG initiatives in your job descriptions
  • Create an ESG page on your career site
  • Leverage social media to share your progress toward ESG goals
  • Tap into current employees who can share their experiences
  • Train recruiters and hiring managers on ESG initiatives

2. Get Employees Involved

Your social responsibility and sustainability goals should be at the core of your culture. Make your goals and initiatives a regular part of conversation rather than distant promise. This will not only help retain top performers but will also help engage candidates.

You can get your employees involved in reaching your CSR and ESG goals by communicating progress and adding performance targets where appropriate. You can also consider benefits that align with your goals so that employees feel as though your commitment to social responsibility and sustainability are part of your DNA, not just marching orders.

Here are a few strategies you can employ:

  • Communicate updates on ESG initiatives regularly, like in team meetings or all-company updates
  • Encourage leadership to display day-today behaviours that align with goals
  • Add ESG-related performance goals
  • Consider ESG-related benefits, like days off for volunteer work, a cycle-to-work scheme or vouchers for public transit
  • Recognize employees for ESG-related contributions

3. Avoid Greenwashing

As you focus on and promote your social responsibility and sustainability work, avoid falling prey to greenwashing. Greenwashing happens when an organisation spends more time and money showcasing sustainability initiatives than actually performing them. It’s often seen as a marketing gimmick, and consumers and candidates are growing more savvy in recognising it. To maintain a positive reputation and brand perception, ensure that your organisation lives up to the values you’re advertising from the top down.

Here are some tips to avoid greenwashing:

  • Avoid overly flowery language
  • Don’t use dishonest imagery
  • Ensure your business practices reflect your marketing promises
  • Be honest, even if you aren’t perfect
  • Share real data
  • Make concrete claims

A Sustainable Future: CSR and ESG in Talent Acquisition

As we move toward a more sustainable future, your CSR and ESG initiatives are important factors for job candidates. The right RPO partner can help you communicate the environmental work you’re already doing to attract top talent. The desire for sustainable employment isn’t going anywhere, and employers should only expect it to get stronger.  

Check out our predictions for the future of work in our ebook, Destination 2030: 10 Predictions for What’s NEXT in the World of Work.

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DESTINATION 2030: 10 Predictions for What’s NEXT in the World of Work

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The Power of Predictive Analytics in High-Volume Recruitment

Posted on by cevans

By Amelia Krol, Business Analytics Lead

While navigating through high-volume recruitment processes, organisations often find themselves overwhelmed by the number of applications for a multitude of positions, ranging from entry-level roles to specialist positions. This can be a costly and time-consuming process that can damage the candidate experience and doesn’t guarantee candidate quality. This is where predictive analytics steps in, transforming the recruitment landscape.

Driven by advanced data analysis techniques and machine learning, predictive analytics offers a strategic advantage in managing high volumes of roles as well as ensuring the right fit.

How Does Predictive Analytics in Recruitment Work?

Predictive analytics involves the use of historical data, such as applicant resumes or CVs, interview feedback, performance data, and employee tenure to create models that predict future candidate success. Predictive analytics finds patterns and correlations within this data to identify characteristics that lead to successful hires. These indicators could include specific skills, educational background, work experience, and even personality traits that align with the company culture. This data-driven approach ensures a higher standard of candidate quality, as recruiters are guided towards individuals whose attributes align seamlessly with the organisation’s culture and role requirements.

Furthermore, this strategic deployment of predictive analytics doesn’t merely benefit the organisation; it elevates the candidate experience by matching applicants with roles that resonate with their skills and aspirations. As a result, candidates feel more engaged and valued throughout the recruitment journey, culminating in enhanced hiring outcomes and a positive brand reputation.

Predictive analytics presents itself not as a solution, but rather as a dynamic framework for continuous improvement. Organisations can leverage powerful analytics to determine fundamental employee attributes for specific roles, effectively managing the hurdles of volume hiring and retention. This involves harnessing predictive analytics insights to craft bespoke pathways that foster workforce growth. 

Predictive Analytics in Action

In late 2021, one of our hospitality clients, Merivale, faced the challenge of recruiting 800 roles within six weeks. Partnering with PeopleScout, they turned to Affinix™, our proprietary talent acquisition suite with includes Affinix Analytics. PeopleScout’s strategy involved deploying Affinix to swiftly source and categorise applicants based on role streams. To ensure quick turnarounds, a tech-powered approach was implemented, utilising video and phone interviews. Leveraging Affinix’s real-time analytics dashboards, candidate responses were screened using built-in AI-powered tools to dynamically filter them into qualified roles. Referrals from current staff were also encouraged through Affinix CRM tool. Despite the challenging talent market, PeopleScout achieved remarkable results a time-to-offer of just 3.36 days and a time-to-fill of 5.5 days. The collaboration’s success continues as they meet the client’s ongoing talent needs, emphasising the transformative role of Affinix’s analytics in the current market.

Several tools are employed for predictive analysis in recruitment, leveraging data-driven insights to enhance hiring decisions. Affinix seamlessly integrates AI, machine learning, digital interviewing and more. It’s a comprehensive solution for streamlining recruitment and enhancing candidate experience. Affinix encompasses various features, including AI Sourcing, which identifies passive candidates for each job posting. CRM optimisation and requisition management enable enhanced communication and talent pool creation based on skills and other factors. Moreover, Affinix Analytics provides job seeker analytics and operational metrics to understand the end-to-end recruitment process. The platform’s integration with HR technologies solidifies its holistic approach to talent management.

Making Informed Decisions about Predictive Analytics

Although promising, predictive analytics, and AI in general, can be perceived as being risky. The key concern is the potential of creating biased algorithms, which can limit diversity in the hiring process and create inequalities. Bias might be present in the historical data fed into the model, from which the algorithm learns. Additionally, the accuracy of predictive models could be compromised due to the constant changes in the recruitment industry as well as evolving organisational needs.

Moreover, the complexity of machine learning algorithms can decrease transparency in decision-making, which would make it challenging for candidates to understand the reasoning behind rejections. Furthermore, quantifying skills and abilities could be difficult for certain roles.

In 2018, a leading retailer released the results of hiring software that was developed internally. The AI scored female candidates lower than male candidates due to bias in the data used to train the model. The model was trained using the company’s historical hiring data, which mostly consisted of men. As a result, AI saw male candidates as preferable to female candidates.

Organisations considering using predictive analytics in recruitment should keep these issues in mind, particularly as they gather data that the models will use. If any bias is discovered by the predictive model, it’s an opportunity for you to introduce (or update) unconscious bias and diversity training to your hiring managers.

Changing the Recruitment Landscape with Predictive Analytics

Predictive analytics in recruitment is a powerful force in changing the landscape, particularly in the context of high-volume hiring. The integration of historical data with cutting-edge HR technology optimises the recruitment process, enriches the caliber of selected candidates and ensures that talent acquisition supports the strategic objectives of the organisation. However, balancing the benefits and limitations of this approach is crucial for a responsible and effective application of predictive analytics in high-volume recruitment.  

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Checking In: Updating Your Hospitality Recruitment Strategies for the New World of Work

Posted on by nfuqua

Travel is back, but hospitality employers are still playing catch up. Holiday-makers around the world are booking flights, checking into hotel rooms, making reservations and buying tickets. Brands are attracting customers but struggling to attract employees with the right hospitality recruitment strategies.

In 2020, the size of the global tourism market fell by nearly a trillion dollars as travel came to a halt. The industry finally surpassed its prepandemic highs in 2023, reaching a market size of $2.3 trillion (USD). But employment in the industry lags behind. In Australia, demand for hospitality staff has increased 13%.

The old hospitality recruitment strategies aren’t working anymore. The world of work has changed.  Many sectors have expanded the availability of remote and hybrid work, and many front-line hospitality workers left the industry for more flexible roles.

Employers must update their employer branding and candidate attraction strategies to draw in top hospitality talent. In this article, we cover the hospitality brain drain and provide tactics that talent leaders can put into place now to get ahead of the competition.

The Hospitality Industry Brain Drain

One of the largest lasting impacts from the COVID-19 pandemic is the permanent loss of talent.  as workers fled the travel and hospitality industry for more stable, more flexible or less customer-facing positions. While employment in the hospitality sector still lags, professional and business services saw 1.4 million new jobs added during the pandemic.

Rather than returning to employment in hotels or with airlines, many laid off workers looked for behind-the-scenes office work where they were offered more flexibility, more traditional hours and often higher pay. With record quit rates during the Great Resignation, attrition in the leisure and hospitality sector jumped by a whole percentage point to 6.4%.

This phenomenon, sometimes called “brain drain,” has left hospitality employers with not just fewer workers but also those with less experience. This has led to increased competition for experienced hospitality workers and often increased time-to-fill rates for more specialised hospitality roles. Talent leaders must work to coax experienced workers back to the industry while also focusing on the next generation. Below, we outline three strategies to bring back and bring in hospitality talent.

Top 3 Hospitality Recruitment Strategies

1. It’s Time to Update Your Employer Brand

In today’s talent market, hospitality employers need to stand out in a crowded field of competition. Your employer value proposition and employer brand will be what convinces top talent to join your organisation, rather than the hotel down the street or the customer service job that will allow them to take calls from their home offices.

However, after the past several years, few have had the resources to invest in and update their employer brands. If you haven’t refreshed your employer brand in a few years, now is the time. Each hospitality brand has its own distinctive personality and style that should be reflected in both consumer marketing and employer branding.

Your employer value proposition, or EVP, is the foundation of your employer brand. Your EVP describes the give and get between employer and employee. At PeopleScout, our EVP work has five phases:

  1. Define
  2. Discover
  3. Develop
  4. Design
  5. Deploy

In the define stage, we build a baseline understanding of you and your competition through competitor audits, social listening, candidate experience diagnostics and collaborative sessions. In the discover phase, we go deeper to understand what makes your organisation unique through interviews with leaders and employees throughout the organisation.

From there, we analyse the data and develop an EVP prototype that we validate through workshops and interviews with employees. In the design phase, we create the creative concepts to bring your EVP to life with an employer brand playbook and employer brand toolkit. These include deliverables like EVP positioning and messaging, social media posts and ads, and printed materials like posters and exhibition stands for job fairs.

Finally, we deploy, focusing on an employee ambassador program that helps your current employees share their stories with prospective candidates. From there, your EVP and brand can flex and evolve to adapt to changing candidate expectations.

By honing your employer value proposition and attraction messaging, you can zero in the characteristics you need for the variety of roles you need filled. By shifting your mindset from focusing on getting the most applications, or even those with certain experience, to getting applications with the right profile, you can reduce attrition by increasing the likelihood of your new hires being successful.

2. Are Your Offers and Benefits Competitive?

The leisure and hospitality sector has seen some of the highest wage increases across all employers in recent years. In the U.S., wages in hospitality have risen 23% over the past three years. Additionally, workers have more options for hybrid or flexible work in other industries where the pay is similar or even higher. This makes it more difficult for hospitality employers to compete. According to the Boston Hospitality Review, compensation was one of the most cited reasons that people left the hospitality industry during the pandemic.

To stand out in this market, you need offers that are not only competitive in terms of salary but also provide the types of flexibility and benefits that candidates are looking for and can likely find in other industries. Hospitality candidates are increasingly interested in remote work. Google searches for “remote hotel jobs” have increased about 400% since 2019.

Many hospitality jobs require being on site, making hybrid work only possible for a small percentage of roles; however, employers should evaluate and offer the option when possible. Additionally, consider flexible work arrangements or scheduling that would allow front-line workers time to do things like pick children up from school.

Other benefits can also help bring in or bring back hospitality workers. While 88% of employees say that health benefits are important to them, only 30% of restaurants offer medical insurance. Not every employer will have the budget for health insurance, so consider other benefits, like caregiver benefits, parental leave or a commuting allowance.

You can also consider different compensation models. Consider a salaried front-of-house staff. According to Monster, employers who pay their front of house staff a salary gain an advantage for attracting top talent, and those workers create a better customer experience because they aren’t focused on “turn-and-burn” tactics. You can also consider profit sharing or bonuses to help attract and retain employees.

3. Focus on Culture

Your company culture may not be listed as a line item on a payslip, but it can serve as a benefit for attracting top talent in a tough industry. In any customer-facing role, employees can be subject to stressful situations, but a supportive culture can increase employee retention.

One survey found that 91% of hospitality workers have dealt with customers who believed they inherently deserved privileges or special treatment. Of those workers, 70% wanted to leave the industry entirely after confronting a demanding consumer. Employers need to ensure that they not only meet customer expectations but also keep workers happy and focus on retention.

Hospitality employers should focus on building a supportive culture. This should start from day one with structured training and can include things like mentorship programs to support new employees and help them feel like part of the team. Additionally, consider adding wellness programs that include things like counselling or employee assistance programs.

Finally, the travel and hospitality sector has a unique opportunity to build a fun culture by creating ways for employees to enjoy the services normally provided to guests. This can look like VIP perks for employees and their friends and families, discounted meals or free meals during shifts, yearly overnight stays at hotels to celebrate work anniversaries or discounted tickets to events.

Choosing the Right Hospitality Recruiting Strategies

Candidate expectations are always changing, so hospitality employers need to find the recruitment strategies that work best to attract the right candidates at the right time. An experienced RPO provider can help talent leaders narrow down the best solutions and help build an employer brand to bring in top talent with the right skills and mindset.

To get more strategies for attracting and hiring hospitality, travel and tourism talent, download our Recruitment Handbook for Travel and Hospitality.

The Recruitment Handbook for Travel and Hospitality

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Attracting Older Workers to Retail and Hospitality Jobs

Posted on by cevans

According to a global study by Bain & Company, workers aged 55 and older make up over 25% of the workforce in G7 countries by 2031, making older workers one of the most in-demand talent pools for employers today. In the UK, the government launched a “returnership” initiative to inspire those over the age of 50 to come back to work or to seek a career change. This scheme involves three programs that help older workers retrain and learn new skills, providing workers with a clear roadmap back into the workplace and encouraging organisations to hire them. In Western Australia, the Job Reconnect program provides grants to both employers and employees to cover costs related to licences, upskilling, and even work clothing, transport and childcare.

It’s crucial for retail and hospitality employers to know how to entice older workers back to work and to make the most of their valuable talent. Known as the ‘sandwich generation’—defined by caring for their elderly parents and also dependent children or grandchildren—older works have a strong work ethic. Customer facing and front of house roles enable them to fit work around caring for family and other responsibilities.

Keep reading for key insights from our panel discussion and get the latest research to understand exactly what older workers want and what retail and hospitality organisations can do attract this in-demand demographic.

What Do Older Workers Want?

What do over 50s want and need from an employer? Does your organisation know how to attract and engage this older workforce and how to hire and retain them?

Flexibility

Unsurprisingly, monetary concerns are coaxing older workers back into the workplace due to the cost-of-living crisis. However, when it comes to choosing an employer, flexibility takes precedence over money.

Hospitality roles typically attract a younger demographic of workers. However, the flexibility offered by these jobs also appeals to the older working generation. Given that the over 50s are the largest age group with caring roles, flexible and part-time work is a powerful motivator for them to fit a job into their routine.  

As well as permanent roles, seasonal and flexible roles are available within the hospitality and retail industries, which can be more attractive to the older working community. Working harder in those seasonal months creates work-life balance, allowing older workers to take time off during quieter periods to recover and be with their friends and family.

Sense of Belonging

Workers in this age rage are still searching for rewarding work. Older workers wish to find a place where they can feel a part of their local community and give back. Over 50s enjoy creating social connections that a customer-facing job in a restaurant or supermarket can provide.

Customer-facing roles in hospitality and retail give individuals the chance to serve and connect with their community. For older customers, seeing employees in shops and restaurants that represent them can boost the customer experience. 

Myths About Older Workers

There are plenty of misconceptions out there from employers and colleagues about hiring and working with older workers. Consider these myths busted.

Myth 1: Older Workers are Resistant to Technology

Certain words can be viewed as a turn off for an over 50s audience, including “tech-savvy”, which some see as a way to ward off older candidates. There are older people who will feel excluded because others wrongly perceive that they’re less capable with technology, when in fact they are part of a generation that has seen huge advancements in technology. Bill Gates, the co-founder of Microsoft, is in his late 60s, and Tim Cook, the CEO of Apple is in his early 60s.

Recognise that all colleagues work differently with technology, so you must be thoughtful in your use of training. In hospitality and retail, workers are likely to be using tills and sales computer systems. Regardless of whether a person struggles with technology, an organisation should have a strong program in place to support workers as they learn how to use these tools. For example, consider implementing a buddy system of workers and leaders who will happily help new employees in their first few weeks as they learn point-of-sale systems.

Myth 2: Absences are Higher Because of Health Issues

As people get older, their health can decline. However, this doesn’t mean that absenteeism is higher amongst older workers. In fact, older workers are more likely to have higher everyday attendance rates due to their strong work ethic. When you do see sickness or absence, it is typically in the form of long-term leave, rather than the odd day here and there.

Myth 3: Older Workers are Less Productive Than Younger Workers

A study demonstrated that there was no different between younger and older workers in terms of productivity. This study found that with their years of experience and memories, older people perhaps dismiss new information when they process things and instead use past information. It’s therefore important to acknowledge that older workers aren’t doing things worse, they just do these things differently through their years of experience.

What Can Organisations Do to Attract Older Workers?

So, how can retail and hospitality organisation tap into this hard-working talent pool? Here are four questions to ask to ensure your talent acquisition program is over-50s friendly.

Are Your Candidate Attraction Materials Inclusive for Everyone?

To attract older workers, you must think more creatively and broadly.  Use community-based websites to engage with people who live close to your locations. Show how the job will fit into their lifestyle and what it would be like for an older person to work there, rather than a generic message. Create testimonials from your current employees to support this.

Make sure that your imagery is diverse, featuring people of all ages. Look at your marketing materials and ensure that it reflects the community so that over 50s can see that jobs in hospitality are here for them. Take advantage of local community-boards in village halls and supermarkets.

How is Your Candidate Experience?

Retention and attraction are very different. Employers can encourage people to apply for jobs through their advertisements, yet ultimately, it is down to the experience the candidate has during the recruitment process, induction and beyond. The candidate experience is what will make them accept the position and stay at the company. 

When younger workers leave education, they’re taught how to answer competency-based interview questions and how to write a CV. The older generation of workers likely won’t have a CV and may not have experience with this kind of interview. Is your interview process age inclusive and relevant to them?

Are You Giving Them What They Want?

Now that we’ve shared what older workers want, is your organisation serious about flexible shift patterns? Over 40% of the part-time workforce is aged over 50. Not only does this part-time schedule work in hospitality, but also in retail, in which the holiday season creates a huge demand for workers.

Different shift patterns in retail can support individuals in their family commitments and lifestyle. Look at your employees’ caring responsibilities, for partners, for children, for elderly parents, and take this into account when creating your shift offerings.

But what else does this generation want from you? Everyone responds well to positive feedback. Both the retail and hospitality industries are great at celebrating successes, shown through brilliant behaviour and examples across organisations.

Finally, show that your organisation values them by offering benefit packages. Health is a priority for everyone as we get older, and health benefits can help to attract them to your organisation.

Does Your Anti-Bias Training Include Age?

Ageism usually gets the least amount of focus across the D&I plan. Train your leaders and hiring managers on unconscious bias particularly as it relates to age. Ensure there are no biases lurking in the recruitment process to open up talent pools instead of closing them down.

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DESTINATION 2030: 10 PREDICTIONS FOR WHAT’S NEXT IN THE WORLD OF WORK

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