2024年人才招聘趨勢報告：自動化、數(shù)據(jù)驅(qū)動、關(guān)系構(gòu)建與透明度提升 2024 Talent Acquisition Trends Automation,Data,Relationships,and Transparency

2024TalentAcquisitionTrends:

Automation,Data,Relationships,andTransparency

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TopPrioritiesforTalentAcquisitionfortheComingYear

Hiringtodayseemstobeashardasitseverbeen.

Inspiteofnewtechnologies,insights,data,andmore,employerstodayarestillchallengedtohireinarepeatable,predictablemanner.Insomecases,it’sashortageofcandidatesforbusiness-criticalroles,regardlessofwhetherit’saspecializedsurgeonoramanuallaborer.Inothers,it’sachallengetofindcandidateswiththemotivationandworkethictodotheworkthatneedsdone.

Overandoverthenewshaspointedoutthelackofcandidatesandthedifficultyinhiringforemployersacrossawiderangeofrolesandpositions.FromretiringBabyBoomerstochangingworkethictotheriseofthesidegigthatdecreasesworkerrelianceonaprimaryemployer,there’snoshortageofreasonsforwhyit’sbeenhardertohirethanever.

MyownbookTalentScarcity,publishedin2023,goesmuchdeeperintotheprimarydriversfortheshortageofworkersand(moreimportantly)whatemployerscandoaboutitfromahiringandretentionperspective.Butsufficetosaythatit’sarealchallenge.Butusingevidenceanddatameanswecanadapt,respond,andovercomechallengesinsteadofsimplywaitingorhopingfordifferentoutcomes.

Speakingofdata,employershaveasetofprioritiesthathaveshiftedquiteabitfromlastyear.Forinstance,onboardingjumpedtothetopofthelistofrecruitingprioritiesasemployerslookathowtheycanmaintainapositivecandidateexperiencebeyonddayone,decreasefirst-dayghosting,andincreasethechancesthatnewhires“stick”withtheorganization.

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Figure1:TopTalentAcquisitionPrioritiesfor2024/2025

Source:2024LighthouseResearch&AdvisoryTalentAcquisitionTrendsStudy(n=1,234employers)

Beyondthat,thetopfiveorsixprioritieshaveebbedandflowedinrecentyearswithrecruitmentmarketing,candidateexperience,andinclusivehiringhanginginthetopslotatonepointoranother.

Thisisanexampleoftheinsightsweusetoadviseemployersofallsizesandindustriesabouthowtopositionandthinkabouttheirtalentstrategy.EveryyearourteamatLighthouseResearch&Advisorygathersdatafromemployersandcandidatestounderstandthepriorities,challenges,andopportunitiesthatexist.The2024TalentAcquisitionTrendsstudygatheredinputsfrom1,234globalemployersand1,000globalcandidatesacrossarangeoftopics,including:

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?Employerplansfortalentacquisitionbudgets,headcount,andtechnologypurchases

?Howcompaniesareusinghiringmetricsanddatatoday

?Whatrecruitingautomationlookslikein2024andhowitaffectscompetitiveness

?Thebiggestprioritiesforcandidatetransparency(thatgobeyondpay)

?Whatittakesforunchosencandidatestowalkawaywithapositivefeelingaboutanemployer

?Andsomuchmore

We’dliketothankourpartnersonthisresearchwhohelpedtomakeitpossible:

?HiBob:aglobalHRISwithnewATSfunctionalityforglobal,distributedteams

?Filtered:ascreeningtoolthatusesAItocutthroughtheclutterandfindthemostqualifiedcandidates

?Indeed:theworld’sleadingdestinationforjobseekerslookingforwork(andoneofthebestforemployerslookingtohire)

?Gem:aleadingCRMandrecruitingplatformthathelpsinnovativehiringteamshirefasterandmorehumanly

Inthecomingpagesyouwillfindinsightsthatcoverthreebigtrendswe’rewatching:automationandAIusage,measurementandimpact,andthevalueofrelationships.Inaddition,someoftheprimarydatacanbefoundattheendofthisreportintheappendix,givingabroadlookatwhatmattersinhiringtodayonbothsidesoftheequation.

Ready?Let’sdivein.

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HiringAutomationandAI

Therearethreereasonsforemployerstobeutilizingartificialintelligenceinthehiringprocesstoday:

1.It’sabestpracticethatsavestime,drivesefficiency,andincreasespersonalization.

2.Itmakesyourhiringpracticesmorecompetitive.

3.CandidatesareusingAI,andifemployersdon’t,theywon’tstandachance.

Youreadthatcorrectly.Today,candidatesareusinglargelanguagemodelslikeChatGPTandGoogleGeminitorewritetheirresumetobeabetterfitforthejob

description,whichmeanshiringteamsaregoingtohavetoworkharderthanevertoovercomethat.

Figure2:HowCandidatesUseGenerativeAIto“HacktheSystem”

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Notonlythat,butnewtoolshaverisenthathelptotrackandflagcandidatesthatare

usingtoolstocheatonjobassessmentsusinggenerativeAI.

Thesefrauddetection

toolsareoneofthecategorieshighlightedinourgenerativeAIrundownacrosstalent

acquisitionthatwesharedearlierthisyear.

Thesetoolsusemachinelearningtoidentifyredflagslikewhencandidatesbreakeyecontactwiththecameraonaregularandsustainedbasis,secondaryvoicesinthebackgroundthatmightbegivinganswerstoquestions,orothersignalsthatindicatepotentialcheating.

Tobefair,we’veactuallyspokenwithsomecandidatesthatusesomeAItoolstomaketheirresumes“stronger”andmorepresentable,whichweapplaud.However,that’sverydifferentthanthosecandidatesthatusesneakytacticslikeaddingapagetotheendoftheirresumewiththetextofthejobpostinginit,virtuallyguaranteeingthattheirresumewillshowupinacandidatesearcheveniftheyhavenoneoftheskillsfromthejobdescriptionintheirownjobhistory.

Allthatsaid,it’simportantforemployerstouseautomationandAIwheretheycantostreamlinehiringandautomaterepetitivetasks,andwe’reseeingabout75%ofthemusingsomeformofautomationtoday.

Figure3:HowEmployersUseHiringAutomationToday

Source:2024LighthouseResearch&AdvisoryTalentAcquisitionTrendsStudy(n=1,234employers)

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Ifwecreateaspectrumthatvisualizestalentacquisitionacrossallaspectsofhiring,themostrepetitiveandpredictabletasksarearoundinterviewscheduling,whichiswhyitwasthefirstareatobeautomatedheavily.Inmanyenterpriseorganizations,interviewcoordinator/schedulerjobshavedriedupandnolongerexist,ortheworkofateamisnowdonebyaverysmallcoregroupplussomeautomation.Sourcingisalsohighonthatlist,becauseit’sprimarilyajobofsearching,matchingcredentialstoajobspecification,anddoingoutreach.

Inourresearch,werunacrossdozensoftalentacquisitiontechnologiesthatcanhelptolevelupanemployer’sapproachtohiringusingintelligentautomation.Bottomline:generativeAIisatechnologythathasalreadybeguntochangetalentacquisition,anditwillcontinuetoevolveitovertime.

Asacaseinpoint,ourresearchteamtalkedwithamajorthemeparkthatusedAItoolstoautomaticallyreachout,screen,andofferjobstohundredsofcandidateswithinthespanofafewweeks,enablingtheorganizationtomeethiringrequirementsduringthebusyseasonalhiringspreewithnodowntime.Andtheydiditwithonlyafewrecruitersonstaff.Asscaryasitistohear,aboutfourin10companiessaytheyhavefewerrecruiterstodaybecauseoftheefficienciescreatedbyrecruitingautomation.

Ican’tsaythatIblamethem.It’sbeenarollercoasterforhiringandlayingoffrecruitersinthelastfewyears,andthat’scostly,emotionallydraining,anddifficulttorecoverfrom.IfAIistheanswertostreamliningandscalingatthesametime,thenit’stimeforustothinkaboutreskillingourtalentacquisitionteamsandfocusingonbeingbetterbusinesspartners,morestrategic/proactiveworkforceplanners,andstrongerinternaltalentseekers,amongotherthings.Andwehavetogetcomfortablewiththetechnology,too.Attemptingtoskipusingadvancedhiringtechnologies,includingAI,islikethatexecutiveinthe90sthathadtheirassistantprintoutemailsinsteadofusingacomputer.Itsimplyisn’tanoption.

Attemptingtoskipusingadvancedhiringtechnologies,includingAI,islikethatexecutiveinthe90sthathadtheirassistantprintoutemailsinsteadofusingacomputer.Itsimplyisn’tanoption.

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WhileanATSisacriticalpieceofthehiringtechnologystack(it’soneofthetop

purchasingprioritiesforemployersinthecomingyear),simplyusinganapplicanttrackingsystemaloneisn’tgoingtobeenoughanymore,especiallysincenearlytwiceasmanycompaniessaytheirATSismoreofatransactional,administrativetoolthanastrategicone.

Figure4:EmployerPerceptionsofApplicantTrackingSystemsToday

Source:2024LighthouseResearch&AdvisoryTalentAcquisitionTrendsStudy(n=1,234employers)

Thatcanbeapainpoint,butwealsoseeaninterestingmismatchwhenitcomestoCRMusageforemployersaswell.WhencompaniesuseaCRMtocaptureinformationandaddcandidatestoatalentpool,theyhaveaspecificvaluepropositioninmindformakingthatinvestment.

Butasthedatashowbelow,there’saperceptiongapamongemployersforthevalueaCRMcanbring,andhowtheyperceiveitcaneitherincreaseordecreasetheperceivedvaluethesystemcanbringtotheirhiringprocesses.

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Figure5:HowEmployersPerceivetheValuetheirCRMBrings

Source:2024LighthouseResearch&AdvisoryTalentAcquisitionTrendsStudy(n=1,234employers)

There’sagrowingdividebetweenemployersthatusetheirtoolsinintelligentwaysandthosethateitherdon’thavethem(17%)ordon’tusethemtotheirfullestextent.In2023,wesawthatfewerthan50%ofemployerswithacandidatedatabase—intheirATS,CRM,orelsewhere—actuallysearchedthatsourceofcandidateswhentheywerepostingnewjobs.That’slow-hangingfruit!

Overall,employersthatleanintotalentacquisitiontechnologyandautomationaregoingtoseebetterandmorepredictableresults,butit’simportantnottogotoofarandautomatethehumanityentirelyoutoftheprocess.Whileheavydegreesof

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automationmaybeokayforhigh-volumehiring,it’snotgoingtoworkforprofessional,executive,orhighlyskilledroles.

Aspointedoutabove,wehavetobeusingthesetoolsasaprofessionandafunctioninordertoremaincompetitiveandbeatothercompaniestothecandidateswewouldprefertohire.Whenyouseethattwoofthetopthreereasonsforcandidateghosting

comedowntospeed(thosereasonsare“Itookanotherjob”and“thehiringprocesstooktoolong”),it’sclearthatadifferentapproachmustbetakenifwewanttoachievedifferent(andbetter)results.

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MeasurementandImpact

Talentacquisitionprofessionalsandleadershavealotofwell-earnedpride.Likeasalesprofessionalcanlookattheirworkandseetheresultsoramedicalprofessionalcanseethefruitsoftheirlaborinthepatientstheyserve,talentacquisitionprofessionalsmeasuretheirsuccessinaligningtheneedsoftherightcandidatewiththeneedsofthebusiness.

Butfromacompanyperspective,therearesomedatapointsthatmattermorethanothers.There’slongbeenadebateonthemostimportantmetricsfortalentacquisitionsuccess.It’seasytolookateatingvegetablesasametaphorfortalentacquisitionanalytics:weallknowweshouldbeeatingmorevegetables,butmostofusdon’t.Onasimilarnote,weknowthatweshouldbemeasuring,reporting,andusingtalentacquisitionmetrics,butmanyofusdon’toftenenough.

Fromaspecificperspective,weaskedtalentleaderswhatrecruitingmetricsbestprovedthevalueofthetalentfunctiontothebusiness,andqualityofhirerosetothetop.

Figure6:RecruitingMetricsthatBestDemonstratetheValueofHiringtotheBusiness

Source:2024LighthouseResearch&AdvisoryTalentAcquisitionTrendsStudy(n=1,234employers)

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Lastyearweevaluatedjusthowcompaniesmeasurequalityofhire,anditcamedowntoafewkeythings:

?Performanceofthenewhire

?Newhireretention

?Hiringmanagersatisfactionpost-hire

Thedifficultywiththisfortalentteamsisthattheymayhavetoreportonqualityofhire,eventhoughtheydon’tactuallymakethefinalhiringdecision.

Becauseofthat,72%employersinour2023studytoldusthateitherhiringmanagersshouldsolelyreportonqualityofhireortheypreferthattalentacquisitionandhiringmanagersbothshouldbereportingonqualityofhiretogether—insteadoftheresponsibilityfallingsolelyontheshouldersoftherecruitingteam.

Inaddition,twooutofthreecompaniessaythatqualityofcandidate,whichisametricthatmorecloselydemonstrateswhatvaluethetalentacquisitionteambringsbecauseitspecificallypointstothequalityofcandidatesbeingputforthforconsideration,shouldbereportedalongsidequalityofhire.

Tostepbackandtakeabroaderviewthanindividualmetrics,welookedthisyearatsomeofthegovernanceandreportingoftalentacquisitionmetrics,sincethatcanaffectadoption,usage,andmore.Inthestudy,70%ofcompaniessaidtheyreportrecruitingmetricstoHRorrecruitingleadership,57%sharesomeoftheirmetricswithhiringmanagers,andjust49%sharethemwithexecutiveleadership.

Weknowfromourresearchthatmostcompanieshavehadhiringgofroman“HRpriority”inthelast10yearstoabusinesspriorityinmorerecenthistory,especiallyforcompaniesthatarealignedenoughtoseethathiringeitherdrives(orslows)thepaceofthebusiness.Buttalentleaderspointtoavarietyofreasonsthathiringmetricsaren’tusedconsistentlywithintheorganization.

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Figure7:BarrierstoConsistentRecruitingMetricUsage

Source:2024LighthouseResearch&AdvisoryTalentAcquisitionTrendsStudy(n=1,234employers)

Irecentlyspokewiththeheadoftalentacquisitionforanairlinethattoldustheirteamhastouseathirdpartyreportingtooltogathertheirrecruitingsysteminputsanddisplaythedatainawaythatmakessenseforthebusiness.Butmostcompaniesdon’thavethatkindofmoneyonhandtoinvestinyetanothertool(orteammember,orboth!)justtopullandreportondata.

Inaddition,busyteams,alackofbuy-infromleadership,andalackofskillsalsohold

talentteamsbackfromdemonstratingtheirvaluethroughdataandinsights.Thisisprobablywhywealsoseeatietodifficultieswithforecastinghires.

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Figure8:EmployersStruggletoForecastHiringVolumeConsistently

Source:2024LighthouseResearch&AdvisoryTalentAcquisitionTrendsStudy(n=1,234employers)

Fewerthanhalfofemployersinourstudysaidthattheirhiringvolumelastyearwasveryclosetoprojections.Theotherssaidanythingfromhighervolume,lowervolume,ortheyweregenerallyunsurewheretheyendedupcomparedtotheforecast!

Ifyourteamwantstoshowoffyourvalue,demonstrateimpact,andcreatebetterpipelinesforstrategichiringandworkforceplanning,datahastobeakeypartofthatequation.That’salwaysbeentrue,butinaworldwherewecanusedatatobebetter,smarter,andfasterastalentprofessionals,it’snowdoublytrue.

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RelationshipsMatterMorethanEver

Recentresearchshowsthatthereisamassivedisconnectinthepopulationtoday.Somehavecalledita“l(fā)onelinessepidemic,”andoverallitindicatesthatthere’sanopportunityforauthentic,human-to-humanconnections.

InaworldwhereautomationandAIarecommonplace,ahumanrelationshiporconnectionstandsoutasadifferentiator.

Considerthis:oneofourresearchadvisoryboardmembersaskedustolookintoanareathattheywerecuriousabout.Dorecruitingrelationshipswithcandidatespersistpastthepointofhire?

Somewouldsayno,becauseoncethepersonishiredasanemployeetheydon’tneedthatrecruiteranymore.Butmyownpersonalexperiencesasarecruitershowedmethattheremightbesomethingtothathypothesis.Inthedata,wefoundaresounding“yes”fromcandidatesthatthoserelationshipsdomatter,andtheymaylastlongerthanyouwouldexpect.

Morethanhalfofcandidatessaytheystayintouchwiththepersonwhorecruitedthemforamonthuptoayearormorepost-hire.

Notonlythat,butabouttwointhreecandidatessaythatspecificrelationshipmakesthem

feelmoreconnectedtothecompanyoverall.How’sthatforarelationship?

Foremployerslookingtocapitalizeontheideathatarelationshipwitharecruitermatters,thereareotherinsightsinthedatathatdemonstratethatimportance:

?Whenemployersbeginautomating,thenumberoneareatheyrefocustheeffortsoftheirrecruitingteamisonspendingtimeandbuildingrelationshipswithkeycandidates.

?35%ofcandidatessaythatarecruiterthatmakesthemfeelappreciatedisacriticalfactorfortheminthehiringprocess.

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?Forthosecompaniesthatsaytheydon’thaveastrong,well-knownemployerbrand,theyprimarilyfocustheireffortsonoutreachandawareness-buildingactivities(withrecruiterstypicallyattheforefrontofthoseefforts).

Forthoseemployerswithoutawell-knownbrand,relationshipscanbeacriticaldifferentiatorbetweenasoulless,unpleasantcandidateexperienceandonethatfeelscomfortableandpersonal.Employershaveafewotherwaystheytrytoovercomethatlackofbrand,likeemployeereferrals,whicharealsobasedprimarilyonrelationshipsandtrust.

Figure9:HowOurCompanyBuildsourEmploymentBrand

Source:2024LighthouseResearch&AdvisoryTalentAcquisitionTrendsStudy(n=1,234employers)

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Beyondthat,weknowthatrelationshipsarebuiltonmutualtrust,respect,andtransparency.Candidatessaythenumberonewayemployerscanshowrespectforthemistoseethemfortheirpotential,notjustfortheircurrentskillsets.Employersoverthelastfewyearshavehadtremendousissueswithghosting,andthatcomesfromalackofdisrespectonbothsides.Yes,both.

Abouthalfofcandidatessaytheyhavebeenghostedbyanemployerafterhavingaconversationwiththem,eitherviaphone,webconference,orinperson.

Let’sbehonest.HowcanweasacommunityofHRandtalentleadersbeupsetthenwhenwegetghostedbycandidatesaftertheyapplyforjobswithus?

Icanunderstandwhenwecan’tgetbacktoeverycandidatewithapersonalnoteifwehavedozensorhundredsapplyforajob.Butsomeonewe’vehadanactualconversationwith?Weneedtoatleastdothemthecourtesyofafollowup.

Oneotheraspectofrelationshipsasabroaderpriorityisonboarding.We’vealreadyseenintheresearchthatonboardingisthenumberonepriorityforemployersrightnow,butwhat’salarmingisthatfewerthantwoin10employerssaytheyhaveanonboardingprocessthatispersonalized,engaging,andcompliant.Relationshipsareakeypartofhowweconnectnewpeopleintothebusiness,andifwe’reonlylookingatonboardingatimetocheckoffdocumentsandpolicies,thenwe’remissingapowerfulchancetoimpacttimetoproductivity,newhireengagement,andlong-termperformance.

We’reheretotalkhiring,notlearning,butit’sworthmentioningthatsocialandcollaborativelearningisacrucialelementinhowpeopleassimilateintotheculturewhilebringingtheirownuniquestrengthsandexperiencesintotheorganization.Anytimewecanhelpthemconnect,it’sagoodthing.

Inarecentinterview

withJunkoFukuma,theVPofTalentatHealthesystems,shesharedthatherteamhasbegunusinga“memanual”techniquetolearnmoreaboutnewhiresandbeginbuildingstrongerconnectionsfromtheverybeginning.It’sfairlysimple:newhiresshareanswerstoquestionsthatusuallygounsaid,suchas:

?Whatenvironmentbringsoutmybestcreativeideas?

?HowdoIworkbestwithothers,andwhatismyinteractionstyle?

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?Whatismypreferencefor“showingup”duringameeting,andhowdoIprefertocontribute?

Thesekindsofanswersgiveusdeepinsightintoanindividual,andtheyalsomakethatpersonfeelmoreconnectedliketheybelong.Fukumabelievesthatputtingconnectionandbelongingfirstleadstobetterproductivityinsteadofsolelylookingtodriveproductivityfromtheoutset.

Intheend,relationshipsarewhatrecruitingistrulyabout.Peoplemayreadajobad,buttheytake(ordon’ttake)ajobbasedonsomesenseofrelationshipandvalue.Theyexpecttogetsomethinginexchangeforwhattheygive(andviceversa),andthat’safoundationalelementofanyrelationships.

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MeetingtheNeedsoftheModernCandidate

Ifweknewthatourlivesdependedonknowingourneighbors,we’dspendalotmoretimeconnectingwiththeminsteadofremainingseparate.

Thetruthisalittlelessgrave,butstillimportanttonote:ifoursuccessastalentpractitionersandleadersisdependentonknowingcandidates,weneedtospendmoretimeunderstandingthemandwhattheycareabout.

Understandingtheprioritiesofjobseekersiscriticalfortalentacquisitionprofessionalsaimingtorefinetheirrecruitmentstrategies.Thebiggestitemontheirlistforyetanotheryearispaytransparency.

Figure10:MostImportantFactorsforCandidatesintheHiringProcessYearOverYear

Source:2024LighthouseResearch&AdvisoryTalentAcquisitionTrendsStudy(n=1,234employers)

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Morethananythingelse,candidateswanttoknowthatthestartingpayforaroleiscommensuratewithwhattheyareattemptingtotarget.Somanyofushavehadfrustrationbothasacandidateandasrecruitingpractitionerswithamismatchofpayexpectations,andcandidatesareincreasinglypushingforthis.

63%ofcandidatesindicatethatknowledgeofstartingpayistheirnumberoneconcern,atrendthat’sseenanupticksincelastyear.Notably,thispriorityisn’tjustfortheyoung;it’stheoldergenerationofworkers,those54andabove,whoarevoicingthisneedtheloudest.

Thereasonsaremultifaceted:

?Paylegislationisdrivingthisconversationinmanymarkets

?Duringandafterthepandemic,manycompaniespubliclysharedpaydataforjobs,whichincreasedtheexpectationthatcandidateswouldseethatinformation

?Manyjobboardsandplatformsonlinepushemployerstosubmitpaydata,andiftheydon’tshareit,someofthemwillautomaticallyputapayrangeonthejob(erroneousornot!)

RecentlyIwaspresentingtoagroupinOhioandoneoftheHRleadersmentionedthatherteamhadmultistateoperations.Onestatehadpaytransparencyrequirementsforjobpostings,buttokeepthingsconsistent,theirteamwaspostingonalljobsinalllocations.Thishadledtohigherapplicationratesandfasterhiringcyclesoverall.

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TypesofTransparency

Includingpay,therearefivetypesoftransparencythatmattertocandidatestoday.

Compensation:Whencandidatesconsidernewemploymentopportunities,theirprioritiesreflectanuancedunderstandingofwhatitmeanstobuildasatisfyingcareer.Theparamountconcernforanoverwhelming83%ofjobseekersispayandcompensation.Thisisthebedrockuponwhichtheyassessjoboffersandmakecriticaldecisionsabouttheirprofessionalfuture.Thesignificanceofacompetitivesalarycannotbeoverstated;itremainsthemostcrucialfactorinattractingtop-tiercandidates.

Workplaceflexibility:7outof10candidatesplacingtransparencyonflexibilityhighontheirlistofpriorities.Thisflexibilitycouldmeantheabilitytoworkremotely,havevariablestartandendtimes,oreventheoptionforafour-dayworkweek.It’sclearthatjobseekersareseekingamoreadaptableworkenvironmentthatcanaccommodatetheirpersonallifeandwellbeing.

Trainingandgrowthopportunities:theseelementsareadecisivefactorfor63%ofapplicants.Candidatesarenotjustlookingforajob;they’relookingforapathway

todeveloptheirskillsandadvancetheircareers.Theyscrutinizepotentialemployersfortheircommitmenttoprofessionaldevelopment,throughcontinuouslearningenvironments,mentorshipprograms,andclearpathstoadvancementwithinthecompany.

Detailsaboutacompany’shiringprocess:50%percentofjobseekerswanttoknowwhattoexpectaftertheyhit‘submit’ontheirapplication.Theyseekclarityonthelengthoftheprocess,thenumberofinterviewrounds,andthecriteriausedtoselectcandidates.Thistransparencycanalleviatethestressofwaitingandcanhelpthemprepareadequatelyforeachstageoftheselectionprocess.

Companycultureandvalues:theseaspectsofemploymentareessentialto42%ofjobseekers.Theywanttounderstandtheethosofanorganizationbeforecommittingtobeingapartofit.Candidatesarelookingbeyondthejobdescriptiontothebroaderenvironmentinwhichtheywillwork,payingcloseattentiontohowacompanypracticesitscommitmenttosocialresponsibility,diversity,equity,inclusion,andhowitnurturesitsemployees’senseofbelongingandpurpose.

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CandidateCommunication

Forthefirsttimeever,wesurveyednotjustindividualsactivelylookingforworkbutalsoindividualscurrentlyemployed.Wetypicallycallthesepopulationsactiveandpassivejobseekers.Itwasourhopetolearnwhatdifferencesmightexistbetweenthegroups,andwefoundafewinterestingelements.Forinstance,candidateshavedifferentpreferencesforcommunicationbasedontheirstatusasactiveorpassive.

Forcandidatescurrentlyemployed,discretioniskey.Theyexpressapreferenceforcommunicationmethodsthatrespecttheirprivac