Diversity and inclusion can mean different things to different people, but if you want to create a truly diverse and inclusive working environment for your employees, it’s important to understand what these words mean to them.

In Indeed’s recent survey, Diversity and Inclusion in the Workplace: Fostering an environment

for all employees to thrive, more than 1,500 workers in Australia were asked what diversity and inclusion mean to them. The most common definitions provided centred around treating everyone equally, hiring a diverse workforce, valuing all employees, and creating an environment where everyone can embody their true selves at work.

But when respondents were asked whether they personally feel comfortable to be their true selves at work, nearly half (46%) revealed they feel unable to be themselves at work either some or all of the time. So, why do so many people not feel comfortable to be themselves at work, and what can you do to ensure all employees feel welcome, safe and valued at your organisation?

People from certain groups feel less comfortable being themselves at work

We know that a large number of workers in Australia don’t feel comfortable being their true selves at work, however, there are certain groups that are overrepresented in this category. For example, 65% of workers with a disability say they feel the need to hide a part of their identity at work some or all of the time, and 51% feel the need to hide something about their disability.

Similarly, 67% of LGBTIQ+ workers regularly feel the need to hide their true selves at work, and for the majority of these workers (61%), this means hiding their sexual orientation.

While not as many older workers feel the need to hide a part of their identity at work (34%), the most common thing this group covers up is their age (33%).

Employees fear they will be criticised or discriminated against at work

One of the main reasons employees feel the need to hide their true selves at work is because of fear of criticism or discrimination. In fact, 20% of workers with a disability don’t believe their organisation would take the appropriate action in response to an incident of discrimination in the workplace. And when it comes to feeling able to speak openly at work, 29% of workers with a disability, and 30% of LGBTIQ+ workers, don’t feel comfortable doing so without fear of criticism.

So, how can you create a truly inclusive workplace?

With such a large number of workers in Australia not feeling comfortable or confident enough to be themselves at work, it’s clear that businesses still have a long way to go in combatting discrimination in order to create truly diverse and inclusive work environments.

Organisations that fail to do this will not only have lower employee morale and output, they will limit their opportunities to attract top talent as these individuals will prioritise other more inclusive places to work.

So, here are four steps to help ensure your business encourages diversity and inclusivity in everything it does.

1. Commit to hiring a diverse workforce

It’s a well-known fact that companies with more diverse leadership report greater revenue, but you need to go further than just meeting a quota or checking a diversity box. To encourage real diversity, you first need to identify and eliminate any barriers and biases that exist in your organisation and recruitment processes that might disadvantage certain individuals. This will not only help employees feel more comfortable being themselves during the recruitment and onboarding process, but it will bring unique and valuable experiences and perspectives to your organisation which will help the whole team to grow, and the business to thrive.

2. Ask your employees

It’s a common saying that ‘you can’t manage what you don’t measure’, and the same goes for diversity and inclusion. If you don’t regularly check in with your employees to find out whether they feel comfortable being themselves at work, whether they feel valued, or if they feel the organisation is diverse, it will be near impossible to know how you’re performing in this regard and whether you’re improving or going backwards over time. (Despite what some organisations may think, asking a small section of management will not give you an accurate indication.)

Conduct regular surveys of your employees (making these anonymous is a good way to get honest feedback) and ask what they believe you should be doing to create a more welcoming and equal workplace. This will provide you with a benchmark to work from as well as ideas for initiatives that will resonate with your employees.

3. Implement a zero-tolerance harassment and bullying policy

If you don’t already have one, create and enforce a zero-tolerance harassment and bullying policy. Ensure that individuals at all levels and across all departments are familiar with the policy and are aware of clear paths for reporting inappropriate behaviour. To create companywide cultural change, it’s particularly important that managers and the C-suite lead by example by demonstrating the values and behaviours that underpin the policy.

Should you receive a report of harassment or bullying and find it to be true, where possible, let your employees know the actions taken. This will help to demonstrate that there is zero tolerance for discriminatory behaviour or harassment and will help to build your team’s trust in the organisation.

4. Establish inclusive resource groups

Creating a space where your employees can connect with like-minded colleagues can help contribute to individuals’ sense of belonging at work. So, if your organisation doesn’t already have inclusive resource groups (IRGs), take the time to establish some and encourage your employees to join. Some common IRGs include groups for people with disabilities, the LGBTIQ+ community, women, parents, caregivers and more. While it can be a good idea to implement a few to get the ball rolling at your organisation, make sure to open up the floor for any other appropriate IRGs your employees may want to create.

With more than 15 years of experience in the recruitment industry, Jay Munro has worked in a variety of roles in agencies and job boards, from consulting and recruiting, through to leading the product development of new sourcing technologies. As an Employer Insights Strategist with the Indeed Employer Insights Team, Jay pairs platform data with industry trend analysis to share Indeed’s story and bring the value of the company’s programs and solutions to life.

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Published during World Mental Health Month, the survey demonstrates that age, proximity to job loss, tenure, and whether individuals have continued working outside the home or not, all play a significant role in determining how well people feel they’ve coped.

Younger workers are feeling more pressure

The survey indicates 50-65-year-old workers feel least affected by the pandemic, with 72% stating they don’t feel their motivation levels have changed and only 26% concerned they might lose their job.

Meanwhile, younger workers are feeling the most pressure, with almost 4 in 10 (37%) respondents aged 18-29 years saying they feel less motivated to complete work tasks compared to pre-COVID-19. And nearly half (47%) of under 40s are concerned they will lose their job in the future.

64% of the 18-29-year-old group reported personally knowing someone who has lost their job – a significantly higher percentage than the 43% of the 50-65 age cohort who knew someone.

The impact of knowing someone who has lost their job is significant

Knowing someone who has lost their job is shown to have a marked impact on a person’s psyche. Those who personally know someone who has lost their job are considerably more likely to feel increased stress/anxiety levels (60%), to feel more isolated working from home (67%), and to be more concerned about job security (51%).

Nearly half (49%) of those in close proximity to job loss simultaneously feel they need to over-deliver in order to stay employed, and 45% also cite finding it harder to concentrate.

Length of tenure has a positive impact on how employees feel

The survey found that the longer people have been employed in their job, the less likely they were to feel negatively impacted by the pandemic. Close to three quarters (71%) of those who have been in their job for more than five years reported that their ability to deliver work has not changed. Only a third (33%) of the 5+ year tenure group said they are concerned about losing their job looking forward.

In contrast, two thirds (67%) of those who had been in their job for less than 5 years were concerned about future job loss.

People who have continued to work from have been less negatively impacted

Individuals who have continued working full time in an office or other out-of-home work environment (e.g. store, restaurant, etc.) overwhelmingly said their confidence in their ability to deliver work has not changed (71%), nor had their ability to concentrate on work tasks (59%). In contrast, for people working full time from home, only 53% said their ability to deliver work hadn’t changed and 39% said their ability to concentrate hadn’t changed.

Looking forward, only a third (36%) of Australians who have continued to work full time out of the home are concerned about losing their job, compared to nearly half (49%) of people working from home.

There are many unseen effects from changes to employment

Of employees who had their hours reduced, 62% said they were more stressed now compared to before COVID-19, and 50% reported finding it more difficult to concentrate on tasks.

Similarly, 50% of people working in environments where staff had been laid off said they found it more difficult to concentrate on work tasks. And over a third (35%) of those exposed to staff cutbacks around them said they felt less confident in their ability to deliver work.

Australian employers have largely ‘got it right’ when it comes to navigating workplace pressures

In positive news for businesses, 70% of workers overall said they felt their employer had taken every step possible to avoid layoffs. More than 6 in 10 (65%) of workers said they felt that their employer took the emotional wellbeing of staff seriously, and 59% thought they had made every effort to support their emotional wellbeing.

This was more positive among those working in large organisations (72% and 65% for taking the emotional wellbeing of staff seriously and making every effort to support that emotional wellbeing, respectively), compared to small to medium organisations (61% and 55%).

While COVID-19 has undoubtedly had a significant impact on Australians’ mental health at large, there has often been an assumption that those employed are less adversely affected than those who are out of work.

However, our research has shown that employed Australians are also feeling the toll of the pandemic when it comes to their relationship with work.

This group’s experience has been a varied one, with some very interesting influences at play. Age, tenure and work environment have played a role in determining their experience, with proximity to job loss also emerging as a very important determinant of one’s mindset in the workplace.

Australian employers have cause to be proud about their navigation of COVID-19. It was really encouraging to see that the majority of Australian workers feel their employer has done everything they could to avoid layoffs and has taken their emotional wellbeing seriously. The fact that employees are confident their employers have acted ethically and in staff’s best interests will put businesses in good stead to rebuild and recover.

With more than 15 years of experience in the recruitment industry, Jay Munro has worked in a variety of roles in agencies and job boards, from consulting and recruiting, through to leading the product development of new sourcing technologies. As an Employer Insights Strategist with the Indeed Employer Insights Team, Jay pairs platform data with industry trend analysis to share Indeed’s story and bring the value of the company’s programs and solutions to life.

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COVID-19 has affected all of us in many ways, but how exactly has it impacted jobseekers? Looking for a job can be a stressful experience at the best of times — but when you add the uncertainties of a global pandemic to an already anxiety-inducing situation, it can make finding the right role even more difficult. 

Indeed recently surveyed a number of Aussie job seekers to find out how they really felt about job seeking during the pandemic, and to learn what recruiters can do to attract top talent in the current market. 

Australian job seekers are feeling stressed and lacking confidence in the market

Being unemployed during a global pandemic has heavily impacted the confidence of Australian job seekers in finding new jobs—only 9% of job seekers feel very confident that they will find new employment quickly, while 50% said they don’t feel confident at all.

The lack of confidence job seekers have in finding new employment could be because many simply don’t think there are any jobs available. Of the unemployed who are currently not actively looking for new work, 27% say it’s because there are no jobs out there—and 22% say it’s because there aren’t any jobs available that are suitable for them. Others admit to being afraid (14%) to enter the workforce, resulting in them not searching for work at all. 

Starting a new job can be a scary and nerve-wracking experience. But when you start a new job during a global pandemic, often remotely and without having met your colleagues or manager in person yet, it can be that much more stressful. Unsurprisingly, almost half (48%) of job seekers report feeling anxious about the prospect of returning to work, and a further 30% report feelings of stress. 

How recruiters can help while still attracting top talent

If your business is currently hiring, it’s important to recognise how job seekers feel about searching for work during COVID-19 and ensure you take the right steps to accommodate them. Given one of the biggest hurdles job seekers currently face during their search is the idea that there aren’t any jobs available, the first step you can take is to make sure your open roles are easy to find and understand. 

The best way to do this is by writing a compelling job title and description that will resonate with candidates and give a clear indication of what the role entails. Make sure the title is as specific as possible and the description opens with an interesting and helpful overview of the position. Avoid using any internal jargon or trendy terms that could cause confusion.

When it comes to reviewing applicants, be mindful of your approach — a candidate’s first impression of your company is vital. It’s important to make them feel like you’re just as excited about getting to know them, as they are about the role. One of the best recruiting techniques is to treat interviewees the same way you’d treat your customers or clients. Be respectful of their time and make yourself available throughout the hiring process. This helps to ensure a positive experience for both parties, regardless of the outcome. 

To help alleviate some of the stress and anxiety job seekers feel about starting work, be as upfront as possible about what the role involves. For example, if they are physically required to come into the office during COVID-19, explain this clearly in the job description. Make sure to also include all other essentials such as core responsibilities, hard and soft skills required, and day-to-day activities. It can also be helpful to highlight how the position fits into the organisation more broadly, so candidates are clear on how the role contributes to the bigger picture. 

It’s also important to let candidates know what’s in it for them. Too often, job ads include all the things candidates need to bring to the table, with no mention of what they will get in return. Highlight any benefits or perks your organisation provides, such as unlimited paid leave, weekly Happy Hour drinks, or flexible hours, etc. This can help turn the right job seeker into an excited and engaged candidate who can’t wait to join your company.

Other important factors to disclose in the hiring process include expected hours, salary, and employment status (full-time, part-time, casual, or contract). Letting job seekers know what they can expect from a role can help reduce some of the uncertainties and pressures that often come with finding the right job. 

Looking for work during COVID-19 can be very challenging for job seekers, and finding the right candidate, difficult for employers. But by following these simple steps, employers can set themselves up to hire well, while alleviating some of the stress people are facing in their job search during the pandemic.

With more than 15 years of experience in the recruitment industry, Jay Munro has worked in a variety of roles in agencies and job boards, from consulting and recruiting, through to leading the product development of new sourcing technologies. As an Employer Insights Strategist with the Indeed Employer Insights Team, Jay pairs platform data with industry trend analysis to share Indeed’s story and bring the value of the company’s programs and solutions to life.

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A positive workplace culture can not only be the difference between a satisfied employee and a dissatisfied one who quits early in their tenure at the company, but it can also help to keep your employees engaged with their every day tasks and responsibilities. Employees who don’t feel stressed and anxious about coming into work every day are more likely to take pride in their work and be more productive. So the benefits of having a workplace culture can not only help your employees and team, but also the organisation as a whole. 

But, how do you create a positive workplace culture that helps your employees flourish? Here are three tips you can start incorporating in your company today. 

1. Make sure your employees know what their responsibilities are

There’s nothing more unsettling to employees than not knowing what they are working towards. Without having a clear idea of what their goals and responsibilities are, employees can feel like they are out of the loop, which can result in an increase in their stress and anxiety levels while at work. So it’s important to be transparent with your employees about what their goals and objectives are. Make sure everyone on your team knows what their individual, team and organisational goals are. It can also be helpful to set up weekly or bi-weekly catch ups with each of your employees, and one with your entire team, to keep everyone on track and motivated about what they’re working towards. 

2. Create an environment where your employees feel safe, included and trusted

In order to foster a positive workplace culture, your employees need to feel comfortable enough to be themselves and voice their opinions. This means creating an environment that has a zero-tolerance policy for any kind of workplace harassment or bullying. It also means creating a culture where every employee—regardless of their race, age, gender, sexual orientation and religion—has an equal opportunity for advancing in the company. 

Your employees also need to feel comfortable and supported enough to speak up in meetings and voice their opinions. So the next time you have a team meeting or brainstorming session, try to give every employee in the room the opportunity to participate and express their ideas. This can not only help to create a positive working culture for your employees, but it can also boost collaboration and improve productivity within your team. 

3. Don’t forget to recognise your employees for their hard work

Without occasionally recognising and rewarding your employees for their work, it can be hard to keep them engaged and satisfied in their roles. In fact, according to an Indeed survey, 16%1 of job seekers start looking for a new job when they don’t get recognised for their accomplishments at their current role. So it’s crucial to regularly recognise your employees for their work—whether that’s in your one-on-one, in the next team meeting or simply in an email. 

If your company has a structured employee recognition program, then make sure all your employees are aware of how it works so they have a clear understanding of when and how they can expect to be rewarded. Your employees will appreciate the fact that you are transparent with them about what their career progression will look like at the company, which can in result help reduce employee turnover. 

There’s nothing more destructive to a team or department than unmotivated and dissatisfied workers. So as a manager or department head, it’s your job to ensure your employees are working in a positive culture that helps them thrive and flourish in their roles. With these three tips, you can not only build that positive environment for your workers, but you can also help boost their productivity and morale, which will in turn help your employees, team and business excel. 

Methodology: Indeed survey with Decipher/FocusVision, N=1,000

With more than 15 years of experience in the recruitment industry, Jay Munro has worked in a variety of roles in agencies and job boards, from consulting and recruiting, through to leading the product development of new sourcing technologies. As an Employer Insights Strategist with the Indeed Employer Insights Team, Jay pairs platform data with industry trend analysis to share Indeed’s story and bring the value of the company’s programs and solutions to life.

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To help you better manage your remote employees, we’ve gathered our top four tips on how you can improve your remote working arrangements for everyone involved. 

1. Communicate clearly and more often 

One of the biggest downfalls of managing remote employees is the lack of communication. Without the in-person interactions we often have in an office setting, it can be difficult to find time to effectively communicate with your employees or share relevant information with them promptly. So to combat this, make sure to set up at least weekly catch-ups with your entire team, and one-on-ones with each of your employees. 

But, if you have important updates or information to share with your team, don’t wait until your next catch-up or one-on-one. Just as you would pull your team into a quick meeting in the office, message your employees to see if they are available for a brief video conference. Keeping your team informed and in the loop as much as possible will be greatly appreciated by your employees and help them stay motivated and excited about their work, especially during a challenging time.

2. Make sure everyone is aware of what is expected from them

It’s important to remember that working from home can mean different things to different people. While some may choose to work the same hours they normally would in the office, others may want to work different hours, such as starting later in the day and ending later, or vice versa. If your remote working arrangements are open to flexibility, let your employees know that they can adjust their working schedule if needed, but that they need to inform you of their new hours. But, if you need your employees to be online during specific hours, make sure they are aware of that. By being clear and upfront with your employees about what is expected from them while they work from home, you can avoid any misunderstandings which could cause extra stress or anxiety for your team. 

3. Set clear boundaries 

When working from home, it can be difficult to separate your work life from your home life—especially if you live in an apartment or don’t have a home office. For this reason, it’s important to set clear boundaries with your employees about when they can and cannot reach out to you, and vice versa, ask them to also let you know what times of the day they are available. Make sure both you and the rest of your team adhere to these, meaning avoid message your team or schedule any meetings outside of their working hours and discourage others from doing so. Without having clear boundaries with your colleagues and employees, you could find yourself working or being online all day every day, which can lead to you burning out.

On the other hand, it’s also important to set clear boundaries with your partner, kids, roommates, and other family members you may be living with. Let them know that even though you are home, during your working hours you will be busy and should not be disrupted for casual chitchat – natural as that may feel in a household setting. It can also be helpful to avoid doing any household chores during your work hours. Try to keep your work and home life as separate as possible to ensure both you and your employees are getting the most out of your remote working arrangements. 

4. Encourage non-work-related virtual interactions

Working from home for an extended period of time can be a challenging transition, especially for your employees who have never worked remotely, or only did so occasionally. Today, this is further compounded by an increasingly stressful and uncertain global climate. To help keep your team motivated, try and schedule some non-work related virtual interactions. Things like a weekly virtual get-together for lunch where teams can discuss favourite movies or T.V. shows they’re binging at the moment, a monthly virtual happy hour, or even taking a virtual meditation or yoga class together could help keep your team’s spirit and morale up. 

There’s no doubt that working from home can bring many benefits to your health, career and work-life balance. But suddenly finding yourself in a remote working situation can leave employees and employers feeling a little lost and unmotivated. To help both you and your team transition into a remote working environment, make sure to implement these four tips to ensure you are getting the most out of your employees, even when they are not in the office. 

With more than 15 years of experience in the recruitment industry, Jay Munro has worked in a variety of roles in agencies and job boards, from consulting and recruiting, through to leading the product development of new sourcing technologies. As an Employer Insights Strategist with the Indeed Employer Insights Team, Jay pairs platform data with industry trend analysis to share Indeed’s story and bring the value of the company’s programs and solutions to life.

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In a recent Indeed survey of over 2,000 young people (aged between 16-23 years old), 36% of them said that they feel overwhelmed, confused or fearful about deciding on their career. 

So, with so many career choices available to young people, how can businesses help to attract and engage young talent? 

Engage with young people early on 

The first step to attracting great talent is to engage potential job seekers early on. Most, if not all Australian universities will have a career expo. If you have the resources, use these days as an opportunity to introduce young talent to your business and provide them with all the reasons they should work for you. If you have a graduate program or offer internships, then this is a great place to find the talent to fill those spots. But don’t stop there, 38% of young people cite online job sites as being their preferred method of finding a job so make sure your job postings link to a website that is current, easy to navigate and shines a light on your business as an exceptional workplace. 

If you have staff that have worked for you for a while, empower them to act as ambassadors on your behalf. This could include attending career expo days, going back to their high schools to speak about their career experience or even something as simple as promoting your business on their own social channels. 

Offer employee perks

Make your business stand out by offering employee perks where you can. Indeed’s survey found that 53% of young people believe that businesses are stuck in the past and not up to date with the modern workforce. To keep abreast of changing expectations when it comes to work culture, introduce policies that a younger workforce might be more interested in. For instance, 57% of young people think that businesses don’t recognise the importance of a work/life balance. Offering flexibility is one way you can appeal to younger job seekers; you might consider allowing staff to work from home when they need, introducing mental health days (outside of sick days) or implementing an early Friday finish. Evidence of a great culture can make all the difference to someone who is choosing a workplace that aligns with their own values and needs. 

The survey also showed us that 91% of young people are considering working overseas at some point. This indicates that young people have an ambition to travel and possibly work remotely or experience a varied work life. If you’re a national or international company, provide opportunities for travel where possible to keep existing staff engaged in the business. 

Provide opportunities to grow 

Most young people are hungry to learn and looking for ways to develop new skills. Show young employees that you’re dedicated to helping them grow in their role by offering opportunities to upskill through informal or formal training, or by stepping up in a role and taking on more responsibility. Think of it as an investment in your business, their added skills will feedback into the business and inspire other employees to work harder.  

Also, ask staff who have been at the business for a while if they can act as a mentor to some of the younger workers. Not only will they be able to share some of the reasons they love working for you, but they can act as a teacher and guide for young people in your workplace. 

What the survey has shown us is that young people now feel overwhelmed by the plethora of job options they have available to them. In today’s tightening labour market, young talent can afford to be picky when going for their first (or next) role, so any way that you can make your business stand out as an appealing place to work is only going to benefit you when hiring young talent. Keeping up to date with cultural and technological trends and introducing policies that assist with a work/life balance will also be important in the future for retaining young talent. 

With more than 15 years of experience in the recruitment industry, Jay Munro has worked in a variety of roles in agencies and job boards, from consulting and recruiting, through to leading the product development of new sourcing technologies. As an Employer Insights Strategist with the Indeed Employer Insights Team, Jay pairs platform data with industry trend analysis to share Indeed’s story and bring the value of the company’s programs and solutions to life.

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In today’s talent-driven economy, the best candidates can afford to be choosy. Skilled candidates now browse for the job that suits them best; they’re not just going to accept any offer, or stay in a job that’s not the right fit.

To attract the right candidates, recruiters need to know who they are, and exactly what they want from their next role. This is where candidate personas come in handy.

What is a candidate persona?

You may have heard of the term ‘buyer persona’, which has been used by traditional marketers to help understand their ideal customers. These profiles are used to help craft strategies that best meet commercial objectives and create compelling advertising campaigns.

Candidate personas work in the same way for recruiters, in that they represent an ideal candidate for a specific role.

These ‘personas’ are formulated based on real data, primary research and interviews. They’re a fantastic way to identify the right candidates for your business and streamline the recruitment process.

Five steps to creating your own candidate persona

The main benefit of candidate personas is that they aren’t just created on ‘gut-feel’. A good candidate persona is put in a written description and represents a hypothetical person with the ideal traits and characteristics for the role.

To create an accurate persona and get the best results, you’re going to have to do some research. Here are the five steps to getting the information you need.

1. Identify trends in your top performers

What do your current superstar employees all have in common? Is it their education level, interests or past experience? If your HR system can provide this data, you can apply these insights into the profile of your ideal candidate.

2. Use your own hiring data to discover channel insights

Next, take a look at how your best applicants and current employees found your business. Was it through referrals, your company website or job sites like Indeed? Incorporate this into your ideal candidate profile, so you can focus recruitment efforts on the channels that drive the best hires.

3. Interview colleagues and hiring managers

Interview the people who understand the candidates your organisation needs. This includes hiring managers or talent acquisition leaders. Ask them about desired professional profiles and personality traits. And don’t forget to ask them about their own experiences of working with high quality candidates. You may uncover even more relevant insights to add to your persona.

4. Interview your talent base

Now it’s time to get the inside story from the talent itself, such as current and potential employees. This is your chance to find out what makes them tick, what makes them uneasy and why they were attracted to your business in the first place. Many organisations use surveys to assess engagement. If that’s the case in your business, mix it up with some interviews so you have both quantitative AND qualitative data. This is an important step in understanding what exactly makes your business attractive to highly-skilled talent.

5. Keep an eye on hiring trends in your industry

Secondary research such as labour market data can provide details on the nuances and behaviours of talent in particular jobs. For example, how often do they change jobs? What’s their average level of education? This information can then be used to further hone your candidate persona and ensure it’s realistic within the current job market.

Now pull it all together

You’ve done the hard part; now it’s time to create your candidate persona. There are various format options, but we suggest you include the following: their job title, experience level, what they care about and what attracts them.

How to use your candidate persona

Once you’ve completed the profile of your ideal candidate persona, you can use it to:

• Adjust your job description so it aligns with the voice of your company and the cultural fit you’re trying to attract;
• Evaluate your recruitment channels to ensure you’re investing in the ones that present the best opportunity to find the right people;
• Identify new sourcing opportunities based on the behaviours and career paths of your top performers; and
• Create targeted recruiting messages and employment branding ideas that incorporate your candidate recruitment funnel.

Creating hypothetical candidate personas can bring many benefits to your recruitment efforts. By having an in-depth understanding of the wants and needs of your ideal candidate, you’ll target your efforts more effectively, improve your candidate experience and boost your recruitment success rate.

With more than 15 years of experience in the recruitment industry, Jay Munro has worked in a variety of roles in agencies and job boards, from consulting and recruiting, through to leading the product development of new sourcing technologies. As an Employer Insights Strategist with the Indeed Employer Insights Team, Jay pairs platform data with industry trend analysis to share Indeed’s story and bring the value of the company’s programs and solutions to life.

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Shifting focus towards work values

While new Australian research by Indeed showed financial remuneration was one of the most important factors for job seekers considering a new opportunity (60%), a clear understanding of work-life balance was deemed of almost equal importance (58%). That’s right, recruiters need to be aware that an organisation’s work values are playing an ever-more critical role in a candidate’s job search process.

Entrepreneur and recruitment expert, Ruby Lee, says “Candidates have so much choice in what sort of cultures they get to work in. So, it’s about making sure candidates can get a clear picture of what it’s really like to work inside the company”.

As top salaries slip further down the list of ‘must-haves’ for job seekers, employers will only distinguish themselves in the market by responding to the shift in job seekers’ attitudes and how this is playing out in a tech-driven, online world.

Indeed research showed almost all (96%) job seekers read online reviews about a company they’re considering, which means candidates are demanding to know much more about the inner workings of a company than simply what a job entails. In fact, a company’s online reputation is of such critical importance to candidates’ decision-making process that almost 8 in 10 (79%) job seekers say they’re sceptical about job opportunities when an employer doesn’t have an online reputation.  

Building an online reputation

Developing a strong online reputation with work-values that appeal to modern job seekers is essential to standing out as an employer of choice – so much so, there’s a clear correlation between the availability of information and trust in an organisation. Indeed research found almost two-thirds (64%) of job seekers are likely to focus on a company where they have access to positive information online.  

“Companies should set themselves apart in the online space by utilising their different platforms to demonstrate values, such as their website, talking about values on social media or creating blogs and posting content online – they’re all great ways to be more authentic and real, and it helps both recruiters and candidates get a better insight into a company’s working culture,” says Ruby.  

“Showing photos of team gatherings and explaining the award and recognition programs running inside the business are just two of many ways companies can showcase their values.”

To help companies bolster their online reputation and increase transparency, Indeed recently launched its Company Pages premium service to employers across Australia, which gathers insights on company performance and culture through reviews, ratings and other information. In 2018 alone, Indeed’s Company Pages were viewed 1.5 billion times – a clear indicator of job seekers’ strong focus on company reputation.  

What are employees looking for?

But the question is, why is online reputation so important and what are job seekers looking for? Research by Indeed found that 43% of candidates think reading positive reviews about company culture and how it treats employees is important in helping develop a positive connection with the potential employer. In fact, it’s often reported that today’s employees are much more fastidious with their career decisions because they want to feel a sense of pride from their work and the organisations they represent – it’s what keeps them engaged.  

Ruby says, “Important work values can range from things like honesty and respect among employees and accountability to flexible working policies and recognition.

“Different values mean different things to different people, but flexibility, as a value, is a huge player right now. For example, flexibility might be crucial for someone who wishes to study alongside work or for someone balancing parental responsibilities.

“On the path to deciding what values are important, companies should carefully consider the type of candidates they’re after. For example, helping people to develop their careers might be important for attracting candidates who want to remain loyal and grow within an organisation”.

Recruiters are instrumental in matching candidates to roles

As the culture of transparency grips the modern labour market, the online world will no doubt take centre stage as the primary ‘go to’ for information and insights as employers continue to share stories and build their brand. But, while online presence is a key factor in an applicant’s decision to apply for a role, companies must still be able to authentically demonstrate how their values play out in real life in order to win the best talent. Beyond a candidate’s initial research, recruiters will be instrumental in helping candidates verify available information and matching them to employers that share similar values.

“Recruiters must understand what advertised values really mean to an organisation, so they should ask hiring managers ‘how does that value play out in your team and how is it brought to life every day at work’?

“It’s also important for recruiters to get to know the hiring manager and the real company culture – rather than just the job itself. It’s about gaining that holistic picture so you can accurately match the candidate with the best fitting company culture,” says Ruby.

With more than 15 years of experience in the recruitment industry, Jay Munro has worked in a variety of roles in agencies and job boards, from consulting and recruiting, through to leading the product development of new sourcing technologies. As an Employer Insights Strategist with the Indeed Employer Insights Team, Jay pairs platform data with industry trend analysis to share Indeed’s story and bring the value of the company’s programs and solutions to life.

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We know the job search can be an emotional rollercoaster for candidates. They spend time and effort on their applications. And if they don’t hear anything back, it can be unsettling and upsetting.

But we know it’s not easy on the other side of the fence either. You want to do the right thing by your candidates, but there’s only so many hours in the day.

The difference between average and exceptional recruitment performance comes down to the candidate experience. And for a positive candidate experience, it’s all about the human touch.

So put yourself in their shoes. Make it your mission to create a positive experience at all stages of the hiring process. Here are ten ways to get started.

Stage 1: the application

Your goal should be to create a stand-out experience from the outset. It’s likely the candidate doesn’t know you or your organisation very well, so here’s your chance to make a great first impression.

1. Use your career site, social platforms and employee advocates to connect with job seekers BEFORE they apply

What makes a prospective candidate choose your organisation over the competition? Understanding. Shared values. Passion. And positive reviews from employees go a long way too.

Make it easy for candidates to find this information to foster a connection, and stand out from your talent competitors.

2. Audit your application process to identify areas you can streamline

No one likes endless forms and tedious paperwork. Time to cut the fat. The median time to apply for 250 leading Australian employers is only four minutes. How does your business compare?

3. After a candidate applies, respond promptly to promote connection and camaraderie

Our research shows 77% of job seekers adopt a more negative perception of a company if they don’t hear back after applying. Even a carefully-worded email auto-response can be a reputation saviour.

How can you respond to each and every applicant?

Stage 2: the interview

The aim of this stage is empowerment. The more you empower your candidates before, during and after their interview, the more positive their experience will be.

4. Give your candidates detailed information before (and after) the interview

Don’t just provide candidates with the time and location of their interview.

Send them an agenda. Provide them with details about the interviewer and post-interview feedback. Setting your candidate up for success will reflect positively on their experience, even if they don’t get the job.

5. Use technology to optimise the interview experience

Chatbots, online interviews, mobile apps… organisations are getting creative when it comes to their job interviews. Accenture in India, for example, has created the Accenture Smart Interview app (Itunes and Google Play). This gives candidates the flexibility to interview at a time and place that suits them.

How can your organisation use technology to deliver a stand-out interview experience?

6. Keep your team informed

Once a candidate arrives for their interview, existing employees all have a hand in shaping their experience. On interview day, your people should create a positive, friendly, helpful, and engaged vibe.

Keep staff up-to-date with the interview process. This includes knowing what role is on the table, who is conducting the interviews, and where they will be held. That way, they’ll be on their best behaviour.

7. Keep candidates engaged after the interview

It’s true: most people you interview will not get the job they’re applying for. But don’t miss the opportunity to keep your talent pipeline open.

Our research shows 86% of candidates are never asked for feedback when their hiring journey ends. But by continuing the conversation, they’ll walk away with a more positive impression of your company. And you’ll gain valuable feedback on your hiring process.

Stage 3: onboarding

So you’ve made an offer and it’s handshakes all around. But that doesn’t mean you can put your feet up. The onboarding experience also has a significant impact on employee productivity and retention.

8. Set employee expectations

Employees need clear guidelines about their responsibilities. Without an understanding of what’s expected, they may feel overwhelmed, confused, and possibly be looking for the exits.

Here at Indeed, we set employee expectations for their first day, week, and month. We also welcome new starters with a bag of swag on their desk. Little touches that can make all the difference.

9. Consider a buddy system

A buddy system can help keep new hires engaged and excited; not just on the first day, but the first year and beyond. It can help ease nerves and make the transition easier, and it’s an especially effective tool for onboarding remote employees.

10. Use technology to help get new starters up to speed

Onboarding technology has come along in leaps and bounds, helping new employees get up to speed with their new role, company, culture, benefits and processes. L’Oreal, for example, has developed a Fit Culture App (Itunes and Google Play) to help their new hires settle in.

Is it time for a more positive experience for your candidates? Improve your recruiting process by implementing one, some, or all these 10 tactics—your people will benefit in the long run.

With more than 15 years of experience in the recruitment industry, Jay Munro has worked in a variety of roles in agencies and job boards, from consulting and recruiting, through to leading the product development of new sourcing technologies. As an Employer Insights Strategist with the Indeed Employer Insights Team, Jay pairs platform data with industry trend analysis to share Indeed’s story and bring the value of the company’s programs and solutions to life.

The post The secret to being a better recruiter: improve your candidate experience appeared first on Recruitment Marketing.