Guest article

With so many current challenges against both recruitment and retention, a refreshed employee value proposition is essential.

Labor markets and workforces have witnessed significant transformation in recent years. Despite all the displacement and financial stress caused by the pandemic, the unemployment rate has fallen rapidly and competition for talent has become increasingly intense. While some of this competition has eased in sectors like tech, hiring managers will continue to face a difficult labor market for the foreseeable future. In other words, norms and expectations among employees have undergone a permanent shift. Company leaders and recruiting professionals have never been under more pressure to develop effective strategies for attracting talent and maintaining a healthy workforce. With that in

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The war for talent is over. Talent won. Consider the ‘Great Resignation’ (record levels of employees quitting their jobs), and the ‘New Equation’ (two-thirds

Decisions formed from a diversity of opinions usually lead to better long-term outcomes. So, when you believe that your team or organization is missing something important, moving in the wrong direction, or taking too much risk, you need to speak up. Done effectively, dissent challenges groupthink, reminds those in the majority that there are alternatives paths, and prompts everyone to get creative about solutions. Six decades of scientific research point to strategies those without formal power can use to make sure their dissenting ideas are heard. First, pass the in-group test by showing how you fit in. Then pass the group threat test by showing how you have your team’s best interest at heart. Make sure your message is consistent but creative tailored for different people, lean on objective information, address obstacles and risks, and encourage collaboration. Finally, make sure to get support. Dissent isn’t easy but it can be extremely worthwhile.

We are born into story. From the moment we dive headfirst into the world we are anointed with a name, then told that we are a son, daughter, sister,

I have been writing and talking about talent acquisition for more than seven years and leading and transforming talent teams for almost 20 years. In all this time, one thing has not changed: As a profession, we still are not consistently leveraging our most valuable asset with prospects and candidates — the relationship. We still have not mastered the art of designing and executing purposeful engagement strategies to build relationships.  I used to be confused about why this didn’t happen. You would think understanding the psychology and impact of human relationships would be at the center of a field focused on

CMOs and their marketing teams are well positioned to help companies build a brand that attracts and retains top talent.

In every single marketing or recruitment blog post ever written, the phrase "know your audience" has appeared. However, what specific details about your...

You were brought up to believe that you had to be good at one thing and that you had to be able to do that one thing very well. To become a specialist.

Successful transformation often requires organizational culture change to make the improvements stick. Leadership teams can increase their odds by focusing on three measures.

Company strategies often fail and this is frequently ascribed to unpredictable changes in the context. But most failures are the result of fairly predictable challenges, including one factor that is constantly overlooked: the role and impact of loss. New strategic priorities inevitably generate losses as people’s reality changes: loss of power, loss of competence or identity. Companies typically trumpet the benefits and ignore these losses, treating implementation as a straightforward technical challenge. Instead, they need to treat strategic planning as an adaptive leadership challenge, helping the organization come to terms with new realities and to appropriately grieve what is lost. Leaders should build an adaptive strategic planning process by: strengthening the “holding environment”; creating a formal moment to discuss losses; and mapping the affected groups and losses for each strategic priority.

"Employee attitudes to and perceptions of an organization are just as influential as those of its customers and its external stakeholders."

From Marriott to Amazon to Nestlé to Google to Apple to Unilever to LG to Neutrogena Source-Branded Portfolios are increasing in importance. With a shared

Reading Time: 4 minutes This piece on how organizational storytelling and recruitment marketing work together to engage candidates is...

Exploring the Long-Held Norms Ripe for Change

Many recruiting organizations have built talent pools filled with potential candidates who will often never be hired. Most of these talent pools are just a collection of disparate people who have perhaps indicated some interest or dropped by the career site and left their email addresses.

Employer branding. It's one of the biggest buzzwords out there.

Brand strategy calls on you to choose what to focus on. Choosing requires leadership courage.

What Makes A Culture “Bad” Isn’t Just That You Don’t Like It I won’t invest in a startup that doesn’t care about its culture. Because a culture is going to form regardless so you might as well be d…

According to Gartner, the pace of employee turnover is forecast to be 50–75% higher than companies have experienced previously, and the issue is compounded by it taking 18% longer to fill roles than pre-pandemic. Increasingly squeezed managers are spending time they don’t have searching for new recruits in an expensive and competitive market. Unless efforts are refocused on retention, managers will be unable to drive performance and affect change. Leaders need to take action to enable their managers to keep their talent while still being able to deliver on results. Managers need help with three things. First, they need help shifting the focus of career conversations from promotion to progression and developing in different directions. Second, they need help creating a culture and structure that supports career experiments. Finally, managers need to be rewarded not for retaining people on their teams but retaining people (and their potential) across the entire organization.

The Four Most Popular Bungles and Four Very Straightforward Alternatives

When I tell EB managers to "capture the zeitgeist" with their campaigns for talent, this is what I mean. And yes the UK government's employer brand is ...

Branding isn’t buzz — we’ve been doing it for thousands of years.

As the streaming giant’s stock tumbles, workers feel its culture of honest feedback is no longer welcome.

It is essential to the success of your company to evaluate your employer brand properly and continue to make adjustments when necessary.

While talent acquisition teams and recruiters have become "the cool kids" at most organizations, they're still treated like they were decades ago. That doesn't make sense. It's time to rethink their experience.

Examining 10 Startups Building for Gen Z