It is possible to believe that due to U.S. unemployment skyrocketing in the past several months that the abrupt surge of talent in the job market could make hiring much simpler. It is possible that employers hold all the potential talent and don’t need to work harder to keep their employees interested. It is also possible to assume that a normal response to these unpredictable market volatility is for companies to stay in their lane and play it safe and attempt to stay out of the storm.
However, you’re probably in complete error.
The month that passed, Universum released EB Now 2020 which is an annual survey that includes more than 1100 companies and leaders in the field from all over the globe who spoke about what’s happening in their businesses and their expectations for the coming year. Even in the face of COVID-19 and global recession as well as increased economic and political tension throughout the globe the things these leaders are observing and expressing could surprise you and will help you develop your own strategies for talent.
Beyond these misconceptions What other major shifts are taking place?
Talent managers reported lower enthusiasm for investing in employer branding while simultaneously predicting higher employee engagement, more efficient recruitment and a better EVP. How could that be?
As businesses shift their perspective about branding their employees They may be viewing it as less of a section within the marketing communications department or TA. Instead, they could consider it an idea that can be found in several departments simultaneously and leveraging resources across the organization instead of being confined to one place on the org chart. That is”brand “brand” is a shared idea that spans departments. Therefore, while businesses aren’t necessarily expanding their employer functions, they are requiring these outcomes from various departments and teams within the company.
It shouldn’t come as a surprise that the 4-month-long experiment on remote work has been deemed a hit with many companies and employees. The financial benefit of less costs for physical equipment and the capability to find talent anywhere is clear regardless of whether video-conferencing fatigue is a problem for some employees.
The shift to remote working can also have a surprising impact on the diversity of talent. Since you don’t have to concentrate on only a handful of schools in the ability to recruit anyone and avoiding the grouping of certain groups of people does not have significant impact. If, for instance, you’re an Bay Area company looking to employ Black technical personnel there is a fourfold more talent available in Atlanta over those in your backyard.
For a long time, businesses considered an EVP as being a bit monolithic an idea that was a singular concept, with a few supporting pillars that establish the identity of their brand. As different audiences respond differently to different types of messages, EVPs are becoming more flexible and pillars are being created to cater with different types of audiences.
For instance, EVP messages around innovation and motivation may be more common in U.S.-based engineering firms but not in the energy and automotive industries or in nations like India, China, or Russia. Recognizing the importance of localizing your brand’s image to specific regions, as well in micro-cultures and segmentation of talent is becoming more popular in successful businesses.
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