Create an Internal Talent Marketplace

An internal talent marketplace (platform or interface) allows employees to showcase their skills and interests, apply for open positions, and connect with hiring managers. It creates transparency and enables employees to take control of their career development.

It also gives managers and company leaders insight into the skills that their existing workforce has now or wants to learn in order to forecast and close future skills gaps by moving skilled employees into new roles.

Jessica Miller-Merrell
Founder and Chief Innovation Officer, Workology

Try Monthly Career Planning

Employees can often be terrified of raising career questions with their immediate boss—scared it could lead to reduced trust or worse…termination. To boost internal mobility, organizations have to actively encourage managers to set regular checkpoints with team members where long-term career planning is the focus (a monthly cadence is my personal recommendation).

Having done this twice recently, the common refrain I hear is, “Why would you allow your employees to move to alternate teams?” My response is simple: I’d always prefer talent to remain within our company, and if we can develop an appropriate transition plan, then there is no downtime, compared to if the employee becomes frustrated and ultimately leaves, causing a far greater burden than if we found a new home for them within the same company.

Patrick Ward
Founder, NanoGlobals

Share Stories of Growth

Spread the word when employees are promoted! When staff members are celebrated publicly, it can inspire everyone.

Your employees will feel empowered to create their own paths to success within the company. Consider an internal page on your website where employees can share success stories and you can feature open roles. When your team celebrates each other often, a culture of growth develops!

Liza Kirsh
Chief Marketing Officer, Dymapak

Post Internally First

To encourage employees to apply for internal positions, begin by posting the position internally only. Post positions in-house for at least 14 days before sharing externally.

This will encourage and give employees the opportunity to apply before having to compete with a wider applicant pool. Many internal candidates won’t apply, as they fear they won’t be able to compete, especially for higher positions. However, these employees have company history and knowledge that can’t be replicated. Show your employees that promoting from within is a priority for your company.

Asker Ahmed
Director and Founder, iProcess

Facilitate Employee Development

In my expert opinion, one of the most effective ways to improve internal mobility is by investing in employee development.

Well, employers should provide opportunities for their employees to learn new skills, take on additional responsibilities, and advance their careers. This can be done through job shadowing, mentoring, training programs, and offering tuition reimbursement for further education.

Rene Delgado
Founder and CEO, Shop Indoor Golf

Increase Transparency and Communication

In my expert opinion, to improve internal mobility, employers should increase transparency and communication with their employees. This includes providing clear job descriptions, career paths, and performance expectations.

Employers should also provide regular feedback and have open discussions with employees about their career goals and aspirations. This will help employees understand what opportunities are available to them and how they can advance within the company.

Matthew Appleton
E-commerce Manager, Appleton Sweets

Implement a Formal Internal Mobility Program

Experts prefer this, employers should implement a formal internal mobility program that outlines the process for internal job postings, transfers, and promotions. The best thing about this program is that it should be easily accessible to all employees and should be regularly updated to reflect the changing needs of the company.

The program should also be supported by senior leadership and be communicated clearly to all employees to ensure that everyone is aware of the opportunities available to them.

Alice Hall
Co-Founder and Creative Director, Rowen Homes

Cross-train Employees

Generally, each employee holds a single job description or list of tasks and responsibilities at one time. Employees, and their leaders, may consider this to be a level of internal comfort, whereby most people know their place and expectations.

This level of operation comes at a cost to individual employees who seek to learn more about your business operations and even contribute more to its success. Employees who aspire to higher levels of responsibility and authority need to know that this potential is realistic.

Evidence may come when certain opportunities for cross-training are advertised. Employees, for example, who are generally in a customer-facing position may be offered exposure to the internal operations, such as customers’ order processing.

For those seeking to reach higher and organizations valuing the skills and experience of tenured staff, internal mobility can be improved when staff is building upon skills, rather than only perfecting their original job description.

Ashley Kenny
Founder, Heirloom

Develop a Comprehensive Career Development Program

The best way to improve internal mobility for employees is to provide a clear path forward for career advancement. If you’re in a position where you’d like to move up in your organization but don’t know how or if it’s even possible, it can frustrate and demoralize you. We want our employees to feel empowered and confident in their ability to advance within the company, so we ensure they have access to guidance and resources that will help them get there.

One way to do this is to develop a comprehensive career development program. This program should give employees the tools and help they need to improve and advance in the company. This could mean having access to opportunities for training and growth, mentoring and coaching programs, and career counseling services. Also, organizations can create a culture of continuous learning and development by giving employees at all levels of the organization opportunities to learn and grow.

Kimberley Tyler-Smith
VP, Strategy and Growth, Resume Worded

Ensure that You Have the Proper Technologies

Big businesses, in my perspective, hold a complicated web of opportunities. It is understandable that hiring managers will find it difficult to balance hiring requirements with existing internal expertise. Increasing the visibility of opportunities and simplifying the identification and development of internal talent, talent management software helps make sense of it all.

Seek software with professional progression and internal mobility features. This will assist you in systematizing your efforts and making internal mobility accessible and realizable for the entire organization.

Joe Troyer
CEO and Growth Advisor, Digital Triggers

The post Improving Internal Mobility for Employees appeared first on RecruitingDaily.

Doesn’t Kill Employee Morale

It is extremely important for organizations to hire from within. This should be the foundation for developing talent and limiting attrition. There is nothing more demotivating for employees than being passed over for a leadership role by outside hires.

Organizations that continuously pass on internal candidates for leadership positions will kill their employee morale and force employee attrition. If your organization does not have an internal candidate that is equipped for the role, that is a direct failure by your company.

You should cultivate talent and train your people to move up in your organization. The goal should be to always have a long roster of talent that you can develop and move to strategic leadership roles.

These people know the company, know the culture and employees, and can seamlessly move into these roles with less downtime. Hiring new people should only be for entry-level and extremely specialized roles, not management.

Mark Smith
Program Chair, University of Advancing Technology

Develops a Committed Workforce

Internal hiring is important for several reasons, but one reason is that it can help to improve employee retention. When employees see opportunities for career advancement within their organization, they are more likely to stay with the company and invest in their work. This can lead to higher levels of employee engagement, job satisfaction, and productivity.

Internal hiring allows the organization to tap into the knowledge and skills of employees who are already familiar with the company culture and values, reducing the time and costs associated with onboarding new employees. The employer values their contributions and invests in their career development, which can help to create a more positive and committed workforce.

Salman Aslam
Managing Director, Omnicore Agency

Keeps Your Culture Strong

Hiring internally means keeping control over the culture you’re trying to create. New hires only stand to threaten that delicate butterfly that is culture unless you go to great lengths to verify their working style during the interview process.

Even if you’re careful, you don’t know how the new employee will be until they’re in the mix with the rest of your team. Hiring from within ensures you protect the culture you’ve built while proving to the rest of the team that you prioritize talent from within.

Jonathan Zacharias
Founder, GR0

Preserves Knowledge in the Company

Internal hiring and promotions are key to keeping hard-earned wisdom. While you can train new recruits with impeccable curricula and materials, nothing will replace the wisdom of a long-term employee who has weathered the storms and celebrated the triumphs alongside your company.

They simply have more context and can make decisions that take that context into account. They know the customers and have developed relationships, so keeping them around and rewarding their work with upward mobility or a change of scene can keep that knowledge with your organization. When someone leaves for a competitor, you can bet that hard-earned knowledge is going with them!

Gates Little
President and CEO, altLINE

Helps Your Team Progress

Internal hiring is crucial to show actively to your employees that you care about their progression, and that you can develop their skills to a point of career development through internal promotions.

Without internal progression, retention is likely to suffer as employees only see an “exit,” and no clear means of internal progression.

Tracey Beveridge
HR Director, Personnel Checks

Reduces External Recruitment Risks

Internal hiring is critical for companies as it helps reduce the risk associated with external recruitment, increases employee morale and engagement levels, and better fulfills managerial objectives.

An uncommon example of why internal hiring is beneficial is that it can help develop up-and-coming leaders and executives who have a deep understanding of the organization’s culture and values.

Hiring from within will allow those already familiar with the company to rise quickly in rank to positions of responsibility that many outside hires would need to be trained on before taking over. In addition, having a committed workforce from within fosters loyalty from team members, which further boosts overall productivity.

Grace He
People and Culture Director, Team Building

Eliminates Bad Calls for External Hires

Assessing cultural fit in advance is hard. And if you make the wrong call, culturally unfitting new hires will be gone within months. One advantage internal hires have is that you will already have a clear picture of their everyday behaviors.

Data you will not get in a one-off interview with externals. Don’t hire for skills; hire for attitude—and assessing attitude with internals is way easier.

Veronika Schäfer
Head of Learning Science, Zavvy

Spares HR From Drowning in Resumes

Resumes flood companies and we’ve all heard the stories of HR professionals who felt overwhelmed with the amount of information they have to process. So why not make their lives easier?

Internal recruitment can be a real game-changer for the recruiters’ workload, as it spares them the complex process of verifying new candidates’ qualifications. Cutting down recruitment stages is a perfect way of quickly covering emerging vacancies.

Not to mention reducing time-consuming onboarding processes. Sometimes the best solutions are hiding in plain sight, and managers overlook the fact that the most excellent candidate might be the one they work with every single day.

Martyna Szczesniak
Community Expert, MyPerfectResume

Bolsters Morale and Engagement

While there are many reasons to prioritize internal hiring, one of the most important is the message it communicates, being that the company values its employees and cares about their career progression.

When a workforce feels valued with a clear path to promotions and increased income, it boosts morale, engagement, and retention.

Hiring from existing talent sends a positive message and confirms the company’s commitment to rewarding talent and hard work. Internal hiring helps keep the highest performers by offering them tangible career progression within the organization.

Candace Barr
Owner, Executive Resume Writer, and Job Search Consultant, Strategic Resume

The post Why is Internal Hiring Important? appeared first on RecruitingDaily.

The new tools also include capabilities to aid employees in their career development, enhanced personalization on LinkedIn Learning Hub and tools for skills evaluation and career pathing.

In a blog post, LinkedIn Vice President of Product Hari Srinivasan said that “to maximize the full potential of their workforce, employers are taking a closer look at sourcing open roles internally: 25% of recruiters at our largest customers are already using tools on LinkedIn to support internal hiring.”

To help, “we’re making it easier for talent leaders to foster a culture of internal hiring and career development by launching new features across the LinkedIn hiring and learning products they already use,” he said.

Goals and Learning

According to the website Tech Report, LinkedIn has introduced a “Spotlight” to identify and highlight the benefits of hiring internal candidates. The feature will align with conventional criteria to encourage consideration of internal candidates who match the criteria of a job posting.

The network’s new learning tools allow employees to specify their goals and receive customized learning recommendations, based on them. Individuals can also assess their proficiencies with evaluations across 42 hard and soft skills.

In addition, “role guides” simplify career pathing by offering resources such as relevant content, communities, pre-certifications and others that help workers better understand the skills they need for a specific role.

LinkedIn also introduced changes to help employers identify and hire matching employees. A new commitments feature added to company pages allow employers to highlight specific commitments they’ve made in diversity, equity and inclusion (DEI); environmental sustainability; social impact; career growth and learning; and work-life balance.

Earlier this year, LinkedIn partnered with IBM, Meta, Oracle and other platforms to expand its professional certification offering. With the partnerships, learners can directly build skills from providers and include their certifications on their LinkedIn profile.

The post New LinkedIn Tools Focus on Internal Mobility appeared first on RecruitingDaily.

Businesses today have shown an increasing interest in upskilling and internal mobility. Phenom said its platform’s evolution will ensure that employers have the tools they need to align the growth of employees with the growth of their business.

The company believes HR leaders must identify and address skill and competency gaps across the entire workforce. And, they must support development and retention objectives by designing career paths that match the direction of their industry and market.

The platform, called Phenom HR Experience, is a planning solution that provides HR and talent management teams with the ability to understand and optimize their workforce. The solution digitizes and consolidates skills, job architectures and employee profile data.

It can also identify skill and competency gaps not only throughout the entire company, but also within each individual department, as well. Organizations can use the platform to define career paths for their employees that grow as the business changes, Phenom said. In addition, it can help identify and address an organization’s DEI opportunities.

Evolving With HRIS

Also, Phenom believes the role of HRIS has evolved beyond workflow configuration. The department needs ways to integrate and support ongoing HR technology changes while building intelligent HR systems that are AI-based, automated and hyper-personalized.

This solution also allows HRIS teams to accelerate time to value, streamline implementations, simplify ongoing change management and reduce total cost of ownership, Phenom said.

“If you’re not getting growth and retention right, your organizational existence is in question,” said Mahe Bayireddi said CEO. “The strongest companies are those investing in employee evolution — and that begins with getting a deeper understanding of your people, skills and competencies.” He said Phenom’s new level of “actionable intelligence” can help HR leaders to make more strategic decisions “to help grow, upskill and evolve their workforce.”

The post Phenom’s Expansion Aims to Help Organizations Optimize Workforce appeared first on RecruitingDaily.

The research provides a blueprint for organizations to prepare for development of an internal marketplace, the firm said. McLean believes that creating a talent marketplace can help organizations “to facilitate quick and efficient employee movements, leading to organizational success across the board.” In addition, while internal talent-profile matching isn’t a new development, AI’s introduction to the process “provides a faster, more sophisticated matching process that allows organizations to scale at unprecedented levels.”

“These new technology solutions facilitate an effective and efficient talent marketplace, making the internal talent marketplace approach the next generation of talent management,” McLean believes.

McLean also observed that companies are 2.4 times more likely to improve their overall organizational performance when they can quickly move in-house employees to take on strategic staff priorities.

The Need for Cultural and Mindset Shift

“A talent marketplace has the ability to align both employee and business needs to fundamentally change how an organization grows and moves talent,” said Janet Clarey, McLean’s director of HR research and advisory services. To make that happen, organizations must have a certain “cultural and mindset shift” when it wants to implement a talent marketplace, she said.

McLean found that nearly two-thirds of HR professionals – about 63% – have revisited their departmental structure in reaction to changes that occurred between 2020 and 2021. The company’s research suggests that only 37% of non-HR professionals see their HR team as a partner in the planning and execution of organizational strategy.

McLean contends that poorly structured HR functions impact the larger organization through bottlenecks, delays in meeting client needs or misalignment between HR priorities and HR resource allocation. Well-designed HR structure, on the other hand, enables improved organizational performance. As a result, the firm suggests that HR operations be structured to run more efficiently and effectively.

The research suggests that some organizations are better suited for a talent marketplace than others. Additionally, McLean pointed out that a marketplace’s implementation requires care and intention.

“Mindset shifts are never easy, but without a culture that values growth and talent sharing, the talent marketplace will not be successful. Working persistently toward growth and sharing mindsets is critical to drive and sustain this change,” the firm said.

The post Why Internal Marketplaces Are Key to Talent Growth and Retention appeared first on RecruitingDaily.

Jobs cost little or nothing to post. Recruiters waste no time trying to find and woo passive candidates, and all qualified job seekers – regardless of privilege or company connections – are encouraged to apply.

So why do so many recruiting teams prefer sourcing and referrals over inbound?

Understandably, without the right systems and habits in place, it’s hard to do inbound recruiting well.

But surprisingly quick, simple changes to your process can transform inbound from a source of noise to your best source of candidates and hires.

Watch Datapeople CEO & Co-founder, Amit Bhatia, and Scott Allan, Content Creator at RecruitingDaily, to learn how Datapeople builds better everyday habits among recruiters and hiring managers, enabling hiring teams to attract larger, more qualified, and more diverse applicant pools without spending a dollar more.

In this demo, you’ll learn:

• Why inbound recruiting done right is the most fair and efficient way to hire
• How Datapeople helps hiring teams work together to write better job posts in minutes that attract more diverse, qualified candidate pools and fill faster
• What common mistakes deter qualified candidates from your roles – and how to ensure your team avoids them

BONUS

As promised, all registrants have the opportunity to receive a complimentary “Content Snapshot” from Datapeople.

If you’re interested, just claim your Snapshot here!

Then keep an eye on your inbox. Datapeople will work with you to create a custom report that analyzes the performance of your job descriptions, giving you invaluable insights that will help improve your hiring processes.

The post Datapeople: Transform the Diversity and Quality of Your Inbound Applicants in Minutes appeared first on RecruitingDaily.

Jobs cost little or nothing to post. Recruiters waste no time trying to find and woo passive candidates, and all qualified job seekers – regardless of privilege or company connections – are encouraged to apply.

So why do so many recruiting teams prefer sourcing and referrals over inbound?

Understandably, without the right systems and habits in place, it’s hard to do inbound recruiting well.

But surprisingly quick, simple changes to your process can transform inbound from a source of noise to your best source of candidates and hires.

Join Datapeople CEO & Co-founder, Amit Bhatia, and Scott Allan, Content Creator at RecruitingDaily, to learn how Datapeople builds better everyday habits among recruiters and hiring managers, enabling hiring teams to attract larger, more qualified, and more diverse applicant pools without spending a dollar more.

In this demo, you’ll learn:

• Why inbound recruiting done right is the most fair and efficient way to hire
• How Datapeople helps hiring teams work together to write better job posts in minutes that attract more diverse, qualified candidate pools and fill faster
• What common mistakes deter qualified candidates from your roles – and how to ensure your team avoids them

Can’t make the live demo? That’s okay. Simply register, and we’ll send you the recording and materials after the demo.

The post Datapeople: Transform the Diversity and Quality of Your Inbound Applicants in Minutes appeared first on RecruitingDaily.

With the acquisition, Beamery said it will offer the first unified platform for internal and external resourcing, which will allow businesses to tap into the skills of their global talent pool and recruit, find, develop and redeploy people as they need to.

Beamery’s intention is to help employers who are struggling to match people to jobs. That’s a challenge that’s particularly acute now, when the Bureau of Labor Statistics reports that American businesses have 11.3 million job openings to fill, and 4.4 million employees quit their jobs in March 2022 alone.

Beamery CEO Abakar Saidov said Flux’s technology helps employees to be more self-directed in their development and connection to others in their company. The acquisition, he said, will result in “a more holistic” solution that unifies internal and external resourcing while providing more intelligence on the workforce and helping them realize DEI, talent, hiring and retention goals.

“[Flux]has been building a groundbreaking new talent mobility system,” said industry analyst Josh Bersin. “The combination of Flux’s platform with Beamery makes the company highly competitive with the likes of Gloat, Eightfold, and even Workday.”

Facilitating Mobility

With the talent shortage looming over everyone’s shoulder, more businesses are seeking to encourage mobility and development within their workforce. That includes providing opportunities to upskill or take on gig assignments, as well as promoting career advancement through tailored pathways.

Plus, according to LinkedIn’s 2022 Workplace Learning Report, companies that do internal mobility well retain their employees for an average of 5.4 years, nearly twice as long as employers who find the waters choppy.

Retention’s an important part of this. As Beamery observed, it’s about “ultimately creating a workforce that is well placed to support future business growth.” Companies that use Flux have seen an increase in employee tenure, improved sentiment about their career path and a noticeable reduction in administration time, the company said.

The post Beamery Acquires Mobility Solution Flux appeared first on RecruitingDaily.

Introduced in late 2021, the Opportunity Marketplace was introduced as a connection between employees and internal job opportunities. At the time, iCIMS said the product was designed to help talent professionals improve internal mobility programs and agile talent deployment.

“Although there have been record levels of resignation, talent is not ‘resigned’ from the labor market. People are leaving their current roles for new opportunities,” said Mark Brandau, iCIMS vice president, portfolio marketing. “People are upgrading their jobs, and organizations must upgrade their talent strategy and technology to remain competitive and retain talent.”

New Features

As part of the release, iCIMS also introduced or enhanced a number of features, such as:

• Connect with internal and external talent with AI-powered capabilities. iCIMS uses native technology that can be leveraged across its Talent Cloud to simplify, accelerate and inform hiring and talent mobility processes. Its job matching and digital assistant capabilities connect people with right jobs using ensemble stacking – which creates multiple models and combines them to improve results – to improve accuracy and reduce bias.
• Transform how organizations reengage and retain talent. The Opportunity Marketplace makes it easier for employees to manage their skills within their talent profile and discuss career development opportunities with a digital assistant.
• Create innovative, hyper-personalized Employers can convert more talent with dynamic video content, which can be shared across various channels throughout the talent journey. Enhanced email marketing automation helps employers send relevant content to reduce candidate ghosting and nurture in-demand talent.

iCIMS has previously said the Opportunity Marketplace was designed to remove the complexities often embedded in talent advancement. Essentially, the company took its candidate experience and applied it to the employee experience, then added capabilities to improve retention and reduce “mobility friction.”

The post iCIMS Offers New Experience For Opportunity Marketplace appeared first on RecruitingDaily.

According to the iCIMS 2022 Workforce Report, 90% of business leaders believe a skilled workforce is important to their efforts, while more than 80% said they’ve been negatively impacted by the mass of workers leaving their jobs as part of “the Great Resignation.”

An accompanying survey found that only 11% of American adults believe their employer was not short-staffed last year because of pandemic-related labor shortages.

Among the report’s key findings:

• The gap between talent supply and demand is growing. At the close of 2021, there was a 97-point gap between job openings and job applications, the widest seen in the previous two years. iCIMS data shows that job openings are up 86%, while hires are up 45% and job applications are down 11% from pre-pandemic levels.
• Salaries will continue to increase. C-level business leaders said their organizations plan to increase salaries by about 7% on average this year to incentivize retention. Nearly a third plan to increase salaries by more than 10%. The consumer survey found that people will also stay with their current employer for benefits, flexible schedules and professional growth opportunities.
• Flexible workforce is here to stay. As competition for labor intensifies, so does the expectation of flexibility for work location and schedules. In 2021’s fourth quarter, one in five applications were from out-of-state. Some of the most common moves include offering flexible daily work schedules (43%) and offering remote work options to distant (38%) and local employees (36%).

In addition to talent shortages, employers are struggling to keep up with expectations surrounding DEI, retention and internal mobility, iCIMS said.

Missing Expectations

Among the issues:

• Failing to keep DEI at the top of the list. Over the last few years, many business leaders pledged to increase the diversity of their workforce. But in the current job market, DEI often falls down on the priority list. Most HR professionals (70%) expressed concern that their organization’s HR technology isn’t helping them meet their DEI goals. Meanwhile, 85% of CxOs said they struggle to prioritize DEI goals against competing HR and recruiting needs.
• Retention is a challenge, but still not top priority. Nearly two out of three CxOs are putting greater emphasis on hiring talent over retaining existing employees. In the past year, only 29% of HR professionals have prioritized internal mobility, the report found. That represents a missed opportunity for most employers, since companies that prioritize career pathing are seeing a positive impact.

The report also found that the staffing plans of 57% of companies project no further than a quarter out.

The post Executives Expect to Miss Goals if Quits, Hiring Challenges Continue appeared first on RecruitingDaily.

Gloat’s research indicates that leaders will need to do more than tweak their retention strategies and upgrade perks and benefits to keep employees onboard. For example, 48.1% of employees are either currently looking for a new job or will begin searching in the next 90 days. Among other things, better pay and more growth opportunities are needed to encourage employees to change their plans.

The report said “an entirely new approach to talent management” should be adopted, one that gives workers more control of their own careers. Nearly two-thirds of employees, 63.4%, want to be considered for new opportunities within their company, while 54.4% don’t believe their employer takes their future interests into enough account.

The Grass is Greener…

Even though many want to be considered for new jobs at their current employer, an even greater percentage, 65.8%, believe better career opportunities exist outside of their company.

One bit of good news for employers: Those that invest in the right solutions have a better shot at keeping their A players on-board. For one thing, workers buy into the strength of talent marketplaces. Fully 69.6% believe marketplaces can help them by increasing the visibility of talent and growth opportunities.

But also a bit of bad news: 43.3% of the workers surveyed say they’re burned out, and the top reasons behind burnout are a lack of opportunity and a lack of purpose.

Talent marketplaces can also mitigate bias, enabling managers to make hiring and staffing decisions based on skills and experience. That’s a good thing considering the fact that internal mobility still isn’t a level playing field. For example, only 36.2% of women say their organization makes internal growth easily accessible.

The post Workers Believe Most Potential Waits Outside of Their Employers appeared first on RecruitingDaily.

But there’s good news! Big challenges create great opportunities.

Join Clovers and our distinguished panel of guests for a discussion on why recruiters should actually be excited for 2022.

With so much investment and attention on workforce improvements, there have never been more ways to drive real change and business impact for your organization.

In this candid discussion with industry thought leaders we will discuss topics like:

HR Tech VC investments

• • How the enormous VC investments in HR Tech are creating real solutions enabling recruiters to hire faster, more effectively and humanizing the process

Increased job accessibility

• • How you can benefit from the shift to hybrid/remote work and take advantage of the broader talent pool.

The Shift to Internal Mobility:

• • Ways organizations are aggressively investing in strategies and tools to retain top talent

Focus on DEIB (Diversity, Equity, Inclusion and Belonging):

• • How organizations are investing in and prioritizing DEIB initiatives within their organization.

About Clovers:

Clovers is the intelligent interview platform that uses human and conversational intelligence to accelerate hiring, uncover bias, and put the right people in the right role—every time.

Founded and built by HR tech veterans from Cornerstone and Comparably, and led by an executive team with deep HR tech, SaaS and product experience, Clovers is focused on making interviewing better for both organizations and candidates.

The post Don’t Worry, Be Happy: Why Recruiters Should Look Forward to 2022 appeared first on RecruitingDaily.

Those findings, published in Randstad RiseSmart’s Q3 2021 Career Mobility Outlook report, are in direct contrast with employer sentiment. According to businesses, 95% of organizations are looking to hire, including from inside, to fill existing job openings, Randstad said. Specifically, 68.4% of employers are optimistic about filling open roles with current employees, down 11% from the second quarter.

By contrast, only 30.3% of employees said they’re likely to opt for an internal job change. The proportion of those likely to move to another company dropped to 20.6%, indicating that the pace of employees leaving their jobs for new opportunities (The Great Resignation) may be slowing.

The third edition of the quarterly report, which surveys U.S.-based HR professionals and employees from a wide range of industries, provides an in-depth look at respondents’ expectations on key aspects of the workplace, such as economic sentiment, recruitment trends, internal mobility, job transition behavior and in-demand skills. It also looks at differences by company size and industry.

More Misalignment

Fewer than half of employees, 43.2%, are optimistic about finding new roles internally, down from 52.3% in Q2. In addition, the number who believe their managers are open to them transitioning into new internal roles dropped to 48.4%, the lowest level of 2021. By contrast, 78.7% of employers think their managers are open to internal mobility.

Although employees expressed skepticism about their ability to advance internally, employers overwhelmingly said they plan to fill existing job openings with internal candidates. About 71% said they plan to fill 10-50% of open jobs internally. That’s relatively unchanged since the first quarter of 2021.

The report also found major disconnects regarding skilling and career development opportunities. Nearly three-quarters of employers, 73.5%, believe they offer employees such opportunities. However, only 52.3% of their workers agree. The disconnect is even larger within specific industries, such as financial services, Randstad said. Employers and employees also diverge in the type of skills each feels is important.

“Individuals are telling us that they want to learn new skills to be able to grow and develop their careers, and businesses want to train their employees so they can advance within the company. But for some reason, they can’t get on the same page,” said Randstad RiseSmart CEO Dan Davenport.

Negative Outlooks

Meanwhile, Randstad’s latest Labor Market Barometer reported “sustained growth momentum” for the American labor market, reaching a high of 107.4. That’s an improvement of 0.3 points compared to last month and the same level as in February 2020, just before the pandemic shuttered the global economy.

The Career Mobility Outlook also revealed that despite falling unemployment and solid job growth, only 49% of employers have a positive outlook on the U.S. economy. Only 14.8% of employees shared that view, a decline even from Q1. However, both employers (72.3%) and employees (46.5%) have a far more positive outlook regarding the economic prospects of their own sectors.

When it comes to the availability of internal reskilling opportunities both groups believe that their organizations’ workforce is ready to meet business challenges: Some 75% of employers believe their workforce has the skills they need to be successful, while 71% of employees feel they’re prepared to help their company achieve its business goals.

The post Employers, Employees Hold Differing Views on Internal Mobility appeared first on RecruitingDaily.

But there’s good news! Big challenges create great opportunities.

Join Clovers and our distinguished panel of guests for a discussion on why recruiters should actually be excited for 2022.

With so much investment and attention on workforce improvements, there have never been more ways to drive real change and business impact for your organization.

In this candid discussion with industry thought leaders we will discuss topics like:

HR Tech VC investments

• • How the enormous VC investments in HR Tech are creating real solutions enabling recruiters to hire faster, more effectively and humanizing the process

Increased job accessibility

• • How you can benefit from the shift to hybrid/remote work and take advantage of the broader talent pool.

The Shift to Internal Mobility:

• • Ways organizations are aggressively investing in strategies and tools to retain top talent

Focus on DEIB (Diversity, Equity, Inclusion and Belonging):

• • How organizations are investing in and prioritizing DEIB initiatives within their organization.

About Clovers:

Clovers is the intelligent interview platform that uses human and conversational intelligence to accelerate hiring, uncover bias, and put the right people in the right role—every time.

Founded and built by HR tech veterans from Cornerstone and Comparably, and led by an executive team with deep HR tech, SaaS and product experience, Clovers is focused on making interviewing better for both organizations and candidates.

The post Don’t Worry, Be Happy: Why Recruiters Should Look Forward to 2022 appeared first on RecruitingDaily.

The solution is designed to remove the complexities often embedded in talent advancement to help improve an organization’s retention and reduce the potential cost of turnover. Essentially, iCIMS has taken its candidate experience and applied it to the employee experience, then added capabilities to improve retention and reduce “mobility friction.”

New capabilities within the Opportunity Marketplace for employees will include:

• Opportunity insight from employee-generated video that provides a look at opportunities and team culture.
• Better employee engagement with iCIMS Digital Assistant, which will automatically engage employees for potential opportunities and skill development.
• Employee control over career paths and journeys with skills and opportunity management.

For hiring managers and talent teams experiences:

• Skills-based employee-opportunity matching to automatically identify ideal internal candidates for new opportunities, reducing manual efforts.
• Greater visibility into employee skills.
• Improved insight and support for organizational DEI initiatives.

“With job openings up nearly 80% and job applications only up 5% since the beginning of the year, employers are feeling the impact of the most significant restructuring, redistribution and rehire of labor in history,” said ICIMS Vice President of Portfolio Marketing Mark Brandau. “In this unusual labor market environment, employees have many options, making it crucial for talent leaders to stay connected to current employees and prioritize employee experience.”

In research presented by iCIMS, Deloitte reported that 49% of employers lack the processes they need to identify and move employees into different positions within the organization. Research from IDC’s 2020 Annual Talent Acquisition Buyer Survey found that 57% of buyers view internal mobility and talent marketplace solutions as a high priority investment for 2021.

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