There are no shortage of challenges for women in the workplace. Those challenges multiply as you consider intersectional realities. My personal belief, however, remains steadfast:  challenges provide opportunities for people of all backgrounds to demonstrate the resolve, faith, and empathy that empathetic leadership requires.

As a neurodiverse woman with physical disabilities, my personal journey to “find the silver lining” through a traumatic health event was not easy. It took time, mentoring, soul-searching, and an open mind to realize the gift of the moment. Making friends with the problems in your life, repositioning the “difficult” to be seen instead as a once-in-a-lifetime catalyst changed my perspective. I’d like to share with you some of the tools I’ve cultivated along the way as well as some really great advice from some impressive leaders.

Respectfully Bold, Boldly Fearless

My mentor Brian Fink wrote a sentence that I’m stuck on – The Plight (an unfortunate, difficult, or precarious situation) of Women – The fact that we must act a certain way to be considered or perceived as professional. Leadership advice is often provided from the male point of view – to be seen as a strategic councilor, you must speak up. To be seen as credible, you must speak loudly. To be seen as influential, you must leverage your power to influence the room… unless you’re a young female. I am not the first to tell a group of women the rules are different for us. If we act like women, we are lacking “leadership traits”. If we act like men, we are “abrasive”.

My first job out of college I was fired for unprofessional behavior. I remember it well. I just landed my first big-ticket sale as the newest hire on the Sales team, (A big deal for a new intern turned Account Manager!). My team was comprised largely of men who had 10 years more experience than me, and one sole woman – (shoutout Simone Goga for her mentorship very early on in my career).

I was so excited – until the senior leadership team decided to take my win from me and give it to one of my male teammates who had more experience. The customer inked the service agreement with me face-to-face, and the lead source was the President who had reached out to me directly on LinkedIn (and signed the agreement because he wanted to work with me). I couldn’t understand the reasoning behind this decision. And as a person of integrity and one who seeks to learn, I took a risk. I respectfully challenged the decision and was fired for unprofessional behavior. That early lesson taught me that being a person of integrity, and surrounding yourself with honest leaders who want to grow the business, not uphold the status quo deeply matters to me. I learned early on to be selective with whom I learn from, and where I choose to offer my time, perspective and energy.

As I work to create more equitable spaces through my leadership and mentorship, I have leaned on some really impressive mentors to help shape my ability to turn the worst days into fuel for the best days: conviction, authenticity, and trust.

Kateryna Keretsman, Vice President Global Business Development, Rossum.

As an embedded Global Talent Partner for Elements Talent Consultancy, I had the pleasure of meeting Kateryna Vice President of Global Business Development at Rossum. Kateryna was super challenged with having to hire her team across brand new markets in US and EU but despite my lack of experience in some of the key cities, she saw the potential in me. I had a clear strategy for how to win talent. She believed in me and helped me believe in myself. 

Fast forward to June 2022, I was invited to spend a few days in Prague to see the office and meet the team. I got to work with her, the Business Development Managers (BDMs), and the Business Development Representatives (BDRs). I was invited to Prague to meet the complete department I was brought in to help grow. It was an unforgettable experience and accomplishment for me to say the least.

Most of the best things I have in my life started off as fears I forced myself to face. Kateryna is bold, driven, respected, and a woman of her word. She is an inspiration I look up to, and I hope to one day rise to her level. I look forward to the next chance I get to see her again. She taught me many things, but mostly that gender and experience aside, badass bold women can get to leadership seats  – not as pretending to be men, but by being our badass female selves. If you have a moment, I encourage you to read her recent article.

Annalisa Esposito Bluhm – Vice President, CEO and Leadership Communications, Northrop Grumman.

Growing up in a large, first-generation Italian household has many benefits. One is the closeness you enjoy with your family. Annalisa is not only just a cousin, but also a close mentor. Her ability to leverage her intersectionality as a neurodivergent, first-generation American, first-generation college graduate and single mom is powerful and fueled by her unfailing ability to be her authentic self.

From the kitchen to the board room, she never flinches when it comes time to give an honest opinion, a respectful counter-point of view or a big hug. It’s what moved her from intern to C-Suite before 40, and continues to motivate her to be a mentor to others.

Above all, Annalisa believes firmly in meeting people where they are with empathy, respect, honesty and humor. She can speak to anyone, at any time, on any topic, and leave you feeling like the best version of yourself.

Jenny Cotie Kangas  Director Talent Acquisition, Employer Branding and Awareness, PandoLogic.

Man, I could write pages on why Jenny is my idol. I’m going to try my best to be concise, but this lady right here deserves her own talk show. She is my Oprah Winfrey.

If you take a look at her LinkedIn profile or go listen to her podcast, she summarizes her brain injury in a cataclysmically professional and concise way.

Jenny changed my life at the Talent Acquisition Week conference in Coronado, California February 1st and empowered me to look at my circumstances through the most positive lens.

Jenny and I don’t have the time or experience together that typical relationship-building requires, but that’s what makes her so special.  She has quickly shown me and told me “Trust is transitive.” Experience, excuses, and masking who you are to appease others is the exact opposite of Jenny’s mantra.

Her bravery to share her journey – that of always having been a catalyst and then surviving a freak accident that made her into an even better catalyst than she already was, is perfectly aligned with my own desired outcome. Jenny told me the other day, “See, amazing things happen when you quiet the voice telling yourself you aren’t worthy. You are 100% worthy of great things, Cristina.”

Another tip she shared and I believe you all deserve to hear, “Lesson: figure out the thing you desire, and reverse engineer outside-the-box ways to get it. There is almost always a path.”

I’m following her lead and taking the steps to share my superheroes’ journey with you all soon.

Jenny says self-care isn’t a nice to have, it’s a need to have. That is the same for me. Women’s health, mental health, neurodiversity, and DE&I matter. We all matter.

Side note – for a shameless plug – Huge thank you to Amy, Luke, Daniel, and my whole tribe over at Elements Talent Consultancy for sending me to represent us at such an incredible event like Talent Acquisition Week.

Closing

If you are or have ever questioned your self-worth as a woman or a human being, or your professional brilliance, or your problems resulting from being a super hero then you are not alone. We are with you.

I encourage and empower you all to make friends with the problems in your life. Connect with women and shoot for Leadership yourself as your goal. We are Leadership Worthy, just as we are.

Keep going. Keep pushing, keep striving, and keep believing in yourself. Never underestimate yourself and look for those other women who will help provide a steady hand on your back to push you forward

Thank you for listening to my story, and happy International Women’s Day.

The post Empowering Women: Reflections on Leadership Journeys appeared first on RecruitingDaily.

According to their newly published 2023 Workforce Report, one in three workers plan to look for a new job in 2023, but another third of workers plan to dig in with their current role, taking on more hours and responsibilities. The dichotomy in the workplace, constant upheaval and mixed messages are impacting the way people work and challenging organizations’ ability to retain and grow their workforce.

Remote Will Matter

It’s important to remember that we’re in the midst of major historic change. Economies, governments, coastlines and more are being eroded by multiple forces. This type of shifting makes any sort of forecasting challenging at best. That said: the data in the report makes sense (at least for now).

Elon Musk’s “return to office or you will be exterminated by my Daleks” (or something along those lines), one thing is clear – we’re not going back to the office the way we did in the past. Too many people are looking for hybrid or full-remote roles, and job seekers are at a significant advantage when it comes to bargaining power. In addition, Gen Z is very interested in hybrid/ virtual work.

Gen Z For The Win

Much of Gen Z has never known a workplace that wasn’t flexible, and it looks like hybrid work is here to stay. It’s popular overall, but young people are especially attached: workers 18 to 34 years old are 59% more willing to walk than older colleagues if it’s taken away. With retention being a significant concern, that matters. And Gen Z hiring, especially recent grads, is clearly on employers’ minds.

The National Association of Colleges and Employers (NACE) is reporting that employers plan to hire 14.7% more 2023 graduates compared to the class of 2022. Nearly half of employers surveyed think that the class of 2023 is entering a very good to excellent job market. This is a marked improvement from 2020, when one in four young workers lost their jobs, and graduates found themselves in a wild hiring market.

“Right now, we’re seeing a market where there are abundant opportunities,” Nicole Hall, director of career and professional development at the University of North Carolina at Greensboro, which works with undergrad and grad students, told Recode. Students, she said, are confident they’ll be able to get jobs in the fields they want.

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In a company-wide message Meta founder and CEO Mark Zuckerberg announced 11,000 job cuts, noting: “Recruiting will be disproportionately affected since we’re planning to hire fewer people next year.”  Similar plans have and will be unrolling across otherf companies, according to insiders. RecruitingDaily has reached out to all three organizations for official comments, and will update accordingly.

REACTIONS

Sourcers, recruiters, marketers and other affected talent professionals have been flooding social media with updates and requests for help. Some of the impacted employees have been blunt about their reaction to the news.

In addition to the recent layoffs announced by Meta, Twitter, and Salesforce, the tech industry as a whole is cutting staff. Netflix, Soundhound, Spotify, Lyft, Stripe, and many other Silicon Valley employers have announced rounds of layoffs over the past few months. Overseas, Tencent, Byju’s, Ola, and Unacademy have also laid off hundreds to thousands of employees to reduce their operating expenses as revenue and investments have dried up.

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Jobs can evolve between the time a decision is made to hire someone, and the actual hiring process itself. Hiring managers might change job duties, hire someone for a different job than the one they are applying for, or abandon the job search altogether. While this might be frustrating for job hunters, employers do this in response to uncertainties in the workplace.

At a time when employers are struggling to find employees and many people are making career changes, knowing and understanding why this happens is crucial both to those hunting for new jobs and for people trying to fill some of the many jobs that have been vacated.

Why jobs change between posting and hiring

For our study on startup hiring, we interviewed more than 100 startup founders, managers and their employees, job seekers and experts from the startup community. We analyzed the interviews to understand how and why jobs changed in this period and found two main patterns.

We found that some employers deliberately use the hiring process to figure out the needs of their organization and define their new positions accordingly. In cases like this, employers know they need to hire someone, but they don’t yet have a clear idea of what that job will look like.

Unplanned job changes

In other cases, changes in job duties are not part of a planned process. Hiring managers might start with clear descriptions of the jobs they want to fill, fail to find candidates with the skills they’re looking for and end up redefining and reposting those jobs.

One CEO we interviewed did this after he received an overwhelming number of applications above the skill level needed for a personal assistant opening. He reposted the job as an office manager position, which required a higher credential, and quickly filled it.

Some managers also change their minds about what they want in the midst of the hiring process.

One startup in our study identified problems in their sales function in the middle of the hiring process, and ended up changing the job after applications had come in. They offered one candidate — who had applied for the original full-cycle sales manager position — the new job as a lead generator. He was promised that eventually he would move into the original sales job he had applied for.

Lastly, managers sometimes stumble across great candidates who fit different positions and fill those jobs instead. One startup in our study went to a job fair hoping to find a mid-level developer, and ended up hiring an entry-level developer and a marketing director instead.

Positive and negative impacts

We found that this evolution of job descriptions during the hiring process can have mixed consequences for both the hiring organizations themselves and new hires.

Some changes, like taking down and reposting jobs, can lead to positive consequences, like more stable jobs and incumbents who remain in the organizations. It can allow the organizations to learn, create a better organizational structure and even undertake new work.

This finding is consistent with past research that found changes in job descriptions can allow organizations to adapt to a variety of situations by developing structures and strategies that fit the circumstances.

However, we observed that most of the other types of job changes in our study resulted in negative consequences, like job instability, protracted conflict over job territory and the exit of the incumbent and dissolution of the job.

For example, the job candidate mentioned earlier who was offered a job different from the one he applied for ended up in a conflict with the sales director, and his job never transitioned to the full-cycle sales job he had been promised at hiring. He was gone within a year and his position was not filled.

This finding is consistent with past research that found that changing jobs around individual job holders can result in bias, favoritism, low morale and undesirable and unpredictable power struggles.

Hiring inequality

The dynamic nature of job descriptions has the potential to produce inequality in the hiring process, since not all job applicants understand that jobs can change between posting and hiring. Those who do understand will have a distinct advantage over those who don’t because they know to apply for jobs even when their preferences and qualifications don’t line up with the job posting. This knowledge may align with individual demographics.

This may be particularly bad for women and members of other under-represented groups who are less comfortable applying for jobs where they do not fit the stated qualifications. Prior evidence has shown that women tend to apply for the jobs they are already well-qualified for while men apply to the jobs they aspire to be qualified for.

Women also may be less likely than men to apply for jobs with the expectation that the jobs will evolve to fit their skills and preferences. If more women are aware of the results from our study, it could result in more applying for jobs that seem outside their area of expertise.

This article is republished from The Conversation under a Creative Commons license. Read the original article.

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The research uncovers a significant surge in job postings that require such talents since last year (an increase of 51 percent). For AI and machine learning roles, nearly 62% of job postings seek talent with collaboration, dexterity, and multitasking skills. Critical thinking and research are highly sought-after skills in cloud computing, where there is an average 73% increase in demand for these competencies.

Key Findings:

• Cybersecurity skills are among the highest-paying skill clusters, although some roles in artificial intelligence and machine learning may surpass the average for this cluster. Employers should actively review compensation levels to avoid losing these professionals.
• Women’s representation in technology skill clusters continues to be low, with just 15% of those working in mobile applications identifying as female. Helping women to pursue or reskill into this field should be a priority for employers.
• Remote work has become a thorny issue for organizations, but forcing employees to come back may be detrimental. Hybrid work arrangements will help facilitate sourcing and hiring in tight markets, especially for skill clusters like artificial intelligence and machine learning, which hold the highest share of remote working potential.
• More user interface and user experience (UI/UX) specialists in the Americas work in the IT services sector than any other. Businesses outside of this sector should differentiate their employee value proposition to attract these specialists.
• More than 60 million people work in sales and business development. Employers would be wise to consider sourcing from this cluster to fill customer-facing jobs such as account management or client support.
• Only about a quarter of business intelligence and data visualization professionals received STEM education, with many having graphic arts backgrounds instead. Employers looking to hire these specialists should consider sourcing those with design-focused experience and education.

RD Insights

Think of soft vs hard skills as Y-factor vs X-factor. The X-factor is quantifiable, measurable. The Y-factor is – to use a highly technical term – “squishier”. This makes it challenging to wrap hard metrics around. Quantifying traits such as curiosity, empathy, adaptability, teamwork, etc is a challenging task.

There’s a gut element to it that tends to make some people nervous. Regardless: it’s critical to success. Employers increasingly get it. A recent LinkedIn survey showed that 80% of HR professionals say that soft skills are increasingly important to a company’s (and a  candidate’s) success.

Thankfully, there is data to back this up – and that will help both talent acquisition as well as HR pros make the case to executives who still want hard data (ahem: hello, finance team). Boston College, Harvard, and the University of Michigan were part of  studies in communication and problem-solving. Results indicated that those who exemplified important soft skills boosted both productivity and retention by 12%. These companies reported a 250% return on investment. Lastly, research from the National Soft Skills Association reports that 85% of jobs success comes from having well-developed soft skills.

Considering how rapidly everything is shifting on a near-daily basis, the ability to change is critical. If your team-mates aren’t able to adapt, grow, and apply new skills and innovative ideas, your odds of success as an organization worsen. As noted economist Dr. Edward Demings put it:

“Survival is optional.  No one has to change.”

Adds Randstad Sourceright CEO Mike Smith: “Against a possible economic downturn, now is the time for employers to foster a resilient and adaptive workforce by doubling down on the talent experience, retention and reskilling. Finding opportunities to tap adjacent and transferable skills for the most in-demand roles will prove a critical means for overcoming talent scarcity.”

A downloadable version of the report is available here.

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The 6th annual State of Employer Branding Survey finds that while in the past, the practice was largely an output of HR/Talent Acquisition, that’s now changing for the better. This year’s response to the question “Who Was Part of Your EVP Initiative?”points to an evenly blended stakeholder team consisting of marketing, internal communications, corporate communications, and talent acquisition.

This is a sign that in a historically tight candidate market, companies have been forced into the realization that strong employer branding does more than simply fill open positions. The data shows that increases conversion, application rates, as well as retention – a trifecta of positive impact.

Among other findings are:

• The top two goals for creating an employer brand were “Recognition as an Employer of Choice” and “Ease in attracting candidates.”
• The top-mentioned materials that have changed or will change based on recent employer branding initiatives are career sites (63%) and social media (50%).

According to Brandermix founder Jody Ordioni: “The internet, including social media, has truly leveled the playing field, allowing a low barrier of entry for small companies to successfully compete for talent against more sizable, well-known firms,” says Ordioni. “That should be great news for non-profits, healthcare and start-ups.”

While it has long been given lip-service, corporate marketing teams have been notoriously dismissive of their peers in talent acquisition. With the recent pressures on labor and hiring, investments of time, dollars, and attention are finally making their way to EB. While this is a hopeful sign that “they finally get it”, the question remains if this recognition will last or if it is simply a paint-point reaction. Time will tell.

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The Numbers

Here’s the raw data for September. According to the DOL’s September Jobs Report, the US economy added 261,000 jobs in October while the unemployment rate rose to 3.7%. That’s up a tic from September’s 3.5% – the lowest rate in 50 years – and still considered historically low. Economists had expected a smaller rise in the unemployment rate, to only 3.6%.

In recent months, job growth has downshifted from a robust average monthly pace of more than 400,000 for most of this year to about 290,000 the past three months. The unemployment rate has been kept low by persistent worker shortages. (That, and a recruitment market that often feels like a game of whack-a-mole, one where the moles can turn into ghosts the moment you make contact with them). This, in turn, has led companies to avoid layoffs on fears they won’t be able to fill openings when the economy bounces back.

That may be changing. New job creation is at the lowest in a year-and-a-half. Layoffs are starting to become hip again. And we’re hearing reports that interview processes are being deliberately slowed by hiring managers who, just a scant few months ago, were willing to accept “can fog a mirror with breath” as an acceptable minimum qualification.

This is where it gets a bit weird. While there are rumbles of slowing job creation, and a loosening labor market: we’re still dealing with historic numbers in both categories. Critical skill-shortages will continue to keep labor shortages in the news, side-by-side with layoff reports. Talent acquisition leaders will find themselves with whiplash.

into the storm

Consider Forrester’s Predictions 2023: Future of Work report. The research and advisory firm envisions a coming hurricane for talent professionals as we enter into what looks to be a  “a perplexing, talent-constrained recession” in 2023. Forrester VP and principal analyst Katy Tynan adds:

“The demographic changes that underpinned the “great resignation“ and the ongoing impact of COVID-19-related absenteeism will continue to constrain the talent market in a tight economy. The outcome is a bullwhip effect in the talent market: Actions that respond to a constraint create an overcorrection in the other direction, keeping the market out of balance. We are navigating uncharted waters. Some of the things that organizations would expect to do and get good results out of will actually have the opposite effect.”

What this means, team, is that we never got around to really addressing skills. Skills needed for roles that are mushrooming to address an economy that is radically different than the one we had just a few years ago – and part of that radical change is the ability to keep changing geometrically. Lacking a more nimble approach to how we find the skills we need when we need them, we find ourselves with some pretty damn dry talent pools. Ones where we’re all fighting each other for the remaining fish. It’s not sustainable – somebody has to starve for somebody else to eat.

To address this, employers, talent acquisition leaders, product firms, heck, the government have to start to move together in lockstep to discover solutions. Because we aren’t there yet – and that’s going to keep hurting us as this new weird economy moves along. If we don’t, we face a sort of near-term dystopia: one where a small group with the right skills continues to thrive, and a majority move into a limbo of gig work, unemployment, seasonal roles, etc to survive.

Employers dig talent with skills

Understandably, companies cannot be expected to function as charities – they will continue to need appropriate talent. That said, we do need to manage through the near-term. Labor unbalances, with people who find themselves

We recommend forward-leaning talent acquisition leaders across sectors connect into working groups with actionable items as outcomes. Work out the steps to take to move past the theoretical to the practical. Answering questions around how to manage skills transformations where possible, while understanding that some communities and locations simply cannot shift rapidly to new industries. How do we develop the former, while finding solutions that provide meaningful labor to the latter? What should our education system look like in the future? Is the current skills development model broken? And, what does a balanced labor force truly look like – how do we measure success?

For a long, long time, talent leaders have requested to have their voices heard – and now, we have much to say, and a little time to say it. 2023 looks to be wildly complex series of storms around talent and hiring. We will  need to manage to continue to keep our fleet afloat, concurrently steering our ships to new harbors in search of more navigable waters.

The post Get Ready For a Bumpier Ride – What October Job Numbers Tell Us appeared first on RecruitingDaily.

A Small Number Who Meet The Core Criteria

There isn’t a hard and fast rule about how many candidates make it to the final interview. It’s important your pre-screening process ensures only qualified candidates make it to the final step of your interview process – since that’s an indicator that one of those people will receive an offer. Making sure those who have the essential skills for the position are the only individuals who are considered means you’re also being efficient with everyone’s time. If everyone who applied for a job or was invited in an initial screening made it through the entirety of the process, think about the burn rate of the managers who have to conduct all of the interviews. So, my guidance is to have an appropriate recruitment process outlined where candidates who demonstrate the appropriate knowledge, skills, abilities and core values are the ones who sit for the final interview. Naturally, it will be a smaller number compared to those you originally screened.

Eric Mochnacz
Senior HR Consultant, Red Clover

Be Swift to Hire Any Strong Candidate Instead of Tracking Numbers

The simple answer is as many that deserve to make it that far. In today’s recruiting landscape, where good candidates are hard to find and are usually grabbed up in record time, talent acquisition can no longer be a numbers game. If you have strong candidates that have been interviewed and you are confident that they would be a great hire, move the process along quickly and make the hire ASAP. If there is only one candidate deserving of making it to a final interview, do not hold up the process by needing more for comparison’s sake — just grab the strong candidate and finish the process before it is too late.

Ronald Kubitz
Director HR & Recruiting, Forms+Surfaces

Two Candidates is Ideal or…

For a final interview, I strongly believe that the pool should be narrowed down to two individuals. Whether you are making the hiring decision solo or with a panel, I feel like more than two candidates can sometimes paralyze your thought process or divide a panel. Using a sports analogy, the final interview is the World Series of the posted position. Having two candidates makes comparisons and talking points easier to look at. 

As opposed to the typical three or four candidates who make it to the final interview, being able to channel the field down to two is about trusting your instincts and hiring process to consistently find the right person. It’s a much simpler final process with two candidates when it comes to discussing which one best fits your company culture and meets the job requirements. 

Richard Clews
Founder, Pants and Socks

… Two or Three Candidates or…

When I started my career in recruitment, my experience with hiring managers said there can never be enough talented people in the pipeline. After scheduling an interview for a hiring manager with a fantastic candidate, I’d often get the response, “they seem great but do you have other candidates for comparison?” It often took me too long to close my job openings because the cycle never ended. A few years later, one of my managers gave me a great tip for working with hiring managers. She recommended that I always introduce more than one but never more than three candidates to the hiring manager, and always guide them to choose one of the candidates introduced. 

Two to three has worked out for me quite well. It makes the decision easy for hiring managers, and it doesn’t overwhelm recruiters with too much work. If none of the finalists are good enough, you should work on increasing the quality, not the quantity, of candidates.

Max Korpinen
Co-founder & CEO, Hireproof

… Consider The Top Three to Five Candidates

The final interview stage should be a consideration of the top three to five candidates from the interview process. By now, the candidates that remain in the running clearly fit the requirements and ideals for the open position, so it is time to see if they are a fit for the person who they will be working under. The final interview stage should be conducted by the person who will have the most facetime with the candidate and who will be most affected by their success. This way, the final interview stage becomes an audition of personalities to see who will best fit the overall schema of the company and, as such, should not consider a vast number of candidates, but more a chosen few who have demonstrated ideal traits.

Chandler Rogers
CEO, Relay

Don’t Put a Limit on The Number

Only the most qualified candidates should make it, but there shouldn’t be a hard limit on the number. You should interview as many final round candidates as possible without it leading to yet another round of interviews. This may mean you tighten your requirements or take into consideration other attributes such as personality over just experience. Final interviews will always be nerve-wracking, but better to have too many qualified candidates than too few.

Colette Shelton
Founder, Chirpyest

The post How Many Candidates Should Make it to a Final Interview? appeared first on RecruitingDaily.

As the talent crunch increased, employers started to notice that their talent teams weren’t immune to the wave of resignations that were plaguing other areas of the business. In fact, word of offers that were wildly above market rates for recruiter talent were being shared more and more often as fast-growing companies scooped up recruiters to keep the pace of business from slowing. 

In the new Lighthouse Research & Advisory 2022 Talent Acquisition Trends study, which pulled data from over 1,000 employers and 1,000 candidates, we found eight in 10 employers said that hiring had risen from an HR/talent priority to a business/operational priority. One way organizations are elevating the priority of talent acquisition within the business is higher recruiter compensation. 

New Data on Recruiter Hiring Volume
and Pay Increases

According to new data from labor market intelligence company Greenwich.HR, pay rates for recruiting talent have continued to increase over the last 24 months, and job postings for recruiters have spiked off the charts. 

Below is a time-based comparison of three common recruiter job titles (recruiter, senior technical recruiter and talent acquisition director), how the demand for those individuals has changed over time and how pay has fluctuated as well. 

Recruiter

The basic role of a recruiter can vary widely depending on the company, industry, hiring cycle and more. We see a wide dispersion in the pay rates for recruiters as low as $20,000 and as high as $100k-plus. 

Median salary as of July 2022: $56,500. There has been a steady increase in the median since November 2020.

Job posting volume: Stands at 275,207 since January 2020, with massive spikes in the 12-month period from July 2021 to July 2022. These jobs were posted by 42,000 companies. The number of postings peaked in April 2022 but has remained high since. 

Remote Work: Interestingly, more of these jobs are for in-office roles than other comparison roles below. 

Senior Technical Recruiter

Technical recruiters have been in high demand as more companies have grown their technology team. Even with some recent stories of layoffs and/or hiring freezes, job posting volume for senior technical recruiters is still about where it was through the first quarter of 2021, before it began spiking. 

Median Salary as of July 2022: Was $102,500. For comparison purposes, the median rate was $78,500 in June 2020 and $82,500 in June 2021.

Job Posting Volume: Some 8,479 listings since January 2020, with the similar July 2021 to July 2022 elevated volume we’re seeing across all recruiting roles. The number one hiring entity for these roles? Amazon. 

Remote Work: More than half of these roles were remote in nature. 

Nearly three-fourths of these positions listed a four-year degree requirement, despite recruiting not being a college degree program focus area. That could be a way for companies to distinguish among “senior” recruiters and their more junior peers. 

Talent Acquisition Director

Every team needs direction and leadership, and these leaders help to build strategy and align recruiting operations for maximum efficiency and effectiveness. 

Median Salary as of July 2022: Was $134,375. Companies flooded the market with openings in July and August of 2021, but overall the median has continued to rise for these positions, especially in the most recent quarter. 

Job Posting Volume: 5,525 jobs were posted by more than 2,500 companies.

Remote Work: Nearly 60% of these jobs were remote in nature. 

What happens next with pay for talent acquisition professionals depends on a variety of factors, including:. 

• How fast can companies grow/develop new recruiters
• What the technology can do to fill gaps and augment the hiring process
• Changes in overall demand for talent (recessions, industry growth, etc.)

Side Note: Recruiters Owning Their Jobs

It’s harder to tease out, but the data shows that immediately after the pandemic began, the number of companies starting up (at least in the U.S.) jumped higher than any period on record. Some number of those companies are focused on recruiting, and based on the amount of demand in recent years, that number may be higher than the average number of recruiting businesses in any random sample of companies. 

Overall, this analysis was meant to help uncover what’s happening with recruiter pay over time as well as highlighting just how much demand actually exists for those individuals with high-quality recruiting abilities. 

If there are other data points you’re curious about, please feel free to reach out! Thanks again to Greenwich.HR for supporting the research with their live data feed.

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Alison wants recruiters to get the training they deserve. There’s a reason recruiters are the most desired technical position nowadays. When it comes down to it, burnout is a very real thing.  It’s up to the hiring team to make sure recruiters feel confident in their hiring decisions.

Highlights about tech recruiter training:

Alison Daley:

At the end of the day if you’re operating in an industry where you don’t speak the language, you got to shine at all times while feeling perpetually awkward. There’s a reason we have a 40% attrition rate in this industry. We are focused on enabling recruiters to feel confident in the industries they operate in.

Our training model, which is called the alignment framework, is a communication bridge. If we can understand the rich story of the candidate, then we can share that rich story to the hiring team. Ultimately, recruiters deserve more. We deserve more training, more support, more recognition.

Listening time: 16 minutes

Enjoying the podcast?

Thanks for tuning in to this special SHRM episode of The RecruitingDaily Podcast. SHRM Talent converges top talent from across the HR and Recruiting space. Luckily, William Tincup is lifting up the curtain to blessed you with some insight from these industry titans.

Alison Daley is the owner of Recruiting Innovation, an online tech training platform.  Consequently, she is an industry expert on translating tech language. If you’re having frustratingly low recruiting conversion rates, consider reaching out to her! Skimping on tech recruiter training might cost you in the long run.

Likewise, if you’re digging the podcast then subscribe through your favorite platform!

The post SHRM Talent: Tech Recruiter Training Should be Mandatory with Alison Daley appeared first on RecruitingDaily.

Some Conversation Highlights:

Tim Sackett:

Just give us the silver bullets…Tell us exactly how I can find more people, now, faster. And so you end with that. You’re like, “Hey, we have to actually go out and do some real world work here, and here’s how we’re going to do it.” I always give them my silver bullets. Here’s what we’re going to do, here’s how we’re going to help you right now. If they take one of those things back, great. 

…

The one thing that makes somebody better in their profession, is the level of network they have. I know you, and if I have a question I can call one of the top guys in the world about whatever, and you’re going to respond. So many of the people we know in this industry, in HR and talent acquisition, whatever it is, their network is basically the people they work with or have worked with, and not this worldwide, national network. 

Listening time: 11 minutes

Enjoying the podcast?

Thanks for tuning in to this episode of The RecruitingDaily Podcast with William Tincup. Tim Sackett is a treasure trove of information, so we hope you learned a good bit about keeping your audience engaged.

Be sure to subscribe to the podcast through your favorite platform! William Tincup had quite a few amazing conversations with various presenters at SHRM Talent. We’re excited to release these podcasts to you in the coming weeks, so stay tuned!

Tim Sackett is a kind of a big deal in the recruiting industry. He’s got a fantastic blog full of rich content, go check it out here!

The post SHRM Talent: How to Engage Your Audience with Tim Sackett appeared first on RecruitingDaily.

Highlights on the use case of Verdant Consulting:

Allessandria Polizzi:

As humans, we evolved to protect ourselves from getting eaten. That means we’re always on guard. That stress and negativity bias is what kept us alive, but it’s also making us sick. How we respond to the biology of this reaction can help us not have our stress take over. This in turn, helps us avoid some of the common causes and accelerants of burnout. We’ll be able to live happy healthy lives, but also perform better.

Another way that Verdant Consulting helps, which is pretty unique, is we really specialize on the HR team. We have a lot of offerings that are specifically about HR wellbeing within the HR function. We help them with things like the HR burnout, HR compassion fatigue, talks and handling, and we offer programs around that will help the HR team. If you don’t take care of the carers, how can they care for others?

Listening time: 15 minutes

Links and other goodies

Thanks for tuning in to this special SHRM episode of The Use Case Podcast. SHRM Talent converges top talent from across the HR and Recruiting space. Luckily, William Tincup is lifting up the curtain to blessed you with some insight from these industry titans.

Allessandria Polizzi has a deep understanding of human psychology. Her well educated background has given her the unique ability to identify work oriented stressors. Minimizing the stress response to every day work challenges is the most important step to maintaining a healthy and sustainable workforce. Check out Verdant Consulting to see if they can help with your burnout problem!

Likewise, if you’re digging the podcast then subscribe through your favorite platform!

The post SHRM Talent: The Use Case of Verdant Consulting with Allessandria Polizzi appeared first on RecruitingDaily.

Highlights on the use case of WorkReels:

Hari Kolam:

Yeah, attributes are, I call them, units of intelligence in people. They are the characteristics that we desire in a person; the thing that we could never search for until now. Findem enables you to filter and look for people based on the truest sense of who they really are.

Liv Anderman:

The company was founded on this deep seated belief that people are more than their resumes. What you see of someone in a LinkedIn profile or GitHub is just a sliver of who someone is. We’re all made up of all of these attributes…both tangible attributes and intangible things. And that’s what’s so magical about the platform. Anything that you are looking for, that you can say about a person in conversation, we can find. As long as there’s some data-backed way of finding that attribute, you can search for it on our platform.

Listening time: 26 minutes

Links and other goodies

Thanks for tuning in to this special SHRM episode of The Use Case Podcast. SHRM Talent converges top talent from across the HR and Recruiting space. Luckily, William Tincup is lifting up the curtain to blessed you with some insight from these industry titans.

Hari Kolam has had a hands-on approach to the development of his platform. He knows Findem‘s technology better than anyone in the company, so when he discusses the strengths of this software you know it’s coming from the heart.

Likewise, if you’re digging the podcast then subscribe through your favorite platform!

The post SHRM Talent: The Use Case of Findem with Hari Kolam and Liv Anderman appeared first on RecruitingDaily.

Highlights about the use case of AppyHere:

Serge Massicotte:

Sometimes our customers don’t have a clear idea of their cost per hire. We have a data-driven methodology to improve the situation, so the first step is getting a baseline. Many of them are surprised that it’s more than $1000. They really, really underestimate. They think it’s 50 bucks something. And then over several weeks, we can take it down to about $200. 

AppyHere doesn’t require a resume, so it speeds up the process to apply. Most of those folks, sometimes it’s a challenge to write, so if you ask them to provide a resume to provide more information about their background, it’s not going to help.

Listening time: 28 minutes

Enjoying the podcast?

Thanks for tuning in to this special SHRM episode of The Use Case Podcast. SHRM Talent converges top talent from across the HR and Recruiting space. Luckily, William Tincup is lifting up the curtain to blessed you with some insight from these industry titans.

Serge Massicotte is the CEO of AppyHere. Simplifying the hiring process is his mission, and is making it drastically cheaper in the process. Check them out if you think your company could do better hiring hourly workers.

Likewise, if you’re digging the podcast then subscribe through your favorite platform!

The post SHRM Talent: The Use Case of AppyHere is to Streamline Your Hourly Hiring Process appeared first on RecruitingDaily.

The no-code, drag and drop approach makes Whispir accessible for any company. If you need to bulk send emails, texts, and the like they have you covered. There’s more than just one use case of Whispir, listen in to find out if this platform could make you money and make your life easier.

Highlights about the use case of Whispir:

David Gilbert:

So the north star for us has been, and always will be engagement. Ultimately if you send a message, you want it to be consumed by the recipient. I mean, it sounds pretty obvious, right? But it’s difficult because we are inundated with social media messaging. If your messages are not getting engagement, you need to do something about that.

Listening time: 25 minutes

Enjoying the podcast?

Thanks for tuning in to this special SHRM episode of The Use Case Podcast. SHRM Talent converges top talent from all across the HR and Recruiting space. Luckily, William Tincup is lifting up the curtain to blessed you with some insight from these industry titans.

David Gilbert is the Vice President of Whispir, and wants recruiters to understand that there’s a lot of ways that their platform can increase message conversion rates and keep momentum between you and your potential hires.

Likewise, if you’re digging the podcast then subscribe through your favorite platform!

The post SHRM Talent: The Use Case of Whispir is to Increase Your Bulk Send Conversion Rates appeared first on RecruitingDaily.