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Setting up new employees in your company correctly is vital to successful onboarding and employee retention. This is why it's essential to have a plan for each new hire's first day, week and probation period (if that's how your company works!). What is onboarding? Onboarding is welcoming new employees into a business, the process of getting them settled in with activities and training included. The activities can include things such as; Taking them for lunch with the team Setting up their desk with branded freebies Assisting with paperwork, etc Basic training courses Although 'onboarding' refers to the first steps that occur in the employee's time at a company, it's thought that it should last at least a year to be successful. Depending on the level at which the talent comes in, usually determines the length of time this process takes. What are the benefits of successful onboarding? A solid onboarding process has many positive impacts, including employees feeling more valued by their employer, and increasing staff engagement and pride in the company, all of which lead to reduced attrition rates. What is the timeline of onboarding? Before their first day: Send the candidate a formal job offer letter, expressing your excitement for them to join your company (some businesses like to attach the salary and job description at this point) The first contact should also have details such as how to find the office, parking arrangements, surrounding areas such as shops etc and the dress code for the office... nobody likes a surprise "casual Friday"! Prep their desk before they arrive- do you have a welcome pack? Leave it on their desk! Make sure their laptop is all ready for them to log straight into (if their job is to use one, of course!) Let the other team members know that someone new is starting, to ensure they get the welcome they deserve On the first day: Ensure key staff members are around/in the office on the first day of a new hire, to greet them and welcome them to the business Take them on a tour of the office, introducing them to key stakeholders on the way! There's nothing worse than needing to ask where the toilet is... Invite them to lunch- it can be daunting starting in a new company, especially when you don't know anybody Task them with something substantial but not daunting. You don't want them to be bored (or overwhelmed) on their first day! Give them the company handbook or policies to familiarise themselves with During the first week or two: Training should take place in the first two weeks of the candidate starting Assign them their first project, and check in on their progress as they go- don't leave them to it, but don't encroach on their thinking time... it's a balancing act of support and autonomy Set up a meeting with a peer mentor (preferably someone who isn't in their team), to answer questions and provide support during the first few weeks in their new role The first three months: Track progress that has been made since they started, and share this with them Encourage the employee to join in with events outside the office, to bond with their team Communicate with them- ask them how they feel their first quarter has gone, if they need any help with anything or if there's anything new they'd like to try! Bonus Tips: Make sure each task related to onboarding a new hire has somebody responsible- imagine somebody starting and nobody knows who is responsible for them... EEK! Be prepared for anything- being flexible to changing the way you train somebody or incorporate a new staff member is vital in making them feel welcome and accepted in their new workplace Learn from previous hires- ask your current employees what was great about their onboarding and what needs some work...

Your business is growing, and by a lot in a short period of time... There are some things that you need to consider and ensure you have processes in place in order to deal with these! Workload on Employees Possibly one of the most important things in all businesses is its people. If your employees are overworked, they most likely won't be happy. As the business grows, be transparent with the staff and share the growth strategy with them, such as when new hires will be joining the team and how long it'll take to get to where you want to be as a business. If they know when it's likely they will be receiving support from colleagues (new or current), it increases the chances that they will stick it out. Find the time to discuss workplace culture, ensuring to address matters when they arise and give back to your employees before they jump ship! Outgrowing your Space Ok so you've grown your business by 50%, great! But now people are running out of desk space... And that's not where the problems stop! More employees = more space needed. To avoid this becoming an issue, plan into the growth strategy when you will need to move to a new space, is it when you've hired 10 new employees? Think about putting this into your lease contract with your landlord, to avoid any pitfalls like extra rent or exit fees! Think about if you need an additional office, or if you would like to keep the business together in one environment. Plan accordingly. Unhappy Customers and Negative Feedback You've started to receive negative feedback about how your 'customer service is lacking' or customers have had to talk to 5 different people before they get what they want from your business... Ouch. Negative feedback is part and parcel of running a business, especially if you're customer-facing. But there are ways to reduce this likelihood when growth is a goal. Think carefully about how you monitor your feedback system, checking social media regularly and have a plan in place for handling all types of feedback. (Don't ignore- be responsive!) Don't lose touch with your loyal clients and customers, they will form your repeat business if you treat them well! Management Mistakes You're usually managing a group of 50 people, and all of a sudden, there are 100 extra members of staff. Now what? Your normal management system probably won't work as effectively as it did with fewer employees. Management mistakes to look out for: Not delegating Forgetting to give praise Ignoring Marketing Being negative More people = more personalities and different ways of working. So how can you solve this? Outsource a team of HR consultancy professionals to support with your business growth (hey, we're over here!), ensure you have enough management in place to handle each part of the business and employ the RIGHT people for the job. Cashflow To begin with, there may be a shortage of money whilst expanding the business. Taking on more staff and leasing a bigger space are costly, and you need to take this into consideration. How will you solve this before it becomes detrimental to your company and its reputation? Before thinking about the physical growth of the business, ensure ALL policies- especially financial ones- are up-to-date and bulletproof! Make sure you're doing your part with accounts receivable- include procedures for payment in your contracts and invoices. Make the information readily available to all customers and clients! Company Culture Losses As smaller businesses grow, they can lose that 'family feel' very quickly as different personalities are added to the mix and there's a lot of adjusting to do. It can be tricky to hold on to the culture of the company, especially if your culture is based around you being a small to medium business. So what can be done? When hiring, look for candidates who are qualified, can do their job well and contribute to company culture. (But DON'T just hire on 'company fit') Designate someone to focus on positive company culture Recognise employee contributions and achievements Develop traditions that continue through the growth process Growing your business can be a super exciting time, but failing to prepare for the shortcomings that could occur due to this, could be the downfall of your business... Using our tips above you may just avoid that! Not sure on where to start? Contact us today for support!

With a reported 3.5% of the UK population having (diagnosed) ADHD and a further group of adults who are yet to be diagnosed, you're bound to be working with at least one person or know of somebody with the disorder. This is why it is super important, to know how to support those with ADHD in the workplace. People with ADHD have a myriad of positive attributes that contribute to their work such as creative thinking, entrepreneurial skills, the ability to hyperfocus, empathy for others, attention to detail and many others. So, how can you best support your ADHD employee? 1. Ask them what they need. Simple? You'd be surprised at how many employers forget the most basic act of asking their ADHD employees what they need, and how they can be supported to perform their best. 2. Offer a different environment (if that's what they need). Having ADHD can make it difficult to focus on tasks when there is outside noise/stimuli to distract you. Having a singular desk away from the 'hustle and bustle' MAY help with focus, although some people with ADHD prefer to be around people for accountability and body doubling (more about this further down). 3. Allow remote working. People with ADHD can struggle with emotional dysregulation, which can cause them to find it tricky to perform everyday tasks, such as socialising with others in the office or hour-long face-to-face meetings. Allowing your employees to work remotely if they need to focus away from others is a way around this. 4. Set clear deadlines. Time blindness is real. Provide all the information clearly to them in writing (or get them to write it down), in advance and check in along the way to ensure your task has been started. People with ADHD are known for leaving things to the last minute to use the pressure of a deadline to get the job done. TOP TIP: Set fake deadlines if you need to check something before it gets sent :) 5. Provide instructions in writing. Even after asking them in person, email them clear instructions with the deadline attached (and maybe CC their mentor/manager for some accountability). This will help to ensure you cover all bases. 6. Break down tasks into chunks. If you are giving someone with ADHD a mountainous task, don't be surprised if they get overwhelmed at the thought of it. Break it down into smaller, achievable tasks, that they are able to complete. 7. Visual prompts. It's easy to forget what task you are doing if somebody pulls your attention away. Remind them to use Post-it notes for reminders of tasks and keep things visible on their desk. "Out of sight, out of mind" was invented by someone with ADHD we're sure of it! 8. Allow headphones/earplugs. People with ADHD can focus better when listening to ambient sounds or music (which means they won't be able to talk to you during this time.) Don't be offended if they aren't talking to you, they are most likely in hyperfocus mode and cannot be distracted. Allow them to focus, get to know their focus mode and what that looks like for them and DO NOT disturb them. 9. Timers! Encourage the use of timers to ensure the best use of their time. (Pomodoro timers work wonders - 25 minutes focus, 5-minute break, etc.) Allow regular brain breaks, with the use of timers. Schedule breaks or switch locations during longer meetings, they can lose focus easily in longer meetings having to sit down for long periods of time. 10. Set agendas for meetings. 'Quick chat' is NOT a meeting title. Adding a simple 'about ......' is easy and saves a lot of stress (and questions for you to answer!). Within the meeting notes, add a note about what they might need to prepare before the meeting, bring to the meeting or even a short description of what is going to be discussed is useful. Don't spring meetings on them suddenly, this can cause panic. *Remember everyone with ADHD is different.* What works for one person may not work for another, so keep the communication open and honest. This will ensure you don't assume any needs or speak for them in any way (they know themselves better than you do, no matter how many books you've read on ADHD symptoms...)

Recently in relation to a social media post regarding ‘the best way to find a job’ an insightful comment was made about how Applicant Tracking Systems (ATS) do not always work for neurodivergent applicants. This blog will explore the accessibility of ATS Technology for those with neurodivergent brains. In an evolving world of work where equity is an essential part of any organisation’s Equality, Diversity & Inclusion (EDI) policy, barriers to entry for job seekers are not always clear. ATS technology and company careers sites need to be on point from an Employer Value Proposition (EVP) perspective and ensure the best talent can access career opportunities on offer. With only 16% of autistic adults in full-time employment (National Autistic Society) and dyslexic, dyspraxic and dyscalculic individuals stating simple adjustments and wider understanding would improve their ability to be engaged and retained in work, talent attraction must evolve. With the ever-present war for talent considering neurodivergent individuals as "talent that has been substantially overlooked.” (CIPD) Successful engagement brings diversity of thought and strengths including innovation, analytical thinking, focus and attention to detail. Inclusivity and equity create organisational benefit for all, improving engagement, affecting change, and supporting a workplace culture that serves employee and community needs whilst positively impacting productivity, retention, and the bottom line. So, what can be done? Make your website and recruitment technology accessible. If budget allows, consider website accessibility tools. Keep application processes straightforward and easy to follow. Consider other ways for candidates to apply, via email or telephone. Offer the opportunity for reasonable adjustments throughout the attraction, engagement, and assessment processes (and beyond). Evaluate your assessment process - Standard interviews can limit opportunities for neurodivergent candidates. Consider more inclusive assessments and take a skills-first approach. Remember some tools create bias by traditionally filtering out - spelling mistakes and CV gaps. Remove unconscious bias - Educate and train your workforce and hiring community. Challenge individual biases. (See our blog here) Be engaging, supportive and empathetic. Champion advocacy and do the right thing. Work collaboratively with your recruitment partner to ensure attraction, assessment and onboarding is equitable and take a continuous improvement approach. For tips on employing people with autism, visit the National Autistic Society. To support employees with ADHD, see the welfare pack from ADHD UK. Looking to attract more diverse candidates to your business? Check out our blog on how!

Should you upskill current employees or hire new talent? Depending on your industry you might be finding it hard right now to hire the talent you need for your business to grow and thrive. It throws up the question of whether or not there's an opportunity to explore filling skills gaps by upskilling current staff. It's not an easy decision. One that has a few pros and cons on each side. In this blog, we explore the benefits of both approaches and some things for you to consider before deciding whether to upskill current staff or hire new talent. What are the benefits of upskilling staff? 1. Confidence is increased Staff who feel confident in their ideas are more likely to share their ideas, and those ideas are more likely to be backed up with evidence from their learning! You will see an improvement in proactive behaviour at work- Staff members will be encouraged to work proactively rather than reactively if they feel prepared and educated to. 2. Improved productivity Employees feel more productive when they are developing in their career and will contribute more to the business’s success. Staff engagement will improve, which in turn will improve productivity during office hours (and enjoyment outside of work hours too!). 3. Soft skills are developed Training courses (especially ones held in person or in a group) provide space for employees to improve and develop their soft skills such as communication, resilience and adaptability. Developed soft skills allow for improvement across the teams in your business, as improved communication and adaptability are always needed (whether people think so or not!). 4. Change can happen Training employees in new technology or software that will be used in your company allows them to progress with the company, rather than being left behind and feeling resentful of the changes happening. New programme on your computers? No problem! 5. Retention of staff improved Staff who feel valued and educated, are more likely to stay in their role (Deloitte via Harvard Business Review). Being educated and trained whilst IN their role means that employees are more likely to feel valued at work. What are the cons of upskilling? Are there any? Well, there are downsides to everything… but what could be the cons of training your current staff members? 1. You open your staff up for ‘poaching’ Naturally, investing time and possibly money into an employee to improve their knowledge and/or experience can be a slightly scary thing to do. Once they have gained the skills from the training you provided, who is to say they won’t move on to the ‘next best offer’? This is where it is important to pair the right training with other benefits of staying in your company, such as an emphasis on work-life balance or the introduction of a pay increase due to their newly-earned qualification (should that be the training they have received). 2. It can be costly Some courses can cost you more than it would to hire a new employee in the short term but in the long term, investing in your staff is a great way of showing them you care and they deserve to be in your business. So, it’s up to you to decide… are your employees worth investing in (hint: it’s 99.9% of the time a huge yes!) 3. You create extra vacancies If you are training a member of staff who has foundational skills in one area but would like to move to another area of the business, you may just open up one (or more) vacancies as they progress into their new role. Example: You train a hair stylist as a colourist, which leaves space for a hairstylist in the business after the stylist moves to their new role. Unless you have planned for this, in your business strategy, this can be a BIG spanner in the works! Okay so you’re not sure paying for training is the way to go for now.. so what are the alternatives to fill skills shortages in your business? Mentoring Arguably the cheapest alternative to upskilling, is mentoring. Mentoring requires an established member of staff to provide advice and guidance to a less experienced employee. The result? Both mentor and mentee gain a great deal here - the skills shared from mentor to mentee could enable the mentee to create or take advantage of opportunities within the business. The downside? It's hard to do en masse, and consistently well. Each mentor will have a different approach and the mentors themselves may need support in delivering coaching. Job shadowing Similar to mentorship in its cost and involvement from other employees, job shadowing offers a cheap alternative to upskilling via training programmes. Allowing new or inexperienced employees to shadow a more established member of staff improves workplace behaviours and provides clarity around roles. This is something you can add into the induction or development process as an embedded practice. Hiring new talent This can be the option most employers have as a last resort. Why? It’s expensive, it requires extra time for preparing the employee for their new role in your company and you’re not sure if they will make a good fit for the business. (To be sure you’re hiring the right staff members takes a lot of work!) That’s not to say that it can’t be a great investment to hire a new employee… they can offer a range of benefits too! Overall it comes down to the talent and skill requirements of your business and an understanding of the skills landscape of talent available to hire is required to ensure you're making the right choice. One thing’s for sure, talent that's invested in will pay dividends, so whether it's upskilling or ensuring your current workforce has learning and development in place, it’s important to weigh up your options. Optamor can support you with both training needs and understanding the talent landscape, using our labour market reports to support you with your resourcing strategy. We have access to a variety of training providers to enable you the best rates to help upskill and develop your employees throughout their careers. Sources: 3 Ways to Boost Retention Through Professional Development (hbr.org) Workers are quitting their jobs due to lack of training, study finds | The Independent | The Independent

Inclusivity is a word that is thrown around a lot. But what does it mean to be truly inclusive? As an employer, these are things you should think about on a daily basis, checking that you provide (and encourage) a comfortable environment for everybody you employ and people that visit or deal with your business. To be a more inclusive employer, there are several things you can do. Here are some tips: 1.Provide diversity and inclusion training for all employees. This can help raise awareness and promote a more inclusive workplace. Training could cover topics such as cultural competency, unconscious bias, and inclusive communication. The training should be mandatory for all employees, from managers to executives. 2. Recruit from a diverse pool of candidates. This can help ensure that your workforce reflects the diversity of the community you serve. To do this, you can attend job fairs targeting under-represented groups and use inclusive language in your job postings. 3. Create a culture of inclusion. This means actively promoting diversity and inclusion in all aspects of your organisation, from hiring to promotion to day-to-day interactions. This can include establishing diversity and inclusion committees, creating employee resource groups, and providing mentorship and sponsorship programs. 4. Provide accommodations for employees with disabilities. This can include physical accommodations, such as wheelchair ramps, as well as accommodations for employees with learning disabilities or mental health conditions. Employers should have a process in place for employees to request accommodations and should work with employees to find the best solutions. 5. Foster open communication. Encourage employees to speak up if they feel excluded or discriminated against, and take their concerns seriously. Employers should have a clear process for employees to report incidents of discrimination or harassment and should provide support and resources for employees who experience these issues. 6. Use inclusive language. Avoid language that is gendered, ableist, or otherwise exclusionary. Use gender-neutral pronouns and avoid making assumptions about people based on their appearance or background. Employers should also avoid using language that reinforces stereotypes or perpetuates biases. 7. Celebrate diversity. Host events and celebrations that recognise the diversity of your workforce and the community you serve. This can include cultural celebrations, diversity and inclusion training sessions, and employee recognition programs. Celebrating diversity can help build a sense of community and belonging among employees, and can also help attract and retain diverse talent. By implementing these strategies, you can create a more inclusive workplace that values diversity and promotes a culture of respect and acceptance.

Equality. Diversity. Inclusion. Ring any bells? If not, you’ll probably want to climb out from under that rock pretty soon, get some fresh air. Jokes aside, though, failing to keep ahead of the curve and diversifying could already be hurting your business. According to research conducted by McKinsey, companies identified as diverse and inclusive were 35% more likely to outperform their competitors. And in a study from Glassdoor 2 out of 3 job candidates look for workplaces committed to EDI. Holding off is impacting your profits, and your recruitment. So, how do you fix it? How can you diversify your talent pool? As with most things, it starts from within. The ‘Cultural Reset’ It’s time for a culture audit. You may already be in the defined EVP (employee value proposition) gang, with your mission and values beautifully written out, covering the office walls. But writing out and living out are two very different things. A culture audit will ground you in facts: workplace policy, the people, who’s getting promoted, how high up your efforts have reached. Listen to your colleagues, across all levels of the organisation, and start drawing up your benchmarks. Bear in mind that this employee involvement is not a one-and-done either– continue to foster a listening culture, seeking feedback through anonymous surveys, structured discussions with a HR representative, nominating a team diversity/inclusion head, even within each branch of your organisation. Find the source of any problems. Then you can move on to solving them. But what could ‘solutions’ look like in practice? We hear you– stick with us! Transparency Emphasise that it may take two or three years to achieve full inclusivity—but you’ll set milestones along the way. Circulate your action plan throughout the company so that everyone knows you’re building an intentional culture, step by step. Continue to hold 'town halls' and smaller meetings, and use newsletters and other internal forums to update employees on your progress. Define what success looks like for recruitment cycles and create a roadmap for year-on-year improvements. Be honest about present shortcomings with your employees and applicants, and demonstrate your commitment to making changes→ more listening than talking, more asking questions than providing answers. Everyday is a learning day… Foster candid discussions around underrepresentation and the positive impact that a more diverse workforce can provide→ better serving candidates and clients from a variety of backgrounds. Discuss within your workplace why underrepresentation exists and how our unconscious biases or behaviours can be detrimental to social mobility efforts. Assign a leader in your team that is your expert in diversity and social mobility, ensuring all processes are built with them as a key contributor. Ingrain these ideas within your in-house training and onboarding, and ensure your workplace promotes a learning culture- there's always further to go. Who are you talking to? No, really, WHO? Make use of targeted/bespoke messaging. Work on a targeted level, ensuring communication to each demographic is relevant and engaging. Talk to candidates on their own terms, creating individual journeys based on their career focus and the barriers to them achieving this. Make bespoke reference to relevant areas in messaging, application processes, coaching and onboarding. Offer insight days. Take the road less travelled Change up the routes to accessing your place of work; Actively diversify talent pools through embedding wider partnerships, programmes, bootcamps/courses in your company agenda. Assess applicants for potential rather than experience, dependent on role. Revamp your recruitment Sense check your recruitment practices: what matters most to you and your organisation–do they actually need to be a ‘team-player’, or fluent in that one specific coding language? If not, get rid. Focus in on conversion at each stage of your application process, to identify areas which may unfairly disadvantage or restrict access to certain candidate groups, and embed inclusion identifiers at each stage of your recruitment process. Consider the questions you NEED to be asking→ well defined multiple choice answers are suggested as the most effective for parity. Pre-empt stages of the application process that may cause candidates challenges and provide active coaching as part of the process. Audit your current application requirements – consider removing school grade or university tier requirements. Many leading employers have already done this. Consider creating a stream specifically for candidates who may not otherwise be able to access your sector. Actively train recruiters to look for transferrable skills picked up during part-time job work experience. Send out interview guides to each candidate, ensuring they can make an impact when we see them–what to highlight, how to prep. Change doesn’t happen overnight: this is a process, not a quick-fix. But the most important thing is getting started. Remember too that you don’t have to do it alone, becoming an expert in all things EDI and never making another mistake again. Instead, lean on established resources– the real experts–which we can help you find. And, crucially, keep showing up for EDI. Speak to our training team about the right solutions for you, whether that be unconscious bias training, emotional intelligence audits, or an overhaul of your hiring process.

The phrase ‘Great Resignation’ is probably not new to you at this point. The pandemic, unarguably, sparked the new demand for hybrid working arrangements. But its effects on the workplace go much further than talent just wanting to wear their PJ bottoms to meetings. As a result of some time to reflect and the ongoing talent shortage, numerous revelations about what exactly an employee can now come to expect from an employer have pervaded the employment space. So how can you as a company avoid the dreaded breakup-esque discussion with your valued staff? 77% of the reasons behind employee departures are preventable. We hear the same reasoning cited time and again–companies falling short of the now standard demands for greater efficiency, flexibility, and the elusive ‘culture’. The first two are easy enough to tackle. In most professions, allowing for hybrid and flexible working arrangements is not especially difficult to accommodate–asynchronous working has the potential to cause a few more issues, but even this has its quick fixes. Flexibility, check. In terms of efficiency, you’ll have seen the proliferating op-eds on ‘Zoom fatigue’, meetings for the sake of meetings, and the eternal presenteeism-based performance metrics. But, so long as you don’t inundate employees with meeting invites, peppering their inbox with zoom links, you’re unlikely to push them out the door. So what is it? What separates effective talent retention from talent loss? Here are some of our ideas on the subject: Potential for Professional Development: You don’t want to be considered another ‘dead-end job’? Then do something about it. If your employees can see no possibility of professional growth, upskilling, or any form of career progress, they’re not going to stick around. This doesn’t mean boot out all your upper management and promote EVERYONE. Promotion is not the only way to progress; it’s different for everybody, and your workplace should reflect this. Role expansion, greater responsibility, a shift to an adjacent project–you should be plotting out with employees which areas they’re seeking development in and tailor their ‘path’ accordingly. Allowing employees to take control of their career in this manner, and demonstrating your capacity to support them, provokes a buy-in from the individual, keeping them engaged rather than feeling stifled or stagnant. Role Clarity and Effective Delegation This begins before the talent even sees your job ad. Do you know what you expect from this role, and therefore the individual that takes it on? Are the different roles in your company clearly delineated, or do all the lines sort of blur… Talent does not want to be forever picking up the slack, deviating from their perception of their own job. Lacking job clarity is one sure-fire way to push people out; does the term ‘burnout’ ring any bells? A key part of this element involves empowering employees to set their own boundaries. Boundaries, boundaries, boundaries. They apply everywhere in the workplace. But this doesn’t exactly stem from role clarity alone, but rather the looming shape overhanging this entire piece. Culture Shocker, we know. But everything comes back to this. In fact, 88% of employees and 94% of company leaders consider establishing a distinct workplace culture as a key factor for success’– hitting you with all the stats! A company culture of transparency and listening, for instance, is how you foster effective delegation of tasks, and minimise the risk of burnout. What exactly is culture? Well, it’s expressed in whether employees are credited for their work, whether there’s an ingrained sense of mentorship, rather than a ‘pulling up the ladder behind me’ mentality. It’s in your relationship with your boss–do you feel listened to? Supported? Or just as another resource for them to pull from. And you don’t get to cop out just because you don’t necessarily work in a physical office! The onus remains upon you as a company to curate and implement a digitally-based culture; recognition for a job well done, or the possibility of regular check-ins/chats doesn’t disappear with the obsoletion of fob access, it just might require a little more effort to start. Culture is the clearly articulated values which underpin a company, visibly ‘lived’ every day in the workplace. Culture is what will set your company apart, not a monthly team breakfast or the ability to work from home two days a week. Establishing a company culture isn’t easy: it means communicating your vision, your mission and your objectives across the team. And if you haven’t yet defined these things, you better get on it ASAP. Figure out what exactly your Employee Value Proposition is, and ensure that it matches the reality of day-to-day life in your office. An authentic, clearly defined culture is the only way to ensure talent retention, long term, not just until the Amazon vouchers run out.

As you’re likely aware, talent is scarce right now: the world of work has evolved in such a (relatively) short period of time, the pandemic accelerating new ways of working. Candidates have the luxury of choice, with employers scrambling for a voice in a crowded market. And with job advertisements and boards increasing their costs, it’s becoming even more costly to find the right hire. Today we’ll talk about the key considerations when it comes to talent attraction, and how you can reclaim control of your talent acquisition efforts. 1) Do we have a defined culture and set of values? Before, when employers held the power and pick of the bunch, a considered culture was seen as ‘nice to have’ and saved only for those elite corporations with cash to spare. Now? It’s a must-have for any businesses looking to grow. It’s no shock that we spend a LOT of timeworking (regardless if it’s remote or not!) So, now that talent has the luxury of choice, the reasons for saying yes to a job offer (or even to apply) centre more around the right ‘fit’ and with a company. Candidates can no longer be convinced by a swish office location– even less relevant now–or a comfortable salary. The vibes need to be right. Back in the day you’d have a role to fill, circulate a job spec and the talent would have two questions: Can I do it? Is it commutable? Tick and tick= great I’ll apply. Now, with the potential to work from wherever they want, employers need to think outside the box a little, in order to become more attractive to potential hires. A considered culture, or developing an employee value proposition (EVP), involves your current workforce, yes, but also takes into account who you want working for you in the future. Put simply, if you know your strengths and weaknesses you can use them as leverage to help retain and attract new hires into your business. Your EVP is more than your benefits package; it’s your culture, your values and the promises you make as an employer to your employees. Creating an EVP that resonates with current and future employees makes talent attraction easier, giving recruitment teams (whether internal or via an RPO or MSP provider like ourselves) a framework to work from. AND, if you go one step further and sync your marketing department up with an employer brand, you’ll reap the rewards of how a strong visual and written message can help to reach and engage with your audience. 2) Am I thinking like a marketer? A job role advert, a social post, a post on a careers website or a telephone call; every time you engage with a potential candidate you have the opportunity to ‘sell’ to them– why should they join your business? In marketing the best way to sell to someone is to really know them, to create something called ‘personas’ in order to better understand their motivations and thus what they’ll resonate with. Imagine, for example, that you’re hiring for a highly technical role. You write out a list of things this person must be, the experience, the qualifications and the day-to-day duties. But, stop to consider… Who is currently in this role, what type of person are they? What are other people within this type of role like? You may have to make some assumptions, but the best thing is to actually ask questions. Ask your valued employees about their interests, their motivations for choosing your company, what matters most to them (salary aside). Don’t get us wrong, not every financial advisor will be the same, but there are likely to be some connections, and by building this ‘persona’ you’ll have a starting point. You can use these insights (even going so far as the types of TV show they like, if you fancy) to tailor the type of language you might use, or the parts of the job spec to place emphasis on. For example, a senior leader may feel motivated by the idea of more autonomy, or the ability to lead an innovative project. In contrast, someone who likes remaining within the bounds of their comfort zone may prefer the opportunity to operate within a team as a specialist in one particular aspect of the business. By thinking like a marketer across all touchpoints, you create human connections based on the type of person typically best suited for these roles. Now of course, we’re not saying you should discriminate or only target those, but speaking the language of those most likely to be successful can help you attract more talent. 3) Am I just thinking about myself? This one is hard. It IS about you. It’s your role, your company, your money, your business goals. But there’s a line - the best in the talent attraction game know how to structure job adverts and careers sites with the right ratio of me : you. Consider what a candidate really cares about. Too much ‘waffle’ or self-indulgent talk can feel out of touch (depending on the persona) but also risks the chance they won’t reach the content that will convince them that your role/ business is worth their time. In this digital age of the ‘scroll’, businesses need to be mindful that every word is grabbing attention, or risk losing the candidate to the next post on their LinkedIn feed. Syncing up HR with your marketing department, if not done already, has success written all over it. The shared goal of talent attraction should be a key content pillar within their marketing strategy. By working with them to create and facilitate the EVP, Persona Mapping and Content optimisation you’ll find your job adverts will start to gain more traction. Feel like you're solid on the above? We've got some tips on how to deal with a candidate sparse market here.

It’s all very well us telling you to sort out your employee value proposition, and then to amplify it. But what, exactly, would that look like in practice? Below we’ve gathered a few of our favourites (and some which could still do with a little work) to give you some ideas. IMPRESSION A certified ‘Great Place to Work 2022’, and specialising in digital marketing, one might expect a strong EVP from Impression. And you’d be right. Their website fluidly communicates the central tenets of their working and business practices (as affirmed by numerous 5 star glassdoor reviews, echoing the same things!) with clear infographics, and consistency across their social media platforms. In particular the people-centred branding is maintained, and employees championed for their outside-work contributions. Ultimately, “results, respect, flexibility, learning culture and social impact” are what Impression elected to spotlight in relation to their culture and approach, and by all accounts this seems to be aligned with reality. Good job! Novos An e-commerce consultancy, based on P2P, Novos prides itself on its people- (and wellbeing-) centred approach; something which is successfully communicated through their employer brand. The alignment between EVP and branding even goes so far as to visually embody their values–the simplicity, honesty and transparency tracks all the way down to the minimalist website design. Their values are clearly and simply laid out, with added flair from the ‘Our Story’ section. They describe their workplace as ‘where employee happiness is valued as much as their performance’, and (based again on employee feedback) this does seem to be the case. Wild Nutrition The elements of the Wild Nutrition brand which they seem to be highlighting include constructing a supportive, inclusive community, with room for both independence and cooperation. HubSpot Last but certainly not least, we have HubSpot. With a 128 page slide deck defining their ‘Culture Code’, it’s safe to say that HubSpot may have this one sorted. And the employee reviews are pretty glowing too. The company defines its culture as one which prioritises employee wellbeing, learning and development, and is overall characterised by fun. The last part is difficult to speak to, but the former elements are substantiated as their real practice by actual, practical steps detailed across their site and socials. The allowance for hybrid working, nowadays, is perhaps not the draw it used to be–most workplaces now offer it, after all. However, the focus upon professional development and fostering a learning culture is evident from their detailed training offering, and with perks like unlimited vacation and emphasis on work/life balance they do appear to be pretty invested in their employees’ wellbeing. Overall, a coherent, cohesive and well thought-out EVP. For more on how you can complete a culture audit in your workplace, check out our previous blog on how to create your own EVP.

The two terms EVP and Employer Brand are used so interchangeably. Yet, while related, they constitute completely different pieces in the wider puzzle of talent attraction. In our previous blog we discussed what an EVP is, and touched on Employer Brand. Today we’ll dive deeper into the Employer Brand: what it is and how it differs from the EVP. To recap - an EVP is ‘corporate speak’ for defining, or just clarifying what you promise and offer to your employees. Made up of various ‘ingredients’ within ‘Internal Brand Experience’ and ‘External Brand Perception’, it’s your offering to employees beyond remuneration. So, what is an Employer Brand? It’s as simple or as complex as you wish it to be. In simple terms, it’s a ‘visual theme’ to your internal and external comms. Defined straplines and consistent visuals help to create this ‘identity’ that is harmonious but separate to your main brand. How does the EVP differ from the Employer Brand? Your EVP is the foundation; without doing the work here you’ll have nothing to amplify/communicate via an Employer Brand. An EVP - as we explore in more detail in our previous blog– considers the needs and wants of employees. Using Maslow’s Hierarchy of Needs, employers can work through the ‘Internal’ part of the EVP, separating Self-Actualisation from Physiological Needs. In doing so, you ensure that your offering, culture and values meet (and perhaps surpasses) those basic requirements, allowing you to attract and retain talent more easily. The next step is to find and implement an effective method of communicating this to your target audience. The brand is just that. It’s the visuals, the colours, the imagery and the marketing communications strategy on getting the message in front of the right people. Without the message it cannot exist (or it’ll fall flat). Without a properly defined employer brand, you can’t get the message out. So you see, EVP and employer branding are not the same. They are, however, inextricably connected–in the end, it takes two to tango. In our next blog we’ll take you through some of the best examples of EVP, and some practical tips on how to bring EVP to life.

The world of business faces many challenges, recruitment being just one of them. But, it’s a challenge the senior leadership team can take back control of, all with the help of an EVP. Not sure what an EVP is? Read on to find out! What is an EVP? In a nutshell, it’s corporate speak for what your business can offer its employees (beyond a salary!) For a more official definition: An Employee Value Proposition, or EVP, is the way in which a business presents anything that has a ‘value’ to people who would work for, and with, them in return for their skills and experience. Why do you need it? Your EVP encapsulates the features and benefits of your workplace. Developing an effective EVP enables you to send a clear, succinct message to potential new hires. Getting this right can attract the right talent with values that are aligned with those of the business, significantly reducing costs associated with recruitment–onboarding, additional training etc. Your business strategy determines where your business is going and why it is headed there. An EVP articulates why people should come on the journey with you. More than remuneration - the ingredients of an EVP…. Using the visual above we split the ‘ingredients’ (based on Maslow’s Hierarchy of Needs) of the EVP into two parts; Internal Brand Experience and your External Brand Perception. Internal Brand Experience: Self Actualisation Employees need to know they have an environment (be that physical, or digital!) to reach their full potential, the most that they can be!. This sense of fulfilment can come in variety of ways including: Can I make a difference? Hierarchical Recognition Career Progression and Opportunities Training & Development Did you know 79% of employees cite lack of appreciation as their reason for leaving - according to research by OCtanner. Internal Brand Experience: Physiological Needs Your talent needs to know they can get what they need to survive. In a work setting this can include knowing the below areas meet their requirements: Clear purpose and direction Communication Culture and Team Remuneration and Benefits External Brand Perception - breathing life into your EVP with Employer Branding and Candidate Experience. This set of ingredients is about how your EVP is observed externally (hello, talent attraction!) split across both First Impressions and First Experiences. This covers the touchpoints, messages and experiences (both with humans and your tech-stack!). From Job advert, to induction–your EVP plays a key role in communicating your business’ ‘what’s in it for me'’ to attract, and convince talent to work with you. Your employer brand does a lot of the heavy lifting here, but it’s only as good as its delivery. You can talk the talk, but you definitely need to walk the walk too. In our next blog we talk more in detail how EVP and Employer Branding differ, and some best practices on how to amplify those key messages to potential hires.