2017HIRING

OUTLOOK
Strategies for engaging with todays
talent and improving the
candidate experience

A guide for employers by The Execu|Search Group

 2 INTRODUCTION

4 COLLECTING THE DATA

5 IMPROVING THE CANDIDATE EXPERIENCE TO ATTRACT TOP TALENT

10 ENGAGEMENT: THE KEY TO IMPROVING THE EMPLOYMENT EXPERIENCE

16 FACILITATING CULTURE THROUGH LEADERSHIP

20 SOURCES

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 2017 HIRING OUTLOOK:
Strategies for engaging with todays talent and improving the candidate experience

Last year, it was clear that the job market was not only recovering, but changing. Consequently, these
changes have given way to an entirely new type of candidate profile; one in which job seekers have the
advantage and millennials have become the largest share of the American workforcewith both factors
bringing an entirely new set of career needs to the table.

Millennials are
projected to
make up 65%
75%
of the working
professionals we
surveyed are open
of the workforce
to freelance or
in 2030.
contract work.

For the 2017 Hiring Outlook, weve collected data that further proves that employers will likely miss
out on top talent if they dont address these changes. According to the Bureau of Labor Statistics,
the national unemployment rate as of November 2016 was 4.6%; the lowest its been since 2007.

While professionals are aware that this uptick UNEMPLOYMENT RATE

in hiring puts them in a position to be more (seasonally adjusted)

selective when making career decisions, 10

they also have a wealth of resources at
their disposal to determine whether their
PERCENT

8
current employer is offering them benefits
or opportunities that are competitive with
6
current market trends.

4
06 07 08 09 10 11 12 13 14 15 16
YEAR

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 With this in mind, employers need to embrace transparency in the workplace. However, this is an effort that
has to be deeply rooted in company culture to be successful. Companies that want to secure the talent they
need should first understand what has to change from within to better engage with these professionals at
all stages of the employee life cycle.

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 In sum, this means more than making a few small changes to the way an organization approaches attraction
and retention. While that is certainly part of the puzzle, companies should put more emphasis on creating a
unified culture that empowers employees, focuses on career development, and facilitates a new model
of leadership. It is the latter efforts that can better inform employers talent engagement efforts throughout
the next 12 months.

COLLECTING THE DATA

To gain a full understanding of what professionals are seeking in their careers and whether their employers
are meeting these needs, we surveyed over 1,000 job seekers, working professionals, and hiring decision
makers that we partnered with in the past year.

This allowed us to gather a wide cross-section of insight from professionals at varying experience levels
and from different sectors on what they value most in an employer and what they tend to prioritize in
their careermaking it possible to evaluate whether these findings are in line with what employers are
offering their staff.

To help guide employers on how they can facilitate a transparent culture that not only attracts
talent, but increases motivation and engagement amongst employees, this eBook offers a unique
perspective into:

How to improve the candidate experience to attract top talent in todays job market

Investing in your employees to reduce turnover and ensure the organizations success

Facilitating a new model of leadership that empowers all generations of employees,

from baby boomers to millennials

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IMPROVING
THE CANDIDATE
EXPERIENCE TO
ATTRACT TOP
TALENT

In todays economy, many employers have been

faced with a new challenge: how to attract talent
in a candidate-driven market. While this may not
be news for some, current market trends imply
that the stakes are higher than ever before. With
the unemployment rate at a nine-year low and job 61%
of respondents to our
creation in the private sector proceeding at a steady
candidate survey reported
rate, professionals are growing more confident in they were interviewing
the labor market. for 2+ roles during the
interview process for their
With job seekers interviewing for multiple jobs current position.
simultaneously, they are much more likely to hold out
for the opportunity that meets their needs than they
were in years past. As a result, one simple misstep
in an organizations hiring process can quickly
change a candidates mind about an opportunity
they were once excited to pursue. Since this can lead them to take their talent elsewhere, its clear that
employers need to start closing the deal much earlier than they might expectduring the application
and interview processes.

Why? Before they can accept an offer, a candidate needs to feel that they received an authentic,
well-rounded view of the role as well as the company. To create this sense of trust, consistency and
transparency need to be imparted into each touchpoint of the hiring process.

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 That being said, the following practices can help all parties involved in hiring and onboardingfrom talent
acquisition to human resources to the hiring managercreate a more positive experience that improves
offer acceptance rates and builds the organizations reputation as a great place to work:

STEP
PORTRAY A STRONG EMPLOYER BRAND
ONE

In todays digital world, most, if not all, professionals

utilize the internet to either apply for jobs or conduct
company research before an interview.

Thats why its important to understand that strong

employer branding is often the first step in attracting
talent. Not only can it help build a connection
HALF of the working professionals who
with a prospective hire, but it introduces them to
responded to our survey spend over 30
who you are, what you do, and why youre a great minutes researching a company before
place to work. applying and/or interviewing for a role.

While the extent to which this should be done will certainly vary by industry, these are messages that
should be communicated across all platforms that are relevant to the organizations business and
recruitment efforts.

HIRING TIP: Company culture and the organizations mission and values
which are the top factors that employers feel attract candidates to their
organizationshould be emphasized across the following channels as they
were also found to be top priorities for working professionals.

Company website Social media outlets

Career sites 3rd party review sites

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6
 STEP PAINT A COMPLETE PICTURE OF THE ROLE
TWO

To attract the most qualified candidates, its important to ensure all relevant parties have a full understanding
of the role and what it entails. If the job description varies from person to person during the interview
process, this can be a major red flag that there is no clear definition of the role. Without fully knowing
what to expect, the candidate may fear that the job they originally applied to might turn out to be something
completely different, and as a result, bow out of the process altogether.

HIRING TIP: Not only does this help define the type of candidate that the
hiring manager should be looking for, but it allows job seekers to decide if
the position is the right fit for their background and overall career goals. To
eliminate any miscommunication about the role, make sure everyone meeting
with the candidate is aligned on these basics:

The title Primary responsibilities

The department Potential growth
The manager opportunities

STEP HIGHLIGHT THE VISION:

THREE

Similarly, all interviewers need to be able to speak to the

companys mission and how they envision the applicant
complementing it. To do this, everyone involved in the
process should be informed of and be able to articulate the
companys mission and beliefs.

Professionalsparticularly millennialswant to work for

34% of working professionals said
a purpose, so helping them understand how their unique
their interviewer could not convey
skillset and contributions will fit into the big picture is a the overall impact that their role
keyyet often overlookedstep in the interview process. has on the companys goals.

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 HIRING TIP: To convey a united message about the vision of the role, all
people involved in the interview process should debrief each other on:

The business objectives and how How the role will help the
they relate to the role company make an impact on
How this person would contribute the industry, the world, its
to the companys bottom line stakeholders, etc.
The challenges the role will be
addressing

STEP EMPHASIZE THE COMPANY CULTURE

FOUR

Working for an organization with a unique and attractive

identity has always been important to professionals, but
today, it matters even more. In fact, an increasing number
of professionals wont even entertain an offer unless they
feel confident that they fit into the company culture.
45%
of working professionals do
This disconnect makes it clear that its not enough to not feel that their interviewer
simply say that the organization offers the elements made the effort to give
of a great culture. Instead, hiring decision makers need them an introduction to the
to prove it by giving the candidate an accurate view of company culture when they
were interviewing for their
what its like to actually work for the organization. Thats current position.
why culture is another area where authenticity is critical.
Everyone, from the chief executives to any prospective
team members, needs to be selling the same message
about the companys beliefs and practices.

HIRING TIP: This especially relates to the following elements, which were ranked
by working professionals as the most important aspects of company culture:

Opportunities for professional Collaboration with team members

development Access to leadership/management
Emphasis on work-life balance

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8
 STEP
FIVE BE FLEXIBLE + EFFICIENT

When job seekers are interviewing with multiple companies, the inability to be flexible with current market
trends can lead employers to miss out on top talent. For example, taking too long to make an offer is just
one way in which this sense of inflexibility can hinder an employers ability to secure new hires.

75%
of employers stated that their hiring process, from initial interview to offer, takes 3+
weeks, while the vast majority of professionals felt it should take 2 weeks at most.

HIRING TIP: To minimize the chances of a candidate accepting a position

with another organization, employers should be open to shortening their hiring
process. To do this, try:

Reducing the number of interview Covering more ground in each

rounds interview
Having candidates meet with Introducing top applicants to the
multiple parties in one day team they would be joining earlier on

Once its time to extend an offer, understanding what quantifies a competitive salary or pay rate is key. There
are a variety of resources that job seekers can leverage in todays market to determine their value, and they
wont hesitate to look elsewhere if the employer doesnt pull through. As a result, hiring decision makers
must be willing to do their research and keep an open mind regarding these factors.

This is something that is especially relevant in todays gig economy, one in which temporary, flexible jobs
are commonplace and companies contract with independent workers for shorter-term assignments. In
todays market, temporary professionals have more job prospects than ever, and as a result, it isnt enough
to simply offer them an assignment.

Many professionals who pursue temporary/consulting work tend to prioritize opportunities that allow
them to focus on career developmentmaking the title of a position very important to them. Since it can
directly reflect their value, employers that want to attract the best temporary professionals should work with the
candidate to ensure their title accurately describes their level of expertise and positions them for future success.

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ENGAGEMENT:
THE KEY TO
IMPROVING THE
EMPLOYMENT
EXPERIENCE

In this candidate-driven market, job seekers are increasingly aware that their skills are in-demand. When
they realize that they might be more satisfied or better compensated at another company, employees will
not hesitate to test the waters and see what other opportunities are out there. As a result, employers may
find it difficult to retain top talent.

With the stakes this high, employers must start by working to better understand their employees.

Without fully grasping why their staff is seeking other employment, employers cannot begin to make positive
changes to increase retention. On top of understanding why their staff may decide to leave, managers must
be clear on what would make their employees happy to stay. Otherwise, those professionals who dont feel
that their needs are being met will take their talent elsewhere. While exploring why professionals leave an
organization and what makes them decide to stay, hiring decision makers may gain a better understanding
of the steps they need to take to reduce turnover.

WHY DO EMPLOYEES LEAVE?

In todays digital landscape, employees do not need to search very far

to discover if they could receive higher pay or better benefits at another
company. Additionally, there is no shortage of open positions to explore
their career options. As a result, they may not be inclined to stay with
their employer for very longand they have indicated just that in their 50% of employees say that
responses about job tenure. they are planning to stay at
their current company for
two years or less.

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 Many employers may view this as job hopping, which is viewed negatively by many hiring decision
makers. If someone has a history of leaving an organization within a year or two, there is no precedent
to think that they may stay at their next company for any longer. Because of this, employers may invest
less time and money in their staff. However, it may be time for employers to rethink their perception of
this behavior.

Keep in mind that an employee isnt destined to job hopthey may just be waiting for an employer
who reciprocates the same care that is put into their work.

Rather than refusing to invest in new hires, organizations may want to consider that perhaps, professionals
would have longer tenures if an employer actually invested in them. To reverse this trend, employers
must first learn why they have trouble with retention.

While employers noted providing upward mobility and the inability to provide
competitive salary growth as their top barriers to retention, professionals rated
these four elements as the top reasons they would leave a company:

LACK OF LACK OF NEGATIVE POOR

ADVANCEMENT SALARY WORK-LIFE CORPORATE
OPPORTUNITIES GROWTH BALANCE CULTURE

While employers and working professionals comparably responded that salary growth and advancement
opportunities are top factors in employee retention, professionals also said that negative work-life balance
and poor corporate culture heavily contribute to their satisfaction level at work. As a result, employers
might consider offering opportunities to improve work-life balance while they work toward a more positive
company culture.

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 Additionally, some employers dont realize the value of their top talent until they resign. While they
are struggling to provide more competitive pay and better advancement opportunities, they would
overwhelmingly opt to extend a counter offer to retain employees:

62%
of employers said that
55%
of employees said
they would extend a that they would
counter offer in order reject a counter
to keep their best offer from their
employees. current employer.

If employers are willing to extend a counter offer as an investment to retain talent, this action must
take place before their employee has one foot out the door. If employees arent aware that they are
valued through pay, benefits, opportunities, or an enjoyable company culture, telling them once they
have decided to leave is too little, too late. While employers may not want to hand over higher pay and
more benefits immediately, they must be more proactive about making that investment before they lose
talent to their competitors.

WHAT WOULD MAKE EMPLOYEES STAY?

In conjunction with understanding why a talented professional may decide to leave, it is critical to get to
know staff members at an individual level to discern what would make them happy to stay where they
are. Among the many ways in which this can be approached, employers must remember that employee
retention should start on day one.

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 New hires arent the only ones who have to put their best foot forward during their first few days on the job.
Since first impressions often become lasting ones, employers, too, have to ensure an employees initial
weeks and months at the company set them up for success. Alarmingly, nearly half of respondents to our
candidate survey revealed they had difficulties when starting their current position.

If a recent hire is immediately frustrated with their training or the way they are
treated by their colleagues, it shouldnt be a surprise when they dont want
to stick around. While sufficient training and socialization seem simple
enough, these are core elements of corporate culture that are sometimes
overlooked. As a result, companies may have a hard time reducing employee
turnover without making efforts to refine their onboarding process.

In addition to improving culture through communication practices,

47% of professionals
reported that they did company events, and training and development, there are even more
not receive sufficient ways that office culture can make employees feel more engaged and
training and resources motivated to stay with the company. The employment experience also
when they started
hinges heavily on the additional benefits that are offered outside of pay,
their position.
and employees greatly value these.

Outside of pay and health benefits, employees say that these benefits would
make them happier at their current company:

FLEXIBLE GREATER VACATION RECOGNITION INTERESTING

SCHEDULING ALLOWANCE BY SUPERVISORS PROJECTS/WORK

From this, it is clear that work-life balance is an important issue. Ranked even higher than greater
vacation allowance, employees would welcome opportunities that allow them greater flexibility in
their scheduling. As a result, its important for organizations to foster a culture that focuses on results,
not hours.

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 Additionally, professionals are seeking an environment where their work makes an impact in their own lives
as well as the lives of others. Through more support and communication from management, they can begin
to find more purpose in their work. Plus, they highly value professional development in the form of hands-
on projects:

59% of employees said that access to projects to

help keep their skills up-to-date would keep
them satisfied at their current company.

These added benefits are very important to employees, and they are not taken for granted. With this
information, employers can consider specific ways in which company culture most heavily influences the
lives of their staff, and they can take more strategic steps to make improvements in these areas:

Employees care about:

PROFESSIONAL DEVELOPMENT EMPLOYERS CAN:

Concrete, hands-on projects that Consider expanding responsibilities or projects in

make an impact order to accommodate the goals of their employee.

WORK-LIFE BALANCE EMPLOYERS CAN:

Health, wellness, and personal Consider introducing flexible scheduling options

relationships are important to or expanding vacation allowance, which show that
employees you value employee wellness and ultimately improve
employee morale and productivity.

TRANSPARENCY EMPLOYERS CAN:

Employees want to learn from Consider increasing face time or extending more
their managers and have access information about what managers are working on, as it
to leadership shows you want employees to continue learning and
growing in their position.

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 ENGAGING WITH TEMPORARY STAFF

In an effort to ensure they can be competitive in this evolving market, employers and job seekers alike have
begun to seek solutions that allow for greater flexibility. This has ultimately paved the way for an increasing
number of hiring managers to see the value in temporary staffing to address business challenges. This shift
in hiring strategy has led to the rise of the gig economy, allowing temporary/consulting jobs to grow at an
exponential rate.

62%
of employers said
they currently utilize
In 2016, half of employers temporary/contract
have hired temporary employees.
staff to replace an
employee who left
a full-time position.

While the temporary nature of certain roles makes it less important to focus on retention to a degree,
the same concept does apply: employees who enjoy their work, have their managers support, and feel
like they fit into the company culture have a stronger commitment to the organization, and therefore,
are more likely to produce impactful results. This also relates to company reputation; once a temporary
employees assignment comes to an end, their experience can make or break your ability to attract
future talent. To create an inclusive culture for temporary employees, here are some simple practices
to start with:

Start with a strong introduction: Even though these temporary employees may not be a part of the
organization in the long-term, make sure they receive a strong introduction to the company as well as
the full-time colleagues they will be working with.
Provide regular feedback: Regular feedback from their manager will help assure them that the
organization is truly invested in the quality of their work and that they are making an impact on the business.
Treat them as equals: Temporary employees should be provided everything they need to be successful
in the role, so make sure they are treated like a regular member of the team.
Keep in touch: For an exceptional employee, keep their file on record for future opportunities, and
provide them with a reference they can use when seeking other employment.

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FACILITATING
CULTURE THROUGH
LEADERSHIP

Company culture, at its simplest, refers to the shared beliefs and practices of an organization and its
staff. This means that everyday company practicesfrom dress code to time off policiespromote those
shared values, and they reflect upon the organizations leaders. For better or for worse, these cultural
practices affect the everyday lives of employees, and they say a lot about the values of the people who
enforce these policies.

CULTURE STARTS FROM THE TOP DOWN

While an organizations leaders understand the need to put policies in place that promote a positive
company culture, they arent always willing to walk the walk. A company can say, We care a lot about
company culture! all they want, but is that an actual reality? Leaders must be sure that they dont
just like the idea of it, but that they actually invest in company culture by taking the time to nurture
it from within.

42% of employees feel that executive

leadership does not contribute to a
positive company culture.

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 For leadership to have a positive effect on the company culture, they must actively work to improve it through:

STANDING UP FOR SHARED COMPANY BELIEFS: For an organization that promotes certain ideals in
order to show their employees that they care, leaders cannot turn a blind eye or become apathetic
to sharing these elements of culture with their staff.

WORKING TO UNDERSTAND EMPLOYEES: On an individual level, managers need to be aware of

what each employee is looking to achieve in their position, and where they feel improvements can be
made. This is an area that certainly needs improvement, as 52% of employees said that executive
leadership does not take their feedback or suggestions into account when they make decisions.

SHARING MORE INFORMATION WITH EMPLOYEES: In order to foster a relationship that increases
trust between a manager and a subordinate, sharing information regarding how decisions are
made or how an employees feedback was taken into account can allow everyone to work more
freely with one another.

SUCCESSION PLANNING FOR MILLENNIALS

In 2015, millennials became the largest segment of the workforce, and with each passing year, they
continue to grow in size and influence. Additionally, they are increasingly moving up the professional ladder
and transitioning to leadership roles. While they are eager to prove their value, employers arent always
too charmed by their hunger for increased responsibility, and they find it challenging to offer millennials
everything they are looking for in a job.

EMPLOYERS RATED THEIR TOP CHALLENGES WITH MILLENNIAL EMPLOYEES AS:

Their desire to move quickly up the ladder Their lack of loyalty to their employer

In addition to their ambition, the tendency for younger employees to move quickly from one job to the
next makes employers feel as though they are not yet ready for the leadership roles they seek. 74% of
employers said that millennials are not prepared for leadership positions. This discordance between
managers and their millennial employees shows a lack of trust between the two groups.

While employers dont always show confidence in millennials ability to perform well in leadership
roles or their willingness to stay at the company long, some millennials dont have faith that employers
will offer the professional development necessary for them to make progress in their career.

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 However, employers must face reality; as millennials continue to grow within the workforce, employers must
prepare them to take over. While the perception of this generation can sometimes be negative, millennials
are often bright, hard workers, brimming with unseen talent. When they arent afforded the same respect as
older employees or arent encouraged to pursue their ideas, the most skilled and intelligent of the group will
get discouraged:

48% of all working professionals say that they do not believe that younger employees
are encouraged to pursue leadership positions at their current companies.

If millennials do not feel as though their employer cares to invest in them, why should they stay?

This is an important bridge for employers to cross: they must begin to make smart investments in their
younger employees, or theyll risk high turnover and a dwindling applicant pool. While they may feel as
though millennials are not ready for management roles, training these younger employees is a necessary
step to take. As a result, less focus should be placed on technical skills, and more focus should be placed on
potential. When considering a millennial applicant, study these elements of their experience and personality:

TRANSFERABLE SKILLS: If an employee lacks the typical technical skills desired for leadership
roles, consider their unique background and skillset. For example, a background in data
analysis suggests a keen attention to detail that can transfer into many other areas of work.

LEADERSHIP POTENTIAL: Even if a candidate does not have management experience,

they may show other skills that prove they can be an excellent leader. For example, clear
communication skills can show that they would be able to effectively communicate
directions and goals to a team.

CULTURAL FIT: While job responsibilities can be taught, attitude is more difficult to change.
Therefore, it can be a wise investment to focus on millennials who are team players and
have a higher emotional intelligence, as they are more likely to fit in the company culture.

By evaluating a young employees potential in this manner, employers may discover that millennials are
far more qualified than they realize. Additionally, this potential should be clearly communicated to the staff
member so that they understand how the organization is working to invest in them. An employee who
knows they are on a track for a leadership role will be more inclined to go above and beyond what is
asked of them.

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 This means that better communication practices between leaders and their subordinates are required in order
to foster positive working relationships. In addition to being more open about how employees are performing
and how they can improve, employers can also take this opportunity to learn more about their staffs aspirations
and career goals, many of which may center around professional development, as millennials indicated on our
candidate survey:

76% of millennials said that 58% of millennials said that they would be
professional development opportunities more satisfied at their current company if
are one of the most important they had access to projects to help them
elements of company culture. keep their skills up-to-date.

While employers may lean toward lower cost options like e-learning and webinars, keep in mind that
millennials want education that can be documented. Hands-on projects can provide concrete results that
look impressive on a resume. Not only will this type of work keep professionals satisfied in their current
role, but it will also make a positive impact on the company cultureone which fosters a hands-on learning
community for its employees. Additionally, this shift toward welcoming hands-on learning at work
will provide the best professional development opportunities for millennials to move into leadership
positions as they become available.

IN SUM

As the job market continues to evolve over the next year, talent engagement will become even more
critical to an organizations long term success. While the trends outlined in the 2017 Hiring Outlook do
point to positive job growth, they also require employers to reevaluate the ways they approach talent and
retentionor risk falling behind.

Employers often hear that company culture is crucial within the employment experience; however, this
doesnt mean that its enough to offer simple perks like free snacks. Rather than focusing on short-term
solutions, company leadership needs to earn the trust of their prospective and current employees by
making improvements to the factors they value most. By taking the steps mapped out in the Hiring Outlook
to increase transparency, offer more flexibility, and create new training and development opportunities,
organizations can become leaders in talent engagement in 2017.

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 SOURCES

2017 Execu|Search Hiring Outlook Survey

2017 Execu|Search Candidate Career Outlook Survey

Bureau of Labor Statistics

Forbes

ABOUT THE EXECU|SEARCH GROUP

The Execu|Search Group is a leading recruitment, temporary staffing, and workforce

management solutions firm headquartered in New York City with 8 additional offices in New
York, New Jersey, Connecticut, Massachusetts, and Florida. Since opening our doors in 1985,
our company mission has remained the same: to provide leading employers with the highest
caliber talent while maintaining our commitment to integrity, honesty and responsiveness.

Today, we serve the following practice areas: Accounting/Finance, Creative & Digital,
Engineering, Financial Services, Health Services, Human Resources, Information Technology,
Legal Services, Life Sciences, Nonprofit, and Office Support.

www.execu-search.com blog.execu-search.com

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