“Hiring is going to be more difficult in 2020 than it is now.” This is the prediction of Glassdoor Senior Economist and Data Scientist, Daniel Zhao. As the labour market tightens and companies find it harder and more expensive to source talent, not only will AI be a key investment but a company’s employer value proposition needs to be working overtime.
Companies with engaging cultures, innovative outlooks and mission-driven practises will be rewarded, especially this January when job applications are up 17% over the typical month in the UK. Career-minded job seekers are looking to Glassdoor and the Best Places to Work 2020 list for insights on which companies are truly invested in their development.
As PUMA CEO Bjørn Gulden notes, “I believe that a career looks very different today than to what it was 15 years ago. It has become a much more personal journey, driven by the employees themselves and our job is to help develop them in the right direction.”
Here’s how the best companies are recruiting and retaining the best talent.
Make the Process “Barrier-Free”
For Capgemini, a global leader in consulting & technology services, recruiting top talent in Paris, Chicago, or Sydney boils down to candidate experience. The Best Place to Work is hiring for over 20,000 roles and in addition to listening to feedback and investingg in perks, Capgemini pays special attention to making the recruitment process positive for everyone, whether someone is extended an offer or not.
“We want to make sure that anyone who applies for a role with us has the opportunity to shine, and so we’re committed to ensuring that our recruitment processes are barrier-free and as inclusive as possible,” says Saad Mahmood, a Recruitment Marketing & Talent Brand Manager at Capgemini. “We make special efforts to accommodate anyone with a disability or long-term health condition. If you would like our information in a different format or need help with any aspect of our recruitment processes, please do let your recruiter know. They will do everything they can to make you feel comfortable and supported.”
Recruiters are on the frontlines of the candidate experience, so whether they are briefing an applicant about a vacancy or walking them through the information needed for the interview process, Capgemini ensures that every stage upholds their brand slogan, “People Matter, Results Count.”
Always Be Improving
In an interview with Glassdoor, PUMA’s Gulden revealed how much the sportswear company relies on employee reviews and feedback to spur an innovative culture. “Glassdoor is an important portal for us as a company and for our candidates. The reviews give a sense of our company culture and they help candidates to decide whether they would like to work for us. This helps us to find the right people.”
He adds, “The feedback on Glassdoor is also very helpful for us as an employer and we take it very seriously. Based on this, we are looking for ways to constantly improve ourselves.”
Engaging employees and developing organisations, processes and management is key to remaining an attractive employer for top talent. “PUMA’s company culture is driven by fast decision making, creativity, ownership and a very flexible working structure.”
Look Outside & Within
First-time winner for the UK Best Place to Work, AstraZeneca, is not only investing in recruiting new talent, but they are also focused on internal mobility to spur growth as well as attract top candidates.
“Our culture is constantly evolving with the pace of our science and our business,” says Mene Pangalos, EVP and President BioPharmaceuticals R&D at AstraZeneca. “Inclusivity and diversity fuels innovation and we ensure our teams are free to learn, be curious and see the truth. We also know we can’t discover and develop new medicine alone which is why we collaborate with world-leading experts and open doors to fuel new discoveries.”
As such, Pangalos adds, “We are never complacent and have a learning culture, developing our teams through dedicated programmes, an online global learning management tool and providing internal opportunities for development. In the past year alone, we have supported 602 internal moves in the UK to allow employees to broaden their skillsets and learn new things.”
Employer Branding is a Game-Changer
Few people can say they’voe never heard of luxury automaker Porsche. However, in addition to being known for their super-fast cars, Porsche wanted to be known for their corporate culture so that job seekers would want to work for them. Enter: employer branding.
“The special Porsche culture had always been there, but we had never committed it to paper. So we brought together employees of different ages, different levels, and different departments in order to hash out the core of our company culture,” says Andreas Haffner, a Member of the Executive Board, Human Resources and Social Affairs.
In addition to establishing their cultural principals and holding labs with 1,500 managers to codify the initiative, Porsche launched an employer branding campaign aimed at boosting their image as an employer. “We highlight that we are not an elitist company but rather a down-to-earth and approachable employer that cares about its employees.”
However, Huffier and Porsche know that branding is never ‘one and done.’ They are dedicated to continual iteration and branding. “This is a never-ending process. With the rapid pace of change in the automotive industry, we need to continuously question our self-image, our manner of collaboration and our knowledge base.”