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Welcome to this week’s Recruitment Marketing Roundup, your go-to source for the latest news, insights and strategies in the world of talent acquisition. 

This week, we’ve curated a selection of articles that delve into some of the most pressing issues facing recruitment pros and TA leaders. From the shifting perceptions of Ivy League graduates to the rise of skills-based hiring in the federal government, these stories offer valuable perspectives on how to navigate the complexities of attracting and retaining top talent in an increasingly competitive environment.

Whether you’re looking to adapt your recruitment strategies to the changing expectations of Gen Z employees, or seeking insights on how to leverage emerging technologies like AI to enhance your talent acquisition efforts, this roundup has something for you. 

So, sit back, grab a cup of coffee, and join us as we explore the latest news and insights shaping the future of recruitment marketing and talent acquisition.

April Jobs Report Shows Slower Growth with 175,000 Jobs Added

The April 2024 jobs report indicates a steady but slower pace of job growth, with 175,000 jobs added. This figure is lower than the average monthly gain of 242,000 over the past year and a significant drop from the 303,000 jobs added in March. Despite the slowdown, the report reflects a stable economic recovery, with the unemployment rate remaining at 3.9% and the labor force participation rate holding steady at 62.7%. Key sectors such as health care, social assistance, and transportation and warehousing led the job gains.

Key Points

• Job growth slowed in April, with 175,000 jobs added compared to 303,000 in March.
• The unemployment rate remained stable at 3.9%, within the narrow range of 3.7% to 3.9% since August 2023.
• The labor force participation rate and employment-population ratio saw little change, indicating a maintained balance in the labor market.
• The unemployment rate for adult men rose to 3.6%, while it decreased to 5.6% for Black workers.
• Average hourly earnings increased slightly by 0.2% to $34.75, a 3.9% increase over the past 12 months.

Navigating the Job Market: Insights for Recruitment Marketing and Talent Acquisition

• Target High-Growth Sectors: Focus recruitment efforts on sectors like healthcare, social assistance, and transportation and warehousing. Utilize industry-specific job boards and online communities to reach qualified candidates.
• Embrace Diversity and Inclusion: Develop inclusive recruitment strategies that consider the unique needs of various segments of the workforce. Collaborate with DEI organizations and attend targeted job fairs to attract diverse talent.
• Stay Competitive with Compensation: Review and adjust compensation and benefits packages to remain competitive in light of rising wages. Conduct market research and highlight the value of your total rewards package in recruitment marketing materials.
• Engage Passive Candidates: Develop targeted outreach strategies, such as personalized messaging and networking events, to build relationships with potential candidates who may be open to new opportunities.
• Optimize Job Postings: Review and refine job postings to accurately reflect current market demands and attract the right talent. Emphasize essential skills, experience, and qualifications, and showcase your company culture and benefits.

Google lays off hundreds of ‘Core’ employees, moves some positions to India and Mexico

Google has laid off at least 200 employees from its “Core” organization, which includes key teams and engineering talent, as part of a broader restructuring effort. The company plans to hire corresponding roles in Mexico and India, signaling a shift in its global workforce strategy. The layoffs, which primarily affected engineering positions in Sunnyvale, California, come amidst Google’s ongoing efforts to streamline its operations and adapt to industry changes, such as the increasing importance of artificial intelligence in software development.

Key Points

• Google has laid off at least 200 employees from its “Core” organization, which includes key technical units, engineering roles, and teams responsible for protecting users’ online safety.
• The company plans to hire corresponding roles in Mexico and India as part of its global workforce strategy.
• At least 50 of the eliminated positions were in engineering at Google’s offices in Sunnyvale, California.
• The layoffs are part of a broader restructuring effort that has seen Google slash headcount since early 2023, following a downturn in the online ad market.
• Google recently reported strong first-quarter earnings, with a 15% jump in revenue and the announcement of its first-ever dividend and a $70 billion buyback.
• The company is gearing up for its annual developer conference, Google I/O, where it is expected to reveal new developer products and tools, including advancements in artificial intelligence.

Navigating Workforce Changes: Insights for Talent Acquisition Professionals

• Adapt to Global Workforce Shifts: As companies like Google expand their presence in high-growth global workforce locations, talent acquisition professionals should be prepared to source and recruit candidates from diverse geographic regions. Develop strategies to effectively attract and retain talent in these emerging markets.
• Leverage AI and Emerging Technologies: As artificial intelligence and other emerging technologies continue to shape the future of work, talent acquisition professionals should stay informed about these trends and highlight their organization’s adoption of cutting-edge tools and practices to attract forward-thinking candidates.
• Foster a Supportive and Transparent Culture: During times of uncertainty and change, it’s essential to cultivate a supportive and transparent company culture. Encourage open communication, provide resources for employees affected by layoffs, and demonstrate empathy and understanding throughout the recruitment process.
• Invest in Upskilling and Reskilling Programs: As job requirements evolve, consider investing in upskilling and reskilling programs to help employees adapt to new roles and responsibilities. Highlighting these opportunities can attract candidates who value continuous learning and development.

Gen Z employees are calling out workplace bullies: What this could mean for HR

A recent survey by ResumeBuilder revealed that 38% of Gen Z employees have experienced bullying in the office since returning to work post-pandemic, and 30% described their company culture as toxic. According to Stacie Haller, ResumeBuilder’s chief career advisor, Gen Z employees are more likely to speak up about bullying compared to older generations, who may have tolerated or navigated such situations differently. This vocal approach by Gen Z is prompting HR to address the issue of workplace bullying and its impact on employee turnover and company culture.

Key Points

• 38% of Gen Z workers reported experiencing bullying in the office, with 30% describing their company culture as toxic.
• Gen Z employees are more likely to speak up about bullying compared to older generations, who may have tolerated or navigated such situations differently.
• Failure to address bullying complaints by Gen Z employees can lead to high turnover rates and financial costs for organizations.
• HR can address the issue by educating company leaders about different generations in the workforce and their communication styles.
• Holding quarterly town hall meetings with staff and engaging upper management in discussions about corporate culture can help build a positive environment for all generations.

Leadership and HR Strategies for Addressing Workplace Bullying

• Educate and Train Leaders: Provide training for managers and leaders on recognizing, preventing, and addressing workplace bullying. Help them understand the unique communication styles and expectations of different generations, particularly Gen Z, to foster a more inclusive and respectful work environment.
• Establish Clear Policies: Develop and communicate clear anti-bullying policies that define unacceptable behavior, outline reporting procedures, and specify consequences for perpetrators. Ensure that these policies are consistently enforced across all levels of the organization.
• Investigate and Take Action: Promptly investigate all reports of workplace bullying and take appropriate disciplinary action against those found to have engaged in such behavior. Demonstrate a commitment to creating a safe and respectful workplace by holding individuals accountable for their actions.
• Monitor and Evaluate: Regularly assess the effectiveness of anti-bullying initiatives and gather feedback from employees to identify ongoing issues or concerns. Use this information to refine policies, training programs, and communication strategies to continuously improve the workplace culture.

You’re not imagining things: The Ivy League is forfeiting its standing as America’s producer of great talent. Here are the schools producing the hard-working high achievers that employers crave.

The Ivy League, long considered the gold standard for producing the best and brightest graduates, is losing its luster among employers. A recent Forbes survey of nearly 300 subscribers to its Future of Work newsletter revealed that 33% of hiring managers are less likely to hire Ivy League graduates than they were five years ago, while only 7% are more likely to do so. This shift in perception is attributed to a combination of factors, including questionable admissions policies, grade inflation, and a growing sense that Ivy League graduates are less prepared for the workforce than their counterparts from public universities and non-Ivy private colleges.

Key Points

• Employers are increasingly skeptical of the value of an Ivy League education, with 33% less likely to hire Ivy graduates compared to five years ago.
• 42% of hiring managers are more likely to hire public university graduates, while 37% are more likely to hire graduates from non-Ivy private colleges.
• Only 14% of hiring managers believe Ivy League colleges are doing a better job preparing job candidates compared to five years ago, while 20% believe they are doing worse.
• Employers perceive public university graduates as having a broader diversity of experiences and backgrounds, making them more adaptable in the workplace.
• The shift in perception has led Forbes to identify a new set of “New Ivies” – 10 public universities and 10 ascendant private colleges that are producing the hard-working, high-achieving graduates employers crave.

Implications for Talent Acquisition and Leadership

• Expand Recruiting Efforts: As the perception of Ivy League graduates shifts, talent acquisition professionals should consider expanding their recruiting efforts to include a broader range of universities, particularly high-performing public and private institutions.
• Focus on Skills and Adaptability: When evaluating candidates, prioritize skills, work ethic, and adaptability over the prestige of their alma mater. Develop assessment tools that focus on these attributes rather than relying solely on educational pedigree.
• Cultivate Relationships with New Ivies: Build relationships with career services offices and academic departments at the “New Ivies” identified by Forbes to gain access to top talent and establish your organization as an employer of choice.
• Emphasize Diversity and Inclusion: Recognize the value of diverse experiences and backgrounds in the workplace. Highlight your organization’s commitment to diversity and inclusion in your employer branding and recruitment marketing materials.
• Continuously Evaluate Talent Sources: Regularly assess the performance and fit of new hires from various educational backgrounds to identify the most effective talent sources for your organization. Use this data to refine your recruitment strategies and target the institutions that consistently produce high-performing employees.

WH aims to transition nearly 100K federal IT jobs to skills-based hiring

The Biden administration has announced plans to shift the federal government’s primary IT job series, the GS-2210 “Information Technology Management Series,” away from relying on college degree requirements to a skills-based hiring approach. The transition, which is expected to be completed by the summer of 2025, is part of a broader effort to address the cybersecurity talent deficit and prioritize skills evaluations and on-the-job training over educational degrees.

Key Points

• The GS-2210 series consists of nearly 100,000 jobs, representing most technical hires across the federal government.
• Many jobs in the series, including entry-level positions, currently require at least an undergraduate degree in a technical field.
• The Office of Personnel Management (OPM) plans to issue new guidance on transitioning the 2210 job series to skills-based hiring in fiscal 2025.
• The Biden administration has pushed agencies to focus more on evaluating candidates’ skills, rather than relying purely on educational degrees and self-assessments.
• The White House Office of the National Cyber Director has identified cybersecurity as a key field where the federal government should lead in adopting skills-based hiring.

Implications for Talent Acquisition and Leadership

• Expand Talent Pools: By shifting to skills-based hiring, the federal government can tap into a broader pool of candidates who may possess the necessary skills and aptitude for IT and cybersecurity roles, regardless of their educational background. This approach can help address the talent shortage and diversify the workforce.
• Develop Robust Skills Assessments: HR professionals and hiring managers should work together to create comprehensive skills assessments that accurately evaluate candidates’ abilities and potential. These assessments should be regularly reviewed and updated to align with the evolving needs of the IT and cybersecurity landscape.
• Collaborate with Educational Institutions: While the emphasis on college degrees may decrease, organizations should still maintain strong partnerships with educational institutions to ensure that curricula align with industry needs and to provide students with opportunities for hands-on learning and real-world experience.
• Lead by Example: As the federal government takes the lead in adopting skills-based hiring for IT and cybersecurity roles, private sector leaders should consider following suit. By prioritizing skills over degrees, organizations can access a wider talent pool and foster a more inclusive and diverse workforce.
• Communicate the Value of Skills-Based Hiring: Leaders should effectively communicate the benefits of skills-based hiring to stakeholders, including employees, job candidates, and the public. Highlighting the potential for increased diversity, improved job performance, and expanded career opportunities can help build support for this approach.

Rod Hess

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Rod Hess is a marketing mad man, but more Doc Brown than Don Draper. Rod is the Content Marketing Director for Talivity (formerly RecruitmentMarketing.com) and has been working in online marketing and advertising for over 15 years. He's been featured in publications like Forbes and Mashable. If you catch him tapping a pencil or bouncing his leg, it's because his brain never turns off. He's just dreaming up his latest AI scheme.