If everyone is using A.I., what do organizations have left to distinguish themselves from others? According to Matthew Jeffery, currently Head of Talent Attraction and Acquisition at the UK (and Ireland) division of EY, one crucial aspect remains: employer branding. “If, as a data analyst, you find 50 to 100 fully automated InMails in your inbox, all with the message: ‘come work for us,’ then strong employer branding is essential to actually convince someone to open that email and respond.”
And this is not just a significant task for a large accounting and consulting firm like EY, or one of the other Big Four, according to Jeffery (who, by the way, is leaving EY after 4 years). The Big Four are competing in the job market not only against each other but also against major consumer brands and Big Tech, he said during a podcast recorded at the recent World Employer Branding Day in Amsterdam, where he also shared the stage with his colleague, Head of Student Liz Noble. Especially among the younger generations. “When we are in the office, we think everyone knows EY as the brilliant company we are, but as soon as we go to campuses, we find that we still have to explain who we are and what we do to 90% of the students. We often misjudge this.”
Blue and white Prince shoes
Jeffery brought a pair of cloud shoes known from Raspberry Beret by Prince, to illustrate his main message: always put yourself in the candidate’s shoes. What do they want to achieve? And what do they want to hear? “We tend to think from: what does the business want to achieve? But it’s still the candidate who has to respond. My message is therefore: always look from the candidate’s perspective.”
‘It’s still the candidate who has to respond. My message is therefore: always look from the candidate’s perspective.’
And that means for EY: debunking many myths, adds Noble, her colleague. “Many students, for example, have never heard of our brand or even our work. And if they have, they often have prejudices about it. That it’s very boring, for example, or that you must be really good at math or calculations. It’s up to us to show that this work offers them very good opportunities and can be quite varied.”
The adventure awaits
Noble and Jeffery were in Amsterdam to discuss Adventure Awaits, an interactive (UK) site aimed at the new generations Z and Alpha, where they can get to know the company in a playful way, for example through an EcoLodge (where they learn about EY’s sustainability efforts) and a Community Peak, where a mountain of information can be found about what the company does in terms of diversity, online support groups, and communities. But there is also information available about Audit and Tax, so they can choose where their preference might lie.
The site is already quite interactive via the web browser, but turns into a kind of 3D Metaverse digital immersive gamified portal when Noble’s team takes it to campuses, she explains. “Then it becomes a kind of augmented reality,” she explains. “Then we really bring it to life.” Human interaction is also indispensable in this process, emphasizes Jeffery. “On campus, Liz and her team build trust. Because we still believe that human relationships offer more meaning than A.I.”
‘We show the reality of our culture, but in a fun, accessible way.’
But, honestly, to what extent does a promise like ‘The adventure awaits‘ match the actual life at the company? More than you might think, Jeffery emphasizes. “We show the reality of our culture, but in a fun, accessible way.”
Almost 5 minutes
And it works, Noble proudly shares. The average visitor spends almost 5 minutes browsing the interactive site, with some ‘zones’ averaging visit times of 7 to 8 minutes. “In Bushcraft, for example, there are videos where recruiters explain what applying to EY entails. We hope that those candidates will help them to be more successful.” The site has also already won a significant (Digital Experience for Early Talent-) award at the 2024 RAD Awards.
And that success fuels more ambitions, she notes. For 2025, the so-called Apprentice Oasis is planned, a similar project through which EY aims to entice high school students not to go to university first but to start a training program directly at the company. This campaign will not only target students but also other decision-makers like teachers and parents. It will include more traditional campaign tools than immersive games with various experiences, Noble confirms.
Rolling out globally
Moreover, she believes it is possible to roll out the concept more broadly than just England and Ireland. “Freddy the Fox is probably as English as it gets. But there’s little in the game concept that wouldn’t allow it to be used globally. I see no reason why that couldn’t be the case. The concepts we are addressing are quite universal for Generation Z and Generation Alpha.”
Jeffery emphasizes the importance of staying relevant: “It’s about continuously innovating. If we stop, we will fall behind, and that would be a disaster. If we rely too much on A.I., we will lose that human touch.”
Noble adds: “The most important thing is the human connection. Without that, our results will suffer.”
Charisma goes beyond being charming. It’s about creating a presence that commands attention and builds genuine connections. And in today’s competitive landscape, finding a leader with the right charisma can make all the difference.
So, what makes a leader charismatic? Let’s break it down:
Confidence: the foundation of charisma
Charismatic leaders exude confidence—but not arrogance. True confidence comes from self-awareness: understanding strengths and owning up to vulnerabilities. Leaders who are comfortable in their skin create an atmosphere of trust. They show resilience in adversity, which reassures others during tough times. This type of confidence can be developed through self-reflection and embracing continuous learning.
Communication: the bridge to influence
Great communicators don’t just talk; they listen. Charismatic leaders are masters at making others feel heard. During meetings or conversations, they are fully present and thoughtful with their responses. Their clear and empathetic communication ensures they connect on a deeper level with their audience. This ability to communicate through words is what often turns influence into action.
Connection: the human element
At its core, charisma is about connection. Charismatic leaders care about the people they lead. They make time for real conversations, show genuine interest, and understand their teams’ emotional undercurrents. This authentic connection builds loyalty and motivates people to give their best.
But how do you spot charisma beyond charm in an interview? Admittedly, it can be tricky, but here’s a straightforward method I use as a headhunter: Watch how they make others feel in interviews.
During the selection process, consider how the candidate interacts with everyone, not just the decision-makers. Do they respectfully engage with junior staff? Do they create a sense of ease and rapport? Ask for feedback from people at different levels who met with the candidate—it’s often the quiet observers who notice the subtleties of true charisma.
In the end, charisma isn’t just about how others perceive a leader; it is about how that leader makes others feel about themselves.
The most charismatic leaders don’t just command attention; they inspire people to believe in their potential. They create environments where people feel seen, heard, and valued, leading to higher engagement and stronger loyalty. So, when looking for your next leader, consider this: Does the candidate empower those around them or merely impress?
The expectation that recruiters will still have a right to exist in their field in 50 years is based on hope. Hope is postponed disappointment, and those 50 years could quickly become 25 or even less. It is not technology determining whether robots will take over many human tasks; it is humans themselves. The biggest problem is acceptance.
Once people accept that they are not the only ones who have the privilege of making mistakes, technology reduces humanity to the remaining 5%.
The future will show when exactly this happens. You cannot write history in the present. Hundreds of years from now, people will surely seize a moment as the tipping point. We are in a transition phase where things happen step by step without you being aware that the tipping point has been reached.
We will not be able to stop this anymore. All you can do is hope that you last until retirement. Perhaps you can benefit from it. People do 80% of their work in 20% of their time. Just ask that pilot.
My question to you is:
What will ensure that recruitment can run on autopilot for at least 80%?
What if the best leader for your SME isn’t the one with all the answers but the one who’s constantly asking the right questions?
Here are five out-of-the-box tips to help you find leaders who balance deep expertise with the ability to adapt and grow:
Hire for the future, not the past
It’s tempting to zero in on candidates’ past achievements, but SMEs thrive when they hire leaders who can drive the business into the future. During interviews, ask questions focusing on potential, not just past performance. For example, instead of “What have you achieved in your last role?”, try “How do you see the future of our industry, and how would you lead us there?” This opens up a discussion about forward-thinking leadership and reveals a candidate’s vision and adaptability.
Look for unusual career paths
Traditional leadership roles follow a linear trajectory, but those with diverse or unconventional career paths often bring unique perspectives. Candidates who’ve shifted industries or taken on varied roles must constantly adapt, learning new skills and frameworks. These experiences shape leaders who are not only resilient but creative problem solvers. The candidate who switched from tech to retail or combined business with social work might have the fresh thinking your SME needs to stand out.
Evaluate problem-solving in action
Instead of having candidates interview with you, consider giving them a real-life challenge your business is facing. Set up a “problem-solving session” where they collaborate on a current issue with you or your team. This will reveal how they approach problem-solving in a practical context and how well they integrate into your team. You’ll gain insight into their adaptability and how their expertise translates into tangible actions.
Test for agility with unexpected challenges
During the interview process, introduce a sudden change in the business scenario. For instance, present a case study where market conditions shift dramatically, or customer needs change overnight. Observe how the candidate reacts: do they stay rigid in their initial thinking or pivot quickly and suggest new strategies? This “test for agility” mimics the unpredictable nature of SMEs and shows how the candidate handles rapid change.
Create a culture-fit test
Cultural fit is just as crucial as technical expertise in SMEs, where teams are often small and close-knit. Instead of relying on formal interviews, consider arranging informal team interactions—such as a casual lunch or a brainstorming session. This helps assess how well the candidate connects with your team personally. Leaders who quickly build rapport and trust are likelier to foster solid teams and adapt to your company’s evolving culture. Pay attention to how they communicate and listen—these leaders adapt well, not just to the business, but to the people in it.
So… as you search for your next leader, remember—experience is valuable, but curiosity fuels growth. The leader who asks ‘what’s next?’ might just be the one to guide your SME into an exciting future.
In leadership, vulnerability and authenticity are often seen as soft skills—nice to have but not essential. Yet, when combined, these traits create a powerful leadership style that inspires teams and drives lasting success. The willingness to be vulnerable and authentic can be the defining difference between a great leader and a mediocre one.
What if true leadership strength is found not in perfection but in the courage to be imperfect?
Great leaders don’t hide behind a facade of invincibility. Instead, they embrace their vulnerabilities and present themselves as they truly are—flaws and all. This openness fosters trust and loyalty, creating a team dynamic where honesty and collaboration thrive. As Brené Brown, a renowned business influencer and researcher and one of the people I follow with a passion, aptly said, “Vulnerability is not winning or losing; it’s having the courage to show up and be seen when we have no control over the outcome.”
Authenticity, on the other hand, ensures that a leader’s actions are consistent with their values. Leaders who are true to themselves build deeper connections with their teams, leading to stronger engagement and a more unified company culture. When leaders are both vulnerable and authentic, they set a tone encouraging their teams to do the same, creating an environment where innovation and growth are nurtured.
I recognize that these traits—vulnerability and authenticity—are what separate the great leaders from the mediocre ones. I don’t just look at resumes; I look for the qualities that truly matter in leadership. By understanding and identifying these traits, I can help you find leaders who will fit the role and elevate the entire organization.
Share your ideas and questions with me so I can help you build the perfect team to take your company to new heights! I look forward to hearing from you.
Warm regards,
Isabel
About Ingenium Executive Search
I help Belgian SMEs find top C-level talent that perfectly fits the DNA of their company. With my pragmatic and result-oriented approach, combined with a keen eye for talent and a passion for innovation, I ensure the perfect match. Through a personalized and human-centered way of working, I am able to meet your specific needs and challenges ensuring the best possible outcomes. Let me be your partner in building a successful leadership team.
Discover also Talent to Match
At “Talent to Match,” I make you an expert in all aspects of recruitment through online courses. You develop a recruitment strategy that is so effective that you find people who perfectly fit your company. Together, we ensure that you effortlessly attract and select the right talent. This way, your company can thrive without unnecessary time loss. Register for our newsletter through www.talent-to-match.com
For Heins and Randstad, Talent Intelligence is far more than a buzzword. “To me, Talent Intelligence represents a critical evolution in talent management and recruiting”, he says in an interview with ToTalent. In all, Heins sees two key purposes: maturing talent practices and playing a role in helping HR become a strategic enabler. “Talent intelligence enables HR professionals to be more precise, focused, and diligent in their approach. By leveraging data and analytics, we can move beyond intuition-based decision-making to more evidence-based practices in recruiting and talent management.
“Connecting the dots between business goals, talent needs, and market realities elevates HR from a support function to a critical driver of business strategy and execution.”
“And, perhaps more importantly, talent intelligence is the key that unlocks HR’s potential to become a true strategic partner within the organisation”, Heins says. “Providing data-driven insights on workforce capabilities, market trends, and skill gaps, talent intelligence empowers HR to proactively shape their organisation’s future. Connecting the dots between business goals, talent needs, and market realities elevates HR from a support function to a critical driver of business strategy and execution.”
‘Early stages of a transformative journey’
Heins characterises the current state of Talent Intelligence as ‘nascent but rapidly evolving’. “We’re in the early stages of what promises to be a transformative journey in talent management and decision-making. While the potential of Talent Intelligence is widely recognised, its full implementation and impact are yet to be realised across the industry. The tools, data sources, and methodologies that underpin Talent Intelligence are still in a process of maturing. We’re seeing continuous improvements and innovations in this space.”
“The tools, data sources, and methodologies that underpin Talent Intelligence are still in a process of maturing.”
Meanwhile, some forward-thinking companies have begun to leverage data for talent decisions, offering us a preview of the potential that Talent Intelligence holds, according to Heins. “These early adopters are demonstrating the value of data-driven approaches in areas such as recruitment, workforce planning, and skill gap analysis.”
More benefits on the horizon
Despite some early adopters, Talent Intelligence isn’t close to being considered ‘standard practice’ just yet, according to Heins. “Many companies are still in the exploratory or early implementation phases. There’s significant potential for growth. As companies become more adept at collecting, analysing, and acting on talent data, we expect to see more tangible benefits and ROI from these efforts.”
Randstad’s approach to Talent Intelligence
At Randstad, a leader in HR services globally, the hiring process is already advanced in its use of talent intelligence. “We leverage data, analytics, and robotics throughout every step of the hiring journey”, Heins says. “Our scale allows us to continuously develop and refine our processes.”
“We’re continuously enhancing our intelligent hiring processes, aiming to make each step more efficient and effective through advanced technologies and data insights.”
“A key differentiator is our unique approach to talent marketing. This methodology, combined with our data-driven practices, sets us apart in the market. We’re continuously enhancing our intelligent hiring processes, aiming to make each step more efficient and effective through advanced technologies and data insights.”
Little differences across continents
As an active company in so many countries, does the approach vary for each continent? “There’s relatively little difference in our Talent Intelligence approach across various markets”, Heins says. “Our team’s capabilities allow us to apply consistent methodologies, whether we’re measuring brand attraction in Kazakhstan or analysing success factors for female manufacturing talent in Latin America.”
“Our ability to maintain this consistency while adapting to local nuances is a key strength of Randstad’s global Talent Intelligence strategy.”
While data availability and quality can vary between regions, our overall approach remains largely consistent. This global consistency in methodology, combined with local data insights, allows us to deliver reliable and comparable talent intelligence across diverse markets. Our ability to maintain this consistency while adapting to local nuances is a key strength of Randstad’s global Talent Intelligence strategy.”
The winning approach in today’s labour market
Heins believes that a winning strategy in the current labor market involves recognising the varying importance and scarcity of different skills. “Not all skills are equally critical or scarce”, he says. “While the extreme talent crunch from two years ago has eased, demographic trends suggest that sustained tight labor markets are on the horizon — a reality for which many companies are underprepared.”
“You have to recognise that a one-size-fits-all approach is ineffective, as you prepare for sustained periods of talent scarcity.”
According to Heins, the key ingredients for success are fivefold. “It’s about identifying which skills are absolutely crucial for the organisation’s success. Then it’s about concentrating efforts on attracting and retaining these critical skills and growing essential capabilities within the existing workforce. Finally, you have to recognise that a one-size-fits-all approach is ineffective, as you prepare for sustained periods of talent scarcity.”
“Ultimately, the winning approach acknowledges that you can’t do everything”, he concludes. “Success lies in making informed, strategic choices about which talent to prioritise and how to secure it in a competitive landscape.”
Real-world impact of Talent Intelligence
Heins provides compelling examples of Talent Intelligence being effectively ‘weaponised’ for business success. One example he mentions is how companies use it for location strategies when hiring future talent. “It’s surprising that some organisations still base decisions for new plants or service centers primarily on real estate costs, when this is just a fraction of the overall cost if they struggle to find the right talent in that location.”
Another example is in strategic workforce planning. “Companies are using Talent Intelligence to forecast future skill needs, identify potential skill gaps, and develop targeted training and recruitment strategies. This proactive approach allows organisations to stay ahead of industry trends and ensure they have the right talent mix to drive innovation and growth.”
“Companies are using Talent Intelligence to forecast future skill needs, identify potential skill gaps, and develop targeted training and recruitment strategies.”
“More companies are now realising that access to talent is potentially the key to future success. They’re increasingly using talent intelligence to guide crucial business decisions, from facility locations to long-term capability development. This shift recognises that having the right talent in the right place at the right time can be a significant competitive advantage. These trends all illustrate how Talent Intelligence is being adopted to drive strategic decision-making and business success across various aspects of talent management.”
From specialised field to core business component
Looking ahead, Heins believes Talent Intelligence has the potential to become a standard practice in organisations. However, he stresses that achieving this requires demonstrating its tangible impact on business outcomes. “To achieve widespread adoption, we need to demonstrate how Talent Intelligence can be effectively leveraged. It’s crucial that we position it not just as an additional data point, but as a driver of actionable insights and confident decision-making.”
“Ultimately, the goal is to integrate Talent Intelligence so seamlessly into business processes that it becomes an indispensable tool for organisations.”
“The future of Talent Intelligence depends on our ability to show its tangible impact on business outcomes. By proving its value in creating actionable strategies and informed decisions, we can move Talent Intelligence from a specialised field to a core component of business strategy. Ultimately, the goal is to integrate Talent Intelligence so seamlessly into business processes that it becomes an indispensable tool for organisations, ensuring they’re making the right talent decisions to support their overall business objectives.”
Join the conversation at the Global Talent Intelligence Conference
Joost Heins will share his insights at the upcoming Global Talent Intelligence Conference held in Amsterdam from September 23 to September 25. For those interested in staying ahead in the competitive talent landscape, this conference is a must-attend. Sign up now to gain invaluable insights from leading experts in the field and discover how Talent Intelligence can revolutionise your organisation’s approach to human capital management.
Here’s a thought-provoking idea: A leader who connects deeply with your team and culture can achieve more than a highly qualified individual who doesn’t truly fit in.
Leadership is, at its core, about people. It’s about inspiring, motivating, and guiding others towards a common goal. And this is where human connection comes into play. A leader who aligns with your company’s values understands the nuances of your culture, and can build trust with your team is far more likely to drive long-term success than simply checking all the boxes on paper.
Yet, many companies overlook this crucial aspect, focusing instead on technical skills and past achievements. The result? Leaders who might be competent but fail to truly resonate with the team, leading to misalignment, disengagement, and, ultimately, turnover.
To avoid this pitfall, shift your focus during the hiring process. Prioritize building trust and understanding the candidate on a personal level. Ask yourself: Can this person build strong relationships? Do they share our values? Are they someone the team will want to follow?
Ultimately, the most successful leaders are those who can connect, not just manage. By making human connection a cornerstone of your leadership hiring strategy, you’ll find leaders who fit your company’s present needs and help shape its future.
On a different note, my new baby, Talent to Match, has just gone live. Be sure to check out the website, www.talent-to-match.com, and find out how you can become an expert in attracting staff that truly matches your company’s DNA.
Share your ideas and questions with me so I can help you build the perfect team to take your company to new heights! I look forward to hearing from you.
Imagine having a super-efficient assistant who never sleeps, never complains, and handles all your administrative tasks with precision. That’s Carv in a nutshell. This innovative platform is designed with one goal in mind: to let you focus on what you do best—building relationships and making great hires.
How Carv transforms your workflow
Say goodbye to note-taking Carv joins your calls and interviews, capturing every important detail so you can give candidates your undivided attention. Imagine focusing entirely on your conversation, picking up on subtle cues and building rapport, knowing that Carv is accurately capturing every important detail for you.
Instant documentation Post-call, Carv generates comprehensive reports, candidate profiles, and job requirements. No more spending hours typing up notes! What used to take up a significant portion of your day is now completed in moments, allowing you to move quickly to the next stage of your recruitment process.
AI-generated content Need a job description or candidate presentation? Carv can draft these in seconds, saving you hours of work. Its AI understands the nuances of your industry and tailors the content to your specific needs, ensuring high-quality output every time.
Seamless integration Carv fits into your existing ATS and processes, enhancing efficiency without disrupting your workflow. It’s designed to complement your current tools, not replace them, making adoption smooth and hassle-free.
Prioritizing data security In an industry where data privacy is paramount, Carv takes security seriously. With ISO and SOC 2 Type II certifications, you can rest assured that your sensitive recruitment data is safe. Carv’s commitment to data protection means you can innovate without compromising on security.
Continuous innovation Carv constantly evolves, adding new features to enhance your recruitment process. Watch Matthijs Metzemaekers explain all the exciting new capabilities in his latest update: Carv’s new release
Want to find out more?
Carv offers a free option to get you started so you can experience the benefits firsthand. Don’t let administrative tasks hold you back from being the stellar recruiter you are. If you scan the QR code, you can start today.
What was once a black box is becoming increasingly transparent. Where job interviews used to be a somewhat mysterious swamp or a ‘muddy pool of misinformation‘, there is growing interest in what happens in these interactions with candidates. With the help of AI and many conversation transcripts, a lot of interview intelligence is gathered around this process. For example, in the Netherlands, In2Dialog and Cammio are working on this, while in the U.S., BrightHire and Pillar are making significant strides. What does this yield? Among other things, these six insights into the differences between men and women:
#1.Women receive more questions and less time
As a female candidate, you receive an average of 20% more questions during an interview. At the same time, you are given 25% less time to answer these questions. This is especially true of male interviewers, according to Pillar CEO Mark Simpson, after analyzing over 1,000,000 job interviews. ‘This is a signal that male interviewers generally think that women need more time to prove their worth.’
#2.Women need to prove themselves more
Not only do women receive more questions, but they are also asked more frequently about their strengths (in 45% of the interviews compared to 33% for men), weaknesses (40% versus 31%), and failures (24% versus 18%). Additionally, women are more often asked why the organization should hire them (47% compared to 37%) and why they want the job (46% compared to 35%).
Women are more frequently asked why the organization should hire them and why they want the job.
‘Although these questions are not inherently negative, they focus on proving one’s value. The fact that men encounter these questions less often suggests that some interviewers view men as more capable,’ says Simpson. ‘Structured interviewing, where each candidate receives a similar set of questions focused on the skills required for the position, reduces the frequency of questions demonstrating one’s value by 42%.
#3.Women find it harder to discuss salary
Pillar’s analysis also examines how specific candidates react to different topics brought up during an interview. For example, it shows whether a candidate reacts positively or negatively. It turns out that women, in particular, experience discomfort when the topic of ‘compensation’ comes up.
Women experience increased discomfort when the topic of ‘compensation’ arises.
It’s hardly surprising—research has shown this before—but women exhibit measurable discomfort here, something pointed to as a significant explanation for the persistent pay gap. To address this, Simpson advises interviewers to ‘explain your company’s compensation structure and how it aligns with industry standards and internal policies. Encourage the candidate to ask questions about the compensation package and thoroughly address any concerns. Generally, this topic requires a thoughtful and respectful approach.’
#4.Men talk more to each other (about sports)
Perhaps not a huge surprise, but Pillar’s research shows that female candidates receive significantly less small talk and chit-chat during their interviews. Male interviewers and candidates, on the other hand, are more likely to find common ground through discussions about sports. ‘But this can lead to biases about how much you like someone (and how much you like their answers),’ warns Simpson.
‘Talking about sports can lead to biases.’
Men spend 32% more time on small talk when interviewing other men. In conversations with female candidates, however, such topics rarely come up. ‘While a bit of chit-chat is important for building a good rapport, inconsistent interview behaviour arises because interviewers do not behave the same way during interviews with men and women. A simple solution for this is to limit personal small talk,’ says the Pillar CEO.
#5. Candidates prefer a female interviewer
After interviews, female candidates report having had a better experience when interviewed by a woman. Sentiment scores, which measure the candidate’s experience, are typically 18% higher with female interviewers. Female interviewers also tend to ask more about ‘soft skills’, such as teamwork, communication, and conflict resolution. These questions appear 24% more frequently in conversations among women than with male interviewers.
Soft skills appear 24% more frequently in conversations among women than in conversations with male interviewers.
‘Although all candidates should have women interview women and men interview men, we recommend using a diverse panel,’ advises Simpson. ‘A diverse interview panel is much less likely to have biases than a single person or a team of “similar” people.’
#6. Women have longer conversations
This might also seem slightly noticeable, but it is certainly not necessarily bad, says Simpson. When women interview other women, the conversations tend to last 10 to 15% longer than when men conduct the interview. Simpson: ‘As long as the candidate has enough time to shine, this is not a problem.’
On average, candidates speak only 62% of the time, much less than the ideal 75%.’
Earlier, he showed that the ideal job interview (not a screening interview) lasts between 45 and 60 minutes. He says it is good if the candidate speaks 75% of the time. ‘Generally, interviewers talk too much. In all interviews on Pillar, we see that candidates speak only 62% of the time.’ According to him, this provides insufficient time for a thorough assessment of the candidate’s abilities, skills, and overall fit for the role. Although women do tend to have slightly more time for this than men…
Want to know more?
Do you want More Talent Intelligence? At the end of September, we will discuss this further during the second edition of Global Talent Intelligence. Buy your tickets here, orcontact us for information on group tickets.
Tight labour market? Look globally, and you’ll find that there is, of course, plenty of talent. At Undutchables, we have been working with multilingual personnel for 28 years, both people already living in the Netherlands and those relocating from abroad, so we know the challenges and especially the benefits of employing an international workforce. This incredible talent source could be just the solution your company is looking for in the current job market. But how do you approach it? How do you get the most out of this underutilized talent pool?
3 Significant Shifts
First, let’s look at three significant shifts we currently see in the Dutch and global labour market:
#1. Scarcity: The shortage of skilled personnel is becoming an increasingly urgent problem. Economic growth combined with an ageing population creates a high demand for skilled workers, but while some companies find creative ways to tackle this problem, many others still struggle with dealing with the fact that they have more vacancies than available candidates.
#2. Laws and Regulations: Many governments have recently been paying more attention to their labour laws. This has already led to some policy changes in the Netherlands regarding requirements for temporary workers, work permits, and more, with further adjustments expected in the near future. Some of these changes open up recruitment options, such as work permits for freelancers or reduced financial requirements for start-ups hiring foreign workers. Other changes aim to improve the economy by creating clear policies and user-friendly systems.
Many governments have recently been paying more attention to their labor laws.
Of course, some changes, such as the proposed abolition of the 30% ruling for international employees or the tightening of permit requirements, can also create additional challenges. With all these political movements shaping the labour market landscape, it’s important to stay informed about current policies and upcoming legal changes to ensure you can easily navigate the complex landscape of labour regulations in the Netherlands and worldwide.
#3. A.I. and Digitalization: The rise of A.I. and digital technologies has recently caused a massive shift. This is also transforming job requirements. Some jobs are slowly being phased out as they are replaced by automation. Other jobs are being adapted or newly created to collaborate with digitized processes efficiently. At the same time, the use of machine learning in the workplace is increasing exponentially. This evolution in the types of jobs and tasks needed reinforces the need for a diverse talent pool.
Adding Diversity
With all these challenges, why add international and cultural diversity? Diversity, besides being a proven positive factor for business success, can also solve the difficulties of a tight labour market.
Diversity solves scarcity: By tapping into the global talent pool, you can creatively and effectively address the shortage of skilled workers in your local networks and help fill vacancies with great results. Not only will you increase the list of potential candidates, but you will also discover a diverse group of candidates who are already present in your backyard. Changing your search parameters and expanding your network can be a great way to gain an edge in a recruitment market that constantly complains about scarcity.
Better reflection of your target audience: A diverse internal team that reflects your customer base is better equipped to understand and meet the needs of your target audience. Your team will be better able to use their insights to improve processes that work better for your customers. This will enable team members to feel valued for their input while allowing your company to tailor products to customer needs better.
Broaden your customer base: Diversity also helps you resonate better with a broader audience. Besides better processes with target audience insights, reflecting the diversity of your customers internally and in your marketing efforts can help expand your reach. When more customers see themselves reflected in your brand and see that you are addressing their specific needs, they are more likely to use the products and services you bring to market. This is a great way to expand your business into new markets while improving your internal team culture.
More innovative ideas: Listening to different perspectives fosters creativity and ingenuity. A team of individuals with diverse backgrounds means more ideas due to how each person approaches a situation. This means you will see more out-of-the-box thinking, new angles, creative solutions, and more input and collaboration potential. This continuous innovation allows you to seize opportunities to improve current processes and add new methods that benefit your team (and results).
More revenue: Diverse teams can generate higher revenues through innovation and market expansion. With all the added creativity, market knowledge, broader customer base, and stimulating company culture that comes with a more diverse workforce, it’s no surprise that this will also increase your profit potential.
How to Benefit from This
‘International talent’ might sound like something you need a long boat or train trip (or at least an in-depth internet search). In reality, many great international candidates are already present in the Netherlands, but many companies are unaware of how to find and utilize this talent. The first step is knowing where to find these job seekers and how to ensure your job postings and company culture attract the talent you are looking for.
The key to becoming visible to international talent is: adapting your approach to this.
The key to becoming visible to international talent is adapting your approach. Branding initiatives that emphasize diversity and writing inclusive job postings are a good start. The strategy must go beyond just your exterior. A recruitment strategy that supports international job seekers and improves internal culture and processes to retain these employees once hired will help you get a grip on this part of the talent pool. But first, here are some tips to ensure your marketing strategy is aimed at the international target audience.
Tip 1: Dive into Your Target Audience:
The first step is always to get into the minds of your audience so you can understand their motivations, values, and needs. This can be extra challenging when reaching international candidates, as this target audience contains many variables. Thinking about some specific questions can set you on the right track. For example:
Where do they look? Discover which platforms and channels your target candidates use. International candidates, for example, might use country-specific alternatives to LinkedIn (such as Xing for Germany) or spend more time on platforms specifically designed for expats.
What are they looking for? Identify the key factors that attract them to an employer. This can again differ for international job seekers compared to local candidates as they may value a job where the company language is English or an employer that offers Dutch lessons as part of the package.
Why are they looking? Analyze their motivations for moving to a different country for work. Is it career advancement, a better work-life balance, or a specific industry not well-represented in their home country? These insights will help you craft a marketing message that appeals to their goals and aspirations.
Tip 2: Strengthen Your Employer Branding:
Adapting your employer branding to appeal to a diverse workforce will help you reach international candidates and support a diverse and inclusive internal culture. For example, a global audience may respond well to cultural sensitivity or diversity statements and feel reassured by efforts to promote diversity in the workplace. Even minor gestures like mentioning local accommodation support in job postings can make a big difference. Employer branding has a significant impact on recruitment. By ensuring your company’s values and branding align with the international audience, you make a stronger impression on potential candidates and ensure your company is seen as a welcoming and inclusive workplace.
Tip 3: Diversify Your Recruitment Strategies:
To reach international talent, you must be flexible and creative in your recruitment strategies. For example, you could partner with organizations specialising in global recruitment, attend international job fairs, or use social media platforms like LinkedIn to connect with potential candidates worldwide. By diversifying your recruitment strategies, you can expand your reach and attract a broader range of candidates.
Undutchables Recruitment Agency has extensive experience helping companies attract and retain international talent.
Undutchables Recruitment Agency has extensive experience helping companies attract and retain international talent. With 28 years of experience finding the best multilingual candidates, we can help you succeed in the dynamic labour market.
For more information on how we can help, visit our website or contact us directly. Whether you need help understanding the latest trends, adapting your employer branding, or implementing recruitment strategies, Undutchables is here to guide you.
By adapting your recruitment strategies, strengthening your employer branding, and deepening your understanding of the target audience, you can more effectively tap into the rich resources of international talent and overcome the current labour market challenges. And in doing so, you’ll position your company for sustained growth and success in a globally connected world.
Acquisition and Retention of Talent
Once your branding is ready, the real talent hunt can begin. Ideally, many job seekers will find you on their thanks to your new and improved marketing strategy. However, that’s not the only adjustment needed to onboard the right (international) talent. Your brand image is just the beginning. Fine-tuning your recruitment strategy to better appeal to international candidates and focusing on improving retention will make your efforts pay off.
1. Recruitment
When it comes to recruitment, you need to focus on making your internal recruitment process more inclusive and smoother and improving your job postings to be more attractive to the diverse audience you seek. This may require some adjustments, so we’ve added key points to consider as you redesign your recruitment strategy.
Assess which skills are essential: It’s tempting to include all possible desired skills in the job posting, whether they are must-haves or just nice-to-haves. By focusing on the skills essential for the position rather than an exhaustive list of qualifications, you can attract a broader group of candidates. This allows you to review applications you might not have received otherwise but which may have the most valuable skills for the role.
Write a strong job posting: You want to write a job posting that clearly describes the role and requirements. While doing this, choose your words carefully to avoid unconscious biases and stereotypes in your job description.
Create a diverse interview panel: Ensure diverse representation in your interview panels. Invite employees with different backgrounds, nationalities, roles, and genders to participate. This helps eliminate biases in internal decision-making and makes candidates feel welcome, showing that the company truly believes in diversity.
Train your hiring managers: The first impression potential new employees get comes from the interviews they attend and the hiring managers they meet. Train your management and recruitment teams to prioritize diversity, so this is reflected in the interviews they conduct.
Get your entire organization on board: When diversity initiatives are encouraged and supported throughout the organization (not just by HR), it becomes natural to make this part of the recruitment process and create an inclusive environment for international talent. This requires evaluating your company culture and possibly making changes. Help your employees see the value of a diverse team. It always starts with the leaders in your company, so engage them first by outlining the many benefits of working with diverse talent.
2. Retention
Focusing solely on attracting talent in a tight labour market can be tempting. Unfortunately, this often means that once a candidate says yes, the next equally important stages are forgotten. Creating an onboarding plan and fostering a culture where international employees can thrive is essential for employee retention. This also means you’ll have fewer open positions and be spared much of the pain of recruiting in a scarce market. How do you do that?
Create an onboarding plan: Ensure your onboarding program is clear and useful for international colleagues. Ensure training is available in a language the employee understands and the mentors can reach out to reflect the diversity you are trying to build. Consider incorporating different perspectives into your onboarding strategy. This helps you cover all bases, providing a great introduction to the company for all new employees.
Integrate diversity into onboarding: Make diversity and inclusion an integral part of the onboarding agenda. Show interest in the new employee’s professional and personal talents and experiences. This is also a good opportunity to communicate your company’s values and goals regarding diversity.
Create an inclusive culture: Ensure your commitment to a thriving diverse workforce continues after onboarding. Promote an environment where everyone feels valued and knows they belong by fostering a culture that encourages diversity at all levels.
Regularly seek feedback: Continuously improve by seeking feedback from your international employees. No one can tell you better whether you are doing your inclusion initiatives right than the employees who feel like the most diverse team members. Let them know their voice is valuable and you are interested in improving based on their feedback.
Conclusion
The benefits of international talent are clear, from addressing labour shortages to boosting innovation and a broader customer base. By adjusting your marketing strategy, fine-tuning your recruitment strategy to attract international talent, and improving your internal culture and processes to retain these employees, you can position your company for success in an increasingly global market. Before you know it, you’ll be ten steps ahead, as while your competitors struggle to find talent in a saturated market, your multilingual team is already hard at work.
About the Author
Aubrey de Wilde is a Digital & Content Marketer at Undutchables, specializing in working with international talent. Get in touch to discover how they can help you leverage this valuable talent pool.
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In 2023, the first edition of the conference Internationalization of the Dutch Labor Market took place in Rotterdam. Along with OTTO Work Force, the second edition will be held on September 9 in The Hague. During this conference, participants will be inspired by the facts, context, practice, best practices, dilemmas, challenges, problems, and solutions. There are no sacred cows, just facts and practice. Problems and solutions. So register now:
This powerful prompt analyzes all the crucial elements of your job posting – from job title and required skills to company culture and location – and transforms them into an optimized search string. But that’s not all! You also get alternative strings for different target groups, tips for refinement, and even advice on measuring effectiveness.
Whether you’re looking for experienced professionals or emerging talent or want to focus on diversity – this AI tool has your back. It saves you valuable time and ensures you don’t overlook any potential top candidates.
Ready to take your sourcing game to the next level? Scroll down, copy the prompt, and let AI do the heavy lifting.
The prompt:
“Create an advanced, optimized Boolean search string for LinkedIn recruitment based on the job vacancy information provided below. The search string should result in a targeted and diverse pool of qualified candidates. Analyze and extract the following elements from the job posting:
Job title: o Primary job title o Alternative titles or synonyms o Related functions (junior/senior level)
Required skills: o Technical skills (minimum 5) o Certifications
Experience: o Relevant industries or sectors o Specific projects or technologies
Education: o Minimum required education level o Relevant fields of study
Tools and technologies: o Specific software or platforms o Programming languages (if applicable) o Methodologies or frameworks
Industry-specific terms: o Jargon or terminology o Abbreviations or acronyms
Location: o Work location(s) o Remote work options
Company culture and values: o Keywords reflecting company culture o Diversity and inclusion-related terms
Develop based on this analysis:
Main search string: o A comprehensive Boolean search string combining all crucial elements o Use a logical structure with parentheses for optimal accuracy o Apply relevant Boolean operators (AND, OR, NOT) o Use quotation marks for exact phrases
Alternative search strings (2-3 variants): a) Targeting highly experienced candidates b) For discovering emerging talent or high potentials c) Focus on diversity and inclusion
Exclusion terms: o List of terms to exclude irrelevant results
Refinements and expansions: Suggestions for further refining or expanding the search results
Deliver the following products:
The leading search string, formatted for easy copy and paste
The 2-3 alternative search strings
A concise explanation of the logic behind the construction of the search strings
A list of exclusion terms
Suggestions for refinement and expansion
Tips for optimally using the search string on different platforms
Advice on how to measure and improve the effectiveness of the search string
Ensure that all search strings: · Include all essential elements of the job posting · Are flexible and adaptable · Strike a balance between specificity and breadth · Are inclusive and can yield a diverse candidate pool · Are easy to understand and adapt for recruiters.”
Previously, a subscription to ChatGPT Plus for $20 per month was a clear choice when this was the only way to access GPT-4. With the announcement of GPT-4o, which brings premium features to all users, you might wonder: is a subscription still worth the money?
In May 2024, OpenAI introduced GPT-4o, making advanced AI features accessible to everyone at no cost. Free users now enjoy previously exclusive benefits such as the GPT Store for customized bots, a memory function for conversations, and the ability to upload images and documents for discussion. But why would you still choose Plus?
When is ChatGPT Plus the Right Choice?
More frequent access needed: While free users have access to GPT-4o, they are limited in the number of messages they can send. As a frequent user, with ChatGPT Plus you can send up to 80 messages every three hours, compared to about 15-16 for free users.
Continuity in Quality: Free users are switched back to GPT-3.5 once their limit is reached. With Plus, you continue to have access to GPT-4, even if you exceed your GPT-4o limit.
Reliable Image Generation: Although technically possible for all users, Plus offers more advanced and reliable image generation capabilities.
Faster and Exclusive Access: Plus users also get early access to new features, such as the ChatGPT desktop app for macOS.
Advanced Data Analysis: Want to create interactive charts and tables? These advanced features are exclusive to Plus, Team, and Enterprise users.
When does the free version of ChatGPT suffice?
No Monthly Fees: If you are not willing to pay, the free version now offers many of the previously exclusive Plus features.
Occasional Use: If you use ChatGPT only occasionally and do not exceed the limits of GPT-4o, the free version is more than sufficient.
When is ChatGPT Teams the Right Choice?
For businesses and collaborative environments, OpenAI has introduced ChatGPT Teams. This option is tailored for professional use, offering a suite of features designed to enhance productivity and team collaboration.
Benefits of ChatGPT Teams
Collaborative Environment: Teams allows multiple users to collaborate on projects, sharing insights and generating content collectively. This also allows users in the same Teams environment to have access to a GPT that can’t be used outside of this environment.
Enhanced Security and Compliance: With enterprise-level security measures, Teams ensures that your data is protected and complies with industry standards. An important benefit for a department like Talent Acquisition when managing confidential data.
Customizable Roles and Permissions: Manage team members with customizable roles and permissions, ensuring that everyone has the appropriate level of access.
Higher Usage Limits: Teams plans come with significantly higher usage limits, accommodating the needs of large teams and frequent users.
Conclusion Choosing between ChatGPT, ChatGPT Plus, and ChatGPT Teams depends on your usage needs and budget. For occasional users, the free version with GPT-4o might be sufficient. However, frequent users and professionals may find the advanced features and higher usage limits of Plus or Teams more beneficial.
