Adam Gordon, CEO of Candidate.ID joined Grant Bather and Noelle Murphy on Rostrum Agency‘s Managing Reputational Risk podcast where they discussed everything from the definition of a crisis to the shift in employer/employee relationships post-pandemic.
Keep reading as we summarise our highlights from the podcast, including Adam’s thoughts on hybrid working and employer branding in today’s world of transparency.
Defining a Crisis
According to Adam, there are two types of crisis – the first is impacted by many factors like finance, availability and supply chain. The second is about people, and what people think of the organisation and it as a place of work.
We all face challenges and problems in our work, but a crisis hits the very top of the priority list – it disrupts your day and stops you from doing what you have to do. A crisis is more than a minor obstacle, it is significant.
The Great Resignation and Retaining Staff
When it comes to retaining staff, Adam and Noelle discuss the level of mutuality in the workforce today. There’s been a shift in the employer/employee relationship that had to happen during the pandemic. More than ever before, employees are now stakeholders in the organisation and if that’s not recognised then they will not stay in their job. From an employers’ perspective, want isn’t enough anymore – employees know their worth and they expect certain benefits.
We’re coming out of ten years of low pay so the catching up is happening now. With the looming cost of living prices, employees have to go where their skills are rewarded to have a standard of living that suits them.
The Passion Economy
Adam goes on to talk about the passion economy in a virtual world, expressing that pre-pandemic there was less time to be introspective. Before the pandemic and the new virtual way of working, we were somewhat in ‘the grind’, and the passion economy is far more accessible to people than it ever was.
With the remote world we live in, employees and individuals now have the time to think about what they’re doing and why they’re doing it, and many are moving jobs to explore something they really want to do.
Hybrid Working Post-Pandemic
There are so many facets of the workforce today that didn’t exist three years ago according to Adam. Now more than ever, it’s really important to properly listen to what your employees are saying, and not just listen but be open to what they’re saying. Employees now have a say in where they are working, it’s not just about what the work is. This means that companies really have to justify why they want people in the office and back it up with research – not just because it’s the CEO’s preference. By forcing people to be in the office you are manufacturing collaboration – which just doesn’t work.
According to Adam, if anyone needs six months off, it’s HR. HR isn’t a mature industry like finance – there’s no playbook and new scenarios are presenting themselves all the time. HR Managers are dealing with coming up with the right solution to problems that no one else has faced.
HR is maturing, and one thing the pandemic has done is actually put it up at the seat of the table. Employers are being forced to think about things they may have brushed off in the past.
Automation and the Future Workforce
Noelle and Adam discuss the future of the workforce, highlighting that the most effective companies in today’s economy aren’t those with the biggest workforce like in the past – they’re the ones that have worked out how to be really effective and successful with the smallest amount of headcount.
The future is changing and there will always be the software developer or the recruiter, or whatever is in demand at that time. However, the jobs that have the biggest growth opportunities in the future are those that can’t be automated. Such as healthcare, social work and nursing – you really cannot replace caring roles with technology.
Employer Branding in an Era of Transparency
The concept of the employer reputation, or brand is really complex according to Adam, and most people in HR have realised it’s not what you tell people it is – it’s what other people think of you.
Most of it is about the CEO’s persona, the company’s mission and the product or service you’re selling, and you can only really influence a small part of this. Employer branding is mainly about what’s inherent to you and your company.
The part of branding that you are able to control is identifying why people like to work at your company – and without sugar coating the bad bits – amplifying the good bits. It’s important to shine a spotlight on the positives without lying about the bits that aren’t so good.
We’re living in an age of transparency, where we can go onto LinkedIn and find out who our boss would be, then do a quick search on Facebook and see who their favourite band is and then go onto Glassdoor and find out about a company from their employees’ perspective. As long as you have your objectivity glasses on, you can find out what it’s like to work at any company. We know everything these days, and that’s why trying to sugar coat your employer brand is less advisable than ever.
The Ever Changing Workforce
Every day, the world of work and recruitment is evolving, and figuring out how to stay ahead of the curb is more important than ever. To listen to The Rostrum Agency Managing Reputational Risk podcast featuring Adam Gordon and Noelle Murphy, listen here.
Alternatively, book a demo now to find out how you can discover cold, warm and ‘hire-ready’ candidates with Candidate.ID.