Is your brand strategy geared toward people who come and work with you, not for you?

A few days back, I met a dyslexic person who searched the internet for a company that could help him find his next job. He found Rangam.

He praised us for our understanding and approach: “How many recruitment agencies don’t just preach but practice empathy by truly trying to understand a candidate’s unique journey, interests and career aspirations?” he responded. “I do not recall seeing very many.”

His kind words and accolades about how Rangam is perceived notwithstanding, the conversation sparked a series of thoughts in my head:

  • Do we in the talent acquisition space unwittingly treat people as commodities?
  • Are we measuring the right KPIs to assess the impact of our work on our communities?
  • Are we helping our employees — our people — meet their life objectives?
  • Is the idea of DE&I confined to boardroom presentations and corporate brochures?

What makes the talent thrive? As I pondered these thoughts, I realized that the staffing sector needs to adapt quickly to the changing expectations of today’s diverse talent pools. A job is no longer just a means to make ends meet, nor is it about stability alone. It is about finding out who you are and what you think is worth striving for. Not every recent graduate hits the ground running, so it is also about discovering your passion as you go along. The template for modern recruiting, therefore, demands a proactive and tailored approach to each hire in an environment of empathy, inclusivity and belonging.

‘Our people.’ The fast-paced world of recruiting, which is driven by numbers and scorecards, can strip people of their individuality, turning them into a collective group of employees. When we talk about workforce diversity, we should be sensitive to intersectionality — the way social, cultural and other categorizations overlap with each other to create a complete human experience. When developing an enduring brand strategy for talent attraction, engagement and retention, we must pay attention to the nuances of intersectionality and treat talent as “our people” as opposed to pigeonholing them into various identity or other categories. Our people are our greatest assets, and they are by no means a commodity to be disposed of when someone else walks through the door.

Countless studies have shown that when people feel they belong, are valued and have a voice to speak their mind without fear, they are engaged. And when our people are engaged, they contribute to the overall mission and vision of the organization. Here are five steps to empower and retain them:

  1. Understand their “why” and their value system.
  2. Be the guide, mentor and resource to help them on their career path.
  3. Provide insights, market intelligence and workforce trends to prepare them to stay ahead.
  4. Provide immediate responses.
  5. Understand your workforce (gender, race, intersectionality, etc.) and gauge their interest.

Rethinking KPIs. When we present a job opportunity to a candidate, we often sell the company brand and benefits. Traditional key performance indicators dictate our sales and marketing strategy in recruiting. But do we ever ask ourselves what a candidate looks for in their next career? Is it a sense of purpose? Gender equality and pay parity? Is it about giving back to the community for social, environmental and economic benefits? Do they scan the company culture for signs of a toxic workplace? Do they carefully consider opportunities for financial and professional growth? Many top employers are aware of the reversal of roles. Businesses are changing their traditional recruiting KPIs by focusing on creating a culture that is welcoming and DE&I-friendly.

Much research is being conducted on belonging and inclusion. However, it is your responsibility to create the right environment where candidates feel they can bring their authentic selves to work and be included.