November 29, 2022

Why You Should Recruit Neurodiverse Talent

Many organizations are working to recruit and retain more diverse talent, and rightfully so – diverse workforces drive innovation and enrich decision-making. But, when thinking about diversity, some identities are often left out of the conversation. Neurodiverse candidates can take your organization to the next level, if you know how to attract and support them.


What does it mean to be neurodiverse?

According to UW Medicine, neurodiversity most broadly is the wide range of neurological functioning that exists among people and the way people’s brains differ from each other. Some people’s differences affect how their brain works, leading to different strengths and challenges than people without those differences. These people are called neurodivergent, which is a term used to describe people with Autism spectrum disorder, ADHD, learning disabilities like dyslexia, and more.

While being neurodivergent is often stigmatized, ultimately it’s just a difference in how brains work, and like any difference it can create challenges as well as opportunities. Some of the unique strengths of neurodiverse people are thinking outside of the box, creativity, and agility. 

“Something that one of my last bosses said is, ‘I wish everyone could be like a jack of all trades.’ I’m not scared to cross-train. Being neurodiverse gives you the option and the opportunity to be fine with change. It’s not hard for me because I’m doing that all day, every day with my brain. So, I think that’s definitely a strength.”

– 38-year-old, Higher Education Professional

Barriers faced by neurodiverse candidates

Though neurodiverse candidates have a wide range of special skills, many face barriers to employment from the outset of the application and interview process. For example, some neurodiverse candidates are immediately screened out for not having a four-year degree.

“College was not the easiest thing for me, having ADHD. Too many people in classrooms and things along those lines always distracted me. Even though I feel like I learned very well, the environment wasn’t necessarily the best for me.”

– 44-year-old, Consultant in Automotive Industry

For other neurodiverse candidates, lack of accommodations during the interview process and pre-recorded video interviews can shift the focus away from the candidate.

“I interviewed for a company and before they would even talk to you, you had to do a self-recorded response to some questions, and you were basically talking to yourself. You only got a short period to practice and then you had to do it. I failed – there wasn’t an opportunity for personality to come through to ask clarifying questions.”

– 38-year-old, Higher Education Professional


“[For interviews] I’ll ask for a distraction-free area, because I get easily distracted. I had one company that said they can’t provide that area. Since they weren’t able to accommodate that, I wasn’t interested in the position anymore. I felt it was something simple to ask for, but they didn’t see the importance of it.”

– 26-year-old Quality Assurance Analyst in Healthcare

Attracting neurodiverse candidates

For many neurodiverse candidates, flexibility at work is key. Rigid working schedules and in-person work can be especially difficult for neurodiverse people, as expressed by one of the candidates we spoke with:

“Because I have ADHD, my sleep schedule can often be interrupted. I’m the most productive between 6pm and 10pm, but you pretty much have to work 8-5 or 9-5 and that is really challenging for me. A lot of the jobs I’ve seen want you to go in person and there are just more hurdles I have to clear to get to a job. It’s just an opportunity for me to fail.”

– 25-year-old Health Equity Director

This candidate isn’t alone. This year, neurodiverse talent were consistently more open to accepting offers for fully remote or hybrid work than offers for fully in-office work. Don’t fret if you’re unable to offer remote work opportunities. Other flexible work arrangements, like setting your own work schedule, are also valuable to neurodiverse and non-neurodiverse candidates alike – 72% of all candidates consider an employer more appealing if they can structure their own working hours.

Work-life balance is another particular concern for neurodiverse candidates. Almost half of neurodiverse talent experience burnout at least once a week, compared to 35% of non-neurodiverse candidates, and in Q2 work-life balance became the most important factor for neurodiverse candidates when considering potential jobs. Shortcomings in this area can be costly – neurodiverse candidates who reported higher than average burnout at work had an 81% likelihood of intending to pursue different employment in the next year. Emphasizing your organization’s strengths in flexible work and work-life balance can help show neurodiverse candidates that your organization can provide the qualities they value.

Additionally, health insurance is one of the key benefits that drives offer acceptance among neurodivergent candidates. 61% of neurodiverse talent said that employer-paid comprehensive health insurance is one of the most important benefits to them when deciding whether or not to accept an offer, so make sure to mention if you provide health benefits in outreach and job postings.

Finally, one of the most important things you can do to win talent from this group is to take care not to overlook their potential through hard-line application requirements. While neurodiverse talent may sometimes present differently on paper, the person behind the resume could become an asset to your organization.

“We bring a lot to the table, and we may not always have the exact skill you’re looking for, but those things can be taught. You can’t teach passion or ingenuity or curiosity. I think employers need to be more flexible when it comes to hiring.”

– 25-year-old, Health Equity Director


“Be open – just because someone says they’re neurodivergent doesn’t even mean that it’s either bad or good. It’s more neutral than anything. You can always teach a skill set. Be open minded and know that there are levels of strength that you’re going to get from a person who’s neurodivergent versus someone who’s not. And I think that their tolerance for resiliency has a tendency to be much higher.”

– 38-year-old, Higher Education Professional

As competition for talent becomes increasingly fierce and with a continued focus on DEI, neurodiverse candidates could be a solution for filling roles with creative and agile talent. But in order to realize the benefits of these exceptional candidates, you’ll need to be intentional about your recruiting practices and career development. A growing number of well-known companies have adjusted their processes to attract and support neurodiverse talent. Offering accommodations and emphasizing flexibility can help set you apart to win this untapped talent.

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November 14, 2022

Budget Cutting Action Plan

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November 08, 2022

Why You Should Recruit Veterans

Nearly half of Talent Acquisition leaders rank filling skills gaps at their organization as a top hiring goal. Veterans are a commonly overlooked source of talent, despite being highly skilled and engaged at work. These candidates often have great problem-solving skills and are especially adaptable, even in stressful situations. When asked about critical thinking, problem-solving, and adaptability skills, 7 in 10 veterans rate themselves as strong or exceptional. Additionally, 77% of veteran talent is very or extremely engaged with their work, compared to 61% of non-veterans. And, with 57% of veterans being open to changing employers, they may be the untapped source of top talent you need to keep up in a competitive recruiting landscape.

So, how can you win veteran candidates?

Think about your messaging. Throughout the year, work location and work-life balance became more important to veterans when considering potential employment opportunities, joining job stability as the top three factors when considering potential employment opportunities. Emphasizing these qualities in outreach and job postings can help show veterans that your organization aligns with their values and can provide the qualities they want most.

Secondly, make sure you’re using the right channels. Over half of veteran candidates use LinkedIn to learn about prospective employers, and 41% use Indeed. Additionally, there are several veteran-specific platforms you could use to source veteran talent, like Hire Heroes USA, Hire Veterans, and Try not to skimp on outreach here — while almost 3 in 5 veterans are open to changing jobs, only 15% are actively searching for a new job, which means proactive recruiter outreach could go a long way.

Finally, meet them where they are. Some veterans might not have as much experience in the civilian application and interview process; a number of them might not have ever crafted a resume or applied for a civilian job. Additionally, while veterans often have a wealth of experience and a variety of hard and soft skills, it can be difficult for them to describe how their skills and experience translate into other workplaces. Similarly, many veterans join the military right out of high school, so many don’t possess degrees or other certifications.

“When I only had an Associate’s degree, one of the problems I encountered was that many positions require a 4-year degree. Though I was a Logistics and Supply Manager in the military, a lot of the companies that I applied to did not understand how those kinds of skills translate to the civilian sector.”
– 28-year-old veteran, Financial Systems Analyst


“Keep an open mind. If resumes are a little weird or have gaps, keep in mind that the military is different and sometimes our work history looks like that. If [recruiters] have anybody who has a military background, get them to review some of their job choices.”
– 29-year-old veteran, Administrative Assistant

Rather than looking for certain keywords or degrees, focus on the qualities and skills that you need in a position, like ability to work well on a team or to balance multiple priorities. In the interview process, consider creating a guide to prepare candidates, as veterans might not have had access to corporate recruiting preparation.

“When I started searching for a job in the civilian world, I felt like everything they taught us in the military was not actually happening in real life. I really felt like I had to start from scratch.”

– 29-year-old veteran, Administrative Assistant

Veterans offer a potential solution to companies reckoning with today’s tight labor market and competition for talent, and for anyone looking to find skilled, qualified candidates to fill their roles. Tailoring your messaging to speak to veterans’ needs, being proactive in your outreach, and reconsidering hard line application or degree requirements can help you widen your talent pool to include this group of experienced and motivated candidates.

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Talent Acquisition Problem-Solving Session

Wednesday, October 26, 2022

On October 26th, we gathered a group of Talent Acquisition leaders for a problem-solving session. The group voted live to select one challenge TA leaders frequently face. They selected KPIs/Metrics! Our VP of Market Impact, Donna Hay, then walked through how they can and should tackle the challenge in today’s recruiting landscape.

Check out the recording here if you want to revisit the content or weren’t able to join live.

October 18, 2022

Why You Should Recruit Candidates Without Four-Year Degrees

In 2021, fewer than 2 in 5 people age 25 and older in the United States had bachelor’s degrees or above. In today’s tight labor market and amidst economic uncertainty, many employers have voiced concern over competition for talent. For many companies, talent without four-year degrees is an untapped pool of qualified candidates, with 45% of such candidates reporting being open to changing employers.


Degree requirements narrow your candidate pool and limit diversity

According to the New York Times, an analysis by Emsi Burning Glass found that 44% of online job postings in 2021 required a bachelor’s degree. By prioritizing degrees, you risk having a surplus of applications from candidates without the necessary skills for a job and restrict your ability to fill roles by screening out qualified candidates. In our interviews with candidates without four-year degrees, many expressed feeling stuck and having their value and experience overlooked.

“I can’t apply for certain positions because I don’t have a degree. If you don’t have a degree, your experience only goes so far. So it’s either you have a degree, or you just have to stay where you are until a position opens up that you can apply for, or slowly work your way up.” – HR Assistant, Federal Agency

Degree requirements also curb diversity, equity, and inclusion. In the summer of 2020, 61% of employers pledged to increase representation of underrepresented groups at all levels. However, for many employers, ambitious DEI initiatives have yielded disappointing results. Requiring four-year degrees for jobs can actually hinder your efforts to recruit diverse candidates. According to the U.S. Census Bureau, requiring a bachelor’s degree eliminates 7 in 10 Black job candidates and 8 in 10 Hispanic/Latinx candidates. Dropping degree requirements can be a key facet of an effective and well-rounded DEI strategy, as it expands your talent pool to include a more diverse group of candidates with varied experiences.


Win talent without degrees by focusing on skills and tailoring your messaging

So, how can you tap into this overlooked group of qualified candidates? Start by thinking carefully about what qualifies someone for a position, and focus more on skills in job postings and less on degrees. 

By de-emphasizing degrees, you open up an opportunity for more applications from candidates who have all of the necessary skills, knowledge, and experience required for a role. Don’t just take our word for it, though. Earlier this year, 31% of employers reported that they were replacing education requirements with relevant skills or core competencies.

Once you understand what it takes to be successful in a role, improve your targeting and tailor your messaging to win talent without four-year degrees. Candidates without degrees are more likely to use Indeed than LinkedIn to learn about a potential employer, so perhaps consider looking to Indeed more often as a sourcing channel. Candidates without four-year degrees rank work location, job stability, and work-life balance as the most important factors when considering potential employment, which would be important details to emphasize in outreach and job postings. 

Most importantly, keep an open mind and allow people to show you what they have to offer.

“It’s just not about some piece of paper. It’s what that person actually brings to the table.” – Consultant, Automotive Retail Company

Talent without four-year degrees is untapped talent that many employers aren’t thinking about yet. While degree requirements are mainstays for many companies, they’re not critical for finding qualified and diverse candidates. By focusing on skills, customizing your messaging, and being open-minded, you can fill roles more consistently with top talent, with or without a four-year degree.

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October 06, 2022

Working Parents & Turnover: How to Recognize Warning Signs Before it’s Too Late

Parents make exceptional employees, and multiple studies have shown that they are typically more productive, empathetic, resourceful, and have better time and task management skills compared to most.  

Despite this, feelings of parent guilt remain prevalent for many, and more than half of working parents (52.8%) report being at least moderately open to changing employers.

As a working parent myself, I’m grateful that now — for the first time in my career — I’m in a workplace that genuinely trusts me to get my job done while still owning my time and setting the boundaries I need to be both an executive and a parent. But in the last two months alone, I had three different conversations with working moms about how their organizations just don’t understand what it means to be a working parent. 

If employers want to attract and retain parent talent, then they need to pay close attention to what working parents need to feel fulfilled in both their jobs and personal lives.


Working Parents’ Preferences for Employment

Over the span of 7 months, Veris Insights surveyed 2,818 parent candidates to hone in on the drivers behind parent turnover in the workplace. Here’s a quick rundown of what matters most for working parents when it comes to their preferences around employment:

Compensation & Benefits

Above average base salary, comprehensive health insurance, and employer-matched 401k are the most important benefits parent candidates consider when deciding whether or not to accept a job offer.

Flexible Work Policy

In 2022, parent candidates were consistently more open to accepting offers for fully remote or hybrid work compared to offers for fully in-office work.

Top Job Factors 

Between March and June of this year, work-life balance rose to the most important factor for parent candidates when considering potential employment opportunities, followed by work location, job stability, and diversity, equity, and inclusion.

With a better understanding of what working parents prioritize from their employers, signs of potential turnover become much easier to spot. Here are 4 warning signs that your working parents might consider taking their talent elsewhere.


4 Warning Signs of Working Parent Turnover

1) Experiences of Burnout

I’m convinced that working parents are superheroes, but we’re exhausted superheroes. My day starts at 6 am every day, and I’m ON until 8 pm when my toddler goes to sleep — that’s a 14-hour day, 5 days a week. That’s why it came as no surprise to learn that 37% of working parents experience burnout at least once a week.

There’s no question that burnout is a contributing factor to turnover for all employees, but for working parents, frequent experiences of burnout means there’s an even greater probability that they’ll start looking elsewhere for employment.

Parents who reported higher than average burnout at work had an 81% likelihood of intending to pursue different employment within the next year.

2) Value Misalignment

Too many organizations want and expect their parent employees to continue doing the phenomenal job they’re doing — but to do it on the company’s terms. By mandating in-office policies or refusing to allow for flexible schedules, organizations are taking away parents’ ability to be both a great employee and a great parent. This is where working parents grapple with what’s best for them and for their families, and feel forced to compromise one value for success in the other.

Parents who felt that their personal values were compromised more frequently than average at work had an 82% likelihood of intending to pursue different employment within the next year.

3) Lack of Workplace Agency

Working parents value their time and energy — and they expect their employers to do the same. Still, 24% of parents report feeling frustrated due to a lack of opportunities to achieve their individual goals at work. There’s nothing more frustrating than giving something your all, only to experience minimal returns. When there’s an imbalance between the caliber of work parents put in and the career growth they experience as a result, there’s a high probability that they’ll start looking elsewhere for employment.

Parents who higher than average frustration with their progress on achieving goals at work had an 82% likelihood of intending to pursue different employment within the next year.

4) Low Level of Engagement with Work

Working parents give it their all, so it’s not surprising that 66% of parents report being very or extremely engaged with their work. However, parents who are less engaged at work — be it because of burnout, value misalignment, lack of agency, or various other factors — have a high probability of intending to pursue new employment in the next year.

Parents who reported lower than average engagement at work had an 82% likelihood of intending to pursue different employment within the next year.

Employers — check in on your parent talent, and be open to giving them the flexibility and ownership needed to thrive in all aspects of their life. We need workplaces that value and trust parents to get their job done in a way that makes sense for them, because trust me, working parents will get it done — we always do!

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Experienced Recruiting Council Working Group – November

Topic: Diversity Partnerships
Thursday, November 17, 2022
Working Groups

Working Groups are opportunities for you to connect with fellow Talent Acquisition leaders around a specific topic. We are excited to create this virtual meeting space for you to problem solve and share best practices with a small group of peers.

Join us on Thursday, November 17, 2022: 3:00-4:00pm EST To discuss Diversity Partnerships.

Experienced Recruiting Council Working Group – October

Topic: Employer Branding
Wednesday, October 26, 2022
Working Groups

Working Groups are opportunities for you to connect with fellow Talent Acquisition leaders around a specific topic. We are excited to create this virtual meeting space for you to problem solve and share best practices with a small group of peers.

Join us on Wednesday, October 26, 2022: 2:00-3:00pm EST To discuss Employer Branding.

September 28, 2022

How Fidelity Built a Data-Driven Recruiter Capacity Plan and Revamped Referrals

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September 22, 2022

Quiet Quitting: An Emerging Trend

Quiet quitting. According to Business Insider, it refers to “not depleting yourself at work and doing just what’s expected – or maybe even less.” Fortune reports the phrase has grown in popularity among Gen Z and Millennials amidst COVID’s disruption of the workplace, describing it as “not taking on more responsibilities than your job requires.” 

But, what does the data indicate? 

Veris Insights’ September 2022 Candidate Pulse explored quiet quitting through the lens of potential job seekers and reveals data-driven insights for employers to consider.

Candidate Perceptions

• 50% of employees are familiar with the term “quiet quitting.”

• 69% of employees view quiet quitting as doing the minimum required by their contract. 

• 57% of employees overall view quiet quitting as establishing healthy work boundaries.

Gen Z and Millennials Spotlight

Younger employees are more likely to view quiet quitting as setting health work boundaries. 61% of Gen Z and Millennials agree with this definition, compared to 56% of Gen X and 38% of Baby Boomers. 

What It Looks Like

1 in 5 employees who are familiar with quiet quitting are currently engaging in the practice. Candidates reported four key workplace factors that influence them to partake: 

• 62% are dissatisfied at work. 

• 52% say their workplace agency is very often lacking. 

• 42% are not at all or slightly engaged at work. 

• 41% experience burnout multiple times per week. 

Download this information as a PDF for easy reference and sharing.

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