The Art of Recruitment Marketing in an Age of Scarce Talent

No matter where you are on your well-being journey as an organization, employee well-being has a long way to go. A surprising 73 percent of workers report high or moderate stress levels and 34 percent of workers experience symptoms of burnout. Employees physical, emotional and financial health are interconnected; and recent data from the new Alight International Workforce and Wellbeing Mindset Study shows that their challenges and priorities differ based on a variety of factors including age and income level. Employers are implementing an array of programs, resources and support tools to help employees live their best lives, but a one-size-fits-all approach will not move the needle. What can employers do to help their people improve their physical, emotional and financial health?

The trifecta of persistently high inflation and rising interest rates, scarce and expensive talent, and global supply constraints compound the pressures HR leaders face today. This difficulty is made even more challenging by deeply held, incorrect assumptions that business leaders have about location strategy, talent competition, and workforce planning. Organizations can thrive in this disrupted environment by using labor market intelligence to challenge what business leaders thought to be true. Join this complimentary HR webinar to discover how to use labor market data to plan effective talent strategies based on actual market conditions.

Learn about how and why corporate managers and HR professionals continue to struggle to quantify the value of investment in employees — and how this lack of clarity can cause an unintentional misallocation of human capital investments. In this program, John Frehse, senior managing director at Ankura, will explore the key areas that help prove that employee experience is a financial strategy.

Organisations are increasingly recognising the value of older workers in filling skills shortages and the benefits that having mixed-age teams can bring. Putting in place support mechanisms, such as having open discussions about people’s careers in later life, and making suitable job adaptations can help to ensure that the opportunities presented by having people working for longer are maximised.