A few weeks ago, I hosted a webinar organised by Attrax exploring both the short and long term future of Talent Acquisition. My guests were Ellie Harte, Recruitment Partner at Atkins (SNC-Lavalin Group) and Ben Gledhill, Interim Head of Resourcing Transformation at Thames Water. We discussed how talent acquisition in their two organisations has been affected by the pandemic, how they are replanning the future and the likely long terms impacts.
We had some great feedback, so I’m delighted to be able to bring you the live audio recording we made of the webinar as this latest episode of the podcast
In the conversation we cover:
• The immediate talent acquisition challenges caused by Covid-19
• Re-thinking strategies
• The importance of empathetic communications
• Adapting recruitment marketing activity
• What does employer brand look like moving forward
• What types of recruiting technology have been most valuable.
• Careers Sites as the core of talent attraction
• What does candidate experience look like in 2020
• How is talent acquisition going to change in the next 12 months
Subscribe to this podcast in Apple Podcasts
Transcript:
Matt Alder [00:00:00]:
Support for this podcast is provided by Atrax. Atrax is the total career site system which converts site visitors into high quality job applicants. A fully SaaS system, Atrax is powered by the latest AI to deliver an outstanding and relevant talent experience, personalized employer branding and a strong conversion of candidates into the ATS. To find out more, go to www.attra. that’s www.attrax.co.uk and Attrax is spelled a double T R A X.
Matt Alder [00:01:01]:
Hi everyone, this is Matt Alder. Welcome to episode 277 of the Recruiting Future podcast. A few weeks ago I hosted a webinar organized by attrax exploring both the short and long term future of talent acquisition. My guests were Ellie Harte, recruitment partner at Atkins, and Ben Gledhill, head of Resourcing Transformation at Thames Water. We discussed how talent acquisition in their two organizations has been affected by the pandemic, how they were replanning the future and the likely long term impacts. We had some great feedback. So I’m delighted to be able to bring you the live audio recording we made of the webinar as this latest episode of the podcast. Ben and Ellie, thanks very much for joining us. And I know that you’re going to come from slightly different angles to this, but I’m going to ask you, I’m going to ask you both the same question. So first question, talk us through. What immediate challenges has COVID 19 presented for talent acquisition in your business and how are you responding? How’s the business responding?
Ben Gledhill [00:02:09]:
Yeah, thanks Matt. Good to speak to everyone. So I think the, I think the first thing is probably the most simple thing in terms of, you know, Covid is making our industry 10 times more difficult because we don’t know what happens, nevermind week by week, but day by day. You know, I think end of February we had the old world face to face interviews, assessment centers, and then two or three weeks later you had to pretty much flip your strategy on its head in terms of all interviews became virtual, assessment centers became virtual. You had to look at how you influence leaders in regards to hiring and obviously on the, you know, kind of the negative side, obviously we had a hell of a lot of people have been furloughed and budgets have been cut and we do live in a very uncertain future. I think when it comes to hiring, I don’t think we’ve hit the bottom yet. I Think things will get worse. So I think it’s a time for TA to be as resilient as we can be, as we can be as possible, and yet again really show our business not just in terms of hiring, but looking at things like internal mobility, redeploying people internally and really moving from that transactional model to more of a business advisor really.
Ellie Harte [00:03:31]:
I pretty much echo what Ben’s just said there. In terms of our organization, the situation we’re going through, how we’re having to cope, we’ve got people that are furloughed at the moment across the business. We’re also in a situation where I’d probably say the number of vacancies on our website has dropped off probably by around 90% across the globe simply because we’ve had to put things on hold. And in terms of if we look at our talent attraction strategy, we had a really detailed strategy at the beginning of the year and the fundamentals of that strategy we’ve had to put on hold. And we’re going through a process at the moment of completely having to rework what are our attraction plans because we will get through the other side of this, there will be a recovery. How do we focus towards that in the longer term and the recruitment for quarter four, but also how do we look at those people that we’d already engaged and keeping them warm and keeping them informed on the situation that we’re in at the moment as well. And so some of that has been making sure we’ve got the right sort of messaging that we’re going out to candidates with and that we’re also still keeping ourselves at the forefront of passive candidates minds as well in the right way.
Matt Alder [00:04:39]:
Just picking up on that and staying with you Ellie, to sort of move on to the next question. I mean tell us a bit more about the types of activity you’re focusing on now and how you’re sort of replanning for the rest of the year. What does that now look like?
Ellie Harte [00:04:53]:
We utilize Yammer internally, which for us is a great community for us to be able to collaborate really well with the staff across the rest of the organization. So we’re spotlighting some of the best content that we’re seeing across there. We have weekly themed challenges that we’re challenging ourselves with as well. So those are perhaps the view from my desk, remote working hacks, working from home tips, fitness tips, how they’re staying connected and the best of those that we have coming back to us, we’re sharing across social media. We’re really utilising the careers website from a storytelling perspective as well. So we have at least one piece a week that sits on the careers website, which mainly focuses around how we’re supporting one another and our culture of care that we have internally. We’ve got Instagram story takeovers related to some of the good news that comes out of what’s happening with Coronavirus. There’s a lot of people are becoming much more connected with their families who are enjoying not having to commute into work. For example, we’ve got top tips on social media. We’re utilizing our employee ambassadors and we’re really, I guess through all of that trying to create a visual identity that pulls all of that content together across our social channels. We’ve utilised a new hashtag which is in this together and it really is quite a reactive, hopefully short term campaign and then longer term. We’re looking at, like I said, reworking our strategy. We have specific recruitment campaigns that we plan out across the rest of the year and we’re now having to go back and rework all those so that they work when we go into recovery mode. But I guess one of the key things for us is perhaps not just waiting until we go into recovery mode, but trying to get all the assets created now so that we’ve got those in place ready to go and be really active when we can.
Matt Alder [00:06:42]:
Same question to you, Ben. What are you focusing on now? What does the planning for the rest of the year look like?
Ben Gledhill [00:06:48]:
So I think, I mean, obviously we’re going through and I’m leading a function wide resource and transformation program. But yeah, we’re looking, but we’re taking things literally in terms of, you know, we’re looking at things like our copy, our tone of voice and a lot of the things that we’re looking to implement in the tech space is really focused on, you know, making that yet again making that candidate experience as smooth as possible. And I think a key piece of this will be commons because, you know, a lot of kind of commentators in the media and so far are saying, you know what, I’ll. Recruitment’s going to become really, really easy because there’s going to be lots of people on the market, it’s going to pick or choose. It’s 2008 all over all these kind of, all these kind of arguments. But I still think that you will get people that will. Due to the uncertainty and just due to the new normal, I had to use that phrase that we’re living in. You’ll get people that will still be scared to move, you know, even to the big blue chips and other kind of bits and pieces like that. So, you know, we’re concentrating on our comms and we’re concentrating that, you know, where we can be human and where we can have that human contact. You know, the conversation with the recruiters, conversations with the hiring managers, even down to things like, you know, making sure that if somebody asks a question around a contract for a start date, they get the answer like that. I think, you know, people are going to be edgy and cagey and, you know, sensitive enough. So I think for me, for TA teams, they really need to focus in on that kind of that communication piece and making sure that you take in the pain. I was. Let’s be honest with it, it hasn’t been perfect taking out the pain because, you know, people are having tough enough lives at home or at work or whatever. So when it comes to finding the opportunity, you know, we need to make sure that, you know, we’re being as empathetic as we can.
Matt Alder [00:08:44]:
Ellie, can I just. I’m going to ask him a bit more about both of you, a bit more about employer branding and what that looks like right now in a second. But before I do, could you tell us a little bit about your Instagram story takeovers? Because I’ve always loved following them, even though I’m not nowhere near your target audience of engineers. Are you still doing those? What does one of those look like in the current situation?
Ellie Harte [00:09:06]:
Yeah. So Instagram stories started for us about 12 months ago, and it was a bit of a brave leap, and they’ve actually evolved really well over the last 12 months. Effectively, we’re giving our channel over to our employees, and there was a lot of nervousness around people being the voice of Atkins and what they can and can’t say. But I think the stories over the last 12 months have made people feel comfortable with how they tell their story. For example, it’s about being real, being casual, being relaxed. It’s not a corporate platform. We want people to have a really realistic view of a day in the life of. And they have worked really well. And we’ve got some great people within our organization who have taken up those Instagram takeovers while we’ve been going through the pandemic. Prime example is the MD of our transportation business, which is a lady called Lizzie Stewart. She’s great. She’s on the leadership team. She’s very social media savvy, but she did a very honest takeover with her kids in it, talking about what she’s doing with her kids, talking about the struggles of working alongside your children at home, but also then talking about the industry and how is the transportation industry going to be affected by what’s happening. And it just felt very real and very genuine and I think that’s why our takeovers work really well. It’s. You get a proper insight into that person’s day and life. And, and I think the great thing from Liz’s takeover was where there’s a lot of people probably struggling and thinking, you know, I’m not really not doing a great job of this, juggling childcare and working from home. She made everyone feel like they were in the same boat.
Matt Alder [00:10:35]:
Fantastic stuff. And talking about working from home. I’m, I’m, I’m on tenterhooks as to whether my 4 year old is going to run in any, any moment and try and take over this, to take over this webinar. Leading on from that, I think it’s a good time to sort of ask about employer branding. I mean, to Ben first. I mean how, how’s the pandemic affecting your organization’s approach to employer brand? And do you think that this is going to be, there’s going to be a long lasting change?
Ben Gledhill [00:11:01]:
So I think, I think I can, if I can take the first, the first part in terms of what Thames Water are doing. So the one thing that has been really impressive to me now, I joined the business in the second week in March. So I am almost like a. Our leadership has been very transparent in terms of very early doors from the get go. This is our plan. As soon as things change, we will inform you. And in terms of an evp, I think solid leadership is going to be one of the key pillars for us. And I think I coined the phrase probably about a month and probably a month and a half ago in terms of. I think a lot of people will look back and say, yes, you’ve got the flashy website, yes, you’ve got 3,000 followers on your Twitter account, but how did you look after your people through COVID 19? If you had to furlough them, what was that process? Did you look after them? Did you provide support? So I think from a personal perspective we’re going to really tap into the kind of stability and the safety in terms of how we look after our people. We put our people first. Obviously as a customer facing utilities business, you know, we’ve had to still have our key workers on the ground, you know, fixing pipes, looking after our customers, etc. But we have done that by putting our people first. I think that is a, you know, you can’t buy that or you can’t fake that on a careers website. I think the second, second point to your question, I think it’s probably going to be a little bit of a crossroads for employee branding. I think if you look at the past kind of five to 10 years, you know, we’ve seen the rise of, you know, websites getting more and more advanced when it comes to content personalization. Some fantastic kind of bits and pieces being done there. But I think, you know, you don’t have to go on Facebook or Twitter or Instagram to kind of, to Ellie’s point, in terms of, you know, everyday working people, whether it’s the, the person in the shop, the person in the office, the person, whatever, they are becoming heroes and stars now. So I think this, I think you’re going to see a massive acceleration brand advocacy, and I think you’re really going to see people finally owning employee branding. So I think a perfect example is some of the things that have come out recently about how organizers have looked after their people and people have taken to Twitter and other forms of social to shout about it. So, yeah, okay, you might have a website that says this, LinkedIn that says that job adverts that kind of tell the story, but people are going to be looking for those real human interactions. And I think it was James Ellis or maybe Lars Schmidt that mentioned it a couple of years ago in terms of we have a corporate brand and your employer brand. Well, there are kind of brands out there that have ruined either or by separate actions. So now I think, you know, we are in the world where you do, you know, your employee brand can massively affect your corporate brand and vice versa. And, you know, we don’t have to mention any of them on here. We all know who they are. But, you know, there are organizations that, you know, have massively negatively dented their ability to hire on how they’ve treated the staff.
Matt Alder [00:14:21]:
Ellie, same question to you, employer, brand, what’s changed? What does it look like in the future?
Ellie Harte [00:14:26]:
We closed out the end of last year with an lvp, so we’ve now got a detailed LVP with different pillars which we align all our content to externally. And we’ve been talking about what part of that LVP makes us look more attractive and different in the market because we want to avoid that pitfall and the risk of sounding like everybody else when they come out of the pandemic with the same messaging. And what really strikes us about the pillar in our LVP is probably human and valued. It’s the main pillar we have which has that emotional connection and which is really, really relevant to how people are feeling at the moment when they’re going through the COVID pandemic. And so we want to make sure as well we know from research across the organisation that that’s the pillar as well, which came across as being the most authentic across our business internally. So that would be U.S. spotlight. That will be where we focus a majority of our content around and the platform for it moving forward.
Matt Alder [00:15:25]:
Fantastic stuff. And I think that that makes perfect sense. Moving on to recruitment technology and moving back to Ben. So how is recruitment technology helping you at the moment? And are you fast tracking anything into your, into your tech stack? Is, you know, is anything changing because of the current situation?
Ben Gledhill [00:15:45]:
So, yeah, again it’s a little bit premature. Obviously we are going through the kind of transformation, as I’ve mentioned, but a couple of the things that we’re going to be really focusing on is so. And I think this is one of the kind of the most important parts of hiring that sometimes gets forgotten. But we are going live with a brand new onboarding platform. But part of the onboarding platform will be a whole range of chatbots. And going back to my previous point, we want to make sure that that nervy working, you notice, or whatever kind of time period that is, we want to make that as smooth as possible. So we’re ensuring that we’re using very easy forms of communication. So for example, I’ve discussed the chatbot there for things like FAQs, getting that question, whether it’s what’s the dress code, what’s my pension location, that kind of thing. We’re going to be using quite a lot of SMS technology which I think is so underused, it’s untrue in terms of, you know, just a little bit of update, say, you know, hi Ellie, if you go to the onboarding platform, we have this bit of content or how you feel and we’re going to be using quite a lot of kind of engagement, kind of temp checking software as well to really make sure that when people join because sometimes there’s a little bit of a thing when by, you know, you know, when some people join an organization, they go into a little bit of a hall of, well, is it onboarding, is it induction? Where’s the kind of, you know, where to fall into? So we’re going to kind of trace that journey for the first three months to make sure that they properly embed into the organization. And I think, I think as well as that, you know, the current ATS that we use, we’re just having a good clean, if that makes sense, in terms of making sure that the workflows make sense. You know, we’re getting good engagement from the hiring managers, just making sure that candidates aren’t being asked about and they don’t need to do so. I think for me, from a tech stack perspective is very much around communication. I think engagement is a key one, but I think it’s a bit easier to use as well. So, yeah, I think those are things that we’re going to be really focusing on.
Matt Alder [00:17:52]:
Ellie, same question. Technology.
Ellie Harte [00:17:54]:
Yeah. One of the things that we’re really going to be utilizing that’s new to us is virtual careers fairs. So we ran our first virtual careers fair back in February, so before the pandemic happened, which was great because we’ve got a lot of lessons learned from that first one, which always has a few teething problems. But we’re finding we’ve got our next one booked for June, that it’s a great platform for us to be able to go out and talk to candidates, get our managers in front of candidates regardless of where they are geographically. They haven’t got to travel to a hotel or a conference centre or anything like that. They log in virtually when it’s convenient for them. We can really talk to them about what it’s going to look like and what we’re going to be recruiting for when we go through the recovery phase. So there’s that element of technology which allows us to connect with each other still really well, remotely. It’s interesting. A couple of things Ben mentioned there. We’re finding now we’re in this situation, it’s forcing us to look at other types of technology that have maybe been on the back burner a little bit. That text message functionality is absolutely part of that. But another thing that we’re focusing on at the moment is having a really robust CRM in place. One of the activities we’re trying to focus the recruiters on at the moment is really building some great talent pools so that when we get to the recovery stage, we’re one step ahead of where we need to be. We’ve already got great pools of candidates that we’ve qualified and we can fast track them through the process. It’s really challenging to do that and deliver a good customer experience to a candidate without a CRM that has all the capability that allows you to have the great communication so that’s a separate project that we’re looking into at the moment and I think is fundamental for us as part of our attraction strategy moving forward.
Matt Alder [00:19:36]:
One of the things that you’ve both touched on is career sites, and I always think that they don’t get talked about as much as they should because they do sit right at the center of the process, as it were. So, question to Ellie first this time, what’s the role of CareerSight systems currently and what as an employer do you need them to be delivering or what are you getting out of the system you’re using at the moment?
Ellie Harte [00:20:00]:
Yeah, exactly. Like you just said, the careers site sits pretty much from a talent attraction perspective at the center of everything we do. It’s vital to us maintaining our employer brand across there and the messaging that comes along with that, but also all of the great stuff that we do across social media. So whether it be those Instagram takeovers that we were talking about, whether it be content across Facebook or on Twitter, we signpost everything back to our careers website. And there’s no point doing really tech savvy stuff across the social channels if you’re directing people back to a careers website that doesn’t resonate with the same message, doesn’t give the candidate the same feeling when they land on it as well. So it’s key to that and it’s key to facilitating and continuing the positive candidate journey that they go on as part of their applications. One of the great things we’ve got as part of our website when a candidate applies is a, is a quick apply process as well. So it’s nice and smooth and slick for a candidate. They’re not going seeing loads of fancy, snazzy stuff and then going through a really outdated process of five or six different pages of information to apply to us. It really is straightforward and simple and that wouldn’t be possible if you didn’t have a great career site that sits behind it.
Matt Alder [00:21:15]:
Absolutely. Ben, your thoughts on career sites, career site systems?
Ben Gledhill [00:21:18]:
Yeah, I’m going to pretty much kind of start by pinching what Ellie said in regards to, I think, you know, there’s no point investing lots of social channels and bits and pieces like that. If you get to a careers website and it’s 1999 all over again. So I think structurally, I mean, I think that the best careers website out there, out there at the moment, you know, it is a journey from the moment that you land to the moment that you press submit or complete or whatever. So I think there has to be a Natural flow. I think it is, in my opinion the best place to showcase the mantle piece that is your evp. I think, you know. Yeah, again, I love Krie’s websites that really just put people at its heart and it doesn’t have to be, you know, an extraordinary kind of photo shoot or whatever, but just put, you know, if I land on your careers website, I want to look at that person there and I would think, right, can I be her? Can I be that person? Can I do that role? Can I put myself in her shoes? So without using the words authentic and transparent, we need to continue that journey in terms of really putting our people at the forefront. I think video is a great anchor in terms of getting people’s interest, but kind of finishing. On Ellie’s point, I think the basics have to be there in terms of is it easy to follow, find, is it easy to navigate? It’s still quite scary that some websites aren’t mobile optimized. You know, I mean, I think when I was at Yodle, I think we had 74% mobile followed by 10 or 15% tablet. I can’t remember what. Obviously the desktop would have been kind of the back end of that. And when I think it comes to the application itself, you know, we have to make it light enough that people complete it, but we have to make it sticky enough that we get that buy in. I know a lot of people talk about, yeah, but you know, we want to make it consumer based process. I’m not sure I’m in that camp because I think you do not want a candidate to look at your job in the same way that it will be a pair of trainers or a five quid USB stick. You want that buy in, you want that stickiness to your brand and your content. So I think he’s got to have good functionality, I think it’s got to have a good level of content there. But it has to give me the why, why do I want to sell this website? Why do I want to apply? Why do I want to join your organization?
Matt Alder [00:23:49]:
So picking up on something that you both mentioned, there is this idea of this great experience and the apply process and all that kind of stuff. Obviously we’ve been talking about the candidate experience on webinars for at least a decade, if not, if not two, just to kind of revisit it in the light of the, of the current situation. Starting by asking Ellie, what does, what does a great candidate experience look like now and what focus are you going to give it on the, on the future? Is it Is it going to change?
Ellie Harte [00:24:18]:
I think the candidate experience now? I think one of the things we’re learning is that we’ve got to give our candidates much more flexibility. I think as soon as you push people into a situation where they’re all forced to work from home, companies suddenly realise actually this works where they’ve had teams before that haven’t had that flexibility. So I think when we move into the new world, we’re going to see a lot more organisations that have less floor space, they have more people working from home and we need to be more flexible when it comes to some elements of recruitment around that. So you could be talking about technology around video interviewing so we’re not having to fly people in for interviews, we’re being able to do it all virtually. For example, we’ve got a candidate experience team at the moment that we’ve set up just to look at the candidate experience to make sure they’re at the heart of that. So one of the things we did before the pandemic and plan to do afterwards is we surveyed a huge range of our candidates to get their honest feedback on how they find the process. It’s very easy to assume from inside what your process looks like externally, but we got some great feedback that is helping us shape that candidate experience. And I think the other thing that’s key, and this is what we’re working really closely with attracs on with our careers website, is making it personalised to the individual. I talked earlier about making sure we’re not the same and it’s not the same message for everybody. The more we can personalise the elements of our careers website. So each candidate gets a unique experience, whether that’s the blog content they receive or the jobs that are served to them. I think that will mean an awful lot to candidates moving forward as well.
Matt Alder [00:25:55]:
Absolutely. Ben, your thoughts on that?
Ben Gledhill [00:25:57]:
Yeah, so I mean, I kind of. I was at an event, I think, yeah. Earlier in the year or maybe back in last year, before the kind of madness joined and, you know, anybody who kind of knows me, I’m a bit of a geek when it comes kind of experience. Something that’s quite passionate to me. And I always. So someone asked me, you know, why. Why am I quite passionate as I am about cx? And I always say, well, I always like to think, you know, a few years ago my father was maybe done after 30 years in the, in the engineering kind of sector and seeing the pain that he went through just to get a little bit of, you know, part time cash to Kind of take him from under my mum’s fee, etc. Was really, really painful. But I think, you know, we’re probably still talking about kind of experience because a lot of organizations, I totally agree with what Ellie was saying. A lot of organizations still don’t understand what it is kind of the experience in the same way as a customer experience. It’s an ecosystem. It’s an ecosystem made up of maybe six, seven, eight different parts. And you know, I think one of the problems that we have is, you know, organizations will invest quite a lot in say a careers website, but yet they haven’t properly coached and educated their hiring managers on what a good interview looks like or they have biases that they haven’t kind of looked at or whatever. So I think once organizations really kind of break down that kind of experience into the various kind of steps and look to kind of take each one on as a pro product of work, you are probably going to see, you know, probably going to see the kind of true positive impacts. But I still think that, you know, and this comes back to I think the whole argument of how commercial we are. You know, I think organizations will probably find out the hard way in the next kind of 6 to 9 to 12 months in terms of you might have a great brand, but if you haven’t got a good candidate experience people will walk away from because people now will be looking for them 1%, those zero moments of truth. So as I think it’s around ecosystem, it’s around understanding what you do and really breaking down each point and kind of optimizing each touch point with either a candidate or a new startup.
Matt Alder [00:28:07]:
Final question from me. It’s a bit of a difficult one, but I think it’s important to, it’s important to ask it looking ahead, what’s going to be important to talent acquisition moving forward? What do you think is going to be different as we move into 2021? So that question to Ellie first.
Ellie Harte [00:28:27]:
Yeah, I think for the rest of this year I’m going to use my buzzword again of flexibility. We as a team started off the year with a really detailed talent attraction strategy as we always do. And we in the past, we plow through that throughout the year. We adjust to each year and we had this great plan this year that we were going to execute everything by the end of quarter three, ready to have a strong quarter four and then think about next year and obviously that very quickly in March got derailed. So I think for us this year is a real lesson in being reactive when it’s appropriate, but also being able to prepare for the future appropriately and have a strategy that can be flexible. And I think that will be an element that we will absolutely. When we think about 2020 now, we don’t know what’s around the corner and what can happen. Make sure that any strategies that we build have that flexibility in there if required.
Matt Alder [00:29:20]:
Fantastic. Ben, I’m glad you asked.
Ben Gledhill [00:29:21]:
Daily first just giving me a few seconds to think.
Ellie Harte [00:29:24]:
So.
Ben Gledhill [00:29:24]:
Yeah, I think flexibility is a key one. I think I’ve mentioned my kind of buzzword of the month, which is resilience. I think TA teams have to build a resilience in terms of there will be challenges, you know, in terms of, you know, organizations freezing hiring or letting go of some of their kind of TA function. There will be probably downsides on budgets, etc. But I think yet again this is where, you know, we need to realize we have, we have to align ourselves to the business and that the strategy, as Ellie said, regardless of what that is, and I think a few people have already mentioned this, but I think, you know, we’ll go from more just responsible for hiring, but we’ll start operating more of an advisory role. I think we need to become more adept with tech in terms of optimizing and I think Ellie, you mentioned this earlier, kind of coin a phrase, but you know, we need to probably be a lot more open minded with technology. You know, a lot of organizations will be looking at automation. They will be thinking, well, hang on a minute, we spend all this time doing this but we can bring in the system and it does it in half the time and the quality is amazing. So, you know, I think you probably will see TA evolve a little bit, you know, and I think, you know, and I’ve been kind of banging the drum for years in terms of in a time when cash is going to be really short, we have to be seen as some kind of profit center and not a cost center. Whether that’s through advising the business, advising on technology or just rolling your sleeves up, you know, we have to be able to be agile, adaptive and more than anything, resilient.
Matt Alder [00:31:13]:
My thanks to Ellie Harte and Ben Gledhill and a special thank you to the team at attrax for organizing the webinar and letting me share the audio. If you haven’t already, please check out their website at www.attrax.co.uk and find out more about the great work they do. You can subscribe to this podcast in Apple Podcasts or via your podcasting app of choice please also follow us on Instagram. You can find the show by searching for Recruiting Future. You can also listen and subscribe to the show on Spotify. You can find and search all the past episodes@www.recruitingfuture.com on that site. You can subscribe to the mailing list and find out more about working with me. Thanks very much for listening. I’ll be back next time and I hope you’ll join me.
