One question that has the power to keep recruiters up at night: What makes a person choose one job over another?
While some recruiters may find that either a high salary or competitive benefits is enough to entice top candidates, others are winning talent with a workplace culture of learning and development (L&D).
Eight in 10 people say learning gives their work purpose, according to LinkedIn’s 2024 Workplace Learning Report, and 7 in 10 say learning gives them more of a sense of connection to a company.
If you’re a recruiter who is competing for top talent, partnering with your L&D department and tapping into a candidate’s desire to develop their very own superpowers (let’s call it accessing their inner Superman or Wonder Woman) may be the strategy that gives you an edge. Here are three takeaways from the Workplace Learning Report that will help recruiters use learning to keep current and future roles filled.
Takeaway No. 1: Use AI as a selling point
Everyone is thinking about AI – including the talent you’re trying to recruit.
The savviest employees — those who will likely be at the top of your hiring wish list — will be looking for ways to leverage AI. Stacey Kratz, a digital strategist in New York, compares the emergence of AI to that of social media some years ago.
“I remember when social media started, and no one wanted to touch it,” she writes. “I jumped at the chance to communicate what my organization was doing on a new platform. We don’t have to jump on the AI bandwagon, but as communicators, we should understand its capabilities to see where we can adapt it to our needs.”
LinkedIn’s Workplace Learning Report found that 4 in 5 people want to learn how to use AI in their profession. Recruiters can tap into that desire by letting potential talent know two things:
- They don’t have to fear AI; it’s not coming for their job if they decide to accept a position in your organization.
- They will be able to learn how AI can complement their skill set. In other words, this opportunity will help them become more valuable in the AI era.
There are already companies making strides in offering AI skills development to employees. Booz Allen Hamilton is paving the way through their AI Ready training initiative. The program teaches employees — engineers, consultants, and everyone in between — the basics of using generative AI.
“Our goal is AI readiness,” Jim Hemgen, the firm’s director of talent development, told SHRM, “which means ensuring everyone in our workforce is conversant in understanding gen AI’s capabilities.”
Earlier this year, consulting firm Accenture announced Accenture LearnVantage, a platform for clients that will reskill and upskill employees in AI so they can help their organizations capitalize on the technology.
Takeaway No. 2: Focus on career longevity rather than company longevity
Once upon a time, the idea of staying at one company for life and retiring with a pension and gold watch was common. Today, job hopping is the preferred strategy for many, particularly members of the younger generations. Some even believe there are drawbacks to staying at a company for too long, such as being pigeonholed or giving the impression that you can’t adapt to new situations.
With that said, top talent may not be as interested in hearing about the long-term benefits of working for your organization as they are in opportunities that will pay off today. That means emphasizing career-enhancing benefits — particularly those that can help employees advance professionally whether they stay with your company for two years or 20.
Gen Z is particularly tuned into the value of learning in order to advance their careers. Just 37% of Millennials, Gen Xers, and Baby Boomers agree with the statement, “Through learning, I can explore potential career paths at my company.” But fully 53% of Zoomers take that position, the Workplace Learning Report found.
Career coaching and mentoring are two offerings proving popular with employees who are looking to advance their skills. According to the Workplace Learning Report, 47% of companies are investing in career coaching and career mentoring programs as a way to improve retention.
Some companies are even exploring AI-powered coaching. With career coaches averaging $170 per hour, top talent might be swayed if you can offer mentoring and coaching services as part of your benefits. Coaching provides an individualized process in which employees receive guidance on identifying the skills and goals that are applicable to their particular career journey. That gives employees something tangible to come away with from the working experience even if they later end up leaving the company.
Software company Jobber hires coaches to work with all employees and the initiative has “become a key cornerstone of the Jobber experience,” says Sara Cooper, chief people officer for the company.
Formal mentorship programs pair less experienced employees with those who can provide guidance, wisdom, and a window into what it takes to perform another function in the company. Matches can be based on any criteria. For example, Mastercard pairs mentors and mentees based on their interests rather than on their seniority in the company.
When weighing a potential job opportunity, many employees are thinking about how to best position themselves for the next role they will seek. As a recruiter, part of your job is to show potential candidates how your organization can do that. Focus on the professional skills the role will teach the applicant.
Takeaway No. 3: Find ways to tout internal mobility
Employees are looking to get promoted and advance in their organizations, yet only 1 in 5 has strong confidence in their ability to make an internal move, according to the Workplace Learning Report. That means an organization that can show a track record of creating opportunities for employees to take on new roles can be appealing to many applicants.
About a third of organizations have internal mobility programs, according to the report. If yours is one of them, that’s a selling point you can’t afford to overlook when recruiting candidates. Even if your organization is not one that has a formal internal mobility program, look for success stories within the company that might inspire an applicant to give your organization a closer look. You might be able to tout how senior leaders moved up in the organization, as research shows that managers and higher-ups are more likely to make internal moves.
Another way to showcase internal mobility is by highlighting employee promotions on social media. Caitlin Hicks, senior talent acquisition partner for integrated healthcare system Main Line Health, shares: “Half of our promotions come from our own employees.” Caitlin then added a word of advice to those looking for a job: “Find an organization that values growth and development, but will also help you get there.”
Keep in mind that employees aren’t just looking to move vertically. A lateral move can provide an employee with the opportunity to align their work with a different passion or unlock new skills that will make them more marketable. Kevin Dobbins, a vice president at the real estate analytics company CoStar Group, writes: “In 2023, 777 employees advanced to the next chapter of their career with promotions at CoStar Group, and an additional 1,021 employees made lateral moves to different departments.”
When approaching potential talent, show them that your organization has an interest in helping employees explore different opportunities within the company.
Final thoughts
When Clark Kent transformed into Superman, the world benefited. The same holds true for employees: When they transform into stronger, more knowledgeable workers, they uplift the organization. When employees are motivated to learn new skills they can apply that knowledge to their current roles, as well as positions you may need filled in the future.
While it’s true that learning and development can make an employee more marketable to your competitor, by creating a culture of continual learning, you can give them plenty of reasons to stick around. That’s every recruiter’s dream.
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