5 Ways to Supercharge Your Recruitment Strategy

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As employers and HR leaders look to grow their workforce amid tight talent pools, it’s essential to acknowledge the changes in the world of work. The pandemic has transformed the workplace, shifting workers’ expectations and priorities. Workers are reevaluating their jobs and careers, looking not just for higher wages but flexible working arrangements and more fulfilling opportunities. How can recruiters and employers tailor their talent strategies to stand out as these shifts take place? 

1. Flex Your Flexible Work Policies

The last two years have shown that many employees can work productively outside the traditional office. As circumstances allow, employers are beginning to transition back to a shared physical workplace. But some employees may be reluctant, which has become a significant variable in hiring talent in a competitive labor market. What used to be a perk is now almost non-negotiable. Candidates are clear that they want hybrid work arrangements. What’s the impact of this change on recruitment?

Remote And/or Hybrid Models Widen the Talent Pool

When work takes place in one geographical location, organizations are limited by the talent available in that area. But with remote work opportunities, recruiters have access to a much deeper and more diverse candidate pool – and it’s not just workers in different states and countries. The added flexibility can help workers better integrate their lives with work. For example, caregivers – often women – might be able to more efficiently manage their work and life demands with a remote or hybrid working arrangement. 

Remote and hybrid work are now an established feature of the working world. According to research from ADP Research Institute’s “People at Work 2022: A Global Workforce View,” two-thirds (64%) of the workforce would consider looking for a new job if they were required to return to the office full time. In fact, contrary to assumptions, younger people (18–24-year-olds) are the most reluctant (71%) to return to the workplace full-time. Employees are prepared to make compromises for more flexibility or a hybrid approach, with more than half (52%) willing to accept a pay cut – as much as 11%– to guarantee this arrangement. 

The Cost of Commuting

For workers with lower-paying jobs, commuting to a physical workplace can take a substantial bite out of their take-home pay. Consider the price of gas, public transportation, or daycare. These factors can impact your organization’s retention and recruitment of a diverse workforce. They can also push up wages, which might not be a sustainable business reality in the long term, forcing these candidates to find work elsewhere.

Onboard Onsite

One advantage of bringing the team back to the workplace is a smoother, more comprehensive onboarding experience for new employees. That first year with the organization is crucial. Training in person and interacting with other employees strengthens the connection to the culture and, ultimately, the company.

Employers who offer their workforce more flexibility in defining the model that best fits their unique needs will be more successful in engaging talent in today’s world of work.  

2. Reimagine the Resume

Skill sets for jobs have changed globally, and workers are aware. Looking ahead, workers want a future-proof career. According to the research mentioned earlier, ADP Research Institute found that nearly a quarter of workers (23%) disclosed that they are actively trying to change their job and/or move to a “future proof” industry where skills are in higher demand long-term, where they see the best career development prospect and strongest earning potential. 

As skills continue to shift and with overall labor shortages, recruiters and hiring managers may need to step away from the classic resume and focus more on the skills required for the position. Is a college degree essential for the job? Must the candidate have followed a traditional career path? Ultimately, you want them to have the necessary skills, work ethic, and integrity. Focus on whether they align with your business’ culture and purpose. If they do – if they have the right set of core values – then the rest is often trainable. 

3. Seek Talent in New Channels

With this focus on skills, you might be able to rethink the nature of different roles. Do specific responsibilities have to all fall into one job? Perhaps you could break them up into different positions, some even part-time. This also opens new channels for finding candidates.

Campus Recruiting

Traditionally, organizations have gone onsite to recruit at four-year bachelor’s degree schools and master’s programs. Consider tapping into community colleges to reach different talent pools—leverage virtual opportunities to connect with students and traditional in-person methods. 

Non-degree or Micro Degree Programs

Likewise, more workers, especially early in their careers, seek shorter, intensive programs focused on a particular skill set. This is a great way to try a new field or upgrade current skills. For example, there are micro degrees in cybersecurity, supply chain management, and specific computer languages. Many of these programs are only two to six courses in length and take anywhere from a few months to a year to complete.


Trade apprenticeships have, of course, been around for centuries. But more business and professional organizations are using them to upskill new or current workers quickly. Registered internships are often paid and include classroom and on-the-job training, mentorship, and portable credentials. The advantage of apprenticeships is that employees build skills for a specific role and move directly into the position after completing the program.

Internal Reskilling

Often the best candidates are already in your organization. The pandemic has encouraged many employees to rethink their career choices. Many are open to gaining new skills. Suppose you have employees who already have the core values that align with your company culture. Why not reskill them with a non-degree, micro degree, or other intensive education opportunities? 

4. Know Your Competition

For any given position, employers and recruiters need to know how they stack up against their competitors, not just in terms of compensation and benefits but also in perks, flexible work, culture, career/skill development, and social responsibility. You’ve heard of market intelligence; this is talent intelligence.

Research your competition. It may be another company in your industry, but not necessarily. For example, network administrators work in many industries. Discover what the competition is offering. Whether you’re about to hire or lose someone, you must know where you stand in the marketplace and what you have to offer to improve. Benchmarking software can help you identify how you stack up against the competition.

5. Embrace Automation and Data 

New HR data tools have entered the marketplace dizzyingly in the past ten years. Analyzing internal human capital management (HCM) data can empower employers in multiple ways. It can help employers predict and prevent turnover, for instance. Based on history, employers can “see” when turnover typically occurs in different positions and intervene before the employee starts looking for a new job.

In a hybrid work environment, engagement platforms are also essential. They can increase employee visibility and help managers support employee performance and engagement. Tools that send reminders to supervisors to check in with their direct reports can keep the connections open and strong. These moments matter. In a competitive talent landscape, it helps employers both retain and recruit solid workers.

There’s no question that these are challenging times for recruiters in the labor market. But the pandemic has transformed the workplace. Your job is to educate hiring managers about these changes and offer them new perspectives on recruiting talent.


Jason Delserro is the Chief Global Talent Acquisition Officer for ADP.


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Jason Delserro brings over 20 years of talent acquisition experience to his current role as chief global talent acquisition Officer at ADP. Jason is responsible for leading global talent acquisition and employer brand and marketing across 30 countries while setting the strategy to attract diverse talent across the globe. In addition to his talent acquisition experience, Jason has served as head of HR for worldwide inside sales, as well as the mid-market and Canada sales organizations.