Attracting and landing talent

- When you focus on that first bucket of attract and land amazing talent, really stay focused. Understand what you're trying to do and how you're going to compete. And so that is a differentiator in the marketplace. We all hear about the war on talent, and sometimes it's always assumed it's in the tech space, it's not. It's in banking, it's in fintech, it's in healthcare, you name it, every industry has a war of talent. And it gets more intense if you're in the same pocket, the same marketplace that has a condensed competitive landscape. And so when that occurs, you have to be really intentional how you differentiate. What is that market brand? How are you going to attract? What is your employee value proposition like we say? And then you make a promise to employees, if you were to work here, like at LinkedIn they say, transform self company in the world when you join us, you'll be better served by having been part of their journey, I can attest to that, but every company has its value prop. And so figure out what that looks like, figure out if it is transforming the world, creating tools for the world to be better, smarter, braver, giving food to the hungry. Every company has its purpose that must shine through in the tract part of your plan. And so now when you're designing an employee experience, you're going to share that storyline with your prospective talent, it's got to be woven through your job descriptions, through your interviews, and then through the walks on campus either virtually or in real life. So when you think about crafting that employee candidate experience, bring back those three legs of that stool of employee experience culture must shine through purpose values, what we stand for, how we operate. The tools give a little insight how we support you, and the facilities, the environment in which you work. And so you can do that virtually through technology, through digital workplace, you can do it real life by bringing people onto campus and walking them around. But always know that in every segment that you're trying to design your employee experience, you got to think of those three things and how they resonate. With intent, are you getting the right messages across? And measure those things. Ask candidates that rejected your offer, why did you reject it? What were we missing? If they accepted your offer, ask them why they accepted it. I don't think we asked that question normally in the marketplace. Why did you come here to Tom's donut shop? Why? Why Tom's? You could gone to Susie's. So if you know what captures their heart and their mind through that moment of uncertainty, that is your first indicator flirtation with employee experience. And then you measure it all the time, you tweak it all the time and you continue to look at it because it's not a destination that I'm trying to and envision, it's a journey. Employee experience evolves. If you start off small as a startup and you have the privilege of growth, you have core elements of your culture you want to keep. Then there are things that you want to evolve into. So in that three legged stool, you got to evaluate, what do we need next in our journey? Weave that in. We moved to a new building, now it looks different. What do we want it to feel like? How do I want you to show up in the hallway? You got to weave that back in. So the journey mindset, the growth mindset of always be learning is an essential part to any of your design thinking in employee experience.