ROI-Driven Recruitment: Making Every Dollar Count in 2024

Recruiting great talent is one of the keys to a successful business. To that end, making sure you’re getting the most for your recruiting dollars — without spending too much of your budget — should be a high priority. Ideally, you’re getting the best return on your investment, or ROI.

Recruitment budgeting comes with challenges, from balancing spending against performance to navigating the ups and downs of the job market. 

“On the one hand, you’re contending with the unpredictable nature of hiring — the perfect candidate may come along tomorrow, or it might take months to fill a role,” says Peter Wood, founder and chief technical officer of Spectrum Search, a recruiting company for crypto and blockchain talent. “On the other, there’s the pressure to minimize costs without compromising the quality of hires, which is no small feat.” 

Plus, recruitment budgeting can be tough in this economic climate, where inflation is a factor and the labor market is tricky. Strikes have affected employers in manufacturing and information, and labor shortages are ongoing in healthcare. 

Tracking Your ROI is Crucial

The more you know about how your recruiting dollars are performing, the more efficiently you can hire great people. 

Data points can help inform your decisions. How long is it taking to fill your roles, from start to finish? How far into the process are you finding the candidates you end up hiring? How many people are applying to your postings?

“It’s not a great sign to have hundreds of people in the search,” says Kyle Samuels, CEO of Creative Talent Endeavors, a boutique executive search firm. “That usually means that you don’t know what you’re looking for and you’re reaching out to everyone.” 

The more you can work with data to gauge the results you’re achieving with your recruiting dollars, the more informed you’ll be when you make future decisions. 

Optimize Your Company Website for Recruitment

One cost-effective strategy to attract talent is to use your website as an always-on recruiting tool. When your site clearly reflects your company culture and brand, candidates who are attracted to your message will stick around. 

“Make sure you have a clear and defined employer value proposition,” Samuels says. “You need to send that signal to attract the tribe that you want.” 

Showcase your company strengths. If you’ve got diverse talent, highlight it. If you’ve got a great benefits program, make sure candidates can find information on it. The more you can sell the experience of working for your firm, the more you’ll attract passive candidates. (Not sure how to brand yourself? Use Monster’s guide.) 

Understand the Value of Talent Pipelining

Talent pipelining is the practice of keeping qualified potential job candidates in the wings, so to speak, so when an opportunity arises, you can move fast. This shrinks your time-to-fill and saves money overall, since you’re not starting from scratch for every search.

Tom Humble, founder and CXO of E.C.D. Automotive Design, a company that builds custom vehicles, says he’s used talent pipelining to identify candidates that met their skills and culture requirements — and then stayed in touch with them. “This ensured we had a pre-vetted talent pool to contact whenever a new requirement arose, reducing hiring time and costs substantially,” he says. 

You can also use talent pipelining to help you develop a more diverse workforce. By building relationships ahead of time with people and organizations from a variety of backgrounds, you’ll be in a position to proactively hire diverse talent from your pools of existing contacts.

For best results, tune in to candidate needs — if you aren’t offering what candidates are looking for, it won’t matter who’s in your pipeline. Use hiring tools that flag you when candidates in the system are active (and potentially looking for work). And engage workers via text and email tools that meet them where they are. Check out Monster’s Always Be Recruiting guide for tips.

Consider Pay-for-Performance Postings

Pay-for-performance job ads only cost you money when candidates engage with the ad — so your money goes to the most effective ad placements. These are high-yield ways to increase your ROI, since dollars go directly to the ads that are bringing in the most candidates. 

In one case study, a large staffing agency doubled its hire rate from 7% to 14% by using Monster’s Pay-Per-Click solution. It also found that Monster’s PPC strategy yielded more qualified candidates for open positions. 

“Pay-for-performance job postings, where you only pay when the desired outcome is achieved, can be a game-changer,” Wood says. “It aligns the cost directly with results, ensuring that every dollar spent is accounted for.” 

Curious about how it works? Learn more about pay-for-performance with Monster.

The Role of DEI&A in Veteran Hiring

Employers are increasingly realizing the many benefits of hiring veterans, yet are often challenged when it comes to engaging with the military community. Accounting for only 7% of the total adult population in the U.S., veterans are a small, yet diverse group of individuals that come from varying backgrounds and ethnicities. Of the 18.4 million veterans nationwide,

“The military has long been described as one of the most diverse organizations in the country,” says Ken Mayes, a retired U.S. army veteran and employer relationship navigator at Syracuse University’s Institute for Veterans and Military Families (IVMF). “As more women, marginalized populations, and members of the LGBTQ+ community identify with military service, veterans reflect a broader spectrum of backgrounds and experiences.”

When it comes to hiring our nation’s heroes, employers need to take into account the principles of diversity, equity, inclusion, and accessibility (DEI&A) within their recruitment strategies. Here’s how employers can leverage DEI&A in their veteran hiring practices.

Expand Hiring Outreach

In order to engage with veterans and candidates from diverse backgrounds, employers need to look beyond their go-to sources for talent. Participating in programs like Hiring Our Heroes, which assists transitioning service members in finding fellowship opportunities with the hopes of leading to gainful employment, and Skills Bridge, which gives employers early access to those who are transitioning out of Active Duty and into the civilian world, can be great places to start. Employers can also enlist the help of Monster and, where they can gain access to more than 10 million diverse and highly skilled service members seeking opportunities across industries.

Shawn Abbatessa, chief of staff at Brown & Brown Insurance, says, “Other opportunities for veteran outreach exist in the ways businesses give back to their communities as well. At Brown & Brown, we champion volunteering with veteran-focused organizations, visiting career fairs, and partnering with colleges that provide veteran education programs.”

Additionally, employee referrals can be a cost-effective way for employers to expand upon their existing veteran workforces. “Employers can also leverage the veteran talent within their veteran employee resource groups as a lead generator to attract veteran talent,” Mayes says. “These communities often have extensive networks within both the military and civilian sectors. Employers can leverage these connections to build relationships, provide mentoring, and remove any ambiguity relating to the transfer of military skills to the private sector.”

Update Job Postings to be More Inclusive

Veterans offer unique and diversified skill sets that make them ideal candidates for businesses looking to hire. However, job postings that require specific technical skills, educational requirements, or a set number of years of experience, may dissuade qualified veteran candidates who may not have a degree or industry experience from applying.

“It is essential to use language that will resonate with candidates and other experiences beyond just traditional secondary education,” Abbatessa says. “Rather than having a rigid set of rules for job postings, we encourage recruiters to think about where potential candidates may have some crossover in their experience and what unique skill sets they can bring to the organization. When we leave room for life experience, we open the conversation to learn more about each candidate.”

Recruiters and hiring managers should include transferable skills, like problem-solving, leadership, teamwork, and communication, within job descriptions to help draw a larger, more diverse pool of candidates. Employers who are serious about hiring veterans may also consider adding language like “Veterans are encouraged to apply” to job descriptions.

Showcase Commitment to Veteran Hiring in Employer Branding

From social media and review platforms to employer value propositions and career websites, candidates have access to a wealth of information about potential employers. For employers looking to hire veterans, communicating their commitment to veteran hiring can help move the needle when it comes to attracting the military community.

“Employers should ensure that an employer’s branding is welcoming to the veteran community,” Mayes says. “An example of a welcoming website would be pictures of veteran employees within the organization or testimonials from military-affiliated employees that exemplify the employer’s commitment to the military community. As a best practice, some of the most military-friendly and military-ready employers have separate military-themed web pages to highlight their support to the community.”

As a transition master coach at, Jacey Eckhart echoes the significance that employer branding can have when it comes to veteran hiring. She says, “When we’re doing research for our top military employers, one of the things we look for is an outward sign on their website that indicates they are pro-military. In fact, one of the best things that they can have on their website is our Military Skills Translator. This tells veterans that the employer is serious about hiring veterans.”

Be More Accessible

About 30%, or five million veterans are living with a disability, many of whom, the Council of State Governments says, self-eliminate from viable career opportunities, thinking their injuries would either disqualify themselves for a job or that performing the job wouldn’t be possible given their injuries. While disabled veterans are protected under the Uniformed Services Employment and Reemployment Rights Act and the Americans with Disabilities Act, there are steps employers can take to help quell any fears that veterans and other candidates may have around their hireability.

On career websites and job listings, employers can highlight benefits like flexible work arrangements and schedules, access to mental health and wellness services, and the ability to take time off from work to attend medical appointments. Dr. Deborah Bradbard, an IVMF senior research associate, says employers should bear in mind that “no two veterans will be alike. Therefore, it is important to avoid assumptions and to customize accommodations to meet the needs of each employee.”

Create a Welcoming Work Environment

Transitioning from military to civilian life can be difficult for veterans. During their time of service, many felt a strong sense of purpose, belonging, and camaraderie among their peers. When looking for their first civilian job post-military, veterans often seek employers that provide a similar sense of fulfillment. Yet, according to Monster data, less than half (46%) of veterans feel accepted when starting at a new company.

“Employers can play a crucial role in easing the military-to-civilian transition by offering thoughtful initiatives that recognize the unique stressors that some veterans face during their transition,” Bradbard says. These include:

  • Employee Resource Groups: ERGs or affinity groups for veterans can provide support, mentorship, and guidance for veterans, allowing them to share their experiences and learn from one another.
  • Mentorship programs: Pair veterans with experienced employees who can provide guidance and support during the transition process and across the employee lifecycle. These mentors can help veterans adapt to the workplace culture and provide insights for ongoing career development.
  • Regular feedback and check-ins: Conduct regular check-ins to provide an opportunity for veterans to express concerns and ask questions and for supervisors to provide concrete feedback.

Seek to Eliminate Bias

When it comes to hiring veterans, employers need to be aware of conscious and unconscious biases that exist, especially as it relates to mental health and disabilities. Employers should be careful not to assume that just because someone is a veteran, they will have a disability. For the five million veterans who are living with a disability, employers need to avoid ableist language and actions.

“Ableism, the belief that persons without disabilities are superior to those with them, can negatively influence initial employment decisions based on the actual or perceived disability status,” Bradbard says. “Across the employee lifecycle, employers should be careful to avoid ableism, which can take many different forms. For instance, ableism might include the use of slurs or derogatory comments towards those with a disability, failing to believe a person is disabled, talking down to someone, making assumptions that they will not understand a task or particular point because of disability, or purposely excluding or segregating those with accessibility issues.”

Cultural competence training can help create awareness around biases and provide solutions on how to combat them. Brown & Brown Insurance, for example, offers Belonging Sessions to associates, which Abbatessa says provides “a safe space for them to have candid conversations about their experience and share ideas and recommendations related to diversity, inclusion, and belonging efforts.” Additionally, he says, “We also champion allyship. As part of a summer learning challenge, we offer an Allyship in Action challenge to create a space for curious teammates to learn more about different perspectives, reflect on their own experiences, and gain practical insight.” By focusing on cultural competence and skills related to allyship—active listening, empathy, amplifying voices, etc.—employers and employees can seek to eliminate bias in the workplace.

Hold Teams Accountable

As with any corporate initiative, it’s important for employers to set goals and evaluate progress along the way. When it comes to veteran hiring, Eckhart says this is often where companies fall short. “One thing I’ve learned from recruiters is that even though their company has a veteran hiring policy, no one’s watching it,” she says. “No one’s asking the question, how many veterans have we hired? And how many veterans have we retained? So go ahead and link that to the recruiter’s performance review, and more importantly, the hiring manager’s review.”

When starting or reviewing a veteran hiring program, employers should first outline why they want to hire veterans and the outcomes they hope to achieve, like the number of veterans that apply and interview for jobs, the number of veterans hired, how the percentage of veterans in the workforce has grown over time, etc. From there, they can determine the amount they are willing to invest and who will be responsible for championing these efforts and tie those goals to their quarterly, mid-year, or annual performance reviews.

Make Veteran Hiring Part of Your DE&I Strategy

When it comes to building a diverse and inclusive workforce, veterans are often overlooked, despite their skills, backgrounds, and cultural experiences. From conveying your company’s commitment to veteran hiring, to attracting military talent to your workforce, learn how Monster and can help further your DE&I efforts with our veteran hiring solutions today.


The ROI of Veteran Hiring: How Investing in Veterans Pays Off

Hiring our nation’s heroes can yield positive returns for employers that invest in veteran hiring. With their unmatched technical and leadership skills, strong work ethic, and unwavering commitment to safety and integrity in the workplace, veterans can generate positive outcomes that can impact a business’s bottom line. In fact, one analysis showed that a company of 1,000 employees, 25% of whom are veterans, can experience an annual cost savings of $325,000.

“There is a strong business case for many companies to hire veterans because they bring skills, such as leadership abilities, crisis management, the ability to work on a team, as well as adaptability and tangible technical skills,” says Dr. Deborah Bradbard, a senior research associate at the D’Aniello Institute for Veterans and Military Families (IVMF) at Syracuse University. “Relying on relevant metrics, such as recruitment costs, turnover rates, productivity improvements, and customer satisfaction over time, are among the ways that companies can measure the ROI of veteran hiring. Increased brand loyalty, positive customer relations and engagement, improved team culture, and community impact are other less tangible ways veteran hiring can positively impact ROI.”

Below, we explored what kind of impact employers can expect by prioritizing veteran hiring within their recruitment and retention strategies.

Unmatched Skill Sets

Veterans of the U.S. military offer unique and diversified skill sets that make them ideal candidates for businesses looking to hire. However, one of the biggest challenges when it comes to hiring veterans is translating their military skills for a civilian job. “Rarely is a company’s hiring team trained to translate a veteran’s skills and experiences to the role they’re hiring,” says April Shprintz, veteran and founder of Driven Outcomes. “Military vernacular is highly specialized and it’s challenging to know if the person applying has the needed experience based on a resume full of terms that aren’t common in the business world.”

Skills translators like’s, can help employers better understand military skills and translate them for civilian jobs. Jacey Eckhart, a transition master coach at, says, “It’s so easy for employers to put their job listings through the Military Skills Translator to identify what kind of people have the skills they’re looking for.” Additionally, O*NET’s Military-Civilian Crosswalk can help employers find military occupational classification codes for the jobs they’re looking to fill. Tools like these can help ensure that a veteran’s skills and qualifications are being used in a way that best contributes to a company’s success.

Lower Training Costs

While every industry and role is different, the average training cost per employee sits at $1,252 with companies spending an average of 33 hours of training time for every new hire, according to the Association for Talent Development. Dedicating this amount of time and resources can impact productivity when new hires are unable to hit the ground running and take more experienced employees away from their day-to-day work.

When it comes to training new hires, veterans are often fast learners, which can help employers save both time and money. “They have the unique ability to learn skill sets and roles in weeks compared to the months and years it takes many others to be trained,” Shprintz says. “For veterans, both the mission and often their lives depended on that speed of learning and adaptability. To give an example, my military training as a broadcaster took 12 weeks and I was told by more than five television news producers that they considered that 12 weeks of training superior to a four-year degree in broadcasting.”

Improved Turnover Rates

Members of the U.S. military pride themselves on their commitment to mission and country. When transitioning to civilian life, hiring workers with that kind of commitment can be impactful when considering the cost of losing an employee. According to Employee Benefit News, employers spend an average of 33% of a worker’s annual salary to replace one employee, and in today’s world where the average employee stays at a job for about four years, that can really add up.

“Veterans who have served in the military often experience a profound sense of purpose and belonging during their time in service,” says Annette Harris, veteran and owner of Harris Financial Coaching. “Upon transitioning back to civilian life, they often seek employers that provide a similar sense of fulfillment and camaraderie. Once they have found an employer that aligns with their values and provides a supportive work environment, they are committed to staying with that employer for the long term. This dedication level often extends until retirement, as they value the stability and security that comes with long-term employment.”

In order to retain top veteran talent, it’s imperative that companies provide a supportive work environment. Ken Mayes, retired U.S. army veteran and IVMF employer relationship navigator, says, “Companies investing in mentorship programs and professional development opportunities for veterans will likely witness improved employee retention as veterans find a sense of belonging and growth within the organization.”

Additionally, Eckhart adds that military spouses can also embody a similar level of dedication to their employers. “Because they have traditionally been constrained by how many times they have to move, that has always been a limiter for spouse employment. However, one of the things that we’re seeing is once the spouse is working for a company, they will move heaven and earth to stay in the company. So if you’re looking for loyalty and longevity from an employee, a military spouse who can have a remote or hybrid role is a great, great hire.”

More Business Opportunities

Most people want to give back to veterans, who have sacrificed so much for us. As a result, companies that hire and support veterans may experience increased favorability with customers, investors, and business partners whose values align with their own.

For instance, BlackRock Systematic Research found that government contractors with a higher proportion of veteran hires tend to be awarded more government contracts. Additionally, Mayes says, “The Center for a New American Security’s report on ‘The Business Case for Hiring Veterans,’ highlights the potential for enhanced brand reputation and customer loyalty when a company actively supports veteran hiring initiatives. Many consumers and investors favor businesses that demonstrate a commitment to veterans, positively impacting market share and revenue.”

Reduced Tax Liability

There are several tax credits available to employers that hire men and women of the Armed Forces, which can further impact a company’s bottom line. These tax credits include:

  • Returning Heroes Tax Credit: This tax credit provides financial incentives for firms to hire unemployed veterans. For short-term unemployed veterans, or veterans who have been unemployed at least four weeks, employers may receive a credit of 40% of the first $6,000 in wages (up to $2,400). For long-term unemployed veterans, or those who have been unemployed longer than six months, employers may receive a credit of 40% of the first $14,000 of wages (up to $5,600).
  • Work Opportunity Tax Credit: This tax credit provides financial incentives for companies hiring marginalized target groups, which includes military veterans. A qualified military veteran is someone who is receiving food stamps or has left the military within the last 180 days. Employers can receive a tax credit equal to a percentage of the veteran’s first year of employment wages. “By participating in the Work Opportunity Tax Credit,” Mayes says, “employers can positively impact workforce diversity and inclusion while reducing their tax liability.”
  • Wounded Warrior Tax Credit: This tax credit maintains the existing Work Opportunity tax credit for veterans with service-connected disabilities hired within one year of being discharged from the military. Employers that hire long-term unemployed veterans with services-connected disabilities may receive a new credit of 40% of the first $24,000 wages (up to $9,600).

More Inclusive Company Culture

A diverse and inclusive company culture can be decisive to the long-term success of a business and can have a direct impact on its bottom line. When hiring veterans, consider that racial and ethnic minority service members account for about 40% of active duty military. Some may have also lived in foreign countries, giving them exposure to different viewpoints and ways of life. These diverse backgrounds and experiences can positively impact team dynamics and lead to greater employee satisfaction, engagement, and camaraderie.

“Veterans can be fantastic for a company’s work culture,” Shprintz says. “They are taught to put the mission first while always keeping their troops in mind. With a mentality of ‘mission first, people always,’ veterans are uniquely able to help colleagues and teams rally around a company’s goals and accomplish them while maintaining an inclusive and supportive culture.”

Ready to Hire Veteran Talent?

Whether you’ve just begun veteran hiring, or your company has made it a priority for years, Monster and offer a comprehensive suite of tools you can use to find and hire veterans, including a Military Skills Translator, Reverse Military Skills Translator, and Veteran Talent Portals. Learn how we can help you build a veteran-friendly employer brand, recruit top-notch, skilled talent, and reach over 10 million veterans seeking opportunities today.


Creating Career Growth Opportunities to Attract and Retain Gen Z Talent

When it comes to attracting the new generation of talent, Gen Z has some pretty big demands. From salaries that start at six-figures to having the ability to work from anywhere in the world, Gen Z is redefining the way employers approach talent acquisition and retention.

Make no mistake—this generation is one that is motivated to find meaningful, long-lasting careers and understands that it won’t be handed to them without first putting in the necessary work. For employers looking to hire these up-and-comers, learn why providing career and growth opportunities can help drive your Gen Z talent acquisition efforts in 2023.

What New Grads Want From Their First Jobs

Gen Z may have a long way to go up the career ladder, but they know they won’t rise unless they are given opportunities to learn and grow within their careers. When it comes to securing their first job out of college, finding a company that provides job training, career coaching, and room to grow is incredibly important to them. In fact, Monster’s 2023 State of the Graduate report found that 54% of new grads would turn down a job at a company that doesn’t offer career growth opportunities (up 33% from 2022).

“Gen Z and recent graduates, specifically, are entering the workforce at a time of major volatility due to the fluctuating economy,” says Ashley Samson, chief of staff at National Business Capital. “As they scout new job opportunities, stability and growth are at the top of their wish lists. These job seekers are eager to begin their professional career with the intention of being in these companies for the long term.”

This Generation Won’t Wait Around Long

As the first fully digital native generation, Gen Z has grown up with virtually everything at their fingertips. For instance, they’ve never had to wait for dial-up internet; they simply open their smartphone and are instantly online. Just like they don’t have to watch ads on TV or listen to a sitcom’s intro song; they press “skip” and immediately start binge-watching their favorite show. It’s no wonder, then, that when it comes to their careers, Gen Z doesn’t want to wait for growth and advancement opportunities to come around—they want them now. According to Monster’s State of the Graduate report, 37% of recent college graduates said the most important aspect of a job is immediate growth and advancement opportunities.

“Gen Z expects everything they need is going to be at their fingertips,” says Kaelyn Phillips, vice president of talent management at Monster. “And if we don’t give it to them, they’re going to find another organization that will because that’s just the culture we’re in.” She’s not wrong—Monster’s State of the Graduate report also found that 43% of new grads said they would quit a job if they were not given opportunities to learn and develop in their positions.

Providing Career Development and Learning Opportunities

Fortunately, there are a number of ways to provide growth and learning opportunities not just to Gen Z, but to all employees within an organization, many of which can be free or of low cost to employers. “Mentorship is one, and it’s so important for underrepresented demographics,” says Ursula Mead, CEO of InHerSight, a company-reviews platform for women. “Our data shows that if ‘you can’t see it, you can’t be it’ remains true, especially for young women considering futures in leadership positions. Other learning opportunities include cross-training, job shadowing, stipends for certifications, career coaching, tuition and conference reimbursement, subscriptions to learning platforms, etc.”. Mead also adds that mental health resources are a good sibling benefit to learning opportunities because they can help employees, especially young employees, deal with stress and prevent burnout early on.

Companies like Monster provide excellent examples of how employers can take the ideas listed above and put them into action. For example, Phillips highlighted Monster’s Career Atlas as one of the ways in which the company supports the growth and development of their employees. The Career Atlas outlines all of the company’s job descriptions and core competencies and allows employees to compare roles within their own department or across the organization. Phillips says this has helped several employees prepare for interviews and land internal promotions within Monster.

Additionally, she says Monster’s career coaching program has helped improve employee engagement and decrease attrition at the company. In fact, only three months after launching the program, employee engagement went up more than 5%. When it comes to employee retention, Phillips says, “I can think of three or four examples of where people went through our career coaching program and because of the program felt more connected to Monster and have stayed with the organization as a result.”

Communicating Career Growth Opportunities to Job Seekers

Knowing that job seekers, especially Gen Z candidates, value and are looking for jobs that provide career training and resources, it’s important for employers to ensure these opportunities are made known to job seekers and their existing workforces. Employer branding materials, like an employer value proposition or a career site, can often be a good place to start. “Once you have a solid career growth plan in place, showcase it everywhere and often,” Samson says. “Include your plan in job descriptions, make it available to view on your company website, and speak about it throughout the interview process. You want to communicate as clearly as possible that career growth is valued as highly to you, the employer, as it is to the job seeker.”

One of the best ways employers can showcase career growth opportunities to job seekers is through good storytelling. Mead says, “Find employees who’ve succeeded because of your programming and ask them to share their experiences. What would they have done if the program didn’t exist? How did their leaders/managers support the change? What have the results been? Get them to share the ins and outs of the program through their positive experience, so other employees will be curious to experience it for themselves.”

Employers shouldn’t stop talking about and promoting their career development resources after a job offer has been extended. Continue to advertise these opportunities to employees via internal communications, like in a company newsletter or on a bulletin board in the office. Employers should also encourage managers to discuss career advancement and development opportunities with their staff on a regular basis, like during performance reviews.

For more information on how employers can convey their commitment to employees’ career development—along with many other useful tips for attracting today’s top candidates—download Monster’s Employer Branding Guide.

Introducing Monster’s Economist Board

This year we’ve expanded our roster of spokespeople with Monster’s Economist Board, an expert panel of economists who will offer their insights on different economic topics and workplace trends.

Each of our economists has a unique set of strengths that we will leverage for expert commentary on:

  • The Bureau of Labor & Statistics Reports
  • Current Economic Conditions
  • Monster-Created Worker Insights and Reports
  • Workplace Trends

Meet Dr. Giacomo Santangelo

Dr. Santangelo is a Senior Lecturer in the Department of Economics as well as the Director of the International Political Economy Program at Fordham University and a term professor at the Stillman School of Business at Seton Hall University. He is an economist with training in quantitative and qualitative research and analysis with more than 20 years of teaching experience at various Universities in the New York City area. Giacomo is also the author of, Macroeconomics: Big Things Have Small Beginnings.

What do you enjoy most about being a Monster economist/a member of Monster’s Economist Board?

Working with Monster affords me additional opportunities to inform our clients and help them manage their expectations about current labor market trends. A more educated job seeker (and employer) is a person better equipped to navigate the labor market.

What do you consider to be the top workplace economic trend for both workers and employers to be on the lookout for this year?

The labor market is in a transitional state. There is no “one” trend coming in the labor market. Any market is about “people.” When we discuss the labor market, we are discussing job seekers and employers. Since coming out of the Covid-year (2020), everyone is tackling issues of “remote” vs. “in-person” employment; questions of what impact AI will have on specific industries; as well as how best to navigate the current inflationary economy and prepare for the next recession.

A top economic concern among many workers is the rising cost of living, should workers expect relief from this issue anytime soon?

Inflation is tricky. Workers experience inflation as an increase in their cost of living that has been outpacing increases in their pay. Many consumers have dealt with this by charging more things on credit (or increased borrowing.) To combat inflation, the Federal Reserve has to raise interest rates (which they have been doing for the last year.) The problem this war on inflation causes, though, is it makes it more difficult for consumers to borrow and pressures employers to cut costs (which in many cases, as we have seen, means layoffs.) One must also recognize that different people are experiencing inflation differently. Given the high demand for labor in certain industries, wage growth may be outpacing inflation for some workers, while many others are experiencing the opposite.

Meet Dr. Jadrian Wooten

Dr. Wooten is an award-winning educator and researcher who currently serves as a Collegiate Associate Professor of Economics at Virginia Tech. He writes a weekly newsletter, the Monday Morning Economist, that shares insights on current economic events and trends in a way that’s accessible to everyone — from seasoned economists to everyday readers.

What are you most looking forward to discussing as a member of our economist board?

I’m really excited about diving into the nitty-gritty of the job market and helping explain economic data in more detail. The job scene is always changing, influenced by all sorts of things like new technology, globalization, shifting demographics, and government policies. I look forward to chatting about how these trends affect people looking for jobs and companies trying to hire and coming up with ways for both to be successful. Additionally, I am eager to discuss up-and-coming industries, in-demand skills, and what the future of work might look like. My goal is to give job seekers and employers some valuable insights so they can tackle the job market with confidence.

What can Monster job seekers and employers expect to learn from you this year?

My goal is to explain complicated labor market issues in a way that is easier to understand and will result in actionable insights throughout the year. I will be sharing valuable information on labor market trends, what to expect in the future, and which skills are popular in different industries. Expect data-driven analysis and practical tips to enhance your understanding of the labor market and make the most of the job hunt or hiring process.

Tell us a top economic concern that job seekers should be aware of as they navigate their job search?

One of the big things job seekers need to watch out for is how technology is changing the job market. As technology keeps advancing and industries keep evolving, some jobs disappear while new ones pop up with different skill expectations. So, job seekers need to keep their skills up to date, even if they don’t think the latest trend will affect their next job. It’s crucial to stay ahead by figuring out what skills are in high demand in the industry they want to work in and finding ways to learn or improve those skills. That way, they can set themselves up for success in fields that have lots of potential for growth.

Thank you to Giacomo Santangelo and Jadrian Wooten for taking the time to share more about yourselves and your roles on our Economist Board. Continue following us here to learn additional economic insights from our team and visit our Monster Intelligence hub for our latest poll data and details on the latest hiring trends.

Are Flexible and Remote Work the Key to Attracting Gen Z Talent?

Remote work likely isn’t going away any time soon. On Monster, candidate searches for “work from home” jobs continue to be #1 on site overall. In fact, predictions show that 36 million Americans will be working remotely by 2025—a 417% increase from pre-pandemic levels.

With Gen Z entering the workforce, a generation that values flexibility, work-life balance, and meaningful work, Monster data suggests they may be one of the biggest drivers behind the shift to remote and flexible work. Just look at the newest cohort of college graduates—according to Monster’s 2023 State of the Graduate report, 73% said they would be more likely to apply for a job if the position allowed them to work remotely from anywhere.

When it comes to attracting this new generation of talent, experts like Marta Abalos Lopez, vice president of people and culture at Hotjar, say employers may need to adapt their recruitment and retention strategies and lean into the idea of flexible work. “Leaders should embrace flexible distributed and remote work, because not only does this increase the talent pool, but it also helps people find better work-life balance,” she says. “Gen Z is also values-focused and that creates an opportunity for organizations to bring in diverse people who can expand on and challenge interests and ideas.”

Here’s why offering flexible and remote working options may be the key to driving Gen Z talent acquisition and retention efforts in 2023.

Remote Work is All Gen Z Knows

For most of Gen Z, remote work is all they know. Many studied or graduated during the COVID-19 pandemic when most schools and businesses were operating remotely and never had the chance to intern or work in an office. Even today, more than three years after the onset of the pandemic, 37% of new grads say they don’t feel like they have enough experience working in person at an office.

“Monster’s 2023 State of the Graduate report demonstrated how Gen Z is changing the workplace as it relates to their expectations for how and where we work,” Abalos Lopez says. “For many Gen Zers, their university years were spent studying remotely, and so the transition to remote work was more natural.” When confronted with the possibility of having to work in person, it’s not surprising, then, that so many would prefer to stay home.

Gen Z and the Importance of Work-Life Balance

As the first fully digital native generation, Gen Z wants work to fit into their lifestyle and not the other way around. According to Monster’s State of the Graduate report, 58% of new grads consider work-life balance to be the most important aspect of a job. Additionally, 49% say a flexible work schedule is most important, while 34% say it’s the ability to work remotely.

“For remote workers, the ability to connect with friends and family, travel internationally, and use work as a means to redefine life brings a new perspective and paradigm shift to the old adage of work-life balance,” Abalos Lopez says. “Workers are empowered to do their best work, no matter where they are and as long as deadlines are met and projects completed, leaders should embrace this type of balance for better employee morale and retention.”

Attracting Gen Z with Flexible and Remote Work

Knowing that Gen Z is more likely to be attracted to companies that offer flexible and remote work options, it’s important to ensure it’s being communicated to candidates. Recruitment and employer branding materials, such as an employer value proposition, career site, job descriptions, and social media, are often great places for employers to promote their flexible and remote work arrangements.

“If a role is 100% remote, consider mentioning this directly in the job title and again at the beginning of the job description, rather than requiring candidates to dig through the posting or website, or even complete a first-round interview to learn more about the role,” says Dr. Kyle Elliott, MPA, CHES, founder and career coach of “Additionally, if the role requires candidates to be in the office, either now or potentially in the future, be sure to state this clearly and upfront.”

Patrick Garde, co-founder of digital marketing agency ExaWeb Corporation, says employers can also communicate their remote, hybrid, and flexible work policies by emphasizing work-life balance and incorporating visual representations. He says, “Including images or videos in recruitment materials that depict a diverse workforce engaged in remote or hybrid scenarios helps Gen Z candidates visualize themselves in such an environment.”

Keeping Remote Gen Z Workers Engaged

While remote work is attractive to Gen Z, it can be isolating at times and cause them to miss out on opportunities and experiences they would normally have while working in person. “Gen Z individuals who have mainly worked remotely may miss out on the social interactions and casual conversations that occur in an office setting,” Garde says. “They might not have the same opportunities for in-person collaboration, mentorship, and learning experiences. Additionally, they may not experience the office culture, networking opportunities, and structured professional development programs that can contribute to their growth and career advancement.”

As the youngest generation in the workforce, Gen Z certainly doesn’t want to miss out on opportunities to learn. In fact, 43% of new grads said they would quit a job if they were not given the chance to learn and develop in their position.

“To support remote Gen Z workers in building connections and receiving mentorship, employers can utilize virtual engagements,” Garde says. “This includes implementing virtual mentorship programs, leveraging online collaboration tools, organizing virtual team-building activities, establishing digital communication channels for informal discussions, hosting virtual networking events, and offering online learning opportunities. These measures enable remote Gen Z employees to connect with colleagues, receive guidance, and enhance their professional growth, even in a remote work environment.”

If Gen Z Must Return to the Office

For some employers, working remotely may not work for them. While Gen Z and other employees may not be particularly thrilled to make the commute to work—32% of new grads said they would quit a job if they were required to work at the office—there are some steps employers can take to help ease the transition. Garde says, “Employers can ease the transition to in-person work for Gen Z by implementing a gradual shift, offering flexible work arrangements, and prioritizing clear communication. Additionally, ensuring employee health and safety through necessary safety measures and comfortable workspace is crucial.”

How to Engage with Talent Whenever and Wherever You Find It

Recruiting is more than just filling vacant positions. It’s a continuous process that involves sourcing talent, engaging with candidates, and even connecting with individuals who may be a good fit somewhere down the road.

“The best companies want the best talent—even if they are not currently hiring,” says Dr. Tricia Callender, head of diversity, equity, and inclusion at Thinx. “All the processes, paperwork, and planning are great, but what makes the engine run is the talent. Top companies know this and are always recruiting even when there is not an open position currently.”

In today’s competitive hiring landscape, maintaining an “always be recruiting” mindset is crucial. After all, Monster’s Work Watch report found that 92% of employers plan to hire in 2023. To win the battle for top talent, you will need to be proactive in connecting with active and passive job seekers whenever and whenever you can.

At Grainger, Jody Catanese, senior director of talent acquisition, knows how challenging it can be to find quality candidates in a competitive labor market. “We believe it’s important to maintain strong branding that builds awareness and reinforces organizational values while promoting career opportunities,” she says. “The more active we are in maintaining a connection with top talent, especially among diverse candidates, the higher the likelihood we will have great people available as opportunities occur. This also creates a positive candidate experience and shortens cycle times for hiring.”

Below, we’ve outlined several ways you can find and engage with top talent.

Get in Front of Talent with Digital Advertising

Digital advertising channels, such as search, display, and social media, can allow you to quickly build awareness and drive applications, even among passive job seekers. “Your candidates may not even be looking to move roles and, therefore, will not be active on job boards,” says Liam Read, head of recruitment operations at The Curve Group. “Therefore, display and social media advertising can be a great way to make them aware of suitable opportunities on platforms they are using by catching their eye and encouraging them to look at job advertisements they otherwise would have missed.”

With digital advertising, you can target top talent by job function, years of experience or seniority level, geography, skill sets, interests, and more. “With the right audience targeted, you should tailor the language and creative assets used in your ads to the audience and regularly conduct A/B testing to identify messages that resonate best,” Catanese says. “Continue to optimize your campaign by allocating more budget to top-performing ads, and these campaigns will quickly round out your recruitment marketing strategy to attract the best talent to your company.”

Retarget Candidates to Stay Top-of-Mind

Retargeting is a form of online advertising that continues to work for companies long after a customer has visited their website. The technology works by following people around the web as a way to keep their brand in front of their target audience. Retargeting is so successful it’s been shown to increase click-through-rates by 180%. When used for talent acquisition, retargeting can help you stay connected to candidates by placing your job postings on websites where interested candidates are likely to see them.

“Retargeting plants a seed and is a very effective brand-building strategy,” Callender says. “It speaks for you long after the potential customer has left your website. This is much the same for talent acquisition—reminding talented people that, ‘hey, this amazing company is somewhere you should be working’ and hopefully turning that into a conversation, meaning a hire somewhere down the line.”

Build Awareness Through Social Media

Social media platforms like LinkedIn, Facebook, Instagram, and Twitter, allow you to showcase your brand, values, and what life is really like working for your company, which can help build brand awareness among potential candidates.

“It is essential in this day and age to leverage social media to amplify not only the sales of your products and services, but your company’s brand and what it stands for,” Callender says. “Job seekers now demand this. And businesses, in turn, must respond to those demands. Leverage social media to amplify your culture and values and—this is key—be candid about areas where your company needs to improve.”

Leverage Your Employer Value Proposition

Communicating the value, recognition, and rewards that employees gain from working for your company is critical to winning the competition for top talent. An employer value proposition (EVP) can help you communicate what you, the employer, will give to your employees in return for their time, loyalty, and productivity. It’s also a great place to mention what your company stands for and its values.

Now more than ever, employees are looking for and are attracted to EVPs that go beyond the job/work and offer other, more meaningful values,” Read says. “For example, commitments from a business to support diversity, inclusion and equality, the environment, mental health, or communities.”

Attend Industry and Hiring Events

Attending events—both in-person and online—can help employers draw in candidates from many different backgrounds. College job fairs and networking events, for example, might help you get in front of younger job seekers, while specialized, industry-focused events could present opportunities to connect with more seasoned workers. Also, consider attending or even sponsoring events geared toward diverse audiences, like veterans, the LGBTQ+ community, people of color, and those with disabilities.

“In order to find other sources of untapped talent, put yourself in that talent’s position and think about where they hang out and spend time,” Read says. “For example, they may attend virtual and physical events aligned with their roles—from webinars to networking events. Consider trying to secure a speaker slot or a sponsorship deal, so you can get in the room or be more visible to them online. The same applies to job fairs. Consider building relationships with your local educational providers who run courses aligned with the roles, industries, or specialisms you’re hiring for.”

Create an Employee Referral Program

Another way you can engage with talent and expand your network is through your current workforce. Often, great in-house talent has connections within their fields and can point you in the direction of other like-minded individuals who may be a good fit for the roles you’re hiring for.

“Referrals are always a great source of what is often passive talent,” Read says. “If you do a great job with recruiting and onboarding a new starter or continue to demonstrate an ongoing investment in your existing employees, they’ll be your biggest advocates of your employer brand and can really help you to talent pools you can’t access directly.”

Communicate Through SMS and Email

It’s time to hang up the phone, recruiters. These days, most candidates, especially Millennial and Gen Z job seekers, would rather communicate via text or email. It’s the best way you’ll reach them in today’s competitive labor marketplace.

According to Read, contact with candidates through SMS and email can also speed up the recruitment process. “As a recruiter, it’s important to remember that candidates have lives,” he says. “For example, they could be at work and unable to answer calls during the day discreetly, so SMS and email provide great channels through which you can communicate swiftly.”

Optimize the Application Process

With about 70% of job applications completed on a mobile device, it’s important to ensure that your career site and application process is optimized for smartphones and tablets. Catanese says, “At Grainger, we’ve found that a simple, clear, and enjoyable user experience drives conversions, and maintaining this ideal experience across desktop and mobile is key to staying relevant with job seeker expectations. A mobile-optimized experience from career site to application makes it easy for candidates to find what they’re looking for from anywhere, at any time, and apply in minutes. As reliance on mobile devices for online access continues to grow across generations, including the up-and-coming Gen Z workforce, maintaining an efficient and enjoyable experience across career sites will help companies more effectively compete for talent.”

In addition to making your career site mobile-friendly, consider eliminating redundancies, like forcing candidates to fill out information that can already be found on their resume, to speed up the application process and decrease bounce rates. Also, make sure your career site is accessible for people with disabilities by following the Web Content Accessibility Guidelines (WCAG).

Build Your Talent Pipeline with Monster

Finding the right talent in a candidate-scarce market is challenging. That’s why Monster’s recruitment solutions are designed to help you build a talent pipeline and streamline the hiring process. From promoting your jobs on social media and the Monster Audience Network to creating a compelling company profile, we can help you target and engage with candidates wherever they may be. Check out our interactive guide to learn about all the ways Monster can help you engage with today’s top talent.

How the Right Employer Branding Can Help Curb “New Job Jitters”

Excited for a new employee to join your team? Your new hire is likely to be excited too, but there’s a good chance they’re also feeling anxiety, nervousness, and other emotions that make their palms sweat and their heart pound.

In a recent Monster poll, an overwhelming 87% of candidates said they have experienced “new job jitters,” or the feeling of nervousness or anxiety when starting a new job. These jitters are so bad that about 1 in 2 said starting a new job is scarier than a performance review, visiting the dentist, holding a spider or snake, or even skydiving—yikes.

“There is a lot at stake with a new job, as few people have the luxury of quitting without another role lined up, particularly with the current economic conditions,” says Dr. Kyle Elliott, MPA, CHES, founder and career coach of “Simply put, candidates need to be successful in their new jobs to put a roof over their heads and food on the table. There is also the added pressure to perform and avoid being laid off in an incredibly competitive job market.”

While it’s completely normal for a new hire to be a little nervous for their first day of work, when those nerves become so great that they start to lose sleep or their personal relationships begin to suffer, employers need to evaluate what they can do to help keep those jitters in check.

How to Ease New Hire Fears

Prioritizing employee mental health should start before the employee’s first day of work even begins. Failure to do so could lead to negative repercussions. In a Monster poll, 22% of workers said they weren’t able to perform to the best of their ability because of their new job jitters.

“It’s important to ensure new hires know they are walking into a psychologically safe environment on day one,” says Shayna Royal, director of recruiting at Paycor. “They need to know it’s okay to ask questions, suggest new ideas, and not know everything. Doing this sets the tone for the onboarding process and ultimately their experience with the company and their willingness to be forthcoming around concerns that may impact them from fully showing up. We want our associates to feel their best and give their best, but if they’re bogged down with the anxiety of new job jitters, that’s not possible and it will be clear we did not do our best to prepare them.”

Addressing mental health and quelling new job jitters starts with having the right employer branding in place. Here are a few ways you can help put new hires at ease ahead of their first day on the job.

Make a Great First Impression Through Your Career Site

Your career site is often one of the first places a candidate or new hire goes to learn more about your company, so it’s important to show them what it’s really like to work for your company. Showcasing company leadership, DE&I programs, and employee resource groups, can help new hires better see themselves fitting into your organization. A great career site should also include testimonials from current employees, giving new hires extra peace of mind.

Clearly Define Job Responsibilities

As much as you would like your new hires to hit the ground running, a Monster poll found that it typically takes most new hires about 1 to 3 months to feel settled into their role. Almost one-third of respondents (65%) said they felt imposter syndrome or the feeling of self-doubt and personal incompetence, during their most recent onboarding process. Trevor Bogan, regional director at Top Employers Institute, says, “The fear of failure can drive people to doubt their skills and capabilities in their new role.”

One way employers can help alleviate any doubts early on is by setting expectations right from the beginning in the job description. “The job descriptions should be clear and detailed so as to accurately describe each role’s requirements, duties, and responsibilities,” Bogan says. “This will let applicants know what to expect from the position.”

Articulate Company Values and Benefits

An employer value proposition (EVP) is a promise of what you, the employer, will give to your employees in return for their time, loyalty, and productivity. This presents a perfect opportunity to set and clarify expectations for new hires before they even decide to join your company.

Your EVP is also a great place to mention any special perks or benefits, such as paid time off, flexible work arrangements, healthcare, and parental leave policies, which will help reassure new hires that wellness is a priority. This is especially important considering that 1 in 4 workers will hold off submitting any PTO requests when they first start a new job. Not to mention, many workers are scared to tell their new boss they’re pregnant or expecting a child.

Showcase Your Brand Through Social Media

Social media channels allow you to show and tell real stories in real time, which can further help candidates and new hires get a sense of what life will be like when working for your company. “Through social media platforms such as LinkedIn and Twitter, employers can post updates about upcoming job openings or showcase happy employee stories,” Bogan says. “This will create a positive image of their brand, which will convince potential candidates that they’ll be joining a great team if they take up the role.”

Humanize Employer Communications

When communicating with a candidate or a new hire, it’s important for employers to remember they are speaking to an actual human being, not an anonymous person behind a computer screen. Royal says, “Employers can add personal touches to humanize their branding and build deeper connections that create a psychologically safe environment to help curb those new job jitters. Breathing life into communications via social media posts, websites, and email communications can help new hires feel more connected. At Paycor, we’ve done this by sending personalized, quick videos from executives welcoming new team members and ensuring that candidates know about our inclusive culture that encourages people to bring their whole selves to work.”

Address Mental Health and Wellness During the Interview Process

A great candidate experience can set the tone for onboarding and often lead to a great experience working at your company. Elliott says, “When recruiting and interviewing candidates, consider how you market and talk about your mental health benefits as well as your philosophy toward time off.” For example, hearing from a hiring manager about being an engaged parent and that the company doesn’t give them any issues ducking out for a bit to pick up their kid from school can be a powerful story.

Create a Roadmap for Day One and Beyond

After the job offer has been accepted, remember to continue communicating with the candidate in the days leading up to their first day of work. Let them know what they can expect on their first day, the first 30 days, the first 90 days, and beyond.

“Recruiters should create a roadmap explaining in detail what day one looks like, who they’ll talk to, and when and where they need to be,” Royal says. “Teams need to think through even the tiniest details like sharing what time to log on (time zones can cause confusion for remote teams), and what to do once they’re online. This can take a huge load off of a new hire’s mind, so they can focus on getting to know people, learning their way around, and soaking in mountains of new information.”

Offer an Orientation for New Hires

A new hire orientation can be a great way to ensure every new hire gets all the information they need to be successful in your company. “Employers can help boost a candidate’s confidence for their first day of work by offering an orientation for new hires,” Bogan says. “An orientation allows the candidate to get to know the team and workplace better as well as receive an in-depth overview of the company, its mission, and expectations. Additionally, it can provide helpful tools, such as an employee handbook or training materials that will give them an understanding of the job from day one.” An orientation also allows new hires to ask any questions about benefits or paid time off policies they may have felt uncomfortable bringing up in the interview process.

Learn More About Employer Branding

From conveying your company’s commitment to employee mental health to perfecting your messaging on work-life balance, Monster’s Employer Branding Guide can answer all of your questions about how to devise a branding strategy to attract today’s top candidates. Download today to learn more.

Why Your Employer Value Proposition Matters More Than Ever in 2023

If you’re looking to build up your team in 2023, you surely know that competition for talent is fierce. After all, Monster’s Future of Work survey found that 92% of U.S. businesses are planning to recruit this year. And they’re wasting no time finding right-fit candidates — in the first month of 2023 alone, the U.S. Bureau of Labor Statistics jobs report showed that more than half a million payrolls were added to the economy. Not to mention, there are still plenty of open positions on the table with nearly two jobs available for every worker. 

With so many employers hiring, it’s never been more imperative — or more challenging — to attract suitable candidates quicker than your competition. In fact, in Monster’s Future of Work survey, 14% of all recruiters expressed difficulty differentiating and describing the value of working for the company for which they are hiring. That’s where an employee value proposition (EVP) can help. 

What is an Employee Value Proposition? 

An employee value proposition is an important element of any employer branding strategy. Think of it as a promise of what you, as an employer, will give to your employees in return for their time, loyalty, and productivity. 

“An employee value proposition gives an employer the opportunity to express the more nuanced facets of their organization, such as clarifying company culture or unique company assets,” says Amy Casciotti, vice president of human resources at TechSmith. “If the Great Resignation has taught us anything, it’s that applicants are looking to join a flexible, welcoming work environment, but oftentimes, they won’t know a company’s corporate culture until they’ve committed to a position. The employee value proposition is a great place to clarify what the company stands for, its values, and what its organizational culture is like. Moreover, this statement can set your company apart from others by identifying any special perks that come with the position, such as flexible work arrangements, catered lunches, or company-wide events.” 

In addition to employer branding, an employee value proposition can also be a useful tool in talent acquisition. Casciotti says “developing a thoughtful yet clear employee value proposition that goes beyond the traditional work benefits can entice potential candidates to inquire about your company.”  

In fact, Gartner research found that effectively delivering an employee value proposition has its benefits, including: 

  • Attracting 20% more candidates 
  • Increasing new hire commitment by 29%
  • Reducing annual employee turnover by 69% 

Updating Your Employee Value Proposition 

Creating an employee value proposition is not a one-and-done assignment — it needs to be continuously maintained in order to be effective. “The EVP should be reviewed and updated regularly to reflect changes in the company and in the market,” says Sven Patzer, chief executive officer at Sveny Corp. “At minimum, it is recommended to assess and revise the EVP once a year to ensure it remains relevant and appealing to potential candidates.” 

With that, employers should acknowledge that candidate expectations have certainly evolved over the past few years, and many simply don’t want to “go back to normal.” To survive and thrive in today’s labor market, employers will need to tout more than health insurance and the number of PTO days offered (although, those are still important, too!). Monster’s Future of Work survey found that companies will need to do a better job communicating benefits like workplace flexibility and salary protection in their employee value proposition, provided it’s authentic. 

“To meet the evolving expectations of candidates, employers need to embrace flexibility and prioritize salary protection in their EVP,” Patzer says. “This can be achieved by actively listening to employee feedback, staying current on industry trends, and adjusting policies and practices to better support work-life balance.” 

Here are a few ways companies can update their employee value propositions for today’s challenging economic climate: 

Offer Work Flexibility 

During the COVID-19 pandemic, many employees found favor in the flexibility of working from home. This is still true today. On Monster, the #1 candidate search overall continues to be for “work from home” or “remote” jobs. 

Allowing employees to work from home at least a few days a week, or have greater flexibility in creating their daily work hours, can make a huge difference when it comes to attracting talent. In fact, Monster’s Future of Work survey found that about half of employers believe offering flexible work options gives them a recruiting edge. 

Action: Promote the various flexible work options offered within your employee value proposition, job descriptions, and employer branding. 

Be Inclusive 

In the aforementioned Future of Work survey, just 5% of all recruiters rated diversity, equity, and inclusion (DE&I) as one of their top three priorities. Yet, DE&I continues to rank as a top priority among candidates for the past three years. This presents a prime opportunity for employers who are actively promoting DE&I not only within their organizations but also in the world, to stand apart from their competition. 

Action: It’s important not just to communicate your company’s commitment to DE&I in your employee value proposition, but also to show your commitment. This can be accomplished through imagery, partnerships, inclusive language, and more. 

Foster Meaningful Connections 

Even in today’s remote work environment, it’s important for managers to build connections with their workforce. “Employees are at the heart of every organization, so it’s important for corporate leaders to keep a pulse on their employees’ values, concerns, and opinions and make sure that those are directly feeding into the employee value proposition,” Casciotti says. “Maintaining an open channel of communication will not only keep employers in tune with employees desires but what potential candidates may be looking for in a workplace.” 

Action: When crafting your employee value proposition, don’t forget to ask your current workforce what they love most about working for your company. 

Provide Stability and Support 

Amid high inflation and news of mass layoffs, it’s hard not to be concerned about the future. That’s why we weren’t surprised to see that the security of a consistent paycheck has become so desirable for workers. Offering salary protection can help ensure that employees and their families are taken care of in the event they are unable to work. 

Action: Your employee value proposition should put the employee first. This means communicating company values that go beyond making a profit. 

Build Your Employer Brand Today 

In the race to attract great employees, taking control of your employer value proposition is crucial. Want to learn more? Contact one of our employer brand specialists at Monster Strategic Talent Solutions to see how we can help establish your value proposition, show candidates why they should work for you, and gain a competitive edge. 

Drive Growth With a Phenomenal Candidate Experience

By Alison Goldman

Are you struggling to convert top talent into hires?

Many staffing firms have numerous open orders, and simply not enough candidates to fill them all. Despite a difficult economy, the labor market remains tight, with Bureau of Labor Statistics data reporting two open jobs for every unemployed worker in the U.S. Changes in job seeker behavior add new challenges, such as “ghosting.” To be “ghosted” by a candidate means that at some point during the recruiting or interviewing process, they disappeared without a trace or explanation. According to a recent Monster survey, about three-quarters of recruiters say they’ve been ghosted, and nearly half (47%) of candidates admit to ghosting.

To understand ghosting, you must consider the generational makeup of today’s candidates. According to the World Economic Forum, Millennials make up about 37% of today’s available workforce, with Generation Z contributing an additional 61 million workers. Our survey found these cohorts to be the most skeptical candidates, with a combined 54% of candidates distrustful of promises that companies make about job expectations, benefits, perks, and culture. Our data also shows that these generations place a high importance on company culture, further amplifying this sentiment. Candidates may only make it halfway through the process if they don’t trust or value the opportunity they are presented.

Your best weapon against ghosting is a great candidate experience

An investment in a great candidate experience can push candidates through the funnel faster, increase conversion rates, and boost recruiter productivity. Recruiting is still a very human business, and your team’s greatest asset is their time. That time is better spent with candidates who are likely to complete their application because they trust the job opportunity, believe in your firm, and understand how you can help their career. Staffing agencies that invest time in explaining to candidates who they are and how they can help are successfully winning job seeker confidence and building stronger rapport.

One workforce solutions firm that understands the value of great candidate experience is Nesco Resource. “Now more than ever, employers are competing for candidates’ attention. A positive impression from application to onboarding is crucial to finding (and keeping!) talent in a crunched market,” says Anastasia Fete, vice president of marketing at Nesco Resource. “We believe that by reducing friction throughout the hiring process, we set the tone for a successful placement.” Kevin Hatgas, director of digital marketing at Nesco Resource, says “Job seekers are increasingly mobile-first. When we looked to redesign our website in early 2022, the top priority was ensuring that job seekers could easily and quickly find and apply to open positions no matter what device they are using. By keeping that experience top of mind, we were able to improve overall traffic, online application rates, and get more people working”.

The Fountain Group has also focused its sites on building trust, adding FAQs to enhance process clarity, and leveraging Google reviews from real job seekers. “We are extremely proud of and grateful for the positive reviews our contractors and clients took the time to post about The Fountain Group on Google. We believe that highlighting those positive experiences on our website provides additional credibility to our proclamation that TFG truly is “Your Ally in the Quest for Workforce Success” says Kelly Cone, president. Adding third party reviews and providing visibility into who you are and how your process works, conveys your firm’s confidence in your work, legitimizes your firm to skeptical seekers, and ensures they get the message: We can help you achieve your goals!

Monster has been a pioneer in online recruiting since 1994

Many of our staffing clients have turned to us for candidate experience and employer branding help. If you would like more information on the resources available or a complimentary audit of your career site, contact me at

Alison Goldman is team lead and strategic account manager at Monster. This article was previously published in the American Staffing Association’s “Staffing Success” magazine in December 2022.