Real-worlddata,analysis,andtipsforrecruiting remoteandnon-remotejobs
non-remotejobsalike,accordingtotheR&DteamatDatapeople.
Remoteworkiscomplicatingthehiringlandscapeforremoteand
Thehiringadvantageforremotejobsis substantial,especiallyintightlabormarkets. Hiringteamsshouldofferremoteorhybridjobsif theycan,evenifit'sjustafew,saysDatapeople.
One,hiringteamsshouldtransitionrolesto remotewhereverpossible.Remotejobs attract125%largercandidatepools,120% morecandidatesoverall,and120%more women,accordingtoDatapeople.
Two,hiringteamsshouldfocusmoreon inboundrecruiting.Althoughitsometimes takesabackseattooutboundrecruiting, inboundisactuallymoreefficient,says Datapeople.Especiallyforremotejobs.
Three,hiringteamsshouldleverageremoteworktoattractwomen.Remoteroles attractmorethantwicethefemalecandidatesofnon-remoteroles,accordingtothe DatapeopleR&Dteam.Theycan,ineffect,helpleveltheplayingfield.
Four,hiringteamsshouldturntechrolesinto remoteroles.Thesedays,techrolesaremore remote-friendlythanotherroles.Infact,they’re twiceaslikelytoberemotethanhybridjobs even,accordingtoDatapeople. Five,hiringteamsshoulduse“remote”wiselyin jobads.Jobseekersexpectremoterolestobe fullyremote,asintheycanworkanywherethey wantwithinthecountry,saysDatapeople.
Six,hiringteamsshouldbeupfrontaboutonsiteexpectationsfor hybridjobsandexplainthereasoningbehindthem.
Seven,hiringteamsshould promotehybridandremotejobs butnotmisleadcandidates. Eight,hiringteamscanuse decreasedrequirements,bonuses, andfairchancehiringforjobsthat can'tgoremote.
