How to fast-track your marketing and advertising career growth

How to fast-track your marketing and advertising career growth

It’s no secret: The job market is hot. Companies are clamoring for top talent now more than at any other time in recent memory.

For marketers and creatives, the moment is especially ripe with opportunities. Employers need your skills to help them stay competitive in a digital-first world. And with the record-high quit rates of The Great Resignation showing no signs of slowing, the law of supply and demand is working in your favor.

Employers are getting the message loud and clear; the world of work has changed — probably for good. More companies and agencies are adapting to this new reality, offering remote work and higher compensation, building stronger company cultures, and making other efforts to attract and retain top talent.

This presents a unique opportunity to make rapid progress towards your long-term career ambitions, or find a role or employer that better suits your current professional needs or desire for work-life balance.

But before you jump at the next offer, don’t forget to account for your big-picture goals. No matter how tempting it might be to chase more money or a better title, check in with yourself first.

Where do you see yourself in the long-term, and how does this rung on the ladder lead you there? Is this the right next move for you, and are you prepared to step up in the specific way this role requires? Keep in mind, with higher salaries and bigger opportunities come higher expectations and greater responsibility. 

And if you are fortunate enough to work for a company making a genuine, good-faith effort to improve their culture and morale, remember that a good fit goes both ways. It takes two to tango! 

Rewarding your employer for their efforts by being a stellar team member is a win-win. Not only will it help your own career progress faster, your commitment and contributions will also prove to leadership that what they’re doing is working — and they’ll be more likely to continue investing in the things that make their company a great place to work.

No matter the job market conditions, the best way to quickly grow your marketing career is still by proving your value (and your values) through the actions you take at work every day to help you and your team succeed.

Here’s how to advance your marketing career and position yourself for long-term success in any market.

1. Know what’s expected of you, and master the basics.

The first order of business in any job is to make sure you know exactly what’s expected of you — specifically, how you will be evaluated at performance reviews: what key performance indicators (KPIs) you’ll need to meet, and what other qualitative inputs will be considered, like feedback from clients, other team members, or leadership. 

Be proactive and ask during your interview, the onboarding process, and every step of the way, especially as your responsibilities evolve. 

It’s imperative that you understand what success in your role looks like and ensure you’re focusing your efforts accordingly, whether it’s your first day on the job or thousandth.

Of course, if advancement, including a promotion, is your goal, it doesn’t stop there. These expectations are only a baseline, and that level of output is considered table stakes for the role you have now. 


To move up, you’ll need to show your employer that you have what it takes to shine in the role you aspire to have — but you still need to master the one you currently have. This may seem obvious, but it can be tempting to skip this step when your sights are set on higher ground — and doing so could derail your progress.

2. Contribute strategic ideas and creative solutions for company growth.

To truly stand out as a star member of the team, you’ll need to go above and beyond your existing duties.

But simply working harder or putting in more hours may not get you very far, especially if your added effort is misdirected or not aligned with your company’s strategic priorities or your individual KPIs. 

For example, voluntarily picking up the slack for an underperforming coworker may not garner the recognition you’re after if there are more urgent or important projects on your team’s plate, or your strengths are better applied elsewhere.

This is as much about what you choose to work on as it is how much work you do. Take the initiative to identify the highest-impact contributions you can make, and operate proactively. 

Think like a futurist, looking around your industry to try to predict what obstacles your employer may face in the months and years ahead.. Behave like an “intrapreneur,” continuously seeking out opportunities and solutions for company growth. And equip yourself to make higher-value contributions, which might include learning new skills or getting relevant certifications. 

Consider it your job to do your part in crafting a vision for the future of your company — one in which you are a key contributor. Share your ideas generously with the goal of sharing in the company’s success.  

But don’t stop there. Map out how your suggestions could realistically be implemented, rather than simply identifying issues. 

In doing so, you’ll demonstrate to your manager and team that you’re both pragmatic and creative, that you understand the business and market realities in a way a leader would, and that you’re committed to your company’s success.

3. Focus on your team’s success, not just your own.

More professionals are feeling empowered to speak up for what they want, and to demand fair treatment and compensation — and though the Great Resignation hasn’t been easy for employers, we celebrate this transparency as a win-win. When workers are candid and clear about their goals, it’s better for everyone’s long-term success.

Ultimately, we all have ambitions and aspirations for our careers, and we know that it’s up to us to make those happen. (If you didn’t feel that way, you probably wouldn’t be reading this!)

But as you consider your individual growth, don’t forget that your network is your net worth. 

And the network that truly matters most to your career success is not the one you only associate with at industry meetups or happy hours: It’s the one you’re building with your co-workers every day at work.

Few people will be more able or willing to speak to your strengths in specific terms, or connect you to ideal opportunities in the future, than the colleagues you have right now. So be sure you’re nurturing those relationships (and your reputation!) through your daily actions.

Stay connected with colleagues through daily informal chats, particularly if you’re on a remote or hybrid team. (You’ll generate more ideas and solutions if you understand what your colleagues are working on, anyway!) Then work collaboratively with your team towards your common goals and strategic priorities, and pitch in where you’re needed.

After all, having a “that’s not in my job description” attitude is sure to keep you stuck in your current job — if you’re lucky. 

Being a “team player” means looking out for the team, and not just yourself. Having a collaborative approach encourages problem-solving, boosts efficiency and productivity, and contributes to a positive workplace atmosphere. Regardless of how observant your manager is, that attitude won’t go unnoticed by the people working alongside you and you never know when you may need their help in the future.

4. Quantify your achievements and advocate for yourself.

Don’t be shy about your professional goals. Your employer can’t help you grow your career if they don’t know what you want or where you’d like to be in 3 to 5 years. 

As The Great Resignation has brought to light, one of the leading causes of job dissatisfaction is a lack of growth opportunities or an unclear path for career advancement. More employers are now mapping out career growth opportunities in an effort to recruit and retain top talent in this market, but they’re not all there yet. 

Before assuming there’s nowhere for you to grow in your current company, express your ambitions directly with your manager. Approach the conversation openly and in good faith, assuming that your manager values you and wants you to succeed within the company. 

Employers are not going to promote you or create new opportunities just to keep you satisfied, of course; you’ll need to make your case and focus on the value you bring. Actions speak louder than words, but it’s still up to you to track, quantify, and communicate your achievements. 

Certain achievements may go unnoticed unless you speak up and “merchandise” your work in a way that affirms its value. Do what it takes to make sure your boss knows that you’re going above and beyond.

Take it upon yourself to schedule regular check-in meetings, send email updates that include a summary report of what you’ve accomplished, and forward any praise you receive. And every month or quarter, calculate the numerical results of your work as much as possible. 
It may feel uncomfortable, but a little self-promotion goes a long way. Remember, your boss wants to hear about the good things you’re doing and the praise you’ve received — it reflects well on them! One way to avoid feeling like you’re always tooting your own horn is to praise the contributions of others while you’re at it.

5. Lean into your leadership skills, no matter your role.

To thrive in your career, you’ll need to work on more than your marketing or advertising skillset. Employers want to hire marketers and creatives who are able to present ideas confidently, represent the company or agency in a client-facing capacity, and manage people, projects, and change. They want leaders.

Even if you’re not in a formal leadership role, demonstrating leadership skills will accelerate your career. Effective leadership has nothing to do with a title or position on an org chart. It doesn’t even reflect seniority or experience level. 


Instead, effective leadership is about taking personal responsibility, being proactive, and solving problems. It’s about demonstrating integrity, being dependable, building relationships, and motivating the people around you.

You can be a leader at any stage of your career by stepping up for your team and working towards shared goals, not just your own individual achievements.

If the past couple of years have taught us anything, it’s that adaptability and resilience matter, especially when your back is against the wall. Performing well under pressure shows that you have the emotional intelligence and confidence of someone your team can depend on to lead the way when stakes are high.

6. Build trust by being consistent and reliable.

This moment in history will pass; the labor market is always in flux. But the actions you take now will have ripple effects in your career for years to come. Be consistent in how you show up to work every day and contribute to your team’s success to cement your reputation.

Leaders need to know they can rely on you before entrusting you with greater responsibility.

Recommending someone for a promotion or other advancement opportunity comes with risks, and doing so when you haven’t proven yourself could be a costly mistake affecting your manager’s own career. The same applies to introductions, referrals, and recommendations by colleagues within your network; your work becomes a reflection of the person who recommended or introduced you.

Building trust takes time, and it happens through repeated encounters. It happens when your actions consistently match your words.

Don’t expect overnight recognition; be patient. Your career will take off when people know they can truly trust you to perform and excel with integrity, and that trust can be built only by you being a reliably high performer, not just some of the time, like when you’re feeling particularly motivated to advance or when there’s something clearly in it for you.

Don’t go it alone. Build a career advancement team.

Getting on the career fast track is not something you can do on your own. Not only will you need your professional network of colleagues, but mentors, coaches, and other professionals can offer guidance and support and open doors for you along the way. 

No matter how competitive the market, a talent expert can help you advance your career and position yourself for long-term success.

It’s important to build relationships with recruiters, even if you’re not actively looking for a new role.

We know the market well, and can be realistic with you about what’s possible for the next step in your career. 

Because our team has such deep expertise in the world of marketing and advertising (many of us came from the industry before landing in staffing!), we understand what you do and where you want to go better than you may expect. Let us be your career advisor.

Never hesitate to reach out to the Freeman+Leonard team on LinkedIn to start a conversation or to follow up on a job application.

Where will your career take you next? 

We have a few ideas for you at: jobs.freemanleonard.com


The Great Retention: How to retain top talent — even in a candidate’s market

The Great Retention: How to retain top talent — even in a candidate’s market

Between the 11.5 million U.S. workers who left their jobs in spring of this year and the 48% considering resigning, it’s no secret that employers are facing The Great Resignation.

Across industries, the events of the last two years have changed the way many people look at their lives and how they spend their working hours. A global pandemic has a way of putting things into perspective, and that’s led many workers to realize they want and need more from their professional lives.

The current labor market conditions have only made it more tempting for workers to consider a change. The competitive job market has caused salaries to skyrocket. Top marketers and creatives have realized they have the power to find work that fits their life, not the other way around.

As a result, many companies are struggling to hold onto their employees.

In a Freeman+Leonard survey of marketing and advertising professionals in August 2021, only 41% of workers employed full-time at the start of the pandemic were still with the same employer. Of those workers, just 31% said they’re happy with their current employer and position.

This should serve as a wake-up call for employers and employees alike. Just as your workers are redefining the significance of work in their lives, leaders of companies have a fresh opportunity to reevaluate their relationship to their most precious resource: their people.

As employers, we can either resign ourselves to The Great Resignation, or we can resolve to make this moment one of Great Retention for our businesses.

After all, we all know how expensive turnover can be. Strengthening your employee retention not only reduces hiring and training costs, but also cultivates a healthy team culture and can help keep your customers happy. And if you can keep your best people during these competitive times, imagine the stability and employee satisfaction you’ll enjoy when the market shifts.

So, what do marketing professionals want from work now — and how can companies and agencies retain their best employees?

1. Rebalance your financial compensation and benefits.

Money talks, and so do your employees.

More workers than ever before are embracing salary transparency, opting to share compensation information candidly with colleagues or friends in the same industries. It’s not uncommon for workers to discover they’re underpaid when they go looking for a new job, but now that information may come to light even if they’re not. Regardless, it’s time for a fresh look at the compensation you offer not just to your new hires, but to your existing team.

And while money is not the only factor in job satisfaction, it still tops the list.

48% of respondents to our survey indicated that higher financial compensation is their number-one most important consideration for their next job.

One survey respondent had grown frustrated with the slim pay increases and limited growth opportunities at their job of five years, saying, “The best benefit I had was a growing number of PTO days.” When they took a new job during the pandemic, they almost doubled their salary. This tracks with the dramatic salary increases we’ve seen across the board.

Another respondent prioritized financial compensation over all other factors because it allowed them to maintain their lifestyle and save for retirement, while another stressed the need to support their family and save for college.

Many also see their financial compensation as an indicator of how valued they are by their employer. “I want an employer that appreciates good employees and rewards them for a job well done,” one respondent said.

Check out the latest Freeman+Leonard Marketing & Advertising Salary Guide to find out if the salaries you’re offering stand up to your competitors.

2. Proactively map out career growth opportunities for your team.

Though it’s tempting to view the candidate’s market as a symptom of short-term, pandemic-driven restlessness, that doesn’t quite ring true for the marketers and creatives we surveyed. Workers want long-term career growth, and they’re more likely to stay with your company when you show them how they can move up within your ranks.

One respondent said, “I want the opportunity to try for promotions and advancement. I’m looking for a company to stay with long term.”

Another stressed that they’re particularly motivated by having a clear path for growth and an understanding of the role they’re reaching for.

This is true at every experience level, too — not just with your more junior employees.

“I’m mid-level in my career — the next step is a major step up,” one survey respondent shared, “so healthy mentorship and leadership and opportunities are crucial.”

We’ve seen a growing number of employers map out career growth plans for their top candidates at the offer stage. Take this same “courting” approach with your current employees. Have frank discussions with your workers about where they’d like to be in the years to come, and then tailor growth plans for each individual.

Knowing what your team members want long-term, and demonstrating a commitment to helping them achieve that, is key to ensuring they feel valued, appreciated, validated and heard.

3. Build location flexibility — and trust — into your policies.

Gone are the days of listing work-from-home opportunities as a “perk” of the job. Today, remote or hybrid work is a necessity in the world of marketing and advertising.

The past two years have allowed us to witness firsthand the impact of remote work on productivity, on both an individual and an organizational level. Many have discovered that their fears about performance were unfounded, while some simply grew to prefer the comfort and convenience of working from home.

As a result, a growing number of marketers and creatives are pushing back on company cultures that demand in-office attendance for work that takes place largely on a laptop computer.

And why shouldn’t they? At review time, their performance likely will be measured by output and achievements, not the amount of time spent behind a specific desk in a particular building. It just makes business sense to let employees office wherever they’ll do their best work.

In our recent survey, 68% of respondents ranked work-from-home options and location flexibility among their top three most important job factors.

One survey respondent said, “Remote work has now become a priority, and 2-3 days in the office is where I am most comfortable.”

Another stressed that a lack of location flexibility would be a deal-breaker: “I would not return to the office full-time without a remote option.”

“I feel that I am more productive at home,” one respondent added. Another said, “Long commutes are expensive and greatly affect my quality of life.”

Fears about health and safety are not behind us, either. “Remote work seems to be the smarter way to go in maintaining my health until we get a handle on the pandemic,” said one survey respondent. “High risk family members mean remote work is essential right now,” another shared.

For some, the option to work from home is even more important than how much they’re paid. Of those who ranked remote work among their top three factors, one-third ranked it higher than financial compensation.

Keep in mind that what employees want from a remote work-friendly employer is more than location flexibility itself. After all, there’s no point in working from home if you’ll be micromanaged as a result, or even monitored.

One survey respondent recently took a new corporate marketing job for a 25+% pay increase. However, that combination of remote work and higher salary have not succeeded in keeping another move off the table: “Leadership doesn’t trust their employees and ends up micromanaging everyone,” they lamented, noting that while they’re not actively looking, they’re open to opportunities.

Trust is key in implementing successful work-from-home policies. Encourage leaders to establish clear guidelines for remote work and measurable performance indicators for each employee, but otherwise trust their team members to do the work they were hired to do.

4. Build a culture your team can be proud of, from the top down.

Competitive compensation, individual career growth plans and remote work flexibility are important starting points for retaining your marketing and creative employees. But sustaining loyalty over time goes much deeper.

Your employees are also feeling a new sense of urgency around doing work they love (or at least enjoy) for companies they respect. Workers want to be a part of a company they’re proud of and tend to be more productive when they can take pride in their work.

For some, it’s even more important than the pay. “I feel that the quality of the work and team are more important than advancement or benefits,” said one senior-level corporate marketer in our survey. “I am looking for a creative team where I can participate and hopefully be a mentor.”

Pride in the job often goes hand-in-hand with enjoying who you work alongside. “I am really looking for a place where I really enjoy my colleagues and enjoy what I do daily,” said a survey respondent in upper management at a creative production agency.

Do your employees know what your mission and core values are? Do they believe in them? And most important, do they see the mission and values being embodied by their leaders? After all, a thriving, growth-minded culture begins with good leadership.

Good leadership is grounded in mutual respect, and marked by trust and transparency. This starts with good communication, but will be either fortified or undermined by the actions and choices made every day.

“Remote work is important, but I do need work-life balance,” said one survey respondent who added, “Strong leadership is important because it dictates your life.”

“Work-life balance has become the most important issue in my life,” echoed another respondent. “I need to find a company with management that truly adheres to that, does not suddenly change the conditions of my employment, and provides a reasonable level of work.”

Workers don’t just want their managers to help protect their work-life balance. They also want leaders with a strong vision and who take decisive action.

“My current position is at a startup with good compensation and unlimited PTO, but I am growing frustrated with the lack of strong leadership and strategic direction,” said one survey respondent,

A senior-level agency creative who responded to our survey stated they value “working for a company with a strong point of view and leadership that helps drive it.” Another said, “I will leave a well-paying position with a great benefits package if leadership is weak with no desire to level up.”

Encourage leaders and managers to take time to ask employees regularly (both formally and informally) what is, and is not, going well in their roles. Focus on establishing psychological safety so workers feel comfortable voicing their concerns and bringing new, innovative ideas to the table.

And most important, hire and promote managers whose actions build trust within their teams and actively demonstrate your core company values — rather than leaving those ideals to wither on the page of a sterile mission statement.

5. Remember that strong retention starts by hiring the right people in the first place.

Fostering a positive work environment with happy, productive employees is a steeper climb if your hiring strategy and onboarding processes don’t support your goals and values.

Use these five pillars to hold onto the marketers and creatives you already have — and partner with talent experts who specialize in finding the right match for your team, your values and your specific marketing needs.

The deep marketing expertise and personalized, strategic approach we bring to sourcing and vetting candidates at Freeman+Leonard is not only more effective, it’s more time- and cost-efficient — because getting it right the first time is a win for both of us.

Let’s get the conversation started.

Use the form below to get in touch with Freeman+Leonard and start making the right marketing and advertising hires for your long-term success.


How to hire for culture growth, not just culture fit.

How to hire for culture growth, not just culture fit.

As employers, we’ve been taught over and over the importance of hiring candidates who are strong cultural fits for our organizations. But what does that mean, and what if this focus on “culture fit” is actually holding your business back?

If you focus on hiring people who blend into your existing culture, then you’ll only maintain your current status quo — even as the world and business realities evolve.

Of course, it’s important that the people who work for your company share its core values, like respect, integrity and transparency, and that these values are not just words on paper but visible in the actions of its employees at every level.

Shared values are key to fostering enthusiastic, productive and happy employees, who feel empowered and appreciated as individuals, yet operate as a team to achieve a collective mission. This is what company culture really means and what a great one can do.

Culture is not about quirky office traditions, how often you socialize, the fun fringe perks you offer, or token signifiers like what kind of movies or music your team likes — yet it is too often understood this way.

Overemphasizing this kind of “culture fit” in your hiring decisions can be damaging to business growth because it can unintentionally limit the diversity of thought, experience and background on your team in ways that may be hard to see or measure. This is particularly the case for organizations without well-defined values or goals for their culture. Without anything to measure by, “culture fit” assessments are subject to the whims of a hiring manager or interviewers, a recipe for unintentional bias.

Your culture hinges significantly on how you hire, fire and promote people, and requires far more than a gut feeling about whether a candidate would “fit in” with the existing team.

Instead, consider hiring candidates who share your values and will add value to the future of your business by enhancing, challenging and strengthening the other aspects of your culture instead of just slotting neatly into it.

Doing this well requires a growth mindset, favoring the temporary discomfort that change can sometimes bring over the comfort zone of the status quo — or, “not rocking the boat.” It also means being willing to have hard conversations instead of burying potential conflict.

“Your culture is like your lawn,” said Jonathan Jones, Cultural Conversation Leader at DEMDACO, a Kansas City-based manufacturer. “You can choose to ignore it, but it’s going to do something all by itself and it won’t be beautiful.”

As a leader and a hiring manager, it’s imperative that you hire for the growth you want tomorrow, not just the culture you have today.

To reduce blind spots, foster innovation and prepare your organization for the future, you need diverse teams operating in an inclusive culture. This should start with, and go beyond, the more obvious factors that may come to mind when you think of diversity in the workforce.

Ideally, diversifying your team means seeking out and hiring people from a variety of backgrounds and communities, and also ensuring a range of professional experiences, education and skillsets.

For example, do you find yourself subconsciously favoring candidates who went to the same set of schools or worked at the same agencies? This can over time contribute to a homogeneous, stagnant culture.

Even something as seemingly benign as preferring candidates whose industry experience mirrors your own could hold you back. After all, the best ideas often come from unexpected places. Candidates from other industries could teach you new strategies that give you an advantage in your own.

The business case for a strong, diverse and inclusive culture is clear: Happier, more engaged employees are more productive and stick around longer, leading to less turnover. When employees feel safe bringing new or challenging ideas to the table — because their employer has demonstrated that they value diversity of thought — creativity and innovation are encouraged.

Hiring for culture growth instead of culture fit should also naturally lead to a team that demographically represents the world we live in, not just one slice of it.

Diversity is particularly important for marketing teams, who must continuously evolve the communications, tools and campaigns they build to resonate with a growing and changing consumer base.

But how do you find and hire talented candidates who may fly a bit under your professional radar? It starts with a look in the mirror.

Step 1: Define your team’s existing culture and blind spots.

Every company has an existing culture, even if its leaders haven’t worked to proactively shape it. But if you want to improve it, first you must define it.

Start by evaluating your brand’s stated core values and principles, and weighing them honestly against the day-to-day experience your employees have. What feedback have you received in exit interviews, good or bad? Where could your culture stand to improve, or where might there be misalignment?

Observe how your industry is evolving, and where you and other experts believe it will be in the next 5 or 10 years. What skills will be required that aren’t so common now? Reflect also on how your customers are changing, both demographically and psychographically.

Now do the talents and backgrounds of your team reflect these changes, or do they resemble outdated cultural or industry norms?

With this in mind, review your current employees’ personal and professional backgrounds. What do they have in common? Where are the gaps, weaknesses or misalignments?

Filling these gaps are what your next hire should bring to the table, so rather than sweep those weaknesses under the rug, let them inform your hiring strategy and guide your search.

 

Step 2: Get everyone on the same page.

Change begins with you, but it doesn’t end there. Overcoming old habits at an organizational level means aligning everyone involved in the process of finding, vetting and hiring your next employee.

From internal HR teams to external partners, from colleagues to direct reports, if they will be recruiting, reviewing, communicating with or interviewing candidates, they need to understand your goals and priorities from the jump.

Explain your desire to hire diverse talent who share your company’s core values and will add something new and unique to your existing team, even if they may not seem like the perfect fit on paper. Make a list of your desired qualifications and traits in priority order, with more conventional factors like education and relevant industry experience towards the bottom.

Few things will align internal teams more than establishing key metrics and holding them accountable. If you’re not in a position to do this, you still can emphasize the ROI of a stronger, proactively improved culture.

Step 3: Craft inclusive and inviting job descriptions.

Clearly defined priorities and aligned teams are important, but communicating effectively can make or break your hiring goals. Attracting your ideal candidates is as much about what you say as how you say it.

When writing a job description, avoid language that might turn off certain candidates or signal a less inclusive, less accessible environment. Verbiage such as “demanding” or “aggressive,” for example, might deter top candidates from applying. Those words don’t really communicate anything helpful or specific, anyway. Instead, focus on the facts.

Make sure your company’s website and social media channels will resonate with a wide range of talent, rather than undermine your efforts. For instance, at a minimum, the photographs you use should reflect the diversity you seek.

If your company has made a DEI (Diversity, Equity and Inclusion) commitment, be sure to share this in your job descriptions and in the Careers section of your website, along with any reported results since that commitment was made.

Step 4: Shake up your hiring processes to ensure the best candidates aren’t overlooked.

Of course, broadening the pool of talent you’re willing to consider has an inherent logistical challenge: wading through a potentially even greater stack of resumes. And more resumes to look through may just create more opportunities to rely on imperfect mental shortcuts to help you narrow them down.

However, certain behaviors, skills and personality types are required for success in different roles and functions — and these can be difficult to discern from a resume alone.

That’s why we recommend filtering the first round of applications by whether the candidate shares your values and will be a good fit for the role itself. At Freeman+Leonard, we often turn to the Rembrandt Portrait® Personality Assessment to evaluate talent on how likely they are to perform well in the job and in your environment.

The Rembrandt Portrait measures 14 inherent human qualities that contribute to job success. The assessment gives employers insight into a candidate’s personality and values, and helps identify skills such as problem solving, relationship building, communications and personal initiative.

When used early, especially at the application stage, the Rembrandt Portrait can narrow the stack of resumes to only your most likely top performers — without accidentally overlooking someone just because they didn’t seem right “on paper.”

Having your current employees take the Rembrandt Portrait assessment can also help you reveal their core values, which can either help to define those values at the company level or alert you to potential misalignment. Either way, you’ll have a strong baseline for evaluating the results of your candidates.

Best of all, with this filter in place, you can spend less time reviewing resumes and more time in the interview process, getting to know your strongest candidates on a personal level.

Step 5: Demonstrate your values in the interview and onboarding process.

Stated values must be more than words on a page — they must be lived and proven. The experience your candidate has in the interview and onboarding stages will impact the rest of the time they spend at your company, and this will be shaped by the actions of everyone they meet.

How your candidate behaves early on can also tell you what their values really are.

For example, one of Southwest Airlines’ differentiating core values is fun. This can be observed by anyone who’s flown with the airline and listened to a flight attendant’s goofy spin on the takeoff and landing safety instructions. Fun then is part of their interview process, even for corporate roles. One candidate we know walked into her interview at Southwest, sat down and realized she was facing a panel of interviewers wearing silly animal masks. The goal? To see how she would react. Discomfort, awkwardness or taking offense would likely not help her chances. Instead, she laughed — and she got the job.

Props and stunts aren’t required to judge a candidate’s values. At DEMDACO, it’s a simple conversation. “I interview everyone who makes it into an in-person interview, just to talk about culture and purpose, and mission and vision,” Jonathan said. “And I kick it off by explaining that our purpose is to pursue business the way it ought to be — and to seek the common good in all we do.”

Then, he listens carefully to their response. “I can tell if they’re tracking with me or not, but I also pay attention to their word choice, like how often they use the word “I” versus “we.””

Jonathan also asks questions in the interview to help determine whether the person in front of him matches the results of their Culture Index assessment (a tool that, like the Rembrandt Portrait, evaluates candidates based on their traits).

“I often ask if they’re already involved with their community, and figure out if they really understand what we’re trying to do with our purpose and mission. If they were trying to fake it in any way, it’s going to become evident very quickly.”

We all know that actions speak louder than words. By intentionally creating a hiring and onboarding experience that reflects your values and explores them in detail, you’ll set up both your organization and your new hire to succeed.

Step 6: Be willing to do the work long-term.

Hiring and onboarding are key aspects of culture growth, but will only be truly successful when applied consistently.

“Toxic cultures are like an overgrown lawn,” Jonathan repeated. “And when you let things go, it becomes that much harder and more expensive to make it beautiful again. But companies that work consistently and intentionally at pruning, trimming and removal will notice immediately when a weed sprouts up. It’s very conspicuous.”

“Shaping your culture is also a lot like a long-term relationship,” Jonathan continued. “Creating a healthy relationship is super, super simple. It’s just not easy. Creating a healthy organization is simple: Communicate well, give and receive feedback, make yourself accountable, and keep each other accountable. Celebrate well, and recognize others. That’s all simple — it’s just not easy. It takes hard work.”

Jonathan is likely onto something. Gallup defines an inclusive culture as one in which “everyone treats everyone else with respect, managers appreciate the unique characteristics of everyone on their teams, and leaders do what’s right.”

Simple, but not always easy.

Work with talent experts who understand your values and can source candidates who will contribute to growth and innovation.

Freeman+Leonard offers a hands-on approach to finding the right talent for the role while also leveraging data to reduce unintentional bias. Using a tool like the Rembrandt Portrait ensures only the strongest, most aligned candidates are considered, regardless of background.

We act as a strategic hiring partner throughout all stages of the hiring process to ensure everything — from the job description to the interview and the offer — will attract talent who will enhance your culture, not just fit into it.

Because a diversified team is key to a future-proofed business.

Contact Freeman+Leonard to start making the right hires to evolve your culture — and your business — into the best it can be.


#LoveThyLabor: Dare to diversify

#LoveThyLabor: Dare to diversify

While the advertising and marketing industry still has a long way to go, companies are prioritizing diversity more than ever before. This is to tackle historical social injustices and underrepresentation, and to enhance the quality of their marketing and strengthen connections with their consumers.

Also, platforms like Instagram and TikTok are creating a supply of, and a demand for, all voices, backgrounds and perspectives.

Though it’s become more difficult to identify and retain better talent overall, Freeman+Leonard offers a range of options to access more diverse talent, with significant advantages over solely going it alone.

  • Thousands of qualified candidates, of every background
  • Representation across all fields, disciplines
  • Access to talent from new markets
  • Ability to tap the right talent for the right jobs

At Freeman+Leonard, we believe that diversified teams create stronger businesses. Talk to any of our employees about how we can help you elevate and diversify your talent base.

💡 Suggestion on how YOU can Love Thy Labor:

Develop an employee referral program that rewards your current employees for identifying and helping recruit from a larger network of talent. Friends can vouch for their friends, and current employees will more actively promote your company and its open positions. This may allow you to tap into a wider pool of talent than you would have otherwise.

For more ideas on how to show your workers the love, head to freemanleonard.com/lovethylabor.

We look forward to your feedback and your own suggestions on how we all can extend our recognition and dedication beyond a single day each year.

With gratitude,
Kathy Leonard
President & CMO
Freeman+Leonard


#LoveThyLabor: Elevating the temporary workforce

#LoveThyLabor: Elevating the temporary workforce

As the pandemic has taken its toll on businesses of all types, many companies have had to restructure both departments and resources to react to changing profitability realities. Accordingly, many agencies and marketing departments have shifted to a higher utilization of seasonal or temporary staffing resources.

As convenient as temporary employees may be, there can be disadvantages. For the worker, benefits are almost unheard of. Meanwhile, it can be difficult for companies to find top-tier talent on a temporary basis.

At Freeman+Leonard, we’re working to create better engagements for both the employer and the employee.

We offer benefits to many eligible temporary workers (a rarity in the staffing world), including medical, paid holidays and even vacation. And our clients enjoy access to seasoned temporary workers with specialized talent in a variety of marketing and advertising roles.

The “gig economy” is changing the way many companies work, and the models they’re moving towards. Whether this is a direction your company has moved in, or something you’re considering, it’s imperative to support these teammates in ways that keep them viable and content. Don't hesitate to reach out to me or my team directly for strategies to strengthen and elevate your temporary workforce.

💡 Suggestion on how YOU can Love Thy Labor:

One way to provide non-traditional benefits to both temporary and full-time employees is by negotiating corporate discounts at local retailers, restaurants and services to offer to your teammates. Explore companies like 24 Hour Fitness, 20% Meals or Meal Plans. For more ideas and inspiration, visit corporateoffers.com.

For more ideas on how to show your workers the love, head to freemanleonard.com/lovethylabor.

We look forward to your feedback and your own suggestions on how we all can extend our recognition and dedication beyond a single day each year.

With gratitude,
Kathy Leonard
President & CMO
Freeman+Leonard


#LoveThyLabor: Embracing the realities of a remote workforce

#LoveThyLabor: Embracing the realities of a remote workforce

As we continue to try to forecast what a return to normalcy looks like for companies and agencies, one thing is for sure: increasingly, the future workforce will work from many different places.

Freeman+Leonard has always been at the forefront of redefining traditional office work spaces, as we ourselves have been an early adopter and promoter of marketing and advertising talent whose engagements haven’t necessarily allowed or required an in-office presence. (Our own team also permanently made the shift to a fully-remote workplace.)

Forbes has released a new study documenting the expectations and realities of this new generation of labor: 

  • 74% of professionals expect work-from-home to become standard
  • 97% of employees don’t want to return to the office full-time
  • 61% of employees prefer being fully remote

If you’re reimagining how to structure and motivate an increasingly remote team, feel free to give me or anyone at Freeman+Leonard a call. We’ve been staffing and structuring remote resources and teams for years, and have picked up a few tips and tricks along the way. 

We also recommend checking out Remote Work Revolution by Tsedal Neely. This book discusses how to build trust and connection with employees who work from afar. It contains some truly great advice and blueprints on how to structure and engage with your teams when fewer are in the same space as you are.

💡 Suggestion on how YOU can Love Thy Labor:

As employees spend more and more time working from their homes, many find that they lack certain amenities that they previously had in traditional office settings. Whether they’re now skipping lunches, engaging in fewer conversations, navigating new technologies required for communications, or simply finding comfort in a makeshift office, employees today are looking for ways to reimagine their own home offices. 

One way you might help your teams design better ways to work from home is to provide small comforts that enhance the feng shui of their new spaces. The House Plant Box is a plant subscription service that allows recipients to experience different natural touches to any home office, providing calming and relaxing stimuli to those transitioning their work realities.

For more ideas on how to show your workers the love, head to freemanleonard.com/lovethylabor.

We look forward to your feedback and your own suggestions on how we all can extend our recognition and dedication beyond a single day each year.

 

With gratitude,
Kathleen Leonard
President & CMO
Freeman+Leonard

#LoveThyLabor: Celebrating women in the workforce

#LoveThyLabor: Celebrating women in the workforce

Certainly, Labor Day is a celebration of all workers’ rights and progress, but it’s also a timely reminder of the continued struggle for women to achieve workplace equality. It should be a commitment to the inclusion of women in the workplace, at all levels; to recognize and remedy income disparity based on gender; and to acknowledge that the fight for women’s workplace equality is not just a women’s issue.

As a 100% women-owned business, Freeman+Leonard invites you to take time during Labor Day Week to consider how far women have come, and also how far we still have to go.

As a gift for many of our friends and clients, we will be sharing one of our favorite reads at the moment, Lead: How Women In Charge Claim Their Authority, by Ellen M. Snee.

We're also encouraging our community to follow these 50 amazing women leading the charge in our industry. From entrepreneurs to executives, these pioneers regularly share inspiring words and wisdom on the contributions we make every day.

💡 Suggestion on how YOU can Love Thy Labor:

Today’s workers are more anxiety-ridden than ever before. The balance of work and life in an environment that seems to change every day has taken its toll on workers across the country. The mobile app Calm offers programs and sessions designed to relieve stress, and to help you find balance through daily exercises. Calm offers group rates as low as $10 per employee for a year’s subscription. Consider signing up your team for more moments of solace.

For more ideas on how to show your workers the love, head to freemanleonard.com/lovethylabor.

We look forward to your feedback and your own suggestions on how we all can extend our recognition and dedication beyond a single day each year.

With gratitude,

Kathy Leonard
President & CMO
Freeman+Leonard


#LoveThyLabor: Show some love to your workers this Labor Day week

Introducing #LoveThyLabor: A Freeman+Leonard week-long celebration

At Freeman+Leonard, we see Labor Day as a pretty important holiday.

On this day, the entire nation recognizes and honors workers’ contributions to the strength, prosperity and well-being of our country. Since President Grover Cleveland proclaimed the first Monday of every September a national holiday, our country has rallied together, in good times and bad, to celebrate the fundamental backbone of our society and culture.

As marketing talent matchmakers, we work with smart, talented professionals to fulfill the marketing and advertising needs of our clients in new and innovative ways.

On Labor Day, we honor them and all those working Americans whose energy and tireless efforts create so much of the nation’s strength, freedom and leadership.

The past 18 months have presented a tremendous challenge to our workforce and our employers, locally and nationally. The pandemic and its evolving effect on our communities has certainly strengthened our collective resolve, but it’s also battered employees, business norms and the future of labor as we know it.

To show our appreciation (or more apropos, our Love) of labor, all week long we’re going to share our perspectives on how to better #LoveThyLabor.

That includes thoughts on the different facets of today’s labor force, recommendations on ways you can learn more about the many ways we can improve, and suggestions on little things you and your organization can do to show your teams more love and support during these chaotic times.

For the full scoop, head to freemanleonard.com/lovethylabor

We invite you to join in our celebration of labor. We look forward to your feedback and your own suggestions on how we all can extend our recognition and dedication beyond a single day each year.

With gratitude,
Kathy Leonard
President & CMO
Freeman+Leonard


How marketers and creatives can stand out in today's competitive job market

How marketers and creatives can stand out in today's competitive job market

With marketing and advertising talent in high demand across the country, it’s a good time to be in this field, no matter where you live — especially if you’re open to opportunities.

Companies are hungry for marketing talent, particularly for roles that help them stay competitive in a digital-first world. But with talent supply not rising to meet demand, employers are offering higher and higher salaries, even for junior roles.

In a candidate’s market, the balance of power has shifted into the hands of talent. But that doesn’t mean the process of searching for and landing a new job has become easier. In fact, the market has become even more competitive for jobseekers. Why?

With higher salaries come higher expectations. 

Companies investing top dollar for marketing talent are expecting top performers in return. Meanwhile, the recent proliferation of remote work means employers’ candidate pools have widened significantly. As a result, candidates are no longer competing only against others in their own city or metro area.

Marketers must now compete on a national stage, even for local jobs.

“You could be competing against a rock star from New York and Los Angeles, even for a job in Dallas,” said Kathy Leonard, President and CMO of Freeman+Leonard. “So candidates really need to step up their game to compete for the best jobs — especially those in smaller markets.”

Like it or not, the bar is higher. Here’s how we’re advising talent who want to stand out in this competitive job market.

Polish up your online presence with a professional website.

As a marketer, how you choose to market yourself is itself a demonstration of your skills. And that’s no longer just about your resume. Employers are Googling candidates, and those with less impressive online presences are less likely to make the cut.

“If you can't market yourself, that's a red flag right off the bat,” advised Ashley Allen, Sr. Manager, Talent Solutions at Freeman+Leonard. “Building your online presence, and really making sure it looks sharp, is one of the first things we advise.”

“I love to see nice professional websites, beyond LinkedIn,” Ashley continued. “It shows you’re a committed and serious professional that you took the extra step to brand yourself, and that you’re digitally savvy.”

“They’re also just convenient as a single place to showcase your portfolio and writing samples, and of course you can include a link to download your resume,” Ashley noted.

Candidates interested in making a professional website don’t need to spend a lot of money to do so, or have web-design skills. No-code website builders like Squarespace and Wix are easy to learn and inexpensive.

Don’t forget to buy a custom domain name for your website, too. Without one, your professional website will have a long and cumbersome Squarespace or Wix URL. Claiming a domain name that’s easy to remember, like your first and last name, puts the finishing touch on that first impression.

Emphasize digital work in your creative portfolio 

If your specialization is at all creative in nature, employers are expecting to see an online portfolio with a broad range of work samples. This applies not just to art direction, design, video, or copywriting, but also to social media roles.

“They’re barely looking at a resume when it comes to the creatives,” Ashley noted. “Our clients just go straight to the portfolio and will often request an interview just from that.”

More and more, however, we’re seeing clients emphasize digital samples. Ashley advised that at least 3-5 digital samples (work created for digital media) should be in any creative’s portfolio.

Level up your LinkedIn profile.

Whether or not you choose to create a professional website, recruiters and hiring managers are expecting your LinkedIn profile to be in top form.

“LinkedIn is the first place I go when someone applies for a job. Make sure your profile is fully finished, with a professional headshot,” advised Ashley. She also stressed that a good headshot doesn’t have to cost money. A professional-looking headshot can be taken with any modern smartphone camera.

“Ideally your LinkedIn photo will be a clear and professional-looking portrait. Not a photo taken in a car, or at a party, or any shot where you’ve had to crop someone else’s head out of the photo.” Yes, this still happens!

As for the rest of your profile, mirror your resume, and emphasize your accomplishments at each position, rather than merely listing out your job responsibilities.

Ashley strongly advised optimizing your profile for search by including keywords for the positions you’re open to and the skills you offer. These can be included in the “About” section of your profile and in your headline.

LinkedIn also has a setting that lets recruiters and hiring managers know you’re actively looking for jobs, even without displaying anything on your profile. With this setting activated, your profile will show up in a different search and put you on the radar of hiring managers and recruiters.

Don’t forget about social proof! “If you don’t have any recommendations on your profile, reach out to past coworkers and bosses to ask if they’ll write a recommendation for you,” Ashley advised. “And be sure to write some for others, too. If you’ve only received them but never given any, we’ve seen employers be turned off by that.”

When asking for a recommendation, provide your connection with specific suggestions for what to mention about your time working together. That way, they’re not staring at a blank page as they attempt to write, and you’re more likely to get a recommendation that’s truly useful for your current job search.

Tailor your resume for each job you apply for.

While your LinkedIn profile will present to the world a single image of your experience, your resume should be more tailored and customized for each position you apply for. 

While this has always been good advice, Ashley now considers a tailored resume to be the price of entry, as hiring managers have become more selective. Today, a generalized resume that doesn’t speak exactly to the open role almost certainly will be passed over.

“Employers are being very picky, and not just about skillset,” said Ashley. “They all want very specific industry experience. If it’s an agency role with a CPG client, someone could have 10 or 15 years of agency experience, but if they don't have CPG experience, the employer will move on. It’s the same with client-side roles. They'll wait for someone who has it all.”

Be specific and direct with recruiters early on.

Employers know that the more specific they are about what they want, the more likely they are to get it. Ashley recommends that candidates adopt the same approach.

“The more information we get upfront about what a jobseeker is and isn’t willing to consider, the more it helps us home in on roles that could be a fit,” Ashley suggested. 

“We appreciate when candidates are very upfront about their requirements: They have to stay in Dallas, or be remote, or they have to be in a particular salary range, with a particular title or seniority level,” Ashley continued. “It speeds up the process on our end, because we’re not going to waste their time with positions that don’t meet that criteria.”

Write a bio or elevator pitch.

Being specific about what you’re looking for helps your recruiter help you in that initial search process. But having a professional bio written and ready to go is also key to helping recruiters pitch you for your desired roles.

“Our approach to talent matchmaking is very hands-on,” said Andrea Tipton, EVP, Marketing & Consulting Solutions at Freeman+Leonard. “Rather than throwing spaghetti at the wall and seeing what sticks, we deliver only a handful of the best-matched candidates to our clients — often just 2 or 3 in the initial round.”

And those presentations include much more than a resume, a salary range and a link to your portfolio or LinkedIn profile. “When we present a candidate, we include a nice write-up describing why they’re a fit for the position,” Ashley said, “and highlight their most relevant experience and work samples.”

Having that information ready to go, even provided in the application stage, is a game-changer for a busy recruiter.

“We have a really high success rate of securing interviews for talent because we’re matching exactly the skillset that clients asked for,” Ashley noted. “You can increase your chances of being one of those interviewees if you help your recruiter pitch you to the client.”

Having a bio or elevator pitch ready to go benefits you in the interview stage, too. If you’ve already written a few key statements about what you bring to the table for an employer, it becomes that much easier to recite when discussing an opportunity in an interview — or a networking event.

Show off your personality.

We’re also seeing employers ask more off-topic questions to help get a better sense of a candidate’s personality. With so many interviews taking place now over Zoom, hiring managers are searching for ways to get to know candidates better without meeting in person.

“I’ve sat in on interviews where the client asked the candidate personal questions to learn more about their personality and interests. Questions like, ‘What do you like to do in your free time?’ or, ‘What are you reading right now?,’” Ashley said. “They’ve even asked what was in their Netflix queue. So I prep talent for this in advance, advising them to show their personality and be ready to speak about themselves personally.”

Without a sense of the candidate’s personality and life outside of work, employers may have more difficulty assessing whether they’d be a good fit for the team or company culture. This can make them less confident about making an offer.

“The resume could be a perfect fit, but if the client can’t get a read on the candidate as a person, they’ll likely pass,” Ashley added.

Feature your specialized credentials and certifications.

More and more employers are looking for a high degree of specialization — and the credentials to prove it.

“It won’t usually be listed as a requirement, but certifications are so important for standing out,” Ashley said. “Having just traditional marketing experience on your resume isn’t going to cut it. You need digital skills, too.”

Where digital is concerned, the credential matters — especially for candidates whose resumes or portfolios don’t make their digital expertise obvious, or who went to school before digital marketing degrees existed. 

“You can easily go get digital certifications to get some new knowledge under your belt,” Ashley advised. “SMU has a great digital certification program, and there are plenty of courses through LinkedIn Learning. Some programs are as short as six weeks.”

At Freeman+Leonard, we’ve seen a huge uptick in requests for UX/UI designers in particular. This is a specialization that many creatives, including art directors and designers, can easily add to boost their earning power and marketability. 

Regardless of how deep your current digital expertise is, there’s always something new to learn — and more and more, hiring managers are asking for a unique mix of digital skills. The more knowledge you bring to the table, the more you can potentially earn.

If you’ve already taken some courses, even on LinkedIn Learning, be sure to add them to your LinkedIn profile and highlight them in your resume, along with the year you took them.

Highlight any management, leadership or speaking experience.

If your current or past roles have involved managing a team, presenting to clients, or leading workshops, you’ll want to emphasize this to potential employers.

“Employers aren’t just looking for the skillset itself — they also want candidates who have management experience or leadership skills,” Ashley said. 

This is because higher salaries are creating higher expectations. Employers who pay more for talent often also expect an entrepreneurial mindset — confident team members who will take initiative, whether that involves directly managing others or just speaking and presenting effectively.

“Our agency clients especially want to hire people who can be client-facing, and present their work, in addition to managing a team or managing creatives,” Ashley added.

No matter what your next employer is looking for, or how competitive the market, a talent expert can help you put your best foot forward. 

Never hesitate to reach out to the Freeman+Leonard team on LinkedIn to start a conversation or follow-up on a job application.

Fewer candidates than you may realize take the time to personally follow up — and to us, it’s a sign of a highly marketable trait: initiative.

Where will your career take you next? 

We have a few ideas for you at: jobs.freemanleonard.com

How to successfully onboard new remote employees

How to successfully onboard new remote employees

First impressions are everything for a new employee joining your team. The experience your new team member has in their first few days can impact the rest of their time with your company.

“A good onboarding experience can make the difference between a candidate who leaves and one who stays,” explained Kathy Leonard, President & CMO of Freeman+Leonard.

But onboarding is much more than just the first day at work, with the equipment setup, the introductions, and so on.

“Onboarding is a broad term that really defines how a company pulls a new employee into their environment, their team and their culture,“ Leonard continued. “That's much more challenging in a remote world, obviously, than if you're physically there.”

“When onboarding remotely, you have to be more intentional about that first impression,” agreed Andrea Tipton, EVP, Marketing & Talent Solutions at Freeman+Leonard. “It takes more proactive planning to keep them excited about the role. It doesn’t matter what level you are; the onboarding experience makes a difference.”

Here’s how we’ve been advising our clients to set up their new remote hires for success:

Start communicating with your new hire before their first day.

Don’t wait until a new employee’s first day to begin the onboarding process — start sharing information and begin setting them up for success ahead of time.

“If a new hire doesn’t hear from their hiring manager until the day they’re starting, they can start to feel a little disconnected,” explained Andrea Campbell, Account Manager, Talent Solutions at Freeman+Leonard.

“Be in touch regularly on the front end,” agreed Lisa Foster, Sr. Director, Client Services at Freeman+Leonard. “Make sure they have everything they need before they start, and that their equipment is in place.”

Use this early communication to set expectations about their role and your remote work policies.

“Remote workers are expected to be more independent and organized, but not every new hire is used to that,” explained Campbell. “Start setting those expectations early, and consider helping them by providing organizational tools at home, like white boards.”

“Setting those expectations gets your new hire engaged faster, and the faster they’re engaged, the faster you’ll get results,” Tipton agreed.

Plan something special to welcome them on their first day.

Everyone enjoys feeling appreciated and celebrated, and planning a surprise will help your new employee start their first day off on the right foot.

“Consider sending a welcome gift to your new employee’s home on their first day to help them feel more included,” advised Campbell.

“Send flowers on the first day,” Tipton suggested, “or goodies that everyone loves, like Tiff’s Treats.”

Map out their first week in advance.

To ensure your new employee has a good experience, don’t leave their schedule to chance. Structure is helpful, especially for those trying to get a grasp of their new role while working from home.

“We like to have a new hire’s entire first week mapped out, to the hour, including who they’re meeting with, and even who they’re having lunch with each day, if they’re not fully remote,” explained Tipton.

“Just make sure you have a plan,” Tipton continued. “Day one can be a little crazy, so you don’t want to wing it.”

Schedule time to get to know new teammates.

Getting to know new coworkers can be a little more difficult for a new remote employee, so help them jump-start the process.

“You want your new employees to feel like they've joined a team and are being embraced into a new culture — and to see that everybody is really excited and happy they’re there,” Tipton advised.

“Give them a cheat sheet with photos, titles and contact info for their coworkers,” Tipton continued. “And assign them a buddy, so they have a peer to turn to for questions; not just their boss, who they may not want to bother with the small stuff.”

If you can, meet in person for a team lunch or happy hour.

“If an in-person meet-and-greet is a possibility, pencil-in a team happy hour or lunch for their first day or week so they have the opportunity to meet folks face-to-face,” said Foster.

“You could even meet in person to hand off their computer,” Lisa continued.

If not, “Schedule in a virtual happy hour so that everyone can get to know the new person a little better,” suggested Rosemary Salfiti, VP, Client Services at Freeman+Leonard..

Provide training on new systems and tools.

Every new job comes with new technology and processes to learn. Fortunately, training someone remotely is easier than ever.

“With Zoom, everyone’s so used to screen sharing that it’s just as easy to be onboarded remotely as it is in person,” Campbell said.

“It can actually be more informative, because you see everything right on your own screen,” Andrea continued, “versus just being in the room with someone and having to look over their shoulder.”

Record your Zoom training sessions so new employees can go back and watch again, and document your processes with quick tutorials.

“Having something to reference can help people learn a new system faster and make fewer mistakes,” Andrea Campbell explained. “It doesn’t have to be anything fancy, just a quick screen grab with a little note.”

Make yourself available and schedule frequent check-ins.

Even with a buddy system and team introductions, it’s easy for remote workers to feel more isolated than they would in an office setting. New employees want interaction with the person who hired them, especially if they’re more junior.

60% of the Gen Z workforce wants multiple check-ins per week from their boss,” Foster explained. “They really want that connection, for someone to check in on them.”

“It can be hard to get the mentorship you’re looking for when you’re by yourself all the time,” Salfiti added.

More than anything, Tipton advised, “Don’t forget that they’re new, and don’t forget to include them.”

“I’m a fan of what I like to call the ‘long hallways’ approach,” Tipton said. “You may not be sitting in the same building together, but you have to make it feel like you are.”

“If you want a new hire to integrate nicely, you have to make yourself available,” Tipton continued. “If you’re too busy to onboard them, you’re going to lose them. And then you’ll be right back where you were, trying to find someone else to replace them.”

Are you building a remote or hybrid team?

Grab our new Remote Onboarding Checklist to get all of these tips in a printable 1-page PDF.

Click on the image to view and download the PDF: