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It didn’t arrive with COVID-19, another benchmark we may wish we had never heard of. While the Great Resignation became mainstream in the past year, the idea is not as new to the hiring world as you might think. In fact, I first heard of it in 2019, as a concept framed by Mays Business School (at Texas A&M University) professor Anthony Klotz.

Is the Great Resignation the next normal?

One of the most notable reasons for the trend seems to be the sudden realization that our identities are no longer defined by where we work. And whether you call it the Big Quit, the Great Realization or, perhaps most accurately, the Great Reassessment, the driving sentiment remains the same: employees are realizing that what they want from their jobs may be something entirely new.

The pressing challenge for employers now is how to hire and retain their workforce — and it doesn’t …

Make the Most of Your Post: Three Keys to Objective-Based Hiring

Politicians run campaigns to get elected. Blockbuster films use multichannel ads to drive ticket sales and downloads. Community fundraisers aim to collect enough money to upgrade aging playgrounds. Every successful campaign has an objective it aims to achieve. Why should your hiring be any different?

Successful recruiting campaigns are built around measurable goals that go beyond simply filling an open role. As a recruiter, you’re aiming to achieve meaningful hiring outcomes that add value to the business.

For example, a mission statement expresses strategic goals, such as Indeed’s one-sentence summary, “We Help People Get Jobs.” This provides a framework for everything Indeed does. Meanwhile, an operational objective might refer to revenue, productivity and growth goals to support that mission. At Indeed, “We Help People Get Jobs” provides the purpose behind operations such as research, product development, organizational structuring and …