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Author: Dan Wells

ServiceNow’s June 2026 Layoffs: What We’re Hearing

Posted on by Dan Wells
For most ServiceNow professionals, getting a role there was the goal. Not a goal. The goal. I’ve had that conversation hundreds of times with TCs, AEs, and developers across the ecosystem: “If anything comes up at ServiceNow, let me know.”

This past week, I’ve been speaking to a lot of those same people. Most of them are now on the outside.

Here’s what we’re hearing.

The scale

On the morning of 10 June 2026, thousands of ServiceNow employees joined what they thought were routine meetings and found HR on the call. Within minutes, roles were eliminated. By the time the call ended, laptops were locked.

Numbers internally range from 300 to 2,500. California WARN notices filed with the California EDD confirm significant cuts at both the Santa Clara HQ and San Diego office. Multiple directors told us that even VPs were given less than 24 hours’ notice and a script. Nobody below SVP level knew who was on the list or why.

Who got cut, and there’s no clean pattern

This is the part that keeps coming up in every conversation we’re having. Normally in a restructuring, you can find the logic: a product being wound down, a layer of management being removed. Here, nobody can.

The cuts hit sales, solution consulting, marketing, engineering, training, product, CEG, and ServiceNow University. In India, 70% of the DemoHub organisation went in a single Zoom call. In ANZ, entire SSE teams were eliminated. In LATAM, top-performing SC managers got the call.

People with 10 years at the company were let go alongside people who started 90 days ago. Directors were cut on the same calls as junior ICs. One person we spoke to was mid-treatment for a serious illness with strong performance reviews. Another was on maternity leave.

The consistent message from management: “This is not performance related.”

The consistent reality: managers couldn’t explain who was chosen or why. One director summed it up well: “There is no logic, and there is no communication coming from the top.”

The acquisitions

This is almost certainly part of it. ServiceNow acquired Moveworks for around $3 billion (600-plus employees), Armis for a reported figure that brought in over 1,300 people, and Veza on top of that. One well-placed partner contact put it plainly: “They’re offsetting the headcount from the acquisitions. The 2,500 number makes sense when you add it up.”

The Moveworks deal has taken a lot of the heat internally. ServiceNow paid an enormous amount for an AI service management tool that many people we speak to think overlaps heavily with existing platform capability, and that some argue Microsoft will simply replicate through Teams within a couple of years. The view we keep hearing: it was a bad call made at scale.

What people are most frustrated about is that the people paying the price for that decision are not the people who made it.

And for those wondering whether staff who came across from the acquired companies were affected: some appear to have survived, while long-serving ServiceNow employees did not.

What this does to ServiceNow as a place to work

This is the question that matters most to us, because it affects everyone in the ecosystem.

For a long time, working at ServiceNow carried real weight. The culture under founder Fred Luddy was well regarded. People stayed. Loyalty felt like it went both ways. That reputation was a big part of why the company could attract strong talent away from bigger names.

What we’re hearing now is that the culture has been shifting for a while, and this is the moment people are naming as confirmation of something they’d already sensed. There’s frustration about spending on celebrity endorsements and sports hospitality while the people doing the actual work get cut. There’s frustration about an influx of leadership from Salesforce, a company with a notoriously volatile culture, and the sense that some of that has been imported.

One person who ran a team at ServiceNow for nearly a decade said it simply: “I recognised this wasn’t the company I joined eight years ago.”

The employer brand has taken a hit. Whether that’s recoverable depends on what happens next and how quickly.

The general feel

Shocked. Angry at the manner of it, more than the fact of it. But not beaten.

What stings most in the conversations we’re having isn’t the job loss. It’s being locked out of a laptop before the call finished. It’s a manager who had no idea it was coming and had nothing to offer. It’s 14-hour days and years of work, then a Tuesday morning Zoom with HR on the invite.

One person, nearly ten years in and a consistent top performer, said: “People got rich off my dedication. Shame on me for letting them use me like that.”

That’s the tone of a lot of conversations right now.

For what it’s worth: ServiceNow experience carries genuine weight in the market. The calls we’re already having from partners and customers looking to bring people in confirm that. If you’ve been affected, you’re not starting from scratch.

If you’ve been impacted

Get in touch. We know who’s hiring in the ServiceNow space, we’ll give you a straight conversation, and we won’t waste your time.

And if your organisation is looking at a market with a lot of exceptional ServiceNow talent suddenly available, we can help you move quickly on the right people.

Does remote working level out ServiceNow salaries across the UK?

Posted on by Dan Wells

Does remote working level out ServiceNow salaries across the UK?

Partly. The gap is narrowing, but it hasn’t closed, and the way it’s narrowing catches a lot of hiring plans out.

If you’re setting pay bands for ServiceNow roles, the detail matters more than the headline. Here’s what the numbers say, and what they mean for how you hire.

The London premium is still real

On paper, London still pays more. The median ServiceNow Developer salary in London sits around £78,000. Across the UK excluding London, the median is closer to £70,000. That’s a premium of roughly 10 to 15%, which fits the wider pattern: London salaries typically run 10 to 25% ahead of the rest of the country.

So if you benchmark purely on advertised salaries, the regional discount looks alive and well. The problem is that advertised salaries no longer describe how the market actually behaves.

What remote work has changed

Fully remote roles have broken the link between where someone lives and what they can earn. London-headquartered employers now hire ServiceNow talent nationally, and for fully remote positions they’re paying at or near London rates.

A concrete example. A senior ServiceNow developer in Manchester earning £65,000 at a local employer can move to £80,000 or £90,000 working remotely for a London fintech. That’s a 20 to 35% increase in real terms, before you factor in that their cost of living hasn’t moved an inch.

That candidate exists, and your local pay band is competing with the offer they just received.

Who actually benefits

Here’s the part most employers get wrong. Remote work is levelling salaries, but the benefit lands almost entirely with the regional candidate, not the employer.

Going remote doesn’t buy you cheaper ServiceNow talent. The same national market that lets you hire from anywhere lets every London employer bid for the same people. What going remote buys you is a bigger pool, and that’s worth a lot, but it’s a different thing from a saving.

Flexibility is the new London weighting

The reverse is also now priced in. Mandating three or more days in the office shrinks your pool to people within commuting distance, and those people are fielding remote offers at equal or better money. In practice, flexibility has replaced the old London weighting as part of the package. If you take the flexibility away, you pay a premium to compensate.

This is the trade most office-attendance policies never cost out. The policy gets set on culture grounds, the pay bands stay where they were, and six months later the business is asking why every senior shortlist needs a salary exception.

The caveat: location still shows up in some pay bands

It’s not total levelling, and it’s worth being precise about this. A number of employers have introduced location-based pay adjustments, cutting salaries by 10 to 20% for staff who relocate away from London. Some firms still build location into their bands and defend it.

So the honest position is this: the direction of travel is towards levelling, but the market is mixed, and you’ll find both models in play when you benchmark.

What this means for your pay bands

Three practical conclusions fall out of the data.

First, benchmark against the market your candidates are actually in, not the city your office is in. A regional candidate for a remote role is comparing you with London money, whatever your postcode says.

Second, decide what your office policy is worth and price it. If you need people in three days a week, that’s a constraint candidates will charge you for. Budget for it rather than discovering it offer by offer.

Third, treat the regional discount as a closing assumption, not a standing one. It still exists in parts of the market, but every quarter it explains less of what candidates accept.

One note on the data

The ServiceNow salary medians above come from job-advert samples that get fairly small once you split by region. Treat them as directional rather than precise. The direction, though, is consistent across every source: the gap is narrowing, the candidate is the one capturing the difference, and flexibility is now part of the price.

If you’re setting ServiceNow pay bands and want a second opinion on the numbers, book a meeting with me below

Opening a satellite office for tech talent? Pick the city for the right reason

Posted on by Dan Wells

Opening a satellite office for tech talent? Pick the city for the right reason

Somewhere in your leadership team, someone has floated a satellite office. The case usually writes itself: cheaper salaries outside London, access to a regional talent pool, a flag on the map. Two of those three reasons hold up. The one driving most decisions doesn’t.

Here’s how to think it through, with the UK’s main contenders weighed against each other.

The salary saving has mostly gone

The original logic for a regional office was arbitrage. London salaries run 10 to 25% ahead of the rest of the UK, so an office in Manchester or Leeds meant the same skills at a discount.

Remote hiring has competed most of that away. London employers now recruit nationally for remote roles and pay at or near London rates to win the candidate. A senior ServiceNow developer in Manchester fielding remote offers at £80,000 to £90,000 isn’t going to join your new regional office at the old local rate of £65,000. The market they sit in has already repriced them.

There’s still some relief on the contract side, where regional day rates run 20 to 30% below London equivalents. But for permanent senior hires, budget for near-London money wherever the desk is. If your business case for the office rests on payroll savings, rebuild the case.

What an office actually buys you

A physical anchor in a talent cluster. That’s the real product, and it’s worth paying for if you buy it deliberately.

It means local brand presence, so candidates in that city think of you before they think of a faceless remote employer. It means proximity to a community of practice: meetups, user groups, the informal network through which senior people hear about roles. And it gives a distributed team somewhere to gather, which matters more for retention than most businesses expect.

None of that shows up in a payroll line. All of it shows up in time-to-hire and attrition.

Manchester: the default answer

If the logic is “go where the most people are,” the answer is Manchester. It’s the most active UK technology market outside London, accounting for roughly 8% of national developer vacancy volume. It has more than 10,000 digital and tech businesses and the largest fintech scene outside the capital, which matters for enterprise platform work because demand tends to track ITSM, financial services and large enterprise.

Depth is the thing Manchester offers that the other contenders can’t match. Whatever the specialism, there are more of them there.

The runners-up, by use case

Edinburgh, if the work skews towards data, AI or fintech. It has built a distinct identity around data science and deep tech, with a steady supply of technically strong graduates coming out of its universities.

Birmingham, if connectivity and cost matter more than senior depth. Over 40,000 people work in digital roles there, with strength in fintech, cyber security and software, and the transport links to London and Manchester are the best of any contender. The trade-off is real though: for senior specialist roles, the local pool is still developing compared with the bigger hubs. If your hiring plan leans senior, that constraint will bite first.

Leeds, if health tech or data is the niche. It’s building a name in both, and it’s the value option of the four.

The question that decides it

Before comparing cities, answer this: is the office there to recruit from the local pool, or to give an already-remote team somewhere to gather?

If it’s recruitment-led, follow the density. That points to Manchester, because the whole point is the number of qualified people within reach of the office.

If it’s a hub for a distributed team, the local talent pool barely matters. Transport links and cost per desk move to the top of the list, and Birmingham’s case gets much stronger.

Most location decisions go wrong because nobody answered that question first. The city gets chosen on cost per desk, and then the business wonders why the local hiring it half-expected never materialised.

The short version

The salary arbitrage is mostly gone, so stop pricing the office as a saving. Price it as a recruitment asset. Recruitment-led: Manchester on density, Edinburgh for data and AI depth. Team hub: Birmingham on connectivity and cost. And decide which of those two offices you’re actually opening before anyone books a viewing.

If you’re weighing up a location decision and want to talk through what the talent market looks like in each city, book a meeting with me below.

ServiceNow Eyes $7 Billion Acquisition of Cybersecurity Startup Armis

Posted on by Dan Wells

ServiceNow is reportedly in advanced discussions to acquire Armis, a San Francisco-based cybersecurity startup, in a deal valued at approximately $7 billion. This acquisition would mark one of ServiceNow’s most significant strategic moves as the workflow automation giant continues to expand its security capabilities and strengthen its position in the enterprise technology market.

About Armis

Founded in 2015 by Yevgeny Dibrov and Nadir Izrael, both Israel Institute of Technology graduates with backgrounds in the Israel Defence Forces software units, Armis has become a leader in cybersecurity asset management. The company’s flagship Centrix platform provides real-time visibility, risk assessment, and protection across an organisation’s entire digital attack surface.

Armis has demonstrated impressive growth, reaching $300 million in annual recurring revenue earlier this year, up from $200 million the previous year. The company was last valued at $6.1 billion following a $435 million funding round in November 2024. Its client roster includes major organisations such as Colgate-Palmolive, United Airlines, and NHS South Wales.

Strategic Implications

This acquisition aligns with ServiceNow’s aggressive expansion strategy in the security space. Earlier this month, ServiceNow acquired identity security startup Veza for an undisclosed sum, and in March, the company purchased AI firm Moveworks. The potential Armis deal represents ServiceNow’s commitment to building a comprehensive security portfolio that complements its workflow automation platform.

For ServiceNow professionals and organisations invested in the ecosystem, this acquisition signals continued innovation and expansion of security capabilities within the platform. As the deal nears completion, industry watchers expect the integration of Armis’s technology to enhance ServiceNow’s security offerings and create new opportunities for implementation and specialisation.

The deal is expected to be announced within days, pending final negotiations.

Unconscious Bias in ServiceNow Hiring: Why Your Best Candidates Might Be Slipping Through

Posted on by Dan Wells

Unconscious Bias in ServiceNow Hiring: Why Your Best Candidates Might Be Slipping Through Linking Humans

Unconscious Bias in ServiceNow Hiring: Why Your Best Candidates Might Be Slipping Through

In the competitive ServiceNow talent market, hiring managers face an invisible challenge that’s costing them top candidates: unconscious bias. While you’re focused on finding the right technical skills and platform expertise, your brain might be making snap judgments that undermine your hiring success.

The Hidden Cost of Mental Shortcuts

Research shows we make approximately 30,000 decisions daily, with the vast majority operating on autopilot. This “System One thinking,” as Nobel Prize winner Daniel Kahneman calls it, relies on mental shortcuts that help us function efficiently. The problem? These shortcuts can sabotage your ServiceNow hiring process.

When you’re reviewing that stack of CVs or conducting back-to-back interviews, your brain defaults to fast, intuitive decision-making. That’s when bias creeps in, causing you to overlook exceptional talent who don’t fit preconceived patterns.

Four Biases Undermining Your ServiceNow Hiring

Affinity Bias: You instantly connect with a candidate who shares your background or interests. They remind you of your best ServiceNow architect, so you elevate their candidacy, even if someone else objectively has stronger credentials.

Confirmation Bias: Within 30 seconds of meeting a candidate, you form an opinion. Then you spend the rest of the interview seeking evidence that confirms your initial judgment, ignoring contradictory information.

Halo Effect: A candidate worked at a prestigious tech company or has a specific certification. That one impressive credential outshines everything else, preventing you from fairly evaluating their actual capabilities.

Conformity Bias: In panel interviews, the senior hiring manager expresses enthusiasm for a candidate. Others nod in agreement rather than voicing concerns, even if they have reservations.

Why This Matters for ServiceNow Teams

Beyond the ethical imperative, diverse teams significantly outperform homogeneous ones. When you repeatedly hire people who look, think, and act like your existing team, you create an echo chamber that stifles innovation, critical in the rapidly evolving ServiceNow ecosystem.

Diverse perspectives drive better problem-solving, improved platform implementations, and more creative solutions for complex business challenges. Your clients expect innovation, and that requires cognitive diversity on your team.

Building a Bias-Resistant Hiring Process

The solution isn’t eliminating bias; that’s impossible. Instead, create structured processes that minimise its impact:

Standardise Your Interviews: Ask all candidates the same core questions in the same order. This allows fair comparison and reduces the influence of rapport or random conversation topics.

Question Your Requirements: That list of “must-haves” in your ServiceNow job description? Challenge each one. Many requirements inadvertently exclude qualified candidates who could excel in the role.

Ban “Culture Fit” Language: Replace it with “culture add.” You need people who align with your values while bringing fresh perspectives, not clones of existing team members.

Use Objective Assessments: Supplement interviews with practical skills assessments, platform challenges, or trial projects that demonstrate actual capability rather than interview performance.

Score Systematically: Create evaluation matrices that rate candidates on specific, job-relevant criteria rather than gut feelings.

The Commercial Reality

This isn’t just about doing the right thing, though that matters. ServiceNow hiring managers who implement inclusive processes access broader talent pools, reduce time-to-hire, and improve retention rates. In a market where ServiceNow skills are scarce, can you afford to let unconscious bias eliminate qualified candidates?

Forward-thinking organisations recognise that structured, bias-aware hiring processes aren’t constraints on recruitment, they’re competitive advantages. They find talent that competitors overlook and build stronger, more innovative teams.

The question isn’t whether unconscious bias affects your ServiceNow hiring. It does. The question is: what will you do about it?

Ready to transform your ServiceNow hiring process? At Linking Humans, we help ServiceNow teams build inclusive recruitment strategies that access overlooked talent pools while improving hiring outcomes. Let’s discuss how structured processes can strengthen your team. Contact us today.

What Is Recruitment Process Outsourcing (RPO) and Why You Need It for Your ServiceNow Team

Posted on by Dan Wells

What Is Recruitment Process Outsourcing (RPO) and Why You Need It for Your ServiceNow Team Linking Humans

What Is Recruitment Process Outsourcing (RPO) and Why You Need It for Your ServiceNow Team

Hiring a single ServiceNow expert can be tough. Hiring double-digit numbers over months or years? That’s next level. You need a scalable, efficient, and high-quality approach to talent acquisition. That’s where Recruitment Process Outsourcing (RPO) comes in.

This blog covers:

  • What RPO actually means
  • The full recruitment lifecycle it can manage
  • Five key benefits you should expect from RPO
  • Why RPO fits ServiceNow hiring at scale — and how to know if you need it

What Is RPO?

Recruitment Process Outsourcing (RPO) is when an external partner takes over all or part of your recruitment process, acting as your internal hiring team. This isn’t about agencies delivering individual candidates. An RPO provider handles everything: sourcing, screening, offer management, onboarding, reporting — the full life cycle of recruitment.

With RPO, your provider operates seamlessly with your business — managing vendor coordination where needed, aligning with your employer brand, and delivering a consistent, scalable hiring engine.

RPO Delivers a Full Recruitment Lifecycle

From job requisition to onboarding, a full RPO model covers:

  • Posting and sourcing (via job ads, talent pools, sourcing teams)
  • Candidate screening, assessments, interviews, background checks
  • Offer and onboarding management
  • Recruitment technology (ATS or compatible systems)
  • Metrics, reporting and continuous process improvement

For ServiceNow teams, this means your hiring partner manages the entire process, freeing you to focus on prioritising roles, defining technical requirements, and onboarding talent as part of your growth roadmap.

5 Core Benefits That RPO Brings to Your ServiceNow Hiring Strategy

1. Efficiency & Expertise

RPO gives you access to specialist recruiters and recruitment tech — including applicant tracking systems and market tools — to streamline sourcing, screening and onboarding. Organisations using RPO are 40% more likely to build effective talent pipelines. You gain expertise without upfront investment or ramp-up time.

2. Enhanced Candidate Experience

Candidates receive consistent, professional communication and a smooth hiring journey. A positive process improves employer brand and lowers drop-off or ghosting — and increases long-term retention.

3. Expanded Talent Reach

RPO partners tap established, deep networks of niche and passive candidates. That gives you access to talent that typical agencies or in-house teams may not reach — especially valuable for specialised ServiceNow roles. Clients report higher hire quality and faster access to candidates.

4. Cost Savings & Scalability

RPO often reduces cost-per-hire, thanks to efficiency, standardised processes, and economies of scale. Plus, hiring capacity scales up or down based on need — without extra overhead.

5. Full Recruitment Lifecycle

Rather than just sourcing, RPO handles the entire hiring journey — from role briefs to onboarding and reporting — giving you a ready-to-go talent engine. That’s crucial when hiring dozens of specialists across ServiceNow functions.

Why RPO Makes Sense for ServiceNow Hiring at Scale

When you’re scaling to 10, 20, or more hires over the year — across ServiceNow modules like ITSM, HRSD, CSM, GRC, or technical architecture — traditional recruitment becomes inefficient:

  • Multiple agencies create duplicate touchpoints and inconsistent messaging
  • CVs arrive in varying formats with buried skills
  • Hiring processes lack transparency and predictability

With RPO, you get:

  • One partner owning the end-to-end hiring process
  • Higher quality, formatted, skill-highlighted CVs and consistent touchpoints
  • Access to niche talent pools (e.g. specific module expertise, geographic skillsets)
  • Scalable, cost-effective, efficient recruitment infrastructure aligned to your roadmap

In essence, RPO empowers ambitious ServiceNow leaders to scale faster, with higher quality, and with more control.

Is RPO Right for You?

Here’s a quick rule:

  • Hiring just one or two ServiceNow hires? A trusted agency may suffice.
  • Building double-digit hiring over 6–18 months? RPO becomes highly valuable — perhaps essential.

If you aim to scale your ServiceNow team consistently and minimise hiring complexity, RPO delivers efficiency, expertise, candidate experience, expanded reach, cost savings, and full-cycle management.

Interviewing Techniques for ServiceNow Hiring Managers

Posted on by Dan Wells

Are you getting the most out of your ServiceNow interviews?

When people think about interviews, they usually focus on the candidate. The preparation, the pressure and the performance. But in reality, just as much responsibility sits with the hiring manager.

If your interview process is inconsistent, unstructured or rushed, you could easily miss out on strong ServiceNow talent or end up making the wrong hire. A good interview should help you assess capability properly while also giving the candidate confidence in your business.

Here are five practical ways to improve your ServiceNow interview process and get more value from every conversation.

The quality of your hire is often a reflection of the quality of your interview process.

1. Choose the right interview format

Face-to-face interviews are no longer the only option. In the ServiceNow market, many businesses now use video interviews, phone screening calls and remote final stage meetings as part of their hiring process.

Each format has its own strengths, so it is important to be deliberate about the approach you take.

  • In-person interviews: Great for building rapport and giving candidates a feel for your working environment. Make sure the setting is professional, welcoming and well organised.
  • Video interviews: Efficient and convenient, especially for hybrid or remote roles. Think carefully about your background, the platform you are using and how you come across on screen.
  • Phone interviews: Useful for early stage screening, but more limited when it comes to assessing communication style and presence.

The key is to choose a format that suits the role and then apply it consistently across your shortlist.

2. Avoid questions that can introduce bias

Unconscious bias can easily creep into interviews, often through casual conversation rather than formal questioning. Small talk might feel harmless, but it can influence your perception of a candidate in ways that have nothing to do with their ability to do the job.

For example, asking what someone did at the weekend may seem friendly enough, but if you happen to share similar interests or backgrounds, that can create an unintended connection that affects your judgement.

Keep your questions focused on experience, behaviours, delivery and suitability for the role. That will help you make fairer and more effective hiring decisions.

3. Use a clear interview structure

A structured interview process nearly always leads to better outcomes than an informal one. It helps candidates know what to expect and helps your team assess people more consistently.

For many ServiceNow roles, a sensible structure might include:

  • a first stage interview to assess experience, communication and overall fit
  • a second stage interview focused on technical depth, stakeholder management or relevant examples
  • a final discussion if needed before making the offer

It is also a good idea to have two people from the hiring company involved in the interview process. This helps reduce bias and gives you a more balanced view of each candidate.

For many employers, first and second stage interviews can easily be carried out over Teams or Zoom.

4. Standardise your questions

If you ask every candidate completely different questions, comparing them fairly becomes much harder. Standardised questions make it easier to assess people against the same criteria and reduce the risk of bias affecting your decision.

For each ServiceNow role, create competency-based questions that relate directly to the skills and behaviours needed for success. You might ask candidates to talk through examples of leadership, problem solving, teamwork, stakeholder management or project delivery.

It also helps to score answers against a simple framework, so you can compare candidates more objectively once the interviews are complete.

That said, structure should not mean rigidity. Good interviews still need room for follow-up questions where necessary.

Useful prompts include:

  • Tell me more about that decision
  • Why did you approach it that way?
  • What was the outcome?
  • What would you do differently next time?

5. Take notes and follow up properly

It is surprisingly easy to leave an interview feeling confident about a candidate, only to forget key details later. Taking notes during and immediately after the interview will give you a much more reliable record of what stood out.

Make sure you capture both positives and concerns, along with any scores from your standardised questions. That will make the final review process far more effective.

Notes are also useful when it comes to follow-up. A personalised response that refers back to something discussed in the interview shows professionalism and genuine interest. In a competitive ServiceNow market, that can make a real difference to candidate engagement.

Final thoughts

If your interviews are not giving you the insight or results you need, it may be time to review the process. Often, small changes in structure, questioning and follow-up can have a significant impact on the quality of your hiring decisions.

Working with a specialist ServiceNow recruitment company can also help. The right recruitment partner will do more than introduce candidates. They can also advise on interview structure, market expectations and the kinds of questions that will help you identify the right person more effectively.

At Linking Humans, we help ServiceNow partners and end users across the UK, Europe and North America hire permanent and contract professionals who can make a real impact.

If you would like to speak to us, use the request call back option at the top of this page or get in touch here.

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Updating your ServiceNow hiring strategy for 2024

Posted on by Dan Wells

Updating your ServiceNow hiring strategy for 2024 Linking Humans

2024 is going to be a busy year for growing ServiceNow teams, so here are 5 ways you can get your hiring strategies in order. 

Though some of the challenges of hiring in the last couple of years are beginning to diminish, the ServiceNow sector is still a skills-short market. Trends like the “Great Resignation” and an increasing demand for global, remote work are leading to massive turnover for all kinds of companies.

Since your ServiceNow practice can’t thrive without the right employees, it makes sense for every business leader to think about how they can improve their hiring strategy in this new landscape.

Ensuring you have the right plan in place can help you attract the most sought-after talent, improve your chances of employee retention, and strengthen your employer brand.

Here are some of the hiring strategies generating powerful results for ServiceNow companies.

 

1. What do ServiceNow candidates want?

The first step in ensuring you can successfully hire and retain ServiceNow resources is knowing what your candidates really want from their employer. In the last couple of years, the evolving workplace has led to the development of new priorities for many staff members.

Today’s employees still want to get the salary they deserve, but they also want:

  • Empathy: A focus on respect, empathy, diversity, and inclusion will be crucial to attracting candidates in any environment. Showcasing your empathetic side will help you to attract employees who share the same values as your business.
  • Flexibility: Today’s employees want more flexible roles. With the rise of cloud technology, most ServiceNow jobs can be more hybrid, remote, or flexible than they once were. Some companies are even exploring concepts like the 4-day work week.
  • Development: Your employees want to see a future with your company, and a path for them to improve and enhance their skills. Have meetings with your team members to identify their current and long-term goals, and how you can help them reach them.

 

2. Should I use a  Specialist ServiceNow Recruiter?

Recruiters are one of the most valuable tools you’ll have in your hiring strategy, particularly when they specialise in the ServiceNow industry. An experienced ServiceNow recruiter will be able to help you identify the most important things your candidates are looking for when you’re writing your job descriptions and interviewing potential employees. 

Recruiters can also save you significant time in collecting applications from a diverse range of backgrounds. Their existing presence in the industry means they already have access to various environments where they can find people to fill your talent pipeline.

With a recruiter, you’ll also have access to support and guidance to help you with everything from improving the interview experience, to making your job listings more impactful.

Just remember, to get the most out of your recruiter, you’ll need to walk the line between clarity and flexibility. It’s important to be clear about the things you really want from your candidate, but don’t get lost in the search for the perfect unicorn employee. 

3. Does my Employer Brand Stand out?

In today’s digital world, employers have endless opportunities to learn more about their potential candidates by looking at their social media profiles and personal brand. However, it’s worth remembering your candidates also have the same opportunity to evaluate you.

Before considering whether to accept a job offer or even send in an application, most of today’s candidates will research your brand. It’s important to make sure your offer and E.V.P. (Employer Value Proposition) stand out. 

Start by assessing your current employer brand, and what you communicate to potential staff members. Are you active on social media, constantly sharing valuable information about your company culture and the growth of your team members? Do your employees talk positively about you on social channels and review sites?

Next, consider your job offer and how it compares to roles available from your competition. Are you delivering the same level of flexibility for your new candidates? What can you provide that your team members can’t get elsewhere? Remember, organisations that implement a successful employer brand cut their cost-per-hire in half! 

Your ServiceNow recruitment professional will be able to help you with cultivating the right employer brand.

4. Upgrading the Candidate Journey

In today’s changing landscape, employers need to make sure every stage of the candidate journey is as convenient and engaging as possible to avoid losing the attention of top talent. With the help of your ServiceNow recruitment agency, look at every touchpoint you’ll have with your candidates, and how you can update them to suit the current trends.

For instance, are you posting your job listings on social media, so they’re easy to find, and making sure it’s easy for your candidates to learn more about the role on your website? When candidates apply for a role, how will you interview them?

Video and remote interview processes are becoming increasingly common, particularly for remote and hybrid roles. You may also need to think about:

  • Following up with candidates: How will you keep your candidate engaged by following up and providing insights into their progress?
  • Onboarding: How will you onboard your team members when you decide who to hire, and how can you make them feel like part of the team as quickly as possible?
  • Diversity: How will you ensure you’re making hiring decisions without bias, and you’re respecting the concept of diversity, equity, and inclusion?

5. Planning a Comprehensive Recruitment Strategy

Finally, it’s worth remembering that being prepared will save you a lot of time, effort, and money in today’s skills-short market. Rather than just rushing to fill gaps in your ServiceNow team when someone leaves your workforce, it’s worth thinking about your long-term talent strategy.

Work with your recruiter to build a talent pipeline, filled with diverse professionals from different environments, who can add something valuable to your team. When creating this pipeline, don’t just think about the skills you need now, but the expertise you may need in the future.

A good talent pipeline will mean you always have somewhere to turn to access crucial talent when your company needs it most. 

Here at Linking Humans, we have been helping companies with delivering permanent and freelance technology experts to ServiceNow partners and End Users across the UK, Europe and North America. We take pride in providing the best possible people to take your business forward.

If you would like to speak to us, then use the “Request call back” at the top of this page or find more ways to contact us here.

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5 Signs Your ServiceNow Consultant is Thinking About Leaving

Posted on by Dan Wells

5 Signs Your ServiceNow Consultant is Thinking About Leaving Linking Humans

It is critical to recognise the signs that your employee might be looking elsewhere. So in this post, we are going to share several signs to consider.

 

Securing the right talent for your ServiceNow team is the first stage of building a successful ServiceNow practice. Once you’ve attracted top-performing candidates to your workforce, you also need to ensure you’re taking steps to keep them around. 

In today’s skill-short landscape, employees have endless opportunities to switch between ServiceNow partners and End Users whenever they’re unsatisfied with their current employment. That means learning how to retain your top talent is more important than ever. 

Staff members can choose to leave a business for a variety of reasons. Sometimes, they feel they’re not getting enough satisfaction from their role, or they lose interest in the company’s vision for the future.

Other times, employees may feel they don’t thrive in their current position due to issues with colleagues or managers. 

While the cost of replacing a lost employee can be significant, it’s worth remembering that anywhere up to 75% of turnover can be avoided.

1. They’re Avoiding Long-Term Projects and Career Growth

When a ServiceNow employee decides they no longer want to work with a company, they often begin to reduce their involvement in long-term projects and strategies for development or growth. They stop envisioning a “future” with the business, which means they generally spend more of their time on short-term tasks and simply “checking boxes” on their to-do list.

When an employee who previously volunteered for various challenging projects no longer raises their hand in meetings or delegates long-term work to other employees. In that case, this could signify they’re not planning on being around for long.

Pay close attention to whether your staff members still invest in their future with the company by agreeing to learning and development opportunities or discussing goals during one-on-one meetings. If your employees no longer see a future with you, change their perspective by offering them insights into progression opportunities, they might miss out on if they leave.

2. They Show Visible Signs of Stress

The World Health Organisation says “burnout” is a significant occupational phenomenon that has increased dramatically in recent years. Burned-out and overwhelmed employees disengage from the workplace, show clear signs of exhaustion, and often look for alternative work opportunities. With this in mind, tracking your employee’s mental and physical health is important.

Pay attention to signs of exhaustion, like the heavy reliance on caffeine, yawning, or even a slower-than-usual pace in your team member’s workflow. 

The attitude of your ServiceNow employee might begin to change too. They may appear to be overwhelmingly negative towards other colleagues or attempt to isolate themselves from their peers, taking part in meetings less than usual. In some cases, they could even become more argumentative or aggressive. If you notice signs of burnout, speak to your staff member about how you can help them manage their workload.

3. They’re Not as Creative or Intuitive as Usual

When employees decide to leave a ServiceNow practice, they stop actively contributing to its growth. You may notice some of your top performers who used to share ideas for development in previous meetings are now quieter when you’re asking for suggestions or advice. 

Rather than trying to solve problems with out-of-the-box ideas and collaboration, your team members may simply pass difficult tasks onto other employees. They could stop taking the initiative with their work and may focus on doing just the “bare minimum” to get by.

A ServiceNow Developer who’s occasionally quiet during business meetings isn’t necessarily a cause for alarm. However, if your team members seem to have lost their passion for helping the company grow, they may no longer feel inspired by your company’s mission or values. 

A good way to address this issue is to give your team members regular feedback and let them know how much you value their input. Employees are more likely to contribute when they feel recognised and rewarded for their hard work.

4. They Attend More ServiceNow Events

Networking is important in building a thriving career in ServiceNow. It’s not unusual for dedicated employees to attend a ServiceNow event such as a World Forum or Knowledge and connect with other experts on social media. However, there may be a problem if your team members focus more on external networking than on building internal relationships. 

If you notice your team members are disconnecting from their internal peers, failing to attend meetings, or spending less time chatting with colleagues, check out their external networking efforts. If they’re heavily invested in adding new connections on LinkedIn and improving their personal brand, this could be a sign they’re looking for a way to branch into new opportunities. 

There are a few ways managers and supervisors can tackle this issue. Preventing staff from building external connections isn’t an option, but you can encourage your team to bond with their colleagues through team-building exercises and more consistent internal communication.

5. Their Performance Begins to Suffer

For ServiceNow employees to thrive in their role, they need to do a lot more than just show up and follow the instructions given by a manager. The best staff members are constantly pushing themselves to be their best. However, if your employee is disengaged and disinterested in their work, you may begin to notice performance issues. 

You might be able to notice more errors in their work, which they never used to make before. Or perhaps your customers are providing negative feedback concerning a specific employee’s behaviour. Other colleagues may even complain that one team member is no longer pulling their weight around the office. 

If your staff member is no longer reaching their targets or making the right amount of effort, the first step shouldn’t always be to engage in disciplinary action. Speak to your team members and discover what’s happening behind the scenes.

Don’t Lose Your Top Performers

In today’s changing ServiceNow landscape, issues like disengagement, burnout, and even “quiet quitting” are becoming increasingly common. Fortunately, if you can recognise these signs ahead of time, there are still things you can do to re-ignite your staff’s passion for your company and prevent them from seeking other employment options. 

Pay attention to your top performers, and make sure you’re not actively pushing them away. 

 

Here at Linking Humans, we have been helping companies with delivering permanent and freelance technology experts to ServiceNow partners across the UK. We take pride in providing the best possible people to take your business forward.

If you would like to speak to us, then use the “Request call back” at the top of this page or find more ways to contact us here.

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Top tips for creating ServiceNow job offers that make candidates say “yes!”

Posted on by Dan Wells
Top tips for creating ServiceNow job offers that make candidates say “yes!” Linking Humans

Attracting and hiring the top candidates for your ServiceNow company is becoming an increasingly complex process. In the age of the “Great Resignation”, professionals have grown more discerning about where they want to work. 

Today’s top talent has endless opportunities for employment, not just from local businesses, but global teams hiring remote employees. 

To thrive in this landscape, business leaders need to know how to create the most compelling job offers, to stand out to the most qualified candidates. 

The question is, as ServiceNow employee preferences and priorities continue to evolve, how do you ensure your job offer makes the right impact? Here are some of the top strategies you can use to improve your chances of your candidates saying “yes”. 

1. Assess Your Company Culture

Culture is growing increasingly important to today’s ServiceNow candidates. 46% of employees say company culture is vital to their decision of which business to work for. Top performers are consistently attracted to organisations that share their personal values, ethics, and priorities. 

What’s more, many of the best candidates in the market today want to see evidence they’re going to be employed in a purpose-led job with genuine meaning. Assessing your company culture and how you highlight your values to your candidates is an important step in making your offer more compelling. Ask yourself what kind of values you highlight in your job descriptions, your business website, and even the reviews and testimonials shared by existing employees. 

Does your business reward teamwork and innovation? Do you have a strong focus on Diversity, Equity, and Inclusion, to ensure everyone feels aligned in your workforce? 

2. Refine Your EVP

After you’ve ensured you’re sending the right message with your company culture, it’s time to start looking at your Employee Value Proposition (EVP). Your EVP is essentially everything you offer your candidates to set yourself apart from other employers in the ServiceNow space. 

While there’s more to a good EVP than salary, it’s worth making sure you’re paying your employees what they deserve. Research the typical pay rates for the kind of jobs you’re trying to fill, and make sure you take the value of your candidate’s knowledge, skills, and experience into account. 

Beyond a competitive pay package, you can also improve your EVP by looking at benefits, flexible working styles, and more. 

Once you’ve defined your EVP, make sure it stands out wherever you’re going to be interacting with candidates. Share information about your benefits and opportunities on your website, and discuss options with potential talent during the interview process.

3. Focus on Empathy and Flexibility

In the last couple of years, the priorities of many ServiceNow candidates have evolved in a few key areas. Perhaps the most important factors most leaders are looking for today, are empathy, and flexibility. Demonstrating empathy as an employer shows your talent you respect their needs, and want to contribute to their wellbeing. 

Creating wellness initiatives designed to keep employees healthy and happy is a great way to make your job offer more appealing to all kinds of candidates. Share information on your site about mental health days you’ve offered for your staff or the on-site support you offer for the personal needs of your employees. 

From a flexibility perspective, think about how you can adapt to the new working styles of top ServiceNow candidates. Many of today’s professionals are looking for opportunities to work from home, even part-time, to give them a better sense of work/life balance. 

You could even go a step further and experiment with concepts like the four-day work week, to give your employees the potential of longer, more rejuvenating weekends. One great way to show empathy and flexibility at the same time is to ask your candidates about their specific needs during the interview process.

4. Demonstrate Opportunities for Growth

Today’s ServiceNow professionals want to know there’s a future in any company they’re going to be working for. According to Gallup, 59% of millennials prioritise opportunities to learn and grow when deciding which jobs to apply for. 

Making sure your candidates are aware of the opportunities they’ll have to grow in your business will make your job offer more compelling. You can discuss the promotion paths you’ve offered in the past with your candidates during the interview, and outline the training and educational opportunities offered within your job description.

You might even let your possible hires know about the onboarding process you’ll use to welcome them into your organisation, during which you can both work together to outline a path for progression through the company. 

It’s also helpful to share information about the development opportunities you offer online. Videos and written testimonials from employees who have achieved their personal and professional goals with your business can make a huge impact. 

5. Work with a Specialist Recruiter

Finally, if you really want to ensure your job offers make the right impact, it’s worth investing in some specialist support. A ServiceNow recruitment agency knows exactly what it takes to align the right candidates with the correct employers from day one. They can help you to seek out people who are actively looking for the benefits, and culture you offer. 

Recruiters can save you time by sorting through your job applications and eliminating anyone who might not fit well with your company. They can also provide advice on how you can position yourself to your candidates when you’re writing job descriptions and conducting interviews. 

With a specialist recruiter, you can boost your chances of a “yes” when you need it most by building a pipeline of ServiceNow candidates, all carefully chosen to match your business needs. Working with the right team will reduce the stress associated with building the ideal team. 

Here at Linking Humans, we have been helping companies with delivering permanent and freelance technology experts to ServiceNow partners across the UK. We take pride in providing the best possible people to take your business forwards.

If you would like to speak to us, then use the “Request call back” at the top of this page or find more ways to contact us here.

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