Lisa Hurst, PhD, is an embodiment of the approach to talent acquisition at McKinsey & Company, the global management-consulting firm. A trained immunologist, Hurst says that during graduate school, she realized, “[I] liked the solving of problems, but I liked working with people more than lab animals. So, I started thinking about my options. I knew some folks who’d gone to McKinsey, and the idea of going someplace where I could learn about practical applications of science that actually made it to people in a team setting seemed like a lot more fun. And thankfully, McKinsey has recruited people like me with PhDs for quite some time.”

Driven by advancements in technology and changes in attitudes toward careers, HR leaders are racing to adapt to the shifting dynamics in the new world of talent acquisition. Even at a time of headline-making layoffs in the tech industry and beyond, many industries are struggling with a labor shortage. How does this changing market affect recruiting tactics?

Hurst, the head of North America recruiting at McKinsey, spoke with Matthew Boyle, a senior reporter for Bloomberg, in a fireside chat about the future of recruiting at From Day One’s monthly virtual conference. Hurst illuminated McKinsey’s diverse approach to talent acquisition, keeping employees motivated during layoffs, and how the firm is exploring new markets in the search for talent.

As with the hiring of Hurst, the firm casts a wide net, which has proven valuable and effective. Hurst said, “We’re looking for interesting, talented people. We've definitely shifted away from a lot of concern about pedigree to more thinking about peoples’ potential.”

Currently, the company has grown the number of hiring sources they use at 1,400 this year, with plans to expand even more. McKinsey is recruiting in new markets, presenting creative opportunities for tech workers and mid-career professionals, and offering flexible career paths.

“It’s all about the diversity of thought and background that we’re thinking about right now,” Hurst said. ”We know that our people are our asset. And our clients still need us when things get tough. A lot of times, we need to think about how to pivot. We invest huge amounts of money into learning and development for our people. We give them opportunities to grow and build their skills.”

So, how do companies like McKinsey keep employees motivated during challenging times? “For us with tech talent, it’s the opportunity to really solve tough problems across a range of clients that gets people excited. There’s a variety of ways you can flex your skills, and we have three opportunities at McKinsey. One is to literally be on the ground with a client building something for them. We also have proprietary tools that we’ve built to serve a range of clients. And we’re a large company, with our own technology needs. Part of the beauty of McKinsey is your ability to flex between things, depending on what you want to do.”

A flexible career path is part of what McKinsey calls “being the author of your own journey,” and this flexibility extends beyond the tech sector. Hurst said it comes down to what excites an employee, and learning what they are passionate about.

This approach not only keeps employees motivated, but it retains employees. Hurst said, “When I talk to folks about why I’m still at McKinsey, it’s because I keep growing. For us, it’s just making sure that people are aware of the multitude of opportunities within the firm. That keeps people here. It’s transferable skills, even if you have to learn the content.”

McKinsey is approaching new talent markets in a geographical sense, and Hurst shared that the company is setting up an office in Detroit. From there, they are recruiting at the University of Michigan and Michigan State, but also at smaller schools and alumni associations. In addition to having a diverse recruiting team and recruiting a diversity of prospective candidates, McKinsey has been developing its  relationships with HBCUs and Hispanic-serving institutions, as well as marketing to first-generation college students.

About the recruiters at McKinsey, Hurst said, “I’m proud to say that the recruiting team is quite diverse. It really creates this inclusive meritocracy where we want people to challenge each other. That's a big thing with McKinsey: We’re very values-based in terms of an obligation to dissent and engage, and you need people who come from different backgrounds to do that. McKinsey has some pretty clearly stated values that are on our website, and we also have a purpose. I find that when I’m interviewing somebody, and I raise the fact that we have these values, it usually starts a good conversation.”

Christina Cook is a freelance writer based in Dallas. She writes about a variety of topics, including art, film, and live theater. Her 2017 children’s book Your Hands Can Change the World was a regional bestseller, and she is the founder of the hyperlocal arts blog, Dallas Art Beat.