With many tech workers having been laid off recently, many of them are looking for jobs in other industries, and that provides opportunities for companies to avail themselves of top talent, Heather Dunn, Gem’s chief people officer, wrote in Fast Company.

That opportunity is also a challenge, as many of these newly unemployed workers are savvy and highly skilled. To attract them, companies must fine tune their talent brands and recruiting processes, Dunn wrote.

To make workers feel as if they are making an impact and advancing the company’s goals, she recommended defining and refining the employer brand. That would help them to understand how they would be a part of something bigger by working at your organization. Such definition and refinement would include considering questions such as what the role in question would contribute to the company’s mission, what kind of difference the company is making in the work, and the reach of the company’s products and services.

Ramping up outbound recruiting is important, as these workers are still in demand, she wrote. To find the right ones, she advised eschewing the “post and pray” recruitment approach in favor of an aggressive outbound recruiting strategy. Once found, these candidates need to be brought on board quickly to avoid losing them to the competition. That means using data to “identify and remove bottlenecks in the hiring process,” such as “slow hiring managers or an excessive number of interviews.”

Dunn also advocated allowing remote or hybrid work. “Flexible work is particularly important for women and older workers, meaning that companies who require workers to come into the office every day are likely to miss out on experienced workers and a diversity of backgrounds and viewpoints,” she wrote. “If you don’t already have a remote work policy, now is absolutely the time to create one.”

Highlighting the total compensation package can also win over tech workers, she wrote. Many industries may be unable to offer tech industry-like ages, but offering perquisites such as unlimited PTO, paid parental leave, childcare or health and wellness benefits may be enticements. So may 401(k) matches, which are rarely offered at startups, she wrote.

Professional development offerings are top factors for tech workers considering a new role, she wrote. She recommended offering incentives such as in-house learning and development programs or annual stipends to help employees keep up with best practices. “It’s also critical to showcase available career paths,” she wrote, by explaining possible career paths and providing information on who employees can grow into more senior roles.

“Non-tech companies—and particularly larger organizations—also have a massive advantage right now: the promise of more stability. Many tech workers are experiencing the first downturn of their careers and are feeling rattled after being let go from jobs that have long been touted as rock solid, and are looking for something less risky as a result,” Dunn wrote in conclusion. “Companies that can lean into a track record of slow but sustainable growth as well as adopt new, more aggressive recruiting tactics will truly have the recipe for capitalizing on this unique moment in the battle for tech talent.”