Category: HR Tech

Revenue for Microsoft as a whole rose 12% year-over-year to $51.9 billion

According to Microsoft Corp., LinkedIn revenue rose 29% in constant currency in the fiscal fourth quarter ended June 30, up 26% on a reported basis to $768 million. However, LinkedIn’s growth was lower than expected as revenue from its marketing solutions advertising business was impacted by a slowdown in advertising spend according to CFO Amy Hood.

LinkedIn’s year-over-year revenue growth in the upcoming first quarter is not forecast to match the fourth quarter’s growth.

Hood made further comment: “For LinkedIn, we expect continued strong engagement on the platform, although results will be impacted by the slowdown in advertising spend and hiring, resulting in low to mid-teens rev growth.”

However, Microsoft Chairman and CEO Satya Nadella noted engagement on LinkedIn remains strong.

Nadella said: “We once again saw record engagement among the more than 850 million members, a testament to how mission-critical the platform is to connect job seekers with jobs, learners with skills and marketeers with buyers.”

Revenue for Microsoft as a whole rose 12% year-over-year to $51.9 billion. In constant currency, the increase was 16%.

CNBC reported revenue fell short of guidance and was the slowest revenue growth since 2020.

Microsoft also noted it had employee severance expenses of $113 million in the quarter, excluding Russia. Separately, the company had scaled down its operations in Russia and recorded operating expenses of $126 million related to bad debt expense, asset impairments and severance.

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25% of respondents report drinking alcohol on calls

According to research from virtual events software provider EventsX, one in four people have admitted to falling asleep during a video call or virtual event.

EventsX commissioned a poll of over 500 event goers and business decision makers, via independent polling agency Censuswide, to understand how people have adapted to ‘dialling-in’ to their meetings and events.

In total, 24% of event attendees had admitted they have fallen asleep during an online event, a figure which rose substantially to 34% of 18 to 34-year-olds.

According to the report, a quarter (25%) confessed they that had consumed alcohol on a video call when they were no supposed to. This figure rose to almost 30% of 18 to 34-year-olds but dropped to 10% of those individuals over 55.

Furthermore, 36% said they have previously played games on their computer during a work call or virtual event that they found boring, a figure which rose dramatically, to almost a half (49%) of 18 to 24-year-olds.

Other distractions were also admitted to, with almost half (49%) saying they have answered the door to a delivery driver during a video call or virtual event. A staggering 57% of 25 to 34-year-olds admitted to doing this.

As well as answering the door while on a call, 57% have muted a call to speak to someone in their household, or even to take a phone call, whilst being at an online event or on an online video call.

Shoaib Aslam, Founder of EventsX, commented: “While falling asleep and consuming alcohol may have a humorous side, online events do present many benefits in our work from anywhere world. It is far easier for online event attendees to leave, or multi-task, than it is for those who attend in person, highlighting why creating an interesting and interactive online event is so important.

“Whether someone is highly involved or just a background participant, events should be conducted in an engaging way to allow attendees to take away key information and knowledge.

“Hosting an online event is not necessarily an easy task but by utilising the correct technology, hosts will be able to capitalise on the benefits that online events offer. For example, making switching between talks easy, offering 1-1 chats powered through AI matching technology and easing the process of networking. With these engaging features attendees can absorb themselves in a fulfilling event that does not send them to sleep!”

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LinkedIn’s vision is to create a skills-first approach to hiring and learning

LinkedIn announced that it acquired EduBrite, a Fremont, California-based SaaS learning platform focused on creating, hosting and deploying professional certificates.

Several members of the EduBrite team, including CEO Ajay Upadhyaya and co-founder Manish Gupta, will join LinkedIn when the transaction closes.

According to LinkedIn, the acquisition will enable it to integrate EduBrite’s certification assessment engine into its learning platform, making it simpler for the company to test and verify the skills people claim to possess.

The deal aims to help LinkedIn further deliver on its vision to create a skills-first approach to hiring and learning.

EduBrite was founded in 2009.

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The programme provides a full-time curriculum to train participants in a bid to stave off skills gaps 

SAP SE announced the launch of its Partner Talent Initiative. The initiative aims to identify and train new and existing talent in the SAP Partner Ecosystem in order to support increasing demand within the IT channel for skilled certified professionals.

Participants who complete the programme will graduate with three SAP certifications before re-entering the partner ecosystem as graduates who are ready for employment. The programme provides full-time curriculum designed to certify IT professionals in crucial and high demand areas including  RISE with SAP S/4HANA Cloud as well as an introduction to SAP S/4HANA Financial Accounting.

Two cohorts have already started the programme and following successful completion, graduates will begin a three-month intensive training program that will equip them with the professional and personal skills needed to become an SAP consultant.

SAP’s partners are in demand as the SAP EMEA North cloud services market is growing at CAGR of 16% which has resulted in a digital skills gap. The new programme is open to both recent graduates and those working in complimentary industries and will help address existing gaps in talent by equipping graduates with the skills and qualifications that they need to find employment in the partner community.

Participants will receive ongoing support and continuous feedback from delegates, instructors and the wider partner team throughout the training period and will also have an executive welcome and kick-off event upon joining. Participants will be given the option of attending a physical graduation ceremony upon completion.

SAP also announced that a business development fund (BDF) incentive to partners who recruit, train and certify new consultants under the Drive2Deliver partner capacity initiative.

The Partner Talent Initiative also includes:

  • Access to enablement content for members of SAP partner ecosystem
  • First-hand practice on live SAP software training systems
  • Expert-led and peer-to-peer learning environments
  • Opportunities to obtain SAP Global Certification digital badges and stay current with ongoing technology advances

Celine Cazali, chief partner officer, SAP UK & Ireland, made comment: “By launching the Partner Talent Initiative, graduates of the program will learn invaluable skills, helping customers and partners successfully become Intelligent Enterprises and provide high-quality services. Through a rigorous curriculum, combined with continuous feedback and support, our programme will equip the next generation of consultants with the mindset, skills and ambition needed to succeed in the channel and beyond.”

Paul Cooper, chairman, UK & Ireland SAP User Group (UKISUG), also commented: “We welcome the creation of the Partner Talent Initiative as it will help address a potential skills gap in the future. Our most recent member research highlighted that many organisations are concerned a lack of available skills will impact the speed their organisation moves to SAP S/4HANA. A thriving partner ecosystem with more certified talent will be essential in supporting customers’ SAP S/4HANA journeys and developing the next-generation workforce.”

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Jobs board focuses on roles at companies that ‘do good’

Last week member states of the Organisation for Economic Co-operation and Development (OECD) agreed on new plans to create more jobs in sustainable industries.

The new jobs website, Jobs For Good,  is aimed at people who want to find jobs in sustainability industries where they can make a social impact. There are already 1,200 roles live on the website.

According to PWC’s latest reports, one in five people are looking to change jobs, with 68% of these wanting a more fulfilling job. Further, with over 70% of millennials wanting employers with a strong environmental agenda and 10% of workers saying that they would take a pay cut to work at an environmentally responsible company, it’s clear that there is a growing demand for jobs in companies that are ‘for good’.

In the UK, the ‘impact industry’ is worth £50 billion, employs 35,000 people, and has grown 127% since 2018.

The new jobs board only features jobs in companies that “do good” in that they positively impact people or the planet and are run responsibly. These can be in areas such as renewable energy, food production, health and wellbeing solutions, etc.

On the site, job seekers can search by job type and impact area without needing to sign in. They can then read about the companies’ ‘do good’ credentials before applying for the job online.

Job sectors include IT, marketing, product, sales, and admin roles, and companies are vetted for their ‘For Good’ credentials before they can add jobs to the website.

Olivia Spaethe, CEO of Jobs For Good, commented:  ‘Originally we built Jobs For Good in response the ‘Great Resignation’ and people looking for more fulfilling roles in sustainable companies. We’re really encouraged to see the UK Government and OECD agreeing to invest and focus more on this area too. We’re here to plug an important gap between sustainable start-ups looking for new workers, and those workers looking for the right do-good company to work for.’

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Two-thirds of workers think work-life balance is more valuable than pay

Despite increasing inflation and the UK’s cost-of-living crisis, a new survey suggests that employees value work-life balance more than pay.

The survey by HR and payroll software provider CIPHR polled over 1,000 UK workers about the most important job aspects. The results revealed that 70% of women and 65% of men consider work-life balance more important than pay and employee benefits combined.

According to the research, the top 20 most important aspects of a job, ranked by popularity, are:

  • Work-life balance (67%)
  • Pay and benefits – total rewards package (59%)
  • Job security (57%)
  • Job satisfaction (53%)
  • Healthy work environment (42%)
  • Recognition: feeling valued and appreciated (37%)
  • Feeling safe at work (36%)
  • Feeling included / belonging at work (33%)
  • Right to disconnect from work outside of usual working hours (26%)
  • Promotion opportunities / career progression (25%)
  • Job autonomy – trusted to do a job without being micromanaged (24%)
  • Clear goals and targets (23%)
  • Correct tools for the job (20%)
  • Job purpose and variety (20%)
  • Learning and development initiatives (18%)
  • Social connection (18%)
  • Team-oriented culture (17%)
  • Transparent leadership (15%)
  • Fewer meetings (9%)
  • Regular coaching and feedback (9%)

Interestingly, flexibility in where employees were allowed to work affected the results, with work-life balance being the most-valued job aspect for 79% of remote workers compared to 66% of workers who are either partly remote or who never work from home.

Similarly, the right to disconnect from work – and not feel obliged to do any unpaid work-related tasks outside of contracted hours was also a priority for employees who work remotely, compared to those who don’t (36% vs. 25%).

The results indicated that office- or workplace-based staff see greater value in their physical workspace and working among others. Top priorities among these employees include:

  • Healthy work environment (47%)
  • Feeling safe at work (40%)
  • Feeling included and belonging at work (38%)

Employees with hybrid working arrangements generally seem to place equal importance on how pay and benefits (56%), job security (55%), and job satisfaction (55%) interrelate.

Two-fifths of these workers agree that recognition and feeling valued and appreciated by their employers rank more highly than a healthy work environment (41% vs. 39%).

Further data analysis indicates that survey respondents in leadership and senior management team (SMT) roles are likelier to work remotely than those in non-SMT positions (70% vs. 50%). These workers also have different job priorities than the rest of the workforce, with pay and benefits being the fourth most important aspect of a job, at 46%. Work-life balance (60%), job satisfaction (52%), and job security (51%) were at the top of the list.

Regarding age and career longevity, 72% of 24-to-44-year-olds favoured work-life balance over 51% of 18-to-24-year-olds. People kicking off or ending their careers were more likely to place job satisfaction ahead of job security, with 45% of 18-to-24-year-olds and 65% of over 55s preferring to have a job that they enjoy, even if it’s not completely secure.

For respondents aged 45 to 54, 56% said job security was more important than pay and rewards packages (52%).

Across industries, the results vary. People in the finance and insurance sectors are more likely to prize pay and benefits over work-life balance (60% compared to 58%, respectively). In the IT and software industry, job security beats pay and benefits and work-life balance (58% compared to 54% and 54%). Manufacturing workers rate work-life balance and pay and benefits equally (63%).

Claire Williams, Chief People Officer at CIPHR, commented: “CIPHR’s latest findings highlight that salary often isn’t the key driver that many people think it is. People rarely have just one single aspect of a job that matters most to them: there are always a variety of factors that govern whether an individual will join, stay, or leave an organisation, and these will vary depending on where they are with their career at the time.

“Everyone has their own idea of what work-life balance looks like to them. For some, it means looking for more flexibility at work – such as flexible hours, a four-day week, or remote working – while for others it’s an aspiration that helps shape their career choices, the type of roles they want, and the employers they want to work for. It’s certainly not a new concept, but there’s no doubt that the pandemic has spurred many people to re-evaluate their work-life priorities and change how they want to spend their time at work.

“While employers are still navigating what this means in the long term, they do need to recognise that if they are not meeting their staff’s current needs and priorities – particularly around any core job aspects that they want and value – it’s likely that another organisation will.

“Take the time to actively listen to your workforce – perhaps by running a survey similar to this one – to find out what’s important to them, and map these results against employee demographics, life stages, locations and department. An integrated HR tech stack, with a sophisticated HR system, such as CIPHR HR, at its centre, will help you gain this holistic view of your people data.

“It won’t always be possible to tick every box but if you can act on the feedback where possible, it will help improve employee experience and engagement at all levels. Do nothing, and you’re likely to lose staff in the long run.”

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Half of workers spend time on video calls now than a year ago

According to Asana’s 2022 Anatomy of Work Report, workers in the US are overwhelmed by their notifications with almost two-thirds (63%) of US workers continuously checking their emails outside of work hours — the highest percentage across the board in the international study.

The software company’s research team surveyed workers from Australia, France, Germany, Japan, Singapore, the U.K. and the U.S. At 62%, workers in the U.S. were the most likely to report feeling the need to reply to emails straight away. This rate was even higher among Generation Z and millennials. The US participants reported that they’re overwhelmed by the breadth of their digital interactions with colleagues with 34% stating they struggle to respond to important messages, with the rate being even higher for millennials and Gen Zers.

Just under half (41%) of respondents reported that they spend more time on emails now than a year ago with 43% stating that they spend more time on video calls than one year ago.

More than half (52%) reported that more efficient meetings could effectively reduce the number of notifications, and 48% of respondents said clearer responsibilities could also limit the number of notifications. Gen Zers, millennials and those in C-suite roles were most likely to emphasize the importance of well-outlined expectations.

Debbie Walton, Editor at TALiNT Partners commented: “The move to working from home means that there is no option to display an ‘out of office’ or to switch off from work. I have made the decision to remove all work apps from my cell phone so as not to be bombarded by endless notifications after hours. It’s supported a healthier work/ life balance.”

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Delays due to difficulties in finding quality candidates

According to 58% of HR managers, delays in hiring are negatively affecting business performance.

In Talent Work’s survey of 400 HR leaders, it was found that recruitment is taking double the time to hire talent when compared to 2019. Twenty-one percent of respondents agree that it is taking three times as long.

Twenty-eight percent of respondents agree that the delays are due to difficulties in finding quality candidates.

When looking at 2022 priorities, employer branding was noted as the key priority for HR in 2022. Thirty-one percent plan to relaunch or develop their employer brand, while a further 20% have already done this. Only 12% of respondents said they didn’t have time to focus on their employer brand.

Other priorities were employee retention at 21% and changing processes to allow speedy hire at 20%.

Twenty-nine percent of respondents believe that brand awareness impacts their hiring ability, and 42% don’t believe they have a strong awareness as an employer or don’t measure their brand awareness.

Neil Purcell, CEO, and founder of Talent Works, said: “These statistics clearly show that 2019 thinking isn’t going to work in the 2022 employment market, which is the most competitive we’ve ever seen. Companies need to get strategic about how they can speed up hiring to accelerate business performance, and as the research indicates, effective Employer Branding is the most widely recognised way of doing this. It’s great to see that companies are beginning to think differently in such an oversubscribed market, but over one in ten companies surveyed were still unaware of the Employer Brand concept, which shows that there is still work to do.”

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A framework that solves talent access challenges with an outcome-first approach

Allegis Global Solutions (AGS), a provider of global workforce solutions, announced the publication of a new book for business, human resources (HR) and procurement leaders that takes them on a journey to harmonised workforce strategy and management.

“The Universal Workforce Model™: An Outcome-First Guide to Getting Work Done” talks about the three transformational yet complementary concepts – the Workforce Business Partner, Task-Based Workforce Design and the Intelligent Workforce Platform. The book lays out why organisations must challenge current models for acquiring and accessing talent now and what steps they can take to create an agile business fit to thrive in the new world of work.

Authored by AGS’ Vice President of EMEA Simon Bradberry and Global Head of Strategy Bruce Morton, with contributors John Boudreau (senior research scientist and professor emeritus at the University of Southern California), Ewan Greig (AGS senior manager of workforce solutions), Jessi Guenther (AGS vice president of client delivery) and Sarah Wong (AGS vice president of APAC), the book refocuses on the work itself before jumping to talk about workers, roles and vacancies, offering readers an alternative way to rethink work through outcome-based workforce acquisition.

Bruce Morton, Global Head of Strategy commented: “Current models for acquiring and accessing talent are outdated and flawed. Companies compete for talent they may never fully use, overspend or underspend on contractors based on limited data, and may forfeit budget and quality as a result. This is why the Universal Workforce Model starts with the outcome first, applying a workforce planning model that breaks down siloed resource channels, so organisations can secure the right resource every time, and work most efficiently and effectively.”

The Universal Workforce Model is structured as a journey to harmonised workforce management and has three defining features based on common areas of business transformation – process, people and technology.

Simon Bradberry AGS’ Vice President of EMEA commented: “Advances in AI and services-enabled architecture have given rise to technologies that bring all workforce options into view, making the journey to the Universal Workforce Model possible now. While changing the fundamentals of workforce engagement is not an easy move, the journey should not be a sacrifice to the business. Innovations in work design, evolving strategic relationships between companies and solutions partners and developing expertise to reconfigure work illuminate and make the path forward possible.”

Ken Brotherston, Chief Executive of TALiNT Partners made exclusive comment on the launch of the book: “Companies face immense pressures as they adjust to the ever-changing workforce. What’s important moving forward is that they treat workforce challenges as a priority across the entire business. The concept of the Workforce Business Partner doesn’t replace the work that HR, hiring managers, recruiters, and staffing and talent solutions partners do, but it provides the impetus that enables them to work smarter and with more agility on the journey to a Universal Workforce Model.”

Arkadev Basak, Partner, Everest Group also made comment on the release: “For years, Procurement, HR and business leaders have been forced to struggle with an incredibly complex set of talent acquisition and workforce challenges. Applying a different mode of thought and a new model to rethink, reimagine, and redesign today’s workforce has the potential to bring the focus back on the work itself.”

 

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Company plans double headcount in five years

Harvey Nash Group has announced that they are being renamed Nash Squared, signalling their intention to grow rapidly over the next five years. The technology and talent company plans to more than double its global headcount from 2,500 to 6,000 by 2027.

The group, which currently incorporates six technology and talent businesses, grew strongly during the pandemic with acquisitions and expansion in Vietnam and Latin America.

They believe that this move positions them as an integrated technology and talent provider and allows clients to build and transform their technology capability in several ways.

The move also distinguishes Nash Squared from Harvey Nash, the company’s global technology talent acquisition brand.

Bev White, CEO of Nash Squared, commented: “The future for our clients lies in helping them build and transform their digital teams and capability in limitless ways, and the Nash Squared brand positions us strongly as a platform to deliver on this. It also supports our significant growth plans; as we expect to more than double our global headcount from 2,500 to over 6,000 over the next five years.”

 “It was very important to retain the Nash name in the group brand as it is a uniting factor to so much of what we do. In fact, many parts of the group call themselves Nashers! Becoming Nash Squared reflects the impact we see when our businesses work together. We are an incredible company that is even more powerful when we collaborate, and Nash Squared is the brand that will take us even further.”

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