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Average time to hire rises to 44 days

Lengthening time to hire challenges employers

The duration to fill job positions experienced a slight increase during the first quarter, as indicated by a recently released report from AMS, a leading global provider of RPO, and HR research firm The Josh Bersin Co. The report reveals that the average time to hire individuals rose from 43 days, reported a year ago, to 44 days in the same period this year.

Furthermore, the study highlights a growing disparity between easy-to-fill and difficult-to-fill roles across all industries. While certain positions are successfully filled within a mere 14 days, many vacancies persist for two to three months or even longer.

The report encompasses data collected from eight different industries and over 25 countries worldwide.

“As demonstrated by our data, the time required for hiring has consistently increased over the past four years,” stated Jim Sykes, the Global Managing Director of Client Operations at AMS. “It is crucial to understand that the hiring landscape will not become easier in the near future. HR and talent leaders must continue to innovate and revamp their strategies for talent acquisition, development, and retention.”

According to the report, the energy and defense sectors endure the lengthiest hiring processes, exceeding 67 days, with further delays anticipated this year. Following closely, professional services recorded the second-longest average time to hire, reaching 47 days. The tech industry also faces persistent challenges in filling positions.

“Regardless of the current state of the global economy, it is evident that the availability of certain skill sets does not align with the existing demand and the gaps that need to be filled,” explained Josh Bersin, the Global HR Research Analyst and CEO of The Josh Bersin Co. “Forward-thinking HR and talent acquisition pioneers have recognized this and are exploring unconventional approaches to talent development, cross-functional role assignments, and proactively ensuring a continuous pipeline for succession planning and new positions.”

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Total wage growth remains robust in 2022 amid heightened demand for staff

Wage growth soars in Singapore

A recent report from the Ministry of Manpower’s Research and Statistics Department revealed that more firms in Singapore were able to raise their employees’ wages in 2022 compared to the previous year. The report highlighted that nominal wage growth in 2022 reached its highest level in a decade.

Despite the challenges posed by higher inflation, real wages continued to grow, albeit at a slower pace compared to 2021. The data indicated a robust wage growth pattern in the face of increased manpower demand.

The report outlined that nominal total wages, which included employer CPF (pension) contributions, for full-time resident employees (Singapore Citizens and Permanent Residents) who had been with the same employer for at least one year, rose by 6.5% in 2022.

Moreover, the Ministry of Manpower’s findings demonstrated that the nominal wage increase in 2022 was significantly higher than in the previous year, recording a 3.9% increase. This upward trend reflected firms’ efforts to restore the wages of employees who experienced cuts during the pandemic years. Additionally, companies granted higher wage increases to retain staff amidst the intensifying competition for workers.

While nominal wage growth managed to keep pace with inflation, resulting in real wage growth, the rate of growth was notably dampened. Real wages experienced a marginal increase of 0.4% in 2022, falling below the 1.6% growth witnessed in 2021. The report attributed this slower growth to the considerably higher inflation rate in 2022 (6.1%) compared to the previous year (2.3%).

Notably, all industries in Singapore observed higher wage growth in 2022 compared to 2021, although the extent of the increase varied across sectors. Accommodation and Retail Trade reported above-average wage increases of 9.7% and 6.7% respectively. These industries raised wages to attract and retain workers amidst a strong recovery in tourism demand.

The Financial Services (9.0%), Information & Communications (7.7%), and Professional Services (7.6%) sectors continued to experience robust wage growth in 2022, driven by sustained manpower demand.

Meanwhile, Manufacturing (5.7%) and Wholesale Trade (5.8%) firms also increased employee wages, although to a lesser extent due to global supply chain disruptions and weakness in trade-related activities.

The report further highlighted an encouraging trend, as the proportion of profitable establishments rose for the second consecutive year, reaching 83.9% in 2022. Consequently, the percentage of establishments that offered wage increases increased from 60.0% in 2021 to 72.2% in 2022, surpassing the pre-pandemic level in 2019 (69.2%).

The number of establishments that reduced employee wages remained relatively low at 5.2%, while the remaining 22.6% maintained wages unchanged.

Among establishments that provided wage increases, the magnitude of the increase was larger in 2022 (7.9%) compared to the previous year (6.3%). Conversely, establishments that implemented wage cuts saw a smaller magnitude of reduction compared to the previous year, with the figure decreasing from -5.2% to -4.5%.

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Legislation aims to make benefits more accessible to contingent workers

The program intends to enhance accessibility to various benefits

A new piece of legislation has been introduced by bipartisan US senators, aiming to simplify the process for independent workers, including independent contractors and temporary workers, to receive essential benefits like healthcare and life insurance. The proposed act, known as the “Portable Benefits for Independent Workers Pilot Program Act,” intends to enhance accessibility to various benefits, such as retirement savings, workers’ compensation, disability insurance, sick leave, and training. It also includes provisions for allocating $20 million in grants to states, supporting innovative portable benefits programs.

The lawmakers behind the bill, including US Sen. Mark Warner from Virginia, emphasize the need to adapt to the evolving nature of the American workforce. With an increasing number of individuals engaging in part-time, contract, or other non-traditional work arrangements, the current retirement and savings programs are insufficient in meeting the needs of these workers. The proposed legislation seeks to foster experimentation and implementation of portable benefits programs at the state and local levels, acknowledging the realities of the 21st-century workforce.

The bill’s introduction is a collaborative effort, with Sen. Kevin Cramer from North Dakota and Sen. Todd Young from Indiana joining Sen. Warner. The lawmakers stress that independent workers constitute a significant portion of the workforce, yet they often lack access to the benefits commonly provided by employers. They argue that non-traditional workers in North Dakota, and across the nation, deserve the same financial stability and benefits as their counterparts in conventional employment arrangements. The proposed pilot programs would encourage state and local governments to facilitate portable benefits, thereby providing additional financial security for independent contractors.

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Job openings rise in April to highest level since January

Fewer workers are quitting and labor market remains strong

According to the US Bureau of Labor Statistics, seasonally adjusted data released today reveals that job openings in April surpassed those in March, reaching their peak since January. Conversely, separations, including both quits and layoffs, decreased in April compared to March and reached their lowest levels since 2021.

ABC News reported that the unexpected surge in job openings highlights the robustness of the US labor market. Nick Bunker, research director at the Indeed Hiring Lab, stated, “Demand for workers remains strong, and the labor market continues to perform well.”

In April, the US witnessed a total of 10.1 million job openings, reflecting an increase of 358,000 positions from March. However, when compared to the same month last year, there were 1.65 million fewer job openings.

The sectors experiencing growth in job openings were retail trade, healthcare and social assistance, as well as transportation, warehousing, and utilities.

Total separations declined by 4.8% in April compared to March, with a year-over-year decrease of 7.6%. These figures marked the lowest level since May 2021. Separations encompass both voluntary resignations (quits) and layoffs or discharges.

In April, quits amounted to nearly 3.8 million, representing the lowest level since March 2021. This indicated a decrease of 49,000 from the previous month and 704,000 from the previous year.

Meanwhile, layoffs and discharges in April totaled 1.58 million, indicating a decline of 264,000 from March. However, the number of layoffs and discharges increased by 239,000 compared to the previous year.

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3 major changes to employment law HR managers must prep for

New Acts to take effect in 2024 

A wave of legislative changes swept through the realm of employment law, as three pivotal bills were granted royal assent, poised to revolutionise HR practices and empower working parents. The Carer’s Leave Act, Neonatal Care (Leave and Pay) Act, and Protection from Redundancy (Pregnancy and Family Leave) Act are slated to take effect in 2024. 

These forthcoming laws demand early preparation from employers in England, Scotland, and Wales, as they bring profound transformations to the landscape of employment. Kate Palmer, HR Advice & Consultancy Director at Peninsula, delves into the imminent changes and their implications for businesses: 

  1. The Carer’s Leave Act: This legislation introduces a groundbreaking entitlement of one week’s unpaid leave per year for employees responsible for the care of dependents with long-term care needs. From the very first day of employment, eligible employees can exercise this right without the need for extensive evidence, only requiring self-certification. This leave can be utilised for various forms of caregiving, ranging from accompanying individuals to medical appointments to offering financial assistance. While there are no limitations on how the leave can be employed, the customary criteria for defining “dependents” will still apply. The purpose of this law is to streamline the process for both businesses and employees, fostering a more seamless experience.

  2. The Neonatal Care (Leave and Pay) Act: Under this legislation, parents of babies admitted to the hospital within the first 28 days of their lives will enjoy Neonatal Leave and Pay if the hospital stay surpasses seven consecutive days. A maximum of 12 weeks of leave can be availed, to be taken as a continuous block at the culmination of maternity or paternity leave. The government is yet to finalise the intricacies of how this new entitlement will interact with shared parental leave. Neonatal pay, which is subject to 26 weeks of service and surpassing the lower earnings limit (currently set at £123 per week), will be provided by statute. While a notice will be required, informal short notices will be permissible for leaves initiated soon after hospital admission. In cases where the leave begins before recent admission, one week’s notice will be anticipated.
  3. The Protection from Redundancy (Pregnancy and Family Leave) Act: This act amplifies the current safeguards extended to employees on maternity leave during redundancy scenarios. Presently, when companies face redundancy situations, they are obliged to offer suitable alternative positions to employees on maternity leave, provided one exists. With the introduction of this act, the same protection will be accorded to individuals on adoption or shared parental leave. Furthermore, the safeguarding will commence from the moment an employee informs their employer of their pregnancy, be it verbally or in writing, and endure for 18 months following the birth. 

“Regulations pertaining to each of these laws will be issued prior to their implementation. Though this is expected to occur next year, it is imperative for businesses to begin preparing now. These changes are momentous, necessitating employers to familiarise themselves with the intricacies, effectively communicate the information to their employees regarding their impending rights, and establish processes to ensure compliance once the laws take effect,” advises Kate Palmer. 

 “Should eligible employees find themselves deprived of the rights enshrined in these new laws, they will have the option to file claims with the employment tribunal. Similarly, if an employee faces discrimination or dismissal due to availing leave granted by these new laws, they may also pursue legal recourse,” she further clarifies. 

 

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Majority of private business firms say candidates’ use of ChatGPT won’t affect hiring process

Japanese firms embrace ChatGPT for recruitment process

According to a report by The Mainichi, approximately 70% of recruitment staff at private firms in Japan have stated that their desire to hire candidates would not be influenced by the use of the ChatGPT chatbot for creating CVs, coversheets, and other screening materials. This information comes from a survey conducted by staffing firm Workport, which involved 139 human resource officers from companies across the country between May 9th and 16th.

Out of the respondents, 75.5% stated that the use of interactive artificial intelligence software by mid-career job applicants would not impact their hiring decision, while only 22.3% mentioned it would discourage them from considering such candidates. Some of those who expressed indifference towards the use of ChatGPT stated that they focused more on assessing work experience and achievements rather than the candidates’ writing skills.

When asked about the possibility of banning ChatGPT in the recruitment process, 71% of respondents said they had no plans to do so. The survey added that even if a ban were implemented, distinguishing between the chatbot’s writing and that produced by humans would be challenging, and some firms might be skeptical about establishing strict rules regarding the use of this technology.

Workport also conducted a survey in April, involving 480 individuals aged between their 20s and 40s, regarding ChatGPT. Nearly a third of the respondents (31%) confirmed that they had used a chatbot when attempting to change jobs. Many of them utilized the chatbot for composing and revising their written materials for job applications and other recruitment-related documents.

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Tech salaries show growth and resilience despite troubles facing sector

Green shoots of recovery offer hope to tech industry

Tech workers have seen maximum salaries climb by as much as 30% since last year, in early signs that the sector is bouncing back from the challenges it has faced since the start of 2022; including major layoffs across high-profile firms such as; Google, Amazon, Microsoft, Yahoo, Meta, Linkedin, Twitter, Zoom and Salesforce.

Data comes from the latest Salary Guide from Aspire, a recruitment agency specialising in the technology and digital sector. The guide benchmarks salary growth across a range of job roles, based on vacancies registered with Aspire between April 2022 and April 2023.

Increases are as high as 30% for Junior-Mid Quality Assurance (QA) Engineers, whose maximum earnings have jumped from £35,000 to £50,000. At the entry-level, Graduate Data Analysts have also seen their maximum salaries increase by 7% from £28,000 to £30,000.

The tech industry has been hit hard in the last 18 months by the economic downturn, with massive layoffs and hiring freezes. Just one role out of 15 analysed has experienced a salary decrease compared to the previous year. Mid-level User Experience (UX) and User Interface (UI) designers have seen their maximum earning potential fall by 10%, from £55,000 to £50,000, though Junior Designers have seen salaries increase by 13%.

The minimum earnings for Chief Technical Officers (CTOs) have jumped from £80,000 in 2022 to £150,000, increasing by 87.5%. These workers can expect maximum earnings upwards of this figure.

Head of Engineering roles have seen salaries remain stable, with maximum annual earnings at £120,000. This is also true of many other roles, which have shown resilience despite the challenging circumstances the sector has experienced.

Aspire’s Global Managing Director, Terry Payne, said: “The tech sector has gone through a difficult period over the last 18 months, with widespread redundancies at big-name firms. But steady salary growth across key roles looks like the first green shoots of recovery – a welcome sign for employers and candidates alike.

“Layoffs across the industry mean there are plenty of highly-skilled candidates on the market. Employers with ambitions to grow beyond the struggles of the last year can attract these workers by offering competitive salaries. I’m optimistic this marks a turning point for the sector.”

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Chancellor says in-person working should be the ‘default’

UK employees spend less time in the office than global counterparts

Flexible-working is the new battleground for talent – with a number of employers and employees at odds with ways of working. The battle lines have been drawn up; one side UK workers, are spending less time in the office than any other country, while on the other is the UK’s Chancellor, Jeremy Hunt, strongly urging employees to get back into the office to boost productivity. The clash of the cultures continues.

The conflict between flexible working vs working in the office rages on with no signs of abating. Last month Jeremy Hunt called for working in the office to be the new “default” contradicting the UK worker’s drive to work from home. He believes workers who permanently work from home are missing out on building team spirit and the “water cooler moments,” adding: “There’s nothing like sitting around a table, seeing people face to face.”  While admitting hybrid working had its benefits – especially for those with caring commitments and mobility issues – he worries long term about the “loss of creativity.”

THE RESEARCH

This is backed up by research from Right Management UK arguing 38% of senior business leaders believe remote workers are less likely to spend any time with their senior managers and 26% of senior leaders say hybrid workers are less likely to be considered for promotion.

However, this isn’t a view echoed by all industry leaders, with some believing flexi-working is critical to businesses retaining the best talent and maintaining a competitive edge, Paul Devoy, CEO of Investors in People, said the chancellor was looking at remote and flexible working through a: “Very narrow lens – especially as his opinions on office work bestows some mythical magic on the office.”

According to a recent study; Returning for Good, a Unispace Global Workplace Insights report,  it appears UK employees are firmly in the driving seat when it comes to knowing where and how they want to work – with only 34% of UK employees currently in the office four or more days a week – below the global average of 50%. Despite these comparatively low attendance levels, employees want to reduce the number of days spent in the workplace even further, with just 21% of workers in the UK currently happy to spend four or more days per week in the office.

This data highlights a gaping misalignment between the expectations of employers and employees, with 74% of UK firms expecting increased office attendance compared to only 53% of UK workers expecting to eventually be in the office at least four days a week. In the war for talent, enforcing working from home policies could be greatly damaging for employers with career progression at risk with 75% of businesses stating this is limited for hybrid workers. Some believe hybrid working has a negative impact on not only career progression, but also; pay rises, promotions and bonuses.

With the increasing demand for flexi-working, it appears, the mindset of employees keen to balance their personal and professional lives is unlikely to change – especially during the cost-of-living crisis driving up transport costs, for this reason alone, it makes economic sense to work from home.

Aside from recognising that many frontline workers are unable to work from home – no one can deny that hybrid working is here to stay in the UK – employers can’t push the genie back into the bottle! For working harmony, employers need to adapt and find a compromise which supports both business productivity and staff wellbeing. It comes down to a balancing act between meeting the needs of the business as well as the expectations of the current staff, as well as attracting and retaining the best talent. Rolling back on the flexibility gains seems counter intuitive and a huge step backwards and will certainly hinder an employer’s fight for hard-won talent.

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Deloitte employee terminated for praising Hitler’s qualities on LinkedIn

The post was deleted following uproar

A Deloitte employee has been dismissed after writing a LinkedIn post in which he praised Adolf Hitler’s “charismatic qualities” and suggested that professionals could learn from him. Neerabh Mehrotra, an Associate Director in Deloitte’s Risk Advisory department, shared a “Friday Inspiration” post in which he referenced a book called “The Dark Charisma of Adolf Hitler” by historian Laurence Rees. However, Mehrotra misinterpreted the book’s context.

In his post, Mehrotra lauded Hitler’s traits as a “charismatic visionary” and a “massive action taker.” He listed characteristics such as being a magnetic speaker, extremely confident, and highly intellectual. Shockingly, he concluded the post with the phrase “Heil Hitler!” accompanied by a black and white image of Nazi party members performing the Sieg Heil salute in front of Hitler. The post was swiftly deleted following backlash.

Mehrotra later issued an apology, claiming that he had no intention to hurt anyone’s feelings but admitted to the need for greater care in his wording. He emphasised that his views were personal and unrelated to his race, religion, country, or current and past affiliations with organisations.

Deloitte has confirmed that Mehrotra is no longer employed with the company. A spokesperson stated that his social media views were inconsistent with the firm’s shared values and violated internal policies.

While this incident raises questions about appropriate social media conduct, particularly for employees, it should be evident to all that praising Adolf Hitler is wholly inappropriate. Katie Johnston, a Senior Associate at law firm Lewis Silkin, advises caution when using personal social media accounts. She highlights the potential for disciplinary action or even dismissal if an employer deems a post inappropriate or damaging to their reputation. Employers are more likely to succeed in justifying lawful dismissal if the employee’s public account is connected to the employer in some way.

To prevent such issues, Johnston suggests implementing a comprehensive social media policy that clearly outlines acceptable boundaries for staff use, including personal use outside of working hours. A well-defined policy can provide examples of posts that cross the line and indicate that misuse of social media may lead to immediate dismissal for gross misconduct.

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Job seekers want ‘ethical’ employers. But what does that mean?

UK companies emphasise ESG practices to attract ethically conscious talent

A cousin of DEI, ESG (that is, environmental and social governance) is top of mind for many job candidates. Beyond compliance, employers can get serious about ethics to attract socially driven talent. But what makes a company ethical?

Researchers at nonprofit Ethisphere created a list of gold-standard companies when it comes to ethics, based on some fundamental criteria: environmental and social impact, governance principles, workplace well-being, legal compliance track record and structured compliance programmes. Leading this year’s list of “world’s most ethical companies” are employers across industries, including Apple, Ecolab, HP Intel, PepsiCo and Workday. Most companies on the list had a chief ethics and/or compliance officer, according to Ethisphere’s report, published Monday.

Likewise, 99% of the gold-standard companies said they brief their board of directors on benchmark progress. Additionally, 93% of companies reported involving their ethics team in pre-acquisition talks. Ethisphere’s researchers framed their data analysis as a guide to “future-proofing” companies — essentially, shielding them from cancel culture. They contrasted honourees against Boohoo and its “modern slavery” allegations in 2020, FTX and its 2022 downfall, and Silicon Valley Bank, which crashed and burned in March.

Additional studies confirm that, parallel to increased consumer interest in a brand’s ethics practices, worker interest in a potential employer’s values is at the fore. PwC reported in 2021 that 83% of consumers surveyed think companies should be honing their ESG best practices; 86% of workers surveyed “prefer to support or work for companies that care about the same issues they do,” researchers said.

HR managers looking to retain and attract millennials, as well as Gen Zers, for their multigenerational workplace should know that ESG is especially important to these groups; a Society for Human Resource Management report from March indicated as much. HR pros can take a number of steps to make a company more ethical, according to Ethisphere and other sources.

For example, HR should work to hold the C-suite accountable for meeting DEI goals, stakeholders said at a summit last week — be that through performance reviews, increased data collection or revamped executive compensation strategy.

Employers also can move to create formal ethics and compliance programmes if they don’t already have one, the Ethisphere report recommended.

“Providing the head of an ethics and compliance programme with some variation of the Chief Ethics and Compliance Officer title is becoming a baseline expectation,” Ethisphere Sr. Compliance Counsel Jodie Fredericksen said in the report. Previously, the research firm found that this role was “dual-hatted” with the general counsel role; now, it’s less common, the report said.

And when it comes to shedding light on misconduct, HR can examine how it’s reported (think: a hotline), how it’s investigated and ultimately, how an ethics issue is resolved, according to Ethisphere. The same goes for ethics and compliance trainings, audit best practices and risk assessments, and communication therein.

Finally, Ethisphere continually pointed to transparency in its report. Organisations that lead the pack with ethics and compliance programmes clue in any “overseeing governing authorities” about programmes, on “a routine basis,” Fredericksen said. The goal is to ensure governing bodies understand how the compliance programme is working, beyond reporting and investigations, Fredericksen added.

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Talent Solutions

TALiNT Partners and Stratigens Join Forces to Revolutionize Talent Intelligence Solutions

TALiNT Partners and Stratigens are proud to announce a strategic partnership which will provide an unparalleled range of talent intelligence solutions to the needs of our members, partners and clients.

Alison Ettridge, CEO of Stratigens said “Companies do research on their customers, their markets and their competitors to inform decisions all the time. With Stratigens, they can now do research on the greatest asset –access to the workforce and people they need to deliver their strategy. Our partnership with TALiNT Partners will support our mission of putting human capital at the heart of business decision making. We are really excited about working with the team to overlay the insight that TALiNT Partners’ network brings with labour market data to empower HR, TA and business leaders to make critical strategic decisions.”

Ken Brotherston, CEO of TALiNT Partners added “for some time we have been looking for a partner to support the insight generated by our network with global workplace data to bring a unique offering to the market. Stratigens is the perfect partner to help us achieve this and together we look forward to continuing to help raise capability in how employers find and keep the people they need, and how staffing and talent solutions providers can better support their clients.”

About Stratigens

Stratigens software is helping the world’s best companies make smarter decisions about where to grow, who to hire from and the diversity of their workforce. We join the dots between the labour market, economics and locations. Putting human capital intelligence at the heart of decision making.

We live in a world rich with skills and geo economic data, but the data is messy, unstructured, big and in thousands of places. Stratigens uses the latest in machine learning and big data to gather, extract, categorise and label the data, and put it into a format that’s easy to digest. So our clients can make smarter, faster, more informed decisions.

Stratigens – https://www.stratigens.com

About TALiNT Partners

TALiNT Partners connects the talent ecosystem. We bring together a global network of leading employers and solution providers to make better talent and technology decisions. Providing intelligence, insight and peer-to-peer networking that drives quality, innovation and improves inclusion across the talent ecosystem

TALiNT Partners – https://talintpartners.com/

 

If you would like to know more about the partnership, please contact Ken Brotherston, CEO of TALiNT Partners, ken@talintpartners.com

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Nash Squared acquires Het Flexhuis

Acquisition strengthens Nash Squared as a major MSP

Nash Squared, a provider of talent and technology solutions, has become a major force in Managed Service Provision with its recent acquisition of Het Flexhuis – a Managed Service Provider (MSP) of talent and recruitment services based in The Netherlands.

Het Flexhuis has a strong track record in delivering outsourced recruitment services for government, public services, and commercial organisations and will operate as an independent brand within Nash Squared’s recruitment business Harvey Nash.

Bev White, CEO of Nash Squared, commented: “I am delighted to welcome Het Flexhuis into the Nash Squared family. It is our vision to help our clients access talent and technology in every way possible, and offering a high quality MSP solution is an important next step for us. Het Flexhuis brings enormous experience and expertise with them, and I am excited by the potential.”

Occo Lijding, MD of Harvey Nash The Netherlands, commented: “This represents a step change in how we can help and support our clients in talent and technology. I have long admired the team at Het Flexhuis, and when we met I was struck by how similar our values and ambitions were. They are the perfect fit for us, and I look forward to working with them.”

Frederieke Schmidt Crans, Managing Director, Het Flexhuis commented: “We are thrilled and excited to become part of Nash Squared. Our company was established ten years ago with a mission to create a world-class MSP with great people and processes at its core. We see joining Nash Squared as the natural next chapter in that success story.”

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Adzuna acquires job search engine Getwork

Search engines combine forces to accelerate Adzuna’s growth in the US

On Tuesday, 14 June, Adzuna announced their acquisition of the US job search engine Getwork.

The Getwork team, under the leadership of Brad Squibb, will be working alongside the Adzuna team, intending to accelerate Adzuna’s growth in North America.

Getwork links job seekers with vacant roles at North American companies by indexing millions of verified jobs daily directly from tens of thousands of employer career sites.

Adzuna, with headquarters in London, UK, Indianapolis, IN, and Sydney, AU, uses AI-powered technology to match people to jobs. The company has recently launched in Switzerland, Belgium, Spain, and Mexico. Their operations now cover 20 markets globally.

The two companies will operate as independent brands with their own established communities.

Doug Monro, CEO, and Co-founder of Adzuna, comments: “Adzuna acquiring Getwork will help us supercharge our growth in North America. The Getwork team’s stellar reputation for great service and delivery has led them to be trusted by an impressive roster of household name companies in the US. It’s also a great fit as their team and mission are so aligned with ours. The US enterprise market is crying out for strong alternatives to existing offerings and we’re looking forward to combining Adzuna’s marketing expertise, global footprint and programmatic job matching technology with Getwork’s deep industry knowledge and reputation to deliver even better for our customers. The US is the fastest-growing part of our business and this acquisition will accelerate our profitable growth trajectory.”

Brad Squibb, President of Getwork, comments: “Adzuna is a truly global business, operating across 20 countries, which creates an exciting opportunity for us to scale into new markets with the help of a brand that has already paved the way for international expansion. We can’t wait to join Doug and the team on this journey.”

 

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UK companies lack focus on diversity, survey reveals

Despite efforts there is still massive room for improvement in UK management and reporting

In research released today, findings reveal a lack of focus on progressing diversity in the workplace. In the study conducted by SD Worx, it was found that while 68% of UK companies are committed to removing unconscious bias in the recruitment process, many have failed to implement a reporting system to track progress on meeting ED&I objectives.

The survey revealed that only 26% of UK companies evaluate managerial commitment to achieving ED&I-related objectives. A further 32% admitted having no systems allowing employees to report discrimination.

The UK ranked third in its commitment to removing unconscious bias at 68% when it comes to ranking. Ireland ranked first at 74%, with Belgium coming in second, at 69%.

As far as rankings for equal access to training, the UK is slightly lower than other countries, with 64% of companies investing in equal access to training and development. Ireland (72%), Belgium (71%), and Poland (69%) topped the list.

While 64% of UK companies include transparency about ED&I goals and actions to attract a diverse workforce in their mission statement and corporate values, only 60% of the UK companies surveyed said that they promote ED&I in job advertisements, social media, and their websites.

The survey also revealed that countries vary in their level of focus concerning educating and involving managers in their ED&I policies. For example, in the UK, 60% of companies stated that they actively involve their managers in ED&I policies, and 60% provide internal training on the topic.

Colette Philp, UK HR Country Lead at SD Worx commented: “It’s no longer enough for businesses to say they prioritise diversity and inclusion. Instead, they must prove their commitment to achieving a more diverse workforce, both internally within their business and externally to attract talent.”

“There is more awareness than ever before regarding diversity in the workplace and it’s a deciding factor for many when it comes to searching for a role or staying with a business. A diverse workforce brings new experiences and perspectives and an inclusive environment allows individuals to thrive. If businesses aren’t already putting ED&I as a top priority, it’s essential they act now to do so.”

Jurgen Dejonghe, Portfolio Manager SD Worx Insights, added: “It’s important that companies start investing in an active reporting system about their actions concerning diversity, equality and inclusion. On the one hand, that data offers a strong basis for optimising the diversity policy with concrete and consciously controlled actions. On the other hand, such a system also provides clear evidence whether companies are effectively putting their money where their mouth is and not making false promises to (future) employees.”

For ED&I initiatives to be successful, change needs to come from the top, with proper rollouts and reporting system to track their progress.

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