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Leaders share insights on how to make a better working world

In partnership with Yahoo Finance Australia, Talent has released ‘Leaders Building a Better World of Work’. This is a list of leaders providing insights on what they are doing to make a better working world.

The list includes leaders such as Jennie Rogerson from Canva, Mary Haddock-Staniland from Timely, Vanessa Sorenson from Microsoft NZ, and Paul Sigaloff from Yahoo!.

The list looks at the thought-provoking side of leadership and provides an overview of what businesses are experiencing in this post-pandemic.  Their insights and actions should provide leaders with strategies to take into the new world of work.

Mark Nielsen, Global CEO, Talent, commented: “True leadership is forged through times of crisis and if there is one thing we have all experienced in the past two years is that the way we thought we did business has been turned on its head. The responsibility and demands from leaders have also changed dramatically, and a one-size-fits-all approach to work just doesn’t cut it. Work-life balance, clarity of purpose, a supportive manager, and inclusion are core focuses to team members. To remain competitive, leaders and businesses need to adapt to this new norm.”

Some of the insights from leaders included:

Stuart Hughes, Chief Information & Digital Officer, Rolls-Royce advised: “People are looking for companies that will engage with them on a personal level, with greater flexibility and work-life balance. Some call this ‘hybrid working’, but I like to refer to it as a ‘borderless office’. If you have a framework that’s very rigid i.e., you have to be in the office two days a week, specifically Tuesdays and Wednesdays, you’re just restricting your teams’ behaviour. Is that really the best way?”

Fiona Thompson, Group Executive, People, Culture & Advocacy, Suncorp said:  “A challenge and opportunity for companies is evolving leadership styles, rituals, and behaviours to enable businesses to transform into their future selves. Leaders will play a pivotal role in creating and reinforcing organisational culture, developing our people, and ensuring talent pools are identified and available.”

Nicole Reid, People Experience, Xero suggested: “For over two years, we’ve been dealing with the impact that living through a pandemic, social justice turning points and other factors have on how employees approach work each day. Companies that are proactive – inviting discussion, initiating events and programs, and providing other support – will enable their teams to not only feel safe to talk about things that in the past were not common practice in the workplace but to feel encouraged and welcomed to speak up.”

Deborah Choi, Managing Director, Founderland commented: “A better world of work acknowledges that there is no ‘one size fits all’ that truly fits all. To be inclusive at work, is to be fundamentally flexible and dynamic, because that is also at the essence what we all are.”

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Is this perk the answer to stress and burnout?

Investment bank Goldman Sachs announced in April that they were moving their senior employees onto a ‘flexible vacation’ policy, allowing for time off when needed instead of fixed maximum days per annum. Junior staff will still receive the statutory leave requirements.

The new policy requires all employees to take at least 15 days off, this in an attempt to change a culture that has previously left bankers depleted and exhausted.

This move can be a powerful recruiting tool. A recent Fortune and Harris Poll survey showed that half of employees preferred the idea of having unlimited paid time off to a higher salary.

For the most part, this move is applauded by employees and observers, especially in light of an increasingly burnt-out workforce.

The question is whether this is the great benefit everyone expects it to be and whether it will change the culture in a competitive environment such as Goldman Sachs?

Kiki Stannard, Managing Director at ZEDRA, commented: “It’s well known that employers are determined to keep their best and brightest employees, particularly those who work the hardest and contribute the most. With 24/7 connectivity nearly everywhere globally, finding time away from the demands of a stressful job are becoming more and more difficult. It is often a challenge for those in the highest demand to get a decent amount of time off to rest and recuperate properly –  both physically and mentally –  never more so than in the world of financial services.

It may have come as a surprise to many to read that internationally renowned investment bank, Goldman Sachs, announced that senior staff are being moved to a ‘flexible vacation’ policy which will permit time off when needed and not adhering to fixed maximum days per annum.

Having been hailed as progressive for the industry and designed to encourage a decent amount of time off to support health and wellbeing (there will be a minimum level of time off for junior staff which aligns with the statutory requirement in any event), will there really be any change in culture or attitude at Goldman Sachs – often viewed as fiercely competitive?

In the US, the tech sector has actually been offering unlimited vacation for many years which might sound like a significant benefit where vacation is around ten days plus public holidays.

The reality however can be quite different.

  • The unlimited vacation is only on the basis that the employee’s work is done, or the break will not disrupt the business, often leading to employees logging on regularly whilst they are away
  • Confusion can arise around the use of the policy and different interpretations as to exactly what amount is acceptable as ‘unlimited’ according to who your line manager happens to be
  • There can be an inclination to cancel a day’s leave when something urgent comes up at work
  • Blurring of the lines can be seen where there is a performance issue requiring careful management or additional employee support
  • Does unlimited vacation just mask real sick days?
  • Does unlimited vacation result in a duvet day for anyone who is just not that motivated?
  • How can you shake that Monday morning feeling when you know that not turning up today is ok?

Unlimited holidays can work for some businesses and sectors, but this type of policy won’t work for every company. In today’s environment it might act as a great benefit to entice new, often younger, starters to join a company. It’s always important to engage with staff and key stakeholders to get a better idea of the appetite for such a policy before committing and if there is desire, prepare thoroughly to avoid any negative ramifications to individual staff and company morale.”

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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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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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How HR teams can manage difficult staffing decisions effectively

Fashion retailer Missguided has come under fire for the way it recently announced a number of redundancies.

Following its collapse into administration due to increased supply chain costs, inflation, and weakened consumer confidence, the Manchester-based retailer announced that 80 staff members were being made redundant.

Although redundancies are not good news for most employees, in the case of Missguided, it was how the announcement was handled that sparked controversy.

The i newspaper reported that staff were advised via two separate phone calls – one for staff whose jobs were safe and another for those who would be losing their jobs.

Ex-employees have claimed that:

  • Staff who were not working at the time as they were on holiday or maternity leave found out via colleagues and social media posts that they had been made redundant
  • Staff were only given 20 minutes’ notice ahead of the phone call
  • Staff did not know that two separate phone calls had been arranged
  • Staff were muted during the call and given no opportunity to speak
  • Employees who had lost their jobs were told not to return to the office and that their belongings would be returned to them
  • Security guards stopped sacked staff from entering the Manchester offices.

With remote and hybrid working, it is no surprise that companies use Zoom and other online mediums to announce major company decisions.

Missguided are not the only company to have taken this route. Earlier this year, P&O Ferries told hundreds of employees via a video recording that they were losing their jobs with immediate effect and were being replaced with cheaper agency staff.

Similarly, online US mortgage firm Better.com made 900 employees redundant via a Zoom call. Later, CEO Vishal Garg apologised for failing to show adequate “respect and appreciation” for the employees involved.

In 2020, workers at the ride-hailing firm Uber were told that they would lose their jobs via a three-minute video Zoom conference call.

Even though digital communications make sense in large organisations, hearing that one has lost a job via broadcast communication is less than ideal. Hearing the news from a line manager is a much better option.

Redundancy processes are stressful for employees and HR teams, so the process should always be handled sensitively and professionally. Honesty and clarity are key components of successful support.

Adele Edwin-Lamerton, Senior Associate, Employment at Kingsley Napley, said: “Due to the increase in hybrid working, meetings which previously would have only taken place in person now frequently occur remotely. Although this can feel impersonal, what is key is that the appropriate process is followed. It’s not so much the medium which is used, but the message it conveys which is important.”

“However pressed they are for time, employers should remember that they need to adopt a fair process and consult with their employees.”

Professor Jonathan Passmore, Senior Vice President at CoachHub, commented: “… as part of the C-Suite’s wider communication remit there is also a role to be played by a broadcast communication during the process of letting an employee go. This communication should explain more about the background to the decision, taking responsibility and sharing in the pain which such decisions cause for the individual, their family and the wider community, if the firm is a large local employer.”

“Technology is a facilitator of communications, but just because we can, does not mean we should. Leaders need to leverage technology while not losing sight of the humans who are receiving such messages. A broadcast message ensures everyone receives the same message, at the same time, but its strength is its weakness, as not every individual is the same. For some a redundancy may be welcome news, for others a mild disappointment, while for many it provokes both a financial and personal crisis.”

“At present, leaders have little training on digital communications and few organisations have protocols. As we move forward in 2022, business schools need to look again at what a leader in a hybrid world looks like and adjust what they teach. Meanwhile, organisations must look critically at their processes to ensure they still concentrate on the people which make up their organisation, putting into place support mechanisms such as workplace and career transition coaching, to help their employees navigate recent years’ life changes.”

Paul Holcroft, Associate Director at Croner, suggests: “Being made redundant can be an incredibly distressing time, so it is essential that employers maintain regular dialogue with affected staff.”

“Given the complexity of a redundancy procedure, employers should provide individuals with a clear explanation of their rights and a timeframe for when decisions will be made. This reduces any unnecessary stress and ill feeling among the workforce. Employees with a minimum of two years’ service are eligible for a reasonable amount of time off to look for new work or to arrange training for future employment.”

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Employment trends index shows slowdown in positive job growth

Following the US Bureau of Labor Statistics’ monthly employment bulletin report, the Conference Board Employment Trends Index was released on 6 June 2022. The employment index indicated a slowdown in job growth in the months ahead.

Despite job growth remaining positive, the measure moved downward from a reading of 120.60 in April to 119.77 in May.

Sectors involving leisure and hospitality as well as in-person services have not yet completely recovered from their Covid-linked job losses. However, with consumers likely to move from spending on goods to services, these industries will likely see some employment growth.

Agron Nicaj, Associate Economist at The Conference Board, commented: “The labor market may have less room for more growth with overall employment down only 0.5% compared to the pre-pandemic level.”

“The labor market remains strong amid high inflation, and the Federal Reserve is likely to continue its focus on stabilizing prices as a result,” but “a strong response by the Fed risks higher unemployment rates by the end of 2022.”

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Dealing with distance in a post-pandemic workplace

Focusing on employee mental health in the wake of the Covid-19 pandemic, a recent survey commissioned by Cigna among US adults has shown that employers need to pay attention to feelings of loneliness among their employees.

The survey of almost 2,500 respondents conducted by Morning Consult showed that employees experiencing loneliness were less likely than their colleagues to say that they could work efficiently and perform to the best of their abilities. They were also more likely to say that they were “mentally somewhere else” while at work during the last three months.

In 2020, an analysis by Cigna showed that loneliness costs employers more than $154 billion per year in lost productivity caused by absenteeism.

Productivity isn’t the only negative result. The survey also found that employees experiencing loneliness were three times more likely to be dissatisfied with their jobs than their peers. A further 30% of lonely employees admitted feeling unwell or sick while at work in the past three months.

While the circumstances surrounding the pandemic may have led to more flexible remote working arrangements for many, isolation and loneliness were also side effects of the new working situation. Together with exhaustion due to blurred boundaries between work and home life, these feelings have added to the stress of many employees.

Cigna highlighted three areas that employers could focus on to address issues with workplace loneliness:

  • Regular activities that bring employees together, both in-person and virtually, such as town hall events, volunteer events, and employee resource group meetings.
  • Providing employee benefits that support mental and emotional well-being while remaining mindful of the barriers that may prevent employees from accessing the help they need.
  • Diversity, equity, and inclusion initiatives could also go a long way to creating a safe and welcoming environment for employees.
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Is a collaborative approach with employees the answer to labour issues?

With public unionization movements taking place at various Big Tech companies, Microsoft wasn’t to be left out. The tech giant announced last week that it planned to follow an “open and constructive approach” to union organization from its employees.

In their announcement on June 2, 2002, they emphasized that while it wasn’t a requirement for employees to form a union to engage with company leadership, employees have the legal right to create a union.

The company outlined four principles to guide their open attitude to unionization. Among these were that they were “committed to creative and collaborative approaches with unions when employees wish to exercise their rights and Microsoft is presented with a specific unionization proposal.”

Microsoft is currently acquiring Activision Blizzard in an all-cash transaction valued at $68.7 billion. This announcement comes on the back of a vote taken at the end of May by an Activision Blizzard subsidiary to form a union.

Right now, the tech industry seems to be lit up by unionization efforts, with Amazon in a heated battle against unionization at some of its facilities, including in New York and Alabama.

In this post-pandemic world, worker power appears to be on the rise in companies across the US, with unions seeing increased activity in numerous sectors. The retail industry is just one example, with Starbucks and REI, where a number of strikes broke out late in 2021.

In what is known as #striketober, workers made demands for improved benefits, including better pay, flexible hours and more time off.

When it comes to unhappy staff, prevention is better than cure. One solution to staving off strike action would be listening to and acting on employee feedback. A Perceptyx survey released in April revealed that employers who did this were 11 times for likely to retain staff than those who didn’t.

Interestingly, fewer employers in the healthcare and retail industries were “listening to employees” than in other industries. These industries have also faced strike and unionization activities, high staff turnover and labour shortages.

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The pandemic has stifled their career

According to a recent by Indeed, findings are on par with what HR experts know about Gen Z leading the Great Reshuffle. Likewise, the report builds on previous data wherein Gen Z feels disconnected and disadvantaged due to working remotely. In February 2022, Washington State University’s Carson College of Business reported that most of their Gen Z survey-takers felt that the COVID-19 pandemic stifled their career.

Indeed’s May 2022 report contextualizes these concerns with a fresh spin. Simply put, just because Gen Z feels as if they’re missing out on office work does not mean they want to start working in the office full time, if at all.

Flexibilty, as well as other perks, remains one of the ways employers can help attract and retain their young talent. Indeed’s research highlights that explicitly with the report finding that 95% of Gen Zers are considering a job with more work-from-home flexibility and 78% are actively looking for one.

Just less than half (47%) of Gen Z responders told Indeed they’re very likely to change jobs within the next 12 months, more than the slightly older cohort, millennials. Of those Gen Zers making moves to jump ship, 61% were driven by employers’ implementation of a return-to-office plan conflicting with their work from home desires.

Despite their concern, for example, more than half of Gen Zers interviewed by talent acquisition firm Lee Hecht Harrison reported career anxiety, young professionals don’t appear to be compromising on their values anytime soon. In fact, they want employers whose moral code matches theirs.

In summary, employers have two sure fire ways of attracting and retaining talent: Offer work flexibility and find define the employer brand so that candidates are attracted to who you are, not just what you do.

 

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Work flexibility widens the talent pool

According to president of the Federal Reserve Bank of Richmond, Virginia, hybrid work arrangements are here to stay; but adds that organisations shouldn’t forget that we had offices for a reason.

Thomas Barkin made the comments in a speech this week with the key takeaway being that companies need to reinvent the office for hybrid working and that while it will look different organizations must focus on making the most of the time workers still while working in person in order to maintain connectivity.

While remote work has positive aspects ­– employees value flexibility, it pulls more people into the workforce and it improves hiring pools – there are certain trade-offs.

“Offices evolved into the dominant model for good reasons, and companies are rightfully hesitant to lose those benefits,” Barkin said.

Efficiency and productivity rank among those benefits; however, offices provide much more, he said.

Companies need to be more “intentional” when it comes to connectivity among workers.

“Enabling more connectivity may require rethinking spending,” Barkin said. “Some companies are reconsidering their physical footprint and lowering real estate costs as a consequence. They should be thinking about redeploying some of those savings into connectivity spend, including meals and social events in the office and occasions to bring people together outside the workplace.”

He went on to say that if we are honest with ourselves, we aren’t optimizing the hybrid environment today.

“To make it meet its full potential, we need to leverage the power of technology while innovating to recreate the benefits which the office once provided.”

Take Google for instance. The company is opening its newest campus in Mountain View, California, and executives say they aim to make it a place where employees in the company’s advertising division feel more comfortable returning to the office for decades to come.

It’s also the company’s first ground-up developed campus. Google’s other campuses are pre-existing buildings that had been modified by the company, a spokesperson told CNBC.

Google’s VP of Workplace and Real Estate David Radcliffe commented: “As we started with a blank canvas, we had to ask ourselves another set of questions, and that was simply ‘what will work look like in 20 years, 30 years, 50 years, 100 years? And I’ll be honest, the conclusion we came to was ‘we have no idea.’ But what we did know was it meant we had to be extra, extra focused on flexibility. This building had to be able to transform itself over its lifetime in order to respond to the demands being put on by the business.”

 

 

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Talent Solutions

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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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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TALiNT Partners has announced the finalists for the 2022 TIARA Talent Solutions Awards with 22 of the United States’ best Talent Solutions, MSP & RPO firms shortlisted across eight award categories.

The finalists for the 2022 Talent Solutions Awards US, which spotlight MSP, RPO and Talent Solutions providers delivering excellence in recruitment and talent acquisition across the US, are the top of the crop and represent the very best in providers in the industry.

Ken Brotherston, Chief Executive of TALiNT Partners made comment: “Following the inaugural TIARA Talent Solutions Awards US last year, I am delighted to see many of our 2021 finalists return to celebrate their achievements, as well as a number of new entrants this year. The 2022 Awards are a true celebration across the market, from the large global players to newer entrants and niche RPO organizations, all demonstrating excellence in their impact for employers and their own employees.”

“The TIARAs are distinguished by the rigor of its judging process and the quality of its judging panel,” he added. “Entries will be assessed by our esteemed judges through six key metrics: excellence in delivery; innovation; DE&I impact; sustainable value; business growth; and purpose.”

What sets the TIARAs apart from other awards programs is their independent panel of expert judges and individual feedback given back to each finalist.

The judges for this year’s TIARA Talent Solutions Awards are drawn from the HR and Talent Acquisition community are:

  • Sachin Jain, Senior Director – Global Talent Management, PepsiCo
  • Andrew Brown, Director RPO and Recruiting, Cornerstone
  • Russell Griffiths, General Manager, Coleman Research
  • Rich Genovese, Global Head – Talent Identification & Discovery, Jazz Pharmaceuticals
  • Gregg Schneider, Senior Manager – Procurement Plus, Global Talent Marketplace and Innovation Lead, Accenture
  • Justin Brown, Talent Acquisition Project Manager, Gallagher
  • Chris Farmer, Global Program Owner, Salesforce
  • Kerri Arman, Former VP Global Head of Talent, American Express Global Business Travel
  • Saleem Khaja, COO and Co-Founder, WorkLLama
  • Fitzgerald Ventura, CEO, 1099Policy
  • Mike Wilczak, Chief Product Officer, iCIMS

Judges will convene in May to debate and decide the winner of each category Award as well as an overall Talent Solutions Provider of the Year. All winners will be announced at an exclusive virtual awards ceremony on Thursday June 9th, 18:00 EDT.

Winners will also be profiled in a special TIARA Awards supplement published with TALiNT International.

The TIARA 2022 campaign is supported by our headline partner Cornerstone, and sponsored by WorkLLama, 1099Policy, and iCIMS.

The full list of TIARA 2022 Talent Solutions Finalists can be viewed here.

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