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Latest in the Region: EMEA

12% of employees believe HR doesn’t champion DE&I

New research from Cezanne HR has revealed that a staggering number of employees don’t trust their HR departments with 58% of respondents agreeing that their HR team champions DE&I, which evidenced strong HR leadership in this area. The same 58% also indicated better performance for HR when asked if they trusted their HR team more or less than before COVID-19. It was perceived that there is less favouritism by HR towards senior or junior staff in the business.

The industry is seeing the benefits that conscious DE&I brings to businesses when it comes to talent attraction and retention, but it seems most HR professionals and organisation leaders may not realise its ripple effects with almost a third of respondents (30%) didn’t know if their HR team champions DE&I, and 12% said their HR team didn’t.

For Cezanne HR’s new report, The Psychology of HR Relationship Building: Trust, visibility, and respect, 1,000 people across the UK and Ireland were asked about different factors that might influence HR’s relationships with the workforce.

For the last 18 months HR departments have grappled with how COVID-19 has affected the workforce and there’s been a definite increased focus on DE&I due to world events. The survey revealed that those HR professionals who are motivated and invested in DE&I showed a higher percentage of people who trusted them more before the pandemic (40% versus 32% for all respondents) than they do following the pandemic.

Shandel McAuliffe, Head of Content for Cezanne HR commented: “At a time when many employees are re-evaluating their career options, the relationship HR has with the wider workforce is critical. Trust is key to that. Employees that trust HR to help them grow with their current employer and create an environment that is fair and inclusive, are going to think twice before jumping ship.”

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Mobile makes up 80% of the working population, says Bersin Report

Research and advisory group, The Josh Bersin Company, has revealed that 80% of the current working population is “deskless”, this according to its latest report called The Big Reset Playbook: Deskless Workers.

This latest report is based on insights from the company’s ongoing Big Reset executive working groups. The report focuses on the recommended practices needed to create optimal work experiences for “deskless” employees in retail, healthcare, manufacturing, hospitality, transportation, and other sectors.

The report also revealed that based on current research by multiple sources, it’s in fact hourly workers who take the lead in resignation statistics.

Josh Bersin commented: “Because so little attention has been given to the working and personal needs of deskless employees, companies are now seeing mass resignations, unionisation efforts, and scores of unfilled jobs.”

The seven critical components of deskless work according to The Big Reset Playbook are:

  1. Promote and enable human connections and time for creativity. Deskless workers are the closest to the customer, but a mere 6% of manufacturing companies and 7% of consumer companies design jobs to allow people time to rest, reinvent, and innovate, compared to 21% of technology firms and 29% of professional services companies.
  2. Train managers to better coach deskless workers. Many companies fail to adequately support managers in the training and development of their people. Just 11% of hospitality companies invest in developing leaders at all levels, compared to 75% of pharmaceutical companies.
  3. Make the commute easy and establish belonging at work. Because remote work is not feasible for deskless workers, they need extra support with easy and safe commutes. A sense of belonging is especially important in light of the current resignation trends and skills shortages. Leaders need to demonstrate that they are actively listening to employees and taking actions as appropriate.
  4. Support the deskless worker’s entire life. Work flexibility is often not an option for deskless workers, so they need backup for taking care of families and support for balancing finances. The vast majority live paycheck to paycheck, and only 13% of the 2.7 billion deskless workers worldwide have paid sick leave.
  5. Help deskless workers build fulfilling careers. Deskless workers – especially those who may be in jobs ripe for automation – need pathways to future-proof careers.
  6. Create a deskless-first culture. A sense of belonging and community is critically important for deskless workers, yet many are often disconnected from the overall corporate mission and values when communication channels are designed for deskbound employees.
  7. Provide tools and services geared for mobile. Deskless workers are often left behind with no access to communication, tools, or resources. Mobile-first or adaptable approaches should be implemented.

Josh Bersin, global HR trends analyst and CEO of The Josh Bersin Company, commented on the findings: “As we go into the second winter season of the pandemic, hybrid work continues to be especially important, and much work remains to be done to design a new paradigm. In parallel, we must not forget the 80% of employees around the world have a work reality that is drastically different from their managers. Work strategies must keep in mind the needs of shop floor employees, restaurant servers, nurses, doctors, pharmacists, teachers, truck drivers, and warehouse workers.

“Many things have changed since March 2020, and deskless workers are at the receiving end of many of the most difficult work challenges. In some industries such as transportation or hospitality, large numbers of people were furloughed or laid off. Healthcare employees had to face extreme health risk in coming to work. Designing a new work reality for these deskless workers is a lesson in empathy, listening, learning, and communication.”

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72% of senior staff admit to lack of training and development  
Learning and development programmes need urgent attention according to CoachHub’s 2021 Global HR Survey.

To meet the demands of today’s workforce, companies need to adapt to the needs of individual employees and research has revealed that only two in five companies do this. Almost half (45%) of businesses only provide standardised offerings to all workers and employees aren’t happy with their current training programmes; with 72% of those in senior training and development roles admitting that their staff feel there is a lack of training and development initiatives.

Almost all (92%) respondents believe that training and development budgets will increase in the year ahead, which is creates great opportunities to grow and develop organisations.

Juliane Sterzl, Senior Vice president for EMEA at CoachHub said: “Currently, organisations do not appreciate the full potential of training and development programmes that are out there. While minor adjustments following widespread remote working were implemented, many solutions were simply digitally-adapted rather than being digital first by design. Today, workers need more sophisticated, personalised approach.”

Almost all leaders (97%) believe that it is important to adapt their employee training and development programme to the current business climate with 77% of respondents agreeing that there is a great need to invest in employee training and development post pandemic and remote working.

The survey results show that 70% of decision makers identify that their employees are interested in a return to face-to-face learning and training following a switch to digital during the pandemic. “The large proportion of people longing for face-to-face contact actually signals that we’re craving more human interaction and collaboration than some of the digital tools allow. It’s not about ditching digital development completely, but instead better marrying the convenience and increased accessibility that digital platforms provide, with the real interactions that we once associated with physically meeting with people,” commented Sterzl.

 

 

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Appointment of women CEOs doubles globally

Only 8% of the UK’s CEOs are women, according to the eighth annual Route to the Top report released by provider of executive search and leadership advisory services, Heidrick & Struggles. The survey analysed the profiles of 1,095 CEOs at the largest publicly listed companies across 24 markets including Australia, Brazil, China, Germany, Italy, Mexico, UAE, UK and the US.

The percentage seems low, but the share of newly appointed women CEOs has more than doubled globally to 13% over the first half of 2021; this compared to the last six months of 2020 which was 6%. The increase appears to indicate more progressive and inclusive policies inside the world’s top businesses. D&I continues to be brought into sharp focus, as made evident by the results shared at Talint Partners’ Benchmark Summit at The King’s Fund in London on 18 November.

While only 8% of UK CEOs are women, this is a 3% increase on last year and 2% more than both the European and global average (6%). At 14%, Ireland leads the world with the highest number of female leaders at the top of the corporate ladder.

Sharon Sands, partner in Heidrick & Struggles’ London office and co-lead of the CEO & Board of Directors Practice commented on the findings: “In the UK, the percentage of CEOs with cross-industry experience has risen to 34% in 2021 from 13%, as was found in the 2020 report. This shows that the skill set required is not-necessarily industry specific and can be transferred as required. Companies are also increasingly looking internally to fill available C-suite roles. At Heidrick & Struggles, we are strong believers in succession planning and the importance of developing a pipeline of diverse talent working their way up through the ranks.”

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69% of workers admitted to showering during work hours
New research from IvoryResearch.com has revealed the most popular work-from-home pastime – and it’s not work.

Since working from home, employees and employers have become somewhat relaxed in terms of the usual rules from the corporate environment, like dress code, longer lunch breaks and working flexible hours. But how have workers been filling the hours they’re not on video calls or sending emails?

One of the most common responses from those polled, with two thirds of respondents admitting to having sex while on the work clock! Surprisingly midday fooling around wasn’t the most unusual answer as one respondent admitted to taking a secret holiday without their employer knowing.

Other answers included setting up new businesses during work hours and creating OnlyFans content to make extra money. Many people also began online trading and investing in bitcoin, while a few even studied for a qualification for a new job.

On the tamer front, respondents admitted to visiting the hairdresser, binge watching entire Netflix series’, and some admitting to be completely hungover! Some even said they did actually work.

In contrast, some activities people admitted to meant leaving their desk for perhaps a little too long. These included; getting a bikini wax, going to football games, going to the gym and even online dating during work hours.

The top 10 most popular skiving activities include:

  1. Having sex – 76%
  2. Napping – 74%
  3. Scrolling on social media – 72%
  4. Showering – 69%
  5. Online shopping – 65%
  6. Cooking – 57%
  7. Tanning – 58%
  8. Going for a walk -55%
  9. Cleaning the house/ room -51%
  10. Hair salon/ hair cut – 48%

Maria Ovdii, research expert from Ivory Research, commented: “Our research has uncovered some very interesting truths about the UK workforce! From the subliminal to the ridiculous, people definitely didn’t hold back in these revelations. Perhaps managers need to surprise employees with a few additional meetings or calls!”

 

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80% of industries reporting record job vacancies

According to the latest labour market stats from the ONS, October saw 29.3 million employees, up by 160,000 on the revised September statistics. However, it was noted that it’s possible these figures may change while furloughed staff, who were made redundant, work out their notice period. But responses to the ONS survey suggest that redundancy numbers are likely to be a small share of those still on furlough when the scheme came to an end.

The Labour Force Survey estimates that for July to September 2021 the employment rate increased 0.4 percentage points on the quarter, to 75.4%. ONS reported that the increase in employment was because of a record high net flow from unemployment to employment. Total job-to-job moves also increased to a record high, largely driven by resignations rather than dismissals, during the same period. The rise is also driven by an increase in part-time work and an increase in the number of people on zero-hour contracts, driven by young people.

The unemployment rate decreased 0.5 percentage points to 4.3% while the inactivity rate remained unchanged at 21.1%.

But we have yet to see the full effects of the end of the furlough scheme and the relevance of zero-hour contracts in these figures. David Head, Director at TALiNT Partners commented: “Zero-hour contracts, if implemented ethically between employer and employee, are perfect because they allow flexibility in the workforce and allow businesses to expand and contract whenever necessary. However, having vast numbers of people on zero-hour contracts will inevitably mask the true numbers of the unemployed.”

The latest figures show that the number of job vacancies in August to October 2021 continued to rise to a new record of 1,172,000. This is an increase of 388,000 from pre-pandemic numbers of January to March 2020 level, with 15 of the 18 industry sectors showing record highs.

During the quarter, annual growth in average total pay (including bonuses) was 5.8% and regular pay (excluding bonuses) was 4.9%. Annual growth in average employee pay has been affected by temporary factors that have inflated the headline growth rate. These factors are now waning and will have a smaller impact on growth rates, according to the report.

James Reed, Chairman of REED commented on the continued increase of job vacancies: “This ongoing rise in job vacancies is a positive sign of the economy’s continued revival. Rapid job creation means there are plenty of opportunities to go around, and not just for those recently off furlough, but also for others who have faced long or short-term unemployment as well as those already in work who are seeking a new challenge.

“After experiencing a cautious labour market during the pandemic when job opportunities were restricted and workers were less incentivised to move, there has never been a better time to look for a new role than now.”

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The series of TALiNT Partners’ awards continued with the TIARA Recruitment Awards – UAE hosted in Dubai on 4th November and resulted in a resounding success. Ken Brotherston, TALiNT Partners’ MD, shares his experiences of a great week spent exploring Dubai and workforce trends in the region. 

It’s been over 10 years since I last visited Dubai so I was more than a little interested to see how much it has changed since I was last there. I was also looking forward to the three events we had scheduled for the week as I was hoping they would give me some insight into the talent challenges in the region and how they compared to our experiences with other markets.  

On a physical basis Dubai just keeps getting bigger; the rate of new buildings in the last decade is astonishing, as is the continuing speed with which new ones are going up. The limited time I did have by the pool (honest!) was certainly not spent in quiet contemplation, given the constant cacophony of pile drivers and dumper trucks; and if the scale of construction is a sign (*and it generally is) then there is no lack of confidence about Dubai (and the wider UAE’s future). 

But what about from a people perspective? Our three key sessions gave a wide ranging perspective: the first, at London Business School’s campus in the Dubai International Financial Centre, brought together the Head Of Staffing for LinkedIn for the region, Susana Correia, Ron Thomas, a highly experienced CHRO and one of the local market’s foremost commentators on workforce trends, and Michael Morcos, Vice Chair of the Board Practice  at Korn/Ferry, the world’s largest organisational consulting firm in a discussion with a group of executive MBAs. The key takeaway from this session was undoubtedly a confirmation that capable senior execs (and especially those with transformations and/or project management capabilities) are in more demand than ever before and, as employers become ever more flexible, on how and where their key execs work with them – it is opening up entirely new talent pools.   

Our second session of the week was our Talent Conference, bringing together key employers, staffing solutions providers and HR tech firms to look at trends across the wider market. Peter Hogg, Talent Acquisition Director, Schneider Electric demonstrated the power of creating an internal talent market place whilst Ghenwa Habbal, Head of Talent Management, Ford Middle East & Africa discussed how to use a digital capability to create a total talent approach.  

Darren Grainger, MD of NES Fircroft emphasised the importance of strategic supplier partnerships; Jonathan Rook, Managing Director of Sova Assessment highlighted the possibilities of digital assessment, not least for some of the large nationalisation programmes going on across the region.  

It was also very powerful to hear Nihal B. Hammad, Director, Human Resources, Albatha Healthcare Group, talk about diversity in the region and whilst it is important to balance D&I initiatives with local customs and practices, progress is being made. No doubt some might say not fast enough but that’s a discussion for a separate blog. 

Our final event of the week was the culmination of our TIARA staffing campaign to recognise the achievements of a range of staffing firms and solutions providers in the region and it was fantastic to see some of the impressive work being done by so many firms across the region and in particular to celebrate our Recruitment Industry Leader of the Year, Aws Ismail, of Marc Ellis Group who judges commended for his investment in establishing a strong team, an open and supportive culture and for his support for his local community through an incredibly difficult year.  

The MENA region, and the UAE specifically, is continuing to go from strength to strength. As we look at new ways of working combined with, for example, nationalisation programmes, this will help to open up new markets in which to trade or sell services and create a larger pool of educated and engaged talent. And as the region works towards a longer-term strategy of relying less on an economy based on fossil fuels, the energy and dynamism of the region will create a lot of exciting opportunities for some time to come.  

By Ken Brotherston  

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Finance industry least likely align with graduates’ social responsibility goals

CFA Institute, the global association of investment professionals, conducted a survey on the career outlook of more than 15,000 current university students as well as graduates aged 18 to 25, across 15 markets.

The results found that globally, 58 percent of respondents still feel confident about their future career prospects following the pandemic. Traditionally stable sectors, such as finance, remain attractive for graduates navigating these uncertain times with respondents across all 15 markets putting finance as one of the top five most valuable majors for finding a career. Medicine/science was also seen as stable and attractive, followed by healthcare and then education.

Margaret Franklin, CFA President and CEO of CFA Institute commented: “It is incumbent on companies to adapt to the new realities, such as hybrid workplaces, in order to attract and retain the young talent we need to help lead us out of the pandemic.”

“Worryingly, however, graduates currently don’t see the finance industry as making a positive social impact. This issue is only going to increase in importance, and industry leaders need to make sure we are on the front foot in educating students about the positive impact an investment career can have for people and our planet.”

 

Graduates are reassessing their career paths

Many graduates believe their future career will be as good or better than their parents’ generation, despite COVID-19. The survey results showed that those studying accounting and finance were particularly confident, with 80% believing their prospects are as good.

Despite this confidence however, 46% of the respondents reported they are reassessing their career paths considering the pandemic with top concerns now including low pay in their preferred sector (26%), lack of jobs in their preferred sector (25%) and working in a sector that doesn’t fulfil or interest them (26%).

 

Further education is key in a job market in flux

Developing work-related skills during and after their degrees was another concern for students. Those surveyed shared personal insecurities about this with 25% saying they feel underqualified for the job they want, and 22% saying they don’t feel prepared for the working world, post-graduation.

Students and graduates are seeing the benefit of further education. Nearly 87% of respondents feel that upskilling and post-graduate qualifications are important in the current job market, and 57% believe postgraduate qualifications/professional certification will give them an edge when looking for a job.

This is causing a significant uptake in further studies, with nearly half of graduates planning to prolong their time in education.

Peter Watkins, who leads the University Affiliation Program at CFA Institute in Europe, Middle East and Africa commented: “Graduates’ strong confidence in higher education is good news for universities but we should be clear about their motives. Graduates are clearly focusing on work-readiness, professional skills, and boosting their job prospects; higher education and credentialling institutions need to ensure their offerings meet this demand.”

 

Making a positive impact

We know Gen Zs are looking for a sense of belonging and to work in an industry that aligns with their values. Nearly nine in 10 (87%) respondents said it’s an important part of their career choice. Of concern is that only 8% of respondents consider a career in investment management as one in which they could make a positive environmental and societal impact. This shows again that the finance industry needs to more to educate students around the positive impact they could have to attract talent.

Watkins added: “Graduates may be unaware of the remarkable global trend towards environmental, social and governance (ESG) investing and the career opportunities a specialism in sustainability and ESG could offer them in the investment industry.”

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75% of companies have suffered confidence-damaging cyber-attacks

A new report by FTI Consulting indicates that more companies are coming under scrutiny for their business practises and behaviour.

The top three areas of investigation worries are: business conduct and the treatment of customers, sustainability and ESG practices, and the relationship with public bodies and government contracts. According to the report, a quarter of UK respondents identified each of these areas as major concerns. The services sector and financial sector were the most likely to report experiencing regulatory or political scrutiny over the past 12 months (23% each).

Potential emerging crises

 According to The Resilience Barometer the nature, severity and potential trajectory of these threats are forcing companies to embed resilience on more fronts:

Growing cybersecurity threats: 75% of companies surveyed suffered a cyber-attack in the past 12 months, with a rise in phishing attacks among the most prevalent type with 25% experiencing a loss of customer/patient data, and a further 23% reporting a loss of third-party information.

Class actions and mass consumer claims: 13% of respondents experienced these in the past 12 months, and 12% expect this to continue in the next 12 months.

The “Great Resignation”: Over the last 12 months, 28% of companies surveyed have experienced a shortage of talent and skills, and 72% have reported increased mental health issues in their workforce since the start of the pandemic.

Edward Westerman, Global Investigations Initiative Leader at FTI Consulting commented: “The ever-changing landscape will put the onus on companies to take a proactive stance regarding investigations. Leveraging new technologies and data and analytics can help companies efficiently manage an ongoing investigation and help mitigate the risk of future crises.”

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Luton has best business survival rate

  • Fasthosts reveal the top cities in the UK for start-up businesses by looking into a large variety of regional metrics from business survival rates to the cost of office space.
  • Luton is the UK’s top city to start a business right now, study finds.

The arrival of the pandemic saw a 12.3% increase in new businesses – the highest increase on record.

By analysing average download speeds, business birth and death rates, five-year survival rates, office renting costs, and average working productivity across the nation, Fasthosts’ conducted a survey that revealed the top 15 cities for business opportunities.

Based on the benchmarks, Luton was crowned as the best all-round UK location to start a new business with an overall index score of 3.375. The city proved to have one the best rates of production, office prices, and business survival rates out of any other UK city.

In second place was Reading which boasted a super high productivity rate – even higher than Luton – but falls short at office costs and internet speeds. The Bedfordshire town ranks marginally higher than fellow southern start-up hotspot Reading (3.312).

In the battle of the capitals, Edinburgh outperformed Central London by the slimmest of margins, to rank as the survey’s fourth best city for overall enterprise opportunities, while the English metropolis took fifth.

The top 15 UK cities to launch a business can be seen below:

Ranking City Average download speed (Mbit/s) Business Death rate Business Birth rate 5 Year Survival Rate Cost of Office Space per sq. ft. (£) Productivity level
1 Luton 63 1040 1455 410 22 102.97
2 Reading 54 930 1145 435 38 126.9
3 Nottingham 69 1410 1510 20 14.88 86
4 Edinburgh 63 2540 2885 1150 35 104.8
5 Central London 51 5750 5190 32895 112 132.3
6 Liverpool 62 2445 3110 805 23 91.7
7 Portsmouth 55 845 1275 320 16.9 94.3
8 Coventry 58 1410 1620 605 18.5 91.6
9 Wolverhampton 61 1110 1245 380 16 84
10 Bristol 60 2370 2895 1140 35 97.6
11 Birmingham 58 5970 7870 2080 34 91.5
12 Newcastle upon Tyne 56 1105 1295 455 24 90.9
13 Stoke-on-Trent 53 810 965 385 16 85.5
14 Northampton 44 1275 2000 520 13.6 93.6
15 Bradford 49 1875 2305 945 14.6 86.2

Michelle Stark, Sales and Marketing Director at Fasthosts commented: “Even in a vastly increasing digital world, choosing the right city to launch a business is an important decision. And it’s great to see such a variety of cities across the country among the top 15 from Portsmouth to Edinburgh and Bradford to choose from. It’s important to be strategic when deciding in your business location and we urge all start-ups to check out our rankings before choosing their desired location for business.”

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Mobile makes up 80% of the working population, says Bersin Report

Research and advisory group, The Josh Bersin Company, has revealed that 80% of the current working population is “deskless”, this according to its latest report called The Big Reset Playbook: Deskless Workers.

This latest report is based on insights from the company’s ongoing Big Reset executive working groups. The report focuses on the recommended practices needed to create optimal work experiences for “deskless” employees in retail, healthcare, manufacturing, hospitality, transportation, and other sectors.

The report also revealed that based on current research by multiple sources, it’s in fact hourly workers who take the lead in resignation statistics.

Josh Bersin commented: “Because so little attention has been given to the working and personal needs of deskless employees, companies are now seeing mass resignations, unionisation efforts, and scores of unfilled jobs.”

The seven critical components of deskless work according to The Big Reset Playbook are:

  1. Promote and enable human connections and time for creativity. Deskless workers are the closest to the customer, but a mere 6% of manufacturing companies and 7% of consumer companies design jobs to allow people time to rest, reinvent, and innovate, compared to 21% of technology firms and 29% of professional services companies.
  2. Train managers to better coach deskless workers. Many companies fail to adequately support managers in the training and development of their people. Just 11% of hospitality companies invest in developing leaders at all levels, compared to 75% of pharmaceutical companies.
  3. Make the commute easy and establish belonging at work. Because remote work is not feasible for deskless workers, they need extra support with easy and safe commutes. A sense of belonging is especially important in light of the current resignation trends and skills shortages. Leaders need to demonstrate that they are actively listening to employees and taking actions as appropriate.
  4. Support the deskless worker’s entire life. Work flexibility is often not an option for deskless workers, so they need backup for taking care of families and support for balancing finances. The vast majority live paycheck to paycheck, and only 13% of the 2.7 billion deskless workers worldwide have paid sick leave.
  5. Help deskless workers build fulfilling careers. Deskless workers – especially those who may be in jobs ripe for automation – need pathways to future-proof careers.
  6. Create a deskless-first culture. A sense of belonging and community is critically important for deskless workers, yet many are often disconnected from the overall corporate mission and values when communication channels are designed for deskbound employees.
  7. Provide tools and services geared for mobile. Deskless workers are often left behind with no access to communication, tools, or resources. Mobile-first or adaptable approaches should be implemented.

Josh Bersin, global HR trends analyst and CEO of The Josh Bersin Company, commented on the findings: “As we go into the second winter season of the pandemic, hybrid work continues to be especially important, and much work remains to be done to design a new paradigm. In parallel, we must not forget the 80% of employees around the world have a work reality that is drastically different from their managers. Work strategies must keep in mind the needs of shop floor employees, restaurant servers, nurses, doctors, pharmacists, teachers, truck drivers, and warehouse workers.

“Many things have changed since March 2020, and deskless workers are at the receiving end of many of the most difficult work challenges. In some industries such as transportation or hospitality, large numbers of people were furloughed or laid off. Healthcare employees had to face extreme health risk in coming to work. Designing a new work reality for these deskless workers is a lesson in empathy, listening, learning, and communication.”

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Workday, Inc. has entered into a definitive agreement to acquire VNDLY, an industry leader in cloud-based external workforce and vendor management technology, it was announced on 18 November. With VNDLY, Workday will provide organizations with a unified workforce optimization solution that will help organizations manage all types of workers and support a holistic talent strategy, including insight into costs, workforce planning needs, and compliance.

Details regarding proposed acquisition of VNDLY
Under the terms of the definitive agreement, Workday will acquire VNDLY for consideration of approximately $510 million and is expected to close in Q4 of Workday’s fiscal year 2022, subject to certain conditions and regulatory approvals.

Pete Schlampp, Chief Strategy Officer, Workday commented: “As organizations expand the definition of their workforce to meet growing business and talent demands, they need solutions that provide a holistic view of all worker types – including contingent workers – so they can better plan for and meet the great opportunity in front of them.”

Shashank Saxena, co-founder and CEO, VNDLY commented: “VNDLY is at the forefront of the vendor management industry with an innovative and intuitive approach. The powerful combination of our technologies and talent will help customers better manage their evolving workforce dynamics, helping them keep pace with today’s changing world of work.

“By joining Workday, we’ll be able to expand the value we bring to customers, helping provide greater visibility, collaboration, and oversight to workforce needs and opportunities.”

 

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Reskilling workforce key to plugging skills shortage hole

The newest McKinsey Global Survey on reskilling has highlighted the urgency needed to address massive skills gaps across all industries. The accelerated move towards digitization and remote work has placed new demands on employees who now require different skills to support significant changes to the way they work and to the business priorities their companies are setting.

Most of the survey respondents said that skill building (more than hiring, contracting, or redeploying employees) is the best way to close skills gaps and that they have accelerated their efforts to reskill or upskill employees since the start of the pandemic. The results also pointed towards a shift in the most important skills to develop, which leaned towards being social and emotional in nature, for example, empathy, leadership, and adaptability.

The survey suggested that the need to address skill gaps is imperative with most respondents (58%) saying that closing skill gaps in their companies’ workforces has become a higher priority since the pandemic began. And of five key actions to close these gaps – hiring, contracting, redeploying, releasing, and building skills within the current workforce – skill building is more prevalent now than it was in the months preceding the pandemic. Sixty-nine percent of respondents said that their organizations do more skill building now than they did before the COVID-19 crisis.

The redeploying of talent to new roles often requires some degree of skill building and has become more commonplace over the past year with 46% of respondents reporting an increase in redeploying talent within their organizations.

Additionally, the results of the survey suggested that this commitment to skill building represents more than a one-time investment. More than half of respondents said that their companies plan to increase their spending on learning and skill building over the next year, compared with their investments since the end of 2019.

 

 

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PageUp, the global talent management software company has expanded its UK footprint by its acquisition of eArcu, a UK-based provider of SaaS hiring solutions, it was announced today.

eArcu was founded in 2009, and its talent acquisition suite enables well over 100 customers in the UK and around the world. The combination of PageUp and eArcu’s talent management offerings will allow the PageUp Group to accelerate its presence in the UK and European markets. It will provide existing and new eArcu customers access to an expanded portfolio of recruitment marketing and talent management solutions.

PageUp CEO Mark Rice commented: “We’re excited to bring eArcu into the PageUp family. We look forward to working with the team to build on their well-deserved reputation for innovation and world-class customer service.”

eArcu CEO Andy Randall commented: “After a period of sustained growth, we’re thrilled to join forces with PageUp, a major player in the global talent management space. This will be a fantastic time for our clients who will benefit from the synergies between us, and for our team to bring their thought leadership to an ever-growing audience.”

 

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