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Emails are most monitored form of communication

A recent study by Instant Offices revealed that there are a number of different employee monitoring trends happening in the new hybrid workplace.

According to the study, new hybrid working models have led to an increased need for employee surveillance software, with demand for the software skyrocketing in 2020 by almost 60%.

Similarly, according to Google Trends, worldwide searches for ‘employee monitoring software’ increased by 35% in 2020 compared with the year before. Key findings from the survey revealed that 78% of companies have reported using employee monitoring software to track worker performance and online activity; 73% say they have stored the recording of calls, emails and messages and these have affected team members’ performance reviews. Frightening findings have revealed that over 50% of employers have implemented non-traditional monitoring techniques and 94% of employers track emails.

The business areas using surveillance tools include financial, legal, retail, technology, healthcare, manufacturing, energy and government sectors.

Common surveillance methods and practices include:

Keylogger software on company equipment (alerts supervisors when workers use devices for personal activities); webcams to track biometric data; screen monitoring and screenshots to gauge productivity and stress levels and employer-provided smartphones equipped with geolocation software to track employees’ whereabouts.

The only way to successfully implement these tools is through complete transparency. More than half of workers feel anxious about their companies surveillant communications. Still, when the employer explains the reasons for the monitoring, over 50% of employees say they are more at ease with it.

 Mark Turner, Chief Technology Officer at the Instant Group commented: “The rise in remote working and an influx of new technology means monitoring has ramped up. When used strategically, this tracking benefits all– businesses can identify resourcing issues, streamline processes and identify gaps, while employees can use the data to prioritize, manage workloads and track productivity. The key to using monitoring tools successfully is transparency and communication. If you can show your teams that using a piece of tracking technology not only benefits the business, but them too, then you’re on the right track.

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35% of employees leave for more money

Energy business Gazprom Marketing and Trading released the results of its recent survey which have enabled the company to create a profile of the average UK job hunter, discover the most common reasons for moving job, and determined how important company reputation really is.

Findings stated that 60% of respondents look for a new job because they want new challenges and better progression which a bigger motivator than more money (24%). Despite this, the biggest factor for workers accepting their current role was revealed to be an attractive salary (35%). With culture being the third reason employees seek out new roles.

Three quarters of candidates said a company’s reputation is important when looking for a job, which emphasises the importance of employer branding. A staggering 84% of job seekers find a new role within the first six months of beginning their search with almost half (49%) finding one in the first three months.

We’ve heard time and again that the onboarding process is key to retaining staff and the survey revealed that 95% of applicants attend fewer than five interviews during the selection process before securing a new role, while only 5% attend six or more. Employers need to ask themselves if five interviews are too many interviews because remember, while you’re interviewing a potential candidate, so are other employers.

Interestingly, more jobseekers use employer websites directly (57%) than job posting sites (54%), with only 12% working directly with recruiters. Professional networks (40%) and social media (26%) also play a role.

A Resourcing Partner at GM&T commented: “If a business effectively builds its reputation, their dream candidates will soon start knocking on their door. And while this takes time, it’s a worthwhile investment that will ensure relevant, high-quality candidates, while helping to lower an organisation’s recruitment overheads in the long-term too.”

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Workers’ health and wellbeing were last year’s biggest challenge
According to analysis conducted by HIVE360, a specialist in outsourced PAYE payroll, employee benefits and engagement, two thirds of UK workers actively sought help and support with their mental and physical health last year.

HIVE360 analysed 2021 data usage of its mobile employee pay and benefits app called Engage and it was revealed that 60% of requests for support via the app’s services were health related. User requests focussed on access to employee assistance services, counselling services, health and fitness advice, GP and doctor support services, and carer support and guidance for those workers also looking after an ill or elderly relative or friend at home.

David McCormack, CEO of HIVE360 commented: “Obviously, 2021 presented its own unique challenges thanks to the pandemic and the restrictions on people as a result of it. Analysis of the Engage user data confirms this, and that one of the knock-on effects on workers was a profound, negative impact on their mental and physical wellbeing throughout the last 12 months.

David continued: “Providing the tools and benefits that support employees’ happiness and wellbeing must be at the heart of a company’s culture, and not considered a token gesture,” says David. “The key is creating an employee benefits programme and portfolio that is in-tune with what they want, when they want it.”

 

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Is the four-day week the way to solve attrition?

MRL Consulting Group, a UK recruitment firm, has seen an incredible 95% retention rate and productivity levels increasing by 25% since introducing a four-day work week. Improvements in employee wellness also reportedly improved.

Almost 90% of employees in the company reported improvement in their mental health and a marked reduction in workplace stress while a further 95% reported that they feel more rested after having a three-day weekend. Short-term absence was reported to have reduced by almost 40%.

The six-month trial implemented for all employees is now a permanent fixture within the company due to the huge success.

David Stone, Chief Executive Officer at MRL, commented: “We are driven by results, rather than the amount of time people spend at their desks. I trusted my staff to have enough self-motivation and discipline to be able to manage their time in order to fit five days of work into four. The results generated during the six-month trial have led us to implement a four-day week working model on a permanent basis.”

Kelly Robertson, Operations Director at MRL also weighed in: “During the trial, and since implementing the four-day working week, everyone has really ramped up their activity, and people feel a lot more prepared for the week ahead after having three days to rest at the weekend.  Now, the team has more time to spend on themselves, on their mental and physical health and with their families and you can really see the difference in the mood in the office.

“I can’t think of any reason why other businesses wouldn’t want to invest in its employees’ wellbeing, as there are so many positive outcomes. If you’re an output-based organisation and you are realistic about what you want your team to achieve in the given timeframe, there’s no reason you can’t have a four-day week.”

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Pandemic has exacerbated gender inequality

A detailed report, produced by Sharon Peake, founder and CEO at Shape Talent, has exposed why women in the workplace across Britain and Europe have been so severely impacted by COVID-19.

Sharon Peake, founder and CEO at Shape Talent, said: “The fact is: pre-existing gender inequalities have been exacerbated by the COVID-19 pandemic and many of the hard-earned gains in women’s equality in the workplace, particularly at leadership levels, have been eroded. Women, the world over, are exhausted by the impact of gender bias.”

Predictions by The World Economic Forum expect that the gender pay gap is not going to close for another 136 years, as a direct impact of the pandemic. This is an increase of 36 years on the previous Global Gender Gap Report, which predicted 99.5 years.

Peake explained: “Since time began, gender equality has been viewed as a women’s issue and the focus has been on how to ‘fix’ women. This report does not exist to tell us how unacceptable this is – it is here to provide business leaders with the insight that can focus their strategies on sustainable change and ultimately accelerate gender equality.”

The paper outlines the three barriers that are summarised below:

  • Societal barriers: Subtle and often unspoken cultural cues and messages that reinforce the ways that men and women ‘ought’ to think, behave and feel
  • Organisational barriers: The hurdles experienced in the workplace and a combination of systemic obstacles, cultures and norms which disadvantage women
  • Personal barriers: A diverse range of hindrances, including how women present in the workplace and how they manage the work-family interface.

The paper lists eight guiding principles companies can adopt to counteract the barriers; these are:

  1. Link inclusion and diversity to business strategy
  2. Set the tone from the top
  3. Make inclusion part of cultural change programme
  4. Take an evidence-based approach
  5. Engage men
  6. Build and accelerate the pipeline
  7. Enable a level playing field
  8. Narrow the focus
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Side hustles are a priority for the next generation

According to new data by business finance lender, Sonovate, flexible work culture is a key consideration for most young workers when choosing a job, with over half (53%) of 18 to 34-year-olds claiming that talented young people won’t join companies that don’t champion flexible working.

The data also suggested that portfolio careers will become increasingly popular among younger workers in the next decade with 59% of 18 to 34-year-olds agreeing and 54% of the same age demographic saying that having a portfolio career will be important to them at some stage in their career.

The majority (57%) of young respondents don’t believe they need to be in an office full time to learn what they need, and feel they are well equipped to do it all virtually. The survey indicates that young workers see the benefits of freelance work, giving them the flexibility to experiment with different career routes (57%) and to have a family or pursue their interests (50%).

Over a third (36%) of 18 to 34-year-olds have made a career change in order to work more flexibly during the pandemic and the report suggested that the pandemic prompted a shift in attitudes towards jobs among the younger working generation with 44% of 18 to 34-year-olds claiming they don’t want to work the way they did before the pandemic. This is why and over half (54%) of this demographic feel that a shift towards more freelance working is a good thing for graduates, school leavers and new entrants into the world of work.

Richard Prime, co-founder and co-CEO at Sonovate commented: “As the pandemic caused a significant proportion of the UK’s younger employees to lose jobs or go on furlough, young workers had more time than ever to consider what they want from their careers. Younger people’s preferences toward portfolio careers and multiple side-gigs are rooted in a desire for a better work/life balance and to make an income from what they are passionate about. Now, these preferences are being heard more loudly than ever, with people and companies learning to juggle accordingly.”

Lotanna Ezeike, founder and CEO at XPO, a platform that helps social media influencers get paid on time, also weighed in: “For young people today, the concept of what a ‘career’ should look like is a lot more malleable than for any past generation. A central priority for many is finding flexibility. But the idea of working on a contract or freelance basis isn’t, to them, just about being flexible to work less or hang out more. Instead, a more contract or part-time work life supports their desire for greater ownership over what they do and how they spend their working lives. Many creators and influencers want to work but it’s important to them to ‘own’ their time and retain their freedom to choose how they spend it doing things they love.”

Managing Director of TALiNT Partners, Ken Brotherston has been outspoken when it comes to the notion of the side hustle. He commented: “While the scenario of a portfolio of work holds true for a certain percentage of the working population, this isn’t so for large part of it. There is a significant portion of the workforce who aren’t influencers and need the certainty of a permanent job, as well as the need to supplement their income to pay bills. This scenario isn’t choosing a portfolio of work because it’s cool and flexible, they do it out of necessity.”

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Skills shortages reported in the Kingdom

A recent report by Hays, the global recruiting experts, has revealed that Saudi Arabia’s construction and real estate market is showing signs of recovery and growth following a period of subdued activity in response to COVID-19.

Lockdown measures and travel restrictions have limited workforce capabilities and drastically reduced the global demand for oil forced the government to make budget cutbacks resulting in many construction and real estate projects being put on hold. Eighteen months on however, the economy has bounced back.

Since the beginning of 2021, there have been positive signs of growth with statistics from Reuters showing that the economy grew by 1.5% year-on-year as of Q3, with the non-oil revenue sector returning to pre-pandemic levels, growing by 10.1%. These figures, together with the high vaccine rollout and easing of travel restrictions, have provoked much optimism in the Kingdom. It remains to be seen how the discovery of Omicron will affect global economic recovery in the coming months.

Like the rest of the globe, hiring activity is back to pre-pandemic level and this is no different in the Kingdom while the next 12 months set to surge far beyond these levels. The local unemployment rate has hit a new 10-year low of 11.7% and is on track to reach the government’s target of 7% by 2030, although it seems the skills shortage is a global phenomenon.

Skills in demand

Saudi has not been immune to skills shortages. In line with the Kingdom’s vision to become a global leader within investment, tourism and trade, demand for the world’s very best talent is high. Hays has reported a demand for large-scale project experience in the following sectors:

  1. Design / Pre-construction
  2. Project delivery
  3. Digital technology

 

What candidates want

Talent attraction is key and Hays has reported that candidates are looking for competitive salaries with good benefits packages; job security; and efficient onboarding processes.

What employers want

Hiring trends in Saudi reflect its ambitious 2030 vision, with highly driven, highly skilled professionals being the most in demand. Employers look for candidates who have worked on major, multi-billion US$ projects which are similar in nature and end-use to those they will be working on.

According to Hays, candidates must also have experience working with innovative tech, demonstrate a track record of delivering projects / phases from inception to completion, and a proven success in senior leadership positions.

Hays says that being able to showcase this experience in a meaningful way is incredibly important too and they advise candidates to highlight how their skills and experiences align to the role they are applying for.

Aaron Fletcher, Business Manager – Saudi Arabia, Hays commented: “In line with the Kingdom’s vision to become a global leader within investment, tourism and trade, demand for the world’s very best talent is high and there is typically a shortage of supply of such talent in the region. As such, benefits paid in addition to salary are typically most generous in Saudi Arabia compared to the rest of the Gulf region. Relocation, housing and education allowances are offered as part of a standard employment package in Saudi Arabia.”

 

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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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Talent Solutions

Manpower Group recently launched Talent Solutions, combining three of its offerings. TI sat down with Talent Solutions to learn more about the launch of their Talent Solutions Brand in 2021 and how it came about. Here’s what they had to say.  

TI: Can you tell me a little more about Talent Solutions (size, number of employees, locations served etc)? 

With 40+ years of experience delivering client-focused, technology enabled, innovative workforce solutions to the market, Talent Solutions delivers expertise to organisations across the talent lifecycle.  

We manage over £10 billion of spend in our Managed Service Programmes; we deliver 250+ Recruitment Process Outsourcing solutions to clients around the world; and we’re supporting some of the world’s largest organisations on their journey towards Total Talent Management. 

Our ability to capitalise on new thinking, new workforce models and new possibilities has made us the most recognised and respected workforce solutions provider in the world – as benchmarked by leading industry analysts. 

Across the UK, we have over 550 people working for Talent Solutions, with offices in Altrincham, Bristol, London, Edinburgh and Southampton, as well as client sites throughout the UK. 

TI: ManpowerGroup recently launched Talent Solutions (combining three of its offerings). What was the company’s reasoning behind that? 

Talent Solutions combines three of ManpowerGroup’s global offerings – RPO (Recruitment Process Outsourcing), TAPFIN MSP (Managed Service Provider) and Right Management – providing innovative solutions and end-to-end, data-driven capabilities across the talent lifecycle through one brand.  

TI: What opportunities does the new offering bring to the group? 

This new combination of offerings will leverage deep industry expertise and a strong understanding of what talent wants, delivering new solutions to address organisations’ complex global workforce needs. 

TI: Were there any challenges when it came to launching it? 

Talent Solutions was introduced in the UK on the 31st March 2020, a week after the UK was put into lockdown in response to the COVID-19 pandemic. As a result, we took the decision to adjust our plans in the UK, taking a much lower-key approach to the introduction of the new brand.  

Whilst this wasn’t how we envisioned sharing the new brand, it was appropriate given the difficult times everyone was facing. Since then, we have been working on raising awareness of our new brand and the value we can bring to our clients.  

TI: What makes this offering unique? 

With the combination of RPO, TAPFIN MSP and Right Management, Talent Solutions is able to provide seamless delivery of end-to-end workforce solutions that help clients to navigate risk, cost, efficiency and quality while facing changing and uncertain markets.  

Employer brand 

TI: How has the company been developing its employer brand in recent years? 

With the launch of Talent Solutions, we’ve introduced new imagery which focuses on learnability and the opportunity for individuals from all backgrounds to progress in the organisation. Across the wider business, we highlight the breadth of opportunity for new experiences across the organisation, whether that’s with our different ManpowerGroup brands, or working directly with our clients across the UK. 

TI: What role does employer brand play in the attraction and retention of talent? 

An effective employer brand strategy is one of the most important aspects of a successful recruiting function and we believe that this will become even more important in the wake of the COVID-19 pandemic. To build a compelling employer brand, you should focus on being authentic in sharing communication of your purpose and the connection that you develop with your candidates, and being consistent in your communication and approach with every candidate. 

Attracting and retaining talent 

TI: What are you looking for in a potential member of staff for your team? 

Whilst knowledge of the industry is an important attribute, with any new employee, we look for individuals with high levels of learnability and adaptability. This increases the likelihood that they can adapt to new opportunities and changing environments and job requirements. 

Given the size of our organisation and the different brand structures, it’s also vital that a potential member of staff demonstrates a positive attitude to team working. A collaborative approach helps to drive better results in our business. 

We also don’t just recruit those with experience working for recruitment organisations, considering the relevance of their external knowledge to our market and the market of our clients. 

TI: How does the company go about attracting emerging talent? 

We have a wonderful Talent Team that operates across ManpowerGroup, helping us to attract the right talent for our organisation. In 2021, we also launched our internal talent academy, designed to bring people with no experience of recruitment into the business, put them through an initial training programme and support them as they start their career with ManpowerGroup. 

TI: How does the company use training and development to retain staff? 

We’re very fortunate that ManpowerGroup puts a considerable amount of investment into training and development to help employees progress in their careers.  

As well as having access to an extensive library of online training, we also offer our employees access to Advanced and Higher Apprenticeships as well as leadership programmes with organisations such as Harvard Business School and INSEAD. 

Outsourced hiring 

TI: What benefits does outsourced hiring bring to a company? 

Run correctly, outsourced hiring can offer companies a number of benefits. At Talent Solutions, we focus on providing customers with greater predictability and flexibility of costs, a more efficient recruitment process, an improved candidate experience and importantly, improved talent quality.  

TI: How do you ensure you’re delivering maximum value to your clients? 

Across ManpowerGroup, we focus on the 4 B’s – Build, Buy, Borrow and Bridge – when working to develop effective talent strategies and deliver maximum value for our clients. Each stage involves: 

  • Build – Invest in learning and development to grow your talent pipeline 
  • Buy – Go to the external market to find the best talent that cannot be built in-house in the timeframe required 
  • Borrow – Cultivate communities of talent outside the organisation, including part-time, freelance, contract and temporary workers to complement existing skills 
  • Bridge – Help people move on and move up to new roles inside or outside the organisation 

Enhancing hiring 

TI: Where do you think improvements are needed in the hiring process? 

One of the areas that we see most frequently which needs improving is how organisations manage their silver medallists through the hiring process. Whilst that individual may not be the best candidate for the specific role businesses are hiring for at the time, companies could benefit from reviewing whether there are any other suitable roles for them in the organisation. If nothing is available, then they should be kept on file (subject to data restrictions) for any future relevant roles. 

Crucial here, as with all hiring, is getting the candidate experience right. This is often something which is neglected in our busy work environments. Candidates are ultimately consumers too, so even if they’re not the right fit to work in your organisation, they may still be a customer, but only if you treat them with respect throughout the process. Introducing technology at the right stages of the hiring process can help you to streamline the process more effectively, allowing more time to provide the human touch.  

TI: How could technology be used to enhance hiring further? 

From Robotic Process Automation, to our Talent Solutions PowerSuite, which creates the flexibility to tailor our offerings to meet evolving client and candidate needs, we’re continuously developing our technology capabilities and working with our partners to provide clients and candidates with the best technology to support their hiring processes.  

Some of the key areas where we see further opportunities to enhance the hiring process using technology are through improved use of chatbots, On-Demand Interviewing and Search and Match technology. 

Hiring trends 

TI: What hiring trends has the company been witnessing recently? 

The most obvious trend having an impact on hiring at the moment are the talent shortages we’re seeing across the board. We’re seeing a continued increase in hiring intentions, with a 30 year high of +32% (ManpowerGroup Employment Outlook Survey, Jan 2022). However, in many cases, clients are unable to meet their hiring needs due to a shortage of talent. We’re working closely with our clients to help them find the skills they need, by thinking differently about their talent strategies.  

TI: How do hiring trends and patterns differ across the countries you operate in? 

Operations in each country are assessing the changing trends in every location to make sure they are aligned to the customer needs.  

TI: What is Talent Solutions doing to counter skills shortages in certain sectors? 

Talent Solutions has a number of different solutions to support clients facing skills shortages. We support our clients to develop talent pipeline management, to ensure they have the individuals they need, when they need them. This can be done through a range of techniques including bridging their current employees into other areas of the business through training or providing Employed Consultants. Employed Consultants are highly skilled specialists who are permanently employed by Experis (part of ManpowerGroup), and then supplied on an interim basis.  

We also work with clients to build Train to Fit programmes, taking individuals who already have a range of technical and functional skills which are valuable to their business, and have the aptitude to develop further. We create a training programme in partnership with the client, helping individuals advance their knowledge to the right level and meet the needs of the role over an agreed period of time.  

On top of these solutions, Talent Solutions also has the benefit of skills development programmes across the wider ManpowerGroup business, including the MyPath programme in Manpower, which helps associates upskill and develop along their career path. MyPath associates are provided with personalised guidance, career development, training and continuous access to jobs – helping them to achieve their ambitions and meet employers’ needs today and in the future.  

Diversity and inclusion 

TI: Are companies doing enough to be truly diverse and inclusive? 

There is always room for improvement in this area. But it’s clear that businesses are waking up to the need to be truly diverse and inclusive. It’s now on the agenda for every leadership team, with many businesses taking big steps towards active inclusion, rather than just paying lip service. At ManpowerGroup, we created seven steps to conscious inclusion in the workplace: 

  1. Change yourself first 
  1. Leadership has to own it; don’t delegate it 
  1. Flip the question – ask, “Why Not?” 
  1. Hire people who value people 
  1. Promote a culture of conscious inclusion: programmes alone don’t work 
  1. Be explicit; when and where?  
  1. Be accountable; set measurable and achievable outcomes 

Managed correctly, one of the potential opportunities to come out of recent turbulence could be the removal of some of the barriers to the workplace for more diverse groups. For example, the increased acceptance of remote working and flexible hours could help businesses to become more inclusive for those with care responsibilities. 

TI: What is Talent Solutions doing to support improvements in this (both internally and for clients)? 

We’re working with our clients to share advice around implementing the seven steps to conscious inclusion. We’re also advising them on strategies for reaching and attracting diverse groups when advertising for new roles. 

We’ve also recently strengthened our commitment to inclusion and diversity globally, committing to: 

  • Reaching our primary global diversity goal of 40% female leadership by 2024 
  • Investing in our inclusive culture to retain and develop diverse talent 
  • Advancing employment security for the long-term; reskilling, upskilling and improving wellbeing and employability for all 

In the UK, we’ve also launched our Supplier Diversity Initiative, a commitment to developing relationships with diverse suppliers who enhance the solutions we offer to our clients. We will be supporting diverse suppliers to accelerate their growth and ability to succeed in the marketplace, as well as helping others to become more diverse and inclusive. The result is optimal client solutions and partnerships within a world of diverse and high-performing talent. 

Looking to the future 

TI: What are your plans for the company over the year ahead? 

As building talent increases in importance in workforce planning and development, we will continue to support our clients and candidates through the further development of our Academy offerings – ensuring that we are upskilling individuals for the jobs of the future and providing the skills that our clients need to grow and progress. 

Using our expertise in ESG, we’ll enhance our support for clients around Diversity, Equality and Inclusion, helping them to improve in these vital areas at the same time as accessing potentially untapped talent pools as part of the strategy for overcoming skills shortages.  

In response to ongoing volatile market conditions, we’ll also continue to increase the flexibility of our solutions, using our Centres of Recruitment Excellence (CoRE) to ramp requirements up and down as needed and supporting across the Total Talent Management lifecycle. Our Agile RPO solutions will continue to expand, meeting the need for short to medium term support for internal recruitment teams. 

We will also continue to work with our new and existing clients to help them meet changing workforce requirements post COVID-19.  

TI: What outsourced hiring trends do you expect to see in the year(s) ahead? (Will there be an increase in in-house hiring?)  

With the increased pace of change in customer demands impacting upon workforce strategies, we anticipate an increased need for businesses to speak to external experts for advice to help them continue to run their organisations as efficiently as possible. This will provide them with an outside in perspective from people who have a view of the wider market.  

Understandably, we also expect to see demand for flexibility from candidates continue, as many will have experienced the potential benefits during lockdown.  

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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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