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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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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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Best locations for digital nomad lifestyle revealed

According to Instant Offices, there are currently 35 million digital nomads globally and it is predicted that one billion people could live and work as digital nomads by 2035.

A digital nomad is a remote worker who travels and works simultaneously. They can work from anywhere, allowing them to spend anything from a few months to years traveling. According to research, 80% of digital nomads prefer to stay in one location for 3-9 months.

The research found that 51% of digital nomads are in digital marketing, computer science, and creative industries.

In a list of the top 80 locations ranked according to factors such as affordability, weather, and broadband speed, popular tourist cities such as London, Paris, and Venice are relatively low on the list. The top 10 digital nomad locations are:

  1. Lisbon, Portugal
  2. Bangkok, Thailand
  3. Thessaloniki, Greece
  4. Dallas, USA
  5. San Antonio, USA
  6. Seville, Spain
  7. Seoul, South Korea
  8. Sydney, Australia
  9. Athens, Greece
  10. Budapest, Hungary

This trend is increasing, fuelled by advances in technology, remote working, and workplace culture.

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24 Recruitment firms join global recruitment network

Global recruitment network NPAworldwide has announced that 24 new recruitment firms have been enrolled in their network. The new member firms are from the USA, Mexico, Australia, Indonesia, India and the United Kingdom.

NPAworldwide’s network currently includes over 550 recruitment companies across almost 50 countries. Membership is offered to selected recruitment firms which meet the networks enrolment criteria.

The new members are:

Dave Nerz, president of NPAworldwide, said: “Congratulations to each of these recruitment firms. By joining our network, these firms are invested as owners.”

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The expansion builds on rapid success across Europe, Middle East, and Asia-Pacific

Enterprise-level talent assessment HR tech business, Sova Assessment, has announced the launch of the business in the US.

Headquartered in London, with international offices in Dubai and Melbourne and a global network of strategic partners, Sova is an end-to-end talent assessment SaaS platform that is aimed at enabling enterprises to make work better for their people.

Sova offers solutions that are as agile and unique as the organisation they partner with and the HR technology combines scientifically strong assessment tools, workflow management and predictive analytics in one fully integrated platform, helping organisations make fast, fair, and data-driven decisions throughout the employee journey.

Sova’s expansion in the US is being led by two industry-leading talent assessment experts. Dr. Charles Handler, internationally renowned industrial psychologist and CEO and founder of Rocket-Hire, will spearhead the US team as President. Based on his 20-year long career working with globally renowned brands like Nike, Fidelity Investments and Delta Airlines to develop effective, legally defensible employee selection systems, Handler has extensive expertise in technology-based assessments and selection science that will drive forward the vision of the business for the US market and beyond.

Dr. Charles Handler, President, Sova Assessment US commented: “Having spent over 20 years in the sector and critically evaluated over 300 firms, it’s clear there’s a tension between the old and the new when it comes to talent assessment. I believe that a more integrated approach that values both science and technology equally – and is truly effective at managing bias – is where the future lies. Sova and I share a passion and commitment to deliver talent solutions for organisations in the US that make no compromise on speed and rigour, to address the needs of a challenging labour market.”

Handler will be joined by Doug Wolf who will assume the role of Managing Director at Sova Assessment US. With a proven track record of leading and growing organisations in the HR technology and assessment space, including Select International, he combines deep industry knowledge and commercial expertise to establish and grow Sova in the US.

Alan Bourne, CEO and founder Sova Assessment also commented: “Sova’s entry into the US marks a significant milestone in our development. Having worked with organisations all over the world, we know first-hand the challenges they face in relation to talent and the need for a more strategic and data-driven approach. I am excited about growing our presence in the US led by renowned industry pioneers in Charles, Doug, and the team, delivering world-class talent solutions for our enterprise customers.”

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75% of employees feel salaries should increase in line with inflation

A recent study by Insight Global, a staffing firm, has revealed that 66% of American workers are concerned they will need to look for a higher paying job in order to keep up with inflation.

The survey took place in March and included 1,005 US workers who are employed full time.

The rise of inflation is also prompting some workers to ask their bosses for flexibility to work from home to save on fuel costs. The survey found that 26% of workers who said they are seriously considering looking for a new job also plan to ask that they be allowed to work from home with 24% of those already working remotely planning to continue doing so most or all of the time until gas prices go down.

Overall, 75% of workers believe employers should increase pay during economic inflation.

Bert Bean, CEO at Insight Global commented: “Leaders need to get ahead of this curve before they see some of their greatest talent leave to explore other career opportunities. The simplest way to ensure your employees are content in their current roles is to ask them. Find out what they need — is it a raise, the ability to work from home or are they feeling disconnected?”

Other findings in the survey included:

  • 56% of American workers feel there are many job openings, but few job opportunities offering pay that can keep up with the rising cost of living.
  • 61% of workers who say they are seriously considering looking for a new job feel there are many job openings, but few job opportunities offering pay that can keep up with the rising cost of living.

Flexible working remains key in navigating the skills shortage crisis as employees will continue to look for roles that offer flexible and support during turbulent economic times.

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RocketPower’s reported revenue stands at $28 million

Kelly® has announced its acquisition of RocketPower, a provider of Recruitment Process Outsourcing (RPO) and other outsourced talent solutions. RocketPower’s customers include rapidly scaling U.S. tech companies that are known for disrupting industries and changing the world. With headquarters in Silicon Valley, California, RocketPower will continue to operate under its own brand with its current leadership team and staff as part of KellyOCG, the outsourcing and consulting business of Kelly. Terms of the acquisition have not disclosed at the time of going to press.

RocketPower reported revenue of $28 million with year-over-year growth despite the pandemic. Its growth reflects the increased demand for leading RPO providers to help organizations augment and rebuild their talent acquisition capabilities and full-time workforce as they navigate the rapidly changing talent acquisition landscape.

Tammy Browning, president of KellyOCG commented: “The pandemic coupled with fluctuating talent acquisition trends are driving tremendous growth in the RPO market now more than ever. This acquisition significantly expands KellyOCG’s RPO solution and delivery offering across the globe and enhances our specialty RPO strategy and expertise and provides us with another entry point into the high-tech industry. We’re thrilled about the possibilities that will come from this partnership with RocketPower and elevating our position to become one of the top RPO providers in the market.”

Mathew Caldwell, founder and chief executive officer of RocketPower also made comment: “RocketPower is excited to join the Kelly team and take the next step to build upon our solid foundation for growth. Together, RocketPower and Kelly will be a force to reckon with in the RPO market. Kelly’s long-standing commitment to leadership in the RPO industry, its aggressive growth strategy, ongoing tech investments, and its deep expertise – combined with RocketPower’s unique delivery model and strong talent acquisition experience – will empower our collective team to unlock tremendous growth opportunities and continue delivering considerable value to our clients and to our team.”

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According to the latest SIA | Bullhorn Staffing Indicator, hours worked in the US staffing industry increased by 20% year-on-year in the week ended Feb. 26. Hours worked continued the pattern of growth observed throughout 2021 and suggest a strong start to 2022. 

The SIA | Bullhorn Staffing Indicator measures hours worked. It comprises two sets of analyses: a year-on-year comparison showing how the most recent week compared to the same week 12 months previously and an indexed value that has been benchmarked against data from the week ended Jan. 19, 2019. 

Week ending Feb 26, 2022  Indexed value  Year over year  Week over week 
US staffing  112  20%  0.0% 
Commercial staffing  97  16%  0.4% 
Professional staffing  145  25%  -0.8% 

These findings are in keeping with numerous reports suggesting an increase in economic activity in the US.  

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Talent Solutions

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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Trials indicate increased productivity and employee wellbeing
Approximately 30 British companies will be taking part in a four-day work week trial has been launched in the UK as part of a global pilot organised by governments, think tanks, and the organisation ‘4 Day Week Global’. During the pilot, it’s said that employees will be offered 100% of their usual pay, for 80% of their time, yet maintaining 100% productivity. Studies have shown that the four-day week can boost productivity and employee wellbeing.
Harriet Calver, Senior Associate at Winckworth Sherwood, says that the four-day work week is not a new phenomenon. Many employees in the UK already work a four-day week, however, this is typically agreed on a case-by-case basis between employee and employer following a flexible working request. It tends to be accompanied by a corresponding reduction in pay, except in the case of “compressed hours” in which case the employee is simply squeezing the same number of hours into a shorter week.

BENEFITS FOR BUSINESS 

Gill Tanner, Senior Behavioural Scientist at CoachHub, believes that one of the key advantages is that employees would benefit from a better work/life balance and an extra day on the weekend would mean staff would have the opportunity to realise other ambitions outside of work and spend more meaningful time with family and friends, engage in more exercise or find a new hobby – all of which result in improved mental and physical health and higher levels of happiness. And this will result in less burnout and reduced levels of stress.

But in what ways could the reduced working week benefit employers? Improving employee happiness and well-being has many potential commercial benefits for employers such as increased performance and productivity, reduced absenteeism, recruitment and retention; and it could have a positive effect DE&I.

POTENTIAL DRAWBACKS

Gill Tanner believes that completing five days’ worth of work in just four days could be more stressful for some. Employees will need more focus and have much less time for lower productivity activities.  Additionally, some employers and businesses may find the four-day week detrimental to operations. For example, a decline in levels of customer support on days staff aren’t in the office. So, careful thought needs to be given to how this might be executed.

According to Harriet Calver, if an organisation is asking for 100% productivity from employees in consideration for a reduction in working hours, it is going to be critical to have the right support, technology and workplace culture in place to enable this.

Although the success of the four-day working week model relies on employees doing fewer hours, there is a danger that there may not be enough hours in those four days to complete the work. Therefore, working hours could creep up to previous levels if the workload is the same, resulting in longer and more stressful days for these employees.

In customer facing businesses, a potential pitfall of the four-day working week is not being able to properly service customers leading to poor customer satisfaction. For example, if an organisation shuts its office on the fifth day, when it was previously open, customers may complain they cannot access services when they want to, or previously could. Whilst this could be a potential issue for some organisations, it should be overcome fairly easily by most simply by keeping the business open for five days a week but staggering the days which employees do their four days so the entire week is still covered.

According to Gill Tanner, employers should consider the following before implementing a four-day week:

  1. What are your reasons for implementing a four-day week?
  2. Consult with employees and other stakeholders regarding a four-day week. What are their thoughts? How might it work?
  3. Provide clarity regarding what is expected in terms working hours, performance levels, days off, remuneration, ways of working etc.
  4. Ensure there is sufficient coverage to run the business as is required and to have continuity.
  5. Think about the situation from the customer/client perspective (and other stakeholders) and how they might be affected
  6. Consider the communication plan: who needs to be communicated to and by when?
  7. Reflect on your current company culture.  Is it one of trust and ownership, values that are key to this kind of working? If not, is it the right time to implement such a big transition?  Are there other steps you need to take first?
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