Tag: Technology

Brazilian tech company wins international Work for Tomorrow award 

Brazilian start-up Labora Tech were announced as the winners of Work for Tomorrow, an international competition looking for the best innovations responding to longer and changing working lives.

The Work for Tomorrow competition was launched by The International Longevity Centre-UK (ILC) and is supported by the Innovation Resource Center for Human Resources. They received more than 60 submissions from organisations and individuals across 17 countries.

Labora Tech provides end-to-end HR technology, revolutionising recruitment by matching people to jobs based on their soft and hard skills and provides training, reskilling, and mentoring to ensure employees thrive in their new roles.

Through large scale recruitment drives, its approach reduces bias and supports career changes and flexibility at work.

With more than 20,000 adults already on the platform, the Sao Paolo-based company is looking to expand its business globally to encourage more employers to “retire the CV”, favouring a skills-based approach.

Considering the UK is battling skills shortages like never before, train-and-deploy as well a focus on hiring for soft skills could very well be what employers need to do to mitigate the lack of candidates in the job market.

Sérgio Serapiao, Co-Founder and CEO of Labora Tech, commented: “I am delighted and honoured to win this competition. The competition has shown the quality and power of initiatives all over the world. I am sure we can contribute a lot to codesign the future of work.”

“I truly believe Labora has developed a social technology that can reach a global scale, and make a positive impact to millions of people and thousands of companies, redefining how we work of tomorrow. This award reinforces that we are on the right track.”

Lily Parsey, Global Policy and Influencing Manager at ILC, said: “The world of work is shifting – and quickly. As our working histories become more complex, we’re more likely to change careers and reskill, we need to think about hiring in a new way. Labora Tech takes blind recruitment one step further by really putting skills, not biases, at the heart of recruitment. It’s long overdue that we move from judging people on their CVs to valuing what someone actually brings to a job.”

The second award given at the event was a “Community Award” given to Brave Starts. This UK based community platform helps adults try out new careers by providing them with information, linking them with professionals, and helping them build the right skills for their career leap.

Jodi Starkman, Executive Director of IRC4HR, said: “It has been an honour and a pleasure to support the Work for tomorrow programme. We have been inspired by the creativity and passion demonstrated by all of the competition participants and are especially excited to recognise Labora Tech and Brave Starts. Their innovations are critical to the work of today and tomorrow as we address the opportunities and challenges presented by longevity in all the places where people come together to accomplish shared goals.”

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Amazon hires more alumni from Russell Group universities than any other major tech company

According to analysis from TonerGiant, there are universities in the UK that are more likely to set up graduate careers at the world’s biggest, most valuable tech companies.

Using LinkedIn, TonerGiant discovered where more than 500,000 employees of the world’s most valuable tech companies studied at university to find out which universities are more likely to get you hired by a tech giant. Its analysis looked at 26 of the biggest tech companies including Google, Facebook, Amazon, and Microsoft.

By teaming up with tech recruitment expert, Misha Yurchenko at Carrus.io, they were able to find out more about the hiring process at tech companies to quantify the research.

The university where graduates are most likely to get hired to work in tech companies is the University of Cambridge with an impressive 4,219 alumni now working at one of the big tech giants.

In second place is Cambridge’s rival, the University of Oxford with 3,410 alumni and in third place, is The London School of Economics and Political Science (LSE) with 3,378 alumni.

Ranking  Name of University Number of Alumni
1 University of Cambridge 4219
2 University of Oxford 3410
3 The London School of Economics and Political Science (LSE) 3378
4 The University of Manchester 2548
5 University College London 2454
6 London Business School 2403
7 Imperial College London 2358
8 The University of Edinburgh 2063
9 University of Leeds 1676
10 The University of Nottingham 1673

The UK universities where graduates are least likely to get hired by a tech giant 

According to the analysis, Queen’s University Belfast is the university in the UK where its alumni are least likely to be hired by a tech giant with only two recorded alumni working for one as of January 2022.

Ranking University Number of Alumni
1 Queen’s University Belfast 2
2 Royal Agricultural University 4
3 Regent’s University London 5
4 The University of Law 6
5 University of East Anglia 7
6 St George’s, University of London 14
7 Harper Adams University 17
8 Newman University, Birmingham 20
9 Leeds Trinity University 29
10 University of the Highlands and Islands 32

Which UK regions are most likely to produce alumni for the world’s biggest tech companies?

London came out on top with a massive 27,678 alumni now working for a tech giant. South East England ranked in second place with 12,683 alumni and Scotland in third place with 8,269 alumni.

Northern Irish universities were found to be the worst to attend if students want to work for a tech giant afterwards with only 620 alumni now working for one of the top 26 biggest tech companies.

Region Number of Alumni
London 27678
South East England 12683
Scotland 8269
North West England 7980
East of England 7464
West Midlands 7216
Yorkshire and the Humber 6557
East Midlands 6513
South West England 6035
North East England 4184
Wales 3060
Northern Ireland 620

Amazon hires more alumni from Russell Group universities than any other major tech company

According to the study, Amazon has more employees (17,427) that graduated from a prestigious Russell Group university than any other of the most valuable tech companies in our analysis.

Accenture comes in second place, with 13,660 graduates from Russell Group universities working there.

The full breakdown of which universities each tech giant is most likely to hire is available here. ​

Company Number of Russell Group alumni
Amazon 17,427
Accenture 13,660
IBM 11,702
Google 9,207
Apple 7,340
Oracle 4,803
SAP 3,389
Cisco 3,250
Microsoft 3,076
Huawei 2,514

 

 

 

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New data released by CareerWallet, a recruitment and employment technology company has highlighted the massive impact the pandemic has had on the recruitment sector as job applications in the last quarter of 2021 were 369% higher than the same time in 2020.   

CareerWallet, who processes 10 million applications a day believes this increase in applications is due to a renewed confidence in the job market and a backlog of employees who stuck out less than perfect roles due to furlough schemes or fears of changing roles in the midst of the pandemic. According to the report, November 2021 was a record month for applications with almost five times as many applications as November 2020 and the surge continued in December with over three times the applications during the festive period compared to last year.  

Craig Bines, CEO at The CareerWallet Group, commented: “Our national report has highlighted how UK employees are returning to the job market in their millions across the UK and this number seems to be continuing to rise month on month. The skill shortages issues have been well documented and as economic fears from the pandemic subside it is now clear that employees are becoming aware of the abundance of new potential jobs available to them.” 

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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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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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Employers rigid in hiring criteria despite skills gap 

Over half of employers (60%) are receiving more applications from candidates who have come from different industries new research by Reed.co.uk has revealed.  

The commissioned researched canvased over 250 hiring decision-makers across the UK and reflected an increasing awareness of transferable skills with an appetite for reskilling among jobseekers. The news comes after Reed.co.uk reported 140,000 courses were purchased in the first half of November – a 786% rise year-on-year – as workers reevaluate their skillset in light of the pandemic.  

Some employers remain rigid in their requirements of applicants, despite this wider range of talent that has become available to businesses with over half (60%) of hiring decision-makers still feeling it is important for applicants to have a university education, which immediately limits the size of their candidate pool.  

Hiring managers within the Construction and Technology sectors – who report more labour shortages than those from any other industries in the survey – are also the most likely to believe a university education is important for candidates. Whereas employers in ‘real estate’ (17%) and ‘creative industries’ (33%) placed the least importance on applicants having a university education. 

Alongside a university education, the research showed that employers add much value to soft skills, such as teamwork and interpersonal skills, as a result of the shift to remote working with two-thirds (64%) of hiring decision-makers in agreement. 

While a university education and soft skills are desirable for a candidate, some employers may need to become more flexible about their expectations, especially as over half (55%) of the businesses surveyed reporting labour shortages.  

Simon Wingate, Managing Director of Reed.co.uk, commented on the findings: “It’s encouraging to see that many workers are already learning new skills to improve their career opportunities. However, employers should be more flexible when it comes to hiring, by looking at workers who haven’t got qualifications but who are willing to learn and have useful transferable skills for a modern working environment. By sticking to a rigid, old-fashioned approach to recruiting, you could be discarding talent that could help fuel your growth plans in 2022.” 

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Two thirds of businesses intend to increase tech spend 

According to the Digital Leadership Report, a collaborative study by The Harvey Nash Group, CIONET and Massachusetts Institute of Technology CISR, the positive economic growth in the UK tech sector is under threat as massive skills shortages continue. This comes as companies signal their intentions to increase technology investment (61%) and headcount (66%) – record levels – but have limited talent to support it.

The study found that the UK’s tech skills crisis is at its highest with 8 in 10 digital leaders reporting that following the pandemic, new life priorities of staff is making retaining talent even more difficult. Forty percent of leaders in the UK admit they can’t keep key people as long as they’d like because they’re being lured away by offers of more money. Only one in three organisations (38%) have redesigned their employee offer to make it attractive to staff in the new hybrid working world.

Other findings included:

  • There has been record tech investment and headcount growth rising by over a third (36% and 37% respectively) since 2020.
  • The impact of skills crisis on business growth means that 66% of digital leaders in the UK are now unable to keep pace with change because of a lack of the talent they need.
  • Cyber security is the most sought-after tech skill in the UK with 43% indicating a shortage, followed by big data/analysts (36%), and technical architects (33%).
  • A lack of developers (32%) has been identified amongst the three jobs with the worst skills shortages in the UK behind HGV drivers and nurses. Harvey Nash Group says that this shortage correlates with the report’s finding that companies are focusing on creating new products and services, and therefore need developers to do that work.

Bridging the skills gap 

Bev White, CEO of Harvey Nash Group commented:  “With businesses planning record levels of digital investment, we could be standing on the verge of a ‘second renaissance’ for technology. Organisations are looking to push their digital transformations further and faster than ever before, putting technology at the very heart of how they operate. This will take them beyond being merely ‘tech-centric’: technology will literally be dispersed throughout the business, everywhere.

“But these ambitions are coming under threat from the acute skills shortages that are now worse than ever before. In fact, businesses face a triple whammy. They lack the supply of skilled resource they need; they have not yet evolved a new and effective employee proposition for the hybrid working world; and the skills they need are themselves changing as technology develops at pace. Digital leaders need to rapidly assess their needs and find solutions if their plans are not to be derailed by this potent cocktail of challenges.”

Bev White will be sharing some of these insights and what that means for recruiters at the TALiNT PointSix Lunch & Learn: Post-pandemic tech priorities for recruiters: How to build the best business case for the next phase of tech transformation on 24 November.

 

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Hiring teams find better ways to keep candidates engaged 

JobAdder, the global recruitment software provider has released a new integration with LinkedIn Recruiter System Connect (RSC) to improve hiring workflows, time to hire and the candidate experience – at a time when the war of talent is raging.  

The integration provides a seamless process for recruiters and candidates that connects users to the RSC platform and JobAdder without switching platforms.  

This functionality adds to JobAdder’s offering. It allows recruiters to find quality candidates quickly, know instantly which candidates from LinkedIn are already in their JobAdder account and engaged with, see all In Mail messages from both platforms in one place and cross-reference data from both sources. 

Rob Brodie, Head of Corporate Sales at JobAdder believes this new integration will speed up hiring processes at a crucial time for employers. He said: “With skills shortages rife, hiring managers need real time information quickly in order to fill resourcing needs and keep applicants engaged. The challenge for many is that information is often hosted in numerous locations – with communication going out via emails, LinkedIn, company applicant tracking systems and much more. By integrating LinkedIn RSC, we can help save recruiters time in shortlisting candidates, aid the nurturing of a database of high-quality candidates, maximise efficiency across hiring processes and enable hiring teams to continue using the tools they already value, all in one place. This not only improves efficiencies for employers, but also enables hirers to get to the best talent quickly – a critical benefit given the limited availability of top skills at the moment.” 

Adam Gregory, Senior Director, Talent and Learning Solutions at LinkedIn said: “We are delighted with the JobAdder integration into LinkedIn Recruiter. Businesses are looking to fill roles as quickly and effectively as possible, and this integration provides recruiters better visibility across the entire candidate process in a single view and can reduce placement time.” 

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Most secure jobs are medical practitioners   

Technology is expected to put 1.5 million people out of work as AI takes over roles performed by people. 

Research conducted by Utility Bidder analysed 369 jobs to determine which jobs are more likely to become automated.  

Routine and repetitive tasks in the workplace are easily replaced by AI as an algorithm is more likely able to carry out these tasks more quickly and efficiently than humans. Waiters are most at risk of losing their jobs; since the start of the pandemic, we’ve seen restaurants implement online ordering directly from tables resulting in fewer waiters needed to take food orders.  

Shelf fillers can also be replaced by a robot counterpart as AI systems can easily be programmed to carry out repetitive tasks. Robots also don’t require an hourly wage.  

Gender inequality in the workplace continues as women are more at risk of losing their jobs to automation with 70.2% of the roles threatened by automation currently occupied by women.  

Young employees are also at risk as job roles for 20- to 24-year-olds are more likely to be automated than any other age group.  

The most secure jobs include medical practitioners, higher education and teaching professionals, occupational therapists and physiotherapists, dental practitioners, and psychologists.   

 

Have you got news to share with us? Please email debbie@talintpartners.com

Photo courtesy of Canva.com

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Businesses looking to engage tech contractors may need to rethink their pay rates and conditions, according to new research by Hays Technology.

A survey carried out by the specialist IT recruitment agency in May polled more than 600 contractors and hirers and was used to put together its UK Contractor Day Rate Guide 2021.

The research revealed that demand for technology expertise is increasing, but that skills shortages are hindering many firms’ efforts to hire talent. It reported a 21% increase in demand for IT contractors and a 17% increase in placements from H1 to H2.

Of the organisations polled, 42% said they did not have the required talent to achieve their current business objectives and more than 8 in 10 reported they had found it difficult to recruit contractors over the last year.

This supply and demand mismatch has led to day rate increases for many contractors, with some  project and change managers achieving increases of more than 10%. Overall, data gathered by Hays offices across the UK showed that technology day rates had increased by 0.8% over the last 12 months. Software developers had seen an average day rate rise of 2.4%.

James Hallahan, Director of Hays Technology in UK & Ireland, said: “Skills shortages abound in the technology sector and there are plentiful opportunities for tech contractors to be deployed within organisations that can’t find enough permanent employees with the right skills. Contractors with the most sought-after technical and soft skills, and those with a proven track record for successfully managing projects and leading change are going to expect assignments that deliver on flexibility and terms.”

Beyond pay

However, the Hays research also found that contractors wanted more than just pay increases: the majority now also wanted to be able to work remotely.

Many were already working from home for some of the time and more than half said their work-life balance had improved since March 2020, with almost three-quarters reporting that being able to work remotely was important to them.

Almost half (46%) now want greater flexibility with regard to hours and two in 10 said they wanted to change the expectation for them to work outside of their contracted hours to enhance their work-life balance.

The thorny issue of the IR35 reforms that were introduced in April remains a sticking point between contractors and hirers, found Hays.

“Most contractors want to stay outside of PAYE, presenting a potential shortage for organisations seeking to secure their skills. So, while the increase in activity means there is great demand for tech contractors, organisations are having a difficult time engaging with them. They may need to take an assignment-by-assignment view in order to attract the right skills and work with a recruitment specialist to help them secure the best talent,” said Hallahan.

Photo courtesy of Canva.com

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