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1、30/09/2022INDEPENDEN T P U B L I C AT I O N BY#0834R AC O N T EU R.NE TTHE GLOBALTALENT ECONOMYHOW TO RE-ENGAGE QUIET QUITTERSREMOTE WORK REQUIRES BENEFITS RETHINK1606WILL THE HPI VISA SOLVE THE SKILLS GAP?19R A C O N T E U R.N E T03hen job vacancies soared to record levels after lock-down,many empl
2、oyers were taken by surprise.Companies needed more staff as the economy roared back to life,but they found many older workers had retired,younger people were flocking back to higher education and thousands with long-term sickness had opted out of the labour force.Even the highest pay rises in a dec-
3、ade werent enough to tackle the worsening skills shortages.But could the tables be about to turn as the economy hurtles towards a like-ly recession later this year?So far,the signs arent great.Va-cancies have come down a bit and experts believe the post-pandemic jobs boom may have peaked.Yet the UK
4、labour market is still as tight asa drum,with UK unemployment falling to just 3.6%in the three months to the end of July the low-est it has been since 1974.“I think the labour market will re-main tight for the next decade and businesses need to prepare them-selves for a very difficult recruiting env
5、ironment,”says Neil Carberry,head of the Recruitment and Em-ployment Confederation(REC).“Demand will of course wax and wane with the economy.But there are nonetheless some big and un-derlying long-term issues putting pressure on the market.”If Carberry is right,firms must ad-just.According to the Fe
6、deration of Small Businesses(FSB),more than three-quarters of small UK busi-nesses have struggled to recruit in the past 12 months,with 82%blam-ing a lack of candidates with the right experience,and 60%citing a low number of applicants generally.One of the most challenging long-term issues facing th
7、e labour mar-ket is demographics,says Carberry.“They dont call it the baby-boom generation for nothing,”he says.“There were 50%more babies bornin 1964 than in 1977 and they have stayed in work longer.The pandemic was the moment many decided to step back,and they will have to be replaced by a much sm
8、aller group of younger workers in the coming decade.”On top of that,years of underin-vestment in the UKs training sys-tem have led to a shortage of homegrown skills in key industries,and more recent efforts to tackle this are yet to remedy the situation.Em-ployers also report finding it much harder
9、to source talent from abroad since freedom of movement for EU workers was ended and the rules for foreign workers coming to the UK became tougher.The FSB says the government must do more.Tina McKenzie,the FSBs policy and advocacy chair,says she wants to see tax breaks that encour-age the self-employ
10、ed and small businesses to conduct more train-ing.The government must also do more to encourage workers who might have taken early retirement during Covid or opted out on health grounds to return to the workplace.She adds:“We would like to see the creation of skills bootcamps to help older workers l
11、earn new or improved skills,the introduction of a perma-nent,full statutory sick pay rebate for small firms,and a review of the mid-life MOT an online tool for workers in their 40s and 50s that helps them take stock of their fi-nances so its accessible for small firms to use.”On immigration,the trad
12、e group is calling for a review of the shortage occupation list,so eligibility criteria for work visas is relaxed in more pro-fessions.It also wants business im-migration fees to be cut.“Nearly half of small businesses cannot afford to employ an individ-ual on a skilled worker visa(previ-ously tier
13、2)and a quarter can only afford under 1,000 in sponsorship costs,”says McKenzie.It is unclear how new prime minis-ter Liz Truss will respond to these issues.The government has not responded to a request for comment.Yet experts say there are measures which businesses can themselves implement to impro
14、ve the situation.The REC says firms should start to diversify their recruitment and do more to encourage applicants from underrepresented groups such as the disabled or those from minority ethnic backgrounds.Recruitment firm Reed Employ-ment says employers should rethink the benefits and perks they
15、offer workers at a time of rising inflation.Securing a salary increase is the toppriority for 65%of workers that have recently applied or have con-sidered applying for a new job,ac-cording to its data.Chairman James Reed says:“Run-away inflation will also be challeng-ing for the majority of employer
16、s to keep up with.As such,its likely we will see workers and employers alike prioritise additional benefits and supports beyond the purely finan-cial.For instance,enhanced flexible working options and a positive and supportive work environment.”Carberry says firms need to use some“good old-fashioned
17、 employ-ee relations”to avoid pay negotia-tions turning into disputes.He believes that firms that want to re-cruit absolutely can if they have the right strategy.“They need to see what employees want,redesign their offers and work with a recruit-er who understands their busi-ness.”He gives the examp
18、le of two neighbouring warehouses on an in-dustrial estate just off the M1 mo-torway near Rugby.One pays less than the other but has a canteen and better managers.Its turnover is consequently much lower.Businesses should also invest more in technology and processes that boost productivity,he says,so
19、 they can afford to pay wages that keep up with the rising cost of living.That means embracing trends such as automation and robotics.McKenzie says its too soon to pre-dict how the changing economic picture will affect recruitment,giv-en the multitude of factors.She be-lieves,though,that a recession
20、 maydiscourage people from chang-ing jobs and prompt some to re-en-ter the workforce.But Reed says a recession is unlike-ly to lead to high unemployment,noting that the company saw a 9%month-on-month growth in vacan-cies between July and August.“This highlights the current sta-bility within the UK j
21、obs market in the short-to mid-term,”he says.“The predicted economic downturn is unlikely in the short term to eradi-cate the skills shortages felt by many industries still struggling to hire.”Talent war:can the UK beatskills shortages?THE GLOBALTALENT ECONOMYA recession may prompt more people to re
22、turn to work but experts fear the labour crisis will continue regardlessDistributed inDaniel ThomasPublished in association withAlthough this publication is funded through advertising and sponsorship,all editorial is without bias and sponsored features are clearly labelled.For an upcoming schedule,p
23、artnership inquiries or feedback,please call+44(0)20 3877 3800 or email Raconteur is a leading publisher of special-interest content and research.Its publications and articles cover a wide range of topics,including business,finance,sustainability,healthcare,lifestyle and technology.Raconteur special
24、 reports are published exclusively in The Times and The Sunday Times as well as online at The information contained in this publication has been obtained from sources the Proprietors believe to be correct.However,no legal liability can be accepted for any errors.No part of this publication may be re
25、produced without the prior consent of the Publisher.Raconteur MediaOlivier Douliery via GettyS K I L L SFrancesca CassidyRaconteurs deputy editor,specialising in lifestyle and business topics,she contributes to business and consumer-publications.Jonathan EvansJournalist specialising in HR,SMEs and C
26、-suite leadership,with work published in The Independent and Metro.Cath EverettAn experienced journalist of 30 years,specialising in workplace,people and leadership issues,which includes what it means to be an ethical business.Sam ForsdickRaconteurs staff writer,with particular interest in technolog
27、y and the future of work.He has written for I-CIO,NS Business,Press Gazette and New Statesman.Jack GeorgeA writer and semiotician,interested in the ethics and aesthetics of tech,cultural change and sustainability,with articles in the New Statesman and The Day.Christine HortonLong-term contributor to
28、 specialist IT titles,who writes about technologys impact on business.She is also tech editor at B2B agency.alan.Tom RitchieBusiness journalist,specialising in human resources,leadership and the future of work.Daniel ThomasWriter and editor,with work in The Telegraph,Newsweek,Fund Strategy,and Educa
29、tionInvestor.ContributorsWraconteurraconteur.storiesraconteur-media/global-talent-economy-Deputy editorFrancesca CassidyEditorSarah VizardSub-editorChristina RyderChief sub-editorNeil ColeCommercial content editorsLaura BithellBrittany GolobReports editorIan DeeringDeputy reports editorJames SuttonD
30、esign/production assistant Louis NassDesignHarry Lewis-Irlam Celina LuceyColm McDermottSean Wyatt-LivesleyDesign directorTim WhitlockIllustrationKellie JerrardCampaign managerRhona ReedHead of productionJustyna OConnellHELP WANTEDNumber of job vacancies in the UK ONS,20221,4001,0006001,2008004002002
31、002048202208Associate commercial editorPhoebe BorwellR A C O N T E U R.N E TT H E G L O B A L TA L E N T EC O N O M Y0504Companies face Roe v Wade legal jeopardyn the days following the Su-preme Courts ruling on Roe v Wade,which over-turned the constitutional right to abortion in the US,a
32、 number of cor-porations rushed to promise sup-port to employees.Disney,Google,Starbucks,Yelp,Airbnb,Netflix,Patagonia and JP Morgan were among the first com-panies to promise financial assis-tance for staff who live in states impacted by the ruling,and who will now have to travel to access re-produ
33、ctive care.Australian graphic design compa-ny Canva,which has offices in San Francisco and Austin,Texas,com-mitted to covering the costs of travel and accommodation for its US staff and a person to support them when seeking abortion care.Texas was one of the states to have a so-called trigger law,wh
34、ich would be effective 30 days after the Su-preme Court reached its decision and would almost entirely outlaw abortion in the state.A spokesperson for the company says:“We are deeply concerned by the Supreme Courts decision to overturn Roe v Wade“Canva is committed to creating an environment where o
35、ur team feels safe and supported in the per-sonal choices they make for them-selves and their families.”The swift response from corporate America is admirable and both demonstrates these businesses commitment to womens rights Monroe says:“Employee privacy remains paramount.Companies,es-pecially thos
36、e offering travel-related reimbursements for employees now required to travel out of state to ob-tain family-planning care,will have to balance the need for employee privacy relative to medical decisions and treatment against internal poli-cies requiring proper documenta-tion for expenses.”Employers
37、 may have to revisit their healthcare provisions or vacation policies,to protect confidentiality.Monroe says companies could con-sider expanding the list of medical treatments eligible for travel expense reimbursement and/or time off,to“avoid the potential exposure of sen-sitive,private medical info
38、rmation”.To address this,companies can consider including all abortion-re-lated care under their existing list of medical treatments that can incur medical-related travel expenses,such as rehabilitation or cancer treatment.This would allow staff to apply for a reimbursement,without having to specify
39、 the reason.For those that cant offer this to staff on their healthcare plans,LaDawn Townsend,founder of CEO advisory firm VOS Group,says:“There needs to be a way for the employee to di-rectly talk to someone senior within HR,who can then communicate with the manager if theres been an action taken o
40、r a service provided,without getting into the details.“Organisations are really going tohave to tighten up on their inter-nal employee communications and human resource standards.”Similarly,employers may consider removing the need to provide a rea-son when seeking leave for medical treatment.Nisar s
41、ays:“A lot of em-ployers are saying they dont need to know the reason for the medical pro-cedure but were yet to see how that works in practice.”As with any new legislation,there will be a period of adaptation for businesses.Townsend says:“Lead-ers need to make sure that they dont put their head in
42、the sand around this issue.The conversations around this are already happening in the workplace,so it makes for an odd work environment if we dont ad-dress the elephant in the room,es-pecially for those that have taken a public stance on their viewpoints.”Although many companies were quick to pledge
43、 their support for em-ployees in the wake of Roe v Wade,we are yet to see how many of the proposed relocation and reimburse-ment policies will work in practice.Nisar claims that many of the re-sponses from the corporate world could be seen as“branding”among companies that are keen to be seen to be“o
44、n the right side of histo-ry”.In his opinion,it will now be down to these companies to develop the proper policies to support women in their organisations and todemonstrate that it is more than “performative allyship”.while providing some reassurance to their employees.Amanda Monroe,senior labor and
45、 employment associate at US law firm Michelman&Robinson LLP,thinks that employers can provide support in myriad ways,including expanding healthcare plans and providing leave.She adds:“Beyond that,we may see employers take on the risk of continuing to offer pre-existing travel and relocation benefits
46、 and/or expanding health benefits to in-clude travel and lodging benefits for those seeking abortions.”But employers should be wary of the potential legal consequences of helping.Monroe says that many will“need to consider the extent to which specific state laws restricting abortion may impact leave
47、 accom-modations,healthcare plans and employment practices”.Facebook parent company Meta was one of the companies to promise to reimburse out-of-state travel for those seeking an abortion.But it clarified in a statement to the New York Times that any sup-port would only be to“the extent permitted by
48、 law”.The spokesperson added:“We are in the pro-cess of assessing how best to do so given the legal complexities involved.”In some Republican states,aiding access to reproductive care has also been made illegal.In Texas and Oklahoma,for in-stance,anyone that is seen to be helping those get an aborti
49、on after the sixth week of pregnancy could be subject to a civil lawsuit.Bloomberg Law states that such bounty measures“most clearly target employers”Natalie Behring via GettyTRACKING THE STATES WHERE ABORTION IS NOW BANNEDThe legal status of abortion across the US Leaders need to make sure that the
50、y dont put their head in the sand around this issue.It makes for an odd work environment if we dont address the elephant in the roomSam ForsdickThe New York Times,2022H E A LT H C A R EIFull banBan after six weeksBan after 15,18 or 20 weeksBan comingBan blockedLegal but limitedLegaland allows citize
51、ns to sue anyone seen to be aiding and abetting an abortion.This could include paying for or reimbursing the costs of an abortion via insurance.Mahir Nisar,principal at employ-ment litigation firm Nisar Law Group,considers it one of the big-gest potential legal issues surround-ing the changes to abo
52、rtion rights that employers will have to consider.Adding to these legal complexities is the potential for employees to challenge companies that dont ex-tend their abortion policies to all.Nisar adds:“If employers do not apply their policy evenly,with re-spect to reimbursing employees seeking an abor
53、tion,they may be engaging in discrimination against that individual and not treating them fairly.”For businesses with a presence in multiple states,offering support to staff working in states with aiding and abetting laws in place will leave them at risk of being sued.But equally,if their policies o
54、nly apply to staff in certain states,they could be challenged on the grounds of dis-crimination.“This makes it some-what difficult for companies to navigate,”Nisar says.The other key consideration for companies adopting these types of policies will be privacy.MTNDIAMIINOHGAFLNCNJDEMDCTRIMANHVTWVSCWY
55、UTAZNMAKHICAORWAIDSDWIALMSTNKYMNTXLAARILPANYMEVAMOOKKSNECDNVCommercial featureThe great resignation,technological advances and skills gaps are creating an extremely competitive talent market.What can organisations do to become an employer of choice?While the importance of sala-ries will never go out
56、 of fashion,employees are increasingly looking beyond just compensation when it comes to an employer.There are so many things that have happened in the past few years that have changed how people view work.For example,the impact of Covid has shown that employees have needs and desires that companies
57、 may not have known about before,such as support for mental health and wellbeing.The pandemic has offered a lot of new conditions for people to work under-such as remote or hybrid working-but it also increases the pressure on employers.Its important to remember that all ages want fl exibility at wor
58、k,not just young people.One size no longer fi ts all-you need to think of the wider population and be fl exible on what you offer different people.This can open up your candidate base to new types of people and new competition.Consequently,its vital that you consider your can-didate experience when
59、recruiting.What does a great candidate experience look like?It has to be a mix.Technology is really having an impact,so there are so many tools available that can help make the application process as frictionless as possible.Candidates expect a process that is automated,without the need for manual u
60、ploading or entering lots of text.The process needs to be smooth and mobile friendly.At the same time,you need to retain the human element of the application.Candidates dont want to feel like a number in a process that might randomly get picked for an interview.So,in the tools you choose to use,ther
61、e should be room for personalisation.Think about where in each step of the application process you can build in personalisation.This might be adding individual names into the process or thinking about where candidates can have contact with a recruiter.With Teamtailor,if a candidate sees a position t
62、hey like,theyll also see a portrait image of the recruiter with contact details and option to get in touch.It helps to personalise the process and the recruiting organisation.Its about fi nding that combina-tion between a candidate experi-ence that makes people feel indi-vidually valued,but also ens
63、uring that the technology you use allows you to manage multiple applica-tions at pace and gives you the data you need to analyse your recruitment process.How important is employerbranding to candidateexperience?As a company,you cant just have one brand for everyone.It depends on the role youre hirin
64、g for,the state of the market and the candidate profi le you desire.If youre a value-driven organisa-tion,then you need new team mem-bers to be motivated by working in a value-driven company.It has become fashionable to talk about diversity and inclusion,but what does it actually mean in your com-pa
65、ny?If your employer brand talks about being inclusive when it comes to,for example,different nationali-ties,but you dont have the tools to support applications from different nationalities,or offer support for visa applications,then youre not setting yourself up for success.Every company should have
66、 a mis-sion,but you need to really under-stand why your values are important and connect them to your recruit-ment process.If your recruiters dont understand,relate to or apply your values,then candidates wont either.It makes the whole endeav-our pointless.How is HR technology changing recruitment?T
67、echnology is having a huge effect on talent acquisition,not least in that it gives you much more opportunity to handle larger volumes of applicants.It is increasing diversity Solving talent shortages through great candidate experienceQ&AEmployers are facing fi erce competition for talent,with high d
68、emand for skills and low availability of candidates driving wage infl ation across many industries.The solution?Developing a personalised candidate experience and using data to make informed interventions argues Lisa Skinner Kllstrm,chief HR offi cer at applicant tracking system Teamtailorand removi
69、ng bias(Im currently hiring for a recruiter and Im anonymising all applications)as well as opening up roles to a bigger market.HR technology means using data and statistics to analyse your recruitment processes.You learn from the data.For example,if you have a certain number of can-didates applying
70、for a job,you shouldnt just focus on the gold and silver candidates-you should try to learn from the entire pipeline.Who is applying?What source are you getting your applicants from?How are they fi nding you?Working with data has helped me a lot.It teaches you where you need to make investments,how
71、to better understand your applicants and how to intervene.It also means that HR has become more strategic and more infl uential in the C-suite.What advice would you give to leaders in the current talent market?Use data to improve your can-didate experience.Ten years ago,talent acquisition was a buye
72、rs market.Organisations were stricter about candidates fi tting job roles and were more likely to reject appli-cants to wait for a closer fi t.Now,the market has changed.Companies need to look at candi-dates in a different way.How can we fi t candidates with adjacent skills or experience?They might
73、not fi t the role they applied for,but can we attract them to another role?How do we engage applicants with our brand and use that talent pool?Second,everyone is looking for talent that can help their business grow and achieve their goals.The market is tough.However,its vital that you stay true to y
74、our brand and company values and try to fi nd a match for them in the market.Be open to looking at different profi les and outside your usual talent pools.Above all,think about your candi-date experience,personalise it and use technology to your advantage.If youd like to hear more from Lisa on candi
75、date experience,join our webinar:Opinium Research,2022of candidates agree that fl exible or hybrid working is important to them70%of people agree that candidate experience is crucial when applying for a job80%of candidates tend to apply for a role using their mobile phone42%As a company,you cant jus
76、t have one brand for everyone.It depends on the role youre hiring for,the state of the market and the candidate profi le you desireYou need to retain the human element of the application.Candidates dont want to feel like a number in a process that might randomly get picked for an interviewAny busine
77、ss looking to help employees who have to travel for an abortion should be aware of the potential legal and privacy concerns to protect themselves and their staffOne of hundreds of protests that have broken out in cities across the US since the Dobbs rulingR A C O N T E U R.N E TT H E G L O B A L TA
78、L E N T EC O N O M Y0706In partnershipach morning at the start of the working day,we face a set of questions.What tasks should I focus on today?How should I manage my time?Do I go above and beyond my managers expectations and put extra effort into my work?Many,it seems,are answering no to the last q
79、uestion,and the employees with this mindset are engaging in quiet quitting.First coined on TikTok,the cen-tral premise of the quiet quitting trend is that work should not be the focus of our lives.Self-identi-fied quiet quitters resist the expec-tation from their employers and fellow employees to pu
80、t extra time impact of the pandemic on the relationship between employees and employers partly explains the rise of the quiet quitting trend.He says:“Organisational culture is the mortar between the bricks of how businesses work and psycho-logical contracts are an important part of it.This is the un
81、written set of expectations between employ-ees and employers and its how people understand the benefits of their job,be it monetary or social.“But during the pandemic,many peoples psychological contracts with work were either completely shattered because their employ-er had to close and their job wa
82、s suddenly gone or the medium staff rather than an outright rejec-tion of the work itself.Maria Kordowicz is an associate professor in organisational behav-iour at the University of Nottingham and director of its centre for inter-professional education and learn-ing.She concurs with this view.She sa
83、ys:“The decrease in work/life delineation during lockdown which many experienced put work-ers in a position where they had to advocate more vociferously for their needs in how they could best fulfil their role in a challenging context.“Quiet quitting is about making an effort to uphold our wellbeing
84、 through the way we work and through rediscovering the relation-ship we have with work,rather than risk burnout by working excessive hours or by having only a work-based identity.”In the immediate aftermath of the pandemic,the desire to seek out more fulfilling work manifested in the great resignati
85、on trend,with 47 million Americans voluntarily leav-ing their jobs in 2021 alone.But,given the cost-of-living crisis and ris-ing energy bills,many workers may opt to temporarily remain secure with their current employers until the incoming financial storm is over.The benefit of this from the employe
86、rs perspective is that there is still an opportunity to re-engage workers before they leave the com-pany.To do this,Kordowicz notes,employers need to recognise how their actions have contributed to the quiet quitting trend.“We have to move away from indi-vidualising the problem by blam-ing the indiv
87、idual worker for disengaging.Instead,we need to seek organisational solutions.These could include appropriate work-loads and non-tokenistic imple-mentations of employee-centred wellbeing policies.”Widespread remote working,though,limits an employers ability to engage workers who have quietly quit.Wh
88、ile before the pandemic office culture enabled employers to quickly build a rapport with their teams,many employees now work in isolation and only interact with their colleagues during the(some-times only occasional)video call scheduled throughout their days.Jill Cotton is career trends expert at Gl
89、assdoor.He believes that employers need to put in extra effort to build a company culture that res-onates with employees regardless of where they are working.“Businesses need to create an equitable experience for all employ-ees.Meaning that,whether they work remotely or in the office full time,emplo
90、yees still feel an active part of the workplace community.“In lieu of watercooler moments,employers need to make time for remote employees to be heard and feel that their contributions are val-ued.Set up regular informal group meetings to help foster personal connections beyond day-to-day work chat
91、and encourage recogni-tion to happen organically.”Cottons point touches on the vital role line managers play in re-engag-ing workers who have quietly quit.While wellbeing policies and higher wages will help employees feel more appreciated,a recent Harvard Busi-ness Review study found the decision of
92、 whether an employee quietly quits often rests on the quality of their relationship with their manager.If an employee felt undervalued or unappreciated,they were more like-ly to disengage from work.Con-versely,the research found if an employee felt like their manager trusted them and cared about the
93、ir wellbeing,then they were less likely to quietly quit.“The relationship you have with your manager is the most prevalent in your day-to-day.Line managers must be trained and thoroughly understand how to manage hybrid working employees,”says Nicki Pritchard,managing partner at Anderson Quigley.She
94、adds:“Many people become managers because theyve simply progressed to a certain level of their career.But thats not to say theyve been supported or trained to be a manager.Others might have years of face-to-face management experi-ence,but they now need to under-stand how to manage remotely.Those ski
95、lls contribute a lot to the companys wider culture,which is now more important than ever.”The aftershocks of the Covid pandemic continue to shake the labour market.Quiet quitting is the latest trend to emerge so how can employers re-engage disengaged workers?Jonathan EvansQuiet quitting appears to b
96、e more of a correction to a working culture that hasnt recognised or remunerated staff rather than an outright rejection of the work itself The need to revitalise worker enthusiasmGallup,2022through which they understood their working lives changed com-pletely.A lot of the social side of work disapp
97、eared and was replaced with online meetings where the focus was often on work or the task at hand.Thats a poor substitute for what employees had,pre-pandemic.”Weinberg adds that employee dis-engagement is one consequence of ripping up our psychological con-tract with work and recent studies support
98、this view.Gallups global workplace report for 2022 revealed that only 9%of workers in the UK were engaged or enthusiastic about their place of work,placed 33 out of 38 European countries.Other factors,though,are at play that may be contributing to employ-ee disengagement and feeding into the quiet q
99、uitting trend.Notably,widespread disengagement is com-ing at a time of once-in-a-generation extreme financial pressures,when salaries are tracking way below infla-tion and many workers are locked out of the housing market due to pro-hibitively high prices regardless of how many additional hours they
100、 do.According to the TUC,British work-ers put in two and a half weeks more work per year than the average Euro-pean.But this additional work isnt translating into higher incomes or a better quality of life,with many mil-lennials and gen-Zers set to be worse off financially than their parents.In this
101、 context,quiet quitting and the conscious disengagement from additional work beyond what is required appears to be more of a correction to a working culture that hasnt recognised or remunerated E N G A G E M E N TEand energy behind their work for the benefit of the business or in the hope of a promo
102、tion.While its impossible to say how many workers have quit quietly this year,it is notable that the trend is gaining traction as productivity in the UK and the US is dipping.In August,the US Department of Labor announced that work pro-ductivity in the years second quarter fell at its steepest pace
103、since records began and a recent Gallup study estimated that at least half of the US workforce have quietly quit to some degree.Dr Ashley Weinberg is an occu-pational psychologist at the Uni-versity of Salford.He believes the 40%30200EngagedActively disengagedEMPLOYEE ENGAGEMEN
104、T TRENDSShare of US employees who are engaged or actively disengaged with their workR A C O N T E U R.N E TT H E G L O B A L TA L E N T EC O N O M Y0908Commercial featurehe worker shortage is pal-pable,knows no geographi-cal bounds and is poised to persist through the end of the year.Outpacing the c
105、ompetition requires speed,agility and a candidate-friendly process that keeps the right talent involved and engaged.The more youre able to tailor an application to your ideal candidate and the easier you can make the processfrom application to onboardingthe more attractive you are to the current poo
106、l of picky job-seekers who,if unsatisfied,can apply to another job in just a few swipes.Technology is the clear frontrunner among must-have assets in the race for talent.However,while technology translates to speed,it is often per-ceived to come at the cost of human interaction.The reluctance surrou
107、nd-ing technology is enough to deter some talent-acquisition(TA)teams from making the leap and,therefore,will be detrimental to their companys growth.But the teams that do adopt a comprehensive and powerful appli-cant-tracking system(ATS)will be able to source,qualify,and extend offers in just a few
108、 days,or even hours.Heres a look at how automation,agility,and an engaging candidate experience can result in securing top talent fast.In the race to scoop up talent,TA teams need to be persistent and pro-active,which isnt always realistic when managing multiple levers of a hiring machine.Enter auto
109、mation,a hiring managers best friend when it comes to keeping prospective hires interested,engaged and keen to continue forward on the applicant journey.Applying automation to certain stepslike text messages,emails and applicant routingare just a few fea-tures offered by Fountain,a leading ATS that
110、has helped organisations Fast and flexible wins:slashing time-to-hire with HR techFountains forward-thinking,high-volume hiring solution allows TA teams to hire the best people,fasteraround the world hire at scale and substantially reduce time-to-hire.Fountain combines multiple stages of the hiring
111、process to streamline recruitment,including screening,interviewing and extending an offer.Upon applying,applicants receive a message instantly that informs them of the next steps.From their phones,applicants also can upload identi-fication,certifications and answer knockout questions,which can help
112、deliver the most qualified candidates directly to recruiters.The flexibility of a solution like Fountain means recruiters can con-figure a customised hiring funnel that can be adjusted to meet their real-time hiring needs with just a few clicks.Hiring managers can activate the aforementioned knockou
113、t questions or specific routing rules to move the right applicants to the front of the line and deliver only qualified and vetted candidates to the final stages.Organisations around the world,like Cera Care and Flink,already have seen major hiring successes by lever-aging Fountain as an all-encompas
114、s-ing,high-volume recruitment tool.“Fountain is not just a recruitment systemits also a really smart work-flow tool,”says Peter Heatherington,a recruitment and workforce plan-ning expert who was tasked with implementing a new ATS at Cera Care,a digital healthcare company based in the UK.With Fountai
115、n,Cera Care built their own workflows and repli-cated them for different roles.This creativity made way for efficiency,attracting workers to a simpler pro-cess that could be completed in as little as three minutes.“Weve had people apply,have their interview,receive their contract and have their firs
116、t shift all in the same day,”says Tonalli Arreola,head of expansion and rider operations at Flink,a Germany-based grocery deliv-ery company.By taking advantage of Fountains automation capabilities and easy candidate communication,Flink saw their median time-to-hire drop while applicant conversion ra
117、tes increased substantially.Job seekers are inundated with opportunities.To capture the inter-est of the best applicants,recruit-ers need to make their hiring process fast,flexible and capable of manag-ing a large volume of candidates.In todays digital world,recruiters can either adapt and lean into
118、 the power of technology to find,qualify and hire workers,or risk falling behind in the race for the worlds top talent.For more information please TWeve had people apply,have their interview,receive their contract and have their first shift all in the same daymployers and employees across Europe are
119、 struggling with a cost-of-living crisis,in part spurred by high energy prices,which is driving society to breaking point.The outlook in the UK is espe-cially bleak,with inflation on the year approaching 18%and recession threatening to dramatically reduce standards of living.The new govern-ment unde
120、r Liz Truss is already threatened with a no-confidence vote as sterling has plummeted to a record-low against the dollar.These chal-lenges will further complicate recruiting in the coming weeks and months,and managing costs is going to be mission critical for families and businesses alike.Acute labo
121、ur shortages will ensue,and the current economic environ-ment and realities in the labour market are combining to affect recruitment strategies globally.For the first time,there are more older workers happily retiring than younger ones entering the labour market.Increased automation and evolution in
122、 artificial intelligence has created growing concerns around the jobs that are being replaced,and is also creating near-term skill gaps.Similar to the period during the middle of the pandemic,we are seeing people move out of industries and into disciplines where they perceive more secure or lucrativ
123、e job prospects and its becoming difficult to fill the roles theyre leaving.This is a perfect storm in the talent environment.But what are the solutions?Graduate students also want job security and great pay,but will they have the skills to get hired in the com-ing months?Currently there are huge ho
124、les in the employment market.Sourcing and onboarding have taken on new meaning as the skills gaps have grown wider and brain drain has created significant challenges for industries like education,healthcare,hospitality and travel.Immigration is the new baby boom for many countries across Europe.Germ
125、any,for example,needs 5 mil-lion more immigrants of working age.If Western Europe wants to keep its social benefits,the countries of the EU are going to need more workers.Europe has an older population on average than anywhere else and theyre not making babies.The rich are getting richer,the poor ar
126、e getting poorer.The ageing popula-tion is ballooning and fertility rates are in rapid decline.Indeed,fertility rates in Europe will hit zero in the next 10 years.The only way Europe can combat elderly poverty and expense its social benefit systems is by ena-bling and encouraging immigration.The pan
127、demic has made the case for new recruitment trends and business models reshoring,near-shoring and employer of record.Reshoring in the US for example has seen the reclamation of jobs from places like China,and the use of machines that are doing the jobs better,faster and cheaper,fuelling capitalist m
128、odels further.Most US manufacturers are now re-evaluat-ing their production and sourcing locations and are taking a closer look at the benefits of reshoring.Nearshoring a new$80bn sub-in-dustry in HR is also catching on among US employers.This trend has engaged US companies with economies in Latin A
129、merica,where countries like Costa Rica,Panama and Guatemala are all servicing new growth areas.Finally,the fast-growing sector of employer of record where firms like Globalization Partners,Oyster,Deel and Remote stand out allows employers to hire from anywhere without the need for physical offices i
130、n that country.Employer-of-record pro-viders take care of all the compliance aspects of employment,including payroll,taxation,health insurance,portable benefits and much more.These trends are giving HR teams greater flexibility and are signifi-cantly expanding the pool of labour available to modern
131、businesses.This is a perfect storm in the talent environment.What are the solutions?EI N S I G H TMarc ColemanFounder&CEOUNLEASHSome companies set a minimum global baseline linked to cost of living and industry standard rates of pay,and a new trend has seen some global businesses set geographical pa
132、y differentials to establish compensation rangesIn a work-from-anywhere world,how can employers ensure that the compensation packages theyre offering will attract the skilled candidates they need,no matter where theyre based?one of the key reasons for the rising popularity of Manchester,which is bec
133、oming more economically important to the country.Sectors such as technology are burgeoning in the city.Indeed,the tech industry is forecast to add more than 2.7bn to the local economy by 2025.Yet that doesnt necessarily give Manchester the edge when it comes to recruitment,as salaries here still don
134、t compare to those on offer in the capital.To compete in the expanded re-cruitment market,employers in cit-ies such as Manchester,Leeds and Newcastle would be well advised to introduce a range of benefits that will help to attract and retain the talent they need,according to Barrington-Hibbert.“Rene
135、wed investment in strategic workforce planning such as hybrid working models needs to be embed-ded in company culture if firms wish to stay ahead of those in other cities,”he says.“Coupled with this,a renewed focus on structured career progres-sion and employment value proposi-tion is necessary to r
136、etain talent.If an employee feels undervalued,they have the option to seek higher salaries and fulfilment elsewhere.”The key challenge for employers,then,is to ensure that their reward packages are attractive to remote workers no matter where theyre based.One way of doing this is to compensate worke
137、rs fairly and be seen to be doing so.Adrian Adair,COO at Morson Group,a multinational recruiter based in Manchester,argues that sal-ary benchmarking by sector is cru-cial to ensuring that employers are both competitive and transparent.“Some companies set a minimum global baseline linked to cost of l
138、iv-ing and industry-standard pay rates,and a new trend has seen some global businesses set geographical pay differentials to establish com-pensation ranges,”he says.“In this way,employers can demon-strate that theyre competitive,while undertaking regular reviews to ensure that theyre staying in line
139、 with market trends.”But the challenges of attracting and retaining talent go beyond ex-pectations about pay and benefits,Adair adds.Recruiters will have to take other factors into consideration.“Employee value propositions and the employer brand are also more critical than ever,”he says.“Less so-ci
140、al interaction in the workplace means that shared values and a common purpose are central to con-necting people across the remote workspace.Companies are being challenged to demonstrate their vi-sion and values,inspiring,motivat-ing and engaging candidates to build employer brand value.”Yet,despite
141、all the talk of remote working enabling British recruiters to look overseas for talent,Adair re-ports that we havent quite reached that point.“In reality”,he says,“time-zone constraints and the desire from both employers and employees for some in-person working even if its only one day a month means
142、 that we arent seeing a step change to inter-national recruitment as yet.”all active jobseekers are open to such roles,compared with 18%at the start of the year.But this presents its own chal-lenges.Abakar Saidov is CEO at Beamery,which handles recruit-ment for the likes of Accenture,Amazon,Uber and
143、 UBS.He reports that,as much as companies would like to provide work-from-any-where policies,they are restricted by the complexities of compliance with multiple employment laws and tax regulations.“Companies may see increases in productivity he rise of remote working has enabled companies to cast th
144、eir recruitment nets wider than ever.It means that someone can conceivably hold down a Silicon Valley job,yet live in Salt Lake City or even St Albans.New research into tech salaries by online job marketplace Hired indi-cates that employers are hiring across a growing number of territo-ries and time
145、 zones.At the same time,there is an increasing prefer-ence among candidates for remote-only jobs.Nearly two-thirds(32%)of NASA via UnsplashChristine Hortongyms,doctors and catering were often used as incentives.Such perks inevitably lose their appeal when companies have distributed work-forces.There
146、 must be a stronger focus on benefits that arent loca-tion-specific yet can still draw inter-est.These could include more focused professional development opportunities,membership of cow-orking spaces or generous holiday allowances,for instance.”The shift to a distributed work-force is also having a
147、n important economic impact.It used to be that London would attract the most tal-ented people because it tended to be where the best-rewarded jobs were on offer.The rise of remote working since Covids arrival has meant that candidates can afford to shop around for the best jobs without having to mov
148、e to London to fast-track their careers.This is Geography lessons:how to attract remote workersbrought about by flexible working,but it is also critical to assess poten-tial difficulties that may arise through maintaining the right infrastructure and having an over-sight of the workforce to identify
149、 individuals needs for support,”Saidov stresses.There is also the hot topic of salary expectations in relation to the cost of living.Facebook announced in 2020 that,while it would allow re-mote working,each employees compensation would be adjustedac-cording to their location.Under-standably,its deci
150、sion sparked much debate in the business world.A key attraction of remote working is receiving the type of pay tradi-tionally associated with a big-city job,yet enjoying lower living costs,says Michael Barrington-Hibbert,CEO of executive search firm Bar-rington Hibbert Associates.Compa-nies are ther
151、efore having to re-evaluate their compensation plans for distributed workforces.“Organisations are also having to rethink their culture,”he says.“Tra-ditionally,on-site benefits including C O M P E N S AT I O NTBullhorn,2022Payscale,2021Carta,202284%of companies now take location into account when f
152、iguring compensation packages73%of organisations express concern that remote work will disrupt the competitive landscape for talent24%of recruitment professionals cite sourcing as the top recruitment-life cycle challenge in a modern work environmentMarc Coleman,founder and CEO of UNLEASH,discusses H
153、R strategies to consider in the worldwide war for talentR A C O N T E U R.N E TT H E G L O B A L TA L E N T EC O N O M Y1110Commercial featureWe know that purpose should be more than words something that your people and customers can feel and touch.This is the tricky part making it tangible SG has c
154、ome to the fore in recent years,giving rise to a new expectation of busi-ness.It is no longer enough for an organisation to be financially sustain-able;it must also act purposefully and responsibly for the benefit of its cus-tomers,employees,its local commu-nities and the environment.To understand h
155、ow a companys vision and purpose can be embed-ded in a meaningful way that delivers genuine value,we look to companies that have been purpose-led from the beginning.One example is Bupa,the 75-year-old healthcare company with no shareholders.“As a company limited by guarantee since we were establishe
156、d in 1947,with no stakeholders,purpose has always been our North Star,”says Carlos Jaureguizar,CEO of Bupa Global&UK.“Its how we ensure we are moving in the right direction.Bupa is an inter-national company with people around the world,and every colleague knows and understands our purpose help-ing p
157、eople live longer,healthier,hap-pier lives and making a better world.Its the glue that binds us.“We know that purpose should be more than words something that your people and customers can feel and touch.This is the tricky part making it tangible.Partnerships,such as ours with ParalympicsGB,help to
158、illustrate our purpose and bring it to life in the business.Partnerships are an impact-ful way to drive and communicate purpose.Bupa recently became the Official Healthcare Partner of ParalympicsGB,a three-year part-nership through which it will pro-vide athletes with medical exper-tise and support
159、to reach their peak performance in the lead up to the Paris 2024 Paralympic Games.The partnership,which includes health assessments that offer a full over-view of health and wellbeing,will help Bupa work towards evolving its prod-ucts,services and customer touch-points,supporting the diverse needs o
160、f customers.“It was important to find a part-nership that underlined our purpose and allows us to offer our trusted clinical expertise to an organisa-tion that is challenging perceptions around disability in sport,”says Jaureguizar.“By working closely with ParalympicsGB,we also want to chal-lenge pe
161、rceptions around disability in business and affirm our own com-mitment to diversity.Were already number three in the Inclusive Top 50 UK Employers,though we know that theres always more to do.“All partnerships should add value.For us,partnering with ParalympicsGB advances our diversity and inclusion
162、 agenda and further enables us to be a customer-centric organisation.To fully understand our customers,we need our teams to be as diverse as the customers we serve,so that societys breadth of backgrounds,cultures and views are represented.We also need to listen to and understand each cus-tomer.The P
163、aralympicsGB partnership makes us consider more widely how we provide products and services that fit our customers needs.It also firms up our commitment to our people that we are inclusive,and everyone is welcome.”Another important element of suc-cessfully embedding purpose is top-down buy-in,Bupa h
164、as found.It is crucial that the executive leader-ship team are aligned on the benefit a strong purpose can offer,and then invest in embedding it across the busi-ness.Partnerships such as Bupas with ParalympicsGB can act as a channel through which purpose is reaffirmed.It is also essential to ensure
165、that in a companys structures and pro-cesses,from recruitment and cus-tomer engagement,to diversity and inclusion,purpose is present.Part of this is empowering leaders and teams to make business decisions through the lens of purpose.Its not always easy,particularly balancing purpose with financial p
166、erformance,but its important to uphold this standard.Natalie Jones,customer service representative at Bupa as well as a double Paralympic gold medalist in swimming,has already seen a tangible impact from Bupas partnership with ParalympicsGB since its launch in July.Bupa has long sought to encour-age
167、 an inclusive culture,starting with its Be You At Bupa initiative,a net-work which provides a representative voice and peer-to-peer support for colleagues whilst continuously driv-ing employee-led inclusion.“When I found out about the partner-ship,I was overwhelmed because I know how hard it has bee
168、n for ParalympicsGB to even be established as an organi-sation and a group of athletes,”says Jones.“But since London 2012 its just been incredible.In the last ten years we have increasingly felt like were on a par with the Olympians which is how it should be,were all athletes.I value a culture where
169、 people feel they can ask me about my disability.This partnership is already achieving more openness as well as fostering a sense of belonging for me and other disabled colleagues.”Its not just customers that benefit from a purpose-driven company.In a competitive employment market,pur-pose can give
170、employers the edge.“As an employee,I really do feel I have a clear understanding of Bupas purpose and it resonates with me,”continues Jones.“Its one of the reasons why I joined Bupa.Its a versatile and inclu-sive company.As a disabled person,its a great place to work.I enjoy going to work because it
171、s friendly,inclusive and working in a purpose-led organisa-tion brings out the best in me.”To find out more about the part-nership between Bupa and ParalympicsGB,visit bupa.co.uk/paralympicsPurposeful partnerships give companies the edge in the new world Organisations must now align an authentic sen
172、se of purpose with the more traditional goals of business.Bupa,a company that has been purpose-led for 75 years,is leading the way with its partnership with ParalympicsGB L-R:Bupa Group CEO Iaki Ereo,Aaron Phipps,Natalie Jones,Carlos JaureguizarEThe boss of John Lewis has called on the government to
173、 find ways to encourage lost workers aged over 50 to return to the labour market to help the UK economy,but business must also play its part in enticing them back With the cost-of-living crisis weigh-ing heavily on peoples minds,many retirees could be persuaded back into employment to pick up additi
174、onal income.But it is not the only perk the over-50s look for from an employer.A survey by recruitment company Robert Walters shows that flexible hours,cited by 55%,training oppor-tunities(34%)and bonus schemes(30%)are the most popular perks among this demographic.Tomlinson says that while some form
175、er retirees are just seeking an extra bit of money,“they need pur-pose and to feel valued as much as anyone.A lot of people struggle with sociable loss when they retire;they like to still feel part of something”.Ageism is also an issue preventing older generations from returning to work.The Confeder
176、ation of British Industry found that only 24%of HR leaders between the ages of 25 and 30 say they felt motivated to recruit workers in the 55 to 75 age bracket.David Bernard,founder and CEO of behavioural assessment firm Assess-First says:“The implications of ageist hiring practices are multi-facete
177、d,but their effects have been felt by job-seekers within older age groups.Biased hiring practices are exacer-bating the labour shortage,causing businesses to miss out on a huge por-tion of talented workers capable of really making a difference.”He advises companies that are looking to be more inclus
178、ive to evalu-ate the efficacy of their recruitment practices and to focus on an individ-uals skills and qualities when hiring,rather than any other factors which are irrelevant to the job.He adds:“If an organisation has built teams predominantly compris-ing younger individuals,they should consider a
179、sking themselves whether they have consciously or subcon-sciously avoided hiring those with-in older age groups and why.”Although the recently retired may appear to plug a hole during current recruitment challenges,it is clear companies have work to do to tempt them back.And these changes need to be
180、 for the long term,kickstarting a change in the way business sees the value of older workers.Earlier this week,John Lewis CEO Dame Sharon White linked the exo-dus of over-50s from the workforce to rising inflation,claiming that the competition for talent to replace them had pushed up wages.Speaking
181、on the BBCs Today pro-gramme,she added:“Theres not a business in the UK thats not finding it very difficult to recruit at the moment because there are so many more jobs and far fewer people look-ing for work.Its a big issue.”As a result,White called on the gov-ernment to“really think much more about
182、 how to encourage more people back into work”.Figures from the ONS also reveal that two-fifths(39%)of those aged over 50 who left the workforce during the pandemic would consider return-ing to paid work in the future.With the UK labour market remaining extremely tight the number of unemployed people
183、 per vacancy is at a record low of 1.0 there is a need to expand the workforce.Enticing back those who have left is seen as a way to bridge the gap.Yvonne Smyth,group head of equi-ty,diversity and inclusion at recruit-ment firm Hays,says:“Organisations are definitely more aware of older conomic inac
184、tivity in the over-50s took an upturn during the pandemic,reversing the downward trend of the previous 10 years.According to the Office for National Statistics(ONS),the number of peo-ple aged 50 to 70 years who moved from economic activity to inactivity between the second and third quar-ters of 2021
185、 was 87,000 higher than in the same period in 2019.That is con-tributing to the more than 1 million drop in the size of the workforce and why unemployment is at a low of below 4%while job vacancies are at near record levels.Some 75%of the older workers who left employment did so of their own accord,
186、citing reasons such as feel-ing undervalued,early retirement or just not wanting to work anymore.But there is a need for their return.10,000 Hours via GettySam Forsdickworkers being an untapped and potentially overlooked talent pool.”She advises,though,that many busi-nesses will need to adapt their
187、work-place policies in order to entice the over-50s,in particular,back.“Its very unlikely that you will be able to tempt someone who has retired back to work five days a week in an office,for example,”she says.“Employers need to be offering and advertising flexibility at the point of hire and this i
188、ncludes part-time working.”Travel and insurance firm Saga has had particular success in this area and managed to avoid the exodus of older talent from its workforce that many other businesses witnessed during the pandemic.Its chief people officer Jane Storm attributes this to the organisations focus
189、 on being a“champion of age in the workplace”.To demonstrate this,Saga has held listening groups,introduced age training,and improved flexibility.It has also intro-duced new policies catered specifi-cally to this group,including its grandparents leave policy,which gives staff one week of paid leave
190、when a grandchild is born.Storm says:“The UK is facing one of the biggest headwinds in our history,with low unemployment and a short-age of workers.Attracting and retain-ing this workforce is critical.There is an opportunity for all organisations to step forward and educate their col-leagues on gene
191、rational differences and extend their diversity and inclu-sion strategies to focus on age,espe-cially where it intersects with other protected characteristics.”Victoria Tomlinson is chief execu-tive of Next-Up,an organisation that helps employees pre-retirement.She believes the over-50s are generall
192、y overlooked by businesses and agrees that offering flexibility is key.“Employers have to take up the onus.Everyone is so focused on mil-lennials that theyve taken their eye off the ball with whats happening with the older generation,”she says.“What they need to do is make work flexible,to give peop
193、le purpose and to invest in their skills in exactly the same way businesses do when people start their careers.”Championing age:how business can win back older workersThere is an opportunity for all organisations to step forward and extend their diversity and inclusion strategies to focus on ageR E
194、T I R E E SECOVID HAS MOTIVATED OLDER WORKERS TO LEAVE THE WORKFORCEEconomic inactivity rate for people aged 50 to 64 in the UKONS,20221992 9440%35258962000 02082182022R A C O N T E U R.N E TT H E G L O B A L TA L E N T EC O N O M Y131280%20%60%PEOPLE ANALYTICSBusinesses around
195、 the world are prioritising the adoption of tech and data-driven policies and operations.Although certain functions of the business have made tremendous progress toward digitisation and measurable metrics,there is still room for development.As for hiring and recruitment teams,only 50%of team leads f
196、eel that members of their team are data literate.In a world of remote work and online interviews,people analytics may help ensure quality hiresTHE IMPORTANCE OF CANDIDATE ANALYTICSShare of organisations that consider people analytics to be importantDATA SOURCESCandidate data used to make hiring deci
197、sionsREPORTING AND ANALYTICS CAPABILITYHow successful has your organisation been in the following areas?DATA-DRIVEN DECISION-MAKINGCandidate data used to make hiring decisionsCHALLENGES WITH HIRING DATATop frustrations with hiring data17.3%29.1%34.6%49%33%72%55%41%54%52%62%46%34%32%45%32%56%52%31%28
198、%12.6%6.3%Strong yesStrong yesYesYes0%40%100%80%705030106040200Not reallyNot reallyLack of integrationIssues with quality dataLack of insights into candidatesHiring teams that consider their decision-making to be highly data drivenHiring teams basing some of their decisions on dataNot successful2019
199、2020Very successfulModerately successful2022Resume dataAssessment dataInterview dataSocial profile dataBackground check dataPoor user experienceNoNoStrong noStrong noBullhorn,2022Sympa,2022Aptitude Research,2022Sympa,2022Aptitude Research,2022Aptitude Research,2022Sympa,2022ISG,202135%of employers s
200、ay using data more effectively is a top priority for talent acquisition50%of HR leaders say their team is data literate29%of hiring and recruitment teams list digital transformation as a top priority in 202258%18%Fostering a data-driven culture in HRUsing predictive analytics based on HR data to dri
201、ve policies and actionsEstablishing enterprise-wide HR metricsProviding HR professionals with direct access to the data and information then need40%27%34%45%28%28%27%43%28%6.3%2.2%21.4%14.3%23.3%9.3%36.5%21.4%29.5%35.7%18%53%28%R A C O N T E U R.N E TT H E G L O B A L TA L E N T EC O N O M Y1514n th
202、e UK alone,14.6 million people are disabled,includ-ing 21%of working-age adults,according to the figures from the government.Yet when it comes to disability inclusion in the work-place,there is still a long way to go,according to a Raconteur panel of experts speaking in honour of Disa-bility Pride m
203、onth.“We are the largest minority group,”says Mark Esho,founder of social enterprise The Circle Foundation.“But,to a certain extent,weve got the least power.”Part of this,he says,is down to the attitude of many leaders when it comes to bringing disabled people into their organisations.A study conduc
204、ted by recruitment company PageGroup in December 2021 found that almost a quarter(22%)of business leaders say they are unlikely to hire candidates with known disabilities.It should come as little surprise,then,that barely half of disabled peo-ple are in work.PageGroups research uncovered a several r
205、easons why businesses are failing to hire disabled people.These include not having the right support in place,the costs of modifying tech and equipment,and the fear of litiga-tion if employment is unsuccessful.“Businesses are scared of doing the wrong thing,”says Ollie Thorn,senior manager of DE&I c
206、lient solutions at Michael Page,a branch of PageGroup.“Disability affects people in so many different ways and,because of that,the reasonable adjustments people need can be so varied.That creates an element of fear.”The upshot of this,he explains,is that the issue of disability inclusion slips down
207、hiring managers priori-ties.“As soon as theres something on someones to-do list that theyre a little bit scared of doing,inevitably that gets ratcheted down.”Another major barrier comes as a result of the way that many employ-ers think of equity,diversity and inclusion,says Esho.“A lot of employers
208、pay lip service to inclusion.They have all these EDI policies but they only cover certain groups,and often not disabled peo-ple.They think theyre filling their quota by hiring all the other minori-ties,”he comments.But giving into fear and uncertain-ty,or taking a lazy box-checking approach to diver
209、sity,will harm busi-nesses in the long run,particularly as the great resignation continues.“Businesses are really struggling to hire people at the moment,”says Thorn.“Yet there are so many people with disabilities looking for work.The businesses that can be innovative and move in this space have a s
210、erious competitive advantage,because they are going to be able to tap into this incredible talent pool.”Taking the first step to improve recruitment processes does not need to be costly.Working to improve the resources a business already has is agood start.PageGroup,for exam-ple,has just relaunched
211、its UK web-site to make it more accessible to those with disabilities.“The majority of businesses dont have accessible tools within the recruitment process,which stops people from even finding the job ads,”says Thorn.The Circle Foundation has worked to make its interviewing process by making it more
212、 flexible and individu-alised.This can mean something as simple as pausing the formal inter-view to have a cup of tea and a chat when a candidate arrives looking vis-ibly nervous,giving them time to ac-climatise.The organisation has also allowed remote working since 2012.“The reason we introduced re
213、mote working is simply because we wanted to get more disabled people into our company,”says Esho.“If theres a will,theres a way.”This will is,perhaps,the most important first step on the road to disability inclusion,says Burcu Borysik,head of policy and cam-paigns at Crohns&Colitis UK.“If there is a
214、 commitment made in the recruitment process that anyone with a disability,visible or invisible,will be supported through their employment,that recognition has been shown to have a positive impact on peoples willingness to apply for those roles.”Recruitment is only one piece of the puzzle when it com
215、es to disability inclusion,however,and it is just as important to tear down barriers and stigma in the workplace.Beyond bringing disabled talent into an organisation,leaders and managers must consider how to support work-ers who may acquire a disability.“Some 80%of disability is acquired between the
216、 ages of 18 and 64,which is workforce age,”explains Caroline Casey,founder of global business col-lective The Valuable 500.“So what do you do?Do you keep that employee?Invest in that employee?Support that employee?”Thorn points out that disability is the only minority group that“anyone can be a part
217、 of tomorrow”.He speaks from experience having sustained an injury that led to a physical disability during his career in the military.Borysik also acquired her disability while working.When she first experi-enced the sudden onset of her condi-tion,her work life didnt change to accommodate the shift
218、s in her per-sonal life.“I had to go to the loo every 15 minutes and I lost about two stone.At the time I was being asked to trav-el between cities and I simply couldnt do that unless I went against medical advice.”She was,she explains,ambitious and didnt want to miss out on important meetings or be
219、 passed over for promotion.A simple adjust-ment,such as allowing her to join meetings virtually,would have cost the business nothing and could well have brought benefits for people beyond Borysik herself.“Were all going to have a disability.Im going to acquire more as I get older,”says Casey,who has
220、 ocular albinism.“This isnt about them and they,this is about future-proofing our world for us through an inclusive business system.”Creating a culture of diversity and inclusion is more than simply a“good”thing to do,from an ethical standpoint,“it makes good business sense,”says Borysik.Crohns&Coli
221、-tis UK has recently launched Are You IN?,a campaign to encourage com-panies to sign pledges showing their commitment to making the work-place more inclusive.“Working with organisations on the campaign,we hear that making the accommodations and taking the steps to create a culture of inclusion can i
222、mprove the productivity of the workforce,reduce staff turnover,drive better employee wellbeing and boost innovation,”says Borysik.Working with people who have experience of disabilities can open up a range of opportunities for busi-nesses.As Casey points out,the disa-bility community represents 54%o
223、f the worlds population and is worth an estimated 13tn.Casey says:“You get the talent into your business because that talent,with lived experience of disability,brings insight and innovation and knows how to speak to that market.”If the pandemic has taught us any-thing,it is that we all need accommo
224、-dations to some degree.Embracing widespread working from home bene-fited thousands of people,not least many of the disabled community.Casey points to the example of the remote control,designed to help blind people watch television and now used by TV owners everywhere.Accessibil-ity ramps may have b
225、een created with wheelchairs in mind,but they are a lifeline for parents with prams and people with a range of mobility issues.“One of my favourite phrases is small change is necessary for some and beneficial for all,”says Thorn.Leaders who understand this have a better chance of attracting the best
226、 talent,accessing new markets and,perhaps,even improving the business world for future workers.Although strides towards greater inclusion have been made for other protected groups,there is still much to be done when it comes to the recruitment,management and support of people with disabilitiesWhy bu
227、siness needs to get serious about disability inclusionFrancesca CassidyBusinesses are really struggling to hire people at the moment,yet there are so many people with disabilities looking for workOne of my favourite phrases is small change is necessary for some and beneficial for all22%PageGroup,202
228、1of business leaders say they are unlikely to hire candidates with known disabilitiesStatista,2021DISABILITY IN THE WORKPLACERanking of company disability inclusion in select European countries,by company size(scored 1 to 5)D I S A B I L I T YIUKIrelandItalySpainNetherlandsGermanyAustriaNorwaySwitze
229、rlandDenmarkFranceBelgiumFinlandSwedenPoland3.723.663.673.593.623.463.423.583.423.423.353.413.363.343.350 to 499 employees500 employees or more3.873.893.703.723.633.633.623.423.583.503.463.453.403.363.29Commercial featuret its most basic level,a ben-efit is something that a com-pany pays for on beha
230、lf of an employee.Employers provide bene-fits for a variety of reasons-to attract great people,to retain them,and to make them more productive-but too often,the benefits an organisation provides dont meet the needs of the people they serve.When my son was born in 2019,ben-efits Id been offered in pr
231、evious jobs-like life insurance and childcare support-all of a sudden became really important.My employers had always been paying for these even when they werent relevant to my life-style at the time.Globally,organisations spend between 5%to 30%of payroll on ben-efits,but less than 20%of employees a
232、ctually engage with these.Getting this right has never been more important.Especially with conflicting trends like a looming recession and inflation testing budgets at the same time as the great resignation,quiet quitting and the war for talent making recruitment and retention even more challenging.
233、People need personalisationMy story is a good example of how tra-ditional benefits programmes are fail-ing companies and people.Everyone has different needs that change throughout the seasons of their life,but traditionally the benefits theyre offered stay the same.This disconnect is reducing the ef
234、fectiveness of bene-fits programmes.Personalisation:how tailored benefits attract global talentIn a competitive global talent market,personalised and customisable benefits offerings can be the difference between success and stagnation,argues David Duckworth,co-founder and chief operating officer at
235、employee benefits platform BenThe solution?Flexible benefits.Offering a flexible programme com-municates that,as a company,you believe in autonomy and personali-sation.This might be childcare offer-ings for new parents or discounted commuting for those returning to the office.It could be ensuring th
236、at employees in different geographies have access to locally relevant bene-fits:what an employee needs in the US will differ from one in Australia.Flexible benefits as a concept isnt new,but the flexibility of exist-ing programmes is still limited given the complexity and administrative burden of co
237、mmunicating and man-aging more providers.Companies are reluctant to roll out niche benefits products like mental health support,fertility treatment,or parenthood support.They may be very valuable to some employees but irrelevant to others,making it difficult to justify the additional administration
238、cost.To add to this,innovation in the market has stalled leading companies to default to the same,safe offerings that arent providing the engagement they want.This is part of what we think is wrong and why were trying to change what it means to offer flexible benefits.Its not enough to just increase
239、 health insur-ance or change a pension-we need benefits to be truly flexible.Employee needs are changingThe increasing globalisation of the workforce has placed significantly more importance on flexibility.International reward managers are now faced with navigating benefits programs that span differ
240、ent time zones.Ensuring employ-ees have access to the same benefits-be that insurance,mental health sup-port,or even cycle-to-work schemes-no matter where theyre based,is becoming a huge challenge.Its no secret that recruitment is another major challenge for hiring teams at the moment.Given that 32%
241、of applicants say benefits are as impor-tant as salary,we may start to include them in conversations about recruit-ment strategy.Similarly,when it comes to retaining talent,benefits can be the difference between retaining great employees and losing them.A third of employees cite benefits as a top re
242、ason to look for a new job.Every benefit has its moment.Our Benefits Benchmarking Survey has shown how the most popular benefits can change over time,with the accom-panying graph showing the most recent results.We cant predict what will come next,but we do know that focus-ing on flexibility allows y
243、ou to rise above market trends to satisfy the changing needs of your workforce.For more information ATHE MOST POPULAR WORK BENEFITSPercentage of survey respondents who put the following benefits in the top 3 most popular with their team 26%Remote working for office-based staff23%Allowance and subsid
244、ies(for example for training or health and wellbeing)18%Company socials17%Company share/equity schemes14%Expanded annual leave10%Expanded maternity coverage9%Office snacks7%Employee discounts33%Medical benefits(PMI,vision,dental etc.)22%PensionBen,2022R A C O N T E U R.N E TT H E G L O B A L TA L E
245、N T EC O N O M Y1716fter the widespread uptake of remote working during the Covid-19 pandemic,the majority of businesses in the knowledge economy have contin-ued with at least a hybrid model.This has led to distributed teams that are patched together with dif-ferent working arrangements and with dif
246、ferent needs.This has changed the benefits that employees want from their employ-er.The previously sought-after perks such as subsidised travel costs or company cars are less nec-essary for remote staff.The suitability of employee perks can have a profound effect on per-formance and morale.A study o
247、f 1,000 remote workers by HR compa-ny Paychex found that the 65%of employees whose benefits package had changed since switching to working exclusively from home reported higher satisfaction.Some 73%of those workers also reported higher productivity.What do employees want?Pay-chexs report found that
248、31%of remote staff want a stipend for home office set-up,while 30%prioritised reimbursement for internet costs.A study of more than 10,000 employees across Europe revealed that many simply want greater flexi-bility in their working arrange-ments,be that in the form of adjustable hours(37%),a four-da
249、y week(37%),unlimited holiday(27%),or flexible working location(25%).HR teams should conduct thor-ough research to understand what people would want to join and stay in.If a company cant do this in com-bination with one another,losing talent is inevitable.”This adjustable package is similar to a sug
250、gestion made by Hewett:a marketplace of benefits that employ-ees can pick and choose from,giving them an allowance to create a unique blend of perks.“Offer a suite of benefits which employees can buy and sell to tailor to their individual needs but involve a range of employees in the design of whats
251、 available,”explains Hewett.“It doesnt necessarily cost the com-pany any more and,if you carefully select those which are most valued by employees,they are more likely to create the positive outcomes youre hoping for.”Hewett suggests an almost inter-sectional approach to benefits,one that factors in
252、 location and experi-ence but also takes into account an employees needs outside work.“Think beyond categories.A work-ing parent in the UK might have more in common with a working parent in Japan than they do with their single British colleague.Its much better to recognise that every-one is an indiv
253、idual with a different combination of circumstances that are likely to drive their benefit needs,”says Hewett.There are still considerations when it comes to location.Some perks will be crucial in attracting talent in some areas Hewett cites health insurance in the US as an example that will have le
254、ss impor-tance in other countries.Keeping abreast of regulation and working norms in each market is crucial to implementing a good policy.“Its important to seek advice from experienced HR and/or legal profes-sionals in territories where you have employees,”says Wendy Christie,chief people officer at
255、 global social media agency,The Social Element.Christie cites statutory require-ments such as minimum wage laws,minimum and maximum vacation allowances and state bank holidays as important details to be across.The Social Element employs more than 250 people in 46 countries.It has been fully remote s
256、ince its inception in 2002 and,says Christie,has the“flexibility of remote work-ing baked into the culture and ethos of the business”.This is reflected in the businesss perks.Employees have recently seen their holiday allowance increased by five days peryear and are allowed additional leave for life
257、 events such as moving house,as well as pursuing charita-ble work and volunteering.Wellbe-ing initiatives include leave for women going through menopause,discounted gym memberships and health plans.So far in 2022,the team has had two big get-togethers in New York and London.When travel allows it,emp
258、loyees are encouraged to meet up and collaborate as much as possi-ble.This supplements regular team activities held virtually over Zoom.“Perks that build and encourage a sense of community are integral for maintaining culture when we dont get to see each other all the time,”says Christie.“Perks aren
259、t the pin-nacle of company culture but they do enable us to engage in ways that we would never have done in person,and ensure that every employee is empowered to live and work in a way that sets them up to succeed.”Ryan shares that view.She sug-gests that while distributed teams can be closely knit
260、operations with the right culture,a team that is masking a faulty culture with shiny perks is doomed to failure.“Remote working is like a tipping scale its all about balance.It can both provide the opportunity to make employees happier and at the same time,it can reveal the cracks in an organisation
261、s culture,commu-nication and technology,”she says.“Without the right environment and tech to support remote working,employees will not be able to unlock its true benefits.So,your benefits package is nothing without having truly established these core ele-ments across the business.”Tom RitchieAny ben
262、efits package should be authentically tailored to your people.In other words,benefits are not true benefits unless your people deem them to be so tooPaychex,2022BENEFITS FOR REMOTE WORKERSMost desirable benefits in a remote work environmentwants and needs of its workforce.“The office was the daily w
263、orkplace for our employees and with this,we had great in-office perks.But that was then and with the sudden shift to remote work,we knew we had a unique opportunity to reimagine the way we work for the better,”says Laura Ryan,director of internation-al HR at Dropbox.“We did a lot of deep thinking an
264、d research,includ-ing several internal surveys in which we tested the pulse among our employees on their attitudes about different work models.”Dropbox has adopted a working arrangement described internally as“virtual first”,after 72%of their employees reported they wanted to work remotely on at lea
265、st“a regular,or partial basis”.Its 2,700 employees across 11 countries are allowed to work wher-ever they choose.Their offices remain open but have been adapted into flexible open-working areas that are primarily used for collabo-rative work.There are no longer lim-its on the number of days employee
266、s can take as paid leave.A perks allow-ance allows staff to adjust where they attribute their benefits across different categories,which include wellbeing,caregiver support,pro-ductivity,ergonomics or learning.All of the companys new policies have greater than 75%satisfaction within the workforce.“A
267、ny benefits package should be authentically tailored to your peo-ple.In other words,benefits are not true benefits unless your people deem them to be so too,”says Ryan.“We made sure that flexibility sat at the core of our remote working expe-rience and everything around it,so that we could create a
268、culture that Our working lives have changed but have employee perks followed suit?In the era of distributed teams,how do you build a package of benefits your talent actually wants?Flexibility is the key benefit for distributed workforcesB E N E F I T SOscar Wong via Gettytheir employees want or risk
269、 imple-menting expensive packages that dont help with employee satisfac-tion or retention.“Involve employees in designing the benefits package.Benefits create absolutely no value unless employ-ees make use of them,”says Dr Rebecca Hewett,an associate pro-fessor at Rotterdam School of Man-agement Era
270、smus University.“Employees are far more likely to use and value the benefits available to them if they were actively involved in designing them.So start from the perspective that you dont know what your employees want.”Following a few months of remote working during the first Covid lock-down,Dropbox
271、 undertook a wide-ranging survey to discover the AHome-office stipendInternet reimbursementFour-day workweekNo-meeting daysHome gym stipendVacation stipendMental health serviceWorkday meal stipendPersonal finance educationMentorship programmeAccording to employeesEmployers perception31%16%15%10%29%4
272、4%14%18%12%9%30%21%15%18%17%16%13%22%11%11%Commercial featureespite fears that major economies are either slid-ing into or are already in a recession no one seems to have told the recruitment market.The UK marked its lowest unem-ployment rate since 1974 in July whilst the US recorded an above-foreca
273、st increase in nonfarm payrolls in August.However,according to Brian Salkowski,chief operating officer of talent management provider Guidant Global,there are signs that such hiring confidence is beginning to buckle.“There is nervousness around when and if rising inflation will reduce demand,”he says
274、.“In the talent market we are seeing some companies laying off thousands of workers and others installing hiring freezes.These could be the canaries in the coal mine.”Salkowski is a veteran of several eco-nomic crises from the dotcom crash to Covid.He sees a usual pattern.“We tend to see a pullback
275、in hiring as we enter these periods,”he explains.“It is a painful cycle of firing and then rehiring as firms try to ramp up for the recovery.There is a lot of cost and emotional duress which wears on teams and business culture.”But increasingly from downturn to downturn,he has noticed more savvy org
276、anisations either look towards expanding and evolving their contin-gent workforce at the same time to fill in any operational gaps.These are non-permanent staff members including contractors and service providers.“When there is uncertainty there is a need for heightened agility and the contingent wo
277、rkforce is the pre-scription,”says Salkowski.“It offers the flexibility and the nimbleness needed to move with economic ebbs and flows.The balance is to lessen the negative impact of the reces-sionary cycle by buying in labour,services,knowledge and expertise to add to your existing core work-force
278、aligned to the essential nature of your business.Those organisa-tions with an established contingent workforce programme know exactly who their contingent workers are and where they are working from to see who is critical or not.Total talent management takes this to the next level,looking at your wo
279、rkforce as a much broader ecosystem than the people you employ directly.”Salkowski provides an example of a US company which did a large amount of government work before the pan-demic.Given the need to inform and educate the public about the dangers of Covid when it arrived the firm saw an opportuni
280、ty to rapidly expand their Ride the recession with an agile strategyA workforce contingency strategy can be the difference between thriving and barely surviving a recession.Is your business ready?contingent workforce by hiring experi-enced and knowledgeable contractors and service providers.They did
281、 this by partnering with Guidant,which as a managed services provider(MSP)manages the entire recruitment process for mainly larger enterprises seeking both contingent and permanent staff.“We helped ramp up its new busi-ness team.Over a period of between 12 to 18 months the business we had with the c
282、ompany tripled,”he recalls.“They used contingent workers very strategically to win those new business opportunities.There were many others who came to us later in the pandemic when the market started to recover looking for contingent solutions.But these late-comers had been caught completely flat-fo
283、oted,not even fully knowing how many staff permanent or contingent they had.Our custom-ers could literally press a button and we were there ready to deploy staff.It laid bare who was prepared for a crisis and who wasnt.”Salkowski urges businesses to ensure that they put a plan in place with their MS
284、Ps right now to avoid being a lag-gard in the looming downturn and subsequent recovery.“This is a C-suite issue and the lead-ing companies are already having these conversations.They are looking at get-ting the right partner in place to help assess projections of talent supply and how that matches w
285、ith business forecasting.What are our competitors doing with their resources and what is the right level of workforce mix?”he explains.“We look at whether contin-gent will be a sustained need or more durational and do a cost analysis on areas such as salary and onboarding.Can we engage the right res
286、ources at the right time?You need to be having these conversations with your MSPtoday.”Salkowski says the acceptance of contingent work arrangements has grown exponentially for both employ-ees and employers.“Having been through these multi-ple recessions it has been amazing to see how the criticalit
287、y of the extended workforce has grown both during and after,”he states.“It is the golden age of contingent and if employers dont have a game plan,then its not a fair fight against those that do.”For more information please DWhen there is uncertainty there is a need for heightened agility and the con
288、tingent workforce is the prescriptionR A C O N T E U R.N E TT H E G L O B A L TA L E N T EC O N O M Y1918P O L I C YA student on a leading UK masters programme notes that a lawyer advised her that it would be just as easy and likely quicker to apply for an HPI(given her undergraduate degree)than to
289、get a job in the UK via the traditional route as a UK-degree holder.“You either have to accept an offer and hope theyll be ok with an unconfirmed visa sta-tus,”she says of the traditional grad-uate route.“Or wait potentially months until you have officially graduated and can apply directly.”Another
290、international student is simply returning home to the US,knowing that the HPI will allow him to reapply at any point in the next five years given his previous educa-tion.“The HPI visa makes you won-der why the graduate visa makes you jump through so many hoops,”says John Gearig,a holder of masters d
291、egrees from both the LSE and the University of Michigan.“If it could be done with a single application from anywhere in the world,then why make UK graduates stay in the country while it processes?”James Callander is managing director at Freshminds,a provider of on-demand consultants.He agrees that t
292、he new visa is simply a better system.“We welcome any initiatives to bring the brightest talent to the UK.The current sponsorship route is time-consuming,expensive and very admin-heavy for small busi-nesses so we would urge improve-ments to this process,especially as much of our work is highly time-
293、sensitive,”he says.Indeed,the new visa should open up UK employers to a small but well-educated new cohort of poten-tial workers and plug some of the existing skills gaps.Nonetheless,its unlikely that a single,hyper-target-ed visa will begin to solve the wider recruitment issues at play.For some bus
294、inesses,the solution is virtual rather than in person.“Unless the government wants to build entire cities to house the skilled workers required to meet this demand,”says Adamson,“it should instead consider how to help businesses facilitate connections and networks of employees right across the globe
295、.”worlds leading universities to start their careers here in the UK.Unlike previous immigration schemes aimed at highly skilled workers,the new HPI visa does not require any endorsement from potential employ-ers.This means that applicants can first come to the UK and then search for a job or start t
296、heir own business.Critically,applicants will be able to ritain is working.Unem-ployment is at a historic low.But employers are finding it difficult to fill key posi-tions up and down the country.In an attempt to fill those open roles and upskill the economy,the UK government has unveiled a High Pote
297、ntial Individual(HPI)visa.This aims to attract graduates of the Andy Sacks via GettyJack George“Initiatives such as the HPI visa are attractive in the short run,with a flock of new skills,especially digital skills,coming available to UK busi-nesses to plug the gap,”says Stuart Munton,chief for deliv
298、ery at AND Digital.“However,without proper consideration,they can be damag-ing for businesses looking to grow and innovate in the longer term.”Similarly,Callum Adamson is co-founder and CEO of Distributed,a provider of on-demand engineer-ing teams.He observes that“like many of the visas offered by t
299、he gov-ernment,the HPI visa represents yesterdays solution to todays prob-lem.A solution that is by definition,temporary and cannot be extended,will do nothing to solve a systematic shortage of talent.”This is because although the visa will open the UK to more interna-tional talent,it risks perpetua
300、ting what Munton refers to as a“compla-cent”corporate“monoculture”.“Across organisations,diversity fosters innovation with different life experiences leading people to different ideas,conclusions and decisions,”says Munton.“Long-term closure of the skills gap will also require the UK to turn its att
301、en-tion to the potential of those with untraditional backgrounds,such as ex-armed forces,refugees and minority communities,and put in place concrete initiatives to contin-uously upskill and support them.”The introduction of the visa can also lead to confusing situations:having a degree from a celebr
302、ated international institution can make it easier to apply for jobs in the UK than being an actual UK graduate.New visa seeks to close the skills gapThe UKs new visa scheme for high-potential candidates marks progress for businesses facing skills shortages.But its unlikely to make an impact inthe lo
303、ng termGRADUATE VACANCIESGraduate vacancies in the UK as of 2020,by select industry/sectorapply to this programme based on their educational background and not on where they were born.As former chancellor Rishi Sunak said at the time of the new visas announcement:“The UK will grow as a leading inter
304、national hub for inno-vation,creativity and entrepreneur-ship.We want the businesses of tomorrow to be built here today,which is why I call on students to take advantage of this incredible oppor-tunity to forge their careers here.”Recent graduates are allowed to apply to the HPI programme if their a
305、lma mater was listed as one of the worlds leading 50 universities(the relevant lists are on the government website)at the time of their gradua-tion regardless of their actual skills or expertise.Many university rankings are often weighted towards large,predominantly West-ern research institutions;es
306、pecially US ones.On the governments 2022 list there were two institutions from Singapore,two from China,two from Japan,two from Hong Kong and one from Australia.The rest were from Europe and North America.Applicants must prove that they have both the English language skills and funds to support them
307、-selves and any family members who may travel to the UK with them.The visa itself lasts for two years(three for those with doctorates)and HPI visa-holders are not allowed to plan to apply to stay in the UK while on the visa.Though it will increase the availability of early-career talent,the new visa
308、 still strikes many as an imperfect solution.Initiatives such as the HPI visa are attractive in the short run but they can be damaging for businesses looking to grow and innovate in the longer termHigh Fliers Research,2020BPublic sectorAccounting and professional servicesBanking and financeTechnolog
309、yEngineering and industrialArmed forcesInvestment bankingLaw5,5945,3572,1522,0441,8401,7001,658967Commercial featureecruiting the best and brightest graduates is vital to building a sustainable talent pipeline.Hiring digital natives from the most diverse generation yet is also key to helping compani
310、es tackle the skills gap and build a more inclusive workforce.Yet in many ways the traditional grad-uate recruitment model is broken.Too often companies are bound by geog-raphy,establishing relationships with only a handful of universities in their local area which limits the talent pool available t
311、o them.Most companies also lack the data they need to reach the right candi-dates.This is apparent both in terms of skillsparticularly when it comes to jobs that dont have a strong pipeline from vocational courses,or for SMEs with fewer resources to recruit at scaleand in terms of equality,diversity
312、 and inclusioncri-teria.The result leaves companies reliant upon one-size-fits-all mar-keting approaches that rarely yield the best results.But what if companies could vastly widen the graduate talent pool avail-able to them?What if the data they needed to screen candidates properly was available at
313、 the touch of a button?War for talentSince 2013,Handshake has been working to solve these problems by building the worlds biggest early career network,helping millions of students from all backgrounds to get hired and launch their careers.The platform offers a unique three-way-marketplace,which cur-
314、rently connects more than 1,400 universities,650,000 employers and 20,000 students and alumni across the world.The firm works with grad-uate employers from top Fortune 500 and FTSE 100 companies as well as thousands of small businesses,char-ities and startups across the US,UK and rest of Europe.“The
315、 war for talent is hotter than ever,with the labour market cur-rently challenging for many employ-ers,”says Jonathan Lu,the companys general manager for EMEA.“Reaching gen-Z graduate recruits is therefore critical,conferring a real compet-itive advantage,and this is where Handshake comes in.”A key b
316、enefit of the platform is that it helps employers to reach gen-Z audiences,which can be notoriouslydifficult.Students in this cohort view career progression differently,with higher expectations around promotions,salaries and job moves.They care deeply about a companys values on issues such as divers
317、ity and the envi-ronment and expect a digital-first approach when it comes to marketing communications.In fact,Handshake research shows that two-thirds of early-career job seekers believe they do not need to meet in-person at all to forge a meaningful connection.Breaking down the barriersTo break do
318、wn these barriers,Handshakes platform offers compa-nies a seamless way to communicate and build relationships with gen-Z students.It also facilitates these rela-tionships right from the start of their degrees,not just from year three.Companies can build their own branded landing page on the plat-for
319、m,manage event registrations and publicise mentoring,career advice and job opportunities.Students access this information through the Handshake app,while also being able to message employers and university careers offices directly.“There is still significant work to be done in terms of improving stu
320、-dent confidence in their career goals during their studies,Lu says.“Our research shows that a third of stu-dents feel very confident about their career prospects during the first year of their course,dropping to 31%in year two and falling dramatically again to just 17%in year three.“Using technolog
321、y to facilitate con-nections with employers sooner and to enable more continuous recruit-ment can play a big role here.”Handshakes platform links employ-ers to a much wider range of university careers services teams and students than was previously possible,widen-ing the available talent pool.In the
322、 UK,where it launched in 2020,some 14,000 employers and over 220,000 students already use the service.And that number is growing every week.Employers can also unlock new data insights on prospective candidates.Among other things,Handshake ena-bles companies to search for stu-dents based on their deg
323、ree,lan-guages spoken,societies they have joined and their achievements,as well as their ethnicity,gender and socioeconomic background.“We offer a positive screening model where you cant filter people out based on EDI criteria but you can filter them in,”says Lu.“The idea is that more candidates fro
324、m differ-ent backgrounds get recognised and employers get access to previously hard-to-reach pools of talent.”Building a more diverse workforceThese data insights enable employers to actively target priority groups and engage the people they want to hire,allowing them to optimise their grad-uate rec
325、ruitment events.It also helps them build a more diverse workforce,which is self-reinforcing because gen-Z candidates find this attractive.The tech recruitment company FDM turned to Handshake to help it build relationships with top talent around the world.The London-based firm,which has 5,000 employe
326、es,was strug-gling to compete for young workers with the worlds biggest tech brands,leading to long hiring cycles and a lack of high-quality candidates.With Handshake it was able to iden-tify almost 1,400 candidates in a single year,promote 70 virtual events and achieve a 50%uplift in graduate job p
327、ostings.By tapping into Handshakes network of students in the UK,FDM instantly broadened its options and boosted its recruitment rate,saving time in the process.It was able to understand its candidates at a more granular level and move beyond blanket marketing campaigns towards more personalised mes
328、saging that built trust.Lu says another big benefit of using the platform is achieving greater cost efficiency.Employers that use Handshake typically see a lower cost per hire and faster time to hire,mean-ing better value for money over all.“Technology can help facilitate a shift in acquisition prac
329、tices that employers are telling us they want,”says Lu.“Companies are looking to build meaningful relationships with graduates that boost their talent pipelines.That means communicat-ing with those candidates through a more seamless and continuous recruitment process,making earlier connections with
330、quality candidates.”For practical advice on tackling your priorities in the year ahead,download our Graduate Employer Priorities 2023 report at joinhandshake.co.uk/gep RThere is still significant work to be done in terms of improving student confidence in their career goals during their studiesFixin
331、g the broken model of graduate recruitmentGraduate recruitment is key to building a strong workforce,yet many employers face barriers when searching for the most talented and diverse range of candidates.The early career network platform Handshake explains how it is using its network and data to tran
332、sform the marketGRADUATE EMPLOYER PRIORITIES 2023Top employer priorities for 2023 when hiring students/graduatesRecruiting more diverse candidatesFocusing more on connecting with the right graduate candidatesStrengthening relationships with university careers services teamsConnecting with graduates
333、who are more ready for the workplace in terms of soft skillsHiring more interns to build the future pipelineUtilising new technology to help identify and hire the right candidatesReducing the time it takes to recruit a candidateGetting more candidates to apply for rolesConnecting with graduates who are work ready regarding soft skillsReducing cost per hireHandshake and ISE research:Graduate Employ