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1、human forward. Talent Trends Quarterly | Q2 2019 get ahead of the rising expectations of talent. 2 how to demystify what drives todays talent and build a competitive advantage. How can you compete with the likes of Amazon, Apple and Google in a talent acquisition market where candidates have an over
2、abundance of options? This question weighs heavily on many human capital executives. Our 2019 Talent Trends research uncovers that 76% of employers say talent scarcity is a top concern as they wrestle with how best to attract great talent. In a global market where only a handful of high-profile bran
3、ds truly stand out, the challenge for most talent leaders is to ensure their employee value proposition (EVP) closely aligns with the views and desires of the talent they hope to attract and retain. But its not an easy job. Why? The rapid digitalization of businesses, the redefinition of work and th
4、e outsized impact of technology are reshaping the outlook of employers and talent alike. What they want from each other, how the workplace experience will change and what defines the perfect employer are all evolving. In many aspects, expectations have not shifted much from traditional drivers, but
5、in other areas, there is clearly a departure from convention. Its now more critical than ever to understand the impact of these changes to ensure your business stays ahead of the competition and wins the resources needed to drive growth. To help you understand the alignment and disconnect between em
6、ployers and talent, for the first time, this year our Talent Trends research includes the outlook of working professionals. The results include responses from both permanent and contingent talent, as well as C-suite and human capital leaders. We surveyed 1,700 working professionals and more than 800
7、 talent leaders in 17 countries on their experiences and views about workplace trends, such as the impact of AI and automation on workplace productivity and job security, creating a nurturing talent experience, diversity and inclusion practices, and more. What we found are some truly surprising resu
8、lts that indicate like-minded views between workers and employers, as well as some glaring disparities. Are you among the human capital leaders who truly understand what builds employee engagement, satisfaction and values that resonate with todays talent? Or could you use more guidance from the voic
9、es of working professionals around the world? 3 expectations are rising on both sides of the equation. The world of work is rapidly evolving and more quickly than ever before. The convergence of technological innovation, the embrace of flexible working and growing competition for skills have led emp
10、loyers and workers to rethink what a work day, a job and even a career entails. And because the rise of digitalization is advancing so quickly, it is creating tremendous challenges even for companies on the cutting edge of innovation, as one talent leader at technology giant Cisco recently commented
11、. At the same time, with millennials now accounting for the largest segment of the workforce in many industrialized markets, how they interact and communicate, and what they expect of companies, has shifted as well. As a result, you can no longer continue delivering the status quo. As a talent leade
12、r, youre likely facing increasing pressure from both hiring managers and workers alike. An overwhelming majority (83%) of human capital and C-suite leaders say employers expectations of talent are continually increasing. This sentiment has been trending upward since 2016, when just 68% said the same
13、. Nearly as many (82%) say employees expectations are increasing, up from 71% in 2016. Although working professionals dont agree to the same extent, a majority still say expectations are rising among employers (67%) and talent (61%). Your organization expects you to deliver highly skilled individual
14、s, and quickly. But you also need to understand what attracts talent and position your company accordingly to be able to fulfill that expectation. So, lets take a look at what this means for your talent strategy and outline the steps you can take to deliver a competitive advantage. 0 25 50 75 100 67
15、 83 61 82 employers expectations of talent are continually rising talents expectations of employers are continually rising working professionalsemployers the pressure is on for talent leaders. 4 6 steps to understand and get ahead of talent expectations. step 1: create your employer brand with the r
16、eal motivators of talent in mind step 2: avoid the pitfalls of a poor talent experience step 3: engage job seekers with the right combination of tech and human touch step 4: reskill your workforce to get fit for the future step 5: harness diverse perspectives to provide an inclusive workplace step 6
17、: manage the risks of AI and automation to create opportunities 5 While it can make an impact, offering great pay alone wont make your company an employer of choice. Our Talent Trends research shows that there are a number of factors that arent related to compensation that can support talent attract
18、ion. These include an organization that is financially healthy, provides good job security and offers a good work-life balance. These three factors are ranked equally important by working professionals (35%), just behind the top factor: attractive salary and benefits (40%). Surprisingly, when we ask
19、ed talent leaders what they believe are most appealing to workers, just 19% say salary and benefits are important, trailing behind 13 other factors. Instead, 50% believe job seekers care about career opportunities the most, a figure higher than job security (48%) or good on-the-job training (42%). A
20、lthough workers did rank career opportunities as a top consideration in an employer, there is a clear disconnect. This may explain why, according to Gallup, 87% of workers today are disengaged. step 1: create your employer brand with the real motivators of talent in mind. provides attractive salary
21、and benefits 40 working professionalsemployers what does talent care about most when considering their ideal employer (top 5)? is financially healthy provides work security supports a good work-life balance ofers career progression opportunities 19 35 36 35 48 35 34 31 50 6 The Society for Human Res
22、ource Management (SHRM) agrees that these rising expectations contribute to low employee engagement. Greater scrutiny on worker satisfaction, an accelerated pace of change in the workplace and other factors also contribute to burnout in the workforce. Nearly half (44%) of the talent we surveyed repo
23、rt that they have trouble keeping up with technological changes in the workplace, while 46% worry they dont have the skills needed for the future workplace. Concerns about job security may be one reason why the gig economy is growing globally. Reports have shown that some corporate workers, fearing
24、downsizing, are going out on their own to control their destinies. The rise of freelancer management systems (FMS) and the human cloud are enabling many skilled individuals to connect with companies for project-based work more easily. Still, many working professionals value an employer that can help
25、 them keep their skills current through training and upskilling. About two-thirds (64%) expect their employers will provide training over the next 12 months. Forty-seven percent (47%) believe the courses will be focused specifically for their roles, and 44% anticipate technical development, includin
26、g data analysis, coding and programming skills training. To remain competitive, your organization will need to ensure it offers the same. Youll also need to communicate these opportunities to both current workers and the talent you seek to attract. Career opportunities are an area of concern for bot
27、h talent leaders and the people they manage. While companies make opportunities for advancement available, employees see potential barriers for moving forward. Nearly two-thirds (60%) say if they had broader digital and tech skills, they would have more roles to choose from. At the same time, nearly
28、 as many professionals (59%) say they wished for more transparency about the opportunities at their company. What else do workers seek in an ideal employer? While one-fifth (21%) say they look for an organization with strong management, only 11% of talent leaders say this is important to their talen
29、t attraction strategy. 7 want to better understand what your employees want? just ask. In recent years, employers have tried a variety of methods to better recognize and reward their talent. Offers of unlimited vacation time, naps at the office, adoption reimbursement and more have led to growing ex
30、pectations and frustration among employees. While many of these offerings are meant to differentiate the companys talent experience, they dont always hit the mark. In fact, companies may want to consider getting back to basics when building their employee value propositions. If you want to understan
31、d what motivates your talent, start by asking them. Platforms such as Peakon (which Randstad uses) allow you to regularly survey your employees on whats working and whats not. You can give your talent a voice and better steer employee relations. Whether you survey monthly or quarterly, establishing
32、an ongoing dialogue should be the first step to meeting the expectations of employees. “Our Randstad In Touch survey, powered by Peakon, most definitely provides insights on key drivers that impact engagement, by employee population or segment. The beauty of the insights derived is that team, busine
33、ss and organizational leaders are able to quickly determine both strength drivers, as well as drivers to focus on for future improvement,” says Cindy Keaveney, Randstad Sourceright chief people officer. “The interactive nature of Peakon allows leaders to respond to individual employee comments, link
34、 to materials that assist with driver reinforcement or improvement, and develop action plans. And finally, the data informs our HR strategy, which has proven to be a major benefit when setting our people priorities.” Cindy Keaveney chief people officer Randstad Sourceright 8 A critical part of any o
35、rganizational culture is its employer brand and the talent experience it creates. Some companies, however, may not fully recognize that the talent experience affects the perception of both job applicants and employees. While a majority of talent leaders (77%) rate their companys talent experience as
36、 either excellent or very good, an even larger percentage of working professionals (84%) say they had a bad candidate experience while searching for a job. Fifty-two percent (52%) claim to have had more than one unpleasant episode. So, how can you be sure youre prioritizing the right channels to mee
37、t candidate expectations? In our Talent Trends research, both employers and talent are aligned on the most critical tool. Sixty-three percent (63%) of talent leaders and 48% of working professionals say that corporate career portals are the most important source of information during the job search.
38、 There is less alignment, however, on the influence of other channels. While working professionals rate LinkedIn as the second most used source (41%), talent leaders prioritize Facebook (53%) over the professional networking site. In fact, Facebook ranks fifth according to working professionals, beh
39、ind career sites, LinkedIn, job boards and current employees. step 2: avoid the pitfalls of a poor talent experience. 9 Although you may be investing significantly in employer branding and 54% of companies say they are spending more this year you may not be targeting the right audience if youre not
40、considering the channels workers use to learn more about prospective employers. One factor affecting the employer brands of many organizations is the adoption of technology at work. Professionals expect their employers to provide effective tools to accomplish their work. In fact, 1 in 5 say their id
41、eal employer uses the latest technology in the workplace. Yet, only 15% of employers believe this matters to talent. Is your organization providing the tools that workers need to get work done effectively? How are you communicating that to the talent you want to attract? top 5 sources talent rely on
42、 and trust most during the job search: pany website 2. LinkedIn 3. job boards 4. talking with current employees 5. Facebook top 5 channels employers prioritize when communicating employer brand: pany website 2. Facebook 3. LinkedIn 4. advertising 5. job boards step 3: engage job seekers with the rig
43、ht combination of tech and human touch. 10 Technology and communication channels also play a critical role in your employer brand and employee value proposition. When we asked working professionals about how they search and apply for job opportunities, two channels stand out: mobile apps and LinkedI
44、n. While job boards remain important, job seekers are finding it easier to apply using their social profiles and their smartphones. Nearly one-quarter (24%) say they are using LinkedIn as part of their search strategy and nearly as many do so through their mobile devices. Over the past several years
45、, more employers are optimizing their recruitment process to expedite the application process, which includes using channels that seem to produce more candidate interest. Recruiters using AI-powered chatbots are able to leverage SMS technology to improve engagement with candidates. In fact, mobile r
46、ecruiting offers a host of benefits for employers who are investing more in candidate relationship management (CRM) platforms and applicant tracking systems (ATS) that optimize mobile. Going forward, talent is likely to turn to their mobile devices more often to search and apply for job opportunitie
47、s and to share with their networks. A majority of talent leaders we surveyed say they are focused on a variety of technologies to enhance recruitment outcomes, with 60% investing in CRMs at moderate to significant levels. Nearly as many are buying recruitment marketing platforms (59%) and social eng
48、agement platforms (56%). Still, the HR technology most cited as having the greatest positive impact on recruitment and the talent experience is HR and talent analytics. 11 While technology is an increasingly important tool in the attraction, sourcing and management of candidates, companies shouldnt
49、lose sight of the fact that, when it comes to gaining the trust and loyalty of applicants, the human touch is still an important factor for conveying a positive experience. According to our research, 36% of working professionals say a constructive in-person interview helps to create a positive candidate experience, more than any tool employers deploy. HR tech employers say makes the biggest positive impact on recruitment and talent experience: 35% HR and talent analytics tools 15% training and development platforms 11% talent networks and social search 11% recrui