CYBER SECURITY WARNING - End unregulated malpractice Remote benefits Recruiting in a fast changing market - The Global Recruiter
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The voice for the global staffing industry www.theglobalrecruiter.com | Issue 225 | June 2021 CYBER SECURITY WARNING End unregulated malpractice Remote benefits Recruiting in a fast changing market VIEW THE MAGAZINE ONLINE | www.theglobalrecruiter.com/digital-magazine/
CONT ENTS 3
WELCOME
SIMON KENT
EDITOR
It could seem unlikely, but there may well have never been a better time to be in
the recruitment industry. As the country and world gradually shakes off the worst
impact of the pandemic, the drive to ‘build back better’ for every company starts
innovative
with its talent. Of course, the fortune of a recruitment business is inextricably tied
to the sector which it serves and in some cases this has required an extremely
agile response. However, where demand is high businesses are not just looking
for talent, they’re looking for the best talent, the people who will make a real
difference and that’s where recruiters come in.
/ˈɪnəvətɪv/
The chance is there not just to find people, but to find the best talent, the right
talent for every vacancy. Recruiters can ensure the makeup of a business is
diverse, that candidates understand how they can fulfil their potential and that
adjective businesses realise how to appeal to, recruit and retain the talent they need to
drive into the future.
1. (of a product, idea, etc.) featuring new methods; advanced and original. Recruitment has absolutely changed just as the workplace and organisations
08 have changed. The sector continues to evolve and flex around the business
landscape it serves. Now is the time for the industry to go that bit further and
demonstrate beyond question its worth to employers around the world.
30 CONTENTS
05 NEWS
08 VIEW FROM WEC: INNOVATION AND PARTNERSHIP
10 CULTURE: REMOTE BENEFITS
13 LEGAL: FUTURE WORK
18 FINANCE: BEYOND THE MYTHS
20 UP CLOSE: LIVE AND KICKING
24 COMPLIANCE: FIX OR FAIL
27 DIGITAL RECRUITER NEWS
30 COVER STORY: A CLICK TOO FAR
32 ANALYSIS: GOING FOR IT
34 SECTOR WATCH: SUPPORTONG RECRUITS
34 Subscribe online: www.theglobalrecruiter.com
Publisher: Gary King E gary@theglobalrecruiter.com
Editorial: Simon Kent T +44 (0)1923 723990 E editorial@theglobalrecruiter.com E simon@theglobalrecruiter.com
Advertising: Trevor Dorrell T +44 (0)1923 723990 E sales@theglobalrecruiter.com E trevor@theglobalrecruiter.com
Digital Communications: Leigh Abbott T +44 (0)1923 723990 E leigh@theglobalrecruiter.com
Design & Production: Julie Harris T +44 (0)1923 723990 E julie@theglobalrecruiter.com
Twitter News @globaleditor Events @GlblRecruiter
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ISSN 2049-3401
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NEWS 5
RTW – CALL FOR
PERMANENT CHANGE
We’ve built a communications Digital checking has produced more
platform that integrates robust process in some cases.
with some the world’s While the further delay to in
-person Right to Work (RTW)
incredibly valuable for employers,”
he explianed. “In some instances
leading CRMs and Business checks has been welcomed by
the industry some are calling
it has streamlined RTW checks
and has the potential to make
Software providers. for a permanent switch to digital some procedures more robust.
processes. The move to extend In fact, we’ve witnessed
digital RTW check has been organisations build digital and
made alongside the extension biometric identity checks into
of Covid restrictions in the UK, their screening programmes
but Steve Smith, managing which decreased the potential for
director EMEA, Sterling, believe identity fraud, and any steps to
the practice should continue: drive compliance should certainly
“With Covid restrictions in the be welcomed and embraced more
UK remaining in place past the broadly.
original cut off date of 21st June, “While there are circumstances
this extension of digital RTW that will necessitate in-person
checks is a necessity in our verification in the future, we would
view,” he said. “However, while be disappointed to see the hard
the Home Office has stated that work that has gone into the digital
in-person checks will resume in solution over the last 18 months
September, Sterling is keen to go to waste. It is our hope that
see a more permanent review of the government and the Home
the existing process. Office use this extension period to
“Getting the Right to Work share consider how a hybrid approach
code process in place over the to in-person and digital checks
course of the pandemic has been could work.”
For the latest industry news log on to www.theglobalrecruiter.com or sign up for our regular news by email
MOVING ON
Hays finds significant movement
among Australian employees.
Recruiting experts Hays have security (also 33 per cent) and poor employers, this movement of people on their career again and are
found 38 per cent of Australian training and development (25 per will add to their staff retention prioritising advancement.”
employees plan to look for a new cent). Moreover, Hays found that challenges, which are already But while career progression is
job in the next 12 months. The only 46 per cent are satisfied with heightened in response to a gap valued, the data from Hays shows
claim is based on findings in the their current job. Just 49 per cent in salary increase expectations just 16 per cent of employees
recruiter’s FY21/22 Hays Salary and 55 per cent are satisfied with between organisations and their expect to receive a promotion in the
Guide. The figures suggest another their current employer and direct employees.” next 12 months. Furthermore, they
39 per cent of the more than 3,800 manager respectively. Career progression has become have developed their soft (46 per
professionals surveyed are open to “A new financial year is fast an important benefit to skilled cent) and technical skills (45 per
new opportunities. approaching, which traditionally professionals. According to Nick, cent) over the past year, while 21
Among the reasons for this brings fresh activity to the jobs a career progression plan is an per cent gained higher or additional
shift is the lack of promotional market as new budgets are set essential selling point for employers qualifications.
opportunities, cited by 43 per and employers look to add to their in securing their preferred candidate “This upskilling has put
cent, ahead of an uncompetitive headcount,” says Nick Deligiannis, and retaining top talent. professionals in a strong position
salary (39 per cent). Other factors managing director of Hays in “Many professionals feel that their to jump ship if their career goals
driving people into the jobs market Australia & New Zealand. “Financial career stagnated over the past can’t be achieved in their current
today include a poor management year end, like New Year, is also year,” he explains. “They put their workplace,” Nick concludes.
style or workplace culture (37 per a seasonal peak time of the year career plans on hold to help their
cent), a lack of new challenges for people to review whether they organisation through the crisis and
(33 per cent), concerns about job should stay or change jobs. For recover. Now, they are focused
6 N EWS NEWS 7
AIRSWIFT AND
COMPETENTIA MERGE FEMALE TECH TALENT
Companies create comprehensive t
echnical workforce solutions provider NEED NURTURING
Global workforce solutions
provider Airswift and Competentia,
ASPAC. Kyle McClure will become
CFO of the combined company.
we will ultimately shape the
technical sectors of tomorrow.”
we’re even better placed to deliver
on that.”
Nigel Frank survey finds gender-gap ‘far from closing’
the global recruiting and workforce Marx says: “There has long been As a result of the merger, Ian Langley, Airswift’s chairman,
management specialist have mutual admiration between Airswift mid-market and blue-chip initiated early discussions with
merged to form one of the world’s and Competentia. As two high companies alike gain access Odd Arne Kleveland, chairman of The latest annual report from aren’t being paid the same as
foremost workforce solutions performing businesses, we share to an even broader range Competentia. Langley comments: specialist tech staffing firm Nigel their male colleagues, and 22 per
providers. The new organisation a focus on continual improvement of truly integrated services. “It was obvious from our opening Frank International has found that cent of female respondents said
will serve the energy, process, and a mutual ambition to become Talent acquisition, professional call that a potential merger only 25 per cent of women in the they believed that men in their
infrastructure, mining and the workforce solutions provider search, international contractor had great merit. Not only did tech industry feel comfortable workplace are paid more than
technology industries. of choice for clients, candidates management, global employment our combination make perfect enough to ask their employer for a women despite being of equal skill
The combined entity retains the and contractors in the energy, outsourcing, consultancy and commercial sense, but we found pay rise. Moreover, they are also and experience.
Airswift name and will offer clients process, infrastructure, mining and payroll management are just a few that our organisations had similar less likely to receive an increase Underrepresentation and a gender
a truly global service plus an technology industries. of the workforce solutions on offer. cultures and aspirations, and following their negotiation. The pay gap in the tech space could
unrivalled candidate database, “In a rapidly digitising, post Jayden Wallis said: “We see this as we quickly discovered a unique survey asked IT professionals from be behind the sector's high quit
giving them access to the top pandemic environment, companies an opportunity to create the world’s alignment.” around the world their opinions on rates for female professionals. A
technical talent in the markets across the world’s technical sectors most forward-thinking workforce Airswift and Competentia’s the Microsoft Dynamics ecosystem, recent study by Accenture and Girls
in which they operate – with a must quickly respond to new ways solutions provider. We also believe private equity backers, Wellspring including their current and desired Who Code found that 50 per cent
particularly prominent presence in of working to achieve sustainable, we have a key, supporting role Capital and Reiten & Company salaries and benefits. of women abandon technology
the Americas, Asia Pacific, Europe long-term growth,” she adds. to play in enabling the energy respectively, are retaining their These results, along with the careers by the age of 35, and that
and Africa. “We believe that our combined transition, not only in the industries stakes in the merged entity reasons behind them further women are leaving tech roles at a
Airswift chief executive, Janette size and experience, and our firm we serve, but through responsible and will continue to be actively highlight that the tech industry is 45 per cent higher rate than men.
Marx, will be CEO of the merged focus on the energy transition, business operations, business involved with the business. Airswift still far from closing its well-known And, as the long-term impact of the
entity and Competentia Group perfectly positions us to help clients models, investment in technology has also issued a bond on the gender gap, prompting employers pandemic continues to play out,
CEO, Jayden Wallis, will play a respond to the complex workforce and innovation, and collaboration Norwegian bond market to ensure worldwide to review their policies to the number of women in tech is
key role on the executive team as challenges of the future. Through with our peers. Our combined maximum flexibility and access to ensure they are free of gender bias, expected to drop further. The New
chief marketing officer and SVP of digital and people-based solutions, strength and shared ambition mean alternative funding in the future. and create and strengthen inclusive York Times found that out of the 1.2
work environments. million American parents who have
The survey took responses from had to leave the workforce in the
over 2,000 tech professionals of past year, 900,000 were women—
which 18 per cent identified as making women three times as likely
MIXED FEELING
female. This is in line with the UK as men to have left their jobs.
Employees have different remotely may potentially fall into average percentage in the tech Employers, organisations, and
preferences on where they would the trap of “digital presenteeism” workforce, which stands at 19 the tech industry at large stand
like to work - with 49 per cent where they have to show they are
ON RETURN
per cent. to lose out on critical resource if
preferring hybrid working, 38 per working longer hours online to look Asked how comfortable they the necessary steps to nurture
cent wanting to work remotely, and committed (22 per cent). would be asking their employer female talent aren’t taken. Data
just 12 per cent looking to work full- “People are naturally still concerned for a pay increase, only 25 per suggests that one way to retain
time from the office. The challenge about COVID-19, and this coupled
More than two-thirds of UK workers many employers now face is with the prospect of returning to
cent of female respondents
said they’d feel comfortable
female talent is to ensure that
benefits and initiatives being
say their employer expects them to creating workplace policies which offices is clearly creating anxiety doing so, whilst 31 per cent said offered to employees are inclusive
return to the office accommodate them. for some,” said Janine Chamberlin, they would feel uncomfortable. of everyone’s needs. With 57 per
Employers are creating flexibility, UK country manager at LinkedIn. Amongst the main reasons cited cent of women feeling more burned and distinct development plans a truly diverse industry” said Morris.
More than two-thirds (69 per cent) 15 per cent are waiting for a date to with 56 per cent of workers saying “Others are looking forward to by female respondents as to why out at work due to the pandemic, can also help stem the so-called “As we enter the future of work,
of UK workers say their employer be confirmed. More than two-fifths their employer is enabling hybrid seeing their colleagues again and they would feel uncomfortable benefits such as homeworking, leaky pipeline to female career we need to guarantee nobody is
expects them to return to the (44 per cent) say their employer working, and just 16 per cent getting back to a sense of normality. negotiating for a raise were lack flexitime, and additional vacation progression – researchers have being left behind. Attracting and
office, but people are feeling mixed would like them in the office 1-2 indicating that their employer What we’re seeing on LinkedIn is of knowledge of how to do it, and time can help women, who are found that women tend to receive empowering female talent is key if
emotions about it, according to new days a week, and over a third (36 requires them to work from the people craving flexibility and the feeling that their employer should far more likely to be juggling care more vague feedback and we want to moving forward.”
research from LinkedIn. Around 30 per cent) have to be in 3-4 days office full-time. Nearly a quarter (24 option to decide for themselves value them enough to offer one. responsibilities, remain in the personality criticism during their “Developing a comprehensive
per cent currently feel apprehensive, a week. Some employers (35 per per cent) say their employer has where they work. It’s positive to Others said they simply didn’t workforce. performance evaluations, with 66 approach to policy-making in which
while 22 per cent are excited and cent) have already decided which already changed their contract to see companies responding by feel at ease asking for a raise at When asked which benefits would per cent of women reporting that everyone's voices are heard is key
more than a third (34 per cent) just days employees must be present, stipulate that they can work either enabling hybrid working which their workplace, for one or more make them accept a job offer, 41 there is no clear path forward for if companies want to develop a truly
want normality to resume. Around with Mondays and Tuesdays set to from the office or remotely. gives employees this freedom, unspecified reasons. per cent of female respondents them in their career at their current diverse and inclusive workplace, in
half (49 per cent) say they would be the busiest. According to the research, people and will be what people look for The study also asked whether in the Nigel Frank International companies. which everyone feels valued and
ideally prefer hybrid working in the As ministers consider a more that prefer hybrid working say they when considering new jobs. Hybrid the respondents’ employers paid study said homeworking, 23 per Zoë Morris, President at Nigel empowered, irrespective of their
future, where some days are spent flexible future and companies will benefit from the flexibility (60 working will also help open up jobs women and men equally, and cent mentioned flexitime, and 35 Frank International says the gender. Attracting and cultivating
in the office and others remotely. rethink return to office plans in light per cent), they believe it offers the to people who may have previously whilst 60 per cent of men believed per cent cited more paid time off. results show that there’s still a lot female talent is the way forward
Just over a third (34 per cent) of of extended COVID-19 restrictions, best of both worlds (57 per cent), been locked out of them due to their employer did offer equal These percentages are significantly employers can do to nurture female if we want to not only eliminate
people that are required to return LinkedIn surveyed 2,000+ workers and it will help them to save money location, disability or care-giving pay for equal work, only 36 per higher than those given by male talent, and develop tomorrow’s harmful gender bias in tech, but
to the office say their employer in the UK who have been working (43 per cent). One of the biggest responsibilities. With a more flexible cent of their female counterparts respondents, which stood at 30 per female leaders. also close the ever-growing skills
expects them back within the next remotely due to the pandemic to challenges they indicated about future inevitable, we’re on the cusp agreed. A further 17 per cent of cent, 16 per cent and 29 per cent “The entire tech ecosystem stands gap in the IT industry that threatens
three months, 16 per cent will be understand where they want to work hybrid working however is that of helping to make work more female respondents think that their respectively. to lose if leaders don’t roll up their to hamper digital transformation for
back before the end of the year, and in the future. employees that choose to work balanced and inclusive.” female colleagues in particular Better support from managers sleeves and work towards creating everyone.”
V I E W FROM WEC 9
INNOVATION AND
PARTNERSHIP due to the market decline. It’s worth noting that in 2019, the year before
the health crisis, temporary employment agencies invested €500 million
euros to finance 350,000 training courses. The sector invests 3.35% of
the wages it earns in training and apprenticeships.
Isabelle Eynaud-Chevalier, managing director of Prism’emploi, In 2020, as the Covid crisis weakened the employment sector, the
representing the French recruitment and temporary employment temporary work sector and its social partners established a system
for forecasting work and skills. Known as GPEC, its role is to provide
industry discusses France’s labour market. a strategic vision of the jobs and skills that will be needed in the years
ahead. With it our sector will be better able to adapt its systems to meet
the future needs of the regions and sectors it serves.
This approach aims to analyse and anticipate foreseeable changes in
jobs, qualifications and skills as a result of the health crisis. It will allow
Q: What are the main challenges and opportunities Q: How do you see the industry’s role evolving us to map the skills of temporary workers and identify where the gaps
currently facing the French labour market? in both the short and longer term? What is the lie so as to develop an action plan – particularly with relation to training.
outlook for flexible staffing? The GPEC approach is especially intended for those working in jobs
A: The temporary employment market in France has faced a range and sectors that are in decline. Studies undertaken by the Interim and
of challenges. The impact of Covid across the different economic A: Having a flexible workforce is an economic necessity for today’s Recruitment Observatory are currently delivering their first results.
sectors has not been equal. Some sectors – such as cafes, hotels and businesses. As the economy gradually gets back on its feet, Prism’emploi In addition to social security, employees in the temporary agency work
restaurants – stopped operating completely; others – airline related would like to see more flexible ways of using temporary work. Together sector benefit from specific social protections that include free health
industries and aeronautics – recorded very sharp declines and still with the trade unions we have called on our government to create insurance for them and their families (after having worked 414 hours)
others – including e-commerce, logistics and transport – have enjoyed a a special Covid measure that will authorise companies to employ which also covers them during periods of unemployment. FASTT also
significant boost in activity. temporary workers. Our request is particularly relevant for open-ended offers support in areas such as housing, access to credit, mobility and
This disparity goes hand in hand with a diversity in the fortunes of temporary work contracts which are currently subject to the same childcare so as to remove any obstacles to entering the labour market.
different skills sets. Those sectors that see their activities picking up restrictive conditions as short-term contracts even though they are for These services were in high demand during the Covid crisis.
again in the medium-term have held on to their specialist skills in order to a long period. During the crisis, these open-ended temporary work
retain a strategic advantage. For example, some employees in the civil contracts (known as CDII) held up well, including short time work – in part Q: What actions are you taking to support your
aeronautics sector have been redeployed in military aeronautics roles. due to support measures. We believe that this support mechanism is still members, their client companies and workers to
The lack of general visibility and weak economic growth has weighed valid – especially since the French government has not lost its interest in lead in the new normal?
heavily on the performance of players in the temporary employment taxing short term contracts.
industry. There is a direct correlation between our sector and economic At Prism’emploi we support a vision of responsible flexibility and as such A: At Prism’emploi we continue to support our members by defending
growth and low growth is detrimental to the dynamism of the whole we have warned on several occasions about the abuses of certain digital the interests of the sector – particularly towards public authorities. In
industry. France recorded very weak positive growth in the first two platforms. Some of these platforms create a relationship between the May 2020 we signed a national agreement with the main public body
quarters of 2021 (0.1% and 0.24% respectively) and forecasters agree worker and the organisation that is effectively an employee status and serving job seekers, Pôle emploi, to facilitate exchanges between our
that the underlying conditions for an economic recovery will only be met should be treated as such. We are concerned about the illegal forms two organisations. Through the agreement we aim to: support temporary
in the second half of this year. of work that develop as a result of new technologies and are following workers and job seekers in returning to work and secure their careers;
Despite these immediate economic challenges, there is nevertheless an the evolution of case law in France and Europe with great interest. The work to reduce skills shortages; and develop geographic synergies
ongoing shortage of skilled labour in France. The situation is particularly uberisation of work must not come at the expense of social rights. Work between our respective networks.
acute in the construction industry and in the logistics and medical/social is not a commodity and if it is not accompanied by social rights then the This public/private partnership represents an innovative approach
care sectors. The need to support work transitions by sector and also overall social balance will be weakened. Indeed, the current health crisis designed to drive up labour market participation. By combining the
by geography in order to minimise the skills shortage is not new but is has served to underline the effectiveness of the protective model. strengths of our two organisations we can work together in creating
becoming increasingly important. recruitment opportunities such as forums and job dating and strengthen
Another element that brings uncertainty is the fact that many employees Q: WEC is promoting social innovation as a way the monitoring of job seekers. In particular, the joint approach creates
have had their roles suspended and their salaries partly supported by the to accommodate new challenges. What does this something of a mentoring system where temporary workers introduce job
state – a situation known as short time work. Some economists believe mean in your market? Has that changed with the seekers to opportunities in sectors that are in high demand.
that businesses have been saved from going under by the substantial Covid crisis? The role of the temporary employment sector in supporting work
public aid packages that have been provided, but these will now transitions also highlights the potential for our sector to play a part
gradually be withdrawn following dialogue with the social partners. A: In France, the temporary work sector is well established and offers a in matching workers with work in the wider economy. Meanwhile,
The public health crisis has hastened the digital transition in the French number of social innovations. In particular, the dedicated training fund Prism’emploi continues to provide its members with a comprehensive
market and accelerated new ways of both consuming and working. (AKTO – FAF-TT network) which was created in 1983 and the social range of services – adapting training, offering high-quality legal support,
Teleworking has become the norm in many businesses that would assistance fund (FASTT) founded in 1992. During 2020, employment publishing information on legal and social developments and analysing
previously never have entertained the idea. agencies continued to invest in training although the volumes were less the economic situation in order to be prepared for the future. n
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C ULT UR E 11
REMOTE
BENEFITS
Richard Warren, CEO and co-founder of RBW Consulting
Group on why remote working will stay in the life
sciences industry.
The life sciences industry had already started moving towards remote are expected to be digital natives by the end of this year. This younger in to do the parts of our role that require us to work more closely with see their teams in person, trust becomes ever more important and
working but, as with many aspects of digital transformation, Covid-19 generation has already been instrumental in changing how people others. This will be a balance as workforces adjust, but offers a key this is a two-way street. Organisations putting in place the support
has accelerated this shift. The fast pace of change, both technological in the life sciences industry network and communicate, but Covid-19 opportunity to meet both business imperatives and the changing needed for everyone to succeed with reduced face-to-face contact,
and operational, has been a challenge but it has also accelerated has further accelerated the shift away from face-to-face meetings and expectations of employees. and employees taking a proactive role in managing upwards and
innovation and flexible collaboration. towards remote meetings, virtual events and a focus on informative communicating regularly on challenges and output.
Pressure on achieving a more flexible way of working is coming from online content. Recruiting techniques It’s important not to underestimate the fact that people learn from
all sides in the industry. Employees themselves are demanding a Looking ahead, the future engagement model could evolve even people. Remote working makes it necessary for companies to think
work/life balance that better reflects what they’ve – in many cases more. In-person meetings may never return to pre-lockdown levels, To take advantage of remote talent, recruitment teams likewise more about how to compensate for the positive parts of office life that
– experienced over the course of the last year. With three out of meaning clinical trial professionals will need to permanently adapt need to break down potential structural barriers in their recruitment are lost, with employees working from home. Virtual social events like
four workers wanting to work from home more often after lockdown, their outreach models. This could see working hours adjusted, so processes. This might include steps such as making initial interview team breakfasts or calling a colleague over a cup of tea can make a
expectations have been forever changed. Patients similarly expect patients can be offered greater choice and control for check-ins rounds digital to make it easier for further-afield candidates to attend. huge difference in supporting spontaneous collaboration. But there
trials to be more reflective of their personal priorities, with regular around their daily lives. Providing virtual options will also make After all, when a role is likely to be partly remote, it makes sense needs to be a structured programme in place too, to ensure this
check-ins to be scheduled around their daily lives. This has been participating a less time-consuming activity and hopefully improve to gauge how well a candidate can build relationships and deliver happens on a consistent basis. Flexibility is important but it goes both
particularly beneficial in clinical trials where patients have limited retention. complex information in virtual meetings. The team at RBW has ways. Companies should manage expectations upfront about when
mobility, avoiding the need for potentially impractical and time As remote working becomes part of the norm, we can expect this certainly benefitted from introducing virtual onboarding for new team team members are expected to be present in person, to ensure the
consuming in-person meetings. In turn, this has led to improved to start changing how companies recruit for their teams too. We members in the past year. Candidates and stakeholders alike have business can continue to reach its goals.
patient retention and made it in some ways easier to run trials with expect to see more flexibility of working hours in advertised roles for had a very positive experience, while the business has been able to Within3 CEO Lance Hill says: “As home working becomes a more
certain types of patient. the sector, opening up opportunities for talented people with caring keep our activities low risk. popular option around the world, companies may have to adjust
With the industry irrevocably changed, the processes required to find responsibilities that don’t fit into a traditional nine-to-five schedule. Companies recruiting in a more location-agnostic manner will to make sure they don’t miss out on any of the ‘spontaneous
the right people to fill roles has developed too. Both potential hires (or should) result in increased diversity. Diversity introduces new interactions’ that can happen at an office. This can be addressed by
and employers have different expectations of working relationships A global workforce will open doors perspectives and ideas which can challenge and improve existing making sure everyone has an equal voice and feels they can query or
and patterns. processes. Life sciences organisations that can harness the challenge everything. Not only does this make people more involved
RBW Consulting has seen these changes emerge in real time through Over 1.5 million UK employees are estimated to have worked from best talent around the world will have an edge over competitors, in what we’re pushing to achieve as a company, it also encourages
our work with virtual engagement platform, Within3. The company home during the lockdown. This figure is expected to increase particularly when expanding into new markets or tackling more open discussions and innovation.”
is no stranger to remote working, having had all team members significantly by 2022, when it is predicted that 60% of the workforce unfamiliar challenges. Fundamentally, people want to be proud of the work they do and
home-based for more than 12 years. Lance Hill, CEO at Within3 will be remote workers. the companies they work for. As the working style of the industry
says, “There is a misconception that meaningful relationships and We are looking at an exciting future where job applicants will be Upskilling a remote workforce continues to change, so too will recruitment processes. Ultimately,
innovative collaboration can’t happen online but that isn’t true. It does, much less restricted by their location. As a search consultancy, we reflecting in your hiring practices the flexibility a new generation
however, require the right technology and the right people who want have already seen companies open up their talent pool to candidates The life sciences industry will need to continually train and upskill of pharma professionals want to see in their roles, will benefit
to make it work.” around the world. This globalisation of work does have its challenges, existing employees, to support them in operating confidently remotely. companies wanting to source the best talent. With a wide range of
but Covid-19 related lockdowns have proven how adaptable people This will help them to make the most of the digital and data-driven untapped talent now able to share their skills and expertise through
The knock-on effect of digital communication can be. While face-to-face interaction is an important way of building technologies available and to ensure operational efficiency for the remote roles, competition will only become fiercer. Those companies
relationships amongst teams, the office of the future will be about business. A core pillar of this will be empowering people to take who listen to their employees and nimbly adopt new technologies
Digital natives are beginning to outnumber their older colleagues in providing a collaboration space where colleagues can liaise on ideas. control of their own workload and setting expectations on how to optimise remote recruitment and working will be able to recover
the healthcare industry. In fact, 70% of all healthcare professionals Rather than coming into the office to sit behind a screen we’ll come they should communicate around delivery. When managers can’t quickly once the industry settles into its future normal. n
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LEG AL 13
ENGAGE FOR
SUCCESS WITH
MIT VENTURES
Employee engagement is a critical FUTURE
WORK
driver of business success and
improves workplace performance
in many ways. Companies with
poor employee engagement
underperform as low employee
engagement negatively affects key Kathryn Barnes, Employment Counsel EMEA
business performance indicators at Globalization Partners outlines how
such as productivity, profitability, remote work has evolved business practices.
absenteeism, and turnover.
If you want to achieve your At MIT, we recognise that with Amazon vouchers. while reducing the time and
business goals and stay ahead employee benefits can be Additionally, we introduced a costs associated with payroll
of your competitors, you need to life-changing for our client’s supplementary Online Learning processing.
create an employee engagement workforces. In conversations platform, where staff can access
strategy that promotes a we’ve had with business leaders, +45 courses for professional Pension schemes can also
people-first workplace culture the consensus is that the development. Google searches impact staff loyalty, morale and
and produces positive business pandemic has demonstrated that for online courses were up by productivity. At present, 16%
results. At MIT Ventures, we the health of the workforce is 300% in 2020, highlighting of Generation X’s and 12% of
are committed to the power the health of a business. Indeed, the fact that people need to be Millennials admit they won’t
of employee engagement. since the onset of the COVID-19, continually learning and see that be able to fund their preferred
Our market-leading employee calls to our free EAP helpline they have the opportunity to try lifestyle in retirement. However,
engagement model is a have soared, underlining that new things. we strive for a better retirement
practical solution that provides it’s more important than ever for all with our tailor-made
outstanding employee benefits to support employees’ mental Our high-quality services that workplace pension solution
schemes at competitive rates to health. boost productivity, engagement that significantly reduces For many of us who’ve had to adjust to the realities of remote work over 1. Roles are emerging and evolving
both temporary and permanent and growth also include the administrative burden of the past 12 months, the future of work life looks set to be very different.
employees. Our valued client, Wayne targeted business solutions for pension duties while ensuring Many of the changes that have resulted in the reconfiguration of day-to- Strategic workforce planning is moving centre stage in the remote work
Taylor, Managing Director at back office operations, which compliance. day operations for most industries have generated unexpected positive age. But while companies are eager to seize the opportunity and hire
We have united all of our Thorium, adds that “Through are essentially the backbone outcomes for workers. Everything from improvements in employee talent from lower cost emerging markets, ensuring that this makes
benefits and services into one, the pandemic, we have been of a company. To provide a By offering a complete package
of Payroll Consultancy, Business wellbeing, to the relative ease of applying for and undertaking sense where the wider business strategy is concerned will be key.
easy-to-access portal for the exceptionally busy. Our staff strong internal foundation, we
employee and employer. This often tell us about how they’ve provide a trusted and talented Protection, Workplace Pensions, work across borders. Having broken through the technological and cultural barriers that
innovative portal is specifically benefited from the MIT app, team to handle and enhance and Lifestyle Benefits, we According to the Institute of Directors, 74 per cent of organisations prevented remote work in the past, organisations have now set in
tailored to employees’ needs, such as buying their children payroll processing, pensions engage employees and resolve intend to continue to offer home-working options to their knowledge motion a structural shift in which many work activities can take place
enabling them to access a Christmas presents via vouchers, administration, and employment business challenges. Want to see workers and a variety of other employee categories after coronavirus. outside of the physical office. Now they are eager to cast their talent net
variety of lifestyle benefits, helping them save costs. Many law representation through our MIT in action? Schedule a demo
While some companies are pushing to put an end to the physical wider in order to find the right people with the right skills.
along with services that address of our staff, including my co- partners Holly Blue, allowing and learn how MIT can motivate
employee wellbeing, from director, have used the gym businesses to concentrate your people, inspire workplace office once and for all, others are leaning towards adapting business As a result, roles such as global mobility managers, remote work
financial to mental and physical. membership discounts as well. on their core objectives. Our innovation, and transform your practices to enable a more ‘hybrid’ approach that will see staff working directors and remote change managers are evolving fast and moving
We’ve pushed that heavily clients benefit from reduced business. from home two or three days a week. to the fore. Responsible for helping to guide executive level talent
“MIT’s unique business model during the past year to make operational costs and expert One thing is for sure, the events of the past year have served to change management decisions, these personnel will play an increasingly
instantly provides the employer sure our people are staying fit support that aligns with their 0800 211 8709
the world of work for ever. In the process, employee expectations pivotal role in re-imagining talent investment and distribution for the
with a suite of beautifully physically and mentally.” companies’ objectives. ee@mitventures.co.uk
delivered features to around workplace flexibility have shifted. In response, management enterprise. >
transform the entire employee It’s clear that businesses are At the core of employee styles and organisational cultures have had to evolve at speed.
experience. Our portal provides working hard to maintain engagement are relationships As businesses prepare to build back better, it is clear that the recent
access to pensions and payroll employee wellbeing and built on trust and a positive enforced move to remote working is set to have a lasting and profound
documents in the same place as positive workplace cultures, work environment. Payroll
impact on workplace and employee strategies. As HR leaders adapt to
a 24-hour confidential helpline despite disrupted working directly impacts the employee
experience every payday. When these new realities, they will need to prepare their teams to cope with
and qualified doctor, while also environments. In response, we
offering valuable discounts for have regularly updated our payments are accurate and five significant trends that are on the horizon.
shopping and leisure purchases. service offerings. Our recently delivered on time, employee
Staff can make use of a great launched add-on Recognition satisfaction increases. Our
selection of tools that have a service inspires a thriving consultants take the pressure off
tangible effect on their lives.” workplace culture by rewarding the business owners by keeping
David Callaghan, CEO at MIT and incentivising performance on top of payroll legislation
www.theglobalrecruiter.com
14 LEGAL
2. The nomadic workforce is going mainstream 4. Meeting employee expectations
The digital nomad lifestyle first emerged among bloggers and Standing out as an employer now goes beyond offering a good salary TALENT
ACQUISITION
influencers. Often self-employed, these ‘location independent’ and providing a genuine work/life balance is no longer an expectation
trailblazers placed a high value on achieving the work/life balance they only held by millennials and Generation Z. Boston Consulting Group
desired, utilising co-working spaces and advancements in technology termed the COVID-19 pandemic a ‘people-based crisis’ and the
IS NOW GLOBAL
to work where, and whatever time of day, suits them best. So much so workforce experience during protracted national lockdowns changed
that way back in 2019, it was predicted that the number of freelance employee expectations around flexibility, support, mental health
digital nomad workers worldwide would hit a billion by 2035 thanks to a awareness and cultural integration.
growing project-based and digital work economy. In response, global brands like Adobe, Salesforce, Twitter, Fujitsu
Fast forward to today and the concept of working where the Wi-Fi is, and Amazon changed their HR policies to protect employees. In the Remote working has scaled up the
regardless of country, is well established. In response to the economic
uncertainty caused by the pandemic, organisations are looking to
process, they facilitated a radical shift in working culture and output that
led these companies to be just as effective – if not more so – despite
hiring market for recruitment agencies.
expand their post-COVID use of contingent workers in order to reap the having a workforce that was primarily working remotely. With the ability to source and engage
benefits of assembling a more flexible workforce.
The implications of this shift for HR leaders are key. Evaluating how
The shift to remote work modes has created a long lasting impetus
for change. In the future, obtaining and retaining the best talent will
global talent for clients, make sure
performance management systems will apply to these workers, and depend on how well HR teams are able to modify long standing you’re across overseas engagements.
whether they should be eligible for the same benefits as their full-time processes to improve the overall employee experience. Because
peers is just the start. from this point forwards, employees and prospective candidates will
Remote workers looking to live and move to different countries for judge organisations on how well they treat, support, and recognise the
medium-term projects creates new complexities for HR teams and contributions of employees.
employers. Each country has different employment regulations that
employers will need to respect. Meanwhile, issues like whether taxes 5. Closing the global legal knowledge gap
should be paid in the host country or the employer’s country are also
difficult to navigate and can be dependent on an individual’s length of In these tumultuous times, the regulations and norms that already vary
stay or employment type. from country to country are subject to frequent change, especially as
As the need to engage and support nomadic employees grows, priorities shift in today’s virtual-first business world. Authorities expect
companies will need to be poised to adapt. companies to stay informed of local laws if their teams moved to
another country while working remotely, or if they hired internationally to
3. Digital upskilling becomes a top priority take advantage of remote work.
Internal HR teams are now confronted with learning how to regulate
With 61 per cent of CEOs saying that their workforce will be more employees in home offices, potentially across multiple jurisdictions, and
digital in the future, HR teams are going to have to up their game will need to call on specialists with the know-how to provide clarity on
when it comes to leveraging tools that will enable a fair digital these points.
selection process and a professional and considerate onboarding and
offboarding experience.
All of which presents a major opportunity for specialist HR companies
to step into the breach and help enterprises build out their global teams
Speak to us about local compliance:
Similarly, with remote workforce models going mainstream, in a constructive and conformant manner.
organisations are investing heavily in new digital platforms that will
Looking to the future
make it easier to monitor employee engagement and wellbeing. This
includes initiating digital L&D to support employees to acquire critical
EMPLOYMENT LAW STATUTORY OBLIGATIONS
skills for their next role and workforce management platforms that will Organisations looking to thrive in the post pandemic world will need
enable the enterprise to recalibrate workforce competences in line with to focus on treating employees as people, not workers, evolving an
predicted needs.
The whole arena of recruitment and talent management is becoming
employee value proposition that reflects how recent events have
changed the relationship between people and their work.
TAXATION DATA AND PRIVACY LAWS
much more agile as organisations figure out how best to deploy Alongside delivering workplace flexibility and opportunities for personal
and reskill their people for a more digitally-led future. Which means growth, employers must also demonstrate a holistic approach to
HR teams will need to gain mastery of all digital collaboration and wellbeing while engaging employees in a shared sense of purpose. Entity Solutions is a contractor management specialist, with
automation technologies that are being adopted to enhance all As remote work changes the rules of the game with regard to hiring
these processes. wherever talent is located, HR teams will need to become adept at
expertise in international engagements.
a whole range of new workforce management practices in order
to pivot successfully to an effective and sustainable remote global
workforce model. n
+61 3 9600 0333 enquiries@entitysolutionsgroup.com entitysolutionsgroup.com
16 SUP P LY SIDE
BIDS AND WINNING In 2021 The Global Recruiter
Awards are set to recognise
CONTRACTS great recruitment businesses as
TOUGHER THAN they have performed prior to and
during the Covid-19 pandemic.
EVER POST-COVID
Last year we took the decision to hold back our Awards.
We recognised that our Awards timetable meant that our
deadlines fell at a time when you needed to concentrate on
adapting to the impact of lockdown. However, we still received
many entries and we want to ensure those entries receive the
recognition they deserve. For this reason our Awards this year
will be designed to take into account performance before the
impact of lockdown, as well as how the business adapted and
Today’s remote and hybrid working models look set to stay. The pandemic for recruitment businesses looking to secure large PSL contracts, can
worked during the pandemic.
has proved that many workers can do their job from almost anywhere in set them apart from the competition during the intense scrutiny of the
the world, which has created an expanded candidate talent pool – but tendering process. If you entered the Awards last year, we will still consider your
also a more competitive marketplace for bids and contracts for recruitment entry, but we would also welcome more information from you
Benefits on the go
businesses. David McCormack, CEO HIVE360, looks at how recruiters on how your business has operated since March 2020.
can stand out from the crowd in today’s new world of work. A new report (Gallagher’s Benefits Strategy & Benchmarking Survey
If you are ready to enter the Awards and didn’t send your
2020) confirms and highlights the need for UK employers to enhance
COVID-19 has changed how and where we work, with businesses now details last year, we’d like to hear your story – from your
their benefits packages and improve internal communications. It states
confident that worker productivity is unaffected, and often even boosted
that ‘benefits are widely seen as a crucial element of the Employee Value
performance prior to the pandemic and again, how you have
when workers are home- or remote-working. adapted and worked within these challenging circumstances.
Proposition (EVP) and worthy of investment’.
Hybrid working models and flexible working hours could be said to be the
Health and wellbeing benefits are quickly becoming a ‘must have’ rather
We recognise that not all businesses will have faced similar
norm. A workers’ location for many roles is no longer a deal-breaker, and Headline sponsor challenges not least because recruitment companies serve
than a ‘nice to have’. Growing numbers of workers (permanent and
so the talent pool has widened, but choice and opportunities have shifted different sectors, but The Global Recruiter Awards 2021 will
temporary) are actively seeking a positive work / life experience from an
in such a way that candidates are now gaining greater control.
employer providing support to achieve it. offer a level playing field on which recruitment businesses,
Talent attraction in the new world of work initiatives and practices can be assessed and judged.
HIVE360’s solutions deliver incentives and support for employees,
To respond to this shift, employers must revisit talent attraction and temporary workers and candidates, including employee benefits delivered In this way, being a part of The Global Recruiter Awards
recruitment strategies by looking at the value-added benefits, and more via our unique, customisable engagement app Engage. 2021 will recognise the strengths and achievements of your
especially wellbeing support. business at one of the most remarkable times in history.
We know many businesses are facing financial challenges, and so
Deadline for entries: 1 July 2021
The recruitment sector must also adapt, to demonstrate to clients and recruiters have access to the platform as part of our outsourced payroll
candidates that it understands talent recruitment and retention strategies solution, at a time when many businesses are facing financial challenges,
are needing to evolve, and the importance of talent mobility and we ensure maximum ROI, so that their own people and candidates have
development, wellbeing and benefits. access to a range of health and wellbeing benefits and services, including:
Shortlist announced: 2 August 2021
Increasingly, talented candidates are seeking organisations that align • 24/7, confidential access to mental health support, counsellors
with their values, visions and goals. At one time, they were driven mostly (EAP program)
by financial reward, but nowadays want to be part of a company with a
Awards Ceremony 14 October 2021
• personal doctor, access to medical specialists, and carer
strong employer brand, with a commitment to workers’ wellbeing, flexible
support helpline,
working arrangements, learning and development.
• gym memberships, high-street, lifestyle, dining and
www.ukawards.theglobalrecruiter.com
A robust employee/candidate engagement strategy helps workers feel
insurance discounts,
valued and supported, has a positive effect on talent retention, and
reduces the time spent resolving candidate issues, absenteeism, or • a training platform.
poor performance. Ongoing research by global analytics and advice firm
Gallup consistently finds that companies with a human-centred culture
are in the top quartile of employee engagement, experience 81% lower
HIVE360 is an outsourced payroll and
benefits expert, working across all #GRAwards21
absenteeism, 18% less turnover, and 23% higher profitability. sectors, including recruitment businesses
and agents governed by the GLAA. It is
Essential components an expert in PAYE payroll, wellbeing and
benefits provision, and is championing a
Onboarding and career progression, reward and recognition policies,
new model of employment administration
training and development, employee benefits, work:life balance
and redefining employment and pension
initiatives, financial and mental health and wellbeing support are essential Associate sponsor Category sponsors
administration processing. n
components of an effective employee engagement strategy.
www.hive360.com
Together, they improve and maintain a positive working environment for
recruiters’ own employees, and the valued candidate workforce – and For faster smarter growth18 F I N AN CE
Be more profitable.
BEYOND Increase shareholder value.
Scale your business.
THE MYTHS A collaborative community for recruitment
leaders to drive performance and profitability
with purpose.
Gal Almog, CEO of diverse talent sourcing and retention solutions
company Talenya discusses recruiting and retaining black talent.
Diversity and inclusion has become a top priority for many companies, 2. Prioritise Internal Mobility
and with good reason. According to Harvard Business Review, To improve retention, tech companies must strive to achieve better
companies with higher-than-average diversity enjoy 19 per cent inclusion and appreciation of all employees. Companies can show
higher innovation revenues. their commitment to DE&I by auditing their internal mobility. When
Given these benefits tech companies are attempting to increase employers prioritise internal promotion and advancement, employees
the representation of Black employees in their workforce. But there are more likely to stay.
are still misconceptions that are preventing process. One of these
misperceptions is that Black employees tend to change jobs more 3. Broaden the Search Pool
frequently which negatively impacts recruitment efforts. For example, Another way HR departments can achieve better diversity is by
a recent study showed that Black professionals are 30 per cent more opening their search pool. Many companies have cited their failure
likely to leave their jobs compared to non-Black employees and that to hire more diverse talent as a geographical issue, but the events
more than a third of Black employees left their positions within of the last year have proved that the future of work will be remote (at
two years. least at some capacity). Companies can more easily source talent
At my company Talenya, an AI-powered diverse talent sourcing from anywhere with the benefit of remote work. The emergence of
solution, we put these findings to the test. We analysed over one remote work is the perfect opportunity to turn long broken promises
million hiring profiles of software engineers to compare the average into tangible action.
tenure of Black and non-Black employees. Software engineers Another Talenya study found that while only four per cent of software
provide an interesting case study because, due to the high demand to engineers are Black, there are cities with vastly disproportionate Supported by...
fill this position, their ability to frequently change jobs to seek higher levels of Black talent.
paid positions is much higher overall. Surprisingly, the US cities most well known for their tech innovation,
The results: there was little difference between their tendency to job including San Francisco, New York, Los Angeles and Boston, have
hop. Specifically, both Black and non-Black software engineers lasted smaller pools of Black software engineers. Only two per cent of
an average 35 months. In fact, prior to their one-year mark. the study software engineers were Black in San Francisco and New York
revealed only five per cent of Black and non-Black software engineers compared to only one per cent in Los Angeles and Boston.
were likely to leave their current position. After 12 to 36 months, According to Talenya’s data, the cities with the highest percentage of
however, 62 per cent of Black employees are likely to leave their jobs Black software engineers are Atlanta, GA (eight per cent), Charlotte,
compared to 59 per cent of non-Black employees. NC (five per cent), Dallas, TX (four per cent), Detroit, MI (three per
cent), and Raleigh, NC (three per cent).
What does this mean for recruiting? In summary, Black engineers are loyal to their employers as much
as non-Black engineers. In fact, the data indicates that a greater
1. Timing Matters percentage of Black engineers tend to stay longer in their jobs.
The data indicates that HR departments need to foster an inclusive, To bolster their pool of qualified, diverse candidates, companies
inviting environment for Black software engineers in their first should take advantage of remote work options in cities with qualified
months to retain diverse talent. There is only one chance to make a and loyal talent. From there, it falls on HR leaders to ensure these
good impression, and it can be difficult in a virtual environment, but employees stay connected and engaged beyond the onboarding
companies have to be thoughtful about the ways in which they train, process in order to improve long term retention. n
support and onboard employees. They need to find ways to support
diverse talent and ensure their culture is open to various perspectives.
therecruitmentnetwork.com
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