Whitepaper - Page 6 of 8

Experiencing tech skills shortages? Find new ways to create the supply.

With demand rapidly outstripping supply, simply trying to hire more tech workers onto organisational teams is no longer viable. As such, reskilling, upskilling and training employees is more crucial than ever for companies hoping to build digital-ready workforces that can carry their businesses into the future.

Considering that 83% of executives are experiencing skills gaps in their workforce, employers continue to struggle in the tightening labour market, paving the path for a full-blown crisis. It’s time for a fresh approach. By offering upskilling opportunities for your current workforce or training programs for early graduates, you will control the supply.

Learn how to navigate this market by closing the gap on tech skilling in our latest digital paper. Insights include:

Gaps and challenges that companies are currently facing when it comes to tech talent
Stats and strategies to help close the gap on tech skilling
New reskilling techniques to build and control the supply of tech workers

In today's competitive landscape, set against the backdrop of a global pandemic, talent engagement is more important than ever before. Not surprisingly, direct sourcing has become the hottest topic in the global world of talent and work.

Given the many channels of non-employee talent available, which include traditional staffing vendors, digital staffing outlets, professional services, talent networks, and social media platforms, the ability to tap into on-demand pools of talent to better align project requirements with available skillsets can be an incredible competitive advantage.

Businesses that harness the underlying power of direct sourcing and talent pools have the ability to develop an agile workforce which can be the difference between surviving in disruptive business times... or truly thriving in a marketplace that rewards dynamic, talent-led responses to new business pressures and challenges.

Download this paper, produced in partnership with Ardent Partners, to learn how today's direct sourcing strategies can:

Reduce the risk of "bad hires"
Mitigate employee turnover risk
Improve both "hard" and "soft" workforce management benchmarks
Enable superior workforce visibility

For many business leaders today, Environment, Social and Governance (ESG) will be three letters that have become the backbone of many a board meeting. ESG encompasses the three central risk factors that businesses are measuring the sustainability and societal impact of how they operate, invest and behave. In this new paper, we look at why the ‘S’, Social, is so important.

When thinking about ESG, sectors that come to mind are often extractive industries like mining or resource-intensive enterprises like manufacturing and construction. One sector for whom ESG is fast becoming the most important is retail banking.

Not only do banks consume resources and have an environmental footprint like any business, but many also provide financing to infrastructure, building and other projects that have an impact on the environment.

A bank’s lending policies have a social impact, from the adverse effects of discriminatory lending to the positive impact of green building loans. A bank's governance practices can significantly affect the bank's reputation, regulatory standing, and revenues. It’s in this context that banks must first focus on some key ESG hygiene factors.

This latest paper by Janine Chidlow, Managing Director of Retail Banking and Insurance, will help to answer some of the following questions:

Does your organisation know what is expected of it and does it have an ESG strategy?
What best practice support is available?
Why is the ‘Social’ aspect so important?
What impact can your leaders and stakeholders have?

How can retailers transform their hiring processes to stay competitive during a labor crisis?

Retailers across the board are experiencing a shortage of qualified talent. As the retail industry undergoes a seismic shift post pandemic, its workforce remains more vulnerable than ever. Hiring managers and recruiters are facing their toughest challenge yet when it comes to bringing back those hourly workers in retail.

But are retailers equipped to bring back their hourly workers? 79% of retail recruiters have made reductions in their corporate resources – that means retail companies must find solutions that will allow them to hire hourly workers quickly and efficiently.

Co-written with HR Retail, explore the comprehensive research around the retail hiring industry, including:

Gaps and challenges that retailers are currently facing when it comes to hiring hourly workers
Stats and strategies to create a quick and efficient application process
A look ahead at what recruiters are planning in the next 12-18 months

The competition for great talent is intensifying the pressure on Talent Acquisition (TA) teams – many of which are already trying to keep up with reduced resources after a couple tumultuous years. As organizations rebuild, rebound and expand they must scale their workforce fast to capitalize on new opportunities – but, many don’t have the capacity or capability to keep up.

There’s a misperception that RPO is only for long-term, complex talent challenges. So, we partnered with Madeline Laurano, founder of Aptitude Research, to explore when and why hundreds of HR and talent leaders lean into recruitment outsourcing on a project basis to fill their TA capability and capacity gaps – and, the long-term value Project RPO drives for their in-house teams.

If you're wondering how Project RPO could lend a helping hand to your TA team, read the digital paper to understand:

How is the current state of talent acquisition impacting how we recruit?
How is Project RPO different from a traditional RPO engagement?
What are the key business drivers and investment criteria?
What additional outcomes and business impact can your in-house team realize?

In today’s fast-changing world, your people strategy is key to success. But, thriving in an ever-changing business world requires a new perspective. Start thinking skills count instead of headcount - workforce dexterity is your key to building, reshaping and optimizing a workforce equipped to anticipate and adapt amidst constant change.

In this eBook we’ll explore how our workplaces, people and expectations have rapidly evolved over the past year and the pressure that creates for HR and Talent leaders to keep pace. We’ll break down the concept of enabling true workforce dexterity - what it means for driving better business outcomes, and the four pillars you can support to create a workforce built for change.

Along the way, we’ll share:

How businesses and people are being impacted as we search for the ‘next normal’
New research and expert opinions on the workforce
Stories from HR leaders on how they’re tackling our new era of work

News

The new AMS: Designing a workforce built for change

The new world of work requires us to think about how people come together in a more holistic way, shifting from headcount to skills count.

Blogs & Articles

Building workforce dexterity for the future

With the right technology on our side, and taking a people-centred approach as we go, it’s time to enter the age of dexterity.

Covid-19

Blogs & Articles

Flexibility, simplicity and dexterity: the foundations of success as business moves forward

While there may be the odd glimmer of hope for businesses as some global locations ease parts of the restrictions implemented under lockdown measures, we are still very much in the midst of a scenario the like of which we have never seen before.

Future of work

COVID-19 changed talent acquisition. Wondering how much? Us too.

The global pandemic (COVID19) and the events of 2020 dramatically changed the landscape of talent acquisition. Organisations have adapted and adjusted their priorities, processes, and budgets with limited resources. After years of building strategies and roadmaps, many talent acquisition leaders have been forced to reconsider these plans overnight.

Some companies have halted hiring efforts completely while others have increased their headcount. According to this study, 62% of companies are still hiring even if their focus has changed. And, while different regions and different sectors face new realities in recruiting talent, the uncertainty of this year has created a collective experience. Every organisation is going through some type of transformation and talent acquisition leaders are in a unique position to help influence this change.

Yet many organisations feel paralysed when transforming their approach to talent. And they are left asking, “what next?”. The future seems uncertain and for many companies, talent acquisition still proves to be incredibly complex.

When we started this research project in January 2020, our goal was to create a report that would look closely at the current global talent acquisition function. Today, our goal has shifted. This report is designed to help organisations on their path to talent acquisition transformation. It examines the past year, the current state, and the future of talent acquisition. It is a resource for leaders looking to rebuild and reshape recruitment strategies.

This report will help companies answer the following questions:

What was the state of talent acquisition pre COVID 19?
How has COVID 19 impacted talent acquisition capabilities, processes, and technology?
How has the candidate experience changed over the past year?
What steps do companies need to take to prepare for the future of talent acquisition?

We’ve sought out the opinion of organisations from different sectors across the globe to bring you more insight into the trends that are shaping the world of early careers. Hiring and retaining top talent has always been the holy grail for companies. That’s why organisations around the world invest so heavily in their graduate programmes and their employee value proposition (EVP).

Not only do they want to attract the best, organisations want to ensure that they’re providing the right environment for their talent to flourish. What once worked for Generation X no longer applies to the Millennials or Generation Z. Business leaders need to understand what makes graduates tick and adapt accordingly.

What will we explore in this white paper?

Is digitalisation killing off the human or personal touch in recruitment, impacting the candidate experience? Does gamification improve hiring outcomes or create
greater bias?
How much of a real problem is the STEM talent shortage around the world? Is enough being done to increase numbers of women and under-represented groups?
Why are organisations struggling with their Diversity & Inclusion initiatives? What does D&I actually mean to the new generation of graduates?

We're not ready to talk about "normal." But we can talk about what's next.

Though COVID-19 is still here and its continuing impact on business is undeniable, it’s clear we’re entering a new stage. It's the next step on the road to recovery. It's permission to plan and to look ahead—even if only a few months at a time—and to revisit, revise, and resume progress toward our goals.

We believe that there is no going back to the normal we once knew, but the future can hold new possibilities and opportunities if HR and Talent leaders are seeking them out.

As we move forward, we’ve identified four key principles to consider and strengthen—Align, Adapt, Amplify, and Assure. We’ve asked our thought leaders to expand on these principles, sharing their expertise, insights, and experiences in order to help you answer the question—what’s next?
Download this booklet containing six articles, including:

Four "A"s to Move You Forward
by Laurie Padua, Managing Director—Talent Collective
Align | Evolving Talent Attraction & Engagement
by Sondra Dryer, Global Head of Employer Brand & Attraction
Adapt | The End of Transactional Sourcing
by Stuart Brown, Global Strategy Consulting Senior Manager & Carrie Brophy, Global Technology Consulting Senior Manager
Amplify | High volumes are coming—Is your assessment process set up to help you?
by Claudia Nuttgens, Global Head of Assessment & Development Consulting and Annie Hammer, Head of Technology & Operations Consulting—Americas
Assure | Protecting While Going Forward: 4 Smart Moves
by Kate Beach, Global Head of Strategy Consulting & PMO and Katy Grainger, Solutions Architect
Executing Your Plans for Change
by Erica Titchener, Global Head of Technology & Operations Consulting

What is driving the acute shortage of digital skills around the world? And what can businesses do to plug the gaps?

The digitisation of businesses has been a key priority for companies for many years, but with the rapid advances in technology, AI and robotics, digital labour shortages globally are expected to reach 4.3 million workers by 2030. So, how can business leaders adjust for such a rapidly changing future?

In this new whitepaper on digital hiring, we’ve sought the opinions of over a dozen leading talent acquisition thought leaders, including our own specialists. Coupled with relevant research, their perspectives reveal new insights into the growing digital talent shortage and its implications.

Download “Keeping Up with Digital Change” to learn:

Which countries are leading the digital change
Whether to buy, borrow or build your digital talent
What your D&I strategy can do to help
How companies can begin to bridge the gap now

Let’s make AI work for you.

An Eye on Tomorrow

Thinking about skills-based hiring?