Like many of my colleagues, I have recently been on a knowledge upskilling journey when it comes to green skills – a subject that has quickly become a critical agenda item in both the public and private sector, with the race for securing talent in this space already well underway.
The shift to a net zero economy will require a transformation of our workforce, inevitably changing the skills required and the tasks involved in many of the existing occupations as well as generating thousands of additional opportunities for green jobs. But there’s a problem: are we ready for this skills revolution?
The UK government has set an ambition of supporting 2 million jobs in the green economy and its supply chains by 2030 and later this year the UK Government’s Green Jobs Delivery Group will publish its action plan on green skills that will undoubtedly include a planned approach to skilling and hiring. What we know right now is that the demand for green skills is already on the rise, with green jobs now representing over 30% of UK job postings on LinkedIn and with a talent shortage already evident this is presenting a challenge.
But the green skills agenda also presents a huge opportunity.
In the article How the transition to net zero could unlock social mobilitypublished last year by the Institute of Student Employers (ISE), William Akerman at Connectr explains how the green skills gap could be the opportunity of a generation for social mobility. He highlights an important point when it comes to the challenge of green skills demand versus available talent in the market in that the “gap won’t be filled from reskilling companies’ existing workforces alone.” He draws attention to the opportunity for this gap to be filled by early careers, indicating this could be “a vital pathway to get the right skills into your organisation, to set your company up for success.”
When shaping the future of the green economy, harnessing the passion for sustainability amongst young people and a desire to work for an organisation that aligns with that will be key, and this needs to begin with creating tangible career pathways and access to these roles. ISE report 72% of students want to work for an employer that has a positive impact on sustainability.
The article does suggest that there’s a risk of diverse groups getting left behind. However “if rolled out considerately, once-in-a-generation workforce changes like the transition to net zero, also provide an opportunity to power up diverse talent groups, and give them the skills to stand out and get ahead.”
So what action is required?
Organisations need to invest in their future “green” workforce now to ensure they have the right skills to deliver a green industrial revolution and thrive in the jobs it will create.
Targeting young people from all backgrounds and demographics who are interested in securing a green job will be vital and this begins with education. There is a lack of knowledge and information about the requisite skills and qualifications needed and routes to entry when it comes to green skills.
When it comes to routes to entry, models like recruit, train, deploy could be a perfectly positioned and indeed highly effective route for green skills hiring, offering a comprehensive approach to address the increasing demand for workers with expertise in sustainable practices and environmental conservation. Such a model can Identify individuals from diverse backgrounds who have the potential and interest in acquiring green skills and design training programmes that are tailored to the specific needs of the green economy.
By implementing a recruit, train, deploy model tailored to green skills, organisations can contribute to the development of a skilled and diverse workforce that actively participates in the transition to a more sustainable and environmentally friendly economy. This approach not only addresses the demand for green skills but also promotes social and economic mobility for individuals seeking opportunities in this growing sector.
once-in-a-generation workforce changes like the transition to net zero also provide an opportunity to power up diverse talent groups, and give them the skills to stand out and get ahead.
I’ve been inspired by the journey some of our forward-thinking clients have embarked on to transform the way they think about early careers programs. They’re looking beyond the season’s campaign and a new hire’s progress through the program to consider how this talent can be retained and continually retrained for the future. Studies from top thought leaders agree that building a diverse, engaged workforce is a critical factor to an organisation’s long-term sustainability.
At AMS I have the privilege of working with some of the world’s leading companies on their journey to building a more inclusive workforce that offers people from different backgrounds a greater opportunity than ever before to harness their potential and build meaningful careers.
Key to this is greater transparency, data and insight and to help individuals, managers and business leaders make more informed decisions about critical skills and how to obtain them. Using technology to help attract, engage, hire, enable and retain future talent with the right skills and ability to learn has been a key investment area for clients striving to secure the future of their business. Finding the right solutions remains challenging with so much choice on the market today, and the continued disruption presented by the risks and potential offered by AI.
With the right tech investments combined with robust change management and purposeful culture shifts that embrace new ideas, and inclusive thinking, businesses with a focused strategy will be leading employers of choice.
It is evident that diversity and inclusion are not just ethical ideals but also astute business strategies. By championing diversity, companies can harness the full spectrum of creative ideas, foster a positive work culture, attract top talent and build robust relationships with an increasingly diverse customer base. - Tiffany Chandler writing for Forbes
As the father of a Gen Alpha (2010 onwards) girl, I have a vested interest in giving Gen Z what they want, so Gen Alpha don’t have to fight quite so hard! I came across the ‘Energy Transition Skills Project’ report recently that has been written by ‘Student Energy (studentenergy.org)’ in partnership with Ørsted (the renewable energy leader). I found it incredibly insightful.
Those of you who know me, know that I love data, and some of the insights I have gleaned from the report I find fascinating. Here are just three insights from this very interesting read;
Youth respondents globally rank ‘Purpose of Work’ (19.9%) as most important when looking for a job, comprehensively beating ‘Opportunities for Growth’ (14.8%) and ‘Salary and Compensation’ (13.8%)
This is great news for the Energy Sector companies who are on the right path for transition! However…..
The most common barriers facing those who want to enter the Energy Sector are ‘lack of awareness of opportunities’, ‘lack of available entry-level positions’ and ‘lack of access to skills training’
So this means if Energy Sector companies can improve their employer branding and market outreach (no greenwash please!) they can access talent that desperately wants to work for them, but only as long as they have the development programs and entry level roles available. This will of course depend on the right approach to talent acquisition, workforce planning and development.
41.5% of all respondents chose ‘working at a renewable energy company’ as their ideal energy transition job
So let’s hope that through collaboration between education, industry and government we can establish the right frameworks for skills development, because it seems like the renewable energy companies are in pole position to attract motivated and engaged talent.
If you are interested in talking to AMS about how to tackle the ‘green skills’ challenge and attract the best talent in your organisation, please reach out to me – at AMS we want to be part of the solution, and make a brighter future for all the ‘Gen Alphers’ out there (and everyone else!)
ENERGY TRANSITION SKILLS PROJECT
The Energy Transition Skills Project led by Student Energy, explores what is most important to young people when looking for employment and what barriers they face to entering the energy transition jobs labour market.
Last month AMS joined a roundtable with global HR industry analyst, Josh Bersin, and senior talent representatives from six major multinationals. The discussion was centered on key trends in the talent landscape, and how they’re changing the market and powering success.
Here are the five key things we learnt:
1. The future is skills-based
The trend away from the traditional, role-based hiring model to a skills-based approach continues. Some roundtable participants had already begun taking on skills-based hiring projects and pilots. The group started their discussion by focusing on some of the most common teething problems. As with all major transformations, getting used to doing things differently takes time.
Scaling up skills-based hiring away from project-based skills hiring is proving to be a challenge. Moving away from role taxonomies to skills architecture is a huge undertaking.
Most organisations don’t yet have a handle on the skills that exist in the workforce, nor do they fully understand what the critical skills for their organisation in the future are. Getting agreement on the key skills and finding a way to track hidden and transferrable skills in their workforce is a significant feat. For example, how do you know what skills specific employees have without relying on employees for their own input?
A change of mindset is also needed with hiring managers and recruiters. Moving away from ‘experience’ to ‘skills’ requires stepping out of comfort zones. Learning to value ‘power’ skills (such as curiosity and life-long learning) is key.
2. The role of the recruiter is changing
The role of the recruiter is changing, and ‘talent advisory’ is increasingly in demand.
recruiters need to use data to demonstrate the availability of skills, to hiring managers and to provide alternative approaches to hiring that are cost effective and sustainable”. To exploit new technologies, they need to be data interpreters and move away from opportunistic sales to consultative insight. Sourcing like this is giving definition to TA careers, boosting the reputation of the industry to new talent, and powering internal change.
“Alongside skill-based hiring, there’s a need to upskill the recruiting role,” explained Bersin. “Skills-based hiring requires recruiters to become talent advisors,” and TA needs to recognise and get ahead of that shift.
“People often have overly high expectations of what a skills project will do for them – it is important but not just a technical solution,” explained Bersin. “Skills hiring is being manifested in tools and AI to help recruiters. But, as you know, finding the right person for the right job is a ‘human’ problem.”
3. A focus on skills will help retain early career talent
The sparkle of drawn-out graduate programmes has gone. Jobs lasting more than two years are no longer the norm, and early careers Gen Z talent expect and plan to move around. A skills-based approach aligns with this shift.
Fostering transferable skills allows organisations to satisfy their employees’ thirst for change and to embed internal mobility in place of a culture of movement outside of organisations. It also allows companies to train their people for those critical roles, outside the structures of graduate/traditional pathways.
4. TA has a seat at the table and is influencing change
“When executives are focussed on recruiting and put TA in a strategic position, that leads to success,” explained Josh Bersin.
This was one of the strongest areas of agreement around the table: Talent leaders need to stay connected to business strategy because they’re best placed to advance it when the market improves.
Businesses should avoid making their talent acquisition teams a victim during recessions. Instead, they should apply the transferrable-skills model and transition their teams into other areas of the business, such as research advisory or AI technologies. So when hiring starts again, businesses have retained their key people.
5. AI is changing the game, but we’re still the players
“AI is a phenomenon picking up speed like a snowball,” said Bersin. Online, mobile, cloud technologies, and AI are changing everything. But AI needs to be demystified to increase uptake and encourage meaningful deployment.
Businesses need to move towards AI technology, not fear it. And this comes from top-down leadership.
As with other industries, AI is enabling valuable efficiencies and offering keen insights, but human instinct and experience remains crucial in recruitment decision-making. TA teams need to reposition themselves around the skills agenda, not hand over responsibility to algorithms.
So, is your TA team set up for success?
To speak to AMS about how to progress skills-based hiring in your organisation, embed transformative AI, streamline hiring strategies, and upskill your talent teams, get in touch today.
People often have overly high expectations of what a skills project will do for them – it is important but not just a technical solution,” explained Bersin. “Skills hiring is being manifested in tools and AI to help recruiters. But, as you know, finding the right person for the right job is a 'human' problem.”
The shift from role-based to skills-based recruitment
The competition for talent in the APAC region is at a melting point. More than ever, finding the right candidates is a major challenge. This skills crisis is transforming talent acquisition (TA) strategies, requiring new technology and fresh approaches to meet workforce demands.
Recently, AMS spoke with TA leaders across the region from some of the world’s leading corporations about how recruitment is evolving to secure and retain tomorrow’s talent. Our conversations revolved around the challenges of skills-based recruitment, and how tech tools are becoming more important in enhancing candidate engagement and loyalty.
Here are some of the key takeaways from the session.
The future is uncertain – is demand planning still relevant?
Most of the panel experts agreed they are struggling to deliver a long-term talent plan. So, how are TA leaders putting together their strategy to hire effectively for tomorrow?
One of the panelists spoke candidly about the challenges of navigating this difficult market. Their approach is to have regular conversations with management around future talent pipelining. By challenging management teams early on what’s needed, and how roles are changing, it allows them to be proactive and create a forecast for the next 6 to 12 months. This means TA can start looking for tomorrow’s people, today.
Another talent leader said they were using new technology to stay ahead. AI talent pooling tools are allowing them to be proactive in finding new roles and skillsets that will meet their business needs – even before they come up. In this way, they are focused on looking ahead, so they can quickly adapt as the skills required to drive their organisation forward begin to change.
Other businesses, however, are simply taking a pause. With so much turbulence in the market, they’ve taken time out to understand what skills will be needed in the future before introducing new technologies to support the process. They’re working closely with their wider business to create talent mapping as they realise that skills requirements are changing. This way, they are allowing for more focused and informed decisions about the kinds of talent technology they would eventually like to bring in.
With so much emphasis on skills, many of the businesses on the panel said they are now shifting their recruitment focus to look at skills, rather than jobs, to ensure they are ready for tomorrow’s talent demands.
Shifting the mindset
To enable a business to start looking at hiring processes differently, a change in mindset is crucial. Not just with one department, but across the entire business. Shifting to skills-based recruitment is no easy task. Everyone has different ideas on what essential skills are. If you ask three hiring managers to define critical roles, for example, you may get three very different answers.
To enable a true shift to a skills-based mindset, recruiters and hiring managers must be educated on looking at roles from a different perspective. As one panel expert put it, “hiring managers can get stuck in this role-based view and don’t really understand what is meant by skills. They tend to focus on roles and responsibilities, and not on the core skills that are needed for the role.”
But it’s not just the recruiters that need to adapt, so does the wider business outside of TA. To deliver a change of this magnitude requires buy-in from the top down. Management needs to agree the importance of focusing on skills and understand that day-to-day hiring processes must undergo some change. As one expert put it, “for skills-based to be successful it’s not just the TA team that needs to change, it’s the whole HR eco-system.”
Making skills-based hiring a success
Overall, the panelists agreed that moving towards a skills-based hiring approach was the way forward. The general belief was that “getting stuck in role-based hiring will not bring the right talent for the future”.
But as most businesses have realised, implementing skills-based is a journey, not a switch. And that journey requires small steps rather than big leaps.
For example, many of the panelists in the session had started to slowly introduce skills-based hiring by using a combination of role-based and skills-based approaches, which is working well. Some are shifting to skills-based hiring for some areas of the business where it is clear how those transferable skills are relevant – such as tech. But as skills-based hiring is not a one-size-fits-all approach, other business areas (where the case for change isn’t as obvious) have not yet had the same treatment.
As an alternative view point, one talent expert said they had been using skills-based hiring for only internal mobility. They found this was particularly beneficial, as it gave them the ability to get feedback on the process directly from the employees being moved around the business, and how their skills were being put to use elsewhere.
Driving skills externally
Since making skills-based hiring a success internally is so challenging, some businesses are getting proactive, and taking it beyond their own workplace.
One of the panel experts discussed their focus on talking to colleges and universities about skills-based hiring. They spoke to training institutes about the need for this additional area of education, some of which then implemented new courses to address glaring skills gaps. This was a truly innovative solution to get more future-fit skills taught in the region’s colleges and schools. In this way, the business helped to ensure the right skilled talent would be there when they needed it.
Another panelist highlighted a new way of promoting skills through recruiters themselves. They suggested that recruiters could actively encourage candidates to highlight their skills, and then put them into the assessment notes. This way, when the candidate is applying for roles, the skills they could offer would be available ‘at a glance’.
Better diversity
Another benefit many talent leaders were seeing is that, by making the shift to a skills-based approach, they are able to deliver better against their diversity and inclusion (DEI) ambitions.
Skills-based hiring opens a whole new world of possibilities for talent pools who may have otherwise been overlooked in a focus on role-based hiring. By evaluating candidates (both internal and external) by skillset, rather than by university degrees or specific job experience, this serves to create more opportunities for underrepresented groups in the workforce.
As one expert put it, “just because the person before had 10 years’ experience doesn’t mean the next person requires the same level of experience. When you only focus on the role-based approach you are doing people a disservice.”
It’s time for change
The major takeaway from the webinar session is that everyone is moving towards a skills-based hiring strategy. Some are already far down the road, while others are still on the starting line.
There are many obstacles to overcome – from changing perceptions, to choosing the right initiatives to implement. But one thing was clear, focusing on skills is about mutual ownership and accountability. As one expert said, “It’s not just a TA problem, it’s a joint challenge everyone needs to be involved in.”
Need help in getting the right people for your business? AMS has the expertise to deliver the right long-term talent strategy for your business. Get in touch today.
Insights from top early career talent leaders
Recruiting early career talent in Germany, Austria and Switzerland (DACH) is a real challenge for businesses. Not only must they navigate the changing attitudes and behaviours of young talent, they also need to create attractive and effective early career programmes in a world where talent is moving quickly.
As well as the behaviour shifts, in most major locations the number of young people is declining. For example, 10 years ago there were over 1 million 20-year-olds in Germany. Now there are just 800,000.
At a time in which skills shortages are rising, businesses are looking at early career talent with great hope. There’s an urgency to get them in, get them trained up, develop their skills and retain them. And here’s the challenge – how do you do this in a shifting market? How do you make sure you keep young people working for you once you’ve invested time and money to train them?
AMS and Talint Partners held a roundtable with some of the DACH region’s leading talent acquisition professionals. They discussed the changes in the early career talent market and the impact these were having on their early career programmes.
Adding value through diversity
More and more companies are competing for candidates. The talent pool is getting smaller and there aren’t enough candidates to go around. Widening the net for talent in the DACH region has become critical if organisations want to fill their early career roles. One of the reasons the German talent market is so competitive is the requirement for German-speaking candidates. Many of the roundtable experts agreed this is a problem,as finding these candidates is challenging. What’s more, German speakers with the right skills know they’re in demand, so they are increasingly more expensive.
Many companies in the region have decided to make English their working language, so they can attract more people and fight the talent crisis. As one expert said, “German is nice to have, but English is a deal-breaker.”
Organisations must also look at removing barriers and lowering the bar to entry. It’s important to broaden the scope of the candidate pool; to consider those who don’t usually fall within the business ‘norms’. People with different backgrounds and skillsets, for example. It’s about not expecting everything on the shortlist when looking for skills and training hiring managers to avoid unconscious bias.
As one of the experts said during the discussion, “it’s not about meeting all the criteria. If they are 80% there and we can develop them for the further 20% then that’s fine. Because if we don’t take them, one of our competitors will. And we’ll lose the opportunity to bring early career talent into the company.”
Businesses in Germany are starting to wake up to this new way to recruit.
One of the AMS experts at the roundtable noted that, five years ago, German hiring managers were reluctant to try something different. German businesses valued things other countries were moving away from in order to broaden the net of talent, like degree-grade or technical exercises. But, as things have got tougher, some organisations in the region have started getting creative and are now relaxing entry requirements.
This has only been made possible with hard facts, because German business is built on a bedrock of data. Data that shows how diverse candidates are retained and perform well is important. As one TA expert said, “it’s about being realistic about what you are looking for and having the evidence to back it up. After all, people can’t argue with data.”
So, in filling your early career roles, it’s critical to work with the hiring community and educate them on why your organisation is broadening the talent pool. It’s also important review your end-to-end assessment and selection process, to ensure its not having an adverse impact on potential candidates. Together, these changes will support hiring manages to recruit effectively.
Embrace a more remote approach
One of the biggest challenges the experts spoke about was the shift to remote working. Many early career candidates now demand this when joining a business. Working from home three to four days a week is a given.
And it’s not just the freedom to work anywhere; some candidates also want to work less. Early career talent is asking to reduce the 40-hour week. Some want to work 20 hours.
Flexible working is here to stay, so businesses need to be flexible too. For TA and early career leads, having these discussions with stakeholders can be difficult, especially if they work in a heavily face-to-face environment. Plus, it’s not the traditional way to bring early career talent into the business. As another of our roundtable experts said, “understanding how to manage interns and graduates when they’re remote working is a real challenge.”
One thing’s certain, though: remote working allows employers to recruit from a wider and more diverse talent pool, which can make it easier to find the right candidate. With current shortages, this could make a positive difference.
Purpose, value and culture
Many of the experts spoke about the importance of the way businesses brand themselves to attract candidates.
Early career talent want to work for a business with purpose. It’s why more and more young people are keen to join start-ups. They get better autonomy, learn a lot more and see the impact of their work – something larger businesses are sometimes not very good at.
Many businesses have now started approaching students before they reach university. They’re talking early and building relationships to get students excited about their business. They’re inviting them to the company, showing them around and telling them why it’s a great place to work.
This isn’t just getting them excited; it’s also presenting a career path. One expert noted that everyone who joins their business really values their career development plan. And it’s not just in the short term. They explained, “we aren’t just having to sell them an opportunity to join a career path at an initial stage, but long-term. I use the term lifetime career.”
Businesses need to up their game if they want to keep talent. Building long-term career paths and re-skilling opportunities creates an attractive proposition for early career talentand helps to maximise their role in the organisation once they’ve joined. Finding ways to articulate this to the early career market will help organisations attract more candidates.
It’s time to use technology
Another topic the experts discussed was the shift from human intervention to using technology to identify and assess new talent.
None of the expert panellists were truly embracing technology to funnel new talent into the business. They felt the German market is still very traditional, with a lot of face-to-face when it comes to recruiting early talent. But some businesses are beginning to move their early careers recruitment online.
One of the AMS experts said they’re now working with several German organisations who are using a digital process for attracting and recruiting graduates. As well as applying online, candidates now go through an online assessment and get digital feedback reports, so the whole process is automated. This helps bring in a much broader pool of talent and makes sure it’s a fair process for everyone.
Some businesses have gone even further. They’ve introduced the option of virtual final-stage assessments or interviews, giving candidates the option to engage online or face-to-face, offering more flexibility.
As for utilising technology for events, the AMS experts said there weren’t many businesses in the DACH region doing large virtual webinars. But they’re helping to run small webinars that have been successful in attracting candidates, as well as keeping them warm post-offer. Extremely cost-effective, they allow students to interact with businesses and hear what it’s like to work there.
Technology is certainly making a big difference in engagement between employer and staff.It’s helping to broaden the talent pool, allowing businesses to reach candidates that haven’t normally been found through the more traditional methods. Although this is a big change for many in the region, utilising a more digital approach to attraction and assessment is another way to create a strategy to overcome current challenges.
Need help in solving your talent shortages? Speak to one of our experts about how AMS can put together award-winning early careers programmes and strategies to help your business.
I have been wresting with whether I should post something about this decision, being conscious not to comment or stray in to anything that has a political dimension. However, in this instance, the possible ramifications are potentially wide ranging and I felt that it warranted comment.
In summary, the US Supreme Court has ruled that race can no longer be considered as a factor in university admissions. Affirmative action first made its way into policy in the 1960s, and has been defended as a measure to increase diversity and has been utilised by universities to increase representation in university admissions. So this is clearly a contentious decision and over the last couple of weeks there has been much debate about it.
In Josh Bersin’s latest podcast, he asserts that whilst this decision is related to only university admissions, it will likely impact corporates in terms of how they move forward with affirmative action. He believes that political pressure will be applied to organisations to roll back diversity programmes because they are viewed as being unfair.
In the UK, positive action is deemed to be an acceptable practice as long as it doesn’t discriminate against any protected characteristic. The RAF has just concluded an inquiry into it’s own recruitment processes after claims that white male applicants were being discriminated against in the RAF’s efforts to increase women and ethnicity representation.
So, the issue of affirmative action / positive action is clearly topical!
From a US perspective, I hope that we don’t see corporates moving away from affirmative action to support the recruitment, progression and development of under-represented talent in organisations. We are all aware of the benefits (financial, moral and societal) that businesses derive from having diverse workforces. Time will tell!
I would love to hear what others feel about these developments, please share your thoughts with me.
Microsoft, Salesforce, and other Fortune 500 companies react to Supreme Court striking down affirmative action: ‘Our commitment to equality doesn’t waver’
We’re all navigating uncertain times. Economic and organisational changes are having a huge impact on the talent market. Supply chain issues, skills shortages, and rapid economic shifts are adding additional layers of challenges for the talent acquisition (TA) leaders.
With the constant flex in the market today, planning for tomorrow may seem impossible. So, how can TA leaders plan and put an effective strategy in place?
TA teams are struggling to get clear line of sight to do workforce planning for the months ahead. They worry they won’t be ready when they need to start recruiting. Andif you’re not ahead of it, you’re behind it.
Recently, AMS held a roundtable with some of APAC’s leading TA professionals from a variety of sectors, including hospitality, medical technology, data and analytics, and more. The panellists discussed how businesses are responding to the challenges and opportunities in workforce planning, and how they are finding the right talent in today’s uncertain market.
Scalability is key
The need for scalability in today’s uncertain market was a major theme of the event. While the APAC region continues to see stronger growth than others, it is crucial for TA teams to be able to cope with the ebb and flow of demand in the overall global economic conditions. If you don’t know what’s around the next corner, how do you prepare for it?
Our roundtable experts emphasised the need to be proactive and to look ahead.
One of the panel speakers had previously partnered with AMS to ensure their TA teams were scalable to today’s shifting market. Working with AMS provided them with a sourcing hub in different global locations. With the APAC market growing at pace, it allowed them to look at recruiting in countries that were quieter – for example, having Singapore recruiters flexing to Australia, India and elsewhere. Wherever there was a need, a global solution provided the ability to flex and scale to fill those gaps where it was needed most.
Think global, not local
A successful business needs the right quality of talent. But with the talent and skills shortages affecting organisations world-wide, the hiring market is much more competitive. In order for businesses to move to the next level, they need to look beyond their own doorstep.
Many of the panel experts said a significant focus right now is trying to break down barriers to create a truly global organisation when hiring talent. For example, the right candidate might be based in India for a role in America. Or a role in Sydney might be perfect for someone in London. Businesses need to understand how to navigate the complexity of local markets – on a global stage – to capitalise on talent that they may otherwise overlook.
But for this solution to be successful, leadership needs to work closely with HR departments. The key will be looking at ways to put together plans so that all functions are thinking as one. With one approach, finding the right candidates, wherever they may be, becomes easier.
Another way APAC businesses are getting better visibility over workforce planning is by setting up global transfer teams. By having better dialogue around working cross-border, and understanding the complexities to do this, they are able to work together to put the right candidates in the right place.
After all, it’s easy to hire in your own local market, but when you’re an international business, you need to be more agile.
Combating the skills shortage
There was one thing all panel experts agreed on: skills shortages. Technical and professional roles in particular are a pain point across multiple industries.
One of the ways some TA teams are tackling this, is by looking at how they partner with universities and colleges. By working closely with these educational institutions, they can understand what type of new graduate talent will be coming through the pipeline and ensure the candidate numbers are there to fill the roles.
Another way to bridge the skills gap and capture Gen-Z talent, is setting up apprenticeship academies. By doing it themselves and not relying on government approval, panellists outlined how they were able to fast-track people while they were in the job, ensuring they were qualified more quickly, and had the specific skills needed for their role.
Ultimately, one of the central ways the panel speakers are staying ahead of the game is by ensuring access to, and building, a wide talent pool. Those on the panel are arming themselves with the ability to draw on candidates when they need to fill a role – and quickly. But talent pools aren’t easy to look after. Talent won’t hang around and wait for those critical jobs. Maintaining and nurturing talent pools is also a crucial part of the process.
Retain, not recruit
Many businesses are experiencing high attrition rates. One panellist said that their TA team had to replace the same role twice in a year. This kind of turnover can take a huge toll on TA resources.
What was apparent is that the go-to solution for most at the executive level of the business was to look externally for new talent. But this can be counter-productive and doesn’t always address the problem.
One speaker said that their TA teams are looking at things differently and approaching the issue by concentrating on retention. They’re trying to create a culture around internal mobility through a skills-based approach and pushing this as a new business model.
How are they delivering this? Through prioritising training and development of the individual and giving the employees more tools and skills to support their career development. This approach helps to reduce attrition rates, as well as prevent the emergence of further skills shortage.
But as the speaker noted, while this can be an effective way to mitigate skills shortages internally, it can be difficult to achieve buy-in from higher-ups in the organisation.
Another issue discussed was around how people now look at work differently. The pandemic has changed the way many people look at work. No longer is it a 9-to-5 job in the office – employees are demanding new ways of working. This is proving challenging for businesses, especially now that they are returning to the more traditional approaches to work and office life.
Employees don’t want to go back to how it was. So, TA Directors need to address this when hiring candidates. More and more of us are now working from home, so businesses are having issues navigating this tricky subject. Some businesses have begun 4-day week trials, and it will be interesting to see how successful these are to the operational needs of the business.
The future is AI
Another interesting topic among the panel experts was the emergence of AI tools, and how these will flow into HR systems. Could it help internal mobility? Will it be able to spot and predict trends? Can it provide a greater understanding (and tracking) of what skillsets the business has within its organisation?
The possibilities of AI are endless. One expert noted that an AI forecasting tool to understand what candidates are looking for would be game-changing. The right technology could mitigate the feeling from HR that they’re always playing catch-up. Currently, by the time they do, the candidate requirements have moved on.
An appetite for change
One thing that was loud and clear from the webinar session is that all our panel experts are looking at creative solutions. From thinking about new ways to scale, to being prepared for whatever is around the next corner.
But as everyone agreed, taking the business on the journey is tricky. There’s an appetite within TA to bring in alternative skills and new ways of working, but less so within the business. Their immediate agenda is still getting projects done and work finished.
Need help in building a workforce plan in today’s uncertain talent market? Speak to AMS today.
With the pandemic an almost distant memory, the wider economic and political events of recent months are now taking their toll on young job seekers. The end of 2022 gave us a glimmer of hope that confidence was returning to our Gen Z audience, but feelings of anxiety and nervousness have dashed this.
A recent report highlighted that 41% of females were experiencing these feelings compared to 27% of males. However, 32% of the male population is experiencing a lack of confidence compared to 20% of females. So what’s going on? Much of this can be attributed to the economy and financial uncertainty, but as the pandemic hugely impacted this group, they likely felt it more.
Feelings of being underprepared and lacking specific skills are now paired with economic uncertainty and finding their place in the world. And whilst many organisations might be scaling back on programmes, or in some cases headcount, there are ways in which they can still help and assist the Gen Z audience with these thoughts and emotions.
Provide support to your talent pools
Here are a few ways to support your talent pools for a ready-made group of prospective candidates without relying on reactive campaigns to get their attention or gain their loyalty.
Upskilling This remains a key need for our audience. If you can’t currently talk about your upcoming programmes, upskilling can help prepare candidates for registration. It helps keep you front of mind and enhances the candidate experience.
Skills training workshops This is best done in person as the audience responds well to face-to-face, despite being on their mobile devices most of the time! You can build this out with additional virtual or pre-recorded content available on-demand.
Mentor An informal mentor programme can be highly beneficial, even for a set period, so think about how to set one up.
Industry focussed sessions Educate your audience on the industry and try targeting new audiences who may not realise there are opportunities for them.
Strengthening your connection These three principles will guide you to get the best out of your Gen-Z audience, and create a connection based on an honest understanding between you.
See the individual beyond the grades Firstly, and most importantly, they need to know that exam results aren’t the key driver in their success. Gone are the days when academia counted for everything – the values of employees, businesses and society have shifted, and there’s a much bigger focus on the person behind the grades.
We want to know everything that makes the candidate who they are and what they can bring to your organisation as individuals with unique views and ideas. That’s not to say exam results don’t matter; there’s just far more to their story.
Detail, detail, detail Give them as much detail as possible about the role. From what their day-to-day will look like to career prospects and available training, the more up-front you can be about the job, the better. It enables students to opt out earlier if the role isn’t suitable, leaving you with applicants more suited to the job or programme.
Current figures show a distinct lack of loyalty from Gen-Z, with 44% expecting to move employers multiple times and the average student applying to between two and six programmes to secure employment. However, a focus on career development and investment in their individual growth will help them view us as an employer with longevity and can hopefully help reverse this trend.
Be honest about the culture Gen Z wants to know who you are and how they might fit in, so don’t pretend to be something you’re not, as they’ll see straight through you. It doesn’t matter if you still need to get the latest technology, your DEI strategy sorted, or you aren’t that company that rides scooters around the office. Instead, focus on what you do have, whether flexible or hybrid working, a great learning culture or impressive sustainable practices.
Whatever culture your company adheres to, everyone looks for different things, and it’s impossible to please everyone. So be proud of who you are and what you can offer while acknowledging where improvements can be made.
What does all this mean?
Getting under the skin of your audience to uncover their drivers is essential, but more is needed. An authentic campaign requires you to understand your company’s identity and find the link that connects you and your Gen-Z audience.
When focusing on Germany, demographics are central to any discussion around talent and I shared my thoughts regarding this in a recent AMS Catalyst article titled ‘The future of the workforce in Germany’.
Here are some stats to make you pause for thought:
1.7 million unfilled jobs in Germany
Only 10% of the population is aged between 15-24
By 2035, the risk is Germany could have 7 million fever workers than it does today
Feel free to read the article HERE. This isn’t a new topic. I believe that Germany should be confident about its potential to succeed in the future of work – but it needs to face these challenges head on.
When you think about the future of the workforce in Germany, you have to think about demographics. For over 30 years Germany’s population has stayed at 80-84 million, what has changed significantly is the age of the workforce.
