The Tech & Digital Contractor market is an ever evolving one, much like the skills required to work within it.
Recently it has been a challenging environment with all the ups and downs of the fairground, culminating in the last 12 months with a scarcity of opportunity and stagnant day rates. KPMG’s CEO said hirers face a “fiscally restrained” Spring Statement 2025, but there are some aptly timed ‘green shoots’ appearing.
ContractorUk.com states “For the first time since August 2024, the numbers on the REC’s index for temporary tech roles last month pointed upwards… The IT contractor jobs market carved out a potential foothold for growth in February 2025.”
Changes to the National Living Wage, Employer’s National Insurance and subsequently, The Employment Rights Bill are contributing to a cautious outlook, but technical advancements aren’t waiting around for anybody.
Organisations are increasingly under pressure to adopt AI functionality to remain competitive and the UK Government has clearly set out their ambition under the AI Opportunities Action Plan. This aims to harness the power of AI to transform various sectors and improve the quality of life for citizens.
Many employers do not currently have the internal talent to scope, lead and deliver in this space and they are likely to look to the contractor population.
Talent in Demand
Unsurprisingly AI skills top the list of those most in demand in the contingent market, closely followed by (and likely in conjunction with) cyber security, all-things data, cloud computing and python development.
Artificial Intelligence (AI) and Machine Learning: These skills are crucial for developing intelligent algorithms and models that drive automation and predictive analytics. The technology is moving so quickly that there are few true experts in the field; all and any commercial exposure to AI will be in demand.
Data Science and Analytics: With the increasing amount of data being generated, professionals who can analyse and derive insights from data are in high demand.
Cybersecurity: As cyber threats continue to evolve, skills in intrusion detection, risk assessment, and data protection are essential for safeguarding digital assets.
Cloud Computing: Expertise in cloud platforms and services is vital as more companies migrate to cloud-based systems.
DevOps and Automation: These skills help bridge the gap between development and operations, improving efficiency and collaboration.
Blockchain: Beyond cryptocurrencies, blockchain technology is being used in various industries for secure and transparent transactions.
In the last year many organisations have evolved to hybrid working models. This has been mandated to permanent employees and therefore frequently includes contractor populations. There will still be some fully remote opportunities, or potential exceptions based on skills v needs – but realistically, most contract opportunities moving forward will require some onsite presence.
Soft Skills Revolution
One of the most interesting aspects of the GenAI ‘revolution’ is the recognised requirement for a range of soft skills in employees within the field. These skills include critical thinking, problem-solving and collaboration alongside the ability to communicate the strengths and weaknesses of using artificial intelligence, as well as when not to use it.
Qualities like creativity, persistence and decision-making will grow more and more important as AI and the very nature of the professional world continues to evolve. While technical skills will always prove important, intangibles like these can often make the difference between two equally skilled candidates.
Non-Traditional Role Parameters
In the last 12-18 months within the UK Tech & Digital market, there has been an increased demand for candidates with blended skill sets—roles that now often combine expertise in multiple disciplines.
For example, there is an upward trend in full stack development as opposed to front or back-end disciplines; DevOps processes (such as CI/CD, Kubernetes) added to support or development roles; Data aligned roles requiring significant Python or R coding; and most needs requiring diverse levels of cloud storage or security capabilities – stand-alone Cloud Engineers are now a rarity.
Advancements in using AI to streamline hiring processes have also driven a ‘skills-first hiring” trend, led by the Tech Sector and including companies such as Google and Apple. Approximately 50% of technology job postings no longer require degrees and 80% of employers prioritise demonstrated abilities over academic credentials.
Forbes writes the “These organizations recognize that conventional degree requirements often exclude qualified candidates who’ve developed valuable skills—particularly in high-demand areas like machine learning, data science, and automation—through alternative means.”
Legacy Alive & Well
The headlines will always focus on the shiny new toys (not taking away from the leaps forward GenAI has brought to the world) but organisations can’t just wipe their tech estate slate clean and start again.
Financial Services and Public Sector bodies offer contracting opportunities for those underpinning and therefore critical legacy tech stacks, on which new functionality is built. New arrivals into the contracting market will not have these skills, and expertise will become a commodity in demand.
IT Contracting as an Opportunity
Robert Half stipulates that “Contract work will become a significant employment model in 2025, encompassing freelancing, right-to-hire positions, and on-call work. Companies increasingly use contractors to fill critical skill gaps, especially in AI, technology, and marketing, with about 40% of managers planning to use contract professionals for key projects.”
Contingent Tech & Digital offers scope to broaden expertise – no client has the same tech stack – and gain valuable knowledge and differing industry experience. Contractors have always needed to stay relevant and therefore employable: with the speed of technical advancement this is now more common in permanent roles and therefore even more critical. An appetite to evolve, a curiosity to learn, and a willingness to step outside traditional role parameters to gain new skills, will make you stand out from the crowd.
And on that final note (with a nod to the volume of AI generated CVs and applications), to maximise your success, ensure your online persona and/ or CV are representative of skills and clear on capability; if they are technical, include the hobbies and online hangouts evidencing your interests; and build credibility with TA, Recruiters and Hiring Managers and leverage your professional network.
So, the roller coaster may be stomach churning at times, but it is fast, and it is thrilling, and few really want it to end!
In the fast-paced realm of Human Resources and Talent Acquisition, staying ahead of the curve is not just a competitive advantage; it’s a necessity. As we step into 2024, the dynamics of the workplace continue to evolve, presenting both challenges and opportunities for businesses worldwide. The recently released report by Visier, 2024 Workplace Trends offers invaluable insights into these shifting landscapes, providing a roadmap for commercially savvy Heads of HR or Heads of TA to navigate successfully.
One of the key takeaways from the document is the emphasis on hybrid work models. As organisations continue to adapt to the realities of remote work, the traditional office setup is undergoing a profound transformation. Flexible work arrangements are no longer merely a perk but a fundamental aspect of attracting and retaining top talent. For HR and TA leaders, this means reimagining recruitment strategies, revamping onboarding processes, and fostering a culture of inclusivity and collaboration regardless of physical location.
The report also highlights the rising importance of data-driven decision-making in HR and TA functions. In an era where every aspect of business is increasingly quantifiable, leveraging data analytics is no longer optional—it’s imperative. By harnessing the power of workforce analytics, HR and TA leaders can gain deeper insights into employee engagement, performance metrics, and talent acquisition pipelines. This data-driven approach enables proactive decision-making, driving efficiency and effectiveness across the board.
The report covers the critical role of employee well-being in shaping organisational success. As the boundaries between work and personal life blur, prioritising employee wellness is paramount. From mental health initiatives to flexible scheduling options, HR and TA leaders must champion initiatives that support the holistic well-being of their workforce. After all, a healthy and engaged workforce is the bedrock of sustainable business growth.
The importance of diversity, equity, and inclusion (DEI) in driving innovation and fostering a culture of belonging continues to be critical. As businesses strive to remain relevant in an increasingly diverse marketplace, prioritising DEI initiatives isn’t just a moral imperative—it’s a strategic imperative. By embracing diversity in all its forms, organisations can unlock new perspectives, drive creativity, and ultimately, gain a competitive edge in the market.
By embracing hybrid work models, leveraging data analytics, prioritising employee well-being, and championing diversity and inclusion, HR and TA leaders can position their organisations for success in the years to come. As we embark on this journey of transformation, let’s embrace change as an opportunity to innovate, adapt, and thrive.
There is no business as usual anymore
In today’s competitive talent market, attracting and retaining talent poses a significant challenge for organisations. This is where employer branding plays a key role. Your Employer Value Proposition (EVP) or Talent Value Proposition (TVP) should take centre stage in acquiring and retaining the right talent.
But the world is changing at a fast pace. The flexible work arrangements and global talent accessibility are prompting organisations to rethink how they can deliver a consistent employer brand proposition to engage the talent they need.
Recently, AMS held a discussion with talent acquisition leaders across the APAC region to explore strategies for building a compelling employer brand, and the nuances of customizing brand messages for different audiences.
Here are some of the key takeaways from the session.
Moving from EVP to TVP
Organisations are now moving away from the comprehensive EVP model and towards creating targeted TVPs.
Traditionally, EVPs look across an organisation’s entire group – its audiences, locations etc. – and communicate (to both internal and external talent) the values of the organisation, what it offers to candidates, and what is expected of them. Crafting a robust, all-encompassing EVP can requires a lot of investment, both in financial cost and resources.
In contrast, TVPs focus on specific core priorities, whether it be a location where talent is lacking, or a specific skill set needed to fill a skills gap. So, rather than trying to tackle the whole EVP, crafting a TVP allows the organisation to understand a particular talent segment and develop a messaging platform that speaks directly to them.
This targeted approach enables organisations to analyse their TVPs to identify collective patterns and candidate responses. This valuable insight can subsequently shape their EVP. As one expert put it, “It’s basically building your EVP from the ground up, instead of a big pie in the sky idea and trying to make it fit for each of your audiences.”
Getting the balance right
There were varied opinions from the roundtable panel on whether a business’ TVP should be the same for both internal and external candidates.
Many panellists emphasised the importance of brand consistency, especially when communicating the organisation’s values. Nonetheless, all experts agreed it was crucial to have the ability to adapt a TVP messages flexibly when targeting specific markets.
One panellist shared their strategy of developing tailored TVP ‘personas’ to create targeted messaging, focusing on candidates with specific degrees. Another speaker seconded this approach, highlighting the necessity to adapt strategies for various global locations, resulting in a more niche and targeted TVP messaging. As one panellist aptly put it, “The concept of a brand needs to evolve over time depending on your needs”.
This was no different when it came to internal staff. One expert highlighted that most of the talent in their organisation is under 35, hence they have tailored their TVP messaging specifically for Generation Y and Z workers.
The key takeaway is, regardless of the message, organisations must be clear on the connective tissue in their TVP. Understanding the fundamentals that align with the business’ core values and culture remains paramount.
Delivering the proposition
Discussing the new TVP approach is one thing, but executing it is a whole different challenge.
Many panellists faced the same dilemma: creating a consistent brand message while retaining the flexibility to tailor it when necessary.
A solution proposed by the panel was having access to strong and consistent toolkits in local markets. These toolkits empower organisations to target specific talent groups with adaptable key messages. This might include using different imagery or pulling out sub-key messages that are relevant to the targeted audience.
Understanding the audience is key, and having a toolkit that sets your TVP benchmark makes it much easier to flex and shape around different groups. Without one, ensuring brand consistency can be challenging.
As one panellist said, “The key to success is to prioritise the exact talent segment you need to talk to, focusing on the niche or business-critical ones, or the ones that meet your diversity targets.”
Showing people what you’re made of
Telling compelling stories about the business is one great way to bring in new talent. Many panellists shared how they are creating new and engaging video content based on the day-to-day life of the organisation. This has proven to be successful in attracting candidates. “It’s an authentic way of showing people what it’s really like to work at the business. It helps people see what they could be doing within the business,” said one speaker.
However, the panel emphasised the importance of keeping it real. Though authentic testimonials may not always have the most polished look and feel, they contribute to the content’s authenticity. One panellist said, “Having content that’s believable is far more important than having something that costs a lot or takes time to produce.”
Listening to your teams
At the heart of any business are the people that work there. Listening to internal teams is crucial when crafting a TVP or any related content. Understanding the reality of everyday life in the business is essential for accurate representation. As one panellist highlighted, “You don’t want to be selling something that’s not true about the business. Because when people join, if it’s not the reality, then attrition starts.”
Setting the guardrails
There was extensive discussion on maintaining control of TVP content. When executing brand activities online (creating video content or writing social media posts), you open yourself up to the risk of negative posts or comments. Establishing some ground rules is a good idea to mitigate potential damage.
Industries such as Pharma/Life Sciences and Finance, being highly regulated industries, need some rules in place. Many organisations will create simple one-page user guides with helpful hints on how and what to post on the business social media platforms.
Utilising technology is extremely useful for creating controlled, consistent TVP content. Some panellists said they use platform or apps that allow internal ‘brand ambassadors’ to easily film videos on their phones, edit them using pre-determined brand guidelines, and publish directly. It’s about creating a framework that represents the brand and is user-centric.
One organisation even formed a team to track the content and adapt anything that wasn’t ‘on-brand’. However, as one panellist said, “People will post what they want, and you can’t verify everything that goes out.”
The challenges ahead
TThe talent landscape is evolving rapidly, with new factors impacting the ability to attract and retain talent each day.
The panel experts agreed that the ability to pivot needs to be accelerated. Candidate and employee expectations, especially for Gen-Z talent, are shifting. An organisation’s TVPs must align clearly with and articulate its values and aspirations. Businesses must be prepared to be agile, creative and genuine in communicating their brand to this new world of talent.
Need help building a compelling brand both externally and integrally? AMS has the expertise to deliver the right talent strategy for your business, today and tomorrow. Get in touch today.
In the late 90’s to the early 2000’s, India witnessed the emergence of numerous Business Process Outsourcing (BPOs) and Information Technology Enabled Services (ITES) firms across the country. This period saw a significant influx of talent, primarily for low to semi-skilled, white-collared roles.
Fast forward to today, India has solidified its position as a hub for Shared Services Centres (SSCs), hosting 45% of global SSCs. According to a Nasscom-Zinnov report, India had 1,580 SSCs with 1.66 million employees as of 2022-23, with projections indicating the establishment of another 1,000 by 2030. That is an astounding average of 140 new centres each year.
Over the last decade, the talent landscape within SSCs has undergone a transformative shift. While these centres initially handled basic and tech-related tasks, the expectations from corporate headquarters have evolved rapidly. CEOs of these SSCs unanimously opined, “Our corporate HQs expect us to lead the way with deeper insights into business, requiring more advisory and consultancy services from our teams.”
This paradigm shift in expectations is reshaping the workforce significantly. A new baseline is emerging, ushering positive changes. However, this evolution also presents talent challenges, posing difficulties for SSCs to attract and retain the necessary workforce.
A time for change
To thrive in the rapidly expanding SSC market, companies are revaluating their talent strategies. A notable shift from generic hiring to specialised skills, particularly in technology (e.g., AI, Advanced Engineering, cybersecurity), is evident.
To meet the surging demand for tech-savvy talent, SSCs must establish a robust long-term strategy. A crucial element in this endeavor is a seasoned Recruitment Process Outsourcing (RPO) partner. Armed with extensive market experience, the right RPO provider can adeptly address talent challenges, understand diverse industries and global markets.
With access to detailed market mapping tools, RPO organisations significantly contribute to identifying specialist skills, offering a distinct advantage for India’s SSCs. This strategic partnership enhances SSCs’ success in adapting to the evolving technology landscape.
How AMS can be the right partner for you
SSCs require a dependable RPO partner for swift and efficient talent acquisition. As a market leader with decades of cross-industry experience, AMS offers comprehensive talent solutions. Drawing on our expertise, we seamlessly design, build, and manage customised Talent Acquisition capabilities, ensuring a sustainable talent pipeline from sourcing to onboarding.
An AMS success story
The challenge
The client, a global expert coatings company, had a decentralised hiring process involving multiple vendors to manage recruitment across various business units including its Global Shared Service (GBS) division in Pune and Sales division pan India.
The Solution
AMS partnered with the client since March 2023 and implemented diverse talent acquisition solutions that best fit the client’s needs. This approach not only enabled the client to attract and secure the best talent in the industry, but also optimise their overall hiring process.
The partnership has achieved great success:
Successfully closed 65+ mandates within six months.
Closed all mandates with reduced turnaround time, ensuring high client satisfaction.
Filled roles from Maharashtra, mitigating relocation dropouts.
Attained the exclusive status as the RPO partner for the GBS vertical.
To find out more about how AMS has the expertise to solve your talent challenges, 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.
Universal design refers to the concept of creating products, environments, and systems that are accessible and usable by as many people as possible, regardless of their age, abilities, or disabilities. The goal of universal design is to allow everyone to experience the workplace to the fullest extent possible without the need for adaptations. By incorporating universal design principles into your workplace, you can make it more inclusive and appealing to a diverse range of talent.
Here are a few reasons why universal design can help you attract more talent:
Inclusivity:
Universal design promotes an inclusive work environment that welcomes individuals with diverse backgrounds and abilities. By prioritizing accessibility, demonstrate that your company values diversity and is committed to providing equal opportunities for all employees.
Attracting diverse talent:
When your workplace embraces universal design, it becomes an attractive option for individuals with disabilities or special needs. These candidates will bring unique perspectives, skills, and problem-solving abilities to your team, contributing to innovation and creativity.
Employee satisfaction:
A universally designed workplace fosters a positive work experience for all employees. When employees feel supported and accommodated, they are more likely to be satisfied and engaged in their work. This, in turn, can lead to higher productivity, lower turnover rates, and a positive employer brand.
Customer appeal:
Universal design extends beyond the workplace to include products and services. By considering the diverse needs of your customers and incorporating universal design principles into your offerings, you can attract a wider customer base. This broader appeal can lead to increased market share and business growth.
Legal compliance:
In many countries, there are laws and regulations in place to promote accessibility and prohibit discrimination based on disabilities. By adopting universal design, you ensure compliance with these legal requirements, minimizing the risk of legal issues or negative publicity.
By embracing universal design, you not only create an inclusive work environment but also tap into a larger talent pool, enhance employee satisfaction, and potentially increase your customer base.
Employers can embrace universal design by taking the following steps:
Accessibility in the workplace:
Ensure that your physical workspace is accessible to employees with disabilities. This includes providing ramps, elevators, accessible restrooms, designated parking spaces, and adjustable workstations. Consider the needs of individuals with mobility challenges, visual impairments, hearing impairments, and other disabilities.
Inclusive policies and practices:
Review your company policies and practices to ensure they are inclusive. This includes policies related to recruitment, hiring, training, career development, and accommodation. Implement practices that promote equal opportunities, such as providing reasonable accommodations during the hiring process and creating mentorship programs for employees with disabilities.
Communication and information accessibility:
Make sure your communication channels and information are accessible to all employees. Provide alternative formats for documents (e.g., large print, Braille, accessible PDFs) and ensure that your website, intranet, and other digital platforms comply with accessibility standards. Consider how meetings and events are conducted and whether these are accessible and take account of all types of thinkers and all types of disabilities.
Training and awareness:
Offer training programs and awareness sessions to educate your employees about disability inclusion and the benefits of universal design. This can help foster a more inclusive and respectful workplace culture, promoting empathy, understanding, and collaboration.
Flexible work arrangements:
Implement flexible work arrangements that accommodate the diverse needs of your employees. This may include options such as telecommuting, flexible working hours, part-time schedules, or job sharing. Recognize that different individuals may have different needs and preferences and be open to discussing and accommodating them on a case-by-case basis.
Collaborate with disability organisations:
Engage with disability organisations or consultants who specialise in accessibility and universal design. They can provide guidance, resources, and insights to help you create a more inclusive workplace.
Remember that embracing universal design is an ongoing process. Regularly assess and evaluate your practices, solicit feedback from employees, and make adjustments as needed. By actively promoting inclusivity, you create a work environment that is attractive to new hires and where all employees can thrive and contribute their best.
If you would like to know more about how AMS can help you build a diverse workforce – then please reach out to me at [email protected]
By embracing universal design, you not only create an inclusive work environment, but also tap into a larger talent pool.
I was invited recently by our Global Property Consultant, Jones Lang LaSalle (JLL) together with our industry leaders to talk about the interesting topic nowadays, Flexible Working. It was an interesting panel discussion that focused on best practice sharing and business considerations based on the pulse of the people and the evolving demands of our clients.
Panel speakers shared their experiences on how behavior has shifted coming out of the pandemic and what each organization had to implement to adjust and support these changing needs. Whilst we assume that we are now operating on a BAU mode, we must be cognizant of what is good for our people and the clients that we serve.
There is no one-size-fits-all solution when implementing a hybrid set-up. The use of office space should provide collaborative spaces that foster continued learning, a stronger sense of community and belonging. Working from home is not just about being able to get the job done and having that sense of flexibility when and where we choose to work but having a sense of fulfilment and pride that as employees, we remain to be an integral part of a company’s culture.
Interaction through the screen or even when it through done face-to-face meetings generate different outcomes. We can still be productive and perform our tasks by staying virtual. But often, it is the human and personal interaction that becomes de-prioritized in lieu of being flexible. But can we stay engaged with reduced face-to-face socialization? Is it sustainable?
Engagement is not about being in the office and participating in team activities. It is about what motivates a person to perform well and start with understanding what sustains employee satisfaction. But how do we balance driving engagement with onsite initiatives and keeping meaningful connections regardless of where we work?
Gone are the days when it is acceptable to embrace what skills we currently have. The business is ever evolving, our mindsets should be forward-thinking and open to keep up with the changing times. This type of growth mindset thrives when we encourage continued learning. While online training remains accessible, surely, learning together with other colleagues through workshops, role-plays, face-to-face and in-classroom trainings also offers a different impact. To re-skill and to upskill enables our teams to increase their confidence in facing challenges head-on. Paired with the support of line managers who partner with our teams has grown more essential in making hybrid working to succeed.
What is great about how AMS drives the new ways of working is that it continues to promote the meaningful connection and achieving the balance of what is right for our employees and our clients. We do what we think is best, whenever and wherever we are working.
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.
By Richard Clough, Media Strategy Manager – Employer Brand Advisory
When things are going well, everything seems easy. From the phone calls you make to every interaction, they all feel positive. For many, this is how it was for years, yet what we didn’t know at the time was this was just ‘normal’. Hitting targets, being rewarded, taking holidays – it’s what we did. Then in 2019 Covid struck, and everything changed. Fast forward three years, and we’re all paying a heavy price.
Costs are rising, wages are static, our mental health has been compromised and what once came easily to us feels like a distant memory. This, coupled with the exponential amount of pressure on everyone, means people’s behaviour can quickly change.
Previously high-performing and cohesive teams can become fragmented. Dissatisfaction can become an all-consuming focus, and a constant distraction. In isolation, these things might not appear to matter and could simply be misconstrued as ‘people being people’. But it’s not the case. Do not underestimate the power of the grapevine; once an actual ‘chat’ during breaks, is now something that only takes place on Teams.
At times of uncertainty, employee engagement must be carefully nurtured. It’s important to be aware of and focus on what you can control, not on what you can’t. Here, we explore six ways you can easily achieve better employee engagement:
Gratitude – Whether collectively or individually, you can thank everyone for their contribution, reminding them of how valued they are. It might seem trite, but the underused word ‘thank you’ goes a long way to making people feel differently towards their work.
Openness – Give your teams an open forum for discussion where nothing is off-limits, and nothing is recorded. Where they can share their concerns and opinions in a group environment. We’ve done this at AMS, calling it ‘Frank Fridays’, where the whole team is invited and encouraged to be frank. It’s fun, but sometimes there’s a serious undertone: ‘If we’re doing well against our budget, how come we aren’t backfilling Dave’s role?’, for example. But it’s these kinds of conversations that, if left, can breed anxiety. So, open the debate.
Recognition – When the opportunity for hiring comes, always aim to promote from within. Recognising and rewarding existing talent sends a clear and positive message, which exalts the values of the business.
Development – For those who have unsuccessfully applied for internal roles, it sets up the perfect opportunity to create a development plan based on a tangible outcome. By identifying gaps in an individual’s skillset and providing targeted training, it will close the gap and increase their chance of success for future applications.
Training – At AMS, we have a dedicated training resource platform we can draw upon at any time. But for those that don’t, the web has a wealth of training material (some accredited) that can be tapped into, providing employees with skills to be even better at their jobs. Employees often need these resources to be signposted and given ‘permission’ to pursue the training as part of their working week. My team have recently upskilled and improved their outputs after completing LinkedIn accredited training courses in running successful paid media campaigns.
Flexibility – We all like a bit of flex, but is everyone aware of the extent of flexibility existing within your organisation? At AMS, we’re fortunate to be able to work almost anywhere. For most, this means working at home or being around for school pick-up and not having a commute home. But what if you took it further? You could ‘Air BnB’ your home for a month in the summer, leaving to ‘live’ overseas. Or, with a global footprint, you could encourage staff to do a house-swap. Australia anyone?! There’s nothing particularly ground-breaking here but getting people to think differently about the benefits they enjoy can help them re-evaluate their feelings towards them, and how important they are.
This list is by no means exhaustive, but rather an example of just some of the things we can all do as managers to help people feel more engaged. There is no financial investment required, only time, which is something we’re all short of but that we all have. It’s just a case of carving out some of it for your people, and their engagement.
Ultimately, it’s about creating a deeper sense of belonging. Helping your teams to feel that they are part of a thriving community. A place where their contribution really matters, and where they feel truly valued for the work that they do.
So, what’s a company to do to combat these high attrition rates? One way to do it is to identify its employment value proposition (EVP) and translate that into a strong employment brand. Acknowledging that no single company can be all things to all people, it’s important for companies to establish its brand and market it broadly and consistently. And, of utmost importance is to differentiate the brand from competitors for talent in the industry. Here are some elements of an EVP which companies can evaluate to construct its employment brand:
Rewards:
Are your salary scales in the top quartile of your industry? Do your bonus programs typically pay out annually and often above target? Are your benefits superior, either in total offerings or lower employee contributions? Does your company offer any non-traditional perks such as onsite day-care or ‘bring your pet to work’?
Opportunity:
Are you able to demonstrate a high rate of internal mobility, including promotions? Do you have formalized training programs and/or online, on-demand learning sessions that are offered to employees? Does your company have tuition reimbursement for degrees and/or certificates?
Growth:
Is your company growing in footprint by adding new locations to its business? Is there a strong, positive revenue/profit trajectory? Is the overall employee population growing?
Mission:
Does your company have a purpose beyond its core business? Is there a contribution to the ‘greater good’? Are candidates able to align with the company’s mission and find value that the work that they do is ‘more than just a paycheck’?
These are some of the core EVP attributes typically utilized by companies to establish their employment brand. There are others which companies can use to differentiate themselves from competitors for talent.
Gartner’s current “State of the Labor Market—United States” professes that “to effectively source critical talent, organizations need to build and enhance brand awareness and sourcing capabilities. Otherwise, they will struggle to attain top talent to fill positions”. Almost 50% of employees will quit their jobs within the first six months of employment. The last thing any company needs is for new employees to get onboard and think, ‘My God, what have I done’? Make your EVP tangible for candidates. Ensure that you can answer their question of, ‘What’s in it for me’? Align your company’s employer brand with candidates’ needs and desires from employment and high turnover can be mitigated.
