TALiNT International US Issue 6

UP SKILLS

Q&A with Anna Wright, TIARA judge & Sales Manager, Search & Staffing at LinkedIn

TALiNT Partners, Stratigens & The Talent Intelligence

Collective interactive workshop

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Editor’s note

Welcome to the first official summer issue of TALiNT International, where we delve into the ever-evolving talent ecosystem. It has been an eventful month for TALiNT Partners, with a series of successful events that have provided valuable insights into current industry trends.

Among the prevalent themes that have dominated discussions, three stand out prominently: the importance of hiring diverse talent, the persistent challenge of skills shortages, and the rapid integration of ChatGPT into daily work processes.

In this issue, we feature a blog by Ken Brotherston, CEO of TALiNT Partners, that talks about measuring DE&I and that what gets measured, gets done. True diversity goes beyond visible markers and it was enlightening to hear about the gains TA teams are making in the industry when it comes to hiring candidates who are neurodiverse and have “hidden” disabilities. Be sure to check out Ken’s TALiNT Talk blog on page 36 for more insights.

About TALiNT Partners

TALiNT Partners brings together a global network of leading employers and solution providers to make better talent and technology decisions by providing intelligence, insight and peer-to-peer networking that drives quality, innovation and improves inclusion across the talent ecosystem.

Debbie Walton Editor, TALiNT Partners

Talent shortages continue to pose significant hurdles for TA teams. As a result, organizations are expanding their search beyond traditional boundaries, adopting a borderless approach to hiring. With 37% of the UK population reporting remote work does the location of talent really matter? Explore this topic further on page 10.

No conversation about the talent ecosystem would be complete without mentioning ChatGPT. This revolutionary tool has taken the industry by storm, transforming the way professionals work on a daily basis. As an editor, I initially had reservations about its arrival, fearing it would replace me – much like everyone else I suppose. However, I can confidently say that ChatGPT has upped my productivity and reduced deadline-driven stress levels. If you haven’t already embraced it, now is the time to do so, or risk being left behind.

Published by Talent Intelligence Partners Ltd Casa Court, Great George Street, Godalming GU71DX www.talintpartners.com

Editorial, news and features: debbie@talintpartners.com

Advertising and sponsorship: andy@talintpartners.com

Layout and design: New Media Design Agency www.newmediadesign.co.za

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Data reveals the power of skills-focused job posts

According to a report released on June 21, job postings on LinkedIn that include a wide range of relevant skills in the requirements section have proven to attract more applicants and achieve higher conversion rates.

The report, based on recent LinkedIn data, reveals that job posts which specifically list skills are associated with an 11% increase in the view-to-apply rate. This rate represents the percentage of candidates who view a job posting and then proceed to click the “apply” button.

LinkedIn co-authors Greg Lewis, a Senior Content Marketing Manager, and Jamila Smith-Dell, an Insights Analyst, suggests that one explanation for this improved conversion rate is that including skills makes it easier for candidates to envision themselves in the open role, even if they haven’t previously held that specific position. Lewis points out, “Including skills in your job description can make it easier for candidates, most of whom have listed skills on their LinkedIn profiles, to find opportunities that align with their abilities.”

The data from LinkedIn also indicates that job listings that prioritize skills appear to facilitate internal mobility within companies. Businesses that predominantly use skills-based job posts enjoy an 11% higher rate of internal job transitions compared to those companies that do not specify skill requirements.

Emphasizing skills-oriented job postings can benefit companies in both external and internal hiring, according to Lewis. Breaking down a role into its required skills enables hiring managers and recruiters to identify existing employees possessing the necessary skills or find suitable candidates from outside the organization. Similarly, current employees may recognize their own skills that match a job posting or envision themselves excelling in a new role based on the listed skills.

LinkedIn highlights that skills-first hiring represents a significant shift in the labor market. As per their data, 75% of recruitment teams and talent professionals will prioritize this approach in the coming year. However, some companies have been slow to adapt, while certain job candidates have encountered difficulties in showcasing their qualifications. Recent reports indicate that hiring platforms may lack relevant fields to capture information about skills, credentials, and non-degree training—a factor hiring managers should consider when using applicant tracking systems.

Consequently, acquisition and retention teams may also explore skills-first options among their current employees. Many organizations are currently focused on upskilling and reskilling their workforce this year. Several companies, especially in the IT sector, have increased their reliance on training and certification, shifting their attention towards developing the skills of existing employees rather than hiring external consultants.

11% 11% 75%

Higher rate of internal job transitions Of recruitment teams and talent professionals will prioritize skills-first hiring

Financial leaders expect 1% GDP growth – challenges expected by smaller firms

According to a recent report released by Duke University’s Fuqua School of Business and the Federal Reserve Banks of Richmond and Atlanta, chief financial officers (CFOs) are predicting a slightly slower growth trajectory for the US economy. The CFO Survey indicates a lowering of growth expectations for the country’s gross domestic product (GDP) in the next year, with a revised forecast of 1.0% compared to the previous quarter’s projection of 1.4%.

As part of the survey, CFOs were asked to rate their optimism about the overall US economy on a scale of zero to 100. The average response remained relatively stable at 54.8, aligning with the findings from the first-quarter survey. However, a notable difference emerged among participants who responded after the debt ceiling resolution passed Congress on May 31. Among this group, the average optimism rating rose to 57.4. In contrast, respondents who had answered before the resolution reported an average optimism rating of 51.5. The resolution on the debt ceiling positively impacted the

optimism levels of CFOs regarding the financial prospects of their own firms.

The survey also shed light on the contrasting situations faced by small and large firms. Approximately 40% of small firms, defined as those with fewer than 500 employees, expressed concerns about tighter financing conditions limiting their business spending. This figure stands in contrast to about a quarter of large firms facing similar constraints. Additionally, small firms were more likely than their larger counterparts to report difficulties in replacing or repairing capital assets and refinancing debts due to the prevailing financing conditions.

The findings of the CFO Survey indicate a nuanced outlook among financial leaders, with increased optimism regarding their own firms but a recognition of the challenges posed by slower GDP growth. Furthermore, small businesses appear to be grappling with a more challenging environment in terms of revenue growth and financing compared to larger firms.

75% of US freelancers are using generative AI

Generative AI is widely embraced by freelancers in the United States, with a staggering 75% incorporating it into their work, as indicated by a survey conducted by Freelancer.com. Among the respondents, 33% reported using generative AI tools consistently, while 25% utilized such tools occasionally. The survey revealed that the most common application of AI in the freelance workspace is within tasks that encompass 1% to 25% of a worker’s responsibilities. The predominant use of AI tools revolves around automating responses and streamlining laborious tasks.

Despite the widespread integration of AI, the report highlighted that over half of the surveyed freelancers express concerns about AI replacing their jobs. Of those surveyed, 58% expressed significant apprehension about being supplanted by AI, while 22% expressed moderate concern regarding job displacement by AI.

Freelancer.com conducted the survey from May to June, encompassing a sample of 1,300 individuals from its US network.

TALiNT Scene

8 June

The Beaumont, London

What are the new frontiers for Automation & AI in recruitment? There was great debate on the new frontier for AI & Automation for TALiNT Partners members and guests at The Beaumont Hotel , co-hosted with Gary Cordery from Bullhorn and Donna Owen from Odro who made some great points...

• AI & Automation both rely on data integrity - recruiters need a culture of good CRM & record management to get the best ROI.

• AI can collate and curate content and data - but it can’t persuade people to take a job or a candidate. Persuasion can’t be automated.

• AI is reducing admin and removing the need for some resource in recruitment - but new roles are being created in data analytics, tech advisory and how to optimize talent intelligence.

21 June

Talent Intelligence Workshop. This unique event for TI, HR and TA Leaders was hosted by TALiNT Partners, Stratigens and The Talent Intelligence Collective to better understand trends in TI, build and enhance their own TI capability and optimize the support for strategic decision making.

Toby Culshaw, Global Head of Talent Intelligence at Worldwide Amazon Stores, Author of industry leading book Talent Intelligence and Founder of The Talent Intelligence Collective led the workshop with insights from Stratigens and TALiNT Partners.

The King’s Fund, London

Mosimann’s Club, London

Who will be the future winners in recruitment, and why and how is the role of NEDs changing to support successful transformation in recruitment? Merriment and meaningful conversation took place at Mosimann’s at a dinner for a select group of chairs and board advisors co-hosted by TALiNT Partners and HSBC

Topics of conversation ranged from horizon gazing, leadership and purpose to developing emotional intelligence, personal brand & a unifying vision to attract & motivate the best talent!

The TALiNT Partners Emerging Talent Summit

TALiNT Partners brought together Talent Acquisition leaders and senior Early Career professionals to explore successful strategies and new developments in the recruitment and retention of early careers talent. This annual event on young talent kicked off with a keynote speech from Shan Nelson-Palmer, Head of Emerging Talent at Lloyd’s and insights into how employers are finding the best young talent for their organizations through apprenticeship, specialist and graduate programmes.

Talent Solutions Leaders Summer Lunch

TALiNT Partners’ CEO Ken Brotherston hosted a delicious lunch in Covent Garden along with a very insightful panel on current and future trends in talent solutions with their partners Glyn Blaize from Amdaris , Andrew Brown , from Cornerstone OnDemand and speakers Jo Matkin from GRAYCE and Marisa Kacary from Randstad

Here are things to look out for: The democratization of coaching as a service, the maturing of AI in recruitment, the evolution of train, deploy and develop and the acceleration of skills based hiring.

The King’s Fund, London

Previously, many organizations dismissed the idea of international hiring, deeming it unnecessary or perhaps lacking the resources to support remote teams. Hiring local talent was the favored option for many. However, today, the talent market is vastly different and organizations are having to adapt to the times to hire and retain the right people.

If you’ve glanced at the business press recently, you’ll know the convergence of several megatrends is re-writing work-related norms

Richa Gupta Chief Human Resources Officer, G-P

and changing workforce behaviors in significant ways. Especially when it comes to how and where work gets done.

Today’s employees are working from home in unprecedented numbers. What’s more, despite the present unpromising economic outlook, they’re quitting jobs in pursuit of roles that will offer them a better work-life balance or greater flexibility. When it comes to work, people are more mobile than ever, in fact, 37% of workers in Great Britain reported working

Only a few years ago, the world of work looked very different to how we understand it today.

remotely at least once a week, and this shift isn’t limited to a few isolated professional groups or locations. Indeed, there is evidence that change is arising in every corner of the world as workers look beyond geographic borders to consider employment openings made possible by the increasingly connected and digital nature of work.

For UK employers, the rising number of international candidates seeking remote working positions signals a major opportunity. While UK job vacancies are showing signs of dropping in the face of economic uncertainties, there were still over a million live postings at the end of February 2023.

With local talent in short supply and a digital skills gap that costs the UK economy as much as £63 billion a year in potential GDP, casting the net wider when it comes to talent acquisition could be the answer to resolving

the recruitment challenges. So, what can we take from all of this upheaval? It is evident that we are now experiencing the rise of a truly international workforce.

THINKING OUTSIDE THE RECRUITMENT BOX

Adopting a location-flexible approach to recruitment opens up access to pools of highly motivated international talent, eager to take up employment. With the UK currently facing intense competition for qualified talent, this has never been more important. In fact, in 2022 it was reported the vast majority (76%) of UK businesses reported struggling to hire the right staff. As such, going global is becoming a much more compelling proposition.

Fortunately, employers now have access to many crucial technologies to help find and hire an international workforce. These technologies include tools that can assist with

all aspects of the talent acquisition funnel, from identifying the right candidates and undertaking in-depth interviews, to onboarding new hires and ensuring that payroll complies with regulations in an employee’s home country.

Employers using modern cloud-based HR platforms will experience little disruption integrating these tools into their existing tech stack. The use of such applications should be based on a holistic talent strategy. Meaning, all the benefits and issues associated with international hiring need to be taken into consideration.

WHY IT PAYS TO UPLEVEL YOUR TALENT ACQUISITION EFFORTS

One major advantage of global hiring is the ability to fill high priority roles faster and at a lower cost-to-fill rate. An achievement that ensures an organization’s productivity and competitive momentum won’t falter as a result of positions remaining open for extended time periods.

But there are other valuable benefits to be gained from expanding access to international talent and looking beyond borders to other countries or regions. According to Deloitte, diverse teams are 1.8 times more likely to be prepared for change and 1.7 times more likely to lead market innovation.

It sends a strong message to potential new hires, as well as existing teams and customers, about the organization’s commitment to diversity and inclusion. Indeed, having an internationally diverse workforce is a strong selling point for 67% of candidates looking for a new role.

USING TRUSTED PARTNERS TO RECRUIT WITH CONFIDENCE

We have discussed one aspect of remote hiring, up to this point - accepting applications for remote roles from international candidates. It is important to bear in mind another type of remote hiring with huge implications - when companies want to rapidly expand into a new geographic market it will be imperative that

they ensure compliance with a diversity of local employment and tax laws.

Navigating the establishment of local teams in a specific country no longer requires the complexities of setting up a subsidiary. With trusted partners, organizations can now hire the talent they need internationally and work with them to establish the necessary rollout in that country. Finding this trusted partner to help build your business in a new country may feel like a bigger decision than hiring a domestic candidate, but essentially the same rules apply.

You will need to complete the same types of due diligence, such as reference checking, in-depth rounds of interview and potentially consider utilizing probationary trial periods to ensure that the candidate is the right fit for your organization.

LEVERAGING NEW TECHNOLOGY TO DRIVE GLOBAL GROWTH

Setting up operations in a new environment that has its own distinct customs and employment laws requires specialist knowledge that isn’t always at hand in most organizations.

Organizations will need to be informed in advance of key factors, such as employee expectations, local labor laws including details such as monitoring cross-border compliance.

Fortunately, the advent of technology solutions help businesses deal with these issues and more.

Today’s innovative AI-powered platforms can now streamline and automate the processes associated with integrating global team members. As well as assuring compliance with each country’s evolving local laws and data protection requirements, these technology platforms also make it easy to handle HR processes like structuring employment contracts, paying local taxes and running payroll.

EXPANDING RECRUITMENT HORIZONS

Thankfully there is no shortage of skilled workers across the globe that are ready and willing to take up new roles with UK-based companies. When it comes to international recruitment and managing a global workforce, companies of all sizes can now take advantage of today’s tech-infused solutions that make it fast and easy to tap into talent, no matter where in the world it is based.

With the right global employment platform in place, supported by local HR and legal experts on the ground, organizations can now make the world their talent pool.

Taking advantage of these opportunities is no longer a daunting task and organizations don’t need to be intimidated about whether they have the right experience or processes in place to handle everything that’s needed to go global. All that’s needed is a new, creative approach to hiring and the right partner.

For companies willing to think outside of borders, the sky is – quite literally – the only limit.

Talent Intelligence: A gamechanger for HR and Talent Acquisition

TALiNT Partners’ exclusive workshop highlighted the power of Talent Intelligence in strategic decision making

In a rapidly evolving talent landscape, HR and Talent Acquisition decision makers are constantly seeking innovative approaches to make informed and effective choices. Enter Talent Intelligence (TI) – an important function that holds immense potential for optimizing decision making. On June 21, TALiNT Partners, Stratigens, and The Talent Intelligence Collective joined forces to host an exclusive and interactive Talent Intelligence workshop. The event gathered Talent Acquisition and Intelligence leaders and aimed to showcase the latest trends in talent intelligence, enabling participants to build their own TI capabilities and drive strategic decision making within their organizations.

THE IMPORTANCE OF TALENT INTELLIGENCE

Toby Culshaw, Global Head of Talent Intelligence at Worldwide Amazon Stores, author, and Founder of The Talent Intelligence Collective, Alison Ettridge, CEO of Stratigens and Declan Slattery, Chair of TALiNT Partners Global Advisory Board spearheaded the workshop. Collectively they stressed the significance of framing TI within a broader context, highlighting how the combination of economic-style data, granular TI, and labor

market analytics can drive C-suite engagement. Notably, positioning TI as a risk-mitigation exercise emerged as an effective strategy to capture the attention of board members and drive organizational success.

COLLABORATION AND TI’S EVOLVING ROLE

The workshop emphasized the importance of collaboration in leveraging the power of TI. By viewing TI as a combination of human intelligence (gossip), research, and tools, organizations can harness its full potential. Furthermore, the session highlighted that TI’s role extends beyond talent attraction; it also plays a crucial role in talent retention and reducing attrition rates. As the focus shifts toward hiring for skills, effective TI becomes even more critical for making informed talent decisions.

NAVIGATING CHALLENGES AND EMBRACING INNOVATION

Participants engaged in discussions that shed light on the challenges and opportunities in the field of TI. Topics ranged from defining competition in terms of skills to reintegrating older workers into the workforce. Notably, the UK’s struggle to reach pre-pandemic employment levels highlighted the need to

The workshop emphasized the importance of collaboration in leveraging the power of TI.

support initiatives such as equalizing paternity/ maternity leave and reimagining talent pools, particularly for individuals with disabilities. The workshop also explored the potential of the “recruit-train-deploy” approach as an optimal solution for skills development.

HARNESSING DATA AND PROTECTING VALUE

The workshop emphasized the importance of data-driven decision making while recognizing that TI is still evolving. Decision makers were urged to adopt an iterative and scrappy approach while continuously striving for proper support. Protecting one’s time and value was also emphasized, encouraging TI specialists to be discerning in their commitments and engaging leadership to actively participate in the TI process.

SUPPORTING DE&I AND MEASURING SUCCESS

The workshop delved into the vital role of TI in supporting diversity, equity, and inclusion (DE&I) initiatives. Participants explored strategies to gather and leverage relevant data for different protected groups, taking into account varying jurisdictional considerations. It was highlighted that what can be measured tends to attract the necessary resources, thus emphasizing the importance of TI in driving DE&I efforts.

Conclusion: As the talent landscape continues to evolve, HR and Talent Acquisition decision makers can unlock a world of possibilities with Talent Intelligence. The TALiNT Partners workshop showcased the immense potential of TI in strategic decision making, stressing the importance of collaboration, data-driven insights, and innovation. By embracing TI as a risk-mitigation tool and leveraging its combination of human intelligence, research, and tools, organizations can optimize their decision making, enhance talent acquisition and retention, and drive sustainable success in the ever-evolving business landscape.

If you are interested in attending future workshops please contact: declan@talentpartners.com

The IES presentation can be read here.

Playing the game

Felix Mitchell Founder & Co-CEO of Instant Impact

We may be through the ‘Great Resignation’ and into a new normal but many companies that we speak to are still struggling to retain their team members longer than a year or two. I’m not going to get into the causes, they’re as varied as they are complex, but I do think that there’s one solution that’s highly impactful and often overlooked.

THE QUALITY OF MANAGEMENT

Over the years that I’ve been in Talent Acquisition and the hundreds of companies that I’ve supported, managers are almost always a key factor in the success or failure

of our hiring campaigns, but we very seldom talk about it.

“We need to make sure that candidates for Gerry have a thick skin – he can be pretty headstrong…” might as well be shorthand for Gerry’s interview will put off the best candidates and those who we do hire will likely leave within the first few months because of his aggressive management style.

The statistics bear this out, 75% of employees who have experienced poor management, or a poor manager have considered leaving a job and of them 55% actually did leave.

There is nothing more frustrating as a Talent Acquisition professional than working in a company with high attrition. It can feel like you’re constantly swimming against the current when two people leave in the time it takes you to fill one role!

WHY DON’T WE TALK ABOUT MANAGERS?

I think the first challenge is that talent professionals hate playing the blame game. We’re hardwired to look for ways that we can improve. New processes, better assessment technology, and a fresh EVP are easier fixes for us than challenging whether our managers are creating the right team environment or interview experience.

Secondly, it’s usually unclear where accountability for management sits. It could be with the CEO, who sets the culture for the business and ultimately decides what behavior is acceptable. It could be with HR who oversee training, progression, and any conflict management. It certainly doesn’t sit with Talent Acquisition.

Finally, improving management often means starting with difficult internal conversations with stakeholders who have a direct impact on our own objectives. It can feel daunting (at the

very least) to tell a major hiring manager that you’re concerned that they have created a hostile working environment in their team.

Despite all of this, failing to address challenging managers will likely lead to missed recruitment and retention targets. In short - it’s as much our problem as it is anyone else’s.

WHAT CAN WE DO?

Give the feedback: In my experience, no one wants to be a bad manager. In most cases, managers have never had any direct feedback about their management style and are usually surprised to hear that they’re thought of as anything but a great leader. Whilst it can be awkward, improvement starts with constructive feedback.

Contextualize with data: Go in armed with data that paints a clear picture. Look for higher than expected attrition rates or lower than anticipated offer accepted rates. This will allow you to take the conversation away from the subjective and into the objective. Provide the support: Believe it or not, 25% of managers have never had any management training and only 35% receive it regularly.

Companies that invest even a little in structured management training put themselves at a massive advantage. Make sure that you include training on how to interview effectively to improve your candidate experience and help your managers to build cohesive teams.

Escalate: If you think there’s a bigger cultural or structural issue at play then it’s time to escalate the matter. Talk to someone in your HR team or your CEO ¬– if you’re a talent first organization then you can’t afford to have bad managers.

So, look at the data to understand why people are leaving. If management comes back as a consistent theme, don’t shy away from it! A few difficult conversations could change the game for your recruitment, your reputation as an employer, and your retention rate.

Go in armed with data that paints a clear picture.

TALENT & TIARAS TWO-DAY EVENT

N o v e m b e r 2 9 - 3 0 2 0 2 3

T h e W e s t i n D a l l a s D o w n t o w n

T h i s N o v e m b e r , T A L i N T

P a r t n e r s w i l l b r i n g t o g e t h e r

t h e b e s t o f t h e T a l e n t

A c q u i s i t i o n , T a l e n t S o l u t i o n s

a n d T a l e n t T e c h n o l o g y

s e c t o r s t o s h i n e a l i g h t o n

t h e c r e a t i v e a n d i n n o v a t i v e w o r k t h e y a r e d o i n g .

B e p a r t o f t h e c o n v e r s a t i o n

C o n t a c t R a y C u l v e r t o f i n d o u t m o r e :

r a y @ t a l i n t p a r t n e r s . c o m

Mission accomplished

When I planned my latest UK trip, the primary objective was to attend the TIARA Talent Tech Star Awards Europe and see what “cool” tech was being celebrated in the European markets, with hopes of identifying two, maybe three, European techs who had interest in the US markets. Well, what I walked away with was so much more.

Ray Culver

TALiNT Partners, Country Manager, Americas

On touchdown, and a�er a few hours’ sleep, I got to catch up with a good friend and fellow talent ecosystem expert, David Ballew, CEO and Founder at Nimble, for dinner. The conversation quickly turned to what was happening on both sides of The Pond. From FMS pla�orms to talent marketplaces, tech investment and market predictions, there was a lot of ground covered, and it helped to set the tone for the next seven days on UK soil. Day two promised to be an action-packed one

with multiple meetings, a guided tour of a historic part of London with yet another talent ecosystem expert, Declan Slattery, Chair of TALiNT Partners’ Global Advisory Board, and to finish the day, a virtual roundtable to moderate. Interestingly, in every interaction, a few common themes kept coming up – AI and Talent Intelligence.

Let’s start with the AI topic – who isn’t talking about AI, right? It was interesting to catch up

with Daniel Fox, Marketing Manager at Mercury and learn how the team at Mercury are approaching AI in their pla�orm. They are focusing on how the staffing sector can leverage AI to help increase profitability without adding additional costs, all while recognizing and solving the downfalls that could come along with its use. All in all, the forward-thinking approach was refreshing to hear – if AI can help to make a recruiter’s job easier, why in the world wouldn’t we embrace it?

Okay, now that we know companies like Mercury are harnessing the powers of AI for good, and not evil… no downfall of humanity here… let’s chat a bit about Talent Intelligence; or “TI” as the cool kids call it these days. The virtual roundtable I mentioned was in partnership with Instant Impact. Conversation was interesting and I listened intently to the interaction between Felix Mitchell and the roundtable delegates on how important TI can be to help companies identify and manage

talent shortages, streamline recruitment processes to identify more efficient recruitment channels, and how importantly, it improves the employer brand by leveraging data. Felix and the entire Instant Impact team are helping to provide this type of thought leadership to small-to-medium size businesses, both in the UK and US. They’re one to watch.

Over the next few days, I had the opportunity to talk with Dougie Loan, Chief Revenue Office at SourceWhale to better understand what they’re up to in both the European and US markets. SourceWhale supports recruiters in making more placements faster by leveraging technology. We also spoke about how their solutions were proving to be game changes for many staffing and recruiting firms. I also had the opportunity to talk to James Lawton, Enterprise Accounts Executive at Mployee and the Mployee team to get a better understanding of what they are doing

in the Front Office and Middle Office space – and all built on the Salesforce pla�orm, allowing end clients to tap into the power of the Salesforce app ecosystem. Rubbing shoulders didn’t end there! I met up with Etienne Colella, Founder of PIXID to geek out on all-things VMS and workforce management, also in both the US and European markets, to better understand what he thinks is on the horizon for the space. And lastly, but certainly not least, Simon Swan, CEO at Hiring Hub, and the Hiring Hub team helped me to understand what the recruitment marketplace landscape looks like in the UK and mainland Europe these days, it certainly has changed since my time in the market. I really enjoyed all of these conversations because they further highlighted the innovative and forwardthinking things these tech firms are doing. Also, and completely selfishly, I enjoyed ge�ng to spend time with these founders and senior leaders that I look up to and

admire greatly. This group represents those who have paved and continue to pay the way of the future.

And finally, to the original reason I booked this trip, the TIARA Talent Tech Star Awards Europe and this event did not disappoint at all. TALiNT Partners and the TIARA Awards team did a phenomenal job of bringing together the best and brightest HR Tech, Talent Tech, Work Tech, and RecTech in one room and elevating what each one of them are doing to build on existing tech solutions and to create new pla�orms across the talent ecosystem. The evening brought together fi�y finalists and we crowned winners in fourteen awards categories… the night was epic!

As I sit on my flight back across The Pond, I would say this trip was a huge success! I am excited about where we are going as an industry and can’t wait to get all these tech providers to the US.

These prestigious awards recognise outstanding achievements in sourcing, recruiting, employer branding, DE&I, candidate experience, and more!

REGISTER YOUR INTEREST REGISTER YOUR INTEREST FOR 2024 FOR 2024

A day in the life of a futuristic recruiter

Welcome to the year 2030.

As the CEO of a forwardthinking recruitment agency, I embrace cu�ngedge technology to enhance my team’s effectiveness. Here’s a look into a typical day as a futuristic recruiter and how data, AI-driven tools, and

WORKING ON THE BUSINESS, NOT IN IT

Before arriving in the office, my mobile app tells me what’s happening and how we’re tracking against targets. I like to ensure I’m working ON the business rather than IN the business, so I’m not always close to the detail. The app shows the data and gives insight and

recommendations on what needs to be done to move ahead. We’re tracking well, but I want to know how to exceed the target, so I ask the assistant. Because it can search and learn from all the data in our business, it will answer my “what if” scenarios and identify other opportunities I might not have spotted.

pla�orms make us better at connecting with top talent.

BUSINESS DEVELOPMENT

We’re the first choice for our clients because we make recruitment fast, straightforward and successful. Most of our work is retainer-based, and our clients get value from how we deploy technology for better results. The days of contingency recruitment are over, thanks to our ability to get close to clients and plan for their requirements. We commonly know when a vacancy is coming up before the clients get in touch. It’s excellent client service, but it also helps us plan resources and warm up the right candidate before a vacancy opens. Intelligent use of data and automated outreach means we always get to candidates quickly, so the race is no longer as open as it once was.

READY TO GO

Tom is one of our consultants. He’s just taken a brief on a new vacancy. Our AI Assistant ‘listened’ to the call, lifting the essential details and adding all the correct information into the system, ready for Tom to work. It’s much easier than taking notes and deciphering them later – especially with his handwriting!

The platform then uses an AI natural language model to write a job description and a short summary to send to prospective candidates AND build a search query to find suitable candidates.

Candidate information is vital, and technology helps us with sophisticated algorithms to scan a vast array of data sources, including social media, to identify candidates with the desired skill sets and qualifications. These platforms continuously refine their recommendations through machine learning, allowing our team access to a pool of highly relevant and diverse talent.

After shortlisting potential candidates, the platform turns to our AI-powered chatbots. These intelligent bots engage candidates, answer frequently asked questions, and conduct preliminary assessments. The chatbots provide a personalised experience (honestly, it sounds like a real person!), guiding candidates through the initial stages, collecting necessary information, and nurturing and measuring their interest.

FAREWELL TO CV HELL

We still advertise a few roles. The platform writes a draft job ad and suggests how we advertise and promote the job. It takes seconds.

The system automatically screens CVs, resumes, cover letters, and online profiles, extracting crucial information and highlighting the most promising candidates. By harnessing natural language processing and sentiment analysis, the consultants better understand candidates’ potential cultural fit for our clients.

BRIDGING THE SKILLS GAP

Tom is a new consultant, recruiting for some of our clients’ more technically detailed roles. The terminology is tricky, but the platform helps Tom bridge that gap by suggesting what qualifications, skills and attributes are important and even starting the candidate search for him. The platform helps with interviews, too, by offering a list of questions to ask and the appropriate answers to look out for.

PERSONALISED CANDIDATE ENGAGEMENT

Virtual interviews have become seamless with the help of AI technology. Our automated video interview platform analyses facial expressions, vocal tone, and body language to provide objective insights into candidates’ suitability for specific roles. This saves time and improves the accuracy of candidate assessments, ensuring that only the best individuals progress to the next stage. This saves our consultants hours in interview time and gives us a consistent method of assessing candidates.

CANDIDATE EXPERIENCE

Candidates are still in short supply, so creating an exceptional candidate experience remains my top priority in 2030. Our technology enables seamless communication and engagement throughout the process. Our chatbots provide candidates with real-time updates, personalised feedback, and assistance, ensuring a smooth and positive experience. These bots also serve as a touchpoint to receive feedback, so we can continuously improve our processes.

PREDICTIVE RECRUITMENT

We hold information about our candidate’s employment status, how long they’ve been in their role, when they were last promoted, which other roles they’ve applied for, what moves and changes are happening around them and where their next career step will likely be. Predictive AI helps identify candidates that may be ready for a move, often before they know they’re looking for a new role! We get to the right candidates first and don’t waste time on the wrong people.

Throughout the day, I’ve dealt with immediate actions, stayed informed of what’s happening, made data-led decisions, and watched my team thrive.

Recruitment and staffing will look very different in the year 2030. AI-driven platforms will be behind the transformation with smart candidate sourcing and screening, personalised candidate engagement, datadriven decision-making, and an exceptional candidate experience.

Up skills

TALiNT International spoke to Anna Wright, Sr. Sales Manager, Search & Staffing - Large Enterprise Accounts at LinkedIn. Anna judged this year’s TIARA Talent Solutions Awards in Atlanta. We spoke about skills-based hiring and what was meaningful about judging the TIARA Talent Solutions Awards!

TI: Generative AI is dominating the news and it has mixed reviews. How do you see it changing the talent landscape in the future?

AW: The world of work is always changing –from the technologies we use to do our jobs to the skills we develop to further our careers –and today it’s driven by AI. We know that the number one goal of hirers is to find the right candidate fast. And by integrating generative AI into our products, we can help recruiters save time and boost candidate engagement so they can focus on the most strategic aspects of their job, like speaking to and building relationships with candidates.

TI: I know LinkedIn is focused on skills-first hiring, can you tell me more about that?

AW: At LinkedIn, we’ve been working to help create a skills-first labor market – one that

makes it easier for employers to hire and develop talent based on skills, and for members to stand out and get hired based on their skills.

For talent professionals who want to get started now, we recommend focusing on three things: writing job descriptions to include skills and not unnecessary qualifiers like a four-year degree, asking about a candidate’s skills during the interview process, and helping to make sure the entire hiring team has a skills-first focus when hiring.

TI: It’s definitely still a candidate-driven market even though hiring has slowed down somewhat. What are candidates looking for in an employer?

AW: The top priority for candidates today is

excellent compensation and benefits, by a fairly wide margin, followed by work-life balance and flexible working arrangements. Flexibility and comp are also the two fastest-growing priorities year over year, our recent Future of Recruiting report found.

TI: Amid the skills shortage crisis, employers are looking to internal mobility and upskilling. How do employers get this right? Or are they ge�ng it wrong?

AW: In today’s economic climate, companies must stay adaptive in how they run and grow their businesses to focus on the highest priority areas – with internal mobility, skills development, and the ability to hire based on skills at the core of their strategies. In fact 75% of recruiters say internal recruiting will be important in shaping the future recruiting over the next five years.

As our VP of Talent Acquisition at LinkedIn says, ‘internal mobility will be a multiyear journey for many companies, but you can also build shorter-term wins along the way. Looking at your internal policies to make sure they align with your vision for talent mobility – that’s something organizations can do now.’

TI: Looking ahead, what is the next challenge you predict hiring teams will be faced with?

AW: Today 81% of in-house recruiting pros say they need to work more closely with learning and development (L&D) in the future. This is a massive leap from a year ago when only 45% of L&D pros told us that their teams are working more closely with talent acquisition (TA) teams. This shows that more and more HR teams and organizations are realizing the power of their partnership. As recruiting leaders’ portfolios expand to include things like internal mobility, skills-first hiring, and employee retention, they’ll need to partner more closely with L&D to prepare internal talent for new roles, identify skill gaps, and ensure their organization is a place people can grow their careers.

TI: You were a TIARA Talent Solutions judge this year. What kind of innovative solutions did you see in this year’s entries?

AW: Using data to understand supply and demand of the talent marketplace, implementing technology to scale efforts and efficiency, tracking real outcomes of innovations, DE&I capabilities to expand stronger talent pools, and L&D or upskilling candidate populations to close skill gaps.

TI: What does being part of the TIARA Awards program mean to you?

AW: The TIARA Awards give our industry a way to recognize and celebrate MSP and RPO businesses that solve Talent Marketplace challenges. Our industry will continue to evolve through innovative ideas, strategic planning and hard work. The TIARA Award nominees do this hard work every day and I am very grateful to be involved in this program.

M O N T H L Y U S

M A G A Z I N E & N E W S L E T T E R

P r o v i d i n g n e w s a n d

i n d u s t r y i n s i g h t s r e l a t i n g t o

t h e t a l e n t e c o s y s t e m

i n c l u d i n g s t a f f i n g f i r m s ,

i n - h o u s e t a l e n t a c q u i s i t i o n

t e a m s , R P O s a n d H R

t e c h p r o v i d e r s .

S U B S C R I B E B E L O W

Winning formula

TI: Sevenstep came away the biggest winner at the TIARA Talent Solutions Awards in Atlanta. Your team won the Client Service Award, Best Talent Solutions Firm to Work For and Talent Solutions Provider of the Year! What has that meant for your team and your business?

SS: We work in a rewarding but incredibly challenging talent solutions space, where the pace of change and competition is extremely high. We must constantly evolve our capabilities to stay ahead of the market—and a detailed, objective view of our progress is valuable for helping us better understand our progress. For the TIARA awards, TALiNT Partners has set up an application and evaluation process that is rigorous, detailed, and conducted by practitioners and buyers who know the business. That objective view gives us a perspective that we can use to gauge our strengths in the eyes of the market, validate that we are focusing on the right things and reveal the gaps we need to address when possible.

Winning the client service award is terrific validation, and it is a credit to our clients who make our partnerships work and our teams who bring their best to every engagement. The Best Talent Solutions Firm to Work For award reflects the culture of learning and innovation that is fundamental to our success. Of course, the Provider of the Year recognition is an incredible honor, and we appreciate the visibility it gives us in our competitive industry. We are thrilled with those wins. They provide a strong recognition for what we have done, and the feedback we receive provides a valuable perspective for our path forward.

TI: To be recognized by your clients for the service you provide is a huge accomplishment. What one specific attribute do you have that sets you apart from other TS providers?

SS: The attribute that we build on is trust. It is the fundamental principle that keeps us moving forward. Our people know that their work will be recognized, so they take a chance to try a different way when it seems fitting. They are

Sevenstep were big winners at this year’s TIARA Talent Solutions Awards in the US and to keep the momentum going, TALiNT International sat down with the talent solutions specialist to talk about their wins, what it means to them and how winning the TIARAs has validated their hard work.

not afraid to raise their voices when they need to point out an issue or praise someone for success. We have built a culture where we assume good intent in what our colleagues do, and we work to help each other bring out our unique strengths. And everyone on our team knows that a supportive culture is a two-way street. People commit to bringing value to the table and upholding a high standard in everything they do.

When you work in an organization built on trust, you are not afraid to be an active problem solver. That is where it pays off. You can take risks and jump on an opportunity to improve a process or technology, do something good for a candidate or build a better relationship with a hiring manager. Every one of our client successes builds on that confidence we have in each other. When conditions change or priorities shift, we know we can get through it together and come out stronger. We have some very long client relationships, and that trust factor is why.

TI: Clearly what do you for your clients, you do for yourselves too. Winning the best TS Company to Work For demonstrates how much you invest in your staff. How has this been a game changer for your employees and your clients?

SS: The Best Company to Work For award reflects a commitment to our staff that impacts nearly everything we do. When employees are engaged in their work, they take an active approach to problem-solving, creating value and building strong connections with clients, co-workers and candidates. That level of engagement stems from our investment in our people, and it reflects strongly in the retention of our employees, the quality of service we deliver and the longevity of our client relationships.

Investing in our people is about understanding them, knowing their strengths and needs, and giving them a path to grow and advance. That means allowing them to learn and develop new skills through a constantly growing L&D program and opening every opportunity possible for our people to put their skills, knowledge and

creativity into practice. That is what innovation is all about. Our employees have the space to apply their knowledge through a “test kitchen” process for evolving our technology and solutions, as well as dedicated innovation processes to address the specific needs or challenges unique to each client.

Because we empower our people to learn, grow and apply their knowledge and creativity, our clients can count on our teams to be at the top of their craft in every aspect of the engagement. We learn vigorously, promote generously but fairly, and work to bring out the best in each of us. Our clients see that commitment in every person brought into an account. It has a profound influence on the quality of service. When every team member brings their best, there is no challenge they cannot overcome. And when every new resource is brought into the engagement, clients know they are getting top talent. There are no second-string players.

TI: Overall winner at the TIARAs and judges voted you the TS Provider of the Year. How do you think this will impact your efforts going forward?

SS: The Provider of the Year award strongly validates the value we provide in a highly competitive field. From the whole process, we gain insight into what other companies are

doing well and where we stand in the eyes of a highly credible external audience. You cannot place a value on that, and you cannot afford to simply accept the recognition and rest on the accomplishment. Every year, we have used what we have learned to inform how we grow and develop our solutions, how we frame the stories we have to share, and where other providers stand out in their work. This year is no different. The process helps inform how we grow and develop, benefitting our own employees and the clients we serve.

TI: What is one of the biggest challenges you have faced in the current economic climate?

SS: The main economic challenge employers and talent solutions providers face today is extreme volatility. That volatility may be structural as an organization shifts to a new set of priorities, new leadership, expanded or reduced locations, or a focus on different talent and skills. Or it may be situational, where an organization needs to scale up quickly for a large hiring push, slow down their hiring, or boost some aspect of their talent strategy. An employer may need near-term support in sourcing new talent, supporting DEI commitments, employer branding, contingent worker engagement or any of a number of specific needs requiring a high level of expertise. Companies struggle to adjust quickly

and effectively and often lack the information or data they need to know exactly how to adjust. They are looking to talent solutions providers to navigate the volatility, and that requires a high level of sophistication in capabilities and technology.

TI: Looking to the horizon, what trends do you foresee hi�ng the market in 2024?

SS: The rising demand for smarter, data-driven talent solutions is already trending today, and that demand will continue to grow as employers face volatility in the economy and changing workforce needs. The stand-out providers will be the ones that offer more than just recruiting headcount or scalability. They will also have the data to help employers determine what a right-sized solution looks like and how their strategy may need to change over time. We see that advanced solutions, including our own Sevayo® Insights platform, create the level of predictive visibility companies need.

Beyond technology and workforce intelligence, employers will favor solutions that bring an ecosystem of capabilities into play. That ecosystem starts with consulting expertise to help them determine the direction they need to take, identify and address gaps in their processes, and build support for their strategy. It also brings

capabilities related to specific areas of TA, whether it is employer branding, reaching across contingent and permanent hire categories, sourcing, technology, or other demands.

While many solutions providers have had these services or partnerships to provide those capabilities, the ecosystems in the past were not purpose-built for easy deployment. Bringing additional resources to bear may have been as burdensome as engaging an entirely new service or provider. Moving forward, companies will not only expect more seamless access to services and resources, but they will expect them to be first-rate in their capabilities. Talent readiness will be essential.

TI: Are you going to enter the TIARAs again next year?

SS: Yes.

What gets measured gets done… The thinking that takes us down the wrong diversity path

Ken Brotherston

TALiNT Partners CEO

In business it is something of a truism that the first step to solving a problem is to frame it, give it a form and substance so that you can better understand the scale of it and what resources you need to deploy to solve it. You can also then measure results and (hopefully) drive progress.

In DE&I we have seen many examples of this: the 30% Club or 10,000 Black Interns, focusing on more women on boards and bringing young, black people into roles they may not have previously thought were available to them, being just a few examples.

All very commendable and worthwhile. But here’s a comment that came at me at our Talent Intelligence Workshop last week: “DE&I spend can potentially get diverted to what’s easy to measure, not where it’s most needed”. It particularly hit home as earlier on our workshop Tony Wilson, Director at the Institute of Employment Studies, had highlighted the most pressing issue facing the UK labor market right now: The rise in the number of people with work-limiting conditions.

Given that the UK is the only major economy with employment still below pre-pandemic levels this is an urgent and important issue and, whilst the government has a key role to play, it will not be able to solve this problem without help from employers.

Further, there are real challenges in identifying people within this group: They may not be people with registered disabilities, they are likely to have been out of employment for some time and also, this phenomenon is recent, so we still haven’t figured out how best to respond to help these people back into the labour force. Consequently, for now, they are a very hard group to measure, so ‘they’re not getting done’.

As with all complex problems, there are no simple answers but perhaps the first is to recognize the issue, and to realize that whilst no one can fix it on their own, everyone involved in helping employers find and keep the people they need has a part to play.

So, should the focus on current DE&I initiatives be dialled back or re-focused on different groups? Perhaps. It seems a reasonable assumption that the majority of people in the cohort of having ‘work limiting conditions’ will also be on the wrong side of the poverty line, so it also seems a reasonable assumption that a lot of current DE&I efforts are targeted at many of these people already. However, it does seem to suggest some caution in always focusing on what can be most easily measured.

The IES presentation can be found here.

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