July / August 2020
The new talent landscape
Does Candidate Experience, Employer Brand and D&I still matter post COVID19?
Plus... Lockdown Leader Lessons: Nicola McQueen, NHS Professionals Global View: How has Australia's talent sector adapted to the pandemic? Award Preview: Talent Tech Star Finalists
Joining the dots of the talent ecosystem...
...to help employers find and keep the people they need talint.co.uk
01 Leader
It's decision time The next two months will be crucial in deciding the future shape and resilience of your organisation, but are business leaders asking themselves the right questions? As the UK catches up with many nations around the world in easing lockdown, business leaders now face tough decisions about the short and long term future of their organisations.
will sustainably drive higher productivity (p38), and the talent tech delivering the most value (we announce our Talent Tech Star Awards finalists on p40).
Many will transition from furlough to redundancy while re-integrating others returning to work and trying to keep everyone motivated. Others decide if they needed JRS grants and if they should pay them back in anticipation of HMRC's clawback. Check out our timely update from Osborne Clarke's tax lead, Ian Hyde (p43).
PointSix member and NHS Professionals CEO Nicola McQueen shares her insights on leading change at pace to deliver COVID-19 Rapid Response (p24) and we present highlights from our webinar on how agencies and inhouse recruiters can deliver more value (p31).
Over the last two months, TALiNT Partners has convened webinars with leading experts for employers and vendors to help them make more informed strategic decisions. We have presented insight on how to optimise furlough and funding, business insurance, marketing, and talent tech plus tactical advice on leading remote teams, pivoting at pace, and presenting more effectively. With so much content from so many sources, we have tried to cut through by focusing on the questions that everyone in the talent industry should be asking.
Alex Evans, Executive Editor
I hope you find the questions and answers you need to make those important decisions over the next couple of months.
With so much content from so many sources, we have tried to cut through by focusing on the questions that everyone in the talent industry should be asking.
Everyone knows that remote working is here to stay, but are your managers able to lead remote teams? How do you foster on the job learning and mentoring at a distance? Does remote working help or hinder transformation projects?
About TALiNT Partners TALiNT Partners provides insight, content, connections and strategic support to the world’s recruitment & talent acquisition leaders. We work hard to connect, collaborate and concentrate our efforts to ensure our events, experiences, consultancy and media solutions offer the best support for the talent industry.
As one of our contributors observes this month, introverts are finding it easier to make their voice heard in Zoom and Team meetings, which is highlighting new ideas and addressing barriers to transformation much sooner. With unemployment set to sour, does candidate experience and employer brand still matter? How will D&I evolve in the wake of the global BLM campaign, and what lasting impact will it have on the talent landscape? In this issue we present expert perspectives from an impressive roster of industry thought leaders on the new talent landscape (p14), the impact of COVID 19 on future skills (p18) and emerging talent (p20), the future workplace (p22), what
We have helpfully curated answers to these questions from our webinars in a series of white papers, which you can view at https:// www.talint.co.uk/ reports/
Published by Talent Intelligence Partners Ltd Upper Ground Floor 18 Farnham Road Guildford Surrey GU1 4XA www.talint.co.uk Editorial: alex@talint.co.uk Features: dawncreativemedia@outlook.com Advertising & Sponsorship: andy@talint.co.uk
02 TALiNT Scene Social distancing can't stop great conversations. TALiNT Partners presents highlights from some of its best webinars and a glimpse into the homes of top industry thought leaders...
300m
daily meeting participants on Zoom in April 2020, compared to 10m in December 2019
11th June: Our PointSix panel of experts from LinkedIn, Access Group and Harvey Nash shared insights on how agencies and inhouse recruiters can deliver more value and the role of digital learning. 17th June: Presentation expert Audrie Woodhouse shared insights on how best to lead teams and meetings online.
"The three Cs that drive digital transformation are CEO, CTO and COVID-19."
03
"Creating organisational urgency around a clear purpose is a lesson we will take into our ‘peacetime’ strategy."
25th June: NHS Professionals CEO Nicola McQueen tells Alex Evans and an audience of senior execs and HR leaders how she led transformation at pace while delivering 20,000 more healthcare professionals for COVID-19 Rapid Response.
36%
Say they're more productive when working from home
22nd June: TALiNT Partners and London Business School co-host a webinar on post COVID-19 workforce trends with a panel including Adam Hawkins, Head of Staffing at LinkedIn, who shared insights on remote working, productivity and online learning.
TALiNT International July / August 2020
04 TALiNT Scene
White papers based on some of our webinars in recent weeks are now available to view at https://www.talint.co.uk/reports/...
84%
of digital transformation projects fail according to McKinsey
28th May: PointSix presented Lockdown Leadership Lessons from our panel of experts including HR tech investor & TIARA judge, Kirstie Kelly Batt, workforce strategist Hema Bakhshi, and transformation specialist Phil Lewis, founder of Corporate Punk.
"Managers must adapt to a growing shift toward more fluid careers, from 2 year tours to multiple roles ."
05 I’ve never seen so much collaboration in my 20 year career. We’ve seen things happen over a two or three week period which took two or three years previously." 13th May: TALiNT MD Ken Brotherston convenes a debate for RPO Leaders in partnership with CornerstoneOnDemand looking at new market trends and challenges presented by COVID-19. 3rd June: Our In-House Leaders panel with partners Arctic Shores and Green Park asked: how can you protect diversity in talent acquisition post Covid-19?
$400bn
the size of the global HR Tech sector (Bersin)
14th May: Procurement specialist Mike Lander, CEO of Piscari, was joined by Chris Gray, ManpowerGroup's Sales & Marketing Director, and Alex Wilson, former Group HR Director at BT, to share insights on how to build the best business case for HR Tech.
TALiNT International July / August 2020
06 Contents
Contributors
08 News analysis
08 Jobs lacking as candidates rise 09 Employers worried about mental health 10 Remote working is here to stay 11 Signs of rebound despite redundancy fear 12 Trump visa ban will hit global recruiters
14 Cover feature
14 Navigating the new talent landscape
Nicola McQueen, CEO, NHS Professionals
David Sayers, Partner, Head of Finance & Board Practices, Green Park
18 Future skills
18 What should employers look for?
20 Emerging talent
20 How will grads adapt to the new market?
22 The new workplace
22 Where will your team be working & why?
24 Industry profile
James Gordanifar, head of student recruitment, EY Core Business Services
Louise Bancroft, Group HR Director, Airswift
24 Nicola McQueen, CEO, NHS Professionals
31 PointSix insights
31 How do agencies add more than inhouse?
34 World view
34 How Australia has adapted to COVID-19
38 Productivity
38 How can tech sustain the pandemic pace?
Bev White, CEO, Harvey Nash
Peter Gold, manager recruiting solutions EMEA, Cornerstone OnDemand
Robert Newry, CEO, Arctic Shores
Karina Townley, MD Client Services EMEA, Guidant Global
Roop Bhumbra, head of talent development, Hays
Ian Hyde, Head of Tax Dispute, Osborne Clarke
40 Talent Tech Stars 40 We reveal the 2020 finalists
42 Legal insight
42 How to avoid furlough fraud & clawback Picture credits: Shutterstock, iStockphoto and Unsplash Cover: iStockphoto Disclaimer: This publication has been prepared for the exclusive use and benefit of the readers of TALiNT International and other contacts of TALiNT Partners and is for information purposes only. Unless we provide express prior written consent, no part of this publication should be reproduced, distributed, or communicated to any third party. You must not rely on the information in this publication as an alternative to advice from an appropriately qualified professional. In no event shall TALiNT Partners or any of those contributing to this publication be liable for any special, direct, indirect, consequential, or incidental damages or any damages whatsoever, whether in an action of contract, negligence, or other tort, arising out of or in connection with the contents of this publication. © Talent Intelligence Partners
08 News analysis
Jobs lacking as candidate numbers rise Since lockdown began, the employment market has been in a state of flux as employers grapple with furloughing, redundancies and pay cuts in order to survive. This has led to some worrying new trends, as new data highlights. In the last three weeks of May, vacancy numbers were down 11, 4 and 10 per cent respectively, according to research from Broadbean Technology. Despite these declines, in the week ending 24th May, vacancies in London were up 36 per cent week-on-week. Temporary contracts are proving to be more attractive; the number of applications per vacancy rose 34 per cent for temp positions and 25 per cent for contract positions in the last week of May, when compared with the same period last year. In comparison, applications for permanent roles were down five per cent year-on-year. More promising news from Broadbean in the first week of June revealed that job vacancies were up 54 per cent. Office for National Statistics’ data now shows the negative impact of COVID-19 on the jobs market.
The number of inclusive vacancies has fallen from 52,364 to 26,916 year to date
Its recent update suggests that 600,000 jobs have been lost in the UK between March and May 2020. Whilst its employment data for the three months from February 2020 to April 2020 showed the employment rate remaining high (76.4 per cent) and unemployment rate low (3.9 per cent), its Claimant Count showed a 125.9 per cent increase since March 2020. More positively, data from Adzuna in early June found that 26 cities across the UK had more vacancies than jobseekers including Cambridge, Oxford, and Manchester. However, Adzuna’s data in June found that the number of jobseekers competing for roles was 120 per cent in Sunderland,
51%
drop in job ads promoting inclusiveness & diversity, according to Adzuna 266 per cent in Bradford and 258 per cent in Salford in six months. Recent Adzuna data also revealed that BAME inclusive jobs have dropped by half since COVID-19. “Only 7% of all advertised jobs in the UK actively promote inclusivity for minority groups in their job ads,” said Andrew Hunter, co-founder of Adzuna. “This can be particularly troublesome for industries that have a poor track record for diversity, such as the creative and design industry."
Online learning 'will advance careers' With training allowed as part of the Job Retention Scheme, employers and furloughed employees have stepped up their interest in online to upskill for the upturn. A report by LinkedIn revealed that people across the world spent 7.7 million hours watching its Learning content in April 2020, up two times the amount watched in March and three times that in February. In the UK specifically, there was a 68
per cent increase in content watched month-on-month from March to April, with 198,000 hours of content watched. When asked for their
reasons for watching this content, 65 per cent wanted to advance their career, and 38 per cent wanted to learn to change career paths.
09
Rishi rewards employers with bring back bonus The Chancellor Rishi Sunak has announced a £9bn bonus scheme which would see a £1,000 bonus paid to companies for each employee brought back from furlough. Previously furloughed employees must continuously remain in work until at least January to qualify, he said, and be paid at least £520 on average each month from November to the beginning of next year. "Our message to businesses is clear, if you stand by your workers, we will stand by you," said Mr Sunak.
2.6m self-employed workers have submitted claims for a total of £7.5bn, say Treasury
The Coronavirus Job Retention Scheme is due to end in October and employers are expected to contribute towards paying furloughed employees from August.
temporary workers. The flexibility they offer will be more key than ever before, but they don’t appear to have been considered. It would also have been good to see changes to the furlough scheme to apply it on a sector by sector basis.”
WHAT ABOUT TEMPS? Simon Winfield, Managing Director of Hays UK and Ireland, said: “Whilst the furlough bonus is welcome, we remain disappointed that the furlough scheme continues to overlook the specific needs of
This point was echoed by FCSA Chief Executive, Julia Kermode, who said: “The JRS bonus for employers who bring back workers from furlough will be a real incentive for businesses who employ people directly and will offer some much-needed financial support
8.9m
workers were on furlough on 7 June at a cost of £19.6 bn according to HMRC
during this difficult time. "However, for umbrella employers and agencies who operate a very different employment model, the £1,000 per employee bonus falls significantly short of the total financial cost for an umbrella employer or recruitment agency to continue to furlough their employees until the CJRS scheme ends on 1 October 2020."
Youth lack career confidence
Job loss fears
Despite being fresh out of education with their careers ahead of them, COVID-19 has somewhat muted millennials and Generation Z’s plans for the future.
Over half (54 per cent) of workers fear they will lose their job because of COVID-19, according to research by recruiter Randstad. Almost two thirds (64 per cent) say the pandemic has negatively affected their job security.
At the beginning of June, LinkedIn’s Workforce Confidence Index reported that their expectations relating to getting and retaining a job had fallen by 18 per cent in two weeks. Baby boomers’ confidence, in comparison, had increased by 5 per cent during the same time frame. Confidence around career progression was also a concern for millennials, which was down 21 per
cent in two weeks. This wasn’t a concern for Gen Z, however, with their confidence up 40 per cent in this area in the two-week period.
If they were to lose their job, only 52 per cent think their employer would help them to find a new role. Despite this uncertainty, 83 per cent think they’ve adapted well to the challenges of this new working situation. Whilst this is a concerning time for all, ensure that as an employer you’re doing all you can to keep staff updated, invest in their skills and be honest about decisions that may have to be made.
TALiNT International July / August 2020
10 News analysis
Remote working 'is here to stay' Almost two-thirds of UK workers want to continue working from home post-lockdown – and threequarters of London employees would like to do so. That was the key finding of a new study by behavioural science consultancy Mind Gym which canvassed more than 2,000 UK workers, all of whom are currently working from home. The study also reveals that 63.2% of workers are anxious about returning to their workplace. Review and jobs website Glassdoor revealed that just 44 per cent of UK employees who are currently working from home are keen to return to the office. Employee management platform HRLocker found that 67 per cent of organisations expect to encourage their staff to work remotely more often after lockdown. ADAPT REMOTE RECRUITMENT These studies correlate with LinkedIn data which shows remote work searches have soared by 60% globally since March, and UK applications for remote jobs rose by 189%. Employers are adapting, with remote job
Utilise technology to effectively onboard and connect people remotely
63%
of workers are anxious about returning to their workplace
postings up 277%. A poll by Cezanne HR found that 65 per cent of respondents have onboarded new employees whilst working remotely. Looking to the future, 86 per cent of employers plan to use remote onboarding regularly post-COVID-19, according to recruiter McGregor Boyall. The increased adoption of tech and remote is expected to lead to a more streamlined and effective recruitment
process, with 59 per cent stating this in a survey by RPO Cielo. “The ease of adaption to virtual interviews, offers and onboarding on both sides of the equation has streamlined recruitment and cut costs. TA and HR leaders will, once new programmes and systems are in place, benefit from the radical advancement in technology utilisation,” shared Seb O’Connell, president EMEA of Cielo."
Leadership lack communication skills Remote working requires more effective communication, but most feel it’s the area their bosses need to work harder at.
A survey by recruiter Hays has found that 43 per cent of people believe that leadership communication needs work, higher than strategy & planning (23 per cent) and remote staff management (13 per cent). Poor managers seem to have found a new way to avoid one to ones. Some staff are feeling more isolated than ever, with 33 per cent reporting that they have contact with their manager
TALiNT International July / August 2020
less than once a week. In addition to stronger leadership, employers are looking at new skills they will need in a post-COVID-19 world. According to a report by HR
consultancy People 1st International, 90.8 per cent believe it’s a more proactive approach to customer service they, and their employees, will need. What are you doing to invest in your staff for the future?
11
Signs of rebound despite redundancy fears UK hiring is starting to recover, but the rate is uneven across industries and lags European counterparts, fresh data from LinkedIn reveals. The platform’s figures show UK hiring was down 31% in June compared to the same time last year. While worse off than Italy and France, it is an improvement from -49% in May. Legal, software, IT and corporate services are leading the modest rally. “While there is inevitably more turbulence ahead, we hope to see hiring pick up as lockdown measures continue to lift,” said Adam Hawkins, head of search & staffing at LinkedIn. The data coincides with survey findings by recruitment consultancy IntaPeople. Of manufacturers negatively impacted by the pandemic, 11% are seeing a significant increase in demand for products or services, and 56% are seeing a slow increase in demand.
Home working and fear of redundancy means that many are working longer hours hiring – a trend foreshadowed by a TALiNT survey in May, which found employers saw D&I as still important but considerably less urgent. The latest Adzuna figures show a 51% drop in the number of job adverts that state that they promote D&I. Inclusive ads now account for just 7% of UK job ads.
83%
of HRDs say their productivity has been affected by redundancy fears
redundancy fears and 83% admit their productivity had been affected, LHH research reveals.
Another trend is the rise in stress levels among inhouse recruiters – almost 90% of HR decision makers felt their morale had been impacted by
JC Townend, CEO of LHH, said redundancies so far this year were very much the tip of the iceberg: “There will be unavoidable redundancies in coming months, but the current jobs market makes it even more of an imperative to support employees in this situation."
UK worse than US for staff cuts
Job service soars
Four out of five UK businesses have laid off workers as a result of Covid-19, a dramatically higher rate than in the US, new international research reveals.
More than 83,000 jobseekers have tapped into a pandemic-focused career service launched by Irish company Sigmar Recruitment.
IMPACT ON DIVERSITY However, Covid-19 has had a negative effect on diversity and inclusion in
However, more than half of recruitment professionals surveyed globally expect the economy to improve by the end of the year, while just 2% predict a sustained depression, according to a survey by recruitment software company Bullhorn. Drawing on responses from more than 800 recruitment professionals around the world, the survey found
one in two companies have reduced their internal workforce, including via furloughs. In the UK, 82% of businesses laid off at least some of their workforce, compared to 46% in North America.
Since Sigmar’s Covid Response Jobs initiative was introduced in March, just over 83,700 people have used its career advisory services in relation to topics such as video interviewing, remote working and digital collaboration. More than 15,000 have subscribed for weekly employment insights, over 10,700 have used the service’s free online upskilling, more than 3,000 have connected with 200 frontline employers, and there have been over 900 jobs advertised.
TALiNT International July / August 2020
12 Industry news
Trump visa ban to hit international agencies US President Donald Trump's decision to temporarily block foreign workers entering on H-1B visas for skilled employees, and L visas, for managers and specialized workers being transferred within a company will impact international recruiters. “The costs that will accrue include less domestic job creation from those trying to expand their American businesses, forcing recruiters, talent managers and employees outside the US to find workarounds," observed international business advisor and TIARA 2020 judge Allyson StewartAllen. "This will directly impact any recruitment business looking to place foreign talent and makes it unlikely they will be able to do so for the foreseeable future," adds Matt Newman, MD & US lead for Rec to Rec specialist Camino Partners. SHORTFALL PREMIUM "When the market turns up again, there will undoubtedly be a shortfall of candidates. Recruiters with strong relationships and an extended
Allyson Stewart-Allen leads a PointSix workshop on expanding into the US
network in the States should be able to still do well." Newman further predicts that the consequential impact of a candidate shortage will likely drive up the cost of contractors and perhaps further encourage companies to outsource work abroad. "For those reasons I think the Executive order will be shelved when
most unemployed Americans in key skilled areas are back in work," he added. "For UK recruitment companies hiring internally for UK staff in America the E2 visa that's mostly used is not affected. It's currently on pause (for those outside the USA) as the embassy in London is closed due to the travel ban but will likely reopen when it is lifted."
Recruiter results hit by pandemic and regulation COVID-19 and IR35 have tested some of the industry's leading recruiters in recent months.
fiscal 2020 first quarter results, showing a 20.5% revenue decline to $58.7m (£47.1m).
UK recruiter Staffline reported a 3.9% decline in revenue to £1,076.7m for the year to December 2019, audited preliminary results show.
Chairman and CEO Brendan Flood said the results were anticipated, and largely due to the loss of a low-margin client in the UK and the impact of IR35 payroll tax legislation.
Staffline executive chairman Ian Lawson said 2019 had been a challenging year for the group, but its new management team was ensuring appropriate measures of strong corporate governance and controls. “Clearly in the current year, we are operating within an unprecedented macroeconomic
TALiNT International July / August 2020
climate as a result of the Covid-19 pandemic. However, Staffline's people have risen to this challenge and maintained an outstanding level of business continuity,” he said. Staffing 360 Solutions has released its
ADAPT TO PROSPER Meanwhile, Norman Broadbent reported a 22% revenue increase to £11.5m for the year to December. Group CEO Mike Brennan said the company was better placed to respond to the challenges of Covid-19 than many.
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14 Cover feature - Post-COVID talent pool
“Applicants will research how businesses reacted during the pandemic and how seriously employee wellbeing was taken.” Karina Townley, managing director client services EMEA, Guidant Global
The new talent landscape
The biggest upheaval to the labour market in living memory has enormous ramifications for hiring, company identity and the way we work It is no exaggeration to say that the pandemic has propelled us suddenly and forcefully into a new era. The ramifications are beyond the impact of previous periods of depression, recession and high unemployment due to the potential for systemic and enduring change - not only to the economy but also health systems, working patterns and the very fabric of society.
Andrew Hunter, Adzuna
Businesses across a swathe of industries have been forced to announce massive staff cuts, redundancies, and closures. Employees who have not been laid off are uncertain if their job will still be there in a few months’ time or if it will change beyond recognition – and the mass adoption of working from home creates a raft of new challenges and opportunities.
Karina Townley, Guidant Global
Against this backdrop of uncertainty, In such an uncertain environment, do priorities like candidate experience, employer brand and Diversity & Inclusion (D&I) still matter? TALiNT spoke to a range of experts across the spectrum of recruitment and talent acquisition to find out. THE POST-LOCKDOWN HIRING MARKET While there will naturally be hiring spikes as we emerge from lockdown, in hospitality and retail, experts agree overall recovery is going to be a slow and potentially painful process, taking at least a year and most likely longer. Andrew Hunter, co-founder of job search engine Adzuna, points out that we are suffering the sharpest rise in unemployment for at least three decades. “The situation is likely to get worse in
the coming months as the government’s Job Retention Scheme winds up over the summer,” he predicts. “There is a risk that unemployment could double again by the end of the year, so getting Britain back to work in the coming weeks is critical to avoid long term economic damage.”
UK vacancies plummeted by 54% in the year to June as competition for jobs reached an eight year high, Adzuna research reveals
Louise Bancroft, group HR director of global workforce solutions provider Airswift, agrees there is a lot of fall-out still to come: “Some companies may find they no longer have the resources to retain a large workforce,” she says. “Instead, many employers are retaining staff that can flex between roles and departments as needed. The upside is, by building a nimbler workforce, businesses are better able to take advantage of opportunities as they arise.” ADAPT, REINVENT, TRANSFORM Experts agree that this quarter will be a time for difficult decision-making. “Businesses can’t afford to sit still. There is no hope in hunkering down and waiting for things to ‘go back to normal’,” says Simon Parsons, Director of Payments, Benefits & Compliance Strategies, at payroll solutions company SD Worx UK, adding that Covid-19 has reset the board and transformed entire industries. “What’s so unprecedented about Covid-19 is how quickly and emphatically it’s pulled the rug out from under entire sectors,” he says. “Globalisation has been challenged and was put on pause in only a matter of days. Even as quarantine measures are eased, it’s clear we
won’t be going back to the way things were.” Bancroft adds that one unifying theme is that businesses have learned a great deal about their people, processes and culture, and the impact has been transformative – it’s a once-in-ageneration opportunity to adjust or entirely reinvent workforce strategies. “Twitter, for one, has confirmed that employees will be able to work from home forever, should they wish to do so,” she says. “But many businesses are at a crossroads, unsure of whether to embrace these shifts for the longer term, or swim back against the tide. Now is the time to reflect on what they have learnt and decide what their ‘new normal’ looks like.” So how can employers attract the most soughtafter talent as we come out of the crisis? The answer: be flexible, adaptable and tech savvy. “The businesses that will come out the strongest from Covid-19 and beyond are those that aren’t confined by yesterday’s issues and are ready to move on and adapt to new environments and challenges,” says Peter Gold, manager recruiting solutions EMEA at cloud-based talent software company Cornerstone OnDemand. "They must also prove that they are future-ready. If Covid has taught us anything positive, it’s that digital transformation is fundamental for survival." Karl Porter, Metro Bank’s director of recruitment, stresses the importance of ongoing candidate engagement. “We’ve been continuing to engage
More than a quarter of UK workers – 9.2 million people – are having their wages paid through the government’s furlough scheme (HMRC)
with candidates throughout, making sure to keep the lines of communication open between us and those potential colleagues who may be looking to join us,” Porter explains. “One of the ways we are doing this is our social media presence on LinkedIn. Our recruiters are creating and sharing insightful content to give the market a real sense of our values and culture.” Remote hiring, onboarding and working from home are here to stay, transforming work culture as we know it. “Implementing interactive video, virtual internships and increasing our digital capabilities has been at the forefront for some time, but the crisis has certainly accelerated our delivery,” says Laurie Padua, managing director of talent collective at Alexander Mann Solutions’ consulting division. While attracting applications will be easier than ever, the main challenge is keeping good candidates engaged, according to Robert Newry, CEO of recruitment tech insights company Arctic Shores. “Already, roughly 30% of applicants drop out at the first sift stage. That’s not because they weren’t serious about the role. It’s down to
“Many employers are retaining staff that can flex between roles and departments as needed ... to be better able to take advantage of opportunities as they arise.” Louise Bancroft, group HR director, Airswift
TALiNT International July / August 2020
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Top five takeaways • It will take at least a year for the hiring market to recover • Now is the time to make hard decisions about workforce strategies • To thrive, not just survive, be flexible, adaptable and optimise the digital revolution in recruitment and workplace practices • Employer brand matters more than ever – you will be judged on your treatment of staff during the Covid-19 crisis for years to come • D&I is still a priority; it will be easier to attract global diversity
overlong, frustrating processes. Organisations need to embrace innovation, so that they can keep processes short, inclusive and engaging as application volumes rise.” THE FUTURE OF EMPLOYER BRAND Employer brand still matters. The Covid-19 crisis has tested the mettle of the best companies, demanding swift, stressful decisions on issues such as furloughing and laying off staff. “Applicants will research how businesses reacted during the pandemic and how seriously employee wellbeing was taken,” says Karina Townley, managing director client services EMEA at recruitment outsourcing specialist Guidant Global. David Sayers, partner and head of executive search company Green Park’s finance and board practices, says candidates want to know what ongoing staff measures are in place to protect them from a second spike or similar crisis. Metro Bank is among the companies taking this approach on board: Porter explains how the bank has introduced a range of measures to promote staff physical and mental wellbeing, including a £2 million fund to share between those required to work on site during lockdown and an increase in paid emergency dependent leave for parents and carers. Sayers says companies that had demonstrated their ability to act and adapt with agility and flexiblity will be the employers of choice – as will those who have demonstrated compassion,
transparency and social responsibility at a time when it is needed most. Contributors agree that D&I will remain a priority – and there will be more opportunities than ever before to engage with a geographically diverse range of candidates thanks to the adoption of digital technology. “Whatever the specific changes they make, becoming consciously inclusive will be the new mandate most companies will look to abide by,” says Sarah Peiker, senior vice president and global practice leader at Talent Solutions RPO. “Specific hiring tactics may include the addition or modifications of targeted diversity hiring goals, as well as possible changes to their brand identities and employer value propositions in order to attract more diverse candidates.” Porter from Metro Bank says the company is proud of its inclusive culture, but there is always more that can be done. “Going forward we hope increased flexibility for our workforce will offer even more opportunities for candidates who previously may have found travelling to an office space inaccessible,” he says.
“If coronavirus has taught us anything positive, it’s that digital transformation is fundamental for survival.” Peter Gold, manager recruiting solutions EMEA, Cornerstone OnDemand
TALiNT International July / August 2020
18 Industry views - Future Skills “Whereas in traditional office working it’s usually the more extrovert and self-confident people that take the lead, the more remote model changes that. We may see a wider range of people with a wider set of attributes begin to blossom.” Bev White, CEO, Harvey Nash
The new checklist
Flexibility, emotional intelligence and self-organisation are some of the qualities expected to be highly sought after in the new reality of work New ways of working inevitably lead to new roles and a requirement for alternative skills. The widespread adoption of remote working – and the return of workers to a much changed office environment – has increased the value of so-called soft skills, such as adaptability and unflappability, which are not always apparent in a busy workplace. Companies are also considering their own adaptability, including whether they have invested enough in continuous learning and upskilling. A commitment to employee development is swiftly becoming a talisman for talent retention and attraction. THE GREAT LEVELLER Harvey Nash CEO Bev White says the move to distributed working enables different people to shine. “Whereas in traditional office working it’s usually the more extrovert and selfconfident people that take the lead, the more remote model changes that. Other qualities – independence, efficiency, self-organisation – become more important. “It’s been surprising in a really lovely way to see people popping up with brilliant ideas and suggestions who before might have looked to their boss or someone else to put something forward. So, we may see a wider range of people with a wider set of attributes begin to blossom. New skills may come to be prized more highly. This could affect recruitment strategies too, in terms of what employers look for in some roles.” With the prospect of more employees continuing to work remotely, ManpowerGroup’s Talent Solutions will be looking for candidates
Bev White, Harvey Nash
David Sayers, Green Park
Laurie Padua, Talent Collective
Roop Bhumbra, Hays
who are autonomous, self-motivated selfstarters with pro-active communications skills, says Sarah Peiker, senior vice president and global practice leader at Talent Solutions RPO. “Remote workers are required to be even more accountable, engaged and ready to pivot as priorities in their job may change,” she says. Louise Bancroft, group HR director for workforce solutions provider Airswift, says that Covid19-related job losses, furloughs and sickness resulted in many people being required to adapt and cover roles outside of their usual remit, developing new skills and core competencies in the process. “This may mean developing workforce skills such as resourcefulness and problem-solving or coaching curiosity, emotional resilience and a tolerance for uncertainty,” Bancroft says. “There are substantial benefits to be had from employers embracing a change in the way they engage their most valuable asset – increased retention, enhanced productivity and more choice for candidates and companies.” Robert Newry, CEO of innovative recruitment tech business Arctic Shores, firmly believes companies that only value technical ability or experience are shooting own-goals. “They exclude talented individuals who could bring a wealth of transferable soft skills to a new role or sector, and they fail to fully access diverse talent pools,” he explains. “That’s why our clients are increasingly keen to assess for the behaviours that underpin key soft skills, such as adaptability, emotional intelligence and leadership. As more employers discover how
Top ten in-demand skills
candidates’ behaviour can predict their success, the value of soft skills will only increase.” Organisations need to demonstrate they are genuine about addressing workers’ holistic needs, especially mental health and wellbeing. “Organisations who do not place significant focus on mental health and wellbeing as we return to the office will be storing up problems for later," says David Sayers, partner and head of the finance and board practice for Green Park, one of Europe’s fastest growing suppliers of leadership recruitment and consultancy services. Ensuring an open and caring culture as we return to work may be critical. "In many ways, the coronavirus crisis has been a wake-up call. Employees on furlough and those engaged in the organisation would have had to deal with a whole range of new challenges impacting wellbeing, from difficulties of managing family and work commitments, to financial insecurity, to the strain of social distancing on personal relationships. The transition back to the office will need to be thoroughly thought through and plans made for individual wellbeing to be monitored throughout the transition.” Karina Townley, managing director of client services EMEA at recruitment outsourcing specialist Guidant Global, agrees. While health and wellbeing of staff members has always come first, Covid-19 has encouraged Guidant Global to find new ways of ensuring people genuinely enjoy coming to work – physically or virtually. “We’re champions of the ‘OpenBlend’ method, which allows managers to have ongoing conversations with their teams, rather than periodical assessments and appraisals,” says Townley. “This innovative tech platform acts
Skills seen as vital by employers in customerfacing industries postCovid-19 include: a more proactive approach to customer service (90.8%) & active listening techniques (80.8%) - People 1st International
• • • • • • • • • •
Initiative Self-motivation Tolerance for uncertainty Adaptability Self-organisation Efficiency Autonomy Emotional intelligence Pro-active communication Resourcefulness
as an enabler for regular, open and honest conversations between managers and teams.” THE ROLE OF ONLINE LEARNING During lockdown, sites such as LinkedIn have seen a huge surge in interest in online courses, prompting the question of whether employers will invest more heavily in ongoing staff development in the immediate future. Laurie Padua, MD of talent collective at Alexander Mann Solutions’ consulting division, explains that the talent acquisition and management company has moved all its training online to adapt to remote working, and planned to have these facilities available long-term. “Crucially, as training is delivered in a different format, adaptations need to be made," Laurie explains. "As a case in point, we use a tool called Pigeonhole for our online training which allows employees to ask questions and respond anonymously to the trainer, ensuring no one is at a disadvantage if they’re uncomfortable asking questions publicly.” Roop Bhumbra, head of talent development at Hays, says that, as roles change and new roles are created, organisations need to demonstrate a stronger commitment to continuous learning and upskilling. “Offering benefits along the lines of mental health awareness courses, diversity and inclusion training or financial support for further academic study is likely to be more valuable in our new world of work and be a key part of employee attraction and retention," Bhumbra explains. “Ultimately, professional development needs to be embedded into the culture of an organisation for it to really be a key part of an employee’s journey with a company.”
TALiNT International July / August 2020
20 Industry Views - Emerging Talent “Graduates may find that their skills sets apply to a wide variety of industries and, in order to create a career path starting in 2020, they should be open to as many opportunities as possible.” Sarah Peiker, senior vice president and global practice leader, Talent Solutions RPO
Class of COVID-19 Our contributors explore how university graduates can face up to a fiercely competitive market and the latest thinking on new talent strategies While the coronavirus pandemic has disrupted the entire labour market, university graduates are among the hardest hit. Just as they were looking forward to getting their feet on the career ladder, the entire structure began to wobble in the winds of a global storm which has seen millions lose their jobs and household names in business disappear overnight. With many businesses struggling to pay existing staff, fresh graduates are unsurprisingly pessimistic about their prospects. However, while the market for scant placements is ferocious, there is an upside for university and college leavers who are pro-active and open to career pathways they may not have previously considered, while digital innovation promises a raft of new opportunities from virtual internships to upskilling.
graduates.” Companies have been forced to pivot swiftly in relation to how they attract emerging talent – and this could mean wider graduate opportunities. James Gordanifar, EY Core Business Services)
Becky Speake, Adzuna
NOT SO GREAT EXPECTATIONS While it’s not all doom and gloom, the challenges ahead are daunting. “Graduate and entry-level positions are historically the first to go in a recession and this pandemic has proven to be no different, with graduate job losses reaching record levels,” says Adzuna communications manager Becky Speake. “Graduate jobs have fallen by 77% this year and research from YouGov found that two-thirds of graduates have had their applications either paused or withdrawn. Lloyds and Santander are among many companies to cancel their summer internship schemes this year. “However, it’s worth noting that there are still positions available: KPMG, BAE Systems and RSM are among the companies hiring
Sarah Peiker, Talent Solutions RPO
Graduate jobs fell by a massive 77% in the year to June 2020, according to Adzuna
The crisis has accelerated innovation, speeding up tech processes already underway to create a new candidate experience. “EY had already invested heavily in the use of technology through the student recruitment process and were seeing the benefit of this prior to Covid-19," explains James Gordanifar, head of student recruitment at EY’s Core Business Services. However, while tech adoption had enhanced many of the company’s practices, school and campus outreach, insight events and candidate assessment events were all still face to face. Using platforms like Microsoft Teams and Skype for Business, EY started to reinvent its events for a virtual environment, encompassing everything from keynote speeches to networking and assessments. “The crisis forced us to fully explore the capability of technology in our process and deliver an optimal candidate experience, with assessment rigour, ensuring no diminished quality or overall output,” Gordanifar says. “We have seen pace of delivery accelerate and received outstanding feedback from candidates, as well as our internal stakeholders.” Talent acquisition and management company Alexander Mann Solutions is also determined to continue engagement with emerging talent despite ongoing uncertainty. As at EY, the crisis
has led an acceleration of the organisation’s digital developments in graduate and early years recruitment. “Prior to the European lockdowns, we were already exploring best practice for delivering virtual internships, and the outbreak has arguably fast-tracked this development, which has now been launched,” explains Laurie Padua, managing director of talent collective at AMS’ consulting division. Gordanifar says EY is also considering virtual internships. “This exploration has led us to question why certain aspects of our operation would ever be face to face again,” he says. ENHANCING GRADUATE PROSPECTS So, if you are a new graduate, how can you stand out from the sea of candidates? TALiNT’s contributors recommend continuing to educate and upskill yourself by taking advantage of online resources and opening your mind to possibilities beyond your specific course of study. Pro-active candidates who think outside the box are more likely to succeed. Sarah Peiker, senior vice president and global practice leader at Talent Solutions RPO, says: “Anyone looking for work, including students, should open up their job and internship search and focus on those industries or specific roles that have high demand such as healthcare, IT work and specifically cyber security roles. Graduates may find that their skills sets apply to a wide variety of industries and, in order to create a career path starting in 2020, they should be open to as many opportunities as possible.”
Adam Cave, managing director of recruitment firm Murray McIntosh, says the key to becoming an attractive candidate in a now saturated talent pool is being pro-active rather than reactive.
Almost two-thirds of university finalists feel negative about their career prospects as a result of the pandemic, a Prospects survey shows
“Whether you’re looking to brush up on your existing skills, or take a dive into a new subject, there are a wide range of online resources that will stand you in good stead when it comes to seeking new employment,” he says. “It’s also a good idea to review your online presence. Employers will be viewing a potential candidate’s social media channels, particularly on LinkedIn, so it’s important to make sure they’re employer friendly. It is also worth checking privacy settings on private accounts too. Start by following relevant organisations, businesses and thought leaders in the industry you’re interested in and take the time to engage with them to build up connections and boost your network.” Cave says creating the perfect CV goes hand-inhand with reviewing your presence: what does it say about you and what you can offer a business? “Taking the time now to review CV relevance will position candidates well when it comes to applying for positions quickly,” he says.
“There are a range of steps that can be taken now to enhance the career prospects of students and graduates exploring a very new and uncertain job market.” Adam Cave, managing director, Murray McIntosh
TALiNT International July / August 2020
22 Industry views - Workplaces & Work Practices "For many, offices are a key space to maintain those vital human connections with colleagues and clients. Translating a vibrant office culture into an online format has been one of the key challenges for businesses during the pandemic." Louise Bancroft, Group HR Director, Airswift
The Workplace Revolution
We have gone through a seismic shift in working practices since March and it’s unlikely that the way we work will ever be the same again The mass adoption of remote working has radically changed mindsets among both employers and employees, showing that it can be done highly productively and beneficially with the right tech support. Working from home will not just alter company culture and staff relationships, but also the work map of the UK. Many organisations are weighing up whether they need to have such a large physical presence in London and regional cities, paving the way for a dramatic shake-up in office leasing as well as opportunities for workers outside major centres. There are huge questions still to be answered, from immediate concerns – how do you bring people back to offices safely and flexibly? – to longer term issues – how to support organisational culture and employee well-being across a geographically divided workforce? CHANGING DEMANDS While flexible and remote working has been an upward trend for years, it is suddenly no longer seen as an optional perk. Karl Porter, director of recruitment at Metro Bank, says the pandemic has enabled companies to evolve their working from home capability while giving many workers flexible opportunities for the first time. “The genie has been let out the bottle and we expect more candidates than ever will want to explore the potential for flexible working in their next job,” he predicts. Peter Gold, manager recruiting solutions EMEA
at Cornerstone OnDemand, says his company has always been an advocate for allowing employees to work in a way that suits them, and this will continue post-pandemic.
Peter Gold, Cornerstone OnDemand
James Milligan, Hays IT
Louise Bancroft, Airswift
“We’re now very much used to holding virtual meetings,” he notes. “We’re also particularly excited to hold our very first virtual Cornerstone Convergence annual event this year, bringing together clients and industry experts in one place, online. Remote working in general has opened up many opportunities both from a business and individual perspective, and now we’re realising the benefits as we’re unbound from the restrictions of physical location.” While the economy has been moving towards a more fluid and flexible work model for the past decade, Covid-19 had sent the process into overdrive, explains Simon Parsons, director of payments, benefits & compliance strategies, at SD Worx UK. “Fewer absences and the potential to save costs on office space could well make working from home permanent for much of the services economy,” he adds. HYBRID WORKPLACES However, it is not time to say goodbye to the traditional office just yet. Commentators predict the new model will be a hybrid affair, with some staff working from home, some from the office and others dividing their time between the two. “Covid-19 has pulled into focus just how important daily social interactions are to our everyday lives,” says Louise Bancroft, group HR director at Airswift. “For many, offices are a key
23
At ManpowerGroup’s Talent Solutions, preparations include structural changes to ensure physical distancing can be enforced as well as new staff roles and responsibilities, such as visitor temperature checks. “Talent Solutions has always employed a workforce that includes flexible and remote working as our teams are spread out across the globe to better serve our clients where they are,” explains Sarah Peiker, senior vice president and global practice leader, Talent Solutions RPO. “And with the uncertainly of a possible second wave of Covid-19 being predicted, many workers are adopting a ‘wait and see’ attitude before they agree to return to more crowded offices.” space to maintain those vital human connections with colleagues and clients. Translating a vibrant office culture into an online format has been a key challenge for business during the pandemic.” James Milligan, director of Hays information technology, agrees: “Some professionals need the buzz and atmosphere of an office to motivate them while others prefer the flexibility and independence of working remotely. Technology will enable employers to satisfy those who thrive in each environment, meaning that the traditional workplace is likely to be more ‘hybrid’ in nature, with professionals more flexible and agile about where they work.” INVEST IN WELL-BEING There will be pressure on companies to demonstrate that supporting employee well-being is more than a tick-box exercise, as well as additional hurdles to managing and promoting a positive work culture when some staff are permanently out-of-office. Prior to the pandemic, independent logistics provider Europa Worldwide Group launched a 24/7/365 free employee assistance programme. Staff members are issued with wallet-sized cards enabling them to access a raft of services anonymously, from counselling and legal help, to medical advice and online cognitive behavioural therapy (CBT). “Our programme provides a complete support network that offers expert advice and compassionate guidance,” explains Carl Potter, Europa central services director. The most pressing concern for many is enabling people to return to the office safely in a new era of social distancing and stringent hygiene.
Yvonne Smyth, director of Hays human resources, says organisations are considering new rules governing domestic travel and commuting, desk sharing and visitors; some have appointed ‘safety champions’ and others had set up additional communication support including enquiry lines and ‘welcome back’ information packs to alleviate anxiety. Her colleague Gaelle Blake, director of Hays permanent appointments, UK & Ireland, expects that, as offices re-open, companies may introduce staggered hours to ensure the required degree of social distancing. Widespread acceptance of networking and recruitment technology has opened a new world of opportunities – companies no longer need to maintain a big central headquarters unless they want to. This is great news for less well-off regions, with the potential to reduce the notorious north-south divide: a new Adzuna study shows 9 out of 10 of the cities worst affected by pandemic-induced job losses were in the north of England. Adzuna communications manager Becky Speake says technology certainly makes it easier for many businesses to relocate as well as for staff to work remotely. “Flexible storage and cloud access allow many employees to access all the information they need from anywhere in the world. You no longer need to be in one location to work efficiently,” she says. “Companies can now also use VR tech for training and development programmes, meaning onsite training could be a thing of the past. It is likely that we will see a lot more flexibility in the workplace as a result of new technology.”
TALiNT International July / August 2020
“If everyone understands the problem you are trying to solve and your purpose behind it, they will be more open to new ways of achieving a solution.” Nicola McQueen, CEO, NHS Professionals
25 Industry Profile “Creating organisational urgency around a clear purpose is a lesson we will take into our ‘peacetime’ strategy. It’s an aspiration for most businesses under normal conditions; our goal now is to always remain true to this premise for everything we do in our organisation.”
How to lead at speed
NHS Professionals CEO Nicola McQueen exclusively shares her leadership lessons from balancing accelerated transformation with one of the biggest workforce challenges ever faced by the NHS The way a new CEO approaches their first 100 days in an organisation sets the tone for rest of their tenure. How they manage a crisis demonstrates their character as a leader.
these processes. “It was clear that a faster registration process had to be in place quickly to onboard and make available more healthcare workers where they were needed,” Nicola explained.
Nicola McQueen became CEO of NHS Professionals in September 2019 and began her 100 days with a discovery tour to hear and learn from her 850+ employees and 55 client trusts. This proved to be the best foundation for future leadership. Within 200 days her ambitious plan for transformation became an accelerated pivot to ensure NHSP was a workforce vehicle to rapidly mobilise flexible workers to where they were needed in the COVID-19 pandemic.
NHSP launched COVID-19 Rapid Response on 24th March and launched a campaign one week later with the slogan: Stand Up, Step Forward, Save Lives to bring more healthcare professionals back into the service. Nine weeks later, NHSP had processed over 60,000 expressions of interest, added 20,000 healthcare professionals to its bank, and supported 52 more client Trusts. So how did she and her team solve arguably one of the biggest workforce challenges we have faced as a country?
After her initial ‘encounter stage’, where she explained that she would be Chief Engagement Officer as well as CEO, Nicola said: “I believe it is only by learning, listening and looking forward, with all our stakeholders, that we will succeed in our goal to improve the healthcare experience of the nation every day.” Preparing for the ‘adjustment stage’ and her next 100 days, she said: “Having taken stock with my team and spent time with our talented members and Trust partners, I have committed to ensuring we have the systems, structures and processes in place continue to make NHSP a fantastic place to work. Critical to our success are our 130,000+ members and the importance of their experience with us during registration, placement and beyond.” In March, NHSP set to work to deliver thousands more frontline healthcare workers and adapting
Communication played a big part. “We needed our people and our customers to understand what we were doing and why this was our new mission so they could support it,” Nicola explains. “Within ten days, we presented a brand-new solution, accompanied by a multichannel marketing campaign, and our Rapid Response service enabled candidates to register, complete compliance and onboarding for deployment within less than 48 hours.” In the financial year 2018/19, NHS Professionals saved the NHS £35 million
“’Stand Up, Step Forward, Save Lives’ was a call to arms aimed at healthcare workers to play a part helping the nation during the crisis. Working closely with media and government we mobilised a cross-platform campaign which generated over 60,000 applications, 1.1 million website visitors, and one million YouTube views via social influencers/YouTube creators.”
TALiNT International July / August 2020
a solution.”
Communication around leadership and management was a crucial part of the strategy, as was access to real time data and open channels for feedback and suggestions from the wider team. “We adopted a bronze, silver and gold command structure and used management information tools to dashboard all relevant data in real time,” Nicola explained. “Bronze were the frontline teams highlighting all of the practical challenges we needed to address; Silver were the operational managers coming up with solutions to those problems; and Gold were senior leaders making key decisions. “The command groups met every day and the leadership team held weekly webinars for the entire workforce, which are still attended by a high percentage of our people. This regular and open communication kept staff connected and involved and encouraged them to step forward with recommendations. It helped us to map skills we didn’t know we had in NHSP, which will be a crucial element in ongoing transformation.” THE POWER OF FORGIVENESS Goodwill and forgiveness were also crucial elements in the successful pivot of NHSP as candidates and clients understood the purpose and were prepared to reduce their demand for complete perfection. “The pandemic made perfection an unrealistic expectation, our customers showed us real support as they understood our mission. This also applied to our own staff as we needed people to pick up new roles. For example, some of our consultants dealt with compliance as we looked to onboard candidates. They had the perfect engagement skills but needed to pay attention to other aspects of the process. They now better understand this critical part of the business. “Forgiveness is a lesson we will take into our ‘peacetime’ strategy,” she added. “It’s something the wider recruitment industry can learn from as well. If everyone understands the problem you are trying to solve and your purpose behind it, they will be more open to new ways of achieving
TALiNT International July / August 2020
"Feedback was part of our learning, which became another valuable part of the transformation," she adds. “We had a team to monitor complaints because it was a great way to understand and address problems resulting from change and highlighted new areas of innovation.” Despite the sense of mission and national service, Nicola was mindful of the toll this accelerated change and pace of delivery was having on her 850+ employees. “We regularly polled staff to see how they were dealing with it and looked for opportunities to support them,” she explained. “If people used negative words to describe their state of mind we followed up to see what needed fixing.” A recording of the full interview with Nicola McQueen is available to members of PointSix. Contact alex@ talint.co.uk for details
Looking to the future, then, what are the biggest lessons that she will apply to the next stages of transformation? “War-gaming has been an important exercise for us and designing business continuity plans around anticipated challenges,” she explained. “Our weekly webinars will stay because they have been vital in breaking down siloes, making decisions and tracking processes. And we understand that it’s about skills not hierarchy; we have made it easier for people to step forward and step up.” One big challenge that has emerged from the lockdown is that a high percentage of NHSP staff would like to keep working from home. “We are looking at the roles that are easier to measure productivity around to decide how much of the workforce can work remotely and we need to be able to effectively audit that,” Nicola explains. “We have seen great success with chatbots and using video links for right to work checks that have increased productivity. We need training to improve remote management and we’re also looking at digital courses and well-being solutions to support our staff and candidates.” The positive legacy of COVID-19 for the staffing industry is the lockdown lessons that will enable it to adapt and prosper long term.
“Very thought provoking. Always good to hear from businesses outside your industry.” Ik Onyiah, Director of Corporate Projects, Oliver James Associates
“The mix of a really strong and relevant peer group with the genuine learning from experts makes these sessions extremely valuable and a great investment of time.” Luke Williams, CEO, Ignata
"A fantastic platform for networking across a diverse and relevant peer group."
"I have come away with ideas to better manage our cashflow and developed my network of senior finance professionals in the recruitment industry.” Amy Bunyan, Executive Director, VMA Group
Rob Harper, Director, CBSbutler
PointSix isn't like other recruitment networks... TALiNT’s PointSix programme is exclusively designed for leaders of the UK’s top 500 recruitment companies. We offer access to world-renowned experts, advisers and thought leaders for multi-sector insight. Our events are attended by chairmen, CEOs and directors of scaling and large recruitment businesses. We help members make connections that lead to breakthroughs and enhance their brand. To find out more about the wider benefits of PointSix membership for you and your team, call Alex Evans on 07747 187569 or email alex@talint.co.uk.
28 Opinion
"A personalised learning and development programme should be non-negotiable for any organisation wanting to develop and retain its staff."
Investing in future leaders
Stefan Ciecierski, reflects on the company’s focus on leadership development, which it tailors to each individual to get the best out of their staff Technology can get us so far, but talent will make or break a recruitment company. After all, it’s the hard work, skills and knowledge of consultants that provide clients and candidates with the results and services that make good recruitment businesses stand out. Professional training, recognition and ongoing development are vital to take staff from induction to wherever they want to go to in their careers. Investing in leadership development programmes not only shows your employees that you care about them and want them to be the best they can be, but it also gives you the structure around which you can build a business. It helps map out clear career paths for those aiming for leadership roles, while increasing overall capability and morale. For the past three decades we have been successfully developing management teams to lead and direct the Group. Our leadership group of fifteen leaders became managers for the first time at psd. It’s something we take very seriously and in turn each leader shares their experiences and helps to grow the next generation. PERSONALISED TRAINING When our employees go through the program, they are partnered with a mentor – either a managing director, the chief executive officer or executive chair – to develop their understanding of management and leadership theory and practice. We encourage staff to take up
assignments in other group offices and to benefit from the opportunity to travel and develop their careers at the same time.
Stefan Ciecierski, CEO, psd Group
Everyone is different, with different experiences and strengths, and so development programs should be tailored to the individual's skill sets, there is no ‘one-size-fits-all’. A personalised learning and development programme should be non-negotiable for any organisation wanting to develop and retain its staff. RECOGNISING ACHIEVEMENT Recognition is equally important in learning and development and to the happiness and wellbeing of staff. Recognising the achievements of our people is a vital part of our culture, and we have incentive schemes and awards that encourage our people to relax and socialise together while celebrating each other's achievements. We are proud to have held the prestigious Investors in People Gold Award since 2014, which is testament to our commitment to the growth and success of our people. Leadership development means you are giving employees a role in the company’s future, while unlocking their full potential and enhancing the productivity of their teams. As CEO, it’s rewarding to see how many of our already talented recruiters are working to take their careers to the next level.
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31 PointSix Insights "The best agencies are leveraging their meaningful insights and craft as consultants to compete with automation. Recruiters are combining their critical soft skills with data literacy skills to source the right quality and diversity of candidates.” Adam Hawkins, Head of Search & Staffing UK & Ireland at LinkedIn
Learn to earn
PointSix brought together experts from LinkedIn, Access Group and Harvey Nash to explore the new skills needed to meet the challenges of a new talent landscape – and the role of digital learning COVID 19 has accelerated some transformational changes in recruitment and intensified some existential threats to agencies. As inhouse recruiters look to develop and automate more, how can agencies deliver more value at all stages of the candidate journey? “Covid-19 has completely changed the dynamics of the labour market. In recruitment, we have shifted from high job availability and a candidate shortage, to job scarcity and high candidate availability,” observed Adam Hawkins, Head of Search & Staffing UK & Ireland at LinkedIn. “Before the pandemic, we were talking about recruiters not optimising data enough. Over the last few months there has been an absolute desire for real- time, frequent and snackable data to add value to clients. They want to know where the talent pools are and how to make their employer brand reach further to engage and retain talent.” Attitudes are changing by necessity and new priorities are emerging, as Adam explained. “Recruitment culture is moving from presenteeism to a blend of remote and flexible working. The best agencies are leveraging their meaningful insights and craft as consultants to compete with automation. Recruiters are combining their critical soft skills, such as empathy and intuition, and their understanding of personal aspiration, with data literacy skills, to source the right quality and diversity of candidates.” This is reflected in the 118% increase in time spent viewing LinkedIn Learning Content by Staffing and Recruiting Professionals in March and April 2020. Their top viewed courses are
Alex Evans, Programme Director TALiNT PointSix
equally revealing: Remote Work Foundations (+7600%), Time Management: Working from Home (+6356%), Leading at a Distance (+9325%), Recruiting Talent with Social Media (+18867%), and Executive Presence on Video Conference (+5122%). Time spent viewing courses by C-Level executives increased by 79% and 105% for Managers in recruitment firms, so learning has increased as a priority at all levels. “Amongst staffing businesses, talent pipelining and how to sell more consultatively are the most popular digital learning searches,” observed Stefano Bonato, Customer Success Leader at LinkedIn Learning. “The upside of the pandemic is that digital learning is helping recruiters to transform; and they will come out stronger.” But how can digital learning improve KPIs for inhouse and recruiters? The first step is understanding new metrics you should be thinking about and which are the most important, explained Rich Beech, Head of Product for the Digital Learning and Compliance division at Access Group. “With too many candidates and fewer jobs, it’s going to be harder to shortlist the best from so many CVs, so how do you upskill talent, improve time to value, and reduce clawback? Recruiters can add more value with better prequalification, training for workplace ready skills, and assessment to put forward better shortlists. Upskilling candidates will become the new differentiator for recruiters.” Consultant training is already setting the best agencies apart, but what new learning trends will emerge from the pandemic? “It was clear from winners of the Access Group
TALiNT International July / August 2020
32 PointSix Insights "The general 70:30 rule is 70% on the job training and 30% formal learning but that will need to evolve with more remote working as less experienced consultants won’t have that face to face contact with senior salespeople." Rich Beech, Head of Product for the Digital Learning and Compliance division at Access Group
Best Recruitment Company awards at the 2019 TIARAs that an investment in staff wellbeing and L&D had supported growth, and we anticipate this to continue,” he explained. “The general 70:30 rule is 70% on the job training and 30% formal learning but that will need to evolve with more remote working as less experienced consultants won’t have that face to face contact with senior salespeople. This is a key challenge that will drive digital transformation in the staffing sector.” While the capability to work in new ways has existed for years, the pandemic has accelerated the adoption of training and technology. “It’s great to see more recruiters investing in training and technology, but it poses new communication challenges for remote teams who need real time conversations for collaboration and innovation.” “We also need to make sure the connective tissue between affiliate teams isn’t lost,” said LinkedIn’s Adam Hawkins. “I think we’ll see a huge rise in real time coaching and the formalisation of mentoring needs to be stronger because those earlier in their career aren’t getting access to that rich experience.” This is a challenge that PointSix member Bev White has addressed as CEO of Harvey Nash. She led an initiative to upskill furloughed workers using an online training platform developed by NashTech, its IT Solutions business. “We wanted them to keep up to date with the latest news, and still have access to company conversations on Yammer,” she explained. Digital transformation for Bev means enabling anyone to work anywhere. “Many of our clients, particularly in the NHS and healthcare, had digital thinking but the pandemic accelerated adoption by necessity in areas like virtual diagnosis,” she explained. Agencies have learned to adjust and take advantage of new client and candidate expectations. “Virtual capability and more tolerance of remote working has made it easier
to take the client to the candidate and the candidate to the client,” Bev added. “If we’re not restricted to sourcing candidates within a 30mile radius of the office and talent only needs to be available during expected working hours that opens up new pipelines – which is very exciting. Both we and our clients are more open to offshore talent and we don’t see this trend reversing.” FOCUS ON FLEXIBILITY TALiNT Partners MD Ken Brotherston recalled an observation from a recent webinar for RPO leaders that flexibility is the number one demand for employers who are having to adjust their resourcing and workforce planning requirements in response to COVID 19 and ongoing uncertainty. Recruiters need to be more flexible in their offering, but they also need to be better at optimising new solutions for virtual interview, assessment and onboarding. “Recruiters need to explore the HR and Rec tech landscape for the new workforce trends, models and solutions that are being driven by new client and candidate expectations, like secondments or flexible services,” said LinkedIn’s Adam Hawkins. “It’s not just about where people want to work but how they want to work.” Inhouse teams may not have the specialist knowledge of candidates and markets that recruiters can offer, particularly for international markets. “An inhouse team might be spread across a lot of different functions and may not have a large team to bounce ideas off, so agencies should leverage that niche expertise and breadth of service. This can be insight on salary bandings or training candidates,” added Access Group’s Rich Beech. Upskilling and shortlisting the perfect candidates from a deluge of applications will require more than AI and automation; but only those agencies best trained to optimise e-learning and technology will survive and thrive in a postCOVID world.
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34 World View - Australia “Sometimes it takes a crisis to force an industry to innovate, and I think the HR and recruitment sectors are going through that innovation now, with HR professionals and recruiters changing the way they work, interview, and hire." Raife Watson, Group CEO, Nvoi, and Managing Director, JXT
Review, improve, progress With Australia ahead of the UK on the COVID-19 curve, we asked businesses from across the country to share their lessons learned and how they’re preparing for the future At the time of writing (4th June), Australia had reported 7,240 confirmed cases of COVID-19, 102 deaths and 6,664 cases recovered. Since 8th April, cases have been below 100 each day.
managing director of JXT, this crisis offers an opportunity to improve. “Sometimes it takes a crisis to force an industry to innovate, and I think the HR and recruitment sectors are going through that innovation now, with HR professionals and recruiters changing the way they work, interview, and hire,” he shares.
Despite the seemingly quick containment of the virus, the country’s economy shrunk by 0.3 per cent in the first three months of the year, suggesting it could be heading for recession.
TECH ENABLER One of the key areas of focus across the world during the crisis has been on technology, and how it can support collaboration and connectivity. “Technology has been vital in enabling staffing businesses to maintain operations and stay in touch with colleagues. If the crisis had hit us 15 years ago there is no way that we could have functioned as effectively as we have been able to in 2020,” stresses Zain Wadee, acting CEO at Harrier Talent Solutions. Ward agrees.
COUNTRY-WIDE IMPACT Reflecting on how the crisis has affected the Australian employment market, both Jo Ward, co-founder and director at MAYDAY Recruitment, and Blake Thomson, co-founder and director of Entire Software, highlight that was an almost immediate halt put on permanent hiring. “Permanent recruitment for the most part completely dropped across the board, except for a high level healthcare positions,” reveals Thomson. As Ward highlights, “Our temp revenue increased in some areas depending on industry sector – I think initial panic saw many roles axed early on, but then the onset of job-keeper helped to re-instate those roles.” Despite the changes and challenges, Mike Beeley, CEO of Lightbox, remains positive. “The recruitment sector has been impacted heavily with a severe drop in perm hiring and contracting being cut. So far, we have had a few business failures, but less than expected. On the whole, Australia seems to be coming out of this crisis far better than expected.” For Raife Watson, group CEO of Nvoi and
According to ING, 35 per cent of Australians are considering changing jobs post-COVID-19
“Technology has also enabled to us continue to interview candidates, virtually meet with clients, and host virtual events to remain connected with our networks.” Technology also needs to be enhancing the candidate experience wherever possible. As Richard Lewis-Jones, APAC accounts lead at SmartRecruiters, stresses, there’s no excuse right now for companies not to deliver this. “Jobseekers should be getting an even better lever of candidate experience right now. They need it and we should all be providing it. It gives people a boost when they get a great experience, some communication, and even
closure too. Many areas of the hiring process can and should be automated, allowing TA/HR/ recruiters to spend more time building relationships with candidates and internal stakeholders,” he stresses. “Automation should not be looked at in fear as a ‘replacer’ of people. When used effectively and deployment appropriately, it is an incredible ‘enabler’ for hiring teams and improves the experience for everyone!” VIEW TO VIDEO Similarly to the UK, companies across Australia are using video to connect with candidates, clients and colleagues alike. “We have been delivering virtual recruitment services for many years and had already invested in a strong technology backbone, so our team has been able to work very effectively on a remote and virtual basis,” explains Wadee. “We have provided extra support to our people through regular communications, we implemented a Virtual Working Hub on our intranet, and we’ve focused heavily on video communications and continuing our cadence of team meetings and Friday catch ups. I think some of our new ways of working are certainly here to stay.” While many companies may have already been using software to stay connected, this has risen sharply in recent months. “We were already very familiar with Zoom, which we used for daily, weekly and client facing meetings,” explains Thomson. “We have doubled this in frequency
throughout the crisis.” In its update for May, the Australian Bureau of Statistics reported that employment had decreased by 227,700
Plus, Watson highlights that candidates need to be ensuring they’re using technology to their advantage. “There will probably be fewer face-to-face interviews for the next few months, which makes it even more important that job seekers take the time to try and outline who they are and what makes them tick to employers in their CV and in video interviews,” he says. PEOPLE INVESTMENT As companies across the world look to life in a post-COVID-19 world, many are considering their next steps and plans. The situation is no different in Australia, and our contributors are intending to invest heavily in their own people in the months ahead. “I'm ensuring we triple our investment in internal development, training and advisory services. Our people are our most valuable asset. Many managers say this, but to me, you
“Jobseekers should be getting an even better level of candidate experience right now. They need it and we should all be providing it. It gives people a boost when they get a great experience, some communication, and even closure too." Richard Lewis-Jones, APAC Accounts Lead, SmartRecruiters
TALiNT International July / August 2020
prove this by spending money on keeping them that way and growing them further,” says Thomson. “This includes myself, as I personally look to increase our leadership team's spend on coaching and advisory services by about 200 per cent. The philosophy being more experience, wisdom and expertise will help us navigate these experiences much better in future.” “Giving our people the sense of security and confidence to focus on the needs of clients has been paramount in our thinking. Right now our clients need to be kept buoyant and active in keeping up the integrity of their employer brands and resisting the urge to cut into capability,” adds Beeley. This investment in staff must also include trust. With more people than ever working from home, managers need to be let their employees work in the best way for them, and focus on outputs. “A lot more managers have not been able to see what people are doing, a lot of the time,” highlights Thomson. “They've had to rely on technology or more accurately, the outcomes that people are producing to prove they are working.” With many businesses experiencing lower activity levels, now is also the perfect time to reflect, take stock, and decide what changes
TALiNT International July / August 2020
Sourcr saw a 28 per cent increase in review requests from March to April as recruiters take their online reputation more seriously
need to be made. “We have seen a huge investment in technology, people and processes from businesses that see this as a short term problem that has created an opportunity to review all of the above whilst hiring volumes might be lower than usual or at a halt,” shares Lewis Jones. "You wouldn't change the engine of your car whilst it's still moving but whilst it's at a stop’." As Australia continues to come out of the COVID-19 crisis, businesses across the world will be looking at their recovery, and the lessons they can learn from it. What is certain, however, is that Australian businesses look set to continue to pull together to support each other, their workers, clients and candidates in the months ahead.
"Right now our clients need to be kept buoyant and active in keeping up the integrity of their employer brands and resisting the urge to cut into capability." Mike Beeley, CEO, Lightbox
38 Industry views - Productivity & Tech “Often referred to as ‘e-presenteeism’, the feeling of needing to be online and available as much as possible is causing some to go into productivity overdrive and experience burnout.” Barney Ely, regional managing director of Hays South East
Ahead of the game
How can companies improve productivity and optimise the latest HR tech as the UK gets back to work? As we emerge from the long lockdown, there is a fresh wave of uncertainty about how fast and efficiently organisations will bounce back. After months working from the spare room, are workers raring to get back to the office and resume business as usual, whatever that means? Are we going to be more or less productive since mastering Zoom? Does recruitment tech mean travelling across town for a job interview is a thing of the past?
Robert Newry, Arctic Shores
TALiNT’s contributors provide insights into how companies can get the most out of their employees in these uncharted waters. POST-COVID PRODUCTIVITY Whether the pandemic is improving or reducing productivity is subjective, depending on the angle from which you consider the question. As thousands of people lost their jobs or were furloughed, those still working were forced to do more with less, often motivated by fear of losing their own jobs.
Richard Litchfield, Europa
Many people working from home were surprised to find out how much more productive they could be without a grinding commute or a chatty co-worker at the next desk. Others understandably found it impossible to keep on top of work when simultaneously juggling home-schooling and caring for loved ones.
Simon Parsons, SD Worx
Simon Parsons, director of payments, benefits and compliance strategies at SD Worx UK, says employee productivity has proven remarkably resilient. “In many quarters, productivity has actually improved as companies work overtime to service their clients during an uncertain period,” he says. However, a climate of uncertainty and job insecurity is a toxic mix – and this is unlikely to change in the near future. Barney Ely, regional managing director of Hays
GDP dived by 20.4% in April, the biggest fall on record. Average hours worked per week dipped to 29.1 in February to April. Source: ONS
South East, points out that people who feel their job is at risk unsurprisingly find it difficult to focus. “Uncertainty surrounding expectations when working remotely can also impact productivity in workers,” he adds. “Some may be less productive as a consequence, whereas others may feel pressure to be more productive to meet new expectations. Often referred to as ‘e-presenteeism’, the feeling of needing to be online and available as much as possible is causing some to go into productivity overdrive and experience burnout.” As work processes evolve, measuring productivity can be fiendishly difficult. “How can productivity be measured when your employees are working different hours at different times of the day? How do we plan out an employee’s career development when they’re never in the office? Businesses will need to answer questions like these in the coming months,” says Parsons from SD Worx UK. “It’s likely many will accelerate the adoption of cloud, AI and analytics technologies to meet the challenges.” Karina Townley, managing director client services EMEA at Guidant Global, warns companies playing with the idea of monitoring remote employees electronically could find it counterproductive and even damaging to business due to the erosion of trust. She says management teams should instead focus on effective communication to ensure employees are motivated and, by monitoring this communication, productivity dips could be identified and handled accordingly. The fundamentals for fostering productivity have not changed – clear, genuine, and timely communication; mutual respect between management and staff; transparency, and a focus on wellbeing. Adzuna communications manager Becky Speake
39 Richard Litchfield, IT director at independent logistics provider Europa Worldwide Group, says the company’s long-standing investment in IT paid huge dividends during the pandemic, enabling them to push on with business as usual, albeit remotely. As well as using standard IT platforms, the company has been working on its own bespoke system which will eventually provide a fully harmonised system across all operations – the latest module was launched during lockdown. The question of whether the ‘bots will take over has become even more pertinent – for example, will companies ever go back to a human-only hiring process? Experts think not, but this doesn’t mean there isn’t a role for people. stresses the importance of keeping employees engaged, especially by improving communications. “Even if it is just a quick catch-up in the morning or providing a platform for employees to share ideas, it can be a great way to motivate staff and increase productivity,” she says. “It’s also important to equip your team with the right tools to perform tasks efficiently. This can save a lot of time in the long run. Thirdly, ensure your employees are happy. Make sure you check in with them and you understand their needs. An employee satisfaction survey is a great way to do this and it will give you invaluable insight into what your employees need.” Ely at Hays advocates active listening and greater transparency, including keeping staff informed of any organisational changes. ACCELERATED ADOPTION One of the most far-reaching impacts of the current crisis is its role as an accelerator of innovation. Suddenly, ideas floated around boardroom tables for months if not years became reality, seemingly overnight – and we’re just at the beginning. “Covid-19 has been the nudge that many businesses needed and those that come out the strongest will be the ones that embrace it,” says Peter Gold, manager recruiting solutions EMEA at Cornerstone OnDemand. “Assessment centres and travelling for interviews could well be a thing of the past as businesses warm towards video interview platforms and virtual assessment. Once the likes of emerging technology like 5G and VR get underway, the possibilities will be endless for recruitment and the experience will be even more tailored to the candidate.”
Six out of ten respondents think technology and remote learning will lead to quicker, more streamlined and effective recruitment, a Future of Work Survey by Cielo shows
Arctic Shores CEO Robert Newry says while we may have all been forced to embrace remote hiring, few would say it’s the perfect solution. “Hiring processes need to retain that human aspect – for both the candidate’s sake and the employer’s,” says Newry, whose company specialises in game-changing recruitment tech insights. “We’re imagining a finer balance between the human and the automated. While hiring managers can measure candidates’ ability to engage with others and collaborate, technology can support them in the areas where they’re fallible. Eliminating unconscious bias, for example. Ultimately, we can embrace the fairness and predictive decision-making afforded by technology, without sacrificing talent acquisition’s human element.” Sarah Peiker, senior vice president and global practice leader at Talent Solutions RPO, agrees a synergy between man and machine could benefit employers and employees. The role of technology in enabling companies to become more efficient and productive is a topic her company has been exploring well before the pandemic. “We have published reports on how the increase of AI and automation in the workplace will not lead to the demise of the human worker – but rather the need for new roles to be created to work with and manage the new technology,” she explains. “As we help our clients hire for more IT and cybersecurity roles across industries to build, manage and troubleshoot technology systems, we are learning that many companies are now looking to explore remote working as a longterm and potential permanent work model. Technology will also allow other companies and industries to continue to scale segments of their business such as tele-medicine, distance learning and online shopping.”
TALiNT International July / August 2020
40 Talent Tech Star Awards “These Talent Tech Stars represent challengers, disruptors and transformers across the spectrum of business growth, from high potential, early stage start-ups to scaling SMEs. What they all have in common is great focus, execution and ambition." Martin McCourt, NED & Chairman and former CEO Dyson - Chair of Judges
Leading transformation
Finalists for the TIARA 2020 Talent Tech Star Awards have been announced in ten categories to recognise leading enablers of excellence and transformation in recruitment and talent acquisition When transformation was chosen as the central campaign theme for TALiNT's TIARA awards programme in 2020, it was to recognise the impact of technology on recruitment and talent acquisition. With COVID 19 accelerating the adoption of new solutions, and forcing businesses to optimise them more effectively, it has been the perfect time for the best in the industry to prove their worth.
key perfofmance metrics, case studies and testimonials.
“All 33 finalists shortlisted for the TIARA Talent Tech Star Awards are an inspiration to the HR Tech industry,” said Alex Evans, Programme Director of TALiNT Partners. “These bold and innovative start-ups and scale-ups have demonstrated the value and impact of their solutions at a time when agency and inhouse recruiters are embracing technology and new ways of working.”
An impressive panel of judges is chaired by Martin McCourt, former Dyson CEO and now Chairman and Non Executive Director of companies including Weber, HeadBox, Lightfoot, FreeFlow Technologies and The learning Curve Group.
“The TIARAs are distinguished by the rigour of its judging process and the quality of its judging panel,” adds Alex Evans. “A range of solutions have been assessed through five key metrics: excellence in delivery; innovation; sustainable value; business growth; and purpose.”
“These Talent Tech Stars represent challengers, disruptors and transformers across the spectrum of business growth, from high potential, early stage start-ups to scaling SMEs,” Martin observed. “What they all have in common is great focus, execution and ambition. They have also validated game-changing innovation and excellent customer service with some solid client and candidate case studies. It will be difficult for the judges to choose winners from such strong shortlists.”
As we slowly emerge from lockdown and large firms step up their digital transformation, these awards offer a powerful endorsement to differentiate solutions for buyers looking for reassurance on cost. "Any new technology introduces risk to an organisation, has a significant impact on multiple stakeholders and, in the case of Talent Acquisition technology, it’s inherently difficult to quantify the ROI," explains Mike Lander, CEO of Piscari, former head of procurement for AMS, and a TIARA Talent Tech Star Award judge. "With cash reserves depleted in the wake of the COVID 19 crisis, there is even more emphasis on the business case, the tangible impact of your solution, and quick wins." The judging process for the Talent Tech Star Awards has been designed around the expectations of buyers and investors, based on
Check out our Guide to Building the Business Case for HR Tech at https://www.talint.co.uk/ reports/
Finalist entries have now gone to the second stage of judging to be scored by a diverse panel of industry leaders, investors, advisers and buyers. These include: Adam Hawkins, Head of Search & Staffing UK&I and EMEA at LinkedIn; Umerah Akram, Head of London Stock Exchange Group’s ELITE programme; Parveen Dhanda, Head of Programmes at Tech Nation; and Michael Rendell, former Partner and Head of Innovation and Transformation at PwC. “Tech is the enabler, but it’s people that make
41 TIARA Talent Tech Star Awards Finalists The Workforce Solution of the Year First Freelance - JoinedUp - Talisman Tech - Headstart - Rota - ThriveMap The FCSA Contractor Solution of the Year Giant Group - Parasol - NumberMill People Group - TribePad The Compliance Solution of the Year Giant Group - NumberMill - Parasol PayStream - People Group - Qdos The Recruitment Marketing Solution of the Year Enhance Media / HireCast - Hoxo Media Talisman Tech - Hollaroo - Paiger
the decisions," says Chris Gray, Sales and Marketing Director of ManpowerGroup UK and also on the judging panel this year. "I'll be looking at how the solution not only fixes the problem but delivers value across all stakeholders.” “Some commentators have said that we have experienced 5 years of change in 5 months and technology is at the forefront of these changes," added fellow judge Philip Ellis, Founder of Optima Corporate Finance and sponsor of the Workforce Solution of the Year Award. "With a contracting economy and a smaller recruitment market, the winners will be recruiters who know how to optimise technology to take market share from competitors. Finalists for the Talent Tech Star Awards are clearly having an impact and helping their clients enjoy success.” CONTRACTOR & COMPLIANCE SOLUTIONS The Freelancer & Contractor Services Association (FCSA) partnered with the Talent Tech Star Awards to recognise innovation and high standards from the top suppliers with the Contractor Solution of the Year. “The FCSA is proud to sponsor an award that recognises the value delivered by our sector to the UK’s growing population of freelance and contract workers at a time when they need support more than ever. This year’s finalists include some of those leading the industry in the quality of their support and service,” said Julia Kermode, CEO of the FCSA who will also be judging Compliance Solution of the Year. Winners in 10 categories plus an overall Champion of Champions will be revealed at a virtual awards ceremony on 18th September.
The Candidate Experience Solution of the Year Enhance Media / HireCast - EVA.AI Hinterview - Hollaroo - MyKindaFuture PredictiveHire
To find out more about thee judging panel for the TIARA Talent Tech Star Awards visit https://talenttech.tiara. talint.co.uk/judging/
The Learning Solution of the Year ClearReview - CoachPro - LearnAmp Learnerbly - Recruiting Gym - Recruitment Juice The Onboarding Solution of the Year Giant Group - Hollaroo - LearnAmp MyKindaFuture - TeamPlayer HR The Talent Tech Innovation Award DaXtra Technologies - Enhance Media / HireCast - EVA.AI - JobTeaser - ODRO SourceBreaker The Talent Tech Customer Service Award ClearReview - Hinterview - ODRO - Rota SourceBreaker - Suits Me Card The Best Talent Tech Company to Work For Hinterview - Rota - SourceBreaker - Suits Me Card - TribePad Winners of each award category will be automatically shortlisted for the Champion of Champions Award, which will be debated and decided by the TIARA Talent Tech Star Judging Panel.
TALiNT International July / August 2020
42 Legal Insight - CJRS
Furlough fraud & clawback
Ian Hyde, head of Osborne Clarke’s tax dispute practice, shares insight on HMRC’s furlough clawback and fraud investigation plans to help you mitigate and manage the risks associated with JRS From the start, it has been made clear that incorrect use of the Coronavirus Job Retention Scheme will lead to clawback of the grant by HMRC. The Government has now clarified how this will work. Under the new legislation HMRC will be able to recover grants which it considers should not have been paid, and this will happen by means of a 100% tax charge on those grants. It has also introduced a facility to repay grants.
question whether CJRS funds can be used during redundancy consultation or to pay an employee's notice period.
Ian Hyde, Osborne Clarke
The clawback regime is retrospective so will apply to all JRS grants that have been made whether before or after this announcement. The initial grant will be taxed as income in the usual way (ie cancels out the tax deduction of the salary being subsidised), but there will be a 100% tax charge (ie the grant will be repayable) if the employer: has never been entitled to claim it; ceases to be entitled to it because of a change in circumstances; doesn’t use it to fund salaries within a "reasonable period". If a charge to the 100% tax arises, the ordinary tax charge at the outset is reclaimable.
The guidance setting out the conditions for using CJRS requires that "you cannot maintain your current workforce because your operations have been severely affected". HMRC often look at these issues with hindsight and there is no detailed guidance or case law on what "cannot" means. It should perhaps not be taken literally but judged by whether redundancy would be in accordance with prudent business management. Many businsses are deciding if doing better than expected means they should repay some of the CJRS grant. Companies such as Bunzl, IKEA, The Spectator are going further and deciding that they have survived the coronavirus crisis in good shape and so are repaying in full. This is partly because they must be vulnerable to clawback but also because they don’t want to be criticised and do want to be seen as doing the right thing.
Businesses have to consider whether they need to repay grants already claimed or stop making fresh grants. Four main issues have emerged. FRAUD Where there is deliberate abuse this could be criminal behaviour. There have been some 3,000 reports to the fraud helpline, for example from employees being asked by their employer to carry on working. As the clawback is a tax liability all the usual HMRC criminal powers apply and, for political reasons if nothing else, HMRC are likely to prosecute. REDUNDANCY As the JRS support is being reduced many employers are thinking about making staff redundant. The interaction of redundancy programmes and JRS is causing issues. Updated guidance from HMRC refers to ".. the purpose of the CJRS is …to continue the employment of employees …" but this does not answer the
PROFITS & BRAND A more difficult issue that is very topical is what to do when the employer, having initially thought in April that they would be "severely affected by coronavirus" is in a better financial position than they thought they would be.
If a company is insolvent when a reclaim is made then directors may be personally liable if they knew at the time that the company was not entitled to the grant.
SO WHAT SHOULD YOU DO? Employers should take care over continuing to comply with JRS grant conditionss and keep the evidence supporting the original application. Know what your business is doing to make sure staff are not breaching CJRS conditions such as asking furloughed employees to help out. You should review the decision regularly, for example as part of a monthly HR board report in light of current circumstances. Could you claim now? If not, you might have to pay it back to avoid the risk of a clawback. Whatever the answer, evidence your decision, consider any brand risk, and keep reviewing.
43 TALiNT Talk - D&I
Treat the cause
TALiNT Partners MD Ken Brotherston urges employers to keep addressing the causes of inequality in business and ensure that D&I isn't de-prioritised as a result of Covid-19 The issue of racial inequality and its progression into a wider discussion about diversity and inclusion has been propelled to the top of, not just the corporate agenda, but the wider news agenda in the last few weeks. The killing of George Floyd was an obscenity, and, for many people, what made it even worse was the way in which his colleagues did nothing.
affected by the Covid crisis. In order to explore this further we subsequently brought together some of the UK’s leading practitioners for a webinar to debate the finings and implications. There were three key points worth highlighting: Ken Brotherston, TALiNT Partners
How does an organisational culture become so rotten that someone can literally squeeze the life out of another human being whilst their co-workers do nothing? The hideous irony is that the motto of the See the full findings in our D&I Minnesota police department is 'to Protect with Drive Report at https:// Courage, To Serve with Compassion!" Which www.talint.co.uk/wpdemonstrates beyond all doubt that a mission content/uploads/2020/06/ statement on its own is utterly meaningless. TALiNT-Partners-DI-Report-. pdf & our Ken Cast at https:// However in a perverse way, there is hope. The www.talint.co.uk/ employers-di-effortsreason I say that is because I think it is actually deprioritised/ far harder to create a truly callous culture than it is to create one that is genuinely compassionate.
Firstly, I do believe that anyone who has any kind of platform has a duty to speak up and not remain silent.
Diversity and Inclusion has always been an important part of that. BENCHMARK PRIORITIES As part of our TA Benchmark programme, we recently undertook a piece of research that suggested employers’ D&I efforts were being
One of the practical things that has shown up very clearly in our benchmark programme for the last two years is that employers rank the achievement of D&I objectives as a key element of their talent strategy. However, when asked how much D&I objectives are built onto the reward system - either through bonuses or career development and advancement - there seems to be a rather big gap. So this is certainly something to be looked at. THE NEW BAU In summary, if D&I strategy is embedded in your wider business strategy it’s far more likely to withstand the current challenges and this will only happen if organisations are relentless in promoting their D&I agenda.
And this intersects with my colleagues and me in two ways.
Secondly, one of the most important aspects of what we do as a business is always to try and promote practical, and actionable steps that our network can take to improve how they attract and keep the people they need.
Protected groups are more likely to be in the roles and levels that are most affected by job cuts so employers need to think very carefully about how they might be able to mitigate this.
Use our TA Benchmark Programme to assess how your D&I resourcing efforts compare to your sector and the wider market https:// benchmark.talint.co. uk/
One other point that came up in our webinar, which I found surprising, is that there was zero support for unconscious bias training. Neither our practitioners nor any of the delegates thought it has any merit. I confess, I had always been a bit sceptical about unconscious bias training but even I was surprised at just how one sided it seemed to be. This is definitely something for us to look at in the future. If you have strong views, email ken@ talint.co.uk.
TALiNT International July / August 2020
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