Unlimited talent: Hiring in a global, remote-work economy

3 Questions to consider when hiring global, remote talent

 

Technology and globalisation have made everything more accessible – including great people! Workplace flexibility has escalated the demand for greater employee choice and freedom, not just in terms of compensation and benefits, but how and where people work. These shifts present your organisation with the ability to tap into global talent and unlock the capabilities of virtual teams. 

According to Charles Ferguson, Globalization Partners GM Asia-Pacific, sourcing international talent is no longer driven purely by lowering costs – but as a matter of survival. “Every business is going to need to look outside their own forest for growth. That’s just a fact. More than ever we are going to require not just a particular skill, not just a particular price point, but if you are to survive, you absolutely need diverse points of view and culturally unique perspectives.” 

 

In the current context of remote work and powerful tech stacks, hiring global talent makes sense. The freedom and flexibility to hire globally: 

– gives you instant access to a larger, more diverse talent pool

– accelerates growth and helps you remain competitive 

– increases your capability to address urgent skills gaps 

– reduces costs. 

 

Many employers are already using global hiring to their advantage. In November last year, 64% of employees in small or medium-sized businesses in Australia reported working remotely full-time or part-time. This statistic is up from 57% since March 2020, when we originally went into lockdown. 

However, hiring global talent also presents unique challenges, from workforce management to inclusion. Here are three key questions to consider when hiring global talent. 

 

1. What is your current working model?  

Executive leadership, HR and people teams have reassessed their current working models to deliver what their organisations deem successful in this new environment. Do you offer a pure remote work model, hybrid work model (where people work from both home and the office), or models tailored to individuals (where employees have the choice to work remotely or in-office, depending on their requirements)? 

Establishing your working model allows you to be specific in articulating what you can offer candidates. This gives you clarity when going to market and targeting specific regions. 

Read more: Top HR trends solving problems of remote working 

 

2. Does your tech stack and communication processes meet your global hiring strategy? 

Remote work arrangements drastically change the way employees interact with the rest of their team and managers. Lack of suitable technology, communication channels and support destroy engagement, motivation and productivity. 

Create additional virtual check-ins for employees with their managers and team, and introduce new tools for virtual meetings and online messaging. Establish strong processes to assist your team members throughout the employee lifecycle, starting with recruitment.  

A seamless recruitment process reflects positively on your employer brand and gives candidates a strong indication of what’s to come. Alcami Interactive’s video interviewing software is a great way to introduce potential team members to your culture and people. 

Read more: Why your ATS matters less than your HR tech stack and integrations. 

Your induction process should be equally strong to back up your recruitment process and underscore your Employee Value Proposition. 

Global talent and remote work demand great technology and a tailored communication strategy. These support the final piece of the puzzle when hiring talent globally: fostering a sense of inclusion and cultural understanding. 

 

3. How will you ensure inclusion and cultural understanding? 

Finding and recruiting great talent is one thing; ensuring they stay is another. 

While people from other cultural backgrounds bring different perspectives, insights and skills to enrich your organisation, there are also logistical, communication and cultural elements to consider. The key to engagement is inclusion and cultural understanding. 

Your teams must have a strong understanding of cultural differences and confirm this is reflected throughout your candidate and employee lifecycle. Ensure your hiring managers and leadership team are aware and understand how to navigate these differences. When recruiting in different regions, understand the local culture and operating conditions. 

You’ll also need to implement additional measures to maintain a happy, productive culture. Create an intentional plan for inclusivity, such as additional communication measures, surveys, video, chat and ways to replicate office perks. Intentionally create opportunities for social encounters to maintain the fabric of your workplace culture. 

Globalisation and advances in technology have given us the incredible opportunity to tap into larger, more diverse talent pools. Consider your current working model, establish the right technology and communication strategy, and be intentional about inclusivity and cultural understanding. 

 

city-of-sydney

 

Advancing female leadership in rail, roads and transport infrastructure

Advancing female leadership in rail, roads and transport infrastructure

 

Sometimes, career progression can feel like gridlock on a highway or a delayed flight. While setbacks are an inevitable part of life, women in rail, road and transport face additional professional challenges that can feel like stalling or blocked entry points. 

Women comprise only 16.9 per cent of transport roles and 4.5 per cent of leadership positions. This existing lack of diversity, combined with other socio-economic challenges make it tougher for organisations to attract and retain diverse talent. 

After celebrating the achievements of women in the workforce just last month for International Women’s Day, it is still a time for reflection. The future of the transport industry depends on a more inclusive workforce and pathways for women. 

Between 2011 to 2031, Australia’s domestic freight task is projected to grow by 80 per cent, as online shopping and demand for instant delivery increase. Currently, Australia is experiencing an extreme truck driver shortage. 

It’s time for businesses to change their approach to hiring great talent and consider how to train a diverse range of employees to achieve strategic goals.

 

Why leadership diversity matters in transport 

Companies ranked highly for gender diversity on executive teams are 21 per cent more likely to outperform other organisations on profitability, are in a better position to make strong leadership decisions, and experience up to 53 per cent higher return on equity.

Diversity also has the added benefit of appealing to millennial and graduate employees, with over a quarter of millennial workers choosing employers based on their reputation for diversity, equity and inclusion. Organisations with female leadership also rank highly on top employer lists. 

Read more: 3 do’s and 1 big don’t for crafting effective DE&I strategies

In recent news, Women in Industry announced its 2021 ambassador, ifm efector marketing manager, Rachael Ashfield, who has successfully progressed in her career from executive assistant to executive leadership. 

Ashfield encourages women across sectors, from transport and manufacturing, to mining and infrastructure, to continue making their mark: “Women bring alternative viewpoints and experiences to a business which often fosters creativity and change. Yet the career pathway for women can be quite challenging, especially in an industry that is not highly represented by women.”

 

Key challenges 

According to Transport Women Australia Limited’s (TWAL) recent research garnering women’s perspective in working in the industry, the top challenges they face include discrimination, dismissive attitudes and lack of respect. 

 

“[The] boys club is alive and well, particularly within industry organisations. Females are viewed as suitable to perform administrative duties but most certainly not to represent the views of industry or negotiate with government” 

 

“[Your] capabilities are questioned and not taken seriously.”

 

 “Males assume you’re the ‘office girl’.”

 

Notably, however, the majority of respondents (67%) stated there are plenty of opportunities for women in the transport industry – but with the caveat being women must work harder and be more persistent to attain them. A quarter still felt there were not adequate opportunities for women in the transport sector. 

Read more: Recruitment algorithms can amplify unconscious gender bias 

Many respondents commented on the need to have a “thick skin” and good sense of humour to survive in the industry. Women must be prepared to operate outside the box, and embrace and facilitate change. 

 

Key opportunities 

Women in Transport president Katie Hulland emphasised the value of gender diversity to overcome current market challenges: “Attracting and retaining women in the industry is vital to post-Covid recovery. We have an enormously untapped pool of female talent in the industry and if we get this right the prize is huge. There would be a [$84bn] boost to the economy if we make the most of female talent in the industry. We should embrace the new world.” 

With more than $200 billion of work in the pipeline, rail, roads and transport sectors are experiencing a surge in growth.

The industry is heading in the right direction, with 34% of transport companies establishing gender equality strategies (compared to the 33% per cent average for all businesses). 

A number of organisations are also leading the way. Girl Guides Australia in conjunction with Transport Women Australia (TWAL) are raising awareness of the transport industry and the role women can play, by highlighting the existing opportunities available for women of all ages. TWAL is championing women in transport through regular networking events, to empower and connect women across the country. The organisation has plans to revive its mentoring program and is working to encourage new female talent. 

Increasing engagement and representation of women and diverse leaders means more role models. It also leads to a better capacity to influence organisational change. 

As Chief Executive for Tourism & Transport Forum, Margy Osmond, recommends to women in or looking to enter the industry: “Stepping outside your comfort zone willingly is really important. It is the jobs that might be a bit beyond you that I think to deliver the best experience and stretch you to have a go.” 

Diverse workforces have proven time and time again to create positive economic benefits, from increased profitability to creativity and innovation. The transport sector is ripe with opportunity to increase female and diverse leadership. Increased diversity is key to the industry’s viable future. For women to increase their strategic value in these organisations, we must continue shining a light on diversity and inclusion, engage with organisations championing change and continue giving female role models a voice.

Getting stuck in traffic, like setbacks in career progression, can be temporary. Hopefully, these challenges make us challenge ourselves to envision new solutions, progress with purpose and become more resilient. 

 

 

city-of-sydney

 

30% of NSW Government IT spend dedicated to SME tech 

30% of NSW Government IT spend dedicated to SME tech 

 

See the original source from Government here.

The technology you invest in as a council or government organisation is arguably one of the most important decisions you’ll make – particularly when it comes to recruitment. The right recruitment tech gives you the ability to dramatically improve, streamline and automate your processes and bring the right talent into your organisation at the right time. 

Investing in new recruitment software, like any important decision, requires careful planning. Don’t invest in software because it’s new and trendy. Instead, like any strategic decision, choose software that aligns with your overall talent acquisition needs and goals. 

Councils and government organisations in NSW looking to make a meaningful investment in recruitment technology can now do so, with 30% of NSW Government IT spend being reserved for SME tech. 

If you’re looking to reduce time to hire, improve your candidate experience and retain data security, these exciting spend targets can help you secure advanced video interviewing technology to transform your recruitment experience.  

 

About the NSW Government IT spend targets  

The NSW Government has set the goal to spend 30 per cent of its $2.5 billion annual IT procurement budget with small and medium enterprises (SMEs) from April. 25% of indirect IT spend in all procurement valued above $3 million must also be spent with SMEs. 

This target will boost the local IT sector, and forms part of a suite of recommendations from the ICT and digital sovereign procurement taskforce accepted by the state government. The taskforce was established last year to develop policies to diversify NSW’s IT supplier network and boost SME participation levels in post-pandemic recovery.

This proposed spend target (approximately $750 million per year) has positive, mutual benefits for both government organisations and tech SMEs. Government organisations have the opportunity to diversify and improve their HR tech stack, and valuable SME tech gains increased investment, with suppliers continuing to increase their reach and deliver ROI for more customers.   

Victor Dominello, Minister for Customer Service, stated: “NSW is the most digitally advanced jurisdiction in Australia, thanks in large part to the experience and expertise of our local ICT industry. Demand for technology solutions is only going to increase and the tech workforce is only going to get bigger, and we want SMEs to remain at the forefront.” 

Note: If your government department is in another jurisdiction, the Federal Government has its own SME tech spend initiative, the Digital Marketplace. To date, the Marketplace has seen 69% of contracts awarded to smaller players since its inception in August 2016. It aims to simplify procurement, making it easier for government organisations to connect with businesses of all sizes. 

 

Power your government recruitment process with video interviewing tech 

Recruiting for government comes with its own set of challenges, one of which is lengthy recruitment times for candidates. Recruitment often takes several weeks, particularly when panel interviewing, background checks, verifications, testing and security clearances are required. 

Councils and government organisations can overcome these challenges by using good communication to keep candidates informed and the right HR tech stack. 

Integrating video interviewing technology in your HR tech stack has the power to increase your organisation’s recruitment scalability and ability to deliver an outstanding user and candidate experience. Video interviewing technology drastically reduces interviewing time, shortlisting time and scheduling delays – overcoming key challenges traditionally associated with government recruitment. 

Alcami Interactive’s video interviewing technology is the perfect tool for advanced, digital recruitment processes. We are a trusted supplier for many government organisations. 

There is currently a library of schemes containing prequalified suppliers for whole-of-government and agency-specific schemes. Alcami Interactive is part of the 0012 (Talent) and 0020 (ICT) schemes. The first gives your government organisation the capacity to source, assess and select talent for executive and non-executive roles. The second is a whole-of-government mandated arrangement for procuring ICT goods and services.  


Contact us here for a complimentary live demo.

 

 

city-of-sydney

 

15 stats you need to know about women in finance

15 stats you need to know about women in finance

 

Every March our social media feeds are flooded with posts, articles, and stories around International Women’s Day. But the issues and problems raised around Gender Equality, Gender Equity, and Diversity and Inclusion in the workplace haven’t disappeared just because our calendars have ticked over to April. 

The global banking and finance sector in particular has had notorious problems with a lack of female representation. Although there is evidence these issues are taken more seriously than they were a decade ago, there is still plenty of room for improvement. 

We’ve dug through the numbers and found the following 15 statistics and studies around the current state of women in the finance sector, as well as the benefits to achieving greater diversity:

 

Women in the finance sector right now

 

  1. A 2019 study by Deloitte, found only 6 of the 107 largest public financial institutions in the United States had women in the role of CEO. 
  2. Harvard Business School found among senior roles in venture capital and private equity, women held just 9% and 6% of the positions, respectively.
  3. Women are less likely to study courses leading to finance careers. For example, Men study economics at an almost 2:1 ratio to women.
  4. Women fund managers are underrepresented relative to other professions that require similar education, including lawyers and doctors around the world. For instance, while 43% of women are doctors in Australia and New Zealand, only 11% of Fund Managers are women. 
  5. Women, and especially women of colour, are underrepresented in the leadership of North American Financial Industry Firms. While women make up 30% of the entry-level positions at these firms, they make up only 17% C-suite positions, and this number drops to just 1% for women of colour.  

 

Barriers to women getting into finance 

 

  1. CEOs who have been hired into their position (and not founded the company themselves), are most likely to be groomed and recruited from three particular leadership roles: leading lines of business, finance, or operations. And it is in these leadership pools women are most underrepresented. That’s not to say women aren’t in leadership roles, just not typically those historically leading to a CEO promotion.
  2. Research by Mercer has found women studying finance are almost 50% more likely to say they don’t know enough about investment management (IM) to consider it as a career option. 
  3. The Financial and Insurance Industry has the highest gender pay gap at 26.1% according to the Australian Bureau of Statistics (ABS).
  4. Even with comparable/favourable talent flows. Projections indicate that in 10 years female representation in Financial Services will not increase (0% change). Achieving parity may require over-indexing, or favouring women, in hiring, advancement and retention efforts. 
  5. 70% of senior leaders in financial services are passionate and actively engaged in Diversity, Equality and Inclusion (DEI) initiatives and programs. However, this number drops to 45% for frontline manager engagement – those who are actively interacting with employees on a day-to-day basis. This limits the acceptance and implementation of these initiatives. 

 

Benefits of diverse workplaces: What happens when we remove the barriers?

 

  1. Studies have shown that having a mother in a STEM field like Finance, will increase a young girl’s likelihood to take the same career path 48% more than it will a boy. Showing that an increase in the gender diversity in Finance now, will lead to continued and greater diversity on the future. 
  2. A study by PWC found that economic gender parity could increase GDP by 11% in Australia. McKinsey Global Institute put the figure to a $12 trillion increase to global GDP by 2025
  3. Economic models have shown that locking women out of the labour force is actually detrimental to global economies. In the extreme, a complete lack of women in the labour force reduces income per capita by almost 40%.
  4. Other studies have investigated how gender diversity increases firm value and explain how female directors benefit corporate board performance. They found women directors contribute to boards by offering specific functional expertise, often missing from corporate boards. 
  5. When it comes to profitability, companies in the top-quartile for gender diversity on their executive teams were 21% more likely to have above-average profitability than companies in the fourth quartile. Even greater results were found for those with ethnic/cultural diversity, with top-quartile companies performing 33% better in profitability.

 

Where to from here for women in finance?

 

There are some troubling concerns within the statistics and studies above, but there are also some promising trends to stay optimistic about. 

Bookmark, share, and include the stats that stand-out most to in your next pitch or social media post. It’s our hope by accumulating all these findings together in one place we can all be better armed to develop more diverse and equitable processes, practices and talent pipelines. 

 

If you need some guidance shaping diverse and inclusive recruitment screening processes, get in touch with us at Alcami Interactive to request a personalised demo.

 

 

city-of-sydney

 

Hiring for empathy: Putting “care” in the community care sector

Hiring for empathy: Putting “care” in the community care sector

 

“There’s no such thing as good people.” – Marla Grayson, I Care A Lot.

 

Rosamund Pike’s evil, predatory character in 2021 film, I Care A Lot, couldn’t be more wrong in this statement. The film portrays a confronting depiction of elder abuse, neglect and the horrors that result when a group of people lack empathy. 

Sadly, it’s not pure fiction. Earlier this month, the Royal Commission into Aged Care Quality and Safety released its final report, calling for the Australian Government to immediately improve the protection of rights for older people. 

The commission urged the government to fundamentally reform the aged care system, to refocus on the support needs of older people and take a human-rights-based approach to policies and services. This comes alongside other breaking news of a doctor giving two elderly patients an overdose of COVID-19 vaccine. 

At the heart of the issue is, unfortunately, people. Among issues including a lack of adequate training and support, and breakdowns in processes and procedures, is hiring the wrong people in the first instance. 

If you’re hiring care support workers, healthcare or aged care professionals, you may face common recruitment issues such as talent scarcity, lack of diversity and limited talent pools. But high-quality candidates exist and they’re waiting to be found. 

Here are two ways to attract high-quality candidates in the community care sector, with a focus on critical soft skills and values; particularly, empathy. 

 

1. Make hiring for soft skills and values a priority 

Hard skills are, of course, important and necessary for your organisation’s growth and success. But assessing soft skills and personal values as part of your recruitment process is also a must. 

What soft skills and values do people need to succeed in your organisation? You may find a list intuitively comes to mind. Do they reflect your organisational values? Establish the non-negotiables and nice-to-haves. 

High-value soft skills in the community care sector could include: 

  • caring and empathetic attitude 
  • patience 
  • positivity 
  • passion 
  • self-motivation 
  • creative thinking 
  • ability to work as part of a team
  • flexibility, adaptability and resilience. 

 

Read more: Future proof your organisation by hiring for soft skills 

 

After establishing your ideal criteria, tailor your recruitment process accordingly. Reflect key words in your recruitment advertisement, incorporate related screening questions and discuss these attributes with your top candidates using behavioural-based interview questions. 

Empathy is arguably the foundational skill to assess for in your recruitment process. (After all, “care” forms part of the role title). But it’s a two-way street. A culture of support and empathy must underpin your employer brand. 

 

2. Instil empathy across all levels in your organisation 

When work and recruitment become transactional, people inevitably become disengaged in their roles. To recruit empathetic team members, empathy must shine through in your employer brand, organisational culture and recruitment process. 

In addition to tailoring your recruitment process to assess your ideal attributes, you must also extend empathy throughout all candidate interactions. Make candidate care a priority

Read more: A roadmap to transforming your candidate experience 

There are numerous long-term benefits of instilling empathy throughout all levels in your organisation and recruitment process. According to Belinda Parmar OBE, CEO of The Empathy Business, the top 10 most empathic companies outperform the bottom 10 by 50%. This stands across all key performance indicators including growth, productivity, and earnings. 

As an example, Parmar shares how BlueCross Community and Residential Services successfully hires more than 2000 people for its aged care residences. They place a strong emphasis on culture to attract and retain the best healthcare talent. Their strong core values guide their interviews, allowing them to select candidates who embrace these qualities and form a great cultural addition to their teams. This ensures BlueCross retains a team passionate about making a positive difference in the lives of its residents and clients. 

Team members with the right hard and soft skills are essential to your organisation’s ability to deliver the very best client care. Assessing the right soft skills, upholding candidate care and strengthening your employer brand will help you achieve outstanding service delivery. Attract and assess for empathy, and instil empathy throughout all levels in your organisation, including your recruitment process.

 

city-of-sydney

 

HR teams: Take your seat at the business strategy table

HR team’s evolution as a key strategic business priority

 

“Acquiring the right talent is the most important key to growth. Hiring is the most important thing we do.” – Marc Benioff, CEO, Salesforce. 

 

Hiring and cultivating the right people is at heart of growth, profit and overall business outcomes. It’s no wonder then HR is finally gaining the trust, acknowledgement and recognition it deserves – taking its well-earned place at the business strategy table (especially after navigating the tough market challenges of 2020). 

In this article, we explore HR’s increased levels of influence in the executive team and their success in gaining investment in long-term, proactive strategies. 

 

Leadership and increased levels of influence in executive team 

In 2020, you and your team were put to the test. Many in the TA community lost their jobs, and many changed jobs. Others in the HR space were required to implement groundbreaking initiatives, work in unfamiliar spaces, adapt and move quickly without knowing what was coming next. 

According to ELMO’s second annual HR Industry Benchmark Survey, organisations prioritised remote work, flexibility, employee wellness and health, and compliance to get through 2020. These key initiatives allowed organisations to adapt and established HR’s position in leadership. 

Chief HR Officer for ELMO Monica Watt expanded on this in ELMO’s recent Insights Exchange Webinar: “HR teams stepped up to the challenge and this pushed us to the forefront. Now, we’re in the hot seat. We’re making decisions and upskilling for the future to support business growth.” 

Watt explained how HR has oversight of competitors, peers and business objectives. This places HR teams in the perfect position to leverage this knowledge to drive and deliver organisational success.  

Just as you broke new ground, it was new ground for your organisation as a whole. You and your team gave executive leadership the ability to navigate these changes safely and successfully. 

Now, positive sentiment continues to grow. Like many organisations, you may have goals to increase your head count. Recruitment advertisements are increasing. For the first time since the pandemic began, every state and territory has seen year-on-year job ad growth

With this, comes an increased responsibility to determine and execute critical long-term people strategies.

Leadership teams understand the impact of poor execution on the bottom line. Like other core business functions, HR is responsible for bridging the gap between strategy and execution. Here’s how you can achieve this.   

 

3 strategies HR teams can bring to the table 

 

1. Create proactive talent initiatives

Proactive talent strategies involve everything from internal talent engagement initiatives (flexibility, upskilling, health and wellness, ED&I) to talent attraction initiatives (recruitment and content marketing, employer branding, talent pooling, referral programs and more).

 

2. Leverage technology 

In addition to designing these strategies, you need to bring them to life and measure success by leveraging technology. You’re likely building your ideal tech stack, investing in the right software and tools (from Applicant Tracking Systems to best-of-breed video interviewing software) to proactively transform your candidate experience.

 

Read more: The best HR tech stack needs these three elements 

 

3. Set objectives and measure key metrics  

The success of your initiatives often hinges on metrics to demonstrate their effectiveness and gain further investment. Just as marketing, sales and specialist roles are measured on KPIs, so too is HR. Demonstrate the success of your initiatives and optimise resourcing by reporting on key metrics. 

Read more: 3 new recruitment metrics to track in 2021 and beyond

Attracting and retaining top talent, filling critical skills gaps and nurturing the next generation of leaders are primary issues for C-Suite leaders. HR teams meet this urgent need. Lean in to your well-earned place at the business strategy table. Reinvent your roles by specialising, scaling, optimising resources, and executing long-term strategies. Continue leveraging technology and building on those great strides from 2020. 

As Watt stated: “Don’t fall back on old habits; we’re in the front seat with the ability to drive and deliver commercial success for our businesses. Don’t stop. Don’t take your foot off the pedal.”

 

 

city-of-sydney

 

58% of the workforce need new skills to do their jobs successfully

New Gartner research reveals urgent workplace skills gaps

 

Is upskilling a mission-critical priority for your organisation? New data from world-leading research and advisory company Gartner reveals 58% of the workforce need new skill sets to do their jobs effectively. 

For many organisations, addressing critical skill gaps is a key priority. HR leaders are finding it increasingly difficult to source and develop talent with the most in-demand skills. Technological disruption, the global pandemic and other rapidly evolving business trends have only accelerated this urgency.  

According to the data, the total number of skills required for a single role has increased by 10% year-on-year since 2017. In addition, one in three of the skills required for an average 2017 job posting in IT, finance or sales are now obsolete. 

If your organisation froze hiring in response to COVID-19, you’re not alone – 74% of organisations chose this path of action. Whether your organisation has begun hiring again or is still in a freeze, don’t overlook key talent on hand! Assess your current employees with skills closely matched to those in demand. Identifying skills adjacencies is an important first step to closing the gaps.

Garter suggests the following three key actions to address skills gaps. 

 

Gain better insights into employee skill sets

To leverage skills adjacencies, collect information about your current employees’ skillsets to map out secondary and tertiary upskilling potential. You could do this by examining employees’ key performance indicators (KPIs), conduct skills assessments, surveys or interviews. You could also empower and encourage managers and team members to maintain a portfolio of skills visible to your HR team. 

Obtaining an in-depth, comprehensive picture of your organisation’s current skills isn’t necessarily the objective. According to Gartner, many leading organisations collect high-level skills data comprehensive enough to keep up to date, without being exhaustive. This keeps the task scalable and saves it from becoming too difficult, time-consuming or unmanageable. 

 

Mobilise skills adjacencies

After mapping out the current existing skills in your organisation, it’s time to understand and leverage skills adjacencies. What are the most urgent skills gaps you need to address? What secondary or tertiary skills could you build on? 

For example, your current technical employees with knowledge of Python are likely to be successful in gaining new machine learning or topic modelling skills, given their skills proximity.  

Read more: Why upskilling works for attraction and retention

If your organisation is large, has the budget or needs to act quickly to address immediate skills needs, consider partnering with a data science team, or using machine learning and other data processing tools. These scalable solutions help you identify and unlock skills adjacencies efficiently, minus the grunt work. 

 

Adjust career path strategies to encourage flexible progression

Traditional career models are based on the assumption roles remain relatively unchanged for years and people can only progress by moving up the ladder. Harnessing skills adjacencies is upending this model, allowing you and your team members to identify new, exciting career pathways. 

Fluid, unrestricted and untraditional career models are healthier and more attractive for both organisations and employees. In fact, eight out of ten employees state upskilling has made them more productive and they’re better able to contribute to their team’s successes. Organisations agree, with 91% stating they’ve seen an increase in overall productivity from upskilling initiatives. This creates a positive cycle of increased productivity, better results and happier, more engaged employees. 

Leverage employees’ skills adjacencies by breaking down the belief “progress” can only operate in an upward trajectories and title changes. This empowers them to be dynamic and ready to change course as your organisation requires.  

Leveraging skills adjacencies is one of the most efficient ways to “expand your talent pool” without going to market. Tackling urgent skills gaps in your organisation can seem insurmountable – but identifying your current skills, mobilising skills adjacencies and upending traditional work models will empower your organisation to achieve sustainable, long-term growth and success.

 

 

city-of-sydney

 

4 reasons virtual hiring is here to stay in 2021

4 reasons virtual hiring is here to stay in 2021

The global pandemic left many employers scrambling to adapt to a fully remote experience, and sheer necessity required the uptake of virtual recruiting processes as part of this. But with the vaccine rollout now underway in Australia and around the world, 2021 promises the return of some level of normalcy.

So, what’s going to happen to virtual hiring? Will it continue to dominate recruitment trends, or will it fall by the wayside along with disposable face masks? 

Here are four convincing reasons we think virtual hiring practices will be here to stay in 2021 and for the foreseeable future. 

 

People still want to work from home

The great Work-From-Home (WFH) experiment of 2020 revealed a few surprising benefits and advantages, and up to 82% of companies plan for some aspect of these changes to be permanent going forward.

With remote working a mainstay option, the talent acquisition landscape will broaden significantly, and casting global nets to attract and hire remote workers will become more commonplace. 

With potentially thousands of kilometres and hours of time-zone differences now separating you from your next best hire, virtual hiring technology like on-demand video interviewing will continue to remain an essential strategy for your success. 

 

The ‘War for Talent’ still continues

In 2021, we’re likely to see a talent paradox. While unemployment may remain high, talent with the critical skills to help businesses grow in 2021 will be in short supply and high demand as everyone chases candidates with similar skill sets.

To make matters more complicated, those who’d been hesitant to risk a job change during the volatile market of 2020, will see 2021 as their chance to seek out new opportunities. So, while this might help increase your applicant pools, it also means you can expect to see higher attrition rates within your own organisation. 

Virtual tools will continue to help you engage with talent quickly and reduce your time to hire, giving you a competitive edge to snap up top talent quickly and avoid candidate fall offs during your hiring process. 

 

Employers will still need to prioritise candidate experience

This competition for talent will put pressure on employers to showcase their consideration and dedication to great candidate experiences. Some may argue virtual recruitment strategies leave candidates feeling less valued and engaged than they might with in-person hiring methods. However top talent will no longer be looking for in-person perks like free snacks, gyms, and game rooms, and instead be looking for companies offering seamless remote work experiences, and flexible work policies – all of which are best exemplified in action through virtual hiring strategies.  

Want to learn how videos can help engage top talent through the recruitment process? Read our article recruitment videos in 2021: what to say and how to use them

COVID-19 wasn’t the only game changer in 2020. The Black Lives Matter movement has had recruiters and candidates alike taking a stand on diversity and inclusion policies. In 2021, candidates will respect recruitment experiences with minimal inconsistencies or bias throughout the screening process. 

Which brings us to…

 

Diversity and inclusion will continue to be a priority

Asynchronous video interviews allow recruiters to assess candidates with exactly the same questions. Virtual recruitment also allows for features to remove the identifying features which trigger unconscious bias. 

These qualities can‘t be replicated through in-person recruitment. 

The continued support and acceptance of remote workforces will also support the recruitment of diverse people with diverse responsibilities (parental and otherwise). And as we’ve already discussed, this won’t be achievable without virtual hiring processes. 

 

Virtual hiring is here to stay

After everything we’ve been through in 2020, it’s safe to say none of us can truly predict the future entirely. There’s no doubt once the pandemic is over, TA professionals will be eager to return to some of the in-person strategies. But it’s becoming clear, a hybrid model of recruiting with a blend of traditional and virtual recruiting methods will be the key to driving more efficient and positive outcomes in talent acquisition.

 

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Why your ATS matters less than your HR tech stack and integrations

Why your ATS matters less than your HR tech stack and integrations

 

 

These days our mobiles serve many purposes. They allow us to have conversations, navigate, access the internet, download apps and more. Similarly, Applicant Tracking Systems offer different functionalities and serve a number of critical purposes in our organisations. 

Lacking the right recruitment systems is akin to being stuck with an old-school flip phone. You’ll struggle to manage the ever-expanding data you collect from candidates, and switching between systems and processes makes things complicated. Organisations with goals of growing and scaling need an ATS with the ability to integrate to build their tech stack – much like the multipurpose smartphone giving you infinite capabilities in the palm of your hand. 

As Beamery shares, no matter how good your ATS, it’s only really as powerful as its integrations. Traditional Applicant Tracking Systems (ATS) focus on requisitions, job posting and managing the hiring transaction. However, large, competitive organisations can’t win the best talent with disjointed recruitment models and limited reporting metrics. An ATS with the capacity to integrate frees up your precious human efforts for more strategic endeavours, allowing your team to be more proactive and relationship-focused. 

Whether your goal is to manage candidate data in one place, maximise resources, or incorporate new recruitment tools to improve your processes – integrations are all the apps you can download on your smartphone to achieve your objectives. It’s also far more cost-effective, reducing the time your team needs to spend on manual tasks. 

Here are some of the benefits you can expect by building your HR tech stack with the right integrations. 

 

Flexibility and freedom

In the same way no one has identical apps on their phones, your organisation has its own unique requirements. Integrated systems allow you the flexibility and freedom to tailor your recruitment process to suit your needs. 

Using integrations means you can choose “best-of-breed” solutions. These specialised solutions are built fit for purpose; superior to single-vendor solutions. You can change parts of your systems and process as your organisation’s needs change and grow. This also allows you to scale, as and when required. 

Read more: The best HR tech stack needs these 3 elements 

 

Efficiency 

It’s a scientifically proven fact, people hate waiting! Top talent won’t wait around if your recruitment process is slow and disjointed. 

Integrations increase efficiency in recruitment by gathering data in one place and reducing manual data entry. This breaks data silos so you can leverage systems to perform more efficiently. Also, these process can be automated, allowing your recruiters to focus on what they do best: executing campaigns, having meaningful interactions and providing a great candidate experience. In addition to reducing their workload, this also facilitates better communication, often leading to increase satisfaction. 

What integrations can you use to make your recruitment team’s job easier and more efficient? 

Video interviewing software can be a huge timesaver. You can establish a set of pre-recorded questions to help candidates highlight their unique skills and personality, and allow them to record their interviews at their convenience. This reduces scheduling challenges, improves the candidate experience and streamlines and decision-making process for hiring managers.  

 

Data flow, accessibility and integrity 

Lack of real-time data can put your recruitment process in jeopardy. If hiring managers can’t access the information they need when your systems aren’t connected, they may run into problems viewing duplicated, inaccurate data. Real-time visibility is key to making accurate, timely decisions. When you and your team are informed of all new developments, this aids your decision making. 

While you may think the worst-case scenario could be not gaining insights – viewing data in different forms can actually give you the wrong insights! (Imagine trying to accomplish a task by switching between your old-school flip phone, desktop and a notepad.) Integrations enable smooth data flow and real-time syncing, reducing overlap and data errors. It makes data easier to analyse, gathered in one central platform. 

To compete for top talent, your ATS must have the capacity to integrate. Go for the smartphone with flexible functionality and the ability to download your own “apps.” There are countless benefits of building your HR tech stack with integrations, including increasing freedom and flexibility, improving efficiency, and maintaining better data integrity and accessibility. This allows your team to focus on what they do best and your organisation to continue attracting top talent. 

 

Discover how Alcami Interactive’s video interviewing technology can integrate with your ATS. Find out more and request a demo. 

 

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3 Do’s and 1 BIG Don’t for crafting effective DE&I strategies

Have you ever wondered what makes some DE&I strategies more effective than others?

 

 

By now we’ve all heard the advantages of diverse and inclusive work environments. We know businesses who aren’t embracing inclusion in a meaningful way are being left behind, both as employers and marketplace performers. So how do we begin to craft diversity and inclusion strategies for our organisations that actually work?

There is no one-size-fits-all solution for a successful diversity and inclusion strategy, but here are some top tips to ensure your efforts genuinely attract, support and allow underrepresented groups to thrive in your workforce:

 

DO start by collecting ALL the data you can

If you’re considering crafting a diversity strategy for your business, knowing where to start can seem like an overwhelming task.

But like any journey, you need to understand where you are before you can start plotting a way forward. 

We have access to more data than ever before to measure what’s happening in our companies. And more channels of communication to ask deeper questions. Go beyond an audit of the race, gender, sexual orientation, age, nationality and disability already within your organisation. Investigate the family status, the languages spoken, the education levels, personality types and other defining life experiences. 

From there, encourage your teams and employees to express their needs, to point out their barriers and what DE&I would look like to them. They can do this through regular feedback events or town hall-style meetings, or through one-on-one sessions where they have a safe space to share their feedback.

By opening up dialogues your employees are going to do most of the hard work for you. 

 

DO implement strategies that cover the entire employment lifecycle

An inclusion strategy should be (by definition) inclusive. Inclusive in regard to the respect and opportunities given to every employee, and inclusive across every aspect employment lifecycle. Yet too often, DE&I strategies are mistakenly deployed and targeted exclusively within the recruitment stage of an employee’s experience.

Yes of course it is important to have a strong recruiting selection and screening strategy free from biases for/against any individual or group of society and promotes a broader range of skills and experiences in your teams. But your inclusion strategies shouldn’t end as soon as they’ve signed the employee contract.

Inclusion is ongoing — not a once-off training video.

Similarly, for real change to happen, every employee whether they’re a temporary intern, a senior manager or the CEO, needs to buy into the value of inclusion — both intellectually and emotionally.

Visionary speeches and glossy corporate brochures have little impact alone. The CEO and other senior leaders should be visible at workshops, training programmes and during Q&A sessions on diversity. If diversity goals are set top-down, it is more likely they can be implemented company-wide. 

 

DO examine your language

To be effective recruiters and diversity practitioners, we need to stay abreast of new words, concepts, and trends impacting our work and the people we work with. Language has the ability to build relationships and forge connections, but it’s equally capable of creating barriers and impacting someone’s sense of belonging.

Read more: The role of cognitive bias in society & the impact it has on recruitment.

Ensuring all your initiatives, campaigns, and marketing collateral are written to reflect the world around us takes a precise use of language and means acknowledging the intersectionality of people’s identities.

What is intersectionality? It describes the multiple layers of people’s identity. Take for instance the term “colourblindness” — a practice in which racial identity is avoided — this term denies the intersectionality of people identity by ignoring how perceptions, thoughts and experiences are shaped by identity. Like many other factors – gender, religion, socio-economic status – race is a basic ingredient to the make-up of our being, whether or not you consciously acknowledge its role in your life.

The idea is if you start with this idea of intersectionality, you embrace the complexity of your employees, and your strategies no longer focus on quotas and tokenism, but by the question ‘who might this phrasing be excluding?’

 

DON’T aim for Equality – Equity should be the goal 

Another nuance of precise language lies in the definition of the ‘E’ in your DE&I strategy. 

While the terms ‘equity’ and ‘equality’ may sound similar, the implementation of one versus the other can lead to dramatically different outcomes for underrepresented people.

What’s the difference? Equality means every individual or group of people is given the exact same resources or opportunities. Whereas Equity recognises the different circumstances of each person, and allocates the exact resources and opportunities needed for everyone to reach an equal outcome.  

Think of it like feeding a tyrannosaurus rex, a tortoise and a gecko lizard. Equality would give each reptile the exact same meal of the exact same size. Whereas Equity understands the dietary needs of each individual species and gives them each what they need to survive and thrive. 

 

There are no quick fixes to creating effective DE&I strategies

Diversity and inclusion aren’t just marketing trends like adopting Tik Tok or Snapchat into your recruitment strategy. These strategies are vital to shifting systemic disparities. This requires a willingness to continually examine and address the data you collect, the people involved and the language you use.

 

If you need some guidance shaping an inclusive screening process, get in touch with us at Alcami Interactive to request a personalised demo.

 

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