The Multigenerational Workforce: Gen Z in the Workplace

Posted on May 19, 2023May 19, 2023 by akessler

To continue our series, The Multigeneration Workforce, this article explores the challenges and opportunities of Gen Z in the workplace. For the first time in modern history, four generations are working side-by-side: Baby Boomers, Gen X, Millennials and Gen Z. The ratios will change over the coming years—and so will each group’s level of influence.

Gen Z is overtaking Baby Boomers as the largest generation history, boasting an incredible two billion people globally, and is set to become the largest demographic in the workplace by the end of the decade. Leaders must not underestimate the impact this generation’s ideas and perspective will have on the world and the workplace. By understanding their needs and preferences, you can attract, engage and hire the best Gen Z talent to propel your workforce into the future.

Who is Gen Z?

While sources vary, Gen Z is generally defined as the generation born approximately between 1995 and 2010. They are the first generation to grow up with the internet and social media and have come of age in a time marked by 9/11, polarised politics, economic fluctuations and climate woes. They watched their parents lose jobs during the Great Recession. Then, they experienced the biggest educational and workplace disruption in modern history as COVID-19 lockdowns led to their classes moving online, a surge in unemployment and psychological distress.

As voracious consumers and creators of digital media, they focus on curating their online presence and have developed an “unapologetically me” ideology. As a result, they are generally socially progressive and value diversity.

Perhaps ironically, growing up in this hyperconnected online world has also fuelled feelings of isolation and loneliness among many Gen Z-ers. Seeing friends posting content and having fun (cue the #FOMO), alongside the pressure to keep on top of social trends, can make the feelings of disconnection even more acute, leading to increases in depression and anxiety.

What Matters to Gen Z in the Workplace?

Gen Z-ers have different expectations and priorities than previous generations of workers. They’ve expressed less loyalty than past cohorts and are more pragmatic. They don’t assume they’ll have a social safety net upon retirement since seeing layoffs and pensions shrinking.

Here are some more characteristics to look out for when hiring Gen Z candidates.

Fighting for Social Change

After witnessing the #MeToo and Black Lives Matter movements as well as the increased frequency of natural disasters due to climate change, Gen Z is seeking employment that matches their personal values. They believe in their ability to make a difference individually and are also demanding that employers do their part to help build a better future.

LinkedIn released a global study of nearly 10,000 professionals which found that 68% of workers in the UK, France, Germany and Ireland consider it important to work for companies that are aligned with their values. In the U.S., it’s higher at 87%. Gen Z is driving this shift, with nearly 90% in Europe saying they would leave a job to work somewhere that better matches their values.

Digitally Native but Digitally Unsure

Growing up with access to the internet and mobile devices has led to a widespread presumption that Gen Z-ers are innately good with tech. However, new research shows this may not be the case at work.

One in five of the 18-to-29-year-olds polled in HP’s Hybrid Work: Are We There Yet? report said they felt judged when experiencing technical issues in the workplace. Furthermore, this “tech shame” leads 25% of young professionals to actively avoid participating in a meeting if they think it will expose their tech shortcomings.

Generation Disenchanted?

Much has been said about the number of older workers taking early retirement, but the biggest rise in inactivity since the pandemic has not been among Baby Boomers, but workers aged between 18 and 24. In the UK, the share of workers in this age group classed as economically inactive—meaning they’re not actively working or looking for a job—stood at a record high of 32% in the second quarter of 2022. Plus, of those who are students or currently unemployed, 1 in 10 said they never intend to start working.

In a rejection of the “girlboss” and “hustle culture”, the hashtag #IDontDreamOfLabor has taken off as a platform for Gen Z to speak candidly about their rejection of work as the basis for identity, framing it instead as a financial necessity for paying the bills. In the shadow of the Great Resignation, Gen Z is vocal about the role of work in their lives—sometimes to viral acclaim. Some have taken to TikTok to coach their peers on how to negotiate salaries, which red flags to look out for in the interview process and how to stick up for what they want at work.

The formative experience of the Great Recession combined with entering the workforce during the pandemic has taught young people that hard work doesn’t necessarily guarantee stability. They want better than what their parents had and aren’t shy about demanding more from their employers. Organisations who can navigate these expectations will win the hearts of Generation Z.

Strategies for Engaging Gen Z at Work

To help Gen Z workers become as productive and successful as possible, employers need to showcase their values and offer a combination of ongoing wellbeing support and robust skills training.

1. Evaluate Your Employer Brand for Gen Z

As most young people seeking employment with a company they can believe in, it’s important to build an employer brand that resonates with Gen Z values. In the recent global study, Inside the Candidate Experience, PeopleScout found that the top things Gen Z job seekers look for when evaluating a job are:

Mission and purpose

Flexible working and work/life balance

DE&I; Company culture (tied)

With mission and purpose as the top factor for Gen Z job seekers, it’s surprising how few organisations include this information on their career websites. On the sites we examined, we found an organisation’s mission and purpose less than half (48%) of the time. This means that half of companies are passing up an opportunity to engage emotionally with their young talent audiences and assist prospects in understanding how the job they have applied for fits into that goal. Candidates won’t look at your open roles if they can’t identify your mission on your careers site.

2. Embrace Social Media

Despite concern over how much Gen Z-ers use and consume social media, it is their main way of staying connected, so it is imperative for employers to have a strong presence on social. Two-thirds of candidates use social media to research companies during their job search. Yet, a third of employers are not posting career related content (above and beyond job listings) to their social channels at least once a week.

Favourite social platforms for Gen Z include TikTok, Instagram and YouTube—so consider creating video content to engage talent from this generation. “Day in the life” videos are a great way to provide a realistic job preview and show early careers talent what it’s like to work at your organisation.

3. Showcase Your DE&I Efforts

Diversity, equity and inclusion (DE&I) is a top consideration for Gen Z candidates when looking for a job, and they’ll be scrutinising any employer to separate lip service from authentic DE&I action. When candidates from underrepresented groups are searching for jobs, the right job title might be enough to get them to click on a posting—but whether they actually apply is influenced by what they read and hear about how an organisation treats its people.

Representation matters, and employers who showcase employees across a range of demographics show candidates that people from diverse backgrounds can flourish at their organisation. Ensure your recruitment communications include voices and stories from underrepresented groups at all levels of the organisation.

Employers should also strive for transparency with their diversity recruitment data and share any plans they have in place to shift the dial around representation. Then, when candidates from underrepresented groups encounter similar voices throughout the recruitment process, they’ll realise that not only are they welcome at the organisation, but they’ll also have the opportunity to thrive and progress.

4. Offer Employee Mental Wellness Benefits

Growing up entirely in the digital age has undeniably had an impact on how this generation interacts with others. With fewer in-person exchanges, some 37% of Gen Z feels worried that technology weakens their ability to maintain strong interpersonal relationships and develop people skills. Living in a world of non-stop communication through apps and social media also contributes to mental health conditions like anxiety. The strain of modern living on mental health has been further exacerbated by the pandemic and lockdown life.

Gen Z-ers are proud advocates for mental health, sharing their experiences and removing the stigma around depression and anxiety. According to Cigna International Health’s 2023 survey of almost 12,000 workers around the world, 91% of 18-to-24-year-olds report being stressed. And they’re looking for support from their employer. A whopping 92% of university students say employers should offer mental well-being benefits, and more than a third (36%) are prioritising those who do as they start their careers.

Employee assistance programs, employee resource groups and workplace mental health training are all ways employers are creating a culture that promotes mental health and wellbeing. Gen Z will be drawn to employers who are joining the conversation around mental health and creating a safe space to raise and address these issues.

5. Highlight Growth Opportunities for Gen Z

Worryingly, 37% of young people say their education did not adequately prepare them with the technology skills they need for their career. This digital native generation is lacking in the digital literacy most organisations need to fuel future innovation.

Gen Z is prioritising employers who demonstrate investment in developing their employees’ skills and career paths. Employers who highlight training, mentoring and professional development programs in their recruitment materials will satisfy Gen Z’s ambition and desire to grow.

Training for new Gen Z joiners should centre around soft skills like resilience, relationship building and empathy, enabling people from this cohort to manage their own stress levels effectively and to understand when and how they should ask for help. Face-to-face support and mentoring programs are a core elements of training for Gen Z in the workplace. Mentoring and reverse mentoring are being widely embraced by organisations across industries, enabling more senior employees to share their experience with the younger generation to counteract skills gaps, while also tapping into the knowledge and insights of Gen Z in the areas of social trends and digital media.

Gen Z in the Workplace: Embracing Positive Change

As organisations plan for the future of work, they must work harder to appeal to the savvy Generation Z-ers entering the workforce. While most employers understand the importance of inclusivity and ethical decision-making, this generation will hold them accountable to putting those principles into action. Employers must embrace these values and the positive changes brought by Gen Z in the workplace. Talent acquisition leaders should keep their finger on the pulse of how these young workers will shape how we hire and develop talent in the coming decades.

Check out our report to learn more about the future of work:

Future of Work

DESTINATION 2030: 10 PREDICTIONS FOR WHAT’S NEXT IN THE WORLD OF WORK

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Talking Talent: Celebrating our Differences and Hiring People with Disabilities

Posted on March 14, 2023March 14, 2023 by nfuqua

PeopleScout · Celebrating our Differences and Hiring People with Disabilities

In this episode of Talking Talent with PeopleScout, we’re focusing on the importance of hiring people with disabilities and how you can create and execute an effective program that serves candidates of all abilities.

The week of 13 March is Neurodiversity Celebration Week, challenging stereotypes and misconceptions about neurological differences in transforming how neurodivergent individuals are perceived and supported. It’s a week to recognise the many talents and advantages of being neurodivergent while creating more inclusive and equitable cultures, and employers have a role. While not all people with disabilities are neurodivergent and not all neurodivergent people have disabilities, it is essential for employers to understand how to best support these candidates and employees.

Joining to discuss this topic is Tim Powell, PeopleScout managing director of APAC.

Where does your passion for hiring people with disabilities come from?

I’m very invested in the broader issue of equality and diversity, both from a societal perspective and as it specifically relates to the organisational environment. My father worked for the United Nations supporting the disadvantaged, and my interest in this area was a part of my nurturing. I became much more active in the disability sector through the personal experience of raising our daughter who suffers from a rare neurological disorder and is profoundly impacted by it.

The focus on how we can better support people with disabilities entering and embedding themselves in the workforce was a natural development given my professional background. Here in Australia, in our major national disability employment program, 70% of new starters with disabilities do not survive the probation period with their employer.

What do programs for hiring people with disabilities look like at most organisations today?

In my experience, for most organisations, hiring people with disabilities is more of a sporadic initiative rather than a structured program. Therein lies part of the challenge. The issue is not so much what their programs look like, it’s that their programs don’t have structure around it.

Organisations need to first understand why they want to focus on hiring people with disabilities. Is it corporate social responsibility? Is it a way of accessing an available workforce in a tight labour market? Or is it to enhance workforce efficiency and effectiveness? These are all legitimate reasons for employers to build these programs.

How can talent leaders better understand the types of attributes that candidates with disabilities possess and what types of roles would be a good match?

It starts with selecting and shaping the role or the roles that are being targeted for the program. Unfortunately, there’s no one right answer to this question. Having clarity about the goals of the program is important here, as it will influence the types of roles that are considered. Too often, organisations select existing roles in the organisation without necessarily thinking through how the person with a disability may or may not be able to carry it out. In many cases, the roles need to be carved up and shaped to the capabilities of the individuals being targeted.

How can employers reach this talent pool?

Finding candidates can be really challenging for talent leaders, particularly if they’re not quite sure what they’re looking for in terms of the skill sets or the roles that they’re looking to include in the program of work. Once you understand what you’re looking for, it becomes more evident where you can find these talent pools. Then, it is best to partner with an external provider. There are organisations, like Jigsaw Australia, that can help organisations find the right people.

What are some best practices for interviewing and assessing candidates with disabilities?

It’s important to assess basic competencies, attributes, capacity, and willingness to learn rather than previous job experiences or how well someone might present. People who are in the early stages of entering the workforce will often have very limited work experience. They may not have participated in the typical structured school/work experience programs that many early careers candidates complete. In many cases, they are challenged by some of the very basics around work experience in terms of things like workplace etiquette and timeliness.

I sit on the board of directors for a progressive service provider that thoroughly prepares people with disabilities to enter the workforce. They work through a series of competency-driven programs to build the individual’s readiness and confidence to join and thrive in the workforce. This is not a short-term program. Participants can be in this stage of development for up to two years or more before being ready to venture out into the open market.

For employers looking to start a program employing people with disabilities, this means that you need to be transparent about the core competencies and take a long-term view of the development of those individuals.

How can talent leaders prepare their internal talent teams and managers so that they’re equipped to make the onboarding process as smooth as possible and ensure success for their new employees?

There’s a line of thinking that says it’s best not to draw attention to a person’s disability, so don’t make too much of a fuss about it with others in a new work environment. While I can appreciate where that thinking comes from, I don’t particularly subscribe to the approach. In my experience, it often leads to misunderstanding and alienation. I think that making sure everyone around the individual is aware of the situation, while of course respecting the sensitivity of this situation, leads to the best outcomes. So, talking to managers and other team members about the characteristics and preferences of a person is entirely appropriate if it’s done in a way that’s sensitive to that individual’s privacy and dignity.

For example, a person with autism may not be comfortable talking about themselves in a group meeting. Team members need to be aware that their colleague may not make eye contact, for instance. That’s because it’s their preference, and team members shouldn’t take that personally or stop interacting with them. This is where education and training in advance of the new colleague are really important.

What can employers do to ensure that their new hire has continued success within their organisation?

Ongoing support is obviously the short answer. Make sure that the person has someone that they’re comfortable with outside of their direct manager who can check in on them. Leaders should also engage with the new hire about what support they need and how they’re finding their experience. People with disabilities generally want to be engaged with and are open to talking about what support they require. In fact, in many cases, they’re very used to it just because of the nature of their life experience.

If some elements are not working, there may be additional training or support that is required, and there may need to be additional work in managing or adjusting the expectations of all involved. Employers need to be actively thinking about what could be done differently to produce a better outcome. It’s not just about how the individual is feeling and progressing but how the manager and the team around them are feeling. Lastly, it’s important that if everything is being done to support the employee but the outcome is not meeting expectations, be prepared to act. Don’t linger on it. Sometimes I’ve noticed employers shy away from difficult decisions, but that doesn’t help anyone.

Are there any thoughts you’d like to leave us with?

This isn’t easy. If it was, more organisations would be much further down the path. But it is worthwhile, not only because it’s the right thing to do, but because it makes good business sense. Start small, build confidence, think laterally, and then see where it goes to from there. It’s a wonderful journey if you are committed to it.

Research Report

IDENTIFYING RECRUITMENT PITFALLS TO IMPROVE DE&I OUTCOMES

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Neurodiversity in the Workplace: Expanding Your DE&I Strategy to Include Neurodivergent Talent

Posted on March 13, 2023 by akessler

By Tim Powell, Managing Director, APAC

Neurodiversity in the workplace has become a much bigger part of the wider discussion about diversity, equality and inclusion (DE&I) at work over the last decade. While the neurodistinct community still experiences prejudice and misperceptions, the cultural wave of “neuroinclusion” and advocacy is driving a number of companies to change their hiring practices in order to attract cognitively diverse talent.

Neurodiversity has taught us that diversity and inclusion are about more than age, gender, race, religion and physical ability. DE&I is about ensuring different points of view and different experiences are valued. Indeed, Nancy Doyle, an organizational psychologist and neurodiversity advocate, argues we’re all differently abled in some way. We all have different experiences and perspectives that we bring to the table.

In this article, I’ll explore what embracing neurodiversity in the workplace means for employers and offer some practical advice for creating a neuroinclusive environment.

What is Neurodiversity?

Judy Singer, an Australian sociologist, coined the term neurodiversity in 1998 to promote “a political and civil rights movement” for the advancement of “neurological outsiders.” The term refers to the concept that everyone experiences and interacts with the world around them differently. A neurodivergent person’s brain may work in a different way than the average “neurotypical” person. They may have unique ways of learning, communicating, socialising or perceiving their surroundings.

An estimated 15% to 20% of the world’s population exhibits some form of neurodivergence. While nuerodiversity is often used in the context of autism spectrum disorder (ASD) and Asperger’s syndrome, many conditions fall under the neurodivergent umbrella, including ADHD, dyslexia, dyspraxia, Down syndrome, Tourette syndrome, and even mental health conditions like bipolar disorder, OCD and social anxiety. However, people with these conditions may also choose not to identify as neurodivergent.

Research Report

Identifying Recruitment Pitfalls to Improve DE&I Outcomes

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Why Neurodiversity in the Workplace is Important

We all understand by now that diversity at work improves business performance, and neurodiversity in the workplace is no different. While some neurodivergent traits, like difficulty with organisation or sensory issues, pose challenges in traditional work settings, neurodivergent people have unique strengths that offer myriad benefits to employers.

Neurodiverse professionals often have special skills in pattern recognition, analysis, mathematics and more. In fact, neuroinclusion is strongly tied to innovation. Cognitively diverse teams, consisting of both neurodivergent and neurotypical employees, are more creative, make better decisions and solve problems more efficiently.

They’re also more productive. According to Deloitte, research suggests that teams that include neurodivergent professionals can be 30% more productive than those without neurodivergent members. Through their Autism at Work program, JP Morgan Chase has found that cognitively diverse employees are 90% to 140% more productive than neurotypical employees and make fewer errors.

A diagram of what neurodiversity brings to the workplace — Source: Genius Within

In her TED Talk, “The world needs all kinds of minds,” autism activist and prominent animal behaviourist Temple Grandin says, without autism “there’d be no more Silicon Valley, and the energy crisis would not be solved.” In our world of technological advancements and automation, the advantages of neurodiversity in the workplace have never been greater.

Neurodivergent Candidates: An Untapped Talent Pool

Despite these benefits, neurodivergent people are far more likely than neurotypical people to struggle with unemployment. It’s estimated that as many as 85% of college-educated autistic adults struggle with unemployment in the United States. According to the Office for National Statistics (ONS), just 21.7% of autistic people in the UK are employed and are the least likely to be in work of any other disabled group. In Australia, 70% of new starters with disabilities do not survive the probation period and 65% of Australian businesses are unsure how to access this pool of workers.

Neurodivergent individuals can sometimes struggle with interpreting nonverbal cues, facial expressions or tone of voice. Sometimes this means they display what may be considered inappropriate behaviour for the workplace, like excessive honesty or difficulty maintaining eye contact. This runs contrary to what many corporate cultures think make a good employee—having good communication skills, emotional intelligence and relationship building capacity.

Most hiring processes are built for neurotypical candidates. Whether we’re conscious of it or not, interviews tend to focus on evaluating social skills and confidence. This may be relevant for some job roles but may not be a genuine need for others. This puts some neurodivergent applicants at a great disadvantage, particularly when high emotional intelligence isn’t required for success in the role.

In the next section, I offer some practical changes you can make to your hiring program and recruitment processes to support the success of neurodivergent talent.

“Inclusion is a social, moral and economic imperative. We all lose when human potential is squandered.”
Dr. Nancy Doyle, CEO and Founder, Genius Within CIC

How to Foster Inclusion for Neurodiversity in the Workplace

So, how can you make your workplace more neuroinclusive and create a recruitment process that ensures neurodiverse candidates are more likely to be successful? Here are some tips:

Make Neurodiversity Part of Wider DE&I Strategy

At the vast majority of organisations, hiring people with disabilities or cognitive differences is often a sporadic initiative rather than a structured program. To achieve success, it can’t be a pet project of HR or any one person. Rather it should become a part of your larger workplace DE&I initiative.

Objectives

The first step in building out a sustainable neurodiversity hiring strategy is to be clear on your objectives. It could be to support corporate social responsibility with an inclusiveness focus; to access a wider talent pool in a tight labour market; or to enhance workforce efficiency and effectiveness. Whatever the objectives, the whole organisation must buy into the program and have the right expectations. So, communicate your goals and objectives widely and secure strong, visible and consistent support from senior leadership.

Audience

Often, we see that organisations don’t think through how a person with a disability might perform their duties. When organisations define a talent persona for each job type, and target those individuals from the outset, employees are much more successful. This in an opportunity to test your assumptions about job roles and explore the impact if an employee didn’t certain skills. Your selection criteria must be justifiable and define what is essential to succeed in the role.

Once you’re clear on the skillsets you’re looking for in each role, targeting the audience becomes easier. To help with sourcing neurodiverse candidates, you might consider seeking help from an outside partner who can help you think through the art of the possible and drive informed choices.

Train

Education and diversity training in advance of a neurodivergent colleague starting, or in the very early stages of onboarding is important to ensure they’re successful in their new role. Talking to managers and other team members about the characteristics and preferences of a neurodiverse person is entirely appropriate if it’s done in a way that is sensitive to that individual’s privacy and dignity. In fact, it’s critical these conversations take place, so your teams understand in advance what they can expect with their new colleague. For example, throwing a person with autism into a group meeting and asking them to say something about themselves is likely not going to be a comfortable experience for them. If managers know this ahead of time, they can make informed decisions about how to introduce their neurodiverse new hire to the team. Moreover, when employees know that their new neurodiverse co-worker may not make eye contact, they’re less likely to take it personally.

Rethink Your Recruitment Process

One reason I’ve seen neurodiversity in the workplace fail is because the recruitment process is not sufficiently tailored to the needs of neurodivergent candidates. The focus must be on assessing basic competencies and characteristics as well as a candidate’s capacity and willingness to learn, rather than how well they interview or even their previous job experience (as neurodivergent candidates often have less employment history).

I caught up with our UK-based Assessment Design team, comprised of organisational psychologists, to understand more about how they’re helping clients create more equitable assessment experiences. They shared that because the interview and assessment process can often be complex—varying by role and company—there is no “silver bullet” and each situation should be addressed on a case-by-case basis, especially since many neurodivergent people are undiagnosed or may choose not to reveal their diagnosis to potential employers.

Interviews

Interviews in particular can be a challenging prospect for neurodiverse candidates. While most organisations won’t eliminate interviews altogether, they shouldn’t be the only consideration. They should be balanced with other evaluation techniques, and, for candidates who require adjustments, you might consider weighting interviews so they count for less in the overall candidate appraisal.

Prepare to offer reasonable adjustments for the recruitment process as neurodivergent candidates in particular will likely need to deviate from established processes. This could mean changing the location or of an interview or allowing for a screen reader during an online assessment exam. Another example of an adjustment is to put the interview question into the chat during virtual interviews to make the experience more accessible. Keep in mind that any adjustments you make for the recruitment process should be adjustments you’re prepared to offer in the workplace as well.

At PeopleScout, we provide experienced assessors who can act as a neutral third-party in interviews which can help to reduce bias in the scoring.

Blended Assessments

The PeopleScout Assessment Design team recommends a blended assessment approach consisting of multiple styles of question, allowing candidates different ways to show their potential. These blended assessments have the added benefit of giving candidates a realistic preview of what the role and organisational culture is like. For example, for a large international airport, the bespoke 1XP experience we created an immersive experience in which security officer candidates had complete various tasks, including “spotting the difference” between images, to test their ability to catch potential security issues in the airport.

Communication

Regardless of whether candidates have requested adjustments or not, should always clearly communicate with candidates the steps of the recruitment process, what’s expected of the candidate at each stage and what’s coming up next. All candidates appreciate this, but neurodivergent candidates in particular may benefit knowing what to expect upfront.

Adjust the Working Environment

Beyond experiencing issues with workplace etiquette, neurodiverse employees often struggle with sensory challenges, like sensitivity to light or sound. Modern office environments with open floor plans or noisy warehouses or shop floors can prevent neurodiverse employees from being successful in their work.

Consider offering flexible seating arrangements, quiet places for breaks or noise cancelling headphones. When feasible, remote work is a great option for some neurodivergent employees. Be prepared to adjust lighting or make adaptations to a neurodiverse employee’s workstation. Even changing a uniform to have a softer fabric can make all the difference for a neurodiverse worker. For employees with learning disabilities, assistive technologies, like screen readers, or video trainings can help them complete onboarding modules and job tasks.

There is no one-size-fits-all approach here. Just like neurotypical people, disabled and neurodiverse employees each have their own unique requirements and preferences for maximising their productivity.

Consider Career Paths

Taking a long-term view of the development of disabled and neurodiverse employees is key to continued success of your program. One idea is to give neurodivergent employees a “buddy” or mentor that they’re comfortable with—outside of their direct manager. Having this extra person checking in on them is invaluable in retaining neurodiverse employees beyond the first three to six months.

It’s also important that organisations engage with their disabled and neurodiverse employees directly about what support they need and how they feel about their experience. Sometimes employers are uncomfortable asking those questions, but people with disabilities generally want to engage and are open to talking about what support they require. Of course, these conversations should happen in a way that honours the employee’s privacy and dignity.

Conclusion

My experience tells me that making disability and neurodiversity part of your DE&I strategy isn’t easy. If it was, more organisations would be further down the path. But it is worthwhile, not only to meet societal expectations, but because it makes good business sense. Start small, build confidence and scale. Neurodiversity in the workplace is a wonderful journey if you’re committed to it and plan appropriately.

Apprenticeship Recruitment: The Key to Future-Proofing Your Talent Pipeline?

Posted on February 7, 2023 by akessler

Apprenticeship recruitment has taken on more importance in early careers programs in recent years. In the UK, there was a 22% increase in interest in apprenticeships from young people in 2022 according to UCAS. In Australia, the number of organisations employing apprentices and trainees is at its highest level in over a decade with seven of the 10 fastest-growing jobs in Australia now accessible via an apprenticeship pathway.

Organisations and employees alike are waking up to the fact that many skills can be learned on the job—and that this is often more relevant training than a university degree. Whilst providing opportunities for hands-on experience and training, apprenticeships also help businesses to develop a talent pipeline that is equipped with future-ready skills.

Whether for workers just starting out or those changing careers, apprenticeships help people gain valuable skills and on-the-job experience as they move toward a career in their field. For employers, field and business apprenticeships are one of the best ways of engaging early careers talent or career changers.

In this article, we’ll explore how designing and offering apprenticeship programs can be a smart way for organisations to create their own talent pipeline, close their skills gaps, and diversify their workforce.

What is an Apprenticeship?

An apprenticeship is paid employment that offers on-the-job training and is often accompanied by classroom-based learning. Some employers may offer their own in-house training while others offer it in association with a college, university or other training provider. An apprenticeship must last at least a year but can go as long as 5 years. Through in-depth, job- and industry-specific skills training, apprentices gain a nationally recognised qualification or certification upon completion.

Apprenticeship programs are a great choice for individuals who are early on in their careers, who are looking to upskill or who are exploring a career change. Employers are responsible for ensuring that apprentices work with experienced staff, learn job-specific skills and receive time off from work to complete their classroom training.

Different countries have different laws and regulations around apprenticeships including wages and working hours. There are also various funding programs and government schemes available to encourage both workers and employers to embrace apprenticeships. For example, the UK Government introduced the (controversial) apprenticeship levy in 2017 which uses business taxes to fund apprenticeship training. The Australian Apprenticeships Incentives Program gives eligible employers in priority list occupations (ranging from aged care and dentistry to various engineering roles) wage subsidies for offering quality apprenticeship training programs.

Types of Apprenticeships

Types of apprenticeships differ from region to region. In the UK, a common misperception is that apprenticeships are just for manual or skilled trade jobs. Whilst there are many apprenticeship programs in the skilled trades, there are also apprenticeship opportunities for all kinds of careers from actuaries to arborists. For example, our client, National Highways, offers apprenticeship opportunities for project management, business administration, legal, surveying and data analysis.

In Australia, apprenticeships are offered for skilled trades, whilst traineeships are for other vocations in sectors like hospitality, digital media and financial services. Organisations are increasingly embracing corporate apprenticeships and traineeships as a means of diversifying their workforc e and creating opportunities for social mobility.

There are different levels of apprenticeship including degree apprenticeships which correspond to an equivalent education level. In the UK, completing a Level 2 apprenticeship is the equivalent of completing a GCSE, and a Level 7 apprenticeship is the equivalent of completing a master’s degree. In Australia, apprenticeships are typically delivered through Registered Training Organisations (RTOs) and State or Territory Training Authorities and span levels from Certification II through to advanced diplomas.

Benefits of Apprenticeships for Employers

Apprenticeship recruitment can be an effective way of growing and upskilling your workforce. Here are just a few of the benefits for employers.

Building a Talent Pipeline

Companies in a variety of industries can build their own apprenticeship programs to help talent see the rewarding career opportunities available within their sector. As apprentices gain experience, organisations establish a pipeline of prospective employees.

Early careers employees see apprenticeship programs as proof of an organisations investment in their success and are more likely to stay with an organisation after completing the program. In fact, 90% of qualified apprentices stay on with their employers upon completing their training, and 69% of organisations say that employing apprentices has improved retention. Clearly, apprenticeship recruitment is an excellent way to “grow your own talent” and reduce attrition.

Closing Skills Gaps

According to McKinsey, a whopping 87% of organisations are aware they already have a skills gap within their workforce or will experience one in the next few years. Apprenticeships offer a way to develop a new generation of workers to help your organisation succeed into the future. A structured apprenticeship is an effective way to get a leg up in recruiting and retaining sought-after talent like software developers, data analysts and engineers. Indeed, 86% of employers said that investing in apprentices helped to develop relevant skills for the organisation.

The digital skills gaps alone could cause 14 G20 countries to miss out on a staggering $11.5 trillion USD in cumulative GDP growth. In the UK, companies like Dyson are partnering with the University of Warwick to offer apprenticeship training in agile software development, data science and machine learning. Meanwhile, automotive giants Ford and Enterprise are joining forces to offer technical engineering focused apprenticeships.

Boosting Diversity & Social Mobility

A third of employers agree that apprenticeships have helped improve diversity within their business. They are particularly effective for creating career opportunities and boosting earnings for workers from disadvantaged socio-economic backgrounds.

As more people struggle financially with student loans and education costs, apprenticeships have become an accessible career path for workers of all ages and backgrounds and give participants a shot at career success. They allow workers from underrepresented groups to increase their earnings potential—to work and earn money in the field while they learn. If your company cares about being a catalyst for sustained change in the community, apprenticeships are a great way to achieve this.

RPO + Apprenticeships

As a leading recruitment process outsourcing (RPO) provider, PeopleScout helps organisations to obtain the talent and skills they need to succeed into the future through early careers recruitment solutions covering interns, graduates and apprenticeship programs. Unlike apprenticeship recruitment agencies, as an RPO partner our expertise in talent acquisition strategy and workforce planning means we’re better equipped to successfully integrate apprentice programs into your overall talent attraction and training strategy. Plus, we have experts on staff that can design an assessment centre that evaluates apprentice candidates against your organisation’s values, culture and other requirements.

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Recession, Recruiting and Resilience: Creating Opportunities for Workforce Planning Success

Posted on January 10, 2023January 10, 2023 by akessler

With signs pointing toward a global recession, employers are preparing their workforces for what’s to come. This may mean cutting back on their investment in talent acquisition, delaying HR projects or even reducing their workforce.

While economic uncertainty can lead to difficult decisions for employers, it’s also important to recognise the opportunity it provides. This may be the perfect time to assess the resilience of your workforce and invest in workforce planning to make it fare better in the long run.

Is your talent acquisition program resilient enough to weather the storm? Here are four questions to ask to find out where you stand.

1. Is your employer brand and EVP still relevant?

If you haven’t updated your employer value proposition (EVP) in the last 18 months, it’s probably out of sync with the market and what candidates want. Now is the time to sense check if it’s fit for purpose in 2023 and beyond. Does your employer brand work for a remote and hybrid workforce? Is it an authentic reflection of what you have to offer your employees?

Even if you’re not planning to hire actively in the near future, employer branding is also important for retention. Auditing and updating your brand will help you retain your current talent and ensure you’re ready to attract top talent in the future.

2. Is your hiring process working for remote and hybrid employees?

At the start of the pandemic, if you shoehorned your old in-person hiring process into your new hybrid or remote work reality and never looked back, it’s time to assess whether that’s really working for you. Remote work often requires a different set of skills than office-based work. Is your current process helping you assess those skills to achieve the quality-of-hire you need?

Review the competencies and behaviours you need for each role to ensure they’re relevant for hybrid or remote employees. Now is the time to update job adverts and evaluate your assessment process to ensure they are in tune with the success factors that drive your business now—instead of those that drove success pre-pandemic.

3. Are you achieving your DE&I recruitment goals?

While you may not be actively hiring, now is a good time to engage with diverse communities to ensure candidates from underrepresented backgrounds make up a significant portion of your talent pipeline when you’re ready to ramp up hiring again.

Increase your visibility in diverse communities via campaigns or event sponsorships. Look into your diversity analytics to understand what’s working and what’s not when it comes to sourcing and hiring your target audiences.

4. Is it time to consider RPO?

Now is the time to re-evaluate how you’re going to market for talent, whether via an internal talent acquisitions team, staffing agencies, recruitment process outsourcing (RPO) or a hybrid model. Work with your procurement partner to scrutinise your spend and evaluate your options to streamline and minimise risk—including standardising with one global RPO partner.

Just because you’re not hiring at the same volume you were before, doesn’t mean outsourcing is out of the question. Project RPO engagements offer flexible solutions for targeted hiring needs. An RPO partner can also offer value-added talent advisory services like market insights, employer branding, assessment services and more. Plus, once engaged, your RPO partner will be on tap to hit the economic recovery running and scale up for your hiring surge.

An economic slowdown is not the time to put your talent acquisition strategy on the back burner. Use this time to take stock and get prepared so you’re ready to bounce back faster. You’ll be able to beat your competition and create a resilient workforce that’s ready for whatever the future has in store.

Want more insight into the future of work? Check out our ebook, Destination 2030: 10 Predictions for What’s NEXT in the World of Work.

Destination 2030: A Roadmap for Talent Acquisition Leaders

Posted on November 3, 2022January 10, 2023 by akessler

By Robert Peasnell, Deputy Managing Director, PeopleScout UK

It’s been a wild ride for talent acquisition leaders these last few years, as hiring slowed for most and then grew to record levels. As global economies still remain somewhat tumultuous, the one constant we can expect is change.

With this in mind, PeopleScout undertook a piece of research, evaluating global workforce trends and looking to the future to see how these trends might impact the way we work. The result is our new white paper, Destination 2030.

Here are our top 10 predictions for what work and recruiting will look like in 2030 and tips that talent acquisition leaders can put into practice now to prepare for the future.

Buckle up and join us as we travel to the world of work in 2030.

1. Our Working Models Will Be as Diverse as We Are

Organisations and their employees will decide between them how, when and where people will work. The ways we define work will grow (think hybrid, part-hybrid or even nomadic…), and there’ll be no such thing as a 9-to-5 job.