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    The Reskilling Revolution: How Asia-Pacific is Leading the Charge in the Future of Work

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    The landscape of work is undergoing a dramatic transformation across the globe. But in the Asia-Pacific (APAC) region, something truly remarkable is brewing. Here, innovation, flexibility, and a willingness to embrace change are shaping the future of work in exciting ways. This article explores five key trends that will define the APAC workplace and how talent acquisition, recruitment, HR, and employer branding professionals can navigate this evolving landscape.
    1. From Routine to Revolution: The Rise of the Innovation-Driven Workforce
    Gone are the days of rote memorization and repetitive tasks. APAC is experiencing a rapid shift towards a workforce that values creativity, problem-solving, and critical thinking. A McKinsey & Company report predicts that by 2040, China and India will contribute a staggering 50% of global GDP. This economic boom is pushing APAC companies to automate routine tasks at an unprecedented rate.
    The focus is now on upskilling employees for roles that require a different skillset – one that prioritizes digital fluency, analytical thinking, and the ability to solve complex problems. Singapore’s ambitious goal of achieving a 50% job transformation rate by 2025 (as highlighted by LinkedIn’s Jobs on the Rise Report) underscores the urgency for innovation-driven skill development. Leading companies like Alibaba, Tencent, and Huawei are at the forefront of this movement, heavily investing in R&D and fostering dynamic cultures of innovation.
    Actionable Insights:

    Conduct skills gap analyses to identify areas where your workforce needs upskilling or reskilling.
    Partner with training providers to offer relevant courses and workshops on topics like data analysis, problem-solving, and digital communication.
    Encourage a culture of continuous learning by providing employees with opportunities to attend conferences, workshops, and online courses.

    2. Bridging the Gap: The Rise of the Hybrid Workforce Model
    Remote work isn’t a perk anymore; it’s a reality for a significant portion of the APAC workforce. A recent M Moser Associates survey reveals that a staggering 45% of Asian employees prefer a hybrid work model, significantly higher than the global average of 37%. Companies like Fujitsu, with their “smart work” policy, and Grab, with their “flexible work” program, are recognizing this shift and proactively responding to employee preferences.
    This flexibility allows them to attract top talent in a competitive market while catering to the evolving needs of their existing workforce. However, creating a seamless integration between remote and on-site teams, fostering employee engagement in a hybrid environment, and navigating legal and logistical hurdles remain crucial challenges that HR professionals need to address.
    Actionable Insights:

    Develop clear policies and guidelines for remote work arrangements, including communication protocols, expectations around performance, and data security measures.
    Invest in collaboration tools and technologies that facilitate seamless communication and teamwork between remote and on-site employees.
    Organize regular virtual and in-person team-building activities to maintain employee engagement and company culture in a hybrid environment.

    3. The Human Touch in the Age of Automation: The Skills of the Future
    As automation and artificial intelligence (AI) redefine job roles, the need for a blended skillset becomes paramount. While technical expertise is important, the World Economic Forum emphasizes the growing importance of “soft skills” in the APAC region, particularly analytical thinking and design/user experience.
    AgileHRO predicts a rise in demand for skills like data analysis, problem-solving, and digital communication, coupled with empathy, emotional intelligence, and the ability to build strong human connections. This focus on “soft skills” positions Asian workforces to excel in an environment where building rapport and adapting to change are key differentiators.
    Actionable Insights:

    Integrate soft skills training into your employee development programs, focusing on areas like communication, collaboration, and emotional intelligence.
    Encourage teamwork and cross-functional collaboration to promote idea exchange and the development of essential soft skills.
    Recognize and reward employees who demonstrate valuable soft skills such as leadership, problem-solving, and adaptability.

    4. Beyond Borders: The Rise of Borderless Talent Acquisition
    The intense competition for talent in Asia is pushing companies to think beyond national borders. With a whopping 90% of the APAC workforce open to remote or hybrid work arrangements (as per PWC Asia Pacific’s Time report), the talent pool is expanding exponentially.
    Singapore, for instance, with its diverse talent pool and thriving startup ecosystem, attracts tech talent from across the region. Companies like Sea Group and Razer leverage this advantage effectively. AgileHRO predicts a rise in “borderless talent acquisition” strategies, where companies utilize remote work flexibility and invest in reskilling and upskilling programs to attract and retain top talent from a global pool. This not only bridges the skills gap but also future-proofs the workforce.
    5. Well-being at the Forefront: Prioritizing Mental Health in the Evolving Workplace
    Compared to other regions, Asia grapples with significantly higher rates of low work productivity, anxiety, and depression. A TELUS Health report highlights this as a “growing concern” for workplace well-being in the region. With a work productivity score of just 47.2 compared to the global average of 58.2 (and significantly lower than the US and Europe), prioritizing mental health is no longer optional for APAC organizations.
    Companies that create supportive work environments that prioritize employee well-being will have a significant competitive edge. Implementing flexible work arrangements, offering comprehensive mental health resources, and fostering a culture of open communication are key to achieving this. Certis’ 2022 Employee Assistant Programme, which provides mental health resources and support to all employees and their families, serves as a commendable example.
    Actionable Insights:

    Implement flexible work arrangements that cater to individual needs and help employees achieve a healthy work-life balance.
    Offer comprehensive mental health resources, including access to employee assistance programs (EAPs) and confidential counseling services.
    Foster a culture of open communication where employees feel comfortable discussing mental health challenges without fear of stigma.
    Promote healthy habits and well-being initiatives, such as mindfulness training and stress management workshops.

    Conclusion
    The future of work in Asia-Pacific is brimming with exciting possibilities. By embracing innovation, agility, and a human-centric approach, talent acquisition, recruitment, HR, and employer branding professionals can navigate this transformative landscape and build a future-proof workforce that thrives in the years to come.
    AgileHRO is a leading provider of innovative HR solutions, empowering organizations to build, manage, and engage a global workforce.
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      Hiring Tech Talent is Tough. Here’s Why (and What to Do About it)

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      Pandemics change things. They are the cultural equivalent of an apocalypse, and while we can rebuild and recover, the process of adapting to a whole new landscape can be labor intensive and painful. 

      We’re still in the midst of the shifts created by Covid-19 and the ensuing lockdowns. Many of them are showing themselves in labor markets, hiring tools, and overall attitudes towards work. Economic uncertainty over the course of 2023 will only continue to shift the ground under our feet. 

      A 98% chance of a global recession in 2023, as reported by Ned Davis Research, has alarmed experts worldwide. Even with continued efforts to control inflation, 90% of CEOs expect to see a significant rise in cost within the next 12 months. Moreover, 50% of HR leaders expect increased talent competition over the next six months.

      These trends present challenges for the tech industry’s recruitment and talent acquisition landscape. Despite this, software engineer and developer roles continue to be in demand. 

      According to Hired, software engineers received twice the amount of interview requests last year than in 2020. However, reduced hiring will probably continue with the anticipated recession, as well as tech hiring freezes and potential layoffs.

      Related: Cost of Vacancy: Making the Case for Hiring During a Downturn

      How did tech recruiting become even more challenging?

      The technology industry is rife with competition, an overwhelming skills gap, and a shortage of seasoned professionals—a true catch-22 situation. Specific skill-set requirements, high demand for developers, and long hiring processes even lead recruiters to lose candidates to competitors.

      In a nutshell, things have become complex. Entirely new challenges, along with others that were idling in the background for years, are shifting rapidly into high gear.

      1. Remote work sparks a tech boom

      With lockdowns and remote work policies, organizations underwent rapid digitization to support work-from-home. Team meetings, organizational development, and everything in between, forced companies to change tech and revamp policies, which increased demand for tech experts as a whole.

      Related eBook: How Smart Companies are Solving Post-Lockdown Working (4 New Trends)

      2. Tech talent crisis: the skills gap

      Technologies like cloud computing, data science, and machine learning—once esoteric and mostly discussed at the university level—are now ubiquitous. The speed with which this tech has delivered results has been geometric, thus creating increased demand. New roles offering great opportunities for people with the right skill-sets are multiplying, but those skills are often in short supply. 

      Meanwhile, industries and roles that were once mainstream are rapidly becoming obsolete. This is leaving the workforce trained for jobs that either no longer exist or look far different than they did just a few years ago.

      Now, as technology evolves to meet these demands, organizations and jobseekers are struggling to keep up, leaving many tech roles vacant and in need of urgent hire.

      3. Shrinking tech talent pools

      The skills gap problem is compounded by a limited pool of tech talent. Datapeople’s Tech Hiring report found that while job posts doubled in 2021, the talent pool shrank by 25%. According to a survey by Gartner, Inc, businesses cited the talent shortage as one of the main barriers to emerging tech adoption and modernization. 

      In addition, 93% of candidates show a preference for remote or hybrid jobs. While companies are more open to interviewing candidates from different markets, Hired data indicates many still limit their search to two time zones, leading to smaller talent pools and causing searches to fall short in a growing market. 

      Navigating the hiring landscape: what’s next?

      It’s true that overcoming these challenges will require consistent time and effort. While various strategies help you efficiently hire tech talent, it’s imperative to start with the fundamentals. 

      Here’s what you need to know.

      Tech talent will prevail

      Economic downturn or not, tech is here to stay. The demand for skilled talent will remain heavy across industries as companies adopt new technologies. Keeping an eye on upcoming market changes allows you to maximize your hiring efforts. 

      Trends to Watch:

      Current skills shortages and in-demand skills

      Popular technologies, tools, and software in use 

      Industry-specific issues like employee turnover and retention

      What employers are doing to meet candidate needs and demands 

      How your competitors attract and retain their talent

      Where to look for tech candidates

      Trends in diversity, equity, and inclusion (DEI)

      Use insights from these trends to develop a robust talent acquisition strategy that allows you to attract your key candidates, stay connected over downtime, and begin onboarding when you are ready.

      Related eBook: 10 Things You Can Do to Reach DEI Goals

      Keep it coming

      Talent sustainability is defined as an organization’s ability to continuously attract, develop, and retain candidates with the skills and qualities required for current and future roles, allowing the company to align business and talent goals as they adapt to a swiftly changing market. 

      A sustainable talent strategy ensures that you hire mindfully by evaluating organizational skill gaps and needs, then building a pipeline of qualified candidates as you rise to meet your long-term goals. 

      In addition, a talent acquisition process that incorporates core values can help strengthen your employer brand. If you need help in this area, we’ve created resources for both startups and larger enterprise companies.

      Always one step ahead

      With the surge in digitization, data science, and artificial intelligence (AI), there is a widespread need for tech experts. However, the skills gap has created a scenario where companies struggle to find skilled talent, and employees struggle to learn new skills. 

      Throwing in an upcoming recession will significantly impact hiring in the tech industry. All these issues will define the forthcoming talent trends and challenges, which will no doubt lead to limited talent pools and labor shortages.

      If you haven’t already adopted a more vigorous and intentional stance to your talent strategy, we can help you get started. Book a demo with Hired today! More

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      2022 UK State of Tech Salaries

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      New Data on Salary Trends in the UK Following a Season of Hiring Contradictions

      While the Great Resignation defined 2021, 2022 is to be determined. Earlier this year we saw aggressive hiring in response to attrition and ambitious goals. More recently, we’ve witnessed uncertainty, volatility, and contradiction. Currently, we face an energy crisis in the UK, a new prime minister’s economic policy, living in a post-Brexit world, along with significant tech hiring freezes and layoffs. Yet despite these events, the hiring market remains cautiously optimistic. So what do we know about the status of 2022 UK tech salaries and the hiring climate?

      What the data tells us about 2022 UK tech salaries and employment

      In the US, for example, the unemployment rate is at a pre-pandemic low, inflation is cooling, there is a steady stream of job openings, and many companies need help finding top talent. Salaries continue to climb in the UK and Canada post-pandemic as well. In fact, Toronto and London had higher salary increases YoY, respectively, between 2021 and 2022 – than Boston, New York, SF Bay Area, and Seattle.

      As of this writing, the most recent release (13 September, 2022), from the Office of National Statistics, reported the total number of workforce jobs in the UK in June rose by 290K, on the quarter to a record 35.8 million. For the first time, this exceeds the preCOVID-19 level of December 2019. The employment rate decreased on the quarter but increased on the year and is still below pre-pandemic rates. So while there’s been some turmoil, there’s reason to be encouraged.

      Remote expands pipelines; gives employers an edge

      Employers continue to hire remote employees and enter new talent markets, although the UK has generally been more hesitant to do so than Canada and the US. Meanwhile, some high-profile companies in the US and elsewhere have announced return-to office policies, despite resistance from the majority of workers.

      Survey data in the 2022 State of UK Tech Salaries

      So as the winds shift towards an economic slowdown, will the pendulum swing more in favor of employer demands? Hired’s survey data tells us that while there is some sentiment of a power shift to employers in the next six months, the majority of candidates are considering leaving their current roles. They’re driven by the potential for more lucrative opportunities and an overall better fit.

      Expectations on salary, pay raises, and work flexibility remain sky high, placing the onus on employers to execute the right strategies to attract, hire, and retain top talent. In the 2022 State of Tech Salaries report, Hired provides one of the most in-depth analyses of the hiring environment today. Based on extensive proprietary marketplace data and a talent survey, it spans the US, Canada, and the UK. Ideally, these valuable insights will inspire meaningful conversations within organisations on hiring strategies, including the structure of compensation packages, flexible work models, and other talent initiatives.

      So what’s next for tech hiring?

      If there’s a North star in this tumultuous time, it’s that companies must be nimble when it comes to hiring. Explore new ideas, continue to rethink strategies, and revise hypergrowth models into ones for efficient growth. It’s the best way to cultivate a steady route to recruiting and retaining top employees. We stand by ready to help jobseekers and employers alike.

      In the 2022 State of UK Tech Salaries, we dive into Hired’s marketplace data to uncover insights specific to UK-based companies.

      With data and insights from more than 907,000 interview requests and survey responses from more than 2,000 technologists, we offer guidance to recruiters and talent acquisition leaders eager to stay competitive. With this eBook, companies can adapt hiring strategies and retain top talent, thriving despite an uncertain market.

      Key takeaways from the 2022 State of UK Tech Salaries eBook

      UK compensation trends based on role, industry, company size, and years of experienceThe impact of remote or work-from-home trends on tech salaries4 steps to increase hiring efficiencies and strengthen your employer brand, and more! More

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      Navigating Market Uncertainty: The State of Tech Hiring (VIDEO)

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      Watch this webinar-on-demand to hear in-depth analyses of the hiring market today, based on the 2022 State of Tech Salaries data report. Listen to meaningful conversations regarding hiring strategies, including the structure of compensation packages, flexible working models, and other talent initiatives.

      Hear from:

      Hired CEO Josh BrennerVP & GM, Employer Solutions for General Assembly Catie BrandHead of People, Virtru, Conley (Henderson) McIntyre and Director, Talent Acquisition, Markforged, Bryan Robinson.

      Download this collaborative panel discussion to discover: 

      Salary trends by role and years of experienceChanges in industry benchmarks such as average time-to-hireKey opportunities to win over top tech talent efficientlyImpact of global remote on tech talent hiring More

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      How Smart Companies are Solving Post-Lockdown Working (4 New Trends)

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      From ‘swarm teams’ to the metaverse, innovative ideas take on the challenges of the new world of work…

      In late 2021, Professor Lynda Gratton of the London Business School asked 150 executives from companies around the world for their take on the biggest challenge currently facing businesses. The answer came back loud and clear: “retaining people,” closely followed by “recruiting people.”

      It picked up on a problem destined to grow. The Great Resignation, the result of lockdown-fuelled dissatisfaction with our jobs was first. Then it was followed by the Great Reshuffle, as workers leapt from job to job in search of fulfillment. As we entered post-lockdown working, how would companies evolve?

      In May this year, the UK’s Office for National Statistics revealed that there were more job vacancies than unemployed people in the country for the first time since records began. The marketplace has since begun to settle, but a July survey of 1,100 US professionals showed that 31 percent were planning to quit within the next 12 months. In other words, employers still need to focus hard on hiring and keeping the best talent.

      Post-Lockdown Working at Home vs In-office

      According to Josh Brenner, CEO of Hired, the largest AI-driven recruitment marketplace for tech workers, what is most likely to attract and retain employees is the offer of flexible working. In a recent Hired survey, less than two percent of respondents wanted a full, five-day return to the office.

      “We’ve seen really high rates of attrition when companies have forced people back to the office for a full five-day schedule,” he says.

      With that comes the need to make the best of hybrid work, potentially across disparate geographies. In order to retain employees, companies also need to work harder to engage them. They need to help them feel aligned with the organization’s values, Brenner believes.

      “When we hear about companies losing high numbers of staff, a lot of it is because employees feel disconnected. They lack a solid understanding of where the company’s going, and how their work  bubbles up and contributes to goals.”

      Throw in the need to prepare for a fast-changing world – technologically, geo-politically – and you have a cluster of problems for companies to solve in post-lockdown working. Those that do so most effectively stand to gain a competitive advantage – so what are the most innovative trending ideas? 

      In WIRED’s report, readers learn about the:

      AI company that has done away with managers marketing company making a four-day week pay dividends professional services company using the metaverse to engage its workforcerise of a new C-suite role that’s re-shaping business… More

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      Working to Learn Must Underpin the Future of Work

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      Technological innovations have helped humans separate industrial ages and define periods of time throughout history, thanks to their transformative effect on people’s lives. From the rise of industry to the dawn of the internet, innovation has provided regular timestamps which we have used to define eras. But categorizing history in this way assumes innovation and major socio-economic developments occur simultaneously. In reality, the time difference between the two can be vast.
      For example, business models that have characterized work since the outset of the First Industrial Revolution in the late 18th Century can still be seen in otherwise modern workplaces. Organizations often still view work by the ‘input/output’ model established more than a century ago, measuring employees by their cost (input) and value (output).
      Despite drastic changes to work over the past 100 years, this model has remained largely unchanged. As innovation continues apace and working practices rapidly evolve, how much longer can we measure humans based on input and output?
      Prioritizing agility and adaptability
      More recently, workers have begun to reject the idea of the input/output model by mastering a specific skill set and becoming an expert in a particular field, decreasing costs and increasing value for businesses. Developing this concentrated expertise made sense when demand for skills lasted at least as long as a person’s career, but the constant and accelerating change of the 21st-century workplace means this is no longer the case. Now, due to the relentless pace of innovation, demand cycles for certain skills, or even specific job roles, can rise and fall within the space of a few years. We can only expect these timeframes to get shorter in the future, too.
      As a result, agility and adaptability are superseding specialization as the most valuable qualities for workers to exhibit. Organizations must shift their perception of workers so they are no longer viewed as ‘assets’ with an inherent cost and value, and are instead viewed as part of a humanistic approach predicated on constant development.
      Putting learning and development at the heart of work
      Traditionally, people began their careers with little experience and knowledge, joining a business to grow industry-specific skills and progress upwards by mastering one role. Today, we’re seeing a shift away from simply ‘learning to work’, as modern generations must now incorporate a ‘working to learn approach’. Where individuals could once expect to obtain a job for life and hone a specific skill set for the duration of their career, modern workers must continue the learning process. The speed of technological change means the next workplace disruptor is always right around the corner. To embrace the challenges and opportunities that innovation presents, employees should view their skillset as an ever-evolving toolbox – one that adapts to new demands and expands in accordance to change.
      Replacing expertise at work
      It’s not just the responsibility of the employee to adapt to new workplace demands. Business must also alter their approach by no longer prioritizing and rewarding specific expertise. Instead, employers should recognize that the needs of the business could shift at any moment, and acknowledge the value in rewarding and celebrating employee adaptability. Fortunately, tools exist that can assist businesses in this process by helping them identify which skills will be more in-demand in the future. This allows employers to focus their efforts on reskilling employees and augmenting their existing skillets to meet anticipated future demands.
      Hiring practices must also change too. Businesses must cultivate workforces that are open to – and actively embrace – learning and development. The ability to learn and develop new skills not only helps employees in retaining their roles but also presents a more cost-effective approach by reducing the time and monetary investments needed to recruit new employees. By prioritizing adaptability, businesses can be confident in their ability to deliver a workforce that is fit for the present, and the future.
      By James McLeod, VP of EMEA, Faethm.
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      How the Pandemic Has Affected the Future of Work

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      The fourth industrial revolution has shifted our world into a new digital era and the pandemic has accelerated this from a movement to an immediate necessity. Cognizant’s Center for the Future of Work and Oxford Economics’ Work Ahead most recent report, The Work Ahead: Digital First (to Last), examines the most significant trends and tactics for businesses around the world to be aware of and act on if they are to ensure a successful future of work.
      What is clear, now more than ever, is that companies that lagged behind on their digital transformation and those that have not evolved to keep up in this digital era are sure to be hit the hardest, with some at risk of becoming obsolete. In fact, half (49%) of global businesses expect COVID-19 to destroy traditional, non-digital business, as well as those that do not move online aggressively enough. The findings of the report confirm that digital competency is key for the future of work.
      Other findings include:
      The effect of the pandemic on employer/employee relationships
      Business leaders cited employee safety (59%) and worker recognition (58%) as their current key priorities. Employee compensation and safety are understandably a top priority, given how the pandemic has changed the business landscape and forced many companies to make difficult decisions when it comes to staff. But this might change over time as new economic and labor dynamics shape workforce strategies, with new compensation models coming into play.
      However, the pandemic has also shown a need for greater social protections, with almost half of business leaders (45%) expecting better access to pay and benefits for freelancers. More than two-fifths (43%) also expect a drop in pay for highly paid executives. There is no doubt, however, that one of the biggest influences of the pandemic is business leaders’ acceptance of home-working, as two-fifths (41%) foresee HR policies having to be adapted to account for more flexible approaches to remote working in the future.
      The skills needed for advancing in careers are shifting
      The pandemic has left society in a period of existential doubt. Technology has not only caused an adjustment in how we work but galvanized how we think about it. It has raised questions around how we are valued and remain valuable in a world where machines are increasingly automating mundane work.
      The concept of “upskilling” is one that has increased in popularity – centered around human talent acquiring skills and proficiency that even the smartest machines cannot be equipped with. When revisiting our report from 2016, business leaders then were less receptive to the importance of innovation, the ability to create new and better ways of working. However, this concept has grown in recognition among business leaders and is now regarded as the most important skill for succeeding at work.
      On the other hand, “strategic thinking” is a skill that has significantly dropped in importance when compared to 2016, falling from second-ranked to the fifth most important skill for business leaders. This likely reflects the current appetite for disruptive ways of thinking.
      A new appreciation of technologies impact on work and society
      We are clearly entering a new stage in our relationship with technology. A decade into this new digital era and business leaders voice a greater appreciation for the promise and peril inherent in modern technology. There is a better understanding of the power of technology, with more agreeing that digital technologies will positively impact their employment, whether by protecting them from being replaced by robots and AI (44%) or helping them stay employed (46%).
      Unexpectedly, the report showed a decline in business leaders’ belief that digital technologies increase personal efficiency and productivity – in the range of 30 to 40%. This shows insight into the reality of our “always switched on” frame of mind brought on by technology. The additional layers of technology we are now subject to in our virtual working worlds have created an environment where employees are working longer hours, working more intensely, and juggling more demands, but these layers seem to be having the knock-on effect of making many of us less efficient and productive.
      Digital is not the silver bullet we once thought it was
      The core components at the center of this digitized world are the 3 A’s – AI, automation, and analytics. The report revealed that the further business leaders move into their technology implementations, the more they appear to be recognizing that none is a “silver bullet” that can be easily deployed to produce magical results.
      Developing this more mature appreciation for what digital technologies can actually do is an important step of the digital journey for every organization. While companies initially dragged their feet and debated how seriously they should take these 3 A’s, there is now no doubt that combined, they are critical for every organization to stay in business in the great post-COVID reset.
      We are now deep in the era of “digital in practice”
      It is all well and good to think about the future of work, but this report shows how important it is for businesses to act, and now. When COVID-19 took over our lives, business leaders had to scrutinize everything from how and where employees worked, to how they engaged with customers, to which products and services were viable as customer needs and behaviors switched, quite literally, overnight. It is clear now that those businesses with data mastery at their core were the best at pivoting, adapting, and reinventing themselves on the fly.
      And for the companies that are lagging? Digital transformation is no longer a journey, but a key component in staying relevant and fit for purpose. For the businesses that do not consider themselves to be “modern”, you soon will be – otherwise, you could face extinction in this digital era.
      By Euan Davis, European Lead for Cognizant’s Center for the Future of Work.

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