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    Getting Ahead in the War for Talent

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    Navigating a world in the throes of rapid change as we are in today is a challenging feat. The war in Ukraine, energy price spikes, higher borrowing rates, and chronic inflation affect consumer and business confidence domestically and internationally. The impact on organisations – employers and employees alike – is enormous, and we must adapt to survive.
    Recruiters have long grappled with the ever-shifting tides of uncertainty as the employment sector often resembles a wild rollercoaster ride. From the disruptive onslaught of the COVID-19 pandemic to the subsequent post-pandemic boom, the rise of the ‘Great Resignation,’ and the rapid advancement of artificial intelligence, recruiters have weathered these storms with varying degrees of confidence.
    The UK recruitment sector is optimistic
    Against this backdrop, including concerns about a possible recession, a recent survey of 2,500 industry professionals by independent research firm Dynata on behalf of recruitment firm Monster shows that UK recruiters are optimistic about the future, with 87% looking to hire in 2023.
    Also, on the positive side, 92% of recruiters are confident (45%) or very confident (47%) of finding the right candidate. This sounds high, but UK recruiters are less confident than their compatriots across Europe or the USA. Why is this? It’s because The UK is facing a unique set of circumstances, including Brexit, that have created significant economic uncertainty.
    Nevertheless, recruiters across all sectors still believe that they can scope out the terrain of roles, define them with precision and assess candidates through the interview process, according to our survey. However, addressing the talent shortage is still the number one task facing industry professionals across the UK, Europe and the USA, and a constant challenge persists: the need to identify, interview and secure candidates faster than the competition.
    UK recruiters struggle to access talent as the skills gap widens
    The same survey highlights how amidst this battle for talent, 51% of UK recruiters claim that finding candidates with the necessary skills is the most significant challenge they will face in the next three years. The report reveals that finding candidates with the right skills is the biggest obstacle to recruiting in 2023, with 29% of recruiters indicating that the skills gap has widened compared to a year ago. 86% of recruiters “sometimes” or “very often” struggle to fill vacancies due to this. Of the 87% of recruiters looking to fill vacancies, 44% are replacing or backfilling roles, while 43% are hiring for net new job requirements. Only 13% of recruiters anticipate hiring freezes.
    The UK’s battle for talent is intensifying
    Across all sectors, accessing quality candidates is getting harder and is especially difficult in automotive (57%), leisure & hospitality (46%), education (45%), and insurance (45%) sectors. The survey also found that recruiters are searching for radically different soft skills from candidates from different generations. For instance, 13% of Gen Z recruiters are searching for dependability, compared to 57% of Boomers. In contrast, 40% of Gen Z recruiters seek managerial skills, compared to 17% of Boomers.
    To survive in 2023, recruiters must develop new strategies for success
    To thrive in this challenging environment, recruiters must forge new strategies for success. The reliance on traditional approaches is no longer sufficient; embracing innovative technologies and solutions becomes imperative to match talent with opportunities effectively. Casting a wider (digital) net offers recruiters many opportunities to engage with potential applicants.
    The battle for benefits
    To help them secure top talent, recruiters may need to engage in a “battle for benefits” to attract the top talent.
    The demand for flexibility takes centre stage in 2023, with 53% of candidates expecting more flexibility in where they work and 39% expecting more flexibility when they work. However, the survey reveals a disheartening reality: only 25% of businesses offer genuine flexibility to new hires.
    To succeed, recruiters must balance the demands of employees and employers and address candidates’ extended benefits wish list. As flexible options, including increasingly a four-day week, become standard in many industries; salary is no longer the primary determining factor.
    The top five benefits employees are seeking in 2023 are remote flexibility (50%); flexible work schedules (49%); skills training/learning and development (45%); salary protection/fair compensation (44%); and healthcare benefits (41%) according to the survey.
    Improving search techniques
    In addition to honing the quality and range of benefits they offer, firms need to improve their candidate search techniques. Our survey found that only 24% of UK recruiters leverage online recruitment sites, tools, and new technologies to engage talent – far lower than recruiters in the USA and Europe – and are less confident of finding suitable candidates. This means that 76% of recruiters should improve their search methods or face being left behind in the battle for top talent.
    Matching your benefits offerings to your candidate’s requirements and improving search techniques will go a long way to helping businesses find and recruit the individuals that will ensure the business survives and prospers in a challenging economic environment.
    By Rod McMillan, Marketing Manager, Monster UK.
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      How Recruiters Can Attract Top Talent from Different Generations

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      In today’s ever-changing job market, recruiters need to focus on innovation and adaptability when it comes to their recruitment strategies. They must keep up with the shifting demands of different generations of candidates and create an attractive work environment that appeals to them. This was the finding of Monster’s recent research.
      Generational similarities and differences in attitudes to work
      The report reveals that the traditional 9-5 working day is dead, and the demands and expectations of each generation have transformed in the past few years. However, despite this, there are similarities between the generations in terms of work satisfaction, with workers of all ages agreeing that the COVID-19 pandemic has led to a new normal in the workplace including a desire for greater freedom and flexibility.
      Companies are responding by offering more flexibility and focusing on benefits, including aligning with company values and offering meaningful roles. For example, 42% of Generation Z employees say they are allowed to  operate flexibly or remotely.  In addition, while the factors that motivate work choices differ among generations, there was a consensus among all generations that working for organisations that align with their values, and in roles that have meaning, scored highly.
      However, there are crucial differences between the generations that recruiters must take into account. Baby Boomers are almost twice as concerned with compensation and benefits as Generation Z, who focus more on a company’s values, including diversity and inclusion.  Furthermore, Gen Z is the first generation to come of age in a fully digital world.  This generation has access to more information about companies and their values than ever before. This could have significant implications for companies looking to secure top talent in the coming years. Employers may need to re-evaluate their values and messaging to reflect this shift in priorities when it comes to choosing an employer in order to appeal to the growing Gen Z workforce
      Millennials also rate good compensation and benefits highly – 41% compared to Generation Z on 26%. Generation Z candidates, on the other hand, focus more on company values. 59% of Generation Z recruiters anticipate that candidates will increasingly expect to learn about a company’s diversity and inclusion efforts and social impact.
      Workplaces are, like wider society, becoming more diverse.  Recruiters must embrace new ways of working, adopt new technologies, and understand what is important to each generation. They need to alter the assessment criteria and adapt their recruitment techniques to the modern candidate by embracing generational diversity, evolving needs, and the desire for flexible working.
      Using technology to recruit – a generational perspective
      The report also highlights the importance of technology in recruiting, with younger generations embracing digital recruiting more than any other. However, recruiters must recognize that not every candidate will be comfortable with virtual interviews and should use a range of recruitment methods that best suit each generation. For instance, recruiters targeting Generation Z should provide real examples to back up their statements, while organizations targeting Millennials should use social media and text messaging to describe packages, perks, and benefits.
      While all generations still ranked an ‘in-person’ interview as a more important factor than a virtual interview the gap between them was much narrower for younger recruiters. Our research found that Generation Z recruiters are almost twice as positive about digital recruiting as any other generation. Online search tools and applicant tracking software are more effective than social media at identifying candidates than social media. They’re also twice as likely to use text messages and WhatsApp to communicate with candidates. Technology can break down barriers, but for Boomers and also for some Millennials, it can construct them. Not every candidate will be as comfortable in a video interview.
      61% of Generation Z recruiters claim that virtual recruiting is better than hiring in person, while 26% of Millennial recruiters, 13% of Generation X recruiters and only 6% of Baby Boomers said the same.  All generations ranked in-person interviews better than virtual, with 67% of Generation Z, 56% of Millennials, 66% of Generation X and 74% of Baby Boomers claiming this.
      Top tips for recruiters: best recruitment methods for different generations
      To successfully attract candidates from diverse generations, recruiters should adapt their recruitment techniques accordingly.

      Recruiters targeting Generation Z candidates should provide real examples to back up their statements, as this generation tends to be sceptical about promises. Authenticity is key. Recruiters should also highlight a company’s corporate values.
      For Millennials, organisations should use social media, text messaging, and WhatsApp to stay in touch and describe packages, perks, and benefits.
      When recruiting Boomers, recruiters should highlight the stability and security of roles, while Generation X recruiters should emphasise benefits, perks, and salary, and use word-of-mouth, networking, and tried-and-trusted methods to engage with candidates.

      To attract top talent from diverse generations, recruiters must adapt their recruitment techniques accordingly. They must understand what is important to each generation, alter their assessment criteria, and embrace generational diversity and evolving needs, including the desire for flexible working. Successful recruitment for any generation means balancing effective existing strategies with new approaches to attract interest from all groups for every role. Companies that can do this will have a better chance of securing the top talent they need in order to thrive in the future.
      By Rod McMillan, Marketing Manager, Monster UK.
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      in Workplace

      How Supporting Diversity Gives Your Business a Head Start

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      Many organizations claim they support diversity, equality, and inclusion (DEI). Some, however, have yet to grasp that ensuring DEI is part of the hiring process is one of the keys to success.
      What is DEI?
      Effective diversity, equity, and inclusion (DEI) policies involve taking active steps to ensure that people with different ethnicities, genders, abilities, cultures, and personalities have representation, opportunity, and support in the face of historical and structural bias. DEI isn’t about box-ticking.
      It’s about delivering transparent and meaningful change that embraces all workers and makes them feel they’re an essential part of an organization.
      The Skills Gap
      Back in April, we released part 1 of our multipart “Future of Work” survey into the growing challenge of finding the right candidates.  Undertaken in conjunction with independent research firm Dynata, the survey revealed that UK hiring plans are up while skill shortages are greater. 87% of UK companies said they’re finding it hard to fill positions, with a third believing that the skills gap is widening. Companies across the UK told us that recruiters have to search harder and wider for talent, unlocking the untapped potential to fill the skills gap.
      It makes good business sense, therefore, to ensure all candidates, irrespective of race, gender, or other characteristics are fully considered in the recruitment process. Today, DEI isn’t an optional extra but a crucial part of being a modern business. In the second part of our “Future of Work” survey, we asked over 3,000 recruitment, talent acquisition, and HR professionals about their views on the importance of embracing difference in order to attract talent.
      Embracing Difference
      40% of organizations who took part in the survey said that candidates expect more than ever to learn about a company’s plans to become more diverse, while 70% expect companies to be open about the diversity of their workforce. Recruiters increasingly recognize that DEI is a factor in attracting the right talent – and that the talent wants to know about a company’s DEI efforts. 45% of employers believe that building a diverse workforce is a priority to retain existing talent and attract new employees.  And perhaps surprisingly, we found that nearly two-thirds of employees (62%) would reject a job offer from an organization with a culture that didn’t support diversity.
      The world of recruitment, like the rest of society, has faced a reckoning in recent years with diversity, equity, and inclusion (DEI) pushed to the fore. Our survey found that nearly a quarter of organizations already include diversity, equity, and inclusion in recruitment practices. In addition, 30% are seeking to encourage greater diversity in leadership positions.
      However, diversity isn’t what you say; it’s about what you do – so it’s encouraging to see that 40% of businesses are building DEI into recruitment processes and strategies. It isn’t just the right thing to do ethically – it benefits the company, the workforce, and the communities we operate in. It’s an ongoing task, and companies recognize they have more to do. it’s concerning, however,  that just 19% of employers have strategies to engage the neurodiverse. It’s an area that needs focus and action for employers, or they risk missing out on those with unique talents.
      Organizations are beginning to understand that differences are not necessarily negatives and are starting to value a diverse range of views and voices, from people with disabilities of whom only half are in work, including neurodiverse people (for example autism – only 22% of autistic adults in the UK are in any kind of employment), says the report.
      Good Communication is Vital
      Many organizations are now ensuring they communicate HR policies on inclusiveness so that applicants can understand the culture of a potential new workplace even before they consider applying for a role. According to the research, globally, 86% of employees consider diversity, equity, and inclusion (DEI) critically important. And employers are taking the hint, with 45% believing that building a diverse workforce is a priority to retain existing talent and attract new employees.
      The survey found that organizations that prioritize DEI use this as a mechanism to attract talent and fill the skills gap. However, only 8% of employers say DEI initiatives are in the top three changes they are making to attract new employees, although this may also reflect that they feel they already have robust processes in place.
      Recommendations based on the report
      Monster recommends that to create an open and welcoming workplace for neurodivergent workers organizations should:

      Take time to understand any specific needs. During your recruit’s induction week, take time to sit down and find out what their needs and difficulties are. Treat these as a benefit, not a burden.
      Apply to the “Access to Work” scheme. Employers can access grant funding to support disabled people starting or staying at work.
      Be flexible and ready to adapt. Employers who are flexible and prepared to adapt are more likely to experience the benefits of a neurodiverse workforce.

      Monster’s Top Tips for making DEI a priority in recruitment are:-

      Start by looking inward: listen to your staff and learn from their experiences. Use data to spot trends, but don’t stop there. Use the lived experience of colleagues to help you shape DEI policies and set priorities.
      Create more inclusive job descriptions: writing job adverts that focus on skills, attitude, and approach is critical to engaging talent. Don’t revert to cliché, but create job descriptions that engage and inspire applications from those with the skills to succeed.
      Highlight commitment to DEI: if you’re doing great things, let people know. Your stance on DEI is a source of competitive advantage, so use it. Publicize benefits, policies, and processes that show what you’re doing.
      Be transparent: employees want to know you’re making progress, so be transparent with successes and highlight challenges. Every organization can – and should – do more.
      Audit the hiring process: diversity isn’t what you say but what you do – so ensure inclusive hiring processes are embedded at every level. From the application to the interview, your staff should recognize and respect differences.
      Revitalize the talent pipeline: engage with new groups, advertise in new places, or work with experts to find candidates with the skills you need.
      Don’t stop at inclusive hiring: companies serious about DEI ensure there’s support at every step for new hires and existing staff. Leadership and development programs support underrepresented talent from early career entrants to the boardroom. Staff should be free to share their views, and employers must listen to their voices.

      Overall, we’re encouraged to see employers making changes to create a positive working environment that recognizes and rewards differences, because, in the end, we all benefit. Our survey shows that an open and accepting culture, and the policies to back it up, are critical to attracting the best talent.
      By Claire Barnes, Chief Human Capital Officer at Monster and Global HR Lead, Randstad Enterprise Group. 
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      in Talent Acquisition

      The 6 Core Values to Attract Applicants

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      It’s no secret that UK firms across multiple sectors are struggling to find the right candidates. There are many reasons for this, including long-term skills shortages, but something that firms can do to stand out from their hiring competition is understand what motivates candidates and make sure their recruitment messages communicate what candidates want to know. What was important to employees previously is less so to many now. Our recent (November 2021) Monster Survey found that support and care for employees is the number one criterion for choosing and remaining with an employer in the UK, and we believe that the pandemic is at least partly responsible for this focus.
      Our study shows a positive and caring working environment is more important to candidates than higher pay to UK jobseekers. Quality applicants are discerning, assessing each company according to six core values. Businesses that can show they care and provide a stimulating environment have a competitive advantage in the battle for top talent. Those who fail to act, or communicate effectively, are at risk.
      The pandemic has changed priorities and fundamentally altered our relationship to work, according to the Monster survey. A healthy pay packet may have been the priority in the past, but today, organizational values are now most important to employees of any age. An incredible 60% of employees want to know what a business stands for before applying for a role.
      The accelerating economic recovery has intensified recruitment urgency, and employers must act. Our research suggests that what you say to potential candidates, how you say it, and when will significantly impact your success at attracting and retaining talent.
      In the post-pandemic world, a larger pay packet isn’t enough. Companies must learn to communicate effectively and authentically, creating a positive employer brand for their business that employees can believe in.
      Six core values to attract applicants
      Our study ranked the six workplace values that candidates use to judge current and future employers. These are the questions applicants want answers to before they take the first step.
      As an employer, ask yourself, are you doing enough?

      Care. Is it clear you care for your employees as well as your customers? Do your benefits and workplace culture show that you support your workforce and go above and beyond to make sure you have a healthy and vibrant workplace?
      Interest. Do you offer a stimulating, interesting work environment matched with innovative employment policies and procedures? How does what you do add value to society?
      Social. Does your employment atmosphere promote teamwork and camaraderie? Do people collaborate on cross-departmental projects? Does the company host social events and family days?
      Economic. Economic values are more than just salary. Is your business financially secure? Is your pay competitive? Do your benefits offer value?
      Development. Do you invest in upskilling your employees, recognize their achievements, and provide opportunities for career enhancement? Are there clear paths to promotion?
      Application. Can candidates use their skills and knowledge to contribute to the company beyond their job description? Are employees encouraged to bring ideas in an open forum? Is innovation rewarded?

      These values apply across generations, with care being the most important factor for Gen-Z, Millennials, and Gen-X. Boomers, approaching the end of their careers, are understandably motivated by money, but care comes a close second.
      Working environment, employee experience, and employer engagement are critical factors for workers of all generations in deciding whether to apply for a new job – or stay where they are.
      Be vocal about values
      In a market with over a million open UK vacancies candidates have a wider choice of roles than ever before, it’s too late for employers to leave discussion of essential issues until selection starts. In today’s economy, candidates are in the driving seat.
      Applicants want to know the attitude of potential employers to these criteria before they will even consider working for them, but employers are failing. Many aren’t living up to the values and practices employees want to see and are unable (or unwilling) to communicate what they are doing authentically and effectively.
      Our study has demonstrated that the problem isn’t necessarily with the business but the employer brand.
      Your company’s actions must embody your values, and your employer brand must express them. Monster research has found that 69% of job candidates say they would not take a job with a company with a bad reputation – even if they were unemployed.
      Employers must positively promote their culture and values. Communicating with them must become a core part of the recruitment process and a strategic priority. Why? Because job seekers are consumers. Faced with several businesses saying the same thing, they’ll seek our brands with shared values.
      The survey results establish that authenticity is key. A strong employer brand needs to be more than virtue signaling. In a world where businesses and brands are increasingly keen to take an active social stance, just 42% of staff felt employers should share a public viewpoint on an issue, with 58% preferring a neutral approach. Polarising topics such as Brexit have caused significant societal friction, and it’s perhaps understandable that employees prefer businesses to remain silent.
      Your employer brand can humanize your company. Stripping out the corporate messages and communicating your core values will make the difference.
      Putting it into practice
      Monsters Chief Human Resources office, Claire Barnes summarizes the key issues, what employers can do, and what steps Monster has taken.
      “The Pandemic has, of course, been hugely stressful with much uncertainty for many people. People have had very different work experiences. From frontline workers who worked the whole way through to those furloughed for months at a time. Many being able to work from home and, of course, those who lost jobs due to redundancies or businesses closing. It’s no surprise that people’s experience, how work made them feel, is shaping their attitudes. It is a valid question for candidates to ask of a company “how did you support your employees during the pandemic?”
      One of the vital lessons we must learn from the pandemic is that we can’t assume we know our employees’ feelings. Instead, we must recognize a gap between what we, as leaders, believe and what we know.
      We’ve faced the same challenges in engaging existing employees and attracting the best talent at Monster. So we’re putting wellbeing at the center of our human resources strategy and approach. In practical terms, we’re offering employees the freedom and flexibility to work how they want. We’ve changed our benefits and policies to support the shift and focused on the importance of self-care for everyone.
      We’re a business and brand that lives its values, but we’re always searching for ways to improve what we do and how we do it. In the battle for the best talent, we’ve reviewed, refreshed, and refined our brand to appeal to jobseekers – and we recommend other companies should consider doing the same.
      By Rod McMillan, Marketing Manager, Monster UK
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