September 2021 Newsletter
Welcome Back &Carry On!
Now that the summer holidays are over and lockdown restrictions have lifted, it is almost back to normal and the rest of 2021 is due to be a really busy time for everyone!
Firms are still trying to establish what “hybrid” working patterns works best for their employees as well as for moving their businesses forward.
From what we are hearing from candidates who are looking for their next career move (These are Cyber, Software Development and IT professionals who are currently employed) is that they are looking to move to firms who have a sense of “belonging”, firms who not only have a company ‘culture’, but a real sense of caring and belonging towards their employees!
We would be delighted to talk (as they say “it’s good to talk”!) with you to discuss your Cyber, Software Development & IT skill needs, but more importantly, in a very tight ‘talent war’, we would love to engage with you to establish your “belonging” which is going to give a true difference against your competitors!
Welcome back and enjoy the rest of 2021, it is going to rush by very quickly…..
David Gadd
Director of Talent Acquisition. Providing: Cyber, Software Development & IT Professionals – Linkedin Profile
Companies Who Focus On Their Workers Will Win The War For Talent
Smart, forward-thinking companies are in a stealth war for talent in this new post-pandemic return-to-work environment. The way in which they manage the great reset will either make them leaders in their space or fall by the wayside.
There is an undercurrent to the hybrid and remote-work trends that CEOs and executives are not talking about. Many don’t have their eyes on the ball. They obsess over how many people may work at home. They quibble over the amount of time a person should be in the office—debating whether it’s two, three days or more. Most CEOs are playing the wrong game. Progressive companies are using the reopening to brand themselves as the best place for people.
In light of the sudden need for talent, workers and job seekers will have the upper hand. You will be able to find more jobs compared to six months or a year ago. Instead of ghosting candidates, they’ll have to cater to them. Hiring managers will need to roll out the red carpet and concede to the demands of those on the job hunt. If companies don’t appease the job applicants, they’ll go elsewhere, as there will be more opportunities available.
We are entering a new and exciting paradigm. The trends show that both the way we work and where we work will radically change within the next six months. These developments could be a boon for workers, as they may no longer have to endure long, tedious commutes and will be able to spend more quality time with their families.
Companies benefit from a significant reduction in real estate costs. Having happier and more empowered workers could lead to enhanced productivity, which will improve the bottom line for their corporations.
Full article from Forbes here.
The Era of Wacky Perks Is Dead
| It’s unclear whether office perks were ever important to retaining employees, since there’s very little data about that. But what is clear is that today’s young workers care primarily about how they are treated by their managers. Danielle LaGree, an assistant professor of strategic communication at Kansas State University who led the study, says past research has found that there are two types of respect that employees experience. There’s “respectful engagement,” which refers to being a good member of the team and doing a good job; and “autonomous respect,” which has to do with feeling respected for who you are beyond your position. In the survey, the researchers found that both kinds of respect matter to employees, but the latter matters more. And interestingly, this was true across all industries surveyed. “Autonomous respect is a lot more meaningful to employees, and they want to earn that respect through the interpersonal communication with those that manage them,” LaGree says. Previous studies have found that most managers aren’t properly trained to be leaders, says LaGree, whose recent study suggests that there should be more focus on developing communication skills among managers. She says that leaders need to take the time to get to know their team members—and not just in the context of how they perform their jobs—which means learning more about their interests and passions outside of work. Leaders can then help nurture these workers across many dimensions. If an employee is passionate about writing but doesn’t get to do much of it in their current position, a manager might offer to send that person to a writing class instead of a traditional conference. “They can invest in employees’ personal development, in addition to professional development, to help them become better citizens of society,” she says. LaGree says this kind of respectful communication is crucial to establishing a positive workplace culture that cultivates employee loyalty. “It might be that fun work perks like ping-pong tables and beer on tap are effective at attracting new talent when you walk them through the office,” she says. “But over time, they see through all of that. In terms of engaging these employees and retaining them over time, they want their leaders to advocate for them. Part of doing that is showing them respect.” For a few years, companies seemed like they were trying to outdo one another with a slew of over-the-top perks. But there’s little data to suggest things like on-site dry cleaning and barber shops promote long-term worker happiness. Indeed, some have argued that these benefits actually have a darker side, since they’re designed to keep employees at the office, at the expense of any work-life balance. But the pandemic has forced some companies and employees to rethink workplace perks altogether. After a year of being remote, some workers now say they value flexibility and autonomy more than gorgeous office decor and free food. Regardless of how work evolves in the future, LaGree believes that workers will continue to prize respect, and suggests that companies make workers feel like valued members of the organization, which in turn helps give their work meaning. “We need to respond to these young workers’ need for meaningful work,” she says, “contributing not just to the bottom line of the organisation, but also its purpose.” Full article from Fast Company here. |
