Creating a Values-Based Interview Framework for More Equitable Hiring
This UK airport wanted to create a more standardised process for interviews based on their organisational values. As their long-time RPO partner, PeopleScout’s Assessment Design team created a values-based interview framework to support hiring for six levels of seniority from entry level to director.
Situation
The airport’s talent acquisition leaders noticed that different teams across their organisation were conducting different types of interviews. They wanted to create a standardised process for interviews, which both measured potential and ensured fairness. They also wanted to embed their company values into their assessment process to secure talent who are in alignment with their organisational culture.
This company turned to their RPO partner, PeopleScout, to transform their values into a multi-level interview framework.
Solution
Our Assessment Design team got to work conducting desk research into the client’s existing values and created a template which was populated throughout the project. Consulting with the client in an iterative way, the designers set clear definitions for the values and created a collection of questions for each value. The client’s team reviewed a variety of options for interview question styles and decided what worked for them.
These questions also corresponded to six levels of seniority—from entry level to director—totalling 36 banks of question. The question banks were organised in such a way that interviewers at the organisation could easily pick and mix questions for their needs. We also delivered scoring criteria to ensure fairness for all candidates.
Results
In the recruitment process, the new values-based interview framework has standardised and streamlined the interview stage. Now, our client is building the questions into an internal tech platform to make the interview process even easier for hiring managers.
Beyond recruiting, the new framework has applications across the entire organisation to help employees understand how the organisation’s values are manifested in their role. This has catalysed a cultural change within the organisation as employees at all levels are thinking more about how they embody this company’s values in their daily work.
At a Glance
COMPANY: UK Airport
INDUSTRY: Travel & Tourism
PEOPLESCOUT SOLUTIONS: Recruitment Process Outsourcing, Talent Advisory
ABOUT THE CLIENT: This UK airport has nearly 75,000 employees, making it one of the country’s largest single-site employers.
Changing Perceptions Across Asia with a New Employer Brand for a Beverage Manufacturer
A global beverage manufacturer and distributor engaged PeopleScout for a localized EVP and employer brand to boost their reputation amongst emerging talent in several markets across Asia.
Situation
This global beverage manufacturer and distributor engaged in an internal strategic review of their corporate vision and purpose, which led to looking at their corporate brand and strategy for the future. The company’s people and culture team delved into how to ensure everyone in the organization is aligned with the strategy and how they could contribute to the business’s future success. Having developed a global employer value proposition (EVP) to support the strategy, a critical part of the roll out was to ensure it resonated with the specific cultural nuances of the APAC labor market, spanning such diverse countries as China, Japan, South Korea, India and Vietnam.
The client engaged PeopleScout’s Talent Advisory team to localize their overarching EVP and employer brand to make it relevant for the candidate audience in each APAC market. It needed to be flexible in order to help them navigate cultural differences, target specific talent segments and address local recruiting challenges.
The majority of the organization’s recruitment in APAC is for early careers and graduate talent, with roles in sales, marketing, product development, technology, consumer insights and more. There were five main challenges at play:
Emerging talent viewed working for this organization as a short-term option, not as a destination for a long-term career. Misperceptions about consumer goods brands in the region meant that people saw the beverage manufacturer as a place where early careers talent thrives, rather than where all talent thrives.
In some Asian markets, there’s a lot of pressure on early careers employees to choose the right career. The consumer goods industry is not seen as a prestigious career path.
Cultural sensitivities around alcoholic beverages—which this client specializes in—created an additional challenge to overcome in some of their Asian markets.
The beverage manufacturer owns a portfolio of multiple well-known consumer brands and different brands are stronger in different markets. But, the client’s corporate employer brand itself is not well known. They needed to find a way to capitalize on their consumer brands to create recognition for their employer brand.
The beverage manufacturer was struggling to recruit for emerging roles in fields such as digital and data science, as their brand was not associated with these types of jobs.
We set out to create a new employer brand that would help the client better manage candidate expectations, inject authenticity into their messaging and solidify what they had to offer emerging talent in APAC.
Solution
We started with a comprehensive exploration of data from multiple sources including competitive analysis, industry benchmarking, employer review sites, campus surveys, employee engagement surveys and exit interviews. Through the rigorous analysis of qualitative and quantitative data, we identified gaps and opportunities for each market.
We also conducted visionary interviews with leaders in APAC to understand how they were executing the corporate strategy locally and how local culture in their various markets would impact this vision. This helped us to understand the aspiration for the employee experience and the behaviors that the business needed to achieve success.
Then, we spoke to employees across key talent groups and demographics through a series of focus groups to understand their real working experience. From conducting previous projects in Asia, we knew that we had to be creative in the ways we gathered insights to respect cultural norms while still gathering good intel. We came away with a clear picture of what attracted and motivated talent across career stages and cultures as well as what could lead to attrition.
With this in hand, we built an EVP framework that laid out the “give and get” for employees in each market. The framework was designed to leverage the corporate EVP whilst being flexible enough to resonate in each country. Certain messages could be dialed up or down to match the attractors and motivators for talent in each country. We rigorously tested the framework with employees in each market to stretch and test each brand pillar and ensure the EVP was both robust and future-proof.
The next stage was to bring the employer brand to life with a universal creative platform for the APAC business tied to the manufacturer’s consumer brands in markets where the group brand was unknown.
To create sharable content for the client’s careers site and social media channels, we interviewed more employees, gathering stories to boost authenticity through both written and video content.
Outputs
As a result of the employer brand engagement, PeopleScout produced the following outputs for the beverage manufacturer:
A robust, validated EVP framework with clear promises for talent in each Asian market.
Insights into key attractors and motivators for each talent segment to inform their future sourcing strategy.
An employer brand and messaging framework to inform talent attraction campaigns.
Localized recruitment marketing toolkit for each country to activate their new employer brand for various languages and cultures.
A roadmap for people and culture initiatives to drive employee engagement and retention.
Recruitment marketing collateral to support campus recruitment in China for the next academic year.
At a Glance
COMPANY: Global beverage manufacturer
INDUSTRY: Consumer Goods
PEOPLESCOUT SOLUTIONS: Talent Advisory
LOCATIONS: China, Japan, South Korea, India and Vietnam
Global talent solutions providing unmatched scalability to meet the professional, specialist, volume and contingent hiring needs of organizations of all sizes and sectors.
PeopleScout Amplifiers™: Sure Start for Retention & Onboarding
As part of our suite of modular recruiting solutions, Amplifiers™, PeopleScout Sure Start is the ultimate onboarding and retention powerhouse, designed to ensure that new hires not only start on their first day but also feel valued and engaged from the get-go. With a perfect blend of personal attention and technology, PeopleScout Sure Start keeps your new joiners excited, reducing early turnover, boosting productivity and creating a path to success for all your new team members.
As the world of work transforms, the healthcare industry is at the epicenter of change. The industry is growing rapidly and facing a healthcare talent shortage and skills gaps. At the same time, the accelerating pace of medical and technological advancements means medical professionals must constantly adapt to new breakthroughs and changing expectations. Talent acquisition and HR professionals need to be ready to meet the growing challenge. To do so, they must understand the full picture of the healthcare talent landscape.
Is a Generational Change Creating a Healthcare Talent Shortage?
The industry is facing challenges in both supply and demand. Hospitals and Health Networks magazine calls the generational change “the most powerful force operating in our health system right now.”
On the supply side, the baby boomer generation is reaching retirement age, and according to Becker’s Hospital Review, one-third of practicing physicians are more than 55-years old and nearing retirement. Replacing doctors and surgeons who have decades of experience is challenging, as those earlier in their careers lack the years of training, education and on-the-job hours. The next generation in the workforce, Generation X, is relatively small. While the millennial generation is the largest generation in the workforce, the oldest millennials are nearly 40 years old, and some of Gen Z are too young even to start medical school. As baby boomers retire, these generations will have to fill that gap.
Dig Deeper
How RPO Can Solve The Top Challenges In Healthcare Talent Acquisition
On the other side of this equation, the overall population is aging, with 10,000 Americans turn 65-years-old every day. Caring for an aging population will require even more healthcare professionals.
As baby boomers age, the demand for healthcare is increasing, including home health services, long-term and aged care. Chronic conditions like heart disease, diabetes, cancer are becoming more common with nearly half of the American population suffering from a chronic illness. According to a study JAMA Internal Medicine, , baby boomers have a longer lifespan but higher rates of hypertension, high cholesterol, diabetes and obesity. This means the largest generation to reach retirement age will likely also need more healthcare than any previous generation
The Healthcare Talent Shortage
The aging baby boomer generation is fueling industry growth. The healthcare industry is predicted to be the largest driver of growth in the U.S. economy through most of the next decade. Yet, most healthcare organizations continue to experience strains as the healthcare talent shortage increases. This is a multi-pronged issue driven by increased demand, retirement, burnout and a lack of new healthcare professional entering the field complicating healthcare recruitment.
And experts predict the healthcare talent shortage will only get worse. The Bureau of Labor Statistics (BLS) projects that the country will face a shortage of 195,400 nurses by the year 2031. While doctors and nurses are the most visible employees in the healthcare industry, growth in the industry will impact positions throughout the sector. An increase in patients, hospital visits and appointments will call for more support staff, like clinic support, medical technicians, billing and coding professionals and even non-clinical hospital staff like janitorial and food service.
Laboratory technicians are facing many of the same labor challenges as physicians and nurses. Many are reaching retirement age, and retirements are expected to accelerate. Replacing them will tough, as the number of students graduating from laboratory technician programs is declining.
Plus, due to a shift towards home-based care, home health aide shortages are projected to grow significantly. The BLS predicts that the number of openings for home health and personal health roles will increase 37% by 2028.
Less visible roles are also impacted by healthcare talent shortages. The medical coding profession has been plagued for years by a shortage of coders. Job growth for the position accelerated after the implementation of the Affordable Care Act, and experts expect that growth to continue along with the rest of the industry.
A Transforming Workplace
In addition to the healthcare staffing challenges, the healthcare industry is not immune to the changes impacting organizations across the country—like the digitization of services and the growing gig economy. The healthcare industry is always experiencing change due to technological advancement, medical research and new regulations. However, to adapt to these trends, organizations will need to seek out talent in different ways and find people with new skill sets.
Use of telemedicine and virtual care expanded during COVID-19 and are continuing to rise as a way to improve access. Jobs in these types of workplaces require different technology and communication skills than more traditional hospital and clinic jobs.
While many think of the gig economy as a place for creatives or rideshare drivers, the contingent workforce is taking on a greater role in healthcare. SIA reports that hospitals are turning to contract physicians and traveling nurses to deal with the talent shortage. Some practitioners are turning to this freelance work to boost their earning potential, and the system helps increase staffing at rural healthcare facilities that struggle with healthcare recruiting.
Large hospitals are also bringing in a greater share of doctors due to consolidation within the industry. Since 2019, over 100,000 private practice doctors have transitioned into employees of larger corporate healthcare organizations. Nearly three-quarters of physicians are part of larger healthcare systems in the U.S., a record high.
A Necessary Response
To remain competitive in this challenging talent landscape, healthcare organizations must take a proactive approach to planning their workforces, sourcing and recruiting talent, retaining workers and appealing to millennials and Generation Z workers who will fill the roles of retiring baby boomers.
With labor shortages and intensifying talent scarcity, hiring challenges are only increasing, impacting all industries. To tackle these hiring difficulties, many leaders look to external solutions like expanding their talent pool or enhancing their employer brand. However, one of the most effective and sustainable solutions is already inside your organization. Developing existing employees through internal mobility is key to filling skills gaps now and in the future.
Keep reading to learn more about internal mobility, why internal mobility programs are crucial for future success and how you can leverage reskilling and upskilling programs to facilitate internal mobility at your organization.
What is Internal Mobility?
The goal of internal mobility is to match your existing talent to open positions through internal transfers, job rotations, secondments and promotions. An internal mobility program is a structured process that facilitates the movement of employees, both vertically to higher or lower positions as well as laterally between roles at the same level. These programs are often anchored in reskilling and upskilling initiatives focused on developing employees’ skills and capabilities to meet evolving organizational needs.
Reskilling programs aim to provide training to help employees gain new skills that allow them to transition into different roles or business areas. For example, a finance employee can reskill to learn data analytics and move into a business intelligence role.
Upskilling programs focus on building additional skills and competencies related to an employee’s current role or expanding their knowledge in their field. For example, a marketing manager can upskill their digital marketing capabilities in social media and digital advertising platforms to take on a more strategic role in the department.
The Benefits of Internal Mobility
A strategic focus on internal mobility provides both talent management and bottom-line benefits for an organization, including:
Improved employee retention and engagement: Providing clear paths for career development and advancement within the company increases employee satisfaction and loyalty. Employees feel valued and motivated when they see opportunity for upward or lateral mobility.
Stronger talent pipeline: An internal mobility program creates a robust pipeline of qualified candidates for open roles from within. According to research from LinkedIn, organizations that leverage skills-first hiring expand their talent pool by nearly 10x on average compared to those simply looking for similar job titles or industry experience.
Cost savings: It is typically more cost effective to fill a position internally rather than externally recruit, onboard and train new hires. Internal mobility is a strategic talent management approach.
Improved performance: Internal candidates have organizational and cultural knowledge, so they are often able to transition and ramp up faster in new roles. Data from Spotted Zebra shows that internal movers reach competence 20% faster than external hires and are twice as likely to be rated as top performers in their role.
Improved diversity: Internal mobility provides opportunities for improved representation and diversity in leadership by developing and advancing talent from within.
Agility and flexibility: Having an internal bench of qualified candidates enables organizational agility to swiftly mobilize talent to meet emerging needs.
The Lack of Investment in Internal Mobility Programs
Despite the benefits, internal mobility is not being prioritized by most HR leaders. Given the challenges recruiting skilled talent, we expected to see internal mobility as HR leaders’ default strategy to tackle skills shortages. However, through our research report, The Skills Crisis Countdown, we found that nearly a third (30%) of HR leaders admitted they simply do not view reskilling and upskilling as a priority and only 37% of organizations have formal reskilling and upskilling programs in place. Even in areas of high priority like technology advancement, there appears to be a lack of focus on mobility and development. When we asked HR leaders about how they’re preparing their workforce for the implementation of new technologies, only a fifth (20%) said they’re investing in upskilling initiatives to enhance current employee technological skillsets.
The lack of skills development is echoed by employees. A quarter of employees report their employer has not been offered opportunities to upskill or reskill. A third (34%) of workers have doubts about how their skills will keep pace with new technology and automation. With transformations on the horizon for many roles due to technological advancements, ensuring employees’ skills evolve along with their jobs is essential for organizations.
The Key to Internal Mobility: Reskilling and Upskilling
Ongoing reskilling and upskilling of employees is crucial to enabling effective internal mobility. As business needs evolve and new technologies emerge, employees’ skills and competencies must also progress to keep pace. Providing internal development opportunities allows employees to gain the updated capabilities required for critical roles, increasing their eligibility and readiness to transition into new positions. By making learning core to the culture, reskilling and upskilling initiatives ensure organizations can source top talent from within.
Implementing Successful Upskilling
For your upskilling programs, you need an accurate understanding of your employees’ current skills and future needs. Our research showed most HR leaders rely on subjective manager feedback rather than taking a data-driven approach.
To get ahead of emerging skills gaps, perform a skills audit and compare that to how your existing roles will evolve in the coming years. Identify both the competencies your employees need to be effective in their roles as they develop into the future and any deficiencies they have now.
Once you understand the lay of the land, you can develop continuous upskilling initiatives to grow your employees’ high-value skills over time in alignment with technological advancements. Proactively upskilling employees will keep your workforce on the cutting edge of skill set transformations.
Implementing Successful Reskilling
Reskilling programs also require an understanding of the existing capabilities of your workforce and the required competencies for emerging roles. This allows you to accurately match employees to opportunities they can transition into successfully.
Rather than relying on subjective manager interviews, utilize skills-based assessments. This provides data-driven insights into employees’ technical aptitudes and behavioral strengths. You can then align these skill profiles with the requirements of your new roles.
For example, PeopleScout partnered with a global financial services company to take a skills-based approach for a major digital transformation initiative. By identifying the best candidates for reskilling, we helped employees move from declining customer service roles into new tech-focused positions, saving the company $2 million in exit costs and reduced training dropouts dramatically. The company gained the critical future-focused skills it required while providing career growth opportunities to its valuable existing employees.
Internal Mobility & RPO: Your Partner in Sustainable Workforce Planning
Over half (56%) of HR leaders report resistance to change within their organization when faced with the prospect of what they mistakenly believe can only be a huge, C-suite-led project that spans the entire talent lifecycle. However, as a leading RPO partner PeopleScout is perfectly positioned to provide the strategies and technology to embed and scale a skills-based approach.
By leveraging an RPO provider’s expertise and resources, organizations can maximize the return on investment in internal mobility initiatives. According to Everest Group, over half of RPO engagements include some element of internal mobility. The RPO acts as a strategic talent advisor focused on improving talent mobility with strategies like:
Skills gap analysis: An RPO provider can perform a skills audit to assess current capabilities versus required future skills and identify reskilling needs to inform development programs. They can also provide market intelligence to help you understand the skills available within your talent markets as well as salary requirements so you can make informed decisions.
Internal candidate sourcing: Your RPO partner can source and screen internal candidates for open roles to identify top talent for mobility opportunities.
Career mapping: RPO experts can map career paths, succession plans and competency requirements for critical roles to guide internal development.
Development program design: An RPO provider can help design and implement reskilling, upskilling, job rotation and mentoring programs to build enterprise talent. Plus, they can administer and manage the end-to-end internal mobility program from sourcing to placement as well as provide project management.
Change management: RPOs can provide guidance on change management strategies to gain buy-in and promote a culture of internal mobility. Plus, they’ll provide data, analytics and reporting on program effectiveness and opportunities to fine-tune strategies.
Technology consultation and implementation: RPOs can recommend and implement skills management platforms and talent mobility platforms to enable seamless movement and track program metrics.
Filling your organization’s talent gaps begins with the workforce already inside it. But this untapped talent potential can only be leveraged through strategic, skills-based internal mobility programs. Your existing workforce could provide the talent solution you’ve been searching for. By partnering with an RPO on reskilling and upskilling initiatives, you gain strategic expertise to build a future-ready, skilled workforce.
Reskilling for Tech roles Results in $2.5M in Savings for Global Bank
PeopleScout helped a global financial services company in their digital transformation efforts with a reskilling program to move employees from declining customer service roles to tech and digital roles.
150customer service staff redeployed to tech roles in pilot program
5,000more employees will be reskilled following the successful pilot
70%reduction in reskilling cost-per-person achieved
Situation
A large global financial services company needed to undertake a major digital transformation program, which required new digital and tech skills. With the growth of online and digital channels, in-person transactions through bank branches and call centers have declined. The organization needed to acquire hard-to-find tech and digital skills to grow and maintain digital banking tools while leveraging the existing company knowledge of employees in declining customer service roles by reskilling them into new high-growth roles.
Reskilling efforts focused on developing new hard skills, so finding the best candidates meant identifying those with the soft skills most aligned with the new job opportunities. Previous efforts by the financial services organization to assess candidate suitability for reskilling were led internally and included multiple, time-consuming line manager interviews. Of even greater concern, around a quarter of those who began the reskilling program dropped out.
Solution
As their long-term RPO partner, PeopleScout worked with the client and skills-platform provider Spotted Zebra to create a skills-based approach to reskilling, helping the organization to assess customer service staff in bank branches and call centers to find ideal candidates for its tech skilling program.
We identified individuals who had a strong motivation to reskill, high levels of adaptability (a predictor of future potential) and a strong alignment with the behavioral skills required for success in the role. A skills profile was created for all the growth roles, and employees were assessed against them to identify which role was the best fit.
Results
Through an initial pilot, the company redeployed over 150 people from declining roles who would have been made redundant to tech jobs, saving around $2.5 million in exit costs.
The company is expanding the reskilling program to move over 5,000 employees into new roles with one year.
By identifying those individuals who are a better behavioral fit for reskilling opportunities, the number of dropouts from the training program dropped dramatically, resulting in a savings of in training and development costs.
The new approach is more effective, simplifying the process in a fair and consistent way. The company has saved a considerable amount of manager time and reduced the reskilling cost-per-person by 70%.
Crucially, the reskilling program means the organization’s digital transformation project is on track, with reskilled individuals moving into mission-critical digital roles that would otherwise go unfilled.
Skills in the workplace are evolving faster than ever thanks to advances in AI, the greening of the economy and shifting demographics. But, our latest research, The Skills Crisis Countdown, shows that HR leaders seem oblivious to the urgency of the coming change.
Nine out of 10 of HR pros surveyed said up to half of their workforce will need new skills within the next five years. Yet, only 7% are actively investing in reskilling programs right now, and 45% admit they have no plans underway to prepare their people for the shifting skills landscape.
Our data quantifies the massive disconnect between awareness of looming skills gaps and action being taken to reskill workers. Check out the infographic below to see the stats and get ahead of the curve on developing a future-ready workforce.
By Simon Wright, Global Head of Talent Advisory Consulting
The workforce skills landscape is transforming at blinding speed. Automation, AI, sustainability initiatives, demographic shifts—global forces are conspiring to make skills gaps and talent shortages more acute by the day. Don’t think it’s moving that fast? Well, the World Economic Forum predicts that a jaw-dropping 85 million jobs could sit vacant by 2030, resulting in $8.5 trillion in lost revenue.
The very meaning of “skills” is shifting beneath our feet. Skills requirements have already changed 25% since 2015, and experts forecast 65% more change by 2030. However, companies still rely heavily on degrees and experience over skills when it comes to making hiring decisions. No wonder we’re careening towards a global skills crisis.
PeopleScout partnered with skills-based workforce management platform provider Spotted Zebra to survey over 100 senior HR and talent acquisition leaders globally, plus over 2,000 employees worldwide, to compare perspectives. Our new research report, The Skills Crisis Countdown, maps the skills landscape and diagnoses the disconnects between employers and their workforce.
Read on for some key findings from our report.
HR Leaders are Ill-Prepared for the Skills Crisis
According to a study by PwC, 40% of global CEOs believe their business will be economically unviable in 10 years unless they reinvent for the future. Our study revealed that nine out of 10 HR leaders believe that up to 50% of their workforce will require new skills to effectively perform their job in the next five years. Yet, when asked if they are currently undergoing or planning a workforce transformation initiative in the next three years, nearly half (45%) of HR leaders admit to having no plans to undertake one.
So, in other words, half of employees will soon be underprepared for the future, but most companies have no strategy in place to address the issue.
According to LinkedIn, 84% of members are in occupations that could have at least one quarter of their core skills affected by generative AI (GAI) technologies, like ChatGPT. So, how are HR leaders preparing for this digital transformation and the AI era? Shockingly, a full third (34%) say they have no preparations in place to prepare for new technologies. Those who are preparing emphasize bringing in outside talent rather than reskilling existing employees.
Industry Composition by GAI Segment Percentage of LinkedIn Members by Industry
(Source: LinkedIn Economic Graph Research Institute)
This is likely because they lack an understanding of the skills they have within their existing workforce. Our data revealed that 68% of organizations identify skills from manager feedback, which is highly subjective. So, it’s no surprise that 56% of employees think their skills are underutilized in their current roles, and 61% think there are other roles in their organization where their skills could be utilized.
An unprecedented skills revolution is barreling down the tracks, but companies are fast asleep at the switch. It’s time to wake up and get employees future-ready or risk a global skills crisis and talent scarcity for decades to come.
Digital & Tech Skills Gaps are Widening but Tech Skills are Viewed as Unimportant
Both employers and employees dangerously underestimate the importance of tech and digital skills. In our survey, both parties listed tech and digital literacy skills with low importance. With the skyrocketing demand for tech and digital talent, this does not bode well.
Mobile apps, ecommerce and digital transformation have made technology integral to every corporate strategy. However, supply isn’t keeping up with demand. McKinsey analyzed 3.5 million job postings in high-tech fields and found there’s a wide divide between the demand for tech and digital skills and the qualified talent availability. The most sought-after skills have less than half as many qualified professionals per posting compared to average global figures.
No wonder 63% of HR leaders in our survey admit they struggle to recruit the skills they need. Closing tech and digital skills gaps through recruitment alone is no longer sufficient. So, we were concerned when our research showed that 73% of the workforce haven’t been offered opportunities to reskill.
Organizations must invest in helping their employees evolve their skills via reskilling and internal mobility to cultivate digital and tech literacy across their entire workforce.
Case Study: Reskilling in Action
The Challenge:
A large global financial services company needed to undertake a major digital transformation program. The organization needed to acquire key digital and tech skills while leveraging the existing company knowledge of employees in declining customer service roles by reskilling them.
Previous efforts by the organization to assess employees’ suitability for reskilling were led internally and included multiple, time-consuming line manager interviews. Of even greater concern, around a quarter of those who began the reskilling program dropped out.
The Solution:
The bank worked with their long-time RPO partner, PeopleScout, and Spotted Zebra to assess customer service staff in bank branches and call centers to find ideal candidates for its tech and digital skilling program. Skills profiles were created for tech roles, which employees were assessed against to find the best fit.
The Results:
Redeployed 150 people, saving over $2.5M in exit costs
Saved over $350,000 in training and development costs
Reduced time investment by hiring managers
Reduced the reskilling cost-per-person by 70%
Employees Don’t Feel Confident in their Skills for the Future
A third (34%) of workers have doubts about how their skills will keep pace with new technology and automation. Meanwhile, just 17% of organizations are offering targeted reskilling programs for existing employees.
Where are HR Leaders Deploying Skills-Based Practices?
(Source: PeopleScout and Spotted Zebra)
This imbalance spells disaster. As change overwhelms existing skill sets, most workers will begin to feel unsure of their career paths or left struggling to stay relevant.
Investing in reskilling makes solid business sense. We must bridge the gap between workers anxiously facing uncertainty and leaders failing to invest in their resilience. HR leaders who empower their workforce with adaptable skill sets today will drive continued success in times of swift and sweeping change.
Finding a Talent Partner to Support Your Skills Transformation
The agility to match emerging skill requirements will soon become a competitive necessity. If you haven’t started your skills-based transformation, now is the time.
In our survey, one in two HR leaders admitted to a lack of understanding of skills-based practices. If you’re struggling to understand how to take advantage of skills-based practices in your organization, PeopleScout is here to be your guide.
As a recruitment process outsourcing (RPO) partner, we can help you understand the skills within your existing workforce as well as the external market supply and demand. We offer solutions across the skills agenda, from skills-based talent intelligence and market insights, building skills frameworks, and creating skills-based success profiles to redesigning recruitment processes, skills-based hiring strategies, and helping you maximize the potential of your existing workforce.
To learn more about PeopleScout’s skills-focused talent solutions, get in touch.
[On-Demand] The Ticking Talent Clock: Is Time Running Out to Address the Skills Crisis?
With the rapid advancement of AI, accelerated digitalization and the greening of the economy, businesses are grappling with the changing nature of work—how we work and the types of jobs we do. In fact, a new research report from PeopleScout and Spotted Zebra, The Skills Crisis Countdown, reveals that nine in 10 HR leaders believe that up to half of their workforce will need new skills to perform their jobs in the next five years. Yet, only less than one in 10 say they are actively investing in reskilling programs.
Are HR leaders running out of time?
Join PeopleScout’s Global Head of Talent Consulting Simon Wright and Spotted Zebra’s Chief Customer Officer Nick Shaw as they delve into the key findings from the research, lay bare the skills crisis and show why the clock is ticking for HR leaders.
In the webinar, Simon and Nick cover:
How organizations are addressing the mismatch in skills demand and supply
The current state of skills utilization, skills-based hiring and the need to expand talent pools
Strategies for improving talent mobility (including case studies and success stories)
Practical steps you can take to transition to a skills-focused model
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