PeopleScout UK Jobs Report Analysis – February 2019

The level of those working in the United Kingdom is at its highest point since comparable records have been kept. This is just one of the positive historic milestones reported in the February Labour Market Report released by the Office for National Statistics.

  • Wages rose 3.4%, the highest year-over-year level in more than a decade.
  • The number of people working in the UK rose by 167,000 to 32.6 million. This is the highest figure since records began in 1971.
  • The unemployment rate remained at 4.0%, the lowest rate since the three months spanning December 1974 to February 1975.
  • At 3.9%, the unemployment rate for women fell below 4% for the first time since records have been kept.
  • 444,000 more people were working in the UK than a year earlier.
  • 870,000 job vacancies were reported, the highest since comparable records began in 2001.
UK Jobs Report Analysis - February 2019

Where is Brexit’s Impact on the Job Market?

Another monthly report with record-breaking employment numbers seems to indicate that Brexit has not yet had an impact on the UK’s employment situation. However, as 29 March approaches, the date when the UK is scheduled to leave the European Union, there is still no formal agreement on post-exit details. Because of this, there are expectations that job growth will not continue at the current rate. As the Guardian reports:

“Anybody expecting the Brexit impasse to harm the UK’s labour market has so far been proved wrong. Employment is at its highest ever level, the number of job vacancies has hit a new record and the unemployment rate for women has dropped below 4 percent for the first time. Growth slowed in the final quarter of 2018, but the dole queues shortened. Crisis, what crisis?

One possibility is that because the latest jobs and wages data from the Office for National Statistics only covers the period to December, it might not capture more recent surveys suggesting that firms have become warier about hiring since the turn of the year.

Even so, the ONS assessment was unambiguous: the labour market remains robust after a 440,000 increase in employment over the past year. The strong demand for labour is being reflected in a number of ways: by wages growing faster than prices, by the 57,000 fall in the number of people on zero-hour contracts and by the fact that most of the jobs created were full-time.

Britain continues to be a jobs magnet. The number of workers from the EU – and eastern Europe in particular – has fallen but the drop has been more than compensated for by an increase in migrant labour from the rest of the world, primarily Asia and the Americas.

Employment is a lagging indicator. It tells us how the economy was faring in the past but is not always the best guide to what is going to happen in the future. And, clearly, if the UK were to leave the EU at the end of March without a deal there would be a period when the labour market would weaken. The duration of that period would depend on the extent of disruption and strength of the policy response from the Bank of England and the Treasury.”

Challenge for UK Employers: Record High Vacancies Combined with Skills Shortages

The booming job market can be interpreted as a sign of optimism by UK businesses. Why create jobs and hire workers unless growth is expected? Yet this optimism is tempered by the challenge of rising wages and a shortage of high-demand skills. The difficulties of hiring in this environment can result in a negative effect on economic growth. As reported by the BBC:

“Looking at the average earnings figures, Samuel Tombs, chief UK economist at Pantheon Macroeconomics, said: “With surplus labour extremely scarce and job vacancies rising to a new record high, workers are having more success in obtaining above-inflation pay increases.

‘Looking ahead, we doubt that wage growth will slip below 3% this year.’

Despite the wage increases and low unemployment figures, Suren Thiru, head of economics at the British Chambers of Commerce, did not think that struggling High Streets would benefit.

He said: ‘The uplift to consumer spending from the recent improvement in real pay growth is likely to be limited by weak consumer confidence and high household debt levels.

‘The increase in the number of vacancies to a new record high confirms that labour and skills shortages are set to remain a significant a drag on business activity for some time to come, impeding UK growth and productivity.’”

Exiting Britain: Honda Bids Farewell

Just before the February report was released, Honda announced that it was closing its plant in western England in 2021 potentially resulting in a loss of at least 3,500 jobs and possibly many more. The AP reports:

“Honda’s president and CEO, Takahiro Hachigo, said the decision was not related to Brexit, but was based on what made most sense for its global competitiveness in light of the need to accelerate its production of electric vehicles.

Still, experts say the uncertainty surrounding Brexit will likely have been a contributing factor in a decision like Honda’s. There is no clarity on what leaving the EU will mean. In a worst case, it could lead to heavy tariffs and border checks, raising costs and slowing deliveries.

That comes at a time when the industry is already in serious flux, with manufacturers shifting to cleaner cars, coping with more tariffs and a slowing global economy.

‘We still don’t know what sort of changes Brexit will bring at this point,’ said Hachigo. ‘We have to wait until we have a better idea about the situation.’”

While Honda may be taking a cautious approach to the ramifications of Brexit, other employers are pressing ahead with aggressive hiring plans. Brexit has not yet become a reality, although it is scheduled to happen next month.

PeopleScout Canada Jobs Report Analysis — January 2019

Statistics Canada reported that the nation’s unemployment rate rose to 5.8% due to more people entering the job market while wage growth continued to be sluggish. Canada added 66,800 jobs in January which greatly exceeded analyst expectations. Part-time job increases outpaced full-time job growth. The number of private-sector positions grew by 111,500 in January for the category’s biggest month-to-month increase since the agency started reporting this statistic in 1976.

Canada Jobs Report Analysis — January 2019

The Numbers

66,800: The economy gained 66,800 jobs in January.

5.8%: The unemployment rate rose to 5.8%.

1.5%: Weekly wages increased 1.5% over the last year. This is a 0.3% decrease from December’s wage growth figure.

The Good

The 66,800 jobs that were added to the Canadian economy were a welcome surprise since some economists were predicting a gain of only 5,000 jobs. This unexpected increase in jobs occurred during a time of volatility in the financial markets, low consumer confidence, falling oil prices and uncertainty over trade.

On a year-over-year basis, total employment was up 327,000 or 1.8%, with increases in both full-time and part-time work. The increased unemployment rate was due to more Canadians entering the job market.

In addition to good news for the private sector, there were healthy employment increases for Canada’s young people. The number of employed youth aged 15 to 24 was up 53,000 in January, split evenly between men (+27,000) and women (+26,000).

There were notable job increases in Ontario and Quebec, Canada’s largest provinces. The number of people employed rose by 41,000 in Ontario and 16,000 in Quebec where the uptick was driven by younger workers.

The Bad

The job gains in Ontario and Quebec contrasted with the employment situation in Alberta which posted declines for the second consecutive month. Employment was down by 16,000 in January with the unemployment rate increasing by 0.4 percentage points up to 6.8 per cent. In addition to the localized job losses, slow wage growth continues to be a concern.

While year-over-year average hourly wage growth in January for permanent employees was 1.8 per cent, which was up from December’s reading of 1.5 per cent, it was still well below the May 2018 peak of 3.9 per cent. The rate of average weekly wage growth actually decreased to the same rate of 1.5 per cent. This sluggish growth defies the conventional expectations of wages rising when unemployment is low, and Canadian economists are searching for answers.Coverage of The Bank of Canada’s Senior Deputy Governor Carolyn Wilkins’ thoughts on modest wage growth in the context of a strong job market noted:

“An economy with a tight labor market should be able to produce wage growth of around 3 per cent, according to Wilkins. She found an important factor for the sluggishness was lagging pay in oil-producing regions. There are also some other sectoral changes going on in the economy such as fast growth in service- sector jobs. But those don’t fully explain the phenomenon.

‘Even after accounting for these regional and sectoral factors, wage growth overall is still a bit short of what one would expect at this stage,’ she said. She outlined a list of other potential factors that included: skills mismatches, caution among workers to change jobs, reluctance to move, expensive housing in some markets, and global structural factors such as technological disruption and growing market concentration.”

The Unknown

How long will job growth continue in Canada? Some economists and business leaders fear that a recession may be imminent while others express optimism about the nation’s economic health.

“In baseball parlance, I’d say that we’re top of the ninth, with one out,” Gluskin Sheff + Associates’ chief economist and strategist told BNN Bloomberg’s Greg Bonnell in an interview on Friday.

Rosenberg also said the Canadian economy is more than 90 per cent of the way through the business cycle.

“The market action and all the volatility, the yield curve, the behaviour of cyclical stocks especially in the past six months, commodities – and, notwithstanding the knee-jerk bounce that we had in the opening weeks of this year – I think that the odds of a recession in 2019 are elevated,” Rosenberg said.

A contrasting viewpoint can be found in recently published reports by the nation’s leading financial institutions:

“While growth in Canada’s broader economy moderates, Canadian business owners are generally positive about their prospects, finds an economic outlook report from Bank of Montreal. The report identifies two themes playing out across the country.

“First, oil prices have again become a downside risk for the three producing provinces,” says Robert Kavcic, BMO senior economist, in the report. Second, “most provinces are coming off very strong runs and are in the process of moving back in line with their longer-run growth rates,” he says.

The report finds that businesses are investing in innovation to increase productivity, and expanding into new markets, such as the U.S., to increase growth potential. For example, while Alberta’s growth is forecast at only 1.5 per cent this year, innovation in technologies geared toward oil exploration and pipeline management remains a bright spot for its economy, as start-ups continue to emerge.

In a January economics report, RBC senior economist Josh Nye also said business confidence was holding up, despite a relatively soft handoff for GDP at the turn of the year because of energy-sector challenges. He cited Canada’s addition of 115,000 jobs in the last quarter of 2018 and an unemployment rate that fell to a 44-year low.

“Further, the Bank of Canada business outlook survey showed generally positive sentiment, he said.”

PeopleScout U.S. Jobs Report Analysis — January 2019

The Labor Department released its January 2019 Jobs Report which shows that U.S. employers added 304,000 jobs in January. The unemployment rate increased to 4.0% last month. Year-over-year wage growth remained at 3.2%, the best rate since the end of the recession. U.S. employers have added to payrolls for 100 straight months, extending the longest continuous jobs expansion on record.

U.S. Jobs Report Analysis — January 2019

The Numbers

304,000: The economy added 304,000 jobs in January.

4.0%: The unemployment increased to 4.0%.

3.2%: Wages remained at 3.2% growth over the last year.

The Good

The 304,000 jobs added beat analyst expectations and is notably higher than the average monthly job increase in 2018 which was 223,000. Wage gains remained steady at 3.2%, which is comfortably ahead of the rate of inflation. The participation rate, the measure of those who are part of the nation’s workforce, rose slightly to 63.2%, half a percentage point over January 2018’s 62.7%. This is the highest level of participation since 2013.

Jobs were created in several key sectors including Hospitality and Leisure at 74,000 and Education and Health Services at 55,000. 26,600 jobs were added to the Transportation and Warehousing sector while 20,800 new positions were created in the Retail sector.

The positive reception of January’s report by economists and analysts is summed up well by the Chief Investment Strategist of State Street Global Advisors quoted in Reuters:

“It’s great way to celebrate 100 consecutive months of jobs gains, which is a record. The report from top to bottom is very, very solid, top-line number beat. We did see average hourly numbers that continued to grow, but are not indicating any inflationary concerns that would cause the Fed to change its path on interest rates. Participation rate is the highest it’s been since 2013, and job gains were increasing pretty broad based across a lot of different categories, this jobs report is very, very solid.”

The Bad

The unemployment rate rose to 4.0% in part due to the federal government shutdown, the longest in U.S. history which ended on January 25. The increase was fueled by those unemployed Americans who classified themselves as being on a “temporary lay off” as reported by the New York Times:

“The shutdown does help explain why the unemployment rate ticked up to 4% in January. Unlike the monthly hiring figures, which come from a survey of employers and are based on their payrolls, the unemployment rate is based on a survey of households. In that survey, 175,000 more people than in the previous month reported themselves as being unemployed because of a “temporary layoff” — a total that included government workers.

“Where’s your shutdown impact? There it is,” said Brett Ryan, an economist for Deutsche Bank in New York. “It just showed up in the unemployment rate.”

January’s report also showed that the number of people who said they were employed part-time for economic reasons spiked by 490,000 to 5.15 million — 11 percent higher than December’s figures. While some of this increase may be attributed to government contractors who were not paid during the shutdown, it is an indicator that the full employment economy is not providing the necessary economic benefits for a large number of Americans.

The Unknown

While the long-term repercussions of the government shutdown are unclear, some career government employees worry that young people will no longer be attracted to working in the public sector, even in the traditionally competitive areas like diplomacy:

“I expect there will be some long-term repercussions of this [shutdown] in terms of really good people deciding this is not the career they signed up for,” one American diplomat posted in Europe who declined to be named said last week about younger people entering the foreign service.”

The repercussions may not be limited to those starting their careers opting out of the public sector and going into private enterprise. Current government workers who are discouraged by the recent shutdown may become a source of talent for the private sector in a very challenging labor market:

“In a tight job market, federal employees, many of whom are highly educated, would most likely not have a hard time finding other jobs. Jessica Klement, vice president of the National Active and Retired Federal Employees Association, says the effects of the shutdown on federal workers are likely to be long-lasting.

“Federal employees,” she says, “take great pride in the work that they do for the federal government. And every day for 35 days they turned on the television and were told, ‘You have nothing to worry about — you’re going to get back pay’ or ‘Are you even essential if you’re not working during this government shutdown?’ ”

That message, Klement says, will create “untold morale problems” that will play out over the next few “days, weeks and years.”

Talking Talent: Total Workforce Solutions Evolution

In this episode, we talk about Total Workforce Solutions and the evolution that organizations undergo when they start the process of implementing the model.

Total workforce is a growing trend for organizations grappling with the changing talent landscape. The model provides a central view and way to manage all talent at an organization – both employees and contingent workers. In a total workforce program, both talent acquisition and workforce management come together for a holistic approach to talent.

This is a relatively new concept and is still considered aspirational because very few companies have adopted a true Total Workforce Solutions model. Implementing a Total Workforce Solution is a long-term process. Rather than a one-time implementation, it’s most helpful to think of total workforce as an evolution.

To talk about that evolution, Jennifer Knippenberg, the Global Leader, Client Strategy for PeopleScout joins the podcast. She is focused on optimizing our client delivery operations by evaluating and creating strategies that focus on people, process and technology. Jennifer has more than 17 years of direct talent acquisition expertise specializing in strategic recruitment, account delivery and integrated solutions serving in a variety of roles within RPO, MSP, staffing and corporate recruiting. Jennifer began her recruiting career in the corporate environment and later recruited, implemented and managed a variety of accounts, which enabled her to build and deliver customized solutions based on individual client needs.

Jennifer digs into how leaders can tell if their organization is ready for total workforce, some specific steps you can take now and how to select the right total workforce partner. She also explains how you define success in total workforce and how the program will evolve over time.

PeopleScout Australia Jobs Report Analysis – December 2018

Australia’s unemployment rate fell in December to 5.0%, beating analyst expectations that it would remain at November’s 5.1% level. Unemployment is now at its lowest level since June 2011. The job gains were due to an increase in part-time employment which rose by 24,600, offsetting a decline of 3,000 full-time workers. Despite the tight job market, wage growth remains sluggish.

Australia Jobs Report Analysis – December 2018

Numbers

21,600: The Australian economy added 21,600 jobs in December.

5.0%: The Australian unemployment decreased to 5.0%.

65.6%: Labour force participation fell to 65.6%.

+3: The next index will be reported on January 28. Therefore, the latest index is the December release which showed that according to the NAB, the business confidence index fell to +3 index points.

Upside

According to the December Labour Force figures released by the Australian Bureau of Statistics (ABS), employment increased by 21,600 in seasonally adjusted terms. Total employment now stands at 12.714 million, the highest level on record. Since December 2017, full-time employment has increased by 162,000 while part-time employment increased by 106,600.

Australia’s unemployment rate fell in December to 5.0%, beating analyst expectations that it would remain at November’s 5.1% level. Unemployment is now at its lowest level since June 2011. In seasonally adjusted terms, the largest increase in employment was in Queensland (up 11,600 persons), followed by Victoria (up 10,500 persons) and New South Wales (up 3,800 persons).

Many economists greeted 2018’s final report with reserved satisfaction. Westpac’s Justin Smirk wrote:

“Employment ended 2018 with a sound run. In the year to December total employment grew 268,600, or 2.2%, which matches the six month annualised pace of 2.2%. While it is true that the momentum in the Australian labour market eased through 2018 — annual growth peaked at 3.6% in January — it can still be described as sound.”

Downside

The job gains were due to an increase in part-time employment which rose by 24,600, offsetting a decline of 3,000 full-time workers. December was the second month in a row that full-time employment fell. The slow rate of full-time job growth is a cause for concern as the Sydney Morning Herald noted:

“There are some signs of a slowdown with the total number of full-time jobs created in the past 12 months down more than 40% on the record-breaking performance of 2017. For the second consecutive month, full-time employment edged down nationally while the under-utilisation rate also remained elevated at 13.3%.”

The under-utilisation rate includes both those who are unemployed and those who are under-employed. The labour force participation rate fell by one-tenth of a percentage point, reversing last month’s increase.

Unknown

Despite a healthy job market, wage growth in Australia remains frustratingly low. As Your Money contributor David Ross writes:

“Unemployment hasn’t been this low since 2012…Meanwhile, jobs vacancies are up 13.6 per cent on last year at 6.5 year highs, and business profits are up 13.2 per cent in 2018’s September Quarter on 2017’s. These are healthy statistics for the Australian economy. But for another key metric – wage growth – it has been a different story. Indeed, those Australians who were lucky enough to receive a pay rise last year likely saw one which fell flat in the face of those handed out in the years of the mining boom, when Australian wages went up as much as 1 to 2 per cent year on year, accounting for inflation.

‘Don’t believe we’re living through a Golden Age in the economy,’ University of Sydney Business School Professor John Buchanan told YourMoney.com.au. ‘The labour market has seen a significant deterioration for many people, It’s just becoming clearer for more people to see. It’s been something coming for quite some time.’

Figures released by job-seeking website Indeed show that every industry is now recording wage growth in the past year below their decade average. And that’s despite the number of open and unfilled job listings growing. So the big question for many is: where’s my pay rise?”

Flexibility in the Workplace: Rethinking Work


Checking the status of an important project while waiting to catch a flight. Replying to a coworker’s email from the comfort of your favorite café. Shifting your hours to make time to take an aging parent to a doctor’s visit. Each of these scenarios has one thing in common – they are made possible through flexibility in the workplace.


Flexible work arrangements are surging in popularity. In the U.S., 94 percent of employers provide some form of flexible work arrangement according to a survey conducted by the International Foundation of Employee Benefit Plans. A survey conducted by Regus revealed that some 54 percent of global respondents now report that they work remotely 2.5 days a week or more.


You may be wondering: What’s behind the surge in popularity for flexible workplaces? Well, the data speaks for itself. Global Workplace Analytics found the following:

  • AT&T found that its remote workers worked five more hours than its office workers.
  • Compaq’s flexible workforce increased productivity between 15 and 45 percent.
  • American Express’ flexible workforce had a 43 percent higher productivity level than their traditional counterparts.

In this article, we’ll cover what workplace flexibility means, why you should consider bringing more flexibility to your workplace and how you can best manage the challenges and opportunities presented by a flexible workforce.

So, What Does Workplace Flexibility Mean and Why Should I Care?

Workplace flexibility is an alternative to traditional workplace models that dictate when and where workers perform their work. Workplace flexibility permits employees to choose when, where and how they work.


Flexibility in the workplace shouldn’t be seen as just a perk you offer to employees; it should be viewed as a critical part of your organization’s talent acquisition strategy – and as a fundamental way to increase productivity.

Greater Employee Flexibility: How Employers Benefit With More Flexibility in the Workplace

Employee Flexibility
A Broader Talent Pool


When your workplace culture allows talent to work from anywhere, your talent pool instantly becomes global. Your organization can source and recruit talent across the country or across the globe. With the rise of communication tools such as Skype and Slack, secure intranets and video conferencing, distance is becoming less of a hurdle to collaborating with talent globally.

What’s more, the COVID-19 pandemic has laid bare the necessity for more employee flexibility. In fact, according to a survey from Gallop, “three in five U.S. workers who have been doing their jobs from home during the coronavirus pandemic would prefer to continue to work remotely as much as possible.”

Broadly speaking, organizations that maintain this new level of flexibility will likely fare much better when it comes to recruitment and retention efforts, and overall employee engagement, especially when compared to similar organizations that decide to go back to the old way of operating with less employee flexibility.


Improved Employer Branding


According to LinkedIn’s 2017 Global Recruiting Trends, 80 percent of talent leaders agree that employer brand has a significant impact on their ability to hire great talent. Offering flexible workplace policies communicates to potential employees that your organization is committed to helping its employees achieve a better work-life balance, which in turn can help improve jobseekers’ perception of you as an employer as you provide flexibility in the workplace.


Cost-Savings and Employee Flexibility


The most prosaic benefit to flexibility in the workplace is cost savings. Costs on business necessities such as office supplies, real estate and utilities are reduced when your organization provides employees the ability to work off-site.

How Employees Benefit With More Flexibility in the Workplace

Meet Personal Obligations


Employees have a variety of personal obligations and family responsibilities. If you provide them with a flexible workplace, they can make that important parent-teacher conference during the day, go back to school or simply be home when the engineer comes to fix the dishwasher all without having to neglect work in favor of personal responsibilities. If you trust people to get their work done in a way that works for them, that trust is usually rewarded.


Employee Empowerment
flexibility in the workplace


Flexible workplaces can give employees an increased feeling of personal control over their schedule and work environment. By allowing employees to set their own style for delivery, you appeal to the entrepreneurial spirit—which can be good for your employees’ sense of self-determination.


Reduced Commuting Time and Costs


For some employees, commutes of more than an hour each way are not uncommon. If employees are allowed to work from home that can potentially save them fourteen hours of time, untold money in fuel costs and wear and tear on the road – not to mention the effect on well-being.

Types of Flexibility in the Workplace

Job Sharing


Job sharing is when two employees share the same role. Job sharing can be very appealing for your employees who may not want to work full-time, for example after having a child or with elderly relatives in need of care.


In a job share arrangement, one role gains two brains – two people with passion and creativity who are committed to success.
There are a number of ways employees in a job-sharing arrangement can manage their responsibilities. Some employees sharing a role may segment the work by each taking responsibility for specific deliverables and tasks charged to them.


Others may split the same workload, with one employee working on projects and passing along their work to their job share partner while they are off the clock. The model you and your employees choose will depend on the nature of the work performed and what preferences and skills each employee possess.


At PeopleScout’s EMEA headquarters in London, we had the luxury of employing two wonderfully talented women in our Head of Assessment role. This role wasn’t initially designed to be a job share. However, after our incumbent in the role wanted to reduce their time in-office after becoming a mom, another talented colleague stepped up to support the team.

workplace flexibility


As both women began building their families and took on the challenges of motherhood, their ability to provide 100 percent to the role was never compromised, as when one needed to take a step back the other is always there to pick up where they left off.


By providing the flexibility our employees needed to share this role, we retained two of our brightest minds. And more importantly, we let our employees know that you should never have to choose between being a parent and being a professional, you can do both equally well with the right support.


Remote Work and the Flexible Workforce


Remote work is when an employee works primarily from home or an off-site location. A well-planned remote work program can help your organization increase overall productivity and promote greater job satisfaction among your teams and may even help you in improving your employee retention efforts.


For PeopleScout in London, we did not always see remote work as an employee perk, rather we viewed it as a practical decision to reduce office expenses at our London location. We began our intrepid adventure into remote work by hot-desking—the practice of multiple workers using a single work station—our client services team.


What began as a decision borne of necessity quickly paid unexpected dividends. When our client service team members didn’t feel the need to stay affixed to their desks, something marvelous happened, they became more engaged with clients .


We were not entirely sure what to expect when we initially opened up our organization to become more flexible. However, after witnessing the success of our remote work program one thing was clear: flexibility was a business asset, not a hindrance to productivity.


Flexible Scheduling 
flexible workforce


Flexible scheduling allows an employee to work hours that differ from the traditional company start and stop time.


According to data compiled by The Economist, working fewer hours correlates with higher levels of productivity. Nations like Greece average 2,000 work hours a year, while nations like Germany average around 1,400, but yield 70 percent more productivity at work. This suggests that fixed schedules and mandatory hours may not be the key to getting the most out of your employees.


Typically, a flexible schedule involves either a compressed work week or flexible starting and stopping times. In a compressed work week, the most common schedule is a four-day work week where employees work four ten-hour days—variations on this schedule could include three twelve-hour work days, etc. This scheduling flexibility allows employees to have an additional day or two to relax, spend with family and friends or pursue activities and causes that interest them.


At PeopleScout UK, we encourage our colleagues to take full advantage of our flexible scheduling options. For example, we had a colleague who wanted to leave work a half hour early once a week to attend choir practice. We not only supported them by allowing them to flex the hours, but we also couldn’t help wondering if they’d like to invite their co-workers to their performance. As it turns out they were happy to have some new people for the audience, and many members of their team showed up to cheer them on.


By promoting and supporting our colleagues interests and encouraging others to do the same, we are communicating that we see our workers as whole persons and that their personal achievements are just as important to everyone at PeopleScout UK as their professional ones.


When your employees feel you appreciate them for more than what they can contribute to your bottom line, that you appreciate what they contribute to their community as a whole, you help engender a familial office atmosphere where employees feel both empowered and respected.

Managing Flexibility in the Workplace

Stay in Compliance


Before your organization begins offering your employees flexible work opportunities, you need to make sure your program won’t become a legal headache. Issues to consider include workers’ compensation and state/national overtime regulations, as well as matters of individual responsibility for company property used off-site. Your organization’s legal counsel should review any flexible work program proposals to make sure you stay in compliance with your country’s employment laws and the regions your organization operates in to ensure you can provide the flexibility in the workplace you to your employees.


Stay Connected


It is extremely important to stay connected with employees in flexible work arrangements. Make sure that your managers and in-office employees remember to include remote employees and support them to feel like they’re part of the team. While conference calls and email chains are effective means of communicating with remote workers, nothing substitutes being in the same room. Leverage videoconferencing technology such as Skype or FaceTime to bring more of a face-to-face feel for remote employees in important meetings.


Be Fair


A major key to managing a successful flexible workplace is ensuring that employees who opt for more traditional work arrangements are treated as equitably as their non-traditional co-workers. When you treat your all employees fairly, they feel respected, cared for and may develop a stronger sense of trust in your organization. Make sure to monitor your flexible workplace policy and periodically tweak it to address new or unforeseen inconsistencies in the treatment of workers both in traditional and non-traditional work arrangements.

The Flexible Workforce and You

flexible working examples

To reap the benefits of flexibility in the workplace, you need to continuously evaluate your flexible work program and monitor which employees use it, how the program is being used and take note of any challenges participants and managers are experiencing.


You should routinely speak with both participating employees and managers regarding if your program is working as intended, how it can be improved and what their individual experiences are while using the program. Assess their satisfaction with the program and tweak it as necessary.

How to Improve Flexibility in the Workplace:

To attract the top candidates, your company should create policies that provide the types of flexibility today’s employees seek. Here, we offer quick tips on how you can better meet the demand for a more flexible workforce:

  • Align incentives with outcomes. Instead of replacing face-time requirements with hours logged in on a virtual private network, which employees could perceive as inauthentic, you should simply set goals and deadlines. If employees meet them, their bosses can worry less about when they clock in and out.
  • Eliminate flexibility stigmas. Change your organizations culture as needed so no one is looked down on for taking advantage of flexibility options. This change needs to start at the top. Company leaders need to be transparent and lead by example.
  • Start small. Don’t try to transition your company culture to total flexibility overnight. Instead, take baby steps by allowing some employees to shift schedules or designate remote working days.


Remember, as employers, we hire whole people. We need to take them as a package: both the things that directly benefit our organizations and the things we may need to accommodate for them. This can best be achieved by providing workplace flexibility.
 

PeopleScout UK Jobs Report Analysis — January 2019

As 2018 drew nearer to a close and uncertainty over Brexit threatened to topple the stability of the government and political clashes intensified, the jobs market in the UK simply shrugged and continued to post record numbers.

January’s report published by the Office for National Statistics and includes the following details on the three months covering September through November 2018:

  • Wages continued to rise at their highest level in a decade.
  • The number of people working in the UK rose by 141,000 to 32.53 million. That is the highest figure since records began in 1971.
  • The unemployment rate was 4.0%, its lowest since the quarter spanning December 1974 to February 1975, well before most of those in today’s UK workforce were born.
  • There were 328,000 more people working in the UK than a year earlier.
UK Jobs Report Analysis — January 2019

Surprise at a Robust Report

Given the uncertainty surrounding Brexit, some economists were anticipating a report that signaled a slowing down of the jobs market, so the good news in January’s report came as a pleasant surprise. As a BBC economic correspondent noted:

“At first blush the most surprising thing about the jobs market as portrayed by the latest figures from the Office for National Statistics is how robust it is. All this talk of Brexit uncertainty and yet employers continued to take people on. The number in work and the proportion in work continued to hit a new record – as it has done now, more or less continuously, for years. And the bulk of the new jobs were full-time; there are now a record 24 million full-time jobs in the UK.

Is the jobs market simply ignoring all the Brexit-induced political chaos? Does this confirm suspicions that warnings of slower growth owing to the prospect of a no-deal Brexit was merely Project Fear? The answer to the latter question is ‘no,’ and to the former ‘we don’t know yet.’

The key is that jobs figures trail the rest of the economy. Firms that took people on in the September to November period will have decided to do so in the summer, when confidence was higher and the politics less fraught. So we will still have to wait a few months to know if Brexit uncertainty has hit the jobs market or not.”

Job Vacancies and Skill Shortages: UK Employers Ramp Up Hiring Plans

The number of job vacancies rose by 10,000 to a record high of 853,000. The Financial Times reports that most UK employers plan on expanding their headcount this year due to concern over the shortage of skills by those who could fill these vacancies:

“Skills shortages have prompted UK business leaders to ramp up their hiring plans, a survey has revealed, at a time when employers face mounting pressure over a tightening labour market. About 61% of British executives, as opposed to 53% of global leaders, expect to increase their company headcount this year, according to an annual PwC report, which includes responses from 1,378 chief executives globally and 220 from the UK. A year ago just over half of UK chiefs planned to increase staff numbers.

PwC’s CEO report comes as UK data on Tuesday revealed that real wages in the three months to November rose at their fastest rate in two years, driven in large part by a tight labour market. Unemployment fell to 4% over the three-month period, according to the Office for National Statistics, the lowest since the winter of 1974, resulting in higher wages but making life harder for companies seeking to hire, with labour shortages opening up in some parts of the country. Almost eight out of 10 UK chief executives marked a shortage of skills as their top fear, down from 83% a year ago. The leaders were increasingly pessimistic about their ability to increase revenue in the year ahead, according to PwC’s Monday report.”

“I hope it will last”

With the UK scheduled to leave the European Union in March, there is still no clear plan of what Brexit will look like. Despite all the tension and uncertainty, the jobs market continues to gain momentum. As Oscar Wilde wrote: “This suspense is terrible, I hope it will last.”

2018 Q4 Global Economic Snapshot

Strong job growth continued in the final quarter of 2018 for many of the world’s leading economies. While some countries had notable wage increases, this was not the case for all economies. Tight labor markets continued to present a challenge for employers in their attempt to attract and retain talent with high levels of job openings and low unemployment.

Strong Job Markets Across Most Leading Economies

In the United States, the fourth quarter ended with an unemployment rate of just 3.9% with the increase over previous months caused by more Americans joining the labor force. The December 2018 jobs report showed that 312,000 jobs were added in the final month of the year and the reaction from some economists was nothing short of jubilation. As the New York Times reported, “Economists offered raves that could appear on a movie poster or a book jacket — “Extraordinary!” “Blowout,” “Wow!”

Other major economies including the UK, China, Japan and Germany all posted unemployment rates of less than 5% during the quarter, as did smaller economies like Poland and New Zealand. Unemployment in Australia and Canada remained at or near historic lows. In contrast, unemployment in India rose to a 27 month high of 7.38% in December when a decrease in the labor force was also reported. The Eurozone seasonally-adjusted unemployment rate was 7.9% in November 2018, the lowest rate recorded in the region since October 2008. Unemployment rates in Southern Europe continued to be comparatively high, especially in youth unemployment. The youth unemployment rate was over 30% in Spain, Italy and Greece during the quarter.

Healthy Wage Growth for Some, Slowing Growth for Others

The United States ended the year posting an annual wage increase of 3.2%, well ahead of the rate of inflation. While wage statistics have yet to be reported for all of Q4 in the UK, the quarter started with basic wage growth accelerating to a 10 year high at 3.3%. Wage increases in the UK were especially noteworthy since inflation fell to its lowest level in nearly two years at the end of 2018. Wage data for Q4 has yet to be released for Australia, but it entered the quarter having posted the highest rate of wage increases in three years. The rise in wages in these economies comes as no surprise since low unemployment often leads to higher salaries because employers have to compete for decreased pools of available talent.

This economic paradigm did not hold for all economies. In Canada, wage growth decelerated during the fourth quarter. Commenting on the final Canadian jobs report of 2018, Global News noted:

“But even in a tightened job market the latest labour force survey shows wage growth delivered another weak reading in December of 1.49% — which is well below inflation. Year-over-year average hourly wage growth for permanent employees was 1.46% in November – and it has decelerated steadily since its May peak of 3.9%.”

Completing a Year of Growth and Uncertainty

While economic growth continued for most developed economies in Q4, important events that unfolded during the quarter contribute to a sense of uncertainty entering into 2019:

  • The signing of the new U.S.-Mexico-Canada (USMCA) Trade Agreement to replace the North America Free Trade Agreement (NAFTA). Although this agreement was signed by the heads of the three nations involved, legislatures have yet to ratify the agreement and constituencies within each country are lobbying to change components of the accord, contributing to a lack of clarity of what the final agreement will look like.
  • A Brexit deal agreed to by the EU and Prime Minister Theresa May failed miserably in the House of Commons. The year ended with no clear plan on how the UK would leave the European Union, scheduled for March 2019.
  • Trade disputes between the U.S. and China, the world’s two largest economies, remained substantially unresolved and led in part to extreme volatilities in the financial markets at the end of the year.
  • The U.S. government began what would become the longest shut-down in its history, impacting over 800,000 workers and potentially threatening the nation’s economic expansion and continued job growth.

Some economists are expressing concern. CNN Business reports:

“Trade wars. Recession fears. Market mayhem. Oil turbulence. Brexit. And the longest government shutdown ever. Around nearly every corner, crucial question marks are looming over the business world right now. Will the U.S. economy grow at 3% in 2019 or succumb to a recession? Will the United Kingdom be in or out of the European Union? Will the Fed raise rates twice or not at all? Taken together, these forces appear to be driving up uncertainty to elevated levels. That backdrop makes it tricky for businesses, households and investors to plan for the future. The risk is that poor visibility causes companies to rein in spending, further delaying the investment boom that the U.S. tax overhaul was supposed to spark.

‘We are in an uncertain environment on the policy front and the economic front — and that spills over into the corporate front,’ said Erin Browne, a managing director and portfolio manager at PIMCO. In some ways, a murky outlook is common as economic expansions age and the next recession begins to take shape on the horizon.

‘As you move towards late cycle, the level of uncertainty increases. And the level of volatility around economic outcomes also increases,’ Browne said… The risk is that extreme uncertainty becomes a self-fulfilling prophecy, speeding the arrival of the next downturn by causing business and consumer spending to dry up.

‘It’s inevitable we will get a recession in the next few years. The question is timing,’ said Browne. ‘This could pull forward the onset of the next recession.’”

Global Economy Watch by Price Waterhouse Coopers predicted that in 2019:

“Workers and wages will come to the fore. Labour markets in advanced economies are likely to continue to tighten, even if job creation slows. This may push up wages, but cause problems for businesses looking to fill talent shortages. In 2019 we expect unemployment rates to fall a little further in the U.S. and Germany, where the rates of job creation have remained strong. But many other economies could show evidence of hitting structural floors… We expect trade wars to continue in 2019. This is likely to generate further uncertainty for policymakers and businesses.” 

Attitude is the New Experience

There have been numerous studies on turnover rates in multiple industries, and they all land on a similar conclusion: a high proportion of staff fail within the first 18 months of starting a new job. In fact, one study found that figure to be 46 percent of 20,000 new hires in America. When you look at the reasons why, 89 percent of those who failed did so due to cultural misalignment or attitudinal reasons, rather than technical capability.


To try and buck this trend, I’ll share with you a few tips on why it’s so important to attract and retain the right people, rather than the right skill set and how you can adopt this approach in your organization.


First, you need to have a great culture, which is essential to keeping people in the building. Each company’s culture and mission will be unique, and you need to make sure you have values that you stand by. Secondly – and this is the main area that I’m going to focus on in this article – you need to have a recruitment strategy that is aimed at finding the right people for the organization rather than the right skill set at every opportunity, from graduate roles through to senior management. At our client PHD Media Worldwide (PHD), we’ve focused on hiring people that align with our values of collaboration, courage and curiosity with conviction – and it’s really, really helped!


“Hire for attitude, train for skills” is a phrase that every HR professional has uttered once or heard being uttered from colleagues. However, unfortunately, only a small number of businesses apply it (like, actually apply it) to their recruitment strategy. Whilst a lot of job advertisements will focus on the soft skills and cultural alignment piece, often the interview process can revert to focusing purely on the hard skills and capability a candidate has from day one.


We work in an ever-changing industry, with the constant emergence of new technologies, new software and increasing shift in focus from traditional channels to more sophisticated digital channels. Change takes place now at a faster rate than ever before, and what you knew yesterday might not necessarily prepare for you tomorrow. So, with that in mind, why do some businesses focus on purely trying to tick skills boxes? The candidate who feels fully aligned with their organization’s strategy and beliefs and is a part of its continued success will be more motivated to learn the necessary skills for tomorrow than someone who only has today’s skill set and not the buy-in.


Here is how we can go about finding those right candidates in various levels of the organization:


Graduate Roles


For so long, the media industry, for example, has only considered candidates from a media/advertising/marketing-related field and often opt for interns who have gained first-hand experience working with their particular agency. When interviewing candidates with a specific degree and asking them what they know about a media planning and buying agency, their knowledge levels are comparable with that of any other degree – very little!


A huge amount of the first 12-18 months in a media agency is about learning as much as possible. A very small amount of what you learned in university actually applies to what you are now working on in terms of real briefs with real multi-million-dollar budgets attached. With that mind, at PHD we’ve had a lot of success in opening up our doors to entry-level staff from any degree/non-degree background.


Zac and Tiffany, two great coordinators who joined PHD in the last 12 months, even wrote an article recently on how university prepares you for your first job in media. Notice how throughout the article, it never mentions that it’s the marketing theory they were taught in school or the principles of advertising that has helped them succeed. Instead, it’s the focus on meeting deadlines, presentation ability, working under pressure and as part of a team. These are the skills that you need to succeed in your first job, and when you couple them with the right attitude, you can really learn anything, relatively quickly.


More Senior Roles 


Believe it or not, it’s those same soft skills that apply to the more senior roles that we look to fill. Let’s face it – at one point or another, we have all had to “fake it ‘til we make it” in our careers. A little white lie in an interview, a little oversell of our abilities and BANG, we’ve landed ourselves a gig without a clue of what we’re actually going to do. When faced with this situation, those with a good attitude, flexibility and the ability to learn quickly will be able to adapt and succeed in their roles better than those without these critical skills.


Additionally, no one knows exactly what they are doing on day one. We all have our own systems, processes and ways of doing things. At PHD, we have our proprietary planning tool, SOURCE. Unless you have worked on it before, there is a learning curve for everyone to pick it up, and it’s the pace and ability with which people pick it up that matters, as they would have zero experience in using it before. All companies have their own processes and tools, which they will expect you to learn over time.


Yes, you need to have a fundamental understanding of what you are talking about and the more senior the role, the more of an understanding we expect you to have. But we want to talk to someone about their attitude towards certain situations, learn how they act when everything goes wrong (because it does sometimes) and what they would do in the difficult times and how they bring a team along on the journey with them. Ultimately, someone who ticks the attitude box will get the job, and we will often wait until that person comes along, rather than simply fill a role with a candidate who doesn’t fit.


So, What is Attitude?


Attitude, for me, is a collection of soft skills that you can apply to every job. It’s not necessarily something that someone has been taught (or could be taught) but more an approach to work, an approach to learning and the way someone conducts themselves personally and professionally.


What does one look for when gauging attitude?
  • People who look for solutions to problems rather than people who find problems without resolve.
  • People who raise their hand rather than point their fingers.
  • People who make mistakes and have a sense of humility but then focus on what they can do next time to improve.
  • People who, when times get tough, dig in and rally everyone to achieve the same, rather than openly complain to others.
  • People who genuinely love their job and are interested in joining the organization – this is half the battle, finding someone who wants to be on the same journey as you.
  • People who genuinely seek development/career growth opportunities.

Too often, and it’s so easy to, we get bogged down by the immediate needs of our new hire. It may be replacing someone who has left, or it might be a new role that has popped up because of workload increases. However, it works, every time, to be cautious and focus on hiring the right person for the organization, because the longer-term impact of having the right person will really pay off and the struggle of having to dig a little harder to find them will soon be forgotten.


Read the original article on AdNews.au.

Talking Talent Leadership Profiles: Andrew Wilkinson, Group Managing Director, Europe and Asia Pacific

There are a lot of new perspectives and British accents around PeopleScout since our acquisition of TMP Holdings LTD (TMP UK) in June 2018. For Andrew Wilkinson, who was the CEO of TMP UK prior to the acquisition, it’s been a whirlwind. He has crisscrossed the globe visiting PeopleScout operations in Chicago, Krakow and Sydney, meeting with PeopleScout clients in the U.S. and Australia, speaking at the Candidate Experience Awards (CandE) Awards in Orlando and HRO Today Forums in Amsterdam and Hong Kong, and attending the PeopleScout NEXT Talent Summits in Chicago and Sydney.

I caught up with Andrew in PeopleScout’s Central London office to get the scoop on PeopleScout’s UK operations, talent advisory practice and his insights after six months in his new role as PeopleScout Executive Leader, Group Managing Director, Europe and Asia Pacific.

How has our acquisition of TMP Holdings LTD changed PeopleScout?

I believe that we significantly expanded PeopleScout’s on-the-ground capabilities and expertise in the UK with an EMEA HQ in London and a highly effective RPO delivery center in Bristol. Since June, we’ve begun to have a lot of collaboration as a global leadership team talking with clients that want to expand their program to new geographies as well as starting new conversations with global prospects.


The deal not only established a European PeopleScout footprint, it also significantly enhanced PeopleScout’s talent advisory capabilities in employer branding, assessment and recruitment marketing. Our RPO model was built on our 25-year legacy in the UK as an award-winning employer brand and recruitment marketing agency and is a huge differentiator. Whilst underpinning our RPO business, we also offer talent advisory services directly to clients to help them tell a compelling story to their target audiences and create a positive candidate experience.

Why are talent advisory services becoming increasingly relevant in today’s market?

With talent shortages in virtually every global market, the candidate is in control. For that reason, helping our clients bring their employer brand to life to give them an unfair advantage in attracting critical talent is very timely. Additionally, there is a growing awareness of the positive and negative impact that employer brand experiences can have on your bottom line.


For instance, one of our clients – a telecom company – studied the cost of having a bad candidate experience and found that candidates that had a negative experience were inclined to change providers. Given their candidate volume, this equated to millions of dollars in potential lost revenue annually. Global research from the CandE Awards aligns with this – showing significant positive and negative revenue correlation with candidate experience.

How does employer brand relate to creating a compelling candidate experience?

Every company has an employer brand – intentional or not. This brand is based on their reputation, how they communicate, what others say about them and the candidate experience that they deliver. As they say, perception is reality.


To that point, having a managed employer brand is critical. For us, that begins with helping our clients understand what they want to achieve and who they really are through insights gathered from current senior leaders, employees, exit interviews and existing corporate materials.


Starting with those insights we begin to identify the themes that allow them to tell their story, one that allows them to “own” a space in their target talent groups’ minds and ultimately draws this talent into their pipeline. This is their employer value proposition (EVP) and we use that as a compass point from which we design their whole employee experience. The EVP defines what you deliver to your employees but also what you expect in return. This last point is critical, in that you don’t want to be a magnet for all talent, you want to be a magnet for talent that will thrive in your organization.


Clearly, this is a balancing act between authenticity and aspiration – you’ve got to deliver from the inside out on your EVP through the entire candidate and employee lifecycle.

How do you help create positive employer brand experiences – whether the candidate gets the job or not?

Creating great employment experiences begins long before a candidate joins an organization. The typical candidate journey has upwards of 25 touch points. These touchpoints inform a candidate’s opinion of your organization and ultimately their decision to join.


When you consider a candidate’s experience as they explore multiple job opportunities, they are sorting through a lot of messages. To stand out, your employer brand message must be compelling and consistent because candidate attention spans continue to decrease for anything but the most compelling engagement tactics.


Our goal for every interaction is to enhance the candidate’s perception of our client’s brand. We’ve done our job when a candidate doesn’t get the job but walks away from the experience thinking “that’s a great company.”

What’s next?

2019 looks like another exciting year. We have now completed the key integration project and I believe that the opportunities for PeopleScout next year are huge as we start to unlock our true global potential. We are already having so many different conversations across geographies as we better link our total capabilities to clients’ needs. We are bringing to the UK the scale and resources of being part of the PeopleScout team which will benefit our existing RPO customers as well as dramatically change our offer to potential new customers.


In addition, for me, that also means supporting Guy Bryant-Fenn, our new Managing Director for Asia Pacific operations, and strengthening our global ties with each region. I am excited to be working together with some amazing talent on the global team to develop synergies across regions and build on our current success to continue to drive growth in Asia Pacific and around the globe. Traveling is back on the agenda with visits to Chicago, Washington D.C., Sydney and India all on the itinerary but not before a ski break to relax!