Archives for April 2021

How LV= moved to virtual recruiting during the pandemic

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How LV= moved to virtual recruiting during the pandemic

Content Team

How do you create a great experience for candidates and ensure you hire the right people when working remotely? Hear from our client Kevin Hough, Head of People Performance at LV=, about the changes they made to their hiring process in his interview with Future Talent.

The COVID-19 pandemic has forced many organisations to accelerate digital transformation programmes. For our client LV=, this also included their recruitment process. “There did come a point when we needed to think about moving things forward and move our recruitment virtual. This was a really interesting challenge, both for our recruitment team and our hierarchy of managers.”

Once hired, candidates moved to a virtual onboarding process which was geared towards making individuals feel ready to start working, as well as connecting with them on a personal level. And while Hough accepts that remote working makes it more difficult to connect with new employees, the organisation has thought hard about how it can build relationships across the organisation.

Person participating in virtual recruiting meeting
The COVID-19 pandemic has forced many organisations to accelerate digital transformation programmes. For our client LV=, this also included their recruitment process.

“One thing we’ve done is to introduce coffee chats. You enter your details into a system, and it randomly matches you with someone across the business – regardless of level or department – who you have a 30-minute chat with. It increases your knowledge and network across the business and keeps our people connected. We encourage new starters to use it, but it’s available to everybody, and we’ve had really high take-up,” says Hough. LV= also partnered with mental health charity Mind to help line managers with training and has implemented shorter catch up-s around priorities, wellbeing, or successes.

“This helps us to be there for each other, to stay in touch and to make sure we’re doing the right things. People are all individuals – we’re all in the same ocean, but everyone’s in a different boat. We all experience things differently, so you need to listen to people and tailor solutions accordingly,” he smiles.

Read more about the changes our client LV= has made in the full interview with Future Talent here.

Hudson RPO

Content Team

The Hudson RPO Content Team is made up of experts within the Talent Acquisition industry across the Americas, EMEA and APAC regions. They provide educational and critical business insights in the form of research reports, articles, news, videos, podcasts, and more. The team ensures high-quality content that helps all readers make talent decisions with confidence.

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Hudson RPO China Team recognised in 2021 China Recruiting & Staffing Solution Provider Value Awards

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Hudson RPO China Team recognised in 2021 China Recruiting & Staffing Solution Provider Value Awards

Kathi May

We are thrilled to announce Hudson RPO China Team has been recognised in HR Excellence China’s 2021 China Recruiting & Staffing Solution Provider Value Award.  This prestigious award was evaluated by 520 HR professionals from multiple industries and across both Multi-Nationals and local companies.

Susan Fan, Country Director, China for Hudson RPO says  “We are incredibly proud and honoured to be recognised by HREC with this award for RPO excellence.  We have an exceptional team here in China who are viewed by our clients as ‘trusted advisors’. We value our China partnerships and strive to develop tailored talent solutions that support our clients’ strategic growth initiatives, delivering high quality talent and a superior experience for candidates and hiring managers.”

China award 2021

ABOUT HUDSON RPO

Hudson Global, Inc. is a leading global talent solutions provider listed on the NASDAQ. Operating under the brand name Hudson RPO we have delivered innovative, customised recruitment outsourcing solutions in the APAC region for more than 35 years.  We provide solutions across all categories of talent – internal, permanent, fixed term contract and temporary.  Through our consultative “trusted advisor” approach, we develop tailored talent solutions, designed to meet our clients’ strategic growth initiatives and deliver quality and value.

ABOUT HREC

Human Resource Excellence China (HREC) is a high-end, professional and influential membership organization for professionals in the field of human resources in China.  As of June 30, 2020, there are more than 3,800 companies joining HREC as corporate members.  Among China’s Fortune 500 and Forbes Global 2000, more than 90% of them are members of HREC.

Kathi May Headshot

Kathi May

Regional Director, Marketing & Employer Branding

Kathi leads Marketing and Employer Branding in APAC and is passionate about helping Hudson RPO clients attract, engage and retain top talent through innovative employer branding initiatives.  She works closely with the Client Solutions team to develop meaningful marketing strategies that promote the benefits of recruitment process outsourcing in delivering cost reductions, reduced time to hire and significant improvements in quality of talent, staff retention and recruitment service levels.

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Hudson RPO APAC named on the 2021 AFR BOSS Best Places to Work List

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Hudson RPO APAC named on the 2021 AFR BOSS Best Places to Work List

Kathi May

Today, Hudson RPO APAC was honoured to be recognised as one of Australia and New Zealand’s Best Places to Work. The prestigious annual list, published by The Australian Financial Review and Boss Magazine, is based on a rigorous assessment process managed by Australia’s leading behavioural science consultancy, Inventium.

We were honoured to rank #9 on the Professional Services list, from nearly 1,000 nominated organisations across Australia and New Zealand. The assessment was made up of a staff survey and a written submission, with questions relating to policies, practices and programs that exist within our organisation to support and get the best out of our employees. The methodology is underpinned by Inventium’s Workplaces of the Future framework, which identifies ten key factors that are critical to employees feeling motivated and engaged at work and is supported by extensive research. The full list of honourees can be viewed AFR Best Places to Work 2021. Hudson RPO APAC are thrilled to be recognised for our achievements and practices around flexibility, employee health & wellbeing, diversity, equity & inclusion and reward & recognition– all of which are brought to life through dedicated people programs and are the foundations of our culture.

“On behalf of all Hudson RPO leaders, we are thrilled to be recognised as one of the ‘Best Places to Work’ in Australia & New Zealand. It is a testament to our people and the unique culture that has been fostered since our inception just four years ago, that has given us the ability to create a working environment that allows people the freedom and flexibility to thrive in all facets of their life.

“Although our teams are dispersed, working at different client sites, we place great emphasis on building a unique and distinctive culture, where everyone feels engaged, valued and part of one overarching team. We are very excited by our people programs like Thrive (Health and Wellbeing), Balance (Flexible Work Practices) , Belong (Diversity, Equity & Inclusion) and Accelerate (Learning & Development). These programs ensure Hudson RPO attracts and retains the very best talent in our industry and operates as a tight-knit community of people that share common values and goals.  I’d like to thank each and every one of our people – who are the foundation of why Hudson RPO is truly a fantastic place to work.”

Kimberley Hubble, CEO, Hudson RPO APAC

“Inventium is proud to announce the 2021 Best Places to Work list in conjunction with the Australian Financial Review. We have undertaken extensive research into what truly makes a brilliant workplace and we are thrilled to recognise many organisations who are leading the way with innovative practices that drive key elements such as flexibility, wellbeing and equality.” Dr Amantha Imber, Founder, Inventium

The AFR BOSS Best Places to Work list recognises and ranks the best places to work in Australia and New Zealand, by industry, and is the premier list of its kind. The list is judged and compiled by Inventium – Australia’s leading behavioural science consultancy, using unique research-based methodology. In 2020, the list comprised of ten industry lists, compiled from nearly 700 nominations. www.mostinnovative.com.au

Best Places to Work 2021

ABOUT INVENTIUM
Inventium is Australia’s leading behavioural science and innovation consultancy. Since 2007, Inventium has helped hundreds of thousands of people become more innovative and more productive at work. Inventium applies the latest findings from science (psychology, behavioural science and neuroscience) to help organisations unlock growth through innovation and to create brilliant workplaces that get the very best out of their people. Inventium is the official methodology partner of the AFR Boss Best Places to Work List and the AFR Boss Most Innovative Companies list. Inventium is also a proud BCorporation. www.inventium.com.au


ABOUT THE AUSTRALIAN FINANCIAL REVIEW
For more than 50 years The Australian Financial Review has been the authority on business, finance and investment news in Australia. It has a reputation for independent, award-winning journalism and is essential reading for Australia’s business and investor community. The Australian Financial Review is owned by Fairfax Media Limited [ASX:FXJ], a leading multi-platform media company in Australasia. www.afr.com


ABOUT HUDSON RPO
Hudson Global, Inc. is a leading global talent solutions provider listed on the NASDAQ. Operating under the brand name Hudson RPO we have delivered innovative, customised recruitment outsourcing solutions in the APAC region for more than 35 years.  We provide solutions across all categories of talent – internal, permanent, fixed term contract and temporary.  Through our consultative “trusted advisor” approach, we develop tailored talent solutions, designed to meet our clients’ strategic growth initiatives and deliver quality and value.

Kathi May Headshot

Kathi May

Regional Director, Marketing & Employer Branding

Kathi leads Marketing and Employer Branding in APAC and is passionate about helping Hudson RPO clients attract, engage and retain top talent through innovative employer branding initiatives.  She works closely with the Client Solutions team to develop meaningful marketing strategies that promote the benefits of recruitment process outsourcing in delivering cost reductions, reduced time to hire and significant improvements in quality of talent, staff retention and recruitment service levels.

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Post-Pandemic Prediction #3: The Spotlight on Internal Talent

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Post-Pandemic Prediction #3: The Spotlight on Internal Talent

Content Team

The third prediction in our post-pandemic predictions report was an increased spotlight on internal talent. Good people offer a competitive advantage, so developing the right frameworks to support, coach, and upskill internal talent is vital in unpredictable times with varying hiring requirements.

Internal Mobility Trends

Where previously internal selection processes were often done in parallel with external sourcing efforts, we saw many organisations favour strict ‘internal only’ processes during the COVID-19 pandemic. With sharp declines in external hiring, the focus shifted towards existing, internal talent and redeployment. Resources and attention were redirected to training, coaching, and enhanced managerial oversight of newly promoted or seconded employees.

Many organisations have also made a conscious effort to increase the learning and development offering to staff. As an effort to both upskill and motivate employees during this time, additional resources and external learning tools have frequently been part of engagement strategies.

Benefits of Internal Mobility

While external recruitment is essential to bring new ideas and talent to an organisation, research has shown that the benefits of internal mobility include lower talent acquisition costs, higher retention rates and increased quality of hire.

  • Increased employee retention.
    Lack of career advancement opportunities remains one of the most common reasons for high-potential employees to leave their workplace. Organisations that are able to offer a range of opportunities and potential career paths have higher employee retention. 94% of employees would have stayed longer in their company if it had been able to provide them with more career opportunities.
  • Reduced costs and time to hire.
    As internal candidates need fewer new-hire and onboarding resources and only require training specific to the role’s responsibilities, embracing internal mobility reduces the time to hire and the training costs that organisations usually spend on onboarding new, external hires.
  • Quality of Hire.
    An advantage of internal hires is that they have an already established network and are familiar with the organisation’s processes. Typically, it takes two years for an external hire’s performance reviews to reach the same level as those of an internal hire. Organisations that hire internally are 32% more likely to be satisfied with the quality of their hire.
  • Leadership Succession Opportunities.
    Another benefit of internal mobility is the development of high-potential employees with an eye towards leadership succession. People who know the company, and potentially held different positions, are aware of the challenges and strengths and have insights and perspectives on an organisation’s culture and context that will help them be successful and productive quickly.

Designing your Internal Mobility Capabilities

group of workers in meeting
Talent should be considered something that can be developed, especially if a company wants to retain its employees long term.

Even though internal mobility programmes have many upsides, only a third of organisations feel that they have an effective or functioning internal mobility process. Some organisations even tell their recruiters not to contact people within the organisation.

Culture is an essential element of success in internal mobility programmes. Talent should be considered something that can be developed, especially if a company wants to retain its employees long term. A culture in which people feel encouraged to look internally for new opportunities and challenges, and managers are rewarded for training and developing their teams, can contribute to internal mobility.

Recruiters are part of this too and should understand the company’s direction and future needs. They can act as strategic advisors on what career paths typically look like for high-performing internal talent and where learning and development can fill in any gaps that may exist. The right technology can assist, for example, internal job boards or training platforms.

To start an internal mobility programme, an organisation should define the competencies needed for different types of roles. What are the measurable and observable knowledge, skills, and abilities characteristic of high-performance and success in a given job? Knowing these competencies, and the requirements of the role, allows an organisation to recruit and select the best employees, manage and train them effectively, and develop your staff to fill future vacancies.

Once these characteristics have been defined, the next step is to assess employees against these competencies. Usually, those employees have been identified as high-potential through their current job performance. The assessment should aim to answer the question: ‘does this person have the potential to do well at this job if provided the right technical training?’

Employer Branding

two workers in a discussion
Employer Branding can also be effective for internal audiences.

Not only will employees need to know about internal opportunities, but they should also be convinced that these opportunities can offer them more than those offered by the company’s competitors. This is where employer branding can be effective for internal audiences: it can help keep the high performers engaged and can turn disengaged employees into engaged employees with the right strategies. Examples of positive employer branding strategies for internal audiences include brand ambassadors, reminding employees of the organisation’s goals and how they are part of that journey, and a positive interview experience for internal opportunities.

Candidate experience is always one of the most critical elements of a recruitment strategy, but even more so in internal mobility programmes. Interviewing an internal candidate comes with the risk of turning a highly engaged employee into a disengaged one very quickly if they believe that there is no opportunity for progression available to them.

Communication with internal candidates should be the same as with external candidates. Ensure regular and clear communication, set expectations early and provide feedback honestly and constructively. A sensitive situation can arise when the internal candidate is not successful in their interview process. It then becomes even more important to offer advice and guidance on the skills they can develop the be successful in similar opportunities in the future.

How can an RPO help?

An RPO partner can help an organisation to facilitate internal mobility. They can have open discussions with hiring managers to identify opportunities that would be suitable for existing employees, develop a competency framework for critical roles, and advise on developing internal talent to be ready to fill future hiring needs.

Depending on your solution, an RPO partner can also identify talent who have specified a specific interest in a role, develop networks with employees and recruitment functions, and oversee the interviewing and onboarding of internal talent while ensuring your process’s integrity and transparency.

Letting your RPO partner drive your internal recruitment ensures you have true recruitment experts handling the expectations of all concerned and helps you shape a company culture where top talent can add maximum value. If you would like to learn more or speak to us about your internal mobility programme, please contact us.

Hudson RPO

Content Team

The Hudson RPO Content Team is made up of experts within the Talent Acquisition industry across the Americas, EMEA and APAC regions. They provide educational and critical business insights in the form of research reports, articles, news, videos, podcasts, and more. The team ensures high-quality content that helps all readers make talent decisions with confidence.

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How enforced remote working helped our client Sharp evolve its culture

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How enforced remote working helped our client Sharp evolve its culture

Content Team
There is no doubt that the COVID-19 pandemic has revolutionised how we work. Enforced national lockdowns, restrictions on travel and social distancing mean many organisations have worked remotely, with employees working from their home offices and kitchen tables and relying on email and video conferencing.
person participating in remote meeting

Although more than a third of employees in the UK are still working remotely, change is on the horizon. Industries like manufacturing, construction, and transportation are seeing their workforce return to normal. With the effects of vaccination programmes, many businesses are anticipating a return to the office.

But what impact has remote working had on businesses more used to office-based work, and will they make any permanent changes? How has the enforced switch to remote working during the pandemic affected employees and working culture? Our client Phil Herbert, VP HR at Sharp Electronics Europe, talks change and the new world of work with us in his interview with Future Talent.

According to Phil, video conferencing has produced the same results as in-person meetings. As part of a Japanese corporation, Sharp in Europe’s prevailing culture has generally been one of expecting people to work in the office. “Pre-pandemic, we had some flexible working practice but not to a large extent. The expectation was that people should generally be in the office. However, the pandemic has forced us to work remotely, and this has been a huge jump for the organisation, both from a physical ‘how-to do it’ and a cultural viewpoint,” he says.

The impact on productivity has long been held as one of the challenges of remote working. However, for many organisations this has proved to be a fallacy. A recent study found that only 18% thought remote working had made their organisations less productive, with 44% suggesting it had actually made them more productive. The challenge for leaders is maintaining this while shifting to a hybrid remote/office working plan as our economies begin to open up.

Additionally, without being tied to an office, the talent pool has widened exponentially. “Where you can attract talent from has massively widened and what employees expect from employers is different too. Remote working has changed everything.”

Ultimately, the pandemic has acted as an accelerant for many businesses. Digital transformation projects, employee wellbeing programmes and flexible working agendas have all been discussed for years, but the pandemic has forced organisations like Sharp to act. And while the true impact won’t be known for some time, there is – as Phil says – no going back.

For more of Phil’s insights on productivity, culture and hybrid working plans, read the full interview here.

Hudson RPO

Content Team

The Hudson RPO Content Team is made up of experts within the Talent Acquisition industry across the Americas, EMEA and APAC regions. They provide educational and critical business insights in the form of research reports, articles, news, videos, podcasts, and more. The team ensures high-quality content that helps all readers make talent decisions with confidence.

Follow Hudson RPO on LinkedIn

What is RPO?

Learn More

What is MSP?

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