Archives for July 2023

From musician to sourcing specialist: how the drive to learn and grow can truly pay off

by

  • Blogs & Articles

From musician to sourcing specialist: how the drive to learn and grow can truly pay off

Content Team

The career stories at Hudson RPO often cover remarkable journeys, from global relocations, film premieres to transferable skills from the Olympics. John Paul’s (also known as JP) story is no different. Whether he is teaching himself to play the guitar or building a career, JP approaches learning methodically, consistently practicing and pushing himself to perfect difficult techniques.

With dedication and perseverance, JP is now an accomplished guitarist, even teaching others his craft. It’s the same mindset he carried over into his career. With a determination to continuously learn new skills, JP quickly progressed his career with Hudson RPO. This is his story.

Joining Hudson RPO

With previous experience in the world of talent, JP joined the Hudson RPO team as a Recruitment Coordinator at the Manila Centre of Excellence. Joining a growing organisation meant JP was able to develop his career and experience alongside our Australian team.

For me, it’s really important to understand how everything works and pieces together. The Recruitment Coordinator role allowed me to get hands on experience and a better understanding of how the recruitment process worked.”

JP was quickly generating exceptional results for our clients and noted for his performance, which led to the opportunity to train new starters at Hudson RPO.

Taking the next step

JP quickly became an expert in recruitment and guiding candidates through the interview process. Building his confidence and skills, he grew more motivated to take his skills further. Unlike other organisations JP has previous experience with, he felt confident in having an open conversation with his manager about his desire for a new challenge, and when the opportunity presented itself, JP took the next step into a Talent Assessor role.

Leadership here is stellar. They are very open to hearing what you want to do. When you are ready to move into a new role they support you."

Learning & Development

Much like when he was learning to play the guitar, JP jumped into his role headfirst, quickly developing his skills and knowledge. Classroom-based training offered at Hudson RPO gave JP the chance to develop a strong learning mindset and helped build the foundation for his learning. JP attended several internal training courses and best-practice sessions. When Hudson RPO acquired a business in India – 247, JP was provided a key opportunity to apply his skills in a project, focusing on improving candidate engagement:

JP playing guitar in a band

“The project with 247 really gave me the opportunity to develop and hone my proactive talent engagement skills. Up until this point, I had only phone screened active candidates but for this project, I was the key contact for passively sourced candidates so the style of call was completely new to me. I really had to quickly capture the candidates attention, figure out what would motivate them to change roles, and then get them excited about the positions we were recruiting.”

Supported development

As an extension of JP’s approach to learning, he is also a firm believer that it’s up to the individual to drive their career. Spurred on by his passion for engaging candidates and with the support of his manager, JP progressed again, this time into a role in the tech sourcing team.

Coming into a new role is not without its challenges. JP highlights how in addition to the structured learning and development he’s received, the support of his team and his manager have been crucial in helping him succeed in the Sourcing team.

Starting a new role and learning new things isn't always easy. But with determination you will get through it, everyone is here to support you."

“I love our daily stand ups; it really brings a lot of value to the role I’m in. When you have challenges, you can voice them to the team and get instant feedback from people who have similar experiences. It’s really helped in getting to me where I am now,” JP shares.   

What’s next

As for what’s next, JP is focused on excelling in his current role as a Sourcing Specialist, but ultimately, he hopes to take on a Team Lead role in the next 5 years.

I’m here for the long haul because I know that I will have the support I need to achieve my career goals at Hudson RPO.”

John-Paul’s journey from self-taught musician to successful sourcing specialist is a testament that personal passions can directly nurture and enhance your professional skills. With determination and willingness to learn, JP has shaped the career he wants at Hudson RPO within our Manila Centre of Excellence. Are you looking to join a supportive team with opportunities for learning and development? Find out more about careers at our Manila CoE.

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?

Learn More

Related articles

Four steps to integrate Learning and Development into your talent strategy

by

  • Blogs & Articles

Four steps to integrate Learning and Development into your talent strategy

Content Team

In the ever-evolving world of work, skills have become an exchangeable currency. Forward-thinking organizations recognize the importance of attracting and retaining top talent by focusing on potential within their existing workforce. Instead of relying solely on external hires, these companies are leveraging innovative methods, particularly Learning and Development (L&D) programs, to nurture and develop the skills of their employees. Rajan Mirpuri, Solutions Director EMEA, shares four steps organizations can take to harness L&D as a strategic tool for future organizational success.

1. Audit your current skill supply

The first step organisations should take is a thorough audit of their current skill supply. This process involves assessing the skills of current employees across roles and departments and using these to predict their development potential. This goes beyond formal education or years of experience, and rather speaks to a demonstrated skill set as an indicator of future performance. For example, someone regularly undertaking reporting tasks in their current role, might demonstrate acumen to be successful in data and analytics in the future. By prioritising skill development opportunities and establishing clear learning objectives, organisations can create a comprehensive development plan that outlines the necessary actions and resources to bridge future skills gaps. This skill supply audit lays the foundation for the effective utilisation of L&D programs, enabling organisations to nurture and develop the talents of their existing workforce in alignment with future success goals.

About 40 percent of employers considered retention through Learning and Development programs as a top priority for this year. We are now seeing a significant shift in focus across the talent landscape as employers recognize the immense value of L&D programs. By investing in these initiatives, companies can enhance skills, foster retention and build a resilient workforce that is well-equipped to overcome future challenges.

Rajan Mirpuri - Solutions Director EMEA

2. Map your future skill needs

Now that you have a clear understanding of your existing skill supply, the next step is to map the skills you will need in the future. By comparing your current skill supply with the anticipated future demand, you can pinpoint any skill areas that require attention, enabling you to identify the specific skills that will be crucial for your organization’s success in the coming years. By proactively mapping these future skill needs, organizations can tailor their talent acquisition strategies to attract candidates who possess the desired skills, even if their experience may vary. This forward-thinking approach ensures a workforce that is equipped with the necessary skills to thrive in, what we anticipate to be, a dynamic future.

3. Building a Learning & Development department

Building upon the foundation laid by the skill supply audit and future skills map, the next crucial step is to create a fit-for-purpose Learning and Development (L&D) strategy. Your L&D strategy will play a pivotal role in developing the skills of the future. By assessing the current capabilities of the L&D department and aligning its strategy with future skill needs, organizations can ensure the department’s readiness to drive effective learning initiatives. Depending on your ambitions, this could look like internal and external partnerships, building development pathways for employees and regular learning and development audits. By investing in the L&D department, organizations strengthen their ability to lead successful skill development initiatives while leveraging benefits in employee attraction and retention.

By emphasizing skills-based pathways, organizations can build a more flexible and agile workforce that can readily respond to market shifts and disruptions.

4. Build skills-based pathways

The final phase is to establish skills-based pathways for employees, that aim to create a more resilient and secure workforce. This approach involves identifying key skill clusters or domains and designing clear progression pathways that outline the skills, knowledge, and experiences required for each level. By offering targeted training programs, mentorship, and on-the-job experiences, organizations can actively develop and nurture talent, enabling them to upskill and adapt to evolving business needs. Additionally, by emphasizing skills-based pathways, organizations can build a more flexible and agile workforce that can readily respond to market shifts and disruptions.

As skills become the new currency in the dynamic world of work, harnessing the power of Learning and Development (L&D) is essential. By conducting a skill supply audit, mapping future skill needs, empowering the L&D department, and establishing skills-based pathways, organizations can cultivate a resilient and secure workforce.

Building a Skills-based Organization

Skills are the most valuable asset in the modern workplace. Learn how to leverage them to gain a competitive advantage in our latest whitepaper with Future Talent Learning.
Download now

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?

Learn More

Related articles

Navigating the ongoing conversation: the impact of pay transparency on recruiting and retention

by

  • Blogs & Articles

Navigating the ongoing conversation: the impact of pay transparency on recruiting and retention

Jeremiah Stone

Pay transparency in job advertisements has accelerated in the last two years in response to a growing body of state and local legislation. What was once a novel approach employed by only the most progressive companies has now become a core consideration for talent acquisition broadly. Linking pay transparency requirements with existing strategies to attract and retain exceptional talent, some organizations have embraced pay transparency’s potential for fostering trust, promoting fairness, and reducing disparities in compensation. In this blog post, part of our ongoing series on pay transparency, we will delve into the impact of pay transparency on recruiting and retention, specifically focusing on the best practices for talent attraction.

Approximately 45 percent of companies now provide a pay scale in their job postings, but the extent to which they have fully embraced the spirit of transparency requirements has varied. For example, some organizations have posted overly broad salary ranges, creating skepticism about their commitment to transparency among prospective candidates. In contrast, more proactive employers have taken the opportunity to engage in transparent discussions about candidates’ placement within salary ranges, explaining the factors influencing compensation decisions. This approach enables them to more effectively manage candidate expectations and foster trust throughout the recruitment process.

To leverage the benefits of pay transparency effectively, employers should consider the following best practices:

  1. Establish clear compensation guidelines:
    Develop well-defined pay scales aligned with market benchmarks and internal equity. Communicate these guidelines transparently to candidates and employees, ensuring the factors that influence compensation decisions are clear.
  2. Communicate job expectations:
    Provide candidates with a comprehensive breakdown of job responsibilities and requirements. This empowers candidates to make informed decisions about their fit within salary ranges and encourages better alignment between expectations and proposed compensation.
  3. Train recruiters and hiring managers:
    Equip recruitment teams with the skills and information necessary to have open conversations about compensation. Ensure that recruiters and hiring managers are proficient in explaining the factors that contribute to placement within salary ranges and are prepared to address candidate questions or concerns.
  4. Foster a culture of fairness:
    Pay transparency should be supported by a broader commitment to fairness in the workplace. Ensure that compensation decisions are based on objective criteria, and regularly review and update pay scales to account for market trends and internal equity.

As the conversation around pay transparency continues to evolve, leaders in the talent acquisition space must navigate its complexities to attract and retain top talent successfully. By embracing pay transparency, organizations can build trust with candidates, attract highly qualified individuals, and foster a culture of fairness and equity. 

Jeremiah Stone Headshot

Jeremiah Stone

Talent Acquisition Director

Jeremiah, Talent Acquisition Director at Hudson RPO, has a deep experience in talent acquisition and building people capability. With a passion for Diversity, Equity and Inclusion, he transforms recruitment functions and drives exceptional results for our clients.

Follow Hudson RPO on LinkedIn

What is RPO?

Learn More

What is MSP?

Learn More

Related articles

Understanding the nuance: pay transparency and pay equity

by

  • Blogs & Articles

Understanding the nuance: pay transparency and pay equity

Jeremiah Stone

 As part of our pay transparency series, this article aims to shed some light on two interlinked, but distinct concepts: pay transparency and pay equity. Both are critical components of a comprehensive compensation strategy and play a pivotal role in your organization’s culture, attractiveness, and legal compliance.  

Pay transparency & Equity explained

Pay transparency is a tactical strategy aimed at supporting the broader goal of pay equity. It involves openly sharing information about pay structures and policies, giving employees insights into the pay ranges for different roles and the criteria used to set them. It’s like giving your employees a map and compass for their journey in your organization, ensuring that no one is left in the dark. 

Pay equity, however, is the goal that pay transparency supports. It’s a commitment to providing equal pay for equivalent work, taking into account factors like qualifications, skills, performance, and experience, and it mitigates bias in the offer negotiation process. 

Talent Attraction & Retention

If you’re still finding your footing with internal pay equity, introducing pay transparency might feel like stepping into the spotlight on a dark stage. It demands introspection and adjustments for internal equity before your pay scales are ready for their debut. But remember, a well-lit stage also lets you shine. 

Opening the curtain on pay ranges is not exclusive to external candidates; it’s also for the audience inside the house—your existing employees. Employees’ awareness of higher pay ranges for similar work can be a powerful motivator and may influence their decision to either step up their performance or step out of the company. 

Moving beyond legal compliance

Aiming for the bare minimum to avoid difficult conversations is a missed opportunity. Compliance with pay transparency requirements isn’t just about avoiding a penalty; it’s about moving towards a more equitable pay structure across the board. 

Of course, compliance with the law is non-negotiable, but it should be the starting point, not the finish line. Beyond legal compliance, implementing pay transparency requirements presents an opportunity to reflect on your organization’s approach to equitable pay. Not only is it the morally correct course of action, but it also adds an extra layer of protection against potential discrimination claims. 

Getting started with pay transparency & equity

The relationship between pay transparency and pay equity might be complex, but understanding it is crucial for you as HR leaders. Embracing pay transparency can drive your organization towards true pay equity, cultivating an inclusive, equitable culture that’s attractive to top talent.  

This article is part of our pay transparency series and report. Jeremiah Stone, Talent Acquisition Director at Hudson RPO, dives deeper into several relevant topics to help organizations navigate this shifting landscape, including:  

  • Understanding the Legal Aspects of Pay Transparency 
  • The Benefits of Pay Transparency to Employers and Employees 
  • Strategies to Implement Pay Transparency in Your Organization 
  • The Impact of Pay Transparency on Recruiting and Retention 
  • Case Studies: How Companies Successfully Implemented Pay Transparency 

Stay tuned for more insights as we continue to explore these critical issues in depth. 

Jeremiah Stone Headshot

Jeremiah Stone

Talent Acquisition Director

Jeremiah, Talent Acquisition Director at Hudson RPO, has a deep experience in talent acquisition and building people capability. With a passion for Diversity, Equity and Inclusion, he transforms recruitment functions and drives exceptional results for our clients.

Follow Hudson RPO on LinkedIn

What is RPO?

Learn More

What is MSP?

Learn More

Related articles

Redesigning work for employee wellbeing: how employers combat burn-out risks in Asia Pacific

by

  • Blogs & Articles

Redesigning work for employee wellbeing: how employers combat burn-out risks in Asia Pacific

Content Team

In today’s fast-paced and demanding work environment, employee wellbeing has emerged as a critical factor for both individual and organizational success. The World Health Organization (WHO) defines burnout as an occupational phenomenon resulting from chronic workplace stress. As burnout rates continue to rise, employees are seeking workplaces that prioritize their wellbeing. In fact, according to the Mercer Talent Trends report 2022-2023, thriving employees are seven times more likely to work for a company that prioritizes employee wellbeing. In this blog, we will explore the importance of employee wellbeing and discuss how employers can redesign their work practices and benefits packages to retain talent, boost wellbeing, and enhance productivity.

Australia & New Zealand: Mental health, flexibility and cost-of-living adjustments

The landscape of employee wellbeing in Australia and New Zealand (ANZ) is undergoing significant changes. The number of companies measuring burnout risk has nearly doubled since 2020, indicating a growing recognition of the detrimental effects of burnout on both employee wellbeing and organizational performance. Furthermore, financial, physical, and mental wellness have reached their lowest points in two years, underscoring the urgent need for organizations to address these areas of wellbeing and foster a supportive work environment.

Responding to these challenges, 43% of Australian leaders are actively redesigning work practices to prioritize employee wellbeing. This involves reevaluating workloads, promoting work-life balance, and implementing flexible working arrangements. Moreover, 24% of organizations in ANZ have already started offering cost-of-living adjustments or wage increases to acknowledge the importance of employee wellbeing. Looking ahead, 63% of these organizations plan to expand their benefits packages in 2023, incorporating programs that cater to physical, mental, and financial wellbeing. These proactive measures reflect a growing commitment to nurturing a healthy workforce and recognizing the critical role of employee wellbeing in driving success.

Asia: Flexible working, health benefits and retirement security

Employee wellbeing is gaining significant attention in Asia, as organizations recognize its importance in attracting and retaining top talent in the region. Delivering on total wellbeing strategies has emerged as one of the top 10 HR priorities in Asia for 2023, reflecting a shift in acknowledging employee wellbeing as a crucial aspect of organizational success.

Health, flexible working options, and retirement security are the top three benefits desired by employees in Asia. These priorities highlight the need for organizations to provide comprehensive support across different dimensions of employee wellbeing, ensuring that employees feel supported in their physical, mental, and financial health. Approximately 50% of employers in Asia have already recognized the positive impact of flexible working options on work-life balance and overall wellbeing. This trend aligns with the changing expectations of employees and the evolving nature of work. By offering flexible working arrangements, organizations are empowering their workforce to manage their time effectively and foster a healthier work-life integration.

Financial security is another significant concern for employees in Asia, and organisations are taking note. Around 14% of employers have plans to invest in financial wellness programs to enhance long-term financial security for their workforce. By providing resources and guidance on financial management, organizations can alleviate stress and improve the overall financial wellbeing of their employees.

Do your benefits allow your people to thrive?

The importance of employee wellbeing cannot be overstated. Organizations must recognize the impact of burnout and prioritize wellbeing initiatives to retain talent and drive productivity. The ongoing trends in ANZ and Asia demonstrate a shift towards redesigning work practices and benefits packages to accommodate the holistic needs of employees. By providing support across physical, mental, and financial dimensions of wellbeing, employers can create a workplace that fosters engagement, reduces burnout, and enhances overall employee satisfaction. Is your benefits package set up to compete for talent? Talk to one of our talent experts.

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?

Learn More

Related articles

Download our Latest Whitepaper

Get The Report