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Experiencing rapid growth? Start here.

November 23, 2021 by Content Team

Blogs & Articles

Experiencing rapid growth? Start here.

Content Team

November 23, 2021

Is your company in reaction mode, unable to hire in time to make the most of a new market opportunity? Or constantly scrambling to fill key staffing gaps, often at a significant cost and not getting the best hires? Is your staff worn down because they are always doing extra work to cover vacant roles? There’s a better way.

Step 1: Consider workforce planning

A robust workforce planning is your first step. Workforce planning is a strategic process that helps organizations anticipate future resourcing needs. A workforce planning aligns with your strategic plans, laying out staff numbers, locations, roles, and capabilities that will be required to meet your goals and ambitions. A workforce planning also outlines how to attract and recruit the staff you need, as well as how to tap into both obvious and hidden pools of internal talent.

There are 2 types of workforce plans.

Strategic Workforce Plan: aligns to the 3–5-year business plan. Today 3-year plans are more common than 5-year.
Operational Plan: aligns to the 12–18-month recruitment forecast.

Step 2: Build your business case

Workforce planning is not a quick fix. Because it needs to be aligned to your business plan, you will need input and support from senior leaders in your company to make it successful. Build a compelling business case to win stakeholder buy in.

A great way to do that is to show some powerful metrics. For example, if the business finds it is taking too long to fill critical open positions, then it is possible to show how this high “time to fill” is adversely impacting the financial results of the company by way of missed revenues. Showing how revenue can be increased can provide a compelling argument. Below are some examples of triggers that indicate that a workforce plan could be beneficial:

High cost-per-hire
High time-to-fill metrics
High employee turnover
Significant company expansion
High employee demand in your market
Hard to achieve desired level of productivity within a reasonable timeframe
Company is slow to react to new business opportunities
Added pressure on current employees covering for open roles

Step 3: Gather the data

To calculate missed revenues, start by choosing a few roles where it’s easy to measure the value of 30 days of revenue-generating work (sales roles are often a good option). You can easily look at expected revenue from each sales resource and then extrapolate out the missed revenue by not filling that role. Remember, the value of those 30 days is what you will ‘earn’ by filling that role 30 days faster. Next, determine how many of these roles require filling each year. Multiply this by the 30 days figure to arrive at a hard-to-ignore revenue impact.

Alternatively, you could look at the additional costs you are incurring by not having a proper workforce plan, such as the cost of over-using recruitment agencies or search firms to fill jobs. The cost-per-hire difference between you filling a job yourself (via your in-house recruitment team or RPO partner) versus the cost of doing so via a search firm can be large and may be significantly reduced with a robust workforce plan tied to the right resourcing plan and model.

Step 4: Implementation

Once the business case is complete, you need to find the most appropriate person to present it to the Executive Team to build their buy-in and support. Typically, this is the HRD or CFO. If the business case is done well, then adopting your recommendations should be an easy decision. By demonstrating the value and getting buy-in to workforce planning, you’ll position the company for better project success and create a company “habit” that will reap benefits for years to come. Aside from the data gathered from your business, these are some other helpful benefits of a workforce plan to help you build your case:

Agency spend reduction
Improved budgeting accuracy
Accurately defined roles attract better talent
Greater visibility into recruitment technology needs
Enhanced succession planning and internal mobility
Proactive talent pipelining of actual business needs
Anticipated costs before the recruitment process starts
Better positioned to execute new business initiatives successfully

Once you have approval and enter the implementation phase, it is critical that the plan is kept live and relevant by regular contact with senior executives to ensure any changes to strategies are understood and reflected in the workforce plan. Without this, ensuring a workforce plan matches the plans of leadership simply isn’t possible. Your CEO also needs to back the process, sending a signal across the business that workforce planning is both essential and valued.

Other possible partners of the workforce plan in your business are your finance and analysis experts. Finance can assist a keener understanding of tax, accounting, regulatory issues, and pro forma studies pertaining to different types of labor. The business analysis team can gather the data needed to assess internal attrition rates, time-to-fill statistics, the percentage of positions that remain open beyond a certain threshold, and other insightful workforce analytics guiding more informed decisions in different markets and geographical regions.

Step 5: Keep evaluating

HR and Talent Acquisition should review the Workforce Plan every three months, and meet with the formal Workforce Planning team (comprised of senior-level business stakeholders) every six months to keep them engaged in the process. Naturally, the workforce planning team would meet to respond to any major market changes or shifts in the business plan.

As you continuously evaluate the outcomes, analyze the workforce plan effectiveness along the way. Are roles being filled faster? Is retention improving? Are we achieving the expected results? Are we getting the necessary cooperation from the field? This way you’ll identify gaps and course correct as necessary.

Some pitfalls to avoid in your workforce planning are:

External-Only Recruitment Focus
Don’t forget the wealth of internal skill sets already in the company. A good process includes internal mobility, succession planning and professional development. Include internal employees in the recruitment plan.
No Budget for Training
Part of Workforce Planning involves identifying internal talent you can move into key roles with some basic training. If no training budget exists, this internal talent cannot be leveraged.

Keen to get started?

While it is ideal to create a Workforce Plan that is truly company wide as it leverages talent and synergies across the entire business, this may not be possible for businesses embarking on this for the first time. In these instances, you may have to focus your energies initially in one business division to prove the concept before expanding the plan and actions across the entire organization.

Whether you are considering workforce planning, are at implementation phase, or have existing workforce plans, Hudson RPO has experience with workforce planning in different industries, markets, and businesses. Would you like to discuss your workforce planning? Get in touch today.

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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The time to engage an RPO partner is now. Here’s why.

November 8, 2021 by Content Team

Blogs & Articles

The time to engage an RPO partner is now. Here’s why.

Content Team

November 8, 2021

Unpredictable times call for a trusted partner, a partner ready to scale up and down according to your hiring needs, providing you with the right talent where and when you need it. As we described in our previous articles, the recruitment industry is unlike it has ever been before. Climate change, vaccination strategies, remote working and The Great Resignation have called for businesses to adapt swiftly to compete for the best talent.

Attracting talent takes a holistic approach.

New generations are entering the workforce. With different wants, needs, and aspirations than the generations before them, they will again transform the workforce. Gen-Z especially is asking more from employers than a place to work; employers need to answer questions about their commitments to creating equal opportunity, stances on social issues, and plans for the future. Alongside the unseen competition in the great resignation, companies need to offer a more holistic approach to recruitment, including their employer brand and benefits package.

A one-off strategy to quickly fill a role with the next available applicant is no longer enough. An RPO partner can offer a solution tailored to your needs that offers more than recruitment alone. The solution can include employer branding, data analysis, diversity & inclusion programs, early careers initiatives and more. Click here to read more about how Hudson RPO reduced agency reliance from 92% to 7% for one of our clients.

Industries are rapidly changing.

The COVID-19 pandemic has shown employers how quickly circumstances can change in light of a crisis and how quick adaptation is everything in such an event. With the COVID-19 pandemic not yet behind us, it is time for businesses to prepare for the next big transformation: climate change.

With energy transitions, new rules and regulations, and net-zero commitments becoming a competitive factor in winning customers and candidates, a significant shift in the market as we know it is approaching. Jobs might disappear in more traditional sectors, while new jobs will be created in modern ones, including renewables, food manufacturing, and agritech.

Industry changes call for a partner who can rapidly respond to your needs, whether to speed up or slow down hiring, adapt the recruitment process, and provide you with the latest market insights and industry expertise. At Hudson RPO, we helped our client of 12 years improve their strategy using a wealth of hiring metrics and data, click here to read more.

Long-term strategies win.

Recruitment is quickly associated with attracting talent, but recruitment takes on a more strategic role in business in the current market. Where attracting talent is becoming more time and resource-intensive, the focus in the recruitment industry is moving towards retention, learning and development.

Existing talent within your organization can disengage quickly without guidance, training, and opportunities for progression, even more so in unpredictable times where employees might reconsider what they find important. An RPO partner can help design consistent and effective onboarding processes across departments and regions; and advise on learning and development programs, leadership succession and internal mobility. Click here to read more.

Technology is advancing.

A successful recruitment strategy is increasingly intertwined with staying up to date with the latest technology and knowing how to use them to gain a competitive advantage. Newcomers in the social media space like TikTok and Clubhouse are transforming the candidate experience and opening new ways of sourcing. AI and Natural Language Processing are automating processes that now allow recruiters more time to spend on early engagement and delivering top-notch candidate experience across all touchpoints in the recruitment process.

The wealth of technologies and their advancements can be daunting to navigate, let alone invest. This is where Hudson RPO can advise on the technology that is right for your organization. Developing a partnership and a deep understanding of your business also allows an RPO partner to advise exactly where the technology should be implemented in the recruitment process, allowing you to focus on what’s most important: your candidates.

With 2022 just around the corner, there is much more to prepare for. Over the next month, we will share our insights for 2022 and how recruitment might change even further. Recognize any of the above challenges, or do you have questions? Click here to get in touch today.

Hudson RPO

Content Team

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Hudson RPO Celebrates 12 Consecutive Years on HRO Today’s Baker’s Dozen List of Top Global RPO Providers

October 6, 2021 by Content Team

Annual Client Satisfaction Survey Reveals Top Recruitment Process Outsourcing (RPO) Providers

OLD GREENWICH, Conn., Oct. 05, 2021 (GLOBE NEWSWIRE) — Hudson RPO, a leading global total talent solutions company owned by Hudson Global, Inc. (NASDAQ: HSON), announced today that for the 12th consecutive year it has ranked among HRO Today magazine’s Baker’s Dozen list of top enterprise recruitment process outsourcing (RPO) providers.

The annual RPO Baker’s Dozen list reflects the views of senior HR decision makers. The list is based on a survey of industry professionals, including RPO clients, who analyze and rank services offered across the market. The Baker’s Dozen survey is considered a leading global indicator of top recruitment outsourcing providers.

“Once again, we are honored to be included on the Baker’s Dozen list for top global RPO providers. I am proud of the world-class service we have continued to deliver to our clients throughout the global pandemic as workplace fundamentals changed drastically. I am very impressed by the resilience shown by our staff, and it is gratifying to know our clients are benefitting from their hard work,” said Jeff Eberwein, Global CEO of Hudson RPO.

“We appreciate the dedicated community of HR professionals who shared their experiences and insights for the Baker’s Dozen. We are also incredibly grateful for the loyal partnerships we share with our extraordinary clients, and I believe these relationships have only deepened throughout the challenging times of the COVID-19 pandemic,” added Mr. Eberwein.

Results of the Baker’s Dozen were based on a client satisfaction survey completed by 500 verified global customers who use recruitment outsourcing services. Respondents rated RPO providers on the overall breadth of service, deal size, and service quality.

About Hudson Global, Inc.

Hudson Global, Inc. is a leading total talent solutions provider operating under the brand name Hudson RPO. We deliver innovative, customized recruitment outsourcing and total talent solutions to organizations worldwide. Through our consultative approach, we design tailored solutions to meet our clients’ strategic growth initiatives. As a trusted advisor, we meet our commitments, deliver quality and value, and strive to exceed expectations.

For more information, please visit us at www.hudsonrpo.com or contact us at [email protected].

The great resignation: 5 steps you can take today.

October 5, 2021 by Content Team

Blogs & Articles

The great resignation: 5 steps you can take today.

Content Team

October 5, 2021

The Great Resignation has seen millions leave their jobs in the spring and summer months, but new talent doesn’t seem in a rush to replace them. Although from July to September this year, in the UK alone hiring increased by 13% and the numbers of employers looking to hire is the highest it’s been in 8 years, organizations are struggling to fill their roles. Similar trends in Australia have seen a record level of jobs growth with 45% increase in job opportunities since January 2021.

If you are struggling to hire the talent you need, in what many refer to as the toughest recruiting environment they have experienced, find the 5 steps you can take today to improve your chances of hiring below:

1. Review your benefits and working arrangements

The vast majority of jobseekers are looking for a flexible working arrangement. Every organization has a different definition for flexible working, so make sure candidates understand what this entails for your business. Not every company is able to offer flexible working arrangements, depending on the industry and nature of work. Other benefits like wellbeing offerings, financial benefits, and internal employee programs can be relevant and should be advertised throughout.

2. Be open about what you are offering

Outside of working arrangements, candidates want to see the salary ranges so they can make informed decisions on their applications and offers. Although 70% of professionals want to hear about salary in the first message from a recruiter, most companies are not openly discussing their salary ranges: 40% of UK vacancies and 50% of US vacancies are advertised without salary information and in Australia it is estimated to be as high as 80%. Compare how the salary package levels up to competitors who are recruiting for the same talent and skillsets, adjust if needed and include it with your job advertisement to create a competitive advantage.

3. Consider where you can fill roles by developing and reskilling talent

In a shortage of newly available talent, it is worth considering where talent can be trained, developed, and reskilled. The largest pool of readily available talent might already work in your organization. In other cases, talent that is interested in working for you, but doesn’t tick all the boxes on the list of requirements, could be trained on the job. In times of the Great Resignation, where staff retention is a challenge, training and development alongside appropriate wages and flexible arrangements can be a valuable, long-term investment.

4. Consider a broader marketplace

What roles require someone to be in, and which can be done remotely? Talent is everywhere in the world of remote working, also often making work more accessible to candidates who have families or live in smaller cities. Even though our collaboration and networks have decreased in the world of online working, the authenticity of our connections has increased. For certain roles that require input and connections, going fully remote might not be ideal, while for other roles there is no reason they can’t be done online.

5. Strengthen your employer brand

Many workers’ decision to leave their company and job, has been driven by how they were treated by their employers. Job security and the response to the Covid-19 pandemic are now elements of an employer’s brand. While previous response and decisions can’t be overturned now, part of an employer’s brand is also showing authenticity, and how the company plans to move forward in the future. Other elements of the employer brand such as the benefits, opportunities for learning and development and employer value propositions can be placed on the forefront of communications about job opportunities.

Hudson RPO is a proven recruitment partner and strategic advisor in uncertain times. If you would like to discuss the steps you can take during the Great Resignation to gain access to the talent you need, get in touch today.

Hudson RPO

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The Future Leader

September 16, 2021 by Content Team

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The Future Leader

Content Team

September 16, 2021

Organisational leadership has been under scrutiny like never before. From managing the safety of business and people, to dealing with financial pressures and the impact of societal issues, leaders and leadership styles have been tested to breaking point. And the challenges aren’t over. Managing the transition to new ways of working won’t be possible without strong, capable leaders. So, what does leadership of the future look like, and how will our organisations be set up?

Emotional intelligence

Caught in an ever-widening crisis, leadership has been about communication, compassion, and calmness. The leadership teams that have got it right have focused on being open with their people about the unique challenges the business world has faced, have listened to what their employees have needed to survive and have remained level-headed.

In among this, it’s easy to forget those that got things wrong. Pub chain Wetherspoons’ decision to pay employees only 80% of their wages until government furlough schemes were in place was condemned, while Richard Branson’s call for a government bailout of Virgin Atlantic, while employees were on unpaid leave, was a bad look.

Perhaps the biggest change has been the rise of emotional intelligence (EQ) as a key quality in leaders. Defined as the ability to identify and manage your own and others’ emotions, EQ is a crucial differentiator in high-level positions.

The pandemic has created a unique situation where leaders need to be more in tune with their teams than ever before. Faced with myriad uncertainties, employees want to be valued, heard and understood. They need a deeper connection to their leaders and organisations – and the best executives realise this.

Expert commentary

In our recent whitepaper: Work – A Paradigm Shift, Adam Kingl, academic and author of Next Generation Leadership, explains how the next generation believes leadership is about reminding employees of the mission and values of the organisation so that they can prioritise the work they do. Doing so creates a golden thread behind why someone chooses to work for an organisation and the work they do. By helping an individual employee achieve their personal goals, they help the organisation achieve theirs.

Human-centric leadership is about changing your priorities to focus on the human motivations that drive work. It’s about being relevant to the work of the future. To read his full commentary and advice, click here to download the whitepaper for free.

Leadership styles

If the need for stronger connections at work has taught us anything, it is that the era of command-and-control leadership is over. But what leadership styles will emerge from the post-COVID era?

Leadership in crises follow a three-stage structure: responding to the problem, recovering, and thriving in ‘the new normal’. In the respond stage, leaders need to show both empathy and decisiveness while in the recover stage it’s about re-establishing the new ways of working with a collaborative approach.

The impact of Gen Z on the workforce adds to this. They want to express ideas and be heard. Simply telling them what to do is unlikely to retain them and allow them to thrive. All this means that the skills leaders need for the future are evolving. The future leaders will need new skills.

Author Jacob Morgan who interviewed 140 CEO’s around the world for his book, believes that traits as being globally minded, intellectually curious and a part of your team rather than just leading it, will define good leadership in the future.

It also means that organisational structures are evolving. Flatter, less hierarchical structures allow organisations to be more flexible and innovative, as well as more responsive. And while not all businesses will follow, there will be a movement towards less bureaucracy and more agile, project-based working.

Corporate transparency

Organisations are no longer simply businesses where people work – they are now brands that need to express their own values and positions in society. Social issues, such as the Black Lives Matter protests and environmental concerns are increasingly affecting businesses, with leaders needing to give the right messages to articulate their organisation’s values. Diversity and inclusion has always been important to HR and recruitment leaders, but the issue is now permeating the very top of executive teams – even if those leaders aren’t as diverse as they could be. Why? Because customers and candidates demand it.

To read more about this including the case studies of Tate & Lyle sugars and M&G plc, and commentary of Susanne Braun, professor in leadership at Durham business school, click here to download the full whitepaper for free.

Communication

The common thread linking all these issues is communication. Leadership of the future requires excellent communication, whether to influence your people to go with you, reassure them in the face of difficulties or update them on where the business stands.

During the COVID-19 pandemic many leaders found that the best approach was to over-communicate, rather than risk under-communicating. With remote working, this took many forms, from video-conferencing and weekly emails, to – as one client discussed – buying text messaging software to keep factory workers up to date with the business’s response to COVID-19.

But how do you ensure you get your message across? For future leaders, effective communication is about fostering a sense of teamship and community within their employees, while ensuring clarity over roles, projects and outcomes.

Hudson RPO

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The Future Employee

September 8, 2021 by Content Team

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The Future Employee

Content Team

September 8, 2021

Generation Z (born in the early 1990s to 2000s) are already the biggest percentage of our global population. Just as baby boomers and millennials changed the way we work and what we expect from it, so too will Gen Z with their focus on skills development and engaging work. Enforced working from home has also changed how generations view work. Some employees have enjoyed the ability to spend more time with family, work at their own pace, while others deal with the loneliness and claustrophobia of working in cramped flats and shared houses. Bringing competing desires together and rebuilding organisational culture will be a challenge, particularly as we live and work longer. So, what does the future employee look like?

Changing demographics

One of the main drivers behind the ageing workforce is that we are all living longer. According to the Resolution Foundation’s 2019 paper Ageing, fast and slow, men born today in the UK can expect to live 8.4 years longer and women 6.1 years longer than in the 1980s. Around half of children born after the millennium can expect to live to 100 years of age.

The impact of this is two-fold. First, people are staying in work longer than previously. There are now 185% more over-65’s in the workforce than there were in 1992. The average employee in the UK is in their 40s, with one in three workers aged 50 or over. Attracting, retaining, and reskilling more mature employees will be a key challenge to businesses in the coming years.

Secondly, there is the integration of Gen Z into the workforce. While generalisations about any generational cohort should be taken with a pinch of salt, there are some things that mark them out.

The most obvious factor is that Gen Z is a digitally native generation, and its members have never known a world without the internet or mobile phones. Gen Z are diverse and open to researching new ideas. Information is at the touch of the button and knowing why they are doing something is more important than simply doing it. If a Gen Zer is going to work for 50 years, they want to know why. Organisations will increasingly need to articulate their brand, standpoint on global issues and motivations.

Expert commentary

Emma Birchall, MD, from Hot Spots Movement explains that when you look at the impact of the pandemic on Gen Z, you can see two competing trends. Firstly, Gen Z is living in a time of huge instability. Unemployment has hit younger people especially, even more so in roles in the leisure and entertainment industries. Going forward, she expects they will want to manage their lives in a way that assumes employers may not want to keep them around for a length of time. They won’t rely on job security in the way you could a couple of generations ago. On the other side, it has been an important time for organisations to show their true colours. COVID-19, Black Lives Matter and gender pay gaps have been the real test: are they who they say they are? The element of purpose and meaning in work has become stronger among the section of Gen Z who had a choice about where they’re going to work. For Emma’s full commentary, and the case studies of our clients Two Sisters Food Group and LV=, download the full report here.

Employee wellbeing and psychological safety

During the pandemic, remote working and the very real threat of illness have thrust mental health and emotional wellbeing into the spotlight like never before. Most organisations have reacted in a similar way. The first wave of lockdowns saw organisations focus on ensuring employees were able to continue working remotely, whether through supplying office equipment or moving data to cloud servers.

Next came a focus on the individual circumstances of employees. This saw businesses offering split working hours for parents, coffee catchups for those working alone and webinars and classes to alleviate stress.

As the pandemic enters a second year, businesses are now looking into the future. How can they ensure their employees feel supported to keep working, whether remotely or in preparation for a return to the office? How much has our collective experience changed what we want from work?

The true answer is that no one quite knows yet. However, there are practical steps businesses can take to support their employees, such as planning phases returns, introducing temperature checks and lateral flow testing, and redesigning office layouts to minimise anxiety. But the bigger future challenge will be around psychological safety in the workplace. Recent months have been all about fear: illness, job losses, recession, loneliness. Businesses will have to create an environment where employees feel able to innovate, challenge and disrupt, as businesses cautiously look into the future.

Future skills

The acceleration of digital transformation has also accelerated the skills profile organisations need. According to the World Economic Forum, there are four key skill types for the future of work:

Problem-solving
Self-management
Working with people
Technology use and development

Within these, innovation, influencing, critical thinking and active learning stand out as skills organisations need to develop. Greater adoption of technology over the coming years means that the more in-demand skills will be social, emotional, and technical, as machines take over repetitive and basic tasks.

However, HR leaders have repeatedly found these skills harder to recruit. The organisations we spoke to for our report: Work – A Paradigm Shift that is available and free to download here, are certainly aware of potential skills gaps within their talent. The challenge is attracting candidates in a competitive market. The growth of remote working has also impacted on certain companies, as they lose potential recruits to organisations in other cities and even countries. For employees, remote working has the chance to open up new avenues and opportunities.

Learning & Development

Perhaps the solution to the skills crisis lies within. Gen Z – with an eye on the 100-year life- are motivated by the chance to develop new skills. The question is how to deliver that training?

For Gen-Z, the key lies in delivering bitesize learning that they can work through at their own pace. Hudson RPO has recently implemented this format with Social Talent, reducing our ramp-up times by over 66%. Microlearning tools and software could be the best way to encourage younger employees to upskill, while for existing employees it might be more about reskilling into new areas. In the next 5 years, it is predicted that a staggering 50% of employees will need to reskill to meet the demands of automation and artificial intelligence on our jobs. Another reason why skills such as resilience, adaptability, and innovation are so vital. To read more about the future employee, download our free to download report here.

Content Team

Experiencing rapid growth? Start here.

Step 1: Consider workforce planning

Step 2: Build your business case

Step 3: Gather the data

Step 4: Implementation

Step 5: Keep evaluating

Keen to get started?

Content Team

What is RPO?

What is MSP?

Related articles

The time to engage an RPO partner is now. Here’s why.

Attracting talent takes a holistic approach.

Industries are rapidly changing.

Long-term strategies win.

Technology is advancing.

Content Team

What is RPO?

What is MSP?

Related articles

Annual Client Satisfaction Survey Reveals Top Recruitment Process Outsourcing (RPO) Providers

About Hudson Global, Inc.

The great resignation: 5 steps you can take today.

1. Review your benefits and working arrangements

2. Be open about what you are offering

3. Consider where you can fill roles by developing and reskilling talent

4. Consider a broader marketplace

5. Strengthen your employer brand

Content Team

What is RPO?

What is MSP?

Related articles

The Future Leader

Emotional intelligence

Expert commentary

Leadership styles

Corporate transparency

Communication

Content Team

What is RPO?

What is MSP?

Related articles

The Future Employee

Changing demographics

Expert commentary

Employee wellbeing and psychological safety

Future skills

Learning & Development

Content Team

What is RPO?

What is MSP?

Related articles

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