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Mental Health Awareness Week @ Hudson RPO

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Mental Health Awareness Week @ Hudson RPO

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Thrive header

This year, Mental Health Awareness Week focusses on our connection with nature. During the long months of the pandemic, many of us have turned to nature to clear our minds; coffee catch ups in the park, socially distanced walks, and eventually picnics in the early spring. For good reason, even small moments of contact with nature can reduce feelings of isolation and stress.

At Hudson RPO, mental health and wellbeing are important all year round, but Mental Health Awareness Week was the perfect time to highlight some of our key initiatives, signpost available resources, and organise activities to reconnect with our teams after months of working from home.

Mental Health Awareness Week activities at Hudson RPO were all about connecting, taking time to unwind, and share ideas with each other. Over the week, we shared recipes with each other, created a Spotify playlist of our favourite songs for relaxing, and shared pictures of our ‘chill out spaces’.

On Wellness Wednesday, we kicked off our Step into Summer challenge, where we will walk the distance between our offices in America, the UK and Australia together, and took some well-deserved, scheduled time off. We also started the very first Hudson RPO book club on Thursday and kept active on Friday with an end-of-week workout.

Mental Health Awareness Week 2021 has been a great success thanks to the hard work of our Wellbeing committee, and everyone who participated in the (online) activities. We will continue to share our tips, resources, and support with each other after Mental Health Awareness Week.

Thrive collage
During Mental Health Awareness week, we shared recipes,
playlists, and our favourite spaces to unwind with each other.

Hudson RPO

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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 LV= moved to virtual recruiting during the pandemic

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How LV= moved to virtual recruiting during the pandemic

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

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

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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

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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.

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Our CEO’s predictions for hiring practices in 2021

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Our CEO’s predictions for hiring practices in 2021

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Darren Lancaster predictions fpr 2021
Darren Lancaster shares his predictions for 2021 in his interview with Changeboard

Against a backdrop of COVID vaccination campaigns, economic uncertainty, and a range of social issues, our CEO for the Americas and EMEA region, Darren Lancaster, shares his predictions for hiring practices in 2021 in his interview with Changeboard.

How will businesses address DE&I in their strategy, and what do virtual recruitment processes mean for candidate experience? How can HR benefit of the knowledge and experience recruiters have gained in the pandemic for their workforce planning, what will our return to the office look like?

Read Darren’s predictions and 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.

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Post-pandemic prediction 2: The Gig Economy on the Rise

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Post-pandemic prediction 2: The Gig Economy on the Rise

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In our post-pandemic predictions report, our second prediction was the rise of the gig economy. Prior to COVID-19, the market for temporary and contractor employees was already growing faster than the market for permanent staff. Post-pandemic, permanent headcounts will be considered a risk factor, and a gig-style or contingent workforce will offer organisations more flexibility and cost benefits while saving jobs. With future uncertainty, effectively managing and growing the contingent workforce will be a top priority, and more organisations will consider an MSP (managed service provider) solution.

The gig economy is an economy in which the market will be characterised by a contingent, or temporary, short-term contract workforce. The contingent workforce includes freelancers, independent professionals, temporary contract workers or consultants. An MSP solution, or managed service provider, can help an organisation manage this contingent workforce. MSP solutions are often looked for when a business requires temporary workers or freelancers, needs to ensure legal compliance, or wants to control hiring costs and mitigate talent risks.

MSP Staffing Solutions in the Gig Economy

MSP solutions offer various benefits. They can lower workforce costs, mitigate talent risks, but they can also help capture management information data and intelligence, manage efficient on- and offboarding processes, and ensure compliance with fast-changing labour laws and regulations.

  • Contingent workforce intelligence and data
    An MSP solution can help identify the right technology to enable automation of processes like pay, onboarding and offboarding, but can also help capture important management data for performance reviews and other metrics for continuous improvement.
  • Improved access to contingent talent
    MSP solutions can also help align contingent and permanent workforce strategies, increase access to the right talent, and help enable the transition between temporary and permanent employees.
  • Workforce agility and scalability
    An MSP solution can offer competitive and scalable models that are flexible in response to demand while complying with rapidly changing labour laws and regulations. There can be large fluctuations in the seasonal use of contingent labour, as well as in response to market and economic factors.

MSP Staffing Models

There are different MSP models to suit different organisations and goals. An MSP solution can be adapted and set up in many different ways, but the three most common models are the Sole Service Program, the Hybrid Solution, and the Vendor Neutral Model.

several people gathered in hallway
Different MSP models offer different benefits.

In the Sole (or Master) Service Program solution, the company engages a single MSP to oversee the end-to-end contingent workforce process. The solution is reliant on a single provider to manage contract labour, but also offers the most cost savings.

In the Hybrid Solution, an MSP is engaged to manage contingent workforces for a particular job family, business unit or geography. Risk is spread among other suppliers or processes, but the method still drives significant cost savings.

The Vendor Neutral Model is a model in which the MSP does not source contractors, but services only as a governance entity, managing the end-to-end process and overseeing performance. Whilst it does not deliver quite as many cost savings as the prior models, it does provide the most objective and optimised contingent workforce process.

Your Contingent Workforce

If you are wondering if an MSP model could be right for your organisation, we listed 10 questions to ask yourself to see if your contingent workforce programme is operating effectively:

  1. How many contingent workers are you paying across your organisation today and what is the cost?
  2. What is their location, role, reporting line, start and end dates?
  3. Do you have robust processes for hiring, on-boarding, managing and off-boarding contingent workers?
  4. Do you have the right technology in place to streamline the end-to-end management of this workforce?
  5. What is the total cost of each worker, including what they are earning versus the other costs you are being charged, such as supplier mark-ups and statutory on-costs?
  6. How do their salaries compare to employees in equivalent permanent roles and/or the external market?
  7. How are your contingent workers performing for your business? Are you ensuring low performers are exited quickly? Are high performers given opportunities to apply for your permanent roles?
  8. Do you know how often contingent workers run over their contract period, or your reutilisation rate?
  9. Does your business classify contractors correctly as PAYG, Independent Contractors and SOW?
  10. Do you have the right checks in place to ensure you are compliant with all legislative requirements?

Did you answer all these questions with ease?

If not, now is time to revisit your contingent workforce strategy. If you are interested in learning more about MSP solutions, please get in touch.

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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