The way we work has undergone significant changes over the past two years. The pandemic has enabled us to take a step back and for the first time in decades, we have been able to completely reassess the way we work, how we value it, and how to make it more effective for businesses and employees. Like any big transformation, this work revolution brought advantages and disadvantages, for both employers and workers. It is still early, and we are all living through a global experiment with unknown consequences. What we have seen so far though is a period of extraordinary movement of people across jobs and businesses. In the US, over 4.5 million people quit their jobs in one month alone at the end of 2021. In the UK, job vacancies hit a twenty-year high of 1.2 million for the quarter ending November 2021, with many workers deciding to leave their jobs and even switch careers. Our own research has shown us that more than half (53%) of workers in the US and UK are planning to quit their jobs in the next 12 months. With 23% actively looking for new employment today, inevitably, this is going to have an …

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The shift to hybrid work has clearly brought many benefits, but it has also created unforeseen issues, like an always on culture. Employers should be mindful of this and encourage managers to take a more proactive role in determining (new) best practices that work for the business, the teams, and the individual. Adopting a skills-based approach to filling new roles and opportunities within the business, for example, leads to increased interest and understanding from staff on the value of internal movement across departments. This fourth edition of the Beamery Talent Index surveyed 8,021 respondents from the UK, USA, Netherlands, Nordics, and Germany, finding that many are feeling the impact of remote work on their personal lives. As businesses introduce more flexible work models, and the traditional 9-5 becomes obsolete, it seems the hyper connected workplace has created a new era of burnout. Read the report to explore how employees are currently feeling, and how “retention by motivation” will help your organisation win the war for talent.   View More If your Download does not start Automatically, Click Download Whitepaper Download Whitepaper

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Many financial services (FS) CEOs are worried about skills gaps at a time when firms are embracing digitization, which is reshaping the competitive landscape. The UK’s Financial Services Skills Commission (FSSC) has underlined how big of a problem skills gaps and talent shortages are and the need for urgency in addressing them. But this is not just a problem in the UK. Find out how Financial Services can tackle talent transformation head on.   View More If your Download does not start Automatically, Click Download Whitepaper Download Whitepaper

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“Talent Lifecycle Management” outlines the foundations of data, AI, and recruiting strategies that talent teams will need to become talent-first organizations. Your candidates are not looking for jobs. They are looking for a growth path, a career, a way to fulfill their ambitions. When you are hiring, are you thinking about the full lifecycle of your talent? Do you want to drive the transformation that will make your company into a talent-first organization? If the answer is yes, then this resource is for you. “Talent Lifecycle Management” is a comprehensive summary of the Lifecycle Management approach, outlining the foundations of data, AI, and recruiting strategies that talent teams will need to be successful in the next few years.   View More If your Download does not start Automatically, Click Download Whitepaper Download Whitepaper

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