Hiring outlook January to June 2016.

| September 29, 2016

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Based on a survey of 275 senior hiring decision makers including CFOs, Financial Services leaders and CIOs in Hong Kong, the Robert Half hiring outlook provides invaluable insights into the hiring intentions in the first half of 2016. The latest hiring outlook also compares the hiring demand across small to large businesses and highlights the respective sector’s sought after skills for the first half of 2016.

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Macmillan Davies

We have been leading the way in HR recruitment since 1979. With offices in London, Birmingham and Manchester we have a strong regional presence across the UK and EMEA, with a growing global footprint supported by our network of affiliate companies throughout Australia and South East Asia.

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How to Bolster Employee Confidence

Article | February 18, 2020

When we feel good about ourselves, our workplace performance and our career prospects, our work tends to thrive. That positive feeling is confidence. Although sometimes perceived as a fixed trait, confidence is actually a “soft,” or difficult-to-measure, skill that changes over time. Indeed research reveals that employee confidence brings similar benefits as happiness, which evidence shows can boost workplace productivity. We recently polled 800 U.S. workers to find out more about career confidence right now.

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Lessons of the Past: Connection and Hope

Article | July 14, 2020

As an educational leader, you’re working hard to establish at-home learning and anticipate the new normal. But there are some things you don’t need to figure out on your own. Educators who worked through crises such as the Sandy Hook school shooting, Hurricane Katrina, 9/11, and the fires in Slave Lake, Alberta, all spoke of their experiences in the hope that when the next crisis occurs, educators will be better equipped to navigate it. Amid this current crisis, these lessons have particular value.

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How to Manage a Remote Workforce – Straight from Top Executives

Article | November 16, 2020

As work was catapulted into the remote mode in early 2020, organizations struggled to keep up and stay afloat. As the nature of the work itself changed in many organizations, we saw some of the best leaders step up and take charge. Dealing with a dynamic workforce is challenging but remote workforce management comes with bigger challenges that cannot be comprehended entirely until one gets into the thick of it. Take a look at this employer’s guide to work from home policy. A big part of keeping a business afloat is responding to the changes in the market, and COVID-19 was an unprecedented anomaly in the economy that hadn’t been observed by the modern world until now. And while the economy has remained shaky since COVID-19 hit, many businesses have evolved in this period to not only survive but actively make the best of this situation. Media 7 talked to the experts in various industries to understand how they managed their workforce during this time of crisis and noticed a recurring pattern. Three big aspects of remote workspace management came through these interviews – Leadership, Communication, and Flexibility. Leadership One of the key requirements for remote workforce management in any adverse situation is strong leadership. Without leadership, the team lacks direction and support. Leaders instill confidence within the employees that helps the organization weather the storm. And while COVID-19 has offered a unique set of issues, leadership tactics in such a time of crisis still remain similar. Thankfully, the world is connected digitally today, so businesses can still function. But with the pandemic, uncertainty has seeped in and employee morale has taken a hit. SharpEnd has been trying to make an effort to address this specific issue in remote workforce management with their leadership team. “One of the main things our leadership team is focusing on is mastering remote management and leadership. How do you keep the team motivated? How do you make sure everyone is feeling included? What are you doing on a weekly basis to make sure that it’s not just professional, but there are social elements as well? We’re being very respectful of the fact this is a lockdown from the greater world and not just from the office.” Cameron Worth, CEO & Founder - SharpEnd One of the key tenets of remote workforce management is relying on your employees. Your employees are the single most important resource of your organization, and they need to be treated in an appropriate manner. For most organizations, working remotely hasn’t even been an issue, but the pandemic has affected the company culture and the social element. LoadSpring has come up with ways to counter just that. “To LoadSpring our employees are number 1. They are the drivers to our success therefore their safety is our key priority. We have had a work from home policy for years so 100% of our team had the technology to work from home for years. The transition to 100% work from home was easy. What is hard is keeping the culture, our culture, from falling away when people do not have an office space to come to and share. We already had tech, like video conferencing, to keep connected but now we use it more and make people turn on their cameras so we can still see each others' body language which makes people feel more connected. Also we initiated a video conference happy hour for our teams so we can all feel connected in a personal way. This was a game-changer.” Stacey Witt, Chief Marketing Officer – LoadSpring Communication When crises like COVID-19 occur, uncertainty and doubt foster feelings of stress and anxiety. In such times, people crave structure, guidance, transparency, and order. This is applicable even in a business environment, especially in the case of remote workforce management. In a landscape scale event such as this, strong communication can offer a direction to your workforce and foster growth. Lane4 Management Group identified the role of communication in times of crisis and stepped up their efforts. “I’ve always believed that effective communication is key to a successful organization and I’ve managed to maintain this with people in my team during the pandemic. However, this does mean I find myself on Microsoft Teams for a lot of hours during the week. What this situation has made me notice is that operating remotely can still be highly effective given the number of digital tools we have available now. Although I still maintain that nothing beats a face-to-face conversation over a coffee!” Adrian Moorhouse, Managing Director - Lane4 Management Group Some organizations have also been able to use this shift in communication channels and leverage it to enhance their remote workforce management through it. ENGAGE is one of the many organizations that has embraced the new normal and made optimum use of the technology to stay in touch. “The focus of our work and the way we deliver it has had to shift significantly. For example, whereas much of our leadership coaching work used to be delivered in-person at clients’ offices, we are now doing all of our coaching remotely (via Zoom, Teams, WebEx, BlueJeans, etc.). This has been a seamless transition – both for us and for our clients – which opens up new opportunities for the future, even when we return to some form of normal. Our own internal teamwork has shifted solely onto Microsoft Teams – we have short, 30-minute meetings each morning (“What’s coming up / who needs help?”) and evening (“How’s today been/ how are people feeling?”) Luckily, the availability of so many collaboration tools, and the agility of both our own team and those of our clients to adopt these, has made the situation much more manageable than we could have predicted.” Andy Brown, Chief Executive Officer - ENGAGE As for organizations that lead with technology, the switch has caused no major upheaval. According to Phillipe Guiheneuc of Akio, their teams have seamlessly transitioned to teleworking as they were already equipped with the infrastructure and the experience to undertake effective remote workforce management. “As an IT company, Akio is well equipped for teleworking - some of the teams were already doing it long before the coronavirus crisis. Because we work in the field of customer relations, we regularly manage sensitive periods with our customers, for instance when they face peak inactivity. The period of lockdown and the lifting of lockdown have therefore not caused any major upheaval in our business. For example, Akio has not had to use the administrative unemployment scheme; on the contrary, we seek at all times to increase the production capacity of the teams. This is particularly true of the teams of IT developers, because they are organized in Agile mode, a work organization that easily adapts to remote working” Philippe Guiheneuc is the Marketing Director - Akio Flexibility Flexibility is often talked about in respect to work timings and shifts. However, COVID-19 has changed the nature of this discourse and ushered in new aspects to remote workforce management such as location independent work and result-oriented practices. The organizations that have practiced flexibility since before the pandemic have been rewarded with a higher adaptability to crisis and changing cycles. Pricefx is one such organization that has leveraged their flexibility amidst the pandemic to execute sales cycles in a unique manner. “Pricefx is a flexible work environment. Before the pandemic, we allowed employees to work in their home office or come to our office (whichever they prefer), and flexible working hours to balance work and life. The global pandemic forced us to reduce our global team travel to zero, and to lean in on how to execute virtual sales cycles and implementation cycles in a way we had not before.” Patrick Moorhead, CMO - Pricefx Schneider Electric is another organization that benefited from a flexible work policy in terms of remote workforce management. Their Director of Global Procurement Strategy, Sri Gopinath has had to change his global interactions from in-person to virtual meets, but even while working with several time zones, he has managed to stay on top of everything. “Our people are already used to working in flexible environments; therefore, the pandemic was not a big shock when we were required to work from home if our role permitted us to do so. My role is global, which needed frequent travel prior to the crisis. I have maintained my global scope and interactions while working from home considering that I work with all time zones, which can get quite challenging when we are trying to work together or meet at a mutually convenient time.” Sri Gopinath, Director of Global Procurement Strategy - Schneider Electric Remote workforce management is one of the most important skills for business leadership today. Even as the world is slowly working its way out of pandemic-related adversities, it is clear that remote work is here to stay. Now, the onus of adapting is upon businesses and leaders, to step up and offer the right direction, clear communication, and the required flexibility to their employees in order to thrive when working remotely. Frequently Asked Questions What is a remote workforce? A remote workforce is a team of people working together virtually from various locations. Remote workforces are efficient and cost effective for an organization. How do you effectively manage a remote team? In order to manage a remote team effectively, one needs to have clear and specific communication channels that offer direction as well guidance. How to manage a remote team? There are several ways to motivate employees in a remote mode: Plan virtual activities Conduct webinars for upskilling Encourage transparency in communication Communicate expectations clearly

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The AI workplace: how to balance employee trust and data security

Article | March 25, 2020

Technology – and in particular artificial intelligence (AI) – are completely revolutionising the way we work and offer the potential for improvements, but they have to be used mindfully and concerns about data security and employee trust must be addressed. Barclays recently reversed its decision to enforce a new type of monitoring software that watched every second of an employee’s day. If a team member was deemed not to be ‘active enough’ on their computer or taking too many breaks, they were sent an automated report.

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Spotlight

Macmillan Davies

We have been leading the way in HR recruitment since 1979. With offices in London, Birmingham and Manchester we have a strong regional presence across the UK and EMEA, with a growing global footprint supported by our network of affiliate companies throughout Australia and South East Asia.

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