Discrimination is still affecting the German workplace 

Written by

Germans don’t like to speak-out when being discriminated

Under Germany’s General Equal Treatment Act (AGG), discrimination based on factors such as age, disability, gender, sexual orientation, religion, worldview, race, and anti-semitism is supposedly prohibited. However, the reality for Germans in the workforce is slightly different. Although 51% of Germans agree they have never felt discriminated against, 2 out of 10 Germans (19%) prefer not to say if they experienced discrimination. Quite a disturbing observation compared to other countries in Europe. For instance, in Netherlands 64% don’t feel discriminated at all and only 10% prefer not to say. Moreover, the general Europe average has 58% not feeling discriminated and 12% not saying.

Based on the research by Intelligence Group, where data is collected every quarter from at least 2.500 Germans in the German workforce, there’s proof of discrimination in the German workforce. 8% of Germans feel discriminated based on Gender, 7% experience age-based discrimination, 7% on marital status, 5% on vaccination status, and 4% on mental health, illness or disability.

Discrimination in Germany: Gender based Age-based Marital status Vaccination status Mental health
Percentage: 8% 7% 7% 5% 4%

Additionally, according to Germans’ Federal Anti-Discrimination Agency, the number of people filing discrimination complaints increased by 14% in Germany in 2022 compared to 2021, to a total of 8,827. Discrimination on the workplace is present and increasing in Germany.

Sexism is the most common workplace discrimination 

Sexism appears to be the most common form of discrimination in Germany, and while it affects both genders, women experience it two and a half times more than men. Whereas 4% of men face sexism in the workplace, 11% of women have faced it while working or looking for work.

Despite Germany’s policies to protect women from workplace sexism, it appears to be a persistent problem.

Germany’s Gleichstellungspolitik (Gender Equality Policy) is built on several pillars, and inequalities are addressed through a variety of measures, such as ensuring equal pay for equal work and work of equal value, as well as promoting pay transparency, or promoting women’s equal access to leadership positions, and that emancipation and equality is needed on the German labour market. Moreover Destatis reports, shows women in Germany earned 18% less per hour than men in 2022, indicating that sexism exists.

Gen Z & Baby Boomers face age discrimination

Age discrimination is another less visible but pervasive discrimination affecting Germans. This type of discrimination affects both the younger and older segments of the workforce, indicating a significant issue. According to the data, 7% of Germans have experienced age discrimination in their professional lives. This issue affects two demographics in particular: those under 30 and those over 50, with 9% and 11%, respectively, reporting personal experiences with age-related discrimination.

Individuals under 30 should ideally focus on professional development and opportunities because they are expected to be in the early stages of their careers. However, the fact that 9% of them have experienced ageism shows the discrimination is still prevalent. Often this is ‘lack of experience’ that applicants and employees don’t get promoted, don’t get a job or feel competition with people that are older and have more experience.

Similarly, older workers (those over the age of 50) are supposed to be valued for their experience and expertise, but feel discriminated based on age, often also on costs. Experience is more expensive. Also there are prejudices about flexibility, learning agility, and the risk of illness.

Ageism is the most severe form of workplace discrimination that the older generation faces.

11% of this demographic report experiencing ageism in the workplace highlights the systemic issues embedded in the job market that undervalue individuals as they get older. This is extra worrying because of increasing amount of elderly in the German workforce. It also makes the most experience generation immobile on the labour market with a high risk that their valuable experience gets lost.

Marital status discrimination still exists!

Marital status discrimination refers to treating an individual unfavourably in their employment because they are married, single, divorced, or widowed. 6% of Germans have experienced marital status discrimination. What’s notable is that this type of bias affects both men and women in nearly equal proportions, highlighting the problem’s universality. However, the data reveals an interesting trend: while 5% of people under the age of 30 report experiencing marital status discrimination, it disproportionately affects those between the ages of 30 and 50 (7%).

For those between the ages of 30 and 50, marital status discrimination is the most severe form of discrimination they face.  It is possible that the possibility of marriage (and thus quitting a firm) or having children, which is costly for companies.

A person who got married might not be considered for a promotion on the assumption that they will resign shortly or become less focused on their work.

Furthermore, marital status discrimination might affect the social dynamics of the workplace. Because of their relationship status, they may encounter harassment, exclusion, or improper comments from colleagues or managers. Such unpleasantness jeopardises employee well-being and undermines morale and togetherness.

Discrimination based on migration background is not a hot topic

According to Destatis, at the close of 2022, the registration data in Germany’s Central Register of Foreigners (AZR) unveiled that approximately 351,000 individuals from non-European Union (EU) countries holding temporary residence titles for employment were residing in the country. In the context of this diverse demographic, the recorded discrimination experiences based on migration backgrounds become noteworthy. Surprisingly, only 3% of the individuals in the German labour force admitted to having experienced discrimination of this nature. Every precent point is one to many, and with the increasing amount of immigrants in Germany a number to look after.

In 2021, Forbes reported a study by YouGov showing over 40% of people with a migration background in Germany have faced instances of discrimination in their workplaces or in the job market.

If you liked this article and want more insights on attracting and retaining the best talent in Europe, subscribe to ToTalent’s weekly newsletter. You’ll get exclusive content, events, and expert insights.

Read more: 

 

How to set up a career path in talent acquisition  

Written by

Building the framework: Starting out and choosing the right model 

The journey towards a successful career in talent acquisition begins with understanding the importance of timing and choosing an appropriate model. This is especially crucial at the onset of one’s career. Smaller organizations, as noted by Annie Jackson, Head of Talent Acquisition (CLEO) greatly benefit from initiating this process early. 

Such a proactive approach not only helps in retaining talent but also provides clear pathways for growth and advancement.

Conversely, larger organizations, with their more delicate structures and diverse employee needs, may require a more diverse and detailed strategy. This contrast highlights the necessity for a tailored approach to career development, one that accommodates the unique characteristics of each organization. 

The significance of having well-defined and adaptable career path models in the dynamic field of talent acquisition is emphasized by the varying needs of different organizational structures and individual professional aspirations. Different models cater to diverse requirements; for instance, startups might prefer flexible, skill-based models, whereas larger companies may require more structured, hierarchical ones, according to Andrea Marston, Senior Director, Global Talent Acquisition (VMWare).  

It’s crucial to align individual career goals with organizational needs for long-term satisfaction and growth, with options like linear progression or rotational models.

The recruitment industry, being highly dynamic, requires a variety of approaches, from hierarchical advancement to skill development-focused frameworks. 

Simpler models, like mentorship-based approaches, can also be effective. Choosing the right model involves considering personal career objectives, organizational culture, and development opportunities. In talent acquisition’s ever-changing demographic, professionals must remain adaptable, evolving their career plans to accommodate new trends and organizational changes. Highlighted below are the various models available for structuring career paths, with some common models within recruitment included:  

Enterprise RPO (Recruitment Process Outsourcing): This model involves outsourcing the entire recruitment process to an external provider. It’s suitable for organizations looking to streamline their recruitment activities comprehensively.

Hybrid RPO: A blend of in-house and outsourced recruitment processes. This model allows companies to maintain control over certain aspects of recruitment while leveraging external expertise where needed.
 

High-Volume RPO: Specifically designed for organizations that need to fill a large number of positions in a short time frame. This model is often used for seasonal or project-based hiring needs.
 

Total Talent Acquisition: This approach integrates the recruitment of all types of talent, including permanent, temporary, and contract workers, under a single strategy. It’s aimed at providing a holistic view of talent management.
 

In-House Recruitment: The traditional model where the recruitment process is entirely managed within the organization by its own HR or talent acquisition team.  

Each of these models offers different advantages and can be chosen based on the organization’s specific needs, size, and recruitment goals, according to CIELOS Strategic Guide to Talent Acquisition Models
 

Structural considerations: Flat organizational structures and adaptable TA team structures  

recruitment

This method is about keeping organization structures simple and efficient by having fewer management levels. It’s important to let everyone communicate openly and give all employees power to make decisions. This makes the workplace active, ready to respond, and good for working together and sharing ideas. It helps bring out the best in creativity and teamwork.
 

Looking at Talent Acquisition teams, we see a mix of old and new ways  Annie Jackson notes. Many companies have a clear system where people know how they can move up in their career.

But now, there’s a new trend for more flexible systems that change as the company’s needs and goals change.

The table below shows some common ways Talent Acquisition teams are set up. It shows a balance between the usual way of doing things and new, more flexible ways.

Here is a table outlining the typical structures within Talent Acquisition teams:  

Structure Type   Characteristics   Decision Making   Implementation  
Centralized Structure   Managed centrally, often at headquarters.   Central team makes all talent acquisition decisions.   Strategies implemented uniformly across the organization.  
Decentralized Structure   Each department or unit has its own TA team.   Independent operation and decision-making in each unit.   Recruitment strategies tailored to the needs of each unit.  
Hybrid Structure   Combination of centralized and decentralized models.   Some functions managed centrally, others by individual departments.   Mix of uniform strategies and department-specific approaches.  
Functional Structure   TA team organized by specific recruitment functions.   Team members specialize in areas like sourcing, recruiting, interviewing, onboarding.   Each function focuses on its specialized area.  
Matrix Structure   Team members report to multiple managers.   Dual reporting lines, e.g., functional and project managers.   Designed for flexibility and adaptability to business needs.  
Project-based Structure   Teams assembled for specific recruitment projects.   Teams are temporary and often disbanded after project completion.   Used for high-volume or specialized recruitment needs.  

 

  

  

Navigating compensation and differentiation in career levels  

Setting up fair and competitive salaries is a big challenge. It’s important to be clear and fair about how much people get paid. This means making sure that the pay matches the work and is similar to what other companies offer. Doing this helps attract good workers and keeps them happy and motivated

recruitment

It’s also key to make each job level clear and different. Andreea Lungulescu, Founder (TA Crunch), talks about this. Each level should have its own tasks, how much you can decide on your own, and what skills you need.

This helps workers understand where they are now, where they can go next, and what they need to learn to get there. This good setup helps them grow personally and professionally and matches the company’s goals. 

This way, workers get more involved in their jobs and the company. They see a clear way to move up and do better. This can make the whole team work better and be more excited about their jobs. 

This is very useful in big companies where jobs can be complex. Making each job level clear helps avoid confusion and makes sure workers are ready for their jobs. It also makes it easier to manage and review how well people are doing, as everyone knows what is expected at each job level. 

In short, being clear and fair about pay and making each job level different are very important. They make workers happier and more involved, and help the company do well.
 

Implementation: Bringing the career path to life  

Implementing a career path plan successfully is crucial, and the key to this is clear communication as highlighted by Andreea Lungulescu. It’s important that every team member knows about and understands the new system. Also, it’s vital to give good training so that the team can use the new career pathing system well and get the most out of it. It’s also important to change the plan based on feedback from real situations and any changes in circumstances, to make sure the plan stays useful and works well.

Read more:

 

If you liked this article and want more insights on attracting and retaining the best talent in Europe, subscribe to ToTalent’s weekly newsletter. You’ll get exclusive content, events, and expert insights.

 

Local Job Board VDAB Outranks Indeed and LinkedIn in Belgium’s Diverse Labour Market (2022-2023)

Written by

On the European average, Indeed and LinkedIn have generally been job seekers’ leading job boards. However, Belgium seems different, as job seekers turn to local job boards. In fact, half of the Belgium job market (50%) use the local VDAB board in their search. VDAB is an extension of a regional public employment office in Belgium specifically focusing on raising employment in Flanders.

This article shows the job board market in Belgium (total) and the three main regions who really differ completely from each other: Brussels, Flanders and Wallonia.

Belgium total

Following VDAB, Indeed comes second being preferred by 19% of Belgium jobseekers, and Jobat with 16%. This is based on a study by the Intelligence Group with a total of 15,228 respondents, which is representative of the Belgian labour market in 2022-2023. Job boards are a crucial part of the Belgian labour market. The three primary orientation sources they use are Job boards (44%), Search engines (29%) and Open applications (28%).

According to Geert-Jan, Waasdorp CEO of Intelligence Group, Belgians are more interested in local job boards than the typical European.

“Recruiters use LinkedIn and Indeed to reach a wider Belgian audience. While LinkedIn and Indeed are helpful for their broad reach, focusing on the power of local champions is what works for local recruitment.

In coming years, as global recruitment becomes more and more needed, we’ll see more companies using boards like Indeed and LinkedIn. Local job boards will lose more market share to these global giants.”

Job boards 2023 % 2023 rank 2022 % 2022 rank
vdab.be 50 1 45 1
be.indeed.com 19 2 22 2
jobat.be 16 3 15 4
be.linkedin.com 13 4 11 5
leforem.be 12 5 16 3
job.be 11 6 8 6
stepstone.be 8 7 7 7
monster.be 3 8 4 8
references.be 3 9 2 11
selor.be 2 10 3 10

In the recent rankings, there are some changes worth noticing. LinkedIn moved up from being the fifth most popular job board to the fourth position, showing that more people are using it to find jobs. On the other hand, Leforem, which was in the third spot, dropped down to fifth. This change is similar to what we see happening in countries like the UK and Germany, where LinkedIn is becoming more popular among job seekers.

Job.be kept its place as the sixth favourite job board and even became more popular compared to the previous year. Stepstone and Monster also didn’t change and remained the seventh and eighth preferred job boards in 2023. Interestingly, References and Selor increased in the rankings, becoming the ninth and tenth most-liked job boards.

LinkedIn leads in Brussels

While VDAB is the most popular job board in all of Belgium, and although it has its headquarters in Brussels, it doesn’t make it to the top five bob boards in Brussels. Job seekers in this English-speaking part of Belgium value LinkedIn the most, with 33% saying it’s their go-to job board. It’s interesting to note that LinkedIn’s popularity has skyrocketed in 2023. Last year, it was in third place, and Indeed was the most popular. This big change shows how much people in Brussels now prefer using LinkedIn for job searches.

Brussel job boards 2023 % 2023 rank 2022 % 2022 rank
be.linkedin.com 33 1 25 3
actiris.brussels 24 2 29 2
be.indeed.com 23 3 30 1
jobat.be 10 4 4 9
leforem.be 8 5 11 6

In second place is actiris.brussels, a local job board that 21% of people in Brussels use. Jobat has also become more popular, moving up from the ninth spot to fourth (10%) in Brussels. It seems like the English part of job boards is becoming more appealing to the locals. Leforem also grew in popularity and came in fifth.

Local boards come top in Flanders

In Flanders, where people speak Dutch, the main job boards are VDAB and Jobat. VDAB is the most popular, with 70% of job seekers using it. The goal of VDAB, when it was established, was to make the job market in Flanders clear and lively. It’s not surprising that it’s the top job board since it was created for this purpose.

Flanders job board 2023 % 2023 rank 2022% 2022 rank
vdab.be 70 1 67 1
jobat.be 20 2 20 3
be.indeed.com 16 3 21 2
be.linkedin.com 11 4 9 4
stepstone.be 9 5 7 5

Jobat, on the other hand, surpassed Indeed and secured the third position. Following the local job boards, the global giants Indeed, LinkedIn and Stepstone take the next three positions. Indeed is in third place, LinkedIn is in fourth, and Stepstone is in fifth. This suggests that even though local boards are popular, global job platforms still play a significant role in the job market, with Indeed being the most prominent among them.

Leforem rules Wallonia

In Wallonia, which is known for primarily using French, Leforem ranks as the topmost job board. While it is ranked fifth overall in Belgium, it stands out as the leading platform in Wallonia, preferred by 52% of jobseekers.

Wallonia job boards 2023 % 2023 rank 2022 % 2022 rank
leforem.be 52 1 58 1
be.indeed.com 26 2 25 2
be.linkedin.com 13 3 12 3
stepstone.be 9 4 6 5
references.be 8 5 7 4

 

The top three job boards that were popular in 2022 have maintained their positions in 2023. Indeed secured the second spot with a preferred rate of 26%, and LinkedIn closely followed in third place with 13%. Such consistency shows a stable trend in the preferences of job seekers, with a continued reliance on these established platforms.

There also seems to be a balance between the local job boards in the French language and the internationally popular ones. Stepstone scaled up and now holds the fourth position. While the local board references.be, dropped to fifth position, completing the top five in Wallonia.

About the Intelligence Group

Intelligence Group is an international data and technology company specializing in the collection and analysis of European labour market and hiring data. Intelligence Group strives to bridge the gap between supply and demand in the labour market. With our information, we ensure that HR managers, recruiters, recruiting, and career and communication experts have the right data at their disposal to solve all types of labour market issues.

Further information can be found at: https://intelligence-group.nl/

Contact:

+31 88 730 2800

info@intelligence-group.nl

From Baby Boomers to Gen Z: Navigating Expectations in the Modern Workplace

Written by

The current workforce now has five distinct generations: traditionalists, baby boomers, Generation X (Gen X), millennials, and Generation Z (Gen Z). They have their own perspectives and values, and these factors influence how they see their employment, what matters to them, and how they behave at work.

In maintaining a productive environment, employers may need to review the way they interact with their employees and attempt to find a middle-ground to meet their diverse needs to make everyone feel included and respected at work.

However, it is no doubt going to be a difficult task, and their needs can be miles away from each other. Where the traditionalist may feel bugged seeing a pet in the office, millennials see it as a perk. Let’s explore the generation’s expectations.

Generation Z (1997–2012)

Generation Z, also known as the Digital Natives, were born right into the age of technology, and this greatly influences what they expect in the workplace. When it comes to where they work, Gen Z likes agile spaces, where they can easily switch between tasks, and hot-desking, where they don’t have a fixed desk. Tech-integrated spaces with eco-friendly features are simply the most attractive for this generation.

When it comes to relaxation, Gen Z wants much more than simple coffee and tea.

However, when it comes to relaxation, Gen Z wants much more than simple coffee and tea. They expect the latest technology, meditation spaces to relax, and a variety of snacks to choose from. For social activities, Gen Z is big on virtual activities, like online games or meetings, gamified challenges, and activities that make a positive impact on the community. It goes without saying that the generation enjoys remote or hybrid work structures more than office settings.

They value having the creative freedom to make decisions, quickly learn new skills, and focus on mental well-being. A typical Gen Z-centred office is very collaborative, as they interact as both friends and colleagues while still maintaining their personal space.

Generations Workspace Office Design Amenities Social Activities Employer Expectations
Gen Z Agile spaces, hot-desking, task-specific areas Tech-integrated, eco-friendly Advanced tech, meditation spaces, diverse snacks Virtual activities, gamified challenges, social impact activities Digital proficiency, autonomy, quick skill acquisition, mental well-being focus
Millennials Open office plans, co-working spaces Modern, areas for relaxation

 

 coffee/tea, snacks, wellness rooms, recreational area Regular outings, “happy hours”, retreats Work flexibility, regular feedback, strong culture/values, rapid advancement
Gen X Open spaces with privacy/quiet zones Collaborative spaces, meeting rooms Better coffee machines, snacks, fitness center Team building, company outings Work-hour flexibility, work-life balance, professional growth, transparent communication
Baby Boomers Combination of private offices and cubicles Functional with comfort Coffee/tea, break rooms, company cafeteria Occasional team lunches/dinners, retirement parties Recognition, traditional benefits, advancement opportunities, training/development

Millennials (1981 – 1996)

The progress in changing the future of work took a new leap from the millennial generation. Imitating Gen X, they often like working in open offices and shared spaces, where they can easily chat and collaborate. Millennials typically use apps like Slack, Zoom, and Workplace by Facebook more than other generations in collaborating on tasks. You’ll likely see a more modern office design in a millennial-type office. They like cosy places to take a break, like comfy chairs or even bean bags — creating a friendly environment.

Millennials also value spending time with their co-workers outside of work, going for regular outings, having “happy hours,” or even planning retreats. These activities create a sense of teamwork and friendship among colleagues.

From their bosses, they continue the need for work flexibility and desire feedback on their performance. More importantly, they seem really big on having a strong company culture with clear values and opportunities to move up the career ladder quickly.

Having pets in the office is quite enjoyable and even a perk for most millennials. They would likely have a “bring your pet to work” day to make the office a more relaxed and fun place for everyone.

Gen X (1965-1980)

Generation X brings with them their own set of workplace preferences and ideals. The shift in generational desires becomes more obvious from Gen X. For starters; strict personal offices don’t exactly work for them. The typical Gen X prefers having open environments that encourage cooperation, although they still value privacy and quiet zones when necessary. This generation is frequently attracted to office designs that encourage cooperation, such as collaborative areas and conference rooms that allow teamwork and idea-sharing.

When it comes to amenities, Gen Xers may want nicer coffee machines, snacks, and even on-site fitness centres. These extra benefits help to create a more comfortable and vibrant work environment for this generation.

While still seeking professional growth like other generations, Gen X began the big fuse for work-hour flexibility, but with a strong emphasis on establishing a healthy work-life balance.

They simply want to still have a life outside the workplace while still climbing the professional ladder. According to SHRM, 55% of employees choose work-life balance and flexibility as essential aspects of their job satisfaction, and this trend likely started from Gen X.

This generation also tends to build genuine relationships with co-workers that balance professionalism with friendships and value the collaborative workplace culture it brings. Gen X may have pioneered more of the workplace changes that Millennials and Gen Z now push to have more of.

- Four distinct sections of an office space, each styled for a different generation on the labor market.

Baby Boomers (1946 – 1964)

Baby Boomers, on the other hand, love consistency and frequently seek professions that provide a sense of security and dependability. As a result of their economic status, this generation prioritizes job stability and the traditional view of climbing the corporate ladder.

When it comes to workspace preferences, slightly similar to traditionalists, Baby Boomers prefer structured environments. In addition to having personal offices, they are open to cubicles; so far, they have a sense of personal space and stability.

Where traditionalists prioritize hierarchy in the workplace, baby boomers are big on having comfort while having a functional workplace.

The simple amenities of coffee and tea in break rooms work for them, but having a cafeteria is a good plus. The generational shift in desires becomes more glaring from their desire for social activities. Boomers appreciate work parties and occasional office lunches. They somewhat encourage work friendships through these events, but they keep their professional boundaries strict.

Boomers are happy with employers that can recognize their work, offer traditional benefits and set them up for career advancement. When these are provided, job loyalty becomes a characteristic shared by Baby Boomers and traditionalists. They consider their work as a long-term commitment that contributes to a secure and constant work environment.

The Traditionalist (1922-1945)

Traditionalist generation, also known as the Veterans or the Silent Generation, and the Greatest Generation. They are generally known for their strong work ethic, their strong work ethic, loyalty, and respect for authority.

Traditionalists usually prefer having their own space, such as private offices or dedicated work areas. They typically have a practical focus on having a clear hierarchy. Basically, they care a lot about feeling respected for the level of work they’ve put in over the years. When it comes to basic amenities, having coffee and tea in a break room is usually enough for them, and social activities at work are not common, except during company-wide events.

This generation expects their employers to offer a well-organized workplace with formal ways of communicating, set work hours, and a strong emphasis on having job security. Unlike millennials, having pets in the office is a rare occurrence, and they often prefer to keep their work life separate from their personal life.

Conclusion 

Simply put, traditionalists value loyalty and a structured environment, while Baby Boomers seek stability and a clear career path. Generation X appreciates work-life balance and autonomy, while Millennials thrive in collaborative, tech-friendly spaces. Gen Z, the tech-savvy bunch, embraces flexibility and digital integration. In keeping the office sanity with the numerous needs, employers may need to improve communication and try to create a space that allows everyone to thrive. Giant offers data insights to help you make appropriate decisions and create a better working environment.

Read More

European Commission unveils ‘EU Talent Pool’ in attempt to promote global skill mobility

Written by

Plenty of new initiatives, but the most pivotal component may be  the creation of the EU Talent Pool, aimed at connecting EU employers with prospective job seekers from third countries. Additionally, efforts to promote the acknowledgement of qualifications and encourage learner mobility have been incorporated.

Surging vacancy rates

The Commission acknowledged the persistent skills shortages across various sectors and skill levels within the EU. It highlighted the ongoing challenge of labour shortages amid a low unemployment rate (6.0% as of September 2023) and a job vacancy rate that surged to 2.9% last year, more than double the 2012 level. Demographic shifts further compound these labour market challenges, with the working-age population expected to decrease from 265 million in 2022 to 258 million in 2030.

“Collaborating on labour migration with non-EU partners can be mutually beneficial, fostering expertise exchange and financial support for the origin country’s economy.”

“The EU’s commitment to addressing labour shortages commences domestically, with unwavering efforts to enhance the skills of the EU workforce, leveraging untapped potential for the single market’s benefit,” affirmed the Commission. However, it stressed that attracting and retaining global talent is imperative to fill existing skill gaps. “Collaborating on labour migration with non-EU partners can be mutually beneficial, fostering expertise exchange and financial support for the origin country’s economy.”

EU Talent Pool as ‘facilitator’

The EU Talent Pool is positioned as a facilitator for swift and simplified international recruitment, broadening employers’ access to a diverse array of skills and talents. Member states have the option to voluntarily participate in the EU Talent Pool, lending their support to platform management. The platform also serves as an information hub on recruitment and migration procedures within member states, incorporating robust safeguards to ensure fair recruitment practices and working conditions.

This approach is anticipated to discourage irregular migration, aligning with enhanced cooperation on readmission.

Furthermore, the EU Talent Pool will play a key role in implementing Talent Partnerships—a bespoke collaboration with non-EU countries, offering opportunities for work or training mobility. Jobseekers emerging from these partnerships will be issued a Talent Partnership Pass, visible to participating employers, certifying their qualifications. This approach is anticipated to discourage irregular migration, aligning with enhanced cooperation on readmission.

Europe on the Move

In parallel, the Commission recommends a set of measures to streamline and expedite the recognition of skills and qualifications of third-country nationals. This initiative seeks to modernise the existing EU recognition system, aligning it more closely with the framework for EU nationals moving across member states.

Simultaneously, the proposed Council Recommendation ‘Europe on the move – learning mobility opportunities for everyone‘ aspires to elevate mobility across all education and training domains. Member states are encouraged to integrate EU learning mobility into educational pathways, spanning school education, vocational training, higher education, and adult education, including youth exchanges.

The Recommendation ‘Europe on the Move’ is slated for submission to the Council for consideration and adoption.

The Commission’s proposal for the EU Talent Pool will undergo negotiations with the European Parliament and the Council. Support for member states’ implementation of the Recommendation on the recognition of qualifications for third-country nationals will be provided, accompanied by invitations to report on national initiatives, reforms, good practices, and statistics. The Recommendation ‘Europe on the Move’ is slated for submission to the Council for consideration and adoption.

Talent acquisition in Latin America: Practical insights and strategic considerations 

Written by

Together, they provided practical insights into the challenges and opportunities of talent acquisition in Latin America. 

Enhancing talent engagement through deeper appreciation of local nuances 

In her insightful discourse, Juliana Park underscored the pivotal role of comprehending local nuances in the realm of talent engagement, emphasizing that true success lies in the mastery of these intricacies. A cornerstone of this mastery is effective communication, where transcending language barriers takes center stage as an indispensable factor in fostering robust connections with prospective talents in the diverse landscape of Latin America. 

Park’s observations shed light on the profound impact of cultural awareness in shaping meaningful interactions with candidates. The diverse nature of Latin American cultures necessitates a measured and customized approach to talent acquisition.

This extends beyond mere recognition of cultural differences to the implementation of tailored strategies, reflecting a pragmatic and hands-on methodology crucial for achieving triumph in this dynamic region. 

The call for cultural awareness in talent engagement is not merely a theoretical consideration but a practical imperative. It is a recognition that effective communication goes beyond language proficiency, delving into the rich diversity of local customs, values, and traditions. Acknowledging and respecting these aspects not only demonstrates a commitment to diversity and inclusion but also forms the bedrock of a successful talent acquisition strategy. 

In essence, the crux of Juliana Park’s message lies in the acknowledgment that effective talent engagement demands a profound understanding of the local context.

By embracing and navigating the unique nuances present in Latin America, organizations can forge deeper connections with candidates, ultimately paving the way for a more successful and harmonious professional relationship. Through a lens of cultural sensitivity, talent acquisition becomes not just a transactional process but an artful and strategic endeavor, enhancing the overall fabric of the organization in this vibrant and diverse region. 

Adaptable compensation strategies amid economic fluctuations 

Carlos Guillermo Lopez shared some insights about how tricky it can be to decide on salaries when the economy is acting unpredictable. He specifically highlighted the challenges that come with negotiating salaries for jobs that include getting a share of the company, especially when the stock market is in a constant state of ups and downs. 

This discussion led to a collective realization that it’s crucial to think about coming up with pay plans that can adjust as the economic situation changes.

The idea is to create a compensation strategy that acknowledges and responds to the ever-shifting economic landscape. 

 

Lopez’s key point was that negotiating how much people get paid becomes even more complicated when the economy is uncertain. This complexity is amplified for roles where employees receive a portion of the company, and the value of that share is tied to the unpredictable nature of the stock market. In response to this challenge, he encouraged a shift in mindset towards developing pay plans that are flexible and capable of adapting to the economic climate, recognizing that economic conditions are always in flux. 

In essence, the takeaway from Lopez’s insights is the need for businesses to be proactive in adjusting their compensation strategies to align with the unpredictability of the economy.

It’s not just about setting a fixed salary but being open to revising and tailoring compensation plans based on the dynamic shifts in the economic landscape.

This adaptability ensures that organizations can navigate salary negotiations more effectively, fostering a resilient and mutually beneficial relationship between employers and employees in the face of ongoing economic uncertainties. 

Smart hiring moves in Mexico 

Stephan Poweska shared some smart ideas from Lionbridge’s expansion into Mexico. The key takeaway was a strategic approach that places a higher emphasis on hiring experienced leaders over entry-level talent.

The idea behind this strategy is to build a solid foundation and a united company culture, making it easier to bring in a more extensive team. 

Poweska’s insights shed light on the importance of making thoughtful decisions when expanding into Mexico. Instead of focusing solely on hiring entry-level employees, Lionbridge prioritized bringing in leaders with specific expertise. The goal here is to lay a strong groundwork for the company, ensuring a cohesive and shared company culture. This, in turn, makes it smoother to integrate a larger workforce down the line.  The core of Poweska’s message is about being strategic in hiring decisions.

By starting with experienced leaders, the company is setting itself up for success, creating a strong base that can support and integrate a diverse and expanding team.

This approach emphasizes the long-term view, ensuring that the company is not only building a team but also fostering a culture that can accommodate growth and diversity in the future. 

Elevating talent acquisition through technological innovation 

In shedding light on the evolving world of talent acquisition, Izka Gonzalez highlighted the role of technology, with a particular focus on asynchronous interviewing as a powerful tool for skill assessment. Emphasizing the transformative potential of these technological advancements, Gonzalez highlighted their ability to streamline and enhance the candidate evaluation process.  

Furthermore, Gonzalez highlighted the imperative of a robust onboarding process, especially pertinent for remote or distributed teams. The emphasis was placed on recognizing onboarding not merely as a procedural step but as a critical component in fostering seamless integration and sustained productivity within the modern work environment. 

In essence, Gonzalez’s insights illuminate the symbiotic relationship between technology and talent acquisition, showcasing how innovative tools, such as asynchronous interviewing, can revolutionize the assessment of candidates’ skills.

Moreover, the recognition of a well-crafted onboarding process as a keystone for success underscores the holistic approach required to navigate the challenges of building and sustaining effective teams in a remote or distributed work landscape. 

 

Unlocking LATAM’s potential 

Unlocking LATAM’s potential means taking advantage of the opportunities it offers to businesses looking to grow. The discussion explored seven key reasons why companies are drawn to this region for talent acquisition, showcasing the strong case for tapping into Latin America’s potential.

  1. Cost-effective Talent Development: Latin America boasts a competitive advantage in nurturing talent without incurring exorbitant costs, making it an appealing destination for companies aiming to optimize their resources.
  2. Access to Skilled Professionals: The region is a treasure trove of skilled and capable professionals across various industries, providing a rich pool of expertise to tap into.
  3. Increased Diversity and Innovation: Embracing Latin America means embracing diversity, fostering innovation through varied perspectives, experiences, and cultural backgrounds.
  4. Language Proficiency: Proficiency in languages, especially English, is prevalent among the workforce, facilitating seamless communication with global partners and clients.
  5. Time Zone Syncing for Efficient Communication: The geographical proximity and time zone alignment enable better coordination and real-time collaboration with teams across continents.
  6. Cultural Compatibility: Shared cultural values and a similar work ethic foster a sense of understanding and compatibility between Latin American professionals and their international counterparts.
  7. Unique Blend of Affordability and Ambition: Professionals in Latin America offer a rare combination of being cost-effective while being driven by ambition, making them a valuable asset to companies looking for high-quality talent with a competitive edge.

Together, these factors paint a comprehensive picture of the immense potential and advantages that Latin America presents, enticing companies to unlock and harness the region’s burgeoning opportunities for growth and success.

 

Navigating regulatory complexity: The significance of EOR hiring 

Analysing the importance of Employer of Record (EOR) services in navigating Latin America’s complex regulatory landscape added a practical dimension to the conversation. By leveraging EOR services, companies can circumvent entity set-up costs, fines, and penalties. The discussion extended to GoGlobal’s Recruit & Hire solution, offering a strategic approach to sourcing and engaging top remote talent in Latin America while ensuring compliance with local regulations. 

Read more:

 

 

Stepstone Group is cutting its workforce by 5% 

Written by

The key points of this restructuring include: 

Centralization of functions: 

  • Various functions will be consolidated to streamline operations and enhance overall efficiency. 
  • The goal is to provide some employees with opportunities to transition into new roles or integrate into other teams, while eliminating redundant or inefficient positions. 

Project and initiative Re-evaluation: 

  • Ongoing projects and initiatives are undergoing reassessment to ensure optimal resource allocation aligning with the company’s mission and long-term success. 
  • Roles associated with non-core projects will be phased out to prioritize primary goals.
     

Impact on employees: 

  • All affected individuals have been notified. 
  • Approximately 215 people (5% of the workforce) may ultimately leave The Stepstone Group, contingent on necessary consultations. 
  • Departures will be immediate for some colleagues, while others will undergo a collective consultation process, expected to conclude by early December. 

Support and commitments: 

  • Departing colleagues will receive enhanced separation packages and access to outplacement services. 
  • The restructuring process adheres to new Diversity, Equity, and Inclusion commitments, ensuring objectivity and equity. 

Next steps: 

  • Managers and leaders have been briefed, and local people teams are available to address any questions or concerns. 
  • Employees are encouraged to utilize the Employee Assistance Program for additional support during this transitional period. 

Acknowledging the challenges, the leadership believes that these decisions will ultimately facilitate collaboration, innovation, and position The Stepstone Group for a robust future. 

 Read more:

Meet Jim Stroud: HR and talent acquisition expert  

Written by

Renowned for his impactful collaborations with industry titans such as Microsoft and Google, Jim remains an influential figure steering the course of the future of work. Professionals in recruitment, job seeking, and HR can expect valuable insights from Jim, presented through a combination of visual and written content in his esteemed newsletter, “The Recruiting Life.“ 

 

Jim Stroud’s YouTube Channel 

But that’s not all! Jim takes his insights to the next level with his own YouTube channel. Aptly named “The Jim Stroud Show,” this channel is a visual journey into the future of work.

From in-depth discussions on hiring strategies to explorations of emerging technologies, Jim’s YouTube channel is a treasure trove of valuable content. Subscribe, and you’ll find yourself in the front seat of the conversation on the ever-evolving world of work. 

“The Things I Think About” Newsletter 

And there’s more exciting news! Jim is launching another newsletter, “The Things I Think About.” Starting on Monday, November 13, 2023.

This daily 1-minute read will cover emerging trends, shocking tech, and compelling human-interest stories. It’s Jim’s hope that this becomes a must-read for you, and that you share it with your network. Get ready for content that’s anything but boring – subscribe now so you don’t miss out. 

Why Engage with Jim’s Content? 

  • Double Insights, Double Impact: With both a newsletter and a YouTube channel, Jim Stroud offers a holistic view of the hiring landscape. 
  • Fresh Perspectives on “The Recruiting Life”: Break free from the ordinary with Jim’s creative take on HR topics – because hiring doesn’t have to be dull. 
  • Visual Exploration on YouTube: Dive into the future of work with “The Jim Stroud Show,” where Jim’s engaging discussions bring hiring strategies and tech trends to life. 
  • Stay Ahead with “The Things I Think About”: The upcoming newsletter promises daily insights into emerging trends, tech, and captivating human stories. Don’t miss the chance to be at the forefront of what’s next. 

Subscribe Now and Join the Conversation! 

Subscribe to Jim’s newsletter, follow “The Jim Stroud Show” on YouTube, and be part of the conversation that’s reshaping the way we think about hiring. Jim Stroud isn’t just a thought leader; he’s your guide to staying ahead in the ever-changing world of work. Don’t miss out – subscribe, engage, and elevate your hiring game with Jim Stroud! Pass it on.

Read more

Talent Acquisition trends report 2024: New tech, new talent, new tactics

Written by

Trend #1: AI and recruiters: a cautious harmony

Artificial Intelligence (AI) is no longer on the horizon; it is here and reshaping recruitment processes. AI is set to automate time-consuming tasks, such as job description writing, chatbot interactions, candidate profile management, and more. It has the potential to revolutionize talent acquisition by streamlining and optimizing the process. This technology can also enhance diversity, equity, and inclusion (DE&I) efforts by making the hiring process more accessible to candidates with disabilities and by broadening outreach strategies.

The key is to use AI as a tool, augmenting recruiters’ capabilities rather than replacing them, Korn Ferry finds.

However, AI is not without its risks. It can be prone to bias, data breaches, and inaccuracies. The key is to use AI as a tool, augmenting recruiters’ capabilities rather than replacing them, the Korn Ferry report finds. Finding a balance between AI and human qualities like creativity, empathy, critical thinking, and adaptability will be crucial for successful talent acquisition in 2024.

Trend #2: AI for candidates

Candidates are increasingly using AI to enhance their job-seeking experience. AI assists candidates in tailoring resumes, drafting cover letters, networking with recruiters, and preparing for interviews. When used correctly, AI can make job hunting smarter for candidates who want to stand out in a crowded job market.

Trend #3: Early career hiring

Employers are realizing the untapped potential of early career hiring programs. In 2024, we can expect more talent leaders to invest in early career hiring strategies, targeting candidates in various educational backgrounds, including state colleges and vocational schools. By prioritising DE&I in early career hiring, companies can build a more diverse, inclusive workforce, leading to improved financial performance.

Trend #4: Hiring for skills

The global talent crunch is putting pressure on organisations to change their recruitment strategies. Skills-based hiring is gaining popularity, with employers focusing on a candidate’s specific capabilities and transferable skills. This shift broadens the candidate pool, fosters diversity and innovation, and aligns with long-term strategic goals.

Trend #5: Empathy regains importance: a critical leadership skill

Empathy is making a resurgence in leadership, driven by the lessons of the pandemic. Empathetic leaders connect more deeply with their teams, resulting in higher job satisfaction, performance, and better mental health outcomes. In 2024, CEOs are expected to prioritise empathy and actively foster inclusive cultures.

Trend #6: Relocate or resign?

As companies push for a return to the office, job relocation is becoming a challenging choice for employees. Many professionals prefer remote work, with some willing to take a lower salary for the flexibility it offers. Companies should consider expanding relocation benefits for new hires to attract and retain the best talent in this competitive job market.

Read more:

10 biggest trends in talent sourcing 2023-2024

Written by

Nowadays, anyone who puts out a vacancy often brings limited responses from top candidates. Consequently, it’s no surprise that more organizations are taking the initiative to directly seek (source) the right candidates. But what are the 10 biggest trends in talent ​​sourcing? In a conversation with Jan-Karel Sindorff and Milou Verhoek, the co-founders of Cooble, a rapidly expanding agency specializing in this field, we gain fresh perspectives on the world of talent sourcing.

Trend 1. It’s happening much more than before and is integrated with recruitment marketing

‘Sourcing was for a long time one of the underexposed parts of the entire recruitment chain,’ says Verhoeks. ‘Initially, many companies thought that recruiters should just do it on the side, and it actually hardly happened at all. However, it turns out that playing the game of reversing roles has been remarkably successful. Engaging in sourcing allows you to connect with individuals in the job market whom you can’t access through any other means. Recruitment marketing or employer branding without sourcing and vice versa, is an ineffective way of talent acquisition in white- and blue-collar jobs.

Trend 2. It’s here to stay, especially young generations are expecting to be sourced

“Sourcing has gained momentum owing to the significant labour market shortages in recent years. It used to be a last resort for many employers, but the market dynamics are evolving,” adds Sindorff. “When you observe the new generations entering the labour market, being approached is more acceptable to them. They are less inclined to actively seek job opportunities them selves. A personalized, one-on-one approach tailored to their needs is what resonates with them.”

Verhoeks says, “Despite my occasional astonishment at what I witness in the market, it’s clear that sending mass emails to numerous recipients is not effective and results very low response rates. Candidates are annoyed by this, and it has a negative effect on your position as an employer.

Technology is simply not ready to completely take over.

For example, LinkedIn has all kinds of new options, but we see in practice that you cannot rely on it for a miracle— the personal approach still works better.’

 

Trend 3. More tech is powerful, but not blindly the solution

Although the full automation of the sourcing process remains a technological frontier yet to be crossed, notable advancements continue to emerge, both with and without the integration of artificial intelligence (AI). Verhoeks observes this trend in her day-to-day work, stating, “We frequently leverage tools like ChatGPT. Using the information gathered from a profile, ChatGPT can generate thoughtful, personalized messages and assist with automated follow-ups. Things are increasingly moving in the direction of technology supporting your workflow. However, the challenge lies not just in using a tool but also in interpreting its output, and that’s where the difficulty lies.”

Trend 4. Relevance wins

Sourcing is also increasingly essential when it comes to employer branding, says Sindorff. “As soon as you send out a bad message in your sourcing, it negatively affects your employer branding. It leaves an impression on people, which is why we strongly discourage the practice of sending generic, mass messages. People can discern this swiftly, and it has adverse effects on your performance metrics. Given that sourcing plays an essential role in the competitive job market, it’s important to ensure that your messaging aligns with your target audience. Relevance holds a importance, particularly in sustaining and enhancing your employer branding.”

Did you know that we spend an average of 8 to 10 minutes on an approach message?

Trend 5. Creativity counts

Sourcing is a creative profession, according to Verhoeks. ‘Did you know that we spend an average of 8 to 10 minutes on an approach message? It always takes time and attention to think about how best to approach people. It also often requires the necessary creativity.

For instance, we occasionally kickstart conversations with a statement like ‘Did you know that there are just 500 people who share your name?’ Such an approach often brings curiosity and arouses interest. While automation might be a possibility, it tends to strip away the authentic quality and starts to feel more like a gimmick, like an automated birthday greeting.” Creativity is not easy. Here you see that a tool like ChatGPT can help and inspire by using a prompt to create kickstart sentences.

Trend 6. It’s finding and seduction

Sourcing is too often narrowed down to the question: can you find the right people? However, according to Verhoeks, an essential aspect of effective sourcing is often disregarded — seduction. “The sourcing game encompasses a dual dynamic, entailing both the art of discovery and the allure of seduction. They both hold equal weight in the realm of sourcing. The act of seduction is similar to the practices of marketing and sales, involving the finesse of composing compelling messages.”

Trend 7. It’s about the talent pool

The sourcing journey often commences with organizations struggling to fill a vacant position, seeking assistance from platforms like Cooble. However, organizations that work with it for a while discover that it works even better if you don’t start over with every vacancy, but instead build up a talent pool and nurture it for sustained value.

“If you start vacancy-driven sourcing you are a hunter, if you manage to build a talent pool you become a collector,” says Sindorff.

Verhoeks; “When you engage in ongoing sourcing within a specific talent pool over an extended period and maintain consistent communication, after two years, you’ll find yourself dedicating 80% of your time to nurturing these relationships. For instance, at the Public Prosecution Service, we’ve curated a pool of nearly 300 individuals whom I’ve come to know personally. I can reach out to them regarding new vacancies, and this makes a substantial difference.

Talent pooling is a long-established concept in recruitment, though it’s surprisingly underutilized, despite its potential for delivering substantial value. Provided you work with the same people in your department for a long time, or with the same agency for a long time, so that they can build a relationship with the talent pool.’

Jan-Karel Sindorff co-founder cooble

Trend 8. Sourcing is integrated long term in recruitment

In the past, some organizations regarded sourcing as merely ‘an additional recruitment and selection agency.’ However, according to Verhoeks, this perspective is gradually fading away. “We were often called upon in times of urgency. Nevertheless, sourcing is no longer viewed as a quick-fix solution; it has evolved into a more long-term strategic endeavour. Thankfully, an increasing number of our clients now recognize its inherent value. When sourcing, we know for sure that we will end up with people who do not feel like applying for a job but are willing to think about another job. Getting people to that point requires more than a superficial relationship.’

Trend 9. It’s the starting point of talent intelligence

It’s increasingly clear that sourcing isn’t just about finding candidates; it’s like a continuous form of market research. As Sindorff puts it, “We’re always playing outside, and this helps us gain a lot of knowledge from the market. We speak to many candidates, understand what they like and don’t like. For instance, we quickly know if the salaries an organization offers match what the market demands. I believe that as a sourcing partner, it’s crucial to share this knowledge with your client. Besides this kind of qualitative insides, it’s essential to have data for finding, attracting and seducing candidates. Tools like Brad, ChatGPT, Giant and LinkedIn Talent Insights are critical for this.

Trend 10. Sourcing is a red carpet

Verhoeks says, “The goal is not to push for applications, but rather to encourage interviews. Sourcing is similar to rolling out the red carpet; candidates should feel warmly welcomed. The trend is clear: low barriers are gaining significance in response to the evolving job market. Many organizations are exploring alternative ways to streamline the process and reduce the need for applicants. The traditional approach of waiting for applications is fading. What truly matters is that candidates want to make contact. Then you can always see further afterwards. You see that people are increasingly open to this.’

Read More:

Ensuring fair and ethical AI in hiring: The role of audits 

Written by

Sometimes, AI unintentionally likes or dislikes certain people based on things like gender, race, age, or other factors. This has led to discussions about needing fair and ethical AI in hiring. As rules get updated to deal with these worries, audits become an essential tool to make sure AI in hiring is clear and accountable.

The Downside of AI in Hiring

Let’s say a big online store used a fancy AI system to hire new workers. The system, meant to read resumes and predict good candidates, accidentally started favoring people who went to famous universities. The company didn’t realize this was happening, and it meant they might miss out on really good workers from other schools, creating a bias against diverse talent. 

To tackle these issues, laws around the world are getting updated to match the digital age. These rules aim to make companies responsible for any biases in their AI systems and ensure everyone gets a fair chance.

Why Audits Matter

Audits are like a deep check-up for AI algorithms used in hiring. They look closely at how AI affects hiring and find any biases. Audits help make sure everything is fair and clear, giving confidence to both companies and people looking for jobs.

New York takes the lead in biased AI

New York City introduced a groundbreaking law on July 5, 2023, which mandates employers to conduct yearly third-party audits of their AI hiring and promotion systems to check for bias. The results of these audits are made public to prevent discrimination based on gender, race, and ethnicity.  

Experts believe that more states and regions will pass similar laws soon, possibly expanding the audit requirements to include age and disability bias, putting a stronger spotlight on HR departments. 

Essentially, the responsibility for these AI bias audits falls on employers, not the technology vendors. Even when not required by law, HR departments should lead the charge for audits to show their commitment to reducing bias and complying with Equal Employment Opportunity Commission (EEOC) guidelines. 

Experts emphasize the significance of independent audits in addressing AI bias within the realm of recruiting. Organizations like Pandologic, which employ AI tools, have taken proactive steps to audit their systems. Pandologic engaged AI experts to evaluate their recruiting chatbots and algorithms, shedding light on valuable insights for mitigating bias and the importance of transparency regarding AI’s role in the process. 

The audit uncovered that Pandologic’s job advertising algorithms carry minimal bias risk. Additionally, their conversational AI chatbots exhibited minimal bias due to their use of objective yes/no screening questions, which are screening questions are questions that can be answered with a simple “yes” or “no” and are designed to gather specific, factual information.

In the context of AI-driven hiring processes, these questions are often used to screen job applicants efficiently and objectively, this underscores the importance of ongoing scrutiny as AI systems continue to evolve.

By using objective yes/no screening questions, companies aim to minimize subjectivity and bias in the early stages of the hiring process. These questions help streamline the assessment of candidates based on specific qualifications or requirements, contributing to a more objective and standardized evaluation of applicants.

However, it’s important to note that the effectiveness of these questions depends on their design and the overall fairness of the AI system’s algorithms. Regular audits, as mentioned in the example, are crucial to ensure that even seemingly objective processes remain free from unintended biases as AI systems evolve.

Based on the audit experience, ethical best practices in AI for recruitment involve mapping recruitment workflows to identify potential risks, assessing vendors’ commitment to bias reduction, incorporating candidate feedback mechanisms, maintaining human oversight of AI processes, and conducting workforce demographic surveys to gauge the impact. 

Regular external audits play a pivotal role in ensuring that recruiting AI aligns with ethical standards and societal norms.

As AI’s presence in the hiring process expands, independent oversight becomes increasingly crucial. Audits serve to uphold fairness and help in reducing potential legal and reputational risks. 


What kind of steps can organizations take to prevent bias in AI? 

How can companies make sure AI doesn’t show bias in their hiring process? To avoid issues and do things responsibly, the British Council on Minimizing AI Bias has some tips. Here are the best practices for organizations:

  • Build ethics into AI from the start through privacy and bias mitigation in development. Train product teams on responsible AI principles. 
  • Incorporate regular bias and ethics training for all staff involved in recruitment AI, from compliance to engineering. Promote awareness. 
  • Form diverse audit teams with legal, HR, data science, and other experts. Cognitive diversity enables thorough AI examinations. 
  • Collect extensive data including recruiting workflows, interview information, and application materials. Continuously monitor data and algorithms for issues. 
  • Document every recruitment stage in detail, from sourcing to hiring, for transparency and audit evidence. 
  • Partner with external AI auditing specialists for unbiased assessments. Use monitoring platforms to continuously evaluate AI systems. 
  • Listen to candidates by gathering feedback during application on their AI experience. Address concerns quickly. 
  • Maintain human oversight over AI tools to enhance experiences. AI should augment recruiters, not replace them. 
  • Survey workforce demographics to accurately evaluate AI impact on diversity and inclusion. 
  • Taking a proactive, holistic approach to AI auditing upholds ethics and compliance in recruiting. 

 

Auditors on AI wanted?

Choosing an experienced, impartial auditor is key to a robust AI audit. Look for auditors with expertise in data analysis, AI systems, relevant laws, and ethical standards. They should have no financial ties to your organization. Maintain transparency and communication with HR leadership throughout the process. 

AI auditing should be an ongoing commitment, not just an annual checklist item. With AI constantly evolving, more frequent audits may be wise to catch issues arising from changes. As AI proliferates in hiring, auditing for bias is crucial. Audits identify problems early, enabling prompt corrections.  

They demonstrate ethical practices and help organizations meet legal requirements. Audits also reduce legal and reputation risks by confirming fair, accountable AI systems. 

By selecting competent auditors, auditing frequently, involving stakeholders, and dedicating resources, companies can promote responsible AI and make ethics central to their culture. AI audits uphold inclusion, prevent discrimination, and build public trust. With some forethought, organizations can leverage audits as an opportunity for continuous improvement. 

Read more:

 

ChatGPT’s takeover of recruitment: Transforming processes and human connections!

Written by

What is ChatGPT?  

ChatGPT is a conversational AI developed by OpenAI. It’s a type of language model built on the GPT (Generative Pre-trained Transformer) architecture. This model is trained on a diverse range of internet text and is capable of generating human-like responses in natural language.

Users can interact with ChatGPT by providing prompts or questions, and it generates contextual and coherent replies based on its understanding of the input.

It’s designed for a variety of language-based tasks, such as answering questions, providing information, and engaging in conversation.

Put simply, ChatGPT functions as a virtual assistant, lending a hand in tasks like human resources and hiring. In the world of recruitment, it operates as a chatbot, aiding and interacting with potential hires. This proves cost-effective as it handles repetitive tasks efficiently. Beyond that, it offers insightful predictions for HR by analyzing and presenting information on trends in text data and the industry. Imagine it as a reliable AI companion, simplifying HR tasks and boosting efficiency!

Example of ChatGPT in action:  

Imagine a recruiter querying Chat GPT on trends for questions to ask in an interview for a business analyst role. The user asked Chat GPT, “Create ten questions for interviewing candidates for a business analyst role, covering five behavioral questions and five questions specific to the marketing industry.” Within seconds, ChatGPT provides tailored questions covering skills like data analysis, communication, and marketing KPIs. As shown below: 

ChatGPT in action ChatGPT in action

With this instant feedback, the recruiter saved hours of research and manual question development. They can now focus on higher-value areas like engagement and evaluation during interviews. For instance, let’s consider the preparation for interview questions. Before using ChatGPT, the recruiter had to invest significant time researching each candidate’s background and manually formulating tailored questions.

However, after incorporating ChatGPT into their process, the recruiter inputs basic information about each candidate. In return, the AI swiftly generates customized interview questions based on the candidates’ resumes and job requirements. This not only ensures the questions are relevant but also saves the recruiter considerable time that would have otherwise been spent on manual research and question development.

This example highlights how ChatGPT streamlines redundant hiring tasks, allowing recruiters to allocate more time and energy to building meaningful human connections with candidates.

The AI’s capability to deliver instant, customized results goes beyond what is achievable manually. In essence, ChatGPT becomes a valuable tool that enhances the human recruiter’s capabilities, freeing them to focus on the crucial aspects of engagement and evaluation during interviews.”

AI transforming recruitment:  

Artificial intelligence is emerging as a game-changer, with ChatGPT leading the way in AI innovation, making the hiring process faster and more efficient. The Recruiting Brainfood Podcast, hosted by Hung Lee, reached out to industry experts, including Alexandra Gyetvai from The Source Code, Dov Zavadskis, founder of BeFriend AI, and Johannes Sundlo from Avalanche Studios. They shared valuable insights on how AI, particularly ChatGPT, is reshaping the future of recruitment. 

Recruitment often involves repetitive tasks, such as sifting through resumes, scheduling interviews, and endless paperwork.

Alexandra Gyetvai, a Talent Acquisition Consultant at The Source Code, emphasizes the role of AI in enhancing efficiency. She states, “AI like ChatGPT has revolutionized recruitment by swiftly extracting vital information from job descriptions and candidate profiles, saving precious time.” 

Dov Zavadskis, founder of BeFriend AI, went further to shed light on ChatGPT’s adaptability. He points out, “ChatGPT’s standout feature is its versatility. You can tailor it to your exact requirements.

For instance, if you’re a tech company looking for software engineers, ChatGPT can be trained to evaluate resumes and shortlist candidates based on specific skills.”   

He further stated that ChatGPT excels at producing responses that closely emulate human communication. Recruiters can use it as a chatbot to engage with job applicants throughout the hiring process, ensuring high-quality engagement. 

Context is essential for understanding, and AI excels in this area. Johannes Sundlo, Senior Human Resource Manager at Avalanche Studios, explains, “ChatGPT delivers context-rich responses, enhancing candidate evaluation. It can discern context, making a significant difference.”  

AI is here to amplify human connections, not replace them. Dov Zavadskis adds, “AI, including ChatGPT, serves as a bridge to connect people and cultivate professional networks. For example, ChatGPT can offer suggestions for potential candidates to connect with on platforms like LinkedIn, making networking effortless and effective.” 

ChatGPT can create employee engagement surveys and personalized responses to employee queries, mimicking human interaction. 

While AI brings promise to recruitment, it comes with its own set of challenges. Managing vast datasets and extracting meaningful insights are areas where innovation is essential. Alexandra Gyetvai accurately concludes, “ChatGPT and AI are creating ripples in the recruitment industry, and it’s essential to explore how AI can revolutionize the recruitment process.” 

 

Read more: