Spain’s lost generation: Confronting the crisis of unemployment and educational shortfalls 

Compounding this issue is the high rate of school dropouts. According to the OECD’s “Education at a Glance” report, 27% of the Spanish population aged 25-34 have not completed their education, leaving 1.4 million young Spaniards without professional qualifications.

This includes 32% of boys and 21% of girls in this age group.

Additionally, the prevalence of ‘ninis’ – young individuals who are neither in education nor employment – a term gotten from “ni estudian ni trabajan”, the Spanish phrase for those who “neither study nor work  is a significant concern, with 17% of Spanish youth falling into this category. 

The dropout rate impacts the Spanish labor market and economy. Despite students spending more hours in school, and the country having slightly higher levels of university graduates than average, a substantial proportion does not complete secondary education.

Educational results drop after age 10, even though Spanish schools offer more teaching hours than the OECD average. 

Spain’s education system, criticized for being outdated and overly focused on rote learning, has undergone recent reforms. However, these reforms have faced criticism for not effectively addressing the challenges. Experts suggest a shift towards hands-on learning and work experience opportunities for students. 

These findings highlight the need for Spain to reform its education system to better prepare youth for the job market. This includes addressing both the high dropout rates and the skills mismatch in the labor market. The declining trend of ‘ninis’, from over 20% in 2017 to 17% in 2022, suggests that some efforts are starting to have an impact. 

Spain can learn from European countries like Sweden and France, which have successfully tackled similar challenges through targeted educational strategies.

These strategies focus on second-chance education systems, proactive tracking of school dropouts, and incentivizing teachers to work in challenging environments. 

In conclusion, Spain’s youth face a daunting challenge, but it is not hopeless yet. A combination of educational reforms, labor market adjustments, and shifts in societal attitudes towards vocational training and education is crucial.

By drawing lessons from European successes and implementing diverse strategies, Spain can transform this crisis into an opportunity for growth and development.

The future of Spain’s youth is pivotal, and the actions taken now will significantly impact the country’s socio-economic landscape. Through collaborative efforts and a commitment to change, there is a path towards a brighter future for Spain’s young population. 

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Speaking out politically as an employer now yields more than a 10% salary increase

Now that polarization in society is sometimes high, there are few employers who dare to burn their fingers by making political statements. Afraid of commotion on X, or afraid of accusations of ‘wokeism’, ‘greenwashing’ or ‘pinkwashing’, many people prefer to stay away from sensitive conversations. However, a recent American research sheds a different light on the matter, and shows that employers who dare to speak out on politically controversial issues are actually much better positioned in the labour market. It turns out that a 10% salary increase cannot compensate for this.

Speaking out politically is no match for a 10% salary increase

The researchers came to their conclusion by looking at how companies responded to the Supreme Court’s controversial decision in Dobbs vs. Jackson , which reversed the nationwide right to abortion in the US. In their research, titled: We’ve Got You Covered: Employer and Employee Responses to Dobbs v. Jackson, Emily Nix, Pawel Adrjan, Svenja Gudell, Allison Shrivastava, Jason Sockin, and Evan Starr show that companies operating here anticipated and immediately gained appeal on the labour market.

3 billion clicks analyzed

For example, companies that publicly pledged to cover out-of-state travel for their employees to obtain an abortion or related reproductive health care such as miscarriage care reaped the rewards almost immediately, according to an analysis of 3 billion job seeker clicks on job postings and 6,000 jobs. 5 million business reviews on Indeed and Glassdoor, covering nearly 500 companies.

‘Companies that speak out on controversial issues benefit from this in recruitment.’

“While polarizing political views divide friendships and families, some wonder why politics should come into the office,” Nix said. ‘But when companies decide to speak out on controversial social and political issues, there are benefits for staff that are difficult to ignore. Based on our research, we see that companies that made announcements about reproductive care after the Dobbs ruling benefited greatly during their recruitment.”

Women and location

The study found that the gender and location of employees were two important factors. Companies with a higher proportion of women – from the CEO to employees – and companies in predominantly Democratic states were found to be more likely to publicly announce their commitment to covering reproductive care. ‘When we compare the companies that announced this with their counterparts that did not, our research shows that vacancies from companies that announced this receive 8% more interest from potential job seekers.’

‘Companies would need to increase wages by 12% to achieve a similar increase in job seeker interest.’

Particularly in states where the Dobbs ruling led to an immediate abortion ban, this positive jump in hiring can be seen for traditionally more female-dominated positions, the study found. “This result suggests that company policies could be a lifeline for the women most affected by the abortion ban,” Nix said. “These types of announcements have a major impact on attracting new workers: companies would have to increase wages by 12% to achieve a comparable increase in job seeker interest.”


Yes, political statements always lead to a backlash, the researchers see. “On Glassdoor, we find an immediate 8% drop in how current and former employees rated senior management and company culture. This decline in satisfaction is particularly pronounced in male-dominated roles such as engineering (the decline in satisfaction is 277% steeper than average) and data scientists (where satisfaction fell 143% more than average).”

‘The average deterioration in job satisfaction could be driven by a vocal minority.’

There has also been a 325% increase in the use of the word ‘ woke ‘ in the cons reported on Glassdoor. “That suggests that some employees do not agree with a “woke policy” in the workplace,” Nix said. ‘We also find evidence that the composition of employees leaving negative reviews changed after Dobbs vs Jackson in a way that suggests this average deterioration in job satisfaction could be driven by a vocal minority.’

Blessing for recruitment

Her conclusion based on the research is that these companies generally benefited from their announcements, ‘at least when it came to their workforce. We find that companies making these announcements increased wages by 4%, likely to offset the dissatisfaction of a vocal minority. But the benefit to recruitment was equal to what could’ve been achieved with a 12% increase in wages. These companies will therefore most likely have greater access to eager future employees without paying a wage premium, an important labour market advantage over their competitors.’

“These companies will most likely have greater access to eager future employees.”

While it will take some time to see whether this increase in hiring translates into long-term gains, Nix says the early results are clear: “It is unknown how each company weighs the economic and moral reasons for getting involved in polarizing issues, but the workforce benefits we document suggest that the companies that announced their support for women’s reproductive rights likely made the right choice. By offering to help women after Dobbs, these companies reaped the rewards in terms of recruitment.”

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Why ethnocultural minorities are (still) Europe’s most untapped talent pool

McKinsey’s research latest research delves into the often-overlooked population of ethnocultural minorities in continental Europe. The study aims to provide CEOs and business leaders with a comprehensive understanding of the potential, educational backgrounds, and employment experiences of this diverse group. By doing so, McKinsey aims to uncover a strategic avenue for companies to not just bridge talent gaps, but also contribute to empowerment and improved social cohesion. What’s not to like?

Ethnocultural minorities in Europe

The report sheds light on the ethnocultural minority landscape across 11 European countries. The research estimates that ethnocultural minorities represent anywhere from 5 to almost 20 percent of the population, with the mix varying significantly between countries. Surprisingly, the largest ethnocultural minority population across the analysed countries comes from Asia, comprising one-third of the total and dominating countries like Germany and Denmark.

Source: McKinsey

Breaking educational stereotypes

Contrary to common perceptions (or: stereotypes), McKinsey’s research dispels the myth that ethnocultural minorities have lower levels of educational attainment. In fact, tertiary education rates among this group are on par with non-minorities. For instance, in the Netherlands, 31% of the estimated ethnocultural minority population has completed tertiary education, only three percentage points less than their non-minority counterparts. In Denmark, the number of ethnocultural minorities even have a much higher tertiary education rate.

Source: McKinsey

Systemic bias against ethnocultural minorities

And that’s where the real kicker comes in, because it’s really hard to argue against any of the numbers McKinsey puts up. Despite comparable levels of education, ethnocultural minorities are two-and-a-half to three times more likely to be unemployed. And once employed, they are almost twice as likely to be overqualified for their roles. This underscores a significant opportunity for companies to tap into this educated talent pool and address skills gaps.

Despite comparable levels of education, ethnocultural minorities are two-and-a-half to three times more likely to be unemployed.

But that’s not all. The research explores the challenges faced by ethnocultural minorities in the workplace. They are twice as likely to report missing out on advancement opportunities and two-and-a-half times more likely to experience biased behaviours at work.

Triple win?

Despite these challenges, McKinsey says that greater inclusion of ethnocultural minorities could represent a triple win. Firstly, it could foster growth for companies. Secondly, it could support the wider economy, and thirdly: strengthen economic empowerment for individuals and their families.

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The new strategy of Randstad: The talent company

Facing a shortage of skilled workers and changing job expectations, Randstad NV, the global staffing leader, is rolling out a new strategy called ‘partner for talent.’ The change, driven by CEO Sander van ‘t Noordende, intends to position Randstad as the go-to firm for fairness and specialized skills.

The job market is evolving due to a shortage of skilled talents, corporations seeking greater talent partnerships, and the advent of digital technology. Van ‘t Noordende proposes a major shift in how talent is sought and handled to adapt to these developments. He said, “The world of work is being transformed by three fundamental trends:

  • Trend 1: structural talent scarcity and changing talent expectations,
  • Trend 2: clients seeking deeper partnerships to manage their talent needs, and
  • Trend 3: the deployment of digital technologies, including AI in the workplace.”

Randstad’s new plan focuses on four particular areas: Operational Talent Solutions, Professional Talent Solutions, Digital Talent Solutions, and Enterprise Talent Solutions. This way, both workers and companies get the specific support they need for their industries.

Randstad’s simple aim is to build a reputation for possessing the right skills for today’s jobs and managing talent expectations to enhance retention.

The strategy includes five key parts: growing through specialization, ensuring fair treatment of talent, delivering excellent service, improving technology, and having the best team.

Specialization and Growth

Randstad’s journey begins with a focus on specialization and growth. Their focus extends to high-growth fields: engineering, finance, healthcare, and information technology. Their goal is to stand out and meet client and talent demands effectively. To achieve this, the company plans skill expansion through services like workforce advising, coaching, and skilling. This growth strategy will unfold organically and through the Randstad Talent Platform. The aim is to ensure it stays at the forefront of talent solutions.

Finding the Best Team (Talent Sourcing)

Randstad isn’t just about finding jobs and talent; it’s about having the best team to make it all happen. The company believes it has crafted a unique culture and strong values that draw in top talent in the market. They now aim to find and retain top talents while offering equitable opportunities to the talents. Upgrading IT capabilities and digital solutions on the Randstad Talent platform becomes crucial for making it happen for both talent and clients

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Transforming talent acquisition: 7 Key insights for effective recruitment   

The report advocates for clarity in job postings, highlighting its benefits and growth opportunities, and endorses a skills-first approach, moving beyond traditional educational and work history requirements. By recommending a streamlined application process, it aligns with the current preferences of job seekers, marking a shift towards more responsive and candidate-focused recruitment practices. 

7 key-insights based on the Applicant Expectations Report  

  1. The vital role of job postings: Clear, engaging first impression

    Job postings are vital in recruitment, serving as the first interaction between employers and candidates. The “Applicant Expectations Report” highlights the importance of clear, detailed information about salary, benefits, and professional development in these postings

    Benefits and perks are the top priority for 56% of job seekers, while 46% prioritize compensation, indicating a preference for a comprehensive job package.


    Remote or flexible work options matter to 45% of job seekers, with workplace location important for 39%. Elements like company reputation, brand, culture, and employee testimonials also influence candidate attraction. Employers can improve their job postings by tailoring them to showcase strengths like innovative work environments or commitment to employee growth, enhancing the quality of their applicant pool and ensuring alignment with candidate expectations.

  2. Skills-first hiring: Embracing diverse talents

    The skills-first hiring approach is a significant shift in recruitment practices, focusing on candidates’ skills and abilities over traditional educational and professional qualifications. This approach, as discussed in McKinsey’s report on building the future workforce, diverges from conventional hiring that emphasizes degrees and formal experience, benefiting both candidates and recruiters.As seen in scenarios where a self-taught graphic designer with a robust portfolio might be preferred over someone with a formal degree but less practical experience. This emphasis on skills rather than just credentials aligns more closely with specific job requirements, expanding the talent pool and improving both job satisfaction and performance.

  3. Streamlining the application process: Efficient and user-friendly

    The importance of streamlining the recruitment application process lies in its ability to attract a diverse range of candidates and facilitate an efficient hiring cycle. Notably, 46% of job seekers are put off by long application processes, and 39% find the requirement to create an account unnecessary.

    In response, it’s beneficial for employers to implement a more user-friendly and efficient approach. A practical solution is the integration of application forms with professional networking platforms, such as LinkedIn, which helps reduce repetitive data entry.

  4. React within 24 Hours! Swift communication in recruitment

    Reacting swiftly within 24 hours is crucial in the recruitment process, as emphasized in the report. Candidates now expect timely responses, ideally within a day of applying. To meet these rapid response expectations, it’s recommended to employ automated communication systems.These systems can efficiently acknowledge the receipt of applications and provide ongoing status updates.

    This commitment to quick communication is more than just a strategic move; it demonstrates a company’s dedication to keeping pace with evolving candidate expectations.

  5. Personalized post-application interaction: Making connections count

    Post-application interaction is vital, emphasizing the value of personalized engagement. Candidates appreciate a personal touch, such as a phone interview, which goes beyond the impersonality of emails or automated messages. Personalized interactions can increase candidate engagement, fostering a connection between the candidate and the organization.In a competitive job market, personalized post-application interactions can serve as a key differentiator, enhancing the employer brand and attracting top talent.

  6. Courtesy and responsiveness: Building a strong employer brand

    The report advocates for responding to every applicant, even with a concise message about their application status. This level of responsiveness demonstrates transparency and acknowledges the value of each candidate’s contribution to the recruitment process.Beyond individual candidates, responsive and courteous communication strengthens the employer brand. Candidates who receive thoughtful communication, even in the face of unfavourable outcomes, are more likely to share positive experiences.

  7. Embracing technological adaptations: Keeping pace with digital trends

    Embracing technological adaptations in recruitment is essential to stay aligned with digital trends and cater to modern job seekers’ preferences. This involves integrating advancements like text recruiting and automated interview scheduling.

    Jibe’s infographics reveal that 86% of smartphone users would use their device for job searching, with 65% looking for positions and 55% wanting job alerts. Additionally, 47% would apply to jobs, and 45% would track their application status on mobile.

    The benefits of mobile applications include convenience and immediacy, but challenges include non-optimized career sites and difficulty managing multiple tasks. Adopting these technologies positions a company as forward-thinking and attuned to the needs of tech-savvy candidates. 

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How European universities are leading the way in student satisfaction  

This expansive report paints a vivid picture of student experiences across diverse countries, indicating the differences and unique attributes of European higher education.   

The uplift in student satisfaction reflects the concerted efforts of institutions to evolve and adapt to the changing needs and expectations of their student bodies.  

Moreover, the study explores various aspects of the student experience, ranging from the admissions process to student-teacher interactions, and from online classroom experiences to overall student life quality. Each of these facets contributes to a comprehensive understanding of what makes European universities stand out in the eyes of their students. 

High satisfaction leads to career readiness  

Beyond mere numbers, the report’s findings offers a glimpse into the broader implications of student satisfaction, particularly its impact on future employment prospects. Students who express high satisfaction with their university experience tend to feel more prepared for the workplace, equipped with relevant skills and knowledge.

This correlation between academic satisfaction and career readiness highlights the importance of nurturing a holistic educational environment that not only imparts academic knowledge but also fosters personal and professional development.  

Satisfaction leads to employment 

A study by Emerald on Exploring student satisfaction and future employment intentions, investigated the relationship between student satisfaction and future employment intentions. The findings suggest that student satisfaction is closely tied to their perception of career expectations and academic success. Students who are satisfied with their university experience feel more prepared for the workplace and are more satisfied with the skills and knowledge they have developed.

This implies that high levels of student satisfaction can lead to better preparedness for employment and potentially better job prospects.

This happiness comes from various university offerings, like:  

  • Career Readiness Programs: Universities with strong internship programs or career services lead to students feeling more prepared for the job market.
  • Skill Development: Hands-on learning and skill-based courses increase student satisfaction and job readiness.  
  • Mentorship and Networking: Opportunities to interact with industry professionals during studies make students feel more prepared for employment.  
  • Feedback and Improvement: When universities act on student feedback to improve courses, students feel more aligned with their education and ready for real-world challenges.
  • Personal Development: Programs focusing on personal growth, like leadership and communication skills, increase student satisfaction and employability.  

Global overview

Globally, students exhibit a high degree of satisfaction with their educational experiences, with an average satisfaction rating of 4.21 out of 5.     

This positive trend is evident across diverse categories such as Admission Processes, Student-Teacher Interaction, Student Diversity, Quality of Student Life, Online Classroom Experience, and Career Development. The improvement in the Online Classroom Experience, from 3.70 in 2021 to 3.86 in 2023, highlights the adaptability and resilience of educational institutions in the face of changing learning environments.  

Excelling in student satisfaction: A spotlight on European universities’ achievements and progress

In the context of student satisfaction, European universities stand out for their high levels of student contentment, as shown in the figure below. Hungary is at the forefront with a notable average satisfaction score of 4.39, setting a benchmark for other nations. Close behind are Germany, Portugal, Spain, and Italy, all showcasing robust educational frameworks that resonate positively with students.

Portugal deserves special mention for its remarkable progress in enhancing student satisfaction, evidenced by a significant 0.28 point increase since 2021. This improvement underscores the efforts made by Portuguese universities to adapt and respond to student needs and expectations, which likely includes improved teaching methodologies, enhanced campus facilities, and stronger support systems.  

Such advancements in European universities not only reflect a commitment to academic excellence but also demonstrate an understanding of the broader needs of students, ensuring a well-rounded and fulfilling educational experience.  

Shaping the future: How Europe’s high student satisfaction influences education, policy, and economy

Education in Europe is experiencing a significant shift, driven by high levels of student satisfaction in its universities. This trend is not just a metric of academic success but a powerful catalyst for broader socio-economic and policy-related changes.

High satisfaction rates among students in European universities are shaping the future of education, influencing policy decisions, and impacting the economy in profound ways.

These are some of the key areas where this trend is making a difference: 

  • Attracting International Students: These high satisfaction scores can make European universities more attractive to international students, enhancing cultural diversity and academic exchange.  
  • Educational Investment: The satisfaction ratings reflect the success of investments in higher education. This can encourage further investment in educational infrastructure and technology.  
  • Competitive Edge: High student satisfaction can give European universities a competitive edge in the global education market, potentially influencing global rankings and reputation.  
  • Policy Implications: These results can guide policymakers in Europe to understand what works in higher education and where further improvements can be made.  
  • Economic Impact: Satisfied graduates are likely to contribute positively to the economy, either by entering the European workforce or by fostering international relations if they return to their home countries.  
  •  Research and Innovation: A satisfied and well-educated student population can drive research and innovation, further cementing Europe’s position as a leader in various scientific and technological fields.
  • Social Cohesion: The focus on student diversity and inclusion in European universities can promote social cohesion and understanding within the continent.  

Comparative Analysis:

 In comparison to the global average, the United States emerged as the only country among the top four study abroad destinations (including the UK, Australia, and Canada) to rate above the global average in student satisfaction. This contrast highlights the competitive nature of international education and the varying performances of different countries in meeting student expectations.  

University-Level achievements:  

Looking closer, specific universities have excelled in various aspects of student satisfaction according to Times Higher Education Report. The University of Navarra in Spain topped the list for overall student satisfaction, while Dublin City University in Ireland excelled in career development. Semmelweis University in Hungary was recognized for its outstanding quality of student life. These accolades point to the excellence of individual institutions in catering to the diverse needs of their student bodies .  

Advancements in university education: Key areas of progress and improvement 

In recent years, universities across the globe have been at the forefront of an educational revolution, adapting and evolving to meet the diverse and dynamic needs of the modern student population. This transformation has been marked by several key trends and developments, each playing a crucial role in reshaping the landscape of higher education. Below, we delve into these significant areas of progress and improvement:

  1. Streamlined Digital Admissions: The university application process has been transformed by digital technology. Prospective students can now enjoy a hassle-free experience with user-friendly online application systems. These platforms offer rapid response times and clear guidelines, significantly simplifying the admission process.
  2. Improved Student-Teacher Interaction: The classroom dynamic has evolved considerably. Smaller class sizes and a focus on personalized teaching have fostered deeper connections between students and educators. This approach enhances the learning experience, making it more interactive and individual-focused.
  3. Embracing Cultural Diversity: Universities have become vibrant centers of cultural diversity. They actively foster inclusivity and celebrate multiculturalism, bringing together students from diverse backgrounds. This environment enriches the educational experience by offering a global perspective within the campus community.
  4. Enriched Student Life Experience: Beyond academic pursuits, university life now offers a more holistic experience. A broad array of extracurricular activities, coupled with strong support services such as mental health counseling and academic guidance, contributes to a well-rounded and supportive student environment.
  5. Advancements in Online Learning: The realm of online education has seen substantial improvements. The quality and effectiveness of online courses have increased, as indicated by the rise in student satisfaction ratings. This progress reflects the successful integration of advanced technologies and innovative teaching methodologies in online education.
  6. Career Development Opportunities: Universities are placing a greater emphasis on career preparation. Services like career counseling, internship programs, job fairs, and networking events are readily available, providing students with valuable resources and opportunities to kickstart their professional journeys.

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Discrimination is still affecting the German workplace 

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.

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How to set up a career path in talent acquisition  

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  


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


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.

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

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 50 1 45 1 19 2 22 2 16 3 15 4 13 4 11 5 12 5 16 3 11 6 8 6 8 7 7 7 3 8 4 8 3 9 2 11 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. 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 33 1 25 3 24 2 29 2 23 3 30 1 10 4 4 9 8 5 11 6

In second place is, 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 70 1 67 1 20 2 20 3 16 3 21 2 11 4 9 4 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 52 1 58 1 26 2 25 2 13 3 12 3 9 4 6 5 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, 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:


+31 88 730 2800

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

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.


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.

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

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 

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. 

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