Creating a recipe for success: how to build an intentional company culture

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In a recent Undutchables Expert Talk, business and culture expert Ligia Koijen Ramos introduced the In2Motivation mascot – a duck. Now, you might ask yourself, what does this water bird have to do with culture? Turns out, we can learn quite a lot from the simple duck. When you watch a duck swim, it looks quite peaceful and relaxed. The water remains still and the duck looks like it is just floating along, not putting forth much effort….until you look under the water and see it’s feet. Then you will notice that, although from above it looks like a perfectly effortless action, under the surface a lot is happening and the duck is putting quite a bit of effort into maintaining its successful trajectory. 

This is the same with culture. We often don’t see, or take the time to notice, what is going on under the surface that leads to our company culture. In working with companies Koijen Ramos has noticed the lack of intentional analysis of the organizational culture. “Sometimes I hear people say, why do I need to think about a culture? Because you have one already.” Culture has a huge impact on the success (or demise) of your business. A company culture will develop whether you do something about it or not, so it is worth putting effort into creating an intentional culture that will support what you stand for. As Koijen Ramos says, “This is how I see life, this is how I see work. We don’t need to look hysterical, we don’t need to be in a lot of effort, but we need to go with an intention.”

What is culture really? 

Before you can start creating an intentional culture, you first need to determine what culture actually is, and what part it is playing in your company. Koijen Ramos boiled it down to this useful definition, “In a very practical and simple way culture is: The way we do things around here.” 

‘The way we do things’ is influenced by our life experience and our underlying values. Koijen Ramos noted that we actually develop our natural values and culture at a very young age. “Some people will say,  “I’m always learning!’ I’m going to disappoint you big time right now. We stop learning most of our personal strategies when we are 5 years old. Until the age of 5 we are like sponges and we create strategies based on certain routines. After 5 years old we learn cognitively and intellectually. This is conscious learning. But our personal strategies tend not to come from our intellectual point, they come much before that. The come from the nucleus of our culture, and that is our values.”

Central elements of culture

Understanding the core elements that make up our culture helps us to be able to influence the culture. According to Koijen Ramos, the central elements of culture are: values, rituals, heroes, and signals.

  • Values – The underlying belief system that is at the very center of the culture. Values are at the heart of culture. They are engrained in every part of culture and influence or define all other cultural elements. 
  • Rituals – Practices that are created and developed based on the underlying cultural values and shared values. Rituals are typically repeated over and over again and can be conscious or subconscious. 
  • Heroes – Who we emulate and admire as a culture is built on our values and rituals. This can vary widely across cultures, and you can learn a lot about the underlying cultural values by examining a culture’s heroes. 
  • Signals – Signals are the visible result of the underlying cultural elements. These are often the words and gestures used, cultural nuances, or even traffic signs. Signals are very important because this is how the value system is communicated. If you don’t know the signals then you won’t get the message.

Creating an intentional culture

Now that you know the elements of culture, you can start thinking up a recipe for creating your own intentional company culture. And the first question you should ask yourself is: What is the culture that will most support my vision and lead to success?

The answer to that question is largely dependent on your underlying company values. Are these clearly defined? If not, then that is step one. In order to create an intentional company culture you have to have something to build it on, and, as we have learned, values are the foundation for all other cultural elements. If your values and vision are not clearly in place then the rest of your efforts to build a strong company culture will become vague and shaky very quickly. 

In the workshop Koijen Ramos stressed the importance of clarity and alignment when defining the values of your organization, “The value doesn’t serve anything if you are not able to determine the behaviors that you want to be seeing, hearing and feeling with that value. So, for me to create values, rituals, heroes, and signals and for this to become a practice, everything needs to be aligned and congruent!” 

Simple steps

Alignment takes time and effort, but here are a few simple steps that will help you along the way: 

1. Identify Your Current Company Culture

Koijen Ramos teaches that there are multiple versions of our company culture that are active at any given time, “ We have the assumed culture – that everyone thinks, ah this is the values, this is what is written there. Then we have the current culture – what is really happening. And we have the paradise culture – the ideal thing, what we are looking for, and wow, that would be amazing. And then we have the strategic culture….It’s important that before you go anywhere, you start anything, you really know what is the current culture.”

Making sure that you are aware of what is actually happening in your organization will make it more possible for you to determine your paradise culture and take strategic steps towards creating it. 

2. Create Vivid Values and Vision

Values can be difficult to communicate about and can often come across as vague, or inspirational but unattainable. So, make it tangible! Your values should be expressed practically – what does it look like, sound like, and feel like when someone is operating in this value as desired? What are the boundaries, rituals, and signals that go along with this value? 

Expressing your company vision in this way makes it clear to individuals and groups within your organization what the expectation and the practical application of the values will be. Because we all perceive things according to our own culture and life experiences, making your company values tangible and clear makes it easier to align and work congruently and supportively with each other. Plus, when you explain clearly people are more able and likely to get on board!

3. Daily Practices and Learning Moments

“In national culture this [rituals, signals, behaviors] will be learned, in organizational culture this will be a practice, so all of this needs to be transformed into daily practices,” Koijen Ramos says. If you have clearly defined your values in a tangible way, then it should be easy to translate them to daily practices. Create learning moments to help your employees get on board. You can’t just snap your fingers, or write a new beautiful procedural handbook, and expect the culture to go into immediate effect. You have to create learning moments and opportunities for the group to understand and apply the vision. 

It will take patience, but in time you will notice that your company culture is gradually transforming. As Koijen Ramos says: “Daily practices will become spontaneous when they become rituals, but in the beginning it needs to be a practice. Repetition, repetition, repetition.”

4. Align All Aspects of Culture 

Everything should be in alignment – your website, your trainings, your communication, your policies, your attitude – so that all actions taken support the vision and values you have set up. Not only does this help with staying organized, it also creates a trustworthy environment where employees and customers know what to expect. As Koijen Ramos says, “The lack of alignment creates distrust on the value.” 

As we have seen in recent trends, consumers (and potential employees) care about what you stand for and if your organization is trustworthy and transparent. Clarity, alignment, and consistency across your company culture will help you to achieve this, both internally and externally. And over time you will see that the attitude and behaviors in and towards your company will also start to align.

5. Creating Safety and Trust

Creating safety and trust in the workplace is extremely important to help your employees feel motivated and promote their success. Just as alignment and clarity can create trust in your companies values, there are other things that you can do to create a trustworthy and safe environment. “It’s important that when we are creating culture we always go for the frame of safety because that will create trust. If people feel safe they will trust.”

6. Creating Mental and Physical Safety 

Koijen Ramos has noticed that many companies forget to align when it comes to mental and physical safety, “What I see is that a lot of companies don’t really think about this. They don’t put this on the frame of culture.” They tend to think about some aspects of safety, such as procedures for hazardous working areas, but forget about others such as mental health or distracting working conditions caused by desk arrangements. 

All of these things have a large impact on the success of your employees and how safe and capable they feel in their working environment. Taking the time to assess the mental and physical safety risks and putting effort into creating better working conditions will have a positive effect on your employees and build up better alignment within your company culture. 

7. Listen to the ‘Outsiders’ 

You will most likely find individuals in your company who have complaints or improvement points that they are more than happy to share with you. Clearly there is something about the culture that they are not enjoying or engaging completely with, but they stick around. These people are golden! There is something in your company values that makes them stay even when they are not fully satisfied with how things are being done, which means that they will have a lot of great tips to improve your company culture. Asking these people what is working, not working, and what they would like to see done differently can give you great insights to help you adjust the culture in ways you might not have thought of before. Their ideas can help you to create more clarity and alignment and get more employees engaged with your vision.

8. Lead by Example

“Culture will change in two ways. The indirect way is with people, so you influence people and you work with people. The direct change for culture is with management.  You cannot change a culture just by telling people what they need to be doing. So, if you have new values, if you have new procedures, if you have a new communication flow or diagram, the first people to do this in a direct way is the management/leadership team. If someone in your leadership team is not doing this, you will have a problem with people. There’s no way out. It’s just like that because again we are talking about trust, and people need to see ok, we have this value and my leader is doing it. If they don’t see this, it’s easier for them to give up as well. It’s easier for them to say, ‘why me?’.”   

No one-size-fits-all

So, at the end of the day is there a recipe for assured success when it comes to creating your company culture? As Koijen Ramos says, “There is not one organizational culture recipe that will fit all the companies.” But there are some points that will guide you along the way. It really comes down to creating a tailor-made culture based on the values and needs of your organization. If you want to create and maintain an organizational culture that matches your company values, and that will support the team and vision you have built into the future, then you have to keep measuring, evaluating, and adjusting as you go. “We know that culture has a huge impact, and it’s not possible to be without a culture. So, even if you don’t do anything about it, you will have a culture in your organization.”

Start by defining values

There is a lot going on under the surface, and if you don’t take an active role the culture will determine itself and if you don’t pay attention you might end up with a company culture that does not live up to your values. Creating an intentional culture will ensure that you align the culture with the vision and that everything happening under the surface will support your success. 

Remember, start by defining your values and identifying what is actually happening currently in your organization. Once you determine where the gaps are between your current culture and your ideal culture you will be able to start taking steps towards change. You cannot (nor should you want to) change the culture on your own, it’s a group effort. So get your team on board and start implementing cultural change together. 

Are you curious about what services Undutchables has to offer? Take a look at their website or contact them.  

Is there Ageism in the European Workforce?

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Ageism, the discrimination or prejudice against individuals based on age, is a pervasive issue in the European workforce. Recent research conducted by the Intelligence Group reveals that ageism is the most common form of discrimination faced by workers in Europe, affecting both men and women almost equally. This discrimination is prevalent not only during job applications but also while individuals are employed.

Young or Old?

While older adults often face disadvantages in the workplace, it’s essential to acknowledge that ageism does not limit itself to one end of the spectrum. Indeed, statistics show that 17% of workers over 50 years face ageism discrimination. Moreover, studies show that the age-related language and technology skills used in the workplace do not typically include those of 50 years and above. Furthermore, more organizations search for young talents and attempt to reduce older employees to attract new creative ideas.

Although older workers experience challenges related to limited access to specialized training and educational opportunities, ageism still affects the younger generation.

Surprisingly, ageism against young people is also a significant concern, with 13% of those under 30 attesting to experiencing ageism in the European workforce. Younger individuals report age-based discrimination across various aspects of their lives, including employment opportunities, access to healthcare, housing, and political participation.

Creative sectors suffer

Despite the industry’s reputation for creativity and open-mindedness, a staggering 18% of workers in the cultural & artistic sector report experiencing age-based discrimination. The sector faces the most discrimination based on age, and it raises the question of why a sector known for its progressive and lenient corporate structure is not immune to ageism.

One plausible explanation is that creative fields more highly prize youth and fresh perspectives. It may inadvertently overshadow the wealth of experience and unique artistic voices that older individuals bring to the table.

Moreover, the prevalence of freelance and contract work within the arts may contribute to ageism. Older professionals in the sector may find it challenging to secure stable positions, which could further exacerbate age-based discrimination.

Similarly, 13% of workers in the design and graphic design sectors face age-based discrimination, showing that the creative sectors have an ageism issue to resolve. The design sector relies heavily on creativity and evolving tools. Organizations can easily bully older talents when they search for or pay more attention to younger talents, assuming that 50+ workers have outdated design skills.

High & low sectors

Ageism isn’t limited to creative sectors alone. Surprisingly, the personal service sector (beauticians, hairdressers. etc.) has the second highest experience of ageism (16%) in Europe.

Workers in personal services face pressure to maintain a youthful and trendy image, and it leaves the older professionals often feeling sidelined or even pushed out of the sector.

In the agricultural sector, where experience and know-how are paramount, it’s puzzling that age-based discrimination persists. However, 15% of workers in the sector have experienced ageism. It could be due to assumptions that older workers may struggle to adapt to modern practices or that younger workers are considered more cost-effective.

The security and defense sector has the lowest rate of ageism with 8% experiencing it. Security and defense roles typically prioritize skills, training, and experience over age, and this explains its lower rate. Moreover, the security and defense sector tends to have strict regulations and standards that focus on merit and competence, reducing the likelihood of age-based discrimination.

Low educational backgrounds are targeted?

Another concerning aspect of ageism is its disproportionate impact on individuals with lower educational backgrounds. Research shows that 12% of workers with lower educational backgrounds experience age-based discrimination, compared to 10% of those with higher educational backgrounds. It raises the question of why people with lower educational backgrounds are more vulnerable to age discrimination in the workforce.

At first glance, the connection between education and ageism may seem unclear. However, a possible explanation for this disparity is educational attainment’s economic and social implications. Individuals with lower educational backgrounds may face more limited employment opportunities and have less access to professional development. It can lead to others perceiving them as less valuable in the workplace, contributing to ageism.

Skill-base hiring and ageism

Moreover, in workplaces where skill-based hiring prevails, employees may find themselves working alongside colleagues who have lower educational qualifications but share the same pay grade. This situation can have both positive and negative implications. On one hand, it emphasizes the importance of skills and competencies over formal education, promoting a fair hiring approach. On the other hand, it can create complex social dynamics within the workforce.

Colleagues with different educational backgrounds and equal pay may feel a mix of emotions, from superiority based on their education to feeling threatened by those who succeeded without formal education.

These emotions can inadvertently contribute to ageism in the workplace. Individuals who see themselves as having superior educational backgrounds may hold biases against their colleagues, unconsciously attributing their own educational achievements to higher competence or adaptability. Conversely, colleagues with lower educational qualifications may feel insecure or excluded, believing their peers view them as less valuable or capable. These dynamics perpetuate ageism and hinder the creation of inclusive and collaborative work environments.

In understanding the issues in the workplace and easing up talent acquisition and retention, Giant! provides the relevant data. Organizations can utilize its vast recruitment data as an essential resource to address organizational issues, including ageism and to enhance talent retention.

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Google’s Impact on Job Advertising: A Game-Changer

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This strategic move has piqued the interest of job boards and industry analysts, who foresee the potential benefits through the implementation of search engine optimization (SEO), search engine marketing (SEM), and meticulous budget allocation.

Navigating Regulatory Challenges

As Google gears up for the launch of Google Sponsored Job Ads (GSJA), it faces a unique set of regulatory intricacies, especially in the European market.

The successful rollout of GSJA hinges on Google’s ability to navigate these complex regulatory landscapes while delivering on the promise of attracting high-caliber candidates.

Additionally, understanding user intent in job searches will be crucial to the platform’s success.

Twitter’s Evolution into “X”

Twitter’s transformation into “X” represents a significant departure from its origins as a 140-character microblogging platform.

This strategic evolution aims to transcend the limitations of its previous format, potentially evolving into a versatile content hub.

This transformation has captured the attention of industry analysts, who are pondering the long-term trajectory of “X” and how it may impact user engagement, brand resonance, and revenue streams.

Seizing Opportunities and Embracing Implications

As the recruitment landscape undergoes this phase of transformation, several key considerations come to the forefront.

Both “X” and Google for Jobs champion improved accessibility in hiring practices, fostering inclusivity.

Businesses are recalibrating their branding, engagement, and recruitment marketing strategies to adapt to these paradigm shifts, preparing for a dynamic future.

Twitter’s rebranding and Google’s analytical tools are catalyzing a thorough analysis of user interaction dynamics, guiding the development of tailored recruitment methodologies.

Google’s focus on mobile friendliness and “X” potentially evolving into a super app underscore the importance of seamless mobile optimization in recruitment strategies.

The intricate pricing structures of both platforms highlight the critical role of judicious budget management and vigilant performance assessment.

Mapping an Evolutionary Future

The impending arrival of Google’s GSJA and Twitter’s transformation heralds a critical juncture for the recruitment industry.

The industry must embrace adaptability, data-driven decision-making, and strategic recalibration as it navigates these transformative changes.

This journey is leading the industry towards innovative talent acquisition, promising a landscape marked by new horizons and opportunities.

This article was inspired by the chad and cheese podcast

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Navigating the Multigenerational Workforce: Gen Z and Millennials

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In a recent episode of The Staffing Show podcast, the spotlight was cast upon the burgeoning presence of Generation Z (Gen Z) within the workforce.  

Hannah MacDonald, co-owner of Better Together, lent her insights to this discussion, leveraging her position as a member of Gen Z to shed light on their distinctive traits and work patterns.  

Her expertise not only provided a clearer understanding of this emerging generation but also outlined strategies to foster effective engagement and collaboration. 

Impact of generations on workforce dynamics 

Generation Z (born 1997-2012) and millennials (born 1981-1995) together form a mosaic of diversity in the modern workplace. Their experiences, shaped by technological advancements and societal changes, contribute distinct qualities that influence the overall work environment. 

Shared traits: Technology proficiency and global outlook

Technology proficiency serves as a unifying thread between these generations. Having grown up amid rapid technological evolution, both Gen Z and millennials exhibit a natural affinity for digital tools.

This tech-savviness extends beyond mere gadgetry, impacting their communication styles, learning methods, and approaches to problem-solving. Furthermore, their shared exposure to globalization cultivates an innate comfort with cross-cultural interactions and diverse perspectives.

Gen Z experiences during the COVID-19 pandemic have further refined their attitudes and approaches to work, communication, and adaptability.

Common priorities: Flexibility, recognition, and purpose

Flexibility has emerged as a cornerstone shared by both generations. A staggering 70% of Gen Z individuals express their readiness to embrace job opportunities offering flexibility from the outset. This inclination aligns seamlessly with millennials’ desire for work-life balance. Both groups value adaptable schedules and remote work options, reflecting their urge to harmonize professional commitments with personal pursuits.

The importance of recognition is a mutual sentiment. Transparent communication channels and acknowledgment of even minor achievements amplify motivation and foster a culture of engagement.

Moreover, Gen Z and millennials gravitate toward organizations that echo their values. Both generations view corporate social responsibility as a crucial criterion for choosing employers, underscoring their commitment to social and environmental impact. 

Distinct outlooks: Work-life balance, job stability, and feedback preferences 

While common priorities forge connections, distinctions also emerge. Millennials often prioritize work-life balance, seeking equilibrium between their professional responsibilities and personal lives. Gen Z’s outlook leans more toward career advancement and financial stability. These contrasting viewpoints underscore the need for tailored approaches to benefits and incentives that resonate with each generation’s aspirations.

Divergent experiences contribute to differing perspectives on job stability. Millennials, having navigated a relatively stable job market, lean toward flexibility and job adaptation. In contrast, Gen Z’s entry into a job market marked by economic uncertainties inclines them toward valuing job security and stability.

Feedback preferences offer another avenue of variation. Gen Z prefers direct and candid feedback that aids in their development. Conversely, millennials respond more favorably to feedback couched in encouragement and positivity, enhancing their motivation and growth. 

Tailoring engagement: Communication platforms

Understanding the preferred modes of communication is imperative in a multigenerational context.

Millennials find affinity with platforms like Facebook, Twitter, and LinkedIn, favoring text-based and visual communication methods.

In contrast, Gen Z’s preference for short-form video communication aligns with platforms such as YouTube and TikTok. Adapting internal communications and recruitment strategies to these preferences ensures effective engagement.

Conclusion: Creating a harmonious work environment

Effectively navigating the multigenerational workforce requires a profound understanding of the distinct characteristics, priorities, and communication preferences of Gen Z and millennials.

Organizations that embrace this comprehension and align their strategies accordingly are poised to cultivate an inclusive and productive work environment.

By offering flexibility, acknowledging achievements, and resonating with shared values, companies can harness the collective potential of these generations.

In doing so, they foster innovation, cultivate growth, and drive success in a swiftly evolving professional landscape.

This article is inspired by insights from The Staffing Show podcast and references data from Eurostat.

 

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Changing Talent Acquisition: A Glimpse into the First Talent Intelligence Conference

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The now historic event attracted hundreds of attendees across Europe and top speakers from renowned organizations, including Google, Amazon, Booking.com, PayPal, Intelligence Group and more.  Each speaker discussed data-driven insights and new trends affecting talent acquisition, and retention.  

Seeing beyond the surface: The power of data 

One of the standout messages from the conference was the danger of missing out on essential details in talent acquisition when not focusing on the right parameters. It’s not enough to merely skim the surface; hiring managers and recruiters must dig deep.  

Talent Intelligence Conference-totalent.eu

Data gives us a broader perspective, enabling us to view candidates not just as resumes, but as intricate webs of skills, experiences, and potential. 

With data-driven insights, businesses can shift from reactive to proactive strategies, anticipating trends and modifying their methods accordingly. Such a transition guarantees the optimization of current operations and prepares businesses for future talent landscapes, thereby ensuring market longevity and relevance. 

Talent Intelligence Conference-totalent.eu

Intentionality in talent retention 

Hiring the right talent is just one piece of the puzzle; retaining them is another challenge altogether. Data doesn’t just help in recruitment. It helps in understanding what employees value most, be it career growth, work-life balance, or benefits, ensuring they stay engaged and committed. 

Using data helps businesses comprehend their employees’ immediate requirements and preferences and future aspirations. Such proactive measure ensures that employees feel valued, resulting in increased loyalty, decreased attrition, and the establishment of a harmonious workplace. 

 Today, we’re not just looking at hiring metrics; we’re predicting future hiring needs, understanding niche skill demand, and preemptively addressing talent gaps.

Talent Intelligence Conference-totalent.eu

Understanding the labour market trends 

A significant takeaway from the conference was the importance of being connected to general labour market trends. The Intelligence Group presented compelling research, indicating that organizations aware of these trends are better positioned to anticipate hiring challenges, reduce talent acquisition costs, and prepare for the unexpected. 

The inaugural Talent Intelligence Conference was not just a gathering of industry leaders but a testament to the power and potential of data in reshaping the talent landscape. As organizations worldwide strive to remain competitive, integrating talent intelligence into their strategies will no longer be an option but a necessity. 

Did you miss the conference but want detailed insights on the European labour market? The Giant dashboard will provide you with all the information you need.  

Talent Intelligence Conference-totalent.eu

 

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How the EU Pay Transparency Directive Impacts Recruiters

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Europe has taken a step toward bridging the gender pay gap and promoting a fair and equitable workforce for all. The Pay Transparency Directive’s primary objective is to uphold the right to equal pay between man and women throughout the EU by establishing standards of pay transparency. Due to this directive, new employees should have salary expectations before applying for a new role.

Why is there a Gender Pay Gap?

The gender pay gap is still a persistent issue across Europe, reflecting disparities in earnings between men and women in the workforce. In Europe, the gender pay gap persists at approximately 13%, with minimal reduction over the past decade.  Despite significant progress in gender equality, the gap endures, affecting countless women’s economic security and well-being.  In countries like the Netherlands, the gender pay gap is, in fact, growing rather than reducing. The National Salary Survey reveals that the gender pay gap in the Netherlands has increased from 5% to 7% over the past two years.

Historically, it has been suggested that men are more adept negotiators than women. However, recent research indicates a more troubling trend – bosses are more inclined to offer higher salaries to men who negotiate compared to women who negotiate. Research from the Harvard Law School found when women ask higher pay they find themselves financially penalized, viewed as less desirable hires, less likable, and facing limited prospects for promotion. In contrast, men don’t typically face these issues when they negotiate for better pay. Other reasons are:

  • The gender pay gap also sterns from women’s disproportionate responsibility for caregiving which often leads to career interruptions. Since they frequently take breaks from their careers to raise children, it typically results in lower lifetime earnings.
  • In many cases, men tend to focus their negotiations on salary, while women may prioritize negotiating for benefits like part-time work and flexibility. It’s important to note that as you allocate more attention to negotiating on other aspects, there may be less room for salary negotiation. This difference in negotiation strategies can impact the overall compensation and work arrangements for individuals of different genders.

Accountability in pay transparency 

Since negotiation is the top reason for the pay disparity, employers typically excuse themselves from having any fault. However, the new directive on pay transparency somewhat holds employers accountable.

Blaming individuals for poor negotiation skills is misguided; rather, it is the employer’s responsibility to ensure fairness in compensation.

While EU legislation has long championed equal pay for equal work, this has not translated into significant change. In response, the EU introduced the Pay Transparency Directive as well as a corporate sustainability report to address this enduring issue. The Corporate Sustainability report requires companies to disclose information on the social and environmental risks they encounter and its impact on people. It’s a way for the EU to better understand the root of social issues like the gender pay gap and address it properly.

Furthermore, the Pay Transparency directive mandates that employers provide prospective workers with information about the initial pay level or its range for specific positions and relevant provisions of applicable collective labour agreements. Additionally, employers are prohibited from inquiring about prospective workers’ pay histories from previous jobs, thereby preventing the possibility of pay disparities.

It means that when someone applies for a job, the employer must clearly state what the salary for that position is or at least provide a range within which the salary falls. For example, if a person is applying for a marketing manager role in the Netherlands, the company must inform them that the monthly salary for this position is, €3,230 to €4,650 (according to Giant).

Giant Content marketing manager salary range

Transparency increases applications and reduces the pay gap

However, talent intelligence shows that mentioning salary in job postings both provides transparency and a practical impact on the number of applicants. Job seekers are more likely to apply for positions when they have a clear understanding of the salary range. Additionally, platforms like Google for Jobs now mandate the inclusion of salary information in job listings. It aligns with the recruitment trends and movement towards pay transparency in employment.

The directive applies not only to EU member states but also to companies outside of Europe that employ workers within the EU. While the United Kingdom is no longer part of the EU due to Brexit, it is still inclined to adhere to the directive’s provisions for European employees.

The challenge of recruiting in light of the EU pay directive 

Recent research from the Future Workforce Study by Adobe highlights the significance of mentioning the salary range during recruitment. A staggering 85% of upcoming and recent graduates (Gen Z) express that they are less likely to apply for a job if the recruiter doesn’t provide information about the salary range.

Before now, employers could conceal the salary range until the final phase of an interview. At this point, the candidate may negotiate or feel compelled to accept the position. One of the underlying reasons for this move is to prevent the persistence of pay disparities when employees change jobs. Historically, increases in salary from one employer to another did not necessarily decrease the existing pay gap. It rather continues the cycle of pay gap, where the underpaid continues to be underpaid in their new roles without knowing.

The EU directive now necessitates that applicants view the salary range before applying. While this is a win for achieving equity in the gender pay gap, it presents a new challenge for talent acquisition.

Employers need sufficient data to determine the best remuneration range to give the company a competitive advantage while minimizing talent acquisition costs.

Once a company has the appropriate salary range, it can enhance its employer brand and help attract top talents.

Preparing for compliance 

Compliance with the EU Pay Transparency Directive presents a significant challenge. Therefore, proactive measures are recommended. Rather than waiting until the deadline, organizations should conduct in-depth pay equity analyses, remediate any issues, and develop plans to address promotion disparities.

Moreover, companies should be aware that the reporting is public, and stakeholders, including investors and potential employees, will scrutinize the data. Therefore, it is essential to act now to align compensation practices with the values of fairness and equity.

 This article was inspired by the Chad and Cheese Podcast  

 

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Women are leaving LinkedIn due to inappropriate messages

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LinkedIn, the world’s largest professional networking platform, has long been a space for career-driven individuals to connect, network, and advance their professional lives. However, a growing concern has emerged that more women no longer feel safe on the platform.

According to a survey conducted by Passport-Photo.online, a staggering 91% of female LinkedIn users have encountered unwanted romantic advances or inappropriate messages at least once while on the platform, causing them to consider boycotting the platform. Although LinkedIn partnered with CLEAR earlier this year to enhance the verification of users, there’s more for them to do in maintaining the professionality of the platform.  

Women’s response to inappropriate messages 

According to the survey, the majority of these unsolicited messages (31%) are people making moves for romantic or even sexual encounters. These advances can make women feel uncomfortable and get in the way of their professional connections. 

When faced with these inappropriate messages, about 43%, choose to confront the sender and let them know they’ve crossed a line. The same percentage have reported such harassment on the platform on multiple occasions. Although it’s a strong move and shows more women are standing up for themselves and trying to keep things professional, not everyone would choose such a confrontational route.  

Not every woman chooses a confrontational approach after receiving tinder-like messages

Given that women often encounter unsolicited messages in their day-to-day life and on other social media platforms, it’s entirely reasonable for them to anticipate a certain level of professionalism when using a platform like LinkedIn. As a result, 15% of women get annoyed by these messages, which is understandable.  

About 13% of women in this survey felt indifferent about the messages and simply brushed it up. Such a response isn’t unfamiliar for women when faced with harassment, as many prefer to move on rather than internalize such occurrences. Finally, 13% of women felt confused by these messages, probably because they were unsure why someone would think it’s okay to do that on a professional platform. 

These reactions show that these unwanted advances are uncomfortable; they can mess with women’s LinkedIn experiences in various ways. Such messages disrupt the whole point of the platform, which is to connect with professionals and grow in your career. 

Moreover, data from NPR shows that 77% of women and 34% of men are verbally harassed in the workplace. Harassment on a professional platform like LinkedIn is degrading and could affect a woman’s confidence. 
 

LinkedIn’s response  

In response to the survey, a LinkedIn spokesperson emailed, “Unwanted romantic advances and harassment violate our rules, and our policies clearly communicate the type of content that isn’t allowed on LinkedIn”. The spokesperson also encouraged women to report such behaviour, stating that the platform has included features to help prevent harassment before a member sees such a message.  

 This isn’t the first time LinkedIn has been called out for having high rate of harassment

AbcNews, Mumberella, CtvNews, and even articles on the same LinkedIn platform have highlighted the issue of harassment on the network. These articles, dating from 2018, revealed that reporting such inappropriate messages didn’t always result in any action taken against the offender.    

Verification and Messaging Censorship  

Earlier this year, LinkedIn partnered with CLEAR to help members verify their identities and include a visible indication on each profile to show verified members. Sadly, the verification initiative has not been fully implemented across every country.

While this initiative could help reduce such harassment, other strategies, including message censorship, can help prevent such occurrences. LinkedIn could implement a sensor that automatically flags sexually inappropriate messages before delivering them.

Job seekers are not using only LinkedIn in their job search; Giant shows the top channels talents currently use. For LinkedIn to remain a top professional platform, it needs to be more intentional about protecting women.  

 

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Netherlands hosts the first Talent Intelligence Conference set to shape the future of recruitment

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In a two-day conference on September 27-28 at the Headfirst Group headquarters, thought-leaders, experts and speakers from all around the world will join in speaking about actual recruitment labour market challenges like: 

  • Demographics, ageing populations 
  • Diversity and inclusion  
  • Shortages
  • Talent & skill allocation
  • Data & Technology and AI influences 

The Talent Intelligence conference will have 23 speakers with a core understanding of the recruitment industry from top companies across the globe gracing the event.

Speakers such as Geert-Jan Waasdorp- CEO at Intelligence Group; Toby Culshaw- Head of Talent Intelligence at Amazon; Marlene de Koning- Director HR tech at PWC; Alison Ettridge- CEO at Stratigens; Sam Fletcher- Talent Acquisition and Executive Search leader at PayPal; Ian Addison-Smith- Executive Talent Attraction & Global Talent Intelligence Leader Company at E.Y; Simone Dooley- Lead Talent Intelligence Partner at Booking.com, and many more. 

The two-day event is a must-attend for talent acquisition leaders, CHRO’s, HR managers, members of the press, and anyone seeking to understand the latest developments in the recruitment industry.

The first-of-its-kind conference will be conducted in English and accessible to a global audience of recruitment professionals eager to delve into the exciting world of Talent Intelligence. 

According to Geert-Jan Waasdorp, CEO and founder of Intelligence Group and driving force behind the event, “Talent Intelligence is one of the newest and hottest disciplines in the recruitment industry. Now the shortages are sustainable in Europe, the US and other places in the world, the war for talent is increasing on capacity, skills and blue-collar workers. AI offers powerful automation in this battle and is a powerful resource for good and bad. This conference better explains the innovative tools and access to data for the best practices to win that war.” 

Don’t miss the Talent Intelligence Conference. Book your tickets here 

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Internal jobs are among the top five channels for job seekers in Germany

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Recent research conducted by Intelligence Group provides valuable insights into the top five channels that job seekers in Germany rely on when searching for new opportunities. For recruiters, a comprehensive understanding of these channels offers a strategic advantage in their quest to find the perfect candidates.  

From traditional job boards to innovative networking techniques, each channel boasts its own unique strengths and intricacies. Immersing in the nuances of these channels and combining more recruitment data from Giant would allow employers to refine their talent acquisition strategies to access top talents.  

1. Job Boards  

Job boards continue to be the most popular and effective means of job seeking in Germany. Nearly half (48.7%) of the German workforce currently rely on job boards to discover new opportunities. In the previous year, 49.8% agreed it was their favourite job board; now, 48.7%, show its consistency as an essential channel.

Top boards such as Indeed, StepStone, and Monster are go-to destinations for these job seekers

Top boards such as Indeed, StepStone, and Monster are go-to destinations for these job seekers, providing a wide range of job listings across various industries and career levels. In addition to offering talents an easy application process, these job boards aid employer branding. They provide company pages to showcase more details about a company and show anonymous reviews from previous and current employees.  

2. Search Engines  

Coming as the second most favourite channel for job seeking in Germany is search engines. They also play a crucial role in the job search process for 37.8% of Germans. Job seekers often enter specific keywords related to their desired roles, such as job titles, locations, or companies, and let search engines do the work of aggregating job listings from various sources. This approach allows job seekers to cast a wider net and discover opportunities not found on traditional job boards.

Recruiters can focus on search engine optimization (SEO) to improve online visibility and rank for job queries.

A well-executed SEO strategy can ensure that company’s job postings and career pages appear prominently in search results when candidates conduct relevant queries. This increased visibility can significantly enhance a company’s ability to attract top-tier talent actively searching for opportunities through search engines.  

3. Company Websites  

Based on the same research 31.4% also see company websites as a viable channel to search for a job. Company websites offer a unique advantage by providing a direct insight into a company’s culture, values, and available positions. Such direct approach appeals to candidates seeking a specific organizational fit.  

One of the primary advantages of exploring company websites during the job search process is the opportunity to gain unfiltered insights into an organization’s culture and values. While job boards and other third-party platforms provide essential information about job roles and requirements, they often fail to fully understand what it’s like to work within a specific company. In contrast, company websites serve as digital windows into the heart of an organization, showcasing its mission, values, workplace culture, and the people in the company.   

4. Internal Jobs  

Internal job postings within a company are another valuable channel for job seekers in Germany. These opportunities are typically advertised to existing employees first, promoting career growth within the organization. Based on the research, 30.4% asserted to seek opportunities through internal job postings.

For job seekers looking to advance their careers without changing employers, they keep an eye on internal job postings.

It underscores the need for recruiters to pay attention to upskilling their employees and searching to fill positions from within the company, even before searching outside the company.   

 5. Contact and Networking Channels  

Networking continues to hold its ground as the primary means of finding job opportunities for many active candidates in Germany. In the highly competitive German job market, where personal connections and professional relationships hold significant sway, it’s no surprise that 27.2% of job seekers place their faith in networking as a critical channel for discovering new career prospects.   

Building professional relationships and networking remain crucial in the German job market. Organizing industry-specific events, encouraging talents to join professional organizations, and leveraging connections are all effective ways to tap into this channel as a recruiter.  

More often than not, job seekers use a combination of these top channels in their search instead of using only one. HR and TA leaders can strategically place their brands and tailor their marketing in these channels to get top results. With the Giant platform you can also discover the essential information to facilitate talent acquisition for specific job roles.

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Remote Work: Why Are Companies Demanding Return to Office? 

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The remote work revolution, which gained unprecedented momentum during the COVID-19 pandemic, is facing a significant backlash. Research from Eurostat revealed that 30% of workers in the EU worked from home in 2022. Despite the growing statistics, several companies are reversing their stance.  

A shift in business owners’ view 

Prominent figures in the business world, such as Jamie Dimon and Elon Musk, have expressed concerns about remote work’s impact on productivity and ethics. Consequently, many employers are now urging their employees to return to the traditional office setting or switch from fully remote to a hybrid setting. It came as a surprise when Zoom, an online video communication company, recalled their remote workers in August.

OpenAI CEO Sam Altman publicly declared remote work a “failed experiment,” going so far as to label it one of the tech industry’s “worst mistakes in a long time”. He argued that remote work hampers creativity, especially for startups. In March, Elon Musk informed X employees that working remotely “is not optional”, emphasizing the importance of returning to the office. 

Google announced that employees would need to spend a minimum of three days a week in the office.

Additionally, Google announced that employees would need to spend a minimum of three days a week in the office. Office attendance would also factor into performance evaluations, signalling a shift away from the company’s previous remote-friendly policies. 

Is productivity impacted?  

Employers against remote work typically worry that their workers might be distracted or less motivated when working from home. However, on the contrary, remote work reduces work distractions, stress and time wastage for many employees. The time saved from commuting or casually chatting with employees can be channelled into productive activities. 

Remote work enables employees to create personalized work environments tailored to their preferences. Some may thrive in a quiet home office, while others may prefer the ambience of a co-working space or a café.  

Micromanagement and trust  

Despite the availability of collaboration tools, employers cannot micromanage employees as they would in a physical office. In contrast to traditional office spaces, where employers can closely monitor and manage their employees, remote work requires a fundamental change in management philosophy. It hinges on a foundation of trust, as employers must rely on their team members to independently carry out their tasks and meet performance expectations. 

This shift to remote work poses a considerable challenge for many employers who may be accustomed to more hands-on management approaches.

To successfully navigate this new terrain, employers must adopt innovative strategies and communication methods to ensure remote workers remain productive and engaged. Interestingly, in some cases, it might seem more straightforward for employers to resort to the traditional office setting rather than invest the time and effort required to refine their remote management tactics. 

Increased talent pool  

However, turning away from remote work allows businesses to lose out on global hiring and an increased talent pool. One of the most transformative advantages remote offering offers is the ability to tap into an exponentially larger talent pool through global hiring. Unlike traditional office-centric employment models, often limited by geographic constraints, remote work opens up a world of possibilities for organizations seeking top-tier talent. 

The geographical boundaries that once restricted talent acquisition have largely disappeared. Companies can source professionals from virtually anywhere on the planet. It allows them to access a more diverse and specialized workforce and fosters a competitive edge in recruiting. Companies can easily utilize a tool like Giant to discover the best places and channels to find remote workers across Europe and recruit more efficiently. 

Global hiring promotes a dynamic exchange of ideas, perspectives, and expertise, enriching the work environment and enhancing innovation. Moreover, it enables companies to scale more efficiently, especially during periods of growth or when seeking niche skills that may be scarce in a local market.  

The efficacy of remote work differs from business to business, depending on the company’s needs and managerial style.  

 This article was inspired by the Chad & Cheese podcast.  

 

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Is turning employees to LinkedIn talent influencers a good employer branding strategy?

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It’s no secret that employees can influence an organization’s reputation and attract new talent. The narrative around a company’s work culture and benefits gains authenticity when shared by its own workforce. In this context, the emergence of LinkedIn as a pivotal platform for engaging with job seekers cannot be overlooked. 

Impressively, statistical data from LinkedIn underscores the critical role of a company’s brand image, revealing that a staggering 75% of prospective job applicants assess an employer’s brand even before applying. Furthermore, tapping into LinkedIn for recruitment yields tangible benefits, as individuals hired through this platform exhibit a remarkable 40% lower attrition rate in the crucial first six months of employment. 

Leaving job roles for influencer tasks 

While the idea of transforming employees into LinkedIn influencers gains traction, there remains hesitation among certain employers. One primary and entirely justifiable reason behind this hesitation is the issue of return on investment. The prospect of diverting employees from their core roles carries the potential to hinder workplace productivity. It is a balancing act between gaining something positive from it and ensuring that it does not interfere with the regular duties. 

Moreover, a good number of employees are likely uninterested in engaging with a company’s LinkedIn growth, and if forced, it will be executed without genuine enthusiasm, and yield no discernible results. 

Not every employee is caught out to become a talent influencer.

Losing control of employer branding strategy 

In addition to the issue of productivity, some talent acquisition leaders might be hesitant because it could mean they won’t have complete control over their planned image of the company. When a larger number of employees take on the role of influencers, there’s a valid apprehension that the content being shared might not always align with the planned employer branding strategy.  

However, some employers attempt to keep it under control by creating a uniform image and LinkedIn bio template for all their employees. There’s often a trend where these employees consistently reshare the content originally posted by the company itself. 

Passion sells  

Although making every employee a LinkedIn influencer might seem like a good idea, the effectiveness of this strategy can fall flat if it’s carried out without genuine enthusiasm or if it feels like an obligation. Genuine excitement is what makes an employer’s brand strategy stand out. The most effective way to convert employees into influencers is to identify those who are sincerely interested in discussing specific topics related to the company’s offerings and then cultivate their ability to do so with genuine passion. 

According to Zippia, 57% of job seekers use social media platforms in their search for suitable opportunities. 

When employees genuinely care about what they’re sharing, it becomes infectious – resonating far more powerfully with the audience. This authenticity not only reflects positively on the individuals themselves but also amplifies the credibility of the entire employer branding strategy. A “copy & paste” influencing strategy may not produce the right results or any result at all.  

For Instance, Tiktok hashtags such as #corporatetiktok, with content creators sharing career insights and videos about their work experiences, have amassed an astounding 3 billion views. At the same time, the hashtag #worktok has approximately 1.4 billion views. If employees are identified and supported in expressing their content, it would likely get shared on other social media platforms. Giant can help identify the top social media specific job seekers use, and employees can be supported in sharing such content there.  

An employee talent influencer strategy only works when the company has a great company culture.

Training and employee referral program  

Cisco recognized that training is needed before employees can become influencers. This training hones passionate influencers and functions as a preventive strategy against possible catastrophes. Aligning this training with an employee referral program is a better approach to achieving optimum results. As employees embrace their roles as influencers, the incentive-rich employee referral program fuels their motivation to sustain their influencer status while safeguarding productivity.  

The allure of bonuses, recognition, and benefits inside the referral program serves as a compelling driving factor, maintaining a flawless balance between employee jobs and their influencer journey.  

This article was inspired by The Recruiting Brainfood Podcast 

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Vijay Swaminathan (Draup): ‘Talent Intelligence implies furnishing contextual insights at an ecosystem level’

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The conference in Hoofddorp will be about Talent Intelligence. What will be the topic of your speech/part of the conference?

Swaminathan: “In the post-Generative AI era, European locations are gaining prominence due to innovative tech approaches as efficiencies of smaller size teams increases. Descartes Underwriting’s case study from Paris showcases AI’s fusion with human expertise in insurance. The Balkans transformed from tech back office to a hub, as seen with Databricks’ center in Belgrade.”

“Tech advancements, like SAP’s Bucharest site and Sofia’s GATE initiative for Big Data, enhance regions’ potential. Education also thrives, evident in Renishaw’s STEM center and Schaeffler’s Slovakian mobility hub. Evolving tech dynamics redefine Europe’s role, to be discussed at the upcoming Netherlands conference in September.”

What does Talent Intelligence mean to you, to your company and how do you use it?

Swaminathan: “For Draup, Talent Intelligence implies furnishing contextual insights at an ecosystem level, encompassing a comprehensive delineation of skills as well as the intricate interconnections between them. Our clientele gains the ability to comprehend fundamental and related proficiencies, prevalent across worldwide ecosystems, along with the sophistication of use cases executed within these domains.”

Want to know more about Talent Intelligence? Visit the first-ever Talent Intelligence Conference, and learn from the world’s biggest brands. 

Can you give a concrete example of using Talent Intelligence?

Swaminathan: “Confronted with challenges in locating Salesforce developers, a prominent international telecommunications enterprise turned to our Talent Intelligence platform centered around skills transitions. This solution enabled the client to recognize a prevailing trend: a significant portion of Salesforce developers possessed a fundamental background in Java. Consequently, the company shifted its hiring focus towards Java professionals, strategically planning for their subsequent transition into the realm of Salesforce development.”

Which kind of companies are your clients. And what sort of impact does Draup have on how these companies are run?

Swaminathan: “Collaborating with over 200 diverse clients spanning various industries, we offer a comprehensive array of Talent Intelligence datasets. The primary benefit our clients derive revolves around meticulous peer benchmarking, tracking trends, gauging skill availability, as well as scrutinizing the intricate connections between different skills and their transitions. Consequently, our customers gain a distinct competitive edge, effectively leveraging their existing location strategies to optimal advantage and seamlessly integrating new strategic locations when needed.”

A quote from you in an Indian newspaper: ‘The opportunity is as vast as a broad canvas, it is up to us to paint the story we want to paint.’ Can you explain what you mean by that?

Swaminathan: “Our philosophy revolves around the precision of data and imparting knowledge to clients by means of in-depth analysis of their operational locations. This empowers the most effective utilization of their current setups. In Europe, for instance, we see tremendous potential propelled by the rise of Gen AI. By adopting a comprehensive perspective that encompasses universities, businesses, startups, innovators, and freelance experts, we can vividly illustrate the multitude of possibilities inherent to specific locations. This encapsulates our concept of painting the story.”

What are the dangers of using AI and/or Talent Intelligence? How can we fix those?

Swaminathan: “AI represents a significant blessing for talent intelligence. However, it’s crucial to implement systematic measures to eliminate biases and ensure that Reinforcement models remain within the designated scope of learning. Caution should be exercised to prevent inaccurate generalizations. Draup takes its role seriously as a member, author, and contributor to the Ethical AI Responsible AI Institute (EAIGG). This institute serves as a community platform where AI practitioners, entrepreneurs, and technology investors convene to exchange pragmatic insights and champion the adoption of responsible AI governance throughout our industry.”

Draup uses advanced ML algorithms, architectures and logic models. How does this give Draup an advantage over competitors?

Swaminathan: “We continually aggregate various attributes and metrics within talent intelligence, following a structured approach. Through our systematic processes of harvesting, ETL (Extract, Transform, Load), ML modeling, and logical layering, we achieve the contextualization of intricate datasets, making them user-friendly. The integration of these diverse datasets culminates in a compelling narrative that is delivered with impact.”

What is AI-driven reskilling, and how does Draup use it?

Swaminathan: “Leveraging neural network models, we chart viable career progressions, enhancing our ability to aid clients in comprehending related skill trajectories. For instance, we can explain the particular skill sets that empower a data analyst to transition and excel as a data engineer. This approach fosters a deeper understanding of adjacent skills and their practical applications.”

Draup is now considered a unicorn. Was that the ultimate mission?

Swaminathan: “Our ultimate goal is to achieve Unicorn status in the future. Our objective is to maintain simplicity in engagement for our clients while delivering exponential value. The essence of Draup’s identity lies in our unwavering commitment to go above and beyond to serve our customers effectively. We are confident that this approach will lead us to success, progressing steadily yet surely.”

Collecting data (job titles, required skills, etc) brings all kind of problems with it. In the European market we have many different languages. What is your vision on that?

Swaminathan: “In language translation, Machine Learning (ML) models play a pivotal role by recognizing linguistic patterns and generating translations through the identification of these linguistic similarities. There exist two primary categories of ML models utilized for language translation.”

“Statistical Machine Translation (SMT) models: These models undergo training on an extensive corpus of parallel text, where text in two languages has been translated in correspondence. Through this process, the model grasps statistical correlations between words and phrases across the two languages.”

“Neural Machine Translation (NMT) models: These models are rooted in deep learning, a subset of machine learning that employs artificial neural networks to glean insights from data. NMT models have the capability to comprehend intricate linguistic patterns surpassing the abilities of SMT models. Consequently, NMT models generally exhibit higher accuracy in translation tasks.”

How is your expansion in Europe going?

Swaminathan: “Our expansion into the European market has been met with success as we secure new customers and engage in numerous events. Our profound comprehension of the technological landscape and scientific applications being pioneered in Europe positions us uniquely. The potential that lies ahead is immensely exciting and promising.”

The European continent (EU) is behind in dealing with data, AI and recruitment. You run a multinational company. How should we get back in the race? Are we really behind?  

Swaminathan: “Gen AI must serve as a catalyst, and we’re already witnessing notable advancements by countries like France, driving progress in the European data and AI landscape. It’s imperative that we reshape our perspectives on Europe. As an instance, we’ve identified a cluster of intriguing computer vision startups in Norway. We firmly hold the belief that we carry the responsibility to enlighten leaders about the immense potential Europe holds.”

Don’t miss Draup at the Talent Intelligence Conference

Meet and listen to Vijay Swaminathan at the first-ever edition of the Global Talent Intelligence Conference. On September 27-28, Intelligence Group will organise the Talent Intelligence Conference in collaboration with ToTalent, Stratigens, Werf& and the Talent Intelligence Collective. Book your tickets here.