These are the 10 skills that recruiters will need in 2024

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The role of the recruiter nowadays requires more than finding and interviewing candidates. Thinking strategically about how the organization can grow, and which people are needed for the growth is more essential. Building talent pools, permanent and flexible, insight into skills, recruitment marketing, keeping track of all technology, are all key parts for smarter recruitment. What skills are required for this? Full stack recruiter Jan Tegze recently listed 10, illustrated with beautiful AI images:

#1. Technologically skilled

Whether or not to use technology is no longer an option – it is a crucial skill for every recruiter today. “As we enter the year 2024, technological knowledge is a cornerstone for any recruiter who wants to stay ahead,” said Tegze. ‘Understanding the latest recruitment software, platforms and AI tools is not just about efficiency; it’s about revolutionizing the way you connect with potential candidates.”

“It’s about revolutionizing the way you connect with potential candidates.”

#2. Data analysis

Yes, understanding technology is important. But even more important, is learning to work in a data-driven way. ‘Recruitment is becoming more and more analytical. For forward-thinking recruiters, skills in data analysis and interpretation are a must. By using recruitment analytics and AI tools well, you can discover powerful insights from recruitment data, sourcing analytics and assessment reports. These aren’t just numbers – they’re like guiding stars that can help you refine your recruitment strategies and demonstrate the tangible impact of your efforts.” says Tegze.

data analysis AI

#3. Candidate Relationship Management

Thanks to a flood of sourcing tools, anyone can easily find candidates – anywhere in the world. But the real challenge lies in creating a memorable candidate experience. This is why candidate relationship management will be the new arena in 2024, Tegze expects. “Managing your candidate relationship is like curating an art gallery: every interaction should be thoughtful, engaging, and reflect the best your brand has to offer.”

“Managing the relationship with candidates is like curating an art gallery: every interaction must be thoughtful.”

This also requires a proactive approach, he says. In other words, ‘Maintain constant contact with potential candidates, not only when there is a vacancy. The point is that every email, every phone call, every conversation reinforces a positive image of your organization. Whether it’s a personal follow-up or providing constructive feedback, remember that every candidate can be an ambassador for your brand or your future star. Make every interaction count.”

#4. Emotional intelligence

Emotional intelligence is the human touch in recruitment, and it remains indispensable, Jan Tegze also sees. ‘In an age where technology is within everyone’s reach, the human connection remains irreplaceable. Your ability to navigate a multitude of human emotions and interpersonal dynamics is something that no AI can fully match.” According to him, this is all about ‘being able to listen actively, provide personal feedback and, above all, building trust that strengthens your employer’s brand in the eyes of candidates.’

Emotional Intelligence Skills

#5. Cultural intelligence

But it’s not just emotional intelligence that is in demand these days. In an increasingly international world, something Tegze calls ‘cultural intelligence’ is also needed. In other words, your ability to look beyond the boundaries of nationality, culture, and language to effectively contact each candidate.

‘It’s about creating an environment where diverse perspectives are not only welcomed, but also seen as an asset.’

“It’s about more than avoiding cultural faux pas,” he says. ‘It’s about actively seeking to understand cultural norms and values ​​and using that knowledge to create an environment where different perspectives are not only welcomed, but seen as a fundamental asset.’

#6. Marketing skills

Not unknown of course, but marketing skills are becoming increasingly important for every recruiter, says Tegze. ‘Think of yourself as a storyteller where every recruitment action is an opportunity to tell a compelling story. Because your job descriptions are more than just bullet points; they shape the story of your brand and the features you are looking for. To ensure your message reaches the right people who perfectly align with your organization’s goals, it’s important to understand candidate personas. In today’s job market, your ability to market effectively can really be a game changer .’

Marketing skills

#7. Flexibility

Recruiters always demand flexibility and adaptability from their candidates. But these are also becoming increasingly important skills for recruiters themselves, says Tegze. ‘The only constant in recruitment and selection is change! Whether it’s adopting a new recruitment platform, adapting your strategy to meet the changing needs of your candidates or staying abreast of legal changes impacting employment, adaptability means being ready. It’s about a mindset of continuous learning and a willingness to challenge the status quo.”

#8. Strategic thinking

Fill vacancies? Only take action when the business demands it? Those times are over, Tegze says. ‘Recruiters today have to be master chess players who think three moves ahead. How does this position fit within the broader business objectives? Which skills will be indispensable in 2 years? Which talent pool strategy ensures a continuous supply of qualified candidates? Aligning recruitment with the long-term objectives of the organization is not only desirable, but also increasingly crucial.’

#9. Expert knowledge

As a recruiter, you are not only expected to understand your own field better and better, you can only engage with candidates if you demonstrate that you also understand their field. And that goes further than just knowing the difference between Java and JavaScript, says Tegze. ‘It’s about understanding the intricacies of your field: the specific regulations or project management methods that tech companies are looking for. This specialized knowledge helps you speak the language of your candidates and hiring managers , so you can build a bridge of understanding that is invaluable in the recruitment process.’

‘Professional knowledge enables you to recognize potential where others may not see it.’

The knowledge also helps to recognize so-called transferable skills. Tegze: ‘It allows you to look beyond titles and traditional experience and recognize potential where others may not see it.’

#10. Networking skills

Networking has always been important in the world of recruitment, and that will not immediately change in 2024, the full stack recruiter believes. “Your network is your net worth,” he says. But be careful, for him, it is not just about collecting as many cards and contacts as possible. ‘It’s about cultivating meaningful relationships within your industry. This skill is like a garden that needs to be tended regularly – you need to plant seeds, nurture growth, and sometimes prune to foster new connections.”

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Quitters? Job-hoppers? Gen Z are the most loyal workers, according to UK research

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It is a survey to break all the stereotypes. In total, Right Management encompassed insights form approximately 2,000 employees and leaders, in an attempt to unearth loyalty patterns across different age cohorts. One of its major revelations: over half of Generation Z employees (53%) express a commitment to staying in their current roles for a noteworthy duration—between one and five years. 

Gen Z more committed long-term than other generations

Interestingly, Generation Z exhibits a pronounced inclination towards long-term commitment, with 36% intending to remain in their present roles for more than one year but up to three years. In comparison, only 25% of millennials (aged 27-42), 16% of Gen X (43-58), and 22% of baby boomers (59-77) share a similar sentiment. 

Moreover, an additional 17% of Gen Z professionals are plotting a tenure of more than three years but up to five, surpassing the corresponding figures for millennials (16%), Gen X (12%), and baby boomers (15%). The survey also unveils the intriguing aspect of trust within the workplace. A resounding 85% of Generation Z employees express a high level of trust in their line managers regarding open and honest discussions about their career aspirations.

Unfairly branded

If anything, the data reveals that Gen Z, often unfairly branded as job-hoppers and disengaged, defy these stereotypes. “Intergenerational workplace differences are often subject to healthy debate, especially today as we see more Gen Z individuals joining the workforce, having been the first age-group to grow up exclusively in our online, globally connected and digital era”, says Lorraine Mills, Principal Consultant at Right Management.

“Gen Z are thinking long-term about their careers, and have stronger motivations to discuss career aspirations with their line managers.”

In other words: Gen Z requires a certain nuanced look, Mills says. “Gen Z are frequently typecast as being job-hoppers, disengaged and lacking in motivation; but our recent results suggest the opposite, showing them to be more loyal than other generations. That they are thinking long-term about their careers, and have stronger motivations to discuss career aspirations with their line managers.”

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Is a Four-Day Work Week the Future of Work?

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The idea of a four-day workweek is gaining traction worldwide, with several countries, including Germany, Denmark, and Belgium, exploring its potential benefits. The buzz around a four-day workweek got a resurgence during the COVID-19 pandemic. Workers and employers took a fresh look at the value of flexibility and job perks. In simple terms, the proposal is this: employees work four days a week, maintaining their regular pay and benefits, all while handling the same amount of work.

For companies embracing this shift, it translates to fewer meetings and a greater emphasis on independent work. The goal is to create a workweek that’s not only streamlined but also tailored to individual preferences and needs. This shift is seen to enhance employee satisfaction and well-being. Countries like Germany, Belgium, the United Kingdom, Scotland, and Wales are exploring the concept of employees working fewer days while still getting paid the same.

Germany’s test run

In September 21, 2023, companies in Germany embarked on a novel experiment, introducing a pilot project for a four-day workweek. Compared to other countries, it’s having one of the longest trials, lasting till December 2024. The initiative, prompted by calls from trade unions, aims to assess the impact of condensing the workweek without reducing compensation.

The essence of the idea is to reevaluate the structure of the workweek, allowing employees to enjoy a three-day weekend while maintaining their existing salary and benefits.

Though still in its early trials, the pilot project is expected to usher in a change in work dynamics, emphasizing fewer meetings and greater focus on independent work.

Learning from the UK

The United Kingdom has been at the forefront of testing the feasibility of a four-day work week. Launched in June 2022, the trial aimed to understand the effects of reduced working hours on both business productivity and the well-being of employees. The outcomes were overwhelmingly positive, with participating companies reporting improvements in productivity, overall morale, and team culture. After implementing the programme, 92% of employers said they would maintain a reduced workweek, with 30% making the adjustment permanent.

Encouraged by these results, many UK companies are now considering making the four-day workweek a permanent fixture.

In this trial, companies and over 3,300 employees collaborated with researchers from esteemed institutions such as Cambridge and Oxford Universities, Boston College, and advocacy groups like 4 Day Week Global. The success of this trial has led to the expansion of similar programs in the US and Ireland, with plans for more in Canada, Australia, and New Zealand.

Belgium leads the way

Belgium has emerged as a pioneer in the move towards a four-day workweek by enacting legislation to support it. In February 2022, Belgian employees gained the right to choose a four-day workweek without any reduction in pay. Unlike the UK and Germany, which are still in the testing phase, Belgium enacted it as law, effective November 21 of the same year. It provides employees the flexibility to decide whether they prefer a traditional five-day workweek or the condensed four-day option. The overarching goal is to grant individuals and companies more freedom in arranging work schedules, fostering a more adaptable labour market. Belgian Prime Minister Alexander de Croo hopes this change will make the country’s job market more flexible, making it easier for individuals to balance their professional and family lives.

Scotland joins in

The momentum towards a four-day workweek is wider than continental Europe. Scotland is actively considering and implementing trials in their respective regions. In Scotland, a government trial for civil servants is scheduled to commence later this year. The decision to conduct this trial fulfils a campaign promise by the Scottish National Party (SNP), with First Minister Humza Yousaf announcing the public sector trial in September. The Welsh government, too, is contemplating its own trial following positive responses from the public.

Moreover, a poll conducted by the Institute for Public Policy Research (IPPR) in Scotland showed that 80% of respondents were highly positive about the idea of a four-day workweek. Respondents believed that such a program would significantly improve their health and happiness. Scotland also drew inspiration from Iceland, where the implementation of a four-day workweek yielded positive results. Some Scottish businesses have already initiated their own truncated workweeks, further endorsing the potential benefits.

Is this the future of work?

While the shift towards a four-day work week appears promising, it may not be universally applicable to all industries. Certain sectors, such as manufacturing, cleaning, and retail, are closely tied to productivity and may find it challenging to maintain the same level of output with reduced work hours. Companies in these sectors may be less willing to adopt a four-day workweek without accompanying reductions in pay. Moreover, many employees in these and other low-income sectors may find it financially challenging to cope with a pay cut.

Unless a four-day workweek with no pay reduction becomes mandatory by law or is established through collective agreements, it is likely that primarily those working in high-income sectors will have the opportunity to work fewer hours without a reduction in pay. However, it has the potential to worsen existing imbalances in the workforce, creating a divide between those who work less for more and have better mental health and those who work more for less and have more stress and unhappiness.

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Scammers exploit Linkedin by impersonating big companies 

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Promising a lucrative position, the fake recruiter demanded an initial payment for “training materials” before the job begins. Despite complying and making the payment, the job seeker received no further communication. Upon investigation, it became clear that the bank had no record of the job offer or the recruiter, leaving the job seeker as a victim of a well planned job scam. 

Scammers now impersonate big companies: With the continuous advancement in social media and technology, job hunting has moved to online platforms, with LinkedIn and various job portals serving as the go-to destinations for both job seekers and recruiters.

While these platforms offer great opportunities, they have also become a fertile ground for scammers who prey on unsuspecting individuals.

One particularly tricky tactic used by these scammers is impersonating respectable companies to recruit for fake jobs.  

Deceptive beginnings: Unmasking impersonation scams 

The scam often starts when you receive what appears to be a genuine message, supposedly from a “recruiter.” They confidently state that your skills are an excellent fit for their company’s needs. To move things forward, they swiftly send you an official-looking invitation for a virtual interview.

Along with this invitation, they provide a detailed guide that explains what your job would involve and the benefits you could expect. 

However, it’s essential to note that scammers often attempt to steer your conversation away from LinkedIn into a private chat or email. They might do this to avoid detection on the platform and continue their deceptive practices discreetly. This is the moment when it’s crucial to be cautious and consider the authenticity of the communication to protect yourself from potential harm or deception. 

Recognizing the clear warning signals: How to identify impersonation scams 

Recognizing and protecting yourself against impersonation scams is essential in today’s online community. LinkedIn’s Scam Recognition and Reporting Guide offer valuable insights into identifying and reporting these fraudulent activities. Below are key tips to help you spot impersonation scams on the platform: 

Examine the email source:

Scrutinize the sender’s email address closely. Reputable companies exclusively employ official corporate email addresses for communication, never resorting to personal accounts. Should you find yourself receiving messages from a non-corporate email address, consider it a glaring red flag. 

The plea for payment:

Once these scammers have successfully lured you in, their tactics turns quickly towards your finances and confidential data. They might dispatch a forged invoice for equipment like a computer, and instruct you to remit payment in cash, via Zelle, or using PayPal, all while promising prompt reimbursement.  

Regrettably, this assurance of reimbursement is nothing more than an illusion. Reputable employers, as emphasized by a consumer alert from the United States Federal Trade Commission (FTC) regarding impersonation scams on LinkedIn, do not require upfront fees for employment or equipment.

Furthermore, they strongly discourage the use of cash, Zelle, or PayPal for any transactions related to employment.

The FTC highlights that encountering such requests should be viewed as a clear and unmistakable indication of a potential scam, similar to a neon sign spelling out “SCAM.” 

Requesting your personal information:

Alternatively, these fraudsters may make a demand for sensitive personal details, such as your driver’s license number, Social Security digits, or bank account particulars, hiding under the deciet of “employment paperwork.” Some may even withhold responses to your job-related inquiries until you accept their terms. Be forewarned; sharing such information could set the stage for identity theft. 

Building your shield of awareness: Defending against impersonation scams 

Defending yourself against these scams depends on vigilance and awareness, according to Norton’s report on online scams, a trusted source for cybersecurity insights in safeguarding against these deceptive schemes.  

To shield yourself from potential harm, taking certain precautions before divulging personal information is vital.

Firstly, confirming the legitimacy of the company is crucial. You can achieve this by directly contacting them through a known phone number or visiting their official website to authenticate the job offer. Additionally, conducting comprehensive research becomes pivotal when uncertainty arises regarding the job’s authenticity. Scammers tend to exploit individuals who overlook this essential step, making thorough investigation paramount for safeguarding against potential scams. 

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Why AI in recruitment is seen as ‘high risk’ (and what are the consequences)

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The agreement on artificial intelligence rules in Europe, reached by the European Parliament and the European Council, received a lot of attention. This agreement was the result of 36 hours of continuous negotiations. It was a notable event, as it involved governments actively deciding to regulate the legal aspects associated with the fast advancement of AI. A critical topic of these discussions was the use of AI in recruitment processes.

There will be strict requirements for the AI used to select people. 

The result of the agreement is that the use of AI in recruitment is now labeled as a ‘high risk‘ AI system. What this means in detail will be further discussed in the coming months. However, it’s already known that there will be strict rules, including: systems to reduce risk, high-quality data sets, recording of activities, in-depth documentation, clear information for users, human oversight, and a strong focus on robustness, accuracy, and cyber security. 

Heavy fines
Under the new European regulations, large fines have been set as is the case with EU regulations. These fines can be up to €35 million or 7% of the global turnover, or €7.5 million euros or 1.5% of turnover, depending on how serious the offense is and the size of the organization.  

For those in recruitment, the rules specifically mention AI systems used for matching candidates, as well as AI for biometric identification and emotion recognition. It means that job candidates must be informed if such technologies are being used. Additionally, if a candidate is interacting with a chatbot instead of a real person, they must be clearly informed about this. 

Broadcasters and employers should bear in mind that they are in the crosshairs of these new regulations. 

John Nurthen, the Executive Director of Global Research at Staffing Industry Analysts, emphasizes the significance of this new step. He advises that recruitment agencies and employers should be very careful as these new regulations particularly affect them. They need to be extra cautious when using AI technology in any part of the recruitment process.

It’s important that they make sure their suppliers are following the law correctly to minimize risks. This includes having control measures in place and ensuring that the training data sets are relevant, representative, free of errors, and capable of identifying biases. The software used should be transparent, with event logs and technical documentation readily available. Additionally, AI processes must always be monitored by humans. 

AI Pact 

The political agreement must now be formally approved by the European Parliament and the Council and will enter into force 20 days after its publication in the Official Journal . The AI law will then apply 2 years after its entry into force, with the exception of some specific provisions: bans will apply after 6 months, while the rules for AI for general purposes will only apply after 12 months.

To bridge the transition period before the regulation becomes generally applicable, the European Commission is launching an ‘AI Pact’ with AI developers from Europe and the rest of the world to voluntarily comply with the key obligations of the AI law before the legal deadlines to implement.

Companies are absolutely not aware of this yet.
 

The legislation will have significant consequences. “Employers who use AI tools in the employment context must set up a whole process to check whether that technology meets the requirements,” employment law lawyer Johanne Boelhouwer and partner at Dentons told MT/Sprout earlier this year . ‘Companies are absolutely not aware of this yet.’ 

Save logs 

For AI system developers, the new rules include requirements for registration, transparency, a conformity assessment, and obtaining certification for the familiar CE label. For employers, it’s about making sure their software suppliers meet these legal standards.

As Boelhouwer stated, employers should not use systems that haven’t passed this assessment. This means they also need to keep an eye on the system. Furthermore, employers are now required to keep the logs created by these systems. As a result, they will face additional administrative duties.

Employers will soon even be obliged to keep the logs that are generated.
 

If it is discovered that such a system confirms or reinforces prejudices, it must be adjusted. Companies will have to continuously keep an eye on this, Boelhouwer knows. ‘AI systems are self-learning. If you have a vacancy for a taxi driver and initially only middle-aged men respond, the algorithms will from now on highlight those types of CVs. This must be reported to the system supplier and corrected.’

Game changer
The new regulation is more than just a set of rules, according to Hubert.ai, a Swedish company that provides interview software. They describe it as a game-changer that directs HR professionals towards a future where AI and responsibility go hand in hand.

They also see it as an opportunity to improve selection methods, moving from gut-feeling decisions to data-driven, responsible, unbiased, and transparent matching. In this view, AI has the potential to make the recruitment process better, fairer, and more efficient. And, as they suggest, the AI Act reinforces this potential. 

The recruitment landscape is undergoing a fundamental shift as a result of the upcoming EU AI Act.

The recruitment landscape is undergoing a fundamental shift as a result of the upcoming EU AI Act. This regulation emphasizes transparency, accountability and fairness in the use of AI and influences HR practices towards unbiased candidate selection in the future and a better experience for all.” This is also in line with SHRM research , which previously showed that almost 3 out of 5 organizations that use AI in their recruitment indicate that they have since hired better people. 

$365,000 settlement 

A recent case in the United States highlighted the risks of using AI systems in recruitment. A tutoring company used an algorithm that reportedly automatically rejected female applicants over 55 years old and male applicants over 60 years old. The Equal Employment Opportunity Commission (EEOC) sued on behalf of the nearly 200 applicants who were rejected. The company agreed to settle the lawsuit for $365,000, which amounts to almost $2,000 per applicant. This situation raises questions about how different the selection process might have been if a human recruiter had been used instead of an algorithm. 

 Credit photo above 

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5 tips to ensure a diverse and inclusive workforce 

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A diverse and inclusive workforce has been a source of considerable interest for some time now, especially now that it has been shown to lead to higher performance.  

Numerous principles can help achieve this diversity, but what should you take into account as a recruiter? A new whitepaper from Undutchables provides 5 useful tips. Here’s a preview: 

principes-640x389

 

Tip 1. A diverse panel 

Take a close look at your overall plan. Check how diverse your team is presently. Set clear targets for diversity. Review your job postings—are they welcoming to everyone? Watch out for unintentional biases in the language. Additionally, consider who’s leading job interviews. And think how having a more varied group doing this affects the process? 

Tip 2: Train your hiring managers 

Educate all job applicants about the advantages of a diverse and inclusive workplace. Highlight diversity as a key focus. Equip managers with insights into various talent sources. Address the challenging task of raising awareness about personal biases and prejudices. 

Tip 3: Don’t forget about onboarding 

For a diverse and inclusive workforce, onboarding is crucial. Share the mission and goals, but also use different perspectives, and preferably various trainers and mentors. Don’t forget to ask for feedback from colleagues who have already completed the onboarding process. An employee’s first days always prove to be decisive in not only getting a diverse organization, but also keeping it. 

Tip 4: Work/life balance 

marjan-stoit-230x330

Marjan Stoit, Commercial Manager Undutchables

Diversity means having people from different backgrounds working together and making sure they can balance their job and personal life. Undutchables looks at Sweden for good ideas about this. Sweden is known for letting people have flexible work hours and time off if their child is sick. Childcare is also easy to afford there, which is not so common in the Netherlands. Parents get a long maternity leave of 480 days. Sweden is even trying out shorter workdays of 6 hours. All these things help make the workplace more diverse because they make it easier for different kinds of people to work there. 

Tip 5: Think of the individual 

Using AI, algorithms, and robots like Mona and Scotty for interviews can help bring more diversity to your organization. But It’s also good to use a recruitment process that cares more about what people can do rather than just their resumes. The white paper suggests that it is very important to not forget about each person. When you’re trying to have a diverse and welcoming team, make sure to pay attention to what every person brings to the table. This means understanding and valuing everyone’s unique skills and experiences. 

Knowing more? 

Read the entire whitepaper on a diverse and inclusive workforce here 

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Pôle-emploi.fr still the number one job board in France. Indeed is closing in

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Job boards remain significant in the job-seeking landscape in France. While company websites and social media continue to be crucial, job boards hold a greater significance. Intelligence Group conducted research with 16,147 job seekers in 2022-2023 in France and  Pôle-emploi topped the list with 40% preference. Pôle-emploi is the most popular job board in France, its seemingly little flaws may make it lose its position to the big tech-giant job boards Indeed and LinkedIn which are closing in.

Pôle-emploi boasts over 29 million monthly visits and 6,000,000 job offers but it lacks two essential features — ATS integration and social media distribution. Additionally, its exclusivity to the French language may limit its appeal in an era of global remote hiring; the French people may desire other opportunities in other languages.

Pôle-emploi lacks ATS integration and social media distribution

Unfortunately, the French Government isn’t focusing on these issues. Instead, they intend on having a complete overhaul of the site by introducing a brand-new job seeker service called France Travail, which will replace the existing board. The new service mandates 15 to 20 hours of weekly activity to unemployed, which will include workshops, CV writing sessions, and skill development. Additionally, noncompliance with its new rules might result in benefit suspension or even withdrawal from social security benefit.

Coming in second, and almost surpassing Pôle-emploi is Indeed. The job board has topped the list of numerous countries in Europe, including the UK, Germany, and more. Indeed now has a 38% preference and maintains its second position. Following is LinkedIn, which is very popular globally with 1 billion users. The job board and social media platform increased in popularity and now has a 25% preference to job seekers. After the top three job board, there’s a noticeable distance in preference and popularity. Monster leads the pact with as the fourth preferred board with 7%.

According to Geert-Jan, CEO Intelligence Group, job board preferences in Europe are leaning towards the American giants.

“Although countries like France and Belgium still favour their government job boards, the trends are showing Indeed and LinkedIn as giant job boards in all of Europe.

Now the national markets are more changing towards multilingual, bi-cultural, gigs, remote work and more and more European and non-European migrants are on the national labour markets, the international brands are winning market share.”

Job boards 2023 % 2023 rank 2022 % 2022 rank
pole-emploi.fr 40 1 41 1
fr.indeed.com 38 2 39 2
fr.linkedin.com 25 3 20 3
monster.fr 7 4 8 4
cadremploi.fr 5 5 5 5
hellowork.com 3 6 2 7
emploi-territorial.fr 2 7 2 6
welcometothejungle.com 1 8 1 10
meteojob.fr 1 9 1 8
emploipublic.fr 1 10 1 12

National job boards in France take over the fifth to tenth popular boards for job seekers. Cadremploi stayed put as the fifth most popular board in both 2022 and 2023. Notably, Hellowork moved up from seventh to sixth place, while Emploi-territorial slipped down to seventh. The eighth spot goes to the American job board Welcometothejungle, which gained more popularity and moved up from tenth place in the previous year. Meteojob dropped to ninth, and Emploipublic moved up to the tenth position, completing the top ten most popular job boards in France.

Young French talent already prefer Indeed

There’s a change in the top three job boards, especially for younger job seekers under 30 years old (Gen Z and some millennials). It seems the shift of Indeed overtaking Pôle-emploi job board has started with those under 30 years.

Indeed continues to ranks as number one in preference for young job seekers.

It grew in popularity by 5% compared to the previous year, now having 52% preference, showing that young people are more interested in this job board. Although Pôle-emploi job follows Indeed as the second most preferred board for them, it had a 5% decline in popularity and now shares the same level of preference (31%) as LinkedIn. On the other hand, LinkedIn, which came in third moved up from having 25% popularity for young French job seekers in 2022 to having 31% popularity this year — an increase on 6%.

Job boards <30 years 2023 rank 2023% 2022 rank 2022 %
Indeed 1 52 1 47
Pole-emploi 2 31 2 36
LinkedIn 3 31 3 25

LinkedIn’s increasing popularity among those under 30, particularly Generation Z. Young French talent is more interesting in connecting and accessing international opportunities and LinkedIn is leading in this opportunity. Moreover, the  learning opportunities the platform provides could be interesting for youngsters. The LinkedIn learning initiative is likely drawing in more young users, as acquiring new skills has become a key priority for them.

Since skill-based hiring is becoming more popular, it will seem easier for them to use a platform that offers, online courses and certification while still searching for a job that suits their career goals. It isn’t far-fetched to see Indeed and LinkedIn becoming the top two boards in the coming years for the young French. 

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, and career and communication experts have the right data at their disposal to solve all types of labour market issues.

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

Contact:

+31 88 730 2800

info@intelligence-group.nl

 

Lack of internal mobility in Europe: 40% of employers prefer to hire external talent

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The survey also found variations among countries in terms of attracting external talent and promoting internal development. Norway and France are more inclined to attract external talent (48%), followed by Poland and Spain (46%), and Italy, Ireland, and Sweden (41%). On the other hand, Finland leads in internal talent development (34%), followed by the Netherlands, Denmark, and Croatia (33%), and Austria and Switzerland (32%).

Mobility issues in Europe

Moving employees within organisations appears to be challenging for one-third of companies, with France facing the most difficulty (43%), followed by Belgium, Sweden, Norway, and Finland (all at 39%), and Italy (37%). This may contribute to the fact that 40% of European organisations have managers who are not supportive of internal mobility.

65% are not immediately interested in taking on a new job within the same company.

From the employee perspective, 65% are not immediately interested in taking on a new job within the same company. While six in ten European companies understand their long-term talent needs, only half have a clear overview of their employees’ ambitions, and two in five lack precise information about their employees’ skills.

Unaware of advancement opportunities 

Regarding learning and development, two in three employees learn new things daily, and half of European companies promote job crafting to align job content with employees’ talents and preferences. One in three employees already engages in job crafting. However, only one in three employees feels they have sufficient opportunities to move to other jobs or departments within the organisation.

In other words: the research provides a gentle reminder (or a clear opportunity) to ensure advancement opportunities are discussed regularly.

The research also found that less than half (43%) of employees are aware of potential advancement opportunities or how to pursue them. That could be the reason why mobility issues persist across the region. In other words: the research provides a gentle reminder (or a clear opportunity) to ensure advancement opportunities are discussed regularly. If you want internal mobility, make sure awareness is created.

Every 1 in 10 women experience sexism in the German workforce

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New research from Intelligence Group shows that Germany still has issues of sexism. Data was collected every quarter from a total of 5,593 Germans in 2023 from the working population. It showed that sexism is the highest form of discrimination they experience in the workplace. Despite having made progress in gender equality and benefits that are the envy of many other countries, Germany has struggled to achieve gender equality in its job market, particularly in managerial positions.

Sexism against young German women?

According to the research, a total of 4% have experienced sexism in the workplace (man and woman), but a whopping 11% of women experience it. Historically, women in Germany have borne the brunt of workplace sexism. Although Germany has implemented policies to address this issue, women still earn less on average than their male counterparts for the same work.

Research from Destatis estimated that, on average, women in Germany earned 18% less per hour than their male counterparts in 2022. Pre-tax, the mean hourly wage for men was €24.36 ($25.94) across all industries, whereas women earned €20.05 ($21.35).

A decade ago, only 58% of women were employed, compared to 63% in the United States and 70% in Britain. Now, data from Statista shows that around 73% of women are employed either full-time or part-time in Germany. There is improvement, however, sexism still prevails.

On average, women in Germany earned 18% less per hour than their male counterparts in 2022.

Factors contributing to this wage difference include occupational segregation, differences in career advancement opportunities, and the disproportionate burden of unpaid domestic work borne by women. These factors not only affect women’s financial well-being but also contribute to a lack of economic independence.

Moreover, women’s underrepresentation in leadership positions remains a substantial concern. The “glass ceiling” effect is evident, as women often encounter obstacles when trying to advance to executive and managerial roles. Women continue to be a minority in corporate boards and top management teams, which hampers their influence and decision-making power in the corporate world.

10% of German’s Gen Z faces discrimination on gender 

The research findings show notable generational differences in experiencing gender discrimination within the German workplace. The data revealed that younger Germans, particularly those under 30 years of age, are significantly more likely to encounter gender discrimination compared to their older counterparts. An alarming 10% of individuals under 30 reported facing such discrimination, whereas this figure declined to 8% among those aged 30 to 50. Remarkably, only 4% of individuals above 50 years reported experiencing sexism in the workplace. The lower percentage of those 50 years or older is likely due to the changing attitudes and the way different generations view sexism.

Younger individuals are more aware of gender issues and may spot subtle sexism that older generations cannot.

Changes in cultural norms have made behaviours once acceptable by those over 50 sexist for younger generations. Moreover, younger generations are often more attuned to issues of gender equality and are more likely to identify and report instances of sexism. The rise of social media and movements like the #MeToo movement has empowered young people to speak out against discrimination and harassment, making it increasingly visible.

Furthermore, as society evolves and becomes more aware of gender-related issues, younger generations tend to be more conscious of the importance of diversity and inclusion. They are more likely to challenge traditional gender norms and advocate for a fairer, more equitable workplace. Older individuals may have grown up in a different cultural and societal context where gender roles were more rigid and less questioned.

The legal sector has the highest gender discrimination in Germany

18% of Germans in the legal sector attest to experiencing gender-based discrimination in the workplace. The legal sector has the highest rate of sexism, followed by the Social/Societal sector (15%) and personal services (14%).

The persistently high rate of sexism within the legal sector is concerning but not entirely surprising, given the glaring lack of gender diversity. A recent study by Legal 500 highlights this issue, revealing that out of a total of 437 lawyers achieving recognition as Leading Individuals in the latest guide, a mere 63 are women. In terms of percentages, this translates to women constituting just 13% of Germany’s most recognized private practice legal experts.

The persistently high rate of sexism within the legal sector is concerning but not entirely surprising

The gender representation gap persists even in the Next Generation Partners category, which generally comprises solicitors with less than five years of experience at the partner level. Only 34 of the 134 Next Generation Partners are female. Although the current 25% representation is an improvement over the 13% in the Leading Individuals category, it highlights the persistent difficulty in advancing women to partner positions in German law firms.

On the other sectors with high sexism, the Social/Societal sector often deals with complex societal issues and human interactions, which may contribute to instances of sexism. There’s also the historical underrepresentation of women in leadership roles within social and societal organizations that could perpetuate gender disparities.

The personal services sector encompasses roles such as hairdressing and beautician services, where personal interactions are central. The sector is known to typically face challenges due to traditional gender norms and expectations tied to appearance and beauty.

Customer focused sectors have less discrimination

In Germany, the tourism, paramedical, and marketing industries all stand out for having remarkably low levels of gender discrimination, each reporting only 3%. These sectors prioritize a strong customer-centric approach, which extends to the well-being of both employees and customers. Their emphasis on equality is rooted in the pursuit of customer satisfaction.

Furthermore, they foster inclusive cultures that encourage respect and open-mindedness. In the paramedical sector, the commitment to strict ethical standards, a notable female representation, and a collaborative work environment contribute to this low level of discrimination. In the marketing industry, the emphasis on creativity, teamwork, and proactive measures challenging gender stereotypes helps create a work environment where gender discrimination is less likely to occur.

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How does Ubisoft have an extremely high employee retention rate?

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In an interview with Madeline Laurano, an analyst and founder of Aptitude Research, she reviews Ubisoft’s employee retention strategy. Ubisoft is a gaming company with over 20,000 employees and has implemented some effective strategies for retaining young talents in the industry. Employee retention has posed a huge challenge for recruiters across the globe. Moreover, Trading Economics reported a high record of 25% employee turnover in 2021, highlighting the problem.

So, what exactly is talent intelligence, and how is Ubisoft using it to rewrite the rules of employee retention? Talent intelligence involves gathering data about employees’ skills, preferences, and career paths to create personalized strategies that keep them engaged and growing within the company. In employing this approach, Ubisoft actively invests in understanding what motivates its employees and tailors their work experiences accordingly.

Compensation versus Internal Mobility

Unlike many companies where compensation is a primary driver, Ubisoft identified a different trend within their workforce — growth & company culture.

As companies undergo acquisitions, the resulting cultural shifts often create an environment where employees see more opportunities elsewhere.

Compensation is a common reason for employees to seek new horizons.

In an industry where creativity and skill development are paramount, employees seek opportunities to grow within the company rather than simply chasing higher pay elsewhere. Once employees are allowed to grow in an enabling environment with good company culture, they typically become loyal to the organization.

Are hybrid work models better?

In the gaming sector, there are more tech-savvy and introverted individuals, and a fully remote setting didn’t bring the productivity Ubisoft needed. To strike a balance, the company has embraced a hybrid model, allowing flexibility while emphasizing the value of in-person collaboration for brainstorming and innovation.

This new way of working isn’t just about keeping up with trends; it’s a smart move to encourage creativity. They get that while working from home has its perks; there’s something special about being in the same place, bouncing ideas off each other, and creating a buzz of excitement. The model adapts to the new way of working — making sure their team can be flexible while still getting the most out of those face-to-face moments that spark innovation.

Balancing entry-level roles with AI

With a predominantly young workforce, the gaming sector also faces the challenge of integrating generative AI without compromising entry-level roles. Since more gaming companies are using generative AI in their game design and content levels, there’s a need to strike a balance between new hires and the use of AI.

The gaming business considered deploying AI for a variety of functions, but they did not want to eliminate entry-level jobs.

Instead, Ubisoft found a way to strike a balance between both worlds. While still using generative AI for some of their roles, and use AI in their talent acquisition process for entry-level roles, they are keen on using existing employees for senior roles as they open up.

This way, everyone has an equal opportunity to advance within the organization. It’s a win-win situation in which technology meets old-fashioned teamwork to ensure everyone can thrive.

Using technology for internal mobility

Ubisoft uses talent intelligence and platforms like Eightfold to match employees with internal opportunities, enhancing their career growth within the organization. These technologies function as matchmakers, but not for romance; instead, they connect employees with exciting opportunities to advance within the organization.

The company, like many others, focuses on skill-based assessment to show their employee’s capabilities and allow them to thrive in the role that suits them. So, they employ talent intelligence, which is a super-smart method of determining what each person is good at and what they can become. Doing this encourages employees to try to develop their skills with the aim of accessing new opportunities. It inevitably assists the company’s growth and productivity level.

Meeting employees need VS. investors expectations

What employees want and what investors want might occasionally conflict. Investors typically aim to save money and use technology to expedite processes. Finding the correct balance between what employees require, such as job stability, and what investors desire, such as cost savings, is critical for Ubisoft. It’s like making sure everyone is pleased while the company continues to develop and be high-tech. As a result, Ubisoft’s message is clear: technology is fantastic, but people are the company’s heart. Balancing these ideals is critical to keeping everyone happy, from workers to investors. While technology enhances productivity and job performance, the company emphasizes that it complements human roles rather than replaces them.

This article was inspired by a Chad & Cheese Podcast

 

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Teamtailor: The best ATS in the world, followed by Greenhouse and Lever 

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Crucial to the survey’s methodology were two direct questions: identifying recruiters’ preferred ATS and those they typically avoid. This straightforward yet revealing approach offered a detailed perspective on the industry’s preferences, highlighting the strengths and weaknesses of various ATS systems.  

Top 5 leading ATS systems highlighted for positive feedback 

A handful of platforms have not only risen to prominence but have also gathered substantial user acclaim. Here, we showcase the top 5 ATS systems, each with its unique strengths and user feedback, painting a picture of excellence in the world of recruitment technology.

  1. Teamtailor: Teamtailor has done something really impressive—they received a perfect score with 100% positive feedback from 77 respondents, including the typically critical audience of recruiters. In an industry where platforms usually get a mix of good and bad reviews, this shows that Teamtailor is doing a fantastic job in making it easy and efficient for recruiters to manage their hiring process.
  2. Greenhouse: While Greenhouse maintains a strong performance record, it doesn’t escape some negative feedback, with a ratio of 91.9% positive to 8.1% negative from a total pool of 593 respondents. Known for its robust features and capabilities, Greenhouse remains a well-regarded choice in the ATS landscape.
  3. Lever: Lever receives accolades with an 88.51% positive feedback rate from 261 total respondents. Users commend its intuitive design and effective candidate tracking capabilities, positioning it as a formidable contender in the ATS market.
  4. SmartRecruiters: SmartRecruiters leaves a lasting impression with an 88.48% positive feedback rate from 165 respondents, lauded for its ease of use and robust candidate engagement tools. It offers a user-friendly experience that strikes a chord with recruiters.
  5. Workable: Despite encountering some negative feedback at 22.4%, Workable secures a noteworthy position with a 77.6% positive response rate from a total of 107 respondents. Its strength lies in robust integration capabilities and extensive functionalities, making it a valuable choice for recruiters seeking versatility in an ATS. 

Top 5 ATS systems facing significant negative feedback 

In the survey, significant concerns emerged among users of various Applicant Tracking System (ATS) platforms. The top five ATS systems that received notable negative feedback, shedding light on the challenges users face when navigating these systems, are as follows: 

  1. Taleo: Leading the pack is Taleo, with a notable 87.1% of users expressing dissatisfaction out of 272 respondents. Users are particularly bothered by its overly complicated interface, making it a tough tool to navigate. Despite offering powerful features, Taleo’s lack of user-friendliness has left many users feeling frustrated and disheartened.
  2. Workday: Workday, a well-known ATS, received mixed reviews in the survey. About 28.7% of users praised its extensive range of features and compatibility with other systems. However, a significant 71.3% of the 328 respondents found it too complex to use comfortably. This disparity highlights the platform’s strengths in functionality but underscores the importance of user experience in ATS systems.
  3. SuccessFactors: SuccessFactors encountered its share of problems, with a substantial 78.3% of users expressing dissatisfaction from 157 respondents. The primary concern here revolves around usability, as many users found it challenging to navigate and use effectively. This indicates that even a system with potential benefits can fall short if it doesn’t prioritize user-friendly design.
  4. iCIMS: While iCIMS worked well for half of its users, an equal 50% expressed dissatisfaction from 128 respondents. This discrepancy highlights the system’s polarizing nature. While it may excel for some, it leaves others dissatisfied, emphasizing the importance of finding an ATS that aligns with individual user needs and preferences.
  5. Excel: Interestingly, even the widely used Excel, often relied upon as a backup ATS, did not escape criticism, with 45.6% of users providing negative feedback from 90 respondents. The primary issue cited here is its lack of essential recruiting features. While Excel is undoubtedly a versatile tool, its limitations in the context of modern recruitment processes are evident. 

Identifying key challenges in ATS platforms: 

The survey also brought to the forefront significant concerns regarding a few other systems. Notably, ATS platforms such as Brassring, Jobvite, Personio, Bond Adapt, and Sage were marked by a glaring absence of positive feedback. This unanimous negative reception is indicative of deeper issues that could be plaguing these systems. 

User experience challenges, limited functionality, technical issues, and inadequate customer support contribute to a negative perception of these systems.

Inefficient interfaces and a lack of essential features hinder their appeal and competitiveness in the recruitment industry, leading to dissatisfaction among users. 


National winners and falls of ATS systems by positive and negative reviews 

 Germany 

Top ATS System by Positive Feedback  Positive Feedback (%)  Top ATS System by Negative Feedback  Negative Feedback (%) 
Greenhouse  95.9  Jobvite  100 
Smart–recruiters  84.6  Taleo  100 
Lever  72.2  SuccessFactors  88.9 
Recruitee  68.8  Workday  84 
Workable  72.7  Personio  68.6 

UK 

Top ATS System by Positive Feedback 

Positive Feedback (%) 

Top ATS System by Negative Feedback 

Negative Feedback (%) 

Workable 

100 

Taleo 

94.8 

SmartRecruiters 

96.8 

Workday 

76.8 

Lever 

90.5 

SuccessFactors 

76.7 

Greenhouse 

88.8 

ICIMS 

65.2 

Teamtailor 

85 

Bullhorn 

45 

 

Spain 

Top ATS System by Positive Feedback 

Positive Feedback (%) 

Top ATS System by Negative Feedback 

Negative Feedback (%) 

Lever 

87.5 

BambooHR 

100 

Greenhouse 

79.3 

Taleo 

100 

TeamTailor 

75 

SuccessFactors 

80 

Workable 

66.7 

Workday 

63.6 

Workday 

36.4 

Workable 

 33.3 

 

 

United States 

Top ATS System by Positive Feedback 

Positive Feedback (%) 

Top ATS System by Negative Feedback 

Negative Feedback (%) 

SmartRecruiters 

100 

SuccessFactors 

90 

Greenhouse 

96.7 

Brassring 

87.5 

Lever 

79.4 

Taleo 

81.5 

ICIMS 

58.5 

Oracle 

77.8 

Bullhorn 

47.1 

ADP 

 77.8 

 

These findings emphasize the need for ATS systems to align closely with the evolving expectations and demands of the market. Users prefer platforms that are intuitive, highly customizable, specialized in recruitment functionalities, and seamlessly integrated with other HR systems. 

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‘Help! I received perfect CVs and brilliant motivation letters without language errors…’ 

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Once upon a time, it was the neighbour or sister-in-law who checked – or even wrote – a candidate’s CV and motivation letter. Nowadays, applicants know that such help can also be found online, and they use AI en masse when applying for jobs. The trend is shifting towards not just composing motivation letters that are precisely aligned with the job position, company, and the expectations of the recruiter or hiring manager, but also in customizing one’s CV to fit the specific role perfectly in a specific ATS.

This practice is increasingly being adopted, with many applicants now utilizing these techniques.

By 2024, it is expected that the use of AI in job applications will become so widespread that it will be more unusual to find someone who isn’t using AI to enhance their job application. 

candidate-myfengshui-640x640

We should especially embrace and give priority to someone who is good at prompt engineering . 

Where perfect CVs and motivation letters used to be the exception rather than the rule, this will soon be the exact opposite. A candidate who does not use AI is therefore the exception. In fact, I can imagine that in most white collar professions the use of AI in an application process is more of a requirement and a skill, rather than being seen as ‘cheating’ any longer. After all, being able to work with AI ( prompt engineering ) is a skill that now makes people more valuable on the labor market, so we should especially embrace and give priority to someone who does that. 

What is the current Value of a CV in today’s job market? 

The critical question now arises: With the rise of AI, do CVs and motivation letters still hold predictive power and value? What could be the alternatives? Could we see a shift towards greater emphasis on networks, references, and work portfolios as primary evaluation tools? Why then do we continue to focus on CVs? And is this the extent of the change, or is there more to expect in the evolving job market? 

The long-standing debate on the relevance of motivation letters has been largely settled  

AI’s influence has reshaped how we view these letters. While candidates can claim they haven’t used AI in their applications, tools like Copyleaks, GPTZero, and Writer can verify the authenticity of their claim. Furthermore, new technologies have been developed to modify AI-generated content into original text, making it hard to distinguish if AI was used. Additionally, AI-driven platforms like SkillGPT are emerging, which efficiently match employers with potential employees, signalling a significant shift in how recruitment and job applications are conducted in the AI era.  

The game shifts 

It’s time to reconsider the relevance of motivation letters in the hiring process. Similarly, the traditional CV, primarily a chronological account of a candidate’s life and career, is losing its reliability and predictive value for effective candidate matching. As a result, recruiters and automated systems are now compelled to verify the accuracy and authenticity of CVs more rigorously. This involves employing reference checks and validation tools like Validata and Datachecker, or conducting broader social media vetting through platforms such as Fama.

 

The candidate has more degrees of freedom (such as: no GDPR) – and thus an advantage over the recruiter.

The value and dependence on good craftsmanship, good interviews and good assessments therefore only increases. However, candidates are not sitting idle here either… AI makes it possible to ask the right questions to recruiters, but also to give real-time suggestions to candidates when it comes to the right answers. In the same way, recruiters quickly become better interviewers with tools like In2Dialog and MetaView . The game is shifting, and the candidate has an advantage over the employer and recruiter with more degrees of freedom (such as: no GDPR). 

Flood of fake applicants 

There’s a notable issue in the recruitment world: the rise of fake job applicants. A growing problem in hiring is the ghosting or unresponsiveness of candidates, often blamed on Generation Z or the current tight labor market, or even ‘rage applying‘ – where individuals apply to numerous jobs impulsively. However, it’s possible that many of these applicants don’t actually exist. Employers globally are facing a barrage of applications from candidates with seemingly flawless profiles and CVs that turn out to be fake. This is likely to be linked to the CpA business model used by many job boards. 

Sending fake job applications quickly yields several dollars per hour. 

CpA, or “cost per application,” is a term used in employment advertising. It means that as an employer, you pay a fee for each job application or CV (resume) you receive from job seekers. When you create a recruitment campaign on large job boards or media platforms, they often give you an estimate of how many applications you can expect to receive. It’s crucial for these job boards to meet those expected numbers while maintaining the quality of the applications. 

To achieve this, job boards employ various strategies. They not only invest in buying website traffic and clicks through Google but also increasingly acquire applications from intermediaries or aggregators. These intermediaries, in turn, may buy applications from other intermediaries, creating a chain of purchases. 

In simple terms, job boards need to meet their application targets, and they do so by not only attracting applicants directly but also by purchasing applications through middlemen to ensure they have enough to fulfill their commitments. 

The dark side of the CpA model 

Imagine a scenario where the origin of job applications becomes unclear. Suddenly, you discover that many of these applications are from individuals in Asia who, with the help of AI, send out hundreds to thousands of fake profiles to job listings worldwide. For each application, they earn a few cents . 

swapnil-potdar-FZL9lwgA2T8-unsplash-640x769

This situation is not far-fetched. There are entire buildings where people, sometimes under coercive conditions, spend their days submitting these applications. They apply to jobs from countries like Nigeria, Myanmar, or Cambodia.  

This activity can generate several dollars per hour. When you consider this operation running 12 hours a day, six days a week, with thousands of people involved, the revenue can reach staggering amounts – approximately 2 million euros per week or 100 million per year! This isn’t fiction; it’s a real issue, akin to modern cyber slavery, revealing a darker aspect of the CpA model in the global job market.  

Who dares to complain? 

Job boards can fairly easily use a ‘line of defense’ to protect their customers from these types of fake applicants, for example by implementing a system of two-way authentication . But that is not good for the CpA business model. Because in the end they also make (good) money from these fake job applications. Better to have a few fake applications than no applications at all. And the first employer who dares to complain about this still has to report. 

sander shhh

Better fake applications than no applications at all. And the first employer to complain about this still has to report. 

 

With the speed at which AI is changing the playing field, the pressure in the system and scamming will continue to increase… Perhaps this is a great task for the ILO (International Labour Organisation) Recruiters United or the Recruiter Code to entice large job boards and social networks to start working on this. And we all know which parties I mean, since you also receive those CVs through them… 

The images in this story were created by AI tools such as Midjourney and FengMyShui . 

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