One industry poised to benefit significantly from Gemini’s capabilities is the recruitment sector. Multimodal AI can thoroughly assess resumes, cover letters, and video interviews, identifying skills, evaluating communication abilities, and even analyzing body language.
This holistic approach provides recruiters with a well-rounded perspective of potential hires.
Gemini’s exceptional performance shines as it outperforms other models across 50 different subject areas, and in some cases, even surpasses human expertise. Google offers Gemini in three sizes—Ultra, Pro, and Nano—to accommodate varying complexity levels and resource requirements, making it adaptable to a wide array of applications.
Google is actively integrating Gemini into its product ecosystem, a move highlighted by its incorporation into Bard, an AI system known for advanced reasoning, planning, and understanding. This integration represents a substantial upgrade to Bard, now available in English across more than 170 countries and territories, with plans for expansion to support different modalities, languages, and locations in the near future.
However, the introduction of a versatile multimodal AI model like Gemini presents its own set of challenges. Combining diverse data types can sometimes lead to unintended consequences, including the generation of offensive or harmful content.
To address this, Google will build on its existing AI-Principles, implementing proactive policies and rigorous testing into Gemini’s development to ensure responsible AI practices remain of prime importance.
When comparing Gemini to existing models like ChatGPT, it’s essential to acknowledge that Gemini’s multimodal capabilities offer distinct advantages. Its ability to process and understand various data types positions it as the superior choice for applications requiring in-depth content comprehension, especially those involving multiple data modalities.
It is important to note that Gemini and models like ChatGPT are not in direct competition; rather, they complement each other effectively. While ChatGPT enhances user interactions, Gemini excels in providing comprehensive and precise information, allowing them to work synergistically.
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This tech rise in Latin America is a big chance for companies that want to grow. Now, businesses all over the world are seeing that Latin America has a lot of smart people in tech, data science, and business. That’s why more companies are looking to hire from LATAM.
What makes Latin America’s workers stand out are their strong skills, their knack for thinking up new things, and their ability to quickly adjust to new stuff. This makes Latin America a really important place for businesses that want to stay on top in the ever-changing tech world.
Insights from Coursera’s Global skills report 2023
According to the 2023 Global Skills Report by Coursera, Latin America boasts a high number of skilled workers, especially in technology and data science. The report analyses 100 countries and emphasizes the importance of skills in business, technology, and data science for economic growth and job creation. In the world of technology skills, Mexico (97%), Colombia (95%), and Argentina (93%) lead the region, as shown below:
For data science, Brazil (99%), Argentina (96%), and Mexico (90%) stand out. Latin American students are more likely to invest in data science skills like data analytics software (2.4 times more likely) and technology skills such as programming principles (2.12 times more likely).
Highlighting individual countries
Colombia: A tech powerhouse with room for business skill enhancement
Colombia, standing at 19th globally, showcases impressive prowess in technology, making it a standout in the tech sector. However, the country recognizes the need to bolster its business skills to complement its tech dominance. Colombian students are particularly keen on enhancing their data science skills.
They are 2.81 times more likely to invest in data analytics software and 1.83 times more likely to focus on programming principles compared to their global counterparts. Additionally, there’s a growing interest in developing leadership-related business skills.
This trend indicates a strategic shift towards creating a well-rounded workforce that is not only technically adept but also proficient in managing and leading in the business domain.
Mexico: Growth in certifications and strong communication skills
Mexico, ranked 25th, is witnessing a significant surge in professional certificate enrolments. This trend reflects a commitment to continuous learning and skill enhancement among the Mexican workforce.
While there is a general need for improvement in business skills, Mexico shows exceptional strength in specific areas.
Communication skills stand out with a 93% proficiency rate, indicating effective interpersonal and corporate communication capabilities.
Similarly, accounting skills are notably strong, with a 73% proficiency rate. These strengths in communication and accounting suggest that Mexican professionals excel in areas that are critical for business operations and financial management.
Brazil: Data science leader with focus on leadership skills
Brazil, ranking 28th globally, excels in data science, boasting the world’s second-highest score at 99%. This remarkable achievement underscores Brazil’s focus and expertise in data-driven fields.
Alongside this technical proficiency, Brazil shows a high growth rate in professional certificate enrolments, reflecting a dedication to continuous professional development.
Despite these strengths, there’s an identified need for Brazil to enhance its leadership-related business skills.
Focusing on these areas will equip Brazilian professionals not only with technical know-how but also with the ability to lead, strategize, and innovate within the business landscape.
Leading countries in skills proficiency
In the global rankings for skills proficiency, Switzerland stands out as the leader, showcasing a workforce with high-level skills. This top position highlights the country’s excellence in developing skilled professionals.
Following Switzerland, several European nations like Spain, Germany, Luxembourg, the Netherlands, France, and Belgium are also ranked highly.
These countries are celebrated for their strong education systems, which not only lead to high student satisfaction but also ensure that their graduates are ready for the job market with well-developed skills.
In addition to European countries, Asian nations such as Japan, Indonesia, Singapore, and Hong Kong are also prominent in the rankings. These countries are known for their focus on technological advancement and innovation. Their high positions in the rankings reflect their dedication to developing advanced skills in technology, further emphasized by significant investments in tech and a cultural commitment to ongoing learning and skill development.
Notable high performers
Countries like Denmark, Italy, Sweden, Austria, Finland, and Bulgaria also rank highly, pointing to the widespread proficiency in skills across Europe. The inclusion of countries like Ukraine and Colombia is particularly noteworthy, indicating their strides in enhancing their workforce’s skill set despite various challenges.
Countries at the lower spectrum
On the other end of the spectrum, countries like Uganda, Algeria, Pakistan, Somalia, Palestine, Iraq, Sudan, Ghana, Kenya, the Philippines, and Nigeria rank lower. This part of the ranking reflects the challenges these countries face, including limited access to quality education, economic constraints, a lack of digital infrastructure, and in some cases, political and social instability. These factors hinder the development of a skilled workforce, impacting these countries’ positions in the global skills landscape.
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Now, referral seems to have become a cornerstone in every recruitment campaign. Employees who put forward potential candidates are becoming an essential source in recruitment. The result is shown in the recent Referral Recruitment Benchmark, which the Search & Co agency conducted among almost 750 organizations and was presented in the Gelderland factory in Culemborg.
The benchmark shows that 68% of respondents already have a referral program, while 20% say they plan to start this ‘soon’, and only 12% say they are not considering or will not do so. The three main reasons they gave are insufficient knowledge in-house, no time and too little budget. However, another striking fact was that 7% of respondents believed that a special referral program is unnecessary if people are proud of their organization. “Then they do this automatically, right?”
Reward every effort?
At 75%, a cash reward for a recommended and accepted candidate is still the most common appreciation for employees who refer a potential candidate. An amount of 500 to 1,000 euros is common (34%), as is an amount under 500 euros (35%). You see an amount above 1,000 euros in 28% of the organizations, with 3% even making 3,000 euros or more available.
Many organizations still think that offering a cash reward will generate the most referrals
However, more and more organizations seem to be using other forms of reward, such as gift vouchers, gadgets, bouquets of flowers and hotel stays. “Many organizations still think that offering a cash reward will generate the most referrals,” says Michael Boud, the researcher and organizer of the Referral Recruitment Event.
‘But the danger lies in the fact that it is an assumption and has not been investigated internally. What is striking in this study is that employees would prefer to decide for themselves what best to receive for their recruitment contribution.’
Often, after the probationary period
The 2021 survey showed that 40% of organizations would pay out the reward after the probationary period of the new employee. Now, it has risen to no less than 54% in this year’s survey — a significant increase. Somehow, Boud says he can understand that. ‘Many managers consider it responsible to pay out a sum of money, and in turn, it makes the employee responsible for the quality of the candidate presented.’ But there is also a great danger in it, he says. ‘The effort has already been made, and the employee has no influence on the hiring policy.’
Fortunately, he also sees that 20% say they will pay out the reward before the probationary period. At the same time, 9% pay out the reward immediately if a recruitment contribution has been made. A part also pays out half of the reward before the probationary period and the other half afterwards.
What’s striking in the research is that regardless of the time of reward, the organizations generally rate the candidates they receive via referral as very high. On a scale of 1 to 5, only 6% receive a 1 or a 2, and 27% score exactly average. On the other hand, no less than 51% receive a score of 4, and 16% even receive the very highest score.
Most successful programs
What are the most important success factors for a referral program? According to researcher Boud, It is, in any case, ‘a program where the organization rewards every recruitment contribution in phases as much as possible, including sharing on social media. It results in the highest employee participation.’ In addition, he sees value in programs where half the reward is paid out before and the other half after the probationary period.
‘The timing of the payment of the reward has the most influence on participation in the referral program. It is striking that paying out the reward in phases is popular among employees.’
Referral programs that reward an employee’s every effort ultimately prove to be the most profitable. ‘Of the organizations that use this, 24% score between 20 and 30% of all their hires via referral, while 32% say they even get more than 30% hires this way! We can, therefore, conclude that when the employee is immediately rewarded for the effort, it generates the most referral hires.’ However, that is good news because referrals are not only up to 50% cheaper than regular recruitment via social media, advertisements, or headhunters. Moreover, they stay longer on average, with 45% staying even more than four years.
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Personality assumes a pivotal role in the professional realm, influencing how individuals respond to challenges and navigate work scenarios. Whether maintaining composure in adversity or persisting in the pursuit of ambitious goals, individual personality traits significantly impact organisational dynamics.
Acknowledging the universal meaning of certain personality traits, such as extraversion or agreeableness, has led to the widespread adoption of personality testing in organisations. However, not all personality assessments are necessarily created equal, which has led to some recent critics raising questions about their fairness and effectiveness in the hiring process.
In response to the scepticism surrounding personality assessments, a recent Psychology Today feature delves into why they are needed for organisations. Co-authors Andrew B. Speer and Matt I. Brown advocate for a strategic approach, emphasising the need for organisations to align personality assessments with job requirements and industry standards. In all, they share three important best practices for adopting personality assessments.
1. Focus on job-relevant personality traits
It very much sounds like a logical thing to say, but there’s more depth to the authors’ first point than first meets the eye. Speer and Brown stress the importance of conducting a meticulous job analysis. By systematically studying the intricacies of a particular role, organisations can identify the specific personality traits essential for success in that position. This targeted approach ensures that personality assessments are aligned with the unique demands of the job, fostering accuracy in identifying high-quality applicants.
“Many attacks on personality testing do not discuss the importance of job analysis”, Speer and Brown say. “Instead often addressing assessments that have practically no science-based evidence for use in organisational settings, such as the Myers Briggs Type Indicator (MBTI). The MBTI was developed by two non-psychologists and classifies people into personality types rather than the contemporary practice of measuring continuous personality levels.”
2. Lay off the MBTI for recruitment
So while the MBTI may be fun to take, Speer and Brown do not recommend it for making hiring decisions. “Although this personality assessment is fun for many to take, it is not recommended for making hiring decisions. Not only are people difficult to sort into discrete personality types, but there is practically no scientific evidence to link scores from the MBTI to important behaviours at work.”
“The key is being able to identify traits specific to a job and then focus on those traits when making hiring decisions.”
“There are, however, a large number of other available personality assessments that are explicitly built for the purposes of applicant hiring”, the authors say. “The key is being able to identify traits specific to a job and then focus on those traits when making hiring decisions. Good assessments are capable of this, and good assessment vendors will suggest job analyses to determine which traits should be measured.”
3. It’s all about the context: a job
In addition to focusing on job-relevant traits, Speer and Brown advocate for personality assessment questions within the work environment. By framing statements in a work-specific context, organisations can glean insights into how individuals are likely to behave in professional settings. “Rather than asking ‘I like to tidy up’, which applies to behaviour generally across contexts, a work-contextualised statement might be: ‘I like to keep things tidy at work.’ Such distinctions are simple yet important, as behaviour is a function of individual traits that occur in response to environmental stimuli. People exhibit personality differently across situations.”
By framing statements in a work-specific context, organisations can glean insights into how individuals are likely to behave in professional settings.
In other words: it is a good caution against using personality assessments with invasive or irrelevant questions. Shaffer and Postlethwaite (2012) conducted a study that synthesised existing research. It revealed that personality assessments with contextualisation demonstrate approximately twice the predictive accuracy for job performance compared to non-contextualised assessments.
4. Keep validating it
The article underscores the importance of adhering to psychometric standards when developing and implementing personality assessments. Reliability and validity are paramount, with good assessments consistently measuring targeted attributes and demonstrating a correlation between assessment scores and actual job performance.
“Personality assessments are often used because they relate to outcomes like turnover, job performance, and engagement at work.”
“One of the most straightforward methods of establishing assessment validity is showing that assessment scores correlate with important work outcomes”, Speer and Brown say. “As an example, if those with higher assessment scores have better performance at work (e.g., they sell more cars), that would be evidence of validity. Personality assessments are often used because they relate to outcomes like turnover, job performance, and engagement at work.”
5. Not perfect but standardised
Finally, a word of warning towards all recruiters and hiring managers. “Even against best intentions, a lack of standardised methods results in hiring managers being left to their own idiosyncratic preferences and judgments”, Speer and Brown say. “Anyone who has been around enough hiring knows that too often hiring managers rely on superstitions or vague and unarticulated criteria. Personality testing is by no means perfect, but it does offer a standardised method to assess important applicant attributes, and when done correctly can be useful for organisations.”
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Job seekers stop communicating with employers at any point during the hiring process, from applying to almost getting an offer. Natalie Morgan from CareerPlug and Ryan Englin of Core Matters explored this trend, discussing why it’s common and giving employers ways to tackle this challenge.
The scale of the problem
The phenomenon of ghosting in recruitment has intensified recently, with a significant increase in both job seekers and employers engaging in this behaviour. Surprisingly, 28% of job seekers have ghosted an employer, a notable rise from 18% in 2019, according to Indeed’s report on Employer Ghosting.
Meanwhile, a staggering 76% of employers have experienced ghosting, and 57% perceive it to be more prevalent than in the past.
Interestingly, the trend is not one-sided. About 46% of employers believe that ghosting by companies towards job seekers has also increased. A striking 77% of job seekers report being ghosted by prospective employers since the pandemic began, with 10% experiencing this even after receiving a verbal job offer.
The factors behind candidate ghosting are diverse. A significant 20% of job seekers ghost after receiving a more appealing job offer, while 13% do so due to salary dissatisfaction, and 15% because they decide the job isn’t the right fit. Interestingly, only a small fraction, 4%, attribute their ghosting to COVID-19-related reasons.
In addition to these factors, the recruitment industry is facing a challenge: the rise of AI-generated fake applicants.
These advanced AI profiles, designed to mimic real job seekers, apply for positions, adding a layer of complexity to the recruitment process. Their inability to progress in the hiring journey contributes to inflated ghosting statistics, as they appear to drop out without notice.
This emergence of artificial candidates necessitates the adoption of more sophisticated screening tools and strategies by recruiters, enabling them to effectively discern between authentic applicants and AI-generated profiles, thereby mitigating the skewed impact on the hiring process.
This normalization of ghosting in the hiring process reflects a significant shift in recruitment dynamics. Employers are now more cautious, with 93% keeping records of ghosters.
This tracking could potentially impact candidates’ future job opportunities, as 80% of employers believe ghosting will negatively affect a candidate’s career prospects. This belief marks a change from previous attitudes, where ghosting was viewed as less of a serious issue.
In response, both job seekers and employers are adapting. Job seekers are increasingly wary of the repercussions of ghosting, with 54% regretting the action and recognizing its potential consequences, a significant jump from 32% in 2019. Employers, on the other hand, are focusing on improving communication and nurturing relationships with candidates to minimize the impact of ghosting.
Underlying causes
The ghosting phenomenon in recruitment is a complex issue influenced by various factors. The job market has shifted to be more candidate-driven, offering numerous options and fostering selectivity among job seekers. This change, coupled with slow response times from employers, nudges candidates towards other opportunities.
The ease of online job applications encourages applying to multiple jobs with less commitment, further increasing the likelihood of ghosting.
A cultural shift has normalized this behaviour in professional settings, partly fuelled by employers’ historical practice of ghosting candidates. Economic uncertainties and the COVID-19 pandemic have also altered job preferences and availability, while a lack of personal connection in the hiring process makes ghosting easier.
Additionally, candidates often choose ghosting when better job offers arise, aligning more closely with their career aspirations or salary expectations. All these elements contribute to a recruitment landscape where ghosting is increasingly common.
Effective strategies to combat ghosting
To fight ghosting in hiring, companies can use several strategies. Quick replies to applications show candidates you’re interested, for exampling AI tools like, Scotty and Mona can convey a company’s keen interest to candidates. This not only engages potential hires more effectively but also fosters a positive perception of the employer.
Additionally, implementing a two-way authentication (2WA) system on job boards can be a significant step.
This approach ensures a higher level of security and authenticity in the application process, effectively reducing the influx of fake and bot-generated applicants. By incorporating such measures, companies can streamline their recruitment process, ensuring more genuine interactions and potentially lowering the incidence of ghosting.
Building a real connection during interviews, like talking about common interests, can make a candidate less likely to ghost.
Clear job ads that show what your company is like and who the candidate would work with can attract people who really want the job. Keeping track of who ghosts you can help in future hiring decisions. Also, adapting to new ways of working, like offering remote work, can keep candidates interested.
For example, if a company quickly responds to an application with a friendly call and discusses the job’s benefits and the team, the candidate might feel more connected and less likely to ghost.
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Randstad has been working on a ‘secret’ project called R-one, which is yet to be officially announced by the company. However, findings show that the R-One solution is a new global front office system implemented by Randstad aimed at enhancing operational efficiency and collaboration.
The product implementation is led by Anders Ekendahl, who manages expectations of planning and available products with local teams and aligns the functionality with global stakeholders. The R-one project has been in the works since at least 2021, when Dorien Woudenberg was the global implementation lead, and now Randstad is preparing for its official rollout. Randstad’s emphasis now is on managing change impacts, devising a robust rollout strategy, stakeholder management, effective communication, and providing support during this digital transformation.
Moreover, they are integrating myTrailhead, the new online learning platform which embeds learning directly into the onboarding process of the new R-one. However, Randstad is still hiring and promoting people from their local teams to aid the strategic rollout of the product.
Furthermore, they are working with local Opcos to aid the configuration and localization of the global platform. Those working on the R-one project also collaborate closely with the global teams, the local implementation team, SalesForce and Bullhorn partners to make this digital transformation a success.
Given that Randstad recently announced its new strategy to reduce and work towards closing the skilled talent shortage, R-one may be a practical part of that implementation.
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Compounding this issue is the high rate of school dropouts. According to the OECD’s “Education at a Glance” report, 27% of the Spanish population aged 25-34 have not completed their education, leaving 1.4 million young Spaniards without professional qualifications.
This includes 32% of boys and 21% of girls in this age group.
Additionally, the prevalence of ‘ninis’ – young individuals who are neither in education nor employment – a term gotten from “ni estudian ni trabajan”, the Spanish phrase for those who “neither study nor work is a significant concern, with 17% of Spanish youth falling into this category.
The dropout rate impacts the Spanish labor market and economy. Despite students spending more hours in school, and the country having slightly higher levels of university graduates than average, a substantial proportion does not complete secondary education.
Educational results drop after age 10, even though Spanish schools offer more teaching hours than the OECD average.
Spain’s education system, criticized for being outdated and overly focused on rote learning, has undergone recent reforms. However, these reforms have faced criticism for not effectively addressing the challenges. Experts suggest a shift towards hands-on learning and work experience opportunities for students.
These findings highlight the need for Spain to reform its education system to better prepare youth for the job market. This includes addressing both the high dropout rates and the skills mismatch in the labor market. The declining trend of ‘ninis’, from over 20% in 2017 to 17% in 2022, suggests that some efforts are starting to have an impact.
Spain can learn from European countries like Sweden and France, which have successfully tackled similar challenges through targeted educational strategies.
These strategies focus on second-chance education systems, proactive tracking of school dropouts, and incentivizing teachers to work in challenging environments.
In conclusion, Spain’s youth face a daunting challenge, but it is not hopeless yet. A combination of educational reforms, labor market adjustments, and shifts in societal attitudes towards vocational training and education is crucial.
By drawing lessons from European successes and implementing diverse strategies, Spain can transform this crisis into an opportunity for growth and development.
The future of Spain’s youth is pivotal, and the actions taken now will significantly impact the country’s socio-economic landscape. Through collaborative efforts and a commitment to change, there is a path towards a brighter future for Spain’s young population.
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Now that polarization in society is sometimes high, there are few employers who dare to burn their fingers by making political statements. Afraid of commotion on X, or afraid of accusations of ‘wokeism’, ‘greenwashing’ or ‘pinkwashing’, many people prefer to stay away from sensitive conversations. However, a recent American research sheds a different light on the matter, and shows that employers who dare to speak out on politically controversial issues are actually much better positioned in the labour market. It turns out that a 10% salary increase cannot compensate for this.
Speaking out politically is no match for a 10% salary increase
The researchers came to their conclusion by looking at how companies responded to the Supreme Court’s controversial decision in Dobbs vs. Jackson , which reversed the nationwide right to abortion in the US. In their research, titled: We’ve Got You Covered: Employer and Employee Responses to Dobbs v. Jackson, Emily Nix, Pawel Adrjan, Svenja Gudell, Allison Shrivastava, Jason Sockin, and Evan Starr show that companies operating here anticipated and immediately gained appeal on the labour market.
3 billion clicks analyzed
For example, companies that publicly pledged to cover out-of-state travel for their employees to obtain an abortion or related reproductive health care such as miscarriage care reaped the rewards almost immediately, according to an analysis of 3 billion job seeker clicks on job postings and 6,000 jobs. 5 million business reviews on Indeed and Glassdoor, covering nearly 500 companies.
‘Companies that speak out on controversial issues benefit from this in recruitment.’
“While polarizing political views divide friendships and families, some wonder why politics should come into the office,” Nix said. ‘But when companies decide to speak out on controversial social and political issues, there are benefits for staff that are difficult to ignore. Based on our research, we see that companies that made announcements about reproductive care after the Dobbs ruling benefited greatly during their recruitment.”
Women and location
The study found that the gender and location of employees were two important factors. Companies with a higher proportion of women – from the CEO to employees – and companies in predominantly Democratic states were found to be more likely to publicly announce their commitment to covering reproductive care. ‘When we compare the companies that announced this with their counterparts that did not, our research shows that vacancies from companies that announced this receive 8% more interest from potential job seekers.’
‘Companies would need to increase wages by 12% to achieve a similar increase in job seeker interest.’
Particularly in states where the Dobbs ruling led to an immediate abortion ban, this positive jump in hiring can be seen for traditionally more female-dominated positions, the study found. “This result suggests that company policies could be a lifeline for the women most affected by the abortion ban,” Nix said. “These types of announcements have a major impact on attracting new workers: companies would have to increase wages by 12% to achieve a comparable increase in job seeker interest.”
Reflection
Yes, political statements always lead to a backlash, the researchers see. “On Glassdoor, we find an immediate 8% drop in how current and former employees rated senior management and company culture. This decline in satisfaction is particularly pronounced in male-dominated roles such as engineering (the decline in satisfaction is 277% steeper than average) and data scientists (where satisfaction fell 143% more than average).”
‘The average deterioration in job satisfaction could be driven by a vocal minority.’
There has also been a 325% increase in the use of the word ‘ woke ‘ in the cons reported on Glassdoor. “That suggests that some employees do not agree with a “woke policy” in the workplace,” Nix said. ‘We also find evidence that the composition of employees leaving negative reviews changed after Dobbs vs Jackson in a way that suggests this average deterioration in job satisfaction could be driven by a vocal minority.’
Blessing for recruitment
Her conclusion based on the research is that these companies generally benefited from their announcements, ‘at least when it came to their workforce. We find that companies making these announcements increased wages by 4%, likely to offset the dissatisfaction of a vocal minority. But the benefit to recruitment was equal to what could’ve been achieved with a 12% increase in wages. These companies will therefore most likely have greater access to eager future employees without paying a wage premium, an important labour market advantage over their competitors.’
“These companies will most likely have greater access to eager future employees.”
While it will take some time to see whether this increase in hiring translates into long-term gains, Nix says the early results are clear: “It is unknown how each company weighs the economic and moral reasons for getting involved in polarizing issues, but the workforce benefits we document suggest that the companies that announced their support for women’s reproductive rights likely made the right choice. By offering to help women after Dobbs, these companies reaped the rewards in terms of recruitment.”
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McKinsey’s research latest research delves into the often-overlooked population of ethnocultural minorities in continental Europe. The study aims to provide CEOs and business leaders with a comprehensive understanding of the potential, educational backgrounds, and employment experiences of this diverse group. By doing so, McKinsey aims to uncover a strategic avenue for companies to not just bridge talent gaps, but also contribute to empowerment and improved social cohesion. What’s not to like?
Ethnocultural minorities in Europe
The report sheds light on the ethnocultural minority landscape across 11 European countries. The research estimates that ethnocultural minorities represent anywhere from 5 to almost 20 percent of the population, with the mix varying significantly between countries. Surprisingly, the largest ethnocultural minority population across the analysed countries comes from Asia, comprising one-third of the total and dominating countries like Germany and Denmark.
Source: McKinsey
Breaking educational stereotypes
Contrary to common perceptions (or: stereotypes), McKinsey’s research dispels the myth that ethnocultural minorities have lower levels of educational attainment. In fact, tertiary education rates among this group are on par with non-minorities. For instance, in the Netherlands, 31% of the estimated ethnocultural minority population has completed tertiary education, only three percentage points less than their non-minority counterparts. In Denmark, the number of ethnocultural minorities even have a much higher tertiary education rate.
Source: McKinsey
Systemic bias against ethnocultural minorities
And that’s where the real kicker comes in, because it’s really hard to argue against any of the numbers McKinsey puts up. Despite comparable levels of education, ethnocultural minorities are two-and-a-half to three times more likely to be unemployed. And once employed, they are almost twice as likely to be overqualified for their roles. This underscores a significant opportunity for companies to tap into this educated talent pool and address skills gaps.
Despite comparable levels of education, ethnocultural minorities are two-and-a-half to three times more likely to be unemployed.
But that’s not all. The research explores the challenges faced by ethnocultural minorities in the workplace. They are twice as likely to report missing out on advancement opportunities and two-and-a-half times more likely to experience biased behaviours at work.
Triple win?
Despite these challenges, McKinsey says that greater inclusion of ethnocultural minorities could represent a triple win. Firstly, it could foster growth for companies. Secondly, it could support the wider economy, and thirdly: strengthen economic empowerment for individuals and their families.
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Facing a shortage of skilled workers and changing job expectations, Randstad NV, the global staffing leader, is rolling out a new strategy called ‘partner for talent.’ The change, driven by CEO Sander van ‘t Noordende, intends to position Randstad as the go-to firm for fairness and specialized skills.
The job market is evolving due to a shortage of skilled talents, corporations seeking greater talent partnerships, and the advent of digital technology. Van ‘t Noordende proposes a major shift in how talent is sought and handled to adapt to these developments. He said, “The world of work is being transformed by three fundamental trends:
Trend 1: structural talent scarcity and changing talent expectations,
Trend 2: clients seeking deeper partnerships to manage their talent needs, and
Trend 3: the deployment of digital technologies, including AI in the workplace.”
Randstad’s new plan focuses on four particular areas: Operational Talent Solutions, Professional Talent Solutions, Digital Talent Solutions, and Enterprise Talent Solutions. This way, both workers and companies get the specific support they need for their industries.
Randstad’s simple aim is to build a reputation for possessing the right skills for today’s jobs and managing talent expectations to enhance retention.
The strategy includes five key parts: growing through specialization, ensuring fair treatment of talent, delivering excellent service, improving technology, and having the best team.
Specialization and Growth
Randstad’s journey begins with a focus on specialization and growth. Their focus extends to high-growth fields: engineering, finance, healthcare, and information technology. Their goal is to stand out and meet client and talent demands effectively. To achieve this, the company plans skill expansion through services like workforce advising, coaching, and skilling. This growth strategy will unfold organically and through the Randstad Talent Platform. The aim is to ensure it stays at the forefront of talent solutions.
Finding the Best Team (Talent Sourcing)
Randstad isn’t just about finding jobs and talent; it’s about having the best team to make it all happen. The company believes it has crafted a unique culture and strong values that draw in top talent in the market. They now aim to find and retain top talents while offering equitable opportunities to the talents. Upgrading IT capabilities and digital solutions on the Randstad Talent platform becomes crucial for making it happen for both talent and clients
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The report advocates for clarity in job postings, highlighting its benefits and growth opportunities, and endorses a skills-first approach, moving beyond traditional educational and work history requirements. By recommending a streamlined application process, it aligns with the current preferences of job seekers, marking a shift towards more responsive and candidate-focused recruitment practices.
7 key-insights based on the Applicant Expectations Report
The vital role of job postings: Clear, engaging first impression
Job postings are vital in recruitment, serving as the first interaction between employers and candidates. The “Applicant Expectations Report” highlights the importance of clear, detailed information about salary, benefits, and professional development in these postings
Benefits and perks are the top priority for 56% of job seekers, while 46% prioritize compensation, indicating a preference for a comprehensive job package.
Remote or flexible work options matter to 45% of job seekers, with workplace location important for 39%. Elements like company reputation, brand, culture, and employee testimonials also influence candidate attraction. Employers can improve their job postings by tailoring them to showcase strengths like innovative work environments or commitment to employee growth, enhancing the quality of their applicant pool and ensuring alignment with candidate expectations.
Skills-first hiring: Embracing diverse talents
The skills-first hiring approach is a significant shift in recruitment practices, focusing on candidates’ skills and abilities over traditional educational and professional qualifications. This approach, as discussed in McKinsey’s report on building the future workforce, diverges from conventional hiring that emphasizes degrees and formal experience, benefiting both candidates and recruiters.As seen in scenarios where a self-taught graphic designer with a robust portfolio might be preferred over someone with a formal degree but less practical experience. This emphasis on skills rather than just credentials aligns more closely with specific job requirements, expanding the talent pool and improving both job satisfaction and performance.
Streamlining the application process: Efficient and user-friendly
The importance of streamlining the recruitment application process lies in its ability to attract a diverse range of candidates and facilitate an efficient hiring cycle. Notably, 46% of job seekers are put off by long application processes, and 39% find the requirement to create an account unnecessary. In response, it’s beneficial for employers to implement a more user-friendly and efficient approach. A practical solution is the integration of application forms with professional networking platforms, such as LinkedIn, which helps reduce repetitive data entry.
React within 24 Hours! Swift communication in recruitment
Reacting swiftly within 24 hours is crucial in the recruitment process, as emphasized in the report. Candidates now expect timely responses, ideally within a day of applying. To meet these rapid response expectations, it’s recommended to employ automated communication systems.These systems can efficiently acknowledge the receipt of applications and provide ongoing status updates.
This commitment to quick communication is more than just a strategic move; it demonstrates a company’s dedication to keeping pace with evolving candidate expectations.
Personalized post-application interaction: Making connections count
Post-application interaction is vital, emphasizing the value of personalized engagement. Candidates appreciate a personal touch, such as a phone interview, which goes beyond the impersonality of emails or automated messages. Personalized interactions can increase candidate engagement, fostering a connection between the candidate and the organization.In a competitive job market, personalized post-application interactions can serve as a key differentiator, enhancing the employer brand and attracting top talent.
Courtesy and responsiveness: Building a strong employer brand
The report advocates for responding to every applicant, even with a concise message about their application status. This level of responsiveness demonstrates transparency and acknowledges the value of each candidate’s contribution to the recruitment process.Beyond individual candidates, responsive and courteous communication strengthens the employer brand. Candidates who receive thoughtful communication, even in the face of unfavourable outcomes, are more likely to share positive experiences.
Embracing technological adaptations: Keeping pace with digital trends
Embracing technological adaptations in recruitment is essential to stay aligned with digital trends and cater to modern job seekers’ preferences. This involves integrating advancements like text recruiting and automated interview scheduling.
Jibe’s infographics reveal that 86% of smartphone users would use their device for job searching, with 65% looking for positions and 55% wanting job alerts. Additionally, 47% would apply to jobs, and 45% would track their application status on mobile.
The benefits of mobile applications include convenience and immediacy, but challenges include non-optimized career sites and difficulty managing multiple tasks. Adopting these technologies positions a company as forward-thinking and attuned to the needs of tech-savvy candidates.
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This expansive report paints a vivid picture of student experiences across diverse countries, indicating the differences and unique attributes of European higher education.
The uplift in studentsatisfaction reflects the concerted efforts of institutions to evolve and adapt to the changing needs and expectations of their student bodies.
Moreover, the study explores various aspects of the student experience, ranging from the admissions process to student-teacher interactions, and from online classroom experiences to overall student life quality. Each of these facets contributes to a comprehensive understanding of what makes European universities stand out in the eyes of their students.
High satisfaction leads to career readiness
Beyond mere numbers, the report’s findings offers a glimpse into the broader implications of student satisfaction, particularly its impact on future employment prospects. Students who express high satisfaction with their university experience tend to feel more prepared for the workplace, equipped with relevant skills and knowledge.
This correlation between academic satisfaction and career readiness highlights the importance of nurturing a holistic educational environment that not only imparts academic knowledge but also fosters personal and professional development.
Satisfaction leads to employment
A study byEmerald on Exploring student satisfaction and future employment intentions, investigated the relationship between student satisfaction and future employment intentions. The findings suggest that student satisfaction is closely tied to their perception of career expectations and academic success. Students who are satisfied with their university experience feel more prepared for the workplace and are more satisfied with the skills and knowledge they have developed.
This implies that high levels of student satisfaction can lead to better preparedness for employment and potentially better job prospects.
This happiness comes from various university offerings, like:
Career Readiness Programs: Universities with strong internship programs or career services lead to students feeling more prepared for the job market.
Skill Development: Hands-on learning and skill-based courses increase student satisfaction and job readiness.
Mentorship and Networking: Opportunities to interact with industry professionals during studies make students feel more prepared for employment.
Feedback and Improvement: When universities act on student feedback to improve courses, students feel more aligned with their education and ready for real-world challenges.
Personal Development: Programs focusing on personal growth, like leadership and communication skills, increase student satisfaction and employability.
Global overview
Globally, students exhibit a high degree of satisfaction with their educational experiences, with an average satisfaction rating of 4.21 out of 5.
This positive trend is evident across diverse categories such as Admission Processes, Student-Teacher Interaction, Student Diversity, Quality of Student Life, Online Classroom Experience, and Career Development. The improvement in the Online Classroom Experience, from 3.70 in 2021 to 3.86 in 2023, highlights the adaptability and resilience of educational institutions in the face of changing learning environments.
Excelling in student satisfaction: A spotlight on European universities’ achievements and progress
In the context of student satisfaction, European universities stand out for their high levels of student contentment, as shown in the figure below. Hungary is at the forefront with a notable average satisfaction score of 4.39, setting a benchmark for other nations. Close behind are Germany, Portugal, Spain, and Italy, all showcasing robust educational frameworks that resonate positively with students.
Portugal deserves special mention for its remarkable progress in enhancing student satisfaction, evidenced by a significant 0.28 point increase since 2021. This improvement underscores the efforts made by Portuguese universities to adapt and respond to student needs and expectations, which likely includes improved teaching methodologies, enhanced campus facilities, and stronger support systems.
Such advancements in European universities not only reflect a commitment to academic excellence but also demonstrate an understanding of the broader needs of students, ensuring a well-rounded and fulfilling educational experience.
Shaping the future: How Europe’s high student satisfaction influences education, policy, and economy
Education in Europe is experiencing a significant shift, driven by high levels of student satisfaction in its universities. This trend is not just a metric of academic success but a powerful catalyst for broader socio-economic and policy-related changes.
High satisfaction rates among students in European universities are shaping the future of education, influencing policy decisions, and impacting the economy in profound ways.
These are some of the key areas where this trend is making a difference:
Attracting International Students: These high satisfaction scores can make European universities more attractive to international students, enhancing cultural diversity and academic exchange.
Educational Investment: The satisfaction ratings reflect the success of investments in higher education. This can encourage further investment in educational infrastructure and technology.
Competitive Edge: High student satisfaction can give European universities a competitive edge in the global education market, potentially influencing global rankings and reputation.
Policy Implications: These results can guide policymakers in Europe to understand what works in higher education and where further improvements can be made.
Economic Impact: Satisfied graduates are likely to contribute positively to the economy, either by entering the European workforce or by fostering international relations if they return to their home countries.
Research and Innovation: A satisfied and well-educated student population can drive research and innovation, further cementing Europe’s position as a leader in various scientific and technological fields.
Social Cohesion: The focus on student diversity and inclusion in European universities can promote social cohesion and understanding within the continent.
Comparative Analysis:
In comparison to the global average, the United States emerged as the only country among the top four study abroad destinations (including the UK, Australia, and Canada) to rate above the global average in student satisfaction. This contrast highlights the competitive nature of international education and the varying performances of different countries in meeting student expectations.
University-Level achievements:
Looking closer, specific universities have excelled in various aspects of student satisfaction according toTimes Higher Education Report. TheUniversity of Navarra in Spaintopped the list for overall student satisfaction, whileDublin City University in Ireland excelled in career development.Semmelweis University in Hungary was recognized for its outstanding quality of student life. These accolades point to the excellence of individual institutions in catering to the diverse needs of their student bodies.
Advancements in university education: Key areas of progress and improvement
In recent years, universities across the globe have been at the forefront of an educational revolution, adapting and evolving to meet the diverse and dynamic needs of the modern student population. This transformation has been marked by several key trends and developments, each playing a crucial role in reshaping the landscape of higher education. Below, we delve into these significant areas of progress and improvement:
Streamlined Digital Admissions: The university application process has been transformed by digital technology. Prospective students can now enjoy a hassle-free experience with user-friendly online application systems. These platforms offer rapid response times and clear guidelines, significantly simplifying the admission process.
Improved Student-Teacher Interaction: The classroom dynamic has evolved considerably. Smaller class sizes and a focus on personalized teaching have fostered deeper connections between students and educators. This approach enhances the learning experience, making it more interactive and individual-focused.
Embracing Cultural Diversity: Universities have become vibrant centers of cultural diversity. They actively foster inclusivity and celebrate multiculturalism, bringing together students from diverse backgrounds. This environment enriches the educational experience by offering a global perspective within the campus community.
Enriched Student Life Experience: Beyond academic pursuits, university life now offers a more holistic experience. A broad array of extracurricular activities, coupled with strong support services such as mental health counseling and academic guidance, contributes to a well-rounded and supportive student environment.
Advancements in Online Learning: The realm of online education has seen substantial improvements. The quality and effectiveness of online courses have increased, as indicated by the rise in student satisfaction ratings. This progress reflects the successful integration of advanced technologies and innovative teaching methodologies in online education.
Career Development Opportunities: Universities are placing a greater emphasis on career preparation. Services like career counseling, internship programs, job fairs, and networking events are readily available, providing students with valuable resources and opportunities to kickstart their professional journeys.
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