ISSUE 11 2016 GLOBAL INSIGHT FOR EXPERTS INTHE WORLD OF WORK

BOOST THE BOTTOM LINE WITH AN INCLUSIVE WORKFORCE CAN EXPANDING HOLD THEIR START-UPS ON TO CULTURE? CAN TECHNOLOGY IMPROVE PRODUCTIVITY? PRODUCTIVITY? IMPROVE TECHNOLOGY CAN SMARTER CITIES: THOUGHT: OF DIVERSITY GROWING PAINS: NEXT GENERATION HIRING COMPLIANCE: HITS REGULATION INCREASED BEING HUMAN MEAN NEW OPPORTUNITIES COULD AUTOMATION HOW

HAYS JOURNAL ISSUE 11 01/04/2016 17:18

gender-diversity.haysplc.com To view the report online, online, the report view To visit gender-diversity.haysplc.com Our second annual Global Gender Diversity Report Diversity annual Global Gender Our second and men 11,500 women over from includes responses on say had to they Find out what 25 countries. across world in the gender diversity impact that areas key five career equal pay, ambition, self-promotion, of work: policies. opportunities and gender diversity The business benefits of harnessing workplace workplace benefits of harnessing business The better It ensures and tangible. proven are diversity and innovation increased and retention, attraction a Making gender diversity productivity. improved financial improve organisation will help your priority and fulfil its potential. performance

The Hays Global Gender Diversity Report 2016 2016 Report Global Gender Diversity Hays The BUSINESS BENEFITS BUSINESS HOW YOUR YOUR HOW DIVERSITY DIVERSITY THE POWER OF POWER THE

© Copyright Hays plc 2016. HAYS, the Corporate and Sector H devices, Recruiting experts worldwide, the HAYS Recruiting experts worldwide logo and Powering the World of Work are trade marks of Hays plc. marks of Hays trade are of Work the World logo and Powering worldwide experts Recruiting the HAYS worldwide, experts Recruiting H devices, and Sector the Corporate HAYS, plc 2016. Hays © Copyright PLC-15150 reserved. are All rights countries. in many registration by original designs protected are H devices and Sector Corporate The PLC-15150 Gender Diversity Press ad - HJ11 240x185.indd 1 H AY S CONTENTS JOURNAL

IT SEEMS THAT every day new stories emerge on the threat automation poses to jobs. The rise of the machines in the workplace has undoubtedly begun, and while the CONTRIBUTORS THE MORAL REASONS FOR A DIVERSE MEET GINA QIAO, HOW CAN START-UPS WORKFORCE ARE CLEAR; WHAT ARE LENOVO’S SENIOR VICE PRESIDENT, BALANCE AN INFORMAL dissolution of some roles may have been on the cards for some time, now even lawyers Alison Coleman writes for 18 26 48 THE BUSINESS ADVANTAGES? HUMAN RESOURCES CULTURE WITH GROWTH? and doctors can see parts of their work taken on by robots. But with new technology also titles including the Financial comes opportunity. Our article on page 10 explores why it’s important to remember the Times, Director and Employee power of the human touch. Benefits And it is not just professions that are facing transformation thanks to new technologies. The cities in which organisations are based are evolving too. Hyper-fast David Howell is a regular 04 TOP STORIES 26 LEADERSHIP 45 REGIONAL SNAPSHOT broadband, intelligent buildings and smart infrastructure can all be used to benefit contributor to Making Money A digest of the world of work, including Progressive moves A challenging renaissance businesses. On page 34, we look at some of the locations offering top technology and the Magazine, TechRadar, and The Uber’s new coder recruitment Gina Qiao, Senior Vice President, As the recruitment market in France firms putting it to good use. Guardian campaign; how misinformed parents Human Resources of Lenovo, proves continues to recover, some industries While it continues to evolve at a rate of knots, the talent needed to satisfy the could be harming apprenticeships; and there is no need to take a linear path to still face hiring difficulties Rima Evans is a former Editor advances in technology is so far falling short. Businesses that need staff with science, how long hours could be increasing the of People Management and a senior HR career technology, engineering and mathematics (STEM) skills are struggling to find the people risk of heart disease Recruitment Matters 48 TRICKS OF THE TRADE they so desperately need. Could earlier attraction to these industries be the answer? 31 INSIDE TRACK Growing pains Some organisations are now working with primary school-aged children, in the hope of Nick Martindale writes for 10 FOCUS Global gender equality, Asia’s How can start-ups balance growth with instilling an interest in STEM subjects much earlier. Our article on page 39 looks at some titles including The Times, The Being human recruitment challenges and the agile keeping the culture that set them apart of the schemes being offered. Telegraph and Economia With increasingly advanced technology career paths of Australian HR Directors in the first place? A limited talent pool is not the only area of recruitment that is challenging businesses in the workplace, are we in danger of in these sectors. Many are finding it difficult to attract a diverse range of candidates. losing the human touch? 34 ANALYSIS 50 LAST WORD Hays Journal is published on Yet even if they manage to solve this problem, simply having an inclusive and varied Smarter cities Henrique Gonzalez, HR Director of the behalf of Hays by Wardour. workforce is not enough. Organisations must also empower staff to use the different 16 STATISTICAL SNAPSHOT Which technologies are making cities Rio Olympic and Paralympic Games, skills, experiences and knowledge they possess. On page 18, we consider how businesses www.wardour.co.uk Businesses face a potential brain drain if around the world smarter and how are explains why staff and volunteers are so Managing Editor can boost their bottom line by utilising the diversity of thought on offer. Gareth Francis they fail to boost loyalty amongst their organisations taking advantage of them? engaged with the Games Art Director The banking industry has long struggled to improve representation of women and Daniel Coupe Millennial workforce minorities. Progress is being made, but since the financial crisis a new challenge has also Account Manager Coralie Fernando 39 RISING TO THE CHALLENGE emerged. New legislation and increasing regulation have led to a veritable minefield of Account Director David Poulton 18 THE BIG IDEA Early days CONTACT US compliance. On page 42 we explore how looking in new talent pools could be the answer. Diversity of thought Could earlier engagement with school To contribute, provide feedback Changing function is nothing new to Gina Qiao, Senior Vice President of Human © Copyright Hays plc 2016. HAYS, the Corporate How can organisations use the benefits children help bridge the talent gap that or comment on any of the articles and Sector H devices, Recruiting experts Resources at Chinese multinational technology firm Lenovo. Joining the company as a worldwide, the HAYS Recruiting experts of a diverse workforce to boost their science, technology, engineering and in this publication, please email secretary in 1990, she has progressed through roles in marketing and sales in addition to worldwide logo and Powering the World of bottom line? mathematics-reliant industries face? [email protected] or join our a variety of HR positions. She discusses her non-linear career on page 26. Work are trademarks of Hays plc. The Corporate HR Insights with Hays group on and Sector H devices are original designs protected by registration in many countries. 24 OPINION 42 IN THE WORKPLACE LinkedIn. All rights are reserved. The reproduction or Give staff a purpose Next generation compliance ALISTAIR COX, CEO, HAYS transmission of all or part of this work, whether Wendy Murphy, EMEA HR Director, How can organisations in the world For the latest views on the by photocopying or storing in any medium by electronic means or otherwise, without the LinkedIn explains the advantages of a of finance respond ot the increasing world of work, read our written permission of the owner, is restricted. The purpose-led culture demands of regulation? corporate blog, Viewpoint, at commission of any unauthorised act in relation to social.hays.com the work may result in civil and/or criminal action.

COVER IMAGE: GETTY IMAGES Back issues of the Hays Journal are available on request to [email protected] GETTY IMAGES, FANG YIFEI

2 HAYS JOURNAL ISSUE 11 HAYS JOURNAL ISSUE 11 3 TOP STORIES

TOP STORIES UK BUSINESSES FAIL TO MEET STAFF What’s changing in the world of work? CAREER PROGRESSION HOPES

A THIRD OF UK workers say their career progression has so far failed to meet their expectations, according to the PICTURES OF PLANTS ARE ENOUGH TO Chartered Institute of Personnel and MAKE EMPLOYEES FEEL CALMER Development’s (CIPD) employee outlook survey; Focus on Skills and Careers. MANY STAFF KEEP a pot plant in The report found that of those the office to improve their feeling of whose careers have not lived up to wellbeing, yet a new study has found their hopes, over a quarter (26 per simply having a picture of greenery cent) identified poor-quality career could be enough to lower stress levels. advice and guidance at school as a The study, published In the Journal key factor to blame, with 29 per cent of Environmental Research and Public saying they are in the wrong career Health, found that even images of so cannot show their strengths or sparse vegetation lowered stress potential. The most common workplace levels and heart rates. factor behind career disappointment Researchers from VU University is poor line management, cited by four Medical Center in the Netherlands in ten (39 per cent) employees whose used a group of 46 students and career has failed to meet expectations, compared how they reacted to FIVE MINUTES followed by a lack of effective training induced stress before and after “OF VIEWING programmes (34 per cent) and looking at images of plants, or of negative office politics (34 per cent). urban landscapes. URBAN GREEN Ben Willmott, Head of Public Policy “For many, this problem is then “This study indicates that five SPACE CAN at the CIPD, commented: “Poor careers compounded when they do enter minutes of viewing urban green space SUPPORT advice and guidance is holding back too the labour market by poor line 26% can support recovery from stress as RECOVERY many people at the start of their working management and a lack of effective SAY POOR ADVICE HAS shown in enhanced parasympathetic FROM STRESS lives and contributing to the increasing training, meaning their skills are often AFFECTED CAREER activity,” the report concluded. ” gap between the jobs that people end left unidentified and under-developed. PROGRESSION “These findings strengthen and up in versus the skills that they have. Good line managers coach and deepen the growing evidence base for This skills mismatch undermines job develop people, and identify and help health benefits of green space in the satisfaction, employee engagement and build on their strengths so they can living environment.” ultimately productivity. reach their potential.”

THINGS YOU SHOULD KNOW… BANKS SHOULD LINK I DON’T LOOK BONUSES TO DIVERSITY “AT WORK AS UBER LAUNCHES CODING If they score highly enough, the app Bonuses for banking executives should be explicitly tied WORK AND GAME TO RECRUIT will offer to send more information to diversity targets, according to a new report. PROGRAMMERS on jobs at Uber. The study of the UK financial services sector, led by PLAY AS PLAY; Taxi app business Uber has A company spokesperson said: Virgin Money CEO Jayne-Anne Gadhia, showed TO ME THEY launched a new game to scout for “We are always looking for new that in 2015, women made up only 14 per cent of ARE THE SAME potential new talent to join the firm. ways to reach potential candidates.” Executive Committees. THING Users can access a series of Gadhia explained: “Too few women get to the ” ‘Code on the Road’ challenges top and this is not just about childcare. Women RICHARD BRANSON, if riding in areas with a heavy are leaving because the culture isn’t right. It’s very FOUNDER, VIRGIN technology talent presence. encouraging that a number of major financial GROUP, SPEAKS They will be given three coding services companies have already agreed to ABOUT WORK-LIFE problems, each with a 60-second £15.4 million implement our recommendations. BALANCE countdown. Users will then be AMOUNT SPENT BY CHINESE BEAUTY FIRM “As a result, the issue will now be addressed in a scored based on their answers and AURANCE GROUP TO TAKE 6,000 EMPLOYEES way the City recognises. Make it public, measure it

the time it takes them to respond. ON HOLIDAY and report on it. What gets published gets done.” GETTY IMAGES

4 HAYS JOURNAL ISSUE 11 HAYS JOURNAL ISSUE 11 5 TOP STORIES

53% OF AUSTRALIA’S IT TALENT COMING FROM OUTSIDE SECTOR

AUSTRALIA IS NOW recruiting more than half of its IT professionals from outside the technology sector, new research indicates. The report, published by Deloitte Access Economics, the Australian Computer Society (ASC) and LinkedIn, found that of 628,000 IT looked at changes in workplace policy workers in the country, 53 per cent 695,000 (such as the instigation of walking were coming from other industries THE NUMBER OF IT WORKERS breaks), seven evaluated information and including professional services, public EXPECTED TO BE EMPLOYED IN counselling interventions and one looked administration and financial services. AUSTRALIA BY 2020 at a combination of physical changes and ACS president Anthony Wong information provision. said: “A clear message from the The report found that while there is report is that our economy now some evidence that sit-stand desks can needs IT specialists with creativity, decrease workplace sitting by up to two entrepreneurship and strategic hours per day in the short and medium business skills whilst non-IT workers term, the data is low- to very-low-quality. increasingly require a base level of Furthermore, it added that the benefits digital competency.” STANDING DESK HEALTH were unproven over a longer timeline. The country is also seeing a shift in IMPROVEMENTS LACK EVIDENCE “There is no evidence on the effects the skills needed in the sector, with in the long term. There were no non-technical areas of expertise, STANDING DESKS HAVE become and found that workplace interventions, considerable or inconsistent effects of such as project management and something of a trend in recent years. such as sit-stand desks, have not yet been other interventions such as changing leadership, now making up six of the The improvements to posture as well as shown to significantly prevent or reverse work organisation or information and top ten required by firms. blood circulation have long been lauded the harm of sitting for hours. counselling,” it concluded. Strong growth is forecast in the by upright aficionados. However, a new In fact, not even treadmill or pedalling “There is a need for cluster- digital economy, estimated to review of studies suggests the benefits of desks have been demonstrated to randomised trials with a sufficient hit AUD139 billion by 2020, an businesses providing them are still very greatly impact the number of calories sample size and long-term follow increase of 75 per cent since 2014. much unproven. burned by staff. up to determine the effectiveness of IT employment is predicted to grow The Cochrane Database of Systematic Nine studies evaluated physical different types of interventions to at two per cent annually, to 695,000 Reviews analysed 20 studies, containing changes in the workplace (such as the reduce objectively measured sitting workers by 2020. data from a total of 2,174 participants introduction of sit-stand desks), four time at work.”

PARENTAL MISCONCEPTIONS US FALLS BEHIND EUROPE “TAKING THE TIME TO HARMING APPRENTICESHIPS FOR EMPLOYEE BENEFITS RECOGNISE, UNDERSTAND PARENTS LACKING KNOWLEDGE THE US IS falling behind Europe for benefits AND APPRECIATE WHAT of apprenticeships could be acting as a 8% offered to employees according to a study THE PEOPLE AROUND YOU barrier to students considering them as OF PARENTS WERE from Glassdoor Economic Research. an option. CONFIDENT IN THEIR Ranked against 14 European countries, the HAVE TO SAY WILL MEAN The Barclays Apprenticeships study KNOWLEDGE OF US was rated the least generous nation THE DIFFERENCE BETWEEN of 1,000 university students found that APPRENTICESHIPS for sick pay, annual leave, public holidays, SUCCESS AND FAILURE 42 per cent said their parents were their paternity-related entitlements and ” key influencer when making decisions on maternity-related entitlements. MEG WHITMAN, CEO, HEWLETT further education and work. Mike Thompson, Head of Dr Andrew Chamberlain, Glassdoor Chief PACKARD ENTERPRISE, DISCUSSES Yet of the 1,000 parents also surveyed, Apprenticeships at Barclays, said: Economist, said: “Social policy across Europe THE IMPORTANCE OF LISTENING only eight per cent were confident in “Apprenticeships are continually evolving generally results in far more generous benefits their knowledge of apprenticeships, and there is a need for re-education on than what is typical in the US. Providing benefits while 65 per cent believed university was the benefits they offer – to people of all and other workplace entitlements is a complex the best option for their child. ages and experience.” responsibility for governments and businesses.”

6 HAYS JOURNAL ISSUE 11 HAYS JOURNAL ISSUE 11 7 TOP STORIES THROUGH THE LENS

LONG OFFICE HOURS MAY INCREASE RISK OF HEART DISEASE 53,800 EMPLOYEES PULLING LONG The number of construction jobs hours at the office could be increasing created in California between the risk of contracting heart disease, a February 2015 and February 2016. new study suggests. According to the Associated General The findings, published in the March Contractors of America, construction edition of the Journal of Occupational employment increased in 43 states and Environmental Medicine, suggest and the District of Columbia. that the chances of full-time workers getting a cardiovascular disease (CVD) increase by one per cent for every additional hour worked a week, over a minimum of ten years. The long-term study of 1,900 full- 81% and part-time workers found that 43 OF THE CEOS SURVEYED, SAY per cent had been diagnosed with a THEIR ORGANISATIONS ARE CVD-related problem such as angina, NOW LOOKING FOR A MUCH high blood pressure or coronary heart BROADER RANGE OF SKILLS disease. RISKING HEALTH:THAN IN THE PAST. Full-time workers were five per cent EMPLOYEES WORKING more likely to suffer from a CVD illness 55 HOURS A WEEK ARE 16 PER CENT MORE AT than part-time staff and those who had RISK OF CVD been diagnosed worked an average of 1.5 hours a week more than those who did not. “This study provides specific evidence Beginning at 46 hours, increasing on long work hours and an increase [in] work hours were progressively the risk of CVD, thereby providing a associated with a higher risk of CVD. foundation for CVD prevention efforts 5% Compared to people who averaged 45 focused on work schedule practices, FULL-TIME WORKERS hours per week for ten years or longer, which may reduce the risk of CVD for WERE FIVE PER CENT overall CVD risk was increased by 16 per millions of working Americans,” said MORE LIKELY TO GET cent for those who worked 55 hours per study author Sadie Conway, of the CARDIOVASCULAR week and by 35 per cent for those who University of Texas Health Science DISEASE THAN worked 60 hours per week. Center, Houston. PART-TIME STAFF

BIG LAYOFFS IN CHINA CHINA AIMS TO lay off up to 1.8 million coal and steel industry workers over the next three years, according to sources close to the country’s leadership. Yin Weimin, Minister for Human Resources and Social Security, revealed that 1.3 million coal sector workers could be laid off with a further 500,000 steel sector jobs under threat. “This involves the resettlement of a total of 1.8 million workers. This task will be very 1.8 million difficult, but we are still very confident,” THE NUMBER OF COAL AND STEEL he said. INDUSTRY JOBS CHINA AIMS TO CUT The two industries employ around 12 million OVER THE NEXT THREE YEARS according to the National Bureau of Statistics. GALLERY STOCK GALLERY

8 HAYS JOURNAL ISSUE 11 HAYS JOURNAL ISSUE 11 9 FOCUS — BEING HUMAN

EVER SINCE THE days of the Industrial Revolution “Certain sectors, such as manufacturing, are more and the time of the Luddites, humans have strived to susceptible to automation than others,” says Steve BEING find a balance between the benefits of modern Hearsum, a Development Consultant at Roffey Park. machinery and the need – or desire – for human “It’s happening already with the advance of self- involvement in tasks and production. checkouts in supermarkets, self-check-ins at airports The seemingly relentless march of technology, and machines replacing librarians. Next in line are then, is nothing new, but it is undeniably gathering swathes of knowledge workers and professionals HUMAN pace. The economist John Maynard Keynes even (such as engineers, doctors or accountants) who, spotted the issue as far back as the 1930s, talking until now, have seen themselves as safe. about the risk of ‘technological unemployment’ as “For example, finance functions are likely to see WITH INCREASINGLY ADVANCED TECHNOLOGY technology outpaced human capability to perform their numbers reduced as ever more tasks can be IN THE WORKPLACE, ARE WE IN DANGER OF routine manual work. Robots are now common taken on by algorithms. HR is not immune either; LOSING THE HUMAN TOUCH? in factories; decisions are made in record time as workforce demographics change, highly skilled through the use of big data – much of it trawled knowledge workers sell their skills to different from social media; tasks that would previously have employers, and supporting functions can be been performed by humans are now undertaken by outsourced, they will simply have a lot less to do, software programmes; and the emergence of 3D so not as many will be needed.” printing presents the possibility of bypassing shops and manufacturing plants altogether, allowing the CHANGING THE GAME fabrication of parts and products at home or in This is already having an impact on jobs, and in the workplace. some cases, even entire industries. “In the last Moshe Vardi, Professor in Computational ten years, technology has enabled organisations Engineering at Rice University in the US, recently to solve problems or deliver products that have forecast that robots will have taken over most jobs resulted in lots of people losing out because you in just 30 years’ time, leading to unemployment can do more with less,” says Dr Tom Hoyland, a rates of 50 per cent. Similarly, a report by Deloitte lecturer in Organisational Behaviour and HR at Hull and the University of Oxford in the UK warned that University Business School. He gives the example 10 million jobs would be lost to computers or robots of multinational retailer Blockbuster, which had in the next two decades. more than 80,000 employees, but was effectively

STRIKING THE RIGHT BALANCE As one of the world’s leading means the ability to think on your trustworthiness,” says Jeffery. software businesses, German feet, to move fast and to create “Those skills will never be lost; organisation SAP constantly technology that can be accessed technology is the enabler, but has to adjust its own workforce anywhere, at any time.” This people still need to be able to requirements to ensure it is doesn’t just impact on the create it and help drive it.” able to cope with the latest company’s team of developers Jeffery has also been able to technical developments – and either; sales staff need to make good use of technology in HR plays an important role in understand the solutions the his own role, by developing a making this happen. business offers too, he adds. series of online assessments to “We’re currently going through Alongside this, however, the help identify graduate recruits. a huge transition across SAP as business also needs to ensure its “We now apply this to all our we move to the cloud, so having staff have the right softer skills. sales graduate hiring, and have cloud-enabled skills is critical,” “We need people on the ground found that we are attracting says Matthew Jeffery, VP and who are very personable and have and recruiting graduates from Head of Global Sourcing and all those traditional skills such as universities that we would never Employment Branding. “That communication, presentation and have considered before,” he says. GETTY

10 HAYS JOURNAL ISSUE 11 HAYS JOURNAL ISSUE 11 11 FOCUS — BEING HUMAN

replaced – along with others in the sector – by traditional power networks and access to funding to Netflix, which employs significantly fewer people. EVERY PERSON’S start businesses that have gone on to be incredibly He even believes his own discipline could be affected “ successful,” he says. “So this will create great by the development of a new computer by MIT, JOB IS LIKELY TO BE opportunities for people too.” which is capable of producing academic journals. Nowhere is this felt more, though, than in CHANGED BY AT LEAST TIME TO TRAIN manufacturing. Leslie Willcocks is Professor of 25 PER CENT OVER THE HR will have an important role to play in helping Technology, Work and Globalisation at the London businesses make this transition. According to School of Economics and Political Science (LSE), NEXT DECADE Roffey Park’sManagement Agenda 2016 research, and co-author of Service Automation: Robots and — LESLIE WILLCOCKS, LSE ” 59 per cent of organisations are currently looking The Future of Work. A recent focus for him and his to implement new technology, and the challenge co-researcher, Mary Lacity, has been the use of is to make sure this is done in a way that works for robotic process automation (RPA), which the two the health of the machine, so we can anticipate the business as a whole. “The danger is that new expect to see a significant take-up of in 2016. when maintenance needs to be done,” he says. “All technology is seen as the emperor’s new clothes “RPA involves configuring software robots of those things rely on data and processing, and of 2016 because, without changing the culture and to carry out standardised, routine tasks using being able to adapt how we run the business and behaviours that exist, it will be merely a fad that fails structured data that, quite frankly, human beings machines. That’s where the big opportunities are in to have the desired impact,” says Hearsum. “The really do not like doing and are not best suited to front of us.” consistent refrain I hear from digital leaders through perform,” he says. “The software is now mature to those in HR, learning and development and enough to be easily and cheaply adopted, it is non- ADAPTING TO CHANGE organisational development is that the challenges invasive in that it only addresses the presentation While the advances will mean some roles are no of technology, while real in technical terms, are layer of the organisation’s IT system, and it needs no longer necessary, they do offer a fantastic chance to infinitely more complex and demanding when it great special technical skill from staff to configure, create new or adapted professions. In the face of the comes to designing and developing organisations run and manage.” One business he has come across growing use of technology, businesses and the world that are fit for purpose in terms of culture and already uses RPA to run 35 per cent of its back office of work are adapting to the evolving environment. behaviour, not least at senior leadership levels.” processes, he adds. Willcocks points out that studies forecasting Professor Valérie Claude-Gaudillat, Director of the Computer systems have even been applied huge job culls tend to overlook the potential for new Institute for Innovation, Design and Entrepreneurship to professions that many thought unlikely to be roles to be created. “Certainly our work suggests at Audencia Business School in France, says HR has automated. IBM’s Watson is capable of reading every person’s job is likely to be changed by at least a number of roles in ensuring a smooth transition, 40 million documents in 15 seconds. It is capable of 25 per cent over the next decade, as technology including empowering workers and developing skills analysing information extremely quickly to answer increasingly permeates task performance,” he says. to meet new industry requirements. “This means questions put to it, even winning US TV game show “But the forward-casting studies we have done developing technology- and sector-specific skills, but Jeopardy. The platform is now being applied to with corporations suggest that for every 20 jobs also more transversal skills, such as communication, medical diagnostics with oncologists in America lost from the combined impact of technologies critical thinking and creativity,” she says. “Companies using it to recommend treatments for lung cancer. such as SMAC (social media, mobile, analytics and should build on the skillsets of their long-term Professor Carl Perrin, Director of the Institute cloud), digital fabrication, Internet of Things, big employees by allowing them to keep up with the for Advanced Manufacturing and Engineering, data, knowledge automation and robotics, another pace of new technologies.” Mixing teams of older and says the real change is in the use of big data and 13 will be gained,” he says. Two areas in particular younger workers to share knowledge can help ensure how machines connect together. “It affects the will require significant numbers of people as a direct everyone understands new ways of working, and no whole supply chain, in terms of customers giving result of new technology in the fields of big data one gets left behind, she adds. an indication around when they want the product, itself and the regulation that will emerge around it. In some environments, HR should look to through to planning and scheduling. This tells the Hoyland also predicts that there will be winners, retrain people who may otherwise find their jobs machine what product is coming through, which pointing to the emergence of a whole generation displaced by technology, believes Perrin. “There’s allows rapid configuration of tooling. of internet companies as an example of how no reason why someone who has been in the This in turn enables the extraction of data from technology can change, rather than destroy, the jobs business for many years doing a manual job – such the manufacturing process itself to understand environment. “It enabled people who didn’t have the as a press operator – couldn’t retrain and be

12 HAYS JOURNAL ISSUE 11 HAYS JOURNAL ISSUE 11 13 FOCUS — BEING HUMAN

“There is a trend now to recognise the benefits of people and robots working together,” he says. “So “THE HUMAN TOUCH the robot might perform repetitive tasks that are not good for humans to do because of the repetitive strain IS INDISPENSABLE injury implications, but where there are still some TO CREATIVITY AND interfaces with humans needed.” Sear says a balanced solution can give better MANAGING THE results, utilising technology to improve efficiency while incorporating a human touch to cut errors. He UNPREDICTABLE gives the example of staff picking out products for — VALÉRIE CLAUDE-GAUDILLAT, ” mailing in warehouses. “Warehouses are normally AUDENCIA BUSINESS SCHOOL laid out in aisles. A computer will give you a ‘pick route’ and this will move you down an aisle collecting products, then back, then up, then back, then up. a robot programmer or work with a robot in the future. combining the processing power of technology with The issue is people get really bored, and if they follow As long as people are willing to learn and change, the softer skills and lateral thinking of humans.” the same route again and again, it becomes more then I’d prefer to retrain our own people and give “The ideal mix is one that combines the best of both boring still and they make more mistakes. Deliberately and more arduous than many reports portray or wish,” them the skills to evolve with the business, as opposed worlds: efficiency and productivity for technology; changing routes and the layout of the warehouse in he says. to getting in someone who understands robots but creativity, problem solving, emotion, complexity a way that encourages workers to stop and have a “Even with RPA, we found 25 lessons to be learned doesn’t understand manufacturing. There’s a lot of management and close relationships with stakeholders quick chat, just for one or two minutes, alleviates the on how to manage these technologies, covering risk with that.” for the workforce,” says Claude-Gaudillat. “Technology boredom and massively improves their accuracy.” strategy, launch, organisational readiness, change cannot discover new drugs, find adapted answers to There are also ethical concerns around the management, and how to build an enterprise-wide TAKING A STEP BACK complex problems or be creative. The human touch is proliferation of technology, and automation in capability. The pushback may well be on assuming Yet there is also some evidence of a pushback. indispensable to creativity, to solve high-level problems general. Hoyland, for instance, points to concerns too much about what the technology can do, and Hoyland points to the experiences of both IBM and and to manage the unpredictable.” around work-life balance as a result of technology. underestimating how much human qualities are Yahoo, which have sought to scale back from being Mark Sear, CTO, EMEA of cloud computing and data People can be contacted round the clock in a way needed to run successful organisations.” overly reliant on technology due to fears that some storage business EMC, agrees. He says while programs not possible previously. There are also fundamental Sear adds that a common mistake for many human interaction is being lost. “Technology cannot like IBM’s Watson can sift through vast amounts of concerns about what happens when technology can businesses automating for the first time is to go replicate the chance meeting within the organisation data faster than a person ever could, there are areas make decisions so quickly that humans are unable too far, too fast. He says organisations should be where chit-chat unveils common problems or builds where a human touch is required. “Ultimately you can’t to comprehend the implications before it is too late. prepared to take a step back. “The most important linkages,” he says. “Organisations like Google and automate emotion. You can attempt to, and you can “Technology has outpaced the evolution of the brain,” thing to do is to break automation down into pieces Facebook are now creating spaces and environments even get very close, but consider something like the he says. “A key driver of the financial crisis of 2008 and work on those which will give you the biggest for people who want to hang out and talk, and the key medical profession. It’s possible now for a computer to was the ability to perform credit swaps so quickly, and bang per buck. To use the warehouse example again, reason for that is to bring about that cross-fertilisation give you almost a better diagnosis than a doctor. But we’re not able to keep up with that decision making if you can reduce your pick error rates by 90 per cent of ideas, and the important relationships that are built do you want a computer to tell you if you have cancer? ourselves.” A similar situation could arise with big by carrying out basic automation, ask why you are in the workplace itself.” That’s why you need the human side to that profession. data, he warns, where individual employees can end pushing for that last 10 per cent. Ultimately, you’ll be Willcocks also points out that technology cannot You need to be able to have that interface and break up making significant, yet snap, decisions, on the basis very lucky to get that and the cost of the automation replace roles that require human empathy. “Capabilities bad news in an empathetic way, or good news in a of a computer interpretation. will likely outweigh the saving. You have to automate like empathy, creativity, intuition, judgement, tacit wonderful way. I think all solutions where automation is what makes sense.” knowing, and the human need for social interaction and possible will still need a human touch.” TIME TO CHANGE Claude-Gaudillat, meanwhile, warns of the dangers peer judgement are not at all easy to replicate in specific In any case, reports of the demise of humans in the of repeating mistakes from the past. “Automated contexts,” he says. “Humans have a facility to combine A MEASURED APPROACH workplace may prove to be somewhat premature, at least customer services have proven very disappointing any or all of these in ways that machines are unlikely In manufacturing, there are already signs that the in the next few years. Willcocks believes it will be the and negative for corporate images,” she points out. to master. In our own study of service automation, ultimate solution may involve humans working softer elements around management and culture that “Who wants to wait dozens of minutes to only get a we found plenty of examples where these skills alongside technology, rather than being replaced by slow down the mainstream adoption. vague answer? Companies which have re-instilled were vital, whether in healthcare, insurance, utilities, it. Perrin gives the example of the Cobot – short for “Our work on cloud computing, robotics and service high-level human interactions in combination with service providers or legal services. The challenge for collaborative robot – which is designed to work on automation finds that the road to the diffusion of such efficient technologies are the ones that create more organisations is to take the best elements of both, assembly lines, complementing work done by people. technical innovations into real businesses is much longer value in the marketplace.”

14 HAYS JOURNAL ISSUE 11 HAYS JOURNAL ISSUE 11 15 STATISTICAL SNAPSHOT

THE WORLD OF WORK IN NUMBERS STATISTICAL SNAPSHOT

BUSINESSES NEED TO BOOST LOYALTY Percentage of Millennials who expect to IN THEIR MILLENNIAL WORKFORCE leave their current employers by 2020 TWO-THIRDS OF Millennials emerging market economies were respondents appear to have itchy businesses prioritise their own agendas hope to leave their current employer most likely to want to move on. feet, with more than half expecting over wider society. This is something by 2020, according to The 2016 This potential ‘brain drain’ poses a to move on by 2020. to take seriously; respondents overall Deloitte Millennial Survey. significant challenge to businesses, This means that other factors are thought fair treatment of employees 51% 64% BELGIUM The fifth edition of Deloitte’s especially as this generation is fast clearly at work, and the report shows and customer care were more likely UNITED STATES annual report surveyed nearly 7,700 becoming the largest proportion of that Millennials are largely driven by to support long-term business growth Millennial employees from 29 the global labour market. traditional goals such as financial than good products, and more than 52% countries around the world, to shed This lack of employee loyalty may security and owning a home. Flexible half of the respondents said they have 71% JAPAN light on their values, ambitions and be linked to personal development. working and forming a good work-life refused to work for a particular UNITED KINGDOM drivers of job satisfaction. The term Many respondents who want to balance were cited as important organisation because of its values. ‘Millennial’ refers to people born after leave within two years are career drivers for many respondents. In response, Deloitte advises 76% 1982, and all survey participants were concerned that their leadership skills But moral standards have an even employers to make concerted efforts INDIA in full-time employment. are “not being fully developed”, and greater impact on Millennials’ career to support their employees’ values 82% Of the Millennials surveyed, 66% feel they are “being overlooked for choices. Encouragingly, most believe and ambitions. Mentoring and PERU said they expect to leave their current potential leadership positions”. businesses behave in an ethical development programmes could help employer by 2020, with 44% Of course, nowadays, a sizeable manner; however, there is still room employers to build bridges, while expecting to leave within two years. number of Millennials already hold for improvement, with nearly demonstrating that they have a Respondents from Latin America and senior positions; but even these two-thirds concerned that purpose beyond profits.

When do Millennials expect to leave their current employers?

Millennials Millennials already in leadership positions Millennials who said businesses… 11% 7% 13% expecting to 7% Board member leave within 12% Head of department

would never DON’T within 6 100% leave KNOW months two years agreed that… And 59% 12% believe they 70 between

71% will move on 60 6 months “My leadership and 1 year skills are not by 2020 5% 27% 66% being fully EXPECT TO 73 64 58 57 within 10 developed” 50 STAY EXPECT TO Factors cited as important drivers of years LEAVE BY 19% employer choice 54 2020 between 1 16.8% Work-life balance and 2 years 13.4% Opportunities to progress or 57% be leaders 11% “I feel I’m being 11% Flexibility, for example, remote working … have a … focus on their … behave in … are … have no within 5 overlooked or flexible hours positive own agenda an ethical committed to ambition to 10 years 22% for potential 9.3% Sense of meaning from the work impact upon rather than manner helping to beyond between 2 leadership 8.3% Professional development training wider society considering improve wanting to and 5 years positions” programmes wider society society make money

16 HAYS JOURNAL ISSUE 11 HAYS JOURNAL ISSUE 11 17 THE BIG IDEA — DIVERSITY OF THOUGHT

“ DIVERSITY IS IMPORTANT, BUT ON ITS OWN, NOT AN DIVERSITY END GOAL — SARA VAN VLIET, ANZ ” OF THOUGHT

HOW CAN BUSINESSES USE THE BENEFITS YOU WOULD HOPE that by now the moral case OF A DIVERSE WORKFORCE TO BOOST for diversity was obvious. Discrimination against THEIR BOTTOM LINE? a particular gender, ethnicity, age group, sexual orientation, disability or culture, is clearly wrong and, thankfully, continues to be addressed by most organisations. While improving representation

ILLUSTRATION: ALBERTO ANTONIAZZI ALBERTO ILLUSTRATION: because it is the right thing to do remains a priority, the business case for diversity is also rising up the agenda. Lacking an inclusive culture will certainly make a company look old-fashioned, but the question must be asked: could organisations that fail to diversify their workforce see their business suffer? Each individual possesses a range of qualities, traits and backgrounds that influence the way that they think. While some people are creative and driven by opportunities to innovate, others are

18 18HAYSHAYS JOURNAL JOURNAL ISSUE ISSUE 11 9 HAYS JOURNAL ISSUE 11 19 THE BIG IDEA — DIVERSITY OF THOUGHT

CASE STUDY THE LANGUAGE OF DIVERSITY

EY IS ALREADY some way down the path of cultural inclusiveness that encourages and supports diversity of thought. Sally Bucknell, Head of Diversity & Inclusiveness at EY UK & Ireland, says part of that journey has been a change in the language used around diversity. “We have moved away from talking about diversity in terms “To do this we have pulled some of the cultural of strands, such as gender and ethnicity, and more towards levers within our organisation, for example, by DIVERSITY celebrating and embracing difference,” she says. “We’ve also strengthening our values, notably collaboration “ departed from development programmes around specific and respect. To strengthen collaboration you need OF THOUGHT groups, to creating a culture that helps our people to accept and people reaching out and soliciting others’ ideas and embrace diversity of thought.” views, where conflict is not necessarily seen as a IS ABOUT This has been translated into action via the firm’s Inclusive negative thing, but embraced, and where people Leadership programme. Starting two years ago with the respect different views and don’t just dismiss them CHANGING THE Partners, the training has cascaded down to the rest of the out of hand.” business to managers and those with responsibilities for teams. Through this cultural shift and resultant broadening MAJORITY, NOT EY is also gathering feedback on how the programme has of thought diversity innovation has been affected TARGETING affected its people and what they are doing differently. Some in a positive way. An example is ANZ’s goMoney of the changes are small and banking app, which was the first of its kind and was THE MINORITY quite subtle. For example, more analytical. There are people who thrive on developed by a design team that included someone — SALLY BUCKNELL, EY ” managers are asked to think spontaneity, and those who are natural planners. with a visual impairment. “He was able to provide a about the way in which they Recognising the value that each person offers can different perspective on what would make the app interact with their teams, and lead to greater creativity and improved business more intuitive, easier to use and more accessible. It “The benefits to the business are more creativity, in some cases alter the style productivity. It also helps avoid ‘group think’, where has been a huge success,” says van Vliet. better service for our clients, and a positive impact of their interactions to match a focus on group conformity and consensus can on the business bottom line.” the preferences of different compromise thorough and well-considered decision- ATTRACTION THROUGH DIVERSITY The company has taken a broader approach to employees. As a result, some making. In short, a culture that encourages diversity As well as creating the right environment to allow attracting talent, for example, focusing on local report that their previously of thought should result in improved problem diversity of thought to flourish among existing staff, schools rather than famous global schools, to ensure very quiet teams are now solving capability and a wider range of solutions. organisations also need to implement it in their it is gender, culture, ethnicity and age-diverse, which much more vocal. The firm also As a concept, diversity of thought may be talent acquisition strategy. The best way to create in itself brings diversity of thought. It has also given carries out an annual people relatively new and less well understood, but a a diverse work group that fosters free thinking in careful consideration to the cultural factors that can survey and one of the questions growing number of organisations are acknowledging the long term is to attract top talent, ensuring it influence thought diversity. asked is: ‘Are you able to bring that it can bring tangible business benefits.ANZ is represents a deliberately wide range of experiences She says: “We wanted to address the needs challenges to your boss?’ the fourth-largest bank in Australia. As an employer and backgrounds. of Millennials, which is a big topic right now; “We’ve had an increase in of 50,000 people, diversity has been a top business Sherry Greenfield is Vice President atGoldman however, a lot of the research out there is very engagement score of five per cent to 75 per cent, which is really priority for many years. Sara van Vliet, Group Sachs University in Tokyo. Diversity is one of the Western-focused. We wanted to see what might be high for a sector like ours,” says Bucknell. “Diversity of thought is Head of Talent, Resourcing and Diversity, explains: organisation’s 14 business principles, and while it has unique or different in terms of Millennial needs for about changing the majority, not targeting the minority. “Diversity is important, but on its own, not an end traditionally focused on inclusion, it is increasingly Japan. We had a really dynamic group, a mixture The challenge is to make this a commercial imperative. This is no goal. It’s only when you leverage the unique skills being used as a mechanism to generate varied of age, gender, ethnicity and seniority, and it was longer an HR issue. If you want to be a global player and engage and talent that you really do realise the benefits. opinions, insights and ideas. amazing to see the creativity that came out of that. global talent, the driver for creating a more inclusive culture is And to do that, you need to create an inclusive She says: “Our clients are diverse. The only way “One surprising finding was that, while the the fact that if you don’t change, you’ll be left behind.” culture, and that is something we have intentionally we are going to have diversity of thought is to have it emphasis is often on Millennials being digital

focused on. GETTY IMAGES as a fundamental business principle. natives who are very focused on social media and

20 HAYS JOURNAL ISSUE 11 HAYS JOURNAL ISSUE 11 21 THE BIG IDEA — DIVERSITY OF THOUGHT

In order to leverage the unique talents of their teams, managers need to know the individual EMPOWERING members so that they are able to identify and draw “ out their skills and strengths. PEOPLE TO “An effective manager will use that knowledge to assign tasks that play to the strengths of these CONTRIBUTE IN individual employees. Empowering people to THEIR UNIQUE contribute in their unique ways maximises the value of their individual talents and the cumulative benefits WAYS MAXIMISES that they bring to the company,” says Smyth. Many see diversity of thought as a key to THE VALUE OF strengthening the leadership pipeline. Current business environments are often characterised THEIR TALENTS — YVONNE SMYTH, HAYS ” by complexity, uncertainty and ambiguity due ANZ APPLIED THOUGHT to global competition and multiple stakeholders. DIVERSITY TO BUILD ITS Professor Lee points out that future leaders must GOMONEY BANKING APP equip themselves with the skills and competencies involved in dealing with diverse ways of doing business and managing people. She says: “One notable example is the ‘cross- border’ issue. These days global firms increasingly operate across national borders, and the way in which people and businesses are managed can differ dramatically depending on the cultural context. Therefore, consciously defining and actively developing the leadership talent that reflects an understanding and integration of diverse thought technology, for this group it was connectivity with thinking and realistic judgement, ‘extroverted’ and cultures will ensure a firm’s survival and growth.” their ideas are valued and provides a fresh perspective people rather than technology that was important. people have the advantage of optimism. for the more established members of the team. The senior leadership was also very keen to hear “Recently, scholars critically evaluated the SHARING KNOWLEDGE There are many factors that can influence the what younger people had to say; it was a great benefits of the extrovert personality trait, and began Mentoring also plays an important role in the strength and breadth of an organisation’s thought example of harnessing diversity of thought.” to see the upside of introverted personalities and the development of organisational talent, particularly for diversity, but the real driver is a culture of openness way these characteristics can positively influence a future leaders. As Emma Avignon, CEO of Mentore and trust, where individuals can be themselves, BANISHING BIASES workplace. Therefore, any recruitment process that Consulting, points out, companies can use it to bring speak openly and voice differing opinions without Even with the best intentions, it can be possible uniformly favours a certain type of personality and together different ideas and broaden diversity of fear of being seen as non conformist. to overlook areas of your recruitment that may appearance should be reviewed and changed.” thought. She says: “A mentor, by definition, brings Smyth concludes: “A lot depends on the harm the chances of some individuals. Professor Yvonne Smyth, Global Head of Diversity at Hays, challenges, new ideas and the confidence to test willingness on the part of the individual to share Hyun-Jung Lee, Assistant Professor of Employment agrees and adds that a conscious initial investment these ideas, based on their own experience; they an alternative point of view. That requires trust, Relations and Organisational Behaviour at the of intention and time needs to be made to ensure challenge people to think differently.” and the recognition of the value of difference LSE Department of Management, believes that effective and diverse hiring and managing. She But diversity of thought is not about replacing the and what this brings to the table. Organisations companies should rethink how interviews and CVs explains: “This means consciously driving an inclusive old with the new, adds Avignon. “It is about looking at must be ready for it to happen. They need to hire, are assessed in the recruitment process. culture, and finding the tools and techniques to be skillsets and criteria; you cannot create diversity but and in some cases manage, differently. Everyone She says: “Often and unintentionally, the able to recruit and sometimes manage differently. you can provide the environment to encourage it and wants to contribute to their organisation’s recruitment process favours certain types of That comes at a cost, because it also needs training allow it to flourish,” she says. An example is the model creativity, but to do so they need the opportunity candidate: those who appear outgoing, sociable, and support for managers, using different techniques of reverse mentoring, whereby younger workers might to challenge and present different ideas. This talkative or confident. Research shows that ‘reserved to deal with things like conflict resolution, and the share with their older colleagues how to use new tools requires a safe environment and a culture of trust, and introverted’ people have advantages of logical challenge of taking people with you.” and technologies. It helps younger employees feel giving them the confidence to do so.”

22 HAYS JOURNAL ISSUE 11 HAYS JOURNAL ISSUE 11 23 24 HOW ITCREATES APURPOSE-LED CULTURE THAT IMPROVES RETENTIONAND ATTRACTS TALENT WENDY MURPHY,EMEAHRDIRECTOR, EXPLAINS WHYTHECOMPANY TELLSSTAFF THISAND AT LINKEDIN,STAFF ARETOLD ONTHEIRFIRST DAY THAT THEYWILLLEAVE THECOMPANY. GIVE STAFF APURPOSE to them. Provide clarity on collective purpose, purpose, collective on clarity Provide to them. listen so want, they what know They employees. their of understanding astrong have must they foremost, requires a comprehensive strategy. First and narrowly. Effectively attracting and engaging talent themselves Too apart. many companies focus too talent. best the retain and to secure companies allow will proposition value agreat Having increased. has talent for competition the that denying no There’s board. on taken being is input their that and valued to feel want They business. to the meaningfully to contribute them allows that acompany purpose; has that company a for to work want They apaycheck. to get just in coming not is workers of generation This workforce. our of cent per 69 up make now who Millennials, choice, particularly those that are trying to attract apurpose. creates it that, of all combine you When opportunity. with talent connecting by strategy employment their build governments help also We can lives. changes that and jobs with seekers job We connect workforce. global the in opportunity equal creating of terms in mission strong avery have LinkedIn at unusual We’re quite experience. the company through their brainpower and change They about. passionate not are they that one or job wrong the in up ending and reasons wrong the for leaving people of to think me hurts it professional, atalent As reasons. right the for so to do them want we leave, do they When be. can they professional best the become and themselves to develop opportunity every to use employees our we want here future. the in point some at leave will they know we that staff to say also we so that about pragmatic really be to want we gone; is lifetime OPINION There are many things businesses can do to set to set do can businesses things many are There of employer an to be companies all for critical It’s are they while and years many for not it’s We hope HAYS 11 ISSUE JOURNAL the world. The job of a a of job The world. the and company the themselves, transform will they that start they when employee every to a commitment make focus on We transformation. to is LinkedIn at culture our of elements core the of One in that we we that in

“ FROM YOU DEMAND EXCELLENCE ENCOURAGE THEMTO TRUST YOUR EMPLOYEES,  go, they continue to be an ambassador for our brand. our for ambassador an to be continue they go, they when that so employees with connection strong areally we have that sure We make will. they leave, to wants someone if ultimately, but strategies retention about talking time of alot we spend HR In it. embrace we LinkedIn, at that fear than Rather exists. longer no life for job the that we believe Fundamentally, probably have ten different jobs in theircareer. find those behaviours naturally come to the surface. the to come naturally behaviours those find excellence from you as an employer. As a leader, you’ll your employees and encourage them to demand Trust to trust. down comes it Ultimately, results. on focus to staff our expect we also culture, a fantastic and benefits amazing these we have While narrative. that into expectations our we weave employee an as lifecycle their through right onboarding, to process hiring the From start. the from staff of achallenge. become will talent your of retention the authenticlong-term inspiring, leadership, strong, have don’t however, you if extras; the all food, free the development. You can provide the coolest facilities, professional and to wellness benefits and facilities Millennial workforce. It should cover everything from choice flexibility. and for the important It’sparticularly with staff Provide future. the in businesses of success to the critical is thought of diversity because but it, to do seen to be want you because just not forms; its all in diversity and inclusion of environment an Create industry. in your others from you differentiate they Ask yourself what your company values are, and how VALUES MATTER employer brand. That has to be authentic. the to become combine things Those proposition. strategy as an organisation and your employee value At LinkedIn, we’re very clear on our expectations expectations our on clear very we’re At LinkedIn, It is inevitable staff will leave. Millennials will ”

GETTY IMAGES better career opportunity. would be willing to relocate for a that 81 per cent of employees Employee Outlook also found Manufacturing Industry ofChina stable in the next year. The Hays to grow headcount or remain manufacturing firms that expect The percentage of Chinese 68% HAYS 11 ISSUE JOURNAL THROUGH THE LENS THE THROUGH 25 LEADERSHIP PROFILE — GINA QIAO

PROGRESSIVE MOVES

GINA QIAO IS SENIOR VICE PRESIDENT, HUMAN RESOURCES OF CHINESE MULTINATIONAL TECHNOLOGY FIRM LENOVO. WORKING ACROSS MANY DIFFERENT AREAS OF THE COMPANY, SHE PROVES THERE IS NO NEED TO TAKE A LINEAR PATH TO A SENIOR HR CAREER

CV

GINA QIAO AT A GLANCE Joining Lenovo as a secretary, Gina held multiple roles across HR, Marketing and AS SENIOR VICE PRESIDENT, Human Sales, 1990-2002 Resources, for one of the world’s largest organisations, Vice President, HR, 2002–2008 one might expect that Gina Qiao had always hankered Vice President, Strategy and Planning, after a career in HR. The reality, though, is rather 2008-2010 different; she progressed through a number of Senior Vice President, Strategy and positions, including marketing, corporate strategy and Planning, 2010-2011 planning, before moving into HR in 2002. Senior Vice President, Human Resources, “I didn’t plan to follow a career in HR,” she admits. 2011 to present “I love to do all of the things that are related to the Listed among China’s Most Powerful business, and that’s why I went into marketing. I still Women in Business by Fortune China, think about business a lot, and this is why I always 2012, 2013 and 2014 ask HR to be a business function, where you need Releases The Lenovo Way: Managing to think about how everything you do can help the a Diverse Global Company for Optimal overall business.” Performance, 2014 Being asked to move into HR was a surprise, she says, but having spent her whole career with the business, it was a seamless transition. “Marketing is all about communication with the customer, and PHOTOGRAPHY: FANG YIFEI FANG PHOTOGRAPHY:

26 HAYS JOURNAL ISSUE 11 HAYS JOURNAL ISSUE 11 27 LEADERSHIP PROFILE — GINA QIAO

“I LOVE CHANGE, AND THIS INDUSTRY AND THIS COMPANY CHANGES A LOT when, and to what extent, this should be done. ” “If there is uncertainty about the business, its customers or employees, we just stay as we are for a while, but if we find that the businesses are almost the same, or we think that we are ready, then we do the integration immediately – just like we did with the server business,” she says. Experience has taught them not only when this is appropriate, but also when divisions or geographies might be better left separated. “Now we just know the secret of whether to integrate or leave them alone,” she says.

UNIVERSAL UNDERSTANDING Qiao’s biggest focus is developing the talent that will GROWTH: enable Lenovo to compete in multiple markets around A LENOVO STORE the globe, including the server, mobile and cloud IN BEIJING, CHINA services sectors, which not only have different needs from its traditional PC business, but also operate in different parts of the world. “We are a global company but each country has a different practice, and what we do in India, for example, might not work in Brazil, the US or Europe,” she says. “Even Eastern Europe is very different from Western Europe in how you encourage people and identify leaders. We have to adapt to different scenarios in different markets.” Unsurprisingly, given the sectors that the business is now entering, there’s a strong focus on attracting technology-savvy talent, including those HR is the communication with the employees and global board of directors is important, ensuring this from the Millennial generation. This has involved PROGRESSION: how to inspire, encourage, develop and engage approach is replicated in each division is just as vital. building links with schools and universities, and YANG YUANQING, them with the company,” she says. “So I found “We have global teams and global products. So in offering summer rotation programmes to the most CHAIRMAN AND CEO the link between marketing and HR.” Her time in the PC group, the leaders are a mix of people from talented individuals. “I try to find the best way to OF LENOVO strategic planning helped too, she adds, allowing her different backgrounds, and when we design products, develop them, but also the most effective way for to understand the need for longer-term development we never just think that they are intended for the US, us to get the best value from them, by letting them strategies, and this filters into her own approach today. Europe or China.” In her own HR team Qiao has seven contribute their ideas. I ask them to think of what WE ARE A GLOBAL This is just as well, as despite Qiao’s own direct reports, just two of whom come from China. Lenovo should do differently, from the younger “ longevity at the business, the company itself From an HR perspective, Lenovo sees a diverse generation’s perspective.” The fact that both Qiao COMPANY BUT has seen a period of rapid growth, including the blend of local and global talent as a source of and the business’ CEO, Yang Yuanqing, started out acquisition of IBM’s PC business in 2005, the competitive advantage, as the business seeks to as raw recruits with Lenovo as their first jobs, helps EACH COUNTRY same company’s x86 server business in 2014 and develop internally while winning new customers to demonstrate the potential career progression Motorola Mobility in 2015. “I love change, and this globally. “We believe that leveraging our culture and available to talented individuals, she believes. HAS A DIFFERENT industry and this company changes a lot,” she says. nationality, while embracing regional differences, Research and development (R&D) is a particular PRACTICE Qiao cites her love for learning as a real benefit for enables us to better understand our customers and area where the business seeks to attract fresh ” fitting into her international role. “I love to ask each address their needs,” she says. talent. “Every year, we hire graduates from country’s employees why they think in a certain way, “We keep our headquarters in the US and China, but university, but also people with rich experience and why another group of people think in a different all the sales team are local because we believe the in R&D,” she says. “We create a different career way. I love adapting to different situations.” local team knows customers best, and we know that leader for them who they can follow, for example they know how to do the marketing. It’s a very good an engineer, so they can identify their own career WATCH THEM GROW global and local mix.” path. It means they don’t need to be a manager, Over the 25 years she’s spent at the business, Qiao has With Lenovo’s acquisitive nature, Qiao and her director or vice president, but can focus on their seen Lenovo grow into a truly international team have had to become experts in integrating deep technical knowledge to create their own path.”

organisation. While having global executives and a different businesses, developing knowledge of PHOTOGRAPHY: FANG YIFEI, GETTY IMAGES, REUTERS Alongside this, the business offers an ‘incubator’

28 HAYS JOURNAL ISSUE 11 HAYS JOURNAL ISSUE 11 29 LEADERSHIP PROFILE — GINA QIAO INSIDE TRACK — INSIGHT FROM HAYS’ RESEARCH

A WAY TO GO ON EQUALITY MEN AND WOMEN STILL HAVE VERY DIFFERENT VIEWS ABOUT EQUAL PAY, for women. In risky or changing times in particular, OUR LATEST GENDER SURVEY REVEALS women leaders can adapt to change much more easily than men.” A decade ago, Lenovo launched its own female leadership programme, which aimed to help talented females reach their full potential through a mix of training and mentoring. This is beginning to pay off – the company now has a higher percentage of female staff (40 per cent) than the technology industry average (30 per cent) – although Qiao admits there is still room for improvement. “It is still hard, because even among students and graduates, there are fewer females than males, and there is also the issue of the workload and work-life balance.” It’s a topic she explores in more detail in her book, The Lenovo Way: Managing a Diverse Global Company for Optimal Performance, which she co-wrote with the company’s Chief Diversity Officer, Yolanda Conyers. “We talk about the Lenovo globalisation 79% journey but also about being a female leader, and OF RESPONDENTS how to get through all the challenges,” she says. SAID THE MOST Being a female leader in China is both easier and 78% SENIOR PERSON IN “I WANT TO HELP THE harder than elsewhere in the world, believes Qiao. OF MEN THINK PAY IS THEIR ORGANISATION “It’s easier because in China we have a mindset EQUAL BETWEEN WAS MALE COMPANY TO UPGRADE called ‘half of the sky’, and we talk about equal GENDERS. ONLY 56 PER opportunities for women. Grandparents help the CENT OF WOMEN AGREE FROM A TALENT POINT family a lot too.” she says. “But in another way it’s OF VIEW AS WE GROW harder because we don’t measure things like this, After surveying more than 11,500 In professional services, 67 per cent ” as they do in the US and European countries such as workers internationally, the 2016 of women felt pay was equal, while in the UK, France or Germany. In those countries, a lot Hays Global Gender Diversity Report construction and engineering only of organisations record the percentage of women found that 78 per cent of men think 45 per cent did. in government, the number of female CEOs, or there is equal pay between genders, The most popular way to tackle female leaders in each company. In China, people while only 56 per cent of women diversity issues was flexible working, have the sense that a woman should get an equal agree. Although this has narrowed which was recommended by 33 per cent opportunity, but the measurement is not so strong.” slightly year on year (from 82 per of respondents. system, giving those with good ideas the time and Back in the day job, Qiao has a number cent and 55 per cent respectively), Encouragingly, ambition levels differed 77% 55% resources to create their own enterprise, which is of priorities for the next few months as the there still remains a big disparity. little between the genders. Globally, OF MEN BELIEVE OF WOMEN part-owned and supported by Lenovo. “We give organisation seeks to transition into what she A similar disparity exists when 12 per cent of women aspire to be MD or OPPORTUNITIES BELIEVE THE them the flexibility to do whatever they want,” describes as a “business of multiple companies”. asked about opportunities at work. CEO, compared to 18 per cent of men. ARE EQUAL FOR SAME THING she says. “We just want to build a very creative “I want to help the company to upgrade from a Some 77 per cent of men think the But when we include those who aspire to BOTH GENDERS environment for those R&D people.” talent point of view as we grow,” she says. “That same opportunities are available director level or above, the figure is is my first priority. The second is the development regardless of gender, compared to 40 per cent for both men and women. A MODEL OF DIVERSITY of the younger generation, particularly among just 55 per cent of women. Yvonne Smyth, Global Head of Qiao has found herself to be something of a poster girl our leadership team. The third is to have more This may partly be down to the Diversity at Hays, said: “We want for female business leaders, particularly in the heavily of a focus on entrepreneurship and to incubate number of men in leadership roles. to make business leaders, and the 33% male-dominated technology sector. “It is hard to more businesses. I want to let people have a more Some 67 per cent of respondents talented women they employ, aware FEEL FLEXIBLE compete in this industry, because the competition is energetic mindset, which will help with customer had a male line manager, while of the issues affecting gender equality WORKING IS THE very tough and there are fewer females who get to the engagement and change the company’s culture.” 79 per cent said the most senior in the workplace. BEST WAY TO top, but I still think female leaders have a lot of person in their organisation was male. “In doing so, we hope to provide ADDRESS GENDER opportunity,” she says. “We need a more collaborative FOR MORE INFORMATION And perceptions of fair pay varied advice on how the divide between DISPARITY cross-boundary approach across the industry and To take part in HR discussions with other HR leaders, join strongly across sectors. genders can be narrowed.”

PHOTOGRAPHY: FANG YIFEI FANG PHOTOGRAPHY: across different companies. I think this is an advantage the HR Insights with Hays group on LinkedIn

30 HAYS JOURNAL ISSUE 11 HAYS JOURNAL ISSUE 11 31 INSIDE TRACK — INSIGHT FROM HAYS’ RESEARCH

ASIA AT A CROSSROADS GROWING SKILLS SHORTAGES COULD MAKE FOR A CHALLENGING YEAR ACROSS THE CONTINENT

A CAREER ON THE MOVE HR DIRECTORS ARE CAREER AGILE AND COLLABORATIVE

Human Resources Directors (HRDs) are resilient We found that females dominate the profession and collaborative, work 46- to 55-hour weeks and making up around two thirds (64 per cent) of it and are likely to have experienced a career that crosses the majority (60 per cent) are aged between 41 functions and businesses. That’s according to Hays’ and 55 years old. recent report, The DNA of an HRD, which is based As a function, HR seems to attract those who on in-depth surveys with 461 HRDs in Australia and are open to new career experiences. The majority New Zealand. (68 per cent) have previously worked in other functions and more than half achieved four or more promotions before becoming HRDs. The ‘job for life’ is unlikely to apply to them with just one in 20 staying with one organisation their whole career. And almost half (47 per cent) have worked abroad – 96 per cent agreeing this helped them in their career. Eliza Kirkby, Regional Director of Hays Human Resources, Australia, says: “HRDs tend to be highly experienced and well-educated professionals with sound stakeholder engagement skills and commercial acumen. They work hard, play hard Cautious markets and growing skills need to do their research carefully when slightly more (45 per cent) prefer a and genuinely believe they can make a difference. shortages are expected to make it moving roles or approaching their current good work-life balance. They nurture others and are resilient, collaborative, a challenging year for employers in employer about a pay rise to ensure they The survey, conducted between credible and adaptive. Asia, according to the 2016 Hays Asia have realistic expectations. August and September 2015, also “Reassuringly, the HRDs of today look back on Salary Guide. “For employers the message is to focus found that a more structured their careers as time well spent, and say that given Almost all respondents (96 per attention on staff retention strategies as approach to diversity may be the chance they would do it all over again. For cent) of the employer survey said our candidate survey reveals a high level required by firms. Just over half most then, HR offers a very rewarding career.” that a skills shortage could potentially of candidates are either actively looking (51 per cent) have formal policies in hamper effective operation while a for a new role or open to hearing about a place, but only a fifth of these said third (34 per cent) said they do not new opportunity.” these were adhered to. Overall, currently have the talent to achieve And while money was an important 29 per cent of management roles are 32% their business objectives. reason to remain at their current held by women and just 16 per cent OF HR DIRECTORS HAVE Furthermore, the candidate survey company for 40 per cent of employees, of staff in Asia are foreign. WORKED IN THE FUNCTION indicated many people could be THROUGHOUT THEIR CAREER tempted to pastures new. Almost half (44 per cent) are actively looking, while 42 per cent would entertain the idea of new opportunities. However, Christine Wright, 96 44 Managing Director of Hays Asia, OF RESPONDENTS OF RESPONDENTS warns a cautious approach should SAY A SKILLS ARE ACTIVELY be taken by jobseekers with some SHORTAGE COULD LOOKING FOR A employers expected to keep salary HARM OPERATIONS NEW ROLE

increases down: “Candidates will GETTY IMAGES

32 HAYS JOURNAL ISSUE 11 HAYS JOURNAL ISSUE 11 33 ANALYSIS — SMARTER CITIES

SMARTER CITIES

WHAT TECHNOLOGIES ARE MAKING CITIES AROUND THE WORLD SMARTER AND HOW ARE ORGANISATIONS TAKING ADVANTAGE OF THEM?

WE ARE LIVING in a time of opportunity where a Google Hangout or a Skype call on the go you really technology is more accessible and capable than ever need to have 4G or WiFi. In most cities this would be an before. Accordingly, forward-thinking businesses must issue, but in London the connectivity is strong enough to consider what their needs are and which locations make working on-the-go easy – you can now even make can accommodate them. With productivity and calls on the tube.” wellbeing high on the agendas of many organisations, which locations offer the technologies that will allow THINKING ABOUT THE JOURNEY businesses to be the best? While access to communications on public transport can be extremely useful, it’s worth remembering its primary A REAL CONNECTION function. Many employees will be starting their day For some businesses, being in a city that offers high- with a public transport commute and its efficiency and speed internet and good connectivity is more than a intelligence can have a huge effect on their wellbeing. nicety; it’s a necessity. Access to these amenities can Dan Dowling, Assistant Director, Urbanisation and make a huge difference to both their efficiency and their Climate Change, PwC, explains the need to improve the capability. In the sixth edition of its Cities of Opportunity commute for both public and private modes of transport: study, PwC ranked London as the most technologically “Smart transport and land use planning is essential. ready city alongside Seoul, beating the likes of New People’s tolerance for long commutes has a major York, Tokyo and Stockholm. And with some of the best influence on where they choose to live and work. hyperfast broadband accessibility in the world, WiFi on “Cities that are also great places are desirable to live the tube and 4G coverage rated 156 per cent better than in (rather than commute to), therefore the densification the world average, it’s not hard to see why. of mixed use spaces around transport hubs reduces Thea Fineren is Global Head of Talent for TransferWise, pressure on road space, minimising the need for trips. a low-cost money transfer service. Based in their Where road travel is necessary, simple smart technology, London office, she explains that as a fast-expanding such as intelligent traffic light sequencing to improve and tech company, access to on-the-go communication tailor public and private transport patterns, helps greatly.” is vital. “At TransferWise we use Google Apps – it The Mass Transit Railway (MTR) in Hong Kong is one allows us to connect securely with any approved of the most efficient transport systems in operation, device, anywhere. While working in a cohesive enjoying a 99.9 per cent on-time arrival rate. It is also office environment is central to sparking creativity one of the most innovative, introducing contactless and innovative thinking, having tech tools so electronic payment systems as far back as 1997. readily available makes being in the office full-time Jacqueline Moyse, Head of Organisational unnecessary. The technology [in London] is a great Development at Mandarin Oriental Hotel Group, was support to our dynamic working methods.” based at the organisation’s headquarters in Hong Kong With offices in the US, Estonia and Hungary, different from 2007 until 2015. She says that the technology used timezones can mean calls at less than convenient times by the transport networks boosts the quality of life for ON TRACK: HONG KONG’S MASS TRANSIT are a necessity. However, being located in London allows employees, which in turn improves their productivity. RAILWAY IS ONE OF THE MOST communication at all times, even during a commute. “Getting to work on public transport in Hong Kong, EFFICIENT IN THE WORLD “London also has great WiFi accessability, which from the way the timetables work to the way the stations

GETTY IMAGES makes it attractive for a tech company. If you need to do are laid out, is so quick and simple. The way you can

34 HAYS JOURNAL ISSUE 11 HAYS JOURNAL ISSUE 11 35 ANALYSIS — SMARTER CITIES

“A GREEN BUILDING TENDS TO MEAN A MUCH MORE PRODUCTIVE WORKFORCE — DAN DOWLING, PWC ”

And while the green credentials and functionality of a building are of course important, attractive architecture and design goes a long way as well, says Leo Johnson, Partner, Sustainability & Climate Change, PwC. “You want a place that attracts the best people. As a species we shape our buildings, then they shape us. You don’t hop off one train, cross the platform and hop straight want a building that is a box. The Austrian architect THE EDGE, AMSTERDAM: FACTORY, BERLIN: on to another on a different line means you get to work Friedensreich Hundertwasser said the straight line is HIGH TECH BUT GREEN THE LARGEST START-UP CAMPUS IN feeling fresher. When you talk about staff wellbeing, ungodly. Nature doesn’t do straight lines, people don’t GERMANY IS HOME TO UBER, their whole transport infrastructure, be it the MTR, do straight lines, people don’t want to be canned. We TWITTER AND SOUNDCLOUD buses, trams, adds to the quality of life. Their touch- have had a century that was about canning the nature and-go ticketing system, the Octopus Card, can be used Now, it is aiming for transport to become more of human geography. People are rising up against that CASE STUDY to pay for vending machines or parking in the city and informative, interactive, assistive and green. now. Any company that wants to pick a location based it’s little things like these that can improve life. From a Plans include the adoption of new transport data around the precept that people want to survive in a BERLIN CALLING? colleague point of view, their life is easier than it would collection technologies, improved crowdsourcing canned space runs the risk of producing people with be elsewhere.” of information, enhancement of safety and promotion canned ideas,” he says. LUKAS KAMPFMANN IS CMO of In 2003, Hong Kong also introduced the smart of green infrastructure. Factory, the first and largest start-up identification card. While partly introduced in response SMART ATTRACTION campus in Germany. Based in Berlin, to an influx of counterfeit identification papers, the DESIGNING THE DESTINATION It’s also worth remembering the draw many locations its tenants include Twitter, Uber and cards were also used to speed up the process of As infrastructure improves, so have the buildings in have due to their high tech reputation. Jon Wolles is Lead SoundCloud. He explains what is immigration for residents. For those travelling for which people live and work. For many organisations, Technical Recruiter at Betable, a real-money gambling making Berlin a smarter city work a lot, the ease of getting back into the Special a smart building has become a primary consideration. platform for the social gaming industry. Based in their Administrative Region is a huge bonus. But it has not Dowling explains: “People and companies are much San Francisco office, he says the technology on offer in Berlin is at that sweet spot of having stopped at easing congestion at airports. Moyse says more aware of sustainability, climate change and the city, along with the prestige in which it is held, means a very professional infrastructure that in recent years, the technology has also branched environmental issues these days, so looking for a well- that talent naturally gravitates to the area. for founders (with access to capital, out to be used in other areas. designed building that is environmentally responsible “There is a long history of technology in this employees, customers and media) on the one hand, and still “The speed of getting through the airport is fantastic is an important factor in talent attraction. And it is less area. There has long been a talent pool and capital having very affordable costs of living for staff on the other. and the technology on the ID cards is amazing. You can well known that the wellbeing factors can improve the for technology. It’s like actors; if you want to be in There is a growing number of co-working spaces in the use it for anything from checking your payroll to paying bottom line as much as the money saved through energy entertainment, you move to Hollywood. If you are an city that turn office spaces into a plug-in-and-play solution. for utilities. It’s incredibly easy, you just have to provide efficiency. A green building tends to result in a much engineer or entrepreneur who is looking to be involved Founders don’t have to worry about issues such as expensive your ID number. While in some countries people are more productive workforce than one that isn’t. This can in the technology industry, you move to San Francisco. furniture or long-lease contracts. very cautious of these technologies, seeing them as be due to better light or higher quality air. Our location definitely helps us to attract talent, there’s a The quality of life in the city makes Berlin very attractive to measures taken by the government to watch them, in “This can sometimes have an additional positive effect to very deep pool of qualified candidates within a 50-mile international talent, who appreciate the liberal style, the vibrant Hong Kong they are viewed as a utility that makes life the carbon-saving statistics that are often quoted.” radius. The history of the city drives people here and nightlife and the affordable yet large apartments. much easier and more convenient,” she says. One of the smartest buildings out there is The Edge having those people here helps us,” he explains. Much like in Silicon Valley, residents have access to a wide Elsewhere in Asia, countries have plans in place in Amsterdam. Not only is it the greenest building in Being part of London’s ‘Silicon Roundabout’ also range of services that are still in a prototype or Beta phase. to stay ahead of the curve. In 2014, Singapore’s the world, it boasts some of the most up-to-the-minute allows TransferWise better access to talent. Fineren Services like Uber or Deliveroo have started their German Land Transport Authority (LTA) released its Smart technology. Using a smartphone app developed by explains that the candidates the business needs want to expansion in Berlin, so living here gives you a little glimpse of Mobility 2030 report. The country is a world leader primary tenant Deloitte, the building knows when be around likeminded individuals: “Technology talent what life in the future will be like. in infrastructure and has consistently advocated the workers are on their way in. It recognises their car attracts technology talent; they want to be part of the The Internet of Things will become the decisive mega- implementation of Intelligent Transport Solutions. Its registration plate when they arrive and directs them to a buzz, be amongst their peers, attend the same events trend that will give Berlin a special edge in the international Mass Rapid Transport railway network was the world’s parking space, with access to charging points for electric and be in the same postcode. That’s why you see hubs technology world. Germany is a country of industrial first to be fully automated, its road users are given cars. The app then directs workers to their workspace like Silicon Roundabout in London, where we’re based. manufacturers; it’s very research and development driven and advanced warning of delays and diversions through (assigned depending on their needs for the day, It’s like an extension of the campus environment. We perfectly positioned to take the lead in this ‘next wave of its Express Monitoring and Advisory System and its ranging from a concentration space to a meeting room), see a talent pool hungry for continuous learning and as the internet’. MyTransport.SG web portal offers up-to-the-minute regulating temperature and light settings according to a tech company building a team, we want to position

information on both public and personal transport. REX FEATURES, GETTY IMAGES their pre-set preferences. ourselves in that environment.”

36 HAYS JOURNAL ISSUE 11 HAYS JOURNAL ISSUE 11 37 THROUGH THE LENS RISING TO THE CHALLENGE — EARLY DAYS

EARLY 40% DAYS Just two-fifths of UK law graduates are going into the profession. Deloitte’s report Developing legal talent: SCIENCE, TECHNOLOGY, ENGINEERING Stepping into the future of law firms AND MATHEMATICS-RELIANT INDUSTRIES predicts firms will have a “greater CONTINUE TO STRUGGLE AGAINST SEVERE willingness to source people from other industries with non-traditional SKILLS SHORTAGES. COULD EARLIER skills and training.” ENGAGEMENT WITH SCHOOL CHILDREN HELP BRIDGE THE TALENT GAP?

THE PUSH TOWARDS high-growth, innovative and high-skill economies has sharpened focus on the supply of a key area of the labour market: those with high-level skills in science, technology, engineering and mathematics (STEM). Governments and industries across the world recognise that STEM occupations are critical to improving productivity rates and international competitiveness. It is the technical expertise possessed in these areas that will drive forward dynamic growth sectors such as advanced manufacturing, the digital economy and green energy. Yet a challenge that has dogged these industries for more than a decade still remains – talent in STEM is in short supply. The mismatch between demand ENCOURAGED: and supply is only set to worsen as global trends in INSPIRING CHILDREN TO CONSIDER STEM technology, society, business and the environment SUBJECTS EARLIER continue to change the skills landscape, and place an IS KEY even higher premium on STEM skill requirements. High numbers of STEM workers are also approaching Part of the solution to address the deficit is retirement age. This double threat could be a major reinforcing the importance of career pathways. setback to the economic ambitions of many For example, the report recommends making countries around the world. greater use of higher and degree apprenticeship In the UK, a report published last year highlights schemes that are available to those aged 16 and over. that 43 per cent of vacancies for professionals But this won’t tackle the long-term shortage of working in science, research, engineering and talent required to support the workforce needs of technology are hard to fill due to skills shortages – the coming decades. almost twice the average for all occupations. “International benchmarking suggests that the MAPPING PATHS UK’s science and innovation system is hampered Business leaders have long argued that intervention by weaknesses in its STEM talent base,” says much earlier on in the education system could help the UK Commission for Employment and Skills fill the gap. Youngsters need to be made aware of report, Reviewing the requirement for high level STEM careers and be exposed to STEM-related

GETTY IMAGES STEM skills. learning experiences from primary school age.

38 HAYS JOURNAL ISSUE 11 HAYS JOURNAL ISSUE 11 39 RISING TO THE CHALLENGE — EARLY DAYS

Students aged between nine and 19 can compete NUMBER CRUNCHING regionally, nationally and internationally. Aware that targeting an even younger audience is crucial, the not-for-profit enterprise also set up the Jaguar Primary School Challenge for children aged five to 11 years. 490,000+ 6,500 7 million Founder and Chairman Andrew Denford says the The number of In the UK, a one per cent At EU level, about 7 million event now spans 46 countries: “We have raised data science jobs change in employment STEM-related job openings are global awareness of careers in engineering. In the predicted to be created demand for higher-level STEM forecast between now and 2025 UK, STEM uptake at graduate level has increased in in the US by 2018 skills would result in a skills the last few years, and numbers of A* to C grades shortage of 6,500 people have broadly improved at GCSE level in science and maths. That’s not all down to us, but I believe we Sources: McKinsey Global Institute Big data: The next frontier for innovation, competition, and productivity; CBI, Engineering our Future, Stepping up the Urgency on STEM; European Parliament Committee on Employment and Social Affairs, Encouraging STEM Studies for the Labour Market have had an input. “Across the board we are improving the employability skills of children involved. Allan Cook, a chartered engineer and Chairman of “This is a serious issue for Australia. The contribution Participating students have a different level of FAST LANE: THE F1 IN SCHOOLS engineering and project management consultancy of industries built upon STEM skills is important for confidence now compared to 15 years ago when [the CHALLENGE AIMS TO W S Atkins, says it’s crucial to engage young people economic growth and in years to come, if it doesn’t F1 in Schools Challenge] was started.” ATTRACT YOUNGSTERS in STEM-related learning well before they have to improve, Australia could become less competitive. W S Atkins has taken steps of its own to improve TO STEM SUBJECTS start making choices about subjects for school The risk is becoming a nation of buyers and consumers STEM skills in youngsters. The firm has appointed qualifications such as GCSEs. instead of innovators and inventors,” she says. about 175 STEM ambassadors (Cook is one) to work “Even secondary school is too late since they are Bosch agrees with Cook and says that part of the with schools to promote career opportunities, and already partially being guided towards other cause of low STEM uptake is that school children are talk about reality rather than misconception. subjects,” he adds. “That may be because their not being drawn into the subjects early enough. “Young graduates talking to young children about parents do not fully understand modern engineering “There’s no reason why school children shouldn’t what they are doing and how they got there is a or due to the lack of informed careers advice [on start coding, computer skills and robotics at five powerful and inspiring message,” explains Cook. offer]. The shortage of maths and science teachers years old, when they begin school. Coding needs to Bosch says there is a range of global programmes in education is also a challenge. be prioritised earlier, just like reading and writing. implemented at Honeywell designed to nurture early Currently, that learning is not being introduced talent and encourage interest from school students extensively until the age of 11 or 12, but that is too in STEM careers. “CODING NEEDS TO BE late according to some articles and research relating One initiative, HE@SA (Honeywell Educators at are too difficult for them, or that it’s an outdated to this area. By the age of 15, a student selects the Space Academy), tackles the issue from the industry. There needs to be a continued effort to PRIORITISED EARLIER, subjects that ultimately determine their initial further teacher’s perspective. Middle-school science and keep building momentum.” education, and possibly their career path,” she adds. maths teachers can apply to take part in a week-long Denford admits that greater government backing JUST LIKE READING “Since engineering is such a broad area of study, astronaut training programme in the US to learn for initiatives such as his would help further their AND WRITING encompassing so many different skills and roles, about science and space exploration. This helps progress. The F1 in Schools Challenge is hampered ” more information should be made available to school them gain new teaching practices to take back to the by a lack of resourcing. Schools that lack the budget — CAROLINE BOSCH, HONEYWELL children, parents and careers advisers.” classroom to invigorate science education and pique to invest in equipment simply cannot offer it, which “Children’s passion for engineering needs to be interest. Since 2004, more than 2,375 teachers from is a notable barrier to widening access to children inspired at around eight or nine years old. We need INITIATIVES TO INSPIRE 55 countries have ‘graduated’ from the programme. from all backgrounds and improving diversity in to highlight how engineering has modernised and is Programmes aiming to inspire children in STEM STEM industries, another major issue. now much more about software, artificial subjects have existed for a number of years. They HIGHER SUPPORT Denford says: “Successive governments love what intelligence and systems engineering.” aim to challenge the perception that they are only In the UK alone, more than half of engineering, we do but won’t put any funding behind it so the UK accessible to the very brightest of pupils. The F1 in high-tech, IT and science firms are engaging with can have more schools doing it.” INTERNATIONAL ISSUE Schools Challenge is a UK initiative that has sparked schools to promote STEM learning, according to the Bosch also acknowledges that government has a STEM skill shortages are a global trend. In Australia, massive interest worldwide because it allows Confederation of Business Industry (CBI). There is part to play in helping young minds turn to – and be PwC analysis published in 2015 reveals that shifting children to apply learning in a fun way, injects a clearly no shortage of initiatives, yet the talent inspired by – STEM subjects. Ultimately, government just one per cent of its workforce into STEM roles competitive spirit, and ultimately nurtures talent to deficit stubbornly persists. Are these projects having departments set the school curriculum and this is would add AUD57.4 billion to GDP. But the country is uncover the “engineers of the future.” limited success? where they need to be driving change to help future lagging on a number of key STEM indicators, such as It describes itself as an educational experience Cook warns against being too short-sighted on proof the workforce, she says. university completions. Businesses are also that uses “the magnetic appeal” of Formula One this. “There is no doubt that we should be making “If we aspire to be a high-knowledge, innovative struggling to recruit employees with STEM skills. (F1). Schools put together teams to design an F1 car faster progress, but this is a problem that has been economy, this issue is not just for businesses to Caroline Bosch, HR Director, Pacific, at technology of the future and learn about IT, physics, aerodynamics, created over decades. We need to adopt a longer- address,” she adds. and manufacturing multinational Honeywell, notes design and manufacturing, as well as key employability term approach to changing attitudes. It absolutely “We all need to own this problem; schools, that the impact of the shortage of STEM talent could skills such as branding, sponsorship, marketing, starts with education at an early age so youngsters universities, parents, corporates and those who set be acutely felt at national level, if it is not addressed. leadership/teamwork and financial strategy. can overcome barriers such as feeling these subjects education policy.”

40 HAYS JOURNAL ISSUE 11 HAYS JOURNAL ISSUE 11 41 IN THE WORKPLACE — ALARM BELLS AND WHISTLEBLOWING

for the compliance profession. According to our Compliance Horizon report, this increased regulation is putting compliance professionals under immense strain, to the extent that they feel that compliance has become a risk in itself.” NEXT In its 2015 Compliance Risk Study, Accenture found similar results. The study showed that many professionals have not been able to keep up with changes, stating: “Although the stature of GENERATION compliance continues to rise (along with investment in the function), compliance officers’ understanding of the implications of a changing ecosystem seems less advanced than it should be. In our view, COMPLIANCE compliance needs to make sure its development priorities become informed by these emerging agendas, while retaining a balance against ongoing HOW CAN ORGANISATIONS RESPOND TO A WORLD OF imperatives such as regulatory engagement.” INCREASING REGULATION? A NEW BREED OF COMPLIANCE PROFESSIONALS So, how can organisations tackle these challenges? Many believe that they do not currently have the resources to do so and that the situation will only get worse in the future. This has led to the creation of many new roles. The head of financial stability at the Bank of England declared that 70,000 new full-time jobs would need to be created in Europe SINCE THE 2008 financial crisis, compliance has soared up the agenda for many financial service sector businesses. It seems new legislation is constantly stacking up, testing even the most OTHER COUNTRIES diligent professionals in the world of finance. And “ to understand the extent of the challenge many WELCOME FIRMS businesses face, compliance needs to be looked at in an international context. TO OUTSOURCE Few financial institutions operate in only one country, which means they must understand and COMPLIANCE — CHRIS KAYE, CCL UK ” implement new rules in multiple geographies. In 2010, the US implemented the Dodd-Frank Wall Street Reform and Consumer Protection Act, which alone to comply with the requirements, such as Basel has had far-reaching consequences. It created new III rules for banks. BNP Paribas announced plans to authorities such as the Financial Stability Oversight increase its workforce by 40 per cent, HSBC is hiring Council and the Orderly Liquidation Authority to 3,000 new compliance officers and Australian bank promote market discipline and to discourage a ‘too Macquarie quadrupled its compliance spending in big to fail’ mentality. In 2013, member countries three years to AUD413 million. of the Basel Committee on Banking Supervision Chris Kaye, MD of regulatory consultancy CCL UK, outsource compliance because this provides a truly In essence, a new breed of compliance officers began implementing Basel lII in an attempt to explains how the varying international requirements independent oversight function.” is now needed – something large organisations strengthen bank capital requirements. And this year are affecting some of their clients: “The UK is the Bill Waite, Chief Executive of The Risk Advisory are increasingly realising. The back office nature saw the launch of the Senior Managers Regime in most international of financial centres. Therefore, Group, agrees, adding that the new challenges faced that compliance roles once held has changed to a the UK, which aims to embed what the Financial as well as the impact on regulation from the EU, by compliance professionals are actually creating multifaceted approach. Communication skills and the Conduct Authority calls ‘personal accountability’ most firms have to battle overseas regulation – more risk within the function. “Compliance in the ability to face key stakeholders, including customers into the culture of the City of London. These will especially that emanating from the US. To find UK now has a much broader remit than it ever did and investors, are now as desirable in these roles as drive ‘Conduct Rules’, a basic standard for behaviour individuals who can operate with authority across before,” he says. “Legislation around anti-money a thorough understanding of legislation. With this that all those covered by the new regimes will need all of these regimes is increasingly difficult. Other laundering, the Bribery Act and the Modern Slavery in mind, businesses and organisations need to cast

to agree to. countries, especially UAE, actively welcome firms to GETTY IMAGES Act 2015 has significantly increased obligations their recruitment nets much wider to locate and

42 HAYS JOURNAL ISSUE 11 HAYS JOURNAL ISSUE 11 43 IN THE WORKPLACE — ALARM BELLS AND WHISTLEBLOWING REGIONAL SNAPSHOT

“INCREASED REGULATION A CHALLENGING PUTS COMPLIANCE PROFESSIONALS RENAISSANCE UNDER IMMENSE CASE STUDY STRAIN — BILL WAITE, THE” RISK WHISTLEBLOWER BALANCE ADVISORY GROUP WHISTLEBLOWING TOO HAS moved through a period of transformation, to the point where legislation and regulation are placing its protection at the centre of modern compliance. However, for many international businesses, it can be difficult to balance their own whistleblowing policies with local legislation. France can be particularly difficult to navigate for many businesses, due to potential conflicts with data protection laws. Lionel Paraire, Partner at Galion Société d’Avocats, a attract the compliance professionals needed to meet French law firm specialising in labour and employment law, the challenges new rules bring. With a wide set of explains: “In France, whistleblowing can be implemented skills required for success, recruiters look outside through a hotline or an email address. When these devices of the legal profession, as compliance has many involve personal data treatment, the Data Protection components that must be understood and initiated Authority (CNIL: Commission National de l’Informatique across a business’s operations. et des Libertés) has defined conditions for compliance In its State of Compliance Survey 2015, PwC with the data protection law of 1978, as amended later on. concurs: “With compliance becoming more complex Recommendations are laid down in a document dated 10th and more critical to executing business strategy, November, 2005 (AU-004). CCOs would do well to add resources with business, “In accordance with the CNIL decision mentioned above, sector, complex data analysis, and technology skills the scope of the whistleblowing system covered by the and knowledge to their teams. Doing so will help decision is restricted. Whistleblowing policies can only be the compliance function play a more strategic role implemented after declaring or asking authorisation from in the organisation. After all, it’s the people in the the CNIL, consultation with staff representatives, and after AS UNEMPLOYMENT SLOWS AND RECRUITMENT IMPROVES IN FRANCE, COMPANIES STILL FACE department who help drive the function’s identity [distributing] individual information to employees. SIGNIFICANT CHALLENGES IN HIRING THE RIGHT PEOPLE across the company.” “If the whistleblowing system is not compliant with the decision AU-004, the company must apply for THE FRENCH RECRUITMENT market is figures are opening up opportunities for more mature CULTURALLY COMPLIANT authorisation filed online on the CNIL website. Successive continuing to build on a recovery that began at the candidates looking to go into more senior roles. That’s To try and solve this problem longer-term, many laws protecting whistleblowers outline its importance in the end of 2014. While unemployment remains high, across almost all industry sectors, but especially businesses are trying to change the view of business sphere, and aim to ensure firms cannot jeopardise several factors give reason for optimism. noticeable in banking and insurance.” compliance. Where once many saw it as a box- employees’ rights in a framework of fierce competitiveness Tina Ling, Managing Director, France and Recent tax incentives have also helped ticking legal obligation, today most organisations among companies.” Benelux at Hays, explains: “In the white-collar encourage more businesses to recruit. The country are shifting to a more rounded view. Many agree space, unemployment is at around only five per has introduced the Competitive and Employment that compliance must be incorporated into the cent across the population. It’s mainly blue-collar Tax Credit (CICE). Among other things, culture, and should be considered an essential value roles where you get higher unemployment. Overall, these measures were designed to encourage of the wider organisation. In Deloitte’s report The it has been increasing since the financial crisis, organisations to employ. Employers get a six Changing Role of Compliance, it stated: “What has reaching 10.6 per cent at the end of 2015. However, per cent credit on salaries that are 2.5 times the changed is the degree of emphasis now being placed while there are measures that must be taken in the this was less than in the previous two quarters. It is minimum wage or less. on integrity and ethics over and above compliance short term, automation will need to be implemented to slowing down.” Ling adds that employers with a research and with the letter of the rules. Moreover, there are tackle the long-term issues: “CCOs should be proactive This is partly down to a generational shift. development focus, such as pharmaceuticals and differences in the extent to which CCOs, their in addressing the immediate needs of their compliance High numbers of baby boomers are going into life sciences, have also received a boost with the compliance functions and their wider organisations function in terms of putting in place structured retirement, opening up opportunities for younger implementation of a research tax credit (CIR). are attuned to this new reality.” training and development, in order to attract and employees, says Ling. “Critical roles are being refilled “The CIR is giving back to pharmaceutical And while more board members now understand retain talent with the right mix of capabilities. Ensuring as people leave the world of work. More businesses companies, allowing employers to claim back a that third-party risk, compliance and an open culture that processes within the compliance function are are taking on more graduates, but the retirement significant amount on wages.” are vitally important, delivering these changes is often streamlined is a precursor to long-term investment in easier said than done. In fact, Deloitte concludes that, technology to enable more effective compliance.”

44 HAYS JOURNAL ISSUE 11 HAYS JOURNAL ISSUE 11 45 REGIONAL SNAPSHOT

FRANCE

CANDIDATES IN THE DRIVING SEAT back office functions of chartered accountant firms. SQUARING THE CIRCLE: While employment is improving generally, CANDIDATES WITH They are recruiting people with business sense in some markets continue to face challenges. The TECHNICAL AND areas such as communications, IT and marketing. construction industry remains tense, with low LEADERSHIP SKILLS ARE They are restructuring and becoming more organised confidence of potential recovery for the next year. HARD TO COME BY than ever, so hiring leaders for back office functions Firms have focussed on consolidating revenues is more important.” and minimising expenses, leaving little room for Mehdi Lebel, Manager of IT Services, Hays France recruitment. However, this may need to change soon says similar shortages have been experienced due to a skills shortage across technical areas, says in IT. “There is a lack of candidates with project Cyril Lecacheur, Manager of Construction Services, management experience. It has become very Hays France. important. IT has a huge budget and must implement “Many of our customers, whether in a time of crisis big business ideas. It’s easier to find technical or not, are still interested in hard-to-find candidate candidates but there is difficulty finding enough profiles that have between five and 12 years of quality project managers. They still need the technical experience. Despite a difficult year, profiles such as skills, but also an understanding of agile working.” works supervisors, cost estimation engineers and sales managers came out relatively unscathed from CHANGING REPUTATIONS the effects of the crisis.” Even these candidates in A lack of skilled candidates is one thing, but longer- high demand may be reluctant to move on, says term concerns are also emerging. Bessiere says that chartered accountancy is struggling with something of MANY NEGOTIATIONS an image problem, resulting THE NUMBERS “ in a lack of new candidates in COME TO A HALT the sector. 77% “Fewer than 1,000 THE PERCENTAGE OF ACCOUNTING BECAUSE COMPANIES students qualify as chartered FIRMS THAT RECRUITED LAST YEAR accountants each year. The ARE NOT GOING TO favourable position, you end up with some going to working at the same level, candidates changing jobs profession is suffering from 10.6% see their current employer to show them offers made want to increase their salary. In Paris this can be by a bad image in the eyes THE RATE OF UNEMPLOYMENT IN PLAY ONE-UPMANSHIP” by a competitor. This is not the best approach as it as much as 20 per cent. They know they are wanted of young graduates. They FRANCE AT THE END OF 2015 — MIKAEL PARAUD, HAYS FRANCE is a compromising situation to be in on the market. and are therefore asking for much more. imagine accountants are Nevertheless, we find candidates taking advantage “You have companies that do want a bidding war stuck at a desk with little 4 MONTHS Lecacheur. He adds that the gloomy forecast that of these situations, playing for one-upmanship and candidates who want significant pay increases progression, but in real THE PROBATIONARY PERIOD NOW hangs over the industry, coupled with a rise in the between businesses, and moving from one company that are not necessarily in line with their market life that’s not what we see. IN PLACE FOR NEW EMPLOYEES number of interviews candidates often have to to another without necessarily having a highly- price. We therefore see candidates who receive job The industry is changing. complete, is causing a reluctance to move. calibrated career plan.” offers but ultimately do not accept because there is The responsibility given Ling says that, similarly, an increase in the length not a large enough salary increase.” can increase rapidly. If you see someone recruited as of probationary periods is delaying hiring times WAGE DISPUTES a junior professional, they can become a chartered significantly across the country: “Instead of taking Real estate firms are facing similar demands from MANAGEMENT SKILLS MISSING accountant with many responsibilities after five to around four months to fill permanent positions it is candidates, yet a pressure on wages is causing Skills shortages are felt across many industries, and seven years of experience.” now taking between six and seven. The trial period something of a stalemate. Mikael Paraud, Manager not just on the technical side. With increasing numbers Thankfully, other industries do offer hope. In for new staff has risen from three months, which of Property Services, Hays France, explains: of baby boomers retiring, there is a gap in leadership recent years, the reputation of the computer industry can be renewed to six, to four months, renewable to “Companies are tightly controlling their payroll and skills. Ludovic Bessiere, Manager of Chartered is very much on the up, says Lebel. “The image of eight. It means leaving a settled job for a new one is a it leaves very little flexibility in terms of negotiations Accountancy Services, Hays France, says that while 77 the IT candidate is really changing. Ten years ago, much bigger risk for candidates than it was before.” for candidates. This is surprising because recruitment per cent of accountancy firms recruited last year, with working in IT was not as attractive. Now in France, in However, these challenges do come with some is clearly on the rise. Real estate employers need similar figures expected this year, candidates with the last five years, it has become very cool to be an good news for candidates, says Lecacheur. He to recruit, but not at any price. Therefore, many management skills have been hard to find. IT developer. Hackathons are happening all over the explains that for those in demand, moving can be negotiations come to a halt because companies are “They are looking for people with strong business place. It has become very trendy.” very profitable. not going to play one-upmanship.” sense. Technical skills are still needed but candidates “It is a balance of power that has changed a Paraud says that while businesses want to recruit must now be able to understand the business and FOR MORE INFORMATION little. When candidates are aware that they are in a candidates for the same pay as those already speak to clients. We are also seeing growth in the To read more about Hays in France, visit hays.fr

46 HAYS JOURNAL ISSUE 11 HAYS JOURNAL ISSUE 11 47 TRICKS OF THE TRADE — GROWING PAINS

THE RIGHT FIT Finding people who will be comfortable in such a fluid “THERE’S A DANGER culture is a vital part of retaining the small-business feel, even while the company expands. Benevity, for YOU LOSE FOCUS ON instance, deliberately seeks out people who can cope with the flexibility of working in a start-up culture. WHAT THE ORIGINAL “There are ten key attributes which are critical to Benevity’s success as an organisation,” says Ceraficki. PROPOSITION IS — MICHAEL JENKINS, ROFFEY PARK” “They are things like innovation, flexibility, a real comfort with ambiguity, lots of initiative and a passion for the business.” All new hires attend a week-long get quite a bit of staff churn because the business is induction process at its headquarters in Calgary, she changing and it’s not quite what they did in the past,” adds. There they are immersed in the company culture, he says. “But as you recruit people in, you can then exposed to different parts of the business, and undergo instil in them that culture and that direction.” Often GAME ON: specific training programmes. individuals return a couple of years later, he adds, SPOTIFY STAFF ENJOY SOME But such attention to personality and character with a broader range of experience. DOWNTIME AT THE MUSIC is rare, according to research by Hays Canada. “We Ultimately, any small business transitioning to a STREAMING COMPANY’S STOCKHOLM HEADQUARTERS found that personality or cultural fit is essential, but larger entity will need to accept a degree of gradual companies don’t hire with personality or cultural fit change, implementing necessary processes without at the forefront of their mind,” says O’Grady. “They’re overburdening the business and stifling employees with focused on technical skills, experience, qualifications or bureaucracy. “For small firms to grow effectively into continuing to provide employees with the autonomy salary requirements. But when you ask people what the larger organisations they need to be change-ready and GROWING PAINS they need to do things their way. “A structure has to be biggest contributors were in cases where it didn’t work adaptable, and able to balance business-as-usual with part of it, but you can’t do it in such a way that it just out, the number-one thing is that it just wasn’t a good growth and change,” says Jenkins. executes your plan,” warns Rowan O’Grady, President fit. That means personality; the individual did not get on “They also have to move away from cultures START-UPS OFTEN RELY ON AN INFORMAL CULTURE TO ATTRACT of Hays Canada. “People are far more accountable for well with the people they were working with.” reliant on one or two central figures to more team- THE BEST TALENT. YET AS THEY GROW, IT IS NECESSARY TO decisions that they have made themselves than when and project-based cultures and flatter ways of INTRODUCE A MORE PROCEDURAL APPROACH. HOW CAN they’re executing someone else’s decision.” Research by CULTURAL CHALLENGE working,” he warns. “We have seen examples of EXPANDING BUSINESSES BALANCE THE TWO? Roffey Park backs this up; 76 per cent of managers cite a More attention should also be paid to ensuring founders of companies who are too close to the sense of autonomy and the freedom to decide how their those individuals who were with the business in its operational side, even as it grows, and lose future ALMOST ANY GROWING business will reach a work is done as a key driver of motivation. This is second early days remain with it, if it is to retain its inherent strategic focus as a result. As organisations evolve point where it has to face facts and accept it is no only to wanting to make a difference (86 per cent). characteristics. “Two shocking things that we’ve and grow, leaders need to accept the cultural change longer a small firm. It may reach a headcount of more Sometimes this can mean resisting the temptation discovered are that about two-thirds of companies that may emanate from that.” than 100 or open an office overseas, but inevitably to implement rigid policies and processes, as is the do not have a succession plan, and that the biggest there will come a time where the original founder can case in fast-growing US employee-giving technology contributor to staff turnover is a perceived lack of no longer be involved in every aspect of the business. platform Benevity, where the business sought to career progression or obvious career paths,” says The challenge at this point is to put in place the retain the freedom that made it so innovative in the O’Grady. “There’s a huge irony to that, because if you FOUNDATION FOR GROWTH necessary structure and capabilities that will help it first place. “We created a culture which supported that could work on a generic succession plan, you can show Automation and control business Lambert has trebled its turnover since expand, without losing the essence of what has made innovation, where there’s a lot of flexibility and people people in the organisation what it could potentially look completing a management buyout in 2007, but has sought to retain the the business so successful thus far. aren’t monitored as to where and when they’re doing like in five years’ time.” essence that helped it flourish. This is a very real risk, particularly as organisations their work,” says Anette Ceraficki, Director of Talent One way of keeping individuals who were attracted Working in a highly specialised area means training is essential for any start to seek new sources of revenue and implement and People Development. “The key with all of it is that to working in a start-up initially may be to offer them a recruit, so the business has placed a firm emphasis on getting the right fit more managerial structures and processes, says people get their work done; it’s like Netflix’s mandate fresh challenge, he adds, such as working in a different when hiring. “We look for a desire to grow and develop with the business, Michael Jenkins, Chief Executive at leadership institute about only hiring fully formed adults.” department or team. “They may not get paid any more and people who just have the right personal attitudes to work in teams,” Roffey Park. “There’s a danger you lose focus on what It’s a similar situation with UK-based point-of- money or have a new job title, but they feel like they’re says Sales Director Matthew Cox. the original proposition is,” he warns. “Customers payment ratings company truRating, which has grown learning something new,” he says. “It’s amazing the The organisation has been particularly successful in holding on to people aren’t interested in your size: they’re interested in their rapidly to employ 50 people in the UK, Australia, difference that makes. Someone who potentially may from the early days, and they are now helping to instil the company values experience of the product or service you offer which Canada and the US. “I’ve made sure that there’s a have left in six months could be there for another three in the next generation. “It’s really about the directors of the business, who drew them to you in the first place. If what you’re culture whereby people are trusted to do their work in years just by putting them into a new job.” used to be the managers, making sure the new people they bring in are offering is service-based, you need to keep your values the hours that work for them, and there are no written Chris Wood is Chief Executive of UK training firm engrained with the same ideals, vision and culture that they have, so it gets and the ‘soft stuff’ in sharp focus. If you’re a service policies,” says founder Georgina Nelson. “We have Develop Training, and former Managing Director of passed on,” he says. industry, lose that and you’ve lost everything.” people who leave the house at 5am and are back at Incorporatewear. Both businesses lost their identity The business plans to grow by 90 per cent over the next five years, but the end of the school day, and others who fit marathon as a result of growing too far and too fast, he says. Cox believes it has a clearer company ethos now than when it started. “As BALANCING ACT training into their week without guilt.” Such flexibility Wood believes that, in some cases, it can be beneficial we’ve got more professional and better at what we do, that clarity has One of the biggest challenges is striking the right has also helped staff cope with time differences around if staff move on, particularly if they are not equipped emerged. I see that as one of the pillars of our growth going forward.”

balance between putting in place new processes and the world, she adds. GETTY IMAGES to work for larger businesses. “In the early days you

48 HAYS JOURNAL ISSUE 11 HAYS JOURNAL ISSUE 11 49 LAST WORD

THE BREADTH OF HAYS’ EXPERTISE WORLDWIDE A MARATHON LISTED BELOW ARE THE MAIN OFFICES FOR EACH OF OUR COUNTRIES OF OPERATION. TO FIND YOUR LOCAL OFFICE, PLEASE VISIT HAYSPLC.COM NOT A SPRINT Abu Dhabi China Hungary Mexico Spain T: +971 (0)4 559 5818 T: +86 (0)21 2322 9600 T: +36 1 501 2400 T: +52 (55) 5249 2500 T: +34 91 456 69 98 HENRIQUE GONZALEZ IS HR DIRECTOR FOR F: +971 (0)4 368 6794 F: +86 (0)21 5382 4947 F: +36 1 501 2402 F: +52 (55) 5202 7607 F: +34 91 443 0770 15th Floor, Al Khazner Tower Unit 3001 Bank Center Torre Óptima 1 Plaza de Colón 2 THE RIO 2016 OLYMPIC AND PARALYMPIC Najdah Street Wheelock Square 1054 Budapest Paseo de las Palmas 405 Torre 2, Planta 3 GAMES. HE EXPLAINS HOW THE Abu Dhabi No. 1717 Szabadság tér 7. Piso 10 28046 Madrid WORKFORCE HAS BEEN PUT TOGETHER [email protected] West Nan Jing Road Gránit torony 10. emelet Col. Lomas de Chapultepec [email protected] hays.ae Shanghai 200040 [email protected] C.P. 11000, México D.F. hays.es OVER THE LAST FIVE YEARS AND WHY [email protected] hays.hu [email protected] STAFF AND VOLUNTEERS ARE SO ENGAGED Australia hays.cn hays.com.mx Sweden WITH THE GAMES T: +61 (0)2 8226 9600 India T: +46 (0)8 588 043 00 F: +61 (0)2 9233 1110 Colombia T: +91 124 475 2500 The Netherlands F: +46 (0)8 588 043 99 Level 11, Chifley Tower T: +57 (1) 742 25 02 11th Floor, Building 9b T: +31 (0)20 3630 310 Stureplan 4C WHAT HAVE BEEN THE BIGGEST CHALLENGES OF individuals who deal easily with uncertainty, are THE RIO 2016 OLYMPICS 2 Chifley Square F: +57 (1) 742 00 28 DLF Cyber City F: +31 (0)20 3630 316 11435 Stockholm ORGANISING THE WORKFORCE FOR RIO 2016? adaptable, confident or who are looking for meaning BEGIN ON 5 AUGUST Sydney NSW 2000 Paralelo 108 Gurgaon 122002 H.J.E. Wenckebachweg 210 [email protected] Q [email protected] Autopista Norte # 108-27 hays.com 1096 AS Amsterdam hays.se HOW HAVE THESE BEEN OVERCOME? in their jobs. Those whose careers are driven by hays.com.au Torre 2 – Oficina 1105 [email protected] There have been many big challenges throughout learning, who want to build national and Bogotá D.C. Ireland hays.nl Switzerland the time a project like this takes. I started five years international networks and who wish to have unique Austria [email protected] T: +353 (0)1 897 2481 T: +41 (0)44 225 50 00 ago in a start-up context, recruiting leadership, stories to tell about their contribution to a historical T: +43 1 535 34 43 0 hays.com.co F: +353 (0)1 670 4738 New Zealand F: +41 (0)44 225 52 99 F: +43 1 535 34 43 299 2 Dawson Street T: +64 (0)9 377 4774 Nüschelerstr. 32 building a culture, setting HR strategy, processes and highly complex project are often a good fit. Europaplatz 3/5 Czech Republic Dublin 2 F: +64 (0)9 377 5855 8001 Zürich and systems, setting the workforce headcount and 1150 Vienna T: +420 225 001 711 [email protected] Level 12, PWC Tower [email protected] operation planning. Attracting, engaging and YOU’VE PREVIOUSLY WORKED IN THE [email protected] F: +420 225 001 723 hays.ie 188 Quay Street hays.ch managing 70,000 volunteers has been one of the Q CORPORATE WORLD. HOW HAS ORGANISING hays.at Olivova 4/2096 Auckland 1010 biggest challenges we have faced. After years of THE WORKFORCE FOR THE OLYMPICS DIFFERED 110 00 Praha 1 Italy [email protected] United Arab Emirates Belgium [email protected] T: +39 (0)2 888 931 hays.net.nz T: +971 (0)4 559 5800 planning, we have had more than 250,000 FROM YOUR FORMER ROLES? T: +32 (0)56 653600 hays.cz F: +39 (0)2 888 93 41 F: +971 (0)4 368 6794 candidates and more than 60,000 have already We have the most diverse team I’ve ever seen. We F: +32 (0)56 228761 Corso Italia, 13 Poland Block 19, 1st Floor been selected in more than 15 selection centres all have people who came from sports federations, Harelbeeksestraat 81 Denmark 20122 Milano T: +48 (0)22 584 56 50 Office F-02 over Brazil. We have completed 22 test events with event marketing, traditional corporate backgrounds, B-8520 Kuurne T: +45 33 38 32 00 [email protected] F: +48 (0)22 584 56 51 Knowledge Village [email protected] F: +45 33 38 32 99 hays.it Ul. Złota 59 P.O. Box 500340, Dubai more than 8,000 volunteers. We are very confident national and multinational companies from many hays.be Kongens Nytorv 8 00-120 Warszawa [email protected] and proud of the quality and passion these different sectors and those from the public sector. DK-1050 København K Japan [email protected] hays.ae volunteers have to deliver the Games. We have many talented people who were stars Brazil [email protected] T: +81-3-3560-1188 hays.pl where they worked before, and are willing to do their T: +55 11 3046 9800 hays.dk F: +81-3-3560-1189 United Kingdom THE WORKFORCES FOR PREVIOUS OLYMPICS best. The success here is based on integrated F: +55 11 3046 9820 Izumi Garden Tower 28F Portugal T: +44 (0)20 3465 0021 Rua Pequetita France 1-6-1 Roppongi, Minato-ku, T: +351 21 782 6560 4th Floor Q HAVE BEEN HUGELY ENGAGED. WHY DO YOU teamwork collaborations as well as internal and 215 – 13° andar T: +33 (0)1 42 99 16 99 Tokyo 106-6028 Japan F: +351 21 782 6566 107 Cheapside THINK STAFF FEEL SO CONNECTED TO THEIR WORK external partnerships. Sao Paulo, SP F: +33 (0)1 42 99 16 93 [email protected] Avenida da República London ON THE GAMES? 04552-060 147 Boulevard Haussmann hays.co.jp 90 – 1º EC2V 6DB The Games represent so many pure values in our WHAT DO YOU THINK THE GAMES WILL MEAN TO [email protected] 75008 Paris Fracção 4, 1600-206 [email protected] [email protected] Lisboa minds. People think of peace between nations, BRAZIL AS A COUNTRY? WHAT LEGACY DO YOU hays.com.br Luxembourg hays.co.uk Q hays.fr T: +352 268 654 [email protected] education through sports, improving health habits, HOPE THEY WILL LEAVE FOR BOTH ITS WORKFORCE Canada F: +352 268 654 10 hays.pt USA diversity and inclusion. This means they have a AND THE NATION? T: +1 416 367 4297 Germany 65, Avenue de la Gare T: +1 813 936-7004 capacity to attract people who need to feel meaning The Games will help our country’s development F: +1 416 203 1923 T: +49 (0)621 1788 0 L-1611 Luxembourg Russia F: +1 416 203-1931 in their work, fulfilling both their professional and journey, showcasing Brazil’s capacity to organise 6 Adelaide Street East F: +49 (0)621 1788 1299 [email protected] T: +7 495 228 2208 4300 West Cypress Street Suite 600, Toronto, Ontario Willy-Brandt-Platz 1-3 hays.lu F: +7 495 228 2500 Suite 900 personal interests. People who want to build a better and deliver a huge, complex project like this. The M5C 1H6 68161 Mannheim Citydel Business Center Tampa FL 33607 USA world can easily connect their work to that goal. Games will also showcase our culture and develop [email protected] [email protected] Malaysia 9, Zemlyanoy Val [email protected] our tourism potential, promoting Brazil as a nation hays.ca hays.de T: +603 2786 8600 105 064 Moscow hays-us.com HAS IT BEEN DIFFICULT TO ATTRACT TOP that is proud to receive and welcome our visitors. F: +603 2786 8601 [email protected] hays.ru TALENT TO POSITIONS THAT THEY KNOW THEY Chile Hong Kong Level 23 Q T: +56 (2) 2 2449 1340 T: +852 2521 8884 Menara 3 Petronas WILL ONLY HOLD FOR A RELATIVELY SHORT AMOUNT WHAT ARE YOUR PLANS PROFESSIONALLY F: +56 (2) 2 2449 1340 F: +852 2521 8499 KLCC Singapore OF TIME? Q ONCE THE GAMES HAVE FINISHED? Cerro El Plomo 5630 Unit 6604-6606, 66/F 50088, Kuala Lumpur T: +65 6223 4535 We do not attract talent by money, nor by I will take a few months to go sailing and after that, Of. 1701 ICC, 1 Austin Road [email protected] F: +65 6223 6235 exponential career progression or stability. Those embark on some consultancy and coaching. I may PO 7560742, Las Condes West Kowloon, Hong Kong hays.com.my 80 Raffles Place Santiago [email protected] #27-20, UOB Plaza 2 who are searching for these qualities at this moment also engage in another project as an executive. [email protected] hays.com.hk Singapore 048624 of their career will not feel attracted to come to work Either way, it will need to be something that will fulfil hays.cl [email protected] for the Games. However, it is easy to attract talented my values and my need for adrenaline. hays.com.sg

50 HAYS JOURNAL ISSUE 11

ISSUE 11 2016 GLOBAL INSIGHT FOR EXPERTS INTHE WORLD OF WORK

BOOST THE BOTTOM LINE WITH AN INCLUSIVE WORKFORCE CAN EXPANDING HOLD THEIR START-UPS ON TO CULTURE? CAN TECHNOLOGY IMPROVE PRODUCTIVITY? PRODUCTIVITY? IMPROVE TECHNOLOGY CAN SMARTER CITIES: THOUGHT: OF DIVERSITY GROWING PAINS: NEXT GENERATION HIRING COMPLIANCE: HITS REGULATION INCREASED BEING HUMAN MEAN NEW OPPORTUNITIES COULD AUTOMATION HOW

HAYS JOURNAL ISSUE 11 01/04/2016 17:18

gender-diversity.haysplc.com To view the report online, online, the report view To visit gender-diversity.haysplc.com Our second annual Global Gender Diversity Report Diversity annual Global Gender Our second and men 11,500 women over from includes responses on say had to they Find out what 25 countries. across world in the gender diversity impact that areas key five career equal pay, ambition, self-promotion, of work: policies. opportunities and gender diversity The business benefits of harnessing workplace workplace benefits of harnessing business The better It ensures and tangible. proven are diversity and innovation increased and retention, attraction a Making gender diversity productivity. improved financial improve organisation will help your priority and fulfil its potential. performance

The Hays Global Gender Diversity Report 2016 2016 Report Global Gender Diversity Hays The BUSINESS BENEFITS BUSINESS HOW YOUR YOUR HOW DIVERSITY DIVERSITY THE POWER OF POWER THE

© Copyright Hays plc 2016. HAYS, the Corporate and Sector H devices, Recruiting experts worldwide, the HAYS Recruiting experts worldwide logo and Powering the World of Work are trade marks of Hays plc. marks of Hays trade are of Work the World logo and Powering worldwide experts Recruiting the HAYS worldwide, experts Recruiting H devices, and Sector the Corporate HAYS, plc 2016. Hays © Copyright PLC-15150 reserved. are All rights countries. in many registration by original designs protected are H devices and Sector Corporate The PLC-15150 Gender Diversity Press ad - HJ11 240x185.indd 1