According to PWC’s 20th CEO Survey, the two main priorities for a business are attracting the right talent and finding the appropriate technology solutions for the company. While finding the right talent is indeed a constant challenge in the general recruitment space, this is particularly valid for the executive recruitment arena in South Africa.Continue reading
We are pleased to announce that our South African office is currently expanding, despite the turbulence we experienced over 2017 / 2018. This is a strategic move for our executive recruitment business: Nonkululo Maqungo and Deano Govender focus on different areas yet keep at heart the same objective: Results through People.Continue reading
In my previous article, I referred in particular to the "time" factor and the resulting changes for the industries from a Dutch perspective. This article will focus on the concept of digitisation in executive recruitment.Continue reading
The aggravating shortage of skilled workers and new demands on the employer present companies with massive challenges in recruiting. It seems that Employer Branding is becoming more and more obligatory if companies wish to prosper, or even just to survive.
Time is still the decisive factor in filling executive positions
Time is one of the most important KPIs in the recruitment process today. Candidates often leave as quickly as they come in this tight labour market. In terms of time, there are several goals imaginable, which usually involve keeping the time as short as possible. A few examples:
While we already have a candidate market today, we will see a further intensification in the fight for executives and talents in the coming decade. Allow me to share some background and advise, followed by some great international articles with more insights if you wish.
Over the last decade or so Human Resources has had a reputation of being the function employees to go to for support and guidance around the organisational challenges they face. As a result, HR are often seen as sympathisers for the employees who believe they are perhaps being treated unfairly, or a department that provides employees with the support they may need to evolve in their roles.
If we take a brief look at the history of HR, previously known as Personnel Management, seeing its debut in the 1970's, it is clear to see where this perspective has stemmed from. As a function it comprised of the activities like recruitment, work conditions, welfare of employees, training and development and employee exit (retrenchment, retiring schemes). The 'Personnel Department' has come a long way since then and from the late '80s developed into Human Resource Management as we know it today.Continue reading
Understanding How Business Leaders Contribute to the UK 'Productivity Problem'- An Exclusive Interview with Interim Operations Expert, Paul Dakin.
In case you have missed it, the 10th anniversary of the Lehman Brothers Bank collapse recently occurred that signalled the 2008/09 financial crash. This has led lot of soul searching about UK productivity puzzle which comprises the zero growth of productivity within the British economy since the crash & its current low levels relative to other nations.
On a macro level productivity is hard to understand, but the one thing that can be agreed on is that productivity puts the life into living standards. History makes this very clear. Since the start of the industrial revolution pay & living standards have increased 15-fold since 1750. It is no coincidence that the UK experience since 2008 has been more painful with the “lost decade” & counting since 2008 resulting in a flat-lining/reduction in living standards.
But why has UK relative productivity performance been so poor?Continue reading
In a recent speech to the Central Bank of Ireland, Mark Carney gave his views on the changing nature of work, specifically the impact of the 4th industrial revolution on all aspects of the economy:
“We are at the cusp of a 4th industrial revolution, which has the power to transform fundamentally the nature of both work and commerce.”
Some of the key takeaways from his speech really got me thinking, specifically:
Small and medium enterprises (SMEs) are recorded to make up 97% of organisations in the UK (excluding micro-businesses), and therefore it would seem fitting that they are shouldering most of the skills shortage challenge that we are seeing in the UK.
According to a recent survey by The Open University¸ small businesses are feeling the strain when it comes to talent attraction with three in five (62%) feeling that losing highly skilled candidates to larger competitors, significantly affects their organisation’s growth potential.
Whilst the feeling of many business leaders seems to be that the larger organisations monopolise the best talent in the market. It is key to remember that different skill-sets and behaviours are required in the fast-paced start up environment than an established FTSE organisation.Continue reading