The UK’s cyber security industry is one of the most crucial sectors for safeguarding the nation’s digital landscape, however, it continues to be overwhelmingly dominated by men.

The UK&rsquo;s cyber security industry is one of the most crucial sectors for safeguarding the nation&rsquo;s digital landscape. A recent study by the <a href="https://www.weforum.org/publications/global-cybersecurity-outlook-2023/">World Economic Forum</a> showed that 59% of global businesses would find it difficult to respond to a cyber security incident due to the shortage of skills.
So, how can organisations make sure that they have a robust system and the right people inside their organisation to mitigate against the risks, as the world&rsquo;s dependence on technology continues to grow?
One key and important solution is to work towards building a more inclusive and effective cyber security workforce by improving diversity. The UK&rsquo;s cyber security industry continues to be overwhelmingly dominated by men. As of May 2024, women constituted just 17.9% of the workforce, with men making up the remaining 82.1%, according to <a href="https://www.linkedin.com/news/story/uk-cyber-industry-dominated-by-men-6119508/">LinkedIn&rsquo;s Economic Graph team</a>. While this marks a slight improvement from 17.5% in 2023, the gender disparity remains significant, highlighting ongoing challenges and the urgent need for action.
<h2 class="MsoNormal">Historical and Cultural Barriers</h2>
The underrepresentation of women in cyber security is not a new issue; it is rooted in deep-seated historical and cultural factors. For decades, cyber security, like much of the technology sector, has been perceived as a male-dominated field. This perception has resulted in a lack of female role models and mentors, which many believe is one of the reasons why women are discouraged from pursuing careers in this area.
<a href="https://www.linkedin.com/news/story/uk-cyber-industry-dominated-by-men-6119508/">Jane Frankland, a cyber security expert</a> and LinkedIn Top Voice, points out that this perception has long shaped educational environments, which often fail to actively encourage women to pursue studies in computer science&mdash;a common gateway into cyber security. The lack of encouragement in schools and universities means fewer women are entering the pipeline, which perpetuates the gender imbalance in the workforce.
<h2 class="MsoNormal">The STEM Education Pipeline</h2>
The challenges faced by women in cyber security often start early in their educational journey. <a href="https://www.mckinsey.com/capabilities/mckinsey-digital/our-insights/women-in-tech-the-best-bet-to-solve-europes-talent-shortage">McKinsey &amp; Company&rsquo;s</a> research highlights two critical points where the percentage of women in STEM (Science, Technology, Engineering, and Mathematics) fields drops significantly: during the transition from secondary education to university and from university to the workforce. The drop is particularly sharp at these junctures, with an 18% decline from secondary education to university and a further 15% drop from university to the workforce.
Furthermore, the share of women in the workforce is lowest in the tech roles that are growing fastest, such as cyber security, DevOps and cloud. At current rates, the share of women in tech roles in Europe is heading toward a decline to 21 percent by 2027.
This leaky pipeline indicates that while young women might initially show interest in STEM subjects, systemic barriers such as lack of support, mentorship, and encouragement, along with prevailing gender stereotypes, deter them from continuing. By the time they reach the job market, the number of women entering cyber security roles has dwindled considerably.
<h2 class="MsoNormal">Workplace Challenges and Biases</h2>
Once in the workforce, women in cyber security often face additional hurdles. Unconscious biases in hiring practices and workplace cultures can create environments that are unwelcoming or challenging for women. Frankland notes that <a href="https://www.linkedin.com/news/story/uk-cyber-industry-dominated-by-men-6119508/">women often have to work harder, longer, and obtain more certifications to prove their competence</a>, which can be discouraging and exhausting. This extra burden not only affects job satisfaction and retention but also perpetuates the gender gap as fewer women choose to stay in or advance within the industry.
<h2 class="MsoNormal">The International Context</h2>
Interestingly, the gender gap in cyber security is not as pronounced in some other countries. In Italy, <a href="https://economicgraph.linkedin.com/content/dam/me/economicgraph/en-us/PDF/global-cybersecurity-talent-trends.pdf">women made up 26.7% of the cyber security workforce as of May 2024, and in Singapore, they accounted for 26.2%.</a> These figures suggest that the UK could learn from international best practices and cultural attitudes that are more supportive of gender diversity in tech.
<h2 class="MsoNormal">Moving Towards Greater Diversity</h2>
Addressing the gender disparity in the UK cyber security industry requires a multifaceted approach. Educational institutions need to actively encourage young women to pursue STEM subjects and provide robust support systems throughout their academic journey. In the workplace, companies must tackle unconscious biases in hiring and promotion practices and create cultures that are inclusive and supportive of all genders.
One of the key findings from <a href="https://www.lorienglobal.com/what-tech-candidates-want-2024">Lorien&rsquo;s 2024 study on &lsquo;What Tech Candidates Want&rsquo;</a> revealed that the top reason candidates look for a new role is for opportunities to learn new skills. This was a complete change from 2023, when 40% of candidates said that salary was their key motivation. Employers can take advantage of this change in sentiment and make a real difference in attracting top female talent into their organisations by offering training, upskilling and progression.
Role models also play a critical role in this effort. Prominent female figures in the cybersecurity industry, such as Jessica Barker MBE PhD, Sarah Armstrong-Smith, Sian John MBE, and others, are essential in challenging stereotypes and providing inspiration for the next generation of women. Their visibility and success help to slowly shift perceptions and open doors for more women to enter and thrive in the field.
Companies and organisations that are looking to build competitive advantage and growth by addressing their technology gap should consider one fact: women occupy only 22 percent of all tech roles across European companies. That&rsquo;s a staggering statistic at a time when technology underpins so much of the innovation and growth in the world today. In Lorien&rsquo;s most recent <a href="https://www.lorienglobal.com/salary-survey-2024">Salary Survey</a>, we found that there are roughly 22,000 candidates in the cyber security space, increasing by 3% YoY. The average time in a role is 20-21 months, with 18% of employees changing jobs last year.
With concerted efforts from educators, employers, and industry leaders, the sector can become more inclusive and reflective of the diverse society it serves. Bridging the gender gap is not just about fairness; it&rsquo;s about harnessing the full potential of the talent pool to better protect and innovate within the ever-evolving digital world.
&nbsp;
If you need advice or help with diverse hiring, <a href="https://www.lorienglobal.com/contact-us">get in touch with our team today</a> and ensure your company is ahead of the competition.
&nbsp;

Diversity in the UK Cyber Security Industry 

In the world of talent acquisition and <a href="https://www.lorienglobal.com/business-solutions/msp-and-contingent-workforce-solutions">contingent workforce management</a>, choosing to go to market for an outsourced provider is one of the biggest decisions you can make for your organisation.
Following a popular roundtable session I ran at this year&rsquo;s SIA CWS Summit Europe, I wanted to share some simple but essential tips to give you the best chance of selecting the most appropriate <a href="https://www.lorienglobal.com/business-solutions/msp-and-contingent-workforce-solutions">Managed Service Provider (MSP)</a> or <a href="https://www.lorienglobal.com/business-solutions/rpo-total-talent-acquisition">Recruitment Process Outsourcing (RPO) </a>Partner through the Request for Proposal (RFP) process. Let&rsquo;s dive into some RFP specific tips, followed by general best practices when going to market.
<h3>1.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Clearly Define Objectives &amp; Scope</h3>
Carefully consider what your key objectives are before drafting your RFP and clearly articulate what your business aims to achieve through an MSP or RPO solution.
Defining your objectives helps potential providers understand your needs and the outcomes you are looking to achieve. This allows potential providers to tailor proposed solutions accordingly in line with your requirements, but also allows relevant / irrelevant suppliers to self-select in or out of the tender process.
<h3>2.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Include Detailed Requirements</h3>
When releasing your RFP, please include detailed requirements and data for your current landscape. This ensures that the proposals you receive are pertinent to your aims and will save you plenty of time when responding to clarification questions as part of the process. A good starting point is to provide estimated hiring volumes over the period of the contract, broken down by role titles, average salary / rate and locations; in addition to the number of roles the supplier will be inheriting on day one.
When <a href="https://www.lorienglobal.com/insights/how-to-write-a-request-for-proposal-for-rpo-and-msp">outlining your specific requirements</a>, think about including:
<ul>
<li>Scope of service (e.g. roles / functions, geographic locations, volume of hires / workers, average salaries / day rates).</li>
<li>Proposed Key Performance Indicators (KPIs) and metrics for success, in addition to current KPI performance.</li>
<li>Technology requirements (e.g. current ATS / VMS/HRIS, associated technology such as assessment tools or CRM, required integrations with existing systems).</li>
<li>Particular challenges and pain points you are experiencing and would like to solve.</li>
<li>Strategic goals and how the MSP or RPO will align with them, for example, ED&amp;I goals.</li>
</ul>
It is standard to allow bidders a period of time to submit questions for clarification based on the RFP document, and customary to ask for these as a written response. You will then be expected to share all questions and answers with all bidders.
<h3>3.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; &nbsp;Evaluating Potential Partners</h3>
Letting providers know how they will be scored as part of the RFP process can be extremely helpful for potential partners to learn where your priorities lie. An essential piece of information to include for providers is both the dates associated with RFP submission and following stages (presentation, best, and final offer).
As a rule of thumb, consider sharing the below dates and milestones to potential providers:
<ul>
<li>Deadline for clarification questions&nbsp;</li>
<li>Responses to clarification questions</li>
<li>RFP submission due date</li>
<li>Timescales for feedback</li>
<li>Anticipated date of appointing preferred bidder</li>
<li>Ideal service go-live date</li>
</ul>
To evaluate potential partners effectively, ask targeted questions that will best meet your aims. You should be looking to ask questions that will enable you to assess each bidders&rsquo; strengths, for example:
<ul>
<li>If successful, how would you view our organisation within your current portfolio of clients?</li>
<li>Describe your experience in our industry.</li>
<li>What differentiates your programme from your competitors' MSP or RPO programmes?</li>
<li>Please describe the resources and team structure proposed to support the model you are proposing.</li>
<li>How would you pursue positions that are challenging to recruit for?</li>
<li>What technology platforms do you use, and how do they integrate with other systems?</li>
<li>Please provide examples of innovation or continuous improvement that you have implemented in another programmes.</li>
<li>Please provide details of how you would support our diversity and inclusion objectives.</li>
<li>What do you see as the priorities following completion of the implementation plan?&nbsp;</li>
<li>How do you ensure compliance with local and international labour laws?</li>
</ul>
<h3>4. Evaluate Cultural Fit</h3>
You cannot downplay the importance of cultural fit between your organisation and your potential partner. From general working practices to values, I truly believe that to succeed in any MSP or RPO programme you must at the very least enjoy working with your provider and work as one team. Some ways of assessing cultural fit within an RFP process include:
<ul>
<li>Comparing the provider&rsquo;s mission and core values with those of your organisation to ensure they align and support your organisational culture.</li>
<li>Meeting the proposed Account Team and in particular the proposed Service Lead to ensure they are someone you can see yourself working with.</li>
<li>Assess the leaders and leadership approach of potential providers to determine if they complement your leadership style and practices.</li>
<li>Review testimonials, case studies and speak to referees to hear others&rsquo; opinions of the provider.</li>
</ul>
<h3>5.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Pricing</h3>
The most critical part of an RFP for some organisations is pricing. The biggest tip I can provide is to ensure that you create a template that enables you to compare each potential partner fairly and equally side by side. This will require some work from your organisation to consider the pricing breakdown that you would like to apply to the solution.
While pricing is an important factor, you should also give some focus on the overall value proposition. Request a breakdown of costs for added value services and ask providers to highlight the return on investment (ROI), in addition to ensuring that there are no hidden costs on top of the main services.
<h2>Best Practices for Managing the RFP Process</h2>
Alongside the RFP document itself, there are some best practices for how you should approach the management of the process of selecting an MSP / RPO partner. Below, I have listed these, alongside some common pitfalls.
1. Establish a Cross-Functional Programme Team
Involve stakeholders from various departments to ensure the RFP addresses all relevant aspects and requirements of the business. Perhaps the most vital step to take before scoping a potential MSP &amp; RPO is ensuring you have stakeholder buy-in and that you have sponsorship for the programme. Without this, you can go through a full selection process before finding out that you do not have a mandate to proceed with your solution.
2. Conduct Thorough Evaluations
Before sending out your RFP to providers, develop a structured evaluation framework to assess proposals against predefined criteria. This can include scoring systems, evaluation matrices, and cross-functional programme review panels. This gives you the best chance of not just making a fair and transparent decision, but also the best decision for your business.
3. Check References and Perform Due Diligence
Conduct thorough reference checks and due diligence to validate shortlisted provider&rsquo;s claims and ensure they have a solid track record of delivering similar services successfully. Typically, organisations would only do this once they are down to the final 2 suppliers in a process.
4. Contract Terms and Conditions
As part of your RFP process, send out a copy of your standard contract for potential partners to review and send back as part of the process. This enables you to start working on potential contractual pitfalls well in advance of making a selection and proceeding to contract negotiation.
<h3>Common Pitfalls to Avoid</h3>
1. Lack of Clarity in Requirements
Ambiguity in your RFP can lead to misunderstandings and misaligned expectations. Be as specific and detailed as possible to avoid confusion.
2. Focusing Solely on Cost
Choosing the lowest-cost provider can be tempting, but it&rsquo;s essential to consider the overall value and long-term benefits. Focus on quality, reliability, and alignment with your strategic goals.
3. Ignoring Internal Stakeholders
Ensure all relevant internal stakeholders are involved and their concerns and requirements are addressed. Ignoring their input can lead to resistance and implementation challenges.
5. Overlooking Scalability
Consider the future growth and scalability of your organisation. Choose a provider that can scale their services in line with your evolving needs.
For further support, or if you are looking for specific help to ensure best practice ahead of progressing to RFP, please contact&nbsp;<a href="mailto:solutions@lorienglobal.com">solutions@lorienglobal.com</a>.&nbsp;

Delve into some essential tips to give you the best chance of selecting the most appropriate Managed Service Provider (MSP) or Recruitment Process Outsourcing (RPO) Partner through the Request for Proposal (RFP) process.

Request for Proposal (RFP) Best Practice for MSP & RPO Recruitment

Lorien Salary Survey reveals in-demand  technology workers securing robust wages as hiring stabilises in the tech sector

In the hustle and bustle of today's tech market, it's easy to feel daunted by the process of <a href="https://www.lorienglobal.com/job-seekers">finding your ideal role</a>. Job hunting can feel like navigating a labyrinth, especially with the sheer volume of options and competition. However, with the right strategy, you can transform a potentially overwhelming task into a manageable and rewarding experience.
Whether you're a recent graduate, a seasoned professional seeking new opportunities, or someone looking to pivot their career, these 5 practical tips will help guide you on your path to success.
<h3 class="MsoNormal">1. Tailor your CV</h3>
In today's competitive job market, <a href="https://www.lorienglobal.com/insights/how-to-write-a-good-cv">customising your CV</a> for each individual application can make a significant difference. By highlighting the skills and experiences most relevant to the job you're applying for, you show potential employers that you understand the unique demands of the role and are prepared to meet them head-on. This personalised approach is crucial to standing out from the crowd and making a strong impression.
Employers value candidates who demonstrate a proactive and considered approach in their applications. When you take the time to align your CV with the specific requirements and responsibilities of each position, you signal that you have not only the qualifications they seek but also the dedication and attention to detail that sets you apart.
<h3 class="MsoNormal">2. Leverage Your Network</h3>
In today's interconnected professional landscape, building a robust network can significantly impact your career trajectory. One effective way to do this is by attending industry events. Whether it's a conference, seminar, or workshop, these events offer unparalleled opportunities to meet like-minded professionals, exchange ideas, and stay ahead of industry trends.
Another valuable strategy is to join professional groups. These groups, whether online or offline, often serve as a hub for knowledge-sharing and support. They can provide you with access to resources, mentorship, and collaboration opportunities that you might not find elsewhere. Additionally, being active in these communities can increase your visibility and establish you as a thought leader in your field.
You can also utilise LinkedIn to grow your professional network by connecting with others in your field. It&rsquo;s a great place to&nbsp; share your achievements, endorse skills, and engage with content relevant to your industry.
Remember, a referral can often get your foot in the door more effectively than a cold application. Having a contact vouch for you can make your application stand out and demonstrate that you come with a seal of approval from someone within the organisation. So, take the time to build and nurture these relationships &ndash; they could be the key to unlocking your next career opportunity.
<h3 class="MsoNormal">3. Research the Companies</h3>
When you're on the lookout for new job opportunities, taking the time to research prospective companies can be extremely beneficial. It&rsquo;s not just about finding a vacancy but finding a place where you can thrive and grow. Understanding the company culture, values, and any recent developments can provide you with a considerable advantage.
Knowing a company's culture and values can also help you tailor your cover letter to align with what they are looking for. This level of specificity not only showcases your interest in the role but also your compatibility with the company's ethos, setting you apart from other candidates.
Additionally, staying informed about any recent developments within the company can be a game-changer during interviews. Whether it's a new product launch, an award, or a significant business milestone, mentioning these can demonstrate your keen interest and initiative. It shows that you&rsquo;ve done your homework and are genuinely interested in contributing to the company&rsquo;s success.
<h3 class="MsoNormal">4. Prepare for Interviews</h3>
Navigating the world of job interviews can be daunting, but practicing common interview questions and answers can massively help. Being ready to discuss your experiences and achievements in detail is crucial. This means reflecting on your career journey and identifying key moments that showcase your skills and growth. Think about times when you overcame challenges, led a project, or had a significant impact on your team or company. Having these stories at your fingertips not only demonstrates your qualifications but also paints a vivid picture of your capabilities.
Remember, confidence combined with thorough preparation can set you apart from other candidates. When you walk into an interview well-practiced and knowledgeable about your own career narrative, it shows. It demonstrates motivation, attention to detail, and a proactive attitude&mdash;qualities every employer values.
<h3 class="MsoNormal">5. Stay Organised</h3>
Maintaining an organised record of your job applications, interviews, and follow-ups is crucial for a <a href="https://www.lorienglobal.com/insights/how-to-know-when-it-is-time-to-job-hunt">successful job search.</a> By keeping a detailed log, you can stay on top of important deadlines, track your progress, and ensure that no opportunities slip through the cracks.
In today's competitive job market, every detail counts. A robust tracking system can help you manage multiple applications effectively, allowing you to schedule interview prep and follow-up emails promptly. This level of organisation not only demonstrates your professionalism but also provides a clear overview of your job search journey, helping you identify patterns and adjust your strategies as needed.
By dedicating time to log each application meticulously, noting down dates, contacts, and key points from interviews, you create a resource that can be referenced repeatedly. This approach reduces the risk of missing out on potential opportunities and optimises your chances for success. Whether you use a simple spreadsheet or a sophisticated job search platform, the goal is the same: to stay organised, focused, and proactive in your job hunt.
<h2 class="MsoNormal">Sign Up to Our <a href="https://www.surveymonkey.com/r/LorienCandidateCouncil24">Candidate Council</a></h2>
Are you a job seeker? We&rsquo;re interested in hearing your sentiments on how things could be improved for you on your job hunt. By joining our <a href="https://www.surveymonkey.com/r/LorienCandidateCouncil24">Candidate Council</a>, you can directly influence how we refine our services to better meet your needs and those of other job seekers.
Additionally, you can explore our <a href="https://www.lorienglobal.com/job-seekers">extensive range of tech job listings</a> to find your dream role. Whether you're looking to start your career or take the next big step, we have <a href="https://www.lorienglobal.com/job-seekers">opportunities</a> that suit every level of experience.

Nail your job search with our top 5 candidate job hunting tips

Candidate Job Hunting – Our Top 5 Tips to Guide You to Job Search Success 

As part of the <a href="https://www.impellam.com/" target="_blank" rel="noopener">Impellam Group</a>, Pride Month is very important to us here at Lorien. We always strive to focus on diversity and inclusion both internally and externally. This Pride Month we have celebrated with some fun activities including a company wide bake-off fundraiser, a pop-culture quiz and lots more.
To keep those celebrations going, we thought it would be fitting to honour Pride Month by highlighting what it means to our colleagues in the Impellam Group.
&nbsp;
<h5 class="MsoNormal">James Stabler &ndash; Client Marketing Executive at Lorien</h5>
<h5 class="MsoNormal">What does Pride Month mean to you?</h5>
To me, Pride Month is all about celebrating how far the LGBTQIA+ community has come. We should remember the hard work that came before us that has allowed us to get where we are right now.
It&rsquo;s important to remember that Pride started as a protest for equal rights and for visibility of the community. We still have a long way to go though, and we need to protect all members of the community.
<h5 class="MsoNormal">What do you like to see in an ally?</h5>
An ally is not just simply someone who supports LGBTQIA+ rights &ndash; although that is amazing! An ally is someone who helps to educate and challenge others who may have outdated or harmful views on the community.
<h5 class="MsoNormal">What is a positive memory you have of Pride?</h5>
Pride is such a great celebration of all things LGBTQ+ and it&rsquo;s amazing to be in a safe space with all of my queer peers who may not be able to be their true selves due to religion or culture. My favourite memory is having so much fun with all of my friends!
&nbsp;
<h5 class="MsoNormal">Talia Faverzani &ndash; Marketing Assistant at SRG</h5>
<h5 class="MsoNormal">What does Pride Month mean to you?</h5>
Pride Month is a time to celebrate how far we have come in terms of acceptance for the LGBTQIA+ community. But it is important to still raise awareness of issues affecting the community even as society becomes more accepting.
<h5 class="MsoNormal">What do you like to see in an ally?</h5>
A good ally respects others for who they are. Listening to members of the community, researching our history and being understanding are all very valuable things to me in an ally.
<h5 class="MsoNormal">What is a positive memory you have of Pride?</h5>
For me, one of my absolute favourite memories of Pride is my very first one in 2019. Walking around the Gay Village and Canal Street in Manchester, seeing the amazing parade, and then watching Ariana Grande perform. The atmosphere was warm, and everyone around me was happy.
&nbsp;
And our celebration of the community isn&rsquo;t over yet. We are looking forward to taking part in the <a href="https://www.manchesterpride.com/parade" target="_blank" rel="noopener">Manchester Pride Parade</a> in August with 50 of our team walking with us! The theme this year is &ldquo;&rsquo;Buzzin&rsquo; to be queer &ndash; a hive of progress&rdquo; and we&rsquo;re sure it&rsquo;s one not to miss.
&nbsp;
To read more of our insights, <a href="https://www.lorienglobal.com/insights">click here</a>. To see our Manchester Pride celebrations in August, and other inclusive events we take part in, follow us on <a href="https://www.linkedin.com/company/lorien/?viewAsMember=true">LinkedIn</a> and <a href="https://www.instagram.com/lorienglobal/">Instagram.</a>

Here at Lorien, we always strive to celebrate diversity and equality. Find out why Pride Month matters to Lorien and Impellam Group in this blog.

What Pride Month means to Lorien

When it comes to technology roles, salary is something that is constantly talked about as a priority. In a recent survey, <a href="https://www.linkedin.com/business/talent/blog/talent-acquisition/what-candidates-say-they-want-vs-what-actions-reveal?src=e-nl&amp;trk=all-daily-blog-newsletter" target="_blank" rel="noopener">61% of LinkedIn members</a> voted for compensation as their number one priority &ndash; but does it actually matter to candidates? 
In our recent <a href="https://www.lorienglobal.com/what-tech-candidates-want-2024">What Tech Candidates Want survey</a>, we spoke to candidates from all over the UK in all areas of technology about what they think about the current market and their priorities. 
In this blog, we&rsquo;ll explore:
<ul>
<li class="MsoNormal">What the research tells us about candidate priorities</li>
<li class="MsoNormal">&nbsp;Is salary crucial to the 2024 candidate?</li>
<li class="MsoNormal" style="mso-margin-top-alt: auto; mso-margin-bottom-alt: auto; line-height: normal; mso-list: l0 level1 lfo1; tab-stops: list 36.0pt;"><span style="font-size: 12.0pt; font-family: 'DIN 2014 Light',sans-serif; mso-fareast-font-family: 'Times New Roman'; mso-bidi-font-family: 'Times New Roman'; mso-font-kerning: 0pt; mso-ligatures: none; mso-fareast-language: EN-GB;">How different genders view salary in the job market</li>
</ul>
<h3 class="MsoNormal">How important is salary to candidates?</h3>
It will come as no surprise that salary comes almost top in most categories in our <a href="https://www.lorienglobal.com/what-tech-candidates-want-2024">What Tech Candidates Want report</a>. Overall, <a href="https://www.lorienglobal.com/what-tech-candidates-want-2024">25% of candidates</a> would stay in their current role if they received a higher salary, and a further <a href="https://www.lorienglobal.com/what-tech-candidates-want-2024">25% would be put off</a> joining a new organisation if a low salary was advertised. With salary motivating candidates to stay in roles, and preventing them from starting new ones, what else does salary factor in to?
The older candidates get, the more salary seems to influence their priorities, as seen in the 65+ age range with <a href="https://www.lorienglobal.com/what-tech-candidates-want-2024">37% stating their top priority</a> is a higher salary. Salary priorities also differed by gender, and we&rsquo;ll go more in-depth on that later in the blog. 
Whilst salary remains high on the list for candidates, there are other things that influence their decisions. 
<h3 class="MsoNormal">What else matters to candidates?</h3>
Salary remains the top driver for most candidates in 2024 &ndash; and for the second year in a row in our What Tech Candidates Want survey &ndash; but it isn&rsquo;t a priority for everyone.
In our survey, <a href="https://www.lorienglobal.com/what-tech-candidates-want-2024">26% of respondents </a>stated that the first thing they look at on a job advert are roles and responsibilities, with salary <a href="https://www.lorienglobal.com/what-tech-candidates-want-2024">coming in second at 18%.</a> This highlights that candidates aren&rsquo;t simply jumping ship for more money, they want to research the role and see if it suits them. Similarly, <a href="https://www.lorienglobal.com/what-tech-candidates-want-2024">candidates aged over 55</a> said that the thing that would deter them from joining a new company would be a negative culture rather than a low salary, with <a href="https://www.lorienglobal.com/what-tech-candidates-want-2024">25-35 year olds stating that a lack of career progression</a> and poor work/life balance would deter them more than a low salary.
What does this mean for candidate priorities? Salary remains a key motivator for candidates in 2024, but it isn&rsquo;t the most important thing to everyone. Younger candidates value work/life balance more, and over 55s &nbsp;look for a healthier work environment.
<h3 class="MsoNormal">Are there gender differences in priorities?</h3>
We found that gender did have an effect on whether a candidate prioritised salary, <a href="https://www.lorienglobal.com/what-tech-candidates-want-2024">with 20% of men and 3% of women</a> choosing salary as their main priority. Our survey found <a href="https://www.lorienglobal.com/what-tech-candidates-want-2024">that the majority of women</a> are prioritising the opportunity to learn new technology and flexible working over salary, whereas it ranks as a close second priority for men. However, both genders spotlighted <a href="https://www.lorienglobal.com/what-tech-candidates-want-2024">opportunities for career advancement as a number one priority</a> &ndash; even over salary. 
Although it seems that men do appear to be placing more importance on salary than women, that is definitely not the case. <a href="https://www.lorienglobal.com/what-tech-candidates-want-2024">19.53% of women</a> said that a low salary would prevent from applying for a new role, and <a href="https://www.lorienglobal.com/what-tech-candidates-want-2024">22.39% voted that</a> a higher salary would encourage them to stay in their current role. 
&nbsp;
To read our full What Tech Candidates Want 2024 report and gain valuable insights into what&rsquo;s making current candidates tick, <a href="https://www.lorienglobal.com/what-tech-candidates-want-2024">click here</a>. You can also read our previous whitepapers and reports <a href="https://www.lorienglobal.com/insights/tag/guides-and-reports">here</a>.

Our recent What Tech Candidates Want survey allowed us to delve in to the driving force behind candidates in 2024 - but does salary still top the list of priorities?

Tech candidates, Does a salary matter?

The recruitment process varies business to business, with many factors to consider. Companies compete for the best talent, which means they need to cultivate candidate relationships and understand how potential employees view the organisation and the recruitment process. 
With the process being so subjective, we researched what candidates want from a recruitment process in our <a href="https://www.lorienglobal.com/what-tech-candidates-want-2024">What Tech Candidates Want </a>2024 report. We asked candidates to explain their preferences for all things relating to the end-to-end recruitment process, and we&rsquo;ll explore our findings in this blog.
For more insights on candidate sentiment, download your free copy of the latest <a href="https://www.lorienglobal.com/what-tech-candidates-want-2024">What Tech Candidates Want report</a> to assist you in focusing on candidate attraction, analytics and retention. 
<h2 class="MsoNormal">The current recruitment experience</h2>
The end-to-end recruitment process can &ndash; and in many cases, is &ndash; becoming lengthy for both employees and candidates. Time to hire can vary greatly, but recent research suggests the whole process can take an average of between <a href="https://uk.indeed.com/lead/time-to-hire#:~:text=The%20average%20time%2Dto%2Dhire,and%20positions%20in%20senior%20management">36 days</a> to <a href="https://www.personneltoday.com/hr/time-to-hire-rates-2023-josh-bersin/">44 days </a>&ndash; that&rsquo;s around six weeks, an <a href="https://www.personneltoday.com/hr/time-to-hire-rates-2023-josh-bersin/">all-time high</a> for the UK. This can also increase if the role requires niche skills or is more a senior position.
Crucially, research states that <a href="https://uk.indeed.com/lead/time-to-hire#:~:text=The%20average%20time%2Dto%2Dhire,and%20positions%20in%20senior%20management">62% of UK-based candidates lose interest</a> if they receive no communication after applying for a role. <a href="https://uk.indeed.com/lead/time-to-hire#:~:text=The%20average%20time%2Dto%2Dhire,and%20positions%20in%20senior%20management">This rises to 77%</a> after three weeks of not hearing back, and at that point your company might have lost a perfectly suited candidate. In fact, 48% of candidates worldwide have declined a job because the process was too long. If a candidate is applying for multiple roles a week, and you take three weeks to review their application, the chances are they might have accepted another position that had a quicker process, or they lost confidence in the organisation due to the length of the process. Obviously, a lengthy recruitment process can be a common complaint shared by recruitment teams and employers, but what do the candidates make of it? 
<h2 class="MsoNormal">The ideal process</h2>
When conducting our research for the latest What Tech Candidates Want report, we found that 92% of candidates want the end-to-end recruitment process to be completed within four weeks &ndash; that&rsquo;s a 40% time reduction based on the average time to hire for most organisations. Interestingly, the majority of candidates would prefer the process to last around two weeks, with just over 50% of candidates desiring a quicker turnaround when applying for roles. 
When examining the results closely, we also found that a two-stage interview process is embraced by all age demographics, with under 25s and over 55s being more likely to prefer a one-stage interview process. &nbsp;It&rsquo;s fascinating that those demographics want a &lsquo;one-and-done&rsquo; type process, but when you examine what the average candidate in these situations is looking for, it does make sense. Under 25s, generally, are graduates or just beginning their career and they want to get on the ladder. Over 55s are seasoned and experienced, and know exactly what to expect from the process, with 51% of over 55s being happy to wait for the right role by embracing a quicker recruitment process. As for the other age demographics, 72% of under 55s want the process to last less than two weeks, no matter how many stages that takes. And when we compared genders, women were 8% more likely to prefer a one-stage process in comparison to other genders.
<h2 class="MsoNormal">The searching stage</h2>
Candidates wouldn&rsquo;t be able to find organisations without some type of research, but how exactly do they go about it? We found that 62% of candidates find new opportunities on job boards, with 24% utilising social media to hear about upcoming roles. We also discovered that social media is more embraced as a first port of call by 31% of under 25s, before they move on to other methods. 
When it comes to first contact from a recruiter or an organisation, we found that 72% of candidates prefer the first contact to come via email, with 23% preferring a phone call. These statistics clearly appear to show that candidates are less willing to communicate via phone, perhaps due to feeling unprepared or feeling the need to do a bit of research before answering. Unsurprisingly, as the candidates get older, the option of phone contact being the first chance to speak to someone about the role becomes more popular. 
<h2 class="MsoNormal">Embracing new methods</h2>
What can be learned from our findings? Firstly, it&rsquo;s clear most candidates want a shorter time to hire, with less hoops to jump through during the recruitment process. The majority of candidates also prefer to be emailed prior to a phone call to discuss a potential role. 
How can your organisation implement these changes? We suggest performing a review of your recruitment process and highlighting areas that cause delay &ndash; perhaps communication between stakeholders on how a particular round of interviews has gone, or a wide candidate pool making it hard to make decisions. An internal agreement of how the process can be improved will also greatly benefit your organisation and how quickly you can build your teams. 
Struggling with identifying delays, or where you&rsquo;re going wrong? A recruitment partner like Lorien can help. Get in touch&nbsp;with us today to find out how we can assist with your recruitment process - solutions@lorienglobal.com.&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;&nbsp;&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;

With the process being so subjective, we researched what candidates want from a recruitment process in our What Tech Candidates Want 2024 report.

What do candidates really want from a recruitment process?

On 24th April, we were thrilled to host a launch event for our latest research into &lsquo;What Tech Candidates Want&rsquo;, featuring an insightful presentation from Lorien&rsquo;s Director of Solutions &amp; Insight, Darren Topping.
Designed specifically for HR and Talent Acquisition leaders, this exclusive event was an invaluable opportunity for attendees to learn about the current trends and expectations of tech, professionals during their job search. Attendees enjoyed a selection of drinks and canapes whilst listening to the presentation and networking with their peers. 
We were also delighted to be joined by Lorien&rsquo;s Managing Director, David Gettins, who kicked off the event with an introduction to Lorien and the Impellam Group. This was followed by a fascinating presentation from Director of Solutions &amp; Insight, Darren Topping.
Here are some of the key trends and takeaways from this excellent event. 
<h3 class="MsoNormal">Key trends </h3>
Tech candidates are still looking to move roles, but not due to dissatisfaction. 
Our research told us that <a href="https://www.lorienglobal.com/insights/tech-worker-dissatisfaction-foreshadows-brain-drain-for-employers">87% of candidates expect to look for a new role in the next 12 months</a>, with 77% expecting to look within the next 6 months. However, the motivation to move roles does not stem from candidates being unhappy or dissatisfied in their current position. We found that just 19% of tech candidates are either dissatisfied or very dissatisfied in their current role. 
Salary is no longer the top reason why candidates look for a new role. 
Last year, 40% said that salary was most important when looking for a new position. However, this year the results were split, with 26% of candidates saying they are looking for opportunities to learn new technologies, whilst another 26% saying it is for a higher salary. This shows that candidates are focusing more on personal development, perhaps as a route to greater employability and salary.
The majority of candidates use online job boards to find new roles. 
In our research we asked candidates where they look first for new roles and opportunities. 62% of candidates choose online job boards, with 24% choosing social media, and just 6% said the first place they look is on a company website. A worrying statistic for company websites, and especially frustrating to those trying to limit job board costs. However, we also found that company career pages are the first-place candidates go to conduct research into an organisation before applying. 
Less candidates are now working fully remote, with 1-2 days in the office being the preferred working method. 
In 2023, 63% of candidates told us they worked fully remotely, with 26% spending 1-2 days per week in the office and 5% full-time in the office. This year, 33% of candidates told us they worked fully remotely, with 34% spending 1-2 days per week in the office and 7% full-time in the office. We also found that every single age group&rsquo;s preferred working method was 1-2 days in the office. However, candidates do still want some flexibility on working patterns, and <a href="https://www.lorienglobal.com/insights/returning-to-the-office-2024">very little organisations are back in the office full-time.</a>
Age group defines candidate preferences more than any other factor.
One of the biggest findings from this year&rsquo;s study and perhaps the theme of the whole report really is that age really does define your preferences. The younger subset of candidates want hiring processes to move at speed, with 72% wanting the end-to-end recruitment process from application to offer complete in less than 2 weeks. When looking for a new role 31% of under 25&rsquo;s choose social media as their first port of call, compared to 21% of all other age groups.
A real difference was in the over 55&rsquo;s category; 26% of candidates conducted research into an organisation before joining, a factor which barely appeared on the radar for all other demographics. Under 25&rsquo;s heavily focussed on an organisation&rsquo;s opportunities for career progression. We also see a difference in preferred communication from the different age groups; 30% of candidates over 25 preferred a phone call as their first point of contact with a recruiter, compared to 9% of under 25&rsquo;s who are far more comfortable using online means of communication.
<h2 class="MsoNormal">Key takeaways </h2>
<ul>
<li>There is a change in why candidates are looking for a new role in 2024, with learning new skills marked as the highest alongside salary.</li>
<li>Different age groups have different preferences in their job search, but they all want a fast recruitment process.</li>
<li>It&rsquo;s important for organisations to focus on L&amp;D, upskilling and reskilling initiatives this year, and offer candidates clear career progression to retain top talent. </li>
<li>Career progression information and your working patterns should absolutely be prioritised in your career site and outreach material.</li>
<li>The importance of candidate experience and the positioning of our career pages cannot be understated. </li>
<li>Personalisation and flexibility are crucial in the recruitment process.</li>
<li>Candidates aren&rsquo;t afraid of the office, the 2-day office week is definitely being normalised and candidates are looking for it, as long as it&rsquo;s flexible.</li>
<li>There are 4 crucial elements to a successful role advert; role and responsibilities, skills and experience required, salary or daily rate, and flexible working culture.&nbsp;</li>
<li>It is as good a time as ever to hire tech candidates, the market won&rsquo;t last like this forever!</li>
</ul>
<h3 class="MsoNormal"><a href="https://www.lorienglobal.com/what-tech-candidates-want-2024">Download the full &lsquo;What Tech Candidates Want&rsquo; report here.</a></h3>
You can also follow us on LinkedIn and <a href="https://www.linkedin.com/feed/update/urn:li:activity:7189191720058638336">view the photos from the event here</a>.&nbsp;&nbsp;
<h3 class="MsoNormal">Find out more. </h3>
If you&rsquo;d like to find out more about future events and how to get tickets, get in touch with the team by emailing solutions@lorienglobal.com.
Or perhaps you would like to learn more about how Lorien can help you define your recruitment technology needs? Please contact solutions@lorienglobal.com. We value your feedback as always, so please do let us know what you thought of our research and launch event.

On 24th April, we were thrilled to host a launch event for our latest research into ‘What Tech Candidates Want’, designed specifically for HR and Talent Acquisition leaders.

Key trends and takeaways from our ‘What Tech Candidates Want’ Launch Event

As many as 87% of all UK talent will actively seek to find a new job in the next 12 months, and 90% of North American Gen Z tech workers under 25 would consider new career opportunities, new research released by global tech recruitment firm Lorien has revealed.

Tech worker dissatisfaction foreshadows brain drain for employers    

It seems like only&nbsp; yesterday when the introduction of mass remote working was ushered in by the pandemic.&nbsp; Since then, a global debate has been rumbling on about the pros and cons of office working versus remote working. &nbsp;With major tech companies like <a href="https://www.statista.com/statistics/1416837/tech-companies-return-to-office-mandates-globally/" target="_blank" rel="noopener">Google, Amazon and Apple</a> handing out return-to-office mandates, many other businesses are following suit &ndash; with some going as far as penalising employees for not being in the office for the required amount of days. 
In this blog, I&rsquo;ll examine the pros and cons of a return to the office to help you make the right decision for your organisation and employees.
<h4 class="MsoNormal">Welcoming a return</h4>
As stated earlier, many companies who embraced remote working back in 2020 are backtracking on promises made to employees to remain remote and flexible. Zoom, who played a pivotal role in making working from home more productive, <a href="https://www.statista.com/statistics/1416837/tech-companies-return-to-office-mandates-globally/" target="_blank" rel="noopener">have announced</a> that employees need to work in the office twice per week. Similarly, X (previously known as Twitter) have implemented an <a href="https://www.statista.com/statistics/1416837/tech-companies-return-to-office-mandates-globally/" target="_blank" rel="noopener">office-only policy</a>, with employees required to work from the office all week. 
It isn&rsquo;t just stakeholders who want to see some familiar faces in the office either &ndash; many workers&nbsp; are receptive to the <a href="https://londonlovesbusiness.com/2024-to-see-workers-return-to-the-office-en-masse/" target="_blank" rel="noopener">idea of going back to</a> working in an office. In a recent poll, <a href="https://londonlovesbusiness.com/2024-to-see-workers-return-to-the-office-en-masse/" target="_blank" rel="noopener">59% of young workers</a> aged 18-24 said they work less productively at home, and <a href="https://londonlovesbusiness.com/2024-to-see-workers-return-to-the-office-en-masse/" target="_blank" rel="noopener">43% stated that</a> they feel isolated whilst working remotely. With productivity and isolation topping the list of reasons for workers to return to the office, what else could be a motivator?
Relevant to isolation, many people like the social aspect of the office. Chatting to a colleague and going on post-work ventures can bond a team together in ways that aren&rsquo;t possible online. <a href="https://www.fdmgroup.com/news-insights/5-mental-health-benefits-of-returning-to-the-office/" target="_blank" rel="noopener">Gen Z and millennials</a> specifically feel most affected by the lack of socialisation when working from home, with many finding it difficult to maintain relationships with colleagues. Another factor is collaboration, with employees able to see their colleagues and communicate with them face-to-face, allowing for clear communication. 
<h4 class="MsoNormal">Why some employees want to stay at home</h4>
Despite clear advantages to returning to the office, it&rsquo;s certainly not for everyone with some employees having equally good reasons to stay home. In fact, <a href="https://www.forbes.com/sites/karadennison/2024/01/24/how-the-flexible--remote-work-debate-will-carry-into-2024" target="_blank" rel="noopener">56% of professionals</a> know someone who has quit due to return-to-office mandates, and <a href="https://www.forbes.com/sites/karadennison/2024/01/24/how-the-flexible--remote-work-debate-will-carry-into-2024" target="_blank" rel="noopener">35% know more</a> than one person who plans to quit if mandated to return. On top of this, <a href="https://www.forbes.com/sites/karadennison/2024/01/24/how-the-flexible--remote-work-debate-will-carry-into-2024" target="_blank" rel="noopener">63% of employees</a> are willing to take a pay cut to work remotely. 
With employees firmly standing their ground on this, what exactly are the pluses to continuing to be fully remote? Many employees <a href="https://www.forbes.com/sites/karadennison/2024/01/24/how-the-flexible--remote-work-debate-will-carry-into-2024" target="_blank" rel="noopener">cite the lack of a commute</a> as a huge benefit to staying at home, allowing for an extra hour &ndash; or sometimes more &ndash; to be spent however they choose. This also links to having a healthy work-life balance, which helps to keep burnout rates low and engagement high. 
Although some employees stated that they are more productive in the office, there is an equally convincing argument for higher productivity at home. With no distractions and potential silence, it&rsquo;s easier for employees to complete complex tasks in a timely manner rather than being disturbed by a buzzing office. 
Research has recently shown that <a href="https://www.forbes.com/sites/karadennison/2024/01/24/how-the-flexible--remote-work-debate-will-carry-into-2024" target="_blank" rel="noopener">organisations who invest in flexibility</a> in 2024 will see faster growth alongside higher customer and employee satisfaction, with improved retention rates. Additionally, companies that were fully flexible between 2020 and 2022 saw a <a href="https://www.forbes.com/sites/karadennison/2024/01/24/how-the-flexible--remote-work-debate-will-carry-into-2024" target="_blank" rel="noopener">revenue growth of 21%</a>. Companies that were focused on in-person work <a href="https://www.forbes.com/sites/karadennison/2024/01/24/how-the-flexible--remote-work-debate-will-carry-into-2024" target="_blank" rel="noopener">saw only 5% growth</a> &ndash; a huge difference, highlighting the value placed on flexibility and remote working.
<h4 class="MsoNormal">Mental health and the office</h4>
The argument that mental health and working location are linked is equally split. On the one hand, it can be easier to monitor an employee&rsquo;s mental health in-person. You&rsquo;re also establishing a strict routine to your day, with the opportunity to clear your head on the commute. 
On the other hand, many people say <a href="https://www.benefitnews.com/news/return-to-office-mandates-are-causing-spikes-in-anxiety" target="_blank" rel="noopener">the office environment is very draining</a>, particular for those already suffering from mental health conditions. <a href="https://www.benefitnews.com/news/return-to-office-mandates-are-causing-spikes-in-anxiety" target="_blank" rel="noopener">58% of employees</a> feel a return-to-office mandate would negatively impact their mental health, and they find it harder to hide their symptoms of mental health in an office environment. 
I have personally seen some organisations pushing for a large-scale return-to-office, and a shift from the mentality of remote working. Mental health is a big reason for sickness, so I can see the logic in employers encouraging more office time to try and combat this. For me, as someone who suffers from anxiety, I find getting to the office more frequently, and having a set structure really helps with my anxiety &ndash; but every person is different!
&nbsp;
It's clear that both sides of the argument have good reasoning and lots of evidence to back up their opinions, but which side of the argument will you stand on?
&nbsp;
For more Lorien leadership insights, <a href="https://www.lorienglobal.com/insights">click here</a>. Similar insights can also be heard on our People Make the Difference podcast, which is <a href="https://www.lorienglobal.com/podcasts">available here.</a>

With so many mainstream companies encouraging - and in some cases, mandating - a return to the office, Lorien's Adam Robinson examines both sides of the argument.

Is your organisation returning to the office?

We are excited to announce that on 15th April 2024 we will be releasing our new &lsquo;<a href="https://www.lorienglobal.com/what-tech-candidates-want-2024">What Tech Candidates Want&rsquo; Report. </a>
To celebrate the launch, we will also be hosting an <a href="https://www.eventbrite.co.uk/e/what-tech-candidates-want-2024-tickets-857035164247?aff=teaserblog">exclusive event</a> in London on 24th April from 4pm-6pm.
In this fascinating report, we share our latest industry research into what makes tech, digital, and change candidates tick when they&rsquo;re on the job hunt. 
In the past decade, technology has evolved from being a &lsquo;nice to have&rsquo; to business critical, and top talent is at the heart of how businesses can succeed and get ahead of their competitors. 
Our report offers critical insight into current hiring trends, what influences candidates to apply for a role, and expectations from employers. Ahead of our release, take a look at some of the key results -
Headline results
<ul>
<li>87% of candidates expect to look for a new role in the next 12 months. &nbsp;</li>
<li>77% of candidates expecting to look within the next 6 months.&nbsp;</li>
<li>&nbsp;Only 7% of candidates would prefer to work in the office full-time.</li>
<li>92% of candidates want the end-to-end recruitment process to be completed within 4 weeks.&nbsp;</li>
</ul>
If you&rsquo;re interested in hearing more about &lsquo;What Tech Candidates Want&rsquo; in 2024, join us at our launch event on 24th April 2024 at The Loading Bay in London. 
We&rsquo;re delighted to be joined by Darren Topping, Director of Solutions &amp; Insights at Lorien who will present the findings of our inhouse research, including some exclusive content not available in the report. Key topics will include salary, working preferences, job change attitudes, benefits, and what defines a great candidate experience.
Designed specifically for Talent Acquisition, Technology, HR &amp; Procurement Leaders, this is an exclusive opportunity to get ahead of your competitors, learn more about what candidates want, and gain actionable insights to navigate the tech talent landscape. 
To request a free ticket to this event, <a href="https://www.eventbrite.co.uk/e/what-tech-candidates-want-2024-tickets-857035164247?aff=teaserblog">please visit our event page</a>.&nbsp; This event is open to business leaders and in-house HR, Talent Acquisition, IT or Procurement specialists with an interest in technology talent and all registrations will be reviewed by the Lorien and Impellam team for eligibility. If you are unsure of eligibility please email <a href="mailto:solutions@lorienglobal.com">solutions@lorienglobal.com</a> to confirm your spot.&nbsp;
<h3 class="MsoNormal">Download the free UK and US <a href="https://www.lorienglobal.com/what-tech-candidates-want-2024">&lsquo;What Tech Candidates Want&rsquo;</a> reports on 15th April.</h3>
Discover a world of insights into the tech talent market with Lorien. <a href="https://www.lorienglobal.com/insights">Check out our insights page</a>, follow us on <a href="https://www.linkedin.com/company/lorien/">LinkedIn</a>, or get in touch with the team to learn more about what to expect from the tech workforce in 2024, and how we can help you achieve your people strategy.
&nbsp;

Find out 'What Tech Candidates Want' in our new report, released 15th April. 

Lorien UK to release new ‘What Tech Candidates Want’ report for 2024 with launch event in April

Designed specifically for HR and Talent Acquisition leaders, this exclusive event was an invaluable opportunity for attendees to discover the latest trends, challenges, and best practices in the shift towards becoming a skills-based organisation. &nbsp;
We were delighted to be joined by Ken Brotherston, CEO @<a href="https://talintpartners.com/">TALiNT Partners</a> who led the conversation. For over 30 years, Ken has been a pre-eminent voice to the latest talent acquisition and recruitment community, providing insights and advice and helping to shape industry trends and standards.
<h2 class="MsoNormal">Key themes&nbsp;</h2>
During lunch, there were discussions about the changing landscape of talent acquisition and the drive towards the skills-based organisation. During Ken&rsquo;s introductory keynote, he emphasised the importance of hiring for skills in the current business environment and how to overcome potential obstacles.
<h3 class="MsoNormal">The shift towards hiring for skills and its challenges.</h3>
The shift towards skills-based hiring has been a discussion point for years now, so one of the key challenges is for hiring managers to acknowledge the ongoing conversation and work towards actionable strategies, rather than mere discussions.
Attendees also talked about the challenge not being about scarcity of talent but finding talent with the right skill set for specific roles. For skills-based hiring to be successful, managers need strategies for identifying underlying competencies that can be developed for specific broad job functions.
It&rsquo;s important to acknowledge that transitioning to a skills-based hiring model is a long-term strategy that requires time and commitment, it is not a quick fix. Companies need to be prepared for challenges and be a willing to develop strategies for staying agile and adaptable in a rapidly changing skills landscape.
<h3 class="MsoNormal">Buy vs borrow vs build of skills and internal mobility</h3>
There were discussions around the decision between recruiting new talent (buy) with the necessary skills or using contractors and freelancers (borrow) to fill skill gaps, and how this could affect future business strategy. We considered cost implications, long-term value, and the impact on team dynamics. We also talked about how companies in 2024 are also highly focused on development of talent through upskilling and reskilling programmes. Plus, how businesses are looking to educational institutions to work more on the 'build' side of skills-based hiring.&nbsp;
However, one of the key areas that was discussed at length is the <a href="https://www.lorienglobal.com/insights/internal-mobility-the-most-under-valued-hiring-channel">importance of internal mobility</a> when it comes to a skills-based approach. Creating pathways for employees to transition between roles within the company, fostering retention and skill development is key. To facilitate this, companies should implement mentorship and training programs to support internal career growth.
<h3 class="MsoNormal">Role analysis and skills definition.</h3>
There were <a style="mso-comment-reference: DT_1; mso-comment-date: 20240321T1904; mso-comment-done: yes;">fascinating</a>&nbsp;conversations about the importance of skills validation and the methods of certifying skills, including assessments, credentials, and performance evaluations. We also discussed the need to identify skills that are adjacent or complementary to existing skills within the workforce to guide development and hiring strategies.
An interesting discussion point centred around how we can leverage AI and machine learning platforms to identify skills in resumes and match candidates with job descriptions more effectively. Plus, the introduction of tools for tracking and analysing the skills inventory within the organisation.
However, it is also important to highlight that introducing new technologies can sometimes evoke resistance. Hiring managers need to overcome this by introducing training and demonstrating that these technologies are efficient and effective in the hiring process.
<h3 class="MsoNormal">Putting together the business case for skills-first approach</h3>
We discussed how to gain adoption of a skills-based approach from hiring managers. This focused on educated them on the benefits, developing guidelines and tools to help managers adapt their hiring practices, and providing success stories of evidence. Skills-based hiring can also increase the overall value of employees to the organisation and have an impact on employee engagement and productivity.
<h3 class="MsoNormal">How to design an inclusive hiring process.</h3>
One of the strongest arguments for a skills-based hiring approach is the potential for it to reduce bias and<a href="https://www.lorienglobal.com/insights/diverse-hiring-in-tech"> improve diversity in the workplace</a>. We discussed strategies on how to put a focus on diversity and skills, plus addressing demographic shifts and how they affect the talent pool.
<h3 class="MsoNormal">How to tap into a broader talent pool by reducing the emphasis on formal education.</h3>
We then moved on to how education can help and how companies can tap into a broader talent pool. There were discussions around the role of educational institutions in preparing students with the skills needed in the modern workforce, and how partnerships between businesses and educational institutions can align the curriculum with industry needs.
<h3 class="MsoNormal">Tying skills to business outcomes.</h3>
Finally, our conversations turned to the future, and how companies can discover and pinpoint new skills they will need to develop. We talked about techniques for forecasting future skill needs, including marketing analysis and collaboration with industry leaders, and how these can tie into business outcomes and goals.&nbsp;
We covered the types of exciting technology and platofrms that are out there related to skills-based hiring, including candidate relationship management (CRM, Applicant tracking systems (ATS), talent management platforms and learning and development tools.&nbsp;
<h2>Find out more.&nbsp;</h2>
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If you&rsquo;d like to find out more about future events and how to get tickets, get in touch with the team by emailing solutions@lorienglobal.com.
Looking to find out more about how Lorien can help you define your recruitment technology needs? Or if you would like to understand how our managed solutions offer technology as part of an overall hiring solution, <a href="https://www.lorienglobal.com/contact-us">contact us.</a>
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</div>
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On 14th March we hosted an insightful roundtable lunch themed around ‘Hiring for Skills’ with a fascinating keynote presentation from @TALiNT Partners CEO, Ken Brotherston. 

Lorien Host Roundtable Lunch Featuring TALiNT Partners Keynote 

LONDON, 21st MARCH 2024: HeadFirst Group and Impellam Group <a href="https://www.impellam.com/insights/HeadFirst-group-join-forces" target="_blank" rel="noopener">today announced</a> that they have joined forces to become one of the world&rsquo;s leading STEM talent and Managed Service Providers with a distinctive HR tech platform for professionals. The expanded group has &euro;8 billion spend under management, 2,100 expert colleagues, and over 75,000 professionals serving customers across the globe.
This strategic step provides customers with a unique, truly global tech and talent solution to ensure they stay at the forefront of their industry. The deal has created an unparalleled force in digital, IT, data, life sciences, clinical and engineering talent and leaves the expanded group well-placed to drive market beating growth and to deliver increased value for colleagues, customers, professionals, suppliers, and shareholders.&nbsp;&nbsp;
Han Kolff, chairman of the Board, commented: "We are proud to have brought industry leaders HeadFirst and Impellam together. As well as vast geographic reach, our expanded group combines world-class expertise and market-leading tech, providing customers with mission critical talent, hereby creating a unique platform for growth in a growing market. I am confident HeadFirst and Impellam will power the next world of work together.&rdquo; Julia Robertson, CEO of Impellam and the enlarged group, said: &ldquo;We have an exciting future ahead of us. In a world where talent and tech must come together to build better businesses, we will collaborate to leverage the combined strength and capability of our market-leading brands, our people, and our distinctive technology. Our complementary cultures and our focus on our customers&rsquo; needs will ensure we deliver market-leading, digitally enabled, and differentiated solutions to our customers across the world.&rdquo;
 Experienced team driving growth agenda
Leading the future success and growth of the combined business, the Board of the new group includes: Han Kolff, non-executive chairman, Julia Robertson, group CEO, Tim Briant, group CFO, Marion van Happen, CEO of HeadFirst Group, as well as non-executive directors and co-founders Koen Bekkering and Boyd Sleeman.&nbsp;
There will be no immediate changes to the day-to-day operations of Impellam Group and HeadFirst Group. Impellam and HeadFirst will continue to deliver industry-leading solutions to customers, suppliers and professionals.&nbsp;&nbsp;
Following the completion of the transaction, Lord Ashcroft, the former majority shareholder of Impellam Group will serve as non-executive director on the board.
About HeadFirst Group
HeadFirst Group is a leading, international HR-tech service provider and the largest platform for professionals in the Benelux, operating across fifteen European countries. The organisation offers a wide range of HR solutions, such as Managed Service Providing, Recruitment Process Outsourcing, IT Sourcing &amp; Recruitment and HR consultancy. More than twenty-five thousand professionals work for over five hundred customers in Europe, through which HeadFirst Group realises an annual gross revenue in 2023 of over two and a half billion euros. The main brands of HeadFirst Group are MSP (including intermediary services) labels HeadFirst, Between and Staffing Management Services, RPO and recruitment specialist Sterksen, IT talent sourcer StarApple, and Belgian HR-tech company ProUnity.
For more information about HeadFirst Group: <a href="https://www.headfirst.group">www.headfirst.group</a>.
About Impellam Group
Impellam is a connected group providing global workforce and STEM talent solutions. Our 1700 people and market leading brands work across a broad spectrum of industries and job categories throughout North America, the UK and Europe and Asia Pac. Our award-winning Global Managed Services provide a diverse range of digitally enabled, multi-disciplinary workforce solutions to organisations. We are upper quadrant industry leaders in Managed Service Provision and Services Procurement, and IT. Our STEM businesses are specialists in recruiting and engaging talent in the key growth markets of technology, digital, data analytics, science, clinical and engineering and work with customers across all sectors and sizes. We believe in the power of work. Through the power of work, we build better businesses and help people lead more fulfilling lives.
Our brands include: Comensura, Guidant Global, SRG, Lorien, Carbon60 and Bartech.
For more information about Impellam Group: <a href="http://www.impellam.com">www.impellam.com</a>.
Note to editors
Please contact Bart van der Geest, Head of Marketing &amp; Communication at HeadFirst Group, on +31(0)6 &ndash; 15 89 95 74 or <a href="mailto:bart.vandergeest@headfirst.">bart.vandergeest@headfirst.group</a> or Kirsty Tranter, Global Head of Communications at Impellam Group, on <a href="mailto:kirstytranter@impellam.com">kirstytranter@impellam.com.&nbsp;</a>

HEADFIRST GROUP AND IMPELLAM GROUP JOIN FORCES TO BECOME A GLOBAL LEADER IN STEM, DIGITAL AND IT TALENT, MANAGED SERVICES AND HR TECH

HeadFirst Group and Impellam Group join forces

To celebrate International Women&rsquo;s Day, Lorien was delighted to take part in Impellam Group&rsquo;s annual International Women&rsquo;s Day panel! We joined our sister brands <a href="https://www.comensura.com/" target="_blank" rel="noopener">Comensura</a> and <a href="https://www.guidantglobal.com/" target="_blank" rel="noopener">Guidant Global</a> at this important event to celebrate women&rsquo;s achievements, raises awareness about discrimination and inspire everyone to take action to drive gender priority.
2024&rsquo;s theme was inspire inclusion, with an aim of bringing people together in a gender equal world, free from bias, stereotypes and discrimination.
This year&rsquo;s panel was led by a woman who is dedicated to advocating for gender equality and empowerment in the workplace &ndash; <a href="https://www.linkedin.com/in/laurenneal/" target="_blank" rel="noopener">Lauren Neal</a>, author of Valued At Work. Lauren&rsquo;s experience in working in male dominated STEM environments and her expertise in championing women&rsquo;s rights in STEM is very much aligned with Lorien and our client&rsquo;s ED&amp;I goals. We hope you can take some valuable insights from our summary. 
Lauren was joined by:
&middot;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <a href="https://www.linkedin.com/in/hayleyklaff/" target="_blank" rel="noopener">Hayley Klaff</a>, Director of Projects in STEM. Hayley is incredibly passionate about this topic and heads up the ED&amp;I Unity Council across Impellam in the UK.
&middot;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <a href="https://www.linkedin.com/in/hoa-ngo-5b96a74/" target="_blank" rel="noopener">Hao Ngo</a>, Managing Director at Comensura. Hoa was named as a leader on the 2022 Global Power 150 Women in Staffing list from the SIA.
&nbsp;
<h3 class="MsoNormal">Why do we need to inspire inclusion?</h3>
Lauren: &ldquo;For me, it&rsquo;s about making sure that each person feels valued when they come up with new ideas &ndash; making sure that they are heard and recognised for their input. That could be in the workplace, or outside the workplace. If we don&rsquo;t have the ability to have everybody take part, and be valued for taking part, we are going to miss things.&rdquo;
Hoa: &ldquo;Sometimes there&rsquo;s a misconception that &nbsp;you need to be a historical leader or a business leader to actually inspire inclusion. For me, it&rsquo;s actually about everyday inclusion &ndash; the things that we do, the way in which we interact with our peers and have respect for each other &ndash; that&rsquo;s really vital.&rdquo;
Hayley: &ldquo;I totally agree, everyone has a part to play in this and we all know hearing the same voices from people with the same backgrounds, we&rsquo;re going to get the same answers. It&rsquo;s important that people feel they&rsquo;ve got an opportunity to contribute, and their voices will be heard. That&rsquo;s why we need to ensure we have an inclusive environment.&rdquo; 
<h3 class="MsoNormal">Experiences as a woman in STEM</h3>
Lauren: &ldquo;Let&rsquo;s get to who I am, and why I was invited to speak to you today. I wrote and released a book last year, but I&rsquo;m not here today as an author. I&rsquo;ve worked in the energy sector for 18 years &ndash; offshore, onshore, and onsite. I&rsquo;ve experienced positive behaviours and some negative behaviours in the workplace &ndash; the negative behaviours really outweigh the positive ones.
In the last six years, I&rsquo;ve openly been told &ldquo;the company wants you because you tick the diversity box&rdquo;, no one thought that was an issue. I had a situation once where someone working for me had forged my signature on their timesheet, and when I brought it to my manager, he responded by saying &ldquo;well, no one has ever done that to me, so you need to look at yourself&rdquo; These are terrible things &ndash; I say it with a smile now because it became a &lsquo;laugh or cry&rsquo; situation, but these are my examples.
What I found last year when I wrote my book is, when I started interviewing women in STEM, I was hearing the same stories. A woman speaks in a meeting, and it&rsquo;s suddenly silence &ndash; then they carry on like you didn&rsquo;t say anything. What&rsquo;s worse is when someone then goes and says exactly the same point later on and you think &ldquo;what just happened?&rdquo;. When it happened to me, I thought &ldquo;was it me? Did I not articulate it properly?&rdquo;. 
It wasn&rsquo;t until much later in my career when I realised that I always felt the problem was me. I spoke to women older than me, and women younger than me, and they said exactly the same thing as I did. There was a girl in her 20s who had experienced the same thing, and I thought &lsquo;that&rsquo;s wrong &ndash; you shouldn&rsquo;t be feeling like you shouldn&rsquo;t come to work because it makes no difference&rsquo;. That really spurred me on to actually do something about the situation.
I talk about the negative experiences, but I&rsquo;ve had positive ones too. When I first joined a company and became a Subsea Engineer, I had a male boss who must have been mid-60s. He came to me and said &ldquo;Lauren, we don&rsquo;t have any inspectors to go and witness this power cable joint qualifications. Go to site and witness it&rdquo;. I packed up my stuff, went six hours down the road, went to site, came back, and reported on it. Then the next time there was a test, he sent me down and I ended up going back and forth for about six months &ndash; and then ended up going offshore and installing it myself. It was my manager who took a chance on me and thought &lsquo;what&rsquo;s the worst that could happen?&rsquo;. He put the trust in someone who was different from himself, and I believe we need to do more of that.&rdquo; 
<h3 class="MsoNormal">Behaviours in the workplace </h3>
Lauren: &ldquo;What behaviours are most damaging or detrimental to women, or others from unrecognised backgrounds, and what can someone who is experiencing those behaviours do?&rdquo;
Hayley: &ldquo;I think one of the most damaging things is not listening to someone. Someone in a meeting speaking, and not even being acknowledged. And it gets to a point where they think &lsquo;what is the point of me being in this meeting? Am I even being heard?&rsquo;. That damages your whole enthusiasm to be doing your job &ndash; thinking you&rsquo;re there just to be seen, or a number, or a token. This isn&rsquo;t just a problem women face, and it&rsquo;s done on a regular basis by regular people. My advice to those people is to find someone to talk to. This kind of behaviour isn&rsquo;t okay. 
Hoa: &ldquo;I urge people to not recruit someone like themselves &ndash; I know it can be comforting sometimes to do that or we subliminally don&rsquo;t quite realise it. I&rsquo;m probably quite lucky that there&rsquo;s not many people like me in the business, so I didn&rsquo;t have a choice.&rdquo;
<h3 class="MsoNormal">The key to allyship</h3>
Hoa: &ldquo;I think the key to allyship is to be curious, be open to stepping in to somebody&rsquo;s shoes and just listening to their story. I have had this kind of conversation in the past, socially, with people saying, &ldquo;I don&rsquo;t think racism exists anymore&rdquo;. The reality is, unless you experience it, your exposure to certain aspects in life can be very different. I just encourage us to not be perfect, and you know whilst I tick a lot of boxes, I also carry a huge amount of privilege. Privilege isn&rsquo;t a bad word &ndash; you simply have more advantage than others. I&rsquo;m able bodied &ndash; therefore I&rsquo;m privileged. I&rsquo;d like to encourage more of that way of thinking.&rdquo;
Hayley: &ldquo;I think sometimes people are scared because they feel might offended, and I get that, but we need people to open the doors for people that can&rsquo;t necessarily get through. There&rsquo;s being an active ally as well, so you can listen and understand. That&rsquo;s being an ally. I think we all say &lsquo;oh, I could do more&rsquo;, but actually the fact that you care is really important.&rdquo; 
Lauren: &ldquo;The very fact that those attending this event &ndash; both in person and online &ndash; are showing curiosity, it &nbsp;shows that you&rsquo;re on your way to allyship. You&rsquo;re seeking to understand other people&rsquo;s experiences. I spoke to a man a few months ago, and we&rsquo;re sharing some experiences I had heard from women within his organisation. He said &ldquo;Lauren, I&rsquo;ve never heard this in all the years I&rsquo;ve worked here. I might just be sheltered&rdquo;. I said, &ldquo;why would you have heard this? You&rsquo;re a straight white man &ndash; why would you have heard these stories. Have you ever asked?&rdquo;. He said no, and said he started to feel uncomfortable. He&rsquo;s a senior leader. I said, &ldquo;the thing is, if you start asking these questions, speak to the women who you speak to every day and ask them &lsquo;have you ever experienced this?&rsquo;&rdquo;. 
&ldquo;One of the reasons I wrote my book is so that a man would read it and say, &lsquo;have you experienced this?&rsquo;, because that&rsquo;s how the conversation starts. Maybe asking about experiences in meetings, asking if your voice hasn&rsquo;t been heard. The path to allyship starts by seeking to understand.&rdquo;
&nbsp;
We&rsquo;d like to thank Hoa, Hayley and Lauren for taking part in our annual IWD panel, and a huge thank you to <a href="https://www.linkedin.com/in/laurabrowne2017/" target="_blank" rel="noopener">Laura May Browne</a> for hosting. It was a truly inspiring panel discussion, and I think everyone would agree, we learnt a lot and took away some key thoughts and actions on how to improve and adapt in the future.
For more insights from Lorien, click <a href="https://www.lorienglobal.com/insights" target="_blank" rel="noopener">here</a>. For further information on the panel and Lorien&rsquo;s ED&amp;I culture, contact us <a href="mailto:info@lorienglobal.com" target="_blank" rel="noopener">here</a> or visit <a href="https://www.linkedin.com/company/lorien/?viewAsMember=true" target="_blank" rel="noopener">our LinkedIn</a>.

International Women's Day is something that's very important to us at Lorien. Read the highlights from our annual IWD panel, alongside our sister brands at Impellam.

A Look Back at Impellam’s International Women’s Day Panel 2024 

As we continue to settle in to a new year, you might have been thinking about your career path and where the year will lead you. If you&rsquo;re happy with your current employer, you should think about &nbsp;how you can progress internally &ndash; and the first stop is a pay rise.
This blog will offer best practices and guidance on how you can ask for the pay rise you deserve!
<h3 class="MsoNormal">Choose your moment</h3>
Research by XpertHR has found that employers are <a href="https://www.xperthr.co.uk/survey-analysis/pay-trends-february-2024-first-pay-awards-of-2024-see-slight-decline/167085/#:~:text=The%20latest%20XpertHR%20analysis%20of,in%20the%20previous%20rolling%20quarter." target="_blank" rel="noopener">planning lower pay rises</a>, or waiting to see if inflation falls before making pay decisions. Before you begin to put together research and stats, you need to take a look at your employer and their future plans. If there have been recent redundancies, hiring freezes or slow business progression, it&rsquo;s safe to assume now may not be the best time to ask for your pay rise. However, that doesn&rsquo;t mean it will never be the right time!
If you feel now isn&rsquo;t the time to bring it up, this allows you more time to achieve more goals, &nbsp;highlight how well you can handle your workload, and how you can go above and beyond your responsibilities. This will help you put together an even stronger case for a pay rise when the time comes around.
If business is booming and everything looks positive, it could be the right time for you to begin putting together a case for a salary increase.
<h3 class="MsoNormal">Do your research</h3>
It&rsquo;s good to get to know what other people in your role earn across the UK, so researching salaries is a good place to continue your preparation. There are many tools online you can utilise for this, including Lorien&rsquo;s own <a href="https://www.lorienglobal.com/insights/lorien-salary-survey-2023">2023 Salary Survey</a>. Our salary survey highlights annual and daily salary ranges, alongside the average time people will spend in these roles.
It&rsquo;s important to note that location plays a part in salary, so it&rsquo;s worth searching for similar roles in your area. You can do that on Lorien&rsquo;s website <a href="https://www.lorienglobal.com/jobs">here</a>.
<h3 class="MsoNormal">Put together a business case</h3>
Before you take the pay rise proposition to your manager, you should find ways to evidence what you&rsquo;ve done for your employer in the last year. The more evidence, the better! If you can show you&rsquo;re consistently meeting targets, you&rsquo;ve contributed to improving revenue and you&rsquo;ve taken on extra responsibilities, you should build your case around these points.
If you have any statistics to evidence how you&rsquo;ve helped the business grow and improve, you should definitely make a note of them to pass on when you make your case. Additionally, be sure to include any thing you&rsquo;ve achieved as part of a team &ndash; remember team work makes the dream work! Soft skills like teamwork add value to your business case, and if you&rsquo;re good at timekeeping, you&rsquo;ve demonstrated you can work in an agile environment and you can communicate effectively, you should highlight this in your case.
<h3 class="MsoNormal">Asking the question</h3>
You&rsquo;ve examined the circumstances, researched your role and put together a business case; the time has come to take your case to your manager. You should do this in private &ndash; a video call if you work remotely, or a meeting room if you can do it in person. Many managers schedule regular one-to-ones with their direct reports to discuss goals and performance &ndash; this kind of meeting would also be a perfect setting to bring up your pay rise query.
Make sure you&rsquo;re familiar with the facts of your business case. It&rsquo;s normal to feel nervous, but having to read from a script may not help your case. Maintaining eye contact and a regular pace of speech also conveys confidence, so try to do this where possible.
Deliver your business case with a brief introduction, leading into your evidence and the value you&rsquo;ve added to the business. You can finish up with a summary, including the salary you believe you should rise to based on the evidence you&rsquo;ve compiled.
After you&rsquo;ve delivered your case, be prepared for a small negotiation &ndash; nobody ever accepts a first offer! CIPD have stated that <a href="https://www.cipd.org/uk/views-and-insights/thought-leadership/cipd-voice/pay-awards-2024/#:~:text=Looking%20at%20the%20make%2Dup,a%20pay%20freeze%20(12%25)." target="_blank" rel="noopener">the average pay increase for 2024 is 4%,</a> so be sure to factor that in to your proposed salary.
&nbsp;
For more Lorien candidate insights and tips, <a href="https://www.lorienglobal.com/insights/tag/career-advice">click here</a>. If you&rsquo;re looking for a new role, upload your CV to our talent network <a href="https://www.lorienglobal.com/job-seekers">here</a>.

A new year means new goals - and one of yours might be asking for a pay rise. Read our blog for tips on asking your employer for a pay rise.

How to ask for a pay rise

A few months ago, I joined my colleague <a href="https://www.linkedin.com/in/darrentopping/" target="_blank" rel="noopener">Darren Topping</a>, Director of Solutions and Insights, on Lorien&rsquo;s &lsquo;People Make The Difference&rsquo; <a href="https://www.lorienglobal.com/podcasts">podcast</a> to discuss the benefits of recruitment outsourcing in its many forms, and the most common misunderstandings we&rsquo;ve heard. I&rsquo;ve been working this space for 15 years and recognise that from the outside, recruitment outsourcing and managed solutions may seem over-complicated and prone to risk. My aim in this blog is to demystify RPO and Contingent Workforce Solutions and dispel some common associated myths.
<h3 class="MsoNormal">All or nothing</h3>
Many organisations are under the impression that if you&rsquo;d like to outsource your recruitment, you have to outsource absolutely everything, but that&rsquo;s not true. Instead of agreeing an all-encompassing end-to-end service, you could choose just to outsource certain elements, such as the sourcing, the administration, or even a specific grade or vertical of recruitment &ndash; for example your tech hiring. At Lorien, we&rsquo;ve found that future-facing clients are now looking to slice and dice their outsourcing in a variety of ways to suit their business needs. No one solution is the same, and each organisation is unique, but the important thing is to find a partner who can create a bespoke solution for you. This way you only need to outsource what is absolutely necessary.
<h3 class="MsoNormal">Risky and complicated</h3>
I&rsquo;ve heard the terms &lsquo;risky&rsquo; and &lsquo;complicated&rsquo; attached to outsourcing too many times to count. That is definitely not the case. Designing a talent solution that leverages outsourcing is a straightforward, simple process. &nbsp;When you think about what kind of outsourcing model and structure will work for your business, a credible workforce solutions partner can help you to do that without complexity or huge cost. You can agree clear pricing levels with your partner that allows your demand to scale during busy periods or reduce requirements (and thus reduce costs) when it&rsquo;s a little quieter. Your solutions partner will flex their team according to these demands. There is also a lot less risk when you decide to partner with a specialist outsourcing provider, as there&rsquo;s often the option to negotiate a reciprocal &lsquo;termination for convenience&rsquo; clause in the contracts &ndash; this gives you the option to exit without penalty to bring recruitment back inhouse, or transition to an alternative partner, prior to the contract end. Ultimately, companies outsource because they can reduce their time to hire and their overall cost, whilst improving the quality of candidates and their experience. It can be an invaluable partnership.
<h3 class="MsoNormal">Outsourcing means you&rsquo;ve &lsquo;failed&rsquo;</h3>
Occasionally I&rsquo;ve heard commentary suggesting that if you can&rsquo;t find your own candidates or manage your own process, you&rsquo;ve somehow failed at recruitment. Of course, this is nonsensical! For example, you can have a highly effective inhouse recruitment function that delivers superb core hiring consistently, but you might need to consider an outsourced partner to add that extra edge to your delivery for a specific project or to run a brand-boosting campaign on your behalf. You might be struggling to tap into diverse candidate pools when opening up in a new location, or finding that due to a surge in demand your team is working at full capacity and needs additional support. Perhaps you wish to reduce your reliance on agencies and build up an talent community owned you and stored on your internal CRM. Whatever your circumstances, partnering with an expert talent solutions business who can help you achive your business objectives through an outsourced arrangement - in whatever way works best for your business - is just common sense, and the opposite of failure.
<h3 class="MsoNormal">Best practices when considering a potential workforce solutions partner</h3>
The best advice I can give anybody looking to engage and select their next recruitment outsourcing partner is to have the right information and data to hand. When you first start to engage with potential partners, you&rsquo;ll be asked for basic data; for example your intended scope of the outsourcing (i.e. where you&rsquo;d like the service to start and stop), typical volumes, salaries, and locations. You don&rsquo;t need to provide hugely detailed information, but it&rsquo;s good to be as open as possible and demonstrate any pain points or problem areas to your potential partners.
If you&rsquo;re struggling to determine where to start with your search, many Industry Analysts provide rankings and analysis of different recruitment outsourcing and contingent workforce solution providers, offering a great first stop in your search. We also suggest talking a range of different providers &ndash; both mid-market and enterprise, and those that specialist in your sector or recruitment skillsets (e.g. tech, change and digital). When you move onto having conversations with providers, simultaneously leverage your social and business networks to speak to any contacts you have that work with outsourced providers.
You&rsquo;ll want to ensure <a href="https://www.lorienglobal.com/insights/what-it-means-to-be-an-important-client">you&rsquo;ll be an important client to your partner</a> (see my blog on &lsquo;What it means to be an important client &ndash; and how can you tell if you&rsquo;re not?&rsquo;) and that your provider specialises in the kind of recruitment that you need. Cultural fit is also important &ndash; you can&rsquo;t put a price on meeting potential partners and getting to know them, spending time talking through what you&rsquo;re trying to achieve and how they can help you. If possible take some informal references and once complete, you&rsquo;ll probably be in a good position to select a shortlist and request a formal quote.
<h3 class="MsoNormal">Benchmarking your existing outsourcing provider</h3>
If your business already has a solution in place, but you&rsquo;re not sure if it&rsquo;s the right partner for the long term, you might wish to benchmark your incumbent provider. One common myth is that this is time consuming and difficult to do &ndash; not so! Firstly, you need to look back and think if your provider has delivered what they said they would in the sales pitch and the proposal. Data can also play a key role in examining your partnership as you&rsquo;re able to see if SLAs and KPIs are being achieved. Take a careful look at the statistics and targets, and particularly how have they performed from a direct sourcing (non-agency sourcing) perspective.
When considering changing partners, it&rsquo;s also important to look forward. Is your partner future proofed? Where is your business going, and can your partner grow with you &ndash; perhaps you&rsquo;re going through a digital transformation and you need specialist recruitment capability to hire those niche and in-demand skillsets &ndash; or you&rsquo;re expand internationally. Many clients look for multi-faceted partners who can offer Total Talent Management in conjunction with SOW Spend management services. See my previous blog on <a href="https://www.lorienglobal.com/insights/the-value-and-ease-of-benchmarking-your-msp-or-rpo-partner">benchmarking here</a>.
&nbsp;
At Lorien, we can offer flexible and agile integrated workforce solutions to fit your business needs. To learn more about Lorien <a href="https://www.lorienglobal.com/about-us">click here</a>. For more thought leadership insights, <a href="https://www.lorienglobal.com/insights">click here</a>.

The world of recruitment outsourcing and workforce solutions has many common misunderstandings, and Sales Director Joanna Fagbadegun is here to clear them up.

Dispelling the most common recruitment outsourcing and workforce solution myths 

As the demand for tech candidates continues to rise, focusing on what candidates are looking for during their job search is becoming key. In this blog, we&rsquo;ll share highlights from our <a href="https://www.lorienglobal.com/what-tech-candidates-want-2024">What Tech Candidates Want in 2024 report</a>. Our findings from the report came from the thorough canvassing of our? database to understand candidates&rsquo; current job plans and their motivations.
<h3 class="MsoNormal">Age and candidate motivations</h3>
When thinking about candidates under 25 and candidates over 55, it isn&rsquo;t immediately obvious what they could possibly have in common when searching for jobs. However, both of these candidate cohorts are struggling to break into the current job market. Although both groups have their advantages in the market, with under 25s being more likely to be familiar with modern technology having grown up with it and over 55s having a wealth of working experience, the 2023 job market doesn&rsquo;t seem to favour them.
As the cost-of-living crisis continues to affect candidates, research has shown that British workers are <a href="https://www.theguardian.com/society/2023/apr/30/british-workers-work-into-70s-cost-of-living" target="_blank" rel="noopener">more likely to work into their 70s</a> due to financial pressures. Despite a willingness to work, it takes those over the age of 50 <a href="https://www.peoplemanagement.co.uk/article/1826672/50s-twice-long-rest-workforce-find-new-employment-study-finds" target="_blank" rel="noopener">twice as long</a> to find new work, with most candidates <a href="https://www.peoplemanagement.co.uk/article/1826672/50s-twice-long-rest-workforce-find-new-employment-study-finds" target="_blank" rel="noopener">in long-term unemployment</a> being aged 54-65. Similarly, younger candidates have faced <a href="https://www.bloomberg.com/graphics/2023-06-reed-jobs-report-graduates-face-worst-market-in-five-years/" target="_blank" rel="noopener">wage slumps</a> due to inflation and a <a href="https://www.bloomberg.com/graphics/2023-06-reed-jobs-report-graduates-face-worst-market-in-five-years/" target="_blank" rel="noopener">lack of opportunities</a> in the regular job hotspots, such as London. New candidates, such as graduates, don&rsquo;t appear to <a href="https://www.bloomberg.com/graphics/2023-06-reed-jobs-report-graduates-face-worst-market-in-five-years/" target="_blank" rel="noopener">have the same levels of experience</a> in the workplace as someone in the same position pre-covid, and this is reflected in the <a href="https://www.bloomberg.com/graphics/2023-06-reed-jobs-report-graduates-face-worst-market-in-five-years/" target="_blank" rel="noopener">40.5% drop</a> in graduate vacancies this year.
Younger and older workers also have another trait in common &ndash; they&rsquo;re both highly motivated by salary when applying for new roles. When it comes to applying for a job, <a href="../../../../../../insights/what-tech-candidates-want-2023">28.6% of under 25s class salary as a key motivator.</a> Likewise, <a href="../../../../../../insights/what-tech-candidates-want-2023">37.8% of candidates over 55</a> highlighted salary as the most important thing to them when searching for a new role. Additionally, both age <a href="../../../../../../insights/what-tech-candidates-want-2023">groups did not consider responsibility levels</a> an important factor. This indicates that under 25s and over 55s are more likely to take a job purely based on salary &ndash; potentially due to the lack of opportunities in the current market.
<h3 class="MsoNormal">Different gender motivators</h3>
Men and women differ when it comes to what they consider important on a job specification. <a href="../../../../../../insights/what-tech-candidates-want-2023">37.1% of female candidates</a> deem flexible working the most crucial factor when applying for a job, with this coming in <a href="../../../../../../insights/what-tech-candidates-want-2023">second for men at 22.9%.</a> Women are actually more likely to <a href="https://www.ft.com/content/f12d6e18-bf36-4095-b627-63a38fa351b6" target="_blank" rel="noopener">work full-time</a> now that hybrid and remote working are standard practice. The age of flexible working has also led to an <a href="https://www.ft.com/content/f12d6e18-bf36-4095-b627-63a38fa351b6" target="_blank" rel="noopener">increase in women in the UK workforce</a>, with a rise to 58.7% - up from 56.5% in 2019. In recent surveys, <a href="https://hrnews.co.uk/40-of-women-state-care-responsibilities-impact-their-tech-career-choices/#:~:text=40%25%20of%20women%20state%20care%20responsibilities%20impact%20their%20tech%20career%20choices,-Home%20%C2%BB%20HR%20News&amp;text=40%20per%20cent%20of%20women,to%20the%20Tech%20Talent%20Charter." target="_blank" rel="noopener">40% of women stated that their</a> care responsibilities impacted their tech career choices, with a lack of work-life balance affecting their life significantly.
In contrast to women prioritising flexible working, <a href="../../../../../../insights/what-tech-candidates-want-2023">44.8% of men</a> consider salary as the most important part of a job specification. Recent data revealed that men are more focused on salary as they believe that this is <a href="https://www.hepi.ac.uk/wp-content/uploads/2020/11/Mind-the-Graduate-Gender-Pay-Gap_HEPI-Report-135_FINAL.pdf" target="_blank" rel="noopener">the mark of a good job</a>, with women typically <a href="https://www.hepi.ac.uk/wp-content/uploads/2020/11/Mind-the-Graduate-Gender-Pay-Gap_HEPI-Report-135_FINAL.pdf" target="_blank" rel="noopener">expecting a lower salary</a> than men, highlighting why women do not primarily focus on salary.
When it comes to the least important priorities for candidates, both genders are closely aligned. <a href="../../../../../../insights/what-tech-candidates-want-2023">Lorien found that</a> learning opportunities and company culture land at the bottom of the priority list for men and women. With regards to a work/life balance, men and women are surprisingly similar too. <a href="../../../../../../insights/what-tech-candidates-want-2023">14.3% of women</a> consider work/life balance their top priority, and <a href="../../../../../../insights/what-tech-candidates-want-2023">11.4% of men agree</a>. Work/life balance also comes in as the third most prioritised factor for both genders, with research underlining that <a href="https://www.newstalk.com/news/women-and-men-face-remarkably-similar-work-life-balance-challenges-in-work-1499800" target="_blank" rel="noopener">men and women currently face similar challenges</a> when it comes to maintaining a work/life balance.&nbsp;
For the latest research and statistics, <a href="../../../../../../insights/what-tech-candidates-want-2023">read our What Tech Candidates Want report</a>. The report will allow you to learn about what candidates desire when searching for a new role &ndash; including salary visibility, new hybrid working stats and what candidates dislike about the recruitment process.
For other Lorien insights and thought leadership pieces, <a href="https://www.lorienglobal.com/insights">click here</a>.

With a new year upon us, we thought we would highlight what current candidates find important when they search for new opportunities.

What do candidates prioritise when looking for a new role?

Lorien, powered by Impellam Group, has been named a Leader and a Star Performer in the UK IT Contingent Talent and Strategic Solutions PEAK Matrix&reg; Assessment, conducted by Everest Group. 
The Everest Group PEAK Matrix&reg; is an independent global framework which examines the market success and overall capability of service providers based on performance, experience, ability, and market knowledge. The report assesses the market success and overall delivery capability classifying them into three categories of Aspirants, Major, Contenders and Leaders. A Star Performer is based on the relative YoY improvement of companies participating in the PEAK Matrix assessment. 
Everest Group scored Lorien highly on market impact, vision and capability, scope of services, innovation, and strategy. 
David Gettins, Managing Director, Lorien commented, &ldquo;We strive to be the best home for leading tech talent, so we are delighted Lorien has been named a Leader and a Star Performer in Everest Group's UK IT Contingent Talent and Strategic Solutions PEAK Matrix&reg;. This important accreditation is especially rewarding as it is based not only on data, but it also takes into consideration important feedback from our customers.&rdquo; 
&ldquo;Lorien&rsquo;s significant market impact and robust souring capabilities across the breadth of IT skills such as application services, cloud and infrastructure services, and enterprise platform services has helped it emerge as a Leader and a Star Performer on Everest Group's UK IT Contingent Talent and Strategic Solutions PEAK Matrix&reg; Assessment 2023. Its strong vision for IT consulting and managed services, comprehensive learning programs, talent analytics, and strong delivery presence in the UK has further solidified its position,&rdquo; said Priyanka Mitra, Vice President, Everest Group.
Lorien is part of Impellam, a global workforce and STEM talent solutions group and one of only two companies globally with brands that have been named leaders in the Everest Group PEAK Matrix&reg; for Contingent Workforce Management (CWM) and Services Procurement/Statement of Work (SOW) as well as UK IT Contingent Talent and Strategic Solutions PEAK Matrix&reg;.
<h3 class="MsoListBulletCxSpMiddle" style="line-height: 150%; mso-list: none; tab-stops: 36.0pt;">About Lorien</h3>
Lorien is an award-winning technology, digital, and professional talent solutions specialist with over 45 years&rsquo; experience. Driven by both clients and candidates, with locations over Europe and the US, we pride ourselves on offering an innovative service for all sectors, sizes, and needs. Through our network of specialists, we combine deep tech sector expertise with the scope, depth, and breadth of large-scale talent solutions, giving our clients the confidence and the agility to compete in the digital age. Proud to be powered by Impellam Group, Lorien is one of the largest and most established digital recruitment agencies in the UK.
<h3 class="MsoListBulletCxSpMiddle" style="line-height: 150%; mso-list: none; tab-stops: 36.0pt;">Everest Group PEAK Matrix&reg; Assessment</h3>
Everest Group&rsquo;s PEAK Matrix&reg; Assessment reports provide the insights and analysis enterprises need to make vital selection decisions about global services providers, locations, solutions, and products within a number of market segments.
Leading organisations around the world trust these comparative assessments due to their unbiased evaluation of factors including capabilities, vision, functionality, the availability of talent, market success, cost, and impact.
<img src="https://cdn.sourceflow.co.uk/8omiswt4k6peqop0r1r3lir1exbb" alt="" width="900" height="540">

Everest Group scored Lorien highly on market impact, vision and capability, scope of services, innovation, and strategy.

Lorien named a Leader and a Star Performer in the UK IT Contingent Talent and Strategic Solutions PEAK Matrix® Assessment, conducted by Everest Group

From discussions on flexible working to the importance of salary visibility and the rise of the digital age, &nbsp;we&rsquo;ve had a busy year of blogging at Lorien! Read below to see the highlights from 2023 you won&rsquo;t want to miss, and don&rsquo;t forget to check out our <a href="https://www.lorienglobal.com/insights/events-awards-2023">awards and events round up</a> to see what our team have been up to in 2023.
<h4 class="MsoNormal">The future of the four-day working week</h4>
The four-day working week became even more of a hot topic this year after a successful pilot was launched in the UK for employees to work a 32-hour week. UK Director of Delivery Adam Robinson gave his thoughts on the possibility of adopting a four-day working week, and all the pros and cons that come with it. <a href="https://www.lorienglobal.com/insights/future-four-day-week">Read Adam&rsquo;s thoughts, alongside the results of the UK&rsquo;s four-day pilot, here.</a>
<h4 class="MsoNormal">The importance of salary visibility</h4>
Our What Tech Candidates Want 2023 survey offered unique insight into candidates&rsquo; thoughts, including their feelings on salary visibility. We used the survey results to highlight why salary is still a main driver for candidates in tech, and why organisations should advertise roles with a salary included. We also offer advice for organisations who are unable to publish salary information. <a href="https://www.lorienglobal.com/insights/the-importance-of-salary-visibility">Explore more on salary visibility here.</a>
<h4 class="MsoNormal">Permanent vs Temporary Work</h4>
With the number of job applications continuing to rise in 2023, we wanted to shed some light on options for candidates. Many candidates don&rsquo;t know the best fit for them or are not aware of the variety of opportunities out there. Our blog helped identify the differences between a permanent and a temporary role. <a href="https://www.lorienglobal.com/insights/permanent-vs-temporary-work">Learn more on the benefits and drawbacks of each type of role here.</a>
<h4 class="MsoNormal">Gen Z: How to attract and retain the digital generation</h4>
As the tech and digital talent shortage continues, we explored ways organisations are able to tap into the Gen Z candidate pool. With Gen Z candidates already equipped with tech knowledge, and a well-reported ability of easily picking up new digital skills, organisations are encouraged to get them on board. <a href="https://www.lorienglobal.com/insights/gen-z-how-to-attract-and-retain-the-digital-generation">Understand what motivates Gen Z workers by reading our blog.</a>
<h4 class="MsoNormal">How important is flexible working to tech candidates?</h4>
This year saw an influx of companies returning to office working and leaving hybrid or remote working behind. However, in our What Tech Candidates Want 2023 survey, we learned what candidates actually desire &ndash; flexibility. Our blog explored the future of flexible working, and how organisations can use flexibility to boost candidate attraction, alongside other valuable insights that can be <a href="https://www.lorienglobal.com/insights/flexible-working-importance">found here.</a>
If you&rsquo;re interested in more insights from Lorien, make sure to follow us <a href="https://www.linkedin.com/company/lorien/?viewAsMember=true" target="_blank" rel="noopener">on LinkedIn</a> and check our insights page <a href="https://www.lorienglobal.com/insights">here</a>!

As we reach the end of the year, we highlight some of our most popular and well-discussed blogs - including discussions on new ways of working and salary visibility.

Our best blogs in 2023

As we reach the end of another great year at Lorien, we wanted to highlight some of the incredible awards and events we&rsquo;ve been involved with in 2023. Read below to see a round-up of our 2023!
<h4 class="MsoNormal">February</h4>
With the New Year settled down and welcomed in, we got straight to work &nbsp;by getting involved in some fantastic events. We partnered with TechGirls, MAMA,codes and Nationwide Building Society to offer coding activities and tech career information to young girls at a workshop hosted in Nationwide&rsquo;s Post Building &ndash; and you can read more about the day<a href="https://www.lorienglobal.com/insights/spend-the-day-with-nationwide"> here.</a>
We also <a href="https://www.lorienglobal.com/insights/lorien-appoints-james-cook-as-head-of-public-sector">welcomed James Cook</a> as the Head of Lorien&rsquo;s Public Sector for England and Wales, to work alongside our established and public sector in Scotland.
February also saw the Lorien team take part in the Race The Thames charity fundraiser, with members of Lorien biking, running and swimming 640km in seven days to raise money for our charity partner Lia&rsquo;s Wings. The team raised an incredible &pound;1,820; you can see more of our charity initiatives from 2023 <a href="https://www.youtube.com/watch?v=apQNA7uSN7U" target="_blank" rel="noopener">here</a>.
<h4 class="MsoNormal">March</h4>
In March, we took part in three unique and interesting events. First up was TALiNT Partners&rsquo; Foresight Summit, with Lorien&rsquo;s own Annie Smith <a href="https://www.linkedin.com/posts/talintpartners_recruitment-conference-talentsolutions-activity-7024402877951442945-v-Wo?utm_source=share&amp;utm_medium=member_desktop" target="_blank" rel="noopener">taking part</a> as a panellist. The event discussed what the future holds for the recruitment market, and the top priorities for recruiters in 2023.
Our second March event was an exclusive TA leaders dinner in London which discussed &nbsp;the tech talent market, and was hosted in partnership with TALiNT Partners and Eightfold.ai. A host of experts from varying industries attended, and insights from the evening can be viewed <a href="https://www.linkedin.com/posts/lorien_ta-leaders-london-dinner-activity-7046097543264378881-48Ml?utm_source=share&amp;utm_medium=member_desktop" target="_blank" rel="noopener">here</a>.
We also hosted our annual International Women&rsquo;s Day celebrations at Lorien HQ, and we <a href="https://www.linkedin.com/posts/lorien_embraceequity-internationalwomensday-embraceequity-activity-7039165064565678080-GMy3?utm_source=share&amp;utm_medium=member_desktop" target="_blank" rel="noopener">celebrated with our STEM colleagues over at Carbon60 and SRG</a> by highlighting the amazing women in our organisations who help to drive change and progress. Lorien&rsquo;s Sales Director Joanna Fagbadegun also joined a STEM panel to discuss &nbsp;how <a href="https://www.lorienglobal.com/insights/how-women-in-the-workplace-can-negotiate-success">women can negotiate workplace success.</a>
<h4 class="MsoNormal">May</h4>
May saw us sponsoring the SIA &ndash; CWS Summit Europe 2023, which was themed; &lsquo;Driving Growth and Change in Uncertain Times&rsquo;. Our <a href="https://www.linkedin.com/in/davidgettins/" target="_blank" rel="noopener">MD David Gettins</a> attended alongside Sales Director <a href="https://www.linkedin.com/in/joanna-fagbadegun-b284aa7/" target="_blank" rel="noopener">Joanna Fagbadegun</a> and Director of Solutions and Insights <a href="https://www.linkedin.com/in/darrentopping/" target="_blank" rel="noopener">Darren Topping</a>. As an organisation that prides itself upon driving change, we discussed business needs with many familiar faces, as well as some brand new ones!
We also continued our charitable endeavours well into May, with fearless volunteers from Lorien embarking on the Yorkshire Three Peaks Challenge in support of <a href="https://www.lias-wings.org.uk/" target="_blank" rel="noopener">Lia&rsquo;s Wings</a>. They made a huge difference by raising funds for life-saving hospital transfers for children.
<h4 class="MsoNormal">June</h4>
We were delighted to be named amongst the 13 Embedded Talent Partner winners at the cord Hiring Leaders Awards. <a href="https://www.linkedin.com/posts/lorien_talent-leaders-hiring-activity-7070019359913463810-P2c6?utm_source=share&amp;utm_medium=member_desktop" target="_blank" rel="noopener">We were named as</a> the 7th Most Responsive, and 5th Fastest to Respond for our work with our clients.
Additionally, we held an event in Leeds specifically designed for CTOs and business leaders to meet and network with others, discussing solutions and insights. We had various global company representatives and the event &ndash; the first of its kind for Lorien &ndash; was very well received.
In mid-June, we partnered with Signpost Resource Centres and The Advice Store to offer a workshop to job seekers. The event was aimed at applicants who find the process overwhelmingly, with valuable advice on how to overcome blockers. The workshop &ndash; again, a first for Lorien - was hosted in Essex, and was subscribed to maximum capacity with attendees giving positive feedback.
<h4 class="MsoNormal">July</h4>
With awards season in full swing, we were delighted to be shortlisted for three awards in July. We were finalists for RPO of the Year at the APSCo OutSource Awards for Excellence, as well as The Cornerstone Client Service Award, and The Amdaris Long-Term Partnership Award at the <a href="https://rpo.tiara.talint.co.uk/finalists/" target="_blank" rel="noopener">TIARA Talent Solutions Awards</a> &ndash; and we went on to win one of the three awards later in the year!
We also hosted a <a href="https://www.youtube.com/watch?v=6iwS3r8zOBg" target="_blank" rel="noopener">STEM Dragon Boat Race</a> alongside sister brands SRG and Carbon60 in aid of Lia&rsquo;s Wings and other additional charities. Lorien alone raised &pound;755, and the teams showed off their strong rowing skills and competitiveness.
Following on from the success of our Job Seeker Workshop in June, we partnered up with Signpost Resource Centres again to deliver a workshop for school and college pupils aged 13-19, offering helpful tips on CV writing and preparing for an interview.
<h4 class="MsoNormal">September</h4>
The market returned fresh from a summer break, and so did we with two awards and one event in September. We were awarded <a href="https://www.linkedin.com/posts/tiara-awards_tiara2023-talentsolutions-partnership-activity-7110736544532942848-OnsF?utm_source=share&amp;utm_medium=member_desktop" target="_blank" rel="noopener">The Amdaris Long-Term Partnership Award</a> at the <a href="https://rpo.tiara.talint.co.uk/2023-winners/" target="_blank" rel="noopener">TIARA Talent Solutions Awards</a> for our work with our clients, with our MD David Gettins on hand to accept. Lorien, as part of the Impellam Group, was also <a href="https://www.linkedin.com/posts/lorien_we-are-proud-to-announce-thateverest-group-activity-7105918015342284800-uOhi/?utm_source=share" target="_blank" rel="noopener">recognised as a leader</a> in Contingent Workforce Management and Services Procurement/Statement of Work for the second consecutive year.
We also hosted a virtual roundtable with a focus on strategic workforce planning, with Lorien joined by expert Dave Burrows, founder of Strictly Workforce Planning. The roundtable prompted plenty of interesting discussion, which you can view <a href="https://www.youtube.com/watch?v=HeToShWV334&amp;t=1s" target="_blank" rel="noopener">here</a>.
<h4 class="MsoNormal">October</h4>
Our October was packed full of events. First up was the IHR Recruitment Leaders Conference in Manchester, which saw <a href="https://www.lorienglobal.com/insights/lorien-headline-partner-at-ihr-recruitment-leaders-conference">Lorien join as a headline partner. </a>We chaired roundtable discussions and shared our latest insights into improving tech hiring. Following this, we hosted a second Tech Leaders Lounge &ndash; also in Manchester &ndash; attended by the brightest tech leaders, with a focus on today&rsquo;s tech trends and sharing insights, challenges and solutions.
Our final event of October was the <a href="https://womenleadersuk.org/milton-keynes-innovates/" target="_blank" rel="noopener">STEM Festival</a>, hosted by <a href="https://womenleadersuk.org/" target="_blank" rel="noopener">Women Leaders</a> at Unity Place in Milton Keynes. The festival allowed us to immerse ourselves in a world of innovation, and engage with the next generation of STEM talent, continuing to inspire the future STEM leaders of tomorrow.
Amongst all the events, we also had the honour of being shortlisted for UK Employer of the Year: Gold 250+ at the Investors in People Awards 2023.
<h4 class="MsoNormal">November</h4>
November was a big month for Lorien MD David Gettins. Firstly, he was named on the SIA 2023 Staffing 100 Europe list for the second consecutive year, with the list recognising champions of change in the European staffing industry. David also spoke at the SIA&rsquo;s Executive Forum Europe at the end of the month, where he was joined by other respected industry speakers to discuss opportunities in IT staffing.
In November we also partnered with Coventry Building Society to offer an Intro to Tech workshop. The event was hosted at Coventry Building Society&rsquo;s head office, and offered an evening of networking, discussion and discovery, with talks from Coventry Building Society leaders.
Our final event of the year was one hosted in partnership with Impellam Group &ndash; our Tech and Digital Talent Conference. The event explored the latest tech talent trends, market insights, and the fascinating world of AI and generative AI. Lorien was also joined by AI pioneer Priya Lakhani OBE, who recently hosted a discussion between Prime Minister Rishi Sunak and Tech CEO Elon Musk.
&nbsp;
If you&rsquo;re interested in attending any events we host, please contact <a href="mailto:solutions@lorienglobal.com">solutions@lorienglobal.com</a>. For further insights and more detail on any events we attended or hosted this year, <a href="https://www.lorienglobal.com/insights">click here</a>.

2024 is just around the corner, and we wanted to say goodbye to another great year at Lorien. Read this blog for highlights from our year!

Lorien 2023 awards and events round-up

Taking place at The Lowry Hotel in Manchester, this event will feature thought leadership presentations, peer-to-peer roundtable sessions and plenty of networking opportunities.
Attendees will have the opportunity to hear from their peers on best recruitment practices, take part in strategic roundtable discussions and get inspired by success stories from talent professionals in tech.
<h4>Headline Partner</h4>
As headline partner, the Lorien team will be taking to the stage for an insightful presentation which will focus on using data and talent intelligence for hiring success. We will be joined on stage by a colleague supporting our longstanding RPO client KPMG, who will discuss how Lorien have contributed to their talent attraction.
Alongside this, our team will be chairing roundtable discussions, and will be ready to answer any questions you may have when you visit our company stand. Our stand will be packed with a selection of gifts and goodies, plus IHR attendees will have the chance to enter our exclusive giveaway. So, don&rsquo;t hesitate to come and say hello!
<h4>Our Team</h4>
We are thrilled to be presenting at this fantastic event &ndash; you can learn more about the team presenting here:
<a href="https://www.linkedin.com/in/joanna-fagbadegun-b284aa7/" target="_blank" rel="noopener noreferrer">Joanna Fagbadegun</a>&nbsp;- Sales Director at Lorien Joanna has 20 years&rsquo; talent acquisition and recruitment outsourcing experience, working with a number of organisations across a range of industries, including technology, e-commerce, financial services and professional services. She is responsible for growth and new business for Lorien&rsquo;s Managed Solution portfolio, including commercials, solution design and contracts. Jo tunes into customer requirements to ensure our solutions are effective, innovative and agile.
<a href="https://www.linkedin.com/in/darrentopping/">Darren Topping</a>&nbsp;- Director of Solutions &amp; Insight at Lorien Darren joined Lorien in 2008 as a tech specialist recruiter and became Director of Solutions and Insight in 2019. Responsible for insight, data, and innovation, Darren uses his market knowledge to give our clients full visibility of market information and forces &ndash; driving innovation, efficiencies and continuous improvement. Darren is a dedicated supporter of social mobility. Within Lorien, he is a mental health first aider, as well as an ambassador for the Tech Talent Charter.
<a href="https://www.linkedin.com/in/andysmith1/">Andy Smith</a>&nbsp;- Head of Talent Attraction/Delivery supporting KPMG With over 15 years industry experience, Andy leads talent attraction for C to E grade hires at KPMG. Heading up a team of multi-discipline recruiters covering a broad range of roles across Tech, Audit, Tax, Change, Data and HR, Andy has been known throughout his career for creative talent acquisition strategies and utilising data to enhance these strategies.
<h4>Our Presentation: Using data &amp; talent intelligence to improve tech hiring success</h4>
When?&nbsp;10:10am &ndash; 10:40am
Are you using data and talent intelligence to its full potential? This session by Lorien will uncover:
<ul>
<li>What strategies are winning in the current competitive market?</li>
<li>Has the changing economic climate altered candidate expectations?</li>
<li>How can market insight, data &amp; talent intelligence improve hiring success?</li>
<li>What strategies are proving to be most successful in hiring diverse tech talent?</li>
<li>How can understanding adjacent skills increase access to internal and external tech talent?</li>
</ul>
We will also be answering some audience questions at the end of our presentation.
<a href="https://www.inhouserecruitment.co.uk/event/recruitment-leaders-conference-manchester/">Please join us at this event to learn more about Lorien, what we do and how we could help your business in the future.</a>

On Thursday 19th October, we are delighted to be attending the IHR Recruitment Leaders Conference in Manchester as their headline partner!

Lorien headline partner at IHR Recruitment Leaders Conference

Whether you&rsquo;re planning your next career move, looking to enter a new industry, or switching from one tech sector to another, it&rsquo;s vital that candidates stay up to date with market rates. At Lorien, we pride ourselves on being the experts when it comes to technology recruitment.&nbsp;&nbsp;Using data from our latest&nbsp;<a href="https://www.lorienglobal.com/insights/lorien-salary-survey-2023">salary survey</a>, we delve into the top roles for 2023, what they involve and what you need to secure them.
<h4>The most in-demand tech jobs 2023</h4>
<h4>AI</h4>
With&nbsp;<a href="https://www.lorienglobal.com/insights/lorien-salary-survey-2023">around 7000 UK candidates</a>&nbsp;in this sector, opportunities within AI continue to grow. Recently, AI has overtaken the Financial Tech sector as&nbsp;<a href="https://sifted.eu/articles/european-fintechs-hiring-ai-roles-2023" target="_blank" rel="noopener noreferrer">the most popular tech sector</a>&nbsp;in Europe, and our salary survey discovered that candidates interested in AI roles have increased by 6% year on year.
So why are AI jobs so in demand? One reason is that AI continues to become more prevalent in today&rsquo;s society &ndash; as seen with the rise of ChatGPT in 2023. Many tech experts have recognised this and wish to grow their skills and knowledge in this area. The link between existing tech candidates and those interested in AI roles is also strong, with these roles offering many overlapping skills such as solid technology backgrounds and collaboration.
The most popular role&nbsp;<a href="https://www.lorienglobal.com/insights/lorien-salary-survey-2023">within AI is an AI Engineer</a>&nbsp;and, with AI roles at the beginning of their lifecycle, there is a lot of scope for it to evolve as companies adapt to new ways of working.&nbsp;In the future, we will see many more organisations&nbsp;&nbsp;form AI-delivering teams, similar to the&nbsp;<a href="https://www.forbes.com/sites/nishatalagala/2023/08/14/the-ai-engineer-myth-unicorn-or-new-normal/?sh=4dbf00d7667c" target="_blank" rel="noopener noreferrer">evolution of Data Scientist</a>&nbsp;and Machine Learning Engineer roles.
<h4>Cloud and DevOps</h4>
Cloud Architects with skills in Azure, Amazon Web Services (AWS) and Google Cloud Platform (GCP)&nbsp;<a href="../../../../../../salary-survey-uk-2023" target="_self">remain the top jobs</a>&nbsp;within Cloud and DevOps, with an&nbsp;<a href="https://www.lorienglobal.com/insights/lorien-salary-survey-2023">average time in role of 18 months.</a>&nbsp;Cloud Architects&nbsp;<a href="https://www.cio.com/article/221831/what-is-a-cloud-architect-a-vital-role-for-success-in-the-cloud.html" target="_blank" rel="noopener">manage everything within cloud computing</a>, from front-end platforms to servers and storage, and they must possess relevant skills and expertise to navigate complex tech environments, whilst leading teams and implementing cloud strategies.
<a href="https://www.lorienglobal.com/insights/lorien-salary-survey-2023">Lorien data estimates</a>&nbsp;that there are c.18,000 UK candidates within the Cloud and DevOps space &ndash; an&nbsp;<a href="https://www.lorienglobal.com/insights/lorien-salary-survey-2023">increase of 4%</a>&nbsp;from 2022. Additionally,&nbsp;<a href="../../../../../../salary-survey-uk-2023" target="_self">25% of </a><a href="https://www.lorienglobal.com/insights/lorien-salary-survey-2023">candidates&nbsp;</a>within this sector changed jobs in the last 12 months, highlighting the demand for experts and the multitude of opportunities within this field.
Many candidates who are at the beginning of their Cloud and DevOps careers are already&nbsp;<a href="https://www.techtarget.com/whatis/feature/Top-7-cloud-computing-careers-and-how-to-get-started" target="_blank" rel="noopener">experienced IT professionals</a>&nbsp;wishing to change specialisms. As these candidates already possess skills such&nbsp;<a href="https://www.techtarget.com/whatis/feature/Top-7-cloud-computing-careers-and-how-to-get-started" target="_blank" rel="noopener">as knowledge of programming languages</a>&nbsp;(Java, JavaScript) and familiarity with&nbsp;<a href="https://www.techtarget.com/whatis/feature/Top-7-cloud-computing-careers-and-how-to-get-started" target="_blank" rel="noopener">database management and programming</a>, including SQL, noSQL and Linux, they have an advantage when entering the sector.
<h4>Cybersecurity</h4>
As the&nbsp;<a href="https://www.uktech.news/partnership/cybersecurity-roles-hiring-now-uk-20230217" target="_blank" rel="noopener">frequency and sophistication of </a><a href="https://www.uktech.news/partnership/cybersecurity-roles-hiring-now-uk-20230217">cyberattacks&nbsp;</a>increase, Cybersecurity experts are more in demand from businesses and organisations, with Chief Information Security Officer currently being the&nbsp;<a href="https://www.lorienglobal.com/insights/lorien-salary-survey-2023">highest paid role</a>&nbsp;within the sector. With an&nbsp;<a href="https://www.lorienglobal.com/insights/lorien-salary-survey-2023">estimated 19,000 candidates&nbsp;</a>within this space, there is an&nbsp;<a href="https://www.lorienglobal.com/insights/lorien-salary-survey-2023">average time in role of 18 months</a>&nbsp;and only&nbsp;<a href="../../../../../../salary-survey-uk-2023" target="_self">6% of </a><a href="https://www.lorienglobal.com/insights/lorien-salary-survey-2023">candidates&nbsp;</a>have changed their role in the last year, indicating high satisfaction.
Additionally, Cybersecurity roles are&nbsp;<a href="https://www.simplilearn.com/what-is-a-cyber-security-analyst-article" target="_blank" rel="noopener">projected to grow up to 31%</a>&nbsp;in the next decade, which is much faster than any other occupation within the tech sphere. With so much opportunity, it&rsquo;s understandable that candidates are drawn to Cybersecurity. A degree is&nbsp;<a href="https://www.simplilearn.com/what-is-a-cyber-security-analyst-article" target="_blank" rel="noopener">not completely compulsory</a>&nbsp;&ndash; candidates can begin in an entry level IT role and work their way up the ladder by gaining experience and the necessary skills.&nbsp;<a href="https://www.simplilearn.com/what-is-a-cyber-security-analyst-article" target="_blank" rel="noopener noreferrer">Certifications also assist</a>&nbsp;with an application and allow candidates to stand out during the hiring process.
<h4>Data and Analytics</h4>
Data and Analytics is an industry that is most affected by the tech skills shortage, with&nbsp;<a href="https://www.uktech.news/sponsored/data-science-great-roles-hiring-now-20221208" target="_blank" rel="noopener noreferrer">demand for data science tasks</a>&nbsp;rising but no professionals to complete them. Respondents to a McKinsey Report said that&nbsp;<a href="https://www.uktech.news/sponsored/data-science-great-roles-hiring-now-20221208" target="_blank" rel="noopener">solving the data analytics skills</a>&nbsp;shortage is a priority focus area for organisations, evidenced by the fact that&nbsp;<a href="https://www.lorienglobal.com/insights/lorien-salary-survey-2023">24% of candidates</a>&nbsp;changed roles in the last 12 months due to the opportunities currently on offer. Lorien&rsquo;s salary survey found that there are&nbsp;<a href="../../../../../../salary-survey-uk-2023" target="_self">currently c.65,000 UK candidates</a>&nbsp;in this space &ndash; an increase of 5% year on year &ndash; and the&nbsp;<a href="https://www.lorienglobal.com/insights/lorien-salary-survey-2023">highest paid role</a>&nbsp;is a Chief Data Officer.
Roles within Data and Analytics typically involve utilising data to inform strategic decisions and enhance the running of organisations. This&nbsp;<a href="https://economictimes.indiatimes.com/jobs/mid-career/business-analytics-vs-data-analytics-key-differences-and-roles-explored/articleshow/102984535.cms?from=mdr" target="_blank" rel="noopener noreferrer">data can help anticipate the future</a>&nbsp;and can advise on potential behaviours and future earning by considering past and present figures. Many organisations use Data and Analytics to make decisions about marketing, ops and other areas, which is why the impact of the digital skills shortage continues&nbsp;<a href="https://www.uktech.news/sponsored/data-science-great-roles-hiring-now-20221208" target="_blank" rel="noopener">to cost the UK economy &pound;12.8bn</a>&nbsp;per year. To solve the shortage, many candidates are upskilling themselves, with employers offering training opportunities to existing tech candidates.
<h4>Software Engineering</h4>
Recent data has highlighted that&nbsp;<a href="https://tech.eu/2023/03/31/why-software-engineering-continues-to-be-a-safe-career-bet/" target="_blank" rel="noopener">many roles within Software Engineering are highly sought</a>&nbsp;after by organisations, including Back-End Engineers, Full Stack Engineers and Front-End Engineers. Additionally, our&nbsp;<a href="https://www.lorienglobal.com/insights/lorien-salary-survey-2023">salary survey</a>&nbsp;found that Software Development Managers&nbsp;&nbsp;are current the highest paid employees within Software Engineering. With&nbsp;<a href="https://tech.eu/2023/03/31/why-software-engineering-continues-to-be-a-safe-career-bet/" target="_blank" rel="noopener noreferrer">Software Engineering salaries remaining steady</a>&nbsp;overall in Europe, this sector proves to be a reliable option for careers in tech with many opportunities &ndash; seen by&nbsp;<a href="https://www.lorienglobal.com/insights/lorien-salary-survey-2023">the 20% of candidates</a>&nbsp;that have changed roles in the past year &ndash; and an estimated&nbsp;<a href="../../../../../../salary-survey-uk-2023" target="_self">270,000 candidates in the UK.</a>
Similar to Data and Analytics, the Software Engineering sector currently has a&nbsp;<a href="https://www.finextra.com/the-long-read/672/3-of-the-fastest-growing-software-jobs-in-the-uk" target="_blank" rel="noopener">battle for top talent</a>&nbsp;as the world continues to become more automation-driven, allowing for a candidate-driven market within this space. This is emphasised by the&nbsp;<a href="https://www.finextra.com/the-long-read/672/3-of-the-fastest-growing-software-jobs-in-the-uk" target="_blank" rel="noopener">starting pay for Developers and Engineers</a>&nbsp;within Software Engineering being 64% above the UK average, with&nbsp;<a href="https://www.finextra.com/the-long-read/672/3-of-the-fastest-growing-software-jobs-in-the-uk" target="_blank" rel="noopener">much of the talent coming</a>&nbsp;from Manchester, Birmingham, Milton Keynes and Reading alongside the key location of London.
With regards to skills,&nbsp;<a href="https://tech.eu/2023/03/31/why-software-engineering-continues-to-be-a-safe-career-bet/" target="_blank" rel="noopener">JavaScript, Redux and Typescript skills</a>&nbsp;are the most in-demand within the sector, with candidates in Software Engineering requiring expertise within computer programme and&nbsp;<a href="https://targetjobs.co.uk/careers-advice/information-technology/what-software-engineering-guide-new-developments-challenges-and-graduate-careers" target="_blank" rel="noopener">implementing, testing and maintaining</a>&nbsp;software whilst sitting in a team of other engineers to work closely on projects.
<h4>Testing</h4>
It is estimated there are around&nbsp;<a href="https://www.lorienglobal.com/insights/lorien-salary-survey-2023">105,000 UK</a>&nbsp;candidates in this space, with many opportunities arising as&nbsp;<a href="https://www.forbes.com/sites/forbestechcouncil/2023/02/13/how-will-software-testing-change-in-2023/?sh=4334068e7af4" target="_blank" rel="noopener">digital transformation continues to impact</a>&nbsp;the Testing field. Roles in Testing are projected to grow&nbsp;<a href="https://www.dice.com/career-advice/how-to-become-a-qa-tester" target="_blank" rel="noopener">25% between 2021 and 2031</a>&nbsp;due to traditional industries&nbsp;<a href="https://www.forbes.com/sites/forbestechcouncil/2023/02/13/how-will-software-testing-change-in-2023/?sh=4334068e7af4" target="_blank" rel="noopener">now investing in internal Testing</a>&nbsp;teams. The average time a candidate remains in a role in this sector is&nbsp;<a href="https://www.lorienglobal.com/insights/lorien-salary-survey-2023">22 months</a>, which is significantly higher than other sectors within technology, highlighting that Testing is a thriving space.
The highest paid role in&nbsp;<a href="../../../../../../salary-survey-uk-2023" target="_self">2023 is a Test Architect</a>, a role which&nbsp;<a href="https://programminginsider.com/how-to-move-to-software-testing-from-non-it-background/" target="_blank" rel="noopener">requires knowledge</a>&nbsp;of basic software testing, and understanding of the Software Testing Life Cycle. Other roles within Testing may also involve&nbsp;<a href="https://programminginsider.com/how-to-move-to-software-testing-from-non-it-background/" target="_blank" rel="noopener">knowledge of Linux commands</a>, understanding the fundamentals of databases in order to validate data, and proper utilisation of software testing tools.
<h4>Are you interested in a career in technology?</h4>
We can help! Don&rsquo;t hesitate to&nbsp;<a href="https://www.lorienglobal.com/contact-us">contact us here</a>&nbsp;and discuss your new future. Upload your CV, browse our job board or talk to a consultant today, and start your journey with Lorien.
<h4>Lorien&rsquo;s Technology and Digital Salary Survey 2023</h4>
To view our salary survey, which includes detailed salary breakdowns by skillset across multiple technology sectors, alongside additional insights about the industry,&nbsp;<a href="https://www.lorienglobal.com/insights/lorien-salary-survey-2023">click here.</a>

Using data from our latest salary survey, we delve into the top roles for 2023, what they involve and what you need to secure them.

The most in-demand tech jobs for 2023 – and how to land them

With the digital skills gap continuing to widen, focuses within the technology industry have shifted towards soft skills. Softer skills, including dependability and interpersonal skills, combined with an openness to learn&nbsp;<a href="https://technative.io/why-soft-skills-are-key-to-filling-the-digital-talent-gap/" target="_blank" rel="noopener">could be the solution to shortages</a>&nbsp;across the industry.
Although hard skills remain important, they are no longer crucial and employers are searching for candidates with softer skills &ndash; a candidate who can work effectively as part of a team and who can interact well with others. In light of this, we have identified the top soft skills tech employers are currently searching for below.
<h4>Communication</h4>
Communication will always be key in any industry and is an&nbsp;essential skill when working as part of a team. Effective communication with your coworkers improves teamwork, with all colleagues on the same page due to clear and direct information and encourages collaboration amongst your peers. Communication also helps resolve &ndash; or even avoid &ndash; many issues in the workplace as it encourages active listening and professional replies to problems. This also assists in preventing any disagreements that may escalate and create a tense work environment.
Whilst communication is integral to working better with your colleagues, it also creates better relationships with existing or potential clients. An open and honest line of communication builds trust between both parties and can lead to successful professional discussions.
<h4>Time Management</h4>
Your time management &ndash; or lack of &ndash; can significantly impact the rest of your team and their impression of you. For example, if you&rsquo;re often late to start the day this may lead to your coworkers to think you&rsquo;re unreliable. By being on time for your working day, you will ensure you won&rsquo;t miss any important tasks for the day and won&rsquo;t be playing catch up.
More generally speaking, time management is also important for meeting deadlines. There will likely be a negative impact for not adhering to any deadlines, which could range in severity. To avoid this, you should plan your workload effectively to adhere to any deadlines given to you. When setting your own deadlines, make sure this is realistically achievable before sharing it to avoid any delays or stressful situations. Meeting deadlines and completing tasks in good time shows your colleagues and any higher-ups that you&rsquo;re trustworthy and dependable.
<h4>Organisation</h4>
Organisation and time management go hand-in-hand &ndash; it&rsquo;s hard to be organised without good time management, and vice versa. Showing that you are organised to your employer leads to them placing more confidence in you and giving you&nbsp;multiple responsibilities and projects.
Effective organisation can come in the form of simply staying on top of your workload and completing tasks in a timely manner, or creating schedules for all processes you&rsquo;re involved in. It can look different for every role, but it mostly comes down to completing work accurately, achieving key goals and avoiding costly mistakes.
<h4>Critical Thinking</h4>
The ability to think on your feet and solve problems will open many doors for you in the technology world. This skill means that you can look at a situation objectively and create an appropriate solution &ndash; something that is valuable to employers as it can reduce both cost and time.
Critical thinking skills allow you to analyse information and make informed decisions in the workplace by learning more about the situation, considering possible solutions and researching other potential options. Being a good critical thinker also means you&rsquo;re likely good at observing situations, collecting information and problem-solving.
<h4>Creativity</h4>
Being creative links into technology roles significantly, as you have to design creative innovations, products and processes within the industry. In fact, technology jobs themselves create solutions and designs that assist in moving forward companies, or even the wider industry, within tech.
Creativity also enables other soft skills, such as critical thinking, by allowing complex problems to be solved with unique and original solutions. Workplaces that encourage creativity are also more likely to&nbsp;<a href="https://www.linkedin.com/pulse/why-creativity-important-workplace-katy-poon/" target="_blank" rel="noopener">attract and retain employees</a>, as creativity encourages teamwork and collaboration to solve issues in fast-paced environments.
Creativity and curiosity also fit together well in the working environment, with both encouraging learning and upskilling. Additionally, candidates perform better at work when they&rsquo;re curious, as found in&nbsp;<a href="https://hbr.org/2018/09/the-business-case-for-curiosity" target="_blank" rel="noopener">a study conducted by Harvard Business Review</a>. The study discovered that curiosity was associated with&nbsp;<a href="https://hbr.org/2018/09/the-business-case-for-curiosity" target="_blank" rel="noopener">better job performance</a> and encouraged colleagues to take an interest in each other&rsquo;s ideas.
For more candidate insights from Lorien, click&nbsp;<a href="https://www.lorienglobal.com/insights">here.</a> or, our browse our <a href="https://www.lorienglobal.com/jobs">available job opportunities </a>&ndash; where you can put these soft skills to use &ndash; are available to view&nbsp;<a href="https://www.lorienglobal.com/jobs">here.</a>

With the digital skills gap continuing to widen, focuses within the technology industry have shifted towards soft skills. Softer skills, including dependability and interpersonal skills, combined with an openness to learn could be the solution to shortages across the industry.

The most in-demand soft skills in tech for 2023

I was recently lucky enough to be asked to participate with a webinar with the&nbsp;<a href="https://www.techtalentcharter.co.uk/home" target="_blank" rel="noopener">Tech Talent Charter</a>&nbsp;(TTC), the&nbsp;topic being &lsquo;What next for diverse hiring?&rsquo;, with a large focus being on some of the findings of the TTC&rsquo;s recent&nbsp;<a href="https://report.techtalentcharter.co.uk/diversity-in-tech" target="_blank" rel="noopener">Diversity in Tech report</a>&nbsp;which revealed that a lot of organisations are doing great work in attracting diverse talent, but that a lot are already using the same methods as each other. The questions posed to me centred around what steps can organisations now take to make a difference to the diversity of their technology workforce, especially now that the basics have been achieved for the most part.
In case you are not aware of the <a href="https://www.techtalentcharter.co.uk/home" target="_blank" rel="noopener">Tech Talent Charter</a>, they were conceived in 2015 to address the UK&rsquo;s tech talent shortage and diversity problem through collective action. The Tech Talent Charter brings together 700+ signatory organisations annually and equips them with the networks and resources to drive their diversity and inclusion efforts.
<h4>Examining the technology candidate market</h4>
When talking about diversity in recruitment it is always important to consider the context in which we are currently operating and in the middle of 2023, we are certainly operating in an interesting backdrop of layoffs, talent shortages, cost of living challenges and the desire for hybrid working &ndash; All of which makes my role at&nbsp;<a href="../../../../../../">Lorien</a>&nbsp;exceptionally interesting!
From my viewpoint, we currently have 2 &lsquo;battlegrounds&rsquo; in the technology candidate market, through which talent diversity is battling for attention. The first one is around candidate salaries.
<a href="https://www.ons.gov.uk/employmentandlabourmarket/peopleinwork/employmentandemployeetypes/bulletins/uklabourmarket/july2023" target="_blank" rel="noopener">ONS data</a>&nbsp;tells us that within the UK we have 76% of the population in employment and 4% unemployment, historically strong numbers. Job vacancies sit at just over 1 million (although have been dropping for 11 straight quarters). Growth in pay sits at around 7%, however when adjusted for inflation growth in pay has fallen by around 1% year on year - We all know this &ndash; We are feeling poorer! When candidates are feeling the pinch, sometimes the natural thing to do it look for a new role with a higher salary. The data from some of&nbsp;Lorien&rsquo;s&nbsp;research&nbsp;<a href="https://www.lorienglobal.com/what-tech-candidates-want-2024">&lsquo;What Tech Candidates Want&rsquo;</a>&nbsp;backs this up. We found that 83% of candidates surveyed will be looking for a new role in the next 12 months, and 40% of these (the majority) were looking for a new role to improve their salary.
Why does this cause a challenge? Because organisations are uncertain of the future economy and because they spent more than expected on hiring in 2022.
In summary candidates are looking to move for increased salaries due to the cost-of-living crisis, and organisations are reluctant to break budgets for a 2nd&nbsp;consecutive year in order to make compelling offers due to the uncertain economy.
<h4>Clashes over work location</h4>
In 2020 and 2021, we largely had no choice about where we worked, we had to be at home. Last year in 2022, organisations were still finding their feet with hybrid working, and now in 2023 I think it would be fair to say that a lot of organisations are moving more towards employees spending more time in the office (not full-time I must stress as this is still largely unusual) but more towards mandated office days versus people picking and choosing when they want to go to an office.
Unfortunately, data shows us that this is not something that the tech workforce want. In our&nbsp;<a href="/what-tech-candidates-want-2024">What Tech Candidates Want</a>&nbsp;study, we found that less than 5% of all candidates want to be in the office full-time, and only 35% want to be in the office 1-2 days per week with 55% of candidates wanting to be fully remote.
The second reason candidates want to move roles behind salary is to look for increased flexible working &ndash; however organisations are moving in the opposite direction.
These two clashes are why I think the hiring market is as strange as it is currently.
<h4>Diversity within tech recruitment</h4>
When the&nbsp;<a href="https://www.techtalentcharter.co.uk/home">Tech Talent Charter</a>&nbsp;<a href="https://report.techtalentcharter.co.uk/diversity-in-tech" target="_blank" rel="noopener noreferrer">surveyed signatories last year</a>, it was pleasing to see that lots of their members have adopted some good practice, for example, using gender de-bias software for job adverts and understanding the importance of diverse job boards and networks. What else could be considered &lsquo;bread and butter&rsquo; practice from a diverse hiring perspective? This obviously differs across organisations, but across&nbsp;<a href="../../../../../../" target="_self">Lorien&rsquo;s</a>&nbsp;client base I would typically see:
<ul>
<li>A commitment from leadership that diversity &amp; inclusion is a genuine priority for the organisation</li>
<li>From a legal standpoint, policies and procedures that prevent bias and discrimination in all aspects of employment are in place</li>
<li>Data really is essential as a starting point for an organisation to be able to measure its progress. As a starting point, this can be just knowing what the make-up of your workforce is today vs the same time last year</li>
<li>Most organisations at this stage also have E,D&amp;I steering groups to help support people and also impact on organisation culture and policy</li>
</ul>
From a more tactical day to day perspective, typical practice that we see from a hiring perspective are:
<ul>
<li>Inclusive job descriptions, using decoders or similar tech to neutralise any non-inclusive language</li>
<li>Good recruiters challenging and consulting with hiring managers to determine the must have skills from the simply desirable skills</li>
<li>Good recruiters using a wide range of candidate sources including specialist job boards and platforms</li>
<li>Flexible working policies and the promotion of these. We found in our&nbsp;<a href="/what-tech-candidates-want-2024">What Tech Candidates Want</a>&nbsp;survey that women prioritised flexible working most on a job specification with 37% saying that flexible working practices on a job description are the most important thing that they look for</li>
<li>More and more organisations are working with upskilling &amp; reskilling firms to create new tech talent from non-traditional backgrounds</li>
<li>At the interview stage, we see organisations asking for and making adjustments for candidates at interview that need them</li>
<li>We are also seeing standardised consistent questioning to enable evidence-based questioning</li>
<li>More organisations have also invested in training for hiring managers, recruiters, and stakeholders on topics such as unconscious bias</li>
</ul>
<h4>Actions to be taken</h4>
With these being broadly the well-established actions that organisations are carrying out to help aid diversity in hiring, there are a whole host of less common practices that can make a difference. Including:
<ul>
<li>Salary visibility in job posting can make a big difference. In our&nbsp;<a href="/what-tech-candidates-want-2024">What Tech Candidates Want survey</a>, 74% of women said that a salary being visible on a job posting made them much more likely to apply for a role, and 70% of men said the same thing. A&nbsp;<a href="https://report.techtalentcharter.co.uk/diversity-in-tech" target="_blank" rel="noopener noreferrer">Tech Talent Charter survey</a>&nbsp;found similar results with over 50% of women more likely to apply for a role if a salary is on the job advert</li>
<li>An audit of your Employee Value Proposition (EVP) can improve the pace of change. It is crucial for an organisations, E, D&amp;I goals, career paths, personal development and mentoring schemes to be visible on all hiring material. If you are a great place to work for talent &ndash; Shout about it</li>
<li>Anonymous CVs or application processes have been successful in reducing unconscious biases and aiming to measure candidates purely on skills, experience, and qualifications rather than by identifying information</li>
<li>The single biggest impactful action we have seen across our client base has been through ensuring diverse representation at interview stage. This doesn&rsquo;t always have to be that connection in the interview process, this can be an informal connection at any time through the process</li>
</ul>
There are huge benefits and improvements that can be made beyond the initial attraction and selection process and into offer management &amp; onboarding. There are some really simple steps to make a difference including:
<ul>
<li>Ensuring offer information and paperwork is easily accessible by removing jargon and using simple language</li>
<li>Taking the time to talk through benefits packages with candidates. In particular medical benefits (your approach to pre-existing conditions may be key information)</li>
<li>Sharing pre-start materials such as organisation charts and welcome packs to candidates pre-start to encourage belonging and transparency</li>
<li>Ensuring specific requirements and adjustments are catered for in equipment, seating arrangements etc</li>
<li>Every organisation has its own acronyms, share these with new starters in advance</li>
</ul>
One thing that is really important throughout the whole of recruitment is making sure that you gather feedback. Feedback from candidates, feedback from hiring managers. Continually gathering feedback and attempting to make improvements to what you do is the most consistent way to keep up the pace and make the biggest difference to your organisation from a diversity perspective.
Of course, none of this is easy, and roadblocks are commonplace when attempting to drive meaningful change. The first way to mitigate any roadblocks is to ensure that your organisations senior leadership is fully committed to ED&amp;I. This support helps establish a clear direction and provides a foundation for addressing pushback to any process changes.
It&rsquo;s important to enrol hiring managers and teams into the process rather than having them feel as though this is something that is being enforced on them. A good way to do this is through collaborating with hiring managers to develop inclusive recruitment strategies and processes. Seek their input and address any concerns or misconceptions they may have. Engage them in diversity and inclusion initiatives, such as participating in diversity recruitment events or serving as mentors.
<h4>What you can do</h4>
Education has got a huge part to play in setting up for success, conducting awareness-building sessions, training, and workshops to help hiring managers understand processes and requirements related to diversity and inclusion. Equip hiring managers with the necessary tools, resources, and training to overcome biases and make objective and inclusive hiring decisions.
Something I&rsquo;ve not seen a lot of but that is very helpful in pre-emptively removing roadblocks is in showcasing success stories. Share success stories and examples of how diversity and inclusion efforts have positively impacted the organization. Highlight specific instances where diverse teams have achieved exceptional results or innovative solutions and the kudos team members have received for this.
Of course, appearing in the webinar and writing this blog for&nbsp;<a href="../../../../../../">Lorien</a>&nbsp;means that it would be inappropriate for me to not talk about how to ensure that your recruitment teams (internal &amp; external) are engaging in best practice. Some way in which I recommend organisations do this is through:
<ul>
<li>Clearly communicating your organisation&rsquo;s commitment to diversity and inclusion to recruiters. Provide recruiters with a clear understanding of the inclusive practices you expect them to follow throughout the recruitment process and what your expectations of what a diverse candidate pipeline looks like</li>
<li>Before engaging with external recruiters, conduct a thorough approval process. Evaluate their track record and reputation regarding diversity and inclusion. Look for evidence of their commitment to diverse placements and inclusive practices</li>
<li>Request regular progress updates from recruiters regarding the diversity and inclusion efforts in their candidate searches. Ask for data on the representation of underrepresented groups in the candidate pool and the steps taken to engage diverse talent</li>
<li>Set up reporting mechanisms that require recruiters to provide data on their diversity and inclusion efforts and outcomes</li>
<li>Regularly review and evaluate the performance of recruiters based on their adherence to diversity and inclusion best practices</li>
</ul>
A&nbsp;classic request of the&nbsp;<a href="https://www.techtalentcharter.co.uk/home" target="_blank" rel="noopener noreferrer">Tech Talent Charter</a>&nbsp;is to recommend actionable change that can be done in 3 days, 3 weeks and 3 months. I didn&rsquo;t escape this question either and here are my thoughts and recommendations:
3 days
Check your offer and onboarding paperwork. Where possible remove jargon, include simple language. Make sure benefits packages are clearly understood, include welcome packs giving as much detail as possible to your organisation.
3 weeks
Make sure your current external recruitment partners are operating best practice in line with your expectations.
3 months:
Implement diverse interview panels, avoiding tokenism, and remember that this doesn&rsquo;t need to be a formal interview, just the offer of a touchpoint throughout the process. Depending on what the individual candidate wants.
&nbsp;
I know that this has been closer to a dissertation than a blog, but I hope that it is helpful to some of you out there. Once again, a huge thank you to&nbsp;<a href="https://www.linkedin.com/in/karen-blake1/" target="_blank" rel="noopener noreferrer">Karen Blake</a>&nbsp;&amp; the&nbsp;<a href="https://www.techtalentcharter.co.uk/home" target="_blank" rel="noopener noreferrer">Tech Talent Charter</a>&nbsp;for inviting me to take part in the webinar discussion.
Should you want to discuss diverse hiring in more detail or simply want to continue the conversation further, please contact me at&nbsp;<a href="mailto:solutions@lorienglobal.com" target="_blank" rel="noopener">solutions@lorienglobal.com</a>.

I was recently lucky enough to be asked to participate with a webinar with the Tech Talent Charter (TTC), the topic being ‘What next for diverse hiring?’, with a large focus being on some of the findings of the TTC’s recent Diversity in Tech report

Diverse Hiring in Tech - What Next?

In our digital society, organisations need a workforce that is agile, scalable, cost effective, and capable of delivering change rapidly; this is where Statement of Work can help. By using a Statement of Work, or SOW, organisations can engage the skills they need quickly, something that is crucial when designing and delivering new products and services.
If your company is considering using a Statement of Work, or perhaps you&rsquo;d like to find out more about SOW and its benefits, we&rsquo;ve put together a guide to help you decide if it&rsquo;s the right fit for you.&nbsp;&nbsp;
<h4>What is a Statement of Work (SOW)?</h4>
Let&rsquo;s begin by defining Statement of Work. A SOW is the name given to a binding document that captures and defines all the work aspects of your project, typically between two parties. It usually contains conditions that an organisation agrees on with a service provider, for example, Lorien. The document will outline the work that needs to be done, or the scope of work being provided, project deliverables, timelines, work location, and payment terms and conditions. So, in other terms, Statement of Work (SOW) models are outcome-based contracts.
The outcomes, or contracts, will usually be project, milestone or service based, typically with a fixed fee for delivering the goal that was promised at the beginning of the agreement.
Many businesses may not realise that they need a Statement of Work, but on average, 65% of all contingent workforce spend comes from SOW based services and not recruitment!&nbsp;
<h4>What business problems can a Statement of Work solve?</h4>
Statement of Work engagements may work best for an organisation for a range of reasons, these can include &ndash;
<ul>
<li>Headcount restraints&nbsp;</li>
<li>Time to hire</li>
<li>Lack of agility in resourcing</li>
<li>Variable costs</li>
<li>Project misalignment</li>
<li>Inconsistent work quality</li>
<li>Varying workloads</li>
<li>An overload of supplier management</li>
<li>Skills gap, training, and management time</li>
</ul>
For example, a small business may want to make their products or services available to an online audience, but their team is too small or lacks the skills, time, or motivation to build a website that is fit for purpose. To solve this business problem, the company will either need to hire a permanent employee, hire a freelancer, or outsource to a specialist &ndash; this is when a Statement of Work will be used.
The key difference between hiring a person and using a Statement of Work (SOW), is that the business is paying for an outcome, not a person. And this comes with a whole new set of expectations, and benefits.
<h4>How is a Statement of Work created at Lorien &ndash; what is the process?</h4>
When creating a Statement of Work, we follow a process to ensure that our clients achieve the best possible outcome. Firstly, we work hard to understand the customer problem, challenge, or opportunity. We use our unique expertise and experience to outline the scope and the solution. Next, we build and manage teams to meet the outcomes stated in the SOW. In every Statement of Work agreement, we are responsible for our client&rsquo;s outcomes, whether that is a milestone delivery, an installation of new technology, or an ongoing technology service. Operational and delivery risk is shared with the client organisation, and deliverables are measured against the milestones or service-level agreement.
<h4>What questions will we ask?</h4>
At Lorien, we go through a process with our clients to outline exactly what their needs are and how we can craft a service that best suits them.
SCOPE: How can we help you meet your outcomes?
DELIVERABLES: What tangible items will we deliver to you?
ACCEPTANCE CRITERIA: How will you know what we delivered is good enough?
DEPENDENCIES: What will we need from you?
SCHEDULE/MILESTONES: When will we do the work?
PEOPLE: Who will work on the project?
GOVERNANCE: How will the work be managed?
COMMERCIAL MODEL: What are the costs and when will payment be made?
These questions will change slightly for every organisation depending on what they are looking to achieve and whether their outcomes are product, service, or project focused.
<h4>What are the benefits of Statement of Work?</h4>
Statement of Work or (SOW) provides a solution for businesses to benefit from optimal deliverables and access to the best talent.
Here are some of the key benefits of Statement of Work: &ndash;
<ul>
<li>Cost saving and greater spend control &ndash; fixed costs and set milestones mean results will meet expectations and fall within budget.</li>
<li>Improved performance, reduced risk, and increased compliance &ndash; because the project is managed end-to-end, the risk is mitigated and the pressure to deliver is lifted from the organisation to the provider.</li>
<li>Better control and efficiency &ndash; When the scope for a SOW is agreed, there will be realistic timeframes set, which will ensure the best results are delivered in the most appropriate timeframe.</li>
<li>Lifecycle transparency &ndash; Throughout the process you will receive detailed reporting and clear performance management, so you can be assured the project or service is aligned with your goals.</li>
<li>Standalone services &ndash; by outsourcing, you will free up time to refocus on your business and have the peace of mind that your services are in safe hands.</li>
</ul>
<h4>Why choose Lorien? (Valinor)</h4>
In response to client demand, in 2019 Lorien launched a new service line (Valinor) to deliver outcome-based managed services through Statement of Work. Since then, we have helped clients across multiple sectors including Financial Services, Manufacturing, Pharmaceutical, Life Sciences, Telecommunications and Public Sector to meet their technology goals.
Utilising key strengths from our recruitment background we are able to engage the right skills at the right times to meet client requirements. With access to STEM&rsquo;s highly skilled talent network, we can hire teams faster than other services providers so projects start faster. We have been growing our capability and our delivery team and currently have over &pound;60m of SOW spend under our delivery control, working with multiple clients and delivering a wide range of services.
At Lorien, our team manage the full Statement of Work lifecycle, from project scoping all the way through to project delivery and measurement. We help our clients with projects and services of varying scales and durations, delivering both onsite and offsite support. We use cutting edge technology, advanced analytics and a dedicated change management system, to ensure our clients have a clear view of the SOW project and it&rsquo;s spend. We design a solution that suits your needs, not ours.&nbsp;
<h4>Want to see our SOW management in action? Take a look at some of our Statement of Work client case studies?</h4>
We worked with this client to deliver significant digital change, supporting their existing in-house technology team with our delivery services utilising temporary capability that was flexible and agile. Through the duration of this ongoing partnership the client was able to reduce from 12 suppliers to a single managed partnership. <a href="https://www.lorienglobal.com/insights/case-study-national-economic-development-agency">These projects were all delivered on time and to budget.</a>
&nbsp;Following a competitive tender process, a global life sciences company selected Lorien to deliver their HR Transformation Programme via a fixed price Statement of Work. Lorien successfully deployed Workday to the client, managing 140 different integrations from over 30 3rd party supplier systems and successfully migrating 14,000 employee&rsquo;s data <a href="https://www.lorienglobal.com/insights/case-study-global-life-sciences-company">across 42 countries to the new system without any loss</a>.&nbsp;
&nbsp;
Click here to view our <a href="https://www.lorienglobal.com/business-solutions/statement-of-work">SOW and Managed Services Delivery</a>

If your company is considering using a Statement of Work, or perhaps you’d like to find out more about SOW and its benefits, we’ve put together a guide to help you decide if it’s the right fit for you.

What is a Statement of Work and what are the benefits

It&rsquo;s a well-known fact that tech skills are vital for success in today&rsquo;s world, yet organisations are facing a shortage of skilled tech and digital talent. In 2021, the BBC reported that the UK is&nbsp;<a href="https://www.bbc.co.uk/news/business-56479304" target="_blank" rel="noopener">heading for a digital skills shortage disaster</a>&nbsp;and employers are looking for new ways to attract the talent they need to support digital growth.
Gen-Z are the digital generation - born after 1996, the oldest members of Gen-Z were only 14 when the first iPad was released and have grown up with digital skills. Gen Z are projected to make up 30% of the workforce by 2030, according to <a href="https://www.microsoft.com/en-us/worklab/work-trend-index/" target="_blank" rel="noopener">Microsoft&rsquo;s Work Index</a>.&nbsp;<a href="https://www.mckinsey.com/featured-insights/sustainable-inclusive-growth/future-of-america/how-does-gen-z-see-its-place-in-the-working-world-with-trepidation" target="_blank" rel="noopener noreferrer">McKinsey</a>&nbsp;reports that 77% of Gen-Z workers are actively looking for a new role currently, almost twice as many as any other age group. The Gen Z candidate pool is there, and we already know that they have the technical knowhow to quickly pick up new digital skills, but how do organisations get them on board?
<h3>Pay is important</h3>
Gen-Z have been greatly impacted by the economic uncertainty caused by the COVID pandemic and the cost-of-living crisis, so a competitive salary is number one on their list of priorities.&nbsp;<a href="https://www.bloomberg.com/news/articles/2023-02-08/new-jobs-2023-linkedin-reports-80-of-uk-gen-z-want-to-move-to-get-higher-pay?leadSource=uverify%20wal" target="_blank" rel="noopener noreferrer">Bloomberg</a>&nbsp;reports that 80% of under 25s are looking for a new job, with better pay as their main driver, and&nbsp;<a href="https://joinhandshake.com/blog/employers/6-things-gen-z-wants-from-their-job/" target="_blank" rel="noopener noreferrer">Handshake</a>&nbsp;reports that 77% of Gen-Z job hunters say pay is their highest priority. Our recent survey &lsquo;<a href="../../../../../../insights/what-tech-candidates-want-2023" target="_self">What Tech Candidates Want</a>&rsquo; found that over two thirds of under 25s are more likely to apply to a job advert if it includes pay information. This isn&rsquo;t surprising considering the economic landscape for Gen Z, with&nbsp;<a href="https://www.mckinsey.com/featured-insights/sustainable-inclusive-growth/future-of-america/how-does-gen-z-see-its-place-in-the-working-world-with-trepidation" target="_blank" rel="noopener noreferrer">59% not expecting to be able to</a>&nbsp;<a>own</a>&nbsp;their own house in their lifetime, compared with 34% of people overall.
<h4>Meaningful Corporate Values &amp; Diversity</h4>
Gen-Z workers are looking for careers, not jobs, and they want to be part of something meaningful. They are&nbsp;<a href="https://www.linkedin.com/pulse/gen-z-boldest-generation-its-job-hunt-priorities-off-charts-anders/" target="_blank" rel="noopener noreferrer">more likely to be attracted</a>&nbsp;to a company whose values align with their own than any other generation (80% vs. 59% of millennials), and the majority would be&nbsp;<a href="https://joinhandshake.com/wp-content/themes/handshake/dist/assets/downloads/network-trends/Gender-Equity-And-Gen-Z__Handshake-Network-Trends.pdf?view=true" target="_blank" rel="noopener noreferrer">put off from applying</a>&nbsp;for a company that lacks diversity. Gen-Z workers want to see meaningful diversity and inclusion from the top-down, especially female and non-binary senior leaders.
<h3>Mental Health Support</h3>
Gen-Z might be the most accepting and self-aware generation when it comes to mental health and wellbeing, with around&nbsp;<a href="https://www.mckinsey.com/featured-insights/sustainable-inclusive-growth/future-of-america/how-does-gen-z-see-its-place-in-the-working-world-with-trepidation" target="_blank" rel="noopener noreferrer">55% of Gen-Z reporting being</a>&nbsp;either diagnosed with, or having received treatment for a mental health problem.&nbsp;Younger workers are also&nbsp;<a href="https://www.mckinsey.com/featured-insights/sustainable-inclusive-growth/future-of-america/how-does-gen-z-see-its-place-in-the-working-world-with-trepidation" target="_blank" rel="noopener noreferrer">more likely to report that mental health issues</a>&nbsp;have an impact on their performance at work and are 3.4 times more likely to cite a lack of affordable mental health services are a barrier to their wellbeing, compared with workers age 55-64. Additionally, they are more likely to&nbsp;<a href="https://www.mckinsey.com/featured-insights/sustainable-inclusive-growth/future-of-america/how-does-gen-z-see-its-place-in-the-working-world-with-trepidation" target="_blank" rel="noopener">expect their employer</a>&nbsp;to offer some kind of support, such as subsidised private healthcare or employee assistance programmes.
<h3>Learning &amp; Development</h3>
Gen Z are ambitious and value an employer who provides opportunities to learn<a href="https://learning.linkedin.com/content/dam/me/business/en-us/amp/learning-solutions/images/wlr21/pdf/LinkedIn-Learning_Workplace-Learning-Report-2021-EN-1.pdf" target="_blank" rel="noopener noreferrer">. 76% of Gen-Z workers believe</a>&nbsp;that learning is key to developing a successful career.&nbsp;Similarly, 76% of Gen-Z workers say they&rsquo;re&nbsp;<a href="https://www.linkedin.com/pulse/gen-z-boldest-generation-its-job-hunt-priorities-off-charts-anders/" target="_blank" rel="noopener noreferrer">looking for a new role</a>&nbsp;where they can practice and learn new skills. Not only do they want the opportunity to learn skills which will level-up their&nbsp;<a href="https://learning.linkedin.com/content/dam/me/business/en-us/amp/learning-solutions/images/wlr21/pdf/LinkedIn-Learning_Workplace-Learning-Report-2021-EN-1.pdf" target="_blank" rel="noopener noreferrer">performance at work, they also</a>&nbsp;want to be able to explore new topics and skills that interest them.
<h3>In-Person Connection</h3>
When it comes to work, Gen-Z crave in-person interactions.&nbsp;<a href="https://www.peoplemanagement.co.uk/article/1743859/what-generation-z-want-from-employee-experience" target="_blank" rel="noopener noreferrer">72% of Gen Z prefer face-to-face conversations</a>&nbsp;than virtual ones, and&nbsp;<a href="https://www.statista.com/statistics/1226746/global-hybrid-work-generation-struggles/" target="_blank" rel="noopener noreferrer">16% report that they struggle to contribute verbally to conference calls</a>. According to an article by&nbsp;<a href="https://www.forbes.com/sites/jackkelly/2022/06/07/what-different-generations-think-about-hybrid-work/" target="_blank" rel="noopener noreferrer">Forbes</a>,&nbsp;&nbsp;Gen-Z are the most likely generation to feel ambivalent towards hybrid working. Gen-Z workers are&nbsp;<a href="https://www.microsoft.com/en-us/worklab/work-trend-index/" target="_blank" rel="noopener noreferrer">more likely to see the office</a>&nbsp;as an opportunity to establish themselves and feel connected to their co-workers (78% vs. 72% of Gen X &amp; older), connect with their manager (80% vs, 76% of Gen X &amp; older) and see their work friends (79% vs. 68% of Gen X and older).
<h3>Where are Gen-Z workers looking for new opportunities?</h3>
For recent Gen-Z grads,&nbsp;<a href="https://hiring.monster.com/resources/blog/hiring-gen-z-candidates/" target="_blank" rel="noopener noreferrer">Monster</a>&nbsp;reports that job boards and career networking sites are the top tools when browsing job ads, where as non-grads are more likely to say social media like TikTok and YouTube have helped them in their job search.&nbsp;Although this generation has grown up with the ability to access digital information instantly, they may have become wary of misinformation and&nbsp;<a href="https://www.crooton.com/2022/03/15/ten-tips-for-recruiting-generation-z-workers/" target="_blank" rel="noopener noreferrer">almost two thirds (62%) are likely</a>&nbsp;to value a current or previous employee referral. Our recent&nbsp;<a href="../../../../../../insights/what-tech-candidates-want-2023" target="_self">&lsquo;What Tech Candidates Want&rsquo;</a>&nbsp;survey found that over 70%&nbsp;of under-25s prefer recruiters to contact them initially via social media or email. Almost 70% of Gen-Z workers are likely to apply for a particular company if it actively manages its employer brand (e.g. responds to employee reviews, updates social media and shares updates on its culture) and&nbsp;<a href="https://www.inc.com/ryan-jenkins/this-is-how-generation-z-looks-for-a-job.html" target="_blank" rel="noopener noreferrer">70% of Gen-Z look at company reviews</a>&nbsp;before they make career decisions. This means ensuring your business has a strong employer brand is key to hiring Gen-Z&nbsp;<a>workers.</a>
In summary, having the ability to attract, engage and secure Gen Z talent could be crucial in adding the tech talent that your organisation needs in order to thrive in the digital economy. Of course, it is not a silver-bullet in itself, and ensuring that your organisation develops focused activity on hiring workers from all ages and groups is ultimately vital. For a discussion for how Lorien can help you acquire the tech talent you need, please contact&nbsp;<a href="mailto:solutions@lorienglobal.com">solutions@lorienglobal.com</a>.

The Gen Z candidate pool is there, and we already know that they have the technical knowhow to quickly pick up new digital skills, but how do organisations get them on board?

Gen Z: How to attract and retain the digital generation

Women in the workplace face a growing salary gap &ndash; especially in STEM.
While in 2021&nbsp;SRG&rsquo;s research&nbsp;showed an overall gender pay gap of 19.4%, in 2022 the gap expanded to 28%. This means that women are paid &pound;6600 under what men in the STEM industry earn.
Intersectionality, the idea that multiple elements contribute to a person&rsquo;s identity, lends a further lens to the situation. Factors like social class, disability, sexuality, ethnicity and more, can further exacerbate not only wage gaps, but also discrimination and a lack of career progression for women in the workplace.&nbsp;
While bridging gaps relies on organisations proactively driving inclusion strategies, Ginette Harvey, Founder of Harper and Gray, believes that women can play a role in negotiating their own success in the workplace.
For International Women&rsquo;s Day 2023, a panel discussion from senior leaders across<a href="../../../../../../" target="_blank" rel="noopener noreferrer">&nbsp;Lorien</a>,&nbsp;<a href="https://www.carbon60global.com/">Carbon60</a>,<a href="https://www.guidantglobal.com/" target="_blank" rel="noopener noreferrer">&nbsp;Guidant&nbsp;</a>and SRG (all part of Impellam Group) was accompanied by a speech from Ginette Harvey. These initiatives brought the ways the ways in which women can navigate the world of work and activate a successful career to the fore to inspire and empower our teams working across STEM.
Read on to find out more about:
<ul>
<li>How negotiation skills impact women in the workplace</li>
<li>Key insights from the panel discussion</li>
<li>Negotiation hurdles and skills for success</li>
</ul>
<h3>How negotiation skills impact women in the workplace</h3>
Ginette Harvey is an advocate for gender equality in leadership and is the founder of Harper and Gray &ndash; a diversity consultancy helping organisations drive true equity into talent management.
Ginette reflected on her experience in advising women working their way through the recruitment process and the impact that an absence of self-negotiation had on career advancement.&nbsp;
&nbsp;Ginette explained:
&ldquo;The facts around this are very stark, 20% of professional women say they never negotiate in the workplace at all, even though they recognise negotiation as appropriate and even necessary&rdquo;.&nbsp;
Ginette explored the impact this has on gender equity in the workforce, &ldquo;Women, particularly women of colour, remain drastically underrepresented in the C-suite. While 1 in 4 C-suite employees are&nbsp;women, just 1 in 20 C-suite employees are women of colour&rdquo;.&nbsp;
Ginette explained how workplace dynamics can contribute to perpetuating this divide, &ldquo;when we look at women entering the leadership ranks, 37% of female leaders have had a co-worker receive credit for their idea, and women leaders are twice as likely as men to be mistaken for a junior employee&rdquo;.
Ginette highlighted a pervading theme where despite women in the workplace being statistically more likely to be held to a higher standard than men, women remain less likely to ask for promotions.&nbsp;&nbsp;
Ginette suggests that while organisational initiatives play a key role in bridging gaps, self-advocacy and negotiation techniques can play an important part in accelerating progress.&nbsp;
<h3> Key insights from the panel discussion</h3>
Our panel of speakers reflected on the importance of self-advocacy for women in the workplace, drawing on their own experiences and providing advice for success.
Panel speakers included:
Joanna Fagbadegun, Sales Director, Lorien Yasmin Amar, Client Services Manager, Guidant Audrey McCulloch, Operations Director, SRG Danielle Clarke, Director, Guidant
<h3>As you have progressed throughout your career, how has your approach to work and life shifted?</h3>
<h4>Joanna Fagbadegun, Sales Director, Lorien</h4>
Joanna Fagbadegun reflected on how her approach to her career has shifted across time. She highlighted the importance of complementing ambition and career advancement with the rhythm of both personal and work life to attain a sense of balance and meaningful accomplishment.&nbsp;
Joanna explained that while she takes a more medium-term strategic approach to aspects of both her work and home life today, some key aspects of her approach to work and life have remained the same &ndash; such as maintaining high standards, building a strong network of contacts, mentors and advocates, and actively advocating for progressions and opportunities.
<h4>Yasmin Amar, Client Services Manager, Guidant</h4>
Yasmin Amar has worked in Guidant for over four years, over the course of which she has supported multiple accounts and developed her career.&nbsp;&nbsp; Yasmin explained how earlier in her career, her hesitation to advocate for herself resulted in moving between roles in pursuit of career advancement and development. Yasmin reflected on how her journey with self advocation has evolved over time, and emphasised the importance of setting goals and proactively advocating for oneself when working towards them.
<h4>Audrey McCulloch, Operational Director, STEM</h4>
Audrey reflected on how her relationship with her professional commitments have evolved over time, and how re-considering priorities led her to adapting her role to better suit her goals and ambitions.&nbsp;
Audrey explained how it can become easy to over-focus on work in preference to personal ambitions, and highlighted how her efforts to re-balance her work and personal life has brought value toher career, and altered her perspective for the better.&nbsp;
Audrey emphasized the importance of leading clear conversations to negotiate for oneself at work and overcoming self-doubt with self-belief.
<h4>Danielle Clarke, Director Supplier Relationship Management, Guidant</h4>
Danielle Clark explored the role that the Impellam Group&nbsp; played in inspiring her career and enabling her to negotiate for herself at work. Danielle highlighted that a key motivation for joining Guidant was down to the high number of women in leadership roles who were mothers and juggling senior positions with family life.&nbsp;&nbsp;
Danielle explained how having women advocates in the company facilitated self-advocation and empowerment which has supported her in her own career in realising her ambitions. 
<h3>Negotiation hurdles and skills for success</h3>
Ginette Harvey explored 3 key hurdles to negotiation that women in the workplace face, before revealing skills for success to overcome each.&nbsp;
These were:
<h4>1. The Confidence Gap</h4>
Ginette explained that while men in the workplace often have a sense of self-confidence, women in the workplace attribute this sense of confidence with perfectionism. As an example, she explained how while men can be more likely to apply to a role where they meet just some of the criteria, women can be more likely to take a more detailed approach and avoid applying where some criteria is not met. Ginette suggested that taking a more liberal approach to assessing criteria in preference of being highly detailed can help accelerate the careers of women in the workplace.
<h4>2. The Expectations Gap</h4>
Ginette highlighted that women&rsquo;s expectations on salary are on average 30% lower than men. She highlighted that this trend is evident from the beginning of a person&rsquo;s career, even within graduate positions.&nbsp; Referencing salary guides to establish whether your wage is typical or below the market average is incredibly important as a woman in the workplace.
<h4>3. The Gratitude Gap</h4>
Ginette highlighted that women often express gratitude in the workplace for being given more responsibility and can miss the opportunity to negotiate when promotions or more responsibility is provided to enable a more meaningful and powerful work experience.&nbsp; Establishing mentees and identifying advocates in your workplace to help support negotiations can help support a more balanced approach to work.&nbsp;
<h4>Accelerate your career with Impellam Group&nbsp;</h4>
Impellam is a connected group providing global workforce and specialist recruitment solutions. Our 2000 people and market leading brands work across a broad spectrum of industries and job categories throughout North America, the UK and Europe and Asia Pac.

Women in the workplace face a growing salary gap – especially in STEM.

How women in the workplace can negotiate success

The four-day working week is currently dominating the headlines after&nbsp;a successful pilot&nbsp;was launched last year. With many companies now&nbsp;<a href="https://www.theguardian.com/money/2023/feb/21/four-day-week-uk-trial-success-pattern" target="_blank" rel="noopener noreferrer">choosing to continue</a>&nbsp;the working pattern, MPs are due to review the findings and debate the future of the<a href="https://www.theguardian.com/money/2023/feb/21/four-day-week-uk-trial-success-pattern" target="_blank" rel="noopener noreferrer">&nbsp;32-hour working week</a>&nbsp;in Britain.
But what is the realistic future of this new way of working? In this blog, I&rsquo;ll examine the benefits &ndash; and the often-ignored drawbacks &ndash; of the four-day working week, and how it may or may not work for your organisation.
I&rsquo;ll explore:
<ul>
<li>The disadvantages of the four-day work week</li>
<li>The results of the UK&rsquo;s four-day pilot</li>
<li>If this new way of working could become the norm</li>
</ul>
<h3>The four-day work week trial: what is it and what happened?</h3>
In 2022,&nbsp;70 UK companies began&nbsp;a four-day working week pilot from June until December &ndash; with hugely successful results.&nbsp;3300 workers took part&nbsp;in the pilot, making it the&nbsp;biggest four-day week pilot&nbsp;to take place anywhere in the world, and leaving us with plenty of findings to go through.
Firstly, the statistics from the pilot highlight some of the benefits of the new working method;&nbsp;<a href="https://www.weforum.org/agenda/2023/03/surprising-benefits-four-day-week/" target="_blank" rel="noopener noreferrer">49% of organisations</a>&nbsp;reported a smooth transition, with&nbsp;<a href="https://www.weforum.org/agenda/2023/03/surprising-benefits-four-day-week/" target="_blank" rel="noopener noreferrer">95% of organisations</a>&nbsp;stating they maintained or improved on their productivity level. Overall,&nbsp;<a href="https://www.weforum.org/agenda/2023/03/surprising-benefits-four-day-week/" target="_blank" rel="noopener noreferrer">86% of participating companies</a>&nbsp;believe it is either likely or extremely likely that they will implement the four-day week outside of the pilot.
The pilot was also reported to boost efficiency, with employees completing their usual 35-40 hours workload in just 32 hours.
<a href="https://www.weforum.org/agenda/2023/03/surprising-benefits-four-day-week/" target="_blank" rel="noopener noreferrer">Nearly all (95%) of organisations stated</a>&nbsp;that their productivity level stayed the same or increased, with the pilot promoting higher productivity levels amongst employees. The additional day off also caused workers to be&nbsp;<a href="https://www.weforum.org/agenda/2023/03/surprising-benefits-four-day-week/" target="_blank" rel="noopener noreferrer">happier and more fulfilled</a>&nbsp;both inside and outside of work as, internally, they had finished their workload earlier than usual and, because of this, they had more time to spend doing the things they&nbsp;<a href="https://www.weforum.org/agenda/2023/03/surprising-benefits-four-day-week/" target="_blank" rel="noopener noreferrer">love such as exercising and socialising</a>, alongside more time to sleep.
The pilot is also viewed as being better for the planet due to the reduction in commuting and using office resources for one less day per week.&nbsp;<a href="https://www.weforum.org/agenda/2023/03/surprising-benefits-four-day-week/" target="_blank" rel="noopener noreferrer">Studies show that a</a>&nbsp;10% reduction in working hours cuts an individual&rsquo;s carbon footprint by 8.6%, and many participants of the pilot took part in walking and cycling during their additional day off. The pilot also saw&nbsp;<a href="https://www.weforum.org/agenda/2023/03/surprising-benefits-four-day-week/" target="_blank" rel="noopener noreferrer">more time spent on household recycling</a>, as participants were at home and able to focus efforts on this rather than rushing to work.
<h3>Where was the four-day working week less successful?</h3>
The seamless change from five working days to four is of course a positive, with&nbsp;<a href="https://www.weforum.org/agenda/2023/03/surprising-benefits-four-day-week/" target="_blank" rel="noopener noreferrer">29% reporting an &lsquo;extremely smooth&rsquo;</a>&nbsp;transition &ndash; but what about the other 22% who didn&rsquo;t find the process so easy? In reports detailing the positives of the pilot, the negatives are often ignored, but 16 organisations who took part in the pilot did not find the switch from five days to four simple. This highlights that the process isn&rsquo;t as straightforward as we are led to believe by some of the results.
Looking at the reported outcomes from the pilot, it feels easy to assume that moving to a four-day working week is a no-brainer. But is it that simple?&nbsp;
<h3>Thinking about the future - the unspoken disadvantages of the four-day working week</h3>
I&rsquo;m going to say it: the four-day working week has its flaws. Organisations need to be conscious of, and prepared for, these challenges if they want to embrace this model.
Firstly, although workers might be excited for an extra day off and to work less hours, organisations should be realistic about what they expect to happen in a future four-day week. Productivity will decrease eventually as employees get used to adjusting their workload for a 32-hour week, as it has done for the five-day week.&nbsp;<a href="https://www.nationalworld.com/news/four-day-working-week-uk-businesses-workers-work-pros-cons-4037100" target="_blank" rel="noopener noreferrer">New tools or software may have to be introduced</a>&nbsp;to help tasks&nbsp;&nbsp;be completed more efficiently, so this new way of working could incur extra costs.
It&rsquo;s important to remember that this is a pilot that many workers would have wanted to see succeed &ndash; but is it likely, fair, or realistic, that these results would be replicated over not just weeks, but years, of work?
A reduction in productivity may also stem from burnout as workers try to fit an extra day of work into their new schedule. One positive that emerged from the pandemic was the ability to work flexibly, which resulted in less burnout in workers and a greater ability to separate your work and home life. By trying to fit an extra eight hours of work into four days, employees will experience more stress and demand at work, with burnout becoming more likely.
Secondly, it's&nbsp;&nbsp;important to factor in that&nbsp;<a href="https://www.themanual.com/culture/cons-of-a-4-day-work-week/" target="_blank" rel="noopener noreferrer">one arrangement will not fit</a>&nbsp;all workplaces &ndash; for example a UK-wide Friday off will not suit everyone. The four-day week requires an element of flexibility, particularly for those with children.&nbsp;<a href="https://www.themanual.com/culture/cons-of-a-4-day-work-week/" target="_blank" rel="noopener noreferrer">Parents who have a set</a>&nbsp;five-day working routine will have to alter their schedule to fit the four-day working week, even if it isn&rsquo;t convenient for them.
Thirdly,&nbsp;&nbsp;results from the UK pilot found that teams didn&rsquo;t have as much capacity for major errors in a four-day week and businesses were required to pay overtime if employees worked longer to fix errors. This is a lose-lose situation for both the workers and the business. Employees working four days don&rsquo;t have much margin for error so everything must be perfect, or they have to work overtime to correct it. Not only does this put a lot of pressure on teams, but businesses could also incur extra costs for mistakes &ndash; meaning that everyone in this scenario leaves unhappy.
Many organisations&nbsp;<a href="https://www.changerecruitmentgroup.com/knowledge-centre/the-pros-and-cons-of-a-4-day-working-week" target="_blank" rel="noopener noreferrer">place their customer relationships</a>&nbsp;as a focal point of the business, and everything they do is to make customers happy. However, in the four-day working week pilot,&nbsp;<a href="https://www.changerecruitmentgroup.com/knowledge-centre/the-pros-and-cons-of-a-4-day-working-week" target="_blank" rel="noopener noreferrer">customers complained</a>&nbsp;that they were unable to access any advice or help due to the business being closed on that specific day as workers utilised the four-day week. Naturally, if more companies gravitate towards a four-day work week, some of this expectation could shift &ndash; but it may also leave the door open for competitors who can offer week-round support.
<h3>Will a four-day working week ever work?</h3>
Although this might not be a popular opinion right now, I find it hard to see how the four-day working week can be implemented sustainably in real life. Right now, I can see the incentive: same pay, less hours, extra day off. But will future generations be happy to work this intensely, at that level, for a full four days? The current workforce would be happy to work the four-day week, but those who have never worked a five-day week might desire a 3.5 day week, and so on.
Essentially, the plan works short-term, but worker and company expectations need to be managed on the matter. Every person in an organisation has to be focused and working at 100% all day every day, with burn-out high and productivity down. What I think people actually want is flexibility, as asking for an extra day off is really asking for flexibility during working days and working hours.
In conclusion, although the four-day week may be appealing right now, I can&rsquo;t seem it working for organisations past the immediate future.
For more Lorien Recruitment industry insights, head to our <a href="https://www.lorienglobal.com/insights">Insights</a> page. If you have any thoughts on this piece or the four-day working week, I encourage you to reach out to me <a href="mailto:adam.robinson@lorienglobal.com" target="_blank" rel="noopener">here</a>.

The four-day working week is currently dominating the headlines after a successful pilot was launched last year. With many companies now choosing to continue the working pattern, MPs are due to review the findings and debate the future of the 32-hour working week in Britain.

The future of the four-day working week

In February 2023, Lorien partnered with Nationwide Building Society, MAMA.codes and TechGirls to educate and inspire a young group of girls at Nationwide headquarters, The Post Building, in London.
The day offered sessions to Year 7 girls from Oasis Academy Hadley on the power of technology to create change, with Q&amp;As from female tech experts and opportunities to develop coding skills. Here&rsquo;s a brief overview of what happened on the day.
<h3>Arriving bright and early</h3>
The day began with a tour of the iconic offices at the Nationwide Post Building in Holborn, Central London, including the roof terrace. It was the girls&rsquo; first trip since starting high school, and many of them had never seen or experienced a corporate environment, so it was important to welcome them.
The tour was followed by a session from Sukvinder Kathuria, CEO of&nbsp;<a href="https://www.wearetechgirls.com/" target="_blank" rel="noopener">TechGirls</a>, a UK-based outreach provider that supports school to enrich their STEM experience through fun, interactive and inclusive STEM workshops for primary and secondary school students.
This session focused on famous women &ndash; past and present &ndash; who have worked in technology and followed the impact they have had on the industry. The session then moved on to highlight how technology can support sustainability, such as removing plastic from the ocean and measuring progress.
Based on this theme, the girls were split into groups and tasked with designing their own app or game to support sustainability and educate other young children on the topic. This activity was mapped out on whiteboards, with the girls asked to do a short presentation around their idea, the colours they&rsquo;d use and the specific age they would aim their product at. The engagement from the girls was brilliant with all of them creating some kind of wireframe and user story explaining the logic behind their product whilst considering gamification, engagement and target audience.
<h3>Learning from women in tech</h3>
Following on from this, we invited eight colleagues from the&nbsp;Technology Development Programme&nbsp;(TDP)&ndash; a career kick-starter in IT for students and graduates offered by Nationwide &ndash; to give presentations about their career journey and how to get in to a career in technology. This included what subjects they studied in education, their job history, why they wanted to get into technology and their average day at Nationwide. The group then had a lunch break in the Nationwide canteen so they could continue to experience the corporate technology environment they had been working in throughout the morning.
After lunch, the girls were joined by&nbsp;<a href="https://www.mama.codes/">MAMA.codes</a>, an organisation who focus on making coding accessible to young children between the ages of three and eleven, who brought laptops and a teacher along with them to educate the girls on the&nbsp;<a href="https://scratch.mit.edu/explore/projects/games/" target="_blank" rel="noopener noreferrer">free Scratch programme</a>&nbsp;where they have the opportunity to design their own interactive stories, games and animations.
In the final activity of the day, Liane Katz, founder of MAMA.codes, joined a panel of TDP colleagues to offer a Q&amp;A session to the girls. Questions asked included what advice they would give to young women, their favourite aspect of their jobs, how to get into technology and their day-to-day role.
The day was a huge success and gave the students a unique &lsquo;behind the scenes&rsquo; insight into the world of technology from the world&rsquo;s largest building society. With women making up just 19% of the tech workforce, events like these are so important to educate and inspire the next generation to consider a career in STEM, and we are pleased to have been a part of it.
Feedback on the day was incredibly positive, with Matt Lochead, Client Services Manager at Lorien saying:
&ldquo;Working with organisations such as TechGirls and MAMA.codes has been a fantastic experience and the group of girls that attended the Nationwide offices clearly had a brilliant day getting to see a state-of-the-art Tech Hub and engaging in so many activities. Turning the dial on what young girls believe is possible was truly inspiring and hearing from current employees at Nationwide about their journey really highlighted that you don&rsquo;t have to follow a particular pathway in to tech&rdquo;
We are thankful to Nationwide Building Society and our partners at MAMA.codes and TechGirls for working with us to bring this event to life, and we look forward to offering similar events in the future. To learn about our other <a href="https://www.lorienglobal.com/about-us/csr-partnerships">CSR partnerships,&nbsp;click here</a>.&nbsp;We also offer technology insights and news, which are available to&nbsp;<a href="../../../../../../insights" target="_self">view here.</a>

In February 2023, Lorien partnered with Nationwide Building Society, MAMA.codes and TechGirls to educate and inspire a young group of girls at the Nationwide Post Building in London.

Spend the day with Nationwide, MAMA.codes and TechGirls

Methods of working &ndash; both actual and desired &ndash; are constantly changing as we continue to move away from the COVID-19 pandemic, which ushered in a new way of working for everyone. Lorien&rsquo;s&nbsp;<a href="/what-tech-candidates-want-2024">recent What Tech Candidates Want survey</a>&nbsp;has helped us to narrow down the most current working methods, and what candidates actually want when it comes to how and when they work.
In this blog, we&rsquo;ll explore:
<ul>
<li>Can flexible working boost candidate attraction?</li>
<li>Is the future of work hybrid?</li>
<li>What are the pros and cons of flexible working?</li>
</ul>
To discover more insights like this, don&rsquo;t forget to check out all of the results from our latest candidate research.&nbsp;<a href="https://www.lorienglobal.com/what-tech-candidates-want-2024">Download your free copy of What Tech Candidates Want</a>&nbsp;and join the hundreds of businesses that are using the latest candidate analytics to get ahead in the market.
<h3>Do candidates want flexible working? What the research tells us</h3>
When it comes to searching for a new role,&nbsp;<a href="../../../../../../insights/what-tech-candidates-want-2023" target="_self">26.43% of respondents</a>&nbsp;said flexible working options matter most to them &ndash; second only to salary. Although flexible working is not a new possibility, the candidate-driven market and pandemic have shifted the boundaries of office work &ndash; and candidates are reluctant to go back to the way things were.
Currently,&nbsp;<a href="../../../../../../insights/what-tech-candidates-want-2023" target="_self">5.02% of candidates</a>&nbsp;have gone back to the office full-time, however&nbsp;<a href="../../../../../../insights/what-tech-candidates-want-2023" target="_self">only 2.14%</a>&nbsp;would actually like to permanently work from an office. This drives home that the five-day working week in the office is a thing of the past, and candidates need more flexibility from potential employers.
However, the lack of desire to work full-time in the office does not mean that all candidates want to be completely remote&ndash; the happy medium is allowing candidates to choose their own method of working.
In our survey,&nbsp;<a href="../../../../../../insights/what-tech-candidates-want-2023" target="_self">63.44% of respondents</a>&nbsp;were currently working fully remote, but only&nbsp;<a href="../../../../../../insights/what-tech-candidates-want-2023" target="_self">55.16% wish to be fully remote</a>, with the remaining 44.84% of respondents wanting a few days in the office each week. This highlights the benefit of flexibility within a role; &nbsp;with such variation in what candidates want organisations that are open-minded to different working patterns will be best placed to attract the full breadth of talent
<h3>Generational and gender differences in remote working requirements</h3>
Our What Tech Candidates Want Survey results also called attention to generational and gender differences when it comes to ways of working.
For example,&nbsp;<a href="../../../../../../insights/what-tech-candidates-want-2023" target="_self">women prioritise flexible working</a>&nbsp;arrangements on a job advertisement, and are&nbsp;<a href="../../../../../../insights/what-tech-candidates-want-2023" target="_self">currently more likely to be seen</a>&nbsp;in the office when compared to their male counterparts. This is an interesting contradiction, which suggests that women may be more likely to feel pressure for presenteeism than their male counterparts. It also showcases the changing expectations of office vs hybrid working, with men and women looking for opportunities to maximise flexible working in both their current roles and their future ones.
Additionally,&nbsp;<a href="../../../../../../insights/what-tech-candidates-want-2023" target="_self">zero candidates surveyed</a>&nbsp;under the age of 25 work in the office full-time, and none of them have the desire to do so. This showcases just how much both hybrid and remote work could take off in the next decade, as younger workers who may not have experienced office culture pre-pandemic now become part of the UK&rsquo;s central workforce.
As the first digital-native generation, Gen Z were already anticipated to shake up office conventions, and with technology-enabled remote working already a proven concept, organisations will need to work hard to prove the value of the office to younger workers.
<h3>What organisations have to say</h3>
Flexible working can be very divisive amongst organisations. Research from Staffing Industry Analysts shows that flexibility is a fixture in the market, with&nbsp;<a href="https://www2.staffingindustry.com/Editorial/Daily-News/Remote-work-is-now-a-fixture-and-employees-have-opportunities-wherever-they-are-Robert-Half-64662?cookies=disabled" target="_blank" rel="noopener">28% of all new job postings in</a>&nbsp;January 2023 being advertised as remote. Additionally, many candidates are willing to sacrifice salary and additional benefits for more remote working time as&nbsp;<a href="https://www2.staffingindustry.com/Editorial/Daily-News/Remote-work-is-now-a-fixture-and-employees-have-opportunities-wherever-they-are-Robert-Half-64662?cookies=disabled">32% of office-attending candidates</a>&nbsp;would take a pay cut in exchange for the ability to work remotely.
In a previous blog&nbsp;<a href="../../../../../../insights/the-importance-of-salary-visibility" target="_self">exploring the findings from What Tech Candidates Want related to salary expectations</a>, we highlighted how salary is still the number one driver for job seekers. Therefore, almost a third of office workers saying that they would &nbsp;be willing to take a pay cut for more flexibility speaks volumes about the importance of hybrid and remote working. It&rsquo;s also no secret that flexibility leads to a healthier work/life balance, and&nbsp;<a href="https://www2.staffingindustry.com/Editorial/Daily-News/Remote-work-is-now-a-fixture-and-employees-have-opportunities-wherever-they-are-Robert-Half-64662?cookies=disabled" target="_blank" rel="noopener noreferrer">46% of current employees</a>&nbsp;feel that working where and when they want has led them to greater job satisfaction.
Not every organisation shares the same thoughts about the benefits of flexibility however, with many global companies pulling back on their remote work policies&nbsp;<a href="https://tech.co/news/amazon-demands-staff-return-office" target="_blank" rel="noopener noreferrer">such as Disney, Tesla and Amazon.</a>&nbsp;These companies cite better collaboration opportunities, teams being better connected, and more learning opportunities as&nbsp;<a href="https://tech.co/news/amazon-demands-staff-return-office" target="_blank" rel="noopener noreferrer">reasons for new return-to-office policies</a>. Following this, findings in particular organisations have stated that working from home full-time&nbsp;<a href="https://www.afr.com/work-and-careers/workplace/cba-says-no-to-fully-remote-work-20230222-p5cmo6" target="_blank" rel="noopener noreferrer">reduces collaboration</a>&nbsp;and a disbelief that any&nbsp;<a href="https://www.afr.com/work-and-careers/workplace/cba-says-no-to-fully-remote-work-20230222-p5cmo6" target="_blank" rel="noopener noreferrer">role can be performed completely remote.</a>
Despite many companies backtracking on their flexibility promises, remote working remains permanent in many organisations.&nbsp;<a href="https://www.itpro.co.uk/business/business-strategy/370043/github-shifts-to-fully-remote-working-model" target="_blank" rel="noopener noreferrer">GitHub closed their offices completely</a>&nbsp;in cost-cutting measures, with all employees working from home permanently. Companies&nbsp;<a href="https://www.bbc.com/worklife/article/20230206-the-companies-backtracking-on-flexible-work" target="_blank" rel="noopener noreferrer">such as Starbucks, Twitter and KPMG</a>&nbsp;are advocating for hybrid working, with a balance decided between a manager and employee. So, although flexibility is still out there, candidates may have to work harder to find them during their job hunt.
<h3>Attracting candidates with flexibility</h3>
<a href="../../../../../../insights/what-tech-candidates-want-2023" target="_self">12.41% of candidates</a>&nbsp;believe having the working arrangement on a job advertisement prompts them to apply, meaning that flexibility and choice are non-negotiables for many professionals. Employers who aren&rsquo;t willing to budge on flexibility will corner off part of the talent pool and limit their potential candidates. And with reported benefits of less commuting time, more autonomy and increased motivation, why should candidates be expected to sacrifice flexibility in 2023? Employers will benefit from the positives of giving candidates more flexibility, alongside&nbsp;<a href="https://www.lumapps.com/digital-workplace/benefits-of-working-remotely/" target="_blank" rel="noopener noreferrer">cost-saving and a reduction</a>&nbsp;in absences that will lead to higher revenue intakes.
&nbsp;
<a href="https://www.lorienglobal.com/insights/what-tech-candidates-want-2023">Click here</a>&nbsp;to view other results from our What Tech Candidates Want 2022 survey, including views on salary and the recruitment process. More Lorien insights are also available to&nbsp;<a href="https://www.lorienglobal.com/insights">view here.</a>

Methods of working – both actual and desired – are constantly changing as we continue to move away from the COVID-19 pandemic, which ushered in a new way of working for everyone.

How important is flexible working to tech candidates?

As part of Lorien&rsquo;s annual What Tech Candidates Want survey, we&rsquo;ve been engaging with our network and the wider tech community to identify the key drivers for candidates in the current job market. We&rsquo;ve gathered feedback about what candidates expect, want, and need from their next employer, as well as what motivates them to move on. You can read the full report&nbsp;<a href="/what-tech-candidates-want-2024">here.</a>
In this mini-series, we&rsquo;ll be digging deep into the data to analyse some of our core findings and how you can translate them to your business strategy.
In this blog, we&rsquo;ll discuss:
<ul>
<li>Why salary is still a huge driving force for new job seekers</li>
<li>The pros and cons of advertising a job without a salary</li>
<li>What you can do to improve applications if salary visibility isn&rsquo;t an option</li>
</ul>
<h3>Our findings &ndash; compensation once again drives candidates</h3>
One standout finding from our research is how much salary once again matters to job seekers. According to our research,&nbsp;<a href="/what-tech-candidates-want-2024">39.64% of</a>&nbsp;candidates believe that salary is the most important factor when they are searching for a new role. In fact,&nbsp;<a href="../../../../../../insights/what-tech-candidates-want-2023" target="_self">salary ranks highly across our survey</a>&nbsp;results as a key component of choosing to leave a role and when applying for a new one.
While it might not be surprising to hear that many candidates prioritise their compensation when job hunting, what is surprising is just how much withholding this information from job seekers can&nbsp;harm&nbsp;employers. Many organisations still choose not to disclose a salary on job advertisements, even though almost a third&nbsp;<a href="/what-tech-candidates-want-2024">(31%) of candidates say that this is the main factor</a>&nbsp;that prompts them to apply for a role. In fact, having a salary on a job advertisement makes people&nbsp;<a href="/what-tech-candidates-want-2024">70% significantly more likely</a>&nbsp;to apply. This suggests that employers who fail to display salary could miss out on almost three quarters of potential applications &ndash; but that&rsquo;s not all.
<h3>Why is salary visibility on job advertisements important?</h3>
There are multiple reasons why salary visibility is important. Pay transparency:
<ul>
<li>Fosters a culture of openness &amp; can increase a wider diversity in candidate applications.</li>
<li>Improve employee performance and job satisfaction</li>
<li>Streamlines hiring processes</li>
<li>Unlocks new candidate pools and increases applications</li>
</ul>
Making salary visibility a key part of the recruitment process can help improve workplace trust. This is due to the fact that candidates haven&rsquo;t gone through lengthy recruitment processes (or even a lengthy application!) only to be disappointed by the salary on offer. Research highlights that&nbsp;<a href="https://openwage.com/advantages-and-disadvantages-of-pay-transparency/#:~:text=Being%20transparent%20about%20rates%20of,that%20they're%20more%20effective" target="_blank" rel="noopener">productivity increases by 50%</a>&nbsp;when an organisation implements salary visibility within the workplace, with transparency building trust and being important for retention levels.
For organisations, salary visibility also allows them to access a wider pool of quality talent in the current candidate-driven market. Many candidates will shun job advertisements that don&rsquo;t display any kind of salary range, so organisations who do utilise salary visibility will be at an advantage.
<h3>Why organisations don&rsquo;t opt for salary visibility</h3>
If the benefits for pay transparency are so overwhelming, why do so many organisations still hide what they pay? That&rsquo;s because there can be downsides to what transparency will reveal. Firstly, existing employees may feel&nbsp;<a href="https://www.forbes.com/sites/sallypercy/2022/12/02/whats-so-great-about-pay-transparency/">undervalued&nbsp;</a>when it comes to pay. To attract the best talent for a role, organisations may have to pay a higher salary, causing conflict internally. This could lead to resentment amongst employees due to different pay grades, leading to a negative work environment. And just as current employees can view salary on a job description at an organisation, competitors can access this information too. With&nbsp;<a href="https://www.bbc.com/worklife/article/20210921-why-companies-dont-post-salaries-in-job-adverts" target="_blank" rel="noopener">only 12.6% of global companies</a>&nbsp;publishing their salaries, when pay is public it makes it easier for&nbsp;<a href="https://www.bbc.com/worklife/article/20210921-why-companies-dont-post-salaries-in-job-adverts" target="_blank" rel="noopener noreferrer">other companies to poach employees</a>&nbsp;and candidates.
For some companies, this stance can also come from not knowing market rate and wanting to see what&rsquo;s on offer before settling on what to pay (in this instance, we always recommend working with a specialist recruitment partner to help benchmark opportunities and expectations from the outset).
<h3>What your organisation can be doing if salary visibility is not possible</h3>
If you don&rsquo;t wish to post the salary on a job advertisement in spite of the evidence of salary visibility benefits &ndash; there are other things you can focus on to attract the best candidates. In our survey, we found that the&nbsp;<a href="../../../../../../insights/what-tech-candidates-want-2023" target="_self">second most important factor</a>&nbsp;for candidates looking for roles is flexible working. If you can offer a flexible schedule to your future applicants, this will lead to an uplift in applications. There is also the option to offer candidates the opportunity to work from home, as&nbsp;<a href="../../../../../../insights/what-tech-candidates-want-2023" target="_self">26.43% of candidates</a>&nbsp;think work flexibility would attract them to a role.
The respondents to our survey also believe company culture and values, alongside a healthy work/life balance, would lead them to apply. If your company already has the above, make sure you&rsquo;re able to promote this externally, such as on social media or review platforms like Glassdoor. If your organisation isn&rsquo;t quite there yet, focus on implementing different ways of working and consult with employees on what they believe would make the difference. A smooth process could help, with candidates looking for a speed during the recruitment proves but having salary transparency as soon as possible during the application process is the overall best practice from a candidate&rsquo;s perspective.
&nbsp;
If you would like to learn more about our results from the What Tech Candidates Want 2022 survey, you can view our&nbsp;<a href="https://www.lorienglobal.com/insights/what-tech-candidates-want-2023">findings here</a>. To learn more about creating a successful recruitment process that will help you attract and retain top talent, reach out to us at&nbsp;<a href="mailto:solutions@lorienglobal.com">solutions@lorienglobal.com</a>.

As part of Lorien’s annual What Tech Candidates Want survey, we’ve been engaging with our network and the wider tech community to identify the key drivers for candidates in the current job market.

The importance of salary visibility

The number of job applications in the UK remains on the rise, with&nbsp;59.5 million applications in 2022&nbsp;&ndash; up 19% from 2021 &ndash; but with more opportunities out there and so many different ways to work, how do you know what&rsquo;s the best fit for you? In this blog, we&rsquo;ll break down the basics of temporary and permanent roles, and the key differences and benefits for each position that will assist you in choosing the best kind of role for you.
<h3>Differences</h3>
Temporary roles are ideal for candidates who need flexibility and prefer short-term work, whereas permanent roles are perfect for candidates who want to commit to a long-term position.
Some other key differences include:
<ul>
<li>Temporary positions are undertaken for a set amount of time, with specified start and end dates in your contract, in contrast to permanent roles that have no set end-date until you leave the workplace or receive a promotion</li>
<li>Permanent roles offer a yearly salary paid to candidates on a regular basis, with temporary workers paid an agreed hourly rate</li>
<li>Benefits packages for the two role types significantly vary, with temporary work benefit packages and holiday allowances being based on the hours you work and permanent work typically offering a set amount of holidays per calendar year, a workplace pension and other benefit schemes that workers have full access to</li>
<li>There is room for progression in many permanent roles whilst temporary contracts are exactly that &ndash; temporary, and often last up to one year</li>
</ul>
<h3>Benefits</h3>
Permanent and temporary work may be very different, but they both offer many positives which provide candidates with a better picture in selecting the best type of role for them. Some benefits of the two role types are:
<h4>Permanent positions</h4>
<ul>
<li>Remaining with an employer for a long period of time allows candidates to develop working relationships and connections</li>
<li>Benefits packages are clearly outlined from the beginning of employment</li>
<li>Greater stability and less time spent learning the ropes in each new role</li>
<li>Investment in learning and development supports with climbing the career ladder</li>
<li>The pandemic has paved the way for flexibility within permanent employment with flexitime and hybrid working regularly on offer</li>
</ul>
Temporary positions
<ul>
<li>Highly flexible and allows you to fit roles around your schedule, with breaks between positions</li>
<li>Possibility to pursue a variety of interests and gain valuable experience in multiple sectors</li>
<li>Temporary roles can help fill employment gaps for candidates in-between roles</li>
<li>Helps in developing new skills in niche, new areas</li>
</ul>
<h3>Choosing what&rsquo;s right for you</h3>
Based on the above, you&rsquo;ll be able to narrow down what is the best fit for you right now. It&rsquo;s worth mentioning that temporary work contracts can be extended, or subject to change, depending on the nature of the role. Similarly, even though permanent roles are allowing more flexibility, it will not offer the same freedom that a temporary role does when it comes to taking time off and long breaks.
With factors such as the cost of living crisis leading many candidates to search for roles with better pay and more flexibility,&nbsp;<a href="https://www.zawya.com/en/world/uk-and-europe/jobs-in-london-recruitment-of-permanent-staff-continues-to-drop-o34p84af" target="_blank" rel="noopener">interest in temporary roles has continued to grow</a>&nbsp;with a total of&nbsp;<a href="https://www2.staffingindustry.com/eng/Editorial/Daily-News/UK-Temporary-workers-down-slightly-in-November-quarter-unemployment-rate-ticks-up-as-vacancies-fall-64264" target="_blank" rel="noopener noreferrer">1.69 million temporary workers</a>&nbsp;from September to November 2022. It isn&rsquo;t just temporary roles receiving interest though, with the number of permanent roles advertised in 2022 accounting for&nbsp;<a href="https://www2.staffingindustry.com/eng/Editorial/Daily-News/UK-Number-of-job-applications-up-by-19-64451?cookies=disabled" target="_blank" rel="noopener noreferrer">69% of all jobs</a>.
It's clear that both temporary and permanent roles are on the rise, meaning that there has never been a better time to find a role that fits your needs. Check out our&nbsp;<a href="lorienglobal.com/jobs">latest </a><a href="https://www.lorienglobal.com/jobs">roles&nbsp;</a>to find the best jobs in technology, digital and change now. You can also&nbsp;<a href="https://www.lorienglobal.com/insights">click here&nbsp;</a>to read more candidate insights.

The number of job applications in the UK remains on the rise, with 59.5 million applications in 2022 – up 19% from 2021 – but with more opportunities out there and so many different ways to work, how do you know what’s the best fit for you?

Permanent vs temporary work

Recently, Lorien&rsquo;s Director of Solutions &amp; Insight Darren Topping held a round-table with a focus on how HR and talent acquisition can harness the power of technology platforms to enhance their operations. Darren was joined by experts from across industry, including Spencer Hurley, Resourcing Leader from Nationwide Building Society, Adam Gordon, Founder and VP of CandidateID, Hayley Bakker Co-Founder of Diversely, Jason Kennedy, Director of Digital Commerce and Innovation from Impellam Group and Toby Heales, Sales Manager from Adway.
Below are our top five takeaways from what was an excellent discussion, and you can watch the roundtable full&nbsp;<a href="https://www.lorienglobal.com/insights/technology-in-talent-acquisition" target="_self">here.</a>
<h3>1. Leveraging technology without losing the human touch</h3>
Many people feel that technology can sometimes blunt the human element of hiring and people operations, but, in reality, they go hand-in-hand. Technology makes it easier for recruiters and hiring managers to do the right thing for candidates and enhance the candidate experience through making it easier to communicate, keep candidates and hiring managers in the loop and remove bias from the process. Tech and AI should not be used to replace decisions but should be used to support TA teams in improving the candidate experience. The use of tech allows TA to have more quality time with candidates.
<h3>2. What should you ask a prospective technology partner?</h3>
Firstly, you need to know what you&rsquo;re trying to solve by looking for a technology partner. Once you understand what you need to solve you can then focus your assessment of your prospective partners on how they can help you tackle your specific needs.
You should also ensure that you know how the partner will help you to demonstrate the business value and the benefits of adopting their solution. How does any solution that you implement help you to demonstrate that it is actually achieving your initial objectives? Data, analytics, and reporting set out from the beginning of your agreement will help ensure the solution remains measurable.
Another key question for potential tech partners is regarding their own team retention, performance, and diversity. This will provide you with a useful barometer of whether the organisation you could be working with is one that co-ordinates with your values and ethics. For example, if a potential tech partner does not prioritise or have regard for diversity and inclusion, then they are likely not a partner that you would choose to work alongside.
<h3>3. Larger organisations can successfully work with smaller start-ups &ndash; and vice versa</h3>
Being in a true partnership with a tech provider may mean that you have influence in how the tech product develops and help shape how the product solves some of the more technical requirements that organisations can have. Organisations who choose to work with newer tech providers often do so as they like to work with providers who can add value quickly through additional agility. If you&rsquo;re an early adopter of a new technology and working with a start or scale-up, ensure that you know exactly what you want to achieve &ndash; why this partner is the right one for you, what value the partner can provide and ensure that they can truly support you in driving the outcomes you are looking for.
The ideal partnership is based around clarity and on HR &amp; TA articulating what they specifically want to achieve with a particular technology adoption. Working closely with a tech partner to define what you want to build on and improve at an early stage allows it to become measurable so you can have a feedback loop and demonstrate the value generated for both parties.
<h3>4. Is there such a thing as too much integration?</h3>
Where you are an organisation with a large tech stack in HR / TA, it&rsquo;s good to look at what you are trying to achieve. Which systems and endpoints are relevant? Who are the key users and what do they need to be able to action? From there, you can customise and make decisions on integrations based on users&rsquo; specific needs rather than integrating everything for everyone.
There should also be a focus on effort versus reward. For example, if you&rsquo;re going to achieve a minor improvement in performance by integrating systems, but it is costly or involves lengthy timescales that ties up resource, then it&rsquo;s not particularly worthwhile. There are a lot of different ways of utilising other tech, tools, and workarounds &ndash; sometimes integration is overemphasised.
<h3>5. The future of tech and the recruitment process</h3>
All of our industry experts came to the same conclusion here &ndash; That technology platforms and tools can and should be an essential part of HR &amp; TA, but only where solution benefits and needs can be fully scoped. As the space continues to grow and create new solutions, the human-touch in hiring has never been more essential and technology should help enhance and provide more time for human interaction rather than replace it. Our panellists agreed that there is space for candidate assessment platforms to continue to focus on inclusivity, and also much more space for technology to offer a personalised experience of candidates through focussing on each individuals needs and sentiment around the hiring process.
If you would like to find out more about how Lorien can help you define your recruitment technology needs, or if you would like to understand how our managed solutions offer technology as part of an overall hiring solution, please contact&nbsp;<a href="mailto:solutions@lorienglobal.com" target="_blank" rel="noopener">solutions@lorienglobal.com</a>. We value your feedback as always, so please do let us know what you thought of our roundtable.

Recently, Lorien’s Director of Solutions & Insight Darren Topping held a round-table with a focus on how HR and talent acquisition can harness the power of technology platforms to enhance their operations. Below are our top five takeaways from what was an excellent discussion.

Top five takeaways from our ‘Technology in Talent Acquisition’ roundtable

The last few years have seen a shift in how organisations collect and respond to data.
Some organisations are frightened at the prospect of data collection and analysis, some welcome it and collect all they can. The truth is the best method lies somewhere in the middle.
While the prospect of data in the cloud can be daunting for some organisations, other companies are drowning in data and will be for some time without a good solution &ndash; like data governance.
In this blog, I&rsquo;ll explore what data governance is and why it is so important in today&rsquo;s world.
<h3>Why data governance is so important</h3>
You may be wondering what exactly data governance is, or why it&rsquo;s so crucial for your organisation&rsquo;s future.
In short, data governance is the set of processes and policies within an organisation that set out how data is gathered, stored, processed, and disposed of. It governs who can access what kinds of data under what circumstances, and helps organisations translate large datasets into actionable insights to inform and optimise company decisions.
In fact, the whole concept of data governance is to&nbsp;<a href="https://www.datacenterdynamics.com/en/opinions/data-quality-is-at-the-heart-of-successful-data-governance/" target="_blank" rel="noopener">ensure that an organisation&rsquo;s data is accurate whilst also reducing data risks</a>. As tech continues to evolve, data quantities rise with a larger audience for organisations to tap in to. Some may say that the more data you have, the better for your organisation &ndash; that is a myth.
Too many organisations waste resources gathering data that has no relevance to their objectives.<a href="https://www.dataversity.net/5-common-data-governance-challenges-and-how-to-overcome-them/" target="_blank" rel="noopener noreferrer">&nbsp;A key part of data governance is&nbsp;only gathering data you need to grow and to meet expectations</a>.
However,&nbsp;<a href="https://www.dataversity.net/5-common-data-governance-challenges-and-how-to-overcome-them/" target="_blank" rel="noopener noreferrer">many organisations feel they don&rsquo;t have the resources</a>&nbsp;or the staff to maintain data governance, placing&nbsp;other priorities placing higher on the ladder. If this applies to you, one method is to&nbsp;<a href="https://www.dataversity.net/5-common-data-governance-challenges-and-how-to-overcome-them/" target="_blank" rel="noopener noreferrer">invest in analytical tools and manpower</a>&nbsp;to&nbsp;interpret the data you gather. Organisations today are drowning in data, and without appropriate action, this will only continue. Investing in tools and staff to help prioritise, organise, and analyse data can unlock the insights you need to drive forward your business performance.
<h3>Data governance and the cloud</h3>
The link between the cloud and data governance is stronger than it has ever been.
Many data governance tools run in the cloud, as the number of cloud-based data applications rises. This has come with clear benefits, such as&nbsp;<a href="https://www.dataversity.net/challenges-of-data-governance-in-a-multi-cloud-world/">multi-cloud environments offering more transparency</a>&nbsp;through logging, and solutions for&nbsp;<a href="https://www.dataversity.net/challenges-of-data-governance-in-a-multi-cloud-world/" target="_blank" rel="noopener noreferrer">data errors being deployed across cloud networks</a>. Consistent data governance will&nbsp;<a href="https://www.alation.com/blog/why-cloud-data-governance-is-critical/#:~:text=What%20is%20Cloud%20Data%20Governance,grows%20larger%20and%20more%20complex" target="_blank" rel="noopener noreferrer">improve efficiency, minimise security risks, and improve the quality</a>&nbsp;and usability of data &ndash; all of which are highly beneficial to organisations.
Although data governance comes with its benefits, it has also presented challenges for organisations who find they are not equipped with the necessary skillsets to manage these new technologies effectively.
Concerns surrounding a data breach are common, with many&nbsp;<a href="https://www.dataversity.net/challenges-of-data-governance-in-a-multi-cloud-world/">executives worrying about their data security</a>,&nbsp;and seeking assurance from their cloud provider that&nbsp;<a href="https://cloud.google.com/learn/what-is-data-governance">there will be protection against exposure or theft.</a>&nbsp;But with&nbsp;<a href="https://www.immuta.com/blog/data-governance-cloud-computing/" target="_blank" rel="noopener noreferrer">an industry-wide 92% cloud adoption rate</a>, the majority of organisations are using multiple public cloud-based data applications for their data, and this should help ease the minds of the worrying executives and organisations.
More professionals are being pressed to develop their skills to include the newly essential cloud-based knowledge in order to keep up with the market. Personally, I&rsquo;m seeing more candidates than ever with Collibra and Informatica certifications, which are cloud-based data governance tools, and I expect this will become a necessity for all data governance professionals in the next twelve months. This shows the market is evolving quickly as, in 2021, it was a rarity to see cloud-based data governance experience as a requirement for a role.
<h3>Data governance and data quality</h3>
One key reason that data governance is so crucial to many organisations is that they are faced with enormous quantities of data with a lack of quality, leading to organisations having to deal with what is named &lsquo;dark data&rsquo; &ndash; essentially, unmanageable, and unusable data. This, in turn, hampers the ability to make well-informed business decisions around data.
In a survey performed by Enterprise Strategy Group,&nbsp;<a href="https://www.datacenterdynamics.com/en/opinions/data-quality-is-at-the-heart-of-successful-data-governance/" target="_blank" rel="noopener">42% of respondents stated that at least half of their data was &lsquo;dark data&rsquo;</a>, which led to downstream bottlenecks and affected the accuracy of their operational data. The best thing organisations in this position can do, is to perform a big push to increase data quality visibility across the business and focus solely on the quality of data, not the quantity of it. Additionally, tools with automated features&nbsp;<a href="https://www.datacenterdynamics.com/en/opinions/data-quality-is-at-the-heart-of-successful-data-governance/" target="_blank" rel="noopener noreferrer">enhance data quality visibility</a>&nbsp;to all data governance teams and are recommended to all organisations.
Data governance and data quality are closely linked, and&nbsp;<a href="https://www.collibra.com/us/en/blog/data-quality-vs-data-governance" target="_blank" rel="noopener noreferrer">organisations must have proper data governance before considering any separate data quality tools</a>. Although this may mean that organisations must lead a huge data clear-out, it will prove to be beneficial to both the organisation and the end-user, as data-led insights increasingly shape, and improve wider business decisions.&nbsp;<a href="https://www.collibra.com/us/en/blog/data-quality-vs-data-governance" target="_blank" rel="noopener noreferrer">While data overhauls can include</a>&nbsp;identifying critical data elements for the business, or estimating the shelf-life of poor data quality, to streamline strategy an organisation&nbsp;<a href="https://www.collibra.com/us/en/blog/data-quality-vs-data-governance" target="_blank" rel="noopener noreferrer">must decide which area is the highest risk</a>&nbsp;and focus on that specifically first. Following this, organisations can use data governance to begin to adopt data policies and control their data.
&nbsp;
If you&rsquo;re interested in data governance roles,&nbsp;<a href="https://www.lorienglobal.com/jobs">click here</a>. For more insights on data and analytics, click&nbsp;<a href="https://www.lorienglobal.com/insights">here.</a>

While the prospect of data in the cloud can be daunting for some organisations, other companies are drowning in data and will be for some time without a good solution – like data governance.

How data governance can help your organisation

Suffice to say, we all know the impact that social media has had on the world, becoming an essential component of many people&rsquo;s day to day lives with individuals from all generations embedded on various platforms and&nbsp;an average of over&nbsp;<a href="https://backlinko.com/social-media-users" target="_blank" rel="noopener noreferrer">4.48 billion users worldwide</a>. I&rsquo;m always surprised to find out how little organisations are maximising this captive audience. With so many opportunities to attract candidates, organisations that fail to include social as a key pillar in their talent strategy stand to miss out. I wanted to look at the benefits of recruiting via social media, how to make it work for your organisation, and what we&rsquo;re doing at Lorien to embrace this vital channel.
<h3>The value of social media and recruitment</h3>
Today,&nbsp;<a href="https://sproutsocial.com/insights/social-recruiting-guide/" target="_blank" rel="noopener noreferrer">96% of job seekers use social media when conducting a job search&nbsp;</a>to understand a company&rsquo;s values, tone, benefits and to search for employee reviews of the company &ndash; all of which help them decide whether to apply for a role and, ultimately, if they would accept. This means that for any organisation, keeping your &lsquo;shop window&rsquo; up to date and engaging is a must, and not just on your own pages, across social media &amp; review sites too.
Recruiting via social media can be more cost-effective than traditional attraction methods&ndash; and often yield more results due to the huge audience size and the ability of technology to segment candidates into the markets you are trying to attract. With specialist recruiters able to personalise messages to candidates through translating the full opportunity and piquing candidates&rsquo; interest in roles, social media offers an opportunity to appeal to a large audience in through a personalised approach. Of course, another huge advantage of social media sourcing is the opportunity to also attract more passive candidates - those who are looking, but they aren&rsquo;t sure what they want, or those who didn&rsquo;t know they were looking until the right opportunity appeared on a social media platform that they visit daily, and are comfortable in using for communication.
<h3>Making it work for you</h3>
Some organisations have fully embraced social media recruiting, such as&nbsp;<a href="https://twitter.com/underarmourjobs?lang=en" target="_blank" rel="noopener noreferrer">Under Armour</a>&nbsp;and&nbsp;<a href="https://twitter.com/ASOS_Careers?ref_src=twsrc%5Egoogle%7Ctwcamp%5Eserp%7Ctwgr%5Eauthor" target="_blank" rel="noopener noreferrer">ASOS</a>; and they do it very well. One strategy that they have adopted is creating a dedicated social media page for recruitment across different platforms. This type of social media recruitment allows a candidate to get a feel for the company and their staff without being faced with posts aimed at consumers.
In order to effectively use social media as a hiring tool, organisations need to tap into the right platforms for their industry. Social platforms like LinkedIn, Twitter, Facebook, Instagram and even TikTok, can be appropriate, depending on your target market and industry. For example, a younger audience can be found on platforms like TikTok or Instagram. It&rsquo;s also worth considering how different platforms can serve different content types &ndash; YouTube for example is great for sharing informational or promotional videos, while Twitter is great for feeding bitesize content or reactionary news. You need to do your research, look at which platforms best reflect your organisation, and leverage your brand well on the appropriate platforms.
<h3>Implementing a strategy</h3>
With&nbsp;<a href="https://sproutsocial.com/insights/social-recruiting-guide/" target="_blank" rel="noopener noreferrer">78% of recruiters expecting social media recruiting activities</a>&nbsp;to increase, there is no better time to start planning your social strategy for talent acquisition.
The first thing to start building on is your social media presence, and this is something that shouldn&rsquo;t be half-hearted. Establishing a well-thought social media presence will give your brand consistency and visibility to candidates. Within the first year of a consistent social media presence, we at Lorien had grown our follower count by 149%. Today, our follower count is more than 100x that, at 240,000 followers. We learned that it&rsquo;s not difficult to build a social media following, but you must be regimented with it, including consistency with branding, tone and topics so your audience understand who your organisation is.
We have also found that an audience trusts employee voices, which presents a great opportunity to elevate your employee voice beyond brief references and testimonials. This is something we have embraced at Lorien, with members of staff offering their thoughts on the market in regular monthly blogs and our wider team using Paiger to share their industry insights, offering our audience a chance to see the faces and knowledge behind our organisation.
To make the most out of recruiting on social media, organisations not only need to focus on developing a compelling and comprehensive Employee &amp; Contractor Value Proposition, but they also need to provide authenticity and access to employees to engage and respond to potential applicants.
Despite a slightly gloomier economic outlook, skilled candidates remain at a premium across the board and social media at its heart is about connecting &ndash; with others, with information, and with opportunities. Not leveraging these tools and their immense capability would be a massively missed opportunity in ensuring your organisation can secure all the talent you need.
&nbsp;
If you have any thoughts on social media recruitment, please contact me&nbsp;<a href="mailto:darren.topping@lorienglobal.com">here.</a>&nbsp;To view Lorien&rsquo;s other insights,&nbsp;<a href="https://www.lorienglobal.com/insights">click here.</a>

With so many opportunities to attract candidates, organisations that fail to include social as a key pillar in their talent strategy stand to miss out. I wanted to look at the benefits of recruiting via social media, how to make it work for your organisation, and what we’re doing at Lorien to embrace this vital channel.

The rise of social media recruitment

Homeworking has been on the rise for a while now. In 2019&nbsp;<a href="https://post.parliament.uk/the-impact-of-remote-and-flexible-working-arrangements/" target="_blank" rel="noopener">around 5% of the workforce</a>&nbsp;primarily worked from home. Today that percentage has more than tripled, with&nbsp;<a href="https://www.ons.gov.uk/employmentandlabourmarket/peopleinwork/employmentandemployeetypes/articles/ishybridworkingheretostay/2022-05-23" target="_blank" rel="noopener noreferrer">24% of workers</a>&nbsp;permanently work from home with no visits to the office.
Levels of homeworkers fluctuated between 2020 and 2022 due to the pandemic &ndash; at one point being as high as&nbsp;<a href="https://post.parliament.uk/the-impact-of-remote-and-flexible-working-arrangements/" target="_blank" rel="noopener noreferrer">46.6% of people</a>. This new way of working has inspired many business leaders to change their perspective on remote work, with&nbsp;<a href="https://www.thetimes.co.uk/article/working-from-home-is-now-a-permanent-fixture-say-bosses-0ldzvm99d" target="_blank" rel="noopener noreferrer">four out of five bosses</a>&nbsp;allowing their employees to continue working from home. In fact,&nbsp;<a href="https://www.thetimes.co.uk/article/working-from-home-is-now-a-permanent-fixture-say-bosses-0ldzvm99d" target="_blank" rel="noopener noreferrer">79% of leaders plan to implement remote working</a>&nbsp;within their business and&nbsp;<a href="https://www.cityam.com/exclusive-quarter-of-uk-businesses-to-close-or-downsize-offices-as-uk-embraces-hybrid-working/" target="_blank" rel="noopener noreferrer">a quarter of UK businesses have closed</a>&nbsp;or downsized offices in order to embrace hybrid working. All of the above points to one thing &ndash; homeworking is here to stay.
<h3>What happens when the novelty wears off?</h3>
Employees are keen to work from home to capitalise on flexibility and to&nbsp;<a href="https://www.peoplemanagement.co.uk/article/1743045/nearly-half-uk-professionals-continue-remote-working-study-reveals#:~:text=Respondents%20said%20they%20preferred%20working,flexible%20(50%20per%20cent)." target="_blank" rel="noopener noreferrer">save money and time</a>. But the excitement of saving on commuting times and avoiding indulging in a fancy lunch or after-work shopping spree can eventually wear off and a slight case of fatigue can set in, particularly because&nbsp;<a href="https://www.alabamamediagroup.com/2021/10/01/working-from-home-fatigue-why-youre-so-tired-and-how-to-feel-better/#:~:text=You're%20likely%20moving%20less,%2C%20yoga%2C%20stretching%2C%20etc." target="_blank" rel="noopener noreferrer">you&rsquo;re less likely to move around</a>&nbsp;at home and may find it hard to &lsquo;switch off&rsquo; due to your work and home space being combined.
There are simple ways to combat work weariness and reinvigorate yourself whilst still retaining the benefits of working from home. Our top five tips for being productive every day when you&rsquo;re working from home are:
<ol>
<li>Find an environment that you can dedicate to work, or move around to give your brain some variety</li>
<li>Create a routine that sets you up for the day</li>
<li>Make the most of your breaks and don&rsquo;t sit still for too long</li>
<li>Reach out to colleagues in different ways</li>
<li>Stay self-aware and practice self-care</li>
</ol>
<h3>Your environment matters</h3>
Think of your environment like your brain &ndash; when there&rsquo;s a lot going on, it&rsquo;s hard to concentrate. Your working environment is absolutely crucial to your output and, just as there are distractions in the office, there can be many disruptions at home too. Working close to your pet is great, until they need attention. Sitting at your kitchen table can be handy, until your neighbour decides to complete their DIY project. Getting a head start on the laundry is useful, until you notice all the other chores that need doing too. These are just examples and, whilst they can be unavoidable, there are ways to move past them.
The most important thing is to find a comfortable seat. Be it a dining chair, a fancy swivel chair or something completely different, it&rsquo;s important to work somewhere you feel supported. Many people enjoy having a dedicated space to work in to help create a clear division between work and home life, but it&rsquo;s also a good idea to have multiple comfortable spaces in your home so you can move around and vary your surroundings. This will help combat a few elements of burnout, particularly by getting in a few extra steps and exercising your legs.
<h3>Create a routine</h3>
Just as office workers have a routine, home workers should too. Create a specific time to get up and ready for the day, leaving yourself time before you begin work to do a small task you might find relaxing such as a quick walk, reading the newspaper or making breakfast &ndash; whatever makes you happiest in the morning. This will start your day off well, getting you ready to go for the day ahead.
On your lunch, make sure you don&rsquo;t sit around on the sofa too long as this will leave you more tired for the remainder of the afternoon. Sitting in the garden, going for a walk, or going to the gym are very popular ways to spend a lunch break at home. Making the most of your breaks will ensure you&rsquo;re refreshed and ready to continue working.
Your routine doesn&rsquo;t need to be set in stone but having a rough plan for the day will leave you feeling more fulfilled after the working day is over, with your planned breaks leaving you something to look forward to.
<h3>Become an expert communicator</h3>
An often-mentioned disadvantage to working from home is communication. In the office, you&rsquo;re often surrounded by people. Speaking with colleagues can offer a welcome break from your work and face-to-face communication can help employees learn easily. Lack of communication is&nbsp;<a href="https://www.expertmarket.com/phone-systems/workplace-communication-statistics" target="_blank" rel="noopener">one of the main causes</a>&nbsp;for workplace failures, and adding technology into the mix can easily spell disaster &ndash; but it doesn&rsquo;t have to.
First and foremost, try to use the instant messaging tools that your business offers often &ndash; Slack, Skype or Microsoft Teams are popular choices &ndash; as it offers a less formal communication with your colleagues and is quicker than back-and-forth emails. Don&rsquo;t be afraid to make calls to your colleagues where necessary, particularly because verbal interactions can be much clearer, and to help you maintain relationships and keep loneliness at bay.
A final piece of advice would be to ensure you manage expectations and set boundaries. Your colleagues, for the most part, cannot physically see you and what you&rsquo;re working on, so when they ask you to complete a task you should offer a realistic deadline. It is better to under promise and overdeliver &ndash; meaning giving yourself more time and finish the task earlier than initially suggested &ndash; than to be stressed with multiple deadlines.
If you are interested in more job tips from Lorien,&nbsp;<a href="https://www.lorienglobal.com/insights" target="_blank" rel="noopener">click here.</a>&nbsp;To apply for jobs that are remote, hybrid, or office-based, click&nbsp;<a href="https://www.lorienglobal.com/jobs" target="_blank" rel="noopener">here.</a>

The percentage of employees choosing to work from home continues to increase, but sometimes it's hard to separate your home life from your work life and motivate yourself. Read our tips for being productive whilst working from home to help ease the transition from office working to home working.

How can I be productive at home?

Why are so few girls interested in STEM? I recently attended&nbsp;<a href="https://www.linkedin.com/feed/update/urn:li:activity:6958067336104845312" target="_blank" rel="noopener">an event co-hosted by Lorien, TechGirls and Sharp Gaming</a>&nbsp;that focused on future careers in tech. We helped 30 female and non-binary students get inspired and excited about their future in tech with personalised talks and workshops. But when I asked the group who was going to choose computer science as a GCSE choice, not a single one of the students said yes &ndash; and neither did my daughters when I asked them. This leads me to wonder how we can get young girls interested in tech, and what companies &ndash; including Lorien &ndash; can do to combat the gender gap within STEM.
<h3>The facts about gender and tech</h3>
In education, there is still a gender gap between those interested in tech and STEM and those who are not &ndash; and it seems to be widening. In many schools,&nbsp;<a href="https://www.theguardian.com/careers/2021/jun/28/why-arent-more-girls-in-the-uk-choosing-to-study-computing-and-technology">around 10%</a>&nbsp;of students taking technology-based subjects are girls, whereas a textiles class is&nbsp;<a href="https://www.theguardian.com/careers/2021/jun/28/why-arent-more-girls-in-the-uk-choosing-to-study-computing-and-technology" target="_blank" rel="noopener noreferrer">typically 90%</a>&nbsp;female. This suggests that old fashioned opinions about what subjects girls &lsquo;should&rsquo; study may still be influencing students.
Beyond GCSE qualifications, the gap between girls and boys in STEM continues to widen, with&nbsp;<a href="https://www.womenintech.co.uk/small-amount-of-women-in-stem" target="_blank" rel="noopener noreferrer">only 35% of girls choosing</a>&nbsp;to study STEM subjects at a higher level, compared to&nbsp;<a href="https://www.womenintech.co.uk/small-amount-of-women-in-stem">80% of boys</a>. What makes these statistics even more interesting is that&nbsp;<a href="https://www.womeninstem.co.uk/breaking-stereotypes/girls-regularly-out-perform-boys-in-stem-subjects/" target="_blank" rel="noopener noreferrer">girls actually outperform boys in STEM subjects</a>&nbsp;regularly, with girls passing more science A Levels than boys.
So what is causing girls to not choose STEM subjects? There are lots of possible explanations, but for me it comes down to visibility. Firstly, it is often &ndash; and correctly &ndash;&nbsp;<a href="https://www.womenintech.co.uk/small-amount-of-women-in-stem">perceived as a male-dominated subject</a>, which makes it less appealing for young girls who may not be comfortable or confident in such a male-heavy environment. Secondly, the percentage of women employed in tech has barely moved in the last 13 years &ndash;&nbsp;<a href="https://www.theguardian.com/careers/2021/jun/28/why-arent-more-girls-in-the-uk-choosing-to-study-computing-and-technology" target="_blank" rel="noopener noreferrer">it was 15.7% in 2009</a>&nbsp;and was last reported to be at&nbsp;<a href="https://www.theguardian.com/careers/2021/jun/28/why-arent-more-girls-in-the-uk-choosing-to-study-computing-and-technology" target="_blank" rel="noopener noreferrer">17%</a>. Savvy teenagers (and their parents) will be able to research this, reinforcing the view that STEM is not for women. The 17% of women working in tech also applies to female tech teachers, meaning that girls could also struggle with representation at a local level, as according to educators, having a female tech teacher has a huge impact on students. If young girls cannot see themselves reflected from when they first start learning those subjects, their interest will inevitably be lost quickly.
Simply put, young girls may be put off from pursuing STEM because, according to the world around them, STEM is not female-friendly. When we look at their reference points &ndash; lack of female role models, stark statistics, the media, underrepresented teachers, and male-dominated classrooms &ndash; it becomes clear why so many would feel that STEM does not have a place for them and their ideas. But how do we fix it?
<h3>Tackling the gender gap</h3>
One clear solution that will help combat the gender gap from a young age is to show more awareness and encouragement from the get-go to young girls. We can start by&nbsp;<a href="https://www.womenintech.co.uk/small-amount-of-women-in-stem" target="_blank" rel="noopener noreferrer">having more visible role models in STEM</a>, which includes teachers, and also by bringing in other women employed within STEM and technology to showcase their careers and job prospects to young girls. One teacher stated that&nbsp;<a href="https://www.theguardian.com/careers/2021/jun/28/why-arent-more-girls-in-the-uk-choosing-to-study-computing-and-technology" target="_blank" rel="noopener noreferrer">a focus on employers and having speakers</a>&nbsp;from well-known companies such as Google provided a boost to young girls&rsquo; tech interests as they can see themselves in those roles. We often partner with clients through MAMA.codes to provide speaking opportunities at local schools.
Technology has also been a huge focal point during the pandemic with&nbsp;<a href="https://www.theguardian.com/careers/2021/jun/28/why-arent-more-girls-in-the-uk-choosing-to-study-computing-and-technology" target="_blank" rel="noopener noreferrer">the creation of COVID testing and track-and-trace systems</a>, which may lead to a spike in tech interest. Students have been able to see tech play out in the real world and, with the need greater than ever, it is hoped that this may play a part in drawing more young girls in.
To build on this, we need to ensure that when we are talking about technology, we are considering real-world relevancy and citing examples that will motivate young girls as well as boys. The internet is a powerful tool, and we need to be mindful that every place we have to speak on tech &ndash; from Q&amp;As to social media &ndash; is an opportunity to elevate STEM as something inclusive, creative, and exciting.
Organisations are also creating strategies to draw in more young girls and tackle the gender gap. The most notable example is the&nbsp;<a href="https://www.womenintech.co.uk/girlguiding-introduces-coding-courses-to-help-get-younger-girls-into-tech" target="_blank" rel="noopener noreferrer">Girlguiding&rsquo;s introduction of coding courses and activities</a>. They have&nbsp;<a href="https://www.womenintech.co.uk/girlguiding-introduces-coding-courses-to-help-get-younger-girls-into-tech" target="_blank" rel="noopener noreferrer">partnered with Google to offer activities</a>&nbsp;in app design, coding, bugs, algorithms and smartphone design, and the effort has been met with positive feedback from both young girls and employees. More organisations are now taking proactive measures to promote STEM to young girls to level the playing field and reduce skill shortages, and this is something that we are proud to be becoming more involved in too.
<h3>Lorien and women in tech</h3>
At Lorien, we firmly believe in closing tech&rsquo;s gender gap, which is why we were one of the early signatories of the&nbsp;<a href="https://www.techtalentcharter.co.uk/home" target="_blank" rel="noopener noreferrer">Tech Talent Charter</a>,&nbsp;with Lorien&rsquo;s Director of Solutions and Insights Darren Topping acting as an ambassador. We are also a partner for a number of organisations that are working to combat gender inequality in tech. This includes&nbsp;<a href="https://www.techtalentcharter.co.uk/home" target="_blank" rel="noopener">TechGirls</a>&nbsp;who we partner with to deliver workshops that inform, encourage and support young girls studying STEM subjects, with speakers &ndash; including myself &ndash; attending the sessions.
We also have a long-standing partnership with award-winning coding school&nbsp;<a href="https://www.mama.codes/" target="_blank" rel="noopener noreferrer">MAMA.codes,</a>&nbsp;who are passionate about drawing in girls from a young age and sparking their interest in tech by teaching them to code. We know our clients are also passionate about improving gender diversity in tech, with multiple initiatives launched in partnership with Lorien.
In conclusion, being able to spark interest in tech in young girls may not be easy, but it is possible &ndash; as Girlguiding and MAMA.codes have shown us. Lorien will continue doing all we can to attract young girls to the industry and we hope other organisations continue to do the same. Currently, 52% of girls aged 11 &ndash; 21 believe STEM to be subjects for boys and we hope that, in ten years, we can look at those stats and see they are on the decrease.
If you have any thoughts on the gender gap within STEM, please contact me&nbsp;<a target="_blank" rel="noopener noreferrer">here</a>. For more information on Lorien&rsquo;s partnerships and how you can get involved click&nbsp;<a href="https://www.lorienglobal.com/contact-us/our-csr-partnerships" target="_self">here.</a>

In education, there is still a gender gap between those interested in tech and STEM and those who are not – and it seems to be widening. We look at the gap to understand what more organisations can do to get young girls interested in STEM.

How do we get young girls interested in STEM?

Artificial intelligence, or AI, is becoming influential in many aspects of our life &ndash; from our personal lives to our work &ndash; and how we secure and safeguard against potential threats is no different. By 2025, the WEF predicts that AI and automation technology will create&nbsp;<a href="https://hbr.org/2021/11/automation-doesnt-just-create-or-destroy-jobs-it-transforms-them" target="_blank" rel="noopener">12 million more jobs than it replaces</a>, demonstrating the growth potential of the sector. However, power can also mean problems, and the application of AI in cybersecurity can be just as frightening as it can be ground-breaking.
As the Practice Director of Cybersecurity at Lorien, I&rsquo;m fortunate enough to see and experience the biggest industry trends as they take place, from client demands to candidate desires. In this blog, I&rsquo;ll be sharing my thoughts on how AI is taking cybersecurity by storm, and how this presents both threats and opportunities for the sector.
<h3>Opportunities for AI in cybersecurity</h3>
Many businesses have identified the value of AI, with a&nbsp;<a href="https://www.oberlo.co.uk/blog/artificial-intelligence-statistics" target="_blank" rel="noopener noreferrer">270% growth of AI usage</a>&nbsp;within companies in just four years.&nbsp;<a href="https://business.adobe.com/uk/resources/articles/15-stats-about-artificial-intelligence.html" target="_blank" rel="noopener noreferrer">72% of business leaders</a>&nbsp;believe that AI will be a fundamental business advantage in the near future, highlighting that investment in this sector is likely to grow in the coming years &ndash; and cybersecurity is one likely area to benefit due to its critical place in the tech ecosystem.
Within cybersecurity, AI has proven successful in establishing data patterns to enable security systems to&nbsp;<a href="https://www.computer.org/publications/tech-news/trends/the-impact-of-ai-on-cybersecurity" target="_blank" rel="noopener noreferrer">learn from past experiences</a>, such as hacking and cyberattacks, alongside reducing incident response times &ndash; with all tasks carried out without any human commands. AI is also being developed to boost cybersecurity in the wake of increased homeworking, with threat detection being a core use of AI within cybersecurity.
An AI based network will&nbsp;<a href="https://www2.deloitte.com/us/en/insights/focus/tech-trends/2022/future-of-cybersecurity-and-ai.html" target="_blank" rel="noopener noreferrer">have the tools</a>&nbsp;to identify potential threats and evaluate what may be abnormal data within seconds, protecting a network from a potential cyber-attack. Additionally, advanced AI programmes will offer proactive security solutions and resilience to attacks, with the promise of businesses remaining operational even if a cyber-attack were to occur. Finally, autonomous AI can be self-corrective, reducing the need for human intervention and the likelihood of accidental error.
In this sense, AI application in cybersecurity can create safer, stronger, and more proactive systems for safeguarding against cyber threats.
<h3>Challenges for AI in cybersecurity</h3>
Whilst AI can assist in bridging gaps in a network in order to prevent a cyberattack, it can also be used by cybercriminals&nbsp;<a href="https://www.forbes.com/sites/forbesbusinesscouncil/2020/10/13/how-criminals-use-artificial-intelligence-to-fuel-cyber-attacks/?sh=78de48e85012" target="_blank" rel="noopener noreferrer">to identify potential vulnerable areas</a>&nbsp;that can be targeted during an attack. For example, AI can be trained to identify particular behaviours that can lead to it successfully convincing potential victims that a scam email or phone call is actually real &ndash; a current tactic used by cybercriminals that would be made much easier with the weaponization of AI.
Cybercriminals also use AI&rsquo;s advantage of performing tasks efficiently to perform phishing tasks such as impersonation and monitoring. AI bots can trick people into clicking links that open their network to hacking, or AI&nbsp;<a href="https://www.malwarepatrol.net/ai-enabled-phishing/" target="_blank" rel="noopener noreferrer">can be used to monitor senior executive behaviour</a>&nbsp;for precise spearphishing. Spearphishing,&nbsp;<a href="https://www.malwarepatrol.net/ai-enabled-phishing/" target="_blank" rel="noopener noreferrer">as a more advanced form of phishing</a>, has the capacity for increased success due to the volume of data and content that AI can search and compile in order to convince recipients of their legitimacy.
Hackers may also use AI to find vulnerabilities within a company&rsquo;s architecture. Traditional IT systems are typically&nbsp;<a href="https://www.theglobeandmail.com/business/adv/article-artificial-intelligence-and-cybersecurity-risks-take-steps-to-address/">targeted through cyber doors</a>&nbsp;that are left open, allowing viruses to infiltrate the network. This is similar for how AI systems can be targeted &ndash; however the risk is much greater as data is at the core of AI and assists the system to function. An attack on a business&rsquo;s AI&nbsp;<a href="https://www.theglobeandmail.com/business/adv/article-artificial-intelligence-and-cybersecurity-risks-take-steps-to-address/" target="_blank" rel="noopener noreferrer">system can lead to stolen or infected data</a>&nbsp;and a compromised AI system that makes errors due to the attack. Many organisations that plan to integrate AI within their infrastructure as a security measure don&rsquo;t consider that the AI itself could be vulnerable to attack.
<h3>The weaponization of AI</h3>
Recently, the weaponization of AI and cybersecurity have become a hot topic in my market. It goes without saying that there are a lot of opportunities for this technology in the defence space &ndash; it is more precise, faster, and cheaper than sheer manpower. It could be used for recon missions and to support teams on the ground, minimising risks and ultimately saving lives. And it could eliminate the margin for human error, reducing inadvertent casualties and hesitation.
But it&rsquo;s also important to highlight the vast risks for this technology, and I couldn&rsquo;t write an article on the future of AI in cybersecurity without touching on this.
Firstly, AI in a defensive situation is just as vulnerable to cyberattacks and hacking as in any industry &ndash; but when we consider a warzone situation, the implications are catastrophic. Secondly, the weaponization of AI could make conflicts more dangerous through desensitisation. When operations are easier to mount because of AI, it reduces the time we take to think, and replaces human compassion with logic. Lastly, the use of autonomous or AI-driven weapons must have a common code of conduct. But it doesn&rsquo;t appear that we are any closer to achieving that, with many countries yet to commit a clear view on its use. Global co-operation needs to be reached quickly to determine the future of autonomous and AI-powered weapons, but with changing views, strong opinions, and many players to consider &ndash; including across the public and private sectors as well as globally &ndash; there is still a lot of work to be done.
For my part, I think we will eventually see AI and automation being used more in the defence industry, but for now, how we think about cybersecurity is more local.
At Lorien, we align ourselves with technology hotspots and ensure we stay up to date with the latest cybersecurity trends and information. For more information on the future of cybersecurity, please reach out to me&nbsp;<a href="mailto:kieron.morgan@lorienglobal.com" target="_blank" rel="noopener noreferrer">here.</a>

Artificial intelligence, or AI, is becoming influential in many aspects of our life – from our personal lives to our work – and how we secure and safeguard against potential threats is no different.

The double-edged sword of artificial intelligence in cybersecurity

In 2020 LinkedIn pegged internal mobility as one of their top 5 talent trends for 2022, stating that&nbsp;<a href="https://www.linkedin.com/business/talent/blog/talent-strategy/2022-talent-predictions" target="_blank" rel="noopener noreferrer">&lsquo;upskilling, reskilling and investing in your current employees has never been more important&rsquo;</a>.&nbsp;&nbsp;What&rsquo;s interesting to note, however, is that Glint&rsquo;s latest Employee Well-Being Report revealed that&nbsp;<a href="https://www.linkedin.com/business/talent/blog/talent-management/employee-well-being-report" target="_blank" rel="noopener">only 20% of employees believe they can reach their career goals</a>&nbsp;in their current workplace and have their manager&rsquo;s and organisation&rsquo;s support to do so. It&rsquo;s clear that employers are, for the most part, struggling to take advantage of the talent already existing within their organisation and employees are also sometimes oblivious to their potential career paths within a company.
<h3>So, why is recruiting internal talent so important?</h3>
Traditionally, (and only in some organisations I stress!), internal mobility can be seen as an administrative exercise and a box-tick exercise before a company can open a role to the wider external market. In reducing internal recruitment in this way, however, companies are missing out on some incredible benefits that extend beyond simply filling a role.
Firstly, employees stay, on average,&nbsp;<a href="https://www.linkedin.com/business/talent/blog/talent-management/ubers-approach-to-internal-mobility" target="_blank" rel="noopener noreferrer">41% longer at companies</a>&nbsp;that invest in internal hiring. Once employees become aware of internal hiring paths a cultural shift is signalled and the workplace becomes more than merely the host of the current - a place to build a career. This enables companies to retain their best, most driven, and potential-laden employees &ndash; employees that you already know align with the company culture. What&rsquo;s more, hiring in this way means that employees are able to upskill and adapt to new positions, meaning that your whole team, and the company at large, suddenly becomes much more agile and cohesive with employees already knowing exactly how their colleagues&rsquo; role&rsquo;s function and therefore, how to work better, together. Not only this, but your company will have developed a significant competitive advantage in the face of tough hiring markets and candidate shortages.
<h3>What lessons can we learn about internal mobility?</h3>
Internal mobility can be enhanced, and kick started in a variety of different ways from simply extending the same courtesy and tone that you would with an external candidate to an internal candidate, to setting up entire programmes dedicated to the practice.
Indeed,&nbsp;Head of Global Talent Acquisition and Mobility at Uber, Paul Lawrenson, has been quoted saying &lsquo;whether it&rsquo;s an internal or external candidate, people should have the same opportunities,&rsquo; and this philosophy is reflected in the fact that that&nbsp;<a href="https://www.linkedin.com/business/talent/blog/talent-management/ubers-approach-to-internal-mobility" target="_blank" rel="noopener noreferrer">30-40% of Uber&rsquo;s hires are internal</a>&nbsp;with 20% of their recruiters focusing solely on internal channels. Uber achieved this through the development of an entire programme based off internal mobility including an internal gig platform in which employees can apply for short-term assignments within other teams. A programme like this could be easily replicated and enables employees to get a taste of other roles within the company as well as extending their networks.
Internal mobility is not simply about filling roles, however, as Talent Acquisition will have to work more holistically with the added dimension of acting as career coaches. Unsuccessful candidates will still have their previous positions and will also need support after being turned down to avoid attrition. Having Talent Acquisition provide feedback and direction after the process will also ensure everyone remains feeling part of the team with the opportunity to growth within the company.
Very simply, cultivating internal mobility can begin with the interpersonal, learning more about your teams and their aspirations. Having said that, there are also software and technology developments which can aid your company in building a more internally mobile practice.
<h3>Use recruitment technology to your advantage</h3>
There are also some fantastic software and technology developments which can help your company build a more internally mobile practice.
At Lorien we use OpenBlend, a career progression tool, to keep track of our employees&rsquo; career goals, their aspirations, and their work-life balance; this is with the knowledge that&nbsp;<a href="https://www.forbes.com/sites/garydrenik/2021/08/12/looking-within-how-internal-mobility-tools-are-helping-businesses-succeed/?sh=23ba5e2246e0" target="_blank" rel="noopener noreferrer">94% of employees say they would stay in their current position</a>&nbsp;if they only had support to learn and grow. The software helps us to nurture continued growth and upskilling as well as ensuring we allot time to have conversations about career aspirations, taking the pressure off of employees to find the right moment. Not only are we striving to develop and grow our own internal recruitment channels, however, but to bring this mind-set into the other workforces we interact with, with the knowledge that&nbsp;<a href="https://www2.deloitte.com/us/en/insights/focus/human-capital-trends/2019/internal-talent-mobility.html" target="_blank" rel="noopener noreferrer">94% of HR professionals believe that internal recruitment</a>&nbsp;is key to retaining the most valuable talent.
There are plenty of other tools that can aid companies in broadening their internal recruitment channels.&nbsp;<a href="https://gloat.com/" target="_blank" rel="noopener noreferrer">Gloat</a>, another platform, aims to make companies more agile and adaptable through AI technology which tracks employees&rsquo; skills, experiences and career goals to help uncover hidden talent. The platform takes a two-pronged approach, offering both workforce intelligence and then the capability to move and relocate this talent efficiently and effectively.&nbsp;<a href="https://fuel50.com/" target="_blank" rel="noopener noreferrer">Fuel50</a>&nbsp;also uses AI, promising a 60% increase in talent retention and a 55% improvement in mobility with their &lsquo;hyper-personalised marketplace,&rsquo; which continually alerts employees as to new opportunities available to them.
Skillsize takes a different angle, offering you the capability to break down candidate&rsquo;s hard and soft skills and then match these to potential roles within your organisation that math this candidate&rsquo;s potential, giving both hiring and candidate a potential career path that they previously would not have been aware of.
Deloitte, Forbes and LinkedIn are just three of the names signalling the importance of internal recruitment in development, with the latter noting that &lsquo;<a href="https://www2.deloitte.com/us/en/insights/focus/human-capital-trends/2019/internal-talent-mobility.html" target="_blank" rel="noopener noreferrer">unsurprisingly the early adopters of this shift [to internal recruitment] have come from the technology industry</a>&rsquo;. So, if you&rsquo;re finding it hard to fill a role, or are looking to begin making the shift to a more flexible and streamlined workplace &ndash; consider improving internal mobility options.
Are you wondering how you can make the most of this potentially under-valued recruitment channel? Reach out to me<a href="mailto:darren.topping@lorienglobal.com" target="_blank" rel="noopener">&nbsp;here</a>&nbsp;to learn how you can access your hidden talent, improve internal engagement, and optimise your resources to spend more time on growth, and less on attrition.

With the skills gap widening, we examine how organisations can take advantage of existing talent to fill open roles.

Internal mobility – the most under-valued hiring channel?

Impellam Group has been named a leader in Everest Group's Contingent Workforce Management (CWM) / Managed Service Provider (MSP) PEAK Matrix&reg; 2022 and in Services Procurement / Statement of Work (SOW) PEAK Matrix&reg; Assessment 2022. Impellam is one of only four companies around the globe to be named a Leader in both categories.
The Everest Group PEAK Matrix&reg; is a global framework used to assess the market success and overall delivery capability of CMW/MSP and Services Procurement/SOW service providers, classifying them into three categories of Leaders, Major Contenders and Aspirants.
Impellam Group has achieved Leader status in both the CWM/MSP and Services Procurement/SOW assessments &ndash; one of only four global service providers to do so. The 2022 analysis for Impellam Group combines the data and capability of four of our brands, Guidant Global, Comensura, Lorien and Medacs Global Group. This builds on the Leadership status achieved by Guidant Global in 2021 and previous years.&nbsp;
&ldquo;I am very proud that the Impellam Group and our global MSP and SOW brands have achieved the coveted Leader status in Everest Group assessments,&rdquo; commented Julia Robertson, CEO of Impellam Group. &ldquo;We&rsquo;ve been recognised for our rich experience, collaborative approach and diversified portfolio. Our strength and continued status in these growing outsourcing markets comes from our willingness to make significant investments in our people and technology, our belief in the power of work, and our ability to help our customers to build better businesses.&rdquo;
Krishna Charan, Practice Director, Everest Group, added: &ldquo;Impellam Group&rsquo;s continued investments in technology, consulting-driven offerings and initiatives, and services procurement solutions enabled its positioning as a Leader on Everest Group&rsquo;s CWM/MSP PEAK Matrix&reg; 2022. And its investments in developing requisite people and technology capabilities, and ability to cater to stand-alone services procurement clients, have helped position it as a Leader on Everest Group&rsquo;s Services Procurement/SOW PEAK Matrix&reg; 2022.&rdquo;
About the Everest Group PEAK Matrix&reg; Assessment
Everest Group&rsquo;s PEAK Matrix&reg; Assessment reports provide the analysis and insights enterprises need to make critical selection decisions about global services providers, locations, products and solutions within various market segments.
Leading organisations around the globe trust these comparative assessments because of their unbiased evaluation of factors such as vision, capabilities, functionality, talent availability, market success, impact and cost.
If you are in need of a collaborative and innovative workforce solutions partner, please contact us&nbsp;<a href="../../../../../../contact-us" target="_self">here.</a>
<article class="rich-text-article">
Impellam Group has been named a leader in Everest Group's&nbsp;Contingent Workforce Management (CWM) / Managed Service Provider (MSP) PEAK Matrix&reg; 2022 and in&nbsp;Services Procurement / Statement of Work (SOW) PEAK Matrix&reg; Assessment 2022. Impellam is one of only four companies around the globe to be named a Leader in both categories.
The Everest Group PEAK Matrix&reg; is a global framework used to assess the market success and overall delivery capability of CMW/MSP and Services Procurement/SOW service providers, classifying them into three categories of Leaders, Major Contenders and Aspirants.
</article>

Impellam Group has achieved Leader status in both the CWM/MSP and Services Procurement/SOW assessments – one of only four global service providers to do so.

Impellam Group Named Leader in Everest Group Reports

It&rsquo;s no secret that tech is a UK economic powerhouse. In 2022,&nbsp;<a href="https://technation.io/a-decade-of-uk-tech/#key-statistics" target="_blank" rel="noopener">the UK&rsquo;s tech ecosystem was valued at $1 trillion</a>&nbsp;&ndash; the third highest in the world &ndash; and&nbsp;<a href="https://www.gov.uk/government/statistics/dcms-economic-estimates-2019-gross-value-added/dcms-economic-estimates-2019-provisional-gross-value-added" target="_blank" rel="noopener noreferrer">in 2019, digital contributed over &pound;150bn in GVA (gross value added) to the UK economy</a>.
As inflation soars, the economy is stuttering. Supply chain disruptions, challenging markets, and the energy crisis are all contributing to a cost-of-living squeeze.
We know that one of our strongest growth markets is technology &ndash; with&nbsp;<a href="https://www.techuk.org/resource/tech-nation-s-2021-report-shows-a-resilient-uk-tech-sector-despite-brexit-and-the-pandemic.html" target="_blank" rel="noopener noreferrer">tech&rsquo;s GVA contribution growing on average 7% each year since 2016</a>&nbsp;&ndash; and supercharging this is where I believe the answer to boosting the economy lies. But first we must clear some of the industry&rsquo;s hurdles to success and we must do that together. With the prize of economic growth in mind, it has never been more urgent for the tech ecosystem and the industries which support it to collaborate. Before it&rsquo;s too late.
<h3>The strength of the UK tech ecosystem</h3>
Last year, the UK cemented itself as a global tech hub as it reported its highest ever level of investment, with&nbsp;<a href="https://www.growthcapitalventures.co.uk/insights/blog/what-2021s-record-year-for-uk-tech-investment-means-for-experienced-investors">over &pound;29.4 billion invested</a>&nbsp;across tech start-ups and scaleups. At the same time,&nbsp;<a href="https://techdatanewsflash.co.uk/news/nearly-40000-new-tech-companies-incorporated-in-the-uk-last-year/5133" target="_blank" rel="noopener noreferrer">nearly 40,000 tech companies</a>&nbsp;were incorporated - a&nbsp;<a href="https://techdatanewsflash.co.uk/news/nearly-40000-new-tech-companies-incorporated-in-the-uk-last-year/5133" target="_blank" rel="noopener noreferrer">62% increase</a>&nbsp;compared to 2020.
The UK is leading the way in multiple tech sub-sectors and in multiple regions. London has become an&nbsp;<a href="https://techdatanewsflash.co.uk/news/nearly-40000-new-tech-companies-incorporated-in-the-uk-last-year/5133" target="_blank" rel="noopener noreferrer">economic centre</a>&nbsp;for many of these businesses, acting as a global tech services hub and a launchpad for innovation. In 2022 so far, more than&nbsp;<a href="https://technation.io/news/uk-tech-q1-2022-investment-update/#:~:text=More%20than%201%2C000%20UK%20tech,other%20global%20hub%20this%20year." target="_blank" rel="noopener noreferrer">1,000 UK tech start-ups raised investment</a>, with the FinTech sector accounting for half of the&nbsp;<a href="https://technation.io/news/uk-tech-q1-2022-investment-update/#:~:text=More%20than%201%2C000%20UK%20tech,other%20global%20hub%20this%20year." target="_blank" rel="noopener noreferrer">$25.6 billion raised.</a>
All of this points to a booming (and growing) tech economy, with the UK hosting some of the best technologists in the world. Crucially, the industry shows no signs of slowing down &ndash; with&nbsp;<a href="https://www.techuk.org/resource/digital-economy-monitor-q1-2022-results.html" target="_blank" rel="noopener noreferrer">70% of techUK members planning to increase tech investment and 60% to increase headcount</a>.
Sustaining this growth will be key to economic security. The issue we now collectively face, however, is we do not have enough digital talent to deliver to the tech industry.
<h3>The digital skills shortage</h3>
The pandemic led to an unprecedented urgency to move to a digital world, and that demanded more tech experts &ndash; and quickly.&nbsp;<a href="https://www.computerweekly.com/news/252521648/British-businesses-to-recognise-Google-skills-certificates" target="_blank" rel="noopener noreferrer">46% of tech companies</a>&nbsp;are still struggling to recruit for digital roles.
Simply put, there is not enough digital talent in the UK to be delivered and, without that being addressed, none of the UK&rsquo;s growth opportunities can be realised. There is a fantastic appetite from the business community, but the challenge is, how do you find the people?
With a looming<a href="https://www.bbc.co.uk/news/business-62405037" target="_blank" rel="noopener noreferrer">&nbsp;recession</a>&nbsp;soon to hit, the only way to combat these collective problems is to come together. Without the right talent in place, it will be impossible to accelerate R&amp;D and innovation, to achieve digital business transformation, and to build a more sustainable infrastructure. And that&rsquo;s everyone&rsquo;s problem.
<h3>How to save the economy</h3>
It&rsquo;s time to start thinking outside the box. We are fortunate to have some of the most mature and capable staffing markets and communities in the world, which can support talent attraction. We also have some of the most experienced consultancies and system integrators, access to some of the best and fastest-growing technology vendors, and some of the most forward-thinking clients when it comes to becoming digital-first.
It's important that we lean into that experience now to improve opportunities in the UK. We need to start having frank conversations with all invested parties to generate new ideas, increase dynamism, and to become more receptive to trying new things.
This includes being open minded to trying and combining different talent models, such as a workforce mix of permanent, contract, employed consultant, and SoW to acquire the same skills. And the same goes for the talent itself. Static expectations around years of experience risk leaving organisations behind. But companies that are willing to consider upskilling and cross-skilling adjacent talent (those with similar skillsets or tech stack experiences) suddenly have a much wider pool to choose from.
If we carry on with the same tired solutions, our potential for growth is capped. Organisations need to be open to new ideas, meanwhile recruiters, vendors, and consultancies need to collaborate to discover new solutions. Communication will also be important for agreeing some of the more fundamental challenges the UK tech scene faces, such as R&amp;D and the impact of Brexit, in order to guide the government on legislation that will support rather than hinder tech growth.
We&rsquo;re already seeing some great examples in the market of businesses working to close the gap. Recruit-train-deploy models are rising in popularity, with recruiters working alongside tech vendors to train up high potential talent they have discovered, ready to be deployed on client site or on a consultancy project. Clients are working more closely with recruiters to widen their reach &ndash; such as building flexible working into a job spec to encourage more diverse talent. Meanwhile, tech vendors are working with companies to upskill talent faster.
For example, Google has offered&nbsp;<a href="https://www.itpro.co.uk/business-strategy/careers-training/367625/google-offers-uk-smbs-ps87000-scholarships-to-boost-tech" target="_blank" rel="noopener">up to 500 Career Certificate Scholarships</a>&nbsp;for SMBs to help them grow and develop high-impact tech skills though upskilling existing employees. Additionally,&nbsp;<a href="https://www.itpro.co.uk/business-strategy/careers-training/367625/google-offers-uk-smbs-ps87000-scholarships-to-boost-tech" target="_blank" rel="noopener noreferrer">Google will be visiting towns</a>&nbsp;and cities across the UK to teach small businesses and individuals digital skills, CV writing classes and coding &ndash; providing a welcome boost to re-skilling and upskilling opportunities.
Some UK businesses have&nbsp;<a href="https://www.computerweekly.com/news/252521648/British-businesses-to-recognise-Google-skills-certificates" target="_blank" rel="noopener noreferrer">promised to recognise Google&rsquo;s Career Certificates</a>&nbsp;in a joint effort to drive down skill shortages, with&nbsp;<a href="https://www.computerweekly.com/news/252521648/British-businesses-to-recognise-Google-skills-certificates" target="_blank" rel="noopener noreferrer">the BBC, BT, Deloitte and John Lewis</a>&nbsp;creating an Employer Consortium to consider candidates who have completed career certificates for roles within their companies.
A fully-optimised technology industry is one of our best chances of economic recovery and long-term growth &ndash; but we have to do this together.
<h3>Recruiters need to deliver</h3>
Just as organisations have a responsibility, recruiters too need to be innovative and committed to solving customer problems by creating different solutions. By presenting the right solution for the customer, regardless of commercial gain, recruiters can focus on delivering the right results for growth.
As recruiters, we need to be honest, take the trust we have been given and ensure our clients get the best solution. As well as some of the best tech businesses, the UK is also host to some of the best recruiters, with the most experienced hands. Confidence is key and recruiters have a duty to know their market inside-out. The easiest answer isn&rsquo;t always the right one, and we need to ensure the conversations we have are clear, candid, and always with the best of intentions. In return, clients need to trust in the expertise of those they work with &ndash; and where there isn&rsquo;t trust, look to specialists in digital like&nbsp;<a href="https://www.lorienglobal.com/client-services" target="_blank" rel="noopener noreferrer">Lorien</a>&nbsp;instead.
We should be striving towards expert-to-expert engagement focused on collective goals &ndash; energising the tech market to counteract the current state of the economy. When we work together, the road to success is easy. Technology is our biggest success story and our best chance of a swift economic recovery. But only if we pull together and partner properly. It is truly, &lsquo;all for one, and one for all&rsquo;.

As inflation soars, the economy is stuttering. We know that one of our strongest growth markets is technology and supercharging this is where I believe the answer to boosting the economy lies. But first we must clear some of the industry’s hurdles to success and we must do that together.

Tech can turn the economic tide – but only if we all work together

With the job market brimming with new opportunities and&nbsp;<a href="https://www.ons.gov.uk/employmentandlabourmarket/peopleinwork/employmentandemployeetypes/bulletins/jobsandvacanciesintheuk/june2022" target="_blank" rel="noopener noreferrer">a new record of 1.3 million job vacancies</a>&nbsp;as of May 2022, many workers are continuing to search for new roles. It was recently reported that&nbsp;<a href="https://www.bbc.co.uk/news/business-61552546" target="_blank" rel="noopener noreferrer">one in five employees expect to change jobs in 2022</a>&nbsp;to achieve better pay and job satisfaction, and with that in mind, we&rsquo;ve put together our top tips for anyone who is about to begin a new role below.
<h3>First day nerves</h3>
It&rsquo;s completely natural to feel nervous before starting a new job &ndash; it&rsquo;s a new environment with fresh faces and it&rsquo;s all brand new. The best advice here is that everyone has been in your shoes, and everyone has survived it. Many candidates feel stressed about misjudging their situation, with thoughts like &ldquo;should I have stayed where I was before?&rdquo; or &ldquo;what if the role isn&rsquo;t as suited to me as I thought?&rdquo;.
It&rsquo;s important to remember that you started your job search for a reason &ndash; be it more flexibility, a pay rise or simply to move on &ndash; and that motivation has led you here. You applied for the role and were accepted by management; that&rsquo;s two people who feel you fit in perfectly.
Everything will feel clunky at first as you settle into your new role and routine, but the likelihood that the above questions will fade is high. In a worst-case scenario, the job market is buoyant with opportunities aplenty and if something doesn&rsquo;t seem to work for you, there are plenty more fish in the sea.
<h3>Plan your first week</h3>
Ease the first day anxieties by planning your week. You should plan your route in if you&rsquo;re working in the office at any point, ideally doing a trial run to see how long it will take you, and from there you can factor in delays such as travel cancellations and running late.
If you&rsquo;re working from home, ensure you have the necessary equipment from your new employer at least two working days before you start. You should also test the equipment &ndash; turn on your laptop or computer and use log-in details (if provided) to set it up. More often than not, a piece of technical equipment will install updates and additional software when you log-in and so turning on prior to your first day will save you time and ensure you can start promptly and on-time. Other equipment may include headsets, keyboards, and a mouse, and you should test those where possible.
It is also handy to know what exactly your first week will entail. Reaching out to your new manager for a rough schedule will highlight your organisational skills, while keeping you prepared.
<h3>Important introductions</h3>
When you begin your new role, you will be introduced to a host of new people &ndash; both members of your team and employees of the wider company. It is easier said than done but you should try to remember all names and greet everyone with a polite handshake. Showing you remember their name will make you appear professional, and you won&rsquo;t be stuck when you next speak to them &ndash; saving potential embarrassment!
Don&rsquo;t be afraid to take notes during this time &ndash; jotting down important processes, people you should know, and where to go to for what, will all help you settle in faster.
You&rsquo;ll also be introduced to the company ethos &ndash; ensure your behaviour and attitude fits in with this. For example, one of Lorien&rsquo;s values is to undergo continuous transformation &ndash; we are tech recruiters, so we expect our recruiters to recognise the latest trends and be mindful of what&rsquo;s happening in the market. You will normally be informed of your company&rsquo;s ethos or values before or during your first week so be sure to make a note of them.
<h3>Ask questions</h3>
As the saying goes; there is no such thing as a silly question, so you should ask members of your team, or ideally your manager, any questions you have relating to the role, the company or other general work queries.
Questions will convey your interest in your role and the business and may even spark an interesting conversation with your colleagues or your manager. Questions will also help you to perform better as you have a better understanding of what is expected of you. Many employees, both new and established, are reluctant to seek advice or ask questions, but&nbsp;<a href="https://nypost.com/2020/03/01/want-to-succeed-never-be-afraid-to-ask-questions/">research shows that 70% of managerial help</a>&nbsp;is given to those who ask for it, and it can be hard for others to pick up when you are confused or require guidance.
Essentially, asking more questions will lead to a job well-done, so you should ask away.
Starting a new job is a momentous time in your life, and while nerves are perfectly natural, they&rsquo;re also a good indicator that you are excited for what&rsquo;s to come &ndash; so embrace them! If you&rsquo;re still not completely certain of your next move though, know that the door to different opportunities is never fully closed, and we are always on hand to help guide you to a role where you truly belong.
And if you&rsquo;re still on the job hunt? Don&rsquo;t worry, we have hundreds of live opportunities with exciting clients that want to hire someone just like you! Check out our&nbsp;<a href="https://www.lorienglobal.com/jobs">latest vacancies</a>&nbsp;to find a role where you can fulfil your potential and apply today.

With the job market brimming with new opportunities and a new record of 1.3 million job vacancies as of May 2022, many workers are continuing to search for new roles. It was recently reported that one in five employees expect to change jobs in 2022 to achieve better pay and job satisfaction, and with that in mind, we’ve put together our top tips for anyone who is about to begin a new role.

Top tips for starting a new job

As the tech skill shortage continues, organisations are looking at all solutions possible to solve this problem. Often, our tendency is to look to the next generation: investing in early talent schemes, for example. But does our obsession with &lsquo;what&rsquo;s next&rsquo; mean that we are missing out on talent towards the other end of the spectrum? Those aged 50 years and over have seen <a href="https://www.ons.gov.uk/employmentandlabourmarket/peoplenotinwork/unemployment/articles/impactofcoronavirusonpeopleaged50to70yearsandtheiremploymentafterthepandemic/2022-03-14" target="_blank" rel="noopener">the largest increase of inactive people</a> amongst all age groups since the start of the pandemic. I wanted to explore further how this demographic of workers could be being overlooked and how they could be a vital talent pool for organisations.&nbsp;
<h3>Focus on the younger generations</h3>
Generation Z currently&nbsp;<a href="https://online.csp.edu/resources/infographic/generation-z-in-the-workforce/#:~:text=GEN%20Z%20AT%20WORK,and%20consumer%20population%20by%202020." target="_blank" rel="noopener noreferrer">make up 40%</a>&nbsp;of the workforce as they outnumber their Baby Boomer, Generation X and Millennial co-workers, meaning there is more focus on attracting and retaining them.&nbsp;<a href="https://www.iod.com/news/employment-and-skills/top-benefits-that-uk-employees-want-the-most/" target="_blank" rel="noopener noreferrer">Flexible working, mental health support and specifically curated packages</a>&nbsp;are some of the many benefits being pitched to particularly attract the younger workforce, but what about the older workforce? With the&nbsp;<a href="https://www.ons.gov.uk/employmentandlabourmarket/peopleinwork/employmentandemployeetypes/articles/reasonsforworkersagedover50yearsleavingemploymentsincethestartofthecoronaviruspandemic/2022-03-14">ONS highlighting</a>&nbsp;that adults in their 50s were more likely to leave a role due to stress, mental health or a change in lifestyle, it&rsquo;s apparent that organisations should be doing more to attract and retain those over 50.
Older workers have largely suffered at the hands of the pandemic, with them being&nbsp;<a href="https://ageing-better.org.uk/context-state-ageing-2022" target="_blank" rel="noopener noreferrer">more likely to have been made redundant</a>&nbsp;and they are now less likely to be reemployed in comparison to younger workers, leading to&nbsp;<a href="https://ageing-better.org.uk/context-state-ageing-2022" target="_blank" rel="noopener noreferrer">19,000 more people</a>&nbsp;between 50 and 64 being unemployed. In fact,&nbsp;<a href="https://ageing-better.org.uk/context-state-ageing-2022" target="_blank" rel="noopener noreferrer">workers younger than 50</a>&nbsp;were almost twice as likely to find a new job within six months, with many older workers turning to part-time and temporary work as they continue their search.
These impacting factors could leave the older workforce more financially vulnerable as the retirement age continues to move up &ndash;&nbsp;<a href="https://www.nidirect.gov.uk/articles/check-your-state-pension-age" target="_blank" rel="noopener noreferrer">originally being equalized</a>&nbsp;at 65 in 2018, increasing to 66 in 2020 and raised to 67 by 2028 &ndash; and the cost of living crisis worsens. The fact of the matter may be that many over 50s will want to work for longer, whether by choice or necessity, and organisations will need to learn how to access those skills as talent shortages continue.
<h3>Why do older workers miss out?</h3>
Countless surveys have found that&nbsp;<a href="https://www.ciphr.com/workplace-discrimination-statistics/#:~:text=The%20most%20common%20form%20of,workplace%20discrimination%20based%20on%20their" target="_blank" rel="noopener noreferrer">age is the biggest type of workplace discrimination</a>&nbsp;experienced in the UK, and many cite age as the&nbsp;<a href="https://www.peoplemanagement.co.uk/article/1742752/age-biggest-barrier-career-progression-survey-finds" target="_blank" rel="noopener noreferrer">number one barrier</a>&nbsp;to job opportunities.&nbsp;<a href="https://www.ageuk.org.uk/globalassets/age-uk/documents/policy-positions/cross-cutting-issues/ageism-and-age-equality-pp-great-britain-august-2018.pdf" target="_blank" rel="noopener noreferrer">36% of workers</a>&nbsp;over 50 believe they have been disadvantaged at work because of their age and&nbsp;<a href="https://www.dentons.com/en/insights/articles/2021/october/21/age-discrimination-in-the-uk-employment-market" target="_blank" rel="noopener noreferrer">52% of jobseekers</a>&nbsp;believe their age meant they were less likely to receive job offers, showing the clear bias of the UK job market.
Although age discrimination is the most common form of workplace discrimination, it is very rarely spoken about within organisations or the wider UK job market. This means that often the experiences of older workers are overlooked. Older workers are also more&nbsp;<a href="https://www.peoplemanagement.co.uk/article/1742752/age-biggest-barrier-career-progression-survey-finds" target="_blank" rel="noopener noreferrer">likely to say their age is seen as an issue at work</a>&nbsp;with certain&nbsp;<a href="https://blogs.lse.ac.uk/businessreview/2022/02/03/ageism-in-the-workplace-the-privilege-of-being-the-right-age/" target="_blank" rel="noopener noreferrer">perceptions surrounding older workers</a>, such as being less adaptable or having less tech knowledge, proving difficult to shake. Society perpetuates stereotypes that lead to age discrimination and general negative attitudes towards older workers, even though these stereotypes are completely unfounded.
Often age discrimination doesn&rsquo;t happen on purpose, it&rsquo;s an unconscious bias ingrained in workplaces that occurs repeatedly, but that doesn&rsquo;t mean it doesn&rsquo;t affect the victim of the discrimination. We recently spoke about this on our&nbsp;<a href="https://open.spotify.com/episode/4hMj3yAwx7rzYdggEVjeSh?si=df9d6812d0954c5f" target="_blank" rel="noopener noreferrer">Lorien podcast</a>,&nbsp;which was focused on menopause, with one example given that a woman was embarrassed to speak about the pain and discomfort she was in, and her employer was ignorant to it, so she chose to leave. If an employer could educate themselves and their workers on health issues and other problems that older workers experience, then perhaps the high percentage of age discrimination experienced would decrease.
<h3>What opportunities are there?</h3>
With the potential of having five different generations in the workplace at the same time, the opportunities to derive value from older workers are aplenty. As one of the oldest working generations, those over 50 have proven they are adaptable in the workplace as tech continues to advance and they continue to embrace it, as an example, with the inventions of&nbsp;<a href="https://www.godisageek.com/2021/03/the-best-inventions-of-the-past-50-years/" target="_blank" rel="noopener">Google, social media and mobile phones</a>&nbsp;occurring in their working careers. This ability to learn and adjust in the workplace should not be overlooked, as it&rsquo;s a vital skill that many of the younger workforce will not possess to such a level. It also assures organisations that older workers could confidently re-skill and assist in helping with the talent shortage.
There is also a great opportunity to rebalance the workplace with diverse opinions and mentoring programmes. It is undoubtably a good thing to have workers from as many generations as possible to create a dynamic and diverse workforce, and older workers can play a valuable role in supporting and nurturing new talent. Each generation has something to learn from the other, be it expertise or practical skills and a mentoring system would enrich the workplace and allows each employee to bring their own unique skills to the table.
Additionally, many employers have opted to take part in the&nbsp;<a href="https://www.4dayweek.com/ukpilot" target="_blank" rel="noopener noreferrer">four-day working week pilot</a>&nbsp;programme, with other countries such as New Zealand and Belgium embracing this too. With the four-day working week and flexible and hybrid working models offered regularly by employers, many benefits that workers over 50 desire are already in place. Employers could also offer the option to job share to maintain a heathy work/life balance and avoid unnecessary stress in the workplace.
Without doubt there are opportunities for organisations to bolster their hiring through directly creating attraction and retention campaigns for older workers, and this is something that we will absolutely be focussing on in our client solutions.
How do you think the over 50s will influence the workplace? Let me know&nbsp;<a target="_blank" rel="noopener noreferrer">here</a>. For more Lorien insights,&nbsp;<a href="https://www.lorienglobal.com/insights">click here.</a>

As the tech skill shortage continues, organisations are looking at all solutions possible to solve this problem. Often, our tendency is to look to the next generation: investing in early talent schemes, for example. But does our obsession with ‘what’s next’ mean that we are missing out on talent towards the other end of the spectrum?

Are over 50s being overlooked?

Although the word &lsquo;metaverse&rsquo; has been floating around in&nbsp;<a href="https://bigthink.com/the-future/metaverse/" target="_blank" rel="noopener noreferrer">science fiction novels</a>&nbsp;for decades, internet searches for&nbsp;<a href="https://www.mckinsey.com/business-functions/growth-marketing-and-sales/our-insights/marketing-in-the-metaverse-an-opportunity-for-innovation-and-experimentation" target="_blank" rel="noopener noreferrer">the term increased by 7200% last year</a>&nbsp;when Meta &ndash; formerly Facebook - CEO Mark Zuckerberg announced he was building a metaverse that would become&nbsp;<a href="https://digitalagencynetwork.com/is-the-metaverse-the-future-of-digital-marketing/" target="_blank" rel="noopener noreferrer">&lsquo;the next internet&rsquo;</a>. But what is the metaverse, and how will it influence how we market in the future?
<h3>What is the metaverse?</h3>
On a base level, the metaverse is a virtual space that an individual can create and invite others to join. The spaces can be designed for a&nbsp;<a href="https://digitalagencynetwork.com/is-the-metaverse-the-future-of-digital-marketing/" target="_blank" rel="noopener noreferrer">host of activities</a>&nbsp;&ndash; to play, to learn, to shop or to create, alongside other uses. At its core, the metaverse will assist people in connecting with each other, growing communities, and easily developing businesses, so it&rsquo;s no surprise that many organisations are jumping on the chance to plunge in to the metaverse deep end. However, the exact definition of what the metaverse is, or could become, has not yet been agreed on. For example, some experts predict that the&nbsp;<a href="https://www.wired.com/story/what-is-the-metaverse/" target="_blank" rel="noopener noreferrer">metaverse will be a new digital economy</a>, where users can create, buy, and sell goods.&nbsp;<a href="https://www.wired.com/story/what-is-the-metaverse/" target="_blank" rel="noopener noreferrer">Other companies refer to the metaverse as a virtual reality</a>&nbsp;with persistent virtual worlds that continue to exist when you&rsquo;re not playing, alongside an augmented reality. It is clear that the tech world has different predictions and expectations of what the metaverse will be, with no way to confirm who will be correct in their theories.&nbsp; The metaverse is predicted to become an&nbsp;<a href="https://digitalagencynetwork.com/is-the-metaverse-the-future-of-digital-marketing/" target="_blank" rel="noopener noreferrer">$800 billion market by 2024</a>, and companies around the world are willing to immerse themselves in the relatively unknown, with Meta leading the way.&nbsp;<a href="https://www.computerworld.com/article/3653632/are-we-destined-to-work-in-the-metaverse.html" target="_blank" rel="noopener noreferrer">Mark Zuckerberg believes we will all work in a virtual reality environment</a>&nbsp;eventually and is encouraging more businesses to embrace the metaverse, with endless opportunities presented by metaverse technology. It is predicted that&nbsp;<a href="https://www.star-digital.co.uk/blog/what-does-the-metaverse-mean-for-the-future-of-digital-marketing" target="_blank" rel="noopener noreferrer">over 34 million homes will own VR headsets by 2024</a>, making the possibility of metaverse immersion even more likely, whilst experts believe that&nbsp;<a href="https://www.star-digital.co.uk/blog/what-does-the-metaverse-mean-for-the-future-of-digital-marketing" target="_blank" rel="noopener noreferrer">1.7 billion mobile users will be regularly using augmented reality</a>. Clearly the metaverse is an area of rapid development and future predictions play into its favour as 21st century tech users gear up to learn more.
<h3>Metaverse in the future of digital marketing</h3>
The impact of the metaverse on digital marketing is as yet unknown. However, there are already visible opportunities. It&rsquo;s clear that embracing the metaverse will target a younger audience, such as Gen Z as these generations are already&nbsp;<a href="https://influencermarketinghub.com/metaverse-marketing/">avid users of existing metaverses in online and VR games.</a>
Digital marketers who use the metaverse will be able to reach out to customers in unique and creative ways as the metaverse exists and operates in real-time, enabling digital marketers to reach their target market at the right time. This is important for the industry as&nbsp;<a href="https://www.gartner.com/en/digital-markets/insights/what-is-web-3-0" target="_blank" rel="noopener noreferrer">63% of digital marketing leaders struggle to offer personalised experiences</a>&nbsp;&ndash; Web3, the third iteration of the internet, will assist marketing leaders to understand consumer demand and preferences. The information gathered from Web3&rsquo;s analytics will be used by businesses for targeted advertising and delivering relevant content &ndash; all of which is an advantage of being part of the metaverse.&nbsp; <a href="https://ethereum.org/en/web3/" target="_blank" rel="noopener noreferrer">Web3 is a term used for the newest version of the internet being created</a>, with an intent to give power back to the users in the form of ownership. The core ideas of Web3 are that it is decentralized, permissionless, uses cryptocurrency for spending and offers data that lives on the blockchain. I personally believe that digital marketing will soon function exclusively in the metaverse. Although it is in the future, how companies adapt their marketing from traditional digital marketing and physical advertising, such as banners, will be critical to their future success.&nbsp; But when exactly will it hit? It is hard to say &ndash; certainly the next few years. Some elements of the metaverse, particularly those involving Web3, are already in use right now. One example of this is Siri, the interactive Apple feature where a consumer will ask for specifics and Siri, a digital programme, will produce what you are looking for. Due to these existing elements, it is suggested that the transition in to the metaverse, and from Web2 to Web3, will occur quite quickly.&nbsp;
<h3>Limitations of the metaverse</h3>
Whilst the metaverse and Web3 is yet to fully arrive, digital marketing strategies are being changed to encompass these platforms when they become available, which brings with it some complications. One example of this is that&nbsp;<a href="https://www.gartner.com/en/digital-markets/insights/what-is-web-3-0" target="_blank" rel="noopener noreferrer">third-party cookies will soon be removed from existing web browsers</a>, making it difficult to track behaviours and target audiences, acting as a push towards metaverse and Web3 despite it not being available yet. It is not just business leaders that may be alienated by the integration of the metaverse either &ndash; due to the technological requirements, like VR lenses and top-tier computers, accessibility of the metaverse may be limited for many audiences. The current internet, Web2, is mostly accessible worldwide whereas the metaverse and Web3 seems to have an aura of luxury surrounding it due to the cost implications for many users. Due to the lack of accessibility, brands will need to take care when transferring their marketing strategies over to the metaverse as there is a&nbsp;<a href="https://salespanel.io/blog/marketing/metaverse-digital-marketing/" target="_blank" rel="noopener noreferrer">risk of alienating existing customers</a>.&nbsp; There are also many&nbsp;<a href="https://salespanel.io/blog/marketing/metaverse-digital-marketing/" target="_blank" rel="noopener noreferrer">digital security risks</a>&nbsp;to be considered in the move to the metaverse as new technologies always bring the need for updated security measures involving data privacy and protection. Due to the advanced nature of the metaverse and Web3,&nbsp;<a href="https://salespanel.io/blog/marketing/metaverse-digital-marketing/" target="_blank" rel="noopener noreferrer">personal verification may involve the need for more data</a>&nbsp;from users and companies needing to be aware of their privacy risks.&nbsp; As the metaverse will be such a unique and creative space, there will be pressure on marketers to create distinctive content, with an&nbsp;<a href="https://the-cma.com/5-ways-the-web-3-0-era-will-overhaul-digital-marketing-as-we-know-it/" target="_blank" rel="noopener noreferrer">emphasis on quantity too</a>. One blog per week won&rsquo;t cut it for the metaverse as customers will be attracted by short and blunt content that appears to them repeatedly, showing that a business&rsquo;s output needs to be high when the metaverse arrives.&nbsp;
<h3>Recruitment and the metaverse</h3>
There are no two ways about it; metaverse is the future, especially on our way out of a pandemic that shifted most things online. The metaverse is a new world that everyone will be welcome to. In the recruitment world, there are no specific skills required in candidates currently, which is a huge advantage for today&rsquo;s applicants as they begin to develop and upskill. Candidates who immerse themselves in metaverse tech will have the upper hand moving forward. We are in an evolving market, with new skills learnt this year potentially being redundant next year. This is reflected in the metaverse as candidates who do not immerse themselves into the metaverse/Web3 and learn how to take advantage of it from a marketing perspective, will be left behind.&nbsp; How do you think the metaverse will change business? Get in touch with me at&nbsp;<a href="mailto:gary.wale@lorienglobal.com">gary.wale@lorienglobal.com</a>&nbsp;to share your thoughts. For more Lorien insights, click&nbsp;<a href="https://www.lorienglobal.com/business-solutions/specialist-markets" target="_blank" rel="noopener">here</a> to learn more about our digital market service offering and apply for jobs.

What is the metaverse? And how will the metaverse change digital marketing? Lorien's Gary Wale explores.

Moving to the metaverse

For the last decade, big data has been a buzzword for organisations beginning their move into the digital stratosphere. Companies from sectors as diverse as retail and healthcare believed that big data &ndash; and AI &ndash; could effectively solve their data issues with its in-depth analytical capabilities and computing power. But big data isn&rsquo;t a one-method-fits-all, as many organisations have come to realise.
Data remains the foundation for organisations of all sizes and continues to play a key role in predicting behaviours, driving innovation, looking at trends, cost saving and many other features. But does that mean that data has to be big to be powerful? In this blog, I&rsquo;ll analyse the rise &ndash; and fall &ndash; of big data&rsquo;s hype and answer the question we&rsquo;re all wondering &ndash; is big data still relevant?
<h3>Big data vs. small data &ndash; what&rsquo;s the difference?</h3>
Big data &ndash; in case you&rsquo;ve missed it &ndash; is data that is too complex, widespread, rich, or high volume to be easily interpreted by traditional statistical methods (or crucially by the human eye) and requires specific software and expertise to manage.
At first glance, big data in its raw form does not provide a lot of insight without refining it. But once the data begins to be broken down into smaller parts, it can provide useful insights in real-time dashboards. Even though this process can be costly and time-consuming, larger organisations will always have big data sets that will require analysis and so big data will continue to be prevalent in these organisations.
In comparison, small data is easily interpreted by humans due to the volume and format, with the analysis of small data involving more precise, bite-sized metrics. Despite its tiny volume size, small data can be collected, analysed, and acted on relatively quickly, making it useful for assisting with rapid business decisions.
Although big data has become more widespread,&nbsp;<a href="https://www.forbes.com/sites/forbestechcouncil/2022/03/24/small-data-big-impact-making-the-most-of-ai-with-less/?sh=1495e714ff66" target="_blank" rel="noopener noreferrer">Forbes predict</a>s&nbsp;that we will see an increased focus on small data as this approach allows a more agile and scalable business model for many companies, alongside opening the door for more refined data models. Small data also works hand-in-hand with AI and TinyML, a subfield of machine learning that uses traditional ML algorithms to help process smaller data sets faster and more accurately on limited hardware, such as a mobile phone.
Looking ahead, there are many businesses &ndash; particularly small start-ups &ndash; that will want to utilise machine learning, with TinyML offering them the opportunity to do so without the major cost implications. This suggests that small data will become a more popular choice for organisations as they look to cut costs and maximise their data sets.
<h3>Why are businesses moving towards small data?</h3>
Since the mass disruption of the COVID-19 pandemic, data and analytics leaders have been forced to change the way they look and think about their data. Now more than ever it is important for leaders to have the tools and processes in place for them to bounce back from unexpected disruption, and small data plays into this new plan. Small data will amplify business leaders&rsquo; ability to identify key technology trends and priorities &ndash; enabling greater agility.
Additionally, the collection of extremely large data sets over the past decade has meant that many organisations haven&rsquo;t been able to get the full use of their data, which has proved to be costly and potentially wasted resources. As technology continues to evolve, organisations will be less reliant on big data for insights, and keener to get the most out of every inch of interpretable, small data within their organisations.
The small data preference has been reiterated by Gartner, with a prediction that, by 2025,&nbsp;<a href="https://www.gartner.com/en/newsroom/press-releases/2021-05-19-gartner-says-70-percent-of-organizations-will-shift-their-focus-from-big-to-small-and-wide-data-by-2025" target="_blank" rel="noopener">70% of organisations will have shifted their focus from big data to small data</a>. The shift towards automation combined with the use of smaller, more relevant data sets will have a large impact on business decisions, including the ability to be agile and reactionary.
<h3>Small data and AI</h3>
Organisations are aware that there are enormous amounts of data available to them, but they are often unsure on how to use it, especially when it&rsquo;s unstructured. This is where AI has become integral as it can analyse small and large data sets combined with structured and unstructured data.
The current shift towards small data will also provide greater control for feeding quality data into an AI model. For example, many organisations are accumulating large volumes of data but are only receiving general outcomes that are non-specific and cannot gain any valuable insight, leading to wasted data. This contrasts to smaller data sets that can be used to train AI to produce more refined models that will be functional and applicable within their business.
Small data techniques are constantly advancing, and this brings increased accuracy, efficiency, and transparency &ndash; all of which will save time and provide high quality data. Because of this, small and wide data could be at the forefront of data strategies moving forward for many years to come. I believe it is imperative that organisations continue to have access to big, small, and wide data sets, however I am aware that the pandemic has shown that organisations need to adapt and small data fits well into a flexibility model.
For more insights into big and small data, read Lorien&rsquo;s Data Domination whitepaper&nbsp;<a href="https://www.lorienglobal.com/insights/data-domination" target="_blank" rel="noopener">here.</a>&nbsp;Alternatively,&nbsp;<a href="https://www.lorienglobal.com/jobs" target="_blank" rel="noopener">view</a>&nbsp;our latest data roles, or if you have any queries on the blog, please contact me at&nbsp;<a target="_blank" rel="noopener noreferrer">nathan.ballin@lorienglobal.com</a>.

Data remains the foundation for organisations of all sizes and continues to play a key role in predicting behaviours, driving innovation, looking at trends, cost saving and many other features. But does that mean that data has to be big to be powerful?

Is big data still relevant?

We now exist in a world where tech vacancies are&nbsp;<a href="https://technation.io/news/tech-hiring-jobs-skills-2021/" target="_blank" rel="noopener">42% higher than they were pre-pandemic</a>, and salaries in the tech sector are&nbsp;<a href="https://technation.io/a-decade-of-uk-tech/" target="_blank" rel="noopener">36% higher than they were in 2015</a>.&nbsp;
As a result, organisations have to be more proactive than ever in ensuring that candidates in the market see them as a viable employer, whether through the power of their EVP / CVP, market presence, or sheer recruitment activity. It has never been more important for an organisation to stand out amongst its peers and have a clear message to this market.
You&rsquo;ve probably already considered some of the glossier ways you can do this, but have you invested in your candidate experience yet?
Quite often, process can be overlooked as part of your proposition, but prompt timelines and transparency go a long way in developing trust in what your organisation is offering. And trust us, in this climate, being memorable matters.&nbsp; So how can you use your candidate experience to hire and inspire talent?
<h3>Get your timing right</h3>
How long should your process be? Too short and your candidate might not feel like they know you well enough to decide on an offer; too long and they risk being snapped up by a competitor.&nbsp;<a href="https://www.shrm.org/resourcesandtools/hr-topics/technology/pages/study-most-job-seekers-abandon-online-job-applications.aspx" target="_blank" rel="noopener noreferrer">60% of job seekers have quit an application process because of its length and complexity</a>. Lorien research suggests that the optimum time for a permanent candidate to be in process is between 30.5 and 31.5 days from CV submission. After 49 days, candidates are more likely a reject a job offer. Candidates offered at 21 days left are just as likely to say yes as those at 30 days &ndash; but are much less likely to actually start.
<h3>Make use of your hiring managers</h3>
Recent&nbsp;<a href="https://www.microsoft.com/en-us/worklab/work-trend-index" target="_blank" rel="noopener noreferrer">research</a>&nbsp;from Microsoft found that the role of the hiring manager in bedding in new starters has increased over the last two years, with new hires relying on their manager 20% more than pre-pandemic. Even in our new hybrid way of working, hiring managers can be incredibly influential for candidate experience. New starters who were supported by an active hiring manager were&nbsp;<a href="https://www.microsoft.com/en-us/worklab/work-trend-index" target="_blank" rel="noopener noreferrer">3.5 times more likely to say they were satisfied with their onboarding</a>. And a satisfied employee means a better chance of retention. We can incorporate this knowledge into the later recruitment and onboarding process &ndash; notorious periods of risk for candidate poaching.&nbsp;<a href="https://www.linkedin.com/business/talent/blog/talent-acquisition/strategies-to-improve-candidate-experience#:~:text=But%20currently%20only-,7%25,-of%20candidates%20receive" target="_blank" rel="noopener noreferrer">Less than half (46%) of new hires receive a phone call from their new hiring manager prior to starting</a>&nbsp;&ndash; and this is a great opportunity to keep candidates bought-in and excited for the opportunity. For one Lorien client, including hiring managers in the candidate experience journey resulted in reducing early leavers to less than 1%. In addition to streamlining the process, improving feedback loops, and creating EVP-boosting brand content for candidates, Lorien rolled out candidate experience training courses to over 200 hiring managers and created a hiring manager toolkit. Not only did the new process help to cut time-to-hire by a third, but it also kept candidates engaged &ndash; resulting in better employee retention.&nbsp;
<h3>Always give feedback</h3>
It sounds so simple, but you would be surprised how important feedback is to candidate experience.&nbsp;<a href="https://www.linkedin.com/business/talent/blog/talent-acquisition/strategies-to-improve-candidate-experience#:~:text=But%20currently%20only-,7%25,-of%20candidates%20receive" target="_blank" rel="noopener">52% of candidates who receive feedback would like to continue a relationship with the employer</a>&nbsp;&ndash; regardless of how the interview went. With&nbsp;<a href="https://www.linkedin.com/business/talent/blog/talent-acquisition/strategies-to-improve-candidate-experience#:~:text=But%20currently%20only-,7%25,-of%20candidates%20receive" target="_blank" rel="noopener noreferrer">only 7% of candidates receiving a phone call for a rejection</a>, and a massive&nbsp;<a href="https://www.forbes.com/sites/jackkelly/2021/02/17/a-new-study-by-indeed-confirms-that-ghosting-during-the-hiring-process-has-hit-crisis-levels/?sh=6e1cd5999c4e" target="_blank" rel="noopener noreferrer">77% of job seekers reporting having been ghosted by a prospective employer since COVID-19</a>, this is a clear opportunity to scoop up silver medallists and make sure that your brand reputation is spotless in the market. Remember, word travels fast and&nbsp;<a href="https://www.careerarc.com/blog/candidate-experience-study-infographic/" target="_blank" rel="noopener noreferrer">nearly three quarters (72%) of candidates that receive a bad experience will share it online or in person</a>. Feedback also goes both ways &ndash; with&nbsp;<a href="https://www.careerarc.com/blog/candidate-experience-study-infographic/" target="_blank" rel="noopener noreferrer">just one in four employers asking directly for feedback from candidates</a>, this is a great way to get some candid views on what you&rsquo;re doing well and what you could be doing better.
<h3>Be transparent and responsive</h3>
Set your candidates up for success by being clear about what you&rsquo;re looking for from the outset. The sooner you can provide information about the interview and recruitment process the better &ndash;&nbsp;<a href="https://www.linkedin.com/business/talent/blog/talent-acquisition/stats-key-to-providing-great-candidate-experience" target="_blank" rel="noopener noreferrer">48% of candidates respond positively to receiving information on interviews beforehand</a>. Being clear about expectations, stages and decision makers will help your candidates prepare for interviews more effectively &ndash; enabling them to put their best foot forward. Meanwhile regular communication and expectation management will keep even the most desirable candidates engaged while they work through the process.&nbsp; Transparency is also important from the outset &ndash; clear job descriptions, details of compensation, and expectations around things like flexibility will all help to attract the right talent.&nbsp;
<h3>Invest in inclusive practices</h3>
In addition to being the right thing to do, embracing inclusion and diversity as a core recruitment practice can also widen the talent pool. And a diverse business, in turn, can boast business benefits including greater innovation, employee satisfaction, and higher turnover. Unconscious bias training, balanced interview panels, redacted CVs and neutral language can all help to make the recruitment process feel more inclusive and equitable. Perhaps of interest is that ED&amp;I is also now a tipping point for all applicants &ndash;&nbsp;<a href="https://www.linkedin.com/business/talent/blog/talent-acquisition/what-candidates-really-think-about-diversity-statements#:~:text=statement%2C%20two%2Dthirds%20(-,67%25,-)%20of%20the%20respondents" target="_blank" rel="noopener noreferrer">67% of candidates place high importance on ED&amp;I statements that are empathic and intentional</a>&nbsp;and&nbsp;<a href="https://www.glassdoor.com/employers/resources/hr-and-recruiting-stats/?isid=enterprisehub_us&amp;ikw=enterprisehub_us_lead%2Flosing-top-talent-to-the-competition-start-by-assessing-your-employer-branding_textlink_https%3A%2F%2Fwww.glassdoor.com%2Femployers%2Fresources%2Fhr-and-recruiting-stats%2F" target="_blank" rel="noopener noreferrer">one in three job seekers would not apply to a company that did not have a diverse workforce</a>. That means organisations hoping to attract candidates from all walks of life can no longer get by on bland statements and empty promises.&nbsp; We&rsquo;re proud to have been partnered with many of our clients on ED&amp;I initiatives with industry-leading diversity results. For example, for one longstanding Lorien partner, we have contributed to a 37% female intake in technology, compared to an industry average of 17%. We&rsquo;ve seen first-hand the difference that being clear, sincere, and intentional about your ED&amp;I can make to talent acquisition. Putting ED&amp;I at the heart of your process will mean a fairer experience for applicants, and by giving every candidate the chance to shine at interview, you may find talent that you would have otherwise missed.
<h3>Harness your EVP</h3>
There is no better way to build an authentic sense of your brand and encourage candidates with the right &lsquo;fit&rsquo; to self-select into your process than to ensure that your core culture, values, and ethos as an employer are threaded throughout your attraction and recruitment process.&nbsp;<a href="https://www.glassdoor.com/employers/resources/hr-and-recruiting-stats/?isid=enterprisehub_us&amp;ikw=enterprisehub_us_lead%2Flosing-top-talent-to-the-competition-start-by-assessing-your-employer-branding_textlink_https%3A%2F%2Fwww.glassdoor.com%2Femployers%2Fresources%2Fhr-and-recruiting-stats%2F" target="_blank" rel="noopener noreferrer">86% of HR professionals believe that recruitment is becoming more like marketing</a>, as organisations compete for top talent. And with good reason &ndash;&nbsp;<a href="https://businessnewswales.com/79-of-job-seekers-likely-to-use-social-media-to-find-role/">79% of job seekers use social media as part of their job search</a>, and&nbsp;<a href="https://www.glassdoor.com/employers/resources/hr-and-recruiting-stats/?isid=enterprisehub_us&amp;ikw=enterprisehub_us_lead%2Flosing-top-talent-to-the-competition-start-by-assessing-your-employer-branding_textlink_https%3A%2F%2Fwww.glassdoor.com%2Femployers%2Fresources%2Fhr-and-recruiting-stats%2F" target="_blank" rel="noopener noreferrer">75% of job seekers look for an active employer brand when making a decision to apply</a>. Importantly,&nbsp;<a href="https://www.glassdoor.com/employers/resources/hr-and-recruiting-stats/?isid=enterprisehub_us&amp;ikw=enterprisehub_us_lead%2Flosing-top-talent-to-the-competition-start-by-assessing-your-employer-branding_textlink_https%3A%2F%2Fwww.glassdoor.com%2Femployers%2Fresources%2Fhr-and-recruiting-stats%2F" target="_blank" rel="noopener noreferrer">92% of people would be open to a new opportunity if the company had an excellent reputation</a>, meaning that investing in your employer value proposition (EVP) really can help you cinch passive talent.&nbsp; In addition to investing in promoting your EVP externally, organisations might want to consider how they can continuously promote their brand to candidates in process &ndash; candidate packs, office tours (where possible), and talking through values can all help candidates envisage what it might be like to one day work for you.&nbsp; Many Lorien clients choose to partner with us for our recruitment marketing capabilities, which can be added on to any of our talent solutions models, either for isolated work or as ongoing, dedicated resource.&nbsp;
Some examples of how Lorien have helped clients to share their EVP include leveraging social media, running events, designing rich content, creating candidate packs, and building careers websites. For instance, for one client in the financial services sector, Lorien produced 11 events, 50 videos, and over 200 social posts in the first year to position the business as an employer of choice for digital talent. These activities resulted in over 5,000 people engaging with the brand. In a separate example, a focus on direct hire for an insurance client (which including a dedicate onsite resource, strategic initiatives, ownership of a Glassdoor account and the creation of a careers website) resulted in a 174% increase in direct applications and an increase in referrals.&nbsp; We hope you&rsquo;ve enjoyed reading these tips for creating an engaging candidate experience to beat the digital talent crunch. If you would like to explore any of these ideas further or would like more advice on standing out in a crowded market, please don&rsquo;t hesitate to get in touch at&nbsp;<a href="mailto:solutions@lorienglobal.com">solutions@lorienglobal.com</a>&nbsp;or check out our website for the latest insights.

Need to recruit tech talent? Struggling with the competition? Here's how to build an unforgettable candidate experience - to attract, engage and retain.

Candidate experience: what the state of the market tells us about how to hire digital talent

As the recruitment market evolves, and your organisation alongside it, you may be asking yourself whether what once worked for you still does &ndash; and if benchmarking is the answer. Your current contract could be coming up for renewal, you might be experiencing new challenges, or you might be simply wondering what else is out there. In some cases, you may feel you&rsquo;re not as important of a client as you once were &ndash; as I explored in my previous&nbsp;<a href="../../../../../../insights/what-it-means-to-be-an-important-client" target="_blank" rel="noopener noreferrer">blog</a>&nbsp;&ndash; and plan to act. Whatever your reasons for broadening your horizon, in my final blog of the series, I offer my advice on how best to benchmark your RPO or MSP provider and reveal just how easy it can be to assess your current service whilst learning about new potential partners.
<h3>Exploring the market &ndash; why benchmark?</h3>
Benchmarking can be formal or informal, but usually consists of an exploratory exercise where you ask a closed group of potential partners to submit a short proposal detailing how they would work with you and what their fees would be, which you can use as a comparison point for your current service. It&rsquo;s a great way of gathering information about the market to better understand how your current service is performing and what other options and enhancements might be out there. In many cases, benchmarking can help you to elevate your existing service and identify areas of improvement to focus on with your current partner. As a result, many benchmarking exercises result in a customer maintaining their current provider and working together to hone the solution. Occasionally, however, benchmarking instead helps you recognise that a different RPO or MSP partner may be better suited to your needs and gives you the option then to decide whether to embark on a formal tender process.
Effectively, benchmarking helps to answer the question: is the grass really greener?
I believe there is real value to be found in speaking to alternative suppliers &ndash; there is always a return on your investment. In addition to getting a measure of your current partner, benchmarking them against competitors will help you understand challenges in the market and how different providers are tackling them, potential areas for improvement, and new trends in the resourcing world. It can be easy to become slightly removed from market trends, and benchmarking can provide the perspective needed for new ideas &ndash; which can then be implemented with your current provider, or a new partner.
<h3>How does it work?</h3>
An ideal way to assess what&rsquo;s right for your business is to pick between 2-3 potential organisations who may be able to offer a fresh approach. It&rsquo;s sensible to select a range of sizes and provider specialisms to your current MSP or RPO partner to get a broad view of the market. The more information and data you can provide partners with on what you&rsquo;re looking for, the more accurate their proposals.
At Lorien, when asked to participate in a benchmarking process, we do the heavy lifting and provide you with a list of all the essential and desirable information we need in order to model a solution. We then build a short proposal that will help you to visualise what a partnership between Lorien and your business could look and feel like &ndash; covering everything from our proposed account team structure, target operating model, key bios, implementation approach, technology, and additional value add techniques we can bring. We will share indicative costs, and (if you can provide us with some basic spend data), we can also give estimated cost savings. As discussions progress and if you&rsquo;re comfortable to engage in more detail, we will offer presentations, workshops, Q&amp;A sessions, and technology demos to bring our proposal to life.
Exploring the market also provides a great opportunity to review alternative solutions as you speak with challengers to the usual providers and partners who specialise in your pain point areas &ndash; for example technology and digital. You can even conduct your benchmarking according to specific challenges you are facing, such as reducing cost-per-hire or finding niche talent, to see how different players would tackle the same problems. For instance, as a specialist in tech and digital talent solutions at scale, Lorien&rsquo;s RPOs and MSPs often boast direct delivery rates in excess of 85% whilst still offering agility and flexibility - a competitive advantage that many enterprise providers would struggle to replicate.
One of the best things about benchmarking is that beyond providing feedback, it is obligation-free! I&rsquo;ve found during these discussions that some customers realise quickly that things are far from broken with their current partner and have gone on to work collaboratively with them to find ways to bring cost down with cost control initiatives.
Either way, by the end of our discussions, you will be equipped with all the tools to make an informed decision on the future of your current partnership.
<h3>Keeping your partner in the loop</h3>
If you&rsquo;re ready to start a benchmarking process, you may wonder whether you should feel obliged to tell your existing supplier that you&rsquo;re exploring other options. In short &ndash; no. There is no obligation to inform them of your exploratory initiative &ndash; but many customers do choose to do so to give their supplier the option to re-propose their service or leverage a better deal. What you share with your current partner, and how much, is subjective based on your relationship and the level of service you are receiving today. I personally believe that sharing this information provides your current partner with a motivation for them to curate a better deal for your business, however it is dependent on your feelings and the closeness of your partnership today.
Selecting a new RPO or MSP provider can be a time-consuming and energy intensive process. If you aren&rsquo;t completely satisfied with your current provider, but you aren&rsquo;t sure what else is out there or whether you&rsquo;re ready to make the leap, benchmarking can be a useful activity to learn more about prospective partners and see where you could be missing out.
If you are interested in learning more about Lorien&rsquo;s MSP and RPO services,&nbsp;<a href="https://www.lorienglobal.com/business-solutions/rpo-total-talent-acquisition" target="_blank" rel="noopener">click here</a>. We also offer many other talent solutions which are available to view&nbsp;<a href="https://www.lorienglobal.com/business-solutions" target="_blank" rel="noopener">here</a>. If you have any queries or further questions, please contact me at&nbsp;<a href="mailto:joanna.fagbadegun@lorienglobal.com" target="_blank" rel="noopener">joanna.fagbadegun@lorienglobal.com</a>.

As the recruitment market evolves, and your organisation alongside it, you may be asking yourself whether what once worked for you still does – and if benchmarking is the answer. Your current contract could be coming up for renewal, you might be experiencing new challenges, or you might be simply wondering what else is out there.

The value and ease of benchmarking your MSP or RPO partner

You might be surprised how often I&rsquo;m asked that question, particularly by business leaders who are working with an outsourcing recruitment partner (e.g. MSP/RPO) to drive their digital transformation. Shouldn&rsquo;t my partner be making our digital journey easier? Why aren&rsquo;t we seeing better results? Is the talent even out there?
If you&rsquo;re struggling to compete in this fast-paced market, it might be because you&rsquo;re putting your faith in the wrong places. In this blog, I&rsquo;ll be discussing the all-important question, &lsquo;can your current MSP or RPO partner find the tech and digital talent you need&rsquo;, and why it&rsquo;s so important to partner with a business that knows the market inside-out.
<h3>Moving towards a digital future</h3>
Business priorities have changed significantly over the last couple of decades. When recruitment outsourcing first emerged &ndash; around 20 years ago &ndash; capability in technology hiring was considered a core need, but not necessarily the highly critical one it is now.
Today, technology leaders are key decision makers, sitting at the top table and playing a strategic role in the direction a business will take. In current times, how a technology function operates and integrates is crucial to a company&rsquo;s success. Businesses are becoming more and more technology-lead, so it follows that any recruitment partner you choose to work with must have capability and expertise in the tech and digital space.
The beauty of this growing demand for technology skills is that it has born more versatile talent solutions. Specialism is no longer separated from scale or stability, and customers that are investing in digital no longer need to choose between largescale generalists and niche PSLs.
<h3>Achieving specialism at scale</h3>
In my opinion, to deliver a successful MSP or RPO that leverages direct sourcing techniques to amplify a customer&rsquo;s brand, and to provide this across sectors such as e-Commerce, Financial Services, IT Services and Professional Services, your talent solutions provider needs more than just a few IT recruiters nestled amongst a bank of generalists &ndash; they need what Lorien offers; a delivery engine containing hundreds of tech experts who know how to engage, attract and curate top talent for your business.
Lorien is one of the top three technology staffing organisations in the UK, and we&rsquo;re also a member of the largest recruitment group in the country - the Impellam Group. Our specialism in tech and digital sourcing, our understanding of the technology landscape and the extensive proprietary candidate database we have means we can source niche talent for our customers across permanent, contingent and SOW. In most cases we deliver over 90% direct sourcing in tech and digital for our MSP and RPO clients.
From my perspective, working with a tech specialist will give you:
<ul>
<li>Agility to changing market conditions due to our knowledge, network, and expertise</li>
<li>Expert-to-expert engagement with recruiters who speak the same language as their tech candidates, and as a result find the &lsquo;invisible&rsquo; talent your business needs</li>
<li>An understanding of tech and digital candidate sentiment, the communities they engage in, and their key motivators for a move</li>
</ul>
So how can you spot a provider that truly understands the digital landscape?
<h3>Identifying a tech specialist</h3>
The heritage of technology recruitment has run deep through Lorien for the past 40 years. If tech and digital hiring is a pain point for your business, we recommend deep diving when you&rsquo;re talking to a potential RPO or MSP partner and asking for data and evidence on their prowess in this space. For example, they may advise that they are delivering, on average, 75% direct sourcing for a comparable client but when you break it down into which skillsets they are succeeding in direct, and which skillsets they are ultimately using agencies for, you may be surprised to learn that non-tech roles are being sourced directly but tech roles go out to costly agencies much more frequently.
I would also encourage potential clients to look at what their RPO or MSP provider is doing from a CSR and E,D&amp;I tech perspective &ndash; is your potential partner investing in the future of tech with a long-term view? At Lorien, we are keen supporters of the Tech Talent Charter, MAMA.codes and TechGirls, aimed at powering diversity within the future of tech.
So, when you&rsquo;re considering your next recruitment partner, take time to understand if they are true tech and digital recruitment experts, and (dare I even say!) consider looking beyond the household names.
Today I&rsquo;m definitely seeing more clients and potential partners thinking more broadly, looking beyond some of the better-known RPOs and MSPs to discover tech-specialist talent solutions providers, like Lorien, who can deliver at scale.
If you&rsquo;d like to learn more about our tech and digital talent solutions and suite of recruitment services, please contact me at&nbsp;<a href="mailto:joanna.fagbadegun@lorienglobal.com." target="_blank" rel="noopener">joanna.fagbadegun@lorienglobal.com.</a>

If you’re struggling to compete in this fast-paced market, it might be because you’re putting your faith in the wrong places. In this blog, I’ll be discussing the all-important question, ‘can your current MSP or RPO partner find the tech and digital talent you need’'

Can your current recruitment partner find the tech and digital talent you need?

Lorien are delighted to&nbsp;<a href="../../../../../../en/insights/lorien-to-sponsor-coding-classes-in-partnership-with-mamacodes?utm_campaign=mamacodes-pr&amp;utm_source=twitter&amp;utm_medium=social" target="_blank" rel="noopener">continue </a><a href="../../../../../../en/insights/lorien-to-sponsor-coding-classes-in-partnership-with-mamacodes?utm_campaign=mamacodes-pr&amp;utm_source=twitter&amp;utm_medium=social">working&nbsp;</a>with the award-winning coding school MAMA.codes, as they roll out their new app, Looparoo.
Looparoo will enable children aged three to seven around the world to learn to code, even before they can read.&nbsp;The innovative app can be accessed on any laptop or tablet and guides young children to develop digital literacy at their own pace, offering career-enhancing skills and educational screen time.
As Looparoo gears up to be launched, we sat down with co-founder and CEO Liane Katz to discuss all things coding, their new app and how important it is to bring coding to children around the world, particularly those marginalised by the &ldquo;digital divide&rdquo;.
<h3>Tell us about Looparoo and what it&rsquo;s designed for?</h3>
Looparoo is our brand-new app that we hope will help re-define coding education for Early Years children. The app is an important step in providing quality coding education on a global scale in a child-centred way and gives children the creative freedom to express their ideas, experiment and imagine coding adventures. It will be available to children as young as three, including pre-readers, and will be launching in Spring 2022 to children in the UK.
<h3>What inspired you to create Looparoo?</h3>
The idea for the app came about from customer feedback initially. Parents of children who attended our live taught classes were really keen for something for something to continue their learning and coding education journey outside the classroom.
Obviously, COVID-19 then came along, and it changed the landscape because, suddenly, 800 million school children across the world were being home-schooled and there was a huge uptick in appetite for educational technology products. Previous resistance to online learning disappeared overnight. We realised there was a huge opportunity for us to build something that would work as a standalone coding course in children&rsquo;s homes &ndash; giving families the flexibility to fit in education around their schedules. We were able to transition all of our classes to be delivered online in ten days without the loss of a single customer, then set about bringing the app to market.
<h3>What made you take the jump from your previous role to co-founding MAMA.codes?</h3>
I have had quite a varied career, though always working in the digital sector. Initially, I was a journalist at The Guardian newspaper for 12 years and did all sorts of things; online travel editor, multimedia production and news and politics &ndash; but I always worked on the digital side, publishing content into the app and website.
I was then asked to work on a very technical project of re-designing and re-building the website. It was a totally different role for me as I sat between a technical team of 65 developers, the business, the content team and the design team. I had to be the diplomat that translated messages between stakeholders and weigh up their priorities and requirements. On this project, I learned that coding makes the world go round and I realised how creative the developers were. There was a misconception of what coders looked like and who could become a coder; I was very struck by the fact that, out of the 65 developers, 64 of them were men. The Guardian did hire inclusively, it&rsquo;s just female coders were not out there at the time. I then realised that I had been excluded from coding and these kinds of careers through various pressures and social factors, so the developers started to teach me how to code during our lunch breaks. I was steered away from STEM subjects at school and university, and studied languages and humanities, then went into journalism as a graduate.
I absolutely loved learning how to code, and I realised I was applying my skills as a linguist to the language of coding. I also realised that there was no reason why many people I knew couldn&rsquo;t pick it up. I had two young children at the time, and I started looking into how I could get them into coding.
I left my journalism career and started my own independent digital consultancy firm. All of these contracts further drove home for me how crucial it was to be able to code or at least be literate in it. At the same time, coding was being added to the school curriculum and I was thinking, as a parent, &ldquo;how can I help with this?&rdquo;. I began looking at the market for children&rsquo;s coding products and discovered a gap in the market; I couldn&rsquo;t find anything that I thought would engage my very creative daughter.
This gave me the idea to figure out a new way to present coding as something fun and creative that enables children to make things they want to make. I co-founded MAMA.codes with two other London mothers working in digital industries and started out trying to de-mystify coding to parents who were terrified of it, then launched live taught classes across London and online.
<h3>What do you hope the impact of the app Looparoo will be once it&rsquo;s released to children around the world?</h3>
We believe that every child deserves a quality coding education, but the problem is that, although it is on the English national curriculum from age five (and several others around the world such as Ireland and Australia) it&rsquo;s still quite a lottery as to whether your child will be given consistent coding lessons throughout an entire academic year. We all know about the budget pressures schools are facing and being an ICT coordinator is often just one more role forced upon a busy teacher without any budget or guidance. This leaves a gap in the market for products such as Looparoo which are super engaging and develop intrinsic motivations within children to continue their coding journey without draining resources from a parent or teacher.
We always wanted to go international in order to bring a quality coding education to as many children around the world as we could, not only to those who can afford it but to those children who attend our outreach programmes. My business partner Rumbi Pfende is from Zimbabwe and, when she joined me in running MAMA.codes, one of her core motivations was to bring this life-changing skill of learning to code to children outside of the UK who simply wouldn&rsquo;t have that opportunity otherwise. The app is designed so that the instructions are delivered in a child narrated voice via audio, so the child doesn&rsquo;t have to read to take part, learn and have fun. We have also seen that, as we intended, girls absolutely love the app and can identify with the main mascot character who is deliberately not male or female. We hope that the impact will be that coding becomes a fun activity that children around the world ask to do on a regular basis, and that this benefits them in their future career &ndash; whatever that may look like.
<a href="https://www.mama.codes/blog/how-mama-codes-closes-the-digital-divide" target="_blank" rel="noopener">Click here</a>&nbsp;to learn more about Lorien&rsquo;s partnership with MAMA.codes and look at our other incredible initiatives&nbsp;<a href="https://www.lorienglobal.com/about-us/csr-partnerships" target="_blank" rel="noopener">here</a><a href="http:" target="_blank" rel="noopener noreferrer">.</a>

As Looparoo gears up to be launched, we sat down with co-founder and CEO Liane Katz to discuss all things coding, their new app and how important it is to bring coding to children around the world, particularly those marginalised by the “digital divide”.

Lorien supports children to learn to code with MAMA.codes

This interview originally appeared in the March 2022 issue of&nbsp;<a href="https://www.talint.co.uk/insights/talint-international-magazine/" target="_blank" rel="noopener noreferrer">TALiNT International</a>&nbsp;between Dawn Gibson and Lorien&rsquo;s Director for MSP and RPO Annelise Smith on how companies that adopt a holistic talent strategy can slash attrition and broaden their talent pool.
Talent solutions are evolving rapidly as the recruitment industry navigates the huge changes accelerated by the pandemic and digital transformation. Organisations are pushed to be more creative in order to attract and retain staff in a fiercely competitive market. Candidate expectations are also broader and more ambitious &ndash; while a fat salary will always be attractive, today&rsquo;s top talent also want to know they will have access to flexible and/or hybrid working arrangement, as well as ample opportunities for career growth and development. Shifting ground in what the workplace offers and heightened competition for top talent is changing how we go to market &ndash; and surfacing a new talent solution trend.
<h3>Why is total talent management trending?</h3>
The concept of total talent management (TTM) is attracting a lot of interest as a potential way to bridge the gap between traditional recruitment and new market realities. But what does TTM mean in practice? What are the challenges? What are the business benefits and how long does it take to see them?
Annelise Smith, Director of MSP and RPO at global digital, transformation and technology recruitment specialist Lorien, part of the Impellam Group, works with an increasing number of companies contemplating these questions. &ldquo;Total talent management has been talked about for some time from a conceptual perspective, but it&rsquo;s a topic that is now building momentum&rdquo;, she said. &ldquo;We&rsquo;re seeing candidate scarcity getting more and more extreme, and organisations are realising that they have to think differently about talent in general.&rdquo;
&ldquo;While total talent acquisition is more about how we look at the external workforce, total talent management is about having a more cohesive, holistic approach to acquiring, engaging and utilising talent in both the external and internal markets,&rdquo; Smith explained. &ldquo;A TTM approach draws from all sources of talent and, as a result, in theory, the talent pipeline is extended, enabling companies to keep up with shifting and aggressive business demands.&rdquo;
&ldquo;The market is in an evolutionary place. We may start seeing a shift from the big &lsquo;one size fits all&rsquo; MSP/RPO programmes we have been used to. Customers are looking for more agility; they are looking for different solutions, different options and they want to work with providers who can support them with their talent agenda.&rdquo;
<h3>How does TTM work?</h3>
Traditionally, hiring has been organised into distinct silos according to permanent, contingent and Statement of Work (SOW) requirements. TA and HR are responsible for permanent recruitment, whilst procurement handles contingent and SOW.
The evolution towards total talent management is blurring these divisions. TA teams are increasingly playing a key overall role, taking on responsibility for contingent as well as permanent staffing. While SOW continues to primarily sit within procurement, TA leaders are becoming more involved in setting SOW parameters and total talent management does not necessarily mean that a company outsources all of its recruitment to one provider. TTM is more about improving service delivery than cutting costs &ndash; and that means working together and across borders.
&ldquo;It&rsquo;s not about saying it needs one team doing everything related to talent acquisition, because that is probably unrealistic; it&rsquo;s more about having an overall owner, cohesive ways of working and a unified approach,&rdquo; Smith said.
&ldquo;Within a TTM model, you may have an MSP, an RPO provider and a TA team working together to deliver a strategy that comes from above. Business buy-in and CEO sponsorship are absolutely key. If you&rsquo;re rolling out a new model, and trying to break down traditional barriers and silos, there has to be a clear vision and executive sponsorship.&rdquo;
<h3>What are the benefits?</h3>
For organisations that go down this route, the rewards look extremely enticing. TTM promises to deliver not only a wider talent pool, but also a more diverse selection of candidates and a more flexible approach to how works gets done. &ldquo;Any approach that broadens the potential pool of workers, taking away barriers to entry and opening up different types of engagement opportunities, should naturally have a positive impact on diversity,&rdquo; Smith said.
&ldquo;Total talent is about the optimisation of a workforce, and optimisation goes hand-in-hand with diversity. It&rsquo;s long been shown that businesses with a more diverse workforce and inclusive practices tend to outperform their competition. A truly cohesive approach can enable organisations to broaden their diversity aspirations beyond the permanent world, where we have tended to see efforts concentrated to date.&rdquo;
TTM also means looking more analytically at the internal talent pool and alumni candidates, as well as providing opportunities for upskilling and retraining to fulfil business needs and employee goals. Smith expanded: &ldquo;A true total talent management approach is bringing to the table graduates and apprentices, but also the existing workforce &ndash; talent that may well exist right under management&rsquo;s noses, but they don&rsquo;t necessarily have the means of classifying and understanding the potential of that talent, understanding those people&rsquo;s ambitions, what they want to do, what they could do.&rdquo;
&ldquo;If you focus on that internal market, the external market will follow. Reskilling and retraining programmes are going to be fundamental to the importance of any solution.&rdquo;
TTM could also prove a much-needed solution to retention issues. Smith said a 20% reduction in attrition over two years was likely to be a &lsquo;reasonable target&rsquo;. &ldquo;Certainly, for any organisation struggling with attrition, you should see benefits from any approach that utilises the talent available to you in the best possible way,&rdquo; she said. &ldquo;You are looking at your workforce as a whole, you have greater access to data, and are better able to understand all the different interplaying scenarios that are happening, so you can make informed decisions that drive tangible benefits.
&ldquo;I think you will see cost benefits as well. In our current siloed market, we all know of may roles going through a high-cost consultancy or contingent route that should perhaps not be run in the way. Similarly, we see many roles being recruited on a perm basis when a shorter term, albeit higher cost, contingent option would probably be the better route. We all know that; we all see it happening; but it can be hard to break the habit.&rdquo;
<h3>What are the challenges?</h3>
For Smith, the evolution of TTM also offers significant opportunities for HR and TA functions to elevate people strategy as a key business priority but acknowledged this brought with it tough conversations.
&ldquo;The focus of Talent Acquisition functions has to be how best to broaden the net in order to attract and engage the best possible talent &ndash; and that means putting the focus primarily on the talent and what they want rather than what the hiring manager has in the past come to expect. This means evaluating every step of the recruitment proves from attraction strategy, assessment, selection, offer right through to onboarding, to ensure a positive candidate experience. Now more than ever it is the function of TA to educate the business in the role they need to play when it comes to securing the talent they so badly need.&rdquo;
Getting executive buy-in is the first and arguable the greatest challenge, considering TTM is new and largely untested. Employers have to be willing to experiment, find out what works for them and learn from their mistakes.
&ldquo;We need to be really clear about what the business benefits are, and how those business benefits go beyond costs savings,&rdquo; Smith said. &ldquo;What will the approach achieve in terms of access to talent? How will it drive greater diversity? What tangible improvements will your hiring managers see?&rdquo;
&ldquo;TTM is a long-term project requiring considerable change management, so, it is essential for the investment case to be sound. TA, HR, and the C-Suite need to really think about what they are trying to achieve and how to communicate their strategies.&rdquo;
&ldquo;It&rsquo;s about starting small &ndash; building the foundations, focusing on data, process, capability and working from there. It may take years to get a full total talent talent management solution up and running, but you can make small changes along the ay that will have an immediate impact.&rdquo;
<h3>First steps to TTM</h3>
Smith recommends companies trial a total talent acquisition strategy; namely triaging roles to determine if they should be treated as permanent, contingent or SOW, rather than putting roles in the same silos as they always have. &ldquo;Put in a process which enable you to look at each role on its merits, so you are optimising your chances of getting the right talent for the right amount of time, the right price, for that specific requirement considering current market conditions,&rdquo; she said. &ldquo;You can start to see the benefits of those kinds of small changes quite quickly from a coast, quality, and timeframe perspective.&rdquo;
&ldquo;However, it&rsquo;s vital that all stakeholder, from the TA team to RPO/MSP providers and staffing firms, are operating on an even playing field. &ldquo;The customer needs to set the right expectations and encourage a culture which supports collaboration; for example, not having suppliers being played off against each other. It goes back to setting a clear strategy of what we are trying to achieve.&rdquo;
&ldquo;We are already seeing some organisations putting ownership of all the different routes to market in one place, and I believe we will start seeing a lot more demand for teams, either outsourced or internal, to work more closely together and to have more valuable discussions around the right route to market for each role,&rdquo; Smith said. &ldquo;Even if organisations are not thinking about adopting a total talent solution, many realise they need to optimise their operations. The market is changing and that means we need to change with it &ndash; we can&rsquo;t continue to do things the same way we always have done.&rdquo;

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Total Talent Management - a Q&A with Annelise Smith

Organisations are continuing to transition to cloud computing following the pandemic, with the cloud world now offering a host of platforms to explore. Three platforms, however, have established themselves as &lsquo;big names&rsquo; and are the leading the way in cloud service platforms: Amazon Web Service (AWS), Azure (Microsoft) and Google Cloud Platform (GCP). Between the three platforms, they collectively harvested&nbsp;<a href="https://www.theregister.com/2022/05/02/cloud_market_share_q1_2022/" target="_blank" rel="noopener">65% of global spend on cloud computing</a>&nbsp;in Q1 2022 and have outgrown their competition rapidly, leaving other platforms to explore very niche areas in cloud platforms.
As tech experts, Lorien follows the cloud platform market closely in order to inform clients and candidates of any crucial news. We believe it is important for those that serve the cloud platform market to understand how different players will influence the direction of demand.
In our newest blog series, we explore each of the above platforms &ndash; covering their rise to becoming a well-known platform in the cloud industry, the unique features it offers customers and what I think is next for the platform. We start with Google Cloud Platform<a href="https://www.zdnet.com/article/the-top-cloud-providers-of-2021-aws-microsoft-azure-google-cloud-hybrid-saas/" target="_blank" rel="noopener noreferrer">, which is third on the league table on cloud platforms</a>&nbsp;and has gained traction quickly despite being a late entrant to the cloud platform world. We have personally seen huge growth in GCP demand over the last year and that&rsquo;s why we&rsquo;ve chosen to begin with this platform. If you&rsquo;re interested in learning more about roles in GCP, please contact me on&nbsp;<a target="_blank" rel="noopener noreferrer">kaz.yaqub@lorienglobal.com</a>.
<h3>The rise of GCP</h3>
Google Cloud Platform was first founded in 2006, with an official launch in 2011 &ndash; a move that has since secured its place in the three-horse race of cloud services between AWS and Azure. In over a decade of operation, GCP has attracted clients such as&nbsp;<a href="https://interconnected.blog/aws-gcp-real-winners-in-snapchat-growth/" target="_blank" rel="noopener noreferrer">Snapchat</a>,&nbsp;<a href="https://www.cnbc.com/2020/11/16/airbnb-received-cloud-contract-extension-s-1-reveals.html" target="_blank" rel="noopener noreferrer">Airbnb</a>&nbsp;and&nbsp;<a href="https://cloud.google.com/customers/featured/paypal" target="_blank" rel="noopener noreferrer">Paypal</a>&nbsp;as the cloud has become a fixed cost to many businesses.
GCP has experienced significant growth which has only been emphasised further since the pandemic, with organisations realising how essential the cloud is for business and home working. Alongside pandemic growth, GCP cut its operating loss from&nbsp;<a href="https://www.infoworld.com/article/3633195/will-google-cloud-ever-win-over-enterprises.html" target="_blank" rel="noopener">$1.4 billion in Q2 2020 to $591 million by Q2 2021</a>&nbsp;&ndash; an impressive feat given its flexible offerings. GCP has continued to grow its revenue by 50% per year and has established itself as a leading player amongst large competitors in the cloud sphere.
When compared to Google&rsquo;s other offerings, GCP&rsquo;s expansion is vast, particularly within their workspace. In the first quarter of 2022, GCP had increased its employee&nbsp;<a href="https://www.computerweekly.com/news/252516403/Disappointing-earnings-at-Google-but-cloud-still-strong#:~:text=Revenue%20for%20the%20quarter%20grew,operating%20loss%20of%20%24931m." target="_blank" rel="noopener noreferrer">headcount by 7,400</a>, with a majority of new workers employed for technical roles. With an ever-increasing income and workplace, it is unsurprising that GCP continues to be on the rise as a leading cloud service provider.
<h3>Making a mark</h3>
GCP offers a diverse range of services for big data, machine learning, IoT and security and developer tools. There is a&nbsp;<a href="https://cloud.google.com/blog/topics/inside-google-cloud/whats-new-google-cloud">regularly updated blog</a>&nbsp;offering insight into any new updates and services offered by GCP, with new announcements weekly &ndash; such regular updates are a rarity in the cloud sector.
Additionally, GCP is unique in its approach towards security, with Google Cloud VP and GM Sunil Potti highlighting that&nbsp;<a href="https://www.cybersecuritydive.com/news/google-cloud-security-advance/624187/" target="_blank" rel="noopener noreferrer">&ldquo;security is an enabler and differentiator for Google Cloud&rdquo;</a>, a statement which was only solidified by&nbsp;<a href="https://www.protocol.com/enterprise/google-cloud-security-aws-azure" target="_blank" rel="noopener noreferrer">Google&rsquo;s $500m acquisition of security company Siemplify</a>&nbsp;for security orchestration, automation and response in January 2022. As GCP aims to rise above its third place in the public cloud market, it is trying to establish itself as a prevalent player in the security sector. We have recently seen&nbsp;<a href="https://www.protocol.com/enterprise/google-cloud-security-aws-azure" target="_blank" rel="noopener noreferrer">GCP pledge to invest $10 billion over the next five years in cybersecurity</a>, and they have already made a number of multi-billion-dollar acquisitions in this space, including the Siemplify acquisition and a&nbsp;<a href="https://www.protocol.com/enterprise/google-cloud-security-aws-azure" target="_blank" rel="noopener noreferrer">$5.4 billion deal to acquire global cyber defence leader Mandiant</a>.&nbsp;
GCP is also making a mark in developer services, with an interest in offering back-end services to&nbsp;<a href="https://www.cnbc.com/2022/05/06/googles-cloud-group-forms-web3-product-and-engineering-team.html" target="_blank" rel="noopener noreferrer">customers interested in composing their own Web3 software</a>&nbsp;in order to become the first-choice platform for developers. The minds behind Web3 have created bespoke person-to-person systems that will challenge GCP&rsquo;s competition, with future plans hinting at the use of NFTs and cryptocurrency. With GCP following hot trends, it is evident they&rsquo;re keen to carve out their platform as an even bigger name in the cloud services industry.
<h3>GCP in the recruitment sphere</h3>
GCP strikes me as an excellent halfway point between Azure and AWS, with the consumer paying for what they use. With tools similar to AWS, and easier implementation, it&rsquo;s clear to see why many businesses choose to use both services hand-in-hand due to their likeness.
From my view of the industry, I feel that GCP may have unfairly suffered in the rankings due to skill shortages in the current labour market when compared to more established technologies. From my experience, many businesses want GCP experience, but not many candidates have experience with it. However, what we are hoping to see is candidates that are aligned with AWS functionality using those transferable skillsets and clients being willing to cross-train them and transfer them to GCP.
As Lorien&rsquo;s strategy is industry focused, we see these tools in a different light. Our various industry representatives &ndash; Richard in healthcare technology, Ben in financial technology, Zara in professional services, Vitash in retail and Oliver in manufacturing and aviation &ndash; are all able to utilise the variety of tools GCP offers to customers.
From a candidate&rsquo;s perspective, GCP can be used to develop and upskill your careers with the opportunity to undertake any of the 765,000 active technical certifications and earn a Google Cloud digital skill badge that candidates can share on their CV and social profiles. Statistics provided by Google show that&nbsp;<a href="https://cloud.google.com/resources/skill-badge-impact-report" target="_blank" rel="noopener noreferrer">82% of people agreed skill badges</a>&nbsp;awarded by Google helped to showcase their growing cloud skills, enabling candidates to capitalise on their GCP skills to secure high-paying roles.
In the remaining six months of 2022, I predict that more finance and banking businesses will lean towards GCP. However, these organisations will still have an AWS or Azure solution to maximise their usage. This may also lead to many businesses moving away from AWS and Azure in the year ahead and becoming more GCP focused.
For more insights into the Cloud and DevOps industry,&nbsp;<a href="../../../../../../insights?tag=cloud&amp;region=uk">click here</a>. Lorien also has a variety of job opportunities in the sector which are available to&nbsp;<a href="../../../../../../jobs">view here</a>. If you have any further questions please contact me on&nbsp;<a target="_blank" rel="noopener noreferrer">kaz.yaqub@lorienglobal.com</a>.
s into the Cloud and DevOps industry, click here. Lorien also has a variety of job opportunities in the sector which are available to view here. If you have any further questions please <a href="https://www.lorienglobal.com/contact-us">contact us.</a>

In our newest blog series, we explore each of the above platforms – covering their rise to becoming a well-known platform in the cloud industry, the unique features it offers customers and what I think is next for the platform.

Google Cloud Platform – last in the cloud race or unique innovator?

As job vacancies within STEM reached&nbsp;<a href="https://techhq.com/2022/01/tech-jobs-in-uk-surpass-pre-pandemic-levels/" target="_blank" rel="noopener">record levels</a>&nbsp;in 2021, many candidates are looking at relocating around the UK in order to find a role that suits them. Money is pouring into STEM sectors, with the government&nbsp;<a href="https://www.gov.uk/government/news/23-million-to-boost-skills-and-diversity-in-ai-jobs" target="_blank" rel="noopener">using &pound;23 million to boost skills</a>&nbsp;and diversity in AI roles and the&nbsp;<a href="https://www.itpro.co.uk/business-strategy/careers-training/362078/it-vacancies-in-england-and-wales-up-105-in-2021" target="_blank" rel="noopener">UK tech sector raising &pound;29.4 million</a>&nbsp;in 2021. Clearly the UK STEM industry is booming, and candidates are spoiled for choice in choosing a location to work. This blog will highlight key areas in the UK that offer the most to STEM candidates and show that London isn&rsquo;t the only option when looking to relocate.
<h3>London</h3>
It comes as no surprise that England&rsquo;s capital is a hotspot for jobs within STEM. The tech sector currently accounts for&nbsp;<a href="https://www.standard.co.uk/business/one-in-five-london-jobs-is-now-in-tech-new-analysis-finds-adzuna-b956935.html" target="_blank" rel="noopener">more than one in five jobs</a>&nbsp;in London, with almost one third of tech businesses calling the capital home. Yet,&nbsp;<a href="https://www.standard.co.uk/business/one-in-five-london-jobs-is-now-in-tech-new-analysis-finds-adzuna-b956935.html" target="_blank" rel="noopener">tech roles make up over 11% of all vacancies in key London districts</a>.
On top of the high percentage of roles available, London is quickly becoming renowned for the&nbsp;<a href="https://www.cityam.com/london-fast-becoming-a-hotspot-for-crypto-jobs/" target="_blank" rel="noopener">current influx of cryptocurrency roles</a>&nbsp;and has cemented its place as a world leader in the sector with the second-highest number of roles in the world. As of April 2022, there are&nbsp;<a href="https://www.cityam.com/london-fast-becoming-a-hotspot-for-crypto-jobs/" target="_blank" rel="noopener">954 cryptocurrency roles with the majority based in London</a>&nbsp;as the digital trend reaches the UK. London has become a top choice for international tech firms to expand and has drawn more&nbsp;<a href="https://www.uktech.news/tech-hubs/the-south-east-of-england/london/london-us-tech-expansion-20220511">tech investment projects from America</a>&nbsp;than any other worldwide city in the last five years. Recent data shows&nbsp;<a href="https://www.uktech.news/tech-hubs/the-south-east-of-england/london/london-us-tech-expansion-20220511" target="_blank" rel="noopener">that London has attracted 251 tech investment projects</a>&nbsp;&ndash; which have in turn created 9,000 new roles &ndash; and have surpassed other cities such as Singapore, which has drawn only 154 tech investment projects.
Other established tech companies that already have a presence within the UK have focused their efforts in London such as&nbsp;<a href="https://www.uktech.news/tech-hubs/the-south-east-of-england/london/google-london-office-buy-20220117" target="_blank" rel="noopener">Google recently purchasing London&rsquo;s Central Saint Giles</a>&nbsp;building and expanding its current HQ. Overall, it is undeniable that London is a popular hub for STEM work and naturally tops the list of any tech giant wishing to expand, so perhaps it should also top the list of locations for STEM workers to relocate within the UK.
<h3>Manchester</h3>
Candidates who are not as convinced of the hustle and bustle of London are flocking to Manchester as an alternative, with roles in the tech sector now accounting&nbsp;<a href="https://aboutmanchester.co.uk/tech-sector-now-accounts-for-28-of-jobs-in-manchester/" target="_blank" rel="noopener">for 28% of the job market</a>&nbsp;in Manchester. A total of&nbsp;<a href="https://aboutmanchester.co.uk/tech-sector-now-accounts-for-28-of-jobs-in-manchester/" target="_blank" rel="noopener">26,844 new tech roles were on offer in Manchester</a>&nbsp;back in 2020, and the market has only been growing since then. With a lower population than London, candidates applying to STEM roles within Manchester feel they might have a better chance at securing a position, something that is sweetened with an&nbsp;<a href="https://aboutmanchester.co.uk/tech-sector-now-accounts-for-28-of-jobs-in-manchester/" target="_blank" rel="noopener">average salary of &pound;37.250</a>&nbsp;&ndash; 37.9% above the average salary in the city.
Manchester&rsquo;s recent initiative with Enterprise City and Tech Nation is also drawing in STEM candidates with aims to establish the next generation of STEM game changers. In its first 12 months, the initiative supported 227 individuals across 44 businesses &ndash; creating 74 jobs in the process &ndash; and is now in its third year of intake. To learn more about the initiative, visiting Enterprise City&rsquo;s page&nbsp;<a href="https://www.enterprisecityuk.com/exchange/" target="_blank" rel="noopener">here.</a>
The city also benefits from housing Media City with companies such as BBC, ITV and Ericsson requiring many tech specialists to assist them alongside a range of start-up tech firms in and around Manchester. The city also hosts two crucial NHS trusts that offer clinical trials that offers another variety of STEM work to candidates. It is clear that Manchester can provide STEM workers with a diverse choice of work and has created a reputation for itself as a leading city within the STEM world.
<h3>Edinburgh and Glasgow</h3>
Slightly further afield from London, Edinburgh and Scotland are seeing a dramatic increase in STEM role openings. In September 2021, the UK government&nbsp;<a href="https://www.gov.uk/government/news/tech-jobs-increase-in-edinburgh-and-glasgow-as-sector-thrives" target="_blank" rel="noopener">released a report</a>&nbsp;showcasing Scotland as a fast-growing hotspot in the tech sector, with 30% of available vacancies within the tech sector in Edinburgh &ndash; the highest amount in any UK city. Glasgow is hot on Edinburgh&rsquo;s heels with&nbsp;<a href="https://www.gov.uk/government/news/tech-jobs-increase-in-edinburgh-and-glasgow-as-sector-thrives" target="_blank" rel="noopener">28% of the roles in the city being in tech</a>. Similarly to Manchester, many STEM candidates may be looking for more bang for their buck when it comes to income versus cost of living &ndash; something they&rsquo;ll definitely get in Glasgow as the government mentioned it as&nbsp;<a href="https://www.gov.uk/government/news/tech-jobs-increase-in-edinburgh-and-glasgow-as-sector-thrives" target="_blank" rel="noopener">the third most attractive city in the UK</a>&nbsp;when tech salary is compared to cost of living, a feature particularly attractive when compared to cities like London and Edinburgh.
Focusing on Edinburgh, the London-based KultraLab, a behavioural science and tech specialist, are preparing to&nbsp;<a href="https://www.scotsman.com/business/behavioural-science-tech-firm-to-create-25-jobs-with-edinburgh-hub-opening-3692843" target="_blank" rel="noopener">open up an Edinburgh hub</a>, having received more than &pound;2 million from investment firms to open the new facility which will generate new roles within STEM. Other corporations having a long-standing history in Edinburgh and are continuously evolving and, in turn, offering more roles, with companies such as Skyscanner, Amazon and Nationwide having flagship offices in Edinburgh which makes it such an attractive location for STEM candidates.
Glasgow isn&rsquo;t far behind Edinburgh&rsquo;s incredible STEM culture thanks to the recent development of&nbsp;<a href="https://www.uktech.news/tech-hubs/scotland/glasgow/glasgow-30m-tech-hub-20220505" target="_blank" rel="noopener">Bruntwood SciTech acquiring Glasgow&rsquo;s Met Tower</a>&nbsp;in order to offer it as a tech hub for spinouts and start-ups. Bruntwood Sci Tech, who focus on developing the science and tech sectors, plan to invest &pound;30 million into the building and intend to generate over 40,000 jobs over the next ten years. Similarly, Scott Logic, who provide a range of tech services to organisations like the Scottish Government and NatWest, have recently&nbsp;<a href="https://www.scottlogic.com/news/scott-logic-opens-glasgow-office" target="_blank" rel="noopener">opened an office in Glasgow</a>&nbsp;in order to utilise the vibrant tech community and wealth of talent within the city.
<h3>Cambridge</h3>
Recently named as the&nbsp;<a href="https://www.cambridge-news.co.uk/news/cambridge-news/cambridge-named-one-uks-top-23531987" target="_blank" rel="noopener">best city in the UK for women seeking jobs in tech</a>, Cambridge is truly an up and coming location for candidates within STEM. Alongside offering candidates an excellent quality of life and progress on the gender pay gap, Cambridge also has&nbsp;<a href="https://www.cambridge-news.co.uk/news/cambridge-news/cambridge-named-one-uks-top-23531987" target="_blank" rel="noopener">some of the highest salaries in the UK</a>&nbsp;with an average of &pound;62,500. Unlike the previous mentioned cities, however, Cambridge&rsquo;s smaller population means that there are fewer job roles within STEM on offer with&nbsp;<a href="https://www.cambridge-news.co.uk/news/cambridge-news/cambridge-named-one-uks-top-23531987" target="_blank" rel="noopener">1,500 current vacancies</a>.
The lack of vacancies in Cambridge may soon change as STEM corporations are noticing the draw of Cambridge and opening up shop. The CleanTech company Levidian is headquartered in Cambridge and&nbsp;<a href="https://www.uktech.news/climate-tech/levidian-700m-remove-co2e-uae-20220516" target="_blank" rel="noopener">recently signed a &pound;700m export deal</a>&nbsp;which will create 100 new jobs in Cambridge. Apple is also embracing Cambridge as they&nbsp;<a href="https://www.businessweekly.co.uk/news/property-and-construction/apple%E2%80%99s-new-cambridge-city-research-hq-ready-roll" target="_blank" rel="noopener">opened a research office in March 2022</a>&nbsp;with capacity for 900 employees &ndash; a move that promises more STEM roles in the city.
Most notably, the city is home to the world-famous University of Cambridge &ndash; currently ranked third in the world university rankings &ndash; which is one attractive feature due to the scientific discoveries made at the university. Cambridge also houses Cambridge Science Park, the oldest science park in the UK, that is a hub for STEM businesses with over 7500 employees from over&nbsp;<a href="https://www.cambridgesciencepark.co.uk/" target="_blank" rel="noopener">100 companies</a>.
&nbsp;
Considering relocating for your role? Whether you want a change in scenery, less commuting times, or a hybrid working situation in a high-growth tech community, Lorien works with clients all over the UK &ndash; including the locations mentioned above. For more candidate advice and insights&nbsp;<a href="https://www.lorienglobal.com/insights">click here</a>&nbsp;or&nbsp;<a href="https://www.lorienglobal.com/jobs">view all Lorien roles</a>&nbsp;within STEM to find the right location for you.

As job vacancies within STEM reached record levels in 2021, many candidates are looking at relocating around the UK in order to find a role that suits them.

Relocating? Where to live if you work in STEM

Recruitment is an industry that has evolved significantly over the last couple of decades. With huge changes made within the sector, I wanted to explain how core values have shifted in recent years and how this indicates a more positive outlook for the industry&rsquo;s future. Whether you are new to recruitment or an experienced hand (or even a client wanting to learn more), this blog will help you learn how to spot a recruitment business that is moving with the times &ndash; and naturally, I&rsquo;m including Lorien as one of them! We&rsquo;re also currently hiring across some very unique opportunities in the recruitment and talent solutions industry at the moment, so if you&rsquo;re interested, please check out our internal opportunities at the end of this blog.
<h3>The value of culture</h3>
Gone are the days of suits and ties and a &lsquo;Wolf of Wall Street&rsquo; attitude within recruitment, with a new age of recruitment ushering in a more personable culture and a better work-life balance. One obvious example is the new hybrid model that many recruiters, including Lorien, are incorporating in order to prevent the threat of burnout and ensure that people can still work hard whilst being comfortable.
At Lorien, our people-focused culture is driven from the top &ndash; from our Manging Director to each individual recruiter &ndash; and plays a key role in forming those key relationships. We also offer additional benefits for employees, such as big incentives and uncapped commission, mental health first aiders and a family-feel culture. This allows us to reward the hard workers at Lorien from day one and make them feel immediately comfortable by offering them mental health packages that ensure they&rsquo;ve always got someone available to speak with on any matter.
Career progression is also something that goes hand-in-hand with company culture and is a hot topic as of late. For myself at Lorien, I began as a Senior Consultant in 2013 and have worked my way up to Regional Director, with a few stops along the way. The previously mentioned people-focused culture has allowed me to progress my recruitment career in the way I want to and has provided me with invaluable experience at each stage of my progression, highlighting that a recruiter can climb the career ladder in the right environment.
<h3>The value of relationships</h3>
Recruitment is all about focusing on the people &ndash; both clients and candidates. At Lorien, we have excellent relationships with both parties and have many long-term clients that range from smaller start-ups to global organisations. Having a range of clients available to interact with ensures you&rsquo;re gaining valuable experience placing candidates in different sized businesses and collaborating with a diverse portfolio of clients.
I have found that Lorien recruiters are consultative and ensure that they are putting the best candidate for the role forward, regardless of their experience, by understanding exactly what the client is looking for. This leads us to working with some interesting candidates from a mixture of backgrounds and making a lasting impression on them, therefore forming another connection in a different sector.
Because of Lorien&rsquo;s many specialisms &ndash; placing candidates in sectors from cybersecurity to digital marketing &ndash; we have a wide network of clients and candidates alike. Our passion for finding roles and expertise in the tech industry makes us a good business to be aligned with. Firstly because of the broad knowledge we possess at Lorien, with our recruiters being well-versed in the tech sphere, but also due to the industry-focused events we invite our connections to, such as our&nbsp;<a href="https://www.eventbrite.co.uk/e/tech-meets-talent-tickets-293121403007" target="_blank" rel="noopener">Tech Meets Talent</a>&nbsp;event in May. Events like this allow our extended network to hear from tech titans such as ASOS, Nationwide and Rightmove, highlighting the value of relationships as a recruiter. Recruitment is ever-changing and recruiters have to be agile in order to move with both the industry and our clients, particularly in the tech sector. By moving with the industry, a recruiter is able to attract clients and grow their skills and network quickly.
<h3>The value of recruitment approaches</h3>
The attitudes towards recruitment and recruiters is also something that&rsquo;s changed from past attitudes, with companies now investing in talent strategies and seeking out recruiters, rather than seeing external expertise as a last resort. Because of this, recruiters have had to test out a variety of recruitment models to suit clients of different sizes, sectors, and needs. Lorien offers a variety of client services, such as project recruitment, where we design and manage end-to-end recruitment projects on behalf of our clients, and total talent acquisition that focuses on attracting and retaining top talent by harnessing innovation and best practice &ndash; just two of our many&nbsp;<a href="../../../../../../client-services" target="_blank" rel="noopener noreferrer">client services</a>&nbsp;that we offer in order to differentiate ourselves and our approach. This has helped to distinguish recruitment as a partnership-led service rather than as simply transactional.
However, Lorien&rsquo;s client services are only so successful due to the practices behind them. We don&rsquo;t offer anything we aren&rsquo;t already doing, for example our total talent acquisition service focuses on talent retention &ndash; something we are well versed in as Lorien&rsquo;s annual retention was 77.06% as of December 2021. A recruiter needs to know about different recruitment approaches in order to offer them to clients and that is why, at Lorien, we practice before we preach.
Additionally, one of Lorien&rsquo;s most unique features as a recruitment business is our focus on specialist digital solutions across the full sector. Many other recruitments businesses offer narrow expertise on specific digital sector for one-off placements, or they deliver high volume recruitment models and deals that last over two years. At Lorien, we offer both of the above services and everything in-between, saving our clients time and money in the process. We also focus on continuous improvement and innovation, with a dedicated hub built within the larger Impellam Group that Lorien is part of.
The culture of recruitment is constantly evolving and Lorien is at the forefront, implementing flexible working procedures and offering high staff retention &ndash; both positive things mentioned above. Working in an environment that is anti-micromanagement and outcomes-focused allows staff retention and satisfaction to remain high whilst the job gets done. To learn more about Lorien and our work environment,&nbsp;<a href="https://www.lorienglobal.com/about-us" target="_blank" rel="noopener">click here</a>. Alternatively, if you are thinking about&nbsp;<a href="https://www.lorienglobal.com/about-us/meet-the-team" target="_blank" rel="noopener">joining Lorien</a>&nbsp;or have any questions, please email me on&nbsp;<a href="mailto:Adam.Robinson@lorienglobal.com">Adam.Robinson@lorienglobal.com</a>.

Recruitment is an industry that has evolved significantly over the last couple of decades. With huge changes made within the sector, I wanted to explain how core values have shifted in recent years and how this indicates a more positive outlook for the industry’s future.

How modern is your recruitment style?

The future of software engineering is more divisive than ever, with&nbsp;<a href="https://www.entrepreneur.com/article/403829" target="_blank" rel="noopener">experts predicting</a>&nbsp;that the sector will undergo significant change due to the new technologies and innovations available within the development space. The advancement of the tech sector is more rapid than any other, with the future suggesting software engineering will play a role in not only our work lives but our personal lives, alongside generating&nbsp;<a href="https://www.justit.co.uk/insight/the-future-of-software-development-in-the-uk/" target="_blank" rel="noopener noreferrer">133 million new jobs</a>. With the software engineering industry clearly expanding, I wanted to give my predictions as to what the future holds.
<h3>Cloud-based services</h3>
Moving to the cloud offers numerous benefits in the software engineering space; cost savings, increased security, and flexibility to name but a few. These are particularly important in the post-COVID world we are living in, with businesses needing guaranteed security as they implement flexible working policies. Because of this, many companies are transitioning to cloud-based services, leading to an all-time high demand for cloud engineers and cementing cloud-based services as a leader in the future of software engineering.
The global spending on public cloud-based services is expected to&nbsp;<a href="https://www.gartner.com/en/newsroom/press-releases/2021-08-02-gartner-says-four-trends-are-shaping-the-future-of-public-cloud#:~:text=Gartner%20forecasts%20end%2Duser%20spending,less%20than%2017%25%20in%202021." target="_blank" rel="noopener noreferrer">exceed $480b by the end of 2022</a>, with investments flooding in due to cost efficiency, recovery procedures and multiple models. Alongside this, the future of cloud-based services is bright with potential for growth and evolution due to networks such as 5G streaming new data from the cloud. Sustainability also plays a role in the growth of the cloud as it reduces energy usages in powerful computing engines and offers larger digital storage requirements.
In the short-term future,&nbsp;<a href="https://www.rswebsols.com/tutorials/programming/software-engineering-future-trends-predictions" target="_blank" rel="noopener noreferrer">cloud-based services functionality and size</a>&nbsp;will increase in conjunction with lower prices, driving companies to transition to cloud-based services. One benefit of this is that many services offer analytics, a valuable tool for many data-driven businesses and leading to an upward trend of cloud-based services use.
<h3>Automation and AI</h3>
There is no doubt that AI and automation will play a crucial and similar role in the future of software engineering as it is already assisted developers during development. Automation is a trend that is constantly growing and evolving, with&nbsp;<a href="https://www.entrepreneur.com/article/403829" target="_blank" rel="noopener noreferrer">robotic process automation</a>&nbsp;(RPA) techniques offering a more efficient outcome than humans performing the same tasks, with predictions that, by 2040, machines will be able to&nbsp;<a href="https://www.mcnallyinstitute.com/when-will-software-engineering-be-automated/" target="_blank" rel="noopener noreferrer">produce better software code</a>&nbsp;than humans in a shorter time frame. This means that software engineers will be transformed into more capable programmers that working alongside machines to produce software. Workforce automation will boost reliability and productivity in competitive markets, resulting in a higher profit margin and shorter delivery cycles.
AI is set to become a&nbsp;<a href="https://www2.deloitte.com/us/en/insights/focus/tech-trends/2022/future-of-cybersecurity-and-ai.html" target="_blank" rel="noopener noreferrer">billion-pound industry</a>&nbsp;with programmes equipped to identify potential threats and abnormal data in seconds whilst also protecting networks from potential cyber-attacks.&nbsp;Additionally, advanced AI programmes will offer proactive security solutions and resilience to attacks, with&nbsp;<a href="https://www2.deloitte.com/us/en/insights/focus/tech-trends/2022/future-of-cybersecurity-and-ai.html" target="_blank" rel="noopener noreferrer">the promise of businesses remaining operational</a>&nbsp;even if a cyberattack were to occur. AI and automation continue to rapidly progress, with the potential of RPA and AI programmes being integrated into businesses on a large scale alongside, or in replacement of, humans in the not-too-distant future. AI will assist developers in solving software challenges, with developers using AI as a tool to gain new knowledge, optimise procedures and produce code resulting in higher quality software.
<h3>Cross-platform development</h3>
The nature of cross-platform development is that an application or product works well across multiple technology devices, and so it&rsquo;s no surprise that this continues to lead the future of software engineering with the public owning multiple technology devices that operate differently. Currently, cross-platform development is making&nbsp;<a href="https://www.appschopper.com/blog/what-is-the-future-of-cross-platform-app-development/#:~:text=Developing%20a%20cross%2Dplatform%20app,a%20native%2Dlike%20app%20experience." target="_blank" rel="noopener noreferrer">certain applications and programmes less efficient</a>&nbsp;due to a number of factors including available storage and device capabilities. However, cross-platform development is advancing, offering software engineers the opportunity for faster development with minimal cost as development costs&nbsp;<a href="https://www.zrix.com/blog/future-of-cross-platform-app-development" target="_blank" rel="noopener noreferrer">decrease by 30%.</a>
The low cost and effort model certifies cross-platform development&rsquo;s future within software engineering, with many application developers opting to utilise the model. Cross-platform development allows programmes to reach a wider audience due to it being available across multiple platforms. This also means that the design will be consistent across each platform as it was developed at the same time in a similar manner. The benefits outweigh the current cons, which will inevitably be ironed out.
Additionally, many large-scale companies have begun offering cross-platform development tools, highlighting the popularity as companies such as Adobe invest in cross-platform development&rsquo;s future. Adobe&rsquo;s programme was known as&nbsp;<a href="https://helpx.adobe.com/experience-manager/kb/adobe-phonegap-end-of-service.html" target="_blank" rel="noopener noreferrer">Adobe PhoneGap or Apache Cordova</a>&nbsp;with engineering resources now directed towards the Adobe I/O platform that offers more capabilities to software engineers. The shift occurred as Adobe&rsquo;s goal is to expand Open Source and Open Development across all Adobe offerings, showing the focus on cross-platform development with leading companies striving to integrate it across their business.&nbsp;&nbsp;
<h3>Tech 4 Good movement</h3>
The&nbsp;<a href="https://www.techforgood.co/about" target="_blank" rel="noopener noreferrer">Tech 4 Good</a>&nbsp;movement was established in 2013 with the goal of using technology only for the greater good. The approach looks at all parts of technology and how it will affect people, helping to ensure that technological innovation is used with the best of intentions.
Tech 4 Good will inevitably play a huge role in software engineering&rsquo;s future as the sector continues to become more self-aware and sustainable. The movement offers an opportunity for companies and governments to define new tech models that will offer a positive impact and lean on this in order to grow the movement.
&nbsp;
Many of the above topics will be discussed at Lorien&rsquo;s Tech Meets Talent on May 19th. We will be joined by some of the most progressive and innovative employers in the sector such as ASOS, Nationwide and Rightmove, alongside other speakers who will present their company&rsquo;s approach to software engineering and their visions for the future. More details on the event and free tickets are available&nbsp;<a href="https://www.eventbrite.co.uk/e/tech-meets-talent-tickets-293121403007" target="_blank" rel="noopener noreferrer">here</a>.

The future of software engineering is more divisive than ever, with experts predicting that the sector will undergo significant change due to the new technologies and innovations available within the development space.

Software engineering – where we are and where we’re going

As job vacancies rise to a <a href="https://www.ons.gov.uk/employmentandlabourmarket/peopleinwork/employmentandemployeetypes/bulletins/jobsandvacanciesintheuk/march2022" target="_blank" rel="noopener">new record of 1.3 million</a> in March, many candidates are continuing with their job hunt. Last month, <a href="../../../../../../insights/keeping-yourself-motivated-during-the-job-hunt">we offered advice to candidates</a> who were getting worn down by their search for a new role and how to avoid that burn out. But how can you have confidence that you&rsquo;re putting your best foot forward with every application? Read our tips below on how to make your CV stand out.
<h3>Think about the design</h3>
Before you begin writing about your past experiences, you firstly have to design the template. Although there is usually no set layout that a recruiter or employer prefers, unless explicitly stated, it&rsquo;s best to try and keep the pages to a minimum. Typically, three pages is an absolute maximum with two pages being good &ndash; in short, the less pages the better. Excessive amounts of pages will turn off a recruiter or employer as they need to digest a lot in a short period, as well as diluting and distracting from your key selling points.
Something else to consider is the layout of your CV &ndash; something that is completely up to you. Landscape, portrait or with a unique design &ndash; it&rsquo;s best to choose a layout that you can fit a suitable amount of information on without overcrowding the page. Some people prefer to write a list on word whilst others prefer to be slightly more creative. It is best practice to make sure that there is some white space on your CV and that it is readable; if you&rsquo;re running out of space on one page, don&rsquo;t think too hard about moving onto another page as you can condense the content and finetune it later.
<h3>Essential details to include</h3>
Think of your CV as a self-summary &ndash; everything should be brief and kept minimal to ensure that an interviewer has plenty of questions to ask you after you submit your application.
One of the most important things to include is details about your past roles. It is recommended that you write about three or four of your past roles, dependent on the space and what you think is relevant. Make sure you add your job title and the date the employment began and ended, as this helps a recruiter or employer see how many years of experience you have under your belt.
If a particular sector, such as tech, is your speciality, it is essential to have a section on your CV dedicated to that so you can highlight your knowledge. You&rsquo;ll want to place this high up on the actual document so they cannot be missed. The same can be applied to any key industry achievements within your sector, with this showing a recruiter that you have an appetite for learning and development.
It is also key to include any relevant qualifications you may have such as university degrees, National Vocational Qualifications or any other recognised body that will further call attention to your experience and any years spent studying the sector. If you are applying for a wide variety of roles, it is recommended that you have a few different versions of your CV to send to recruiters or employers that are specifically aimed at answering the job description and advertisement. By curating a set of bespoke CVs, you will show employers where your experience and skills match what they&rsquo;re looking for.
<h3>Show your personality</h3>
After putting in all the effort to showcase your professional skills, make sure you leave a little room to let your personality shine; a small section detailing any interests will make you stand out amongst the crowd as an employer can see unique details about you as a person.
Another section that will make you stand out as a person is to include any professional awards won or any articles published. This will foreground to an employer that your work has been recognised by independent bodies and you are committed to your sector. If you are an active part of the tech community this could also be worth highlighting, especially if you contribute to peer review websites, tech meet-ups, mentorships or attend industry conferences. Showing passion and enthusiasm for the industry as well as knowledge will help the employer understand a little more about you as a person.
<h3>Don&rsquo;t overdo the detail</h3>
The tips above will give a potential employer plenty to get to know you; including any excessive details might leave them with few questions to ask you during an interview.
Unless specifically requested, it is recommended that you leave off full details of any referees who can speak to your skills; simply putting &lsquo;references can be provided upon request&rsquo; will be enough for most job briefs. Referees are normally requested separately on an application or when you are offered the job so including full names, email addresses and phone numbers would be a waste of valuable space on your CV.
It's also best practice to leave out any industry-specific acronyms or jargon. Typically, the first person to review your CV will be a recruiter who may not have the same knowledge you do, so they&rsquo;ll need to be able to understand all the language before passing it on to other professionals &ndash; the interview stage is a place you can truly let your tech-specific language shine.
Basic task lists can also be left off as these can be gauged from your experience. As stated above, giving a short description of your role is the best way to describe your tasks and will be able to prompt an interviewer to ask more in-depth questions later.
Similarly, try to leave off any basic skills that an employer or recruiter will expect. For example, in today&rsquo;s tech friendly world, it is all but confirmed that most candidates have used programmes such as Microsoft Office alongside any specialist software specific to the role and an employer will typically ask separate questions about your skills alongside the application and in the interview. Leaving off the above details ensures you don&rsquo;t give too many details at the initial stage and there are still key questions you can be asked during any interviews you attend. However, it is worth noting that an employer could potentially ask for one or more of the above to be included on your CV and on that occasion, you would include the detail.
Lorien is a specialist recruiter in the tech and digital market, with roles available in a variety of industries. <a href="https://www.lorienglobal.com/jobs">Browse our current vacancies</a> or discover more<a href="https://www.lorienglobal.com/jobs"> job-hunting tips here</a>.&nbsp;

As job vacancies rise to a new record of 1.3 million in March, many candidates are continuing with their job hunt.

How to write a good CV

Social mobility in STEM is a challenge. According to the&nbsp;<a href="https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/596945/The_class_pay_gap_and_intergenerational_worklessness.pdf" target="_blank" rel="noopener noreferrer">Social Mobility Commission</a>, just 9% of life science professionals, 15% of scientists, 6% of doctors, 19% of tech workers, and 21% of engineers come from a working class background. With the industry facing such extreme skill shortages, we cannot afford to lose out on this untapped talent. But is redressing social balance that easy?
<h3>A self-fulfilling prophecy &ndash; or is it?</h3>
<a href="https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/596945/The_class_pay_gap_and_intergenerational_worklessness.pdf" target="_blank" rel="noopener noreferrer">Research from the Social Mobility Commission</a>&nbsp;shows that background is difficult to shake - those from a family with a professional background are 2.5 times more likely to end up in a professional role than someone from a lower socio-economic background is to move into a professional role.
Meanwhile,&nbsp;<a href="https://educationendowmentfoundation.org.uk/public/files/Annual_Reports/EEF_Attainment_Gap_Report_2018.pdf" target="_blank" rel="noopener noreferrer">research from the Education Endowment Foundation</a>&nbsp;found that students from disadvantaged background were less likely to succeed academically in science, and that this gap was exacerbated with age.&nbsp;<a href="https://www.timeshighereducation.com/news/free-school-meal-pupils-half-as-likely-to-attend-russell-group-university/2018231.article" target="_blank" rel="noopener noreferrer">One report</a>&nbsp;found that students on free school meals were half as likely to attend a Russell Group university after finishing their A-Levels.
By the time we reach recruitment, the damage has often already been done. According to Inclusive Boards, roughly&nbsp;<a href="https://www.inclusiveboards.co.uk/challenging-perspectives-socioeconomic-background-in-the-uk-tech-sector" target="_blank" rel="noopener">a third of Board members and senior executives from tech businesses attended private school, versus 7% of the UK</a>. Meanwhile,&nbsp;<a href="https://www.inclusiveboards.co.uk/challenging-perspectives-socioeconomic-background-in-the-uk-tech-sector" target="_blank" rel="noopener noreferrer">35% of Board members and about a quarter (26%) of senior executive attended Oxbridge</a>&nbsp;&ndash; compared to less than 1% of the population.
This means that social mobility in STEM is difficult to achieve &ndash; it&rsquo;s cyclical. Students from more privileged backgrounds are more likely to perform well in science, which makes them more likely to study a STEM-related field at a good university, more likely to take on a professional role, and more likely to achieve top ranks at a STEM business. They are also more likely to pass on this experience to their children.
But if this feels overwhelming, there is hope. A recent&nbsp;<a href="https://ifs.org.uk/uploads/Which-university-degrees-are-best-for-intergenerational-mobility.pdf" target="_blank" rel="noopener noreferrer">study</a>&nbsp;from the Institute for Fiscal Studies found that the university courses with the highest mobility rates included computing, pharmacology, medicine and medical sciences and engineering &ndash; otherwise known as STEM subjects.
<h3>The benefits of tackling STEM immobility</h3>
Improving social mobility in STEM will have far-reaching consequences for the industry as a whole. There is a significant &ndash; and growing &ndash; supply-demand imbalance in the STEM sector. In November this year, the IET estimated a&nbsp;<a href="https://eandt.theiet.org/content/articles/2021/11/engineering-and-tech-giants-join-forces-to-stem-15bn-annual-skills-gap/" target="_blank" rel="noopener noreferrer">STEM skill shortage of 173,000 roles in the UK</a>&nbsp;&ndash; or roughly 10 in every business. As a result, it is more important than ever that we invest in the next generation in order to build a sustainable pipeline of future talent.
Improving social mobility also benefits society as a whole. Research shows us that organisations that are&nbsp;<a href="https://www.mckinsey.com/featured-insights/diversity-and-inclusion/diversity-wins-how-inclusion-matters" target="_blank" rel="noopener noreferrer">diverse perform better and think faster</a>. Cognitive disparity helps businesses to see challenges and opportunities in new ways, resulting in a competitive edge that companies with heterogenous thinking miss. Differences in socio-economic backgrounds are just one example of how we can improve diversity at work.
Importantly, STEM is one of the best industries to enact this change. STEM has one of the highest social mobility rates and is also&nbsp;<a href="https://www.weforum.org/agenda/2021/10/stem-degrees-most-valuable/" target="_blank" rel="noopener noreferrer">one of the best paying industries</a>&nbsp;&ndash; meaning that we can close the gap and cut social injustice out of STEM far quicker than in many other sectors.
<h3>Stopping social stasis</h3>
The key to redressing the social imbalance is intervention. The Education Endowment Foundation found students from disadvantaged households grew weaker in science subjects with age (they were studied from Key Stage 1 to A-Level). This means that by investing in STEM skills for students from a young age, we should be able to increase STEM degree uptake and break the cycle.
Lorien works with a number of organisations to improve access to STEM-related skills in the community and to develop the next generation of STEM-specialists, including&nbsp;<a href="https://www.wearetechgirls.com/" target="_blank" rel="noopener noreferrer">TechGirls</a>&nbsp;and&nbsp;<a href="https://www.mama.codes/" target="_blank" rel="noopener noreferrer">MAMA.codes</a>, as well as supporting local schools with employability training. These partnerships raise awareness of opportunities within STEM, aim to improve the confidence and aptitude for STEM skills in those that may be left behind in the system, and help to educate young people with insight and guidance on finding a career in STEM.&nbsp;
We believe that stemming the STEM skill shortage is about widening the talent pool and ensuring that everyone has the access, opportunity, and confidence to apply for a role in STEM. Showing young people of all walks of life that they too can succeed in STEM &ndash; whether that&rsquo;s through education, representation, information, or opportunity &ndash; will benefit society as a whole.
Would you like to work with us, or any of our partners, to improve STEM social mobility? Reach out to Lorien at&nbsp;<a href="mailto:info@lorienglobal.com">info@lorienglobal.com</a>.

With the industry facing such extreme skill shortages, we cannot afford to lose out on untapped talent. But is redressing social balance that easy?

The importance of social mobility in STEM

If you&rsquo;d asked me what I wanted to be when I was younger, I would have said a Vet. The youngest child, and only girl, from a working-class family in Liverpool, my ambitions were simply to succeed.
While I&rsquo;m still on my journey, I wanted to share my career story in light of our recent partnership launch with social mobility charity In2scienceUK, and to show that no-one&rsquo;s journey to success is single-handed. SRG (Lorien's sister brand and part of the STEM portfolio) and In2scienceUK will be supporting young people from low socio-economic backgrounds to pursue a career in STEM through industry and research-based placements and skills workshops. Learn more about our partnership&nbsp;<a href="https://www.lorienglobal.com/insights/lorien-partners-with-global-life-sciences-recruiter-srg-for-new-digital-health-service">here.</a>&nbsp;As you&rsquo;ll see from my story, that&rsquo;s an initiative that is very close to my heart.
<h3>My career journey</h3>
I loved STEM subjects from an early age, I particularly had a passion for maths and chemistry. I never particularly enjoyed the academic side of leaning, and after leaving school I took a job as a laboratory assistant. The company sponsored me to complete my HNC at a local college one day a week, and I worked around the clock &ndash; one day at college, in the labs four days a week and working at B&amp;Q at the weekend. All to save up to buy a &pound;600 Mini so I could get around and be independent!
Two years later I joined Solvay &ndash; a multinational chemical company &ndash; and worked my way up from Laboratory Technician to Research Chemist. Solvay sponsored me to attend university one day a week to do a degree in chemistry, something I&rsquo;m not sure I ever would have had the confidence to pursue for myself. I became the first generation in my family to go to university.
After the business relocated to Belgium, I decided it was time for a change. I wanted to do something that involved people but was still close to science. And that&rsquo;s how I entered the recruitment industry!&nbsp; I started with a small independent recruitment company as a resourcer and left two years later after setting up a successful scientific recruitment division to join SRG.
From the beginning, I really believed in SRG&rsquo;s vision. SRG hires ex-scientists &ndash; people that know the industry and the market inside out &ndash; and trains them up into consultative recruitment roles. Because the people know and love the industry, it is really easy for them to identify the right opportunities for the right people.
I started as a Regional Manager, which petrified me as I didn&rsquo;t have much experience of managing large teams&hellip; but I kept saying to myself &lsquo;what doesn&rsquo;t break you will make you stronger&rsquo;.&nbsp; The team and I worked incredibly hard to put SRG Manchester on the map, I met some great people who helped me on my way, and I still have contact with these people today, although many have retired.&nbsp; A couple of years later I was promoted to Regional Director in the North, and then UK Director of Science and Engineering. I also had my son Joseph in that period which provided a fresh new challenge!
I was promoted to Managing Director of SRG in 2009. I remember thinking that I had my work cut out for me, we were muddling through a global recession and very few people were hiring. I made some structural changes and thankfully the market soon bounced back, enabling us to triple our revenue over three years.
Then, 18 months or so ago, I was given the amazing opportunity to take on two additional STEM brands in Impellam &ndash; Lorien (technology and digital) and Carbon60 (engineering). I became the STEM Portfolio CEO and I&rsquo;ve loved every minute of it; I&rsquo;ve had the opportunity to work with some incredible people and I&rsquo;m really excited about our future.
But I couldn&rsquo;t have done this alone.
<h3>Thank you</h3>
I&rsquo;m very fortunate to have met people who believed in me throughout my career &ndash; sometimes more than I believed in myself. In particular, I&rsquo;m indebted to Peninsula Laboratories and Solvay for sponsoring me to complete my education. Without Solvay, I wouldn&rsquo;t have been able to afford to go to university. I&rsquo;ve also had the privilege of working with some incredible people. Dr Craig Jones, who I worked with at Solvay, deserves special mention because he was a fantastic mentor. He came from a similar working-class background to me, and he really took me under his wing.
Impellam Group has also been a great place for me to develop. Impellam Group has a strong leadership team that is full of powerful, inspiring women. In fact, just last year four of us made the notable SIA Power 150 &ndash; Women in Staffing list. This week we celebrated International Women&rsquo;s Day across the business, with guest speakers, panels, and networking.
My experience has underlined the value of role models. Recognition, representation, and sponsorship of people from underrepresented backgrounds helps us to see our possibilities &ndash; and I hope to be that for someone else one day too.
Imposter syndrome
I&rsquo;m very open about the fact that I&rsquo;ve struggled with imposter syndrome throughout my career. Every role I&rsquo;ve ever taken, including this one, I&rsquo;ve felt sick with the idea that no-one would take me seriously. Self-belief can be quite difficult to achieve, especially if you&rsquo;re from a minority background where you can&rsquo;t see yourself in those upper echelons of business. My first role in the laboratory was male dominated and I was the only female project manager without a PhD. I used to feel like I couldn&rsquo;t do things because I wasn&rsquo;t rich, I didn&rsquo;t have a posh accent or an academic background. Imposter syndrome, if you let it get to you, can be crippling.
I&rsquo;ve learnt over the years that the best way to beat imposter syndrome is by being true to yourself. I know that sounds cheesy, but there honestly isn&rsquo;t any point being a fake version of yourself; it&rsquo;s exhausting. Imposter syndrome can also be valuable &ndash; it can give you grit and determination, but it can also ground you. Humility is a much-underestimated quality.
My advice to anyone reading this is that if I can do it, so can you.
The STEM sector
I might have moved away from working directly in the STEM industry, but my heart never left the sector. STEM is such an exciting place to work &ndash; you can impact real-world problems like fighting cancer, tackling climate change, or connecting people across the world.
Crucially, it&rsquo;s a sector that is growing quickly and is hungry for talent. The IET is predicting a&nbsp;<a href="https://eandt.theiet.org/content/articles/2021/11/engineering-and-tech-giants-join-forces-to-stem-15bn-annual-skills-gap/" target="_blank" rel="noopener">STEM skill shortage of 173,000 roles in the UK</a>, and that means more opportunities, better pay, and more flexibility for people that want to join the industry. In fact, a&nbsp;recent&nbsp;<a href="https://ifs.org.uk/uploads/Which-university-degrees-are-best-for-intergenerational-mobility.pdf" target="_blank" rel="noopener">study</a>&nbsp;from the Institute for Fiscal Studies found that some of the university courses with the highest mobility rates were in STEM.
So why not&nbsp;<a href="../../../../../../en/jobs">try it out</a>? It might be your first step to a long, successful, and happy career.
<h3>Conclusion</h3>
My career journey might not be the most conventional, but I have been very fortunate with the opportunities I have been given. I want to return that favour, and I hope we can do that with our new partnership with In2scienceUK. I am really looking forward to reading the stories that come from the next generation of STEM specialists.
Find out what it&rsquo;s like to work for Impellam STEM&nbsp;<a href="../../../../../../en/contact-us/join-our-team">here.</a>

If you’d asked me what I wanted to be when I was younger, I would have said a Vet. The youngest child, and only girl, from a working-class family in Liverpool, my ambitions were simply to succeed.

Kelly Morton’s career journey to Impellam STEM Portfolio CEO

For International Women&rsquo;s Day, Impellam brought together employees from around the world in our London office. We shared our thoughts and reflected on inclusive workplaces in a session supported by Emily Esfahani Smith, the author behind the ground-breaking book &lsquo;The Power of Meaning&rsquo;.
Over the last few years, many of us have had our lives turned upside down by global events that according to Emily&rsquo;s research, have made sources of happiness an increasingly scarce resource. Emily&rsquo;s work suggests that happiness is a fleeting source for wellbeing, and that &lsquo;meaning&rsquo;, the connection we have to others, can inspire a more stable foundation for resilience and success.
At Lorien, we want to reignite our people&rsquo;s sense of meaning, belonging and enthusiasm at work in an authentic, meaningful way.
Our panel delved into some of the pillars behind finding meaning in the workplace as women, and how the world of work can better facilitate equality and fairness.
Led by Jemma Pritchard Smith, Innovation Lead, the panel features:
<ul>
<li>Kelly Morton, STEM Portfolio CEO</li>
<li>Hayley Klaff, STEM Director of Projects</li>
</ul>
This is what they had to say&hellip;
<h3>Emily spoke about the four pillars upon which meaning rests: Belonging, Purpose, Storytelling and Transcendence.&nbsp; Which pillar most resonates with you and why?</h3>
Kelly: The pillar of storytelling stood out to me. I think it is incredibly important to value your own journey and what identifies you. For me personally as a female CEO, that means being open about my humble beginnings, practicing radical candour and being authentic.
Taking ownership of my story in a conscious way doesn&rsquo;t mean erasing the challenges I&rsquo;ve overcome, rather, I proactively make the challenges the context, and my success the focus.
Hayley: For me, it&rsquo;s probably the pillar of belonging. &nbsp;I think it&rsquo;s enormously important to find a workplace that strengthens a sense of belonging.
Personally, feeling part of something has always been a core value, from attending youth clubs as a child, to searching for a work environment where I feel like I truly fit in. In my earlier career I would move jobs every 2-3 years, before I found Impellam, where I feel I&rsquo;ve finally found the right environment for me.
<h3>What drives equality in the workplace?</h3>
Hayley: I believe that role modelling is really important. When I talk with my friends, it becomes clear that sometimes women do things that we think we should do, and that sometimes people take things on more than they think they do.
When role models and female leaders in the workplace can demonstrate and showcase a strong balance, it becomes easier to feel empowered and comfortable in your own successes.
Kelly: I personally returned to work when my son was just 3 months old, and soon after my husband returned to his role where he largely worked abroad.
Working with a young child was challenging; there&rsquo;s a mental load associated with balancing wider responsibilities both inside, and outside of work. This mental load culminates in feeling emotionally exhausted, and as though there&rsquo;s no space for enjoyment. I believe this is a challenge that most women, and many working parents &ndash; mums and dads alike, often experience.
I&rsquo;ve found that the women within the senior leadership team are empowering, and we often discuss the importance of caregivers &ndash; both male, and female, attaining a sense of balance in the workplace. Realizing this balance and enabling employees to achieve a strong work life balance can help drive equality and reinforce the success of women in the workplace.
Hayley: On the subject of mental load, women (and men) can often discount themselves in the workplace. It&rsquo;s up to colleagues, and team leaders alike to uplift each other, and identify and express the great things that we&rsquo;re all doing together. We need to talk through the highlights as well as the challenges and encourage each other through our successes.
Kelly:&nbsp;As a leader, I&rsquo;ve always veered away from a hierarchal approach. I don&rsquo;t want to be inaccessible to people. I believe that a responsibility to manage people goes alongside a responsibility to be honest. I believe in a culture of radical candour, by actively communicating the truth, you can help people practice their role in a more thoughtful way and set them up for success.
Doing this across the organisation means carving out equal opportunities for growth, opportunities and progression for every employee &ndash; rather than solely for those individuals that feel confident enough to seek progression.
<h3>If you could give one piece of advice to women in the workplace, what would it be?</h3>
Kelly:&nbsp;I would advise you to be the best version of yourself, not a second-rate version of someone else.
Hayley:&nbsp;Keep striving and pushing, it&rsquo;s important to know that when you try new things &ndash; you can fail and sometimes failing is when we learn the most. If you try and stay in your comfort zone, you&rsquo;ll never learn what could be, so never be afraid of failure.
Jemma:&nbsp;It&rsquo;s not important what anyone else thinks of you, you can only beat the person you were yesterday &ndash; that&rsquo;s who your competition is.

For International Women’s Day, Impellam brought together employees from around the world in our London office

International Women's Day Panel 2022

Recently, I joined colleagues from across Impellam&rsquo;s STEM brands (Carbon60, Lorien and SRG) to take part in Carbon Literacy Training, delivered by the fabulous Ilona Alcock from Elevate GM.&nbsp;
This was an eye-opening and thought-provoking day, where we all shared personal experiences and had some lively debates! I sincerely believe that this is going to have a long-term impact on the decisions that I make on a daily basis. &nbsp;So, I wanted to take a few minutes to share my key takeaways. I hope you find this an interesting read and please do share any thoughts that you have in the comments.
<h3>What do we know about climate change?</h3>
As the volume of greenhouse gases in the atmosphere increases, the natural balance of our world&rsquo;s environment tips. It is estimated that 1.16 million kilograms of CO2 are released into the air every second &ndash; and as this number rises, so too do the consequences for our planet. You likely know this phenomenon as climate change or global warming.&nbsp;
I don&rsquo;t mind admitting that when I first heard that climate change has increased the earth&rsquo;s temperature by 1.1OC since the start of the industrial revolution, I thought that doesn&rsquo;t sound very dramatic (and frankly, on a cold miserable day in March, a good thing!). This was put into perspective when I learnt shortly after that a temperature increase of 1.5OC is the cliff edge and if we go over it, the consequences will be irreversible. &nbsp;And if that increase reaches 2OC, it will be catastrophic. The urgency becomes crystal clear when we realise that the temperature has increased by 25% in the last ten years. It&rsquo;s commonly understood that global warming causes things like extreme weather events and the melting of the polar ice caps. But perhaps it&rsquo;s less commonly understood that it can also lower the yield and the nutritional content of crops and cause lower economic growth. &nbsp;Governments across the globe have made various pledges to combat climate change but these can often feel weak compared to the magnitude of the issue and it is commonly agreed that we need to move faster as it&rsquo;s estimated that we have roughly ten years to make a meaningful difference. And this is the crux of Carbon Literacy Training: each and every one of us can and should be accountable for lowering our individual carbon footprints.
<h3>Everything has a carbon footprint</h3>
It seems clear to me that there is common perception that global warming is a problem that governments and big businesses need to sort out. This is true to an extent but it&rsquo;s only part of the solution. Whilst industries such as aviation, manufacturing, and cattle farming release the highest quantities of greenhouse gases, it is also true that every action that we take as individuals has an associated carbon footprint. Sending an email or text, walking through a door, and riding a bike all have a carbon footprint.&nbsp;
I don&rsquo;t mind admitting that this revelation blew my mind- so let me explain a bit more using the example of an email. The footprint of an email is made up of the electricity needed to power the device that the email is written on, the data centre that it is stored on and device that recipient reads the email on. The size of the footprint is impacted by the time it takes to write and read the email, the size of any attachments, the number of recipients that read the email and how long they take to read it. One short email between two people has minimal impact but a reply all to a company email with a thousand recipients quickly becomes more significant. Now to be clear, I&rsquo;m not suggesting that we ditch our personal or work emails, but this has given me an added incentive to reduce the size of my inboxes and I will think twice before clicking the reply all button in future! &nbsp;&nbsp;
If we agree that all of the actions that we take in our day to day lives contribute to our carbon footprint, then we can agree that changing these actions will reduce our individual carbon footprints. If we all reduce our individual carbon footprints, we reduce the global carbon footprint.&nbsp;
This is a textbook example of the power of marginal gains: the changes that we make as individuals may seem like they don&rsquo;t make a difference, but the potential of the collective impact is huge.
<h3>Nobody&rsquo;s perfect so don&rsquo;t try to be!</h3>
We need to recognise the fact that no one is perfect, and no one ever will be! So, if eating a steak on a Saturday night is important to you, eat a steak on Saturday night, but you might want to consider having two or three meat-free days during the week as well. If your annual two-week foreign holiday is what you live for, keep on taking your two-week foreign holiday, but could you swap additional city breaks for a weekend in the UK? As individuals, we need to understand the specific factors that motivate us and make our green choices based on these. There is no one size fits all approach, but importantly, everyone can do something.
<h3>There are no shortcuts</h3>
We&rsquo;ve all seen the &ldquo;offset your carbon footprint&rdquo; option when looking at flights, heard celebrities talk about how they offset the emissions when they use private jets and companies talking about how they will offset if other measures don&rsquo;t quite get them to net zero by their target date. Whilst it&rsquo;s really appealing to think that we can offset carbon emissions by planting trees, I&rsquo;m afraid that it simply isn&rsquo;t true. For the record, I&rsquo;m very much in favour of planting trees but they just don&rsquo;t offset carbon emissions in the timeframe that&rsquo;s required - it takes a long time for a tree to grow!
<h3>Putting my money where my mouth is</h3>
After the training, each attendee was invited to make two pledges or commitments (one personal and one group based), detailing the changes that they will make to support carbon reduction.&nbsp; My personal pledge is to consider the carbon impact of everything that I buy and challenge myself to always make more sustainable choices. This will lead to lots of small changes that together will deliver a big change. I really see this as a lifestyle change - by considering the carbon impact of every purchase, I will make day to day decisions differently and I believe that it will soon become second nature to pick sustainable products and brands over their less sustainable counterparts. As a starter for ten, I&rsquo;ve swapped my old shampoo and conditioner for one that are bars and I&rsquo;ve swapped my dog&rsquo;s dentastick with deer antlers. These are small changes, but if I make similar ones for the majority of things that I buy, the impact on my carbon footprint will be significant and I&rsquo;m happy with that.
My group pledge is to, wherever possible, include a commitment about how working with Lorien can have a positive impact on the customer&rsquo;s carbon footprint in every bid (Reach out to me for more information if this interests you!). I will work with colleagues to look at every step in the recruitment process with a &lsquo;green&rsquo; lens, to see how we can work with our customers to make better and more sustainable choices. I certainly don&rsquo;t claim to have all of the answers, but I can make sure that we have meaningful conversations.
What steps are you taking to reduce your carbon footprint this year? Let me know your thoughts and ideas at <a href="mailto:ria.newham@lorienglobal.com" target="_blank" rel="noopener">ria.newham@lorienglobal.com</a>.&nbsp;

What is climate change and how can you help to reduce your carbon footprint? Learn how you can make a change here.

Why climate change is my issue too – and what I plan to do about it

What does the future hold for talent acquisition and tech communities in 2022? We&rsquo;ve asked members of Lorien&rsquo;s Senior Leadership Team to make some predictions for the year ahead in our latest video. Learn what Joanna Fagbadegun, Annelise Smith, Ashton Arnold, Adam Robinson, Sean Bowman, Bill Graham and Mike Tulley have to say below. &nbsp;
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&nbsp;

What surprises does 2022 have in store for talent acquisition and tech communities? Learn what Lorien's Senior Leadership Team thinks you should look out for.

2022 Predictions

As thoughts turn to 2022 the prospect of addressing your Statement of Work (SOW) spend as part of an overall contingent worker programme can be a daunting prospect, however, a new programme does not need to consist of wholesale changes, can be straightforward to implement, and can help you rest easier knowing that your business is protected against elements such as worker misclassification, loss of IP and regulatory requirements for contingent workers. But what is SOW engagement management?
<h3>SOW Engagement Management Programmes</h3>
Most organisations will engage with at least some suppliers on a SOW engagement management basis, whether this is the procurement of a set of skills (i.e. the design of a new webpage) or a large enterprise-scale outsource (such as a major software development project). The type of suppliers that you engage with on SOW engagements can differ hugely, from large IT consultancies and BPO providers to individuals and small to mid-size firms.
SOW engagement management services (otherwise known as SOW Management or Services Procurement) are an increasingly popular way to monitor and administer your SOW spend as well as in some solutions being the team who procure and source your services from a pre-set panel of suppliers or in fact, creating and administrating a supplier panel from scratch.
Ultimately SOW engagement management can be a service that provides the full end-end solution of your organisations SOW engagements, from requirements gathering, through to sourcing, milestone / deliverable management, supplier payment and reporting. It can also involve certain segmented elements of the SOW process where this suits your organisation&rsquo;s maturity level, such as just milestone management and reporting.
<h3>Why add more visibility to your Statement of Work engagements?</h3>
Due to its de-centralised nature within organisations, SOW spend and SOW engagements can typically be much larger and fail more often than is initially thought.&nbsp;
Aside from wanting to bring spend levels under control, adding visibility to your SOW engagements through a Services Procurement or SOW Management programme has significant benefits to your business:
<h4>Visibility of your SOW engagements provides you with more data</h4>
This means that will be able to break down your SOW spend across different departments, capabilities and projects enabling data driven decisions. Not to mention, visibility of all of your live and upcoming engagements and detail of every consultant (including contingent workers) engaged on your organisation&rsquo;s live projects.
<h4>Visibility of your SOW engagements mitigates your risk</h4>
Knowing the consultants engaged on your programmes means that you have a helping hand in preventing worker misclassification (especially in the post IR35 world) and incorrect screening (financial services requirements for example). Knowing and having access to all the suppliers who you have live engagements with means that you can provide consistent contract terms that protects you against IP loss and against poor quality of deliverables.
<h4>Visibility of your engagements increases their quality</h4>
Being able to see all of your past, current and future engagements means that you are in a better position to understand the status of live programmes. Not only will this help prevent any issues before they occur, but it will also put you in a position to better mitigate scope creep or supplier extension. This also gives you assurance that any milestones and deliverables have been achieved before processing payment to a supplier, and also enables you to enforce any potential service credits where applicable. By being able to view detailed engagement data, you will also be better placed to undertake improved requirements gathering and therefore increase the quality of project deliverables.
<h4>Visibility of your suppliers ensures you have the right panel in place</h4>
By knowing who your suppliers are and by seeing the detail of their engagements you will have a better understanding of those who perform best against your projects (and those who do not). Actively being able to manage your suppliers through a data-driven approach means that your supplier panel will be the right size and shape to support your business objectives.
<h4>Visibility of your spend can provide you with cost savings</h4>
Although cost savings alone should not be the reason for you to launch a SOW management programme, of course, having the visibility of what you are spending and where provides you with the fantastic opportunity to benchmark rates and services leading to hard cost savings, and provide efficiencies and speed leading to soft cost savings.
<h4>SOW Management by Lorien</h4>
Lorien are experts in running outsourced SOW Management or Services Procurement programmes.&nbsp;<a href="mailto:darren.topping@lorienglobal.com" target="_blank" rel="noopener">Reach out to me</a> for an informal discussion, even if just to determine the opportunities that a SOW Engagement Management programme could add to your business.&nbsp;
You can also read more about our SOW Management services <a href="https://www.lorienglobal.com/business-solutions/statement-of-work" target="_blank" rel="noopener">here.</a>

Without proper control, Statement of Work engagements can cost more, and fail more often - in this blog we show you why visibility matters in SOW.

Why 2022 is the year to add visibility to your Statement of Work engagements

Last week Lorien was joined by guests from businesses of all sizes, industries, and at different stages in their contingent talent acquisition, as part of our first in-person roundtable since the COVID-19 pandemic. We discussed the contingent market, the importance of a defined value proposition, talent gaps, and everything in between. In this article, we share our key takeaways from the event. If you would like to share your own experiences or learn more about how your contingent value proposition (CVP) can aid diversity,&nbsp;<a href="mailto:solutions@lorienglobal.com?subject=Support%20with%20CVP">please get in touch with us today</a>!
<h4>The market is hypercompetitive, and this is creating new patterns in talent acquisition</h4>
The market is booming, with businesses of every size and every industry hiring for tech talent. At the same time, candidates that stayed with companies during economic uncertainty now have a sea of career opportunities in front of them, which is making talent retention even harder. This is creating some interesting new patterns in talent acquisition. Firstly, contingent talent is no longer an &lsquo;easy&rsquo; short-term solution for skills gaps in the permanent space. Contingent talent has &ndash; in many areas - become just as difficult to hire for, and this has meant value propositions often associated with permanent have begun to bleed into CVPs &ndash; such as skills development, meaningful work, flexible working, exciting projects, and culture.&nbsp; Secondly, globalisation has meant that acquiring talent from overseas is no longer as cost efficient as it once was. Many location-agnostic US companies are offering lucrative US wages which can be hard to compete against. The rise of remote working post-pandemic will likely only escalate this trend. Thirdly, both talent demand and shrinking cost differentiators for talent have meant that many organisations have had to adopt more flexible operating models.
<h4>Changes in workforce make-up are affecting inclusion and diversity</h4>
The speed of the contingent recruitment process means that often focus is on finding and recruiting talent quickly rather than hiring through a D&amp;I lens. Our guests discussed how this approach could cause problems further down the line if contingent workers ended up converting to permanent roles. In that swift and sometimes transactional conversion process I&amp;D goals may not be given proper consideration. Without a clearly defined I&amp;D approach for contingent roles therefore, it can become very difficult to keep a handle on overall I&amp;D within the business. Our guests discussed how contingent talent should perhaps be seen as permanent talent that hasn&rsquo;t decided where to settle yet.
<h4>Contingent candidates are more confident about what they want and need in a role&nbsp;</h4>
Since the pandemic, contingent candidates have become more vocal and candid about their preferences for flexibility. Darren commented on the Lorien 2020 &lsquo;What Tech Candidates Want&rsquo; whitepaper, and how even pre-pandemic there were many similarities in expectations for contingent and permanent workers; Darren suggested the pandemic might have brought this to a tipping point. Our guests expressed how the contingent mind-set has become more permanently aligned, with requests not just for more flexible working, but also greater learning and development opportunities and interesting projects. For some, this expectation was causing friction with hiring managers, with candidates dropping out as soon as a hiring manager expressed a preference for a commitment to set days in the office or suggested a need to be based in a specific location. Guests found that often candidates are seeking reassurance from existing contractors or employees &lsquo;at the coal face&rsquo; about what flexibility really meant at that organisation. It was agreed that enabling a candidate &ndash; whether contingent or permanent - to speak to someone early on in the process to establish working from home opportunities was vital for turning offers into acceptances, and for attracting a gender-balanced slate. Flexibility didn&rsquo;t necessarily guarantee conversion, but it did open opportunities up to more talent.
<h4>Talent scarcity has made the contractor king</h4>
&nbsp;Demand for contingent talent is increasing rates in more than one way. Our guests discussed the effects of &lsquo;project bleed&rsquo;, where contractors acquired on clearly defined projects were later moved onto new projects at a higher rate because of the business&rsquo; reliance on their skills.&nbsp; Our guests were also experiencing more &lsquo;boomerang employees&rsquo; &ndash; people that left during &lsquo;the great resignation&rsquo; for higher rates, only to return when expectations didn&rsquo;t match up. They noted however that returning employees tended to have even higher expectations. Both of these examples, and the knowledge that talent is scarce, is putting many skilled contractors back into a position of power.&nbsp;&nbsp;
<h4>Is IR35 a red herring?</h4>
Many companies took a firm stance on IR35 pre-COVID-19, opting for blanket policy changes towards PSCs. We discussed whether the unprecedented demand for talent would prompt more organisations towards case-by-case IR35 assessments and determinations. Our guests were split; some believed that IR35 was simply a commercial outcome which meant paying more and which had to be factored into the recruitment process, resulting in the need to weigh up the extra cost vs. the operational cost of facilitating case-by-case hiring manager determinations; while others believed that IR35 had made the landscape incredibly complex. We also discussed the potential challenges of working with boutique consultancies for certain projects, and the pitfalls of not properly defined Statement of Work services.&nbsp;&nbsp;
<h4>Process efficiency is becoming even more important for talent retention</h4>
Historically, the fast turnaround of contingent talent has meant a &lsquo;worse&rsquo; process from a CX perspective. However, the new demand for contingent talent has led organisations to start thinking more holistically about their recruitment processes, and candidate engagement of contingent talent. The importance of fast, painless processes, access to real experiences of the company culture and team, and proactive communication throughout the end-to-end recruitment journey, has never been higher for contingent talent engagement and retention.
<h4>Upskilling and the apprenticeships are popular ways to boost the talent pipeline</h4>
The bottom line is there isn&rsquo;t enough talent in the pool to begin with. The volume of school leavers with STEM skills is not enough to fulfil demand &ndash; especially now almost every business is a technology-led business. Compounding this issue is that some long-term employees lack the digital skills required by companies undergoing digital transformation.&nbsp; It was agreed that too many businesses don&rsquo;t take full advantage of their apprenticeship levy to upskill existing workers and to bring new talent in. Several of our guests sung the praises of their apprenticeship programmes as a way to supplement the talent pipeline. Many found apprentices displayed exceptional motivation and often delivered considerable value for investment when compared with traditional graduates, who could have higher expectations. We discussed that apprentices worked best in a structured business due to their need for clear tasks and objectives as they embed, and a natural requirement for greater pastoral care.&nbsp;&nbsp; We also discussed the value of internal upskilling, but the challenge of persuading stakeholders that 20% of work time be devoted to learning was a worthwhile investment. Without stakeholder buy-in, these sorts of evergreen talent pipelines can be difficult to build, but the importance of doing so has never been more pressing as we continue the &lsquo;war for talent&rsquo; of all forms.&nbsp; We hope these takeaways prove useful for your business strategy. If you would like to continue the conversation around contingent talent, diversity, and market trends, please get in touch with us at&nbsp;<a href="mailto:solutions@lorienglobal.com?subject=CVP%20Takeaways">solutions@lorienglobal.com</a>. And if you would be interested in attending future roundtables, please get in touch with Darren at&nbsp;<a href="mailto:Darren.topping@lorienglobal.com?subject=Future%20events">Darren.topping@lorienglobal.com</a>.&nbsp;

Read the key takeaways from our event on the contingent workforce, talent attraction, diversity, your value proposition, and how it all fits together.

CVP: Why your contingent brand matters to diverse talent – key takeaways

Lorien&rsquo;s onsite delivery into Nationwide Building Society has won the Onsite RPO In House Recruitment Team Award at the 2021 In House Recruitment Awards.&nbsp;
The annual In House Recruitment Awards celebrates the significant achievements of internal recruitment teams and the individuals within them. This is Lorien&rsquo;s second consecutive year of success at the awards, with the team winning Onsite RPO In House Recruitment Team in 2020 for its delivery into ReAssure.
<h4>Annelise Smith, Director of MSP and RPO at Lorien said:</h4>
&ldquo;It&rsquo;s a proud moment to win the award for Onsite RPO In House Recruitment Team once, but it&rsquo;s an honour and a privilege to win it twice in two years. For me, this represents that our RPO delivery is truly industry-leading and confirms what I&rsquo;ve always believed &ndash; that the dedication, expertise and energy of our people gives our clients the edge in the war on talent. I am incredibly proud of the Nationwide onsite RPO team for their exceptional client delivery this year and would like to thank them all for their hard work over the last 12 months &ndash; without which this would never have been possible.&rdquo; This is the second award for the Nationwide RPO team, having received the&nbsp;<a href="lorienglobal.com/en/insights/lorien-wins-the-client-service-award-at-the-tiara-2021-talent-solutions-awards">Client Service Award at the 2021 TIARA Talent Solutions Awards earlier this year</a>.&nbsp; For more information about the In House Recruitment Awards,&nbsp;<a href="https://www.inhouserecruitment.co.uk/awards/" target="_blank" rel="noopener">click here</a>.

Lorien's second consecutive win at the annual In-House Recruitment Awards recognises  onsite delivery into Nationwide Building Society as industry-leading.

Lorien wins the Onsite RPO In House Recruitment Team Award at the 2021 In House Recruitment Awards

After almost two years of instability, business is booming again.&nbsp; The ONS recently announced&nbsp;<a href="https://www.bbc.co.uk/news/business-58543554" target="_blank" rel="noopener">over one million vacancies were recorded between June and August&nbsp;</a>&ndash; the highest since records began &ndash; as well as that employee numbers had bounced back to pre-pandemic levels.&nbsp;
In July 2021,&nbsp;<a href="https://employeebenefits.co.uk/uk-employees-least-motivated-work-home/" target="_blank" rel="noopener">almost a third (31%) of people felt stuck in their role due to economic uncertainty</a>. But as the market becomes more buoyant, candidates are beginning to emerge from hiding. The question is: should you join them?&nbsp;
<h3>Yes: what are you waiting for?</h3>
After almost two years of deprivation &ndash; clamping down on spend, issuing furloughs and redundancies, and pressing pause on important projects, businesses are finally realising they can&rsquo;t stay static forever. Recruitment went into overdrive in 2021. In May,&nbsp;<a href="https://technation.io/news/tech-hiring-at-its-highest-level-for-five-years/" target="_blank" rel="noopener">tech hiring hit it a five-year high</a>, with over 132,000 recorded vacancies. As well as businesses rushing to catch-up to strategy,&nbsp;almost 20,000 new tech businesses were created in 2020 &ndash; or two every hour. More vacancies naturally means more interesting opportunities and better odds to get the role you want (<a href="https://www.lorienglobal.com/jobs" target="_blank" rel="noopener">check out our live vacancies here</a>). After all, even though more candidates might be looking to move, the volume of opportunities still far outweighs supply &ndash; leading to that supply-demand imbalance which famously tips in the candidate&rsquo;s favour. The pressure to find and keep talent, as well as the growth of digital strategy seen during the pandemic, means that businesses are also more willing to negotiate for the right candidate. Recent&nbsp;<a href="https://home.kpmg/uk/en/home/media/press-releases/2021/05/kpmg-and-rec-uk-report-on-jobs.html" target="_blank" rel="noopener">research from KPMG and APSCo</a>&nbsp;revealed that between a 23 year high for talent demand, and less available candidates due to concerns over job security, pay was accelerating. In fact, the report uncovered a 14-month high for starting salaries, and an 18-month high for temp pay growth. But it&rsquo;s not just cash that&rsquo;s on the discussion table. Over the pandemic, companies were forced to adopt more flexible working practices. While many businesses are still finding their feet in the &lsquo;new normal&rsquo;, hiring managers will be more receptive to having conversations about flexibility, remote working, and benefits packages up front. Be prepared for an element of uncertainty &ndash; many HR departments haven&rsquo;t made their decisions on hybrid just yet &ndash; but there has never been a better time to have an honest conversation about what you expect in your next role.
<h3>No: bide your time</h3>
It&rsquo;s true that today&rsquo;s market could snag you a good deal &ndash; a better job, better pay, and better benefits. But it&rsquo;s also important to see the market for what it is at the moment: frantic.&nbsp; The last two years has seen a significant amount of change for both businesses and individuals. Many companies will have lost talent (through their choice or someone else&rsquo;s), restructured, and re-strategized. That means a lot of exciting opportunities.&nbsp; But we&rsquo;re not quite out of the woods yet &ndash; the UK&rsquo;s furlough scheme has only ended recently and there&rsquo;s already been talks of what a winter COVID-19 strategy could look like (including a last-resort lockdown).&nbsp; Companies are currently playing catch-up after two years of hunkering down &ndash; if the market seems fast and chaotic, that&rsquo;s not necessarily a good sign. This is when rushed, desperate decisions are made (on both sides). This could end up affecting you in a new role if the rush to get people in isn&rsquo;t properly thought through. Naturally, this goes for culture too. While now is a great time to negotiate your contract, don&rsquo;t forget that many companies are in flux right now. Their excellent work from home policy might not stick, nor may the culture, people, department, or need.&nbsp; Another reason to bide your time is internal mobility. You won&rsquo;t be the only one weighing up your options, and other companies aren&rsquo;t the only ones rethinking their strategy. If you&rsquo;re otherwise happy at your company but looking for something more &ndash; maybe progression or a change in direction &ndash; now might be the best time to bring that conversation up, when your business is conscious of the talent-crunch and in acceleration mode.
<h3>So when is the best time to job hunt?</h3>
How long is a piece of string? Moving jobs is never an easy decision.&nbsp; The market at the moment is incredibly candidate-driven &ndash; there&rsquo;s no doubt that there are more opportunities out there than ever before, more flexible, and open-minded companies, and more exciting projects happening. But it&rsquo;s also true that we&rsquo;re in a period of change, and change can be unsettling &ndash; for everyone. Whether you stick or twist, job security is never 100% guaranteed.&nbsp; So, with that in mind, the best time to move jobs is based on a number of things &ndash; whether you&rsquo;re being challenged, whether there&rsquo;s room for growth, and whether you enjoy what you do. Culture should also play an important role in your decision-making, especially as companies respond to changes in climate. You should also be aware of your situation, such as the importance of location, flexibility, work-life balance, and benefits in your life.&nbsp; It never hurts to keep your options open and to see what&rsquo;s on the market. To get started, make a priority list of what&rsquo;s important in a role for you (taking your existing role out of the equation). Check against what you currently have, what you want, and what you think you can get. Then take a look at what&rsquo;s out there. At the very least, exploring options outside of your current company will enable you to benchmark your skillsets and understand what you should reasonably be able to ask for, even if you decide not to move.&nbsp; If something catches your eye, don&rsquo;t be afraid to put your CV in and even attend an interview. Think of it like the step from window shopping to trying something on &ndash; you don&rsquo;t have to buy anything, and it might even help you work our whether you want someone new or if what you have at home actually fits perfectly. You might even find a role you would have never even considered before.&nbsp; <a href="https://www.lorienglobal.com/jobs">Check out our live vacancies&nbsp;</a>to see what roles might suit you or read&nbsp;<a href="https://www.lorienglobal.com/insights/five-of-the-best-questions-to-ask-in-an-interview">our blog on interview tips</a>&nbsp;before you start applying.&nbsp;

As the tech market becomes more buoyant, more people are considering swapping jobs. But is now the best time to take the plunge? And if not now, when?

How to know when it's time to job hunt

Outsourcing your recruitment is a big decision. Hiring the right talent is key to the longevity and success of any business strategy and trusting your future to a third party can seem daunting. Luckily, tender processes have been designed to take some of the risk out of the decision by thoroughly qualifying suppliers and ensuring you only partner with the people best placed to represent you and your needs. Here, we&rsquo;ll give you an overview of what you need to know when issuing a Request for Proposal (RFP).
<h3>What is an RFP?</h3>
An RFP (Request for Proposal) is a document detailing your requirements for a recruitment project, such as&nbsp;<a href="https://www.lorienglobal.com/business-solutions/rpo-total-talent-acquisition">outsourcing your permanent recruitment</a>. Suppliers will respond to the RFP with their solutions in a bid to win the contract and deliver the project. RFPs should contain enough detail for a supplier to produce an accurate, workable solution for you. You can issue an RFP for any recruitment project you want, whether that&rsquo;s a 3+ year&nbsp;<a href="https://www.lorienglobal.com/business-solutions/msp-and-contingent-workforce-solutions">MSP&nbsp;</a>or a single six-month volume hiring campaign&nbsp;<a href="https://www.lorienglobal.com/business-solutions/project-recruitment">(Project RPO)</a>.&nbsp;
<h3>What&rsquo;s the difference between a Request for Information (RFI) and a Request for Proposal (RFP)?</h3>
When putting together your proposal, you may hear terminology like RFI, RFP and RFQ. These requests typically correlate with how far along in the decision-making process you are. An RFI &ndash; or Request for Information &ndash; is used when your requirements aren&rsquo;t yet defined, and you want to learn more about the suppliers and understand their potential solutions. RFIs typically take the form of a list of general questions about a supplier&rsquo;s approach and credentials, requiring a written response. However, more and more now we are seeing companies opt for a presentation format of response, where they get to meet the supplier in person or virtually, and ask questions post the presentation. An RFI is normally followed by an RFP; some businesses will shortlist suppliers between stages.
A Request for Proposal (RFP) is a more detailed request, and asks the supplier to give a formal, defined solution for your specific requirements. As part of the RFP, the supplier will demonstrate their skills, experience and expertise, outline their solution and benefits, and quote the cost for delivering the solution. You will need to provide as much information as possible about your requirements at RFP stage in order to get the best solutions from suppliers. RFQs (Request for Quotation) may also be used where you have a clear understanding of the solution you need, and simply want a pricing comparison.&nbsp;
<h3>Do you need to write a Request for Proposal?</h3>
You don&rsquo;t have to issue a Request for Proposal to choose a service provider at all if you don&rsquo;t want to. Some businesses go out to tender to explore different options and to see if there are other solutions (or providers!) that better fit their requirements. It can also be a useful price comparison exercise, to ensure you&rsquo;re getting the most for your money and that you&rsquo;re paying a competitive price for any existing solutions (for second generation RPO/MSPs). Generally speaking, it&rsquo;s never a bad idea to see what else is on the market, and you may wish to meet with potential suppliers on a more informal basis.
However, there are cases where going out to tender might not feel right, and the grass isn&rsquo;t necessarily always greener. Tendering is a time, cost, and resource-heavy process that requires input from lots of different senior stakeholders. If you don&rsquo;t feel like anything is missing with your current provider, or you&rsquo;ve already identified a supplier that you feel confident ticks all the boxes, then you might be tempted to bypass the process.
<h3>How do I write a Request for Proposal for recruitment?</h3>
Step 1: Prepare and define your needs
Before writing your RFP, you should have a clear understanding of what you want to achieve. Start by mapping out the scope of the work, such as where you want it delivered, how you want it delivered (i.e. model of recruitment), and when you need it delivered by. Then detail pain points you need solving and key objectives. Your objectives might not always be operational &ndash; you may want a supplier that is aligned to your values, for example. You can refer to this plan as you build your RFP. Step 2: Introduce your business and background Your introduction should give context to your proposal. It should explain who you are as a business and reasons for outsourcing, such as going through a significant period of growth. Your company history, values and purpose let suppliers know a bit more about you and what matters most. You should provide a summary of the project and key aims, and you can also detail information about the process, such as timeframes, if you wish. Step 3: Outline your requirements This is perhaps the most important aspect of writing your RFP, as the more detailed you can be, the better the solutions will be. Provide as much information as you can, including both strategic requirements (e.g. becoming seen as an employer of choice) and operational targets (e.g. improve CV to interview rate). Where possible you should provide anonymised data sets to demonstrate your needs, such as key roles you recruit for and average salaries &amp; day rates to enable potential suppliers to provide you with accurate indicative pricing Step 4:&nbsp; Explain how suppliers should respond You should set out the format for how you want suppliers to respond, and there are a number of ways you can do this. You can request a specific format (e.g. general headers/bullet points to address), ask direct, detailed questions if you want specific answers, or allow the proposal to be freeform. You can also put limitations around responses, such as word counts or page limits. And you can issue an RFP using a portal to standardise responses, or you can request PDFs to encourage more creative and visual proposals. Word limitations are good for clean, concise responses, but it&rsquo;s important not to be too restrictive or you could miss important information. Likewise, setting out a format or asking specific questions makes proposals easier to compare, but freeform allows the supplier to showcase specific elements of their solution.&nbsp;&nbsp; Step 5: Outline evaluation criteria and timeframes Ideally, you should set out clear evaluation criteria to help suppliers understand how you will score their proposals. This might include weighting for specific elements of the proposal or highlighting specific priorities. You should also give the supplier the opportunity to ask any clarification questions (CQs). Responses to these questions should then be shared amongst all suppliers to ensure a fair tender process. You should also outline your timeframes, including a CQ deadline, response deadline, shortlisting deadline (where appropriate), any next steps and their deadlines (such as presentation), and expected date for contract award/project go-live (if known).&nbsp; I hope this short guide will give you the confidence you need to start putting together an RFP! If you are currently thinking of outsourcing and want to understand your different recruitment options, check out our&nbsp;<a href="https://www.lorienglobal.com/business-solutions">Client Services</a>. You can also get in touch with us at&nbsp;<a href="mailto:solutions@lorienglobal.com">solutions@lorienglobal.com</a>&nbsp;for more information on Lorien, what we do, and outsourcing your recruitment.&nbsp;

If you’re outsourcing your recruitment, you might feel overwhelmed by choice. Learn what an RFP is, when and why you might use one, and how to get started.

How to write a Request for Proposal (RFP) for RPO/MSP

When the off payroll working regulations (IR35) were postponed by a year to April 2021, it provided the UK with the opportunity of a further 12 months to get organised. Already, there were concerns about the potential impact on both individuals and organisations and the uncertainty of how COVID-19 could affect the market only heightened tensions. The government decided to delay the roll-out by a year, giving clients and contractors more bandwidth to figure it out and the market to stabilise. Now here we are, more than a year on, the regulations implemented. But how has IR35 affected the contingent worker market?
<h3>What is IR35?</h3>
The IR35 &lsquo;off payroll&rsquo; working regulations aim to ensure that those who work through a personal service company (such as their own limited company) and work in a way that would make them an employee of the client if paid directly, are subject to statutory deductions as if they were employed. The legislation has been active since 2000 but was reformed in April 2017 to put the onus for determination on the client and was specific to the public sector only. After a year&rsquo;s delay due to the COVID-19 pandemic, the reform was extended to the private sector as of April 2021.&nbsp;
<h3>Blanket bans haven&rsquo;t been so broad</h3>
According to two separate, independent studies, around&nbsp;<a href="https://www.contractoruk.com/news/0015077third_contractors_outside_ir35_under_new_off_payroll_rules.html" target="_blank" rel="noopener">one third of contractors are currently engaged on contracts &lsquo;out of scope&rsquo; of IR35</a>. This is a different landscape to what we saw in 2020 where the more favoured approach was a lack of engagement with PSC or Limited Company workers. The reform delay to 2021 may have given companies more time to prepare for the rollout and to work in partnership with their contingent talent pool, supported by the explosion of businesses that were created to support clients with making status determinations. One&nbsp;<a href="https://www.ir35shield.co.uk/Files/IR35Shield_Contractor_Survey_2021.pdf">2020 study</a> found that less than a quarter (23%) of in-work contractors were working at clients that had imposed a ban on PSC workers.
<h3>Carrot or stick?</h3>
Even with more &lsquo;out of scope&rsquo; opportunities than previously thought, some contractors are still resistant to the changes.<a href="https://www.contractoruk.com/news/0015077third_contractors_outside_ir35_under_new_off_payroll_rules.html" target="_blank" rel="noopener">&nbsp;80% of contractors that have been determined as inside IR35 are actively looking for a new client</a><a href="https://www.contractoruk.com/news/0015077third_contractors_outside_ir35_under_new_off_payroll_rules.html">,&nbsp;</a>meanwhile&nbsp;<a href="https://www.thehrdirector.com/business-news/gig-economy/ir35-contractors-have-their-say/" target="_blank" rel="noopener">50% of contractors plan on challenging their determination</a>, meaning a likely rise in disputes. This has the knock-on effect of creating additional workload for organisations as they now manage the &lsquo;back-end&rsquo; of status determinations in addition to the original decisioning.&nbsp; How has this affected contractor movements? According to a&nbsp;<a href="https://www.ir35shield.co.uk/Files/IR35Shield_Contractor_Survey_2021.pdf" target="_blank" rel="noopener">December 2020 study</a>, 65% of contractors planned to avoid contracts &lsquo;inside&rsquo; IR35, while 69% were prepared to increase their rate for an in scope role. Meanwhile, interesting research from IPSE found that&nbsp;<a href="https://www.thehrdirector.com/business-news/gig-economy/ir35-contractors-have-their-say/" target="_blank" rel="noopener">almost a quarter (25%) of contractors were planning on looking for contracts abroad, 17% were turning to permanent roles, 11% were going to retire in the next year and 12% planned to stop working altogether</a>.&nbsp; While this may be extremely concerning in the skill scarce digital economy &ndash; of which there is a significant contingent population &ndash; there are opportunities. One study found that those with niche skills were twice as likely to find a contract outside IR35, which may well encourage contractors to upskill into more scarce skill roles. This kind of skill mobility may well change how we use contractors in the future.
<h3>How has the pandemic changed IT contracting?&nbsp;</h3>
The rollout of the IR35 reform to the private sector coincided with the COVID-19 pandemic. Remote working aside, one of the biggest changes to working habits was uncertainty. Over the last eighteen months, businesses have been required to scale their workforces up and down to cope with the turbulent market and volatile economy. And what&rsquo;s one way to bake flexibility into your business model? Contractors. Even though many organisations responded to the early stages of the pandemic by reducing their contractor use,&nbsp;<a href="https://www.gartner.com/smarterwithgartner/9-future-of-work-trends-post-covid-19" target="_blank" rel="noopener">32% of businesses took to replacing full-time employees with contractors to reduce costs and improve scalability in 2020</a>. As restrictions eased in early 2021, many organisations ramped up hiring again as the pandemic accelerated digital transformation and tech projects placed on hold in 2020 went live again. As expected,&nbsp;<a href="https://www.contractoruk.com/news/0015078it_contractor_demand_surged_23_year_high_may_2021.html" target="_blank" rel="noopener">IT contractor demand soared to a 23-year high in May 2021</a>.&nbsp; Contingent-focused workforce models, like&nbsp;<a href="../../../../../../en/client-services/msp-and-contingent-workforce-solutions" target="_blank" rel="noopener">Managed Service Provision (MSP)</a>, are gaining popularity as businesses ramp up their contractor use. At the same time, Employed Consultant Models (ECM), which emulate contracting with experienced hires &lsquo;loaned&rsquo; to clients for fixed periods of times, and&nbsp;<a href="../../../../../../en/client-services/statement-of-work" target="_blank" rel="noopener">Statement of Work (SoW)</a>, where experts work on set programmes with fixed deliverables, have also grown in demand as alternative workforce models for temporary talent.&nbsp;
<h3>What should you do if you&rsquo;re concerned about your contingent talent?</h3>
The IR35 reform came into place in the private sector on 4th April 2021, so your workforce should already be compliant. However, if you are concerned about access to contingent talent and how IR35 may have affected this, we can help. Lorien is a specialist technology, digital and professional talent solutions provider, with over 40 years&rsquo; industry experience. We&rsquo;ve seen the talent solutions market transform completely over the last five years, and we&rsquo;d be delighted to talk you through the latest thinking in the space &ndash; including alternative talent models like SoW, how to identify and build your optimum source mix, and how to attract, engage and retain your contingent workers in a competitive market. We also provide an IR35 service that includes support from IR35 expert and expert support in building, promoting &amp; transmitting your contractor value proposition &ndash; A key tool in cutting through the noise of competing opportunities to access the best talent in the market, <a href="mailto:darren.topping@lorienglobal.com" target="_blank" rel="noopener">Reach out to me</a>&nbsp;for more information on creating a high-performing contingent workforce programme in 2021.&nbsp;

In this blog, Darren Topping looks at some of the latest studies indicating how IR35 might have affected the contingent worker market.

How have the IR35 reforms changed business

<article class="blog-article">
<div class="blog-article-body">
Technology is a force to be reckoned with. Already, it has sent shockwaves through the retail, financial services and healthcare industries &ndash; demanding immediate, radical transformation. Those that failed to adapt, crumbled. Now all signs point to the insurance sector as the next industry to be hit by disruption. Comparison websites, the rise of Insurtechs and scope creep from global tech companies like Amazon &ndash; as well as customer expectations &ndash; are necessitating change in the industry. But is insurance ready for digital transformation? And what role might contingent talent play in getting it there?
<h3>The role of digital in the insurance market&rsquo;s future</h3>
For insurance businesses that can master technology, the future is one of infinite possibilities. By embracing tech, insurance providers can move away from annual insurance policies to personalised, high-touch service offerings.
For example, by using data and analytics to monitor customer habits and preferences, IoT to improve proactivity (e.g. monitoring water use to identify leaks before they do damage and give rise to a claim) and AI and machine learning to detect fraud and manage claims, insurance businesses can offer more intuitive and value-add services, and grow their slice of the pie.
A&nbsp;<a href="https://www2.deloitte.com/content/dam/Deloitte/uk/Documents/financial-services/deloitte-uk-insurance-trends-digital-disruption.pdf" target="_blank" rel="noopener">2020 Deloitte survey&nbsp;</a>into the future of technology in the insurance industry shows how tech will be adopted. Of the 200 EMEA executives surveyed, the tech they are prioritising includes cloud (48%), data and analytics (31% - and 41% or life insurers and annuity providers) and Internet of Things (34%). Cybersecurity was another area that may see significant investment, with over half (51%) of respondents raising compliance to cybersecurity and data protection laws as a concern.
All of this suggests that technology adoption is going to be pivotal to the insurance industry over the next few years. But it&rsquo;s not without its challenges.
<h3>What stands in the way for insurance adopting tech?</h3>
Even though<a href="https://www2.deloitte.com/content/dam/Deloitte/uk/Documents/financial-services/deloitte-uk-insurance-trends-digital-disruption.pdf" target="_blank" rel="noopener">&nbsp;80% of insurance executives believe that the industry is moving fast enough to keep up with technological advancement</a>, figures suggest otherwise. Just&nbsp;<a href="https://www.mckinsey.com/industries/financial-services/our-insights/insurance-blog/infusing-tech-talent-into-the-uk-insurance-industry" target="_blank" rel="noopener">28% of employees in UK insurance companies have digital and analytics capabilities, and only 12% of employees are in tech-specific roles&nbsp;</a>like software engineer, data scientist or product manager (with most in &lsquo;data and analytics&rsquo; roles). By comparison,&nbsp;<a href="https://www.mckinsey.com/industries/financial-services/our-insights/insurance-blog/infusing-tech-talent-into-the-uk-insurance-industry" target="_blank" rel="noopener">56% of employees at global technology giants have digital and analytics skills &ndash; including 30% in digital and analytics roles</a>.
With a recent study finding a&nbsp;<a href="https://www.mckinsey.com/industries/financial-services/our-insights/insurance-blog/infusing-tech-talent-into-the-uk-insurance-industry" target="_blank" rel="noopener">positive correlation between business performance in the insurance sector and the proportion of digital talent a company has</a>, insurance providers will need to grow their tech talent base to warn off competitors.
But this is compounded by an incredibly fierce market for tech skills &ndash;&nbsp;<a href="https://www.computerweekly.com/news/252502552/Tech-sector-hiring-reaches-highest-level-in-five-years" target="_blank" rel="noopener">tech hiring hit a five-year high in May 2021</a>. Insurance providers are not just going toe-to-toe with each other and with market disrupters for tech talent, but against attractive sectors like financial services and banking.
And this could be a problem for the insurance sector, which is already grappling with talent attraction and an aging workforce. The insurance sector also faces some challenging (and outdated) stereotypes which can make talent attraction harder. As more insurance businesses gravitate towards a digital-first proposition, these stereotypes are shifting &ndash; the UK is after all a global centre of expertise in insurance, with an exciting technological transformation prospect &ndash; but for others this is still the long game. The insurance industry has come a long way, and many businesses today can&rsquo;t be tarred with same brush, but getting that message to market will be key for talent attraction long-term.
The insurance industry has all the ingredients to become a magnet for top talent &ndash; but only if it moves quickly enough to stamp out competitors.
<h3>The value of contingent talent to the insurance industry</h3>
Now is the time for the insurance industry to get creative with its workforce model. The demand for digital is only going to pick up pace, and businesses cannot rely on permanent talent alone.
Which is why contingent talent holds the key to insurance&rsquo;s future. Contingent talent offers a wealth of expertise that can be easily scaled up to plug skills gaps for the short-term. This will afford the time for businesses to reskill existing employees, launch talent programmes and rationalise services, while getting the ball rolling on vital digital programmes.
Contingent talent is also an excellent resource for businesses stepping into digital transformation as it can act as the translation layer between legacy systems and new ways of working. Contractors typically offer high levels of expertise, but they can also offer cross-sector knowledge due to the variety of projects they work on. This could be invaluable for companies looking to scale their tech, as they can apply lessons learnt from both an insurance background and from other industries that have undergone digital transformation.
Lastly, contingent talent is scalable, which means it can be flexed up for specific digital programmes or redeployed as priorities change. This gives businesses in the middle of change a degree of flexibility without investing in headcount &ndash; a plus point when the climate is so uncertain.
For insurance businesses looking to rejuvenate their reputation and hire digital talent, using contractors to begin transforming the business from within will therefore be of paramount importance.
<h3>How to begin the digital journey with your contingent workforce</h3>
For businesses ready to begin their digital transformation journey with contingent talent, it&rsquo;s important to recognise the selling points of your sector. The insurance industry is an exciting opportunity for contractors to sink their teeth into a project that requires digital transformation from top to bottom. It&rsquo;s an industry with a strong backbone but that&rsquo;s changing rapidly, so will suit people with the confidence, flexibility and appetite to adapt quickly. Speaking to this audience in the right way will help the insurance sector undercut glossier and more established rivals.
It will also be worth taking the time to map out an optimum workforce mix. By identifying skill needs, projects and timeframes, companies can work out the best use of talent. It can also help with picking up skill shifts to pipeline for future need or retrain existing employees &ndash; with contingent talent stepping in to pick up the shortfall in the short to medium term.
An MSP (managed service provider) can help with all of these steps &ndash; from identifying pockets of talent to bringing the message to a market in a way that resonates with the target audience to identifying and qualifying the right people to support a digital transformation journey. Lorien &ndash; as an <a href="https://www.lorienglobal.com/business-solutions/msp-and-contingent-workforce-solutions">MSP and workforce solution</a> within tech. Lorien has already supported many clients in the financial services and insurance sector to boost their access to <a href="https://www.lorienglobal.com/business-solutions/contract-permanent-recruitment">contract and permanent tech talent</a> and drive tech transformation.&nbsp;
The bottom line is that the insurance sector needs to pivot to tech &ndash; just as all industries will eventually have to. And while many insurance businesses are already on this journey, and on it with enthusiasm, technology transformation isn&rsquo;t an overnight job. It will require restructuring existing processes and reimagining the sector, both internally and externally. It will require shifting brand employer value proposition (EVP) and finding USPs to face down talent competitors. And it will require shifting to a continuous, customer-centric and tech-driven mind set. But first come the people, and fast.
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The insurance industry is under pressure to digitally transform - but how? What stands in the way? And what role could contingent talent play in the journey?

Contingent talent is key for the insurance sector to embrace digital transformation

Lorien demonstrates leadership in innovation and delivery of contingent workforce solutions (CWS) in technology talent sector
Global technology, digital and professional talent solutions specialist Lorien has been named in the &lsquo;Leaders&rsquo; quadrant of NelsonHall&rsquo;s 2021 NEAT analysis for contingent workforce solutions (CWS) and managed service programmes (MSP).
NEAT (NelsonHall Vendor Evaluation and Assessment Tool) is an annual assessment by leading independent research analyst firm NelsonHall on the performance of vendors supplying contingent workforce solutions and managed service programmes. The NEAT matrix evaluates suppliers on a range of criteria, including service innovation, geographic coverage, capability in mid-market provision, and the ability to deliver on a transformation journey, to identify the best performing providers in the market.
This year&rsquo;s report evaluated the performance of 18 vendors, with Lorien named as one of the overall &lsquo;Leaders&rsquo; in the report.
Lorien was recognised as a &lsquo;Leader&rsquo; across all categories, including in &lsquo;Enabling a transformation journey,&rsquo; which saw Lorien scoring highly for both &lsquo;Ability to deliver immediate benefit&rsquo; and &lsquo;Ability to meet future client requirements.&rsquo; Lorien was recognised in the report for its innovation as well as its high performance, being positioned highly for its ability to meet future client need within the &lsquo;Leaders&rsquo; quadrant.
Nikki Edwards, Principal Research Analyst at NelsonHall said: &ldquo;There is no doubt that Lorien&rsquo;s ability to consistently think outside the box when designing impactful solutions reflects a track record of sourcing scarce technological/digital skillsets over many decades. It regularly introduces new programs, initiatives, and tech/tools to stay highly competitive amidst a worsening technological/digital skills crisis.
<h4>Commenting on the results of the report, David Gettins, Managing Director at Lorien in the UK said:</h4>
&ldquo;I am delighted that Lorien has been recognised by NelsonHall as a leader in CWS and MSP solutions. At Lorien, we pride ourselves on our ability to build adaptable solutions that help our customers compete in the fast-paced technology market, and our consistent performance for innovation confirms that we&rsquo;re achieving that.&rdquo;
<h4>Ryan McMahon, President at Lorien in the US, remarked:</h4>
&ldquo;This is an amazing testament to the quality of our services and the expertise of our people to deliver impactful, agile, and transformative talent solutions. For companies going through a transformation, it&rsquo;s clear from our NEAT positioning that Lorien is a truly innovative contingent workforce solutions provider and best positioned to support them on that journey.&rdquo;
Lorien is an award-winning technology, digital and professional talent solutions provider, with over 40 years&rsquo; industry experience. Lorien is part of Impellam Group, the second largest staffing company in the UK and the seventh largest managed services provider worldwide.

Global technology, digital and professional talent solutions specialist Lorien has been named in the ‘Leaders’ quadrant of NelsonHall’s 2021 NEAT analysis for contingent workforce solutions (CWS) and managed service programs (MSP).

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