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THE FUTURE OF  WORK

part two

Work Meeting
Business Meeting

YOUR CHALLENGES

How people dynamics present obstacles for headcount planning, recruitment, development, and retention.

SEVEN INITIATIVES

Quick and easy-to-implement tips to help you plan, recruit, elevate performance and retention tips to enable your business growth

FACTS & EVIDENCE

Stats you must know about population dynamics employment / unemployment, and trends.

THE FUTURE OF THE WORLD OF WORK

and the implications for your business

The working environment, talent pool and economic climate have all been changing and you'll need to change with it.

FIVE CRITICAL CHALLENGES

These critical issues will be prohibitive to your business realising it's full potential. Guaranteed to strike a chord with you.

WHAT'S YOUR SCENARIO

Your business aspirations and goals depend on having the right people at the right time. You need to reflect on your current scenario and perceptions.

PLANNING FOR SUCCESS

How you can create an environment and platform to enable you to scale-up your business whilst mitigating risk.

Your challenges
Business meeting

SEVEN INITIATIVES

do something versus nothing

If you're in scale-up mode or a small business, then you probably don't have the talent management frameworks that bigger companies have.

You don't have the time to create all singing and dancing ones, you'd find it distracting and counter-productive.

 

We're not telling you how to run your business nor manage your people we're just sharing constructive perspectives and ideas, that you'll find quick, easy and helpful.

The Seven Initiatives

BUILDING WINNING TEAMS

consider these seven initiatives

BUILDING TOMORROW TODAY

Start with a minimum viable product approach

To scale your business, foster a positive, scalable work environment with successful teams. Create shared resources—forms, checklists, how-to documents—for company-wide and departmental use, including a flexible people management framework with job specs, interview templates, and learning materials. Opt for a modular approach for ongoing adaptability instead of a rigid, finalized framework.

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Diarise key activities

Be a consistently great leader. Set weekly reminders for appreciation, conduct monthly one-on-ones for check-ins. Clarify your mission statement, establish clear time-bound goals and milestones.

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Bring them in on it

As a leader, craft the business plan with the headcount plan. When developing people management frameworks, avoid doing everything at once; skip perfection. Delegate, engage in an agile, MVP approach, break down actions, test ideas, and learn from failures—energizing your team.

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Individual development plans

Empower individuals with personal development plans, managing records and tracking progress. Specify job specs, responsibilities, and prioritize skills. Evaluate current levels, identify areas for growth, and encourage career aspirations with clear steps for advancement.

Facts and Imperial Evidence

FACTS AND EVIDENCE

key stats

96%

Percentage employed. Highest since 1971.

21+

The number of parameters employers take into consideration

25%

Of the working population is America, African, Asian, Continental European...

70%

Of employees are not properly engaged with work

Modern Office

HIGH EMPLOYMENT.

LOW EMPLOYMENT.

  • Retired population increase of 7.5% in the last 10 years (#1).

  • Current employment rate is 96.2% (#2).

  • Just 3.8% is unemployed,the lowest since 1971.

 

A similar dynamic applies in the USA... since 1969 (#3)

Source: #1 UK Census 2021 #2 House of Commons Library #3 US Bureau of Labor Statistics

Shadow Show

GREAT EXPECTATIONS

why are hiring cycles so long?

As illustrated, it's not unusual for hiring managers to consider as many as 16+ parameters when sizing up candidates.

These are aspects that we're discussing with hundreds of clients since 2020. When they're outlining hiring requirements and giving feedback on prospective candidates.

In 2010, the number of parameters was typically 12+.

 

Every year expectations of people sitting in a hiring seat rise, and this probably applies to you too. Consequently, finding the right people with such specific skill sets takes longer.

  1. Location

  2. Working style i.e. hybrid, remote first or office

  3. Seniority level, scope and dimensions

  4. Functional area expertise (1)

  5. Functional area expertise (2) sometimes an additional definition

  6. Industry sector familiarity (1)

  7. Industry sector familiarity (2) sometimes an additional definition

  8. Employer size

  9. Underlying competencies

  10. Likeability

  11. Track record

  12. Emotional intelligence

  13. Challenge-related qualities

  14. Cultural match

  15. Values

  16. Motivations

  17. Stability and agility

  18. Growth potential

  19. Salary parameters match

  20. Availability to start within an acceptable timeframe

  21. Does the candidate want to take up this job?is job

COSTLY HIRING CYCLES

HIRING CYCLES TO RECRUIT SENIOR/SPECIALISTS

typical stages and timelines
Recruiting cycles (1).png

Not only are expectations of candidates higher - which means it takes longer to source them, but also recruitment processes are increasingly becoming longer.

Hiring cycles are not only painfully long but they're costly too.

  • They carry an opportunity cost of having the position vacant.

  • There's the time involved of those people involved in the interviewing process.

  • For the most senior people investors, business owners and CXOs, they incredibly distracting and dilute operational effectiveness.

The number of interview stages has gradually increased, translating into painfully long and costly hiring cycles, often 3-6 months for senior and specialist hires. Whilst hiring expectations are rising, the availability of talent is reducing. Most companies are already operating with headcount gaps. And it's going to get worse. There is an ageing population. You can expect a reduced availability of talent. Complicating matters further employees are more independent and less loyal.

Sipping Coffee Portrait

Onboarding to effectiveness - another 3-6 months

  • Logistics, getting them on the payroll, setting up email addresses and apps

  • Familiarising them with systems and process

  • Plugging the skill and knowledge gaps

  • Doing the work that needs to get done

  • Relationship building, networking and integration.

  • Developing workstreams, projects, implementing work that leads to the person becoming effective, productive and making a contribution.

  • Raising performance through levels from satisfactory, to good, very good and first rate

WHY THEY STAY. WHY THEY LEAVE.

According to Gallup, just 20% of employees are engaged in their work.

70% of employees say the issue of feedback is ignored. Seventy per cent of employees have either no feedback system or a failure to act on it when provided. Source: Qualtrics.

  • Average turnover rate is 20%. Source: Department of Labor Statistics, US

  • Average turnover rate in sales jobs is 31%. Source Xpert HR

  • Employees who are "engaged and thriving" are 59% less likely to look for a job. Source: Gallup.

  • Three out of four employees leave voluntarily. Source: AON 2020.

  • Over half of employees who quit jobs do so because they have a bad manager. Source: Udemy

 

Trust and culture feature in over 90% of the conversations that we are having with candidates about their criteria, and expectations of an opportunity.

Woman with Tablet

DIVERSITY

London is the most ethnically diverse region of the UK, with 46.2% of residents identified with Asian, black, mixed or ‘other’ ethnic groups. 

Females represent 52.7% of the workforce. There are 2 million more women working in the UK today since 2010.

Women in professional jobs up 40% since 2010.

​Source: UK Census 2021 and ONS 2023

The UK working population is 30 million, of which 2.25M are non-British EU Nationals i.e. from the EU.

Source: #1 UK Census 2021 #2 House of Commons Library #3 US Bureau of Labor Statistics

AGE DISTRIBUTION

You're managing different types of people.

  • Across four generations.

  • Each with different attitudes to work.

  • And different expectations.

Employed in IT & Comms

Employed in Sales & Customer Service

Visuals for Part 2 of The future of the world of work.png
Visuals for Part 2 of The future of the world of work.png

​Source: Publication 2023 UK House of Commons, Library

Canary Wharf London

LET'S TALK

about part three

If you are a customer of ours and would like to find out more, we have additional ideas and framework concepts that we can share with you (Part 3).

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