You can accomplish remarkable things in just sixty minutes.

In 1969, Neil Armstrong’s first steps and initial exploration on the moon took about an hour.

In 2020 Mo Farah set a world record by running 21,330 meters in 60 minutes. That’s an average speed of over 13 mph, which is faster than most of us can run if we sprint just 100 meters. He just maintained that pace for a whole hour – try that on your next fun run!

Alternatively, you could make yourself a delicious meal of Beef Tacos with Homemade Guacamole. Our favorite recipe takes about an hour from ‘fridge to fork.

What we see here is that while sixty minutes might not seem that long – the length of a team meeting, a workout at the gym, or an episode of your favorite podcast – it can also be incredibly productive and even transformative.

At OrgShakers, we champion The Power of the Hour … 60 minutes where leaders can brainstorm, gain expert insights, or get the unbiased feedback needed to spark something extraordinary. After all, every major breakthrough began with an idea and someone ready to listen.

That’s why we’re excited to introduce our new consulting service: OrgShakers CL!CK.

OrgShakers CL!CK offers a one-hour, private and confidential online consultation with one of our experienced HR professionals. It’s perfect for those moments when you need advice to tackle a new challenge, to test and refine your HR strategy, or simply to try out new ideas to see what resonates.

With extensive global corporate experience, our team is equipped to provide guidance on any HR-related question, whether you’re dealing with everyday tactical issues or complex strategic concerns.

If you would like to learn more about this service and book in time with one of our team members, head over to https://orgshakers.com/orgshakers-click/

The World Health Organization estimates that in a company of 1,000 employees, 200-300 workers will suffer from a serious mental health problem in any given year, one worker will die by suicide every ten years, and for every employee who dies by suicide, another 10-20 will make a suicide attempt.

When we look more closely at the US, it can be seen that of the high-income countries monitored annually by the Commonwealth Fund, the US has the highest suicide rate – with workplace suicides having risen by 39% since the turn of the millennium. And the UK is not far behind when it comes to cause for concern, as it is estimated that 10% of suicides each year could be work related.

In the tragic event that an employee does commit suicide, the employer has a vital role in supporting workers in the aftermath of this tragedy – a role which must be handled with a sense of care and compassion in order to properly manage the aftereffects of such a delicate situation. These are some of the things employers need to do:

• Acknowledge the Incident – it’s important for employers to speak about what has happened and provide employees with the space to process it. The loss should be acknowledged without speculation or blame, and condolences should be offered to the family, colleagues, and friends, as well as a clear assurance that the company is there to offer support to those affected.  
• Supporting and Signposting – in the immediate aftermath of the incident, it’s imperative that employers are making employees aware of the support that’s on offer internally (usually through an Employee Assistance Program) as well as offering to signpost grief counselling services to those who need it. Peer support should also be encouraged during this time, as the team will be feeling a mix of emotions, some more intensely than others, and having the support of your peers to lean on is vital.
• Allow Time for Grieving – some employees will be more affected than others by the loss of an employee through suicide, either due to how close they were with the deceased or if suicide is a particularly triggering topic for them based on past trauma. It can be a good idea for employers to provide a certain level of flexible leave for those who need time to process. In addition, employers can designate a safe, quiet space in the workplace where employees can go if they need a moment away from their work environment.
• Memorials and/or Tributes – if it’s appropriate and in line with the wishes of the family, it can be good to consider organizing a memorial service or providing a space for employees to share memories and support each other. Employers can also consider allowing employees to express their grief through tributes such as a memory board, a charitable donation, or planting a tree in memory of the employee.
• Ongoing Mental Health Monitoring – managers need to be regularly checking in with their teams to see how they are coping and reminding them of support available. It’s equally as important that managers are also given ongoing support and training so that they can handle these delicate situations to the best of their abilities.

In the aftermath of an employee suicide many employers will likely want to review and improve their workplace practices around suicide prevention – especially if the suicide was in any way work-related.

This will involve re-evaluating the workplace culture by reviewing policies and practices to ensure they support employee wellbeing and mental health, as well as reaffirming how important open and honest communication is and that all employees can always make time to talk privately to their leaders and direct reports.

It can be a good idea to conduct an incident review to get a better understanding of any work-related behaviors that might have been observed at work. HR should use these findings to prevent future tragedies by using the data to strengthen polices, procedures, and support systems.

Lastly, consider introducing mental health initiatives such as stress management programs and anti-bullying policies, as well as reviewing your current EAP provider to ensure they are offering a wide range of support for diverse issues.

If you would like to discuss this in more detail, please get in touch with me at karen.cerrato@orgshakers.com

You can do a lot in sixty minutes.

In 1903, Orville and Wilbur Wright marked the dawn of aviation with their FOUR successful sustained human flights. All four of these happened in the space of just one hour!

In 2022, Filippo Ganna cycled 56.8km in one hour setting a new world record. To achieve this, he sustained an average speed of over 35mph for a full 60-minutes. Try matching that at your next spinning class!

And, today, it’s estimated that Jeff Bezos will be earing around $3.5 million an hour.
(So, Jeff, if you read the whole of this article it will have taken up just $120,000 of your valuable time which I’m sure you’ll agree is great value!)

What we are seeing here is that although 60-minites may seem like a relatively short amount of time – the length of a lunch break, the time it takes to travel home, the duration of an episode of TV – it’s also possible for an hour to be highly productive … and maybe even groundbreaking.

At OrgShakers, we believe in The Power of the Hour … 60-minutes where leaders can bounce around ideas, receive expert advice, or get the objective feedback they need to start something incredible. After all, every successful business we’ve come to know started with an idea – and someone who was willing to listen.

That’s why we have launched our brand-new consulting service: OrgShakers CL!CK.

OrgShakers CL!CK is a one-hour, private and confidential online consultation with one of our seasoned HR professionals. It offers instant advice and is designed specifically for those times when you need help figuring out how to overcome a challenge, when you need advice on your HR processes, or if you simply just want a sounding board for new ideas to see what sticks.

With years of first-hand corporate experience on a global scale, our team can advise you on any HR question you may have, whether that be the day-to-day tactical challenges or a complex strategic issue.

If you would like to learn more about this service and book in time with one of our team members, head over to https://orgshakers.com/orgshakers-click/

‘Work from anywhere’ searches have risen by 145% in the UK, with recent research from MoneySuperMarket discovering that roughly six million Brits plan to use their flexibility to work abroad without telling their employer.

This rising trend has been dubbed the ‘workation’, a combination of ‘work’ and ‘vacation’ that is defined as taking a break from the work environment but not the work itself. Whilst these two things have typically been seen to be incompatible, the workation’s rising popularity seems to challenge this notion, as employees – especially the younger generations – are looking to find innovative ways to have the best of both worlds with their flexible working arrangements.

However, when we conducted our own poll asking if employers would be happy for their staff to work abroad without them knowing, 70% responded that they are happy for their staff to take a workation as long as they inform them. So, whilst the majority of employers also seem to be in favor of the workation, employees should communicate their movements to keep their employers in the loop of where they will be working from – especially if the time zone changes significantly.

It’s no wonder that we are seeing this trend emerge, as digital nomad visas have come into play in countries such as Italy, Spain, Dubai, and Thailand, to name a few. These visas aim to attract foreign employees who want to continue to work for their company whilst living elsewhere, eliminating any compliancy risks being breached by employers or employees (however, this would have to be revised if the employee decided to permanently move residences abroad).

While the workation therefore offers ample opportunity for employees to revolutionize their work-life balance into a comfortable blend of the two, there are a few things that employers need to consider to ensure that the workation remains a force for good:

• Workation Boundaries – it’s important for employers who are happy for their employees to take workations to not confuse these with employees taking vacations. Workations highlight that remote working employees are able to work whilst also being away, but this doesn’t mean that when an employee does take paid time off that they become accessible or contactable. Having those clear boundaries in place is essential for the workation to be a driving force for work-life balance and wellbeing support, as a workation is still work!
• Introduce ‘Core Hours’ – workations may see employees working in countries where the time zones can differ by more than an hour either way. If this is the case, consider creating a policy which introduces core working hours for all employees to be available no matter the time zone. This will ensure that there is always crossover but also means that those on workations do not have to work outside of typical working hours.
• Rise of Workaholism – employers need to be mindful that employees do still take time away from work purely to rest and relax. With the workation becoming popular, some employees may slip into the habit of not wanting to take time off and fall behind on their workload now that they can take a workation. But employers have a duty to encourage time off work in order for employees to recharge and ward off burnout.

Overall, the workation is shaping up to be a popular benefit that employers with remote workers can consider offering to attract and retain top talent. This is without mentioning all the additional benefits it has to offer around fostering creativity, improving mental health by working from sunny countries, and potentially strengthening the interpersonal bonds between colleagues if your company operates on a global scale. However, it’s important for employers to ensure that the workation doesn’t replace vacation, and to monitor the permanence of a workation so that there are no legal or tax implications that may have to be considered.

If you would like to discuss how we can help your organization design policies around offering workations, please get in touch with us today.

The workforce is quickly filling out with Gen Z workers. With it being estimated that 20% of the workforce in 2020 were Gen Z – and predicted that by 2030 they will make up a third of the workforce – now is the time for employers to be investing in the learning and development of young employees in order to reap the many benefits.

Gen Z are shaking things up for employers. With their passion for inclusion, their demand for sustainability, and their generation being the most diverse to date, it’s no wonder that the world of work has felt the quake of their arrival. With a penchant for pioneering new ways of working – paired with their social media savvy to get trends like ‘quiet quitting’ and ‘loud quitting’ going viral – it’s important for employers to ensure they are optimizing their young talent by focusing on their developmental opportunities. And there are several compelling reasons why doing so is a smart business move:

• Drivers of Innovation – young professionals bring a unique set of skills and perspectives to the table. Their familiarity with the latest technologies and trends allows them to approach problems creatively and innovatively, and so by nurturing this talent, companies can stay ahead of the curve and continuously reinvent themselves to meet market demands.
• Sustainable Talent Pipeline – investing in the development of young talent ensures a steady pipeline of skilled employees who are well-prepared to take on future leadership roles. By taking this proactive approach to talent management, employers will be mitigating the risk of skill shortages and leadership gaps that can ultimately hinder business growth. By providing continuous learning opportunities and career development paths, companies can retain top talent and reduce turnover rates, saving on recruitment and training costs in the long run.
• Enhancing Engagement and Loyalty – 87% of undergrads say learning and development (L&D) opportunities are essential when evaluating a job opportunity. As the appetite for L&D is clearly present, it makes sense to assume that when employers nourish this appetite, they will receive an engaged and loyal workforce in response. After all, when employees feel valued and see a clear path for advancement, why wouldn’t they want to remain working with that company?
• Foster a Culture of Improvement – a focus on developing young talent promotes a culture of continuous improvement. When employees are encouraged to learn and grow, it fosters an environment where feedback is valued, and everyone strives to be better. This culture not only benefits individual employees but also drives the overall success of the organization. Therefore, companies that embrace continuous improvement are better equipped to navigate challenges and seize new opportunities.

Investing in the development of young talent is more than just a trend; it is a strategic business move that yields long-term benefits. By prioritizing the growth and development of young professionals, companies can ensure their continued success and adaptability in an ever-changing business world.

To discuss how we can help bolster your L&D strategies, please get in touch with us today!

Change continues to be a prominent theme in the working world – so much so that employers are having to address the rising tide of change fatigue amongst their employees and themselves. That’s why this month we have chosen to read Reset: A Leader’s Guide to Work in an Age of Upheaval by Johnny C. Taylor, Jr.

Johnny is the president and chief executive officer of the Society for Human Resource Management (SHRM), and in 2018 was appointed as the chair of the President’s Advisory Board on Historically Black Colleges and Universities. With a deep understanding of the HR landscape, Johnny has written a book that has transformed the way employers select, retain, and train their employees in a business environment that is consistently changing.

In his book, Johnny pools together more than 70 years of experience and expertise from across a range of sources, and this is further propelled by extensive original SHRM research to deliver an honest, informative, and forward-thinking vision which allows leaders to reimagine their company cultures in the midst of upheaval. With hybrid and remote working still finding its footing, the increasing importance of diversity, equity and inclusion, and new technological advancements making their way into the workplace, employers need to understand now more then ever the best way of recruiting and retaining top talent on a global scale.

To achieve this, employers have to challenge their underlying assumptions and attempt to reset themselves and their organizational cultures. Johnny draws a lot on the pandemic acting as a springboard for this change, and as we continue to deal with the ripple effects that lockdown had across the world of work, it is more important then ever to understand how to prepare your teams for upheaval so to avoid the potential fatigue and turnover that comes with it.

In this sense, Reset acts as a call to action and a strategic roadmap which helps to deliver practical strategies for finding and keeping talent needed to make businesses thrive, and offers dynamic tools to continue to sustain that success in the long run.

To discuss how we can help your team combat change fatigue in more detail, please get in touch with us.

And in the meantime, to grab a copy of Reset, head over here if you are in the UK, and here if you are in the US. 

A third of executives say they would leave their organization if it requires employees to return to the office, compounding HR’s challenge of retaining a strong leadership team, according to a recent Gartner report.

The flight risk is concerning because, according to a 2023 Gartner survey of 520 HR leaders across a number of industries and regions, 80% of CHROs do not think they have a deep list of possible replacements for senior roles.

“If a mandate is put in place and a lot of executives leave, it’s a huge risk not to have a strong bench to fill those roles,” says Caitlin Duffy, research director in Gartner’s human resources practice. “That’s because it cascades down and impacts all the levels below and can be difficult to manage.”

Read the full story here: https://hrexecutive.com/why-mandated-rto-could-lead-to-massive-executive-departures/?oly_enc_id=4235F9720301H5Y

Recently, UK department store John Lewis Partnership announced that they would be publishing their interview questions for all of their roles online for everyone to be able to access prior to their job interview.

This has since sparked an interesting debate over whether this move will catalyse a new trend for employers everywhere to consider doing the same. There are an array of positives that could come from having interview questions readily available to potential candidates, but there are also some potential drawbacks that should be considered too.

So, what are the pros?

• Having preview questions available for candidates can be so helpful for those who have the correct skills and experience but may struggle to convey this clearly in an interview setting. This is especially true for those who are neurodivergent, as traditional interview methods are known to not be considerate or inclusive of neurodiverse needs.
• Interviews can tend to focus solely on experience, skills, and competency, but having set questions can allow the employer to make room for questions that focus on value alignment, too. This helps hiring managers get a real sense of who the candidate is beyond their qualifications.
• From an internal perspective, having pre-set questions creates consistency across the hiring process, and mitigates the risk of subconscious bias, as all questions have been pre-approved and are given to all candidates.

However, there are some potential obstacles to consider:

• If candidates can pre-prepare answers, then this can hinder the organic element of an interview – and potentially offer a further advantage to those individuals who can answer template questions well. There is also the potential issue of candidates using AI to generate ‘ideal’ answers to these questions, but later when hired, employers may find that a candidate oversold their experience and skillset.
• Another thing to consider is whether or not employers are updating the questions they ask on a regular basis. If not, then it is likely that candidates will be able to access forums with generalized answers that could essentially be copy and pasted, running the risk of making interviews less about getting to know someone and more of a standardized, mechanical process.
• Having questions set in stone can potentially limit candidates in what they might want to discuss or certain qualities they want to highlight about themselves. Interviews that are rooted in rigidity can lend towards them becoming impersonal.

Overall, making interview questions available to candidates can act as a great step towards more inclusive hiring practices, ultimately expanding a company’s hiring horizons and granting them access to new pools of talent. However, the best approach to this may be a hybrid one – having a set of questions available for candidates to prepare for, and then having a few additional follow-up questions in the actual interview that are more tailored to the candidate themselves. This gives employers the opportunity to see how well someone prepares, and how well they are able to think on their feet. After all, there are a lot of instances in business where you will have to adapt and display agility.

What I would recommend for this is starting the interview with the pre-available questions, as this helps to set the tone for the interview and allows time for the candidate to relax into the setting and get a sense of who you are as a company, too. This offers some time to establish a psychologically safe space for follow up questions, where the candidate will likely feel much more confident to answer. After all, the overarching goal of an interview isn’t to “catch people”– it’s to get to know them, and for them to get to know your business.

If you would like to discuss how we can help your organization thread diversity, equity, and inclusion strategies into your hiring processes, please get in touch with me directly at arnold.greene@orgshakers.com

In recent years, consumers have become much more environmentally conscious; one report even discovered that 90% of Gen X would be willing to spend an extra 10% or more for sustainable products.

This rising concern for the environmental wellbeing of the planet is also having huge effects on the world of work – especially when it comes to attracting and retaining talent. For example, Deloitte’s ConsumerSignals survey found that 27% of workers will consider a potential employer’s position on sustainability before accepting a job. KPMG’s research further strengthens this notion, as they discovered that one-third of young people reject job offers based on a business’s sustainability stance.

So, when it comes to attraction strategies, employers need to be considering their environmental, social and governance (ESG) initiatives, and ensuring that these initiatives are clear and transparent to potential new hires. More specifically, 69% of employees are looking to see if their employers are investing in efforts such as reducing carbon, using renewable energy, and reducing waste.

At the same time, nearly half of Gen Z workers (48%) said they would consider leaving a job that did not follow through on its promises on sustainability. Whilst having a clear commitment to environmental sustainability helps attract talent, following through on this commitment is key to retaining that talent.

And this sentiment is not just limited to younger workers. A report from Unily revealed that 72% of multigenerational office workers expressed concerns regarding environmental ethics, and 65% indicated a greater inclination towards working for companies with robust environmental policies.

What we are seeing is that eco-friendly companies are in high demand across the board, meaning that for employers, doubling-down their environmental support efforts are going to play a huge role in attracting new talent, and retaining current talent. And considering the fact that green jobs – which are defined as roles focused on sustainability and environmentally-friendly activities – now make up a third of job postings in the UK, it’s clear that the working agenda is becoming greener as time goes on.

For those employers who aren’t able to offer a ‘green job’, there are still other ways they can help the planet. Whether this be through tying their charitable initiatives to an environmental cause (this will also help to tick the ‘Social’ box of ESG!) or creating a roadmap to reducing their carbon footprint, there are a number of ways that going green will translate into profitability.

If you would like to discuss how we can help support your company with its environmental strategies, please get in touch with us.  

Gen Z are flooding into the workplace, and with this assimilation they bring to light conversations around work-life balance, environmentalism, and the importance of diversity, equity, and inclusion (DEI). And it is no wonder we’re seeing the latter take place; a recent study discovered that 36% of students and graduates identify as LGBTQ+.

And yet, a survey by the Williams Institute found that nearly half of LGBTQ+ workers (46%) have experienced unfair treatment at work at some point in their lives – and many reported engaging in ‘covering’ behaviors (that is, trying to conceal their sexual or gender identity to appear heteronormative) to avoid harassment and discrimination at work.

As someone who resides in a relatively ‘prideful’ London, it can be a shock to see that so many LGBTQ+ people are still subject to this discrimination in contemporary society.

With this being the most openly queer generation to date, it is no wonder that those companies who are on top of their inclusion initiatives around LGBTQ+ support are the most favorable workplaces. And with a third of the workforce predicted to be made up of Gen Z workers by 2030, it is so important for companies to ensure they are building a culture at work that is fostering feelings of safety and belonging.

So, what are the key ingredients for reinforcing LGBTQ+ inclusion in the workplace?

• DEI Programs – whether this be training programs, employee resource groups, or creating mentoring opportunities, it is important for employers to have one or more of these programs in place in order to continue driving their DEI agenda.
• Inclusive Policies – ensure that your policies are inclusive to all when designing them, taking into account specific policies you may need when addressing LGBTQ+ related issues (for example, same-sex parental leave policies, leave for reassignment surgery, bereavement leave for the loss of a child through surrogacy, etc.)
• Role Models – having diverse leaders can really help to highlight that opportunities in your company are available to all and attainable by all.
• Recruit for Culture-Add – hiring for ‘culture fit’ can sometimes feel like the comfortable option, but by hiring a diverse set of people who think differently and have differing life experiences, this can open up opportunities to break into new markets and consider new innovations. At the same time, it will also help to diversify your team and grow the culture of your company.
• LGBTQ+ Workshops – having regular LGBTQ+ workshops throughout the year can be so helpful to stay on top of the most up-to-date and inclusive terminology to be using. These will also promote the use of inclusive language in the workplace to help make everyone feel comfortable (for example, encouraging the use of the term ‘partner’ when discussing your significant other no matter your sexuality can be a signifier to queer people that they can comfortably share parts of their personal life at work).

The future of the workforce is set to be bright (and colorful!), and so fostering an inclusive workplace environment is key to creating a sustainable business. If you would like guidance on creating this inclusion roadmap and implementing this at the core of your company, please get in touch with us.                             

In a move that underscores the evolving landscape of workplace benefits, the London Stock Exchange Group (LSEG) has recently unveiled a groundbreaking parental leave policy. Effective from 1 July 2024, this policy not only represents a significant step forward in the realm of employee benefits, but also marks an important shift in the paradigm for Human Resources (HR) management worldwide. Understanding this shift is crucial for firms aiming to stay ahead in the competitive global market.

LSEG’s new policy offers an impressive 26 weeks of fully paid leave to all employees with more than 12 months’ service who are welcoming a child into their family. This is irrespective of the parent’s gender, how they become a parent, or their location, ensuring equal opportunity for all LSEG parents to engage in child caregiving. This initiative is a substantial leap towards achieving true Diversity, Equity, and Inclusion (DEI) in the workplace, setting a global benchmark that other organizations are likely to follow.

Why does this matter for HR?

            1.         Attracting and Retaining Talent: In today’s job market, where competition for top talent is fiercer than ever, benefits like LSEG’s parental leave policy can be a significant differentiator. By offering such forward-thinking benefits, companies can attract a more diverse talent pool and retain employees who value family-friendly workplace policies.

            2.         Promoting Gender Equality: Traditional parental leave policies often reinforce gender stereotypes by assuming primary caregiving roles for one gender over the other. LSEG’s gender-neutral policy challenges these norms, promoting a more inclusive environment that supports and encourages shared parental responsibilities.

            3.         Supporting Work-Life Balance: The addition of an eight-week phased return to work, with employees working 80% of their normal hours at full pay, acknowledges the challenges of balancing professional and personal responsibilities. This approach can lead to healthier, more productive employees.

            4.         Enhanced Support for Neonatal Care: Recognizing the additional challenges faced by families with children requiring neonatal care, LSEG’s enhanced leave policy provides critical support during difficult times. This consideration reflects a deeper understanding of employee needs and a commitment to supporting them through life’s challenges.

LSEG’s policy is more than just a generous employee benefit; it is a statement on the importance of nurturing an inclusive, supportive, and equitable workplace culture. For HR professionals, it serves as a clear indicator of the shifting expectations towards employee welfare and the role of organizations in facilitating this. As firms navigate the complexities of the modern workforce, adapting to these shifts is not just beneficial but essential for sustainable growth and success.

For HR professionals and firms worldwide, this new global parental leave policy highlights the importance of re-evaluating traditional policies and practices to align with the evolving expectations of the workforce. As we move forward, embracing such paradigm shifts in HR will be pivotal in building more resilient, inclusive, and competitive organizations. If you would like to discuss how we can help you with your policy creation, please get in touch with us.

The résumé can be traced all the way back to the late 15^th century, when Leonardo Da Vinci sent a letter to the regent of Milan seeking a job and outlining his relevant work experience. It was then a few centuries later that this concept gained real traction, and by the early 19^th century, having a piece of paper that highlighted your experience, skills, and qualifications started to become a prerequisite to getting a job.

But are we seeing the era of the résumé starting to come to a close?

Maybe, but not immediately. Our latest LinkedIn poll highlighted that the first thing the majority of employers considered when hiring someone new was their experience (51%), followed by their qualifications (19%) and then finally their skills (14%). Now, this isn’t to say that all three of these things are not considered, but it was interesting to see that experience outranked all other factors. While this suggests that there is still a place for the résumé, with the working world going through exponential changes – catalysed by the pandemic and its fallout – is it time for employers to consider evolving their hiring strategy to remain in step with the accelerated pace of change?

Well, according to TestGorilla’s The State of Skills-Based Hiring 2023 report, the answer may indeed be yes. Of the 1500 employers and 1500 employees surveyed, 70% agreed that all forms of skills-based hiring are more effective than a résumé. 87% of employers said that they experience problems with résumés, most notably determining whether it is accurate, determining a candidate’s skills, and the struggle to easily rank potential hires to identify the strongest talent.

What we are starting to see is that employers are beginning to adopt a skills-based approach when it comes to identifying the best talent during their recruitment. This would see hiring managers doing away with résumés, and instead employing skills-based assessments to determine which candidates are best suited to the role. These assessments would include cognitive ability tests, role-specific skills tests and assignment or work samples – all of which were viewed as being more effective measures for identifying talented candidates over résumés.

And it is no wonder that employers are thinking this – moving away from the résumé and the ‘degree-inflation mindset’ allows organizations to gain access to a wider, more diverse talent pool, inviting in more opportunities for innovation. There is also a much lower chance of hiring the wrong person as employers would have seen their abilities in action, which helps to avoid the estimated cost of a bad hire (which ranges from five to twenty-seven times the amount of the person’s annual salary).

Experience and qualifications are still notable considerations when it comes to selecting a candidate, but employers who are expanding their horizons to skills-based hiring practices may yield the best – and most economically friendly – results in the years to come.

If you would like to discuss how we can help evolve your recruitment process by infusing skills-based assessments into it, then please get in touch with me at andy@orgshakers.com