In today’s shifting market landscape – where an economic downturn is driving greater hiring caution, yet the competition for top tech talent remains fierce – how are you carving a niche for yourself?

Companies are constantly evolving to improve efficiency and productivity; however, this can’t be done without the right people on board. Permanent employees can help expand business and provide a wealth of benefits, so what can you do to attract the best of the best? Let’s get into it – but first, how can your people help drive success?

They can improve your company culture

Permanent hires play a pivotal role in shaping and strengthening your company culture. Having long-term employees committed to your organisation are proven to strengthen teams, reduce turnover, and add a sense of belonging.

Permanent employees can help bring your culture to life as they learn and grow through your company values and traditions. They also have the opportunity to bring their own thoughts, experiences and perspectives to your teams, fostering a diverse work environment. In a workplace where employees feel valued and respected, they can become advocates, enhancing company culture for the better.

Permanent employees are also more likely to engage in mentorship and knowledge-sharing programs, a medium that can foster more meaningful relationships between employees and improve overall workplace culture.  Through committing to personal and professional development, helping the growth of their colleagues, and perpetuating a culture of continuous learning, they can help create a dynamic work environment that attracts and retains top talent.

Permanent hires are the cornerstone of a thriving company culture. Their commitment, action through values, and knowledge-sharing only expands a business further. Whether you’re a startup, scale-up, or enterprise organisation, don’t forget that company culture can make or break your next hire.

They can develop knowledge that knows no bounds

The longer an employee is with your organisation, the stronger their understanding of your company, and the more technical knowledge they can develop, which all helps to drive business innovation. This can reaffirm existing technologies, enhance productivity, and create new solutions to drive success.

However, it’s not just knowledge picked up on the job that can make your permanent employees one of your biggest assets; offering continuous learning and development opportunities can also enhance business performance.

A 2023 Talent survey of over 500 tech candidates revealed that the opportunity for career progression and development matters to 48% of these professionals when looking for a job. By providing meaningful opportunities for growth, you can cultivate a culture of ongoing self-improvement and development, empowering your people to reach their full potential. By offering training, mentorship, and professional development, you are investing in your permanent employees’ skills and knowledge, ensuring they remain valuable assets as the company evolves.

The more learning potential given to employees, the better the business outcome, and the longer they can positively impact your business strategy. Want to find out how we can help you find the perfect team member to grow with your organisation? Check out our permanent recruitment services.

They can enhance your company niche

Permanent employees can enhance your company niche. The longer employees stay and grow with your business, the more it allows for them to truly understand your organisation and the unique language it speaks, helping you get key projects over the line and deliver results.

Plus, the lengthier the tenure of your perm team members, the stronger the relationship they can build with your customers to deliver long-term business success. Not only does this improve customer satisfaction, but it will also drive results that will bring your business to the next level, even in a market downturn.

Developing a deep expertise of the niche market is another added bonus that tenured employees can bring to the table. Permanent employees have the time and capacity to understand your differentiation against competitors. This allows them to specialise in customer relationships, market trends, and develop ways to continue gaining a competitive advantage.

Ultimately, hiring permanent employees will make you stand out from the competition as your company niche becomes stronger in the market. There are wins all around.

How you can attract and retain top permanent talent

Ready to build high-performing teams to help your business achieve long-term success? Here are our top tips for bringing permanent tech talent on board (and keeping them with you for the long haul):

• Offer continuous employee growth opportunities
  • Candidates are seeking growth opportunities. So much so that almost 50% of tech professionals cite this as their most important consideration when looking for a job. Provide mentorship and training to your people and they’ll stick by your side for the long run – plus, employees who are happy in the workplace are 13% more productive than those who aren’t, meaning employee satisfaction can directly help your company. Armed with stronger business knowledge, fresh technical skills, and a productive mindset, your permanent employees can take your business to new heights.
• Provide flexibility
  • If you want top talent on your teams, you need to consider the flexibility you’re offering your people. A 2023 global Talent LinkedIn poll revealed 95% of respondents preferred either a fully remote or hybrid model of working; 37% of 1,500 tech professionals even revealed they would take a 10% pay cut to work remotely.
• Ensure a smooth onboarding process
  • Retaining top talent is crucial for any company’s success, and a seamless onboarding process is the first step in engaging new hires and setting up high-performing teams. A well-structured onboarding program not only introduces new employees to the company’s culture and values, but also equips them with the necessary skills and knowledge to succeed in their roles. This approach ensures that new hires feel welcomed, supported, and confident from the start, fostering a sense of belonging to your organisation. Once demand increases, your permanent employees will be ready to roll-out high-quality work.
• Consider your ESG strategy
  • In our Talent Sustainability: Awareness to Action Report, both tech candidates and employers ranked DE&I (diversity, equity and inclusion), and staff engagement and retention as their top two business priorities. 59% of candidates also expressed that a company’s commitment to environmental sustainability influences their decision to accept a job offer. Candidates are seeking a sense of inclusion and engagement, as well as a company commitment to sustainability when selecting an employer to work for. Deliver on what your people want in this space, and you’ll be able to attract (and retain) top permanent talent.

Permanent hires can take your business to new heights despite market downturns. Want to build and retain high-performing teams that will improve culture, enhance your company niche, and achieve long-term success? Learn how we can help you with all your permanent hiring needs.

At Talent, our vision is to empower people to build a better world of work for all. That means providing the most rewarding and empowering experiences for our contractors.

Through completing a feedback survey on their experience with Talent, contractors had the option to enter the draw to win a prize valued at $100. The winner had a choice between:

• A Visa gift card
• A donation to their charity of choice

Congratulations to our winner Peter B.

We likely don’t need to tell you that the tech hiring market is competitive. But hiring people is one thing; hiring the right people is another — especially when it comes to tech roles.

Here are the top tech skills every applicant should have before you consider them for your financial services team.

What are the right tech skills, anyway?

According to market trends and our experts’ opinions, the top tech skills for 2023 are:

Cybersecurity

The global average cost of a data breach is $4.35 million and up to $9.44 million in the United States. Unfortunately, even as threats become more sophisticated, tech roles get harder to fill. Globally, there’s a cybersecurity workforce gap of 3.4 million people — a number that has more than doubled since 2019. This indicates that the problem is not necessarily with hiring itself, but with finding people who have the appropriate experience and expertise. Unfortunately, this small talent pool means that you’ll be competing with a host of other industries, not just your peers in financial services.

How to hire for this skill: Look for applicants who have a proven track record of securing physical and digital environments similar to yours. Degrees can be a helpful indicator of experience, but base your decision on cybersecurity-adjacent skills, too. Perhaps most importantly, create a competitive, tech-forward environment where top cybersecurity professionals will feel both valued and challenged.

Data Analysis

Data holds a wealth of insights, but only the right tech expert can unlock them. By 2026, the U.S. alone expects a growth rate of about 28% in the number of data science jobs; industries and individual businesses across the world are seeing similar patterns. However, many U.K. organisations in finance and other industries plan to spend no more than £10,000 on recruitment, learning and development for data analysis.

The problem is that most of these jobs are comparatively new, which means finding experienced professionals can be tough.

To further complicate matters, data analytics job seekers in the financial sphere must demonstrate a comprehensive understanding of:

• Metrics used in financial services.
• Associated processes (such as risk management).
• Workflows, systems, and software used to gather data and extract actionable insights.

How to hire for this skill: Instead of focusing on experience, look for related skills, programs, and promise. Be willing to develop talent through a more extended pipeline; draw up-and-coming data scientists to the financial field by promising to support their growth, thus encouraging them to apply with you instead of at tech companies or other competitors.

Programming

Python, a high-level programming language, should be at the top of your tech applicants’ skills list.

Unfortunately, only 20% of Gen Z survey respondents felt they had “advanced” digital abilities in coding — which means this is yet another shortage of skills, not necessarily of applicants.

How to hire for this skill: Ask questions to determine how confident an applicant is in their coding and programming literacy; if a gap exists, present your financial services organisation as an opportunity to learn, grow and become better. Offer a tech-forward environment that strengthens existing digital literacy while building new skills.

Cloud Product Expertise

Cloud products such as Microsoft Azure and Amazon Web Services (AWS) are quickly becoming mission-critical in the financial services industry. Competition for talent in this area is more noteworthy, with almost one-third of U.K. organisations planning to spend up to or more than £20,000 on recruitment for cloud solutions.

How to hire for this skill: Look for applicants who list these platforms by name or otherwise indicate expertise in managing, utilising, and securing cloud environments. Explain your needs clearly and emphasise how the applicant’s cloud expertise would be put to good use in the financial services industry, presenting both challenges and opportunities to further their career.

How to find candidates that check all your boxes

When faced with a competitive tech hiring environment, financial services companies may feel as though they can’t be picky about skills. As the old saying goes, ‘Beggars can’t be choosers.’

The reality, however, is that tech professionals with the right skills do exist. To find these candidates and make them part of your team, try leveraging the following tips:

#1: Have a compelling employee value proposition (EVP): Remember that you’re competing with organisations from many other industries, not just financial services. Position your EVP to show skilled tech applicants that their careers will go further with you — and that their talents, expertise and experience will be highly valued.

#2: Build a strong employer brand: An employer brand clarifies your mission, personality, and culture. This helps attract applicants who want to put their top tech skills to good use in a company that supports its employees and clients.

#3: Deliver top benefits: Tech workers, especially those with in-demand skills, want growth opportunities, flexibility, supportive company culture and the ongoing chance to develop personally and professionally. Add these to your list of benefits alongside time off, health care or work-from-home options to stand out from the competition.

Build your tech dream team today

Don’t lower your standards to adapt to a competitive hiring environment. Show top tech professionals that you know what you’re looking for and value the key skills they bring to the team. Just be sure to understand your priorities and plan for the future of the financial services industry.

Ready to find the right candidates with the right skills? Learn more about how we can help.

What are green skills and how do they fit into the growing green technology landscape? We break down the basics. From solar to smart grids, here’s a quick snapshot of what you need to know about green tech and the growing green jobs market.

Technologies shaping the green energy sector

The green skills shortage is a global phenomenon. The UK currently faces a green energy skill gap of over 200,000 workers — a number that is likely to increase as the UK pursues 100% renewable energy by 2035. Sharing in the goal of 100% renewable energy is New Zealand, an objective set by the current Labour Party. In this pursuit, expertise in various areas is required, including solar power, wind power, energy storage, smart grids and electric vehicles.

Solar power

Solar power — a clean and renewable energy source — has a number of benefits, including its low environmental impact, scalability and potential to provide reliable power even during periods of peak demand. This green technology is enabled by four key professional categories: manufacturing, system design, project development, and installation and maintenance, which collectively support its implementation and ongoing operation. Across all professional categories, 700,000 new solar power jobs were created in 2022 alone. The following skillsets are sought after within each category:

• Manufacturing: Computer Numerical Control (CNC) Operators, Process Control Technicians and Instrumentation & Electronics Technicians.
• System design: Structural and Power Systems Engineers, Solar Energy Systems Designers and Software Engineers.
• Project development: Solar Marketing Specialists, Solar Utility Procurement Specialists and Building Inspectors.
• Installation & maintenance: HVAC technicians, Solar Service Technicians and Solar Installations Contractors.

Wind power

Wind power is actively shaping the green energy sector. To implement and operate wind power energy sources, there is currently a rising demand for those with expertise in data analytics, electrical systems, aerodynamics and simulation, among others. Within the five areas responsible for the operation and maintenance of wind power — engineering, design, construction, operation and maintenance — approximately half a million skilled workers will be needed in construction and maintenance alone by 2026.

Energy storage

Energy storage ensures energy sources are accessible when they are most needed. This is particularly important for renewables like solar and wind, which may not be consistently available.

There are several energy storage technologies, each possessing unique strengths and weaknesses: These include batteries, pumped hydro, and compressed air energy storage. Energy storage plays a transformative role in enhancing the reliability and affordability of renewable energy sources while reducing our dependence on fossil fuels.

Energy storage companies are looking for those who are competent in flywheels, pumped hydro, compressed air, and thermal storage, among others. The specific technical competencies required depend on the nature of the role — other relevant energy storage technological skills include software development, data analysis, modelling and simulation.

Smart grids

Smart grids are modern power grids that use digital technology to improve efficiency, reliability, and sustainability. Smart grids make use of various technologies including sensors, communication networks, and advanced control systems. These technologies enable utility companies to monitor and control the grid in real time, resulting in improved efficiency and reliability. Furthermore, smart grids play a vital role in integrating intermittent renewable energy sources, such as solar and wind power, into the existing power infrastructure.

There are various skills that are required of the engineers who work on smart grids: Linux, MATLAB programming, electric utility analysis, GIS, outage management, demand response and infrastructure management. The demand for such skills is projected to increase significantly as the global smart grid market is set to reach USD $207.82 billion by 2030, compared to 2022’s value of USD $50 billion.

Electric Vehicles (EVs)

With a projected UK skill shortage reaching the tens of thousands, Electric vehicles (EVs) are powered by electricity instead of gasoline or diesel —  considered a clean and efficient way to travel.

EVs have a number of benefits, including their lowered emissions, quiet operation and potential to reduce fuel costs. As technology continues to improve, EVs are becoming more affordable and accessible. In-demand EV-related technological competencies include software engineering, control system development, sensing and actuation technology, and vehicles & systems integration; the demand for these skills — and other associated EV competencies — is projected to grow 230% over the next five years.

A look into global demand

The global demand for workers in the green energy sector is steadily rising, as evidenced by a 29% higher median hiring rate compared to the 2023 workforce average. This trend shows no sign of slowing down – the number of green energy jobs is expected to increase by around 12 million by 2030. As only one in eight workers have the necessary skills to meet the rising green energy demand, employers are needing to ensure they stand out in today’s competitive tech marketplace to attract the best.

Whether you’re working in solar, wind, electric vehicles, or anything in between, at Talent, we bring together experts in tech, transformation and beyond. Learn more about our Green Tech specialisation here and our current job opportunities here.

Want to cash in on top tech talent in the financial sector? First things first, you need to understand the technology and skillsets this evolving industry is banking on.

The financial sector is undergoing rapid evolution: Innovative tech is changing the way financial transactions are conducted, and traditional banking models are being disrupted. Several technologies rise above the rest due to their transformative impact on the industry.

We delve into the tech that’s driving the most change amongst the workforce and the market insights you need to get ahead when hiring.

Three emerging technologies shaping the financial sector

Among the emerging technologies within the financial sector are artificial intelligence (AI), machine learning (ML), cloud computing and blockchain — each presenting unique opportunities for innovation and transformation in the way financial services are delivered and experienced.

AI and ML

AI and ML are two of the most disruptive technologies in the financial sector, commonly adopted to automate tasks, improve decision-making, and detect fraud, among other functions.

The marketplace for AI and ML skills in the financial sector is highly competitive. Salaries for these tech professionals are rising, and there is a growing demand for these skills in both traditional financial institutions and fintech startups. Granted, there is also a shortage of qualified AI and ML professionals, which is driving up the cost of hiring candidates with these skills.

Talent Wellington Senior Recruitment Consultant, Adeline Le Bris, comments that “AI will fundamentally change the landscape of the Financial Services industry. To enable AI, financial organisations are currently going through significant digital transformation. Some of their key priorities include replacing and modernising their core systems platforms as well as modernising their data. Achieving data maturity will be key to the success of enabling AI.”

Resultantly, it’s expected that the skills landscape and workforce demands will shift, with Adeline observing “some of the skills that are emerging will cover data analytics, data engineering including big data, infrastructure automation, programming, cloud platforms, and security. Specific technologies that are sought after will include Python programming, AWS, and Azure.”

In 2022, while Data Science ranked in the top 5 most in-demand professions in Australia, LinkedIn ranked machine learning engineers as the second most in-demand role in the UK. And looking forward, estimates project that 97 million new AI jobs will be created by 2025. One way that the Australian marketplace is planning to mitigate these demands is through the Government’s investment of AUD $124.1 million, as a part of their Artificial Intelligence Action Plan. Similarly, the UK Government recently announced their plan to invest £54 million into their AI talent pipeline.

As AI and ML technologies continue to evolve, Adeline notes that the demand for professionals skilled in these spaces will continue to grow. What are companies looking for most in tech talent? “Organisations will look for agile and adaptable mindsets, innovators, people who think outside of the box and have an eagerness to keep on learning and developing.”

Cloud Computing

Cloud computing allows financial institutions to seamlessly scale their operations, improve their security and reduce their costs. According to LinkedIn Talent Insights, several of today’s in-demand cloud computing competencies include:

• Terraform
• CI/CD
• Amazon EC2

Other in-demand skills include AWS CloudFormation, Amazon S3, and Azure DevOps services, among others. Given this demand, 46% of employers in an Australian study identified the lack of skilled individuals as the main barrier to cloud migration; an obstacle that is expected to persist due to the projected growth of cloud computing.

In Australia, public cloud spending is set to surge by 83%, reaching AUD $22.4 billion by 2026, up from AUD $12.2 billion in 2022. Similarly, New Zealand is forecasted to experience nearly a twofold increase in public cloud spending, jumping from NZD $2.6 billion to NZD $5.1 billion during the same period. To fuel this growth, there is a focused effort to source and invest in robust cloud infrastructure, develop specialised cloud services and foster a skilled workforce capable of effectively managing and leveraging cloud technologies.

Blockchain

Blockchain is significantly reshaping the way transactions are conducted. This distributed ledger system ensures enhanced security and transparency while also offering cost reduction opportunities.

Some of today’s most in-demand blockchain-related skillets, according to LinkedIn Talent Insights, include smart contracts, Web3, TypeScript, and dApps, among others. The demand for blockchain technology and its skilled professionals is projected to increase, with the worldwide market witnessing significant expansion. In 2022 alone, the market for blockchain technology reached $11.14 billion. Looking ahead, the market value is projected to soar to an estimated value of $469.49 billion.

Understanding the marketplace to source top tech talent

With the rising technological demand, financial institutions need talented professionals capable of navigating the ever-evolving landscape of digital finance.

At Talent, leading financial companies bank on us to deliver top tech candidates, helping to address today’s skill shortages. Learn more about how we can help you build world-leading banking, financial and insurance teams here.

There’s a battle for tech talent across the globe, and if you’re not winning, you’re losing.

Fortunately, there are plenty of tips and tricks to kick your recruitment strategy up a notch and help you secure the best of the best. Here’s how to get started.

Ready to attract tech talent? First, know what they want

If you’re hoping to attract potential employees with all the right tech skills, you must turn the traditional talent acquisition process inside out. Think of yourself as the candidate and jobseekers as key decision-makers. What can you offer to them? Why should they choose you over all the other candidates vying for their attention?

Here are a few things they’re looking for:

An effective hiring process

Nobody likes wasted time, but that’s particularly true for a candidate whose skills are in high demand. It’s even more relevant for tech workers, who may assume that your company isn’t savvy enough to put their talent to good use. They won’t wait around while your disjointed processes burn daylight, because that could mean they lose out on other opportunities.

Takeaway: Eliminate unnecessary steps, streamline hiring experiences and optimise decision-making activities. Remember to extend this efficiency through onboarding and training, too — after all, 80% of employees who feel undertrained due to poor onboarding, plan to leave their companies.

Competitive compensation

To attract top talent, you have to pay for top talent. For surveyed employers in March 2023, that meant merit increases of 3.8% and total increases of 4.1%. And with experts predicting a tech talent shortage that could last until 2026, every skilled candidate knows exactly how much they’re worth.

Takeaway: This may not be the time for drawn-out pay negotiations. Be ready to make a competitive offer up front, and don’t be surprised if potential candidates have done their research and come prepared with a counter-offer.

Real flexibility

A global survey found that 80% of employees who work at least partially remotely would recommend the arrangement to others, and about 60% would leave a current role for one that offers remote flexibility. Almost 85% of Australian respondents said they’d be happy with even one day of remote work.

Takeaway: If you can offer any level of flexibility, especially for roles that operate mostly in the digital world, do it. Consider comparing your remote work policies to competitors’ to attract top talent.

A supportive company culture

Your employee value proposition (EVP) must be in line with qualified candidates’ values and priorities. For top tech talent, that often means developing their skills, achieving personal and professional growth, taking ownership of their achievements and being treated fairly.

Takeaway: You can say whatever you want in that interview, but if employee engagement doesn’t really exist, potential candidates will know about it. That’s because nearly 70% use third-party company review sites to research workplace culture. Simply put, it’s important to be walking the walk.

Hiring factors that sink your ship

You know what a future tech employee is looking for — but what will make them turn around and leave? Here are a few things that might dissuade a candidate from applying:

Ambiguity

Our experts recommend writing clear, specific job recommendations, and that’s not just to help you get what you’re looking for. It’s also to avoid the agonies of ambiguity. If a candidate senses a ‘bait and switch,’ they likely won’t proceed with the hiring process — which means you’ve wasted everyone’s time.

Takeaway: This is an early opportunity to show tech talent that you maintain an honest, transparent, respectful company culture. Have others read every job description to ensure your language couldn’t accidentally be misleading.

Unreasonable expectations

Like any potential employee, tech candidates want to join companies where they can thrive. That means they’ll avoid situations that ask them to:

• Do too much: They’re experts, not miracle-workers. Don’t imply that a tech employee will be asked to do the impossible — such as guaranteeing complete protection from cyberattacks — at any point in their tenure. You also shouldn’t put the weight of your tech talent gap entirely on their shoulders; it’s your responsibility to hire a team to support them, not their responsibility to do the work of 10 other experts.
• Do too little: If there’s even a chance that a particular job includes low-level tasks as frustrating as troubleshooting network connections, skilled tech workers will likely lose interest. They want to grow their skills and use their talents, not teach your company the basics of tech literacy.

Takeaway: While you may be perfectly clear on your reasonable expectations, that doesn’t mean your whole company is. Ensure that your recruitment marketing and social media outreach teams are clear on exactly what’s required and what shouldn’t be discussed, mentioned, or even implied.

Poor experiences

Bad experiences can be caused by any number of things, but they often have just one outcome: A potential employee heads straight for the door. When competition is so fierce, it may only take a single negative interaction to make potential candidates look elsewhere. For example, U.K. tech workers and similar experts are generally among the happiest in their roles — so if a job-seeker isn’t feeling it, they’ll likely look for better opportunities.

Takeaway: Everything — from email exchanges to onboarding platforms — must be streamlined, optimised and handled with care. Even if you feel that the first few days aren’t a fair representation of what their role will actually be like, candidates look to these early experiences to prove that they’ll be happy in their new company culture.

Where to find top tech talent

You’ve got the dos and don’ts; now it’s time for the whos and wheres.

Entry-level roles

While you may be looking for higher-level positions, it doesn’t hurt to have a few tech employees who want to work their way up the ranks. That way, you’ll have internal experts ready for later.

Tech layoffs

Tech giants are laying off workers in record numbers, but their loss is your gain. Reach out to any prospective employee who may be looking for a steadier position outside the highly variable tech industry.

Employee referral programs

Use an employee referral program to turn current tech workers into recruiters. They know your company culture and team needs, so there’s no one better to recommend talent you may not have been able to reach otherwise.

Change-seekers

With trends like The Great Resignation, we saw a pool of tech workers who wanted to try something new — something more promising, rewarding, and interesting. If you can be all those things, you may have a chance with those experts who are still looking to switch things up.

Win your battles for tech talent

You don’t have to face this tough hiring landscape alone. Our experts know what tech workers are looking for, where to find them and how to attract them to your workforce. Better yet, we know how to outmanoeuvre your competition.

Get started by exploring our tech talent market trends, or get in touch today to learn how we can support you.

Just like a software update, tech workers in financial services need to run an upgrade on their expertise to keep up in a rapidly changing industry. But they can’t do it alone. Financial services companies play a key role in supporting their tech teams’ professional development – think on-the-job training (OJT), mentorship programs, sponsorship opportunities and employee resource groups (ERGs). A supported workforce can also drive innovation and productivity, helping financial services companies get ahead of the competition – it’s a win for all. So, how can you get started? Let’s dive into it.

Why skilled tech workers want upskilling opportunities

Upskilling initiatives provide tech workers with invaluable opportunities for personal and professional growth. By acquiring new skills and knowledge, they expand their career horizons and enhance their market value. This not only boosts confidence but also opens doors to exciting and challenging roles within the company — benefiting everyone involved.

For financial firms specifically, investing in upskilling initiatives offers a wealth of advantages, including:

Enhancing talent acquisition efforts: Top-tier tech professionals actively seek out companies that prioritise employee development and provide avenues for growth. By offering upskilling programs, your financial firm can attract and retain top talent who possess a strong desire to learn and progress.

Boosting morale: When team members feel supported and empowered through learning and development opportunities, they become more engaged and motivated in their roles. This positive work environment fosters innovation, collaboration, and productivity, pushing your company forward.

Building a positive reputation: By promoting a culture of continuous learning and professional development, your company can be perceived as progressive and forward-thinking. This reputation not only attracts top tech talent — 78% of financial services professionals cite that a positive company culture matters to them when looking for a job, according to Talent research — but also potential clients and partners who value innovation and expertise.

Employee development strategies for financial services

There is a plethora of employee development strategies out there, but these opportunities ultimately hinge on the specific goals of your people. Depending on where they are in their career, tech professionals may benefit from one or more of the following strategies:

On-the-job training

With on-the-job training (OJT), your people can gain hands-on experience and practical skills, ultimately improving confidence and job performance. OJT allows mentees to understand specific processes, systems, and tools, while your company can benefit from streamlined processes and enhanced productivity.

To implement effective OJT, your financial services company should develop structured training plans, allow shadowing and observation, facilitate hands-on assignments, and provide structured evaluation. The way that the OJT is set up should be dependent on the nature of the junior’s role. A junior investment analyst, for instance, may benefit from shadowing senior analysts, learning how to conduct market research, analysing investment opportunities, building financial models, and presenting findings to clients. Similarly, if your financial firm is taking on a junior cybersecurity professional, you may provide them with opportunities to observe and analyse real-world cyber threats, gain hands-on experience in implementing security measures, and receive access to relevant cybersecurity tools and technologies.

Mentorship programs

According to research by Talent, over 8 out of 10 surveyed tech employees desire the opportunity for meaningful work. A part of what develops meaningful, exciting work is the ability to learn and work alongside those who are more advanced in their careers: Mentorship programs pair experienced professionals with less-experienced employees to provide guidance, support, and career advice, offering numerous benefits for both mentors and mentees.

Businesses that invest in mentorship programs ultimately outperform those that don’t; mentoring serves as a means of improving productivity and profitability, as well as the retention rates of a company’s people. Given the growing demand and importance of tech skills – like cybersecurity, machine learning, and artificial intelligence in financial services – mentoring junior team members in these areas can foster innovation and boost company performance.

Sponsored educational advancement

If you want to keep A+ talent on your books, education is key. Sponsored educational advancement programs involve providing financial support and resources for your tech workers to pursue further education or professional certifications, demonstrating commitment to investing in their long-term growth and development.

Your financial services company can offer various forms of sponsored educational advancement, such as:

• Certification programs: Employers cover costs for certifications – including preparation materials, exam fees, and training programs – enhancing skills and expertise. Relevant financial certifications may include designations such as Certified Financial Planner (CFP), Chartered Financial Analyst (CFA), Financial Risk Manager (FRM) or Certified Information Systems Auditor (CISA), among others.
• Work-study programs: As facilitated by the employer, team members pursue education while working part-time, with flexible hours and adjusted workloads to balance work and studies.
• Internal training initiatives: Companies provide customised training courses or partner with educational institutions, ensuring employees have up-to-date skills and knowledge.

Through these opportunities and investing in your people’s growth, you can not only attract top talent but also keep the best on board, helping take your company to new heights.

Employee resource groups

Leverage the power of your people. Employee resource groups (ERGs) are employee-led groups that bring together people with shared interests. Through ERGs, employees can expand their professional networks, gain exposure to different perspectives, and access development resources tailored to their needs. ERGs also promote a sense of belonging and engagement, which can lead to higher job satisfaction and retention rates. As Richard Branson once said, “Train people well enough so they can leave, treat them well enough so they don’t want to”.

Your financial services company can encourage and support ERGs by providing resources, funding, and leadership support. By leveraging the power of ERGs, you can enhance employee development, foster a culture of diversity and inclusion, and ultimately drive innovation and success in the industry.

Understanding what top talent want in their employment

Financial services companies may be at risk of losing out on top tech talent to other industries or companies that offer more attractive opportunities. If you want to attract and retain the best, you need to understand what your people want. Hint: facilitating career development opportunities is high on their list.

To help you get ahead of the competition, we can do the heavy lifting in locating tech experts who are the perfect match for your company. Reach out today.

It’s time to ace your employer brand and bring top of the class talent into your teams.

While communicating a competitive benefits package serves as an integral aspect of an employer brand, this is no longer what’s going to get you top marks with tech candidates. Today’s workforce has choices; especially A+ tech talent. Therefore, to stand out among the competition, you need to craft a compelling, authentic and tailored employee brand that resonates with the unique desires of tech professionals in higher education.

Here, we unpack the role of branding to help your higher education institution acquire top tech talent: What an employer brand is, its advantages and how to create one that sets your institution up as an employer of choice.

Acquiring tech talent: The role that your brand plays

When actively recruiting top tech professionals, especially in the higher education space, employers need to consider how candidates perceive their brand and reputation. It should encompass the values, culture, and overall image that the company projects to the external world — ideally, adjusted to the desires of tech talent.

Here are just a handful of the benefits of a strong employer brand:

• Enhanced reputation as an employer of choice.
• Improved candidate quality and quantity.
• Reduced recruitment costs.
• Higher employee retention rates.

Top tech talent want more than just a competitive salary; they want meaningful work, flexibility and career advancement. An A+ employer brand aligns itself with these desires by drawing on the best practices we’ll cover below.

Effectively showcasing your brand: 3 best practices

Demonstrating your institution’s employer brand requires intentionality and forethought. To set out in the right direction, here are three best practices:

1.  Communicate your DNA

Among the wants of tech professionals, the ability to make an impact within their employment is a leading reason why a professional may choose one role over another. In keeping with this, it’s the responsibility of higher education institutions to communicate their various social and technological initiatives they are involved in as an expression of their DNA.

When communicating company DNA, consider the following guidelines:

• Communicate your company DNA widely online: Whether it’s through blog posts, such as this article from the University of Leeds on the adoption of industrial digital technology; press releases, like this release from the University of Bristol on their £12 million technological investment; or social media updates, utilise different online channels to communicate the way your institution is technologically advancing.
• Engage in thought leadership: In keeping with online distribution, look to further invoke thought leadership by relaying technological contributions to industry publications, conferences and panels to enhance your brand reputation and attract tech professionals. This publication, for instance, speaks on the creation of cutting-edge facilities for higher technical education, helping set the University of Brighton, the University of Sussex, and North East Surrey College of Technology (Nescot) as leaders within U.K. higher education technological advancement.
• Display social and wellness initiatives: Notably, a company’s DNA — and tech employees’ desire to make a difference — goes beyond technological advancement into the area of social and wellness initiatives. AUT, for example, is not only making significant strides in the area of sustainability — but are also communicating their efforts effectively. And on the wellness front, Victoria University’s career’s page speaks on the values of autonomy, safety & wellbeing, professional development, diversity and inclusion practices, among other key draw cards.

Through effectively communicating the various aspects of your institution’s DNA — whether in regard to technological, social or wellbeing — you position yourself in a spot where tech professionals can see the unique value your higher education institution offers as an employer.

2. Create a seamless candidate experience

A seamless candidate experience should be easy, efficient, and personalised, leaving candidates feeling valued. This greatly reflects the company’s culture, showing the applicant that their time and effort are appreciated. To foster a positive employer-employee relationship from the start, companies should:

• Streamline the application process by displaying clear and concise job descriptions and offer user-friendly application platforms. For example, The University of Auckland’s careers page allows candidates to easily sift and filter through various roles and obtain the necessary information without friction.
• Offer timely communication and regular updates throughout the hiring process, keeping candidates informed and engaged.
• Provide personalised interactions, such as emails or tailored interview questions, showing that the company values the individuality of each candidate.

A seamless candidate experience goes beyond application and interviews — it also includes onboarding. Providing new hires with necessary resources, information and support for quick acclimation establishes a strong foundation and greater chances of retention. To achieve this, many universities are turning to artificial intelligence (AI) for task automation; For instance, Harvard Business Review spoke on the multifaceted role of AI in onboarding, and the way its technologies are taking significant strides in reducing human error from the onboarding process. While onboarding still necessitates the human element to build meaningful connections and provide personalised guidance, AI can streamline various administrative tasks, and in turn free up professionals to focus on more people-oriented aspects of the onboarding process.

3. Leverage technology

Beyond utilising AI, higher education facilities can leverage other technologies to enhance their employer brand more generally:

• Adopt video interviews as a convenient method for enhanced candidate assessment. The University of Dundee in Scotland states that video interviews are the fastest growing recruitment technique, working to break down geographical barriers. Naturally, video interviews provide increased opportunities for applicants by allowing them to participate in the recruitment process from anywhere in the world — especially beneficial for international applicants or those in rural areas who are considering relocation.
• Draw on online data to determine what your ideal candidate is looking for, and adjust your employer brand accordingly. Insight, such as the desire of 84% of tech employees to work for a company with a commitment to environmental sustainability, can help you shape your messaging and the portrayal of your company values accordingly.
• Create an intuitive careers page, featuring employee testimonials, videos and virtual tours, among other relevant components. For instance Stanford University’s careers page highlights value propositions, staff testimonials and data on recommendation rates, while also creating an intuitive experience that is easy for the user to navigate.

Understanding the state of the higher education workforce

While your employer brand serves as a pillar in the pursuit of top tech talent, there are various other aspects that contribute to such sourcing and retention. In times like these, where tech talent have a plethora of employment options before them, consulting with industry hiring experts can be of great benefit.

Talent specialises in tech recruitment, helping higher education institutions across the globe identify and attract the most skilled and suitable candidates for their technology-focused positions. Contact Talent today to learn how we can support you in filling tech-voids.

From the very first moment someone accessed their work emails outside of the office (most likely on a Blackberry), the need for human beings to be sitting at their desks in order to perform their roles began to diminish.

In our increasingly mobile and cloud-connected world, the hours we spend in the office are becoming increasingly irrelevant. Computers in our pockets have more fire power than the computers we had at our desks in the 1990’s, and we now have the ability to work from any location at any time. The entire world of work has evolved, so the way we manage must also change.

What still really matters are outcomes and results. We all seem to be fairly capable of managing people to outcomes when everything is going well. Freedom and flexibility are a breeze when your team is kicking goals. But what happens if someone is not meeting their KPI’s?

1. Ditch the old-school thinking

When our teams don’t deliver, we usually let our old fashioned thoughts on management prevail. We move to managing via time at work because it’s easy to resort to making judgements about what we can physically see our team doing. Did they arrive in the office 15 minutes late? Did they take an extra 20 minutes on their lunch break? We start to judge by what we can see, but is this really the right way to go about things?

Oftentimes, because of technology and flexible work policies, we can’t physically see the work our teams are doing. That is where trust comes in. We need to demonstrate to our teams that we trust them to deliver on their goals, and we need to give them the opportunity to work in their own way.  Provide them with this flexibility and put the onus on them to make it work. If they have clear goals and a sense of direction, they will deliver.

This isn’t always an easy thing to do though. When frustrated, it’s easy to give in to old-fashioned thoughts. You might feel as though it’s unfair, “I worked for 20 years before being able to negotiate Fridays working from home” and “I was never allowed to be late when I was the junior”. This may be well and true, but times are changing. While you may not have had the opportunity to work from home in your early days, you may instead have had the luxury of a clearer distinction between your personal life and work life. Speaking of which…

2. Be aware of blurred lines

While the ability to work remotely is all well and good, the barriers that define “work” and “home” are being increasingly blurred. The juggling of commitments by parents who work from home, in many cases means that they are available 24/7 – well, except perhaps for those hellish two hours between 5 and 7pm when they need to get dinner, bath and bed sorted in military precision.

We may not physically see the hours our teams put in to their work, but that does not mean that they are not plugging away to deliver quality results. Employers expect team members to take calls from clients outside hours, and sacrifice personal time to have a meeting with the UK team at 10pm, but are not so happy when they arrive at the office 15 minutes late. We can’t forget that flexibility works both ways. It can’t always be give and no take.

3. Presenteeism vs productivity

It’s also important to consider that the most physically present team members might not necessarily be the most productive. “Presenteeism” is defined as “the practice of being present at one’s place of work for more hours than is required, especially as a manifestation of insecurity about one’s job.” Woody Allen once said that 80% of success in life can be attributed to simply showing up, but growing research shows that’s not the case. It is of no value to your company to have a full office, but a team of unproductive people. Sure, they’re ticking the box of being present, and maybe they are going beyond that and staying back late at the office, but are they actually delivering? Again, it is easy to manage on what you can see, but are these employees actually performing, or just putting on a show? If you choose to manage on presence, this is something you need to consider.

4. It’s on us, not them

The relationship between manager and employee is a two-way street. Managing on hours is actually really lazy. It’s easy. What’s a bit more time consuming, but far more rewarding, is spending more time up front having clear and regular conversations with your team members about their goals.

Before you begin to question them on their punctuality, take a moment to consider your own actions. Have you been clear about what you are expecting and the objectives you want your team members to meet? Have you had a somewhat difficult conversation with them about what you really need them to be achieving? An employee with very clearly defined KPIs, objectives and goals should be trusted to manage their time however they need to.

With that being said, if your company prides itself on the values of connection and collaboration, it is not unreasonable for you to place the expectation on your team members to make an appearance in the office often. A culture of connection can’t be achieved if there are never any people around. It is also a great idea to be using digital engagement channels to foster collaboration during the times your team is not physically present. This way you can maintain the culture your company is known for, without compromising the flexibility policies you have in place.

The world of work is evolving, your management style needs to as well. Remember, it’s not about measuring hours, but about managing outcomes. You can’t always see what your team is doing, but you need to trust in them to deliver. This isn’t something reserved for the workplace of the future, it is something that needs to be happening now.

With return to office mandates rising high, get in touch with us today to find out how you can balance office culture with employee well-being to retain and attract top talent.

Amidst rumours of an economic downturn, as well as the persistent worker shortages witnessed over the last five years, companies across all sectors are grappling with how to weather the storm — and this includes utilities companies.

There’s good news, and there’s slightly less good news: The utilities talent pool — tech workers in particular — hasn’t dried up. The way you source talent into your business, however, has changed compared to past years. This article will cover what you need to know to attract the top tech talent into your utilities company.

The utilities tech talent pool isn’t drying up

Utility companies facing challenges in attracting new talent may be experiencing one of two situations: Either there is a scarcity of available talent, or they are not employing effective methods to attract and recruit talent.

In 2023, the latter is generally true. While there remains a global tech workforce shortage, through adopting the right sourcing methods, organisations can capture tech talent who’re willing to jump at the right opportunity. It’s the responsibility of businesses to not only know where to look for these individuals, but to also take into consideration what tech talent are looking for in their employment agreement.

A survey by Workable and TalentLMS conducted amidst the 2021 Great Resignation found that seven out of ten tech workers were considering alternative employment. While job market fluctuations have begun to subside in 2023, the underlying principle remains: Tech workers are willing to shift positions to best fit their priorities.

These priorities include transparent salary expectations, hybrid workplace arrangements and childcare options, among others. By effectively communicating these offerings, utility companies can position themselves for success.

How to expand your talent pool

Over 80% of the utilities workforce are men, with an average age of 47. Although discrepancies in the utilities industry have been levelling out over the past decade, there are opportunities for companies to further broaden their talent pool.

• Campaign for underrepresented workers: The utilities and tech industries are both lacking in female representation. While women are less likely to apply for positions they perceive as not being a perfect fit, employers can proactively address this imbalance through targeted recruitment strategies such as headhunting and/or targeted social media advertising.
• Provide opportunities for a younger workforce: The utilities industry faces a lack of representation not only among women but also among young people. Although certain technical roles require qualifications beyond what high school graduates possess, utility companies can broaden their pool by proactively promoting appropriate entry-level opportunities to high school and tertiary students.

By proactively seeking out talent beyond the traditional demographic of the utilities industry, companies can tap into a wealth of untapped potential, diverse perspectives and innovative ideas that can boost company performance and progress.

Three ways utility companies can attract top tech talent

In just the past year alone, the way companies attract top talent has changed. Here are three ways to help you source the workforce that will power the future of the utilities industry.

#1: Advertise on social media

Social media is driving recruitment. Approximately 80% of job seekers have used social media while looking for work over the past year. Out of those job seekers, 40 million people per week search for jobs on LinkedIn.

In addition to job seekers using social media to find employment opportunities, utilities employers also proactively use social media to identify and recruit individuals they believe are a good fit for their job openings.

When recruiting on social media, follow the golden rule: Advertise on the platform where your ideal employees are. For instance, LinkedIn is beneficial for white collar utilities roles, particularly for roles aimed at those aged above 25 years old, while Meta platforms cater for more diverse targeting capabilities.

#2: Partner with outreach programmes

There is a plethora of excellent outreach programmes targeted at high schools, colleges, and trade schools. Talent RISE, as a prime example, actively work with young people to mentor and cater for employment opportunities.

By partnering with such outreach programmes, you engage with individuals who otherwise may not have come into contact with your business, widening the utilities talent pool and providing a tangible path for potential future employees alike.

#3: Communicate your values

When promoting a new job opening or seeking to recruit for a role that has not yet been established, it’s important to intentionally convey company values.

According to our own recent research, 84% of candidates say that it is important for them to work for a company that prioritises environmental sustainability. By communicating your organisation’s sustainability efforts, you can increase your chances of attracting values-driven talent.

Similarly, in today’s competitive marketplace, expressing values such as the commitment to workplace mental health, diversity and inclusion, and ethical business practices, serves as an effective recruitment strategy — after all, people tend to choose work based on their values.

Insights into the 2023 tech industry

The tech industry landscape is constantly evolving, making it a daunting task to stay up-to-date with the latest trends and changes. For both tech employers and those seeking to enter the industry, it’s essential to have a comprehensive understanding of key industry metrics, such as standard salary rates, high-demand skills, and cross-industry mobility patterns.

By staying in the know, individuals and companies can remain competitive in this fast-paced industry. Read through our article on the state of the tech industry in 2023 to gain insight into the latest trends, emerging technologies, and job market dynamics.