A month or two ago, I finished my second round with Game of Thrones, brought on by a recent trip to the Studio tour in Banbridge (10/10, would recommend to a friend). There is one line from the finale that has really stuck with me – so much so that I couldn’t even pinpoint where I had heard it, but it has been rattling around up there for weeks.

‘No one is very happy. Which means it’s a good compromise’. – the one and only, Tyrion Lannister.

I agree wholeheartedly with the statement, particularly for significant decisions (policy, redundancies, or in this case, who rules the Iron Throne). But let’s not ignore the first part of the quote – no one is very happy.

I’m a marketing bod, so hopefully, that provides some context to where I am going with this – but when it comes to your brand, both from the perspective of customers and talent, too much compromise can make for an all-around bland experience. You have spent so long trying to please everyone, that in the end, it hits the mark for no one. It might be an OK exchange, but there will be someone else, somewhere else, that has got it spot on for them. And ultimately, that’s where they will go.

People are diverse with their own blend of preferences. They want authenticity and a brand that personally resonates with them. We live in a world where we are being sold to all day long. Adverts pointed at us in every direction – TV, radio, social media, email, text message, in person. You can barely step outside your door without being met with some form of marketing. The only way to actually stand out? Be different.

How to do it

Firstly, you need to understand who you are as a business. What makes you unique? What do your customers and employees love most about you? Where are your strengths, and more importantly, what are your weaknesses?

From here, you should start to build an idea of what it is you bring to the table, and what you can do that your competitors can’t. That will define your offering.

Then you need to look at who actually wants this. Who are you attracting? This goes deeper than ‘business owners’ or ‘top talent’ – because that’s exactly how we have all fallen into this trap in the first place. What type of people are they? What do they love? What do they hate? What matters most to them when it comes to buying from or joining your business? Even better, who aren’t your people? Who doesn’t need this, or want it? And who don’t you want to work with?

I’ll use a car as an example (this will be rudimentary because I know nothing about cars – please bear with me). A 7-seater isn’t sporty – it’s not the fastest, or the coolest, or a status symbol to be admired by onlookers. But does it pretend to be? No. Do they try and find a middle ground and say, ‘We’re kind of fast and kind of sporty – look, we added a spoiler’? No. It just is what it is. And instead of trying to be all things to all men, they lean into it. No, we aren’t the fastest, but we are the biggest. No, we aren’t the coolest, but we do have space and flexibility to fit your lifestyle. No, we aren’t going to be gawked at on the street, but we’re ready to take on any terrain.

For many, that is what is important. That’s their who, and they speak right to them.

Find the people that matter and start creating messaging that is meaningful to them and avoid trying to please those who don’t – they aren’t your audience, stay in your lane.

If you’re interested in seeing this in action, and keeping to my 7-seater analogy, I think this one from Lexus demonstrates strong messaging well. Not only is this aimed directly at their target audience, but it also solves a notable problem with 7-seaters – no one wants to sit in the tiny back seats!

At the end of the day, we all know compromise has its place – but don’t make it the default for your brand. Embrace what makes you distinct, connecting with those who resonate with your message. Trying to please everyone will blend you into the background. Be bold, authentic, and unapologetically yourself. It may not please everyone, but it will resonate with those who matter most. In a world saturated with compromise, standing out is the only path to success.

Written by Natasha Agnew.

We hear a lot about Employer Brand (EB). How can we showcase our business, make ourselves sound great, and attract the best candidates? A simple solution could be to write some fancy copy to stick on your job ads and add a list of all your benefits – but of course, if it were that easy, every business would have an amazing EB.

So, the question is, how do we create a message that resonates with our target audience and attracts them to our business over our competition?

To truly speak to your audience, you need to look at more than just what is great about your business – and too often, employers neglect to show the challenges that come with the job.

You might be thinking, “Why would I talk about the hard bits of the job? Won’t it just put people off?” but think back to getting your first car. Did your parents just hand you the keys, or did you save up and use your hard-earned money to buy it? Chances are, if you worked for months to save up, you appreciated that car more than if it was simply given to you.

When we evaluate the value of something, we need to know how hard it will be to achieve it, or it’s virtually impossible to know if we want to pursue it. Will the juice be worth the squeeze?

In a book by Bryan Adams and Charlotte Marsha, the idea is that there are three main buckets of adversity we are looking to satisfy – purpose, impact, and belonging.

1. How can I fulfil my purpose in this business?
2. How can I create an impact on this business?
3. How can I feel a sense of belonging in this business?

To answer these questions, it’s essential to assess the difficulty of achieving each element. Is the wall too high to scale, or is it sufficiently high to bring meaning and value to the climb? Understanding the magnitude of the struggle is crucial.

The beauty of your EB lies in its uniqueness. Tolerance, threshold, and endurance for a company’s situations, demands, and expectations differ among candidates. Your EB acts as a smart filter, attracting those well-suited to your organisation while dissuading those incompatible with your culture.

Some candidates thrive on adversity, finding your expectations fair and even relishing the challenges. Others may be deterred. When crafting your messaging, the goal is not to attract as many people as possible but rather to attract as many of the right people as possible.

The conventional approach of boasting about being great at x, y, or z in every job ad has lost its impact. Candidates have become desensitised. Acknowledge the challenges of the job, be transparent, and create a give-and-take within your brand. This approach will yield a pool of candidates better aligned with your organisation, saving time and effort in screening those who don’t fit.

An authentic Employer Brand that embraces both the positive and challenging aspects of your business will resonate more with the right candidates, fostering a stronger connection between your organisation and potential employees.

Work is a huge part of our lives, so we should enjoy what we do. Therefore, it’s no surprise that people who dislike their job or feel dissatisfied with what they’re doing, won’t stick around for long.

Working to improve staff retention rates and keeping talented team members should always be a business priority. Low staff turnover means less time and money spent on recruitment; it also helps to build a strong employer brand, increasing your candidate attraction.

So, how can you improve employee retention and set your business apart from your competitors?

Hire the right fit

This might sound obvious, but the foundation of staff retention starts with hiring employees who align with your company’s values, culture, and job requirements. In terms of how we approach recruitment at Corvus People, we conduct thorough interviews and assessments to ensure that candidates not only have the necessary skills, but also show the right attitude, behaviours, and enthusiasm for the role and our own or our client’s organisation.

Have a clear onboarding process

A structured and comprehensive onboarding process can set the tone for your employee’s tenure. It helps to provide new employees with a warm welcome, an introduction to company policies, and a clear understanding of their roles and responsibilities. This in turn will help them feel valued and confident in their new position.

Communicate effectively

Communication is important in any business, and it’s clear that employees favour an open and honest working environment. Clear communication is essential in the workplace; especially if you want to build trust and ensure you have a positive company culture. Managers play an important part in this and businesses should equip them with the resources they need to deal with any issues effectively.

This helps staff feel supported in their role and improves staff retention rates. Employees appreciate feeling listened to by their managers and will ultimately feel happier in their jobs.

Encourage a good work-life balance

Poor work-life balance can lead to stress, burnout, and ultimately exits within your team. It’s important to consider your employees’ well-being and encourage a good balance across your business.

Some ideas could be to:

• Provide flexible and remote working options
• Encourage managers to focus on productivity rather than hours
• Encourage breaks
• Regularly review workloads
• Give employees time to volunteer
• Increase support for parents

There are many ways to prevent stress and burnout in employees, it can be as simple as insisting that employees take their full lunch break and leave the office at a reasonable time. Not only does it help your staff, but it also increases their productivity when they’re in the office.

Offer development opportunities

Career progression is a priority for the majority of professionals and a lack of development opportunities can lead to disengagement. As an employer, you should take the lead on this from day one. Work with your employees to decide on a clear career development path, and catch up with them regularly to check their progress. This could consist of monthly, quarterly, and yearly 1-2-1 meetings. This will help improve staff retention as you’ll ensure you’re giving your team members added responsibilities as they develop. As a result, they’ll feel confident that they can advance in the business and have influence within your organisation.

Praise and reward

Recognising hard work and showing staff that you appreciate their efforts is vital to improving retention rates in your company. One way to do this is to implement a monthly incentive scheme. For example, this could include crowning a ‘team member of the month’, where a small prize or bonus is given to the deserving winner, boosting morale and helping to make employees feel appreciated.

Ensure you are keeping up with average pay in your industry; if what you’re offering doesn’t meet this then your employees may go looking elsewhere. Don’t worry if you can’t offer the most competitive salary, there are other rewards and benefits that you might be able to provide, work life balance goes a long way in creating a desired work environment.

There are many ways to improve staff retention in your company and recognising that employees play a crucial role in your businesses’ success is a great start. By treating your staff well; and looking out for their best interests is a surefire way to ensure they don’t look elsewhere for a better opportunity.

Written by Helen Cosgrove

Fair pay is essential to foster lasting success and growth within your company. When employees are compensated equitably for their contributions, you will spark a sense of motivation and commitment within your teams. This builds trust and loyalty between your workforce and organisation. Fair pay can be more than just a financial transaction – you can leverage it to create a thriving environment where the individuals and the company flourish together.

The link between fair pay, retention, and growth isn’t just anecdotal – it’s backed by data. Studies consistently reveal that companies prioritising fair compensation outperform their peers in terms of revenue growth and profitability. A motivated, committed, and stable workforce fuels innovation, customer satisfaction, and ultimately, the bottom line.

Fair compensation practices don’t just impact the internal dynamics but also shape the company’s external image. Demonstrating commitment to fair pay creates a positive reputation, attracting top-tier talent in a competitive job market. It also nurtures a culture of trust between employers and employees, creating stronger long-term relationships.

More often than not, companies aren’t paying unfairly on purpose. It is a byproduct of neglecting salary research and reviews within their people management process. However, we recognise that it is challenging to exactly define what constitutes fair pay. Some considerations include:

• Job responsibilities and skills
• Salaries internally for similar roles
• Market conditions
• Company size and industry
• Geographic location
• Experience and seniority
• Other benefits within the package

It usually happens one of two ways when an employer finds themselves with inequitable pay in their business.

1. They are hiring in line with industry standards or based on the individual’s last role but aren’t reviewing existing staff to keep them at this rate.
2. They are hiring at the rate of their existing staff, but these aren’t being brought in line with industry standards.

Every business feels the effect of inflation and other economic pressures. So do their teams. Salaries should be reviewed regularly and increased in line with external factors to keep staff on a like-for-like pay scale. Creating pay bands is also a fair and objective way of ensuring salaries align with the role and means that people have an opportunity to develop and grow in their current position, without having to look to the next promotion as a key milestone for a pay increase.

Increasing your teams pay may seem like a cost to your business, but the long-term benefits usually outweigh the initial sting. When employees feel that their compensation aligns with their responsibilities and the market standards, they are less likely to seek opportunities elsewhere. This reduction in turnover translates to substantial cost savings associated with recruitment, onboarding, and training, while also nurturing a stable and experienced workforce.

As priorities amongst candidates continue to evolve, the spotlight on pay equity will remain crucial. Organisations that prioritise fair compensation, diversity, and inclusion are better positioned to create an environment that fosters innovation, collaboration, and sustainable success. It’s an ongoing journey that requires vigilance, self-assessment, and a commitment to creating workplaces that reflect our highest values.

Need help making sure your salaries are working for your team as well as your business? Get in touch today at [email protected].

Written by Charlene Craig

Hiring isn’t easy. It’s time intensive, but it’s high-value work. If you spend the time to hire the right people, your business will grow.

I am not professing to be a business guru, but I have been exposed to enough podcasts, books, and real-life experiences to form an opinion.

The leaders who have hiring on their priority list, who give HR and recruitment a seat at the table, are the ones who grow most sustainably.

Businesses often stop at ‘it’s hard to hire’ and don’t dig much deeper into how these skill shortages impact their business – not just from a retention standpoint, but also from an output, profitability, and growth perspective.

The Open University recently released the results of an NI business survey. It noted that 83% of organisations agree they are currently facing skills shortages.

The survey went on to show that 75% of organisations found that these skills shortages had caused an increase in workload for other staff. This increased pressure on your existing teams creates a vicious circle – you lose a key player, pressure increases on the existing team, they become unhappy and leave, and you’re left with an even bigger gap in your talent pool. And so, it continues. 

If your team members are consistently under extra pressure without reward or recognition, they will inevitably seek a role that pays them their worth. It exacerbates the challenges with recruitment because it means that instead of hiring for growth, you’ll be hiring to replace lost talent.

More worryingly, the survey also found that 82% of businesses had experienced reduced output, profitability, or growth. Of course, this is not all because of the skills shortage – inflation is also a contributory factor. The cost of business is going up, so it’s normal for this to impact your bottom line. But while it can’t all be attributed to the skills shortage, it does have a big part to play. When you don’t have a team with the right skills, it takes a lot longer to get a lot less done, having a knock-on effect on your profit and output. 

These stats highlight that it is more important than ever for businesses to start managing their talent effectively if they hope to grow. Businesses need to be intentional in how they are forecasting, attracting, and retaining their talent.

The first step in tackling these issues would be diagnosing any existing challenges through stay interviews or similar techniques and starting to map your existing talent to identify skills gaps. These exercises will give you a real-time view of the situation, allowing you to deal with these problems before it is too late. 

Once you are clear on your current position, it is time to review your employer brand. How do you attract the best talent to join your business? What is your market reputation? What makes you different from other employers? Speaking with people who have interviewed or been offered roles but have not taken them is a good starting point – their feedback will help you build a deeper understanding of the perception of your business.

By looking both inwards and outwards, you build a picture of where the challenges lie in attracting and retaining the skills your business needs to succeed. However, it is worth noting that even once you have identified areas you could improve, there is no overnight fix – it takes time to establish trust within your teams and the wider market, but those businesses that have adopted this approach earlier in the game, are the ones who are reaping the benefits in a tight talent market. 

Tackling the skills shortage

It’s a bit of a juggling act and does require investment, but there are some ways to mitigate the impact of skills shortages on your business:

• Develop your talent – while this takes time, it will pay dividends in the long run.
• Hire talent externally to fill the gaps – it’s easier said than done.

Addressing the pressures on your team

The main way to overcome this is by being proactive with succession planning, rewards, and recognition. Make sure your team feel like they are rewarded fairly and conduct “stay interviews” to ensure you have your finger on the pulse.

Protecting against reduced output, growth & profitability.

Having the right people, in the right seats, at the right time will help mitigate this. Businesses are all about teams – if you build a high-performing team with talented individuals with the required skills, experience, and behaviours, your business can buck the trend and grow.  

If you’d like some help with diagnostics, improvement plans or general recruitment & development of talent, get in touch for a no-obligation chat with one of our consultants.

Written by Michael Hewitt

As an HR Consultant, I have had extensive experience working with organisations of different sizes and industries. While all businesses face varying degrees of people problems, one of the most common challenges that leaders are facing today is staff engagement and retention. 

Engaged employees are more productive, innovative, and invested in the success of the company. In contrast, disengaged employees can negatively impact company culture, with lack of engagement being one of the leading causes of high turnover. 

Unfortunately, when it comes to boosting employee engagement, there is no quick fix – it often requires a multifaceted approach over a sustained period to truly make an impact. It requires buy-in from the senior team, with a commitment to fostering and promoting a healthy workplace culture – this may seem obvious, but it’s common for leaders to view these as a tick-box exercise rather than something that can add value to their business long-term. 

So, what are some of the best approaches to help promote staff engagement and retention? 

Promote Open Communication

Employees are more likely to feel engaged when they feel heard and valued. Encourage open communication channels between employees and management. Consider creating a system where employees can provide anonymous feedback to management. Take the feedback seriously and implement changes that benefit employees. For more on this topic, check out my recent blog on employee voice. 

Provide Opportunities for Growth

Employees want to feel like they are progressing in their careers. Offer professional development opportunities, such as training sessions or mentorship programmes. Encourage employees to attend conferences and workshops to improve their skills and network with other professionals.

Recognise and Reward Good Performance

Employees want to feel appreciated for their hard work. Create a culture of recognition by rewarding good performance. Celebrate individual and team achievements, such as hitting sales targets, completing projects, or going above and beyond their job duties. Consider providing incentives, such as bonuses, gift cards, or extra time off.

Foster a Positive Company Culture

Company culture can have a significant impact on employee engagement and retention. Foster a positive company culture by promoting work-life balance, encouraging team-building activities, and creating a supportive work environment. Encourage employees to participate in volunteer programs, team-building exercises, and other social activities.

Offer Competitive Compensation and Benefits

Salary and benefits are important factors in employee retention. Offer competitive compensation packages that are in line with industry standards. Consider offering additional benefits that will help make your employer brand stand out, such as health insurance or flexible working arrangements. These benefits can make a significant difference in attracting and retaining employees.

Provide a Clear Career Path

Employees want to know that they have a future with the company. Provide a clear career path that outlines potential opportunities for advancement within the company. Set goals with employees and provide regular feedback to help them achieve them. 

Encourage Work-Life Balance

Employees who feel overwhelmed and burnt out are more likely to leave the company. Encourage work-life balance by providing strategic initiatives where possible. This could be through hybrid working or support for working parents. Regardless of how this looks for your business, you should encourage employees to take time off when they need it and promote a culture where taking breaks and holidays is encouraged.

Staff engagement and retention are crucial to the success of any business. By promoting open communication, providing opportunities for growth and fostering a positive company culture, businesses can create a supportive and engaging work environment that encourages employees to stay and contribute to the company’s success. If you would like any support with implementing the above strategies, please get in touch. 

Written by Chris Mullan

The term “Employee Voice” means different things to different groups. According to the CIPD, it refers to “the means by which people communicate their views to their employer and influence matters that affect them at work.” Whether done collectively or on an individual basis, if employees are not being heard or are being ignored, they will remain silent. It is an important area for businesses to focus on, and it should form a key metric in your people strategy. It can improve engagement, knowledge sharing, and learning, and boost employee well-being and resilience.

Michael Armstrong, a prolific author of many management books, identifies four purposes of the employee voice:

• It helps organisations understand employee attitudes about work.
• It presents a form of collective organisation to management.
• It influences leaders’ decisions on work-related issues.
• It shows the reciprocal nature of the employment relationship.

Why is Employee Voice important?

At Corvus People, we understand how important it is to listen to all employees’ views and opinions for the future of the organisation. We have put mechanisms in place to enable an ongoing conversation throughout the year in various ways to ensure everyone is and feels heard. Given the number of years of experience in our team, it would be absurd not to listen to feedback, discuss it as a team, and act on it. As a result, we have become more productive, innovative, and engaged. We have a fantastic culture where no idea is a bad one, and everyone feels safe to raise their points and concerns.

How can Employee Voice be encouraged?

There are many ways to encourage employee voice, the most common being engagement surveys that most participating companies run annually. However, there are other ways to promote the employee voice. Through the use of “Stay Interviews,” you can listen to your talent on a deeper level and proactively engage individuals to enact change within the business. This approach works more effectively than “Exit Interviews” as, by that point, the employee has already decided to leave, and counteroffers generally do not work. Throughout these activities, it is crucial for employees to feel safe in providing feedback and feel confident that action will be taken.

Some of the skills required to help promote employee voice are:

• Active Listening: Through active listening and being present during conversations with employees, we demonstrate our commitment to understanding and valuing input and creating a safe space for communication.
• Feedback: Regular feedback on performance, behaviours, and contributions encourages continuous improvement, and valued input from employees, and boosts engagement.
• Transparency: Through openness and the sharing of information, trust is built within an organisation, and employees understand the organisational priorities. As a result, they feel more invested in decision-making.

Through promoting Employee Voice, effective listening and timely action, trust can be built, retention can increase, and advocacy can be greater. Decision-making can also become more inclusive, leading to knowledge sharing, innovation, and improved well-being for all.

Written by Chris Mullan

Belfast-based consultancy firm, Corvus People, has launched a new HR for Growth service aimed at helping their clients harness the power of people to drive business growth. The focus of this service, along with others offered by Corvus People, is to support businesses to recruit, develop, and retain the market’s top talent. Northern Ireland has skilled talent across various industries, but businesses are finding it hard to engage and keep their teams. Corvus People believes that now, more than ever, business leaders need to take stock of what their top talent requires to thrive.

According to recent research by the Chartered Institute of Personnel and Development (CIPD), Northern Ireland workers are least likely to say that their job offers good opportunities to develop their skills (31% v 25% UK average) or would help develop their careers (46% v UK average of 41%). Today’s talent is looking for more than just a salary, and the company’s culture is becoming increasingly important, including its approach to professional development.

Announcing the new HR for Growth service, Ian Weatherup, MD of Corvus People, said, “Our approach, since we started in 2011, has always been about people – they are the greatest asset to any business. Placing people at the centre of any business strategy is not only essential to business growth but is key to their success. Our collaborative approach with our clients means we become their people strategy partners. We work alongside them to deliver solutions across the entire employee lifecycle to support their teams and help them thrive.”

Ian added, “This is an exciting time for Corvus People as we prepare to work with businesses as they take that next big step toward growth and success.”

The new offering, HR for Growth, bolsters Corvus People’s existing solutions, which provide 360 support and integrate seamlessly into their clients’ existing processes. It costs more to recruit than retain, with some studies, such as the Society for Human Resource Management (SHRM), predicting that it costs on average 6-9 months’ salary to replace a salaried employee, which is why all Corvus People services are geared toward long-term retention.

Corvus Assured, the Executive Search methodology launched at the beginning of the pandemic, uses market-leading behavioural analysis tools to assess cultural fit as well as the skills match. This service creates long-lasting retention, with 97% of candidates still in position after 12 months and is already achieving notable success for a range of Northern Ireland and international clients.

Corvus People has built its reputation on helping businesses to manage change, reduce risk and improve their people strategies, and this new offering is no different.

Corvus People has extensive experience in working with clients across a range of industries, including manufacturing, technology, construction, and financial services. The company is committed to helping businesses of all sizes to develop and grow, and the HR for Growth service is just one example of this.

Businesses looking to improve their people strategies and drive growth can benefit from Corvus People’s solutions. The service offering provides a comprehensive range of solutions to support businesses in recruiting, developing, and retaining top talent. With one of Northern Ireland’s most experienced team of consultants and a focus on long-term retention, Corvus People is the perfect partner for any business looking to take that next big step towards success.

On 1st December 2022, OpenAI (co-founded by Elon Musk and backed by Microsoft) launched ChatGPT, a general-purpose chatbot that creates AI-generated content in a human-like response.

It brings AI to the masses as it offers non-technical people direct access to AI as you simply type your question, and it will reply to you in a few seconds.  This is the major step forward – predecessors didn’t have a user-friendly interface which makes it accessible to virtually anyone. Unlike previous AI, ChatGPT will admit to its mistakes, understand context, ask follow-up questions, and correct your false assumptions.

There are endless potential applications – students writing end-of-term papers and assignments (it has already been banned by the NY City Department of Education), poetry, emails, answering philosophical questions and even writing limericks.

Today ChatGPT has the potential to significantly change how companies recruit by automating and streamlining activities to include CV/Resume screening, conducting initial interviews, Candidate matching and HR assistance (answering candidate queries).

In the future, it will be able to assess soft skills and ask behavioural interview questions, but these will require interpretation by a professional recruiter or hiring manager.

Currently, ChatGPT cannot search and find job-specific candidates and it is not a replacement for human decision-making and judgement in the final hiring process.

The launch of ChatGPT has been described as a watershed moment and poses more questions on the ethics of AI.  How should it be regulated and what barriers and restrictions will be applied to searches?

Some sectors, such as traditional search engines are likely to be disrupted and the stakes are high.  Google launched Bard, their AI enabled chatbot, but an error in its first answer cost $100bn being wiped off their share price.  Microsoft also announced in that they are enhancing their Bing search engine with similar technology that ChatGPT is built on, which led to a 4.2% increase in share value.

Every industry should be keenly watching to see what impact, both positive and negative conversational AI solutions could have on them.

Companies, Hiring Managers, and recruitment companies should have AI chatbots on their Threats and Opportunities radar for 2023 to consider how it can be used to automate certain tasks in the recruiting process such as initial candidate screening, answering frequently asked questions, and scheduling interviews.

Footnote – thus far I have written this blog myself.  Below is ChatGPT’s reply to my query “What is the future of recruitment and technology”.

The future of recruitment and technology is likely to be marked by continued automation and digitization of various aspects of the recruitment process, from sourcing and screening candidates to scheduling interviews and onboarding new hires. This will likely result in increased efficiency and speed, as well as data-driven insights into the talent acquisition process.

In addition, there may be increased use of artificial intelligence, machine learning, and other advanced technologies in the recruitment process to make it more personalized and effective. This could include personalized job recommendations, candidate sentiment analysis, and predictive hiring analytics.

There may also be a greater focus on virtual and remote hiring, driven in part by the ongoing pandemic and the increasing trend towards remote work. This could lead to the development of new virtual recruitment tools and technologies that enable employers to reach and engage with a wider pool of candidates from around the world.

Overall, the future of recruitment and technology is likely to be shaped by a combination of factors, including advances in technology, changing workforce demographics, and evolving employer and candidate expectations.

Written by Ian Weatherup