Flexible and hybrid working has historically been a taboo subject for many individuals and businesses. Prior to the pandemic, discussing flexible and hybrid working during an interview process was a delicate negotiation, one which was often only raised if it was a pre-requisite of the role, for example, part-time hours.
Chris Buckingham (Director) and Louisa Newell (Talent Solutions Lead), were recently joined by Melanie Forbes, Managing Director of APSCo OutSource, for the latest Avencia Consults. Melanie has an extensive background in outsourcing and has recently launched, and will lead on, APSCo OutSource; the first trade body for the talent solutions outsourcing sector.
In the throes of a pandemic, Markel International launched a global framework in H2 2020: the Markel Style in Action. In today’s Avencia Consults article, Jo Browning, HR and Communications Director, Markel International, offers an insight into the Markel Style in Action, what it means for employees, and the impact it has had so far on the organisation.
It has been well-publicised that Covid-19 has accelerated change across every aspect of our personal and professional lives. This month’s Avencia Consults article discusses the importance of supplier relationships when faced with a crisis, what defines a strong supplier relationship, and how and when you should leverage these.
As lockdown restrictions begin to ease and companies prepare to kickstart the return to work many will be looking to the leaders of the business for absolute clarity, transparency and understanding to be able to make this transition to the ‘new normal’ a success, but most importantly as safe as possible for everyone.
It’s no secret that the relationship of the in-house recruitment team and the hiring manager is a complex one. Although they share the same goals of finding the right candidates as quickly as possible, for the in-house team, getting a hiring manager to understand the importance of the candidate experience remains a key point of concern.
Discussions around equality in the workplace are nothing new. Since the advent of the gender pay gap reporting regime in 2017 – in which companies with over 250 employees are required to report their yearly salary statistics – the headlines continue to be dominated by debates around inequality in the workplace and what large organisations need to do to bridge the gap between the salaries of men and women.
Following the 2018 Autumn Statement, the need for HR to gain visibility and control of the non-permanent workforce was brought sharply into focus with the long-awaited announcement that private-sector contractors will potentially face higher taxation and NI bills. The legislation, known as IR35 is designed to hit those contractors deemed by HMRC to be employees.
Developing and maintaining an effective hiring and retention policy is a high priority for the majority of successful businesses. With this in mind HR departments should pay close attention to their strategy for attracting millennial talent (those born between the early 1980's and late 1990's), as by 2025, they are likely to comprise 75 percent of the workforce (Forbes).
Company culture is an integral part of any business. It creates a shared identity and establishes how employees interact and work alongside each other. It also helps to create an external perception of what your company values most to clients, customers, competitors, investors and potential employees. Building a strong culture, however, takes time and effort from executives, senior leadership and HR, so, as a business evolves, it’s important not to overlook what made it great to begin with. This can be a difficult task when focusing on scaling, but there are a few key steps that companies can take to help maintain culture as they expand.
Recruitment bias can occur for multiple reasons and in large part is unavoidable. For example, when interviewing prospective candidates for an open role, an interviewer may be likely to favour someone who shares similar interests and educational background over someone who possesses a more relevant skill set. In such cases, it’s important to stay focused on the role and not lose sight of its requirements.
Last month, Avencia hosted two workshops to discuss techniques for the attraction of diverse talent. Joined by resourcing and HR professionals from across the insurance and asset management markets, we explored the challenges and opportunities presented by today's hiring landscape. One lesson rang true across the board: the notion that perceptions of a brand can breed a reality that businesses do not always see.
Today's insurance HR Leaders are strategic partners, as CEOs turn to them more than ever to design and deliver future-proof people solutions. From employee engagement and succession planning to leadership development and operational support, the road for HR is winding - and the route is uncertain. So how can the function keep pace when it comes to one of its most important strategic objectives: recruitment?
Today’s insurance models are characterised by the customer’s needs. Personalisation, speed, transparency, simplicity and the ease of digital are becoming buzzwords. And in a market still viewed by many as confusing and consumer-averse, it’s no surprise that insurtechs pose a threat, with propositions that clarify, simplify and prioritise the customer experience. But all is not lost for the traditional insurer, who can harness the power of insurtech in several ways.
With so many approaches, services and options out there, outsourcing isn’t the easiest solution to get your head around. On top of that, many providers like to baffle businesses with technical terms and unnecessary detail, when all they really want is simplicity, speed and value. In essence, MSP is the outsourcing of temporary, contract and interim hiring to support all your contingent workforce needs. Like RPO (recruitment process outsourcing), it is easily scaled up or down, and specifically tailored to your requirements.
Insurance leaders are demanding more from their hiring agendas. They want access to the best talent so they can cultivate a workforce that is diverse, inclusive and innovative. But in 2018, people strategies must respond to an ever-evolving and highly competitive set of market conditions. Where most insurers are falling down is in their failure to appreciate the magnitude of the task - as well as its importance for future growth.
The insurance industry contributes over 25% of the UK's total net worth. Yet despite accounting for a quarter of national assets, the sector is facing what PwC has called a "consumer crisis of confidence." Today, just 27% of consumers trust their insurance providers, and less than half would turn to them for advice. Many insuretech businesses are looking to exploit this lack of trust, providing a fresh approach through simplified claims processes, transparent fee structures and self-service models. Traditional insurers can't ignore the rising threat.