Even before the pandemic came along and drastically changed working life, we had an issue with the balance between working hours and personal hours. Whilst a significant portion of the workforce have embraced the fact that presenteeism causes more issues than it solves, many still subscribe to the notion that, if the boss is in the building, you should be too. Of course, this is a pretty big line to cross. Physically staying at a desk in the workplace until 9pm on a Wednesday has a drastic impact on your home life – however, since the pandemic took hold and forcedmost office workers into remote working, the imbalance of work and life can be far more subtle, and just as dangerous.This is because we live surrounded by connectivity. Professionals largely work on computers or tablets, with work chats, emails, conference calls and direct messages always looming, just one click away.Even if you work in a home office and make a point of stepping away from the desk at the end of the day, your emails and chats are likely still pinging in your pocket, or whilst you browse your phone and thenatural reaction for many is to simply answer them on the spot.But, logically, how different is this from presenteeism?Well, it’s enough of an issue to warrant its own specific name – ‘technostress’. Whilst the term isn’t new, in fact it has roots back to 1984 when computers were only just becoming a standardised method of workingacross the world, the term has seen greater use and gained new meaning in light of the pandemic and all that has come with it.And people are finding that this newly-realised technostress is having a serious impact on their lives. Vanessa Ferguson, Senior VP of People and Experience at software company LiveTiles, recently told the Sydney Herald that working at a technology-based company means that technostress is an ever-present threat.Source: Executive Grapevine

​One of the key benefits of working remotely for many is the redundancy of the dreaded daily commute.Prior to COVID, the average commuting time was just over 58 minutes according to the TUC, meaning that the vast majority of workers put in nearly two hours of each day just to travel to and from work via packed trains, slow-moving traffic or on foot.And whilst 65% of people said that the commute was the worst part of their day, that time was only increasing, and getting more expensive. In the past 10 years, rail fares have risen twice as fast as wages. Getting the bus is also becoming increasingly difficult, with council cuts leading to drastic falls in publicly subsidised bus travel and thousands of routes being cut back or scrapped completely since 2010.You may well assume that, considering how many companies are now allowing staff to work remotely for the indefinite future, that the lack of commute is only considered a benefit by the majority of the workforce, however, one unexpended side effect of being forced into mandatory home working is that many employees now miss it.Why are workers missing the commute?In essence, whilst commuting demanded time in the day, the issue comes down to work-life balance. For many, the time separating home and work life served not only as a physical divider, but also added mental distance between the two states of mind. Many have found that, since working from home full time, the balance between these two areas has blurred to a worrying point."It sounds a bit ridiculous, but the point is that, once upon a time, I used my commute to mentally prepare for the day ... The time to walk out of the house and leave behind whatever was going on," Dr Lyons, a lecturer at Monash University, recently told the Sydney Herald.What’s the answer?The solution is simple, yet effective. If the time between home life and working life was beneficial, then artificially create it. Sticking to a regular schedule of walking or cycling pre and post work, in leu of the usual commute, will offer all of the benefits that a commute gave; not only will you be changing the physical space you’re in, but also the mental space.This is something that Dr Joe Mitchell, Psychologist, recommends. “You can create your own transition or buffer zones even if you're not having the normal drive or public transport trip to work,” he told Forbes.For those who struggle to find the time to physically leave the house, Dr Mitchell recommends taking up another regular daily exercise to create the same space. He notes that even something as simple as sitting and having a quiet cup of coffee, then washing the mug, can be effective in creating the mental space and clarity that commuting once gave.For others, it may be doing yoga, or even watching a little TV. "I personally sit quietly for 20 minutes before I start work. It gives me a real cut-off," he noted.Source: Executive Grapevine

It's surreal to look back on the past year and consider that words that have permeated every aspect of our lives, due to the worldwide coronavirus pandemic and the havoc the virus wreaked across the planet, just 11 months ago the vast majority of professions simply didn't know.COVID was an unprecedented event. Governments scrambled to deal with its snowballing spread across continents, whilst the economy went into shock as consumer habits changed overnight and businesses sought some form of sustainability and longevity. All of which took place through the lens of language that had previously been almost unknown.Speaking about how the public’s language changed so quickly, Fiona McPherson, Editorial Manager and Public Liaison of OED Management, recently told Fast Company: “This particular crisis has brought a mixture of new coinages and the adaptation of terms that already existed to talk about the pandemic and the impact on the world.”Simply put, this crisis was so massive, so central to the way in which 2020 (and possibly onward) was going to play out, that the language we use had to adapt to its presence. So, what terms within the business world either didn’t exist one year ago, or took on new meaning throughout the course of the year?Essential Worker Employee purpose has always been an essential part of both motivation and wellbeing, but never before has the public or the Government championed those who, in this crisis, kept the world turning and the economy afloat. Those working in supermarkets, those in public services such as police and fire departments – and, of course, those working for the NHS, found new purpose in their roles, and many wore the term ‘essential worker’ like a badge of honour.Zoom Fatigue Pre-COVID, connectivity platforms such as Zoom, Slack and Microsoft Teams were already seeing an uptake in business as companies slowly but surely embraced remote working as a viable alternative to being office-based. However, as the vast majority of companies were plunged into mandatory remote working across the board, these platforms served as a lifeline of communications. Yet for many, the increased volume of meetings, get togethers, performance reviews and town halls brought about a new specific form of burnout coined by many as ‘Zoom fatigue’ – Zoom being a primary source of such meetings for many.Blursday According to data complied by the University of East Anglia and Auckland University of Technology, it discovered that due to the blurring lines between home and work life, plus the effects of furlough and mass redundancies, the average professional is now working a total of 84.5 minutes longer than their allotted hours. Those minutes add up over the course of a week and, by Thursday, many workers feel physically and mentally exhausted. Hence the rise of the term ‘blursday’ – as in, by Thursday, working life has devolved into a blur.Zoombombing Another, tongue-in-cheek jibe aimed at the platforms that has seen massive adoption across the corporate world, zoombombing is a term that originated from the hijacking of corporate meeting by hackers, usually resulting in some form of obscene stream. However, it has also come to summarise cases in which screens showing non-work-related content, sometimes highly NSFW, has accidentally been shared by workers.

Whilst the Government’s new three-tier system of lockdown measures take effect across the country and businesses continue to struggle under the financial weight of the pandemic, it seems that this is having a knock-on effect in the recruitment market.According to new data released today by Broadbean Technology, job vacancies within the UK decreased by a total of six per cent in the week ending 11th October.The data evidenced that the rolling lockdowns and pandemic hotspots are the key driver behind this downturn. Much of the decline in vacancy numbers was reported in cities that have been hit hardest by Covid-19, with Manchester and Birmingham seeing advertised roles fall by eight per cent and five per cent,respectively. This is indicative of the widespread uncertainty in the lead up to Boris Johnson’s announcement of the three-tier lockdown restrictions.Not all bad newsHowever, whilst this news may appear to be a drastic drop, advertised roles were up 39% when compared to the first week of September, demonstrating that while uncertainty is clearly in the air as the Government’s three tier restrictions are implemented, the jobs market is still robust and fairing reasonably.In addition, when analysing the number of applicants per vacancy (or APV), the data reveals that some of the hardest hit industries throughout the pandemic are beginning to see applicant numbers level out.Within travel and tourism – an area that was devastated by the inability of many to leave their homes and go abroad – APV levels dropped 70% month-on-month, which is indicative of not only a return from furlough for many employees, but also an increase in professionals seeking alternative careers in light of the pandemic.In comparison, at the height of the pandemic AVP levels increased by 47% in April and had more than doubled between March and May (170%). Across administration and secretarial roles, the APV level dropped 36% demonstrating that many individuals have returned from furlough as employers start to have not only the confidence, but also the ability to increase headcount and move away from the Government funding scheme. Source: Executive Grapevine

​Diversity and inclusion, as well as being one of the key metrics by which HR measures its own success, has a drastic impact on overall business culture and performance.​Companies that prioritise D&I witness up to a 58% increase in worker performance, whilst companies with higher than average diversity at Board level see 19% higher revenues than those who don’t prioritise it, according to McKinsey data.However, despite the fact that Deloitte statistics discovered that over 50% of employees believe that D&I needs to be increased within their organisation, a new report from the CIPD and Omni has found that a quarter of employers make no effort to attract and recruit more diverse candidates for top-level jobs.Whilst the Resourcing and Talent Planning Survey 2020, which polled 660 employers, does show that organisations had more success improving diversity more broadly, with two in five recruiting a more diverse workforce in the last year, it also suggested that employers could be making even more progress, as less than a quarter go beyond basic legislative requirements on protected characteristics with regards to their recruitment and selection processes.According to the data, only 37% monitor their recruitment to obtain data on protected characteristics, while just 27% remove certain biographical details from initial selection process.33% ensure they have a diverse interview panel or hiring team and only 23% check recruitment tests used are valid, reliable and objective.How can HR improve D&I?The use of technology during the recruitment and selection process – from chatbots to video CVs – is also explored in the report. 28% of employers say it has helped to reduce unconscious bias to a large or moderate extent – and they are also more likely to report that technology has increased the diversity of their hires.However, the report noted it’s important that tech recruitment solutions are tested to make sure they aren’t disadvantaging candidates and are accessible to all, as was the case for Google’s 2016 ‘unbiased’ recruitment AI.​“The findings of this report suggest that improvements in workforce diversity have happened by accident rather than design. We could be making quicker and considerable progress with a more strategic approach,” noted Claire McCartney, Senior Resourcing and Inclusion Adviser at the CIPD.“It’s particularly disappointing to find that a quarter of organisations are not doing anything to improve Boardroom diversity. Not only is this where the problem is most acute, as the Parker Review and other research shows, but achieving change here would have maximum impact. We need to have a broad range of diverse people in decision-making roles and be role models for future talent,” she added.Source: HR Grapevine​

For many, the current UK jobs market paints a bleak picture. Recent research from the Office for National Statistics (ONS) revealed that unemployment figures in the UK had risen by almost 700,000 since the lockdown period began. In addition to this, Metro reported that the latest figures meant that the unemployment rate had increased to 4.1% and is the first time that the joblessness figures have gone up since the coronavirus pandemic hit. Speaking to Metro, ONS’ Director of Economic Statistics, Darren Morgan, said: “With the number of employees on the payroll down again in August and both unemployment and redundancies sharply up in July, it is clear that coronavirus is still having a big impact on the world of work.” With statistics pointing towards an increasing number of redundancies – and with CIPD researchrevealing that one-third of all UK-based employers are expected to shed staff by October – lots of Brits will be looking to secure new work. But with lots of Brits in similar job-hunting situations, previous research has pointed towards an increased level of competition in the jobs market. July data from CV-Library found that the competition for jobs intensified, as candidate applications soared by 32% in June. In addition to this, the research found that there were 106% more applications battling it out for every job than there was one year ago. Lee Biggins, Founder and CEO of CV-Library, said that “competition for these jobs is intensifying and businesses need to be sensitive of the situation and remember that employer branding is still important”.Yet, one business leader has hit out at jobseekers after he claimed that a large portion of applicants failed to follow simple instructions when responding to his job advert. Ryan Irving, Owner and Lead Strategist at Ri Web, advertised for a role at his internet services company, according to the Mirror. In his LinkedIn post, Irving urged jobseekers to read job adverts properly – and right to the end – before doing anything. “We recently ran a job ad which attracted 183 applications which, unfortunately, is symptomatic of the current job climate. Within our ad, we asked applicants to respond to a few simple questions instead of sending a CV and do you know how many responded as we'd requested? Six.” At a time when unemployment levels are high and job opportunities are few and far between, Irving said that “this is just not good enough”.The business leader added: “At a time where unemployment is high and opportunities are few, this is just not good enough. I suspect many of these applicants are simply blanketly applying for everything and I can understand the mentality, but it doesn't work. We've just had to immediately decline 177 applications because those applicants didn't bother to read the ad properly. I don't care if you have 4 masters degrees and 20 years experience, if you can't follow some simple instructions, it's not a great start is it? (sic)”Irving’s post garnered a wealth of responses from other LinkedIn users including Alyssa James, a Senior PR and Communications Professional, who asked why candidates wouldn’t read the job advert properly. James added: “That seems crazy to me. If you have any real interest in a role you want to know every detail about what's involved. Skim reading doesn't scream enthusiastic; what a shame.”Elsewhere, Mike Carter, a Project and Operations Manager, took to the professional networking platform to say that he agreed with Irving’s statement that candidates should be reading job adverts correctly. Recruiter Dominic Joyce asked whether, of the six people who answered the questions but were unsuitable, they were given personalised feedback to help them with future opportunities. Irving responded writing: “100%. Not only are we doing that, Dominic, but we have also advised the 177 exactly why they are being rejected and hopefully helping them with future applications by advising that they’re sure to fully digest an ad before applying.”While some said they appreciated his standpoint including Izzy Martin, who was previously seeking work, said she also understands how “exhausting and demoralising the process can be”. She added: “It is especially demoralising when you put time and effort into applying for a role with an elaborate cover letter having researched the organisation, and receive nothing back. So yes, it’s frustrating people aren’t reading every single word of your job ad. I get that. But perhaps it’s because they feel that no one is reading a single word of their application. Just a thought."Source: Executive Grapevine

Permanent placements increase at quickest rate since December 2018Key findingsSteep increases in both permanent placements and temp billings Candidate supply expands at softer, but still rapid, paceDemand for workers increases for first time since FebruaryData collected September 11-24SummaryThe latest KPMG and REC, UK Report on Jobs: South of England survey showed that recruitment activity continued to recover in September, with permanent placements and temp billings both expanding sharply. At the same time, demand for staff across the region rose for the first time in seven months, albeit modestly. Recruitment consultancies continued to report a substantial rise in candidate availability, however, amid widespread reports of redundancies. Higher candidate supply and tighter client budgets led to further falls in starting pay, particularly for permanent staff.The KPMG and REC, UK Report on Jobs: South of England is compiled by IHS Markit from responses to questionnaires sent to around 150 recruitment and employment consultancies in the South of England.Click here to read the full report. ​

Hiring activity surges in SeptemberKey findingsPermanent placements rise at quickest pace since mid-2018Further marked increase in temp billings Renewed expansion in permanent staff demandData were collected 11-24 September.SummaryThe latest KPMG and REC, UK Report on Jobs:Midlands highlighted a surge in hiring activity across the Midlands, as companies ramped up capacity and began to fill roles amid looser lockdown restrictions. Permanent placements rose at the quickest rate since July 2018, while temp billings swelled markedly again. Demand for permanent staff increased, following amild fall in August, and temporary vacancies expanded at the sharpest pace in over two years. The availability of both permanent and temporary candidates also continued to increase rapidly, although both survey measures saw rates of increase soften. The report is compiled by IHS Markit from responses to questionnaires sent to around 100 recruitment and employment consultancies in the Midlands. The Report on Jobs is unique in providing the most comprehensive guide to the UK labour market, drawing on original survey data provided by recruitment consultancies and employers to provide the first indication each month of labour market trends.Click here to read the full report.

First increase in permanent placements since FebruaryKey findings from the report include:Permanent placements and temp billings increaseCandidate numbers continue to rise sharplyInflation of temporary pay recordedData collected September 11-24SummaryThe latest KPMG and REC, UK Report on Jobs: North of England survey signalled a return to growth of permanent placements in September, joining temp billings in expansion territory as a gradual reopening of the economy following the coronavirus disease 2019 (COVID-19) lockdown continued. That said, ongoingredundancies related to the pandemic meant that candidate availability rose sharply again at the end of the third quarter.The report, which is compiled by IHS Markit, is based on responses to questionnaires sent to around 100 recruitment and employment consultancies in the North of England.click here to read the full report.

​How do you make your interviewing process as fair as possible and limit biases while keeping it engaging and spontaneous?Our article explores what the structured interview is, why is it efficient and brings value, and how you can integrate it smartly into your process.Ever wondered what candidates think of the pre-recorded interview?#1. What is a structured interview and how does it work?In 1997, Campion & al., published a study highlighting the predictive reliability of structured versus unstructured interviewing. The unstructured interview is a conversation, the recruiter does not prepare questions. She will assess the candidates based on her experience and impressions. Therefore, her opinion is likely to be less reliable and objective. Several studies have shown that the validity of an interview increases in proportion to its degree of structuring. On the other hand, good structuring requires rigorous preparation and training. Campion et al. have put forward 15 points to qualify the content and evaluation of an interview as "structured":Conducting the interviewJob analysis: the questions must be prepared in advance and fit the job requirements.Questions must be identical and asked in the same order for each interview.Bouncing-back on candidates' answers should be avoided.Ask situational questions.The interview should be consistent and gather essential and relevant information.Avoid gathering extra information from other sources (CVs, tests, etc.).Candidates’ questions reduce fairness between interviewees. Wait until the end of the interview.AssessingScore answers and assess accordingly.Use behavioural scales to improve scoring reliability based on the critical incident method.Take detailed notes during the interview to overcome recency bias (when one prefers the last person they interview because they remember the meeting better)Interviews can be conducted by several recruiters at the same time or separatelyThe same assessors will pose the same questions and use identical value scales.Do not discuss during the interview: limit risks of favouritism.Train recruiters (job analysis, questioning techniques, critical incident method, evaluation scales, etc.).Use the statistical prediction model: a decision-making method (weighting of responses, weighted scores).#2. The structured interview in practiceIn short, structured interviewing is a proven model based on a standardised, objective method. Researchers use the standardised interview to develop artificial intelligence algorithms. Recruiters however rarely use it because it can be quite boring. So why not leave structured interviews to pre-selection?#3. Why the on-demand video interview is the solution for structured interviewingThe on-demand video interview, aka pre-recorded video interview, allows candidates to record their interviews on video when and where they prefer. The recruiter writes an interview questionnaire and associates evaluation criteria for each question. Candidates receive an invitation to record their answers within a limited time frame and according to their availability. The recruiters then get the recording on a dedicated platform and compare and assess the applications with hiring teams according to the defined criteria.The on-demand video interview is similar on several points to the structured interview:The same questions are posed in the same order and there are no direct interaction between interviewer and interviewee as the interview is pre-recorded. The time one saves thanks to the pre-recorded video allows us to take a step back from the CV and focus on candidates’ soft skills. Regarding scoring, the recruiter can use the scoring system integrated into the tool to evaluate a candidate. Additionally, the recording helps avoid recency bias. Another benefit is that video interviews can be shared. More people can give feedback resulting in more objective skills assessment and performance review.The pre-recorded video interview removes many cognitive biases and offers candidates a fair, objective, and structured selection process. Assessors can be influenced by criteria that are irrelevant to a position and hire someone for the wrong reasons. The point of the structured interview is to avoid this with a very standardised process. And since the task isn't the most exciting for hiring teams, how about keeping structured interviewing for the video screening? And the semi-structured interview for the face-to-face interview!Source: HR Grapevine