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Posts from the ‘Industry News & Trends’ Category

ACSESS CHAMPION: ADECCO Canada Adecco Canada opens the doors of power to support future leaders

Article by ACSESS Canada

It took a leap of faith for Gilbert Boileau, President of Adecco Canada, to swing open the doors of his office for a month.

That’s exactly what he did. In June, Gilbert invited Alana Couvrette, (pictured above with Gilbert) a 22-year-old student studying public administration and political science at the University of Ottawa, to job shadow him, as part of his company’s CEO for One Month program. As part of the process, she would also share her journey along the way on social media.

Boileau is big believer in giving everyone at all levels a chance to excel but had some reservations. “I questioned how it would come together, yet was intrigued to see the outcome. I would need to allow someone in ‘my bubble,’” explains Gilbert, “but for the program to work effectively, Alana needed to be able to shadow me as I carried out my day. Her job shadowing covered everything, including confidential meetings with other colleagues, events and client meetings. You name it. In the end it was a huge success and I would sincerely recommend it to any CEO.”

This experience was also enlightening for Gilbert. “It was so interesting to share my experience with a young person and fascinating to see things through Alana’s eyes. It forces you to think about things you haven’t considered in years. She is impressive on so many levels. Her energy and enthusiasm was felt by the many teams. Armed with her political background, she was inquisitive, probing and asked me some tough questions. I had to explain so many things to Alana because she has very little background in our industry. It made me reflect on the way I do things…”

Alana was chosen from more than 2,300 applicants to become Adecco Canada’s first ever CEO for One Month, a global program that is part of the company’s Way To Work initiative. Gilbert’s passion for the program and willingness to participate sparked after hearing the global CEO for One Month speak at an international company conference.

“This program is positioning us as an industry leader in attracting the next generation of leaders with our flexible, open and inclusive work environment,” says Christine Marinho, Adecco Canada’s Director of Marketing for The Adecco Group in Canada. “The Millennials represent 37 per cent of the Canadian workforce with 28 per cent of them in managerial roles. The Baby Boom generation is transitioning out of the workforce and we want to foster a supportive environment where we develop leadership talents, encourage the sharing of ideas and provide mentorship at all levels. Our CEO for One Month program allows us to ‘walk the walk’ and provide access to one exceptional leader who will share their experience in real-time with employees and potential candidates via social media.”

What was it like for Alana to be given this extraordinary opportunity?

“It was overwhelming and inspiring in every possible way. I never realized you could get so much done with so little sleep,” she says jokingly. “Yet, I would wake up every morning, excited to be able to do it all again. I had no idea what a CEO does and I wasn’t very familiar with the staffing and employment industry. I’ve had a total of five jobs in my life and now I was working with the CEO.” Watch one of Alana’s Day in the Life video updates.

She and Gilbert instantly clicked. “He treated me as an equal, as we leapt head first into his jam-packed schedule, where we met with amazing Adecco clients, discussed their needs and worked with employees from every function across the organization. Everyone was so committed and excited.”

Alana found Adecco employees to be very special. “They are ‘people’, people, so warm and welcoming. I really enjoyed travelling to meet with clients at their offices and learning about the services Adecco offers. I saw firsthand how fascinating the staffing industry is and how much Adecco cares for its clients and candidates. There are so many myths about the industry. I was in so many meetings about placing candidates and I saw how hard they work to get candidates the best benefits and compensation.”

Some of Gilbert and Alana’s favourite moments were driving to client meetings together and discussing industry issues. It’s where they discovered how the generational divide sparks great debate and fosters understanding. “Both Gilbert and I like to be challenged, to be proven wrong and be shown the faults in our reasoning,” says Alana. “It made for many lively conversations between the two of us. He has a fascinating background and it’s rare for me to have the full attention of someone with his experience. I think we pushed each other to see the world from each other’s eyes.” Alana shares her thoughts on how Millennials and Baby Boomers can help each other enhance their leadership skills in this blog post

Adds Gilbert: “I enjoyed our debates. I think it’s so important for Alana to not only challenge me, but everyone she is working with. There were some interesting debates and I am glad I created a haven for her to share her insights, which was eye opening for us both. This program is meant to benefit Alana but I learned so much as well. It’s not often that you get the opportunity to have someone sitting beside you and observing how you work. She helped me see myself in a different angle, from the viewpoint of someone looking from the outside in.”

What’s next for Alana now that’s she’s helped lead the Canadian group of a multi-million dollar organization for one month? She is being considered along with 48 finalists from around the world for the honour of acting as Adecco’s Global CEO for One Month, shadowing Alain Dehaze, The Adecco Group’s Global CEO. The Global CEO for One Month selected will also receive a salary of 15,000 Euros. You can help Alana achieve her dream of becoming Adecco’s global CEO FOR ONE MONTH. Anyone can rate the candidates.

“I am so proud of Alana,” says Gilbert. “She was thrown in the water and swam so impressively. She had more of a theoretical view of the business world and she was able to see it in practice. It was amazing how poised she was considering everything she went through, meeting so many different stakeholders and engaging in real world discussions. To be able to work with the CEO at a macro level, at her age, is remarkable.”

 

The original article was written by Acsess Canada and can be seen on their website: Click here

As the national voice of recruiting, employment and staffing services industry, the Association of Canadian Search, Employment & Staffing Services (ACSESS) leads Canada to work. ACSESS advances best practices and ethical standards for the staffing industry through advocacy, government relations, professional development, resources and research.

Reaching a Middle Ground: Reconciling the Millennial Generation with the Boomers

By Alana Couvrette, 2017 CEO for Month

By 2025, Millennials will represent 75% of the total global workforce[1]. Considering these numbers, I would argue that one of the greatest challenges our society will face is reconciling the Millennial generation with the more seasoned one, the Boomers.

A lot of generational stereotypes are out there. Pundits will say that Boomers are old, set in their ways and technophobes. Millennials, on the other hand, are viewed as selfish, entitled and hopeless narcissists. However, instead of pointing fingers, we should think more constructively and put our efforts into identifying ways to stop this growing generational chasm.

Although at the individual level, there is cause for a change in mentality, thought leadership should originate chiefly at the macro level: through organizations. Workplaces are where generational reconciliation must occur, which means that organizations must play a leading role in creating the conditions for its success.

Initiatives like Adecco’s CEO for One Month help this reconciliation effort by breaking down institutional and hierarchical silos. On one hand, it allows the millennial generation to interact directly with senior management, giving them a chance to learn from their expertise and vast experience. It’s an opportunity for the Boomer’s institutional memory to be transferred to younger generations.

On the other hand, it also encourages senior management to move out of their comfort zone and incites them to be open to new ideas. Millennials can help Boomers stay relevant, in a world of constant change.

However, we don’t need initiatives as articulate as CEO for One Month to create change. It can be as simple as implementing a mentoring program or organizing weekly “Lunch with Senior Management” sessions, to foster dialogue between employees.

We shouldn’t pursue this objective simply because “it’s the right thing to do”. There is pragmatic impetus to unite generations. In the long run, investing in bridging generational gaps will result in a stronger, more efficient work culture.

Successfully navigating our intergenerational future requires crafting the right organizational strategies -sooner rather than later.

[1] https://www.forbes.com/sites/workday/2016/05/05/workforce-2020-what-you-need-to-know-now/#3b1973c2d632

Canada Ranks 13th in the 2017 Global Talent Competitiveness Index

gtci-2017-full-reportThe Adecco Group has once again partnered with INSEAD and the Human Capital Leadership Institute to produce the Global Talent Competitiveness Index (GTCI) — an annual benchmarking report that ranks 118 countries according to their ability to grow, attract and retain talent.

Launched for the first time in 2013, The GTCI provides a tool-kit for governments, businesses, organizations and personnel throughout the world to prepare them for the future of work. Its wealth of data and analysis is intended to help countries overcome talent mismatches and be competitive in the global marketplace.

Why is talent so important?

Talent has become the ‘currency’ of the global labour market and therefore something that decision makers in business, policy and academia need to understand in depth.

Talent is increasingly becoming the subject of intense debate, and these arguments are not simply about skills shortages. Talent competitiveness lies at the heart of important societal issues, such as unemployment, immigration, education and economic growth — whether in the context of restoring post-crisis prosperity, creating jobs for the young, maintaining momentum in high-growth economies or lifting entire nations out of poverty.

The global workforce must recognize the skills they will need for the future, governments must understand how they can secure the right to work for their citizen and countries need to ensure they remain competitive in the global economy.

What global talent trends have emerged?

The 2017 study focuses on how technology is affecting talent competitiveness and the nature of work, exploring both significant challenges and opportunities, and important shifts away from traditional working approaches.

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Read more

Hackathons: An Innovative Trend That Can “Shortcut” IT Recruitment

hackathon

laura-tarrant_headshot_finalLaura Tarrant is a Senior Account Executive for Roevin Technology— Adecco’s specialized IT division. Laura’s focus on IT recruitment and career coaching has led her to become a true expert in the field. Her monthly blogs dedicated to the IT field receive 2,400 followers from within the technology industry.  She understands that talent is more than just a skill set; her innovative and engaging recruitment strategies minimize inefficiencies of the recruiting life cycle while delivering stellar IT talent to her clients.

Below, Laura provides Adecco Lēad Blog readers with cutting edge IT recruitment trends.

Many innovative companies—particularly those in tech—rely on hiring big-picture thinkers to propel their organizations forward and keep them on the cutting edge. Many, unfortunately, are experiencing a technical talent shortage. In order to capture talent that thinks outside the box, employers need to implement creative recruitment tactics to match.  One such method that has proven incredibly successful and popular in recent years is the hackathon!

What are hackathons? They sound sinister…

Despite their name, there is nothing dubious about them. Started in Silicon Valley, hackathons are usually two-day (or sometimes week-long) networking events where like-minded people gather to solve development or organizational problems, grow their knowledge and produce impressive technology.  Many are hosted by think-tanks, tech companies, incubators, NGOs or major corporations. Brilliant young developers, designers and systems architects take part while industry veterans judge their work. Savvy recruiters and employers can take advantage of these events by connecting with both sets of attendees.

Why are they useful for recruitment?

They are an inexpensive recruitment strategy which can give you access to on-a-dime interviews with a variety of brilliant technical talent, let you see their soft skills and problem-solving abilities “in the wild” and get a sense of how they will perform on the job. In fact, many participants take part precisely to impress recruiters or employers who may be monitoring the event. Often, a job position or internship is marketed as the “prize” for taking part!

In addition to the recruitment and networking opportunities these events offer, hackathons can be held internally to introduce fun, creativity and competition into otherwise non-stimulating workplace processes.

Below is a peek into the types of hackathons that have become popular, tips for tech candidates on taking part and advice for employers and recruiters on sponsoring existing hackathons or organizing their own.

Virtual Hackathons

Virtual hackathons take place online and often for the purpose of sourcing international talent.  During these hackathons, participants are given programming concepts to contemplate or a programming challenge to solve—allthewhile competing for the overall title of “champion” and a spot on the leaderboard.

Recruitment Perspective: Organizations are given an inside look at how developers, scientists, students, entrepreneurs and educators from around the world approach problem-solving and compete against each other. If you are a small team with a limited budget—but have the ability to advertise and create brand awareness overseas—this recruitment ‘hack’ is highly recommended for your recruitment efforts.

Tip: For step-by-step instructions on attending and setting up a virtual hackathon, visit: http://www.the-hackfest.com/tips-virtual/

Interactive Hackathons

Interactive hackathons are conducted at pre-defined locations and begin with a presentation about the rules and theme of the event. Attendees are giving an opportunity to brief participants on a project they are working on with an obstacle they need help overcoming. Talent in this battle-of-the-brains ranges from “junior” to “subject-matter experts” who join together to unlock problems and suggest ideas while working in teams based on their individual interests and skills. At the conclusion of an interactive hackathon, a collaborative wrap-up session gives each team a chance to present and explain their findings, execution and achievements.

Recruitment Perspective: Let’s face it—traditional interviews with developers don’t always reveal how a candidate will fit into a company’s culture or if they will succeed in a real-time work environment. Interactive hackathons not only offer the ability to discover these unknowns, they are a less intimidating approach to recruitment and give employers the opportunity to perform on-a-dime interviews while networking with upcoming talent.

Tip: For a step-by-step guide on successfully running an interactive hackathon visit: https://hackathon.guide/

In-House Hackathons

As mentioned, hackathons are not exclusive to external recruitment efforts. They can be a great way for your staff to tackle an organizational problem together, solve development challenges or address your clients’ issues.  Your employees can also use them to prove their skills, management abilities and try out new roles. It’s no wonder that internal hackathons are increasingly being used by major corporations such as Manulife, Deloitte and many others.

If you’d like to administer your own internal hackathon, start by coming up with a project collectively and then setting up small teams of 2-5 employees.  Deliver the challenge and watch as the creative juices begin to flow. Fight the temptation to direct your team on how to do things during this event. While it may be hard to resist, you will boost participation by allowing your team to have a hand in every detail along the way to the solution.  By utilizing internal hackathons, you will foster a work environment that breeds innovation and challenges employees to build things creatively without a specific roadmap.

HR Perspective: Never underestimate your ability to unleash the hidden talents of your internal teams. Hackathons work as a tool for getting one’s feet wet into new ways of thinking.  They spark innovation, foster trust, engage employees, strengthen communication, encourage interaction and build strong collaborative teams who work towards a common goal. When a solution is constructed together, it is much more likely to stick.

Tip: For a step-by-step on running your first in-house hackathon visit: https://stormpath.com/blog/running-your-first-internal-hackathon

In today’s “Talent War”—in which people change jobs frequently, competition is global, salaries are competitive and opportunities are everywhere—smart, tech-savvy, agile workers are highly in demand, yet hard to recruit. Companies want to hire the best and brightest but rarely devise an innovative hiring process to make them stand out from other potential employers.  Hackathons can be a great tool in your arsenal to get you the forward-thinking IT talent you’re seeking.

Get more IT recruitment tips from Laura on Twitter @Recruiter_4_You and LinkedIn.

Employment Report – August 2016

employment-en_august

Following a decline in July, employment edged up in August (+26,000 or +0.1%). The unemployment rate rose 0.1 percentage points to 7.0%, as more people participated in the labour market.

Compared with 12 months earlier, employment increased by 77,000 (+0.4%), with all of the gains in part-time work. Over the same period, the total number of hours worked fell slightly (-0.4%).

unemployment-en_august

Employment up for youths and people 55 and older

 In August, employment increased among youths aged 15 to 24 and people aged 55 and older. At the same time, employment was down among those aged 25 to 54.

Employment rose in Quebec and in Newfoundland and Labrador, while it declined in New Brunswick. There was little change in the other provinces.

There were more people working in public administration and fewer people working in professional, scientific and technical services.

Public sector employment increased in August, while self-employment fell and the number of private sector employees was little changed.

Provincial summary

In Quebec, employment rose by 22,000 in August, and the unemployment rate was little changed at 7.1%, as more people participated in the labour market. Compared with 12 months earlier, employment in the province was up 34,000 (+0.8%).

In Newfoundland and Labrador, employment increased by 4,000 in August, and the unemployment rate edged down to 12.3%. Despite the increase in August, there was little employment change on a year-over-year basis.

Employment in New Brunswick declined by 3,000 in August, and the unemployment rate was 9.4%. Compared with 12 months earlier, employment in New Brunswick was essentially unchanged.

Employment in Ontario was little changed on both a monthly and year-over-year basis. However, in August, the unemployment rate increased 0.3 percentage points to 6.7%, as more people searched for work.

In British Columbia, employment was virtually unchanged in August. The unemployment rate was also little changed at 5.5% and remained the lowest among the provinces. On a year-over-year basis, employment in British Columbia increased by 73,000 or 3.1%, the highest growth rate among the provinces.

Industry perspective

In August, employment in public administration increased by 16,000. Despite an overall increase, there were employment declines among survey interviewers and statistical clerks, an occupational group that corresponds with activities related to the 2016 Census. Compared with 12 months earlier, employment in public administration was virtually unchanged.

Employment declined by 23,000 in professional, scientific and technical services. Employment in this industry was little changed on a year-over-year basis.

Public sector employment increased by 57,000 in August, offsetting declines observed in July. Compared with 12 months earlier, public sector employment was virtually unchanged. The public sector includes all employees in public administration, most employees in utilities, and some employees in education, health care and social assistance, transportation and warehousing, and other industries.

Self-employment fell by 39,000 in August and was little changed on a year-over-year basis.

The number of employees in the private sector was little changed compared with the previous month, while it increased by 97,000 (+0.8%) compared with 12 months earlier.

Summer employment for students

From May to August, the Labour Force Survey collects labour market data about youths aged 15 to 24 who attended school full time in March, and who intend to return full time in the fall. Published data are not seasonally adjusted; therefore, comparisons can only be made on a year-over-year basis.

For students aged 15 to 24, the average employment rate for the summer (that is, from May to August) was 48.8%, similar to the rate of 49.1% observed in 2015.

The average employment rate for students aged 20 to 24 was 64.9% in the summer of 2016 (compared with 66.0% in 2015); for students 17 to 19 it was 55.1% (compared with 54.5%); and for those aged 15 and 16 it was 24.7% (compared with 25.2%).

The average unemployment rate over the summer for students aged 20 to 24 was 10.2%, virtually unchanged from the rate of 10.1% observed for 2015. At the same time, the unemployment rate was 15.3% for those aged 17 to 19 (compared with 17.3% in 2015), and 28.1% for those aged 15 and 16 (compared with 29.7%).

Canada–United States comparison

Adjusted to the concepts used in the United States, the unemployment rate in Canada was 5.9% in August compared with 4.9% in the United States. On a year-over-year basis, the unemployment rate was essentially unchanged in Canada, while it declined slightly in the United States (-0.2 percentage points).

The labour force participation rate in Canada (adjusted to US concepts) was 65.4% in August, compared with 62.8% in the United States. The participation rate in Canada declined 0.4 percentage points over the past 12 months, while it increased slightly in the United States (+0.2 percentage points).

In August, the US-adjusted employment rate in Canada stood at 61.5% compared with 59.7% in the United States. On a year-over-year basis, the employment rate declined by 0.4 percentage points in Canada while it increased by 0.3 percentage points in the United States.

Source: Statistics Canada

The Permanence of Temporary Labour: Learn the Benefits & Advantages

Temporary workers. Contractors. Freelancers. Associates. No matter what they’re referred to, contract workers are a large and important part of many businesses, industries and Canada’s workforce as a whole.

Let’s take a moment to consider the benefits and importance of temporary labour to Canadian families, businesses and the economy.

Temporary labour:

  • Helps industries meet production quotas and seasonal ramps. Many industries (including Agriculture, Hospitality, Logistics, Manufacturing, IT and the Broader Public Sector) rely on a mix of permanent and contract workers to meet seasonal peaks and ramp ups based on client or market demand, as well as to hire for project-based assignments. Without temporary workers, entire industries and businesses wouldn’t be able to meet these demands. High volume hiring during peak periods creates jobs for over 2 million Canadians and lets businesses grow and compete—further creating employment opportunities when businesses are able to expand.
  • Provides flexibility all around. Not only do businesses require flexibility in scheduling to accommodate periodically extended hours, shift-work, off-hour projects, fluctuating production plans and changing demands, but workers increasingly prefer flexibility in work schedules as well. Study after study has found that younger workers favour flexible work hours, but employers are learning that employees of all ages prefer more flexible schedules too! Parents need the flexibility to schedule their work around PA days, school vacations, doctor’s visits and extracurricular activities. Freelancers love the option of working periodically in between personal or side projects. Many employees are also pursuing continuing education and training, and need the flexibility to accommodate class times, work and school assignment deadlines. And Gen X’ers know far too well the demands that come with being the sandwich generation; taking care of children and aging parents while working a typical 9-5 has many feeling strained. Employees of all generations want flexible work hours with the ability to ramp up and down as their needs change, achieve work-life balance and choose their own schedules. And businesses need the flexibility to meet their varying scheduling and seasonal requirements. Contract hiring fulfills both of their needs.
  • Exposes employees to varied workplaces and industries. When looking at a stack of resumes (or results from a keyword crawler), Hiring Managers focus on 3 sections: the applicant’s experience, technical know-how, and their “soft skills”. Working for different employers, across varied industries and holding several job titles is a fantastic way to strengthen all 3! Accepting contract roles gives employees a first-hand feel for diverse businesses and roles—all the while growing their experience and skills, and reducing “employment gaps” on their resumes. Taking on a contract assignment also lets first-time or transitioning workers “try on” different positions and responsibilities before deciding which fit their needs best. This can be especially beneficial for individuals with unique and sought-after skills who want to try out multiple employers before committing to one that will give them exactly what they’re looking for. It also allows workers an opportunity to get in with a particular employer who may not be hiring on a permanent basis at the time. When that employer does have an opening for a permanent position, the contractors who have already proven their skills and know their operations are often thought of first to fill the role. In fact, over 1,200 of Adecco’s temporary Associates were hired on a permanent basis by our clients last year alone. Temporary employment lets job-seekers prove their skills and gives employers an opportunity to evaluate the best candidates before hiring the most suitable for longer term assignments.
  • Offers employees skills training, experience, mentorship, and benefits. When the temporary labour that businesses need is supplied by a staffing firm, the benefits to both clients and temporary staff are magnified. Temporary staff receive expert guidance from professional Recruitment Consultants on their resumes, cover letters, interview tips, personal branding and presentation skills. They act as the human link between clients and candidates in a sea of online applications. Once candidates are on or between assignments, they get access to not only on-the-job training but also online training seminars and software tutorials they can complete on their own time and upgrade any skills they want—all at no cost to them! Adecco offers 400 of such training modules online to our Associates, ranging from technical software courses and customer service skills, to Health & Safety legislation and procedures. Our Associates can continue to work while they complete courses that strengthen their skill sets and resumes. In addition to the complimentary benefits mentioned above, our Associates can also participate in our robust Group Benefits Plan (once they’ve completed the required number of hours), which entitles them to extended health, dental, drug and insurance benefits. The benefits of working with a staffing firm extend beyond the job experience and skills development temporary workers receive.  Hiring managers can focus on business while the firm takes care of employer responsibilities, oversight, payroll and guidance of their temporary workforce.
  • Presents employment opportunities to vulnerable populations. Contract and temporary employment gives new Canadians an opportunity to land respectable work opportunities, gain work experience and start providing for their families quickly. It gives motivated parents re-entering the workplace after parental leave or life changes an opportunity to start earning a salary once again and edge into longer-term positions. It lets seniors find part-time work, graduates land their first jobs and students get supplementary work while they’re in school. Temporary employment positively impacts every generation, demographic, and facet of Canadian life.
  • Gives Millennials what they’re looking for. Millennials make up over 37% of the Canadian labour force, and they’re increasingly more open to jumping between projects, companies, and industries for experience and variety. They’re also much more likely to pursue “side-hustles” and passion projects—such as graphic design, baking, yoga instruction or writing. Temporary positions fit in nicely with their varied schedules, changing priorities, love of travel and a strong desire for work that fits in with their lives. And when young job seekers or recent grads are challenged in finding a permanent job in a timely manner, working on a temporary or contract basis fills in the gap of not working at all.

With all the benefits that temporary labour provides to business and the economy, employees and their families, it’s no wonder that it’s the preferred career path for millions of Canadians. A large contingency of temporary or part-time workers in Canada voluntarily choose part-time work due to all the reasons discussed above, including a preference for added flexibility or seasonal work, better scheduling around classes for students, and greater work-life balance. In fact, a CareerBuilder/Inavero survey (presented at the 2016 ACSESS Conference) found that 76% of temporary employees work temporarily by choice! Canada’s businesses and industries need temporary labour, and Canada’s workforce loves its advantages. We hope that’s a permanent match.