In a rapidly evolving talent market, staying ahead means understanding not just the numbers, but their implications for your organisation. That&rsquo;s exactly what Lorien&rsquo;s Director of Solutions &amp; Insight, Darren Topping, delivers in our Talent Pulse Webinar series. In the last session of 2024, Darren analysed the current market, shared predictions for 2025, and examined the broader impact of the UK&rsquo;s shifting economic and legislative landscape on hiring strategies.
<h3 class="MsoNormal">Current Market Trends: Stability amid shifting employment dynamics</h3>
Darren highlighted the complexity of employment trends in the UK. While there have been positive shifts since early 2024, some challenges remain. This includes unemployment rates that have unfortunately continued to increase, with the majority of the unemployed and economically inactive population sitting in two varying ends of the age scale &ndash;mainly 16&ndash;24-year-olds and 50&ndash;64-year-olds.
When we think about increasing unemployment rates, it&rsquo;s assumed that redundancies aren&rsquo;t too far away. However, redundancy reports fell last quarter, reinforcing the stability of today&rsquo;s job market despite broader economic challenges.
Darren also highlighted that job security is paramount right now, which has been discovered through Lorien&rsquo;s own candidate sentiment work. Although between 42% and 87% of candidates wanted to move roles this year (dependent on their role), nowhere near that number of people actually moved due to job security concerns and potential lack of opportunities in the market. The reluctance to change roles highlights the need for organisations to emphasise job security and clear career advancement pathways and skills development to retain top talent in a cautious market.
Organisations must address the widening unemployment gaps by tailoring attraction strategies. This could mean apprenticeship programs or early-career initiatives, while for older candidates, flexible working and reskilling opportunities could play a vital role. 
<h3 class="MsoNormal">Client Insights: Trends in talent attraction and retention</h3>
In the webinar, Darren called attention to recent trends we&rsquo;ve been seeing in the market and with our clients. For example, each organisation and each sector we have recently examined is now competing with a different set of competitors than usual. Sectors such as energy, utilities and legal organisations are currently more successful in attracting candidates from tech &amp; finance companies &ndash; a new trend for 2024. These sectors must therefore adapt by reevaluating their Employee Value Propositions (EVP). For example, focusing on flexibility, benefits, or mission-driven branding can help these firms regain their competitive edge.
We also learned from our clients that the conversation on working patterns has quietened down slightly, with many organisations settling into a pattern of two days per week. Our research indicates that this may rise to three days per week by the end of 2025, with our clients expecting to see people in the office more. As an example, according to our data, cities like Manchester, Birmingham, Bristol, Cambridge and Oxford currently have fewer candidates per open job vacancy than London due to the new hub strategies, with talent pools not as developed therefore leading to fierce competition between candidates. The shift towards two- to three-day in-office patterns underscores the importance of hybrid work optimisation. At the same time, emerging regional hubs like Manchester and Birmingham require organisations to proactively invest in local talent development and consider innovative sourcing strategies to address talent shortages.
According to Darren, the biggest area of curiosity that clients have been asking about recently is the use of AI and automation in recruitment. Darren reported that clients are equally focused on improving the hiring experience using AI as they are on efficiency. We have conducted significant horizon scanning of technologies in this space, and what we have seen is that &ndash; currently &ndash; there is not one single tool that solves all recruitment challenges using AI. The closest technologies to do this are ATS and CRM type technologies, which means organisations need to be prepared to invest if they wish to leverage this technology.
<h3 class="MsoNormal">Legislative Challenges: How new policies affect workforce strategy </h3>
In addition to industry insights and market overviews, Darren touched on recent legislation and policies &ndash; and how they are impacting hiring decisions and workforce strategies. One highly discussed change is the recent increase in employers National Insurance Contributions in the UK. For clients, this could mean that, in the face of increased payroll expenses, they feel compelled to reduce their workforce or implement hiring freezes to keep control of your costs. Recent feedback from the Association of Independent Professionals has highlighted that the increase will significantly impact umbrella company workers, potentially costing them well over &pound;1000 a year.
Another upcoming key change is that the National Living Wage is set to rise again from April 2025. This increase, alongside the NIC increase, leads to increased payroll costs for organisations, particularly those with a high proportion of low wage workers. These two factors could potentially dampen UK hiring in the next few months. Employers facing higher National Insurance Contributions and a rising National Living Wage could explore cost-saving measures such as automation, flexible work arrangements, or optimising workforce distribution through offshoring and nearshoring.
The new legislation that requires day one rights for all employees could also impact clients. There will be increased compliance requirements, more administrative responsibilities and potentially, again, increased employment costs which may lead to a further decline in vacancies in early 2025. Day-one rights may require organisations to overhaul onboarding processes and review contracts. Investing in HR tech solutions and training can help manage the increased administrative burden while maintaining compliance.
<h3 class="MsoNormal">Stay Informed </h3>
To stay ahead in today&rsquo;s competitive market, it&rsquo;s essential to translate insights into action. Watch Darren&rsquo;s full webinar below for a deeper dive into these trends and <a href="mailto:solutions@lorienglobal.com?subject=I'm%20interested%20in%20the%20newsletter" target="_blank" rel="noopener">sign up for our newsletter</a> to receive expert analyses, upcoming webinar invitations, and practical strategies tailored to your organisation&rsquo;s needs.

Lorien's Director of Solutions & Insight Darren Topping recently hosted a webinar focusing on the current market and predictions for 2025. Read the highlights and watch the webinar here!

Unlocking Market Insights: Key Highlights from Our Talent Pulse Webinar

<ul>
<li>More than four in five say their work environment is inclusive and supportive</li>
<li>Most feel they have equal access to opportunities available to male peers</li>
<li>70% of women report feeling represented in company leadership</li>
</ul>
Most women in technology say they feel supported and included in their current work environment, new research by Lorien has found. The <a href="https://www.lorienglobal.com/insights/women-in-tech-insights-2024">2024 Women in Tech Insights</a> survey of nearly 400 female talent across the US, UK, and Canada shows progress towards gender parity in this field, but some persistent barriers continue to hinder total equity in the workplace.
The survey provides evidence that women are achieving and experiencing progress in a field that has historically kept them out due to systemic barriers and a challenging work-life balance. A majority say they feel adequately represented by their company's leadership and that its inclusion policies are effective. Moreover, a majority expressed confidence in their abilities to do the job they have, and 1 in 4 want to advance to a leadership role.
&ldquo;Feeling supported and having equal access to job opportunities are key to encouraging women to pursue a sustained career in the tech field. With most saying they are content with their employer, we believe this will further shrink the gender gap in tech and drive more equitable and inclusive practices in many organizations,&rdquo; said Annelise Smith, managing director for Lorien Managed Solutions. &ldquo;While the data is a positive indicator of trends in this field, companies cannot be complacent in their efforts to attract, develop, and advance the next generation of women in tech.&rdquo;
Indeed, Lorien found that women are still struggling with aspects of working in the industry. For instance, work-life balance remains the most significant challenge for 2 in 5 women as demanding jobs force them to choose between personal and professional obligations. A majority also say female workers are often discouraged from pursuing a career in this profession, with those in North America feeling this way at a higher percentage (63%) than peers in the UK (54%).
<h4>More evidence of progress</h4>
While these findings are indicative of the gender disparity that still exists, Lorien&rsquo;s latest research further bolsters the idea of gains for women in tech and STEM roles. Earlier this year, <a href="https://www.srgtalent.com/site-assets/pdf/SRG_Global_Talent_Trends_Insights2024_US_Version.pdf" target="_blank" rel="noopener">SRG&rsquo;s 2024 Global Talent Trends &amp; Insights research</a>, conducted with New Scientist Jobs Magazine, found a considerable narrowing of the gender pay gap among scientific&nbsp;professionals. Today&rsquo;s research shows that women are not only making gains in wages but also feeling included and supported at work.
To build on this momentum, survey participants say there are ways for employers to further gender parity in the workplace. About half (56% in the UK and 50% in North America) say having an equal gender balance in a company&rsquo;s workforce would significantly entice them to join. More than half (58%) in the UK say a company offering professional support networks for women is a compelling employee value proposition, while 48% in the US say strong female leadership representation would be an effective incentive.
&ldquo;As we witness more and more companies build on their employee resource groups for women and promote female leaders, this will have a snowball effect in attracting talent and advancing women&rsquo;s careers,&rdquo; said Ann Bookout, SVP, ED&amp;I and Change Effectiveness for Impellam. &ldquo;We believe providing these resources, along with mentoring and other support mechanisms, will accelerate women&rsquo;s careers and increase their numbers at the leadership level.&rdquo;
The 2024 Women in Tech Insight report is available in two versions: one containing <a href="https://www.lorienglobal.com/insights/women-in-tech-insights-2024">UK insights</a> and <a href="https://www.lorienglobal.com/us/insights/women-in-tech-us-insights-2024">one with North American data</a>. Each version contains survey responses from participants from their respective regions.
&nbsp;
<h4>About Lorien</h4>
We are Lorien, a technology, transformation, and digital talent company, powered by Impellam Group, a connected group providing global workforce and specialist recruitment solutions. We combine tech expertise with the scope, depth and breadth of large-scale talent organizations.
Driven by both clients and candidates, covering the US and Europe, we work with all sectors, sizes and tech needs&mdash;from start-ups to established tech companies and those who use tech to propel them further.
Our unique position in the market means we have the insight to create tailored solutions, keeping our clients ahead of the curve and giving them complete agility. From one-off placements to scalable enterprise solutions, executive search to next-generation tech skills, time-sensitive projects to ongoing digital journeys&mdash;we flex to fit the requirement.

We recently released our Women In Tech 2024 Insights report. Learn more about the report in our press release.

Female Tech Workers Report Progress in Gender Parity but Still Face Obstacles, Lorien Survey Finds

Lorien, powered by Impellam, today announced it has been recognised as a Leader in Everest Group&rsquo;s UK IT Contingent Talent and Strategic Solutions PEAK Matrix&reg; 2024.
Lorien is one of only five companies in the UK to have been named a Leader in this category.
&ldquo;In a highly competitive market, we are proud that Lorien has maintained Leader status for a third consecutive year,&rdquo; commented David Gettins, Lorien&rsquo;s Managing Director. &ldquo;This important accreditation is especially rewarding as it is based not only on data, but it also takes into consideration important feedback from our customers. Our culture of virtuosity and customer-centric approach, combined with extensive investments in our people and innovative technology, enable us to consistently meet and exceed the demands of our customers in an ever-changing digital world.&rdquo; 
&ldquo;Lorien&rsquo;s robust sourcing capabilities across a broad range of IT skills, including next-generation skills such as advanced analytics and artificial intelligence, along with a strong focus on talent development through offerings such as Recruit, Train, Deploy, has led to this positioning,&rdquo; says Priyanka Mitra, Vice President, Everest Group. &nbsp;&ldquo;Its extensive delivery capabilities across both onshore and nearshore locations, strong vision on developing IT managed services capabilities, and robust market analytics services has further solidified its standing.&rdquo; 
Lorien is part of Impellam, a global workforce and STEM talent solutions group and one of only two companies globally with brands that have been named <a href="https://www.lorienglobal.com/insights/impellam-group-named-industry-leader-in-everest-group-peak-matrix-2024-for-contingent-workforce-management-and-services-procurement">Leaders in the Everest Group PEAK Matrix&reg; for Contingent Workforce Management (CWM) and Services Procurement/Statement of Work (SOW)</a> as well as UK IT Contingent Talent and Strategic Solutions PEAK Matrix&reg;.
<h3>About the Everest Peak Matrix&reg; 2024</h3>
The Everest Group PEAK Matrix&reg; is a highly respected global benchmarking framework that provides the analysis and insights customers need to make critical selection decisions about global services providers, locations, and products &amp; solutions. It is widely trusted to assess market success and delivery capabilities, providing valuable insights for making informed decisions. The framework categorises companies into Leaders, Major Contenders, and Aspirants, based on two primary dimensions: market success (which includes client wins and revenue growth) and delivery capability (which encompasses scale, innovation, and customer satisfaction).
<h3>About Lorien</h3>
Lorien is an award-winning technology, digital, and professional talent solutions specialist with over 45 years&rsquo; experience. Driven by both clients and candidates, with locations over Europe and the US, we pride ourselves on offering an innovative service for all sectors, sizes, and needs. Through our network of specialists, we combine deep tech sector expertise with the scope, depth, and breadth of large-scale talent solutions, giving our clients the confidence and the agility to compete in the digital age. Proud to be powered by Impellam Group, Lorien is ranked #1 largest IT staffing firm in the UK by Staffing Industry Analysts (SIA).
For more information about Lorien: <a href="http://www.lorienglobal.com">www.lorienglobal.com</a> For more information about Impellam Group: <a href="http://www.impellam.com">www.impellam.com</a>

Lorien, powered by Impellam, today announced it has been recognised as a Leader in Everest Group’s UK IT Contingent Talent and Strategic Solutions PEAK Matrix® 2024.

Lorien Named Industry Leader in Everest Group PEAK Matrix® 2024 for UK IT Contingent Talent and Strategic Solutions

Gender diversity is becoming more and more crucial within technology, with organisations continuing to strive to attract and retain their female talent. Many initiatives have been launched across the UK to achieve gender equality &ndash; including <a href="https://impellam-my.sharepoint.com/:w:/g/personal/liv_shaw_lorienglobal_com/EYG09ocI8mNAmnypcdS7G70B2CF_TnWBb3ge4-oNXozWNg" target="_blank" rel="noopener">the City of London Corporation who launched a taskforce</a> in April this year to tackle the lack of women in digital roles after data revealed that less than 25% of women work in AI and data science.
Our new <a href="https://www.lorienglobal.com/insights/women-in-tech-insights-2024">Women in Tech 2024 report</a> helps break down what female candidates are thinking, and what&rsquo;s making them tick. In this blog, we&rsquo;ve highlighted some of our key findings so organisations can utilise our research to learn how to nurture their female talent and attract new talent.
<h4 class="MsoNormal">The tech working environment</h4>
In our report, we asked women in tech a variety of questions about their current working environment. One key finding was that 34% of women rated &nbsp;their current work environment as highly inclusive and supportive &nbsp;Most respondents, however, answered &lsquo;Good&rsquo; &ndash; the second highest rating &ndash; for their current work environment. This suggests that the majority of women in tech believe there is room for improvement in terms of inclusivity and support in the workplace.
When it comes to equal opportunities, nearly half of our female respondents felt they mostly had access to the same career advancements as their male counterparts. Only a quarter of women we surveyed feel as though they always have equal access to career opportunities. Overall, a third of our participants felt they occasionally, rarely or never had access to the same opportunities as men. For organisations striving for equality, this point should drive home. &nbsp;Our research found that most women in tech do not feel they are always able to advance in the same way their male colleagues do, and action can be taken to make workplaces more inclusive.
Similarly, 41% of women believe their company&rsquo;s inclusion policies are only &lsquo;somewhat&rsquo; effective, as opposed to very effective. Surprisingly, 20% of women we surveyed were neutral on the matter, and 10% believe the policies are ineffective. Although a total of 68% of women believe their company&rsquo;s policies are very or somewhat effective, the remaining 32% suggests that &nbsp;organisations can do much more to ensure their policies represent everyone and are actioned appropriately.
<h4 class="MsoNormal">Career aspirations for women in technology</h4>
The second half of our report asks women their motivations for entering technology, the challenges they have face in the industry and their thoughts on the future for women in technology. An overwhelming 48% of women said that a personal interest in tech motivated them to enter a career in the industry and only 20% said that the high earning potential was a main motivator. Earlier in the year, <a href="https://www.lorienglobal.com/insights/what-tech-candidates-want-2024">we performed a survey for all candidates</a> in tech which found that &nbsp;men were more interested in money &ndash; a fact that is re-enforced in the Women in Tech survey as salary appears low for women&rsquo;s motivations to join the tech sector. Furthermore, only 6% of women in tech were influenced by role models or mentors when entering a career in technology. However, with many organisations creating programmes to address the under-representation of women in tech, such as the <a href="https://www.gov.uk/government/publications/ddat-women-in-tech-programme/ddat-women-in-tech-programme">UK government&rsquo;s Women in Tech initiative</a>, this figure is sure to increase over the coming years.
Interestingly, almost half of women said that the biggest challenge they had faced as a woman in the tech industry was work/life balance. This aligns with our previous <a href="https://www.lorienglobal.com/insights/what-tech-candidates-want-2024">What Tech Candidates Want 2024 survey</a> which highlighted that one of the key benefits for women working in tech is &nbsp;flexible working. Over a quarter of the women we surveyed have faced challenges of gender bias and discrimination, with a similar number facing pay disparity. This should spotlight how crucial equality in all aspects of the workplace is to organisations.
One of the more positive results in the survey was that 87% of women in technology feel confident with their role competency, with only 1% of women stating they were very unconfident and 10% remaining neutral on the matter. It is excellent that, despite the challenges mentioned and women feeling somewhat underrepresented within technology, they still believe they are highly competent within their roles, with the majority aiming to continue to specialise over the next few years.
&nbsp;
This blog highlighted several key points from our Women in Tech 2024 survey &ndash; to download the full report, <a href="https://www.lorienglobal.com/insights/women-in-tech-insights-2024">click here</a>. We also have a variety of other candidate sentiment focused reports that can be found <a href="https://www.lorienglobal.com/insights/tag/guides-and-reports">on our website,</a> with additional insights <a href="https://www.linkedin.com/company/lorien/" target="_blank" rel="noopener">available on our LinkedIn</a>.

Our newest report - Women in Tech Insights 2024 - delves in to what is driving female candidates within tech. This blog breaks down some of our findings to find out the main motivators of female candidates.

What drives female talent?

Explore fascinating insights in our new Women in Tech Report 2024, packed with interesting perspectives and sentiments from women shaping the UK tech landscape. 

The tech industry has historically been male dominated, with women representing just <a href="https://www.gov.uk/government/news/more-women-to-be-supported-back-into-stem-jobs-in-government-backed-training">29% of the UK tech workforce (UK Government Data).</a> However, positive changes are underway. Organisations like yours are actively seeking ways to level the playing field, attract top female talent, and create environments where everyone can thrive.
In this new report, we delve into the experiences of women in tech roles today. By highlighting their perspectives, we offer valuable insights to help you build a stronger, more diverse team&mdash;one that benefits your business and the industry as a whole.
<h4>Key themes</h4>
<ul>
<li class="MsoNormal">Inclusivity and Support: How inclusive and supportive are current working environments in the technology industry?</li>
<li class="MsoNormal">Equal Opportunities: Do women feel they have equal opportunities for career advancement?</li>
<li class="MsoNormal">Support Systems: What support systems are the most crucial for women in tech?</li>
<li class="MsoNormal">Confidence and Aspirations: How confident are women in technology, and what are their future aspirations?</li>
<li class="MsoNormal">Challenges: What are some of the key challenges women face in the workplace?</li>
<li class="MsoNormal">Motivations: What motivates women in tech? </li>
</ul>
<h4>What does this mean for your business?</h4>
Research demonstrates that gender-diverse teams drive better results. Companies that prioritise inclusion, career growth, and robust support systems not only attract more women to tech roles but also create a more dynamic and successful workforce.
At Lorien, we believe in empowering the future of tech by offering key insights into the industry, fostering growth for both our clients and candidates. From emerging technology to niche recruitment solutions, market rates and competitor analysis, we are always learning, adapting, and educating.
Complete the form to gain exclusive access to our Women in Tech report 2024.
Our Women in Tech report is now a global campaign, <a href="https://www.lorienglobal.com/us/insights/women-in-tech-us-insights-2024">Women in Tech 2024 US Edition.</a>

Women in Tech Insights 2024 

Chris Blackburn, Director of Skills Growth for the Impellam Group, was recently shortlisted and highly commended in the Skills Champion category for the Yorkshire and Humber Region at the <a href="https://appawards.co.uk/" target="_blank" rel="noopener">Apprenticeships and Skills Awards</a>.
The awards &ndash; which celebrated its 21st anniversary this year &ndash; was conceived to highlight and honour the achievements of apprenticeship students and those who champion apprenticeship programmes. <a href="https://appawards.co.uk/categories" target="_blank" rel="noopener">The judges look for</a> &ldquo;strong advocates of apprenticeships and skills, who showcase how they proactively go beyond their normal duties to promote apprenticeships and skills as an excellent career route&rdquo;.
Chris said of the achievement: &ldquo;I&rsquo;m absolutely thrilled to have been highly commended in this category. It&rsquo;s been an incredible journey, and to receive this recognition alongside such inspiring individuals makes it even more special. Together, we&rsquo;re championing early careers, driving change, and helping others find their own path&rdquo;.
This is Chris&rsquo;s second recognition in 2024 after receiving the &lsquo;Biggest Impact to the Network&rsquo; award from the <a href="https://www.yorkandhumberportal.com/" target="_blank" rel="noopener">Yorkshire and Humber Apprenticeship Ambassador Network</a>. Chris received the award due to his guidance for today and tomorrow&rsquo;s apprentices through presentations, career events, workshops and social media campaigns.
For additional insights, <a href="https://www.lorienglobal.com/insights">click here</a> or follow our LinkedIn for <a href="https://www.linkedin.com/company/lorien/?viewAsMember=true" target="_blank" rel="noopener">more news and information</a>.
<h4 class="MsoNormal">About Impellam</h4>
Impellam is a connected group providing global workforce and STEM talent solutions. Our 1700 people and market leading brands work across a broad spectrum of industries and job categories throughout North America, the UK and Europe and Asia Pacific. Our award-winning Global Managed Services provide a diverse range of digitally enabled, multi-disciplinary workforce solutions to organisations. We are upper quadrant industry leaders in Managed Service Provision and Services Procurement, and IT. Our STEM businesses are specialists in recruiting and engaging talent in the key growth markets of technology, digital, data analytics, science, clinical and engineering and work with customers across all sectors and sizes. We believe in the power of work. Through the power of work, we build better businesses and help people lead more fulfilling lives.
&nbsp;Our brands include: Comensura, Guidant Global, SRG, Lorien, Carbon60 and Bartech.
&nbsp;For more information about Impellam Group: <a href="https://www.impellam.com./">www.impellam.com</a>.

We're delighted to announce that Impellam Group's Chris Blackburn was recently highly commended at the Apprenticeship and Skills Awards for Yorkshire and Humber.

Impellam Group’s Chris Blackburn highly commended at Apprenticeships and Skills Awards 2024

Impellam Group, powered by Guidant Global, Lorien and Comensura, today announced Leader status in two key Everest Group PEAK Matrix&reg; categories:
<ul>
<li class="MsoNormal" style="line-height: 150%;">Contingent Workforce Management (CWM)/Managed Service Providers (MSP)</li>
<li class="MsoNormal" style="line-height: 150%;">Services Procurement/Statement of Work (SOW)</li>
</ul>
Impellam Group is one of only five companies globally to have been named a Leader in both categories.
<h4 class="MsoNormal" style="line-height: 150%;">Contingent Workforce Management/Managed Service Providers</h4>
&ldquo;In a highly competitive MSP market, we are proud that Impellam has maintained Leader status for a third consecutive year,&rdquo; commented Simon Blockley, CEO Impellam UK &amp; Europe. &ldquo;Our rich experience, customer-centric approach and diversified portfolio, combined with extensive investments in our people and technology, enable us to consistently meet and exceed the demands of our customers in an ever-changing world &ndash; futureproofing their businesses with the mission critical talent of tomorrow.&rdquo;
"Impellam Group continues to enhance its global talent solutions, which will be further bolstered following its recent collaboration with HeadFirst Group," says Krishna Charan, Vice President at Everest Group. "Its strategic investments in technology, direct sourcing, and automation, supplemented by its ongoing proprietary VMS and analytics enhancements, helped Impellam Group cement its position as a Leader in Everest Group&rsquo;s 2024 Contingent Workforce Management (CWM) / Managed Service Provider (MSP) PEAK Matrix&reg; Assessments."
<h4 class="MsoNormal" style="line-height: 150%;">Services Procurement/Statement of Work (SOW)</h4>
&ldquo;At Impellam we function as an extension of our customers&rsquo; Procurement teams, providing operational best practice guidance and real-time data-led insights, giving access to the expertise needed to deliver transformational value through our services procurement solutions.&rdquo; ​commented Claire Marsh, CEO Impellam North America. &ldquo;We are thrilled to have been recognised as Leaders in services procurement and continue to develop our service offering to ensure we are always helping our customers build better businesses.&rdquo; 
&ldquo;Impellam Group&rsquo;s experience in managing both procure-to-pay and strategic source-to-contract processes of services procurement has solidified its position as a Leader in Everest Group&rsquo;s Services Procurement / SOW PEAK Matrix&reg; 2024," says Krishna Charan, Vice President at Everest Group. "Through dedicated investments in SOW analytics, proprietary VMS capabilities, and establishing a Centre of Excellence for SOW management, Impellam Group continues to cater to varied client needs.&rdquo;
<h4 class="MsoNormal" style="line-height: 150%;">About the Everest Peak Matrix&reg; 2024</h4>
The Everest Group PEAK Matrix&reg; is a highly respected global benchmarking framework that provides the analysis and insights customers need to make critical selection decisions about global services providers, locations, and products &amp; solutions. It is widely trusted to assess market success and delivery capabilities, providing valuable insights for making informed decisions. The framework categorises companies into Leaders, Major Contenders, and Aspirants, based on two primary dimensions: market success (which includes client wins and revenue growth) and delivery capability (which encompasses scale, innovation, and customer satisfaction).
<h4 class="MsoNormal">About Impellam</h4>
Impellam is a connected group providing global workforce and STEM talent solutions. Our 1700 people and market leading brands work across a broad spectrum of industries and job categories throughout North America, the UK and Europe and Asia Pacific. Our award-winning Global Managed Services provide a diverse range of digitally enabled, multi-disciplinary workforce solutions to organisations. We are upper quadrant industry leaders in Managed Service Provision and Services Procurement, and IT. Our STEM businesses are specialists in recruiting and engaging talent in the key growth markets of technology, digital, data analytics, science, clinical and engineering and work with customers across all sectors and sizes. We believe in the power of work. Through the power of work, we build better businesses and help people lead more fulfilling lives.
Our brands include: Comensura, Guidant Global, SRG, Lorien, Carbon60 and Bartech.
For more information about Impellam Group: <a title="https://www.impellam.com./" href="https://www.impellam.com." target="_blank" rel="noopener">www.impellam.com.</a>

Impellam Group, powered by Guidant Global, Lorien and Comensura, has earned Leader status in the Everest Group PEAK Matrix® 2024 for Contingent Workforce Management (CWM) / Managed Service Provider (MSP) and Services Procurement / Statement of Work. 

Impellam Group named Industry Leader in Everest Group Peak Matrix® 2024 for Contingent Workforce Management and Services Procurement

Despite previous economic uncertainty, the UK economy and the UK tech industry is proving to be more resilient than previously thought and we&rsquo;re emerging stronger than most analysts predicted. The challenge now is for organisations to take advantage of this opportunity.
In this blog, I&rsquo;ll be exploring the resilience of the UK market, how the tech sector is driving growth, and how organisations can strike whilst the iron is hot to attract the best tech talent the UK has to offer.
<h4 class="MsoNormal">The UK&rsquo;s economic strength</h4>
The UK economy is showing signs of real strength with many macroeconomic indicators pointing to much better times ahead. We have seen it <a href="https://www.bbc.co.uk/news/articles/cq82y55jg35o" target="_blank" rel="noopener">recover strongly for the past two quarters, growing 0.6% between April and June of this year.</a>
The commentary over the last few years warned us that we should expect to have a deep and prolonged recession and struggle to navigate challenging economic times. Although there have been struggles, especially following the recovery from the global pandemic, we confounded the critics and technically only went into a recession for one financial quarter.
This is absolutely a reason to get behind the data we&rsquo;ve been seeing with a general positive tone being set by the economic conditions &ndash; and we should be proud that <a href="https://www.thetimes.com/business-money/economics/article/services-grow-while-rest-of-the-uk-economy-struggles-d2v0nphb9" target="_blank" rel="noopener">technology and the service sector is leading the way</a>. We are starting to see interest rates drop and inflation come down following the General Election &ndash; down to 2.2% (in July) from a peak of 11.1%. <a href="https://www.bbc.co.uk/news/business-13200758" target="_blank" rel="noopener">GDP figures also increased</a> by 0.7% earlier this year, and it was highlighted that the services sector was performing strongly &ndash; with IT and tech being a standout.
This all highlights that we are a nation full of wonderful entrepreneurs with real opportunities in the tech sector, with new research showing that technology <a href="https://www.aboutamazon.co.uk/news/aws/uk-digital-technology-report-2024" target="_blank" rel="noopener">could add &pound;520 billion to the UK economy by 2030.</a>
&nbsp;
<h4 class="MsoNormal">The UK and the tech sector</h4>
This country is positioning itself as the <a href="https://news.cityoflondon.gov.uk/uk-leads-ai-investment-in-europe--ahead-of-france-and-germany/" target="_blank" rel="noopener">world leader in AI</a>, becoming a global focal point in the media. There have been many commitments from organisations and <a href="https://www.gov.uk/government/news/leading-tech-firms-invest-over-2-billion-in-the-uk-in-one-week" target="_blank" rel="noopener">funding in creating the UK</a> as the global centre for AI, with great opportunities for technology in the UK.
Why is this important when we speak about economic recovery? Because AI touches everything and creates opportunities in all core technology areas with <a href="https://www.michaelpage.co.uk/news-and-research-centre/media-releases/software-engineer-is-the-worlds-most-in-demand-profession-new-analysis-reveals" target="_blank" rel="noopener">rising demand for Software Developers, Data Engineers</a> and other associated technologies.
Whilst the growth of AI is, of course, exciting and will increase opportunities within technology, data underpins everything and will enable AI to deliver the business outcomes that organisations desire.
However, most organisations looking to take advantage of AI do not have their own data in a good and healthy place. In a recent survey, <a href="https://www.techradar.com/pro/nearly-all-uk-businesses-are-ready-for-ai-but-can-they-now-take-advantage" target="_blank" rel="noopener">only 32% of IT leaders believed their organisation&rsquo;s data</a> was ready to reap the rewards of AI due to their data being unorganised. Understandably, much of the <a href="https://www.gov.uk/government/news/huge-boost-for-global-security-with-almost-1-billion-government-investment" target="_blank" rel="noopener">recent IT investments has gone into cybersecurity and digital</a> transformation as people modernise their businesses. However, AI is becoming top of the agenda, and we are seeing businesses prioritise the organisation of their data.
So, how many organisations can say they are ready for AI to be let loose on their data? You can have the most innovative tools and data technology, but if you&rsquo;re pointing it towards inaccurate and bad data the consequences could be catastrophic. There is a real need for organisations to commit to data governance and get their data in a place where they can really take advantage of AI and automation.
Great data with great tech and AI capabilities can open up wonderful opportunities and competitive advantages.
&nbsp;
<h4 class="MsoNormal">Taking advantage in technology recruitment</h4>
Organisations need to be brave and bold and take advantage of the candidate market now. In our &nbsp;latest <a href="https://www.lorienglobal.com/what-tech-candidates-want-2024" target="_blank" rel="noopener">What Tech Candidates Want 2024 survey</a>, we found that 87% of candidates are expecting to look for new roles in the next 12 months. There is a latent workforce that have not moved roles, and the average tenure of people in technology at an all-time high with candidates waiting for the right opportunity to present itself.
Why is this? Because one of the characteristics of the brief recession we went through was that there was not &lsquo;wholesale layoffs&rsquo; &ndash; organisations reduced their headcount, but not to the scale we have seen in previous rough economic times. Organisations have held on to their staff, knowing how hard it was to attract them originally. Candidates will now start to make crucial career choices, and it&rsquo;s important that organisations are at the front of the queue for the best talent.
Organisations that want to take advantage of improving market conditions and tech growth, including AI, have now got the best opportunity they have ever had. The research shows, many candidates are looking to make a change. This is great news for employers, as they have a talent pool that is ready to take on the next generation of tech within AI and associated tools.
Our <a href="https://www.lorienglobal.com/what-tech-candidates-want-2024" target="_blank" rel="noopener">What Tech Candidates Want report</a> also highlighted upskilling being prioritised over financial reward for many candidates, with 32% of under 45s wanting to learn new technology. It&rsquo;s clear that candidates recognise the changing skills of the economy and have a desire to get involved with organisations that are forward-thinking and adopting new technology.
UK PLC has exceeded expectations, and tech is leading the way. Now is the time for organisations to take advantage of the workforce that is looking to move over the next year. Act now, take advantage of the best opportunities to secure candidates.
&nbsp;
To take advantage of the candidate market, <a href="https://www.lorienglobal.com/business-solutions">learn what we can do for your organisation</a> and <a href="https://www.lorienglobal.com/contact-us">contact us here</a>. For more Lorien insights, <a href="https://www.lorienglobal.com/insights">click here</a>.

The UK market quickly recovered from a brief recession and is continuing to grow, but what does that mean for tech talent in the UK?

Economic recovery and growth of AI unlock new opportunities for employers in the UK tech talent market

The UK’s cyber security industry is one of the most crucial sectors for safeguarding the nation’s digital landscape, however, it continues to be overwhelmingly dominated by men.

The UK&rsquo;s cyber security industry is one of the most crucial sectors for safeguarding the nation&rsquo;s digital landscape. A recent study by the <a href="https://www.weforum.org/publications/global-cybersecurity-outlook-2023/">World Economic Forum</a> showed that 59% of global businesses would find it difficult to respond to a cyber security incident due to the shortage of skills.
So, how can organisations make sure that they have a robust system and the right people inside their organisation to mitigate against the risks, as the world&rsquo;s dependence on technology continues to grow?
One key and important solution is to work towards building a more inclusive and effective cyber security workforce by improving diversity. The UK&rsquo;s cyber security industry continues to be overwhelmingly dominated by men. As of May 2024, women constituted just 17.9% of the workforce, with men making up the remaining 82.1%, according to <a href="https://www.linkedin.com/news/story/uk-cyber-industry-dominated-by-men-6119508/">LinkedIn&rsquo;s Economic Graph team</a>. While this marks a slight improvement from 17.5% in 2023, the gender disparity remains significant, highlighting ongoing challenges and the urgent need for action.
<h2 class="MsoNormal">Historical and Cultural Barriers</h2>
The underrepresentation of women in cyber security is not a new issue; it is rooted in deep-seated historical and cultural factors. For decades, cyber security, like much of the technology sector, has been perceived as a male-dominated field. This perception has resulted in a lack of female role models and mentors, which many believe is one of the reasons why women are discouraged from pursuing careers in this area.
<a href="https://www.linkedin.com/news/story/uk-cyber-industry-dominated-by-men-6119508/">Jane Frankland, a cyber security expert</a> and LinkedIn Top Voice, points out that this perception has long shaped educational environments, which often fail to actively encourage women to pursue studies in computer science&mdash;a common gateway into cyber security. The lack of encouragement in schools and universities means fewer women are entering the pipeline, which perpetuates the gender imbalance in the workforce.
<h2 class="MsoNormal">The STEM Education Pipeline</h2>
The challenges faced by women in cyber security often start early in their educational journey. <a href="https://www.mckinsey.com/capabilities/mckinsey-digital/our-insights/women-in-tech-the-best-bet-to-solve-europes-talent-shortage">McKinsey &amp; Company&rsquo;s</a> research highlights two critical points where the percentage of women in STEM (Science, Technology, Engineering, and Mathematics) fields drops significantly: during the transition from secondary education to university and from university to the workforce. The drop is particularly sharp at these junctures, with an 18% decline from secondary education to university and a further 15% drop from university to the workforce.
Furthermore, the share of women in the workforce is lowest in the tech roles that are growing fastest, such as cyber security, DevOps and cloud. At current rates, the share of women in tech roles in Europe is heading toward a decline to 21 percent by 2027.
This leaky pipeline indicates that while young women might initially show interest in STEM subjects, systemic barriers such as lack of support, mentorship, and encouragement, along with prevailing gender stereotypes, deter them from continuing. By the time they reach the job market, the number of women entering cyber security roles has dwindled considerably.
<h2 class="MsoNormal">Workplace Challenges and Biases</h2>
Once in the workforce, women in cyber security often face additional hurdles. Unconscious biases in hiring practices and workplace cultures can create environments that are unwelcoming or challenging for women. Frankland notes that <a href="https://www.linkedin.com/news/story/uk-cyber-industry-dominated-by-men-6119508/">women often have to work harder, longer, and obtain more certifications to prove their competence</a>, which can be discouraging and exhausting. This extra burden not only affects job satisfaction and retention but also perpetuates the gender gap as fewer women choose to stay in or advance within the industry.
<h2 class="MsoNormal">The International Context</h2>
Interestingly, the gender gap in cyber security is not as pronounced in some other countries. In Italy, <a href="https://economicgraph.linkedin.com/content/dam/me/economicgraph/en-us/PDF/global-cybersecurity-talent-trends.pdf">women made up 26.7% of the cyber security workforce as of May 2024, and in Singapore, they accounted for 26.2%.</a> These figures suggest that the UK could learn from international best practices and cultural attitudes that are more supportive of gender diversity in tech.
<h2 class="MsoNormal">Moving Towards Greater Diversity</h2>
Addressing the gender disparity in the UK cyber security industry requires a multifaceted approach. Educational institutions need to actively encourage young women to pursue STEM subjects and provide robust support systems throughout their academic journey. In the workplace, companies must tackle unconscious biases in hiring and promotion practices and create cultures that are inclusive and supportive of all genders.
One of the key findings from <a href="https://www.lorienglobal.com/what-tech-candidates-want-2024">Lorien&rsquo;s 2024 study on &lsquo;What Tech Candidates Want&rsquo;</a> revealed that the top reason candidates look for a new role is for opportunities to learn new skills. This was a complete change from 2023, when 40% of candidates said that salary was their key motivation. Employers can take advantage of this change in sentiment and make a real difference in attracting top female talent into their organisations by offering training, upskilling and progression.
Role models also play a critical role in this effort. Prominent female figures in the cybersecurity industry, such as Jessica Barker MBE PhD, Sarah Armstrong-Smith, Sian John MBE, and others, are essential in challenging stereotypes and providing inspiration for the next generation of women. Their visibility and success help to slowly shift perceptions and open doors for more women to enter and thrive in the field.
Companies and organisations that are looking to build competitive advantage and growth by addressing their technology gap should consider one fact: women occupy only 22 percent of all tech roles across European companies. That&rsquo;s a staggering statistic at a time when technology underpins so much of the innovation and growth in the world today. In Lorien&rsquo;s most recent <a href="https://www.lorienglobal.com/salary-survey-2024">Salary Survey</a>, we found that there are roughly 22,000 candidates in the cyber security space, increasing by 3% YoY. The average time in a role is 20-21 months, with 18% of employees changing jobs last year.
With concerted efforts from educators, employers, and industry leaders, the sector can become more inclusive and reflective of the diverse society it serves. Bridging the gender gap is not just about fairness; it&rsquo;s about harnessing the full potential of the talent pool to better protect and innovate within the ever-evolving digital world.
&nbsp;
If you need advice or help with diverse hiring, <a href="https://www.lorienglobal.com/contact-us">get in touch with our team today</a> and ensure your company is ahead of the competition.
&nbsp;

Diversity in the UK Cyber Security Industry 

In the world of talent acquisition and <a href="https://www.lorienglobal.com/business-solutions/msp-and-contingent-workforce-solutions">contingent workforce management</a>, choosing to go to market for an outsourced provider is one of the biggest decisions you can make for your organisation.
Following a popular roundtable session I ran at this year&rsquo;s SIA CWS Summit Europe, I wanted to share some simple but essential tips to give you the best chance of selecting the most appropriate <a href="https://www.lorienglobal.com/business-solutions/msp-and-contingent-workforce-solutions">Managed Service Provider (MSP)</a> or <a href="https://www.lorienglobal.com/business-solutions/rpo-total-talent-acquisition">Recruitment Process Outsourcing (RPO) </a>Partner through the Request for Proposal (RFP) process. Let&rsquo;s dive into some RFP specific tips, followed by general best practices when going to market.
<h3>1.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Clearly Define Objectives &amp; Scope</h3>
Carefully consider what your key objectives are before drafting your RFP and clearly articulate what your business aims to achieve through an MSP or RPO solution.
Defining your objectives helps potential providers understand your needs and the outcomes you are looking to achieve. This allows potential providers to tailor proposed solutions accordingly in line with your requirements, but also allows relevant / irrelevant suppliers to self-select in or out of the tender process.
<h3>2.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Include Detailed Requirements</h3>
When releasing your RFP, please include detailed requirements and data for your current landscape. This ensures that the proposals you receive are pertinent to your aims and will save you plenty of time when responding to clarification questions as part of the process. A good starting point is to provide estimated hiring volumes over the period of the contract, broken down by role titles, average salary / rate and locations; in addition to the number of roles the supplier will be inheriting on day one.
When <a href="https://www.lorienglobal.com/insights/how-to-write-a-request-for-proposal-for-rpo-and-msp">outlining your specific requirements</a>, think about including:
<ul>
<li>Scope of service (e.g. roles / functions, geographic locations, volume of hires / workers, average salaries / day rates).</li>
<li>Proposed Key Performance Indicators (KPIs) and metrics for success, in addition to current KPI performance.</li>
<li>Technology requirements (e.g. current ATS / VMS/HRIS, associated technology such as assessment tools or CRM, required integrations with existing systems).</li>
<li>Particular challenges and pain points you are experiencing and would like to solve.</li>
<li>Strategic goals and how the MSP or RPO will align with them, for example, ED&amp;I goals.</li>
</ul>
It is standard to allow bidders a period of time to submit questions for clarification based on the RFP document, and customary to ask for these as a written response. You will then be expected to share all questions and answers with all bidders.
<h3>3.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; &nbsp;Evaluating Potential Partners</h3>
Letting providers know how they will be scored as part of the RFP process can be extremely helpful for potential partners to learn where your priorities lie. An essential piece of information to include for providers is both the dates associated with RFP submission and following stages (presentation, best, and final offer).
As a rule of thumb, consider sharing the below dates and milestones to potential providers:
<ul>
<li>Deadline for clarification questions&nbsp;</li>
<li>Responses to clarification questions</li>
<li>RFP submission due date</li>
<li>Timescales for feedback</li>
<li>Anticipated date of appointing preferred bidder</li>
<li>Ideal service go-live date</li>
</ul>
To evaluate potential partners effectively, ask targeted questions that will best meet your aims. You should be looking to ask questions that will enable you to assess each bidders&rsquo; strengths, for example:
<ul>
<li>If successful, how would you view our organisation within your current portfolio of clients?</li>
<li>Describe your experience in our industry.</li>
<li>What differentiates your programme from your competitors' MSP or RPO programmes?</li>
<li>Please describe the resources and team structure proposed to support the model you are proposing.</li>
<li>How would you pursue positions that are challenging to recruit for?</li>
<li>What technology platforms do you use, and how do they integrate with other systems?</li>
<li>Please provide examples of innovation or continuous improvement that you have implemented in another programmes.</li>
<li>Please provide details of how you would support our diversity and inclusion objectives.</li>
<li>What do you see as the priorities following completion of the implementation plan?&nbsp;</li>
<li>How do you ensure compliance with local and international labour laws?</li>
</ul>
<h3>4. Evaluate Cultural Fit</h3>
You cannot downplay the importance of cultural fit between your organisation and your potential partner. From general working practices to values, I truly believe that to succeed in any MSP or RPO programme you must at the very least enjoy working with your provider and work as one team. Some ways of assessing cultural fit within an RFP process include:
<ul>
<li>Comparing the provider&rsquo;s mission and core values with those of your organisation to ensure they align and support your organisational culture.</li>
<li>Meeting the proposed Account Team and in particular the proposed Service Lead to ensure they are someone you can see yourself working with.</li>
<li>Assess the leaders and leadership approach of potential providers to determine if they complement your leadership style and practices.</li>
<li>Review testimonials, case studies and speak to referees to hear others&rsquo; opinions of the provider.</li>
</ul>
<h3>5.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Pricing</h3>
The most critical part of an RFP for some organisations is pricing. The biggest tip I can provide is to ensure that you create a template that enables you to compare each potential partner fairly and equally side by side. This will require some work from your organisation to consider the pricing breakdown that you would like to apply to the solution.
While pricing is an important factor, you should also give some focus on the overall value proposition. Request a breakdown of costs for added value services and ask providers to highlight the return on investment (ROI), in addition to ensuring that there are no hidden costs on top of the main services.
<h2>Best Practices for Managing the RFP Process</h2>
Alongside the RFP document itself, there are some best practices for how you should approach the management of the process of selecting an MSP / RPO partner. Below, I have listed these, alongside some common pitfalls.
1. Establish a Cross-Functional Programme Team
Involve stakeholders from various departments to ensure the RFP addresses all relevant aspects and requirements of the business. Perhaps the most vital step to take before scoping a potential MSP &amp; RPO is ensuring you have stakeholder buy-in and that you have sponsorship for the programme. Without this, you can go through a full selection process before finding out that you do not have a mandate to proceed with your solution.
2. Conduct Thorough Evaluations
Before sending out your RFP to providers, develop a structured evaluation framework to assess proposals against predefined criteria. This can include scoring systems, evaluation matrices, and cross-functional programme review panels. This gives you the best chance of not just making a fair and transparent decision, but also the best decision for your business.
3. Check References and Perform Due Diligence
Conduct thorough reference checks and due diligence to validate shortlisted provider&rsquo;s claims and ensure they have a solid track record of delivering similar services successfully. Typically, organisations would only do this once they are down to the final 2 suppliers in a process.
4. Contract Terms and Conditions
As part of your RFP process, send out a copy of your standard contract for potential partners to review and send back as part of the process. This enables you to start working on potential contractual pitfalls well in advance of making a selection and proceeding to contract negotiation.
<h3>Common Pitfalls to Avoid</h3>
1. Lack of Clarity in Requirements
Ambiguity in your RFP can lead to misunderstandings and misaligned expectations. Be as specific and detailed as possible to avoid confusion.
2. Focusing Solely on Cost
Choosing the lowest-cost provider can be tempting, but it&rsquo;s essential to consider the overall value and long-term benefits. Focus on quality, reliability, and alignment with your strategic goals.
3. Ignoring Internal Stakeholders
Ensure all relevant internal stakeholders are involved and their concerns and requirements are addressed. Ignoring their input can lead to resistance and implementation challenges.
5. Overlooking Scalability
Consider the future growth and scalability of your organisation. Choose a provider that can scale their services in line with your evolving needs.
For further support, or if you are looking for specific help to ensure best practice ahead of progressing to RFP, please contact&nbsp;<a href="mailto:solutions@lorienglobal.com">solutions@lorienglobal.com</a>.&nbsp;

Delve into some essential tips to give you the best chance of selecting the most appropriate Managed Service Provider (MSP) or Recruitment Process Outsourcing (RPO) Partner through the Request for Proposal (RFP) process.

Request for Proposal (RFP) Best Practice for MSP & RPO Recruitment

Lorien's annual global Salary Survey was recently released, with new data covering daily and annual salary rates alongside gender splits in each sector.

Lorien Salary Survey reveals in-demand technology workers securing robust wages as hiring stabilises in the tech sector

In the hustle and bustle of today's tech market, it's easy to feel daunted by the process of <a href="https://www.lorienglobal.com/job-seekers">finding your ideal role</a>. Job hunting can feel like navigating a labyrinth, especially with the sheer volume of options and competition. However, with the right strategy, you can transform a potentially overwhelming task into a manageable and rewarding experience.
Whether you're a recent graduate, a seasoned professional seeking new opportunities, or someone looking to pivot their career, these 5 practical tips will help guide you on your path to success.
<h3 class="MsoNormal">1. Tailor your CV</h3>
In today's competitive job market, <a href="https://www.lorienglobal.com/insights/how-to-write-a-good-cv">customising your CV</a> for each individual application can make a significant difference. By highlighting the skills and experiences most relevant to the job you're applying for, you show potential employers that you understand the unique demands of the role and are prepared to meet them head-on. This personalised approach is crucial to standing out from the crowd and making a strong impression.
Employers value candidates who demonstrate a proactive and considered approach in their applications. When you take the time to align your CV with the specific requirements and responsibilities of each position, you signal that you have not only the qualifications they seek but also the dedication and attention to detail that sets you apart.
<h3 class="MsoNormal">2. Leverage Your Network</h3>
In today's interconnected professional landscape, building a robust network can significantly impact your career trajectory. One effective way to do this is by attending industry events. Whether it's a conference, seminar, or workshop, these events offer unparalleled opportunities to meet like-minded professionals, exchange ideas, and stay ahead of industry trends.
Another valuable strategy is to join professional groups. These groups, whether online or offline, often serve as a hub for knowledge-sharing and support. They can provide you with access to resources, mentorship, and collaboration opportunities that you might not find elsewhere. Additionally, being active in these communities can increase your visibility and establish you as a thought leader in your field.
You can also utilise LinkedIn to grow your professional network by connecting with others in your field. It&rsquo;s a great place to&nbsp; share your achievements, endorse skills, and engage with content relevant to your industry.
Remember, a referral can often get your foot in the door more effectively than a cold application. Having a contact vouch for you can make your application stand out and demonstrate that you come with a seal of approval from someone within the organisation. So, take the time to build and nurture these relationships &ndash; they could be the key to unlocking your next career opportunity.
<h3 class="MsoNormal">3. Research the Companies</h3>
When you're on the lookout for new job opportunities, taking the time to research prospective companies can be extremely beneficial. It&rsquo;s not just about finding a vacancy but finding a place where you can thrive and grow. Understanding the company culture, values, and any recent developments can provide you with a considerable advantage.
Knowing a company's culture and values can also help you tailor your cover letter to align with what they are looking for. This level of specificity not only showcases your interest in the role but also your compatibility with the company's ethos, setting you apart from other candidates.
Additionally, staying informed about any recent developments within the company can be a game-changer during interviews. Whether it's a new product launch, an award, or a significant business milestone, mentioning these can demonstrate your keen interest and initiative. It shows that you&rsquo;ve done your homework and are genuinely interested in contributing to the company&rsquo;s success.
<h3 class="MsoNormal">4. Prepare for Interviews</h3>
Navigating the world of job interviews can be daunting, but practicing common interview questions and answers can massively help. Being ready to discuss your experiences and achievements in detail is crucial. This means reflecting on your career journey and identifying key moments that showcase your skills and growth. Think about times when you overcame challenges, led a project, or had a significant impact on your team or company. Having these stories at your fingertips not only demonstrates your qualifications but also paints a vivid picture of your capabilities.
Remember, confidence combined with thorough preparation can set you apart from other candidates. When you walk into an interview well-practiced and knowledgeable about your own career narrative, it shows. It demonstrates motivation, attention to detail, and a proactive attitude&mdash;qualities every employer values.
<h3 class="MsoNormal">5. Stay Organised</h3>
Maintaining an organised record of your job applications, interviews, and follow-ups is crucial for a <a href="https://www.lorienglobal.com/insights/how-to-know-when-it-is-time-to-job-hunt">successful job search.</a> By keeping a detailed log, you can stay on top of important deadlines, track your progress, and ensure that no opportunities slip through the cracks.
In today's competitive job market, every detail counts. A robust tracking system can help you manage multiple applications effectively, allowing you to schedule interview prep and follow-up emails promptly. This level of organisation not only demonstrates your professionalism but also provides a clear overview of your job search journey, helping you identify patterns and adjust your strategies as needed.
By dedicating time to log each application meticulously, noting down dates, contacts, and key points from interviews, you create a resource that can be referenced repeatedly. This approach reduces the risk of missing out on potential opportunities and optimises your chances for success. Whether you use a simple spreadsheet or a sophisticated job search platform, the goal is the same: to stay organised, focused, and proactive in your job hunt.
<h2 class="MsoNormal">Sign Up to Our <a href="https://www.surveymonkey.com/r/LorienCandidateCouncil24">Candidate Council</a></h2>
Are you a job seeker? We&rsquo;re interested in hearing your sentiments on how things could be improved for you on your job hunt. By joining our <a href="https://www.surveymonkey.com/r/LorienCandidateCouncil24">Candidate Council</a>, you can directly influence how we refine our services to better meet your needs and those of other job seekers.
Additionally, you can explore our <a href="https://www.lorienglobal.com/job-seekers">extensive range of tech job listings</a> to find your dream role. Whether you're looking to start your career or take the next big step, we have <a href="https://www.lorienglobal.com/job-seekers">opportunities</a> that suit every level of experience.

Nail your job search with our top 5 candidate job hunting tips

Candidate Job Hunting – Our Top 5 Tips to Guide You to Job Search Success 

When it comes to technology roles, salary is something that is constantly talked about as a priority. In a recent survey, <a href="https://www.linkedin.com/business/talent/blog/talent-acquisition/what-candidates-say-they-want-vs-what-actions-reveal?src=e-nl&amp;trk=all-daily-blog-newsletter" target="_blank" rel="noopener">61% of LinkedIn members</a> voted for compensation as their number one priority &ndash; but does it actually matter to candidates? 
In our recent <a href="https://www.lorienglobal.com/what-tech-candidates-want-2024">What Tech Candidates Want survey</a>, we spoke to candidates from all over the UK in all areas of technology about what they think about the current market and their priorities. 
In this blog, we&rsquo;ll explore:
<ul>
<li class="MsoNormal">What the research tells us about candidate priorities</li>
<li class="MsoNormal">&nbsp;Is salary crucial to the 2024 candidate?</li>
<li class="MsoNormal" style="mso-margin-top-alt: auto; mso-margin-bottom-alt: auto; line-height: normal; mso-list: l0 level1 lfo1; tab-stops: list 36.0pt;"><span style="font-size: 12.0pt; font-family: 'DIN 2014 Light',sans-serif; mso-fareast-font-family: 'Times New Roman'; mso-bidi-font-family: 'Times New Roman'; mso-font-kerning: 0pt; mso-ligatures: none; mso-fareast-language: EN-GB;">How different genders view salary in the job market</li>
</ul>
<h3 class="MsoNormal">How important is salary to candidates?</h3>
It will come as no surprise that salary comes almost top in most categories in our <a href="https://www.lorienglobal.com/what-tech-candidates-want-2024">What Tech Candidates Want report</a>. Overall, <a href="https://www.lorienglobal.com/what-tech-candidates-want-2024">25% of candidates</a> would stay in their current role if they received a higher salary, and a further <a href="https://www.lorienglobal.com/what-tech-candidates-want-2024">25% would be put off</a> joining a new organisation if a low salary was advertised. With salary motivating candidates to stay in roles, and preventing them from starting new ones, what else does salary factor in to?
The older candidates get, the more salary seems to influence their priorities, as seen in the 65+ age range with <a href="https://www.lorienglobal.com/what-tech-candidates-want-2024">37% stating their top priority</a> is a higher salary. Salary priorities also differed by gender, and we&rsquo;ll go more in-depth on that later in the blog. 
Whilst salary remains high on the list for candidates, there are other things that influence their decisions. 
<h3 class="MsoNormal">What else matters to candidates?</h3>
Salary remains the top driver for most candidates in 2024 &ndash; and for the second year in a row in our What Tech Candidates Want survey &ndash; but it isn&rsquo;t a priority for everyone.
In our survey, <a href="https://www.lorienglobal.com/what-tech-candidates-want-2024">26% of respondents </a>stated that the first thing they look at on a job advert are roles and responsibilities, with salary <a href="https://www.lorienglobal.com/what-tech-candidates-want-2024">coming in second at 18%.</a> This highlights that candidates aren&rsquo;t simply jumping ship for more money, they want to research the role and see if it suits them. Similarly, <a href="https://www.lorienglobal.com/what-tech-candidates-want-2024">candidates aged over 55</a> said that the thing that would deter them from joining a new company would be a negative culture rather than a low salary, with <a href="https://www.lorienglobal.com/what-tech-candidates-want-2024">25-35 year olds stating that a lack of career progression</a> and poor work/life balance would deter them more than a low salary.
What does this mean for candidate priorities? Salary remains a key motivator for candidates in 2024, but it isn&rsquo;t the most important thing to everyone. Younger candidates value work/life balance more, and over 55s &nbsp;look for a healthier work environment.
<h3 class="MsoNormal">Are there gender differences in priorities?</h3>
We found that gender did have an effect on whether a candidate prioritised salary, <a href="https://www.lorienglobal.com/what-tech-candidates-want-2024">with 20% of men and 3% of women</a> choosing salary as their main priority. Our survey found <a href="https://www.lorienglobal.com/what-tech-candidates-want-2024">that the majority of women</a> are prioritising the opportunity to learn new technology and flexible working over salary, whereas it ranks as a close second priority for men. However, both genders spotlighted <a href="https://www.lorienglobal.com/what-tech-candidates-want-2024">opportunities for career advancement as a number one priority</a> &ndash; even over salary. 
Although it seems that men do appear to be placing more importance on salary than women, that is definitely not the case. <a href="https://www.lorienglobal.com/what-tech-candidates-want-2024">19.53% of women</a> said that a low salary would prevent from applying for a new role, and <a href="https://www.lorienglobal.com/what-tech-candidates-want-2024">22.39% voted that</a> a higher salary would encourage them to stay in their current role. 
&nbsp;
To read our full What Tech Candidates Want 2024 report and gain valuable insights into what&rsquo;s making current candidates tick, <a href="https://www.lorienglobal.com/what-tech-candidates-want-2024">click here</a>. You can also read our previous whitepapers and reports <a href="https://www.lorienglobal.com/insights/tag/guides-and-reports">here</a>.

Our recent What Tech Candidates Want survey allowed us to delve in to the driving force behind candidates in 2024 - but does salary still top the list of priorities?

Does salary matter to tech candidates?

Global tech recruitment firm, Lorien, powered by Impellam Group, are delighted to announce that they have been shortlisted as finalists at The Firm Awards for their partnership with major bank, Santander UK.
The &lsquo;Best Supplier Partnership&rsquo; award recognises suppliers as an integral and crucial part of an organisation&rsquo;s success in talent acquisition and seeks to recognise suppliers who have achieved success in supplier engagement, management, and utilisation. Lorien and Santander UK are proud to have made the shortlist amongst a record number of entries.
Lorien&rsquo;s partnership with Santander was formed to elevate and transform the bank&rsquo;s contingent workforce management, with the relationship evolving to meet the changing needs of the recruitment market and their business goals.
Client Services Director for Santander Tim Ruffett told Lorien &ldquo;I&rsquo;m delighted that our partnership is being recognised. By working closely together, we have enhanced trust and promoted open communication, aligning our goals to improve service delivery and innovation. This synergy enables us to swiftly respond to market shifts and new demands, optimizing operations and reducing potential risks.&nbsp; Our partnership thrives on a &lsquo;Continuous Improvement&rsquo; mindset which encourages all members of the team to challenge processes to ensure they are optimised and fit for purpose.&nbsp; This has created a fantastic environment and our NPS results show the users of our service have reaped the rewards from this approach.&nbsp; I have thoroughly enjoyed working with Santander and I hope our partnership will continue to prosper.&rdquo;
Annelise Smith, Managing Director of Lorien Managed Solutions, stated &ldquo;The success of this partnership is clearly shown in the results we have achieved working collaboratively with Santander. From the significant value we have added through simplifying and improving processes to the high calibre of candidates we have sourced, and the constant drive to improve and innovate, this partnership has proven to be invaluable to both sides. It has been a pleasure to work with Santander and there is a lot of alignment between our brands and our visions. The synergy, professionalism and dedication of both sides has created a wonderful environment which has seen the partnership flourish and develop.&rdquo; 
The Firm Awards were established in 2013 to celebrate the best of in-house recruitment excellence, and innovation. The Firm Awards 2024 ceremony will take place on Thursday 6th June, and we look forward to attending with the Santander team, alongside our fellow nominees. 
Emma Mirrington, Director of The Firm<a href="https://thefirm-network.com/awards/" target="_blank" rel="noopener">, said of the awards</a>; &ldquo;For our members, The Firm Awards are a fantastic way to recognise and celebrate the pioneers in our industry. They are also a great way for a recruitment leader to recognise the hard work of their team and look back and celebrate together&rdquo;. 
&nbsp;
If you&rsquo;d like to learn more about partnering with Lorien to accelerate your organisation, <a href="https://www.lorienglobal.com/contact-us">click here</a>. To see more examples of our successful partnerships, visit our <a href="https://www.lorienglobal.com/insights/tag/case-study">case studies page. </a>&nbsp;

We are delighted to have been shortlisted at The Firm Awards 2024 for our partnership with Santander UK

Santander UK and Lorien shortlisted for ‘Best Supplier Partnership’ at The Firm Awards

Work/life balance is a top priority for&nbsp;many employees, but sometimes it&rsquo;shard to achieve. Realistically, everyone wants to enjoy their free time without thinking too much about work, whilst also being able to focus on tasks during working hours. Not only is this great for your wellbeing, it also ensures you&rsquo;re getting the best out of both aspects of your life.
But how can workers attain this? For <a href="https://www.mind.org.uk/get-involved/mental-health-awareness-week/#:~:text=Mental%20Health%20Awareness%20Week%20runs%20from%2013%20to%2019%20May%202024." target="_blank" rel="noopener">Mental Health Awareness Week</a>, we&rsquo;ve put together some helpful advice that will hopefully introduce a healthy work/life balance into your life. Read our tips below!
<h3 class="MsoNormal">What is work/life balance?</h3>
Before we go straight into our advice we need to clarify &ndash; what actually is a work/life balance? It varies from person to person, but generally the idea is that you manage your work efforts in a way that won&rsquo;t burden your thoughts during your free time. Many of us know all too well the feeling of work piling up and bleeding into our free time, whether that&rsquo;s just in your thoughts or you sacrifice your own time to finish tasks.
Whilst it isn&rsquo;t out of the ordinary to work a little overtime, where exactly do we draw the line? This is where the practice of a healthy work/life balance comes in. It&rsquo;s key to keep the balance even, and not focus too heavily on your work responsibilities.
<h3 class="MsoNormal">How to achieve a work/life balance</h3>
Every person will have their own idea of how they want to spend their time outside of work &ndash; be it hobbies, spending time with family or just generally relaxing &ndash; but it&rsquo;s important to reach a happy medium between the amount of time you spend on work and the time you spend on yourself.
Exercise
<a href="https://www.mentalhealth.org.uk/our-work/public-engagement/mental-health-awareness-week">This year&rsquo;s Mental Health Awareness Week theme is movement</a>, and exercise &ndash; in all forms &ndash; is proven to improve quality of life. Regular physical movement can also help your mental and physical health in many different ways,&nbsp; offering a good way to keep your mind busy and focused on something that isn&rsquo;t work. Group exercise, such as sports, can also boost your mental health as it&rsquo;s part of a routine and allows you to socialise.
If you&rsquo;re just starting out, something as simple as a brief walk can help to clear your mind and take in nature. However, If you wanted to step it up there are many free exercise offerings, such as <a href="https://www.nhs.uk/live-well/exercise/get-running-with-couch-to-5k/" target="_blank" rel="noopener">Couch to 5k</a> or local groups. The next time you find yourself overwhelmed by work or needing a small break, consider a form of exercise to help relax your mind.
Set boundaries
One way to introduce a healthy work/life balance is to manage professional expectations and set clear boundaries. If you receive a last-minute request for a task that needs to be completed and your working day is almost over, ask yourself &ndash; is this a high priority? There&rsquo;s no doubt that sometimes there are urgent matters at work that may need extra attention, but if a task can wait, then it&rsquo;s important to communicate this effectively with stakeholders, and set a new, more realistic deadline.
Another way to set boundaries and manage your workload is to speak with your manager. At the end of the day, your manager wants you to succeed and if you&rsquo;re feeling overwhelmed or just generally need a chat about your mental health, it&rsquo;s good to communicate this. This will allow your manager to be sensitive to your workload before suggesting you take on new tasks, as they will be mindful of what you&rsquo;re working on.
It's also crucial to utilise the breaks you&rsquo;re given, such as starting and finishing work at your set times and taking your designated lunch break. This might seem obvious, but many people often log on early to &lsquo;get ahead&rsquo; or work through their lunch. This isn&rsquo;t healthy, and being firm on your working hours and your daily break will allow you to take yourself away from work and focus on yourself.
Nurture relationships
Positive relationships and social support help build resilience and lead to more adaptive ways to cope with stress. Strong relationships take time to nurture and develop, but making time to socialise and talk about shared experiences can hugely benefit your mental health. Prioritise quality time with your family, friends, neighbours and loved ones.
<h3 class="MsoNormal">Why is it important?</h3>
A good work/life balance is important for a number of reasons. Firstly, it stops you from getting burnt out. Burn out can not only affect the way you do your work &ndash; and how successfully you do it &ndash; but also leaves you lacking energy to do activities in your free time. This leads to an &lsquo;all work, no play&rsquo; type mentality that often impacts professional and personal life.
Striking a balance between your work life and your personal life can also reduce stress. Often, you see people who appear to be excelling at work and making the most of their spare time, and you probably ask yourself how do they do it? Well, the answer is probably that they have a good work/life balance. .
&nbsp;
In summary, no one person can &lsquo;have it all&rsquo;, but by practicing to balance work and personal life you can make yourself happier and healthier &ndash; and your life will be all the better for it! For more career advice, <a href="https://www.lorienglobal.com/insights/tag/career-advice">click here</a>.

With Mental Health Awareness Week upon us, we gathered up some best practices for getting your work/life balance perfect.

How can I achieve a healthy work/life balance?

The recruitment process varies business to business, with many factors to consider. Companies compete for the best talent, which means they need to cultivate candidate relationships and understand how potential employees view the organisation and the recruitment process. 
With the process being so subjective, we researched what candidates want from a recruitment process in our <a href="https://www.lorienglobal.com/what-tech-candidates-want-2024">What Tech Candidates Want </a>2024 report. We asked candidates to explain their preferences for all things relating to the end-to-end recruitment process, and we&rsquo;ll explore our findings in this blog.
For more insights on candidate sentiment, download your free copy of the latest <a href="https://www.lorienglobal.com/what-tech-candidates-want-2024">What Tech Candidates Want report</a> to assist you in focusing on candidate attraction, analytics and retention. 
<h2 class="MsoNormal">The current recruitment experience</h2>
The end-to-end recruitment process can &ndash; and in many cases, is &ndash; becoming lengthy for both employees and candidates. Time to hire can vary greatly, but recent research suggests the whole process can take an average of between <a href="https://uk.indeed.com/lead/time-to-hire#:~:text=The%20average%20time%2Dto%2Dhire,and%20positions%20in%20senior%20management">36 days</a> to <a href="https://www.personneltoday.com/hr/time-to-hire-rates-2023-josh-bersin/">44 days </a>&ndash; that&rsquo;s around six weeks, an <a href="https://www.personneltoday.com/hr/time-to-hire-rates-2023-josh-bersin/">all-time high</a> for the UK. This can also increase if the role requires niche skills or is more a senior position.
Crucially, research states that <a href="https://uk.indeed.com/lead/time-to-hire#:~:text=The%20average%20time%2Dto%2Dhire,and%20positions%20in%20senior%20management">62% of UK-based candidates lose interest</a> if they receive no communication after applying for a role. <a href="https://uk.indeed.com/lead/time-to-hire#:~:text=The%20average%20time%2Dto%2Dhire,and%20positions%20in%20senior%20management">This rises to 77%</a> after three weeks of not hearing back, and at that point your company might have lost a perfectly suited candidate. In fact, 48% of candidates worldwide have declined a job because the process was too long. If a candidate is applying for multiple roles a week, and you take three weeks to review their application, the chances are they might have accepted another position that had a quicker process, or they lost confidence in the organisation due to the length of the process. Obviously, a lengthy recruitment process can be a common complaint shared by recruitment teams and employers, but what do the candidates make of it? 
<h2 class="MsoNormal">The ideal process</h2>
When conducting our research for the latest What Tech Candidates Want report, we found that 92% of candidates want the end-to-end recruitment process to be completed within four weeks &ndash; that&rsquo;s a 40% time reduction based on the average time to hire for most organisations. Interestingly, the majority of candidates would prefer the process to last around two weeks, with just over 50% of candidates desiring a quicker turnaround when applying for roles. 
When examining the results closely, we also found that a two-stage interview process is embraced by all age demographics, with under 25s and over 55s being more likely to prefer a one-stage interview process. &nbsp;It&rsquo;s fascinating that those demographics want a &lsquo;one-and-done&rsquo; type process, but when you examine what the average candidate in these situations is looking for, it does make sense. Under 25s, generally, are graduates or just beginning their career and they want to get on the ladder. Over 55s are seasoned and experienced, and know exactly what to expect from the process, with 51% of over 55s being happy to wait for the right role by embracing a quicker recruitment process. As for the other age demographics, 72% of under 55s want the process to last less than two weeks, no matter how many stages that takes. And when we compared genders, women were 8% more likely to prefer a one-stage process in comparison to other genders.
<h2 class="MsoNormal">The searching stage</h2>
Candidates wouldn&rsquo;t be able to find organisations without some type of research, but how exactly do they go about it? We found that 62% of candidates find new opportunities on job boards, with 24% utilising social media to hear about upcoming roles. We also discovered that social media is more embraced as a first port of call by 31% of under 25s, before they move on to other methods. 
When it comes to first contact from a recruiter or an organisation, we found that 72% of candidates prefer the first contact to come via email, with 23% preferring a phone call. These statistics clearly appear to show that candidates are less willing to communicate via phone, perhaps due to feeling unprepared or feeling the need to do a bit of research before answering. Unsurprisingly, as the candidates get older, the option of phone contact being the first chance to speak to someone about the role becomes more popular. 
<h2 class="MsoNormal">Embracing new methods</h2>
What can be learned from our findings? Firstly, it&rsquo;s clear most candidates want a shorter time to hire, with less hoops to jump through during the recruitment process. The majority of candidates also prefer to be emailed prior to a phone call to discuss a potential role. 
How can your organisation implement these changes? We suggest performing a review of your recruitment process and highlighting areas that cause delay &ndash; perhaps communication between stakeholders on how a particular round of interviews has gone, or a wide candidate pool making it hard to make decisions. An internal agreement of how the process can be improved will also greatly benefit your organisation and how quickly you can build your teams. 
Struggling with identifying delays, or where you&rsquo;re going wrong? A recruitment partner like Lorien can help. Get in touch&nbsp;with us today to find out how we can assist with your recruitment process - solutions@lorienglobal.com.&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;&nbsp;&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;

With the process being so subjective, we researched what candidates want from a recruitment process in our What Tech Candidates Want 2024 report.

What do candidates really want from a recruitment process?

On 24th April, we were thrilled to host a launch event for our latest research into &lsquo;What Tech Candidates Want&rsquo;, featuring an insightful presentation from Lorien&rsquo;s Director of Solutions &amp; Insight, Darren Topping.
Designed specifically for HR and Talent Acquisition leaders, this exclusive event was an invaluable opportunity for attendees to learn about the current trends and expectations of tech, professionals during their job search. Attendees enjoyed a selection of drinks and canapes whilst listening to the presentation and networking with their peers. 
We were also delighted to be joined by Lorien&rsquo;s Managing Director, David Gettins, who kicked off the event with an introduction to Lorien and the Impellam Group. This was followed by a fascinating presentation from Director of Solutions &amp; Insight, Darren Topping.
Here are some of the key trends and takeaways from this excellent event. 
<h3 class="MsoNormal">Key trends </h3>
Tech candidates are still looking to move roles, but not due to dissatisfaction. 
Our research told us that <a href="https://www.lorienglobal.com/insights/tech-worker-dissatisfaction-foreshadows-brain-drain-for-employers">87% of candidates expect to look for a new role in the next 12 months</a>, with 77% expecting to look within the next 6 months. However, the motivation to move roles does not stem from candidates being unhappy or dissatisfied in their current position. We found that just 19% of tech candidates are either dissatisfied or very dissatisfied in their current role. 
Salary is no longer the top reason why candidates look for a new role. 
Last year, 40% said that salary was most important when looking for a new position. However, this year the results were split, with 26% of candidates saying they are looking for opportunities to learn new technologies, whilst another 26% saying it is for a higher salary. This shows that candidates are focusing more on personal development, perhaps as a route to greater employability and salary.
The majority of candidates use online job boards to find new roles. 
In our research we asked candidates where they look first for new roles and opportunities. 62% of candidates choose online job boards, with 24% choosing social media, and just 6% said the first place they look is on a company website. A worrying statistic for company websites, and especially frustrating to those trying to limit job board costs. However, we also found that company career pages are the first-place candidates go to conduct research into an organisation before applying. 
Less candidates are now working fully remote, with 1-2 days in the office being the preferred working method. 
In 2023, 63% of candidates told us they worked fully remotely, with 26% spending 1-2 days per week in the office and 5% full-time in the office. This year, 33% of candidates told us they worked fully remotely, with 34% spending 1-2 days per week in the office and 7% full-time in the office. We also found that every single age group&rsquo;s preferred working method was 1-2 days in the office. However, candidates do still want some flexibility on working patterns, and <a href="https://www.lorienglobal.com/insights/returning-to-the-office-2024">very little organisations are back in the office full-time.</a>
Age group defines candidate preferences more than any other factor.
One of the biggest findings from this year&rsquo;s study and perhaps the theme of the whole report really is that age really does define your preferences. The younger subset of candidates want hiring processes to move at speed, with 72% wanting the end-to-end recruitment process from application to offer complete in less than 2 weeks. When looking for a new role 31% of under 25&rsquo;s choose social media as their first port of call, compared to 21% of all other age groups.
A real difference was in the over 55&rsquo;s category; 26% of candidates conducted research into an organisation before joining, a factor which barely appeared on the radar for all other demographics. Under 25&rsquo;s heavily focussed on an organisation&rsquo;s opportunities for career progression. We also see a difference in preferred communication from the different age groups; 30% of candidates over 25 preferred a phone call as their first point of contact with a recruiter, compared to 9% of under 25&rsquo;s who are far more comfortable using online means of communication.
<h2 class="MsoNormal">Key takeaways </h2>
<ul>
<li>There is a change in why candidates are looking for a new role in 2024, with learning new skills marked as the highest alongside salary.</li>
<li>Different age groups have different preferences in their job search, but they all want a fast recruitment process.</li>
<li>It&rsquo;s important for organisations to focus on L&amp;D, upskilling and reskilling initiatives this year, and offer candidates clear career progression to retain top talent. </li>
<li>Career progression information and your working patterns should absolutely be prioritised in your career site and outreach material.</li>
<li>The importance of candidate experience and the positioning of our career pages cannot be understated. </li>
<li>Personalisation and flexibility are crucial in the recruitment process.</li>
<li>Candidates aren&rsquo;t afraid of the office, the 2-day office week is definitely being normalised and candidates are looking for it, as long as it&rsquo;s flexible.</li>
<li>There are 4 crucial elements to a successful role advert; role and responsibilities, skills and experience required, salary or daily rate, and flexible working culture.&nbsp;</li>
<li>It is as good a time as ever to hire tech candidates, the market won&rsquo;t last like this forever!</li>
</ul>
<h3 class="MsoNormal"><a href="https://www.lorienglobal.com/what-tech-candidates-want-2024">Download the full &lsquo;What Tech Candidates Want&rsquo; report here.</a></h3>
You can also follow us on LinkedIn and <a href="https://www.linkedin.com/feed/update/urn:li:activity:7189191720058638336">view the photos from the event here</a>.&nbsp;&nbsp;
<h3 class="MsoNormal">Find out more. </h3>
If you&rsquo;d like to find out more about future events and how to get tickets, get in touch with the team by emailing solutions@lorienglobal.com.
Or perhaps you would like to learn more about how Lorien can help you define your recruitment technology needs? Please contact solutions@lorienglobal.com. We value your feedback as always, so please do let us know what you thought of our research and launch event.

On 24th April, we were thrilled to host a launch event for our latest research into ‘What Tech Candidates Want’, designed specifically for HR and Talent Acquisition leaders.

Key trends and takeaways from our ‘What Tech Candidates Want’ Launch Event

As many as 87% of all UK talent will actively seek to find a new job in the next 12 months, and 90% of North American Gen Z tech workers under 25 would consider new career opportunities, new research released by global tech recruitment firm Lorien has revealed.

Tech worker dissatisfaction foreshadows brain drain for employers    

It seems like only&nbsp; yesterday when the introduction of mass remote working was ushered in by the pandemic.&nbsp; Since then, a global debate has been rumbling on about the pros and cons of office working versus remote working. &nbsp;With major tech companies like <a href="https://www.statista.com/statistics/1416837/tech-companies-return-to-office-mandates-globally/" target="_blank" rel="noopener">Google, Amazon and Apple</a> handing out return-to-office mandates, many other businesses are following suit &ndash; with some going as far as penalising employees for not being in the office for the required amount of days. 
In this blog, I&rsquo;ll examine the pros and cons of a return to the office to help you make the right decision for your organisation and employees.
<h4 class="MsoNormal">Welcoming a return</h4>
As stated earlier, many companies who embraced remote working back in 2020 are backtracking on promises made to employees to remain remote and flexible. Zoom, who played a pivotal role in making working from home more productive, <a href="https://www.statista.com/statistics/1416837/tech-companies-return-to-office-mandates-globally/" target="_blank" rel="noopener">have announced</a> that employees need to work in the office twice per week. Similarly, X (previously known as Twitter) have implemented an <a href="https://www.statista.com/statistics/1416837/tech-companies-return-to-office-mandates-globally/" target="_blank" rel="noopener">office-only policy</a>, with employees required to work from the office all week. 
It isn&rsquo;t just stakeholders who want to see some familiar faces in the office either &ndash; many workers&nbsp; are receptive to the <a href="https://londonlovesbusiness.com/2024-to-see-workers-return-to-the-office-en-masse/" target="_blank" rel="noopener">idea of going back to</a> working in an office. In a recent poll, <a href="https://londonlovesbusiness.com/2024-to-see-workers-return-to-the-office-en-masse/" target="_blank" rel="noopener">59% of young workers</a> aged 18-24 said they work less productively at home, and <a href="https://londonlovesbusiness.com/2024-to-see-workers-return-to-the-office-en-masse/" target="_blank" rel="noopener">43% stated that</a> they feel isolated whilst working remotely. With productivity and isolation topping the list of reasons for workers to return to the office, what else could be a motivator?
Relevant to isolation, many people like the social aspect of the office. Chatting to a colleague and going on post-work ventures can bond a team together in ways that aren&rsquo;t possible online. <a href="https://www.fdmgroup.com/news-insights/5-mental-health-benefits-of-returning-to-the-office/" target="_blank" rel="noopener">Gen Z and millennials</a> specifically feel most affected by the lack of socialisation when working from home, with many finding it difficult to maintain relationships with colleagues. Another factor is collaboration, with employees able to see their colleagues and communicate with them face-to-face, allowing for clear communication. 
<h4 class="MsoNormal">Why some employees want to stay at home</h4>
Despite clear advantages to returning to the office, it&rsquo;s certainly not for everyone with some employees having equally good reasons to stay home. In fact, <a href="https://www.forbes.com/sites/karadennison/2024/01/24/how-the-flexible--remote-work-debate-will-carry-into-2024" target="_blank" rel="noopener">56% of professionals</a> know someone who has quit due to return-to-office mandates, and <a href="https://www.forbes.com/sites/karadennison/2024/01/24/how-the-flexible--remote-work-debate-will-carry-into-2024" target="_blank" rel="noopener">35% know more</a> than one person who plans to quit if mandated to return. On top of this, <a href="https://www.forbes.com/sites/karadennison/2024/01/24/how-the-flexible--remote-work-debate-will-carry-into-2024" target="_blank" rel="noopener">63% of employees</a> are willing to take a pay cut to work remotely. 
With employees firmly standing their ground on this, what exactly are the pluses to continuing to be fully remote? Many employees <a href="https://www.forbes.com/sites/karadennison/2024/01/24/how-the-flexible--remote-work-debate-will-carry-into-2024" target="_blank" rel="noopener">cite the lack of a commute</a> as a huge benefit to staying at home, allowing for an extra hour &ndash; or sometimes more &ndash; to be spent however they choose. This also links to having a healthy work-life balance, which helps to keep burnout rates low and engagement high. 
Although some employees stated that they are more productive in the office, there is an equally convincing argument for higher productivity at home. With no distractions and potential silence, it&rsquo;s easier for employees to complete complex tasks in a timely manner rather than being disturbed by a buzzing office. 
Research has recently shown that <a href="https://www.forbes.com/sites/karadennison/2024/01/24/how-the-flexible--remote-work-debate-will-carry-into-2024" target="_blank" rel="noopener">organisations who invest in flexibility</a> in 2024 will see faster growth alongside higher customer and employee satisfaction, with improved retention rates. Additionally, companies that were fully flexible between 2020 and 2022 saw a <a href="https://www.forbes.com/sites/karadennison/2024/01/24/how-the-flexible--remote-work-debate-will-carry-into-2024" target="_blank" rel="noopener">revenue growth of 21%</a>. Companies that were focused on in-person work <a href="https://www.forbes.com/sites/karadennison/2024/01/24/how-the-flexible--remote-work-debate-will-carry-into-2024" target="_blank" rel="noopener">saw only 5% growth</a> &ndash; a huge difference, highlighting the value placed on flexibility and remote working.
<h4 class="MsoNormal">Mental health and the office</h4>
The argument that mental health and working location are linked is equally split. On the one hand, it can be easier to monitor an employee&rsquo;s mental health in-person. You&rsquo;re also establishing a strict routine to your day, with the opportunity to clear your head on the commute. 
On the other hand, many people say <a href="https://www.benefitnews.com/news/return-to-office-mandates-are-causing-spikes-in-anxiety" target="_blank" rel="noopener">the office environment is very draining</a>, particular for those already suffering from mental health conditions. <a href="https://www.benefitnews.com/news/return-to-office-mandates-are-causing-spikes-in-anxiety" target="_blank" rel="noopener">58% of employees</a> feel a return-to-office mandate would negatively impact their mental health, and they find it harder to hide their symptoms of mental health in an office environment. 
I have personally seen some organisations pushing for a large-scale return-to-office, and a shift from the mentality of remote working. Mental health is a big reason for sickness, so I can see the logic in employers encouraging more office time to try and combat this. For me, as someone who suffers from anxiety, I find getting to the office more frequently, and having a set structure really helps with my anxiety &ndash; but every person is different!
&nbsp;
It's clear that both sides of the argument have good reasoning and lots of evidence to back up their opinions, but which side of the argument will you stand on?
&nbsp;
For more Lorien leadership insights, <a href="https://www.lorienglobal.com/insights">click here</a>. Similar insights can also be heard on our People Make the Difference podcast, which is <a href="https://www.lorienglobal.com/podcasts">available here.</a>

With so many mainstream companies encouraging - and in some cases, mandating - a return to the office, Lorien's Adam Robinson examines both sides of the argument.

Is your organisation returning to the office?

We are excited to announce that on 15th April 2024 we will be releasing our new &lsquo;<a href="https://www.lorienglobal.com/what-tech-candidates-want-2024">What Tech Candidates Want&rsquo; Report. </a>
To celebrate the launch, we will also be hosting an <a href="https://www.eventbrite.co.uk/e/what-tech-candidates-want-2024-tickets-857035164247?aff=teaserblog">exclusive event</a> in London on 24th April from 4pm-6pm.
In this fascinating report, we share our latest industry research into what makes tech, digital, and change candidates tick when they&rsquo;re on the job hunt. 
In the past decade, technology has evolved from being a &lsquo;nice to have&rsquo; to business critical, and top talent is at the heart of how businesses can succeed and get ahead of their competitors. 
Our report offers critical insight into current hiring trends, what influences candidates to apply for a role, and expectations from employers. Ahead of our release, take a look at some of the key results -
Headline results
<ul>
<li>87% of candidates expect to look for a new role in the next 12 months. &nbsp;</li>
<li>77% of candidates expecting to look within the next 6 months.&nbsp;</li>
<li>&nbsp;Only 7% of candidates would prefer to work in the office full-time.</li>
<li>92% of candidates want the end-to-end recruitment process to be completed within 4 weeks.&nbsp;</li>
</ul>
If you&rsquo;re interested in hearing more about &lsquo;What Tech Candidates Want&rsquo; in 2024, join us at our launch event on 24th April 2024 at The Loading Bay in London. 
We&rsquo;re delighted to be joined by Darren Topping, Director of Solutions &amp; Insights at Lorien who will present the findings of our inhouse research, including some exclusive content not available in the report. Key topics will include salary, working preferences, job change attitudes, benefits, and what defines a great candidate experience.
Designed specifically for Talent Acquisition, Technology, HR &amp; Procurement Leaders, this is an exclusive opportunity to get ahead of your competitors, learn more about what candidates want, and gain actionable insights to navigate the tech talent landscape. 
To request a free ticket to this event, <a href="https://www.eventbrite.co.uk/e/what-tech-candidates-want-2024-tickets-857035164247?aff=teaserblog">please visit our event page</a>.&nbsp; This event is open to business leaders and in-house HR, Talent Acquisition, IT or Procurement specialists with an interest in technology talent and all registrations will be reviewed by the Lorien and Impellam team for eligibility. If you are unsure of eligibility please email <a href="mailto:solutions@lorienglobal.com">solutions@lorienglobal.com</a> to confirm your spot.&nbsp;
<h3 class="MsoNormal">Download the free UK and US <a href="https://www.lorienglobal.com/what-tech-candidates-want-2024">&lsquo;What Tech Candidates Want&rsquo;</a> reports on 15th April.</h3>
Discover a world of insights into the tech talent market with Lorien. <a href="https://www.lorienglobal.com/insights">Check out our insights page</a>, follow us on <a href="https://www.linkedin.com/company/lorien/">LinkedIn</a>, or get in touch with the team to learn more about what to expect from the tech workforce in 2024, and how we can help you achieve your people strategy.
&nbsp;

Find out 'What Tech Candidates Want' in our new report, released 15th April. 

Lorien UK to release new ‘What Tech Candidates Want’ report for 2024 with launch event in April

Designed specifically for HR and Talent Acquisition leaders, this exclusive event was an invaluable opportunity for attendees to discover the latest trends, challenges, and best practices in the shift towards becoming a skills-based organisation. &nbsp;
We were delighted to be joined by Ken Brotherston, CEO @<a href="https://talintpartners.com/">TALiNT Partners</a> who led the conversation. For over 30 years, Ken has been a pre-eminent voice to the latest talent acquisition and recruitment community, providing insights and advice and helping to shape industry trends and standards.
<h2 class="MsoNormal">Key themes&nbsp;</h2>
During lunch, there were discussions about the changing landscape of talent acquisition and the drive towards the skills-based organisation. During Ken&rsquo;s introductory keynote, he emphasised the importance of hiring for skills in the current business environment and how to overcome potential obstacles.
<h3 class="MsoNormal">The shift towards hiring for skills and its challenges.</h3>
The shift towards skills-based hiring has been a discussion point for years now, so one of the key challenges is for hiring managers to acknowledge the ongoing conversation and work towards actionable strategies, rather than mere discussions.
Attendees also talked about the challenge not being about scarcity of talent but finding talent with the right skill set for specific roles. For skills-based hiring to be successful, managers need strategies for identifying underlying competencies that can be developed for specific broad job functions.
It&rsquo;s important to acknowledge that transitioning to a skills-based hiring model is a long-term strategy that requires time and commitment, it is not a quick fix. Companies need to be prepared for challenges and be a willing to develop strategies for staying agile and adaptable in a rapidly changing skills landscape.
<h3 class="MsoNormal">Buy vs borrow vs build of skills and internal mobility</h3>
There were discussions around the decision between recruiting new talent (buy) with the necessary skills or using contractors and freelancers (borrow) to fill skill gaps, and how this could affect future business strategy. We considered cost implications, long-term value, and the impact on team dynamics. We also talked about how companies in 2024 are also highly focused on development of talent through upskilling and reskilling programmes. Plus, how businesses are looking to educational institutions to work more on the 'build' side of skills-based hiring.&nbsp;
However, one of the key areas that was discussed at length is the <a href="https://www.lorienglobal.com/insights/internal-mobility-the-most-under-valued-hiring-channel">importance of internal mobility</a> when it comes to a skills-based approach. Creating pathways for employees to transition between roles within the company, fostering retention and skill development is key. To facilitate this, companies should implement mentorship and training programs to support internal career growth.
<h3 class="MsoNormal">Role analysis and skills definition.</h3>
There were <a style="mso-comment-reference: DT_1; mso-comment-date: 20240321T1904; mso-comment-done: yes;">fascinating</a>&nbsp;conversations about the importance of skills validation and the methods of certifying skills, including assessments, credentials, and performance evaluations. We also discussed the need to identify skills that are adjacent or complementary to existing skills within the workforce to guide development and hiring strategies.
An interesting discussion point centred around how we can leverage AI and machine learning platforms to identify skills in resumes and match candidates with job descriptions more effectively. Plus, the introduction of tools for tracking and analysing the skills inventory within the organisation.
However, it is also important to highlight that introducing new technologies can sometimes evoke resistance. Hiring managers need to overcome this by introducing training and demonstrating that these technologies are efficient and effective in the hiring process.
<h3 class="MsoNormal">Putting together the business case for skills-first approach</h3>
We discussed how to gain adoption of a skills-based approach from hiring managers. This focused on educated them on the benefits, developing guidelines and tools to help managers adapt their hiring practices, and providing success stories of evidence. Skills-based hiring can also increase the overall value of employees to the organisation and have an impact on employee engagement and productivity.
<h3 class="MsoNormal">How to design an inclusive hiring process.</h3>
One of the strongest arguments for a skills-based hiring approach is the potential for it to reduce bias and<a href="https://www.lorienglobal.com/insights/diverse-hiring-in-tech"> improve diversity in the workplace</a>. We discussed strategies on how to put a focus on diversity and skills, plus addressing demographic shifts and how they affect the talent pool.
<h3 class="MsoNormal">How to tap into a broader talent pool by reducing the emphasis on formal education.</h3>
We then moved on to how education can help and how companies can tap into a broader talent pool. There were discussions around the role of educational institutions in preparing students with the skills needed in the modern workforce, and how partnerships between businesses and educational institutions can align the curriculum with industry needs.
<h3 class="MsoNormal">Tying skills to business outcomes.</h3>
Finally, our conversations turned to the future, and how companies can discover and pinpoint new skills they will need to develop. We talked about techniques for forecasting future skill needs, including marketing analysis and collaboration with industry leaders, and how these can tie into business outcomes and goals.&nbsp;
We covered the types of exciting technology and platofrms that are out there related to skills-based hiring, including candidate relationship management (CRM, Applicant tracking systems (ATS), talent management platforms and learning and development tools.&nbsp;
<h2>Find out more.&nbsp;</h2>
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If you&rsquo;d like to find out more about future events and how to get tickets, get in touch with the team by emailing solutions@lorienglobal.com.
Looking to find out more about how Lorien can help you define your recruitment technology needs? Or if you would like to understand how our managed solutions offer technology as part of an overall hiring solution, <a href="https://www.lorienglobal.com/contact-us">contact us.</a>
</div>
</div>
</div>

On 14th March we hosted an insightful roundtable lunch themed around ‘Hiring for Skills’ with a fascinating keynote presentation from @TALiNT Partners CEO, Ken Brotherston. 

Lorien Host Roundtable Lunch Featuring TALiNT Partners Keynote 

To celebrate International Women&rsquo;s Day, Lorien was delighted to take part in Impellam Group&rsquo;s annual International Women&rsquo;s Day panel! We joined our sister brands <a href="https://www.comensura.com/" target="_blank" rel="noopener">Comensura</a> and <a href="https://www.guidantglobal.com/" target="_blank" rel="noopener">Guidant Global</a> at this important event to celebrate women&rsquo;s achievements, raises awareness about discrimination and inspire everyone to take action to drive gender priority.
2024&rsquo;s theme was inspire inclusion, with an aim of bringing people together in a gender equal world, free from bias, stereotypes and discrimination.
This year&rsquo;s panel was led by a woman who is dedicated to advocating for gender equality and empowerment in the workplace &ndash; <a href="https://www.linkedin.com/in/laurenneal/" target="_blank" rel="noopener">Lauren Neal</a>, author of Valued At Work. Lauren&rsquo;s experience in working in male dominated STEM environments and her expertise in championing women&rsquo;s rights in STEM is very much aligned with Lorien and our client&rsquo;s ED&amp;I goals. We hope you can take some valuable insights from our summary. 
Lauren was joined by:
&middot;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <a href="https://www.linkedin.com/in/hayleyklaff/" target="_blank" rel="noopener">Hayley Klaff</a>, Director of Projects in STEM. Hayley is incredibly passionate about this topic and heads up the ED&amp;I Unity Council across Impellam in the UK.
&middot;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <a href="https://www.linkedin.com/in/hoa-ngo-5b96a74/" target="_blank" rel="noopener">Hao Ngo</a>, Managing Director at Comensura. Hoa was named as a leader on the 2022 Global Power 150 Women in Staffing list from the SIA.
&nbsp;
<h3 class="MsoNormal">Why do we need to inspire inclusion?</h3>
Lauren: &ldquo;For me, it&rsquo;s about making sure that each person feels valued when they come up with new ideas &ndash; making sure that they are heard and recognised for their input. That could be in the workplace, or outside the workplace. If we don&rsquo;t have the ability to have everybody take part, and be valued for taking part, we are going to miss things.&rdquo;
Hoa: &ldquo;Sometimes there&rsquo;s a misconception that &nbsp;you need to be a historical leader or a business leader to actually inspire inclusion. For me, it&rsquo;s actually about everyday inclusion &ndash; the things that we do, the way in which we interact with our peers and have respect for each other &ndash; that&rsquo;s really vital.&rdquo;
Hayley: &ldquo;I totally agree, everyone has a part to play in this and we all know hearing the same voices from people with the same backgrounds, we&rsquo;re going to get the same answers. It&rsquo;s important that people feel they&rsquo;ve got an opportunity to contribute, and their voices will be heard. That&rsquo;s why we need to ensure we have an inclusive environment.&rdquo; 
<h3 class="MsoNormal">Experiences as a woman in STEM</h3>
Lauren: &ldquo;Let&rsquo;s get to who I am, and why I was invited to speak to you today. I wrote and released a book last year, but I&rsquo;m not here today as an author. I&rsquo;ve worked in the energy sector for 18 years &ndash; offshore, onshore, and onsite. I&rsquo;ve experienced positive behaviours and some negative behaviours in the workplace &ndash; the negative behaviours really outweigh the positive ones.
In the last six years, I&rsquo;ve openly been told &ldquo;the company wants you because you tick the diversity box&rdquo;, no one thought that was an issue. I had a situation once where someone working for me had forged my signature on their timesheet, and when I brought it to my manager, he responded by saying &ldquo;well, no one has ever done that to me, so you need to look at yourself&rdquo; These are terrible things &ndash; I say it with a smile now because it became a &lsquo;laugh or cry&rsquo; situation, but these are my examples.
What I found last year when I wrote my book is, when I started interviewing women in STEM, I was hearing the same stories. A woman speaks in a meeting, and it&rsquo;s suddenly silence &ndash; then they carry on like you didn&rsquo;t say anything. What&rsquo;s worse is when someone then goes and says exactly the same point later on and you think &ldquo;what just happened?&rdquo;. When it happened to me, I thought &ldquo;was it me? Did I not articulate it properly?&rdquo;. 
It wasn&rsquo;t until much later in my career when I realised that I always felt the problem was me. I spoke to women older than me, and women younger than me, and they said exactly the same thing as I did. There was a girl in her 20s who had experienced the same thing, and I thought &lsquo;that&rsquo;s wrong &ndash; you shouldn&rsquo;t be feeling like you shouldn&rsquo;t come to work because it makes no difference&rsquo;. That really spurred me on to actually do something about the situation.
I talk about the negative experiences, but I&rsquo;ve had positive ones too. When I first joined a company and became a Subsea Engineer, I had a male boss who must have been mid-60s. He came to me and said &ldquo;Lauren, we don&rsquo;t have any inspectors to go and witness this power cable joint qualifications. Go to site and witness it&rdquo;. I packed up my stuff, went six hours down the road, went to site, came back, and reported on it. Then the next time there was a test, he sent me down and I ended up going back and forth for about six months &ndash; and then ended up going offshore and installing it myself. It was my manager who took a chance on me and thought &lsquo;what&rsquo;s the worst that could happen?&rsquo;. He put the trust in someone who was different from himself, and I believe we need to do more of that.&rdquo; 
<h3 class="MsoNormal">Behaviours in the workplace </h3>
Lauren: &ldquo;What behaviours are most damaging or detrimental to women, or others from unrecognised backgrounds, and what can someone who is experiencing those behaviours do?&rdquo;
Hayley: &ldquo;I think one of the most damaging things is not listening to someone. Someone in a meeting speaking, and not even being acknowledged. And it gets to a point where they think &lsquo;what is the point of me being in this meeting? Am I even being heard?&rsquo;. That damages your whole enthusiasm to be doing your job &ndash; thinking you&rsquo;re there just to be seen, or a number, or a token. This isn&rsquo;t just a problem women face, and it&rsquo;s done on a regular basis by regular people. My advice to those people is to find someone to talk to. This kind of behaviour isn&rsquo;t okay. 
Hoa: &ldquo;I urge people to not recruit someone like themselves &ndash; I know it can be comforting sometimes to do that or we subliminally don&rsquo;t quite realise it. I&rsquo;m probably quite lucky that there&rsquo;s not many people like me in the business, so I didn&rsquo;t have a choice.&rdquo;
<h3 class="MsoNormal">The key to allyship</h3>
Hoa: &ldquo;I think the key to allyship is to be curious, be open to stepping in to somebody&rsquo;s shoes and just listening to their story. I have had this kind of conversation in the past, socially, with people saying, &ldquo;I don&rsquo;t think racism exists anymore&rdquo;. The reality is, unless you experience it, your exposure to certain aspects in life can be very different. I just encourage us to not be perfect, and you know whilst I tick a lot of boxes, I also carry a huge amount of privilege. Privilege isn&rsquo;t a bad word &ndash; you simply have more advantage than others. I&rsquo;m able bodied &ndash; therefore I&rsquo;m privileged. I&rsquo;d like to encourage more of that way of thinking.&rdquo;
Hayley: &ldquo;I think sometimes people are scared because they feel might offended, and I get that, but we need people to open the doors for people that can&rsquo;t necessarily get through. There&rsquo;s being an active ally as well, so you can listen and understand. That&rsquo;s being an ally. I think we all say &lsquo;oh, I could do more&rsquo;, but actually the fact that you care is really important.&rdquo; 
Lauren: &ldquo;The very fact that those attending this event &ndash; both in person and online &ndash; are showing curiosity, it &nbsp;shows that you&rsquo;re on your way to allyship. You&rsquo;re seeking to understand other people&rsquo;s experiences. I spoke to a man a few months ago, and we&rsquo;re sharing some experiences I had heard from women within his organisation. He said &ldquo;Lauren, I&rsquo;ve never heard this in all the years I&rsquo;ve worked here. I might just be sheltered&rdquo;. I said, &ldquo;why would you have heard this? You&rsquo;re a straight white man &ndash; why would you have heard these stories. Have you ever asked?&rdquo;. He said no, and said he started to feel uncomfortable. He&rsquo;s a senior leader. I said, &ldquo;the thing is, if you start asking these questions, speak to the women who you speak to every day and ask them &lsquo;have you ever experienced this?&rsquo;&rdquo;. 
&ldquo;One of the reasons I wrote my book is so that a man would read it and say, &lsquo;have you experienced this?&rsquo;, because that&rsquo;s how the conversation starts. Maybe asking about experiences in meetings, asking if your voice hasn&rsquo;t been heard. The path to allyship starts by seeking to understand.&rdquo;
&nbsp;
We&rsquo;d like to thank Hoa, Hayley and Lauren for taking part in our annual IWD panel, and a huge thank you to <a href="https://www.linkedin.com/in/laurabrowne2017/" target="_blank" rel="noopener">Laura May Browne</a> for hosting. It was a truly inspiring panel discussion, and I think everyone would agree, we learnt a lot and took away some key thoughts and actions on how to improve and adapt in the future.
For more insights from Lorien, click <a href="https://www.lorienglobal.com/insights" target="_blank" rel="noopener">here</a>. For further information on the panel and Lorien&rsquo;s ED&amp;I culture, contact us <a href="mailto:info@lorienglobal.com" target="_blank" rel="noopener">here</a> or visit <a href="https://www.linkedin.com/company/lorien/?viewAsMember=true" target="_blank" rel="noopener">our LinkedIn</a>.

International Women's Day is something that's very important to us at Lorien. Read the highlights from our annual IWD panel, alongside our sister brands at Impellam.

A Look Back at Impellam’s International Women’s Day Panel 2024 

As we continue to settle in to a new year, you might have been thinking about your career path and where the year will lead you. If you&rsquo;re happy with your current employer, you should think about &nbsp;how you can progress internally &ndash; and the first stop is a pay rise.
This blog will offer best practices and guidance on how you can ask for the pay rise you deserve!
<h3 class="MsoNormal">Choose your moment</h3>
Research by XpertHR has found that employers are <a href="https://www.xperthr.co.uk/survey-analysis/pay-trends-february-2024-first-pay-awards-of-2024-see-slight-decline/167085/#:~:text=The%20latest%20XpertHR%20analysis%20of,in%20the%20previous%20rolling%20quarter." target="_blank" rel="noopener">planning lower pay rises</a>, or waiting to see if inflation falls before making pay decisions. Before you begin to put together research and stats, you need to take a look at your employer and their future plans. If there have been recent redundancies, hiring freezes or slow business progression, it&rsquo;s safe to assume now may not be the best time to ask for your pay rise. However, that doesn&rsquo;t mean it will never be the right time!
If you feel now isn&rsquo;t the time to bring it up, this allows you more time to achieve more goals, &nbsp;highlight how well you can handle your workload, and how you can go above and beyond your responsibilities. This will help you put together an even stronger case for a pay rise when the time comes around.
If business is booming and everything looks positive, it could be the right time for you to begin putting together a case for a salary increase.
<h3 class="MsoNormal">Do your research</h3>
It&rsquo;s good to get to know what other people in your role earn across the UK, so researching salaries is a good place to continue your preparation. There are many tools online you can utilise for this, including Lorien&rsquo;s own <a href="https://www.lorienglobal.com/insights/lorien-salary-survey-2023">2023 Salary Survey</a>. Our salary survey highlights annual and daily salary ranges, alongside the average time people will spend in these roles.
It&rsquo;s important to note that location plays a part in salary, so it&rsquo;s worth searching for similar roles in your area. You can do that on Lorien&rsquo;s website <a href="https://www.lorienglobal.com/jobs">here</a>.
<h3 class="MsoNormal">Put together a business case</h3>
Before you take the pay rise proposition to your manager, you should find ways to evidence what you&rsquo;ve done for your employer in the last year. The more evidence, the better! If you can show you&rsquo;re consistently meeting targets, you&rsquo;ve contributed to improving revenue and you&rsquo;ve taken on extra responsibilities, you should build your case around these points.
If you have any statistics to evidence how you&rsquo;ve helped the business grow and improve, you should definitely make a note of them to pass on when you make your case. Additionally, be sure to include any thing you&rsquo;ve achieved as part of a team &ndash; remember team work makes the dream work! Soft skills like teamwork add value to your business case, and if you&rsquo;re good at timekeeping, you&rsquo;ve demonstrated you can work in an agile environment and you can communicate effectively, you should highlight this in your case.
<h3 class="MsoNormal">Asking the question</h3>
You&rsquo;ve examined the circumstances, researched your role and put together a business case; the time has come to take your case to your manager. You should do this in private &ndash; a video call if you work remotely, or a meeting room if you can do it in person. Many managers schedule regular one-to-ones with their direct reports to discuss goals and performance &ndash; this kind of meeting would also be a perfect setting to bring up your pay rise query.
Make sure you&rsquo;re familiar with the facts of your business case. It&rsquo;s normal to feel nervous, but having to read from a script may not help your case. Maintaining eye contact and a regular pace of speech also conveys confidence, so try to do this where possible.
Deliver your business case with a brief introduction, leading into your evidence and the value you&rsquo;ve added to the business. You can finish up with a summary, including the salary you believe you should rise to based on the evidence you&rsquo;ve compiled.
After you&rsquo;ve delivered your case, be prepared for a small negotiation &ndash; nobody ever accepts a first offer! CIPD have stated that <a href="https://www.cipd.org/uk/views-and-insights/thought-leadership/cipd-voice/pay-awards-2024/#:~:text=Looking%20at%20the%20make%2Dup,a%20pay%20freeze%20(12%25)." target="_blank" rel="noopener">the average pay increase for 2024 is 4%,</a> so be sure to factor that in to your proposed salary.
&nbsp;
For more Lorien candidate insights and tips, <a href="https://www.lorienglobal.com/insights/tag/career-advice">click here</a>. If you&rsquo;re looking for a new role, upload your CV to our talent network <a href="https://www.lorienglobal.com/job-seekers">here</a>.

A new year means new goals - and one of yours might be asking for a pay rise. Read our blog for tips on asking your employer for a pay rise.

How to ask for a pay rise

A few months ago, I joined my colleague <a href="https://www.linkedin.com/in/darrentopping/" target="_blank" rel="noopener">Darren Topping</a>, Director of Solutions and Insights, on Lorien&rsquo;s &lsquo;People Make The Difference&rsquo; <a href="https://www.lorienglobal.com/podcasts">podcast</a> to discuss the benefits of recruitment outsourcing in its many forms, and the most common misunderstandings we&rsquo;ve heard. I&rsquo;ve been working this space for 15 years and recognise that from the outside, recruitment outsourcing and managed solutions may seem over-complicated and prone to risk. My aim in this blog is to demystify RPO and Contingent Workforce Solutions and dispel some common associated myths.
<h3 class="MsoNormal">All or nothing</h3>
Many organisations are under the impression that if you&rsquo;d like to outsource your recruitment, you have to outsource absolutely everything, but that&rsquo;s not true. Instead of agreeing an all-encompassing end-to-end service, you could choose just to outsource certain elements, such as the sourcing, the administration, or even a specific grade or vertical of recruitment &ndash; for example your tech hiring. At Lorien, we&rsquo;ve found that future-facing clients are now looking to slice and dice their outsourcing in a variety of ways to suit their business needs. No one solution is the same, and each organisation is unique, but the important thing is to find a partner who can create a bespoke solution for you. This way you only need to outsource what is absolutely necessary.
<h3 class="MsoNormal">Risky and complicated</h3>
I&rsquo;ve heard the terms &lsquo;risky&rsquo; and &lsquo;complicated&rsquo; attached to outsourcing too many times to count. That is definitely not the case. Designing a talent solution that leverages outsourcing is a straightforward, simple process. &nbsp;When you think about what kind of outsourcing model and structure will work for your business, a credible workforce solutions partner can help you to do that without complexity or huge cost. You can agree clear pricing levels with your partner that allows your demand to scale during busy periods or reduce requirements (and thus reduce costs) when it&rsquo;s a little quieter. Your solutions partner will flex their team according to these demands. There is also a lot less risk when you decide to partner with a specialist outsourcing provider, as there&rsquo;s often the option to negotiate a reciprocal &lsquo;termination for convenience&rsquo; clause in the contracts &ndash; this gives you the option to exit without penalty to bring recruitment back inhouse, or transition to an alternative partner, prior to the contract end. Ultimately, companies outsource because they can reduce their time to hire and their overall cost, whilst improving the quality of candidates and their experience. It can be an invaluable partnership.
<h3 class="MsoNormal">Outsourcing means you&rsquo;ve &lsquo;failed&rsquo;</h3>
Occasionally I&rsquo;ve heard commentary suggesting that if you can&rsquo;t find your own candidates or manage your own process, you&rsquo;ve somehow failed at recruitment. Of course, this is nonsensical! For example, you can have a highly effective inhouse recruitment function that delivers superb core hiring consistently, but you might need to consider an outsourced partner to add that extra edge to your delivery for a specific project or to run a brand-boosting campaign on your behalf. You might be struggling to tap into diverse candidate pools when opening up in a new location, or finding that due to a surge in demand your team is working at full capacity and needs additional support. Perhaps you wish to reduce your reliance on agencies and build up an talent community owned you and stored on your internal CRM. Whatever your circumstances, partnering with an expert talent solutions business who can help you achive your business objectives through an outsourced arrangement - in whatever way works best for your business - is just common sense, and the opposite of failure.
<h3 class="MsoNormal">Best practices when considering a potential workforce solutions partner</h3>
The best advice I can give anybody looking to engage and select their next recruitment outsourcing partner is to have the right information and data to hand. When you first start to engage with potential partners, you&rsquo;ll be asked for basic data; for example your intended scope of the outsourcing (i.e. where you&rsquo;d like the service to start and stop), typical volumes, salaries, and locations. You don&rsquo;t need to provide hugely detailed information, but it&rsquo;s good to be as open as possible and demonstrate any pain points or problem areas to your potential partners.
If you&rsquo;re struggling to determine where to start with your search, many Industry Analysts provide rankings and analysis of different recruitment outsourcing and contingent workforce solution providers, offering a great first stop in your search. We also suggest talking a range of different providers &ndash; both mid-market and enterprise, and those that specialist in your sector or recruitment skillsets (e.g. tech, change and digital). When you move onto having conversations with providers, simultaneously leverage your social and business networks to speak to any contacts you have that work with outsourced providers.
You&rsquo;ll want to ensure <a href="https://www.lorienglobal.com/insights/what-it-means-to-be-an-important-client">you&rsquo;ll be an important client to your partner</a> (see my blog on &lsquo;What it means to be an important client &ndash; and how can you tell if you&rsquo;re not?&rsquo;) and that your provider specialises in the kind of recruitment that you need. Cultural fit is also important &ndash; you can&rsquo;t put a price on meeting potential partners and getting to know them, spending time talking through what you&rsquo;re trying to achieve and how they can help you. If possible take some informal references and once complete, you&rsquo;ll probably be in a good position to select a shortlist and request a formal quote.
<h3 class="MsoNormal">Benchmarking your existing outsourcing provider</h3>
If your business already has a solution in place, but you&rsquo;re not sure if it&rsquo;s the right partner for the long term, you might wish to benchmark your incumbent provider. One common myth is that this is time consuming and difficult to do &ndash; not so! Firstly, you need to look back and think if your provider has delivered what they said they would in the sales pitch and the proposal. Data can also play a key role in examining your partnership as you&rsquo;re able to see if SLAs and KPIs are being achieved. Take a careful look at the statistics and targets, and particularly how have they performed from a direct sourcing (non-agency sourcing) perspective.
When considering changing partners, it&rsquo;s also important to look forward. Is your partner future proofed? Where is your business going, and can your partner grow with you &ndash; perhaps you&rsquo;re going through a digital transformation and you need specialist recruitment capability to hire those niche and in-demand skillsets &ndash; or you&rsquo;re expand internationally. Many clients look for multi-faceted partners who can offer Total Talent Management in conjunction with SOW Spend management services. See my previous blog on <a href="https://www.lorienglobal.com/insights/the-value-and-ease-of-benchmarking-your-msp-or-rpo-partner">benchmarking here</a>.
&nbsp;
At Lorien, we can offer flexible and agile integrated workforce solutions to fit your business needs. To learn more about Lorien <a href="https://www.lorienglobal.com/about-us">click here</a>. For more thought leadership insights, <a href="https://www.lorienglobal.com/insights">click here</a>.

The world of recruitment outsourcing and workforce solutions has many common misunderstandings, and Sales Director Joanna Fagbadegun is here to clear them up.

Dispelling the most common recruitment outsourcing and workforce solution myths 

As the demand for tech candidates continues to rise, focusing on what candidates are looking for during their job search is becoming key. In this blog, we&rsquo;ll share highlights from our <a href="https://www.lorienglobal.com/what-tech-candidates-want-2024">What Tech Candidates Want in 2024 report</a>. Our findings from the report came from the thorough canvassing of our? database to understand candidates&rsquo; current job plans and their motivations.
<h3 class="MsoNormal">Age and candidate motivations</h3>
When thinking about candidates under 25 and candidates over 55, it isn&rsquo;t immediately obvious what they could possibly have in common when searching for jobs. However, both of these candidate cohorts are struggling to break into the current job market. Although both groups have their advantages in the market, with under 25s being more likely to be familiar with modern technology having grown up with it and over 55s having a wealth of working experience, the 2023 job market doesn&rsquo;t seem to favour them.
As the cost-of-living crisis continues to affect candidates, research has shown that British workers are <a href="https://www.theguardian.com/society/2023/apr/30/british-workers-work-into-70s-cost-of-living" target="_blank" rel="noopener">more likely to work into their 70s</a> due to financial pressures. Despite a willingness to work, it takes those over the age of 50 <a href="https://www.peoplemanagement.co.uk/article/1826672/50s-twice-long-rest-workforce-find-new-employment-study-finds" target="_blank" rel="noopener">twice as long</a> to find new work, with most candidates <a href="https://www.peoplemanagement.co.uk/article/1826672/50s-twice-long-rest-workforce-find-new-employment-study-finds" target="_blank" rel="noopener">in long-term unemployment</a> being aged 54-65. Similarly, younger candidates have faced <a href="https://www.bloomberg.com/graphics/2023-06-reed-jobs-report-graduates-face-worst-market-in-five-years/" target="_blank" rel="noopener">wage slumps</a> due to inflation and a <a href="https://www.bloomberg.com/graphics/2023-06-reed-jobs-report-graduates-face-worst-market-in-five-years/" target="_blank" rel="noopener">lack of opportunities</a> in the regular job hotspots, such as London. New candidates, such as graduates, don&rsquo;t appear to <a href="https://www.bloomberg.com/graphics/2023-06-reed-jobs-report-graduates-face-worst-market-in-five-years/" target="_blank" rel="noopener">have the same levels of experience</a> in the workplace as someone in the same position pre-covid, and this is reflected in the <a href="https://www.bloomberg.com/graphics/2023-06-reed-jobs-report-graduates-face-worst-market-in-five-years/" target="_blank" rel="noopener">40.5% drop</a> in graduate vacancies this year.
Younger and older workers also have another trait in common &ndash; they&rsquo;re both highly motivated by salary when applying for new roles. When it comes to applying for a job, <a href="../../../../../../insights/what-tech-candidates-want-2023">28.6% of under 25s class salary as a key motivator.</a> Likewise, <a href="../../../../../../insights/what-tech-candidates-want-2023">37.8% of candidates over 55</a> highlighted salary as the most important thing to them when searching for a new role. Additionally, both age <a href="../../../../../../insights/what-tech-candidates-want-2023">groups did not consider responsibility levels</a> an important factor. This indicates that under 25s and over 55s are more likely to take a job purely based on salary &ndash; potentially due to the lack of opportunities in the current market.
<h3 class="MsoNormal">Different gender motivators</h3>
Men and women differ when it comes to what they consider important on a job specification. <a href="../../../../../../insights/what-tech-candidates-want-2023">37.1% of female candidates</a> deem flexible working the most crucial factor when applying for a job, with this coming in <a href="../../../../../../insights/what-tech-candidates-want-2023">second for men at 22.9%.</a> Women are actually more likely to <a href="https://www.ft.com/content/f12d6e18-bf36-4095-b627-63a38fa351b6" target="_blank" rel="noopener">work full-time</a> now that hybrid and remote working are standard practice. The age of flexible working has also led to an <a href="https://www.ft.com/content/f12d6e18-bf36-4095-b627-63a38fa351b6" target="_blank" rel="noopener">increase in women in the UK workforce</a>, with a rise to 58.7% - up from 56.5% in 2019. In recent surveys, <a href="https://hrnews.co.uk/40-of-women-state-care-responsibilities-impact-their-tech-career-choices/#:~:text=40%25%20of%20women%20state%20care%20responsibilities%20impact%20their%20tech%20career%20choices,-Home%20%C2%BB%20HR%20News&amp;text=40%20per%20cent%20of%20women,to%20the%20Tech%20Talent%20Charter." target="_blank" rel="noopener">40% of women stated that their</a> care responsibilities impacted their tech career choices, with a lack of work-life balance affecting their life significantly.
In contrast to women prioritising flexible working, <a href="../../../../../../insights/what-tech-candidates-want-2023">44.8% of men</a> consider salary as the most important part of a job specification. Recent data revealed that men are more focused on salary as they believe that this is <a href="https://www.hepi.ac.uk/wp-content/uploads/2020/11/Mind-the-Graduate-Gender-Pay-Gap_HEPI-Report-135_FINAL.pdf" target="_blank" rel="noopener">the mark of a good job</a>, with women typically <a href="https://www.hepi.ac.uk/wp-content/uploads/2020/11/Mind-the-Graduate-Gender-Pay-Gap_HEPI-Report-135_FINAL.pdf" target="_blank" rel="noopener">expecting a lower salary</a> than men, highlighting why women do not primarily focus on salary.
When it comes to the least important priorities for candidates, both genders are closely aligned. <a href="../../../../../../insights/what-tech-candidates-want-2023">Lorien found that</a> learning opportunities and company culture land at the bottom of the priority list for men and women. With regards to a work/life balance, men and women are surprisingly similar too. <a href="../../../../../../insights/what-tech-candidates-want-2023">14.3% of women</a> consider work/life balance their top priority, and <a href="../../../../../../insights/what-tech-candidates-want-2023">11.4% of men agree</a>. Work/life balance also comes in as the third most prioritised factor for both genders, with research underlining that <a href="https://www.newstalk.com/news/women-and-men-face-remarkably-similar-work-life-balance-challenges-in-work-1499800" target="_blank" rel="noopener">men and women currently face similar challenges</a> when it comes to maintaining a work/life balance.&nbsp;
For the latest research and statistics, <a href="../../../../../../insights/what-tech-candidates-want-2023">read our What Tech Candidates Want report</a>. The report will allow you to learn about what candidates desire when searching for a new role &ndash; including salary visibility, new hybrid working stats and what candidates dislike about the recruitment process.
For other Lorien insights and thought leadership pieces, <a href="https://www.lorienglobal.com/insights">click here</a>.

With a new year upon us, we thought we would highlight what current candidates find important when they search for new opportunities.

What do candidates prioritise when looking for a new role?

Lorien, powered by Impellam Group, has been named a Leader and a Star Performer in the UK IT Contingent Talent and Strategic Solutions PEAK Matrix&reg; Assessment, conducted by Everest Group. 
The Everest Group PEAK Matrix&reg; is an independent global framework which examines the market success and overall capability of service providers based on performance, experience, ability, and market knowledge. The report assesses the market success and overall delivery capability classifying them into three categories of Aspirants, Major, Contenders and Leaders. A Star Performer is based on the relative YoY improvement of companies participating in the PEAK Matrix assessment. 
Everest Group scored Lorien highly on market impact, vision and capability, scope of services, innovation, and strategy. 
David Gettins, Managing Director, Lorien commented, &ldquo;We strive to be the best home for leading tech talent, so we are delighted Lorien has been named a Leader and a Star Performer in Everest Group's UK IT Contingent Talent and Strategic Solutions PEAK Matrix&reg;. This important accreditation is especially rewarding as it is based not only on data, but it also takes into consideration important feedback from our customers.&rdquo; 
&ldquo;Lorien&rsquo;s significant market impact and robust souring capabilities across the breadth of IT skills such as application services, cloud and infrastructure services, and enterprise platform services has helped it emerge as a Leader and a Star Performer on Everest Group's UK IT Contingent Talent and Strategic Solutions PEAK Matrix&reg; Assessment 2023. Its strong vision for IT consulting and managed services, comprehensive learning programs, talent analytics, and strong delivery presence in the UK has further solidified its position,&rdquo; said Priyanka Mitra, Vice President, Everest Group.
Lorien is part of Impellam, a global workforce and STEM talent solutions group and one of only two companies globally with brands that have been named leaders in the Everest Group PEAK Matrix&reg; for Contingent Workforce Management (CWM) and Services Procurement/Statement of Work (SOW) as well as UK IT Contingent Talent and Strategic Solutions PEAK Matrix&reg;.
<h3 class="MsoListBulletCxSpMiddle" style="line-height: 150%; mso-list: none; tab-stops: 36.0pt;">About Lorien</h3>
Lorien is an award-winning technology, digital, and professional talent solutions specialist with over 45 years&rsquo; experience. Driven by both clients and candidates, with locations over Europe and the US, we pride ourselves on offering an innovative service for all sectors, sizes, and needs. Through our network of specialists, we combine deep tech sector expertise with the scope, depth, and breadth of large-scale talent solutions, giving our clients the confidence and the agility to compete in the digital age. Proud to be powered by Impellam Group, Lorien is one of the largest and most established digital recruitment agencies in the UK.
<h3 class="MsoListBulletCxSpMiddle" style="line-height: 150%; mso-list: none; tab-stops: 36.0pt;">Everest Group PEAK Matrix&reg; Assessment</h3>
Everest Group&rsquo;s PEAK Matrix&reg; Assessment reports provide the insights and analysis enterprises need to make vital selection decisions about global services providers, locations, solutions, and products within a number of market segments.
Leading organisations around the world trust these comparative assessments due to their unbiased evaluation of factors including capabilities, vision, functionality, the availability of talent, market success, cost, and impact.
<img src="https://cdn.sourceflow.co.uk/8omiswt4k6peqop0r1r3lir1exbb" alt="" width="900" height="540">

Everest Group scored Lorien highly on market impact, vision and capability, scope of services, innovation, and strategy.

Lorien named a Leader and a Star Performer in the UK IT Contingent Talent and Strategic Solutions PEAK Matrix® Assessment, conducted by Everest Group

As we reach the end of another great year at Lorien, we wanted to highlight some of the incredible awards and events we&rsquo;ve been involved with in 2023. Read below to see a round-up of our 2023!
<h4 class="MsoNormal">February</h4>
With the New Year settled down and welcomed in, we got straight to work &nbsp;by getting involved in some fantastic events. We partnered with TechGirls, MAMA,codes and Nationwide Building Society to offer coding activities and tech career information to young girls at a workshop hosted in Nationwide&rsquo;s Post Building &ndash; and you can read more about the day<a href="https://www.lorienglobal.com/insights/spend-the-day-with-nationwide"> here.</a>
We also <a href="https://www.lorienglobal.com/insights/lorien-appoints-james-cook-as-head-of-public-sector">welcomed James Cook</a> as the Head of Lorien&rsquo;s Public Sector for England and Wales, to work alongside our established and public sector in Scotland.
February also saw the Lorien team take part in the Race The Thames charity fundraiser, with members of Lorien biking, running and swimming 640km in seven days to raise money for our charity partner Lia&rsquo;s Wings. The team raised an incredible &pound;1,820; you can see more of our charity initiatives from 2023 <a href="https://www.youtube.com/watch?v=apQNA7uSN7U" target="_blank" rel="noopener">here</a>.
<h4 class="MsoNormal">March</h4>
In March, we took part in three unique and interesting events. First up was TALiNT Partners&rsquo; Foresight Summit, with Lorien&rsquo;s own Annie Smith <a href="https://www.linkedin.com/posts/talintpartners_recruitment-conference-talentsolutions-activity-7024402877951442945-v-Wo?utm_source=share&amp;utm_medium=member_desktop" target="_blank" rel="noopener">taking part</a> as a panellist. The event discussed what the future holds for the recruitment market, and the top priorities for recruiters in 2023.
Our second March event was an exclusive TA leaders dinner in London which discussed &nbsp;the tech talent market, and was hosted in partnership with TALiNT Partners and Eightfold.ai. A host of experts from varying industries attended, and insights from the evening can be viewed <a href="https://www.linkedin.com/posts/lorien_ta-leaders-london-dinner-activity-7046097543264378881-48Ml?utm_source=share&amp;utm_medium=member_desktop" target="_blank" rel="noopener">here</a>.
We also hosted our annual International Women&rsquo;s Day celebrations at Lorien HQ, and we <a href="https://www.linkedin.com/posts/lorien_embraceequity-internationalwomensday-embraceequity-activity-7039165064565678080-GMy3?utm_source=share&amp;utm_medium=member_desktop" target="_blank" rel="noopener">celebrated with our STEM colleagues over at Carbon60 and SRG</a> by highlighting the amazing women in our organisations who help to drive change and progress. Lorien&rsquo;s Sales Director Joanna Fagbadegun also joined a STEM panel to discuss &nbsp;how <a href="https://www.lorienglobal.com/insights/how-women-in-the-workplace-can-negotiate-success">women can negotiate workplace success.</a>
<h4 class="MsoNormal">May</h4>
May saw us sponsoring the SIA &ndash; CWS Summit Europe 2023, which was themed; &lsquo;Driving Growth and Change in Uncertain Times&rsquo;. Our <a href="https://www.linkedin.com/in/davidgettins/" target="_blank" rel="noopener">MD David Gettins</a> attended alongside Sales Director <a href="https://www.linkedin.com/in/joanna-fagbadegun-b284aa7/" target="_blank" rel="noopener">Joanna Fagbadegun</a> and Director of Solutions and Insights <a href="https://www.linkedin.com/in/darrentopping/" target="_blank" rel="noopener">Darren Topping</a>. As an organisation that prides itself upon driving change, we discussed business needs with many familiar faces, as well as some brand new ones!
We also continued our charitable endeavours well into May, with fearless volunteers from Lorien embarking on the Yorkshire Three Peaks Challenge in support of <a href="https://www.lias-wings.org.uk/" target="_blank" rel="noopener">Lia&rsquo;s Wings</a>. They made a huge difference by raising funds for life-saving hospital transfers for children.
<h4 class="MsoNormal">June</h4>
We were delighted to be named amongst the 13 Embedded Talent Partner winners at the cord Hiring Leaders Awards. <a href="https://www.linkedin.com/posts/lorien_talent-leaders-hiring-activity-7070019359913463810-P2c6?utm_source=share&amp;utm_medium=member_desktop" target="_blank" rel="noopener">We were named as</a> the 7th Most Responsive, and 5th Fastest to Respond for our work with our clients.
Additionally, we held an event in Leeds specifically designed for CTOs and business leaders to meet and network with others, discussing solutions and insights. We had various global company representatives and the event &ndash; the first of its kind for Lorien &ndash; was very well received.
In mid-June, we partnered with Signpost Resource Centres and The Advice Store to offer a workshop to job seekers. The event was aimed at applicants who find the process overwhelmingly, with valuable advice on how to overcome blockers. The workshop &ndash; again, a first for Lorien - was hosted in Essex, and was subscribed to maximum capacity with attendees giving positive feedback.
<h4 class="MsoNormal">July</h4>
With awards season in full swing, we were delighted to be shortlisted for three awards in July. We were finalists for RPO of the Year at the APSCo OutSource Awards for Excellence, as well as The Cornerstone Client Service Award, and The Amdaris Long-Term Partnership Award at the <a href="https://rpo.tiara.talint.co.uk/finalists/" target="_blank" rel="noopener">TIARA Talent Solutions Awards</a> &ndash; and we went on to win one of the three awards later in the year!
We also hosted a <a href="https://www.youtube.com/watch?v=6iwS3r8zOBg" target="_blank" rel="noopener">STEM Dragon Boat Race</a> alongside sister brands SRG and Carbon60 in aid of Lia&rsquo;s Wings and other additional charities. Lorien alone raised &pound;755, and the teams showed off their strong rowing skills and competitiveness.
Following on from the success of our Job Seeker Workshop in June, we partnered up with Signpost Resource Centres again to deliver a workshop for school and college pupils aged 13-19, offering helpful tips on CV writing and preparing for an interview.
<h4 class="MsoNormal">September</h4>
The market returned fresh from a summer break, and so did we with two awards and one event in September. We were awarded <a href="https://www.linkedin.com/posts/tiara-awards_tiara2023-talentsolutions-partnership-activity-7110736544532942848-OnsF?utm_source=share&amp;utm_medium=member_desktop" target="_blank" rel="noopener">The Amdaris Long-Term Partnership Award</a> at the <a href="https://rpo.tiara.talint.co.uk/2023-winners/" target="_blank" rel="noopener">TIARA Talent Solutions Awards</a> for our work with our clients, with our MD David Gettins on hand to accept. Lorien, as part of the Impellam Group, was also <a href="https://www.linkedin.com/posts/lorien_we-are-proud-to-announce-thateverest-group-activity-7105918015342284800-uOhi/?utm_source=share" target="_blank" rel="noopener">recognised as a leader</a> in Contingent Workforce Management and Services Procurement/Statement of Work for the second consecutive year.
We also hosted a virtual roundtable with a focus on strategic workforce planning, with Lorien joined by expert Dave Burrows, founder of Strictly Workforce Planning. The roundtable prompted plenty of interesting discussion, which you can view <a href="https://www.youtube.com/watch?v=HeToShWV334&amp;t=1s" target="_blank" rel="noopener">here</a>.
<h4 class="MsoNormal">October</h4>
Our October was packed full of events. First up was the IHR Recruitment Leaders Conference in Manchester, which saw <a href="https://www.lorienglobal.com/insights/lorien-headline-partner-at-ihr-recruitment-leaders-conference">Lorien join as a headline partner. </a>We chaired roundtable discussions and shared our latest insights into improving tech hiring. Following this, we hosted a second Tech Leaders Lounge &ndash; also in Manchester &ndash; attended by the brightest tech leaders, with a focus on today&rsquo;s tech trends and sharing insights, challenges and solutions.
Our final event of October was the <a href="https://womenleadersuk.org/milton-keynes-innovates/" target="_blank" rel="noopener">STEM Festival</a>, hosted by <a href="https://womenleadersuk.org/" target="_blank" rel="noopener">Women Leaders</a> at Unity Place in Milton Keynes. The festival allowed us to immerse ourselves in a world of innovation, and engage with the next generation of STEM talent, continuing to inspire the future STEM leaders of tomorrow.
Amongst all the events, we also had the honour of being shortlisted for UK Employer of the Year: Gold 250+ at the Investors in People Awards 2023.
<h4 class="MsoNormal">November</h4>
November was a big month for Lorien MD David Gettins. Firstly, he was named on the SIA 2023 Staffing 100 Europe list for the second consecutive year, with the list recognising champions of change in the European staffing industry. David also spoke at the SIA&rsquo;s Executive Forum Europe at the end of the month, where he was joined by other respected industry speakers to discuss opportunities in IT staffing.
In November we also partnered with Coventry Building Society to offer an Intro to Tech workshop. The event was hosted at Coventry Building Society&rsquo;s head office, and offered an evening of networking, discussion and discovery, with talks from Coventry Building Society leaders.
Our final event of the year was one hosted in partnership with Impellam Group &ndash; our Tech and Digital Talent Conference. The event explored the latest tech talent trends, market insights, and the fascinating world of AI and generative AI. Lorien was also joined by AI pioneer Priya Lakhani OBE, who recently hosted a discussion between Prime Minister Rishi Sunak and Tech CEO Elon Musk.
&nbsp;
If you&rsquo;re interested in attending any events we host, please contact <a href="mailto:solutions@lorienglobal.com">solutions@lorienglobal.com</a>. For further insights and more detail on any events we attended or hosted this year, <a href="https://www.lorienglobal.com/insights">click here</a>.

2024 is just around the corner, and we wanted to say goodbye to another great year at Lorien. Read this blog for highlights from our year!

Lorien 2023 awards and events round-up

Lorien, powered by Impellam Group, was recently awarded &lsquo;The Amdaris Long-Term Partnership Award (Enterprise)&rsquo; in the TALiNT International Annual Recognition Awards, for their important, on-going partnership with KPMG.
The Amdaris Long-Term Partnership Award looks for evidence of genuine partnership over at least five years, with a focus on sustained success and continuous improvement. 
<h4 class="MsoNormal">The judges commenting on Lorien&rsquo;s win said:</h4>
&ldquo;Lorien showed a strong focus on delivery, but also on diversity. The judges loved the focus on upskilling, development and knowledge sharing. Lorien has delivered value across so many key areas for their client and demonstrates strong, outside of the box thinking to diversify hiring pipelines&rdquo;.
<h4 class="MsoNormal">Lorien Managing Director, David Gettins commented on the win:</h4>
&ldquo;It&rsquo;s always a delight to have Lorien&rsquo;s leading solutions and talents recognised within the industry, especially when they are the result of on our trusted client relationships. We always place people at the heart of our work and our resourcers work tireless to find good work for good people, whilst maintaining a solid focus on client needs. Our people really do make the difference &ndash; and it shows when we win awards like this!&rdquo;.
The TIARAs (TALiNT International Annual Recognition Awards) reward success and innovation in the talent solutions sector, with Lorien previously having won several awards, including Best Talent Solutions Firm to Work For at the 2022 TIARA Talent Solutions Awards. Other prestigious award wins for Lorien include RPO of the Year at the 2023 APSCo Outsource Awards for Excellence, alongside a shortlisting for Employer of the Year: Gold 250+ at the Investors in People Awards 2023.
Looking for new opportunities and want to join the industry&rsquo;s best? Check our <a href="../../../../../../about-us/join-us">internal recruitment pages</a> to learn more about Lorien, and where you can fit in!

We're delighted to announce that we were awarded the Long-Term Partnership Award at the TIARA Talent Solutions Awards 2023!

Lorien awarded for ‘Long-Term Partnership’ at the TIARA Talent Solutions Awards

As part of Lorien&rsquo;s annual What Tech Candidates Want survey, we&rsquo;ve been engaging with our network and the wider tech community to identify the key drivers for candidates in the current job market. We&rsquo;ve gathered feedback about what candidates expect, want, and need from their next employer, as well as what motivates them to move on. You can read the full report&nbsp;<a href="/what-tech-candidates-want-2024">here.</a>
In this mini-series, we&rsquo;ll be digging deep into the data to analyse some of our core findings and how you can translate them to your business strategy.
In this blog, we&rsquo;ll discuss:
<ul>
<li>Why salary is still a huge driving force for new job seekers</li>
<li>The pros and cons of advertising a job without a salary</li>
<li>What you can do to improve applications if salary visibility isn&rsquo;t an option</li>
</ul>
<h3>Our findings &ndash; compensation once again drives candidates</h3>
One standout finding from our research is how much salary once again matters to job seekers. According to our research,&nbsp;<a href="/what-tech-candidates-want-2024">39.64% of</a>&nbsp;candidates believe that salary is the most important factor when they are searching for a new role. In fact,&nbsp;<a href="../../../../../../insights/what-tech-candidates-want-2023" target="_self">salary ranks highly across our survey</a>&nbsp;results as a key component of choosing to leave a role and when applying for a new one.
While it might not be surprising to hear that many candidates prioritise their compensation when job hunting, what is surprising is just how much withholding this information from job seekers can&nbsp;harm&nbsp;employers. Many organisations still choose not to disclose a salary on job advertisements, even though almost a third&nbsp;<a href="/what-tech-candidates-want-2024">(31%) of candidates say that this is the main factor</a>&nbsp;that prompts them to apply for a role. In fact, having a salary on a job advertisement makes people&nbsp;<a href="/what-tech-candidates-want-2024">70% significantly more likely</a>&nbsp;to apply. This suggests that employers who fail to display salary could miss out on almost three quarters of potential applications &ndash; but that&rsquo;s not all.
<h3>Why is salary visibility on job advertisements important?</h3>
There are multiple reasons why salary visibility is important. Pay transparency:
<ul>
<li>Fosters a culture of openness &amp; can increase a wider diversity in candidate applications.</li>
<li>Improve employee performance and job satisfaction</li>
<li>Streamlines hiring processes</li>
<li>Unlocks new candidate pools and increases applications</li>
</ul>
Making salary visibility a key part of the recruitment process can help improve workplace trust. This is due to the fact that candidates haven&rsquo;t gone through lengthy recruitment processes (or even a lengthy application!) only to be disappointed by the salary on offer. Research highlights that&nbsp;<a href="https://openwage.com/advantages-and-disadvantages-of-pay-transparency/#:~:text=Being%20transparent%20about%20rates%20of,that%20they're%20more%20effective" target="_blank" rel="noopener">productivity increases by 50%</a>&nbsp;when an organisation implements salary visibility within the workplace, with transparency building trust and being important for retention levels.
For organisations, salary visibility also allows them to access a wider pool of quality talent in the current candidate-driven market. Many candidates will shun job advertisements that don&rsquo;t display any kind of salary range, so organisations who do utilise salary visibility will be at an advantage.
<h3>Why organisations don&rsquo;t opt for salary visibility</h3>
If the benefits for pay transparency are so overwhelming, why do so many organisations still hide what they pay? That&rsquo;s because there can be downsides to what transparency will reveal. Firstly, existing employees may feel&nbsp;<a href="https://www.forbes.com/sites/sallypercy/2022/12/02/whats-so-great-about-pay-transparency/">undervalued&nbsp;</a>when it comes to pay. To attract the best talent for a role, organisations may have to pay a higher salary, causing conflict internally. This could lead to resentment amongst employees due to different pay grades, leading to a negative work environment. And just as current employees can view salary on a job description at an organisation, competitors can access this information too. With&nbsp;<a href="https://www.bbc.com/worklife/article/20210921-why-companies-dont-post-salaries-in-job-adverts" target="_blank" rel="noopener">only 12.6% of global companies</a>&nbsp;publishing their salaries, when pay is public it makes it easier for&nbsp;<a href="https://www.bbc.com/worklife/article/20210921-why-companies-dont-post-salaries-in-job-adverts" target="_blank" rel="noopener noreferrer">other companies to poach employees</a>&nbsp;and candidates.
For some companies, this stance can also come from not knowing market rate and wanting to see what&rsquo;s on offer before settling on what to pay (in this instance, we always recommend working with a specialist recruitment partner to help benchmark opportunities and expectations from the outset).
<h3>What your organisation can be doing if salary visibility is not possible</h3>
If you don&rsquo;t wish to post the salary on a job advertisement in spite of the evidence of salary visibility benefits &ndash; there are other things you can focus on to attract the best candidates. In our survey, we found that the&nbsp;<a href="../../../../../../insights/what-tech-candidates-want-2023" target="_self">second most important factor</a>&nbsp;for candidates looking for roles is flexible working. If you can offer a flexible schedule to your future applicants, this will lead to an uplift in applications. There is also the option to offer candidates the opportunity to work from home, as&nbsp;<a href="../../../../../../insights/what-tech-candidates-want-2023" target="_self">26.43% of candidates</a>&nbsp;think work flexibility would attract them to a role.
The respondents to our survey also believe company culture and values, alongside a healthy work/life balance, would lead them to apply. If your company already has the above, make sure you&rsquo;re able to promote this externally, such as on social media or review platforms like Glassdoor. If your organisation isn&rsquo;t quite there yet, focus on implementing different ways of working and consult with employees on what they believe would make the difference. A smooth process could help, with candidates looking for a speed during the recruitment proves but having salary transparency as soon as possible during the application process is the overall best practice from a candidate&rsquo;s perspective.
&nbsp;
If you would like to learn more about our results from the What Tech Candidates Want 2022 survey, you can view our&nbsp;<a href="https://www.lorienglobal.com/insights/what-tech-candidates-want-2023">findings here</a>. To learn more about creating a successful recruitment process that will help you attract and retain top talent, reach out to us at&nbsp;<a href="mailto:solutions@lorienglobal.com">solutions@lorienglobal.com</a>.

As part of Lorien’s annual What Tech Candidates Want survey, we’ve been engaging with our network and the wider tech community to identify the key drivers for candidates in the current job market.

The importance of salary visibility

An overview of the upcoming changes and implications for UK businesses.

With the UK navigating its first year under a new Labour government, significant shifts in employment law are either already underway or on the horizon. To avoid potential challenges, businesses must stay ahead of these developments and prepare for the changes.
This report explores the implications of these changes, offering expert insights from a recent webinar featuring Jon Keeble, Employment Law Partner at DWF, and Nigel Crebbin, Employment Law Director at DWF. 
Key topics include:
<ul>
<li>Introduction of &lsquo;day one&rsquo; rights and changes to unfair dismissal laws&nbsp;&nbsp;</li>
<li>Restrictions on zero-hour contracts &nbsp;</li>
<li>New limitations on fire-and-rehire practices &nbsp; &nbsp;</li>
<li>Enhanced Collective Redundancy consultation requirements</li>
<li>Updates to Statutory Sick Pay (SSP) &nbsp;</li>
<li>Rules on Trade Union access and outsourcing</li>
<li>The establishment of a Fair Work Agency &nbsp;</li>
<li>Expanded family-related protections and leave entitlements</li>
<li>Actions addressing the Gender Pay Gap</li>
<li>A stronger emphasis on Flexible Working policies</li>
<li>New Worker Protection measures&nbsp;</li>
</ul>
Get ahead of these changes to safeguard your compliance and adapt effectively.
Download the full report by filling out the form today.
&nbsp;

An overview of the upcoming changes and implications for UK businesses: This report explores the implications of these changes, offering expert insights from a recent webinar

What does a new Labour government mean for employment law?

Sourcing top candidates quickly to fill niche roles for new business innovation centres in London and Manchester. A multinational professional services organisation needed support to attract, hire, and place candidates for a significant number of niche roles, across several job grades. These new roles were created due to the roll out of new technology innovation hubs across the UK, named Ignition.

Our client planned to open brand new innovation centres in both Manchester and London, and needed an expert RPO partner to scale up in these key areas.
<ol>
<li class="MsoNormal">The centres required a high number of new employees, across several different job grades. Candidates were required to be sourced and onboarded in a short timescale, to stay in line with the project timeline for the launch of both hubs.</li>
<li class="MsoNormal">Several positions were also highly niche, including co-facilitator roles, and it was vital that candidate shortlists were aligned with the firm&rsquo;s equity, diversity, and inclusion targets.</li>
<li class="MsoNormal">The original client-defined recruitment process consisted of minimum three face-to-face stages, including a 6&ndash;8-hour test, due to the niche nature of the roles. In the past, this thorough process was fit for purpose as recruitment volumes were relatively low, at circa two hires per month. However, the hiring volumes needed to scale up and meet the demands of the new centres which meant that a new process was essential. Furthermore, the client had traditionally engaged agencies to recruit for roles of this nature, which would have carried a significant increase in cost if the same approach had been taken for the large volume of new centre hires.</li>
</ol>

The Challenge

Lorien designed and implemented a bespoke RPO programme to manage the end-to-end recruitment drive, including the introduction of a more streamlined assessment and interview process. We worked in close collaboration with our client stakeholders to set up effective new assessment centres.&nbsp;
<ul>
<li class="MsoNormal">These centres covered the recruitment of multiple roles and seniority of job grades simultaneously, which allowed the client to streamline the recruitment process and reduce time to offer.</li>
<li class="MsoNormal">Using a variety of inclusive channels aimed at identifying and attracting both active and passive talent, Lorien successfully sourced candidates who were then invited to an initial 30-minute interview with a hiring manager. If successful, they moved onto the selection stage &ndash; an in-person assessment centre.</li>
<li class="MsoNormal">Those candidates that performed well at the assessment centre were then invited to a follow-up informal session with the Ignition Performance Lead before final offers were made.The assessment centre experience was praised by candidates, who described it as engaging and exciting. They specifically enjoyed being immersed into our client&rsquo;s team culture and were impressed by the clear drive to provide opportunities for career growth and development.</li>
</ul>
At the beginning of the project, the only available assessment centre location was in London, due to the Manchester innovation site still being in development. The Lorien team spent time with any candidates based in the North West to ensure they were fully engaged with the job opportunity, and were committed to making the journey to London as required for further assessment. We worked with our client to ensure travel costs were covered for any candidates making the journey from Manchester to London for the assessment centre day, and kept in regular contact during the pre- and post- assessment centre &lsquo;keep warm&rsquo; period.
During the process, Lorien&rsquo;s expert sourcing partners attended meetings with client stakeholders and our dedicated Recruitment Business Partners to ensure the recruitment campaign was efficient and in-line with the client&rsquo;s shortlist goals. Weekly calls between the enterprise-wide Technology Performance Lead, the Ignition Operations Director, and Associate Partner were also implemented to update and flex to fit any changing recruitment needs. Plus, at the end of each assessment day, post-interview sessions were held with the entire recruitment team to discuss key outcomes and provide feedback to improve the process.

The Solution

Working in partnership with our client, we ran a sizable attraction campaign and end-to-end recruitment process which achieved a 100% offer acceptance rate from candidates who attended the assessment centres. We were praised for delivering a timely, smooth, and high-quality RPO project, whilst providing an engaging candidate experience.
<ul>
<li class="MsoNormal">The firm&rsquo;s hiring experience was elevated successfully, driving efficiency and compliance by reducing time to hire and interview schedules.</li>
<li class="MsoNormal">As the quality of candidates was extremely high following the completion of the first assessment centre, our client introduced additional roles in order to make further offers to top talent. We also drastically reduced agency costs by focusing on a direct sourcing strategy for all role types, achieving a 100% direct sourcing rate.</li>
<li class="MsoNormal">Following this project, Lorien has successfully continued to support the growth of Ignition. We now assist with recruitment drives for senior hires, in addition to the current scope of our RPO service.</li>
</ul>

The Results

Sourcing top candidates quickly to fill niche roles for new business innovation centres in London and Manchester. A multinational professional services organisation needed support to attract, hire, and place candidates for a significant number of niche roles, across several job grades

RPO Case Study: Hiring niche talent at scale and controlling costs to support a tier 1 professional services firm launch two new innovation centres

As part of the <a href="https://www.impellam.com/" target="_blank" rel="noopener">Impellam Group</a>, Pride Month is very important to us here at Lorien. We always strive to focus on diversity and inclusion both internally and externally. This Pride Month we have celebrated with some fun activities including a company wide bake-off fundraiser, a pop-culture quiz and lots more.
To keep those celebrations going, we thought it would be fitting to honour Pride Month by highlighting what it means to our colleagues in the Impellam Group.
&nbsp;
<h5 class="MsoNormal">James Stabler &ndash; Client Marketing Executive at Lorien</h5>
<h5 class="MsoNormal">What does Pride Month mean to you?</h5>
To me, Pride Month is all about celebrating how far the LGBTQIA+ community has come. We should remember the hard work that came before us that has allowed us to get where we are right now.
It&rsquo;s important to remember that Pride started as a protest for equal rights and for visibility of the community. We still have a long way to go though, and we need to protect all members of the community.
<h5 class="MsoNormal">What do you like to see in an ally?</h5>
An ally is not just simply someone who supports LGBTQIA+ rights &ndash; although that is amazing! An ally is someone who helps to educate and challenge others who may have outdated or harmful views on the community.
<h5 class="MsoNormal">What is a positive memory you have of Pride?</h5>
Pride is such a great celebration of all things LGBTQ+ and it&rsquo;s amazing to be in a safe space with all of my queer peers who may not be able to be their true selves due to religion or culture. My favourite memory is having so much fun with all of my friends!
&nbsp;
<h5 class="MsoNormal">Talia Faverzani &ndash; Marketing Assistant at SRG</h5>
<h5 class="MsoNormal">What does Pride Month mean to you?</h5>
Pride Month is a time to celebrate how far we have come in terms of acceptance for the LGBTQIA+ community. But it is important to still raise awareness of issues affecting the community even as society becomes more accepting.
<h5 class="MsoNormal">What do you like to see in an ally?</h5>
A good ally respects others for who they are. Listening to members of the community, researching our history and being understanding are all very valuable things to me in an ally.
<h5 class="MsoNormal">What is a positive memory you have of Pride?</h5>
For me, one of my absolute favourite memories of Pride is my very first one in 2019. Walking around the Gay Village and Canal Street in Manchester, seeing the amazing parade, and then watching Ariana Grande perform. The atmosphere was warm, and everyone around me was happy.
&nbsp;
And our celebration of the community isn&rsquo;t over yet. We are looking forward to taking part in the <a href="https://www.manchesterpride.com/parade" target="_blank" rel="noopener">Manchester Pride Parade</a> in August with 50 of our team walking with us! The theme this year is &ldquo;&rsquo;Buzzin&rsquo; to be queer &ndash; a hive of progress&rdquo; and we&rsquo;re sure it&rsquo;s one not to miss.
&nbsp;
To read more of our insights, <a href="https://www.lorienglobal.com/insights">click here</a>. To see our Manchester Pride celebrations in August, and other inclusive events we take part in, follow us on <a href="https://www.linkedin.com/company/lorien/?viewAsMember=true">LinkedIn</a> and <a href="https://www.instagram.com/lorienglobal/">Instagram.</a>

Here at Lorien, we always strive to celebrate diversity and equality. Find out why Pride Month matters to Lorien and Impellam Group in this blog.

What Pride Month means to Lorien

Discover UK salaries, daily rates and hiring trends in the technology and digital market in our latest report.

<main>
<section class="styles_root__nzPlp py-5">
Are you looking to benchmark your company&rsquo;s salary packages against competitors?&nbsp; What is the industry standard for niche and emerging tech sectors? Or are you a technology professional seeking to uncover salary trends, daily contractor rates and expectations for your role?
Lorien's 2024 UK Salary Survey offers unique salary insights and hiring data from a range of skillsets within technology. From AI to cybersecurity, software engineering, data and many more, we hope that this report can become an invaluable resource to power your future career or recruitment strategy.
Using data from placements and analysing against key market insights, our comprehensive report provides a powerful resource to navigate the UK technology market.
Download the report and unlock exclusive insights into:
<ul>
<li>UK average salary ranges by technology skillset.</li>
<li>Salary trends and daily rate by location.</li>
<li>Average time in a role by skillset.</li>
<li>Gender split by industry sector.</li>
<li>Demand by skillset and job retention.</li>
</ul>
At Lorien, we believe in empowering the future of tech by offering key insights into the industry, fostering growth for both our clients and candidates. From emerging technology to niche recruitment solutions, market rates and competitor analysis, we are always learning, adapting, and educating.
Complete the form to gain exclusive access to our UK Technology and Digital Salary Survey 2024!
Interested in finding out about salary trends in North America? Our Technology and Digital Salary Survey is now a global campaign,&nbsp;<a href="https://www.lorienglobal.com/us/salary-survey-2024">US Salary Survey 2024</a>.
</section>
</main>

Lorien's 2024 UK Salary Survey offers unique salary insights and hiring data from a range of skillsets within technology.

Technology and Digital Salary Survey UK 2024

In this new report, we share our latest industry research into what professional candidates are looking for from employers during their job search, providing invaluable insight into the talent market of 2024.

As organisations consider their recruiting and hiring strategy for 2024, it&rsquo;s never been more important to understand what prospective candidates want when joining a new company. In today&rsquo;s complex talent market, unemployment remains low, and candidates have strong opinions on their &lsquo;must-haves&rsquo; when looking for a new role. No matter the industry, identifying and understanding a candidate&rsquo;s top priorities is key to attracting and retaining top talent.
For the first time, Lorien are proud to release &lsquo;Professional Pursuits &ndash; Employment and Hiring Preferences of HQ Candidates&rsquo;. In this new report, we share our latest industry research into what professional candidates are looking for from employers during their job search, providing invaluable insight into the talent market of 2024.

Professional Pursuits - Employment & Hiring Preference of HQ Candidates 

Discover the latest industry research into the current trends and expectations of tech, digital, and change professionals during their job search. 

With the demand to hire tech candidates at an all-time high, knowing what the market wants has never been more important. In Lorien&rsquo;s new &lsquo;What Tech Candidates Want&rsquo; report, we share our latest industry research into the current trends and expectations of tech, digital, and change professionals during their job search.
In the past decade, technology has evolved from being a &lsquo;nice to have&rsquo; to business critical, and top talent is at the heart of how businesses can get ahead of their competitors.
In Lorien&rsquo;s 2024 &lsquo;What Tech Candidates Want&rsquo; report, we share our latest industry research into what makes tech, digital, and change candidates tick when they&rsquo;re on the job hunt. Using survey data from the Lorien UK tech and digital candidate database, our report offers critical insight into current hiring trends in the UK tech market, what influences candidates to apply for a role, and the&nbsp;key components that make up a great candidate experience.
Headline results include:
<ul>
<li>87% of candidates expect to look for a new role in the next 12 months.&nbsp;</li>
<li>77% of candidates expecting to look within the next 6 months.&nbsp;</li>
<li>Only 7% of candidates would prefer to work in the office full-time.&nbsp;&nbsp;</li>
<li>92% of candidates want the end-to-end recruitment process to be completed within 4 weeks.&nbsp;&nbsp;</li>
</ul>
<h5 class="MsoNormal">Download the full UK report today!&nbsp;</h5>
Interested in finding out about tech hiring trends in North America? &lsquo;What Tech Candidates Want&rsquo; is now a global campaign,&nbsp;<a href="https://www.lorienglobal.com/us/what-tech-candidates-want-2024">find out more about the Lorien NA report here.</a>

What Tech Candidates Want 2024

LONDON, 21st MARCH 2024: HeadFirst Group and Impellam Group <a href="https://www.impellam.com/insights/HeadFirst-group-join-forces" target="_blank" rel="noopener">today announced</a> that they have joined forces to become one of the world&rsquo;s leading STEM talent and Managed Service Providers with a distinctive HR tech platform for professionals. The expanded group has &euro;8 billion spend under management, 2,100 expert colleagues, and over 75,000 professionals serving customers across the globe.
This strategic step provides customers with a unique, truly global tech and talent solution to ensure they stay at the forefront of their industry. The deal has created an unparalleled force in digital, IT, data, life sciences, clinical and engineering talent and leaves the expanded group well-placed to drive market beating growth and to deliver increased value for colleagues, customers, professionals, suppliers, and shareholders.&nbsp;&nbsp;
Han Kolff, chairman of the Board, commented: "We are proud to have brought industry leaders HeadFirst and Impellam together. As well as vast geographic reach, our expanded group combines world-class expertise and market-leading tech, providing customers with mission critical talent, hereby creating a unique platform for growth in a growing market. I am confident HeadFirst and Impellam will power the next world of work together.&rdquo; Julia Robertson, CEO of Impellam and the enlarged group, said: &ldquo;We have an exciting future ahead of us. In a world where talent and tech must come together to build better businesses, we will collaborate to leverage the combined strength and capability of our market-leading brands, our people, and our distinctive technology. Our complementary cultures and our focus on our customers&rsquo; needs will ensure we deliver market-leading, digitally enabled, and differentiated solutions to our customers across the world.&rdquo;
 Experienced team driving growth agenda
Leading the future success and growth of the combined business, the Board of the new group includes: Han Kolff, non-executive chairman, Julia Robertson, group CEO, Tim Briant, group CFO, Marion van Happen, CEO of HeadFirst Group, as well as non-executive directors and co-founders Koen Bekkering and Boyd Sleeman.&nbsp;
There will be no immediate changes to the day-to-day operations of Impellam Group and HeadFirst Group. Impellam and HeadFirst will continue to deliver industry-leading solutions to customers, suppliers and professionals.&nbsp;&nbsp;
Following the completion of the transaction, Lord Ashcroft, the former majority shareholder of Impellam Group will serve as non-executive director on the board.
About HeadFirst Group
HeadFirst Group is a leading, international HR-tech service provider and the largest platform for professionals in the Benelux, operating across fifteen European countries. The organisation offers a wide range of HR solutions, such as Managed Service Providing, Recruitment Process Outsourcing, IT Sourcing &amp; Recruitment and HR consultancy. More than twenty-five thousand professionals work for over five hundred customers in Europe, through which HeadFirst Group realises an annual gross revenue in 2023 of over two and a half billion euros. The main brands of HeadFirst Group are MSP (including intermediary services) labels HeadFirst, Between and Staffing Management Services, RPO and recruitment specialist Sterksen, IT talent sourcer StarApple, and Belgian HR-tech company ProUnity.
For more information about HeadFirst Group: <a href="https://www.headfirst.group">www.headfirst.group</a>.
About Impellam Group
Impellam is a connected group providing global workforce and STEM talent solutions. Our 1700 people and market leading brands work across a broad spectrum of industries and job categories throughout North America, the UK and Europe and Asia Pac. Our award-winning Global Managed Services provide a diverse range of digitally enabled, multi-disciplinary workforce solutions to organisations. We are upper quadrant industry leaders in Managed Service Provision and Services Procurement, and IT. Our STEM businesses are specialists in recruiting and engaging talent in the key growth markets of technology, digital, data analytics, science, clinical and engineering and work with customers across all sectors and sizes. We believe in the power of work. Through the power of work, we build better businesses and help people lead more fulfilling lives.
Our brands include: Comensura, Guidant Global, SRG, Lorien, Carbon60 and Bartech.
For more information about Impellam Group: <a href="http://www.impellam.com">www.impellam.com</a>.
Note to editors
Please contact Bart van der Geest, Head of Marketing &amp; Communication at HeadFirst Group, on +31(0)6 &ndash; 15 89 95 74 or <a href="mailto:bart.vandergeest@headfirst.">bart.vandergeest@headfirst.group</a> or Kirsty Tranter, Global Head of Communications at Impellam Group, on <a href="mailto:kirstytranter@impellam.com">kirstytranter@impellam.com.&nbsp;</a>

HeadFirst Group and Impellam Group join forces to become a global leader in STEM, digital and IT talent, managed services and HR tech.

HeadFirst Group and Impellam Group join forces

From discussions on flexible working to the importance of salary visibility and the rise of the digital age, &nbsp;we&rsquo;ve had a busy year of blogging at Lorien! Read below to see the highlights from 2023 you won&rsquo;t want to miss, and don&rsquo;t forget to check out our <a href="https://www.lorienglobal.com/insights/events-awards-2023">awards and events round up</a> to see what our team have been up to in 2023.
<h4 class="MsoNormal">The future of the four-day working week</h4>
The four-day working week became even more of a hot topic this year after a successful pilot was launched in the UK for employees to work a 32-hour week. UK Director of Delivery Adam Robinson gave his thoughts on the possibility of adopting a four-day working week, and all the pros and cons that come with it. <a href="https://www.lorienglobal.com/insights/future-four-day-week">Read Adam&rsquo;s thoughts, alongside the results of the UK&rsquo;s four-day pilot, here.</a>
<h4 class="MsoNormal">The importance of salary visibility</h4>
Our What Tech Candidates Want 2023 survey offered unique insight into candidates&rsquo; thoughts, including their feelings on salary visibility. We used the survey results to highlight why salary is still a main driver for candidates in tech, and why organisations should advertise roles with a salary included. We also offer advice for organisations who are unable to publish salary information. <a href="https://www.lorienglobal.com/insights/the-importance-of-salary-visibility">Explore more on salary visibility here.</a>
<h4 class="MsoNormal">Permanent vs Temporary Work</h4>
With the number of job applications continuing to rise in 2023, we wanted to shed some light on options for candidates. Many candidates don&rsquo;t know the best fit for them or are not aware of the variety of opportunities out there. Our blog helped identify the differences between a permanent and a temporary role. <a href="https://www.lorienglobal.com/insights/permanent-vs-temporary-work">Learn more on the benefits and drawbacks of each type of role here.</a>
<h4 class="MsoNormal">Gen Z: How to attract and retain the digital generation</h4>
As the tech and digital talent shortage continues, we explored ways organisations are able to tap into the Gen Z candidate pool. With Gen Z candidates already equipped with tech knowledge, and a well-reported ability of easily picking up new digital skills, organisations are encouraged to get them on board. <a href="https://www.lorienglobal.com/insights/gen-z-how-to-attract-and-retain-the-digital-generation">Understand what motivates Gen Z workers by reading our blog.</a>
<h4 class="MsoNormal">How important is flexible working to tech candidates?</h4>
This year saw an influx of companies returning to office working and leaving hybrid or remote working behind. However, in our What Tech Candidates Want 2023 survey, we learned what candidates actually desire &ndash; flexibility. Our blog explored the future of flexible working, and how organisations can use flexibility to boost candidate attraction, alongside other valuable insights that can be <a href="https://www.lorienglobal.com/insights/flexible-working-importance">found here.</a>
If you&rsquo;re interested in more insights from Lorien, make sure to follow us <a href="https://www.linkedin.com/company/lorien/?viewAsMember=true" target="_blank" rel="noopener">on LinkedIn</a> and check our insights page <a href="https://www.lorienglobal.com/insights">here</a>!

As we reach the end of the year, we highlight some of our most popular and well-discussed blogs - including discussions on new ways of working and salary visibility.

Our best blogs in 2023

Taking place at The Lowry Hotel in Manchester, this event will feature thought leadership presentations, peer-to-peer roundtable sessions and plenty of networking opportunities.
Attendees will have the opportunity to hear from their peers on best recruitment practices, take part in strategic roundtable discussions and get inspired by success stories from talent professionals in tech.
<h4>Headline Partner</h4>
As headline partner, the Lorien team will be taking to the stage for an insightful presentation which will focus on using data and talent intelligence for hiring success. We will be joined on stage by a colleague supporting our longstanding RPO client KPMG, who will discuss how Lorien have contributed to their talent attraction.
Alongside this, our team will be chairing roundtable discussions, and will be ready to answer any questions you may have when you visit our company stand. Our stand will be packed with a selection of gifts and goodies, plus IHR attendees will have the chance to enter our exclusive giveaway. So, don&rsquo;t hesitate to come and say hello!
<h4>Our Team</h4>
We are thrilled to be presenting at this fantastic event &ndash; you can learn more about the team presenting here:
<a href="https://www.linkedin.com/in/joanna-fagbadegun-b284aa7/" target="_blank" rel="noopener noreferrer">Joanna Fagbadegun</a>&nbsp;- Sales Director at Lorien Joanna has 20 years&rsquo; talent acquisition and recruitment outsourcing experience, working with a number of organisations across a range of industries, including technology, e-commerce, financial services and professional services. She is responsible for growth and new business for Lorien&rsquo;s Managed Solution portfolio, including commercials, solution design and contracts. Jo tunes into customer requirements to ensure our solutions are effective, innovative and agile.
<a href="https://www.linkedin.com/in/darrentopping/">Darren Topping</a>&nbsp;- Director of Solutions &amp; Insight at Lorien Darren joined Lorien in 2008 as a tech specialist recruiter and became Director of Solutions and Insight in 2019. Responsible for insight, data, and innovation, Darren uses his market knowledge to give our clients full visibility of market information and forces &ndash; driving innovation, efficiencies and continuous improvement. Darren is a dedicated supporter of social mobility. Within Lorien, he is a mental health first aider, as well as an ambassador for the Tech Talent Charter.
<a href="https://www.linkedin.com/in/andysmith1/">Andy Smith</a>&nbsp;- Head of Talent Attraction/Delivery supporting KPMG With over 15 years industry experience, Andy leads talent attraction for C to E grade hires at KPMG. Heading up a team of multi-discipline recruiters covering a broad range of roles across Tech, Audit, Tax, Change, Data and HR, Andy has been known throughout his career for creative talent acquisition strategies and utilising data to enhance these strategies.
<h4>Our Presentation: Using data &amp; talent intelligence to improve tech hiring success</h4>
When?&nbsp;10:10am &ndash; 10:40am
Are you using data and talent intelligence to its full potential? This session by Lorien will uncover:
<ul>
<li>What strategies are winning in the current competitive market?</li>
<li>Has the changing economic climate altered candidate expectations?</li>
<li>How can market insight, data &amp; talent intelligence improve hiring success?</li>
<li>What strategies are proving to be most successful in hiring diverse tech talent?</li>
<li>How can understanding adjacent skills increase access to internal and external tech talent?</li>
</ul>
We will also be answering some audience questions at the end of our presentation.
<a href="https://www.inhouserecruitment.co.uk/event/recruitment-leaders-conference-manchester/">Please join us at this event to learn more about Lorien, what we do and how we could help your business in the future.</a>

On Thursday 19th October, we are delighted to be attending the IHR Recruitment Leaders Conference in Manchester as their headline partner!

Lorien headline partner at IHR Recruitment Leaders Conference

Lorien, powered by Impellam Group, is delighted to present its comprehensive 2023 Technology and Digital Salary Survey Report, which offers unique insights into market rates and candidate movement across the UK tech industry.
The report is designed to inform and strengthen organisations&rsquo; hiring strategies and ensure tech leaders can make data-driven decisions to attract the best candidates in the market. The results make for interesting reading and will prove to be a useful tool for benchmarking and broadening the necessary understanding of today&rsquo;s complex job market.
Inside the report is a wide range of meaningful stats and data points, including the fact that Cloud and Data are the fastest growing areas within the UK tech market. Cloud and DevOps are one of the highest paying zones of tech as society continues its journey into a more digital world.
The report also highlights the stability of Cybersecurity, with only 6% of candidates changing roles in the last 12 months, whilst cyber-attacks and digital security risks remain a critical area of concern for businesses, foregrounding and increasing the ever-present need and demand for cybersecurity professionals.
Commenting on the report, Managing Director of Lorien, David Gettins, said:
&ldquo;We know that people are at the heart of driving tech innovation forward. At Lorien, everything we do is to help ensure our clients get the talent they need to grow and future-proof their businesses and help our candidates to develop fulfilling careers. We believe in empowering the future of tech, and our salary survey provides important insights and transparency to clients and candidates alike.&rdquo;
<h4>Download the report and&nbsp;unlock exclusive insights into:</h4>
<ul>
<li>UK average salary by skillset</li>
<li>Range of salary and daily rate by location</li>
<li>Average time in a role by skillset</li>
<li>Job retention</li>
<li>Demand by skillset</li>
<li>Insights into candidate sentiment</li>
</ul>
<a href="https://www.lorienglobal.com/salary-survey-2024">Download the 2024 Salary Survey Here</a>

Lorien, powered by Impellam Group, is delighted to present its comprehensive 2023 Technology and Digital Salary Survey Report

Lorien offers unique insights into tech careers in latest report

Client: a multinational professional services organisation providing audit, tax and advisory services. The client was missing a dedicated sourcing partner, meaning the business lacked continuity and risk knowledge. Find out how the Lorien team solved this issue - read the full story below.

<ul>
<li>The client was missing a dedicated sourcing partner in their Risk team, meaning there was very little continuity and limited SME knowledge.&nbsp;</li>
<li>They were using lots of agencies, a majority of which did not take the time to understand the business values and needs, resulting in a random, hectic pushing of CVs -the whole process was desperate to be streamlined.</li>
<li>The lack of understanding of this business area came from a combined effort between several areas within the client's organisation. The business partner and the sourcing partner from other areas need to have frank, open and honest conversations with Hiring Managers, Partners and PLs to understand the different Risk principles.&nbsp;</li>
</ul>

<ul>
<li>This process would categorically not have worked if the sourcing partner and recruitment business partner were not communicating and working hand in hand.&nbsp; Lorien used new ways of tackling the market. Not just using traditional methods like LinkedIn and job boards. Encouraging Hiring Managers to do videos on their career journey and the culture and projects we are working on - showcasing what day-to-day life is like working for the client.</li>
<li>Partners and PLs were also shown cost saving strategies devised by the Lorien team who then educating the Partners and PLs on the best recruitment practices. There was also a bigger focus on candidate and stakeholder interaction, building rapport and F2F meetings.&nbsp;</li>
</ul>

Weekly update emails were sent to the different business areas with all activity broken down for review to ensure nothing was missed. Giving updates on where the Lorien team are in the process. as well as which candidates are at hiring manager review, interview or offer stage. Market insight videos were created to aid with recruitment.
<ul>
<li>Meeting with hiring Managers, candidates to focus on building that F2F rapport ended up being a priceless step and helped create trust between both of the aforementioned parties.</li>
<li>Market maps of each area were created as well as a LinkedIn project being executed to allow the client to build up their own network of candidates.&nbsp;</li>
</ul>

A multinational professional services organisation providing audit, tax and advisory services. The client was missing a dedicated sourcing partner, meaning the business lacked continuity and risk knowledge. Find out how the Lorien team solved this issue.

Case Study: Search for a Sourcing Partner

Whether you&rsquo;re planning your next career move, looking to enter a new industry, or switching from one tech sector to another, it&rsquo;s vital that candidates stay up to date with market rates. At Lorien, we pride ourselves on being the experts when it comes to technology recruitment.&nbsp;&nbsp;Using data from our latest&nbsp;<a href="https://www.lorienglobal.com/insights/lorien-salary-survey-2023">salary survey</a>, we delve into the top roles for 2023, what they involve and what you need to secure them.
<h4>The most in-demand tech jobs 2023</h4>
<h4>AI</h4>
With&nbsp;<a href="https://www.lorienglobal.com/insights/lorien-salary-survey-2023">around 7000 UK candidates</a>&nbsp;in this sector, opportunities within AI continue to grow. Recently, AI has overtaken the Financial Tech sector as&nbsp;<a href="https://sifted.eu/articles/european-fintechs-hiring-ai-roles-2023" target="_blank" rel="noopener noreferrer">the most popular tech sector</a>&nbsp;in Europe, and our salary survey discovered that candidates interested in AI roles have increased by 6% year on year.
So why are AI jobs so in demand? One reason is that AI continues to become more prevalent in today&rsquo;s society &ndash; as seen with the rise of ChatGPT in 2023. Many tech experts have recognised this and wish to grow their skills and knowledge in this area. The link between existing tech candidates and those interested in AI roles is also strong, with these roles offering many overlapping skills such as solid technology backgrounds and collaboration.
The most popular role&nbsp;<a href="https://www.lorienglobal.com/insights/lorien-salary-survey-2023">within AI is an AI Engineer</a>&nbsp;and, with AI roles at the beginning of their lifecycle, there is a lot of scope for it to evolve as companies adapt to new ways of working.&nbsp;In the future, we will see many more organisations&nbsp;&nbsp;form AI-delivering teams, similar to the&nbsp;<a href="https://www.forbes.com/sites/nishatalagala/2023/08/14/the-ai-engineer-myth-unicorn-or-new-normal/?sh=4dbf00d7667c" target="_blank" rel="noopener noreferrer">evolution of Data Scientist</a>&nbsp;and Machine Learning Engineer roles.
<h4>Cloud and DevOps</h4>
Cloud Architects with skills in Azure, Amazon Web Services (AWS) and Google Cloud Platform (GCP)&nbsp;<a href="../../../../../../salary-survey-uk-2023" target="_self">remain the top jobs</a>&nbsp;within Cloud and DevOps, with an&nbsp;<a href="https://www.lorienglobal.com/insights/lorien-salary-survey-2023">average time in role of 18 months.</a>&nbsp;Cloud Architects&nbsp;<a href="https://www.cio.com/article/221831/what-is-a-cloud-architect-a-vital-role-for-success-in-the-cloud.html" target="_blank" rel="noopener">manage everything within cloud computing</a>, from front-end platforms to servers and storage, and they must possess relevant skills and expertise to navigate complex tech environments, whilst leading teams and implementing cloud strategies.
<a href="https://www.lorienglobal.com/insights/lorien-salary-survey-2023">Lorien data estimates</a>&nbsp;that there are c.18,000 UK candidates within the Cloud and DevOps space &ndash; an&nbsp;<a href="https://www.lorienglobal.com/insights/lorien-salary-survey-2023">increase of 4%</a>&nbsp;from 2022. Additionally,&nbsp;<a href="../../../../../../salary-survey-uk-2023" target="_self">25% of </a><a href="https://www.lorienglobal.com/insights/lorien-salary-survey-2023">candidates&nbsp;</a>within this sector changed jobs in the last 12 months, highlighting the demand for experts and the multitude of opportunities within this field.
Many candidates who are at the beginning of their Cloud and DevOps careers are already&nbsp;<a href="https://www.techtarget.com/whatis/feature/Top-7-cloud-computing-careers-and-how-to-get-started" target="_blank" rel="noopener">experienced IT professionals</a>&nbsp;wishing to change specialisms. As these candidates already possess skills such&nbsp;<a href="https://www.techtarget.com/whatis/feature/Top-7-cloud-computing-careers-and-how-to-get-started" target="_blank" rel="noopener">as knowledge of programming languages</a>&nbsp;(Java, JavaScript) and familiarity with&nbsp;<a href="https://www.techtarget.com/whatis/feature/Top-7-cloud-computing-careers-and-how-to-get-started" target="_blank" rel="noopener">database management and programming</a>, including SQL, noSQL and Linux, they have an advantage when entering the sector.
<h4>Cybersecurity</h4>
As the&nbsp;<a href="https://www.uktech.news/partnership/cybersecurity-roles-hiring-now-uk-20230217" target="_blank" rel="noopener">frequency and sophistication of </a><a href="https://www.uktech.news/partnership/cybersecurity-roles-hiring-now-uk-20230217">cyberattacks&nbsp;</a>increase, Cybersecurity experts are more in demand from businesses and organisations, with Chief Information Security Officer currently being the&nbsp;<a href="https://www.lorienglobal.com/insights/lorien-salary-survey-2023">highest paid role</a>&nbsp;within the sector. With an&nbsp;<a href="https://www.lorienglobal.com/insights/lorien-salary-survey-2023">estimated 19,000 candidates&nbsp;</a>within this space, there is an&nbsp;<a href="https://www.lorienglobal.com/insights/lorien-salary-survey-2023">average time in role of 18 months</a>&nbsp;and only&nbsp;<a href="../../../../../../salary-survey-uk-2023" target="_self">6% of </a><a href="https://www.lorienglobal.com/insights/lorien-salary-survey-2023">candidates&nbsp;</a>have changed their role in the last year, indicating high satisfaction.
Additionally, Cybersecurity roles are&nbsp;<a href="https://www.simplilearn.com/what-is-a-cyber-security-analyst-article" target="_blank" rel="noopener">projected to grow up to 31%</a>&nbsp;in the next decade, which is much faster than any other occupation within the tech sphere. With so much opportunity, it&rsquo;s understandable that candidates are drawn to Cybersecurity. A degree is&nbsp;<a href="https://www.simplilearn.com/what-is-a-cyber-security-analyst-article" target="_blank" rel="noopener">not completely compulsory</a>&nbsp;&ndash; candidates can begin in an entry level IT role and work their way up the ladder by gaining experience and the necessary skills.&nbsp;<a href="https://www.simplilearn.com/what-is-a-cyber-security-analyst-article" target="_blank" rel="noopener noreferrer">Certifications also assist</a>&nbsp;with an application and allow candidates to stand out during the hiring process.
<h4>Data and Analytics</h4>
Data and Analytics is an industry that is most affected by the tech skills shortage, with&nbsp;<a href="https://www.uktech.news/sponsored/data-science-great-roles-hiring-now-20221208" target="_blank" rel="noopener noreferrer">demand for data science tasks</a>&nbsp;rising but no professionals to complete them. Respondents to a McKinsey Report said that&nbsp;<a href="https://www.uktech.news/sponsored/data-science-great-roles-hiring-now-20221208" target="_blank" rel="noopener">solving the data analytics skills</a>&nbsp;shortage is a priority focus area for organisations, evidenced by the fact that&nbsp;<a href="https://www.lorienglobal.com/insights/lorien-salary-survey-2023">24% of candidates</a>&nbsp;changed roles in the last 12 months due to the opportunities currently on offer. Lorien&rsquo;s salary survey found that there are&nbsp;<a href="../../../../../../salary-survey-uk-2023" target="_self">currently c.65,000 UK candidates</a>&nbsp;in this space &ndash; an increase of 5% year on year &ndash; and the&nbsp;<a href="https://www.lorienglobal.com/insights/lorien-salary-survey-2023">highest paid role</a>&nbsp;is a Chief Data Officer.
Roles within Data and Analytics typically involve utilising data to inform strategic decisions and enhance the running of organisations. This&nbsp;<a href="https://economictimes.indiatimes.com/jobs/mid-career/business-analytics-vs-data-analytics-key-differences-and-roles-explored/articleshow/102984535.cms?from=mdr" target="_blank" rel="noopener noreferrer">data can help anticipate the future</a>&nbsp;and can advise on potential behaviours and future earning by considering past and present figures. Many organisations use Data and Analytics to make decisions about marketing, ops and other areas, which is why the impact of the digital skills shortage continues&nbsp;<a href="https://www.uktech.news/sponsored/data-science-great-roles-hiring-now-20221208" target="_blank" rel="noopener">to cost the UK economy &pound;12.8bn</a>&nbsp;per year. To solve the shortage, many candidates are upskilling themselves, with employers offering training opportunities to existing tech candidates.
<h4>Software Engineering</h4>
Recent data has highlighted that&nbsp;<a href="https://tech.eu/2023/03/31/why-software-engineering-continues-to-be-a-safe-career-bet/" target="_blank" rel="noopener">many roles within Software Engineering are highly sought</a>&nbsp;after by organisations, including Back-End Engineers, Full Stack Engineers and Front-End Engineers. Additionally, our&nbsp;<a href="https://www.lorienglobal.com/insights/lorien-salary-survey-2023">salary survey</a>&nbsp;found that Software Development Managers&nbsp;&nbsp;are current the highest paid employees within Software Engineering. With&nbsp;<a href="https://tech.eu/2023/03/31/why-software-engineering-continues-to-be-a-safe-career-bet/" target="_blank" rel="noopener noreferrer">Software Engineering salaries remaining steady</a>&nbsp;overall in Europe, this sector proves to be a reliable option for careers in tech with many opportunities &ndash; seen by&nbsp;<a href="https://www.lorienglobal.com/insights/lorien-salary-survey-2023">the 20% of candidates</a>&nbsp;that have changed roles in the past year &ndash; and an estimated&nbsp;<a href="../../../../../../salary-survey-uk-2023" target="_self">270,000 candidates in the UK.</a>
Similar to Data and Analytics, the Software Engineering sector currently has a&nbsp;<a href="https://www.finextra.com/the-long-read/672/3-of-the-fastest-growing-software-jobs-in-the-uk" target="_blank" rel="noopener">battle for top talent</a>&nbsp;as the world continues to become more automation-driven, allowing for a candidate-driven market within this space. This is emphasised by the&nbsp;<a href="https://www.finextra.com/the-long-read/672/3-of-the-fastest-growing-software-jobs-in-the-uk" target="_blank" rel="noopener">starting pay for Developers and Engineers</a>&nbsp;within Software Engineering being 64% above the UK average, with&nbsp;<a href="https://www.finextra.com/the-long-read/672/3-of-the-fastest-growing-software-jobs-in-the-uk" target="_blank" rel="noopener">much of the talent coming</a>&nbsp;from Manchester, Birmingham, Milton Keynes and Reading alongside the key location of London.
With regards to skills,&nbsp;<a href="https://tech.eu/2023/03/31/why-software-engineering-continues-to-be-a-safe-career-bet/" target="_blank" rel="noopener">JavaScript, Redux and Typescript skills</a>&nbsp;are the most in-demand within the sector, with candidates in Software Engineering requiring expertise within computer programme and&nbsp;<a href="https://targetjobs.co.uk/careers-advice/information-technology/what-software-engineering-guide-new-developments-challenges-and-graduate-careers" target="_blank" rel="noopener">implementing, testing and maintaining</a>&nbsp;software whilst sitting in a team of other engineers to work closely on projects.
<h4>Testing</h4>
It is estimated there are around&nbsp;<a href="https://www.lorienglobal.com/insights/lorien-salary-survey-2023">105,000 UK</a>&nbsp;candidates in this space, with many opportunities arising as&nbsp;<a href="https://www.forbes.com/sites/forbestechcouncil/2023/02/13/how-will-software-testing-change-in-2023/?sh=4334068e7af4" target="_blank" rel="noopener">digital transformation continues to impact</a>&nbsp;the Testing field. Roles in Testing are projected to grow&nbsp;<a href="https://www.dice.com/career-advice/how-to-become-a-qa-tester" target="_blank" rel="noopener">25% between 2021 and 2031</a>&nbsp;due to traditional industries&nbsp;<a href="https://www.forbes.com/sites/forbestechcouncil/2023/02/13/how-will-software-testing-change-in-2023/?sh=4334068e7af4" target="_blank" rel="noopener">now investing in internal Testing</a>&nbsp;teams. The average time a candidate remains in a role in this sector is&nbsp;<a href="https://www.lorienglobal.com/insights/lorien-salary-survey-2023">22 months</a>, which is significantly higher than other sectors within technology, highlighting that Testing is a thriving space.
The highest paid role in&nbsp;<a href="../../../../../../salary-survey-uk-2023" target="_self">2023 is a Test Architect</a>, a role which&nbsp;<a href="https://programminginsider.com/how-to-move-to-software-testing-from-non-it-background/" target="_blank" rel="noopener">requires knowledge</a>&nbsp;of basic software testing, and understanding of the Software Testing Life Cycle. Other roles within Testing may also involve&nbsp;<a href="https://programminginsider.com/how-to-move-to-software-testing-from-non-it-background/" target="_blank" rel="noopener">knowledge of Linux commands</a>, understanding the fundamentals of databases in order to validate data, and proper utilisation of software testing tools.
<h4>Are you interested in a career in technology?</h4>
We can help! Don&rsquo;t hesitate to&nbsp;<a href="https://www.lorienglobal.com/contact-us">contact us here</a>&nbsp;and discuss your new future. Upload your CV, browse our job board or talk to a consultant today, and start your journey with Lorien.
<h4>Lorien&rsquo;s Technology and Digital Salary Survey 2023</h4>
To view our salary survey, which includes detailed salary breakdowns by skillset across multiple technology sectors, alongside additional insights about the industry,&nbsp;<a href="https://www.lorienglobal.com/insights/lorien-salary-survey-2023">click here.</a>

Using data from our latest salary survey, we delve into the top roles for 2023, what they involve and what you need to secure them.

The most in-demand tech jobs for 2023 – and how to land them

Following a competitive tender process, a global life sciences company selected Lorien to deliver their HR Transformation Programme via a fixed price Statement of Work. Delivery included an enterprise-wide change to the existing HR model, and model revisions to ensure flexibility. Want to know how we did it?

The Global life sciences company was undertaking a global Human Resources Transformation Programme. The programme consisted of an enterprise-wide change to the client&rsquo;s HR operating model and business processes, supported by a series of significant system changes including implementing a global single instance of HCM (Workday), a case management system, document management solution and a knowledge management solution.
<ul>
<li>The delivery was governed as one overarching programme and was originally planned to be rolled out using permanent resource from the client, supported by a bench of IT contractors.</li>
<li>Due to concerns about IR35 and increased costs from labour market they later revised this model to ensure more structure and agility by moving to a fixed price delivery model.</li>
</ul>

Following a competitive tender process, the client selected Lorien to deliver the transformation programme via a Statement of Work (SoW), working closely with the internal HR and technology teams, the HCM provider and a wide array of 3rd party providers to ensure the programme was delivered on budget, in time, and to expectations.

Lorien successfully deployed Workday to the client, managing 140 different integrations from over 30 3rd party supplier systems and successfully migrating 14,000 employees data across 42 countries to the new system without any loss.
<ul>
<li>Despite the complexities of the implementation (including a position of minimal global data and over 100 local HR systems), the team successfully hit all objectives, enabling us to deliver the programme to plan and on budget.</li>
<li>Feedback from the client was overwhelmingly positive. Stakeholders praised Lorien for the technical precision and efficient management of a complex delivery and were particularly pleased with the lack of issues and minimal changes needed post-deployment.</li>
</ul>

The Result

Case Study: Global Life Sciences Company

In this fast moving, technology candidate marketplace, it&rsquo;s more important than ever for companies to stay aware and ahead of the curve when it comes to salary and contractor day rates.
In Lorien&rsquo;s Technology and Digital Salary Survey, we share the latest market insights and data to help inform your hiring decisions in 2023 and beyond.
You can use our salary survey to compare salaries and daily rates, allowing you to ensure your remuneration packages are up to date and benchmarked against competitors. With tech candidate demand still at a high, it is vital that organisations are up to date with market rates and recruitment demands to ensure they can attract and retain the top talent. &nbsp;
Download the report and&nbsp;unlock exclusive insights into:
<ul>
<li>UK average salary by skillset.</li>
<li>Range of salary and daily rate by location.</li>
<li>Average time in a role by skillset.&nbsp;</li>
<li>Job retention.</li>
<li>Demand by skillset.&nbsp;</li>
<li>Insights into candidate sentiment.&nbsp;</li>
</ul>
Our report delves into average salaries and daily rates for a range of different skillsets within technology, from artificial intelligence to cybersecurity, data analytics, software engineering and many more. If hiring and retention is a key goal for 2023 and 2024, the Lorien Technology and Digital Salary Survey is an invaluable resource.
<h3 class="component-header">Numbers worth knowing</h3>
<article class="rich-text-article">
At Lorien, we believe in the power of technology. That&rsquo;s why we keep up to date with tech advancements and the latest trends to provide regular market insight to our customers. From emerging technology to niche recruitment solutions, market rates and competitor analysis, we are always learning, adapting, and educating.
Check out our insights page, follow us on LinkedIn, or get in touch with the team to learn more about what to expect from the tech workforce in the future, and how we can help you achieve your people strategy.
Fill out the form below to gain exclusive access to the 2023 Salary Survey results!
</article>

Lorien's 2023 UK Salary Survey offers unique salary insights and hiring data, allowing you to utilise this as a tool to inform your hiring decisions.

Technology and Digital Salary Survey 2023 Results from Lorien

With the digital skills gap continuing to widen, focuses within the technology industry have shifted towards soft skills. Softer skills, including dependability and interpersonal skills, combined with an openness to learn&nbsp;<a href="https://technative.io/why-soft-skills-are-key-to-filling-the-digital-talent-gap/" target="_blank" rel="noopener">could be the solution to shortages</a>&nbsp;across the industry.
Although hard skills remain important, they are no longer crucial and employers are searching for candidates with softer skills &ndash; a candidate who can work effectively as part of a team and who can interact well with others. In light of this, we have identified the top soft skills tech employers are currently searching for below.
<h4>Communication</h4>
Communication will always be key in any industry and is an&nbsp;essential skill when working as part of a team. Effective communication with your coworkers improves teamwork, with all colleagues on the same page due to clear and direct information and encourages collaboration amongst your peers. Communication also helps resolve &ndash; or even avoid &ndash; many issues in the workplace as it encourages active listening and professional replies to problems. This also assists in preventing any disagreements that may escalate and create a tense work environment.
Whilst communication is integral to working better with your colleagues, it also creates better relationships with existing or potential clients. An open and honest line of communication builds trust between both parties and can lead to successful professional discussions.
<h4>Time Management</h4>
Your time management &ndash; or lack of &ndash; can significantly impact the rest of your team and their impression of you. For example, if you&rsquo;re often late to start the day this may lead to your coworkers to think you&rsquo;re unreliable. By being on time for your working day, you will ensure you won&rsquo;t miss any important tasks for the day and won&rsquo;t be playing catch up.
More generally speaking, time management is also important for meeting deadlines. There will likely be a negative impact for not adhering to any deadlines, which could range in severity. To avoid this, you should plan your workload effectively to adhere to any deadlines given to you. When setting your own deadlines, make sure this is realistically achievable before sharing it to avoid any delays or stressful situations. Meeting deadlines and completing tasks in good time shows your colleagues and any higher-ups that you&rsquo;re trustworthy and dependable.
<h4>Organisation</h4>
Organisation and time management go hand-in-hand &ndash; it&rsquo;s hard to be organised without good time management, and vice versa. Showing that you are organised to your employer leads to them placing more confidence in you and giving you&nbsp;multiple responsibilities and projects.
Effective organisation can come in the form of simply staying on top of your workload and completing tasks in a timely manner, or creating schedules for all processes you&rsquo;re involved in. It can look different for every role, but it mostly comes down to completing work accurately, achieving key goals and avoiding costly mistakes.
<h4>Critical Thinking</h4>
The ability to think on your feet and solve problems will open many doors for you in the technology world. This skill means that you can look at a situation objectively and create an appropriate solution &ndash; something that is valuable to employers as it can reduce both cost and time.
Critical thinking skills allow you to analyse information and make informed decisions in the workplace by learning more about the situation, considering possible solutions and researching other potential options. Being a good critical thinker also means you&rsquo;re likely good at observing situations, collecting information and problem-solving.
<h4>Creativity</h4>
Being creative links into technology roles significantly, as you have to design creative innovations, products and processes within the industry. In fact, technology jobs themselves create solutions and designs that assist in moving forward companies, or even the wider industry, within tech.
Creativity also enables other soft skills, such as critical thinking, by allowing complex problems to be solved with unique and original solutions. Workplaces that encourage creativity are also more likely to&nbsp;<a href="https://www.linkedin.com/pulse/why-creativity-important-workplace-katy-poon/" target="_blank" rel="noopener">attract and retain employees</a>, as creativity encourages teamwork and collaboration to solve issues in fast-paced environments.
Creativity and curiosity also fit together well in the working environment, with both encouraging learning and upskilling. Additionally, candidates perform better at work when they&rsquo;re curious, as found in&nbsp;<a href="https://hbr.org/2018/09/the-business-case-for-curiosity" target="_blank" rel="noopener">a study conducted by Harvard Business Review</a>. The study discovered that curiosity was associated with&nbsp;<a href="https://hbr.org/2018/09/the-business-case-for-curiosity" target="_blank" rel="noopener">better job performance</a> and encouraged colleagues to take an interest in each other&rsquo;s ideas.
For more candidate insights from Lorien, click&nbsp;<a href="https://www.lorienglobal.com/insights">here.</a> or, our browse our <a href="https://www.lorienglobal.com/jobs">available job opportunities </a>&ndash; where you can put these soft skills to use &ndash; are available to view&nbsp;<a href="https://www.lorienglobal.com/jobs">here.</a>

With the digital skills gap continuing to widen, focuses within the technology industry have shifted towards soft skills. Softer skills, including dependability and interpersonal skills, combined with an openness to learn could be the solution to shortages across the industry.

The most in-demand soft skills in tech for 2023

The client wanted to improve their employee experience by launching a new EX system across their worldwide network. Due to the size of the project they needed a dedicated implementation manager. The size of the UK candidate pool was so small that Lorien needed implement a omni-channel international search.  Read the full story below.

<ul>
<li>The client were looking to reduce their costs as they roll out the use of a new Employee Experience system (EX) across the global member firms.</li>
<li>The service provider they were relying on to design and implement the platform in to each member firm was proving very expensive.</li>
<li>The decision was to hire an experience implementation manager in the Global People Technology Team based in the UK.</li>
<li>An initial search across Linkedin revealed very few certified professionals in the UK (around 135) most of whom were employed by the original service provider themselves.</li>
<li>Linkedin Analytics also revealed huge demand for experienced professionals in this area, so a thorough scoping of the requirement and applicable no poaching contractual agreements would be needed.</li>
</ul>

<ul>
<li>A briefing call was set up between the Hiring Manager and the Recruitment Business Partner (RBP) and Sourcing Partner (SP) team.&nbsp;Given limited UK market, a global search for talent that was willing and able to relocate to the UK was conducted the RBP confirmed this was possible and costings / timescales for any sponsorship needed.</li>
<li>A check was made with the client's procurement team to ensure no anti poaching clauses were in place with previous providers. However, it became clear Lorien could not contact anyone who had worked with the client in the past.</li>
<li>Advertising collateral was posted on the client's Careers site, Linkedin, CWJobs, Indeed, TotalJobs and Jobserve for an all-encompassing digital campaign.Demographics of relevant profiles were identified and messaged in core locations of UK (London), Germany and India.</li>
</ul>

All interested candidates from across all platforms - including direct applications to the clients website were screened by sourcing partners in 24 hours.&nbsp;Candidates who passed the pre-screen were booked into an available interview slot within 72 hours.&nbsp;Candidate to complete 1 hour technical and scenario based interview with feedback being sent back to the RBP team.
The successful candidates were then booked to a Final Director level interview, with Directors from Germany and US conducting the final stage. Once all completed stages have been completed, a decision is to be made and communicated to the candidates.
<ul>
<li>Over a period of just 6 weeks Lorien successfully completed all phases of the recruitment process. Candidate quality was excellent, with a short list of just 6 candidates from the UK, Germany, India and Malaysia being passed to the Hiring Manager. Three of which were interviewed and highly regarded.</li>
<li>Two others were felt to be too senior and the final candidate had to withdraw due to personal circumstances.</li>
<li>Gender diversity was split 50:50 across candidates, adhering to the client's Inclusion, diversity and equality best practice. A female candidate from Malaysia was successfully in obtaining the role and the relocation offer proposal was managed by the RBP team.</li>
</ul>

The client wanted to improve their employee experience by launching a new EX system across their worldwide network. Due to the size of the project they needed a dedicated implementation manager. The size of the UK candidate pool was so small that Lorien needed implement a omni-channel international search.

Case Study: Worldwide Candidate Search

I was recently lucky enough to be asked to participate with a webinar with the&nbsp;<a href="https://www.techtalentcharter.co.uk/home" target="_blank" rel="noopener">Tech Talent Charter</a>&nbsp;(TTC), the&nbsp;topic being &lsquo;What next for diverse hiring?&rsquo;, with a large focus being on some of the findings of the TTC&rsquo;s recent&nbsp;<a href="https://report.techtalentcharter.co.uk/diversity-in-tech" target="_blank" rel="noopener">Diversity in Tech report</a>&nbsp;which revealed that a lot of organisations are doing great work in attracting diverse talent, but that a lot are already using the same methods as each other. The questions posed to me centred around what steps can organisations now take to make a difference to the diversity of their technology workforce, especially now that the basics have been achieved for the most part.
In case you are not aware of the <a href="https://www.techtalentcharter.co.uk/home" target="_blank" rel="noopener">Tech Talent Charter</a>, they were conceived in 2015 to address the UK&rsquo;s tech talent shortage and diversity problem through collective action. The Tech Talent Charter brings together 700+ signatory organisations annually and equips them with the networks and resources to drive their diversity and inclusion efforts.
<h4>Examining the technology candidate market</h4>
When talking about diversity in recruitment it is always important to consider the context in which we are currently operating and in the middle of 2023, we are certainly operating in an interesting backdrop of layoffs, talent shortages, cost of living challenges and the desire for hybrid working &ndash; All of which makes my role at&nbsp;<a href="../../../../../../">Lorien</a>&nbsp;exceptionally interesting!
From my viewpoint, we currently have 2 &lsquo;battlegrounds&rsquo; in the technology candidate market, through which talent diversity is battling for attention. The first one is around candidate salaries.
<a href="https://www.ons.gov.uk/employmentandlabourmarket/peopleinwork/employmentandemployeetypes/bulletins/uklabourmarket/july2023" target="_blank" rel="noopener">ONS data</a>&nbsp;tells us that within the UK we have 76% of the population in employment and 4% unemployment, historically strong numbers. Job vacancies sit at just over 1 million (although have been dropping for 11 straight quarters). Growth in pay sits at around 7%, however when adjusted for inflation growth in pay has fallen by around 1% year on year - We all know this &ndash; We are feeling poorer! When candidates are feeling the pinch, sometimes the natural thing to do it look for a new role with a higher salary. The data from some of&nbsp;Lorien&rsquo;s&nbsp;research&nbsp;<a href="https://www.lorienglobal.com/what-tech-candidates-want-2024">&lsquo;What Tech Candidates Want&rsquo;</a>&nbsp;backs this up. We found that 83% of candidates surveyed will be looking for a new role in the next 12 months, and 40% of these (the majority) were looking for a new role to improve their salary.
Why does this cause a challenge? Because organisations are uncertain of the future economy and because they spent more than expected on hiring in 2022.
In summary candidates are looking to move for increased salaries due to the cost-of-living crisis, and organisations are reluctant to break budgets for a 2nd&nbsp;consecutive year in order to make compelling offers due to the uncertain economy.
<h4>Clashes over work location</h4>
In 2020 and 2021, we largely had no choice about where we worked, we had to be at home. Last year in 2022, organisations were still finding their feet with hybrid working, and now in 2023 I think it would be fair to say that a lot of organisations are moving more towards employees spending more time in the office (not full-time I must stress as this is still largely unusual) but more towards mandated office days versus people picking and choosing when they want to go to an office.
Unfortunately, data shows us that this is not something that the tech workforce want. In our&nbsp;<a href="/what-tech-candidates-want-2024">What Tech Candidates Want</a>&nbsp;study, we found that less than 5% of all candidates want to be in the office full-time, and only 35% want to be in the office 1-2 days per week with 55% of candidates wanting to be fully remote.
The second reason candidates want to move roles behind salary is to look for increased flexible working &ndash; however organisations are moving in the opposite direction.
These two clashes are why I think the hiring market is as strange as it is currently.
<h4>Diversity within tech recruitment</h4>
When the&nbsp;<a href="https://www.techtalentcharter.co.uk/home">Tech Talent Charter</a>&nbsp;<a href="https://report.techtalentcharter.co.uk/diversity-in-tech" target="_blank" rel="noopener noreferrer">surveyed signatories last year</a>, it was pleasing to see that lots of their members have adopted some good practice, for example, using gender de-bias software for job adverts and understanding the importance of diverse job boards and networks. What else could be considered &lsquo;bread and butter&rsquo; practice from a diverse hiring perspective? This obviously differs across organisations, but across&nbsp;<a href="../../../../../../" target="_self">Lorien&rsquo;s</a>&nbsp;client base I would typically see:
<ul>
<li>A commitment from leadership that diversity &amp; inclusion is a genuine priority for the organisation</li>
<li>From a legal standpoint, policies and procedures that prevent bias and discrimination in all aspects of employment are in place</li>
<li>Data really is essential as a starting point for an organisation to be able to measure its progress. As a starting point, this can be just knowing what the make-up of your workforce is today vs the same time last year</li>
<li>Most organisations at this stage also have E,D&amp;I steering groups to help support people and also impact on organisation culture and policy</li>
</ul>
From a more tactical day to day perspective, typical practice that we see from a hiring perspective are:
<ul>
<li>Inclusive job descriptions, using decoders or similar tech to neutralise any non-inclusive language</li>
<li>Good recruiters challenging and consulting with hiring managers to determine the must have skills from the simply desirable skills</li>
<li>Good recruiters using a wide range of candidate sources including specialist job boards and platforms</li>
<li>Flexible working policies and the promotion of these. We found in our&nbsp;<a href="/what-tech-candidates-want-2024">What Tech Candidates Want</a>&nbsp;survey that women prioritised flexible working most on a job specification with 37% saying that flexible working practices on a job description are the most important thing that they look for</li>
<li>More and more organisations are working with upskilling &amp; reskilling firms to create new tech talent from non-traditional backgrounds</li>
<li>At the interview stage, we see organisations asking for and making adjustments for candidates at interview that need them</li>
<li>We are also seeing standardised consistent questioning to enable evidence-based questioning</li>
<li>More organisations have also invested in training for hiring managers, recruiters, and stakeholders on topics such as unconscious bias</li>
</ul>
<h4>Actions to be taken</h4>
With these being broadly the well-established actions that organisations are carrying out to help aid diversity in hiring, there are a whole host of less common practices that can make a difference. Including:
<ul>
<li>Salary visibility in job posting can make a big difference. In our&nbsp;<a href="/what-tech-candidates-want-2024">What Tech Candidates Want survey</a>, 74% of women said that a salary being visible on a job posting made them much more likely to apply for a role, and 70% of men said the same thing. A&nbsp;<a href="https://report.techtalentcharter.co.uk/diversity-in-tech" target="_blank" rel="noopener noreferrer">Tech Talent Charter survey</a>&nbsp;found similar results with over 50% of women more likely to apply for a role if a salary is on the job advert</li>
<li>An audit of your Employee Value Proposition (EVP) can improve the pace of change. It is crucial for an organisations, E, D&amp;I goals, career paths, personal development and mentoring schemes to be visible on all hiring material. If you are a great place to work for talent &ndash; Shout about it</li>
<li>Anonymous CVs or application processes have been successful in reducing unconscious biases and aiming to measure candidates purely on skills, experience, and qualifications rather than by identifying information</li>
<li>The single biggest impactful action we have seen across our client base has been through ensuring diverse representation at interview stage. This doesn&rsquo;t always have to be that connection in the interview process, this can be an informal connection at any time through the process</li>
</ul>
There are huge benefits and improvements that can be made beyond the initial attraction and selection process and into offer management &amp; onboarding. There are some really simple steps to make a difference including:
<ul>
<li>Ensuring offer information and paperwork is easily accessible by removing jargon and using simple language</li>
<li>Taking the time to talk through benefits packages with candidates. In particular medical benefits (your approach to pre-existing conditions may be key information)</li>
<li>Sharing pre-start materials such as organisation charts and welcome packs to candidates pre-start to encourage belonging and transparency</li>
<li>Ensuring specific requirements and adjustments are catered for in equipment, seating arrangements etc</li>
<li>Every organisation has its own acronyms, share these with new starters in advance</li>
</ul>
One thing that is really important throughout the whole of recruitment is making sure that you gather feedback. Feedback from candidates, feedback from hiring managers. Continually gathering feedback and attempting to make improvements to what you do is the most consistent way to keep up the pace and make the biggest difference to your organisation from a diversity perspective.
Of course, none of this is easy, and roadblocks are commonplace when attempting to drive meaningful change. The first way to mitigate any roadblocks is to ensure that your organisations senior leadership is fully committed to ED&amp;I. This support helps establish a clear direction and provides a foundation for addressing pushback to any process changes.
It&rsquo;s important to enrol hiring managers and teams into the process rather than having them feel as though this is something that is being enforced on them. A good way to do this is through collaborating with hiring managers to develop inclusive recruitment strategies and processes. Seek their input and address any concerns or misconceptions they may have. Engage them in diversity and inclusion initiatives, such as participating in diversity recruitment events or serving as mentors.
<h4>What you can do</h4>
Education has got a huge part to play in setting up for success, conducting awareness-building sessions, training, and workshops to help hiring managers understand processes and requirements related to diversity and inclusion. Equip hiring managers with the necessary tools, resources, and training to overcome biases and make objective and inclusive hiring decisions.
Something I&rsquo;ve not seen a lot of but that is very helpful in pre-emptively removing roadblocks is in showcasing success stories. Share success stories and examples of how diversity and inclusion efforts have positively impacted the organization. Highlight specific instances where diverse teams have achieved exceptional results or innovative solutions and the kudos team members have received for this.
Of course, appearing in the webinar and writing this blog for&nbsp;<a href="../../../../../../">Lorien</a>&nbsp;means that it would be inappropriate for me to not talk about how to ensure that your recruitment teams (internal &amp; external) are engaging in best practice. Some way in which I recommend organisations do this is through:
<ul>
<li>Clearly communicating your organisation&rsquo;s commitment to diversity and inclusion to recruiters. Provide recruiters with a clear understanding of the inclusive practices you expect them to follow throughout the recruitment process and what your expectations of what a diverse candidate pipeline looks like</li>
<li>Before engaging with external recruiters, conduct a thorough approval process. Evaluate their track record and reputation regarding diversity and inclusion. Look for evidence of their commitment to diverse placements and inclusive practices</li>
<li>Request regular progress updates from recruiters regarding the diversity and inclusion efforts in their candidate searches. Ask for data on the representation of underrepresented groups in the candidate pool and the steps taken to engage diverse talent</li>
<li>Set up reporting mechanisms that require recruiters to provide data on their diversity and inclusion efforts and outcomes</li>
<li>Regularly review and evaluate the performance of recruiters based on their adherence to diversity and inclusion best practices</li>
</ul>
A&nbsp;classic request of the&nbsp;<a href="https://www.techtalentcharter.co.uk/home" target="_blank" rel="noopener noreferrer">Tech Talent Charter</a>&nbsp;is to recommend actionable change that can be done in 3 days, 3 weeks and 3 months. I didn&rsquo;t escape this question either and here are my thoughts and recommendations:
3 days
Check your offer and onboarding paperwork. Where possible remove jargon, include simple language. Make sure benefits packages are clearly understood, include welcome packs giving as much detail as possible to your organisation.
3 weeks
Make sure your current external recruitment partners are operating best practice in line with your expectations.
3 months:
Implement diverse interview panels, avoiding tokenism, and remember that this doesn&rsquo;t need to be a formal interview, just the offer of a touchpoint throughout the process. Depending on what the individual candidate wants.
&nbsp;
I know that this has been closer to a dissertation than a blog, but I hope that it is helpful to some of you out there. Once again, a huge thank you to&nbsp;<a href="https://www.linkedin.com/in/karen-blake1/" target="_blank" rel="noopener noreferrer">Karen Blake</a>&nbsp;&amp; the&nbsp;<a href="https://www.techtalentcharter.co.uk/home" target="_blank" rel="noopener noreferrer">Tech Talent Charter</a>&nbsp;for inviting me to take part in the webinar discussion.
Should you want to discuss diverse hiring in more detail or simply want to continue the conversation further, please contact me at&nbsp;<a href="mailto:solutions@lorienglobal.com" target="_blank" rel="noopener">solutions@lorienglobal.com</a>.

I was recently lucky enough to be asked to participate with a webinar with the Tech Talent Charter (TTC), the topic being ‘What next for diverse hiring?’, with a large focus being on some of the findings of the TTC’s recent Diversity in Tech report

Diverse Hiring in Tech - What Next?

Looking to deliver significant digital change to meet their business objectives, a client decided to support their existing in-house technology team with Lorien’s delivery services utilising temporary capability that was flexible and agile. We collaborated with the client to understand and deliver on their unique needs, objectives and budgets.

&nbsp;A countries main economic development agency pinpointed digital transformation as a key enabler to support its strategy and develop the country&rsquo;s economy.
To meet the significant investment the client planned to place in its digital estate, they decided that it needed to support its permanent in-house team with specialist digital transformation capability that could be flexed and changed through various stages of delivery and according to specific projects.

Each delivery request was managed through a Statement of Work (SoW), with specific work packages provided to meet the unique needs, objectives, budgets, and timeframes of each requirement.
<ul>
<li>This enabled the client to capitalise on a single, centralised service with known capability for different elements of their transformation agenda, while ensuring that each project was managed from end-to-end and to strict timeframes.</li>
<li>Lorien also provided a programme management layer to oversee the delivery of each work package and ensured that milestones, risks and issues and finance were tracked and reported.</li>
</ul>
(Today we continue to work as an extension of the client to augment their digital programmes across business transformation, continuous improvement and business-as-usual work packages, ensuring that we can deliver their requirements with agility and at pace.)

Lorien provided an end-to-end technology service for the client managing resources and outcomes across a broad range of disciplines, including data, product and delivery, quality assurance testing, technical (e.g. software engineering), and user centred design. Our scalable, multidisciplinary delivery team, which typically ranged in size between 25 and 40, delivered multiple projects including a platform transformation, improving front end customer experience, and implementing an agile delivery model.
<ul>
<li>Through the duration of this ongoing partnership the client was able to reduce from 12 suppliers to a single managed partnership. Lorien has worked with the client on over 20 digital programmes, delivering hundreds of project changes.</li>
<li>These projects were all delivered on time and to budget, and enabled the business to progress its strategy to boost the country&rsquo;s economy.</li>
</ul>

Case Study: National Economic Development Agency

In our digital society, organisations need a workforce that is agile, scalable, cost effective, and capable of delivering change rapidly; this is where Statement of Work can help. By using a Statement of Work, or SOW, organisations can engage the skills they need quickly, something that is crucial when designing and delivering new products and services.
If your company is considering using a Statement of Work, or perhaps you&rsquo;d like to find out more about SOW and its benefits, we&rsquo;ve put together a guide to help you decide if it&rsquo;s the right fit for you.&nbsp;&nbsp;
<h4>What is a Statement of Work (SOW)?</h4>
Let&rsquo;s begin by defining Statement of Work. A SOW is the name given to a binding document that captures and defines all the work aspects of your project, typically between two parties. It usually contains conditions that an organisation agrees on with a service provider, for example, Lorien. The document will outline the work that needs to be done, or the scope of work being provided, project deliverables, timelines, work location, and payment terms and conditions. So, in other terms, Statement of Work (SOW) models are outcome-based contracts.
The outcomes, or contracts, will usually be project, milestone or service based, typically with a fixed fee for delivering the goal that was promised at the beginning of the agreement.
Many businesses may not realise that they need a Statement of Work, but on average, 65% of all contingent workforce spend comes from SOW based services and not recruitment!&nbsp;
<h4>What business problems can a Statement of Work solve?</h4>
Statement of Work engagements may work best for an organisation for a range of reasons, these can include &ndash;
<ul>
<li>Headcount restraints&nbsp;</li>
<li>Time to hire</li>
<li>Lack of agility in resourcing</li>
<li>Variable costs</li>
<li>Project misalignment</li>
<li>Inconsistent work quality</li>
<li>Varying workloads</li>
<li>An overload of supplier management</li>
<li>Skills gap, training, and management time</li>
</ul>
For example, a small business may want to make their products or services available to an online audience, but their team is too small or lacks the skills, time, or motivation to build a website that is fit for purpose. To solve this business problem, the company will either need to hire a permanent employee, hire a freelancer, or outsource to a specialist &ndash; this is when a Statement of Work will be used.
The key difference between hiring a person and using a Statement of Work (SOW), is that the business is paying for an outcome, not a person. And this comes with a whole new set of expectations, and benefits.
<h4>How is a Statement of Work created at Lorien &ndash; what is the process?</h4>
When creating a Statement of Work, we follow a process to ensure that our clients achieve the best possible outcome. Firstly, we work hard to understand the customer problem, challenge, or opportunity. We use our unique expertise and experience to outline the scope and the solution. Next, we build and manage teams to meet the outcomes stated in the SOW. In every Statement of Work agreement, we are responsible for our client&rsquo;s outcomes, whether that is a milestone delivery, an installation of new technology, or an ongoing technology service. Operational and delivery risk is shared with the client organisation, and deliverables are measured against the milestones or service-level agreement.
<h4>What questions will we ask?</h4>
At Lorien, we go through a process with our clients to outline exactly what their needs are and how we can craft a service that best suits them.
SCOPE: How can we help you meet your outcomes?
DELIVERABLES: What tangible items will we deliver to you?
ACCEPTANCE CRITERIA: How will you know what we delivered is good enough?
DEPENDENCIES: What will we need from you?
SCHEDULE/MILESTONES: When will we do the work?
PEOPLE: Who will work on the project?
GOVERNANCE: How will the work be managed?
COMMERCIAL MODEL: What are the costs and when will payment be made?
These questions will change slightly for every organisation depending on what they are looking to achieve and whether their outcomes are product, service, or project focused.
<h4>What are the benefits of Statement of Work?</h4>
Statement of Work or (SOW) provides a solution for businesses to benefit from optimal deliverables and access to the best talent.
Here are some of the key benefits of Statement of Work: &ndash;
<ul>
<li>Cost saving and greater spend control &ndash; fixed costs and set milestones mean results will meet expectations and fall within budget.</li>
<li>Improved performance, reduced risk, and increased compliance &ndash; because the project is managed end-to-end, the risk is mitigated and the pressure to deliver is lifted from the organisation to the provider.</li>
<li>Better control and efficiency &ndash; When the scope for a SOW is agreed, there will be realistic timeframes set, which will ensure the best results are delivered in the most appropriate timeframe.</li>
<li>Lifecycle transparency &ndash; Throughout the process you will receive detailed reporting and clear performance management, so you can be assured the project or service is aligned with your goals.</li>
<li>Standalone services &ndash; by outsourcing, you will free up time to refocus on your business and have the peace of mind that your services are in safe hands.</li>
</ul>
<h4>Why choose Lorien? (Valinor)</h4>
In response to client demand, in 2019 Lorien launched a new service line (Valinor) to deliver outcome-based managed services through Statement of Work. Since then, we have helped clients across multiple sectors including Financial Services, Manufacturing, Pharmaceutical, Life Sciences, Telecommunications and Public Sector to meet their technology goals.
Utilising key strengths from our recruitment background we are able to engage the right skills at the right times to meet client requirements. With access to STEM&rsquo;s highly skilled talent network, we can hire teams faster than other services providers so projects start faster. We have been growing our capability and our delivery team and currently have over &pound;60m of SOW spend under our delivery control, working with multiple clients and delivering a wide range of services.
At Lorien, our team manage the full Statement of Work lifecycle, from project scoping all the way through to project delivery and measurement. We help our clients with projects and services of varying scales and durations, delivering both onsite and offsite support. We use cutting edge technology, advanced analytics and a dedicated change management system, to ensure our clients have a clear view of the SOW project and it&rsquo;s spend. We design a solution that suits your needs, not ours.&nbsp;
<h4>Want to see our SOW management in action? Take a look at some of our Statement of Work client case studies?</h4>
We worked with this client to deliver significant digital change, supporting their existing in-house technology team with our delivery services utilising temporary capability that was flexible and agile. Through the duration of this ongoing partnership the client was able to reduce from 12 suppliers to a single managed partnership. <a href="https://www.lorienglobal.com/insights/case-study-national-economic-development-agency">These projects were all delivered on time and to budget.</a>
&nbsp;Following a competitive tender process, a global life sciences company selected Lorien to deliver their HR Transformation Programme via a fixed price Statement of Work. Lorien successfully deployed Workday to the client, managing 140 different integrations from over 30 3rd party supplier systems and successfully migrating 14,000 employee&rsquo;s data <a href="https://www.lorienglobal.com/insights/case-study-global-life-sciences-company">across 42 countries to the new system without any loss</a>.&nbsp;
&nbsp;
Click here to view our <a href="https://www.lorienglobal.com/business-solutions/statement-of-work">SOW and Managed Services Delivery</a>

If your company is considering using a Statement of Work, or perhaps you’d like to find out more about SOW and its benefits, we’ve put together a guide to help you decide if it’s the right fit for you.

What is a Statement of Work and what are the benefits

The Lorien team were tasked with sourcing and successfully placing 25 candidates within 4 weeks-they were able to do so with 79% of offers going to directly sourced candidates.

Managed Services Academy required a swift turnaround of 25 hires to join the Financial Services Academy.
<ul>
<li>Prior to commencing with this project, hiring managers and key stakeholders identified that BAU processes would simply not be sufficient for this volume of candidates with such a short timescale. it was decided that assessment centres would be the best solution to this situation.</li>
<li>The process also includes a cover letter which then moved to an SHL assessment if successful. The final step would be 2hr assessment centre.</li>
</ul>

The Lorien team proposed a bi weekly call with the client to provide regular updates on progress of sourcing and candidates applying directly.&nbsp;Two members of sourcing team were dedicated to two locations to ensure maximum geographical utilisation.
<ul>
<li>A dedicated Resourcing Business Partner was assigned for weekly management information and liaising with the business.</li>
<li>Full process outlined to all sourcing partners and the use of a centralised tracker to be based in a Teams chat with the hiring managers.</li>
<li>Due to entry level nature of positions, it was decided that the advertising of roles was to be expanded beyond the normal sourcing channels into with colleges and Universities in relevant locations to be contacted. Clear target was set - hit a ratio of 2:1 (50 candidates at assessment centre stage)</li>
</ul>

The commenced with sourcing and advertising via all relevant channels. Candidates were pre-qualified by sourcing team with detailed guidance given on how to write good cover letter and what to include.&nbsp;All sourced cover letters to be emailed to relevant sourcing partners before moving on to Success Factors (HR Platform), this removed the bottleneck from old processes. Making hiring quicker and candidate quality increased comprehensively.&nbsp;
Successful candidates then receive an online assessment link to complete within 24hrs. A member of the Lorien team took the test before hand and shared key points to members of team who briefed candidates prior. The process then ended with a 2hr assessment centre.
<ul>
<li>Over a period of 4 weeks we reached our target of minimum 50 candidates at assessment centre stage.</li>
<li>Quality of candidates in the assessment centre were praised by the hiring managers and this was direct result of the Lorien team implementing stringent quality control checks in the sourcing and direct application stage.</li>
<li>All assessment centres that were booked in had full or most attendance with all candidates praising the swift nature of booking in and experience. 25 offers were made with 22 going to directly sourced candidates.</li>
</ul>
&nbsp;

Case Study: Improving Candidate Attraction

It&rsquo;s a well-known fact that tech skills are vital for success in today&rsquo;s world, yet organisations are facing a shortage of skilled tech and digital talent. In 2021, the BBC reported that the UK is&nbsp;<a href="https://www.bbc.co.uk/news/business-56479304" target="_blank" rel="noopener">heading for a digital skills shortage disaster</a>&nbsp;and employers are looking for new ways to attract the talent they need to support digital growth.
Gen-Z are the digital generation - born after 1996, the oldest members of Gen-Z were only 14 when the first iPad was released and have grown up with digital skills. Gen Z are projected to make up 30% of the workforce by 2030, according to <a href="https://www.microsoft.com/en-us/worklab/work-trend-index/" target="_blank" rel="noopener">Microsoft&rsquo;s Work Index</a>.&nbsp;<a href="https://www.mckinsey.com/featured-insights/sustainable-inclusive-growth/future-of-america/how-does-gen-z-see-its-place-in-the-working-world-with-trepidation" target="_blank" rel="noopener noreferrer">McKinsey</a>&nbsp;reports that 77% of Gen-Z workers are actively looking for a new role currently, almost twice as many as any other age group. The Gen Z candidate pool is there, and we already know that they have the technical knowhow to quickly pick up new digital skills, but how do organisations get them on board?
<h3>Pay is important</h3>
Gen-Z have been greatly impacted by the economic uncertainty caused by the COVID pandemic and the cost-of-living crisis, so a competitive salary is number one on their list of priorities.&nbsp;<a href="https://www.bloomberg.com/news/articles/2023-02-08/new-jobs-2023-linkedin-reports-80-of-uk-gen-z-want-to-move-to-get-higher-pay?leadSource=uverify%20wal" target="_blank" rel="noopener noreferrer">Bloomberg</a>&nbsp;reports that 80% of under 25s are looking for a new job, with better pay as their main driver, and&nbsp;<a href="https://joinhandshake.com/blog/employers/6-things-gen-z-wants-from-their-job/" target="_blank" rel="noopener noreferrer">Handshake</a>&nbsp;reports that 77% of Gen-Z job hunters say pay is their highest priority. Our recent survey &lsquo;<a href="../../../../../../insights/what-tech-candidates-want-2023" target="_self">What Tech Candidates Want</a>&rsquo; found that over two thirds of under 25s are more likely to apply to a job advert if it includes pay information. This isn&rsquo;t surprising considering the economic landscape for Gen Z, with&nbsp;<a href="https://www.mckinsey.com/featured-insights/sustainable-inclusive-growth/future-of-america/how-does-gen-z-see-its-place-in-the-working-world-with-trepidation" target="_blank" rel="noopener noreferrer">59% not expecting to be able to</a>&nbsp;<a>own</a>&nbsp;their own house in their lifetime, compared with 34% of people overall.
<h4>Meaningful Corporate Values &amp; Diversity</h4>
Gen-Z workers are looking for careers, not jobs, and they want to be part of something meaningful. They are&nbsp;<a href="https://www.linkedin.com/pulse/gen-z-boldest-generation-its-job-hunt-priorities-off-charts-anders/" target="_blank" rel="noopener noreferrer">more likely to be attracted</a>&nbsp;to a company whose values align with their own than any other generation (80% vs. 59% of millennials), and the majority would be&nbsp;<a href="https://joinhandshake.com/wp-content/themes/handshake/dist/assets/downloads/network-trends/Gender-Equity-And-Gen-Z__Handshake-Network-Trends.pdf?view=true" target="_blank" rel="noopener noreferrer">put off from applying</a>&nbsp;for a company that lacks diversity. Gen-Z workers want to see meaningful diversity and inclusion from the top-down, especially female and non-binary senior leaders.
<h3>Mental Health Support</h3>
Gen-Z might be the most accepting and self-aware generation when it comes to mental health and wellbeing, with around&nbsp;<a href="https://www.mckinsey.com/featured-insights/sustainable-inclusive-growth/future-of-america/how-does-gen-z-see-its-place-in-the-working-world-with-trepidation" target="_blank" rel="noopener noreferrer">55% of Gen-Z reporting being</a>&nbsp;either diagnosed with, or having received treatment for a mental health problem.&nbsp;Younger workers are also&nbsp;<a href="https://www.mckinsey.com/featured-insights/sustainable-inclusive-growth/future-of-america/how-does-gen-z-see-its-place-in-the-working-world-with-trepidation" target="_blank" rel="noopener noreferrer">more likely to report that mental health issues</a>&nbsp;have an impact on their performance at work and are 3.4 times more likely to cite a lack of affordable mental health services are a barrier to their wellbeing, compared with workers age 55-64. Additionally, they are more likely to&nbsp;<a href="https://www.mckinsey.com/featured-insights/sustainable-inclusive-growth/future-of-america/how-does-gen-z-see-its-place-in-the-working-world-with-trepidation" target="_blank" rel="noopener">expect their employer</a>&nbsp;to offer some kind of support, such as subsidised private healthcare or employee assistance programmes.
<h3>Learning &amp; Development</h3>
Gen Z are ambitious and value an employer who provides opportunities to learn<a href="https://learning.linkedin.com/content/dam/me/business/en-us/amp/learning-solutions/images/wlr21/pdf/LinkedIn-Learning_Workplace-Learning-Report-2021-EN-1.pdf" target="_blank" rel="noopener noreferrer">. 76% of Gen-Z workers believe</a>&nbsp;that learning is key to developing a successful career.&nbsp;Similarly, 76% of Gen-Z workers say they&rsquo;re&nbsp;<a href="https://www.linkedin.com/pulse/gen-z-boldest-generation-its-job-hunt-priorities-off-charts-anders/" target="_blank" rel="noopener noreferrer">looking for a new role</a>&nbsp;where they can practice and learn new skills. Not only do they want the opportunity to learn skills which will level-up their&nbsp;<a href="https://learning.linkedin.com/content/dam/me/business/en-us/amp/learning-solutions/images/wlr21/pdf/LinkedIn-Learning_Workplace-Learning-Report-2021-EN-1.pdf" target="_blank" rel="noopener noreferrer">performance at work, they also</a>&nbsp;want to be able to explore new topics and skills that interest them.
<h3>In-Person Connection</h3>
When it comes to work, Gen-Z crave in-person interactions.&nbsp;<a href="https://www.peoplemanagement.co.uk/article/1743859/what-generation-z-want-from-employee-experience" target="_blank" rel="noopener noreferrer">72% of Gen Z prefer face-to-face conversations</a>&nbsp;than virtual ones, and&nbsp;<a href="https://www.statista.com/statistics/1226746/global-hybrid-work-generation-struggles/" target="_blank" rel="noopener noreferrer">16% report that they struggle to contribute verbally to conference calls</a>. According to an article by&nbsp;<a href="https://www.forbes.com/sites/jackkelly/2022/06/07/what-different-generations-think-about-hybrid-work/" target="_blank" rel="noopener noreferrer">Forbes</a>,&nbsp;&nbsp;Gen-Z are the most likely generation to feel ambivalent towards hybrid working. Gen-Z workers are&nbsp;<a href="https://www.microsoft.com/en-us/worklab/work-trend-index/" target="_blank" rel="noopener noreferrer">more likely to see the office</a>&nbsp;as an opportunity to establish themselves and feel connected to their co-workers (78% vs. 72% of Gen X &amp; older), connect with their manager (80% vs, 76% of Gen X &amp; older) and see their work friends (79% vs. 68% of Gen X and older).
<h3>Where are Gen-Z workers looking for new opportunities?</h3>
For recent Gen-Z grads,&nbsp;<a href="https://hiring.monster.com/resources/blog/hiring-gen-z-candidates/" target="_blank" rel="noopener noreferrer">Monster</a>&nbsp;reports that job boards and career networking sites are the top tools when browsing job ads, where as non-grads are more likely to say social media like TikTok and YouTube have helped them in their job search.&nbsp;Although this generation has grown up with the ability to access digital information instantly, they may have become wary of misinformation and&nbsp;<a href="https://www.crooton.com/2022/03/15/ten-tips-for-recruiting-generation-z-workers/" target="_blank" rel="noopener noreferrer">almost two thirds (62%) are likely</a>&nbsp;to value a current or previous employee referral. Our recent&nbsp;<a href="../../../../../../insights/what-tech-candidates-want-2023" target="_self">&lsquo;What Tech Candidates Want&rsquo;</a>&nbsp;survey found that over 70%&nbsp;of under-25s prefer recruiters to contact them initially via social media or email. Almost 70% of Gen-Z workers are likely to apply for a particular company if it actively manages its employer brand (e.g. responds to employee reviews, updates social media and shares updates on its culture) and&nbsp;<a href="https://www.inc.com/ryan-jenkins/this-is-how-generation-z-looks-for-a-job.html" target="_blank" rel="noopener noreferrer">70% of Gen-Z look at company reviews</a>&nbsp;before they make career decisions. This means ensuring your business has a strong employer brand is key to hiring Gen-Z&nbsp;<a>workers.</a>
In summary, having the ability to attract, engage and secure Gen Z talent could be crucial in adding the tech talent that your organisation needs in order to thrive in the digital economy. Of course, it is not a silver-bullet in itself, and ensuring that your organisation develops focused activity on hiring workers from all ages and groups is ultimately vital. For a discussion for how Lorien can help you acquire the tech talent you need, please contact&nbsp;<a href="mailto:solutions@lorienglobal.com">solutions@lorienglobal.com</a>.

The Gen Z candidate pool is there, and we already know that they have the technical knowhow to quickly pick up new digital skills, but how do organisations get them on board?

Gen Z: How to attract and retain the digital generation

Women in the workplace face a growing salary gap &ndash; especially in STEM.
While in 2021&nbsp;SRG&rsquo;s research&nbsp;showed an overall gender pay gap of 19.4%, in 2022 the gap expanded to 28%. This means that women are paid &pound;6600 under what men in the STEM industry earn.
Intersectionality, the idea that multiple elements contribute to a person&rsquo;s identity, lends a further lens to the situation. Factors like social class, disability, sexuality, ethnicity and more, can further exacerbate not only wage gaps, but also discrimination and a lack of career progression for women in the workplace.&nbsp;
While bridging gaps relies on organisations proactively driving inclusion strategies, Ginette Harvey, Founder of Harper and Gray, believes that women can play a role in negotiating their own success in the workplace.
For International Women&rsquo;s Day 2023, a panel discussion from senior leaders across<a href="../../../../../../" target="_blank" rel="noopener noreferrer">&nbsp;Lorien</a>,&nbsp;<a href="https://www.carbon60global.com/">Carbon60</a>,<a href="https://www.guidantglobal.com/" target="_blank" rel="noopener noreferrer">&nbsp;Guidant&nbsp;</a>and SRG (all part of Impellam Group) was accompanied by a speech from Ginette Harvey. These initiatives brought the ways the ways in which women can navigate the world of work and activate a successful career to the fore to inspire and empower our teams working across STEM.
Read on to find out more about:
<ul>
<li>How negotiation skills impact women in the workplace</li>
<li>Key insights from the panel discussion</li>
<li>Negotiation hurdles and skills for success</li>
</ul>
<h3>How negotiation skills impact women in the workplace</h3>
Ginette Harvey is an advocate for gender equality in leadership and is the founder of Harper and Gray &ndash; a diversity consultancy helping organisations drive true equity into talent management.
Ginette reflected on her experience in advising women working their way through the recruitment process and the impact that an absence of self-negotiation had on career advancement.&nbsp;
&nbsp;Ginette explained:
&ldquo;The facts around this are very stark, 20% of professional women say they never negotiate in the workplace at all, even though they recognise negotiation as appropriate and even necessary&rdquo;.&nbsp;
Ginette explored the impact this has on gender equity in the workforce, &ldquo;Women, particularly women of colour, remain drastically underrepresented in the C-suite. While 1 in 4 C-suite employees are&nbsp;women, just 1 in 20 C-suite employees are women of colour&rdquo;.&nbsp;
Ginette explained how workplace dynamics can contribute to perpetuating this divide, &ldquo;when we look at women entering the leadership ranks, 37% of female leaders have had a co-worker receive credit for their idea, and women leaders are twice as likely as men to be mistaken for a junior employee&rdquo;.
Ginette highlighted a pervading theme where despite women in the workplace being statistically more likely to be held to a higher standard than men, women remain less likely to ask for promotions.&nbsp;&nbsp;
Ginette suggests that while organisational initiatives play a key role in bridging gaps, self-advocacy and negotiation techniques can play an important part in accelerating progress.&nbsp;
<h3> Key insights from the panel discussion</h3>
Our panel of speakers reflected on the importance of self-advocacy for women in the workplace, drawing on their own experiences and providing advice for success.
Panel speakers included:
Joanna Fagbadegun, Sales Director, Lorien Yasmin Amar, Client Services Manager, Guidant Audrey McCulloch, Operations Director, SRG Danielle Clarke, Director, Guidant
<h3>As you have progressed throughout your career, how has your approach to work and life shifted?</h3>
<h4>Joanna Fagbadegun, Sales Director, Lorien</h4>
Joanna Fagbadegun reflected on how her approach to her career has shifted across time. She highlighted the importance of complementing ambition and career advancement with the rhythm of both personal and work life to attain a sense of balance and meaningful accomplishment.&nbsp;
Joanna explained that while she takes a more medium-term strategic approach to aspects of both her work and home life today, some key aspects of her approach to work and life have remained the same &ndash; such as maintaining high standards, building a strong network of contacts, mentors and advocates, and actively advocating for progressions and opportunities.
<h4>Yasmin Amar, Client Services Manager, Guidant</h4>
Yasmin Amar has worked in Guidant for over four years, over the course of which she has supported multiple accounts and developed her career.&nbsp;&nbsp; Yasmin explained how earlier in her career, her hesitation to advocate for herself resulted in moving between roles in pursuit of career advancement and development. Yasmin reflected on how her journey with self advocation has evolved over time, and emphasised the importance of setting goals and proactively advocating for oneself when working towards them.
<h4>Audrey McCulloch, Operational Director, STEM</h4>
Audrey reflected on how her relationship with her professional commitments have evolved over time, and how re-considering priorities led her to adapting her role to better suit her goals and ambitions.&nbsp;
Audrey explained how it can become easy to over-focus on work in preference to personal ambitions, and highlighted how her efforts to re-balance her work and personal life has brought value toher career, and altered her perspective for the better.&nbsp;
Audrey emphasized the importance of leading clear conversations to negotiate for oneself at work and overcoming self-doubt with self-belief.
<h4>Danielle Clarke, Director Supplier Relationship Management, Guidant</h4>
Danielle Clark explored the role that the Impellam Group&nbsp; played in inspiring her career and enabling her to negotiate for herself at work. Danielle highlighted that a key motivation for joining Guidant was down to the high number of women in leadership roles who were mothers and juggling senior positions with family life.&nbsp;&nbsp;
Danielle explained how having women advocates in the company facilitated self-advocation and empowerment which has supported her in her own career in realising her ambitions. 
<h3>Negotiation hurdles and skills for success</h3>
Ginette Harvey explored 3 key hurdles to negotiation that women in the workplace face, before revealing skills for success to overcome each.&nbsp;
These were:
<h4>1. The Confidence Gap</h4>
Ginette explained that while men in the workplace often have a sense of self-confidence, women in the workplace attribute this sense of confidence with perfectionism. As an example, she explained how while men can be more likely to apply to a role where they meet just some of the criteria, women can be more likely to take a more detailed approach and avoid applying where some criteria is not met. Ginette suggested that taking a more liberal approach to assessing criteria in preference of being highly detailed can help accelerate the careers of women in the workplace.
<h4>2. The Expectations Gap</h4>
Ginette highlighted that women&rsquo;s expectations on salary are on average 30% lower than men. She highlighted that this trend is evident from the beginning of a person&rsquo;s career, even within graduate positions.&nbsp; Referencing salary guides to establish whether your wage is typical or below the market average is incredibly important as a woman in the workplace.
<h4>3. The Gratitude Gap</h4>
Ginette highlighted that women often express gratitude in the workplace for being given more responsibility and can miss the opportunity to negotiate when promotions or more responsibility is provided to enable a more meaningful and powerful work experience.&nbsp; Establishing mentees and identifying advocates in your workplace to help support negotiations can help support a more balanced approach to work.&nbsp;
<h4>Accelerate your career with Impellam Group&nbsp;</h4>
Impellam is a connected group providing global workforce and specialist recruitment solutions. Our 2000 people and market leading brands work across a broad spectrum of industries and job categories throughout North America, the UK and Europe and Asia Pac.

Women in the workplace face a growing salary gap – especially in STEM.

How women in the workplace can negotiate success

The four-day working week is currently dominating the headlines after&nbsp;a successful pilot&nbsp;was launched last year. With many companies now&nbsp;choosing to continue&nbsp;the working pattern, MPs are due to review the findings and debate the future of the&nbsp;32-hour working week&nbsp;in Britain.
But what is the realistic future of this new way of working? In this blog, I&rsquo;ll examine the benefits &ndash; and the often-ignored drawbacks &ndash; of the four-day working week, and how it may or may not work for your organisation.
I&rsquo;ll explore:
<ul>
<li>The disadvantages of the four-day work week</li>
<li>The results of the UK&rsquo;s four-day pilot</li>
<li>If this new way of working could become the norm</li>
</ul>
<h3>The four-day work week trial: what is it and what happened?</h3>
In 2022,&nbsp;70 UK companies began&nbsp;a four-day working week pilot from June until December &ndash; with hugely successful results.&nbsp;3300 workers took part&nbsp;in the pilot, making it the&nbsp;biggest four-day week pilot&nbsp;to take place anywhere in the world, and leaving us with plenty of findings to go through.
Firstly, the statistics from the pilot highlight some of the benefits of the new working method;&nbsp;<a href="https://www.weforum.org/agenda/2023/03/surprising-benefits-four-day-week/" target="_blank" rel="noopener noreferrer">49% of </a><a href="https://www.weforum.org/agenda/2023/03/surprising-benefits-four-day-week/">organisations&nbsp;</a>reported a smooth transition, with&nbsp;<a href="https://www.weforum.org/agenda/2023/03/surprising-benefits-four-day-week/" target="_blank" rel="noopener noreferrer">95% of </a><a href="https://www.weforum.org/agenda/2023/03/surprising-benefits-four-day-week/">organisations&nbsp;</a>stating they maintained or improved on their productivity level. Overall,&nbsp;<a href="https://www.weforum.org/agenda/2023/03/surprising-benefits-four-day-week/" target="_blank" rel="noopener">86% of participating companies</a>&nbsp;believe it is either likely or extremely likely that they will implement the four-day week outside of the pilot.
The pilot was also reported to boost efficiency, with employees completing their usual 35-40 hours workload in just 32 hours.
<a href="https://www.weforum.org/agenda/2023/03/surprising-benefits-four-day-week/" target="_blank" rel="noopener">Nearly all (95%) of organisations stated</a>&nbsp;that their productivity level stayed the same or increased, with the pilot promoting higher productivity levels amongst employees. The additional day off also caused workers to be&nbsp;<a href="https://www.weforum.org/agenda/2023/03/surprising-benefits-four-day-week/" target="_blank" rel="noopener">happier and more fulfilled</a>&nbsp;both inside and outside of work as, internally, they had finished their workload earlier than usual and, because of this, they had more time to spend doing the things they&nbsp;<a href="https://www.weforum.org/agenda/2023/03/surprising-benefits-four-day-week/" target="_blank" rel="noopener">love such as exercising and socialising</a>, alongside more time to sleep.
The pilot is also viewed as being better for the planet due to the reduction in commuting and using office resources for one less day per week.&nbsp;<a href="https://www.weforum.org/agenda/2023/03/surprising-benefits-four-day-week/" target="_blank" rel="noopener">Studies show that a</a>&nbsp;10% reduction in working hours cuts an individual&rsquo;s carbon footprint by 8.6%, and many participants of the pilot took part in walking and cycling during their additional day off. The pilot also saw&nbsp;<a href="https://www.weforum.org/agenda/2023/03/surprising-benefits-four-day-week/" target="_blank" rel="noopener">more time spent on household recycling</a>, as participants were at home and able to focus efforts on this rather than rushing to work.
<h3>Where was the four-day working week less successful?</h3>
The seamless change from five working days to four is of course a positive, with&nbsp;<a href="https://www.weforum.org/agenda/2023/03/surprising-benefits-four-day-week/" target="_blank" rel="noopener">29% reporting an &lsquo;extremely smooth&rsquo;</a>&nbsp;transition &ndash; but what about the other 22% who didn&rsquo;t find the process so easy? In reports detailing the positives of the pilot, the negatives are often ignored, but 16 organisations who took part in the pilot did not find the switch from five days to four simple. This highlights that the process isn&rsquo;t as straightforward as we are led to believe by some of the results.
Looking at the reported outcomes from the pilot, it feels easy to assume that moving to a four-day working week is a no-brainer. But is it that simple?&nbsp;
<h3>Thinking about the future - the unspoken disadvantages of the four-day working week</h3>
I&rsquo;m going to say it: the four-day working week has its flaws. Organisations need to be conscious of, and prepared for, these challenges if they want to embrace this model.
Firstly, although workers might be excited for an extra day off and to work less hours, organisations should be realistic about what they expect to happen in a future four-day week. Productivity will decrease eventually as employees get used to adjusting their workload for a 32-hour week, as it has done for the five-day week.&nbsp;<a href="https://www.nationalworld.com/news/four-day-working-week-uk-businesses-workers-work-pros-cons-4037100" target="_blank" rel="noopener">New tools or software may have to be introduced</a>&nbsp;to help tasks&nbsp;&nbsp;be completed more efficiently, so this new way of working could incur extra costs.
It&rsquo;s important to remember that this is a pilot that many workers would have wanted to see succeed &ndash; but is it likely, fair, or realistic, that these results would be replicated over not just weeks, but years, of work?
A reduction in productivity may also stem from burnout as workers try to fit an extra day of work into their new schedule. One positive that emerged from the pandemic was the ability to work flexibly, which resulted in less burnout in workers and a greater ability to separate your work and home life. By trying to fit an extra eight hours of work into four days, employees will experience more stress and demand at work, with burnout becoming more likely.
Secondly, it's&nbsp;&nbsp;important to factor in that&nbsp;<a href="https://www.themanual.com/culture/cons-of-a-4-day-work-week/" target="_blank" rel="noopener">one arrangement will not fit</a>&nbsp;all workplaces &ndash; for example a UK-wide Friday off will not suit everyone. The four-day week requires an element of flexibility, particularly for those with children.&nbsp;<a href="https://www.themanual.com/culture/cons-of-a-4-day-work-week/" target="_blank" rel="noopener">Parents who have a set</a>&nbsp;five-day working routine will have to alter their schedule to fit the four-day working week, even if it isn&rsquo;t convenient for them.
Thirdly,&nbsp;&nbsp;results from the UK pilot found that teams didn&rsquo;t have as much capacity for major errors in a four-day week and businesses were required to pay overtime if employees worked longer to fix errors. This is a lose-lose situation for both the workers and the business. Employees working four days don&rsquo;t have much margin for error so everything must be perfect, or they have to work overtime to correct it. Not only does this put a lot of pressure on teams, but businesses could also incur extra costs for mistakes &ndash; meaning that everyone in this scenario leaves unhappy.
Many organisations&nbsp;place their customer relationships&nbsp;as a focal point of the business, and everything they do is to make customers happy. However, in the four-day working week pilot,&nbsp;customers complained&nbsp;that they were unable to access any advice or help due to the business being closed on that specific day as workers utilised the four-day week. Naturally, if more companies gravitate towards a four-day work week, some of this expectation could shift &ndash; but it may also leave the door open for competitors who can offer week-round support.
<h3>Will a four-day working week ever work?</h3>
Although this might not be a popular opinion right now, I find it hard to see how the four-day working week can be implemented sustainably in real life. Right now, I can see the incentive: same pay, less hours, extra day off. But will future generations be happy to work this intensely, at that level, for a full four days? The current workforce would be happy to work the four-day week, but those who have never worked a five-day week might desire a 3.5 day week, and so on.
Essentially, the plan works short-term, but worker and company expectations need to be managed on the matter. Every person in an organisation has to be focused and working at 100% all day every day, with burn-out high and productivity down. What I think people actually want is flexibility, as asking for an extra day off is really asking for flexibility during working days and working hours.
In conclusion, although the four-day week may be appealing right now, I can&rsquo;t seem it working for organisations past the immediate future.
For more Lorien Recruitment industry insights, head to our <a href="https://www.lorienglobal.com/insights">Insights </a>page. If you have any thoughts on this piece or the four-day working week, I encourage you to reach out to me <a href="mailto:adam.robinson@lorienglobal.com" target="_blank" rel="noopener">here</a>.

The four-day working week is currently dominating the headlines after a successful pilot was launched last year. With many companies now choosing to continue the working pattern, MPs are due to review the findings and debate the future of the 32-hour working week in Britain.

The future of the four-day working week

In February 2023, Lorien partnered with Nationwide Building Society, MAMA.codes and TechGirls to educate and inspire a young group of girls at Nationwide headquarters, The Post Building, in London.
The day offered sessions to Year 7 girls from Oasis Academy Hadley on the power of technology to create change, with Q&amp;As from female tech experts and opportunities to develop coding skills. Here&rsquo;s a brief overview of what happened on the day.
<h3>Arriving bright and early</h3>
The day began with a tour of the iconic offices at the Nationwide Post Building in Holborn, Central London, including the roof terrace. It was the girls&rsquo; first trip since starting high school, and many of them had never seen or experienced a corporate environment, so it was important to welcome them.
The tour was followed by a session from Sukvinder Kathuria, CEO of&nbsp;<a href="https://www.wearetechgirls.com/" target="_blank" rel="noopener">TechGirls</a>, a UK-based outreach provider that supports school to enrich their STEM experience through fun, interactive and inclusive STEM workshops for primary and secondary school students.
This session focused on famous women &ndash; past and present &ndash; who have worked in technology and followed the impact they have had on the industry. The session then moved on to highlight how technology can support sustainability, such as removing plastic from the ocean and measuring progress.
Based on this theme, the girls were split into groups and tasked with designing their own app or game to support sustainability and educate other young children on the topic. This activity was mapped out on whiteboards, with the girls asked to do a short presentation around their idea, the colours they&rsquo;d use and the specific age they would aim their product at. The engagement from the girls was brilliant with all of them creating some kind of wireframe and user story explaining the logic behind their product whilst considering gamification, engagement and target audience.
<h3>Learning from women in tech</h3>
Following on from this, we invited eight colleagues from the&nbsp;Technology Development Programme&nbsp;(TDP)&ndash; a career kick-starter in IT for students and graduates offered by Nationwide &ndash; to give presentations about their career journey and how to get in to a career in technology. This included what subjects they studied in education, their job history, why they wanted to get into technology and their average day at Nationwide. The group then had a lunch break in the Nationwide canteen so they could continue to experience the corporate technology environment they had been working in throughout the morning.
After lunch, the girls were joined by&nbsp;<a href="https://www.mama.codes/">MAMA.codes</a>, an organisation who focus on making coding accessible to young children between the ages of three and eleven, who brought laptops and a teacher along with them to educate the girls on the&nbsp;<a href="https://scratch.mit.edu/explore/projects/games/" target="_blank" rel="noopener noreferrer">free Scratch programme</a>&nbsp;where they have the opportunity to design their own interactive stories, games and animations.
In the final activity of the day, Liane Katz, founder of MAMA.codes, joined a panel of TDP colleagues to offer a Q&amp;A session to the girls. Questions asked included what advice they would give to young women, their favourite aspect of their jobs, how to get into technology and their day-to-day role.
The day was a huge success and gave the students a unique &lsquo;behind the scenes&rsquo; insight into the world of technology from the world&rsquo;s largest building society. With women making up just 19% of the tech workforce, events like these are so important to educate and inspire the next generation to consider a career in STEM, and we are pleased to have been a part of it.
Feedback on the day was incredibly positive, with Matt Lochead, Client Services Manager at Lorien saying:
&ldquo;Working with organisations such as TechGirls and MAMA.codes has been a fantastic experience and the group of girls that attended the Nationwide offices clearly had a brilliant day getting to see a state-of-the-art Tech Hub and engaging in so many activities. Turning the dial on what young girls believe is possible was truly inspiring and hearing from current employees at Nationwide about their journey really highlighted that you don&rsquo;t have to follow a particular pathway in to tech&rdquo;
We are thankful to Nationwide Building Society and our partners at MAMA.codes and TechGirls for working with us to bring this event to life, and we look forward to offering similar events in the future. To learn about our other <a href="https://www.lorienglobal.com/about-us/csr-partnerships">CSR partnerships,&nbsp;click here</a>.&nbsp;We also offer technology insights and news, which are available to&nbsp;<a href="../../../../../../insights" target="_self">view here.</a>

In February 2023, Lorien partnered with Nationwide Building Society, MAMA.codes and TechGirls to educate and inspire a young group of girls at the Nationwide Post Building in London.

Spend the day with Nationwide, MAMA.codes and TechGirls

Methods of working &ndash; both actual and desired &ndash; are constantly changing as we continue to move away from the COVID-19 pandemic, which ushered in a new way of working for everyone. Lorien&rsquo;s&nbsp;<a href="/what-tech-candidates-want-2024">recent What Tech Candidates Want survey</a>&nbsp;has helped us to narrow down the most current working methods, and what candidates actually want when it comes to how and when they work.
In this blog, we&rsquo;ll explore:
<ul>
<li>Can flexible working boost candidate attraction?</li>
<li>Is the future of work hybrid?</li>
<li>What are the pros and cons of flexible working?</li>
</ul>
To discover more insights like this, don&rsquo;t forget to check out all of the results from our latest candidate research.&nbsp;<a href="https://www.lorienglobal.com/what-tech-candidates-want-2024">Download your free copy of What Tech Candidates Want</a>&nbsp;and join the hundreds of businesses that are using the latest candidate analytics to get ahead in the market.
<h3>Do candidates want flexible working? What the research tells us</h3>
When it comes to searching for a new role,&nbsp;<a href="../../../../../../insights/what-tech-candidates-want-2023" target="_self">26.43% of respondents</a>&nbsp;said flexible working options matter most to them &ndash; second only to salary. Although flexible working is not a new possibility, the candidate-driven market and pandemic have shifted the boundaries of office work &ndash; and candidates are reluctant to go back to the way things were.
Currently,&nbsp;<a href="../../../../../../insights/what-tech-candidates-want-2023" target="_self">5.02% of candidates</a>&nbsp;have gone back to the office full-time, however&nbsp;<a href="../../../../../../insights/what-tech-candidates-want-2023" target="_self">only 2.14%</a>&nbsp;would actually like to permanently work from an office. This drives home that the five-day working week in the office is a thing of the past, and candidates need more flexibility from potential employers.
However, the lack of desire to work full-time in the office does not mean that all candidates want to be completely remote&ndash; the happy medium is allowing candidates to choose their own method of working.
In our survey,&nbsp;<a href="../../../../../../insights/what-tech-candidates-want-2023" target="_self">63.44% of respondents</a>&nbsp;were currently working fully remote, but only&nbsp;<a href="../../../../../../insights/what-tech-candidates-want-2023" target="_self">55.16% wish to be fully remote</a>, with the remaining 44.84% of respondents wanting a few days in the office each week. This highlights the benefit of flexibility within a role; &nbsp;with such variation in what candidates want organisations that are open-minded to different working patterns will be best placed to attract the full breadth of talent
<h3>Generational and gender differences in remote working requirements</h3>
Our What Tech Candidates Want Survey results also called attention to generational and gender differences when it comes to ways of working.
For example,&nbsp;<a href="../../../../../../insights/what-tech-candidates-want-2023" target="_self">women prioritise flexible working</a>&nbsp;arrangements on a job advertisement, and are&nbsp;<a href="../../../../../../insights/what-tech-candidates-want-2023" target="_self">currently more likely to be seen</a>&nbsp;in the office when compared to their male counterparts. This is an interesting contradiction, which suggests that women may be more likely to feel pressure for presenteeism than their male counterparts. It also showcases the changing expectations of office vs hybrid working, with men and women looking for opportunities to maximise flexible working in both their current roles and their future ones.
Additionally,&nbsp;<a href="../../../../../../insights/what-tech-candidates-want-2023" target="_self">zero candidates surveyed</a>&nbsp;under the age of 25 work in the office full-time, and none of them have the desire to do so. This showcases just how much both hybrid and remote work could take off in the next decade, as younger workers who may not have experienced office culture pre-pandemic now become part of the UK&rsquo;s central workforce.
As the first digital-native generation, Gen Z were already anticipated to shake up office conventions, and with technology-enabled remote working already a proven concept, organisations will need to work hard to prove the value of the office to younger workers.
<h3>What organisations have to say</h3>
Flexible working can be very divisive amongst organisations. Research from Staffing Industry Analysts shows that flexibility is a fixture in the market, with&nbsp;<a href="https://www2.staffingindustry.com/Editorial/Daily-News/Remote-work-is-now-a-fixture-and-employees-have-opportunities-wherever-they-are-Robert-Half-64662?cookies=disabled" target="_blank" rel="noopener">28% of all new job postings in</a>&nbsp;January 2023 being advertised as remote. Additionally, many candidates are willing to sacrifice salary and additional benefits for more remote working time as&nbsp;<a href="https://www2.staffingindustry.com/Editorial/Daily-News/Remote-work-is-now-a-fixture-and-employees-have-opportunities-wherever-they-are-Robert-Half-64662?cookies=disabled">32% of office-attending candidates</a>&nbsp;would take a pay cut in exchange for the ability to work remotely.
In a previous blog&nbsp;<a href="../../../../../../insights/the-importance-of-salary-visibility" target="_self">exploring the findings from What Tech Candidates Want related to salary expectations</a>, we highlighted how salary is still the number one driver for job seekers. Therefore, almost a third of office workers saying that they would &nbsp;be willing to take a pay cut for more flexibility speaks volumes about the importance of hybrid and remote working. It&rsquo;s also no secret that flexibility leads to a healthier work/life balance, and&nbsp;<a href="https://www2.staffingindustry.com/Editorial/Daily-News/Remote-work-is-now-a-fixture-and-employees-have-opportunities-wherever-they-are-Robert-Half-64662?cookies=disabled" target="_blank" rel="noopener noreferrer">46% of current employees</a>&nbsp;feel that working where and when they want has led them to greater job satisfaction.
Not every organisation shares the same thoughts about the benefits of flexibility however, with many global companies pulling back on their remote work policies&nbsp;<a href="https://tech.co/news/amazon-demands-staff-return-office" target="_blank" rel="noopener noreferrer">such as Disney, Tesla and Amazon.</a>&nbsp;These companies cite better collaboration opportunities, teams being better connected, and more learning opportunities as&nbsp;<a href="https://tech.co/news/amazon-demands-staff-return-office" target="_blank" rel="noopener noreferrer">reasons for new return-to-office policies</a>. Following this, findings in particular organisations have stated that working from home full-time&nbsp;<a href="https://www.afr.com/work-and-careers/workplace/cba-says-no-to-fully-remote-work-20230222-p5cmo6" target="_blank" rel="noopener noreferrer">reduces collaboration</a>&nbsp;and a disbelief that any&nbsp;<a href="https://www.afr.com/work-and-careers/workplace/cba-says-no-to-fully-remote-work-20230222-p5cmo6" target="_blank" rel="noopener noreferrer">role can be performed completely remote.</a>
Despite many companies backtracking on their flexibility promises, remote working remains permanent in many organisations.&nbsp;<a href="https://www.itpro.co.uk/business/business-strategy/370043/github-shifts-to-fully-remote-working-model" target="_blank" rel="noopener noreferrer">GitHub closed their offices completely</a>&nbsp;in cost-cutting measures, with all employees working from home permanently. Companies&nbsp;<a href="https://www.bbc.com/worklife/article/20230206-the-companies-backtracking-on-flexible-work" target="_blank" rel="noopener noreferrer">such as Starbucks, Twitter and KPMG</a>&nbsp;are advocating for hybrid working, with a balance decided between a manager and employee. So, although flexibility is still out there, candidates may have to work harder to find them during their job hunt.
<h3>Attracting candidates with flexibility</h3>
<a href="../../../../../../insights/what-tech-candidates-want-2023" target="_self">12.41% of candidates</a>&nbsp;believe having the working arrangement on a job advertisement prompts them to apply, meaning that flexibility and choice are non-negotiables for many professionals. Employers who aren&rsquo;t willing to budge on flexibility will corner off part of the talent pool and limit their potential candidates. And with reported benefits of less commuting time, more autonomy and increased motivation, why should candidates be expected to sacrifice flexibility in 2023? Employers will benefit from the positives of giving candidates more flexibility, alongside&nbsp;<a href="https://www.lumapps.com/digital-workplace/benefits-of-working-remotely/" target="_blank" rel="noopener noreferrer">cost-saving and a reduction</a>&nbsp;in absences that will lead to higher revenue intakes.
&nbsp;
<a href="https://www.lorienglobal.com/insights/what-tech-candidates-want-2023">Click here</a>&nbsp;to view other results from our What Tech Candidates Want 2022 survey, including views on salary and the recruitment process. More Lorien insights are also available to&nbsp;<a href="https://www.lorienglobal.com/insights">view here.</a>

Methods of working – both actual and desired – are constantly changing as we continue to move away from the COVID-19 pandemic, which ushered in a new way of working for everyone.

How important is flexible working to tech candidates?

With tech candidate demand at an all-time high, knowing what the market wants has never been more important.
In Lorien&rsquo;s What Tech Candidates Want report, we share our latest industry research into what makes tech, digital, and change candidates tick when they&rsquo;re on the job hunt.
We&rsquo;ve canvassed our database to understand their plans for the year ahead, what influences their interest in a role, and what makes a great candidate experience. &nbsp;
And we&rsquo;ve condensed our findings into one short infographic &ndash; so you can get up to speed in five minutes or less.&nbsp;
Download the report now to understand:
<ul>
<li>How does salary visibility impact applications?</li>
<li>Are candidates sticking or twisting in their jobs this year?</li>
<li>How has hybrid working changed candidate expectations?</li>
<li>How long should a recruitment process be?</li>
<li>What do candidates dislike in the recruitment process?</li>
<li>What makes a good candidate experience?</li>
</ul>
With surprising results and touchpoints across the entire recruitment process &ndash; from applications to tech testing &ndash; if hiring is high on your agenda for 2023, this is a must-read.
Discover a world of insights into the tech talent market with Lorien. <a href="../../../../../../insights" target="_blank" rel="noopener">Check out our insights page</a>, follow us on LinkedIn, or <a href="mailto:solutions@lorienglobal.com" target="_blank" rel="noopener">get in touch with the team</a> to learn more about what to expect from the tech workforce in 2023, and how we can help you achieve your people strategy. &nbsp;

Find out the latest in candidate expectations with Lorien’s report on candidate motivations and the candidate market in 2023. Learn what’s changing the tech market and what tech candidates want when it comes salary, hybrid working, experience, and benefits in this report on candidate trends.

What Tech Candidates Want – Latest Research and Statistics

The number of job applications in the UK remains on the rise, with&nbsp;59.5 million applications in 2022&nbsp;&ndash; up 19% from 2021 &ndash; but with more opportunities out there and so many different ways to work, how do you know what&rsquo;s the best fit for you? In this blog, we&rsquo;ll break down the basics of temporary and permanent roles, and the key differences and benefits for each position that will assist you in choosing the best kind of role for you.
<h2>Perm Vs Temp Working - The Differences</h2>
Temporary roles are ideal for candidates who need flexibility and prefer short-term work, whereas permanent roles are perfect for candidates who want to commit to a long-term position.
Some other key differences include:
<ul>
<li>Temporary positions are undertaken for a set amount of time, with specified start and end dates in your contract, in contrast to permanent roles that have no set end-date until you leave the workplace or receive a promotion</li>
<li>Permanent roles offer a yearly salary paid to candidates on a regular basis, with temporary workers paid an agreed hourly rate</li>
<li>Benefits packages for the two role types significantly vary, with temporary work benefit packages and holiday allowances being based on the hours you work and permanent work typically offering a set amount of holidays per calendar year, a workplace pension and other benefit schemes that workers have full access to</li>
<li>There is room for progression in many permanent roles whilst temporary contracts are exactly that &ndash; temporary, and often last up to one year</li>
</ul>
<h2>Perm Vs Temp Working - The Benefits</h2>
Permanent and temporary work may be very different, but they both offer many positives which provide candidates with a better picture in selecting the best type of role for them. Some benefits of the two role types are:
<h3>Permanent working positions</h3>
<ul>
<li>Remaining with an employer for a long period of time allows candidates to develop working relationships and connections</li>
<li>Benefits packages are clearly outlined from the beginning of employment</li>
<li>Greater stability and less time spent learning the ropes in each new role</li>
<li>Investment in learning and development supports with climbing the career ladder</li>
<li>The pandemic has paved the way for flexibility within permanent employment with flexitime and hybrid working regularly on offer</li>
</ul>
<h3>Temporary working positions</h3>
<ul>
<li>Highly flexible and allows you to fit roles around your schedule, with breaks between positions</li>
<li>Possibility to pursue a variety of interests and gain valuable experience in multiple sectors</li>
<li>Temporary roles can help fill employment gaps for candidates in-between roles</li>
<li>Helps in developing new skills in niche, new areas</li>
</ul>
<h3>Choosing what work type right for you</h3>
Based on the above, you&rsquo;ll be able to narrow down what is the best fit for you right now. It&rsquo;s worth mentioning that temporary work contracts can be extended, or subject to change, depending on the nature of the role. Similarly, even though permanent roles are allowing more flexibility, it will not offer the same freedom that a temporary role does when it comes to taking time off and long breaks.
With factors such as the cost of living crisis leading many candidates to search for roles with better pay and more flexibility,&nbsp;<a href="https://www.zawya.com/en/world/uk-and-europe/jobs-in-london-recruitment-of-permanent-staff-continues-to-drop-o34p84af" target="_blank" rel="noopener">interest in temporary roles has continued to grow</a>&nbsp;with a total of&nbsp;1.69 million temporary workers&nbsp;from September to November 2022. It isn&rsquo;t just temporary roles receiving interest though, with the number of permanent roles advertised in 2022 accounting for&nbsp;69% of all jobs.
It's clear that both temporary and permanent roles are on the rise, meaning that there has never been a better time to find a role that fits your needs. Check out our&nbsp;latest<a href="https://www.lorienglobal.com/jobs"> Tech jobs from Lorien Recruitment</a> to find the best jobs in technology, digital and change now. You can also discover more<a href="https://www.lorienglobal.com/insights">Tech Recruitment Industry Insights</a> in our&nbsp;insight section.

The number of job applications in the UK remains on the rise, with 59.5 million applications in 2022 – up 19% from 2021 – but with more opportunities out there and so many different ways to work, how do you know what’s the best fit for you?

Permanent vs temporary work

International tech and digital talent solutions specialist Lorien has appointed a new Head of Public Sector for England and Wales.
James Cook, who joins with over 10 years&rsquo; experience in public sector recruitment, will provide a fresh focus for Lorien&rsquo;s public sector clients in England and Wales, working alongside Lorien's established and successful public sector offering in Scotland, led by Chris Ferguson.
Lorien is already a partner to many public sector clients, including in central and local government, regulated and arm&rsquo;s length bodies, higher education, and for consultancies delivering services to the public sector, however Lorien has only recently carved the sector out as its own practice across the UK following several high-profile client wins in 2021 and 2022.
James said: &ldquo;I am excited to be reimagining service and value for the public sector, and to lead Lorien&rsquo;s public sector practice at such a pivotal time. The public sector is going through an interesting period of change at the moment, and people will be key to its success. Lorien is already a key player in Scotland&rsquo;s public sector, and I&rsquo;m looking forward to building on those existing partnerships across the UK while bringing Lorien&rsquo;s brand of scalable, specialist-led talent solutions to the wider sector. I think it&rsquo;s a really attractive proposition for an industry focused on digital transformation.&rdquo;
David Gettins, Managing Director&nbsp;at Lorien, commented: &ldquo;I am delighted to welcome James to Lorien. His experience and knowledge of the sector will be vital for Lorien&rsquo;s public sector clients and their long-term talent strategy. One of the pillars of a Lorien service is expert-to-expert engagement for every requirement, so I am thrilled to be able to add one of the industry&rsquo;s most experienced minds to our existing team of experts.&rdquo;
James is currently reaching out to his existing network and would love to hear from new connections. If you&rsquo;d like to get in touch with any queries or questions on the public sector, email&nbsp;<a href="mailto:james.cook@lorienglobal.com" target="_blank" rel="noopener">james.cook@lorienglobal.com</a>.

Industry expert joins Lorien to supercharge public sector delivery

Lorien appoints James Cook as Head of Public Sector

Recently, Lorien&rsquo;s Director of Solutions &amp; Insight Darren Topping held a round-table with a focus on how HR and talent acquisition can harness the power of technology platforms to enhance their operations. Darren was joined by experts from across industry, including Spencer Hurley, Resourcing Leader from Nationwide Building Society, Adam Gordon, Founder and VP of CandidateID, Hayley Bakker Co-Founder of Diversely, Jason Kennedy, Director of Digital Commerce and Innovation from Impellam Group and Toby Heales, Sales Manager from Adway.
Below are our top five takeaways from what was an excellent discussion, and you can watch the roundtable full&nbsp;<a href="https://www.lorienglobal.com/insights/technology-in-talent-acquisition" target="_self">here.</a>
<h3>1. Leveraging technology without losing the human touch</h3>
Many people feel that technology can sometimes blunt the human element of hiring and people operations, but, in reality, they go hand-in-hand. Technology makes it easier for recruiters and hiring managers to do the right thing for candidates and enhance the candidate experience through making it easier to communicate, keep candidates and hiring managers in the loop and remove bias from the process. Tech and AI should not be used to replace decisions but should be used to support TA teams in improving the candidate experience. The use of tech allows TA to have more quality time with candidates.
<h3>2. What should you ask a prospective technology partner?</h3>
Firstly, you need to know what you&rsquo;re trying to solve by looking for a technology partner. Once you understand what you need to solve you can then focus your assessment of your prospective partners on how they can help you tackle your specific needs.
You should also ensure that you know how the partner will help you to demonstrate the business value and the benefits of adopting their solution. How does any solution that you implement help you to demonstrate that it is actually achieving your initial objectives? Data, analytics, and reporting set out from the beginning of your agreement will help ensure the solution remains measurable.
Another key question for potential tech partners is regarding their own team retention, performance, and diversity. This will provide you with a useful barometer of whether the organisation you could be working with is one that co-ordinates with your values and ethics. For example, if a potential tech partner does not prioritise or have regard for diversity and inclusion, then they are likely not a partner that you would choose to work alongside.
<h3>3. Larger organisations can successfully work with smaller start-ups &ndash; and vice versa</h3>
Being in a true partnership with a tech provider may mean that you have influence in how the tech product develops and help shape how the product solves some of the more technical requirements that organisations can have. Organisations who choose to work with newer tech providers often do so as they like to work with providers who can add value quickly through additional agility. If you&rsquo;re an early adopter of a new technology and working with a start or scale-up, ensure that you know exactly what you want to achieve &ndash; why this partner is the right one for you, what value the partner can provide and ensure that they can truly support you in driving the outcomes you are looking for.
The ideal partnership is based around clarity and on HR &amp; TA articulating what they specifically want to achieve with a particular technology adoption. Working closely with a tech partner to define what you want to build on and improve at an early stage allows it to become measurable so you can have a feedback loop and demonstrate the value generated for both parties.
<h3>4. Is there such a thing as too much integration?</h3>
Where you are an organisation with a large tech stack in HR / TA, it&rsquo;s good to look at what you are trying to achieve. Which systems and endpoints are relevant? Who are the key users and what do they need to be able to action? From there, you can customise and make decisions on integrations based on users&rsquo; specific needs rather than integrating everything for everyone.
There should also be a focus on effort versus reward. For example, if you&rsquo;re going to achieve a minor improvement in performance by integrating systems, but it is costly or involves lengthy timescales that ties up resource, then it&rsquo;s not particularly worthwhile. There are a lot of different ways of utilising other tech, tools, and workarounds &ndash; sometimes integration is overemphasised.
<h3>5. The future of tech and the recruitment process</h3>
All of our industry experts came to the same conclusion here &ndash; That technology platforms and tools can and should be an essential part of HR &amp; TA, but only where solution benefits and needs can be fully scoped. As the space continues to grow and create new solutions, the human-touch in hiring has never been more essential and technology should help enhance and provide more time for human interaction rather than replace it. Our panellists agreed that there is space for candidate assessment platforms to continue to focus on inclusivity, and also much more space for technology to offer a personalised experience of candidates through focussing on each individuals needs and sentiment around the hiring process.
If you would like to find out more about how Lorien can help you define your recruitment technology needs, or if you would like to understand how our managed solutions offer technology as part of an overall hiring solution, please contact&nbsp;<a href="mailto:solutions@lorienglobal.com" target="_blank" rel="noopener">solutions@lorienglobal.com</a>. We value your feedback as always, so please do let us know what you thought of our roundtable.

Recently, Lorien’s Director of Solutions & Insight Darren Topping held a round-table with a focus on how HR and talent acquisition can harness the power of technology platforms to enhance their operations. Below are our top five takeaways from what was an excellent discussion.

Top five takeaways from our ‘Technology in Talent Acquisition’ roundtable

The last few years have seen a shift in how organisations collect and respond to data.
Some organisations are frightened at the prospect of data collection and analysis, some welcome it and collect all they can. The truth is the best method lies somewhere in the middle.
While the prospect of data in the cloud can be daunting for some organisations, other companies are drowning in data and will be for some time without a good solution &ndash; like data governance.
In this blog, I&rsquo;ll explore what data governance is and why it is so important in today&rsquo;s world.
<h3>Why data governance is so important</h3>
You may be wondering what exactly data governance is, or why it&rsquo;s so crucial for your organisation&rsquo;s future.
In short, data governance is the set of processes and policies within an organisation that set out how data is gathered, stored, processed, and disposed of. It governs who can access what kinds of data under what circumstances, and helps organisations translate large datasets into actionable insights to inform and optimise company decisions.
In fact, the whole concept of data governance is to&nbsp;<a href="https://www.datacenterdynamics.com/en/opinions/data-quality-is-at-the-heart-of-successful-data-governance/" target="_blank" rel="noopener">ensure that an organisation&rsquo;s data is accurate whilst also reducing data risks</a>. As tech continues to evolve, data quantities rise with a larger audience for organisations to tap in to. Some may say that the more data you have, the better for your organisation &ndash; that is a myth.
Too many organisations waste resources gathering data that has no relevance to their objectives.<a href="https://www.dataversity.net/5-common-data-governance-challenges-and-how-to-overcome-them/" target="_blank" rel="noopener noreferrer">&nbsp;A key part of data governance is&nbsp;only gathering data you need to grow and to meet expectations</a>.
However,&nbsp;<a href="https://www.dataversity.net/5-common-data-governance-challenges-and-how-to-overcome-them/" target="_blank" rel="noopener noreferrer">many organisations feel they don&rsquo;t have the resources</a>&nbsp;or the staff to maintain data governance, placing&nbsp;other priorities placing higher on the ladder. If this applies to you, one method is to&nbsp;<a href="https://www.dataversity.net/5-common-data-governance-challenges-and-how-to-overcome-them/" target="_blank" rel="noopener noreferrer">invest in analytical tools and manpower</a>&nbsp;to&nbsp;interpret the data you gather. Organisations today are drowning in data, and without appropriate action, this will only continue. Investing in tools and staff to help prioritise, organise, and analyse data can unlock the insights you need to drive forward your business performance.
<h3>Data governance and the cloud</h3>
The link between the cloud and data governance is stronger than it has ever been.
Many data governance tools run in the cloud, as the number of cloud-based data applications rises. This has come with clear benefits, such as&nbsp;<a href="https://www.dataversity.net/challenges-of-data-governance-in-a-multi-cloud-world/">multi-cloud environments offering more transparency</a>&nbsp;through logging, and solutions for&nbsp;<a href="https://www.dataversity.net/challenges-of-data-governance-in-a-multi-cloud-world/" target="_blank" rel="noopener noreferrer">data errors being deployed across cloud networks</a>. Consistent data governance will&nbsp;<a href="https://www.alation.com/blog/why-cloud-data-governance-is-critical/#:~:text=What%20is%20Cloud%20Data%20Governance,grows%20larger%20and%20more%20complex" target="_blank" rel="noopener noreferrer">improve efficiency, minimise security risks, and improve the quality</a>&nbsp;and usability of data &ndash; all of which are highly beneficial to organisations.
Although data governance comes with its benefits, it has also presented challenges for organisations who find they are not equipped with the necessary skillsets to manage these new technologies effectively.
Concerns surrounding a data breach are common, with many&nbsp;<a href="https://www.dataversity.net/challenges-of-data-governance-in-a-multi-cloud-world/">executives worrying about their data security</a>,&nbsp;and seeking assurance from their cloud provider that&nbsp;<a href="https://cloud.google.com/learn/what-is-data-governance">there will be protection against exposure or theft.</a>&nbsp;But with&nbsp;<a href="https://www.immuta.com/blog/data-governance-cloud-computing/" target="_blank" rel="noopener noreferrer">an industry-wide 92% cloud adoption rate</a>, the majority of organisations are using multiple public cloud-based data applications for their data, and this should help ease the minds of the worrying executives and organisations.
More professionals are being pressed to develop their skills to include the newly essential cloud-based knowledge in order to keep up with the market. Personally, I&rsquo;m seeing more candidates than ever with Collibra and Informatica certifications, which are cloud-based data governance tools, and I expect this will become a necessity for all data governance professionals in the next twelve months. This shows the market is evolving quickly as, in 2021, it was a rarity to see cloud-based data governance experience as a requirement for a role.
<h3>Data governance and data quality</h3>
One key reason that data governance is so crucial to many organisations is that they are faced with enormous quantities of data with a lack of quality, leading to organisations having to deal with what is named &lsquo;dark data&rsquo; &ndash; essentially, unmanageable, and unusable data. This, in turn, hampers the ability to make well-informed business decisions around data.
In a survey performed by Enterprise Strategy Group,&nbsp;<a href="https://www.datacenterdynamics.com/en/opinions/data-quality-is-at-the-heart-of-successful-data-governance/" target="_blank" rel="noopener">42% of respondents stated that at least half of their data was &lsquo;dark data&rsquo;</a>, which led to downstream bottlenecks and affected the accuracy of their operational data. The best thing organisations in this position can do, is to perform a big push to increase data quality visibility across the business and focus solely on the quality of data, not the quantity of it. Additionally, tools with automated features&nbsp;<a href="https://www.datacenterdynamics.com/en/opinions/data-quality-is-at-the-heart-of-successful-data-governance/" target="_blank" rel="noopener noreferrer">enhance data quality visibility</a>&nbsp;to all data governance teams and are recommended to all organisations.
Data governance and data quality are closely linked, and&nbsp;<a href="https://www.collibra.com/us/en/blog/data-quality-vs-data-governance" target="_blank" rel="noopener noreferrer">organisations must have proper data governance before considering any separate data quality tools</a>. Although this may mean that organisations must lead a huge data clear-out, it will prove to be beneficial to both the organisation and the end-user, as data-led insights increasingly shape, and improve wider business decisions.&nbsp;<a href="https://www.collibra.com/us/en/blog/data-quality-vs-data-governance" target="_blank" rel="noopener noreferrer">While data overhauls can include</a>&nbsp;identifying critical data elements for the business, or estimating the shelf-life of poor data quality, to streamline strategy an organisation&nbsp;<a href="https://www.collibra.com/us/en/blog/data-quality-vs-data-governance" target="_blank" rel="noopener noreferrer">must decide which area is the highest risk</a>&nbsp;and focus on that specifically first. Following this, organisations can use data governance to begin to adopt data policies and control their data.
&nbsp;
If you&rsquo;re interested in data governance roles,&nbsp;<a href="https://www.lorienglobal.com/jobs">click here</a>. For more insights on data and analytics, click&nbsp;<a href="https://www.lorienglobal.com/insights">here.</a>

While the prospect of data in the cloud can be daunting for some organisations, other companies are drowning in data and will be for some time without a good solution – like data governance.

How data governance can help your organisation

Suffice to say, we all know the impact that social media has had on the world, becoming an essential component of many people&rsquo;s day to day lives with individuals from all generations embedded on various platforms and&nbsp;an average of over&nbsp;<a href="https://backlinko.com/social-media-users" target="_blank" rel="noopener noreferrer">4.48 billion users worldwide</a>. I&rsquo;m always surprised to find out how little organisations are maximising this captive audience. With so many opportunities to attract candidates, organisations that fail to include social as a key pillar in their talent strategy stand to miss out. I wanted to look at the benefits of recruiting via social media, how to make it work for your organisation, and what we&rsquo;re doing at Lorien to embrace this vital channel.
<h3>The value of social media and recruitment</h3>
Today,&nbsp;<a href="https://sproutsocial.com/insights/social-recruiting-guide/" target="_blank" rel="noopener noreferrer">96% of job seekers use social media when conducting a job search&nbsp;</a>to understand a company&rsquo;s values, tone, benefits and to search for employee reviews of the company &ndash; all of which help them decide whether to apply for a role and, ultimately, if they would accept. This means that for any organisation, keeping your &lsquo;shop window&rsquo; up to date and engaging is a must, and not just on your own pages, across social media &amp; review sites too.
Recruiting via social media can be more cost-effective than traditional attraction methods&ndash; and often yield more results due to the huge audience size and the ability of technology to segment candidates into the markets you are trying to attract. With specialist recruiters able to personalise messages to candidates through translating the full opportunity and piquing candidates&rsquo; interest in roles, social media offers an opportunity to appeal to a large audience in through a personalised approach. Of course, another huge advantage of social media sourcing is the opportunity to also attract more passive candidates - those who are looking, but they aren&rsquo;t sure what they want, or those who didn&rsquo;t know they were looking until the right opportunity appeared on a social media platform that they visit daily, and are comfortable in using for communication.
<h3>Making it work for you</h3>
Some organisations have fully embraced social media recruiting, such as&nbsp;<a href="https://twitter.com/underarmourjobs?lang=en" target="_blank" rel="noopener noreferrer">Under Armour</a>&nbsp;and&nbsp;<a href="https://twitter.com/ASOS_Careers?ref_src=twsrc%5Egoogle%7Ctwcamp%5Eserp%7Ctwgr%5Eauthor" target="_blank" rel="noopener noreferrer">ASOS</a>; and they do it very well. One strategy that they have adopted is creating a dedicated social media page for recruitment across different platforms. This type of social media recruitment allows a candidate to get a feel for the company and their staff without being faced with posts aimed at consumers.
In order to effectively use social media as a hiring tool, organisations need to tap into the right platforms for their industry. Social platforms like LinkedIn, Twitter, Facebook, Instagram and even TikTok, can be appropriate, depending on your target market and industry. For example, a younger audience can be found on platforms like TikTok or Instagram. It&rsquo;s also worth considering how different platforms can serve different content types &ndash; YouTube for example is great for sharing informational or promotional videos, while Twitter is great for feeding bitesize content or reactionary news. You need to do your research, look at which platforms best reflect your organisation, and leverage your brand well on the appropriate platforms.
<h3>Implementing a strategy</h3>
With&nbsp;<a href="https://sproutsocial.com/insights/social-recruiting-guide/" target="_blank" rel="noopener noreferrer">78% of recruiters expecting social media recruiting activities</a>&nbsp;to increase, there is no better time to start planning your social strategy for talent acquisition.
The first thing to start building on is your social media presence, and this is something that shouldn&rsquo;t be half-hearted. Establishing a well-thought social media presence will give your brand consistency and visibility to candidates. Within the first year of a consistent social media presence, we at Lorien had grown our follower count by 149%. Today, our follower count is more than 100x that, at 240,000 followers. We learned that it&rsquo;s not difficult to build a social media following, but you must be regimented with it, including consistency with branding, tone and topics so your audience understand who your organisation is.
We have also found that an audience trusts employee voices, which presents a great opportunity to elevate your employee voice beyond brief references and testimonials. This is something we have embraced at Lorien, with members of staff offering their thoughts on the market in regular monthly blogs and our wider team using Paiger to share their industry insights, offering our audience a chance to see the faces and knowledge behind our organisation.
To make the most out of recruiting on social media, organisations not only need to focus on developing a compelling and comprehensive Employee &amp; Contractor Value Proposition, but they also need to provide authenticity and access to employees to engage and respond to potential applicants.
Despite a slightly gloomier economic outlook, skilled candidates remain at a premium across the board and social media at its heart is about connecting &ndash; with others, with information, and with opportunities. Not leveraging these tools and their immense capability would be a massively missed opportunity in ensuring your organisation can secure all the talent you need.
&nbsp;
If you have any thoughts on social media recruitment, please contact me&nbsp;<a href="mailto:darren.topping@lorienglobal.com">here.</a>&nbsp;To view Lorien&rsquo;s other insights,&nbsp;<a href="https://www.lorienglobal.com/insights">click here.</a>

With so many opportunities to attract candidates, organisations that fail to include social as a key pillar in their talent strategy stand to miss out. I wanted to look at the benefits of recruiting via social media, how to make it work for your organisation, and what we’re doing at Lorien to embrace this vital channel.

The rise of social media recruitment

We are delighted to announce that Lorien has achieved the &lsquo;We invest in people&rsquo; gold accreditation from Investors in People.
Investors in People (IIP) is a standard for people management and offers recognition to organisations that look to improve performance and develop workers.
IIP&rsquo;s sole mission is to make work better for everyone and focuses on employee connection, engagement, wellbeing and organisational culture. Their research, experience and work in these areas has made work better&nbsp;<a href="https://www.investorsinpeople.com/" target="_parent">for over 11 million people</a>&nbsp;globally.
With only 17% of organisations achieving a gold status with IIP, this achievement means we are demonstrating a clear commitment to creating a rewarding, enjoyable, and supportive workplace for the people of Lorien.
In the IIP survey, 91.8% of people said Lorien is a great place to work, with 95.4% of people feeling trusted to make decision in their role. Additionally, 94.1% of people stated that they trust the leaders of Lorien.
<h4>Lorien&rsquo;s MD David Gettins said:</h4>
&ldquo;Our &lsquo;We invest in people&rsquo; assessment was a great opportunity to hear from the people of Lorien, and we&rsquo;ve learnt a lot from what they told us. The hard work doesn&rsquo;t stop here, though. We&rsquo;ve listened to their feedback, and we&rsquo;ve got some great recommendations and an action plan so that we can keep making changes, keep improving, and keep moving forward. Together Lorien have created a culture of success, support, and collaboration that everyone can see. I would like to thank the people of Lorien for their commitment to making us a great place to work for everyone.&rdquo;
If you're interested in joining us at Lorien,&nbsp;<a href="https://www.lorienglobal.com/about-us">click here</a>&nbsp;to learn more about us.

We are delighted to announce that Lorien has achieved the ‘We invest in people’ gold accreditation from Investors in People.

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