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Future of jobs Infographic Series – Industry Profile – Energy Utilities & Technologies

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Companies expect a good improvement by implementing the technologies below by changing the frontier between humans and machines when it comes to existing tasks between 2018 and 2022. Until last year, 2018, 71% of tasks were performed by humans, compared to 29%, by machines. By 2022, this standard is expected to change to 58% task hours for humans and 42% by machines. However, last year no work task was yet estimated to be performed, most of all by algorithms or machines. At the same time, the expectation for 2022 is different, by increasing the contribution of machines and algorithms to 57%.
For instance, by 2022, 62% of the organization’s information and data processing, searching reports and transmission tasks will be completed by machines, compared to 46% today. Even the ordinary tasks that are not so overwhelming for humans such as communicating and interacting (23%), developing, managing and advising (20%); likewise decision-making and reasoning (18%) will start to be automated ( 30%, 29%, and 27%).

So what do these numbers tell us?

The large firms in the global (non-agricultural) workforce indicate that 75 million jobs may be displaced by a shift in the division of activity between machines and humans, while 133 million new roles may arise that are suitable to the new division of work between humans, algorithms, and machines. At the same time, these estimates and hypothesis behind them should be treated with caution, because they represent a subdivision of employment globally, they are useful in highlighting the types of adaptation strategies that must be installed to assist the progress of the transition of the workforce to the new world.

Here are three aspects tackled for you. They will show you how Energy Utilities & Technologies are influenced by the adoption of new technologies, they will also illustrate the existing barriers created, and they will summarize the impact on the workforce.

Let’s start with a look at the following infographic. A huge share of analysis of the respondents from the industry indicated that, by 2022, their company was “likely” or “very likely” (on a 5-point scale) to have adopted new technology as part of its growth strategy.

Secondly, if we check out the barriers to adoption of new technologies, we can discover that the five biggest perceived barriers to the implementation of new technologies across the industry, as ranked by the share of survey respondents. The following graphic will inform you which were the major obstacles, that were chosen by the surveyed people, perceived as impediments to successful new technology adoption faced by their company.

Thirdly, we would like to share this information related to the expected impact of new technology adoption on the workforce. In this last graphic, you can see the percentages representing the share of survey respondents from the industry who expect their company to have adopted the stated measure(s) over the 2018–2022 period as part of their current growth strategy.

The expectation of this technological progress presents a real challenge to the existing business models and practices. At the same time, we hope for the next years that these dynamic changes, whether they are causing confusion or will be constructive will be the exact reason why new opportunities of growth appear.

Source: Report

Diversity inclusion Infographic

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Creating a diverse workplace definitely pays off. These recruitment statistics show that the top reasons companies focus on creating a diverse workplace are statistically connected to the benefits that come with it. Firstly, diversity improves company culture as reported by 78% of respondents. Secondly, it improves company performance at least according to 62% of the surveyed lot. And thirdly, a percentage of 49 of respondents said they incorporate diversity in their business so they can be more relatable to their clients.

Business leaders might want to better relate to customers because of the benefits it brings. McKinsey’s research on the link between company financial performance and ethnic, cultural, and gender diversity finds that companies in the top quartile for gender or racial and ethnic diversity are more likely to have financial returns above their national industry medians. In this case, some might want to look into ways of integrating into their organization people with different cultural backgrounds that would match the cultural dimensions of the business clientele. With regards to improving company performance, the same study pointed out that diversity is a competitive differentiator that is shifting market share toward more diverse companies. The analysis of the data revealed a positive relationship between financial performance and greater diversity in leadership. The reason for this might be because the more diverse a company is the better it is to improve employee satisfaction and thus decision making.

In conclusion, although improving organizational culture through variety might be difficult, it is well worth it. It might be hard to achieve a cohesive one direction oriented group with people from different cultural and ethnic backgrounds because of unconscious bias, but companies that manage to do it are also able to achieve a global mindset and cultural fluency which in turn translates into higher profit.

Source: https://www.talentnow.com/recruitment-statistics-2018-trends-insights-hiring-talented-candidates/

Recruitment statistics 2018

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Why are recruitment statistics important? Besides the fact that they keep us informed and help us guide our recruiting efforts, they can be powerful tools to improve.

In this statistics representation, we showed in numbers how easy/ hard it is to fill a position in the year 2018. Do you know what passive job seekers are? The following data will be of much help if you do a little research on how to direct your efforts when searching for talent. And the last item in our figures is related to the number of companies that promotes talent within the organization.

U.S. employers encounter difficulties when they want to fill new job openings. The statistics tell us that 50% of U.S. Employers reported that it is taking them longer to fill jobs today compared to any other period of time. This trend in human resource speaks about who has the upper hand when it comes to recruiting.

Job seekers hold the strongest influence on the job market. Some decide to pursue jobs based on long-term personal objectives and other will hop from one job to another based on salary alone.
In their search of the best talent, recruiters also need to consider candidates who are not actively searching for a job. According to the statistics, 73% of candidates are passive job seekers.

This turns out to be difficult for recruiters because passive candidates are not looking for new job opportunities since there’s typically a good reason: they are competent workers and they are happy with their current role. Convincing them to hop jobs might be difficult.
But there are also more optimistic statistics. For example, 79% of organizations are focusing their efforts towards building and promoting their own talent from within, meanwhile only half are recruiting from the external labor pools. Hiring from within their own organizations comes with numerous benefits for employers because it saves up on time and not to mention money. This is an ideal way for organizations to retain talent and to grow organically.

Source: https://www.talentnow.com/recruitment-statistics-2018-trends-insights-hiring-talented-candidates

Recruitment Statistics Infographic 2019

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A candidate driven recruitment market coupled with negative employer branding can make a recruiter’s job a hassle. If you also throw in the mix the talent shortage, the recruiter’s work becomes quite the challenge. Hurdles that recruiters will face in 2019 are no less challenging than they were before. This being the case, social media strategies and social listening tools, if used correctly, can ease the hiring process overall.

Understanding the statics regarding how the hiring process worked in 2018 is essential in understanding how to handle the challenges coming in the next few years. According to LinkedIn, the latest recruitment trends in the hiring process include diversity, new interviewing tools, data, and not last, artificial intelligence. Recruiting firms that harnessed the powers of these hiring processes had it good in 2018 and firms who want to strive must take notice of these trends.

A key statistical insight regarding diversity is that companies must not discriminate when recruiting. Companies who got on the bandwagon of diversity choose to do it because in their opinion it improved organizational culture (78%). Another statistical point of view is that when traditional points of view fail the most useful interviewing innovations that must kick in are soft skills (59%), job auditions (54%) and meeting in a casual setting (53%). The third major recruiting trend of 2018 was the increased use of data in the context of strategic hiring decisions. The numbers show us that 56% of the surveyed firms used data to increase retention rates. The fourth important HR trend of 2018 was the use of artificial intelligence in the hiring process.

Digital tools and automation
Recruitment automation improves the hiring process by making it more error-free.
Knowing all this, let’s follow up with some tips the can easily help to hire talented candidates using innovative hiring methods. 

The main observation we would like to point out is that recruitment in 2018 has more to do with social media than ever before considering that 67% of employers say social recruitment is vital in finding passive candidates, 66% of social hires weren’t looking for jobs when they were recruited by HR professionals using digital tools, and 63% of hiring managers say they successfully hired with social media.

The bottom line is: Go Social!

Source: https://www.talentnow.com/recruitment-statistics-2018-trends-insights-hiring-talented-candidates/

Common causes of inefficiency at the workplace

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There are books written about the subject, but we will only touch on 4 that we believe have the most negative impact on workplace efficiency:

A disconnect between cause and effect, work and outcome.

We tend to “give work” to our teams and expect them to understand the effect it will have on the organization down the line. However, when we tie outcome to work/input, it helps people understand the value of their work in the final product or service and give them a sense of urgency and importance. It can easily be explained by asking one simple question: “what would happen to the product/service if you stopped doing what you’re doing?”

Lack of clarity regarding how responsibility is assigned

Have you ever had to complain about something and were passed on to the next “representative” for a solution, or told that “it’s out of our hands?” That’s what lack of clarity regarding responsibility looks like. In an organization where people have no idea who is responsible for what, or even worse, know they are responsible but they will pass it on anyhow, inefficiency reins!
Responsibility needs to be assigned to people in the organization to the extent of roles – i.e. if someone is responsible to deliver a service and misses a deadline, then that’s their responsibility entirely. If they miss it twice, then it’s the manager’s. If the manager doesn’t feel compelled to address the issue, neither will their report.
Assign responsibility and hold people accountable for the quality of their work!

Nepotism – it doesn’t matter how well I do, if I’m not among the preferred

Unfortunately, there are still businesses that are run through nepotism. That is a gross favoritism towards people who are close to a decision maker, someone of influence or importance in the company. It’s one of the common causes of inefficiency because people all of a sudden compare their work, results and reward to the work, results and rewards of those being favored.

Any organization that doesn’t quantify and award effort according to clear criteria will suffer from inefficiency at the workplace.

Deficiency in communication

Perhaps the most widespread of the causes of workplace inefficiency is a lack or poor quality in communication. It will affect people’s capacity to quantify how well they are doing, understanding of whether their efforts have any impact, and to act in due time to have any positive impact. It also causes frustration with the people a company needs to care about most (disclosure: not nepotism!) – those who want to work, be in time, have good results and want their job to be rewarding. 

All of these have deep roots in leadership but ultimately trace back to an organization’s mission, culture, and values.


Photo credit: NeONBRAND on Unsplash

What do interviewers expect when asking: “Do you have any questions for us?”

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We’ll start with one statement: The interviewer expects you to be genuine.

We know there are probably hundreds of online and printed articles about the smartest questions you can come up with. It all comes down to you and the opportunity in front of you.

Let’s start with you.

There are a lot of things that are important to you, and only a handful that is crucial. Those are typical aspects that reflect what you expect of your life, career, the people or things that make you happy and fulfilled, and not least your health (this is a shortlist, you certainly have your own). You are there because in one way or another the job opportunity you’re interviewing for contributes to what’s critical to you. Once you’ve figured that out, think about what kind of questions you could ask that will clarify whether pursuing the job opportunity will contribute to what’s critical to you.

For instance, you may think: “In the long run, I want to be an outstanding business consultant, however, I don’t have any experience right now, so it’s crucial I get a job that helps me grow towards that ideal role.” so your question for the interviewer might be: “How does the company plan for professional development/growth?

Or you may think: “it’s crucial that I work for organizations that value a healthy culture that encourages creativity, instead of a top-down” so your question to the interviewer might be: “Could I meet some of the people I’d be working with?” If they are open to the idea, it will be a good way to tell what kind of culture you’d be dealing with.

Then continue with them

In the same way, think about what’s important to the company, why have they even posted this job? Is it because they’re growing? Is it because someone left? Is it because someone got promoted? Is it because it’s part of their strategy? Some questions you may ask:

How does this role help the company?

What made the person before me successful in this role?

Why has the person in this role decided to leave?

Or you can direct your question toward the interviewer himself:

What do you like most about working here?

If you were to change anything for the better at this company, what would it be?

Why did you decide to work for this company in the first place?”

You also want to get a clearer understanding of how they thought the interview went:

How do you think I and my qualifications match the company’s and hiring manager’s expectations?

Do your homework

Employers do spend the time to put Job Descriptions together. But that’s not all that they have on their webpage that can give you an idea of who they are and what they do. Their “about” page will help you know how they think, what they value (value/principles), where they’re going (vision), and how they’re going to get there (mission/objectives). Then review their “products/services” section of their website. Is there any aspect in particular that intrigues you? Is there anything that you think might be related to your job?

Ask a few specific questions that will help you have a complete picture:

How do you measure the effectiveness of that product or services?”

I noticed one of your values emphasizes the importance of people. How do I pursue this value?”

How often can someone get involved in corporate social responsibility initiatives?

Notice most of the questions are open-ended. This approach ensures you get the most out of your of conversation with the interviewers.

How they respond is an important indicator of that organization’s values. Did they provide honest and meaningful answers? Were they specific or generic/quoting from a “textbook”? Etc.

So be genuine, be yourself!


Photo credit: rawpixel.com on Unsplash

Threat or opportunity

Skills Gap | Threat or Opportunity?

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Even in a world flooded with information accessed at a distance of a “click” – one that fuels a competitive and constantly changing global economy – the workforce market is faced with a widespread challenge: the lack of skills required to tackle today’s business environment. How do we go about solving this issue?

The global competition demands a different skill set

Technology has changed the way the world is connected. Competition is global and it doesn’t matter where you are located on the map: Romania, India, US, etc. because you have lots of competitors for the same market share and talent. As a result, there is a constant need for skills on the market. Employers have high expectations and want to see a strong mix of: positive attitude towards work, technical knowledge, proactivity, solving issues in a timely manner, entrepreneurial skills, and social skills. Young graduates have fewer chances to get hired, as their current skills (or lack of them) don’t fit employers’ reality.

Studies show that around 80% of graduates work in a different field than the one they have graduated from. Still, they invest energy, time and money to graduate from a University and obtain a degree that they thought would be key to enter the marketplace.

And that raises the question: “Where is the disconnect?”

How do young graduates get a dream job when organizations don’t give them a chance?

The idea is simple – employers don’t want to invest in graduates if they don’t have the required experience. The reason? The risk for new hires changing their jobs right after having been trained is significant, especially with so many available jobs on the market. This pushes employers right back to square one.

Why not change the Educational System?

Young people go to universities with the hope that after getting their degree they can enter the workforce right away and bring value to it with their fresh enthusiasm. Disappointment sets in quite rapidly when they face reality: the market does not accept them unless they are properly prepared. All starts from the ground-up: the Education System, which offers too much theory and insufficient practice.

Now what?

To begin thinking about a solution there are 3 key matters that need our attention:

(1) restoring communication between universities and organizations in the marketplace, thus offering students the chance to get prepared for what the marketplace actually needs;

(2) keeping the information always accurate and in accordance with the demand;

(3) offering them practical training while still in school, by implementing a strategy in which internships are a significant part of the grading system, right from their first year of studies.

Both companies and young graduates would benefit from this.

There is a significant amount of change that needs to be done if we want to see graduates find jobs that they can bring value to from day one. It boils down to teaching students what they really need to thrive in a global market, and focus their educational process on pragmatic skills (i.e. problem-solving, creative collaboration, effective communication, thinking out of the box), not just theory. That can only be achieved with the help of organizations that need to transfer back into education the very skills that they wish to see in graduates.

Let’s get to work!