2022年人才保留與吸引：優(yōu)化候選人體驗

THEAGEOF

CANDIDATEEXPERIENCE

AttractionandretentioninEuropein2022

2|TheAgeofCandidateExperience

CONTENTS

Foreword1

Introduction2

Scopeandmethodology2

Part1:Greatreshuffle,greaterdemand

Undeniabledemand

Elusivesupply

4

4

6

Part2:Theskillsshortcircuit

9

Alogicerrorintheskillsprogramming

9

Humanisingtheskillsdiscrepancy

14

Part3:Mefirstmeansbalanceandpurpose

17

Theprioritiesofadiverseworkforce

17

Retentionequalspermanentattraction

23

Conclusion

28

Recommendations

29

References

30

AboutHays31

FOREWORD

1|TheAgeofCandidateExperience

Thefutureofworkhasbeenandcontinuestobewidelydiscussed,especiallyinthelasttwoyears.Howworkplacesandworkrelationshipswillchange,whichjobswillbecreatedandlost,howmuchfurthertechnologywilldisruptprocessesandoperations–allarecrucialquestions.Indevelopedeconomies,thefutureofworkhasbeenunfoldingforquitesometime.Onelessonthatour50yearsofexperienceintherecruitingindustryhavetaughtusisthatthefundamentalquestionforemployersremainsthesame:howtoattractandretaintalent?

OrganisationsinEuropeareintensivelysearchingfortalenttomeetbusinessneedsandsustaingrowth.

Amidstgeopoliticalcrises,risinginflationandapandemicseeminglysubduedbutnotyetover,willincreasingheadcountsbeenough?Theshortanswerisno.

AnageingEuropecoupledwiththeacceleratedautomationanddigitaltransformationisnowhavingavisibleimpactonthelabourmarket.Organisationsacrosssectorsareexperiencingaskillsshortagethatwill,inalllikelihood,becomemoresevereinknowledge-intensivesectorsbutconcernsanybusinessneedinghighlyskilledworkers.When61%ofprofessionalsonaverageinEuropeareconsideringchangingjobsin2022,isofferinghighersalariestoattractnewtalentorpreventemployeesfromleavingeffective?Howmuchmoreandforhowmuchlongercanemployersincreasewages,consideringbudgetsarenotendlessandskillisnotavailable?

AlexanderHeise

EMEAChiefStrategicClientOfficer&ManagingDirector,Hays

Whilstbusinessesrecognisethatmatchingconsumerexpectationsinfast-changingeconomiesisasoundbusinessstrategy,employersstruggletoseethattheskilledworkforcewon’tsettleforlessthantheythinktheydeserve–notforlong.Muchhaschangedinacontinentwherethetalentpoolisnotonlyshallowbutisalsomoreconfidentandvocalabouttheirneedsandaspirations.

TheAgeofCandidateExperienceaimstoprovideemployerswithpertinentinsightsonturningcurrenttalentchallengesintoopportunitiesforthefuture–averynearfutureinwhichfocusingondevelopinganagileandreliableskilledworkforcewillprovetobefarmoreeffectivethantirelesslysearching,hiring,replacing,repeat.Theunfoldingnewworldofworkisoneofbalancebetweenemployersandemployees,companiesandprofessionals,organisationsandindividuals.Thefutureofworkisoneofcollaborationbetweenitsmanyplayers,wherepiecescometogethertocreateawhole.

Dwellingonpastdynamicsandexpectingthelabourmarkettoreactasitdidtwoyearsagowillnotyieldresultswhentheforceshaveshiftedandwillcontinuetoshift.Itisnowtimetoreflectuponreflexes,reroutebeatenpathsandcometoarenewedunderstandingofourrealityinordertoovercometheattractionandretentioninertia.

JonMannall

EMEAManagingDirector&GlobalHeadofSales,HaysTalentSolutions

INTRODUCTION

2|TheAgeofCandidateExperience

Organisationsofanykindcannotfunctionwithoutpeople.Despitethesubstantialtechnologicalanddigitalleaptheworldofworkhadtotakein2020tocontinueoperating,robotshaveyettoreplaceus.Wheretofind,howtoattractandhowtokeeptalentperformingtheirfunctionatanoptimalleveltoensure,atleast,stabilityand,atbest,growtharequestionsasoldasanyemployercanremember.

Pre-pandemic,businesseshadbeenworkingonofferingconsumersthebestpossiblecustomerexperienceinordertoenticeandengagethem,inabidtokeepthemcomingbackformore.

Post-lockdowns,employersarefacedwithhavingtorethinkhowtheyattractskilledprofessionalsandretaintheiremployees.Theattractionandretentiondilemmaisnotnew,buttheworldhaschanged.Therefore,itistimetore-examinethefollowingquestion:howcanorganisationsattractandretaintalentinthenewworldofwork?

Europeisamosaicofcultures,languages,economiesandlabourmarkets.WhileEuropeancountries

havemanydifferences,employersinEuropehaveacommonchallengein2022:attractingandretainingskilledprofessionalsamidstaskillsshortagewhilekeepingupwiththespeedoftechnologicaladvancesandaworkforcemanystruggletograsp.

Tofindcluesthatcanhelpemployerssolvetheattractionandretentionconundrum,weexplorethecurrentforcesatplaybetweenemployersandprofessionals.

Inpartone,wefocusonhowemployersandprofessionalsarereactingtothechangesintheenvironment;inparttwo,welookintotheskillsshortagefacingemployersinEuropeanditspossiblesolutions;andinpartthree,wetrytohelpemployersunderstandtoday’sskilledworkforceandhow

theycanadapttheirstrategiestomatchtalentneedsandexpectations.

Scopeandmethodology

ThisstudyfocusesoncurrentandarisingtrendsinelevenlabourmarketsinwhichHaysispresentacrossWestern,SouthernandEasternEurope.ItaimstoprovideemployerswithanoverviewofrelevantmacrodynamicsinfluencingEuropeanlabourmarketsandcontributewithinsightsintotheunfoldingnewworldofwork.

ThetrendsidentifiedinthisstudyarebasedonthefindingsofsurveysconductedbetweenJulyandDecember2021andtheobservationsofourexpertrecruitmentconsultantsassistingemployersandprofessionalsinAustria,CzechRepublic,France,Germany,Hungary,Italy,Poland,Portugal,Romania,SpainandSwitzerland.WecontrastfindingsfromHayssurveyswithvarioussources.

Eachsurveyquestionnairewasdefinedindividuallyonacountrybasis,designedaccordingtothecharacteristicsofeachmarketandlocalbusiness

needsforthepurposeoflocalHaysSalaryGuidestudies.Localfindingsweregroupedandanalysedaccordingtocommonareasofinteresttodistinguishcommonpatternsinrelationtothetopicscoveredinthisstudy.

Thesurveyswereconductedonlineandgatheredtheviewsof29,763respondentsofabroadrange,with10,954employersfromorganisationsofallsizesandsectorsand18,809employedprofessionalsunderavarietyofworkarrangements,includingpermanent,temporaryandfreelancecontracts,aswellasunemployedprofessionals.ThesurveysconductedinAustria,GermanyandSwitzerlandformedthebasisoftheHaysHRReport2022,whichfocusedexclusivelyonemployers.

HAYSLOCALSURVEYSWERECONDUCTEDINLOCALLANGUAGEBETWEENJULYANDDECEMBER2021

3|TheAgeofCandidateExperience

11

countries

29,763

respondents

10,954

employers

Poland

10,200

18,809

Germany

655

professionals

CzechRepublic

1,448

AustriaHungary

1662,060

France

1,820

Romania

350

Switzerland

157

Spain

4,072

Italy

5,070

Portugal

3,765

Note:Thenumbersforeachcountryarethenumberoftotalsurveyrespondentsinthatlocation.

SurveysinAustria,GermanyandSwitzerlandfocusedonlyonemployers.

GREAT

GREATER

PART1

RESHUFFLEDEMAND

,

Hiringintentsoarswhileskilledprofessionalsroamthemarket

83%

56%

90%

94%

90%

95%

84%71%

Undeniabledemand

ThroughoutEurope,employersbegantohireagainafterawidespreadhiringfreezeatthepeakoftheCovid-19pandemic.Asrestrictionsbegantoeaseandtheworldpreparedtoreturntonormal–albeitanewnormal–employers’intentiontocontinuehiringin2022indeedprovedintact,atanaverageof83%inEurope,withthehighestlevelsinFrance(90%)andPoland(95%).

Businesssentimentinthelatterhalfof2021

foreshadowedthegrowththatwastocome.Morethan

60%ofcompaniesinEuropepredictedanincrease

inactivitylevelsin2022andexpressedgeneral

optimismwiththeeconomicclimateinthenear

future–indicatorsthatcompanieswouldsoon

makenewadditionstotheirheadcounts.

Whenactivityincreases,sodoheadcounts

Andtheirintentionstohirein2022

Employerswhoforeseeanincreaseinbusiness

activityin2022

49%

69%63%

73%

63%

67%64%

FranceItalyPolandPortugalRomaniaSpainAverageCzechFranceHungaryItalyPolandPortugalSpainAverage

InHungary,53%ofemployersplantorecruitin2022becauseofbusinessexpansion.Businessdevelopmentisthemainreasonfor65%ofemployersinPoland,andemployersinPortugalspecifiedbusinessgrowthinthecountry(58%)andinternationalgrowth(32%)astheleadingcausesforfuturehiringin2022.

Withawaterfallinvacanciesfollowingtherelative

standstillexperiencedduringthepandemic,hiring

hassofarfocusedonreplacingleaversandkeeping

upwithgrowingbusinessactivity.InFrance,71%of

employersrecruitednewprofessionalstoreplace

lay-offsorresigningemployeesin2021,whilst

replacementwillbethemainreasontorecruitin2022

for32%ofemployersinPolandand38%inPortugal.

4|TheAgeofCandidateExperience

Afterastandstill,acatchupeffect

Whywillemployershirein2022?

5|TheAgeofCandidateExperience

Replaceleaversorlay-ofsBusinessgrowth

Portugal38%58%*

Poland32%65%

Hungary32%53%

71%

ofemployersinFrancerecruitedtoreplaceleaversin2021

*referstonationalgrowth.Afurther32%indicatedinternationalgrowth.Othercountriesdidnotdiferentiate.

Tectonicshifts

Butthehiringwishlistswillbetrickytofulfil.

Shortageoftalentinnicheoremergingareas

pre-datedthepandemicandnowhasspreadacrossallindustriesandsectorswithvaryingdegree.Ashallowdomesticpoolofprofessionalswiththeskillsrequiredandwhoareopentoemployment,withtheskillsrequired,combinedwithageingworkingpopulationsthroughoutEuropeandminimalskilledmigrationhavecompoundedtoseeskillsshortagesreachcriticallevels.

Inadditiontotheskillsshortage,employersarenowdealingwithmuchmoreinabidtomaintainorincreasebusinessgrowth.

Changehasbeenunderwayforatleastadecadeandjobgrowthalreadyfavouredhighlyskilledprofessionalsindevelopedeconomies,butthepandemicpropelledthetransitiontoadigitised,automatedworldofwork,acceleratingitbyseveralyears.Businessactivityandthenatureoftheworkperformedtosustainitisevolvingquickly.

Overthelastfivedecades,employmenthasgenerallygrowninknowledge-intensivesectorsanddeclinedinothers,suchasmanufacturingandagriculture,buthasgrownoverallindevelopedeconomies(Smitetal.,2020).

Theclockisticking

Thelong-termtrendsofdigitalisationandautomationwerealreadyboundtocausesignificantchangesintheworldofwork,butfewcouldhaveexpectedandpreparedforadaptingsoquicklytotheshiftsinthewaysinwhichpeopleinteractwitheachother,performtasks,andlearnskills.

Organisationsaredealingwithstrategicandstructuralchanges,havingtoreassesshowtheymanagehumanandnon-humanresourcesunderthepressureoftimeandloominggeopoliticalandeconomicsetbacks.Tothrive,organisationsmustrethinkrecruitingstrategies,reinventexistingrolesandcreatenewonesfortheworldwenowlivein,whereinteractions,processes,andmany–ifnotmost–manualandordinarycognitivetasksareeitherperformedbyorviamachines.

Timeisoftheessence.Itisalsoscarce.Employersneedtotakeonestepfurtherinunderstandingwhattheskilledworkforceneeds,consideringwhattheywantand,aboveall,rethinkinghowtosolvetheperennialdilemmaofattractionandretention.

Elusivesupply

Onthesurface,atthepeakoftheglobalCovid-19pandemicinEurope,skilledprofessionalsrespondedtothechallengeofashrinking,paralysedjobmarketwithafocusonself-preservation.

Thosewhokepttheiroccupationwithstoodthestormbyholdingontotheirstability,whilstthosewho

losttheirjobsorwerealreadyunemployedeitherintensifiedtheirsearch,resortedtodifferentmeansofincomeoradoptedbothstrategiessimultaneously.

Allwaitedinhopesthatthestormwouldsoonpass.Andwhilewaiting,theyponderedandrevisitedtheirprioritiesinlife,questioningwhattodonextandwhetherthepaththeyhadbeenonbeforethecrisiswastherightone.Thepandemicwasalivedemonstrationofepicproportionsofanoldadage:lifeisfragile–andshort.

TheGreatReshuffle

Assoonasthefirstsignsofrecoveryseemedtoappear,developedeconomies,especiallytheUS,witnessedpeoplequittingtheirjobsenmasseanddubbedthephenomenontheGreatResignation.

EuropewilllikelywitnessaGreatReshuffle:switchingtoasimilarjobinthesameareaofexpertisewithahopefullybetteremployer.Inthelatterhalfof2021,whensurveyedaboutintentionstochangejobsortowhichdegreeemployeeswereopentonewopportunitiesin2022,

theanswerwasunequivocal:theyintendtoandareverymuchopen.Onaverage,61%ofprofessionalsinEuropedeclaredtobeconsideringchangingjobsin2022.InSpainandPortugal,68%and70%respectivelywerealreadyactivelyseekinganewopportunity.Intentionsandwillingnesstoreorienttowardsanentirelynewpathexist,albeitintheminority,foranaverageof12%ofprofessionalsinCzechRepublic,Hungary,Italy,Poland,PortugalandSpain.Still,nearlyhalfofprofessionalsacrossthesamesixcountries,atanaverageof44%,arespecificallyconsideringacareerchangethroughfindingasimilaroccupationatanewcompany.InFrance,41%ofprofessionalshopetojoinalargecorporation.

Thesame,onlydifferent

Professionalsopentoorconsideringachangein2022

53%69%37%73%43%74%88%

48%

61%

CzechRepublicFranceHungaryItalyPolandPortugalRomaniaSpainAverage

68%snals70%e

alreadyactivelylookingforanewjobattheendof2021

41%

ofprofessionalsinFrancewanttoworkinalargecompany

6|TheAgeofCandidateExperience

Whatkindofchangearetheyplanning?

7|TheAgeofCandidateExperience

50%

11%

15%

44%

12%

%

%

%

%

48%

44%

10%

%

%

16

42

10

7

Similaroccupation,newemployerCompletelydiferentcareerOther*

Average

Spain

Portugal

Poland

Italy

Hungary

CzechRepublic

49

28

0102030405060708090100

*Otherincludesself-employment,becominganentrepreneur,changingrolesinthesamecompany,changingsector,etc.

Ademandingsupply

WithvariationsacrossEuropeandbycomparisonwiththeUS,Europeanwelfarestatesandstricteremploymentregulationsprovidetheskilledworkforcewithstrongersafetynetsandjobsecurityintimesofcrisis.Inacontextofskillshortages,high-skilledprofessionalshavemorenegotiatingpowerandmorechoice,oratleastbelievetheydo,becominganelusivesupply:hardtoattract,hardtoconvinceandhardtokeep.

Intheirsearchforanewjob,theelusivesupplyisalsohopingforhighersalaries.

Thebasiceconomicprincipleofsupplyanddemandcomesintoplayhere.Agoodinscarcesupplycoupledwithahighdemandseesitsvalueincrease–inthecontextofemployment,enterwageinflation.

ThemajorityofsurveyedemployersintheCzechRepublic(68%),Hungary(90%),Italy(71%),Poland(76%),Romania(82%)andSpain(62%)expectedsalariestoincreasein2022.

Despiteemployersforecastingsalaryincreasesofupto5%forthemostpart,insectorswhereskillshortagesarethemostsevere,suchasTechnologyandLifeSciences,increasessurpassthe10-15%thresholdinsomecases.AmidstrisinginflationandthewarinUkrainecreatingmoreeconomicuncertainty,howmuchfurthercancompaniesincreasesalarypackagestocounterlabourmarketmovements?

Higherpurpose

Salaryandbenefitsalonearenolongerthebest,northeonlyanswer.Althoughnottheprimaryfactorinweighingnewopportunities,ameaningor,inotherwords–purpose–isapartoftheequationforanon-negligiblenumberofprofessionalsinHungary(26%),Poland(18%),Portugal(33%)andSpain(36%).

InRomania,16%ofprofessionalsdeclaredtobeconsideringanewjobelsewherebecauseofpoorcompanyculture.Similarly,aquarterofprofessionalssurveyedinSpainarediscontentwiththeircurrentjobforthesamereason–culture.

Newworld,oldsolutions

Undermarketpressure,employersincreasesalariesButsalaryisnottheonlyanswer

8|TheAgeofCandidateExperience

33%

18%

90%Hungary

Spain62%

CzechRepublic68%

Romania82%

Poland76%

Italy71%

Intheirattempttorespondtobusinessneeds,employerstraditionallyfocusonhiring.Tocurbtheshortageofskilledprofessionalsandmatchtheirincreasingdemand,organisationsoftenfirstthinkofofferinghighersalariesandmorebenefits.Theapproachisn’twrong,buttheworldischangingfastandconstantly–attractionandretentionstrategiesneedtoevolveasfastandasconstantly.

Inthisdynamicworld,inwhichskillsquicklybecomeobsoleteandwhereprioritieshaveshiftedfortheskilledworkingpopulation,thedevilisinthedetails.

%whoforeseeawageincreasein2022Asidefromsalary,%ofprofessionalswholookforapurpose

36%

Portugal

Spain

26%

Poland

Hungary

Becauseofpoorcompanyculture

16%

ofprofessionals

inRomaniaare

lookingelsewhere

25%

ofprofessionalsinSpainareunhappywiththeirjobs

Pointersforchange

TheCovid-19pandemicacceleratedmanyaspectsofatransformationthathasbeensteadilyunfoldingfordecades.Organisationsthatsucceedinadaptingfasterwillhaveacompetitiveadvantageoverthosethatkeepthepre-pandemicpaceofchange.

Inthenewcontext:

?Skilledtalentisinshortsupplyandhasmorenegotiatingpower

?Purelyfocusingonhiring,especiallylocally,willnotbeenough

?Salarymatters,butotherfactorsweighgreaterthanbefore

?Everyaspectofattractionandretentionneedstobeupdatedtothecurrentcontext

PART2

THESKILLSSHORTCIRCUIT

Skillsshortageisfarmorecomplexthanprofessionalsinshortsupply

Alogicerrorintheskillsprogramming

Skillsshortagesarenotanewconcernforbusinessleaders,andassuchmanyemployersmayleanintotriedandtestedtechniques,believingthemtobeenoughtoplugthegap.Often,thisincludesintensifyingthesearchfortalentandassumingthetalenttheycurrentlyhavewon’trundry.Whenaskedifthey

thinktheirorganisationhastheskillsitneedstoachieveitscurrentobjectives,morethanhalfofemployersinPoland,Italy,PortugalandSpainansweredyes–inthelatterthreecountries,anaverageof21%arefullyconvincedtheydo.

Unlesstheseareshort-term,unambitiousobjectives,ourdataindicatesotherwise.

Suchwishfulthinkingisalarmingandwon’tgetemployersveryfar,giventhatanaverageofthreeoutoffiveprofessionalsinEuropeareconsideringchangingjobsin2022(seeElusivesupply),andemployersthemselvesreportdifficultiesinfillingpositionsandpreventingtheirtalentfromleaving.

InPoland,while51%ofemployersthinktheirorganisationhastheskillsitneeds,46%onlypartiallyagreewiththestatement.Nearlythreequarters(74%)expectdifficultiestofindtalentin2022.

InPortugal,difficultiesinfindingtalentin2021ledemployerstohirepeoplelesssuitablefortherole(41%),giveupentirely(20%),delayprojects(17%),rethinktheirbusinessstrategyorexpansionplans(16%),andachievelowerresults(17%).

InSpain,itisdifficultfor83%ofemployerstofindqualifiedprofessionalsforcertainpositions.Alackofprofessionalswiththerightskillswascitedasthenumberonereason(44%),followedbythehighmarketdemandfortheseprofiles(32%)andrequestsforsalariesbeingtoohigh(29%).Otherdifficultiesincludethelackofprofessionalswiththerightqualificationsorpotential,alackofhighlytrainedprofessionalsincertainspecialities,alackofprofessionalsinthecompanyorrolelocation,andprofessionals’lowlanguageskillslevels,tonameafew.

Companiesarenotaloneintheircontradictoryskillsself-assessment.Forinstance,inItaly(97%),PortugalandSpain(both98%)professionalsbelievethattheyhavetheskillsneededtofulfiltheircurrentrole.

Indeed,manyprofessionalsinEuropehaveinvestedinhoningtheirskillsinthepastyear.Inthefirstquarterof2021,thepercentageofpeopleaged16to74takingonlinecoursesinEUmemberstatesincreasedby4%comparedto2020,withthehighestsharesamongtheyoungestgroups(16to44)(Eurostat,2022).

Still,itbegsthequestion:ifprofessionalswereasskilledastheybelievetobe,wouldtherebesuchagapinthemarket?AccordingtotheInternationalLabourOrganization(ILO),morethanoneinfouradultsinOECDcountriesreportedamismatchbetweentheircurrentskillsetandthequalificationsrequiredtodotheirjobs(ILO,2021).

9|TheAgeofCandidateExperience

hireprofessionalslesssuitablefortherole

76%

giveuphiringanduseinternalresources

delayorhaltprojects

obtainlowerperformanceorresults

rethinkstrategicgrowthorexpansionplans

Spain

22%

71%

13%

51%

Poland

Thedissonancebetweenbeliefandreality

WishfulthinkingColdtruth

Employers

%ofemployerswhothinktheirorganisationhastheskillsitneedstoachieveitscurrentobjectives

46%3outof4

Stronglyagree

Agree

expectdimcultiesto?ndtalentin2022

87%

ofemployersinPolandonly

partiallyagreeandnearly

Portugal

28%

DifficultiesinfindingtalentledemployersinPortugalto

41%

20%

17%

17%

16%

Italy

83%

ofemployersinSpainstruggleto?ndtalentbecauseof

1

2

3

Lackofprofessionals

withtherightskillsHighmarketdemand

Requestsforsalariestoohigh

Professionals

%ofprofessionalswhobelievetheyhavetheskillsneededtofulfiltheirrole

InOECDcountries

Portugal98%

Italy97%

Spain98%

Morethan1in4adultsreportedamismatchbetweentheircurrentskillsandjobquali?cations

Source:InternationalLabourOrganization,2021

10|TheAgeofCandidateExperience

Levellingup

Attractingandretainingprofessionalswithsalarieswouldperhapsbeagoodsolutiontotheskillsshortages,ifonlytheskillsweretrulythereandthoseprofessionalswhopossessthemwouldbewillingtostay.Therapidlychangingreality,inwhichtechnologyevolvesfasterthansocieties,leaveslittledoubtthatskilling,upskilling,andreskillingarecrucial.

Companies,fortheirpart,acknowledgetheyhavearoletoplay.AccordingtoaglobalWorldEconomicForumstudy,therehasbeenafive-foldincreaseinthevolumeofonlinetrainingthatemployersoffertotheiremployees.Plus,66%ofemployersexpectedareturnoninvestmentwithinoneyearfromtheirupskillingandreskillingcontributionsin2020.(WEF,2020)

Investingandreinvestingintalentisalsomore

cost-effectivethanreplacingemployees.Bywayofillustration,intheUS,theestimatedcostofreplacinganemployeecanrangefromone-halftotwotimestheemployee’sannualsalary.VoluntaryturnoverisestimatedtohavecostUSD3trillionin2019(McFeely&Wigert,2019)–thatis,beforethemassresignationsdrivenbythepandemic.Incontrast,averagetrainingexpenditureestimatesintheUSforlargecompanies(10,000ormoreemployees)areUSD17.5millionin2021,withaUSD722costperlearnerforlargecompaniesandUSD1,433forsmallcompanies(100-999employees)(Training,2021).

Underdevelopedpriorities

Yet,inAustria,GermanyandSwitzerland,newhiresandmoreefficientprocessdesignareconsideredthetwomostimportantanswerstotheskillsshortagequestion.Althoughretentioncomesinthirdplace,upskillingandreskillingemployees–acrucialaspectofretentionintheneweraofwork–hasnotbeenthefocussofar,despitestaffdevelopmentbeingthethirdinvestmentstream,afterdigitalisationandprocessoptimisation.Inparticular,HRdepartmentexecutivesfavourmarketingandemployerbrandingoverres