Soft skills are important in any profession, and IT is no exception. As IT has evolved from a back-end function to an integrated part of the business which is expected to be an active contributor to high level business aims, soft skills have risen in importance.
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Cloud Computing has significantly increased its popularity over the last 5 to 10 years. However the market for Cloud skills, considered to be one of the top tech trends, is showing signs of beginning to mature.
This is highlighted in our Q2 2017 Tech Cities Job Watch Report, which found that demand for Cloud skills has risen by over 97%, whilst salaries remained stagnant compared to Q2 2016. This comes at a time when some industry experts are contemplating the future of Cloud technology and its place amongst alternative approaches.
The introduction of ‘Edge Computing’ (sometimes also known as ‘Fog Computing’) led many to forecast the end of Cloud, which may lead to a rapid decline in demand for Cloud professionals over the coming years. But will this really be the case?
To analyse this prediction further, we first need to understand more about the differences between the two. Simplistically, Cloud Computing refers to internet-based centralised computing – with all services and data being sent to the Cloud server for processing. Whilst this approach can offer security and volume benefits, it can also suffer from latency issues. By comparison, Edge Computing uses computing infrastructure that is located close to the sources of data, allowing it to offer much quicker processing times.
However, rather than seeing Edge as something that will supersede Cloud, experts are now lauding the opportunities presented by using the two systems together. For example, Edge Computing can be used to detect malware and viruses whilst they’re at the ‘edge’ of the system, before they reach the Cloud where there is potentially more at stake.
Driverless cars are one example of how the systems could work together. Data would be processed using edge computing, to give the car instant feedback. This data could then be uploaded to the Cloud at a later time for more detailed trends analysis. This would allow companies to take a ‘big picture’ view of the information gathered by thousands of vehicles, and use this to make future improvements.
With more than 5,600+ million devices and smart sensors expected to be in circulation across the globe by 2020, demand for IT workers who can help build and run Edge Computing systems will continue to increase over the next five years.
As a result of this rapid expansion, employers will increasingly need to compete for talent to help implement and develop the systems and solutions. And, with the global Internet of Things (IoT) market expected to be worth $724 billion by 2023, the demand for Edge Computing professionals is likely to skyrocket.
Many of the skills that existing Cloud professionals have can either be directly applied or transferred to Edge Computing. In fact, some of the key job roles in Edge Computing are also found in Cloud Computing – such as Systems Software Developers, Information Security Analysts, and Computer Systems Engineers. Whilst the development environments and the application of the technology may differ, there is considerable crossover that workers and employers alike should take advantage of.
IT professionals in the Cloud space should prepare themselves for this development – ensuring that they are fully up to speed with the differences between Cloud and Edge networks. They should also bear in mind that the drive for Edge Computing will impact certain sectors more quickly than others. Manufacturing, utilities, energy, and transportation companies are predicted to be the fastest to adopt the technology; with urban development, agriculture, healthcare and retail likely to follow shortly after.
In order to ensure a competitive advantage, organisations can – and should – incorporate both Cloud and Edge Computing in their systems. This will help businesses to provide the best customer experience at any given time, and keep ahead of the competition. At the heart of achieving this, is having the right talent on board.
If you need help finding the right professionals for your organisation, or if you’d like support in building your talent pipeline, get in touch today.
Changing demographics are significantly impacting the workforce. People are living longer and working older; many employers now have five generations to motivate and manage; and the global movement of people is evolving available talent pools. In this changing environment, cultivating a diverse and inclusive approach to talent is more critical than ever.
We believe businesses have a responsibility to enable all people to participate in the workplace and achieve their potential. Fostering a diverse inclusive workplace can bring a number of benefits – from the ability to adapt more easily to shifting market and consumer demands, to allowing organisations to deliver a broader range of services, harnessing the wide collection of skills and experiences they have within their company.
Diverse working environments have also been proven to increase business performance. Research found that organisations with inclusive cultures have 39% higher customer satisfaction, 22% greater productivity and 27% higher profitability than those that are not inclusive. It is not just the right thing to do – it makes clear business sense.
At ManpowerGroup, our Sustainability Plan is built around learnability and employability. We help people to nurture their desire and ability to develop in-demand skills, so they remain employable for the long-term. This enables us to get people ready for work, help them stay relevant by skilling up and improve diversity in integrated and inclusive workplaces.
We practice what we preach, too. One of the ways we’re building integrated and inclusive workplaces is through our support of the Armed Forces, Reserves, Veterans, and their families.
We’ve been a strong supporter of the defence community for many years. Through the Career Transition Partnership (CTP), we have supported over 180,000 veterans return to civilian life – identifying their transferable skills, developing tactics for approaching the job market, and providing training to help them upskill, reskill or adapt their service qualifications to civilian life.
For example, most military drivers don’t have the qualifications needed to drive commercially. So we provide conversion training to help them achieve the relevant qualifications, supporting Royal Logistics Corps personnel to find work opportunities and begin the next chapter of their career.
Our approach is working. Over 90% of all Service Leavers transitioning via the CTP are settled into a new civilian job role within six months. The partnership was recently extended for a further six years and now applies to Early Service Leavers too, whether they have served for six weeks or six years.
In recognition of our support of the Armed Forces, ManpowerGroup is one of just 33 organisations that have just been honoured with a Gold Award from the Military of Defence as part of their 2017 Employer Recognition Scheme. This is the highest award available to those who have signed the Armed Forces Covenant, and we’re the only employment services company to receive this award this year.
We’re very honoured to achieve ERS Gold Award status. We value the work of all members of the armed forces and recognise their commitment and the sacrifices that their families also make. In fact, we count many former serving members, including the wounded and sick, and Reserves as ManpowerGroup employees, and we benefit from their skills and capabilities. Last year we received the Silver Award from the Military of Defence; to win this Gold Award so soon is testament to the great work so many people in our business deliver.
An inclusive culture is about more than just policies – it’s about making genuine changes to how the company operates. It is essential that all organisations create an environment where talent from all backgrounds can thrive and feel comfortable, so they can advance their careers and your business.
We recognise that there is no ‘quick-fix’ response to getting this right. Attracting, advancing, developing, engaging and retaining a diversity of talent while fostering an inclusive culture – one where difference is valued and embraced – is not easy. But we hope that other businesses can learn from what we are doing, and implement a similar integrated approach to talent within their own organisations.
For more information on how ManpowerGroup is doing well by doing good, download our latest Sustainability Report.
In recent months, youth unemployment figures have begun to fall. However, there are still too many people who face significant barriers to employment.
Currently in the UK, there are 800,000 people aged 16-24 who are not in education, employment or training (NEET), according to the ONS. Many of these individuals are unable to find jobs or take part in work experience to give them that vital first step on the career leader. One of the reasons for this is the fact that too many candidates are chasing too few jobs. So, it’s more important than ever for them to stand out and demonstrate they possess the skills that employers need.
As part of our ongoing commitment to developing socially inclusive work environments, we have partnered with Movement to Work – a collaboration of UK employers committed to tackling youth unemployment through provision of high quality work experience and vocational training opportunities for young people.
Through our Movement to Work programme, we offer work experience opportunities to help young individuals’ kick-start their career; introducing them to different employment opportunities, new skills and ensuring they are ready for work. This involves training in a variety of areas, including presentation skills, CV writing and interview best practice. Participants are also able to shadow different people in their roles and learn about key responsibilities and skills required.
We also coach all participants on the importance of developing the desire and ability to continually learn and up-skill. In the face of digitisation, roles and working environments continue to evolve. Many jobs of the future don’t even exist yet. This is what we call the Skills Revolution – and, in this environment, individuals who develop curiosity and a growth mindset early on will strengthen their career prospects.
To encourage even more participants in Movement to Work, we’ve made the process much simpler by designing and implementing a new, mobile-optimised website on their behalf. This enables individuals to search and apply for work experience placements across a range of partnering employers, at any time, like a job board.
Initiatives like this are critical to help improve young people’s confidence and future job prospects – particularly those that have been out of work for a long time. It is clear how transformational this opportunity can be. In our own Movement to Work programme, 60 young people have taken part so far, 27 of which have found paid work.
This coming year, we are also enhancing our Movement to Work programme, by offering longer work experience placements and looking at more locations across the country in which we could run programmes. However, we won’t tackle youth unemployment alone. More employers are needed to support this initiative and provide similar opportunities across the UK.
As the world of work continues to evolve and job opportunities get more competitive, employers have to play their part in helping to create an inclusive and diverse environment and deliver positive change in society. Movement to Work is just one way we are supporting young individuals, so they can prosper in their future careers.
For more information and to see how you can get involved, visit: movementtowork.com
How many times have you used your phone to check your emails this week? Have you backed up an important file online recently? Streamed some music while you worked? Or video conferenced a colleague in another office? If you’ve done any – or all – of these things, you’ve used the Cloud.
The Cloud is the power behind all kinds of simple tasks that we each complete every day. It’s not a new phenomenon – effectively, it applies to any service that’s delivered over the web. But, as our lives have become increasingly entwined with the internet, our reliance on the Cloud has grown significantly.
It’s woven its way into the core of business too. So much so, that many businesses simply couldn’t function without it. It comes as little surprise, therefore, that demand for people who possess Cloud skills continues to soar, as this quarter’s Tech Cities Job Watch confirmed. In fact, the number of Cloud-based roles advertised has almost doubled in the past year; with Cloud-based contractor roles representing almost a third of all the short-term positions advertised across the five core tech disciplines (Big Data, Cloud, IT Security, Mobile, Web Development); whilst permanent roles represent a quarter.
However, despite growing demand for Cloud skills, salaries for these roles in general seem to have stagnated. And it would appear that this is because many organisations are looking for technologists who can use the Cloud, rather than build it. While specialist roles remain in demand, organisations are increasingly looking for IT professionals who can maintain, optimise and enhance their existing Cloud platforms. These roles often demand a lower premium.
However, there are a few key areas which still require specialist Cloud knowledge. These are:
The Cloud is a great medium for enterprise applications, and supports a DevOps collaborative approach. This means individuals who can harness available functionality in the various Cloud stack frameworks are in high demand. And, when it comes to deployment, Cloud-based servers can be configured in different ways to optimise their usage. So, people with skills that are associated with virtual machines and, more recently, containers are in demand.
Using publicly available Cloud-based applications is a risky business. Developing applications for delivery via the Cloud is too. As hackers get smarter, the Cloud presents a potential weakness in an organisation’s defences. So they need people on board who understand the potential threats – and, more importantly, how to resolve them.
Big Data will increasingly rely on the Cloud, as a repository for the growing pools of data that’s emanating from a variety of sources. Specialists are needed who understand how to harness the functionality associated with the Cloud provider’s platform.
Moving some – or all – of an organisation’s IT system into the Cloud requires expertise to ensure that the migration doesn’t disrupt the wider business. Similarly, integrating Cloud and non-Cloud applications to ensure interoperability and a consistency in respect to security, responsiveness, IT governance and data integrity is key to the quality of the business model. Experts are needed to facilitate both.
The initial surge for Cloud adoption 5-10 years ago placed a premium on Cloud architecture skills and qualifications, and inspired IT professionals to upskill to capitalise on the favourable conditions. Today’s business requirements may be driving a different mix of Cloud skills, but the opportunities available are still plentiful.
Are you considering a new role in Cloud? Click here to find our latest Cloud-based job opportunities, or alternatively, you can register to receive the latest job alerts.
The Ministry of Defence (MOD) has this week named ManpowerGroup, the world’s workforce expert, as a Gold Award winner in its Employer Recognition Scheme (ERS) for 2017.
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It’s been nearly 60 years since manufacturing first opened its doors to industrial robots. It all started with Unimate, a robotic arm that poured liquid metal into die casts at General Motors’ plant in New Jersey. It demonstrated that dangerous and boring tasks could be completed with consistent speed and precision – and it was a sure-fire hit.
In the years that have followed, technology has transformed how all kinds of things are made. These days, we don’t just have robotic arms – we also have computer-aided design, programmable logic controllers, human machine interfaces, 3D printing, and so much more. And, as technology becomes increasingly sophisticated, manufacturers will continue to look for new ways to harness it – in the pursuit of greater efficiency, innovation and productivity growth.
One example of how organisations are harnessing technology is the Changying Precision Technology Company. As manufacturers of mobile phones, they decided to replace 90% of their human workforce with robots; leading to a 250% increase in productivity and an 80% drop in defects. This is an extreme example – it’s unlikely that many other organisations will pursue such a dramatic strategy in the near future. However, it certainly demonstrates the significant, life-changing impact that automation can have on the manufacturing workforce.
The growth in automated manufacturing has fundamentally shifted the type of skills employers need. Technology is increasingly replacing cognitive, manual and routine tasks; leaving people to carry out non-routine tasks and more fulfilling roles. Demand for traditional production skills is diminishing; while thousands of new specialist roles have been created to service and manage automated technologies. As a result, the talent pipeline needs to be realigned, to ensure the sector is equipped with the skills it will need in the future.
Education initiatives to strengthen and build the talent pipeline are important. To power automated technologies, manufacturers will need more science, technology, engineering and mathematics (STEM) skills. These are already in short supply, so more needs to be done to attract larger numbers of young people into these careers. As a sector, we need to improve the perception of what it’s like to work in a STEM-based role; and we need to work with education institutions to ensure the training and development they deliver is aligned to real business needs.
Education initiatives are only one part of the answer though, and may take many years to bear fruit. We also need to take immediate action to fast track the upskilling and reskilling of existing employees. This will enable employers to address today’s talent shortages and anticipate the demands of tomorrow.
Today, 2.7 million individuals in the UK are directly employed by the manufacturing industry. As employers, we have a responsibility to ensure we give these workers all the opportunities they need to adapt their skillset to changing business needs. In essence, we need to nurture their ‘learnability’ – the desire and ability to quickly grow and adapt one’s skill set to remain employable throughout their working life.
Nonetheless, the reality of implementing such a mindset can be challenging. After all, in the past, employers had more time and resources to develop their people. That’s often not the case anymore. They want to see faster time to value and better value for money.
As a result, it’s extremely important that organisations understand their employees’ learning style inside out. Doing so will ensure they invest their limited time and resources in supporting their employees in the right way. After all, if a worker learns most when they’re hands on with a specific task, it’s probably not the best idea to sign them up for a classroom-style training course.
That’s why ManpowerGroup launched the Learnability Quotient. Developed in partnership with Hogan X – the new analytics division of Hogan Assessments, the leading provider of personality assessment – the Learnability Quotient is a web-based visual assessment that provides insight into an individual’s motivation and style of learning. This information helps employers to make decisions around the right reskilling and upskilling opportunities to implement within their workforce.
As automated manufacturing continues to grow, helping people upskill and adapt will be the defining challenge of our time. But the future of manufacturing doesn’t need to be a battle of human vs. robot – if action is taken now.
To find out more about our expertise in manufacturing recruitment and workforce planning, visit manpower.co.uk/manufacturing or email us at [email protected]
As technology has evolved and continues to significantly impact all aspects of business, companies vie for top tech talent, so they can build their ability to innovate and cater to demand. However, employers are finding it increasingly challenging to attract and secure the skilled individuals their business needs.
The Tech Cities Job Watch report is a quarterly tracker of hiring demand and salary trends in the technology sector and provides employers with a barometer of these changing workforce dynamics.
The report focuses on five key disciplines, including: Big Data, Cloud, IT Security, Mobile and Web Development. Each issue also takes a closer look at a specific discipline, with Cloud being the main focus of the W2 2017 report. Key findings in this quarter include:
These results demonstrate that the demand for Cloud professionals and skills are up, but restricted pay growth signals a much more complex market than we have seen previously. This is to be expected to a certain extent as the market matures and organisations present more diverse Cloud requirements. With Cloud skills having transitioned to being an integral part of the day-to-day operations for IT departments across the board, this has influenced both the demand and remuneration for Cloud skills.
Download the full report to find out more.
Take a look at the Tech Cities Job Watch Infographic below to view a snapshot of the latest tech workforce trends. Alternatively, click here to download the PDF.
Looking for Cloud jobs? Find out more here.
In many organisations, flexible working arrangements are no longer an option but an essential practice that should be offered to attract and retain skilled talent. Due to an increasingly global economy and the infiltration of technology, more and more companies are implementing policies that allow employees to be increasingly flexible.
According to ManpowerGroup Solutions’ latest report, Work, for Me: Understanding Candidate Demand for Flexibility, 40% of workers say workplace flexibility is one of the top-three motivating factors when making career decisions. In addition, two-thirds of workers suggested they no longer feel the need to sit at their desk to get their work done. In other words, candidates are seeking a wider variety of flexible workplace options to help them find a better work-life balance. These can range from employees having control over their working shifts or offering the option to work from home full time, to taking career breaks and caregiving leave.
No sector demonstrates this more than IT. With demand for tech skills showing little sign of slowing any time soon, the talent has realised that they can benefit from the supply/demand imbalance. Many are opting for higher paid contractor roles, over and above permanent positions. And those that choose to remain in permanent employment are often dictating their working hours and locations; aligning work with their other life commitments.
From an organisation’s perspective, the concept of flexible working arrangements may be a concern for some in terms of the attendance of their employees, their productivity and quality of output. However, in today’s globalised economy, a flexible workforce can be a significant competitive advantage. In today’s 24/7 digital world, the ability to operate flexibly in terms of hours and location is crucial. Furthermore, faced with increasing talent shortages in tech, organisations must maintain access to global talent to remain competitive.
By providing a range of practices that can appeal to candidates of all ages and at various stages of their lives, organisations will be able to reach a wider talent pool, attract and retain the world’s top talent – as well as maximising productivity.
It’s important for organisations to be aware of the candidate preferences in order to leverage them for recruiting and retaining top talent. They should also be aware of the key benefits each employment model can bring to their organisations, working towards the right balance for their business. We’ve given a brief summary of some of the key groups below:
From a candidate’s perspective: The convenience and flexibility of working whenever, wherever and however they want. They will also have the opportunity of working on different projects that are of their interest and choosing.
From an employer’s perspective: Hiring contract or project workers can make organisations more agile and responsive to the market in the short-term. Additionally, using contractors can enable organisations to empower and up-skill their permanent workforce to stay ahead of the curve.
From a candidate’s perspective: Organisations that rely on full-time employees should recognise that flexible work arrangements are important to them as well. They want to work full-time but need the flexibility that can accommodate their work-life balance. If their needs are met, they are more likely to stay with the company in the long-term.
From an employer’s perspective: Investing in permanent professionals will help strengthen an organisation’s core capabilities for the long-term. In order for organisations to remain successful, they will need talent with an array of both old and new skills that can be transferred and continuously developed.
From a candidate’s perspective: Offering flexible working opportunities and seasonal contracts can help the ageing workforce maintain their ties to the workplace and attract them back into the industry.
From an employer’s perspective: Organisations can retain their skills, and alleviate future talent shortages by transferring knowledge to the younger generation.
From a candidate’s perspective: Millennials expect flexibility because they are generationally predisposed to the liberating qualities that technology enables. However, this doesn’t just apply to mobility but also involves enabling them working on a variety of roles to broaden their experience.
From an employer’s perspective: With the rapid rate of change taking place, the need for up-skilling is crucial to ensure that their skills are continuously updated in line with organisation’s needs. This will also boost employee retention.
Workplace flexibility includes a broad spectrum of arrangements. While not all workplaces are able to accommodate all kinds of arrangements, understanding the factors that drive the increasing demands for flexible working is key to making the first steps. Organisations will then be able to set up policies that work for their employees and their employer brand, in order to attract and retain talent for the long-term, as well as meet their business demands.
Find out more about our recruitment expertise in our client services.
If you could turn back time, what career advice would you give your younger self?
Investor Warren Buffet was once quoted as saying: “In the business world, the rear view mirror is always clearer than the windshield”.
But in a world where technology and the workplace are changing constantly, the ability and willingness to learn is going to be key for those seeking to get ahead. We call it the learnability quotient (LQ).
And as digitisation impacts on the world of work, constantly upskilling and reskilling is going to become vital in order to stay employable, while opening up new possibilities for your career.
So what’s your LQ? Take our Learnability Quotient test: