Never has there been more of a focus on, and commitment to diversity and inclusion in the workplace. The moral case for diversity is strong enough to stand on its own, but it is punctuated by the business case. Companies who make the commitment to build a diverse and inclusive workforce are more likely to have above-average profitability than those who don’t.
In this e-guide Robert Walters, together with start-up leaders, share insights on the three start-up characteristics that make them more attractive to professionals, and how more established organisations can incorporate these to recruit the best talent.
Talent inside the finance market can choose from a multitude of interesting job offers these days. The amount of vacancies still increases each day and people are drawn to the industry.
Today, companies are no longer directly competing for talent against direct competitors or within their industry. While big corporates can offer competitive salaries and great employee benefits to make for an attractive proposition, a strong force of competition is also coming from start-ups as the workforce is valuing more than just perks and financial rewards. This article examines the characteristics of start-ups that make them attractive and suggests ways for established companies to incorporate these traits to recruit the best talent.
ESG priorities vary between organisations, and stakeholder expectations are always evolving, so companies need to access the right skills and resources at the right times. Instead of requiring organisations to reinvent the wheel, ESG transformation requires acquiring people, skills and capabilities through a combination of sources.
Hybrid working raises tough questions, in this report we have surveyed thousand of employees world for practical insights and solutions for employers and hiring managers worldwide. Download our free guide today.
The Covid-19 pandemic and other social developments are changing finance professionals’ preferences and wishes. What do they currently find important in their work? As a finance leader, how do you keep them loyal to your organisation? And how will you attract new talent?
The finance function was the least negatively hit throughout the pandemic – with just seven percent of professionals across the globe reporting having to work reduced hours or take a voluntary salary reduction, according to new research by Robert Walters.
We wanted to understand what the future of the finance function will look like and surveyed over 5,500 professionals and 2,200 global companies across 31 countries worldwide, to find out what factors will continue to drive change within the finance function in the next few years.
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