For the last 21 months many companies and their staff have been through multiple periods of uncertainty, change, and general anxiety regarding the state of their companies and/or jobs. Covid forced a good portion of the American workforce home, many of them for the first time in their careers. Senior leaders, managers, and supervisors were asking themselves: How will my staff and I focus and communicate effectively remotely? How much managerial oversight is too much? Too little? Can the company survive this? Can I survive this? A large swath of companies not only survived but saw their companies thrive! 

By Chris Swan and John Ryan, Managing Directors, TRANSEARCH USA

The remote work trend that caught fire with Covid will get even hotter in 2022, especially for more lucrative positions.

According to a new report by Ladders Inc., more than 25% of all high paying jobs will be available remotely by the end of 2022. That means over 20 million professional jobs will not be going back to the office after Covid.

To put the magnitude of this growing shift in perspective, prior to the pandemic, only about 4% of high paying jobs were available remotely. Today, it’s 18%.

"This life-changing shift to remote work is progressing even more rapidly than anyone thought it would,” Ladders Inc. CEO Marc Cenedella said in a news release. “Another 3 million jobs moved to being permanently remote in Q4 2021… This (will have a) fundamental long-term impact on everything from who is on the local PTA, to who is running our local towns, to how and where we live.”

By Chris Swan and John Ryan, Managing Directors, TRANSEARCH 

Did you know 75% of job seekers consider an employers’ value proposition before they decide to apply for a role?

More simply put, three out of every four candidates take a keen look at your company brand, values and culture before they seriously contemplate working for you. That’s why it’s imperative for companies to skillfully market their unique value in order to attract and retain top talent.

by, Nic Karczewski, Senior Associate, TRANSEARCH

With hybrid and remote job opportunities becoming more and more prevalent in today’s employment market, job seekers may be finding themselves interviewing virtually for the first time in their careers. Even for fully in-person roles, many recruiters and hiring managers prefer to conduct first or even second interviews (first could be a phone call) virtually to save time and hassle. Some of these tips are applicable to any type of interview, but there are some subtle nuances even in the classic best practices for today’s new interviewing landscape.

By Chris Swan and John Ryan, Managing Directors, TRANSEARCH USA

You can feel it in the air - the holiday season is just around the corner. While this is a happy time for many of us, it often means super-sized dinners and vacations where the temptation to over-indulge is overwhelming.

The next thing you know, New Year’s resolutions are all about wellness.  

The good news is organizations can play a key role in supporting your wellness goals. Right now in particular, with the pandemic, labor shortage, and the critical need for enhanced recruitment and retention, the spotlight on employee wellness needs to be shone more brightly than ever before.

Indeed, companies that provide robust, comprehensive corporate wellness programs have a much better shot at winning the talent war. For example, research shows more than half of Generation Z (born starting in 2001) and close to 60% of millennials (born between 1981 and 2000) consider company wellness programs to be either important or extremely important when they are making a job decision.

By Chris Swan and John Ryan, Managing Directors, TRANSEARCH USA

Famed American poet Maya Angelou once said, “at the end of the day, people won't remember what you said or did, they will remember how you made them feel.”

Indeed, the power of human connection is paramount for people. That’s why empathy is increasingly cited as a core skill leaders must have to drive success in organizations. In fact, the Wall Street Journal reports that 20% of organizations are sending their managers for empathy training.

The global Center for Creative Leadership defines leading with empathy as “having the ability to understand the needs of others, and being aware of their feelings and thoughts.” For example, leadership empathy can be demonstrated by understanding your employees’ struggles and then offering to help people overcome them. Or it can be put in action by listening to different perspectives of colleagues, appreciating their points of view and then working together to build unifying solutions.

But does this so-called soft skill really translate into results?

By Bridget Papanicholas, CEO & John Ryan, Managing Director, TRANSEARCH USA

In this incredibly competitive job market where talent is in short supply, job seekers have the opportunity to consider many variables when deciding which company to work for.

Increasingly, candidates are looking for organizations that demonstrate broadminded values and strong corporate cultures. As a result, Diversity, Equity, and Inclusion (DEI) in the workplace is now a competitive differentiator and a strategic imperative.

To attract and retain the best people, companies must widen the scope of who they search for and articulate how the business supports diversity. This approach not only strengthens their diverse talent appeal, but it also makes companies better. To that end, a diverse talent pool brings a variety of diverse ideas, opinions, and innovation. McKinsey research demonstrates a business with more diversity has about a 33% chance of being more profitable than a less inclusive company.

By Nic Karczewski, Senior Associate, TRANSEARCH USA

Before starting my current role a little over a month ago, I spent the 3 ½ prior weeks actively searching for a new position. I lost count after participating in 25 interviews! Many of the companies offered considerable salaries and benefits. Some even threw in perks like Pelotons or free daily DoorDash! I have never seen a market like this, where candidates are cruising in the driver seat and employers are just struggling to stay on the road.

From being on the job hunt to landing my new position in executive recruiting, I came to a key realization; it’s not all about the money. It’s about finding a team to work with that I can trust, communicate openly with, and who build flexibility into their culture.