CATALYST Issue 3 | Page 11

S Catalyst | Soundbites Job trends in APAC – let’s get Pacific biased and unbiased matching. We’re approaching it from a skills perspective. You could have someone who is semi- retired, or needs to work from home and come into the office part-time. Flexibility can drive diversity. How do you work with Alexander Mann Solutions? We’re implementing Adepto into Alexander Mann Solutions’ existing customers through The Hive, and helping their clients go on a journey through total talent. Even with the clients that aren’t using them for recruitment process outsourcing, they help them look at the technology landscape, to consider the issues around large-scale implementation, and provide support. job board where contract workers can register, create a profile, upload their CV and work preferences and search for government jobs. This is revolutionary in the market today, a place where contract workers can connect directly to exciting jobs across government. Q What did you hope to achieve with the PSR programme? When we looked at the revision of our contingent labour programmes, we were looking for something that was going to be easy to find and use, digitally enabled and something that all the public-sector organisations could work with. We wanted to bring transparency to the process. We have obligations around visibility and transparency around 76 % $1.73 TN 25 50 % Around 76% of Hong Kong employers reported difficulty in filling their talent requirements. Hong Kong faces a potential revenue loss of US$1.73tn by 2030 if the talent shortage is left unsolved. In Singapore, millennials now entering the workforce are expected to have as many as 25 jobs over a 40-year career. Half of Singapore’s population is expected to live to 100 years old; many may remain economically active for up to 70 years. 34 % Around a third of Australian employers reported difficulty in recruiting skilled talent. spend. We’re clearly looking for value for money. We also have targets in relation to how we work with small- and medium-sized enterprises. So, it’s essential that we have the opportunity to distribute wealth up and down the country. Q What challenges have you faced? I have never done anything quite so complex or vast. This was our first project with Alexander Mann Solutions. We have such a broad base of customers and stakeholders across government that change management and communications becomes essential. Sometimes we get that absolutely right. At others, you just need to feed the machine consistently and constantly to make sure 46 % Up to 46% of roles in Australia could be automated by 2030. 63 % Almost two-thirds of Australia’s job market will be soft-skill intensive professions by 2030. that everybody is getting everything they need. It was important for us to upscale and share insight and know-how with colleagues in different departments. We needed to be consistent and on-message through that time, which is sometimes difficult. We’re excited to see it come to life. Q What are PSR's expansion plans? We’ll look at process efficiencies in all the departments, working jointly to understand what improvements we can make over the longer term. I think there are even more aspects of governance that we can add in. When we’re moving into ‘business as usual’ we’ll be refining and reviewing that, so it never stops. We’re working with HR leaders and Source: Acquiring the Workforce of the Future: Embracing a Talent AcquisitionTechnology Ecosystem, Catalyst Series 2019, Hong Kong, Alexander Mann Solutions commercial directors to look at their overall spend under management for contingent labour by department. In the long term, we’ll be looking to work with them to figure out that the output on the analytics and the compliance checks they get through this programme is better than anything else available. That will help them in turn in terms of control and transparency, visibility and also getting the right talent. It’s exciting work in the public sector. Of course, we are actively looking to extend the reach of the programme to even more central government departments, agencies, local authorities, arm’s-length bodies, the health sector, the education sector ­– and the list goes on. Find out more at: Issue 3 - 2019 11