Catalyst | Digital
D
Five tips for
addressing
sustainable
employment
Pilar Llácer
For the long-term health of business, employers and employees
should be addressing the factors affecting employment
sustainability, writes EAE Business School’s Pilar Llácer.
Approximately 195 million jobs worldwide have been lost to the COVID-19
pandemic, according to the International Labour Organization. But we
have been here before: 2008’s global financial crisis also accelerated
significant changes to the workplace, which were felt by both organisations
and employees.
These ranged from the birth and rapid expansion of the gig economy, to
a millennial generation growing accustomed to changing jobs every twoto-three
years. The end of the financial crisis also brought with it a new
wave of changes led by a technological disruption, which put many roles
and sectors at threat, while boosting the need for new roles in the digital,
robotics and artificial intelligence spaces. The pandemic is accelerating
and magnifying these changes.
Planning for employment
sustainability
As we move forward, recruiters must address mounting uncertainty and
increased pressure due to competition for talent with specific skills, and
employees are under pressure to re-train constantly and adapt to a rapidly
changing environment.
Much has been said about business sustainability, but not enough
emphasis is placed upon the concept of sustainable employment, which
is still in its infancy, i.e. the extent to which workers are able and willing
to remain working, now and in the future.
Prioritise hiring
people who not only
have existing digital
skills, but display
‘a digital mindset’
For employees, addressing employment sustainability translates to
‘making long-term, sustainable plans for our careers’, while for employers,
it refers to talent attraction and retention strategies. Now is the time
to think urgently about employment sustainability and to draw up a
long-term plan for how to achieve it.
To do this, employers must first acknowledge that today’s talent expects
change and continual opportunities for growth. Second, those in talent
acquisition should prioritise hiring people who not only have existing
digital skills, but display ‘a digital mindset’; in other words, those who are
open to embracing technological advances.
However, attracting and retaining these people is not an easy task,
especially given the level of competition in the marketplace; for example
from start-ups and opportunities within the gig economy that offer
freedom, flexibility and the power to be your own boss, plus nimble new
players within traditional sectors or giant, multinational companies.
To stand out and succeed in bringing in and holding onto the best people,
organisations must do the following.
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Invest in your employer brand. Invest time and resources in
defining your organisation’s core attributes and communicate
these effectively through marketing campaigns. Managing the
company’s reputation; for example, by introducing gender equality
and diversity initiatives and making a commitment to the United
Nation’s Sustainable Development Goals.
Innovate your recruitment processes. Employers must be
creative and adapt to changing times. This might include introducing
or expanding online recruiting programmes, which help to optimise
resources. However, virtual recruiting goes beyond developing an
online platform or running interviews via video conferencing. It may
involve developing completely new and transparent processes, using
social media as a key tool for identifying candidates and presenting
the firm’s opportunities and values to potential employees.
Create a healthy and rewarding work environment. First, by
having concrete, clearly defined programmes for new staff members,
including career development plans and an employee experience
‘journey map’ (similar to customer experience maps). Second, ensure
that your company promotes a ‘learning attitude’ among workers; for
example, by offering life-long learning programmes. Third, health
should be placed at the heart of the employee experience. As well
as protecting staff against coronavirus for the foreseeable future,
companies should promote healthy habits and help employees to
tackle stress, poor nutrition and sedentarism.
Encourage your people to invest in their digital profiles.
A company’s reputation or identity is not only communicated
through the firm’s official channels but also through its employees’
profiles on platforms such as LinkedIn. Supporting staff with their
digital presence will help people to grow their careers and equip
them for their next career move.
Reshape many roles. Consider whether some projects would be
better carried out by freelancers or contractors. Also look into
sharing your talent with other companies which might need them
at certain times.
Pilar Llácer is a professor and researcher at EAE Business
School. She is also a digital talent advisor and author of the book
They Will Fire You and You Know It (Almuzara, 2020).