The Pressure Is On To Move Fast in Talent Recruitment 1683830246

THE TALENT
TIME BOMB
The countdown to
transforming your
talent culture
HR and Talent Acquisition Leader

Global Research Report
INTRODUCTION
THE TALENT TIME BOMB:

THE COUNTDOWN TO TRANSFORMING YOUR TALENT CULTURE
Discover why progressive cultures are productive cultures –

and how businesses can outpace the consequences of failing
to evolve recruitment, onboarding and retention strategies
Finding, recruiting and onboarding talent has become failed hires. Businesses need to transform
never been easy. It’s a time intensive, high stakes their approaches to recruitment, onboarding and
process – and when it goes wrong, that failure is retention – their ‘Talent Culture’ – and the time they
visible to everyone across the business. Mounting have left to change is ticking away, before serious
economic turmoil means the cost of every single hire financial and competitive consequences kick in.
is increasingly being scrutinised. Add a tight labour
market into the mix, and consistently securing the best But while many in HR are having negative recruitment
talent can start to feel impossible. experiences, they also have a range of ideas for how
things can be better. Some businesses are racing
As new global research from Thomas International ahead, evolving to adopt a progressive Talent Culture
confirms, HR professionals are feeling the strain. that delivers greater productivity and workforce
There’s mounting pressure to fill vacancies faster, agility – two things that will be especially valuable in
despite HR knowing all too well that quick hires often weathering the potential recession to come.
DEFINING ‘TALENT CULTURE’

For HR professionals, ‘culture’ has many facets. ‘Training Culture’
might be how you upskill your staff, whereas ‘People Culture’
might be the values your people live and work by. ‘Talent Culture’,
in this report, means ‘approaches and behaviours around the
recruitment, onboarding and retention of talent’. A progressive
Talent Culture is science-based rather than intuition-based,
integrates aptitudes with soft and hard skills, has flexible
expectations, and keeps the approach in continual review.
2
The Talent Time Bomb
PRE-HEADER
Ready to explore the state of play today, and learn how to tackle
the major challenges of Talent Culture in your organisation?
Explore the report to discover:
The pressures and pitfalls of recruitment in 2022 8

Where major skills gaps have emerged in the
last two years 10
The secret to boosting time-to-productivity

12
and onboarding for new hires
How long HR professionals believe they

have left to transform their Talent Culture
14
And, see first hand what benefits have been unlocked by those
already striving ahead of the curve for Talent Culture.
3
SECTION 01
TICK-TOCK
GOES THE CLOCK
THE PRESSURE (AND PITFALLS) OF FAST HIRING
HR professionals are well versed in working under Speed is a particular concern. Two of the top three
pressure: handling stressful situations and complex pressures are time related: 81% feel pressure ‘to get
‘people challenges’ are all part of the job. But with recruits to optimal productivity more quickly’, while
global labour markets at uncomfortably tight levels, 79% feel pressure ‘to hire more quickly’.
current recruitment processes are creaking under
the strain. This urgency is understandable. Vacancies can
simultaneously impact a business’s ability to deliver
Three in five HR decision makers have had poor for its clients and customers, while also damaging
recruitment experiences across some or all areas employee wellbeing and job satisfaction, as existing
of the business in the last two years, and three- team members pick up the slack.
quarters are experiencing multiple pressures on
their recruitment processes.
To what extent are you experiencing the following recruitment pressures right now?
To a great extent To some extent Not particularly Not at all % to some /

a great extent
Need to get recruits to optimal

productivity more quickly 34% 47% 16% 3% 81%
Pressure from the business
to recruit more quickly 34% 45% 16% 5% 79%
Retaining candidates 36% 43% 18% 3% 79%
Concerns that overly complex
recruitment processes will
deter candidates
29% 48% 19% 4% 76%
Reducing recruitment costs
while demands increase 31% 44% 20% 4% 76%
Meeting diversity and
inclusion targets 31% 44% 20% 5% 75%
Compromising on
candidate quality in order
to recruit more quickly
29% 45% 22% 5% 74%
Aggressive growth
targets that are creating 31% 42% 23% 4% 73%
resource pressures
4
SECTION 01
Breakdown by country
But the imperative to hire quickly creates some UK 76%

uncomfortable tension. Three-quarters of HR NL 76%
professionals (74%) feel pressured to ‘compromise
FR 79%
on candidate quality to fill roles faster’ – even as 76%
admit that ‘hiring too quickly increases the chances BE 63%
of poor fit’. In the race to fill gaps, businesses are MY 92%
setting themselves up for failure. HK 84%
AU 83%
NZ 69%
USA 75%
CA 82%
“TIGHT LABOUR MARKETS HAVE MADE

FAST RECRUITMENT A SIGNIFICANT
CONCERN IN THE LAST YEAR,
but could this be set to shift in the next year?
If recession hits, hiring budgets may be squeezed
– meaning retention and reducing recruitment
costs will become even more significant.
5
SECTION 01
FAST FIT
VS. GREAT FIT
Vacancies need to be filled, but rushing the decision Wasted money has always been an important
can have serious repercussions. When asked what consideration, but the danger of increased costs
the biggest implications of hiring too quickly are, will loom even larger in a poor economic market
‘ends up costing more as the hire doesn’t work out’ as businesses tighten their belts.
was the top response (38%) – a figure that rises as
high as 61% in Canada.
What do you see as the implications Ends up costing more as often

of trying to hire too quickly? doesn’t work out 38%
Compromising on candidate quality 38%
Poor fit with the team 35%
Overlooking soft skills and potential 34%
Longer onboarding needed 28%
26%
End up paying higher salarythan
initially budgeted
Increased attrition 25%

Introducing potential bias into
the process 25%
Prioritising speed costs money down the line, delivers lower quality candidates, reduces team fit, and even
overlooks those with potential. By moving fast, businesses are ignoring the impact on time to productivity and
long term retention, with poor practice in the early stages demonstrably leading to failed hires down the line.
6
SECTION 01
For example, of the hires made in the

last two years, only 40% are ‘working
out in all areas’. A third (32%) are
‘working out in some areas but not all’,
and a further 28% ‘did not work out’ at
all. In other words: six in ten hires aren’t
working out in at least some respect.
Of hires made in the last 2 years, SUCCESS OF NEW HIRES

what proportion fall into the
following categories? Hire is working outin all areas
40%
Hire is working out in some areas, but not all 32%
Hire did not work out / is not working out 28%
In the recession to come, retention of

existing staff will be a major concern
for HR professionals – but if hiring FIT FIX
continues to yield relatively poor
results, the likelihood of achieving Establishing why hires don’t work is
strong retention rates will be slim. So, critical to making better decisions.
although the clock is ticking, racing Of hires that failed, 49% say it was
towards a poor hire isn’t the right because of ‘poor fit between the
solution. Instead, businesses need candidate and the role’, while 41%
to think about how they can hire in a cited ‘poor fit between candidate
way that speeds up productivity and and culture’. Only 9% think ‘poor
prepares them to tackle challenges fit between candidate and line
on the horizon. manager’ is the issue. The key
learning? HR professionals and
hiring managers need to consider
techniques to evaluate a candidate’s
suitability in more depth.
7
SECTION 02
FROM SKILLS CRISIS

TO SKILLS OPPORTUNITY
Hiring is rarely easy. From team fit to experience, aptitude to attitude,

there’s a lot to consider about every candidate – and this is especially
pressing, given another emerging trend from our research. HR
professionals are experiencing a deepening skills crisis, with businesses
four times more likely to have experienced an ‘increase in their skills
shortage’ than a ‘decrease in their skills shortage’ since pre-Covid.
This picture is more extreme in some regions than others;

54% of UK respondents think skills shortages have increased,
compared to just 34% in France.
Which best describes the skills situation Breakdown

in your business compared to pre-Covid? by country
54%
48%
Skills shortages UK
have increased
NL 46%
38%
Skills shortages are much FR 34%
the same as two years ago
BE 51%
Skills shortages
have decreased 11% MY 52%
HK 48%
None of the above /
no skills shortages 2% AU 34%
NZ 31%
USA 46%
CA 53%
8
SECTION 02
But what skills are in demand to start with – and

how does this impact business performance?
At present, HR professionals place a fairly equal amount of value on ‘hard
skills’ (i.e. technical, role-specific skills and experience) and ‘soft skills’
(i.e. problem-solving, resilience, effective communication). However, there’s
more to this story than meets the eye – as businesses have different talent
outcomes, depending on which they value more.
How much value does your organisation place on hard vs. soft skills?
Technical, role-specific skills

and experience
Interpersonal skills
(e.g. problem solving, resilience,
effective communication)
9
SECTION 02
THE PRODUCTIVITY
POWER OF SOFT SKILLS
They might be equally valued, but there’s a far greater shortage of soft Breakdown by country
skills than hard: 43% feel the skills shortage is felt more keenly in soft skills,
compared to just 17% who feel it in hard skills. UK 38%
NL 56%
This picture varies significantly by region; 70% of Malyasian HR professionals
say their shortage is more in soft skills, while in Belgium, 50% think shortages FR 40%
exist equally in hard and soft skills. BE 41%
MY 70%
HK 40%
AU 49%
NZ 25%
USA 48%
CA 38%
10
SECTION 02
Areas of Skills Shortages
More in interpersonal skills

(e.g critical thinking, effective
communication)
Equally in soft and hard skills
More in technical role-specific

skills and experience
This disparity must be addressed, and soon – because

placing a greater value on soft skills has a tangible link
to the ability to bring new hires up to optimal productivity
sooner.
Over the last year, the mean time to fill a vacancy was
6.1 weeks, and the mean time to bring a candidate up
to full productivity was 7.1 weeks. These figures change,
however, when cross-tabulated through different lenses
– such as the value placed on soft/hard skills.
“BUSINESSES ARE SIGNIFICANTLY MORE LIKELY

TO REPORT A SOFT SKILLS SHORTAGE
– but is this purely a function of the availability of those
skills? Arguably, hard skills are easier to ‘measure’, but few
businesses have mechanisms in place to quantify skills like
communication or resilience. It could be that sought-after
soft skills are more available than businesses think, providing
they can find the right way to assess them.
11
SECTION 02
THE PRODUCTIVITY
POWER OF SOFT SKILLS
Businesses that value hard skills fill roles slightly faster, but take notably longer to bring up to
productivity. Conversely, businesses who place a higher value on soft skills take slightly longer to recruit.
But they take less time to bring candidates up to optimal productivity – indicating that while soft skills
are harder to find, these candidates have qualities that help them get up to speed quicker.
Recruitment Time Time To Productivity

Tech Skills
High Soft Manufacturing

Skills
Finance
Skills Skills
Shortage Shortage
Mean: Mean:
6.1 weeks 7.1 weeks
Tech
Skills
Manufacturing High Soft Finance
Skills
Given that rushing to fill roles correlates with a greater cited ‘being adaptable to change’, rising to 43% when
chance of a failed hire, there’s a real sense that filtered by the group who value hard skills more.
prioritising speed to productivity over time to hire is
the smartest and most cost-effective way forward for However, when filtered by respondents who value soft
businesses. This will become increasingly important skills more highly, this drops to just 25% – indicating
in an economic downturn, because HR professionals that those who place a high value on soft skills are
will face even greater pressure to simultaneously bring already benefitting from having more agile, adaptable
employees to full productivity faster, while limiting the workforces. If the Covid-19 pandemic has proven
costs associated with hires not working out. anything, it’s that agility and adaptability are critical
to business success, enabling organisations and their
Businesses that place higher value on soft skills are also people to thrive in the face of external chaos. Soft skills
far more agile. When asked what three skills are needed might feel harder to hire for, but they present clear
most in the organisation over the next few months, 41% benefits nonetheless.
12
SECTION 02
What three interpersonal skills do you thinkyour organisation

needs most over the next 12 months?
Being adaptable to change 41% High Tech (Q12) 43%

High Soft skills (Q12) 25%
Critical thinking 41%
Collaborating with colleagues 39%
Emotional intelligence 32%
Resilience 29%
Anticipating what to do next 28%
Coachability 27%
Curiosity 19%
None of the above 1%
13
SECTION 03
THE TALENT CULTURE COUNTDOWN:

BUILDING A PROGRESSIVE,
PRODUCTIVE CULTURE
In today’s talent landscape, productivity challenges They also acknowledge that failure to evolve their
abound. But the desire for more progressive Talent Culture will have a range of consequences,
ways of recruiting and onboarding staff is strong. whether that’s ‘wasting money and resources’ (38%),
Almost two-thirds of HR decision makers (63%) ‘deepening the skills shortage challenge’ (38%), or
want to evolve and adapt the way they approach ‘losing high-potential candidates’ (37%).
recruitment, with 64% concerned they may currently
be behind the curve in adopting a progressive
Talent Culture.
What do you see as the

38%
Waste money and resources on recruitment
activities that don’t deliver
dangersof NOT evolving
your talent culture? Skills shortages worsen and spread
through the business 38%
37%
We lose high potential candidates during
the recruitment process
We lose employees to competitors 35%

Lack of innovation in the business 33%
Our talent team will become
disengaged / leave 33%
We risk irrelevancy as an employer /
weak employer brand 30%
Recruitment bias 23%
None of the above 2%
Top danger of not evolving Talent Culture UK, FR, MY, USA Waste money and resources
NL, BE Skills shortages worsen
HK, CA Lose high potential candidates
AU Lack of innovation in the business
NZ Lose employees to competitors
14
SECTION 03
Critically, HR professionals are aware that they have to The talent time bomb is ticking. The countdown is
act now: 76% believe they have less than two years to on. And with the economic climate looking more
evolve their Talent Culture before they start suffering thunderous by the month, it’s feasible these timelines
competitive or fiscal consequences. may get even shorter, as businesses strive to ensure
they’re ready for the storm to come.
So – how can HR professionals and other hiring managers start

transforming today, and what benefits will they unlock when they do?
% Believe they have two years or

less to transform Talent Culture
UK 81%
NL 83%
FR 69%
BE 67%
MY 72%
HK 92%
AU 60%
NZ 82%
USA 70%
CA 82%
15
SECTION 03
STRATEGIES
FOR EVOLUTION
When asked what the most effective approach to address current shortcomings is, almost half
of HR professionals (48%) are keen to implement more face-to-face interviews, perhaps due to
a perception that face-to-face interviews make it easier to assess interpersonal skills. Many HR
professionals feel that failing to meet in person increases the likelihood of poor fit; the desire for
face-to-face interviews rises to 63% for those who’ve had a failed hire in the last two years.
However, even if they’ve had their fingers burnt, HR teams should be wary of relying on face-to-face
meetings alone. As the last two years have proven, limiting your candidate pool only to those who
can attend an in-person interview may be a false step at a time when talent is in short supply.
“FACE-TO-FACE INTERVIEWS ARE CONSIDERED

THE MOST EFFECTIVE APPROACH FOR
ADDRESSING SHORTCOMINGS
in almost every region we surveyed, apart from Australia,
where 66% say psychometric testing is most effective,
and New Zealand, who priorities employer apps (63%).
16
SECTION 03
Suggesting that HR technologies are increasingly influential, HR leaders rank the

use of employer apps as the second most effective tactic for transforming their
approaches. With talent in such short supply, real-time communications are key,
and could be the difference between a seized opportunity and a missed one.
The third most effective approach is psychometric testing (34%), which would
enable HR professionals to assess behaviours, personality, aptitude, and emotional
intelligence. This is vital, given the strong link between soft skills and time to
productivity – and could even help improve the time it takes to hire while valuing
soft skills in the first place. The key point with any new approach is that no additional
burden is created for HR or candidates: developing your Talent Culture shouldn’t
mean adding more hassle.
What do you see as the most effective recruitment

approaches to address current recruitment
shortcomings and evolve talent culture?
Face-to-face interviews
48%
Employer apps to alert candidates /
employees of progress, vacancies etc 36%
34%
Psychometric testing (behavioural, personality,
aptitude, and emotional intelligence)
Building talent pools 30%

Automated CV screening 30%
Automated video interviewing 24%
Game-based assessments 20%
Blind CVs 19%
17
SECTION 03
TIME-TO-HIRE IS DEAD:
LONG LIVE
TIME-TO-PRODUCTIVITY
Talent Culture is about more than just hiring – and Around half (47%) think they could improve the
filling a vacancy is only half the battle. The early onboarding process by supporting employees to
days of joining a new company are foundational help them reach optimal output, rather than getting
to how employees feel about their role, and poor inductions done quickly. Meanwhile, 39% think
onboarding may cause people to leave roles faster. onboarding could be improved by personalising the
Yet 65% of HR professionals believe they place too process based on the behavioural and personality
much emphasis on attracting employees, and that characteristics of the individual.
onboarding is overlooked. This has to be addressed,
since the onboarding process is crucial to bringing
employees to productivity in the optimal time.
In which of the following ways do you think y

our current onboarding approach could be improved?
47%
More focus on quality and supporting employees to reach
optimal output than “getting it done” quickly
More personalised based on the behavioural and

personality characteristics of the individual 39%
More flexible to align with hybrid working model 34%
Increased focus on culture and belonging rather
than processes and systems 32%
More tailored based on the role or seniority 29%
Review or update approach more frequently 29%
More expansive in scope (more visibility of wider
organisation, people and activities) 28%
None of the above / no improvements needed 1%
18
SECTION 03
19
SECTION 04
UNDERSTANDING
THE TALENT CULTURE CURVE
20
SECTION 04
To establish where business’s Talent Cultures sit today, we asked respondents to

rank themselves (ranging from ‘completely true’, ‘something we’re moving towards’
or ‘no plans to make this happen’) against a series of metrics.
This included:
TALENT BEHAVIOURS:
e.g., ‘our recruitment approaches are linked to clear goals’, ‘we assess candidates based
on potential’ or ‘we actively take steps to remove bias in our recruitment process’
TALENT BELIEFS:
e.g. ‘rushing recruitment ultimately costs the business more’, ‘we know we have a responsibility to
challenge embedded recruitment habits’, and ‘our current recruitment practices could be improved’.
By charting businesses along these axes, we can place businesses in four quadrants,
ranging from laggard to progressive talent culture.
Behind the curve: low levels of progressive talent belief, Dream not meeting expectations: low levels
and low levels of progressive talent behaviour – a group of progressive talent belief, but still showing
who don’t have progressive processes, nor an appetite high levels of progressive talent behaviour – a
to evolve. group who have evolved processes, but aren’t
experiencing improvements.
Progress dreamers: high levels of progressive talent
belief, but low levels of progressive talent behaviour Ahead of the curve: high levels of progressive talent
– a group who are keen to evolve, but don’t have belief and talent behaviour – a group who are living
the processes. the dream and enjoying the benefits.
21
SECTION 04
THE TALENT

CULTURE CURVE:
SEE PROGRESSIVE TALENT CULTURE IN ACTION
Evolving your talent culture takes time, resource and effort, and may require buy in from the broader
business. Fortunately, building a business case should be simple – because the value of investing in a
progressive Talent Culture isn’t speculative; it’s proven by the businesses who have already achieved it.
Culture Curve Model
BELIEF
High levels of progressive talent belief High levels of progressive talent belief
Low levels of progressive talent behaviour High levels of progressive talent behaviour
Hoping for progress, but not living it Living the dream
WE WANT TO IMPROVE WE HAVE IMPROVED

WE DON’T HAVE THE PROCESSES WE HAVE THE PROCESSES
Q20 score 10 – 40
Believer Believer / Achiever
[negative
score required
on inverse
statements]
Low levels of progressive talent belief Low levels of progressive talent belief
Low levels of progressive talent behaviour High levels of progressive talent behaviour
Living behind the curve Dream not meeting expectations
WE DON’T WANT TO IMPROVE WE HAVE THE PROCESSES

WE DON’T HAVE THE PROCESSES WE DON’T EXPERIENCE THE IMPROVEMENT
Neither Achiever
BEHAVIOUR
Q15 score 10 – 40
22
SECTION 04
Achiever – 28% Believer – 17%

Q20
Neutral – 26% Believer / Achiever – 29%
23
SECTION 04
AHEAD OF THE CURVE

AHEAD OF THE PACK
Being ‘ahead of the Talent Culture Curve’ – that is, having high levels of progressive talent belief
and high behaviour – can help businesses solve many of the challenges they face around hiring,
onboarding and boosting productivity in today’s labour market. Looking ahead to the next few years,
adopting a progressive Talent Culture can also improve retention, improving the likelihood that
valuable employees stay with the business during the upcoming recession.
Those businesses who are living and

breathing a progressive Talent Culture:
Are more likely to have hires that work out in all areas
Have longer employee tenures
Take less time to reach productivity with new hires
Are more likely to understand (50% vs. 38% on average)
that hiring too quickly ends up costing more because it
often doesn’t work out
Are more likely to understand (47% vs. 38% on average)
that hiring too quickly can mean compromising on
candidate quality
Crucially, this group are more likely to believe (95% vs. 77% on average) that interpersonal
skills make the difference between a successful and unsuccessful candidate. And, they
take less time to get productivity out of new hires – which should be the ultimate goal for
every business as they evolve and nurture their Talent Culture.
24
SECTION 04
25
CONCLUSION
THE CLOCK IS TICKING

BUT PROGRESSIVE TALENT
CULTURE IS WITHIN REACH
For HR professionals, the pressure involved in recruiting or developing progressive Talent Culture approaches
and retaining top talent is unlikely to ease any time can have a huge positive impact on how businesses
soon. The skills shortage won’t resolve overnight, and attract, recruit, and retain employees.
the clock continues to tick down on the deadline for
transformation, even as recession rears its head. The best part? The path towards progressive talent
Squeezed talent budgets may well mean fewer open culture is within reach for all businesses, providing
roles, but costs will be more carefully measured, there’s a willingness to evolve. Transformation doesn’t
and the urgency of getting every single hire right have to be complicated, and there are some clear,
will only grow. easy-to-implement steps that can be taken in the
short term to start shifting the dial. Because the talent
But as some businesses have already experienced, time bomb might be ticking – but there’s no reason
there are real benefits to be gained from changing why every HR team can’t start making changes today
how you approach Talent Culture – whether that’s to pull ahead of the Talent Culture Curve tomorrow.
placing more emphasis on soft skills or levelling up
your onboarding processes. As those businesses
tracking ahead of the curve are proving, investing in
26
METHODOLOGY
PRE-HEADER
METHODOLOGY
This research was conducted through surveys with 904 HR decision makers in
companies with 250 to 5,000 employees across the UK, US, Netherlands, France,
Belgium, Canada, Australia, Malaysia, Hong Kong and New Zealand.
Of this, 43% of respondents manage recruitment entirely in-house, 53% use a mixture
of in-house and external agencies, and the rest outsource most of their recruitment.
27
APPENDIX
COUNTRY
UNITED KINGDOM
What do you see as the implications Which of the following best describes the skills
of trying to hire too quickly? situation in your organisation now compared
to pre-COVID / two years ago?
Ends up costing more as often doesn’t work out Skills shortages have increased
39% 54%
Compromising on candidate quality Skills shortages are much the same as two years ago
38% 34%
Poor fit with the team Skills shortages have decreased
33% 10%
Overlooking soft skills and potential None of the above / no skills shortages
31% 1%
Longer onboarding needed
24%
End up paying higher salaries than initially budgeted
25%
Increased attrition
What do you see as the dangers of
23% NOT evolving your talent culture?
Introducing potential bias into the process
20%
38%
Skills shortages worsen and spread
How long do you think an organisation like yours through the business
has to evolve its talent culture in order not to
suffer competitively or financially? 37%
We lose high potential candidates during the
Less than 6 months recruitment process
7% 35%
6 months to 1 year We lose employees to competitors
31% 35%
1 to 2 years Lack of innovation in the business
43% 34%
2 to 3 years Our talent team will become disengaged / leave
15% 31%
More than 3 years We risk irrelevancy as an employer / weak employer brand
3% 31%
Don’t know Recruitment bias
1% 21%
28
PRE-HEADER
APPENDIX
COUNTRY
NETHERLANDS
26% 46%
36% 43%
35% 10%
37% 2%
22%
27%
Increased attrition
19%
29%
8% 34%
30% 32%
45% 27%
14% 33%
3% 29%
1% 23%
29
APPENDIX
COUNTRY
FRANCE
43% 34%
44% 50%
49% 13%
27% 3%
26%
18%
Increased attrition
17%
43%
8% 35%
27% 34%
34% 27%
23% 31%
6% 38%
2% 22%
30
PRE-HEADER
APPENDIX
COUNTRY
BELGIUM
29% 51%
26% 35%
28% 10%
22% 4%
24%
24%
Increased attrition
23%
34%
7% 35%
28% 31%
32% 25%
22% 31%
10% 27%
1% 22%
31
APPENDIX
COUNTRY
MALAYSIA
52% 52%
52% 24%
52% 16%
68% 8%
36%
36%
Increased attrition
44%
60%
– 68%
24% 40%
48% 60%
24% 48%
4% 60%
– 44%
32
PRE-HEADER
APPENDIX
COUNTRY
HONG KONG
44% 48%
48% 40%
36% 12%
48% 0%
36%
32%
Increased attrition
20%
36%
12% 56%
36% 24%
44% 28%
8% 44%
– 48%
– 20%
33
APPENDIX
COUNTRY
AUSTRALIA
49% 34%
54% 57%
43% 9%
54% 0%
43%
37%
Increased attrition
69%
43%
– 54%
29% 43%
31% 54%
23% 43%
11% 43%
6% 40%
34
PRE-HEADER
APPENDIX
COUNTRY
NEW ZEALAND
44% 31%
44% 50%
44% 19%
69% 0%
31%
25%
Increased attrition
31%
38%
13% 31%
25% 44%
44% 44%
13% 38%
– 38%
6% 25%
35
APPENDIX
COUNTRY
USA
35% 46%
34% 36%
30% 15%
32% 2%
32%
31%
Increased attrition
31%
40%
10% 32%
26% 37%
34% 32%
21% 34%
6% 28%
2% 19%
36
PRE-HEADER
APPENDIX
COUNTRY
CANADA
61% 53%
43% 35%
35% 6%
35% 6%
37%
20%
Increased attrition
24%
45%
20% 51%
27% 45%
35% 45%
8% 31%
2% 25%
8% 33%
37
Get in touch with our team of experts to
understand how Thomas’ tools and insight
can restore trust in your hiring.
Speak to us now
© Thomas International Ltd 2022.
Founded in 1981, Thomas International transforms the performance of

organisations around the world through smarter people decisions, looking
be-yond just skills and experience to identify the true potential and capability of
people. Its talent assessment platform combines technology, psychology and
data to make the complex nature of human behaviour, aptitude and personality
easier for everyone to understand. Today, Thomas helps over 11,000 companies
across 140 countries unleash the power of their people.

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The Pressure Is On To Move Fast in Talent Recruitment 1683830246

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THE TALENT

HR and Talent Acquisition Leader

THE TALENT TIME BOMB:

Discover why progressive cultures are productive cultures –

DEFINING ‘TALENT CULTURE’

Explore the report to discover:

The pressures and pitfalls of recruitment in 2022 8

The secret to boosting time-to-productivity

How long HR professionals believe they

To a great extent To some extent Not particularly Not at all % to some /

Need to get recruits to optimal

But the imperative to hire quickly creates some UK 76%

“TIGHT LABOUR MARKETS HAVE MADE

What do you see as the implications Ends up costing more as often

Increased attrition 25%

For example, of the hires made in the

Of hires made in the last 2 years, SUCCESS OF NEW HIRES

In the recession to come, retention of

FROM SKILLS CRISIS

Hiring is rarely easy. From team fit to experience, aptitude to attitude,

This picture is more extreme in some regions than others;

Which best describes the skills situation Breakdown

But what skills are in demand to start with – and

Technical, role-specific skills

Areas of Skills Shortages

More in interpersonal skills

Equally in soft and hard skills

More in technical role-specific

This disparity must be addressed, and soon – because

“BUSINESSES ARE SIGNIFICANTLY MORE LIKELY

Recruitment Time Time To Productivity

High Soft Manufacturing

What three interpersonal skills do you thinkyour organisation

Being adaptable to change 41% High Tech (Q12) 43%

THE TALENT CULTURE COUNTDOWN:

What do you see as the

We lose employees to competitors 35%

NL, BE Skills shortages worsen

HK, CA Lose high potential candidates

AU Lack of innovation in the business

NZ Lose employees to competitors

So – how can HR professionals and other hiring managers start

% Believe they have two years or

“FACE-TO-FACE INTERVIEWS ARE CONSIDERED

Suggesting that HR technologies are increasingly influential, HR leaders rank the

What do you see as the most effective recruitment

Building talent pools 30%

In which of the following ways do you think y

More personalised based on the behavioural and

To establish where business’s Talent Cultures sit today, we asked respondents to

Culture Curve Model

WE WANT TO IMPROVE WE HAVE IMPROVED

WE DON’T WANT TO IMPROVE WE HAVE THE PROCESSES

Achiever – 28% Believer – 17%

Neutral – 26% Believer / Achiever – 29%

AHEAD OF THE CURVE

Those businesses who are living and

THE CLOCK IS TICKING

© Thomas International Ltd 2022.

Founded in 1981, Thomas International transforms the performance of

The Talent Time Bomb

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