2025 will be a milestone in the evolution of job seekers’ demands, especially in the creative industry. This is the conclusion reached by our colleagues in the digital market Creon.
Yes, trends are changing and employers are forced to adapt their strategies for attracting and retaining talent.
The key trends determining the development of the market and the behavior of employers and job seekers are:
- flexibility as the basis for employer competitiveness. Flexibility is a key request from job seekers who prefer a hybrid work format that combines the advantages of office and remote canadian cfo email lists modes. For middle and senior level specialists, a hybrid schedule with 1-2 days of work outside the office remains a priority;
- the rise of freelancing. Freelancing has become a full-fledged form of employment, especially for creative professionals. Employers work with professionals on a project basis, and long-term partnerships with freelancers are becoming a competitive advantage;
- Corporate culture: the importance of non-financial incentives. Job seekers increasingly pay attention to non-financial factors: transparent corporate culture and open values, professional development programs, support for mental and physical health, corporate events;
- the issue of returning specialists to the office. Being in the office 3-4 days a week is becoming the norm, but the office should motivate and emphasize the company culture. It’s great openai’s conversational ai model if there is a gym or a swimming pool nearby, for some employees this can be motivation.
It turns out that in order to remain competitive, it is important for employers to:
- provide flexibility;
- develop HR brand;
- offer additional benefits.
How to develop an HR brand and why it is worth doing is explained by Alisa Trushnikova, HR manager at Completo, in this article.
The 0.8-1-1.2 Concept in Hiring Employees
We saw an interesting theory from our colleagues at Business Secrets about forming a team based on assessing the personality coefficient of employees.
Source
This coefficient is based on the employee’s approach to his tasks.
In particular, people with a work coefficient of 0.8 are gambling data those who do not see anything wrong if the deadline for completing a task in the CRM system is overdue. Such employees will not show initiative and complete the work at 80%.
People with a work coefficient of 1 clearly understand their work regulations and perform their work according to them. Such employees are stable, predictable and perform their work 100%. But at the same time, they are uninitiative and rarely become engines of growth and innovation.
People with a work factor of 1.2 always do a little bit more than the norm. They look for ways to improve work processes and take initiative not because they have to, but because they really want to.
Ideally, you should select employees with a coefficient of 1.2 for your team – with them, the business will develop more effectively. But this is ideal.