Issue link: https://insights.randstadsourceright.com/i/766104
TALENT MANAGEMENT ROBOTICS Ro TALENT FLEXIBILITY Tf ARTIFICIAL INTELLIGENCE WORKFORCE STRATEGIES Ws TALENT INNOVATION Ti RESOURCING STRATEGIES Rs RECRUITMENT R CONTINGENT WORKFORCE Cw WORKFORCE MANAGEMENT Wm WORKFORCE MANAGEMENT Wm MANAGED SERVICES PROGRAM MsP CONTINGENT TALENT Ct CANDIDATE EXPERIENCE Ce AUTOMATION Au GIG WORKERS Gw TECHNOLOGY TOOLKIT Tt TECHNOLOGY TOOLKIT Tt CAREER TRANSITION SERVICES CtS STATEMENT OF WORK SoW SUPPLIER MANAGEMENT Sm VENDOR MANAGEMENT SYSTEM VmS HUMAN INTELLIGENCE Hi PREDICTIVE ANALYTICS Pa EMPLOYER VALUE PROPOSITION EvP TALENT CONSULTANCY Tc www.randstadsourceright.com talent intelligence outlook: Netherlands facts Dutch employers anticipate continued economic growth and a greater role for flexible talent in the workplace With Europe's fifth largest economy continuing to grow at a moderate pace, employers in the Netherlands believe they must keep hiring to stay apace with demand. However, they are inclined to turn to flexible talent, with more than two-thirds of the Talent Intelligence Outlook survey respondents saying the right worker type can be permanent, temporary or independent. The same percentage (69%) believe the use of gig workers will be critical in the next 12 months for resourcing requirements. Other top drivers of the workforce include employers' growing expectation for employee performance and an increasing scarcity of talent. Surprisingly, Dutch human capital leaders don't view business competitors as the primary obstacle to winning skilled talent; only 28% view companies in their industries as competition for talent. Instead, a bigger portion of respondents view organizations with the same internal skill sets (50%) and companies with visible brand presence (39%) as main rivals for talent. In fact, 36% said companies frequently featured in the media pose a bigger threat. To help strengthen their employer brands, Dutch companies are investing in technologies that will help better use business intelligence, with 59% saying their companies are allocating moderate to significant resources to predictive analytics. Nearly as many (55%) say they are investing in content management platforms, and more than half (53%) are investing in employee self service. Three takeaways • Dutch human capital leaders increasingly believe flexible talent is an effective way to address skills shortages, which may accelerate the adoption of an integrated talent management model. In fact 81% say they will either definitely or probably implement such a program in the next 12 months. • There is also a very favorable view of automation and machine learning as human replacements in the workforce, with 72% believing they will have a positive impact on business. • Companies here view a shift in the skills they will need in the next 3 to 5 years, with 44% seeing a greater demand in marketing roles and the same number expecting a decline in demand for operational and administrative skills. The gig economy is changing how work gets done in the Netherlands THE TRENDS HAVING A TRANSFORMATIVE OR POSITIVE IMPACT ON BUSINESS MOST HIRES BY JOB TYPE CITED BY RESPONDENTS 45% 35% 35% Marketing skills were most in demand, followed by by strategy and talent acquisition Marketing Company strategy Talent acquisition 61% 56% 56% 56% Utilizing gig workers/ freelancers Digitalization of HR Having multiple generations in the workforce Robotics