diversityq.com Open in urlscan Pro
18.133.176.247  Public Scan

Form analysis
2 forms found in the DOM

GET https://diversityq.com/

<form role="search" method="get" class="search-form" action="https://diversityq.com/">
  <label for="search-form-2">
    <span class="screen-reader-text">Search for:</span>
  </label>
  <input type="search" id="search-form-2" class="search-field" placeholder="Search" value="" name="s">
  <button type="submit" class="search-submit">
    <svg class="svg-icon" width="28" height="28" aria-hidden="true" role="img" xmlns="http://www.w3.org/2000/svg" viewBox="0 0 24 24">
      <path
        d="M15.5 14h-.79l-.28-.27C15.41 12.59 16 11.11 16 9.5 16 5.91 13.09 3 9.5 3S3 5.91 3 9.5 5.91 16 9.5 16c1.61 0 3.09-.59 4.23-1.57l.27.28v.79l5 4.99L20.49 19l-4.99-5zm-6 0C7.01 14 5 11.99 5 9.5S7.01 5 9.5 5 14 7.01 14 9.5 11.99 14 9.5 14z">
      </path>
      <path d="M0 0h24v24H0z" fill="none"></path>
    </svg>
    <!-- <span class="screen-reader-text">Search</span> -->
    <span class="search-text" style="display: none;">Search</span>
  </button>
</form>

GET https://diversityq.com/

<form role="search" method="get" class="search-form" action="https://diversityq.com/">
  <label for="search-form-2">
    <span class="screen-reader-text">Search for:</span>
  </label>
  <input type="search" id="search-form-2" class="search-field" placeholder="Search" value="" name="s">
  <button type="submit" class="search-submit">
    <svg class="svg-icon" width="28" height="28" aria-hidden="true" role="img" xmlns="http://www.w3.org/2000/svg" viewBox="0 0 24 24">
      <path
        d="M15.5 14h-.79l-.28-.27C15.41 12.59 16 11.11 16 9.5 16 5.91 13.09 3 9.5 3S3 5.91 3 9.5 5.91 16 9.5 16c1.61 0 3.09-.59 4.23-1.57l.27.28v.79l5 4.99L20.49 19l-4.99-5zm-6 0C7.01 14 5 11.99 5 9.5S7.01 5 9.5 5 14 7.01 14 9.5 11.99 14 9.5 14z">
      </path>
      <path d="M0 0h24v24H0z" fill="none"></path>
    </svg>
    <!-- <span class="screen-reader-text">Search</span> -->
    <span class="search-text" style="display: none;">Search</span>
  </button>
</form>

Text Content

WE VALUE YOUR PRIVACY

We and our partners store and/or access information on a device, such as cookies
and process personal data, such as unique identifiers and standard information
sent by a device for personalised ads and content, ad and content measurement,
and audience insights, as well as to develop and improve products.
With your permission we and our partners may use precise geolocation data and
identification through device scanning. You may click to consent to our and our
partners’ processing as described above. Alternatively you may access more
detailed information and change your preferences before consenting or to refuse
consenting.
Please note that some processing of your personal data may not require your
consent, but you have a right to object to such processing. Your preferences
will apply to this website only. You can change your preferences at any time by
returning to this site or visit our privacy policy.
MORE OPTIONSAGREE
Skip to content

DiversityQ

For a diverse & inclusive workplace

Register log in
Search for: Search
 * Agenda
   * News
   * Comment
   * Features
   * Profiles
     * Company Focus
     * Role Models
 * Diversity
   * Age
   * Disability
   * Faith
   * Gender
   * LGBT+
   * Mental Wellbeing
   * Neurodiversity
   * Race
   * Social Mobility
 * Best Practice
   * Development
   * Governance
   * Leadership
   * Recruitment
   * Retention
   * Strategy
 * Industry
   * Construction
   * Energy & Infrastructure
   * Engineering
   * Financial Services
   * Healthcare & Life Sciences
   * Law
   * Media
   * NHS
   * Public Sector
   * Private Sector
   * Retail
   * SME
   * Tech
   * Third Sector
   * Utilities
 * Advisory Board
 * Events

Search for: Search
 * Agenda
   * News
   * Comment
   * Features
   * Profiles
     * Company Focus
     * Role Models
 * Diversity
   * Age
   * Disability
   * Faith
   * Gender
   * LGBT+
   * Mental Wellbeing
   * Neurodiversity
   * Race
   * Social Mobility
 * Best Practice
   * Development
   * Governance
   * Leadership
   * Recruitment
   * Retention
   * Strategy
 * Industry
   * Construction
   * Energy & Infrastructure
   * Engineering
   * Financial Services
   * Healthcare & Life Sciences
   * Law
   * Media
   * NHS
   * Public Sector
   * Private Sector
   * Retail
   * SME
   * Tech
   * Third Sector
   * Utilities
 * Advisory Board
 * Events

Register log in



L&D DISCONNECT HAS CAUSED UK GREAT RESIGNATION, BUT RETENTION IS STILL POSSIBLE

The alienation of young workers should be a serious cause for concern for
enterprises.

by Laura CleaverApril 13, 2022
 * 
 * 
 * 
 * 
 * 


TALENT CAN NOW AFFORD TO BE BOTH SELECTIVE AND DEMANDING IN THEIR JOB SEARCH


NEWSLETTER

DiversityQ supports board members setting and enacting their D&I strategy, HR
directors managing their departments to take D&I best practice and implement it
in real-life workplace situations

Sign up now


The labour market has seen a rapid reversal in its balance of power over the
past 24 months. In 2020, there were four unemployed people for every job
vacancy, meaning businesses had a huge pool of talent to sift from. The pendulum
has now swung firmly the other way, and control has begun to lie in the hands of
existing employees and prospective talent, who can afford to be both selective
and demanding in their job search.

With half of Britain’s workers reportedly eyeing up new jobs amid the Great
Resignation, businesses have been scrambling to address the underlying issues
that are causing skilled employees to leave. A recent Udacity and Ipsos study
found that nearly half of employers reported that employee turnover is hindering
their ability to achieve key goals.

To investigate why staff are quitting, a 2022 Engagement and Retention Report
found that career progression was the number one pull factor attracting
employees to new jobs. Skilled people search for new jobs when they feel that
their career is stagnating, and businesses must demonstrate their dedication to
career progression through meaningful learning and development (L&D) programmes
in order to keep them.

Despite the importance of L&D initiatives for staff retention, there is an
alarming disconnect between how enterprises and employees view the success of
these programmes. Our research has shown that approximately 80% of businesses
rated their own talent transformation programmes as successful, while crucially,
just 39% of employees agreed. Addressing this disparity and increasing employee
satisfaction is the key to staff retention during the Great Resignation.


THE TALENT SHORTAGE 

Astonishingly, our research discovered that 69% of UK businesses faced
disruption as a direct result of the pandemic-driven recalibration of the
country’s workforce. During this period of disruption, many people suffered
feelings of job uncertainty, burnout and career stagnation. After transitioning
out of a period of stark uncertainty, many seized the opportunity to seek a new
challenge and move on from their current roles.

This country-wide issue has hit the technology sector hard, which was already
struggling to fill technical roles. While many industries lost customers and
resultantly had to reduce their workforce, the tech sector created nearly 80,000
new jobs in 2020. The continued and accelerated digitisation of older industries
meant that B2B tech companies across the board witnessed a rapid period of
growth during the pandemic. 

The lack of job-ready tech talent has meant that many of these high-growth
companies have struggled to hire enough staff to keep on top of demand, with the
sector seeing a 34% rise in the number of unfilled vacancies compared to the
previous year. This is only being exacerbated further by the Great Resignation,
as talented staff pursue new opportunities, with hiring managers left struggling
to replace their workforce while simultaneously trying to double headcounts.


SIGNALLING THE GREAT DISCONNECT

Given the startling disparity between enterprise and employee attitudes towards
current L&D programmes, it’s no wonder that only 29% of tech professionals plan
to stay in their current roles. But why is there such a disconnect between
employers and employees when it comes to L&D? 

For many employees, L&D programmes consist of attending mandatory courses based
on dated and theoretical models that have only limited applicability to their
day-to-day jobs. More often than not, attendance is the only deciding factor of
whether a student passes or fails, meaning that a grasp of the subject material
is a secondary concern. 

In Michael Spence’s seminal work, Market Signalling, educational accolades are
used to ‘signal’ that a certain set of skills have been acquired, regardless of
whether those skills have been developed or not. For busy employees, ineffective
and time-consuming L&D programmes can be incredibly disillusioning. Many
consider these courses to be simply a means of signalling that they possess a
skill, rather than learning a new one that they might then go on to use on a
day-to-day basis. 

Firms can combat this by working alongside employees to create tailored talent
transformation programmes that develop new and relevant skills that staff might
desire. Our research showed that 70% of employees believed that being able to
create their own educational pathway by choosing what courses they do will help
in learning new skills. Therefore, in order to re-engage employees and maximise
the success of L&D programmes, enterprises must ensure that staff are being
consulted on developing newand relevant skills, rather than signalling that they
possess skills they already have. 


CULTIVATING THE WORKFORCE OF THE FUTURE 

Somewhat unsurprisingly, young workers are most at risk of becoming a statistic
in the Great Resignation. A survey conducted by Gartner found that only 16% of
IT workers aged 19-29 plan to stay in their current jobs. 

The alienation of young workers should be a serious cause for concern for
enterprises. One of the most pressing issues facing employers in the UK at
present is the challenge of adapting to the ageing population. The Government
has projected that by the year 2040, one in seven people will be over 75. With a
smaller percentage of the population forecasted to be of working age,
enterprises need to nurture young talent to create long-standing opportunities
for employees. 

Young people are aware of their value and expect their employers to earn their
loyalty. Our recent study revealed that 57% of 18-29-year-olds, and 65% of
30-49-year-olds believe that employers should invest in their future by
providing impactful skills training.

While the Great Resignation may simply be a short-term aftershock of the
pandemic, the ageing workforce is not an issue that can be solved overnight. In
order to maintain a skilled and flourishing team, enterprises need to act now
and invest in long-term talent transformation strategies for their employees.
Only then, will they truly avoid the catastrophic business impact of the Great
Resignation.



Laura Cleaver, Vice President: EMEA & APAC at Udacity.



In this article, you learned that:

 * A recent Udacity and Ipsos study found that nearly half of employers reported
   that employee turnover is hindering their ability to achieve key goals.
 * The lack of job-ready tech talent has meant that many of these high-growth
   companies have struggled to hire enough staff to keep on top of demand.
 * Despite the importance of learning and development L&D initiatives for staff
   retention, there is an alarming disconnect between how enterprises and
   employees view the success of these programmes.

Read More: Learning and development, Retention, Tech, The Great Resignation
Rate This:



LATEST


SERENA WILLIAMS BACKS KARAT’S BRILLIANT BLACK MINDS PROGRAMME

By DiversityQ | April 21, 2022 |
News, Race, Recruitment, Tech,
|



MIND THE CAREER GAP: SUPPORTING WOMEN IN TECHNOLOGY

By Shirley Knowles | April 21, 2022 |
Comment, Retention, Tech,
|



ALLSPRING GLOBAL INVESTMENTS FORMS CHIEF DIVERSITY OFFICER TO SHORE UP ITS DEI

By DiversityQ | April 21, 2022 |
Financial Services, Financial Services, News, Race, Recruitment,
|



RELATED


US HOUSEHOLD INCOME BY AGE, GENDER, EDUCATION AND MORE

By Matthew Goldberg | April 19, 2022 |
Age, Comment, Gender, Social Mobility,
|




Household income in the US usually rises per year but COVID-19 changed things




XPO SUPPORTS OVER THE WALL’S CAMPS FOR DISABLED AND SICK CHILDREN

By DiversityQ | April 13, 2022 |
Age, Disability, News, Social Mobility,
|




XPO is using its services to deliver equipment to disabled and sick children




WILL ONLINE COURSES HELP WOMEN GET CONFIDENT ABOUT CODING AND TECH CAREERS?

By DiversityQ | April 5, 2022 |
Age, Gender, News, Tech, Working Parents,
|




The coding bootcamp reveals four main concerns women have around coding




WOMEN SAY AGE ISN’T A BARRIER IN EDUCATION BUT APPEARANCE MIGHT BE

By DiversityQ | March 23, 2022 |
Age, Gender, Leadership, News,
|




Women more than men believe that equality and diversity training should be for
all people



 * 
 * 
 * 
 * 
 * 


THE BONHILL NETWORK

 * Bonhill Group plc
 * Information Age
 * InvestmentNews
 * What Investment
 * Small Business
 * Growth Business


FURTHER INFORMATION

 * Privacy Policy
 * Terms & Conditions
 * Cookies Policy
 * Contact Us
 * About
 * Events
 * Write for us


CONTACT US

 * 0207 7638 6378


ADDRESS

 * Bonhill Group plc
 * 29 Clerkenwell Road
 * London
 * EC1M 5RN

A part of the Bonhill Group