ESG 23 Final Single pages - Flipbook - Page 42
Social (continued)
TALENT ACQUISITION
Labour market challenges
Whilst hiring volumes were down considerably on last year
(reduced by 46% year-on-year for business as usual hiring
activity) in part due to broader macroeconomic pressures
noted earlier and reduced attrition levels in the business
(17.4% (FY23) vs 21.3% (FY22)), the labour markets in
several key markets still remained tight, presenting
ongoing recruitment challenges.
To address these market challenges, RWS continued our
successful strategy of:
•
Promoting our progressive hybrid and/or remote work
policy to support colleague expectations
•
Focusing on internal mobility to enable colleagues to
develop their careers within RWS
•
Continuing to invest in tangible actions to build a culture
of inclusion and belonging
•
Developing a more 昀氀exible geographical hiring
approach to signi昀椀cantly expand candidate ‘reach’
Our central Talent Acquisition Centre of Excellence
continues to work very e昀케ciently with direct hiring
(internal and external hires combined) through this team
running at 95% and agency usage around 5%. Gender
diversity remains a focus with 51% of hires being female.
Referral hires continue at a good level with 15% of external
hires recommended by colleagues which is slightly up on
FY22. We believe that hiring directly is important to RWS
from a recruitment brand standpoint, and in tandem this
year we have been working to improve how we promote
di昀昀erent business units under the RWS umbrella working
on the basis that some of the business unit brands are
better known, and therefore potentially more attractive,
to candidates in the market than RWS on its own.
Running most recruitment through our Centre of
Excellence also enables us to manage and monitor our
diverse talent attraction e昀昀orts more accurately and
we continue to explore new recruitment channels to
help reach underrepresented groups. We have built
an RWS presence on many sites directly targeting
underrepresented groups, for example, Diversity Jobs,
myGworks and Pink Jobs (focused on LGBTQ+ and
underrepresented communities globally) and are active
on multiple smaller channels targeting individuals with
disabilities (DiversityJobs) as well as veterans.
In FY23 we published our RWS Candidate Charter laying
out the high standards of care that every candidate can
expect from us during the recruitment process, and we
prepared the ground for implementing our new end-toend candidate applicant tracking system, iCIMS, alongside
our new global HRIS. iCIMS will go live at the end of 2023,
delivering a more integrated candidate experience from
昀椀rst contact through to their onboarding once hired.
42
RWS Holdings plc — ESG Report 2023 SOCIAL
Despite hiring generally being more focused on particular
skill areas we are delighted to have been able to 昀椀ll 19%
of our vacancies with internal candidates this year. This is
the same level as last year and internal mobility remains a
focus.
FY23 has been another busy year for the linguistic
recruitment team in our LXD organisation with c300
closed roles. Direct hiring and internships remain key
priorities, with FY23 experiencing signi昀椀cant success –
52% of roles were 昀椀lled through direct hiring and 41% of
roles 昀椀lled through internships and intern conversions to
permanent roles. Gender diversity has been a focus with
73% of hires being female.
Campus recruitment for linguist interns remains a focus
for us and this year we are pleased to have developed
relationships with 22 universities in Africa whereby RWS
supports the under-graduate curriculum on their linguistic
degrees, and thereby improve professional linguistic
training in this emerging and increasingly important
region.
Our focus in FY24 remains on diversity and increasing
referral hiring activity towards 10%.
FY24 goals:
• Fully roll out iCIMS
• Continue to drive internal referral rates of all hires,
and improve the internal appointment rate to
vacancies
