Latest news with #RobertWalters
CNA
4 hours ago
- Business
- CNA
CNA938 Rewind - Malaysia's fresh graduates get 'barely enough' in starting pay
CNA938 Rewind Recent graduate employment surveys cast a gloomy outlook for Malaysia's fresh graduates, with nearly two-thirds of degree holders earning less than RM3,000 as their starting salary. Andrea Heng and Hairianto Diman find out the factors behind the fresh graduates' low starting pay and what more can be done to tackle the problem with Cheo Well Ng, Manager, Commerce Finance, Robert Walters Malaysia
Forbes
2 days ago
- Business
- Forbes
5 Leadership Mistakes Smart Leaders Make And How To Avoid Fails
Even smart leaders make leadership mistakes. Great leaders want to do their best, inspire people and achieve results. But smart leaders are still prone to leadership mistakes that can detract from their team members' satisfaction as well as the leader's own happiness. How important is it to get leadership right? Very. Leaders are tremendously stressed today, so considering how to lead better, and make less mistakes is a worthy discussion. It's also important to ensure that leadership is rewarding for the leaders themselves. In addition, leadership is one of the primary reasons people leave an organization, so great leadership is critical to retention as well as people's commitment and contributions. There are some mistakes that are not only most common, but also the most significant in terms of their effects on people. These are the biggest mistakes to avoid. The number one mistake leaders make is to fail to be transparent in their communication. According to a survey from Robert Walters, 72% of employees lose faith in leaders because they hold back information or because they fail to explain how and why decisions are made. In addition, 71% of people say they can tell when leaders are insincere or when they fake enthusiasm. Avoid leadership mistakes by being open with people and sharing information. Even when information is negative or troubling, give people a sense of what's coming. This will positively affect their feelings of empowerment and control as well as their ability to respond. Of course there will be information that you must keep confidential as a leader, but when you give as much information as you can, or when you're open about the fact that you're not free to share certain points, these behaviors build trust. In addition, people crave certainty, and you can rarely provide it. But you can provide clarity about what you know, what you're exploring, the principles that will guide decision making and how people can prepare themselves for what's next. The second biggest mistake leaders make is to be inconsistent in their behavior. Based on the Robert Walters data, 66% of people say they lose respect for a leader when the leader says one thing and does another. And 62% of people say that they feel disengaged when a leader only communicates with them when the leader needs something. People prefer a bad leader who is consistent over a leader who sometimes good and sometimes poor in an erratic or unpredictable manner, according to a study published by the Academy of Management. Avoid leadership mistakes by demonstrating consistency. Avoid leadership mistakes that set you up to fail. The third biggest mistake leaders make is to fail to be accountable or to follow through. Fully 68% of people in the Robert Walters survey said they left an organization because of empty promises from management. And 44% felt that failure to admit mistakes or take responsibility for their actions had a negative effect on the culture. Avoid leadership mistakes by following through, following up, keeping commitments and keeping promises. These seem simple, but they are significant in building trust, rapport and satisfaction. In addition, at the same time you're confident, also be appropriately humble. Research has shown that when you demonstrate humility, you'll build both trust and credibility. Be humble by avoiding the belief that you have all the answers. Admit mistakes, be open when you don't have the expertise you need and regularly ask people for input. A fourth big mistake that leaders make is to fail to demonstrate concern for employee wellbeing. In fact, 30% of people reported to Robert Walters that this was one of the biggest problems with leaders. And 63% of people said they left an employer because they didn't feel a connection with leadership. Avoid leadership mistakes by ensuring you're empathetic and that you connect with people and demonstrate that you care. Being empathetic is the right thing to do, but it's also good for business. In fact, empathy is one of the most important leadership skills, and it's correlated with all kinds of positive results from greater innovation and engagement to retention and wellbeing. As a leader, you're not responsible for people's wellbeing, but you are responsible to create the conditions for wellbeing, from providing a sense of purpose to ensuring a culture of respect, appreciation and growth. A fifth big mistake leaders make is to micromanage, according to 28% of respondents in the Robert Walters survey. Failing to empower people or failing to provide autonomy, choice or control are mistakes of leadership. Avoid leadership mistakes by delegating and empowering people. When people have greater autonomy, they are more motivated to contribute. In fact, when they have the power of choice, people develop greater skills and capabilities. People want to be treated like grown-ups, and leaders build great teams when employees feel they are trusted and empowered to do meaningful work. Leaders may be making mistakes because they're personally stressed. In fact, 71% of leaders say their stress has increased, and 54% are worried about burning out. Fully 40% have thought about leaving their role in leadership because of their wellbeing. All this is according to data from by DDI. People may also be avoiding leadership entirely. A survey of 27,000 people ages 18-67 in 34 countries by Rand, reported that 39% of people want to avoid career progression. And 57% would avoid work they perceive will negatively affect their work-life balance. The issue may be most acute for Gen Zs who reported they may want to avoid leadership. In fact, Gen Z is 1.7 times more likely than other generations to step away from leadership to preserve their wellbeing, based on the DDI data. You can avoid the biggest leadership mistakes by being self-aware and intentional. No leader is perfect, but when you're able to reflect on your own behaviors and strive to improve, it will mean a lot to the people around you, and contribute to your own wellbeing as well.
Yahoo
3 days ago
- Business
- Yahoo
Gen Z and boomers are driving a leadership vacuum that's threatening productivity and morale at work
A perfect storm may soon hit leadership in corporate America, with baby boomers retiring and Gen Z unenthused about climbing the career ladder. However, experts argue that slashing development budgets and stereotyping young people as lazy is only making matters worse. Who wants to be the boss anymore? According to the headlines, not Gen Z. The bright young minds of tomorrow are just not striving to climb the corporate ladder as much as their older colleagues, but it's not coming from a lack of interest in management. Instead, a generational disconnect in how leaders should wield their power is to blame. Gen Z employees are concerned about leadership's basic interpersonal skills, and nearly half of them want better communication and teamwork training, according to a recent Korn Ferry report. Major companies like Amazon are cutting middle manager roles, leaving early-career employees left without a model of leadership pathways. About 41% of employees say that their organizations have done away with middle management, according to the same Korn Ferry report. The pool of future leaders continues to shrink, with layoff uncertainty and disengagement leading to low morale among workers just getting their feet wet in the working world. Over half of Gen Z employees don't even want to become managers, according to recruitment company Robert Walters. After seeing their bosses get burned out and laid off, it's not surprising that the youngest generation of workers doesn't want the same fate. As boomers look to hang up their badges and retire, this growing leadership vacuum threatens the modern workforce. Katie Trowbridge, a multi-generational workplace strategist, is trying to help bridge the leadership gap. She spent twenty-three years as an educator, working with millennials and Gen Zers and identifying their core values, how they work best, and what motivates them. '[Younger generations] want to have a purpose, and they want to see how what they're doing matters and has relevancy,' she tells Fortune. Trowbridge argues that this mindset can differ from their predecessors, many of whom were taught to 'put your head down and get to work.'Young people lead with curiosity, Trowbridge argues, and that curiosity should be fostered, not discouraged. She stresses that leaders are failing to coach young staffers because they're buying into stereotypes around Gen Z's work ethic. 'We tag them as lazy. They're not lazy. They are far from being lazy. They just are curious and they want knowledge,' she says. 'They're just asking us to teach them how to do it.' While Gen Z may be asking, Trowbridge doesn't believe that today's leaders are answering. Corporate investment in leadership development has been dropping substantially, with average budgets dropping 70% from January 2023 to January 2024, according to recent data from LEADx. Budgets have slipped even further, with a 15% drop from January 2024 to the same time this year. Leaders shouldn't assume that their workers have the same priorities as they do, especially when it comes to work-life balance. Trowbridge notes that long gone are the days when a job takes precedence over all else. 'One of the things that millennials and Gen Zers are getting right is that they are not allowing work to be the thing that defines them.' It is in the best interest of current leaders to abandon much of the rigidity that has defined work culture for the past few decades, she argues. Another solution that Trowbridge touts is thinking small. Gen Z workers are leaning more and more into the gig economy, and one way to gain back trust is to run individual departments as their own small businesses, with a more personalized approach that emphasizes individual career growth. '[Companies are] going to have to make sure that there's that mentorship, that coaching going on, that there is that connection [and] team building really happening.' This story was originally featured on
Forbes
27-05-2025
- Business
- Forbes
Top 6 Talent Magnets For Startups Based On Data
This article talks about the 6 most important factors that make startups attractive to talent, based ... More on recent data from reputable sources and our own experience of managing startup projects. Attracting top talent is one of the most critical challenges for early-stage startups. While established companies can offer higher salaries and job security, startups can compete by offering unique value in areas that matter deeply to today's professionals: growth, purpose, autonomy, and culture. This article ranks the 6 most important factors that make startups attractive to talent, based on recent data from reputable sources and our own experience of managing startup projects. According to a Robert Walters Global Employee Survey, 55% of professionals cite career progression as a top priority when choosing an employer. Startups provide an environment where employees often wear multiple hats, gaining exposure to various aspects of the business and accelerating their professional development. This hands-on experience can be more valuable than traditional training programs. To illustrate, a position in a startup could offer a mid-level (or in some cases even a junior) specialist the opportunity to take on more responsibility. Provided the startup is successful, as the team grows, the early-hires can naturally take on managerial or even executive roles. In short, young, ambitious professionals might be willing to take the pay cut (and decreased job security) for the opportunity to shortcut their career growth. According to Deloitte, purpose-driven companies have 40% higher workforce retention levels compared to other organizations. A clear and compelling mission can be a significant draw for talent. Employees are increasingly seeking roles where they can contribute to a purpose they believe in. Startups that articulate their mission effectively can attract individuals who are passionate about the company's goals and values. A great example of using this to your advantage when searching for startup talent is when Steve Jobs was looking to get John Sculley, the CEO of Pepsi, to join Apple. He famously told him: 'Do you want to sell sugar water for the rest of your life, or come with me and change the world?' Unsurprisingly, pay remains one of the most important factors for employees (McKinsey). While startups (especially in the early stages) can rarely compete with established companies in terms of salaries, equity, and stock options can be a powerful incentive for attracting talent to startups. Providing employees with a stake in the company's success is not only a good way to compensate for a lower base compensation, but it is a great way to align their interests with the company's long-term goals. Flexibility in work arrangements, such as remote work options and flexible hours, has become increasingly important to employees and is something that small-team startups can arrange much more easily compared to large corporations. According to Randstad's Workmonitor 2025 report, work-life balance for the first time surpasses pay as the no. 1 factor that makes a position attractive. Being treated like an autonomous, conscientious individual who can manage their own time, resources, and responsibilities doesn't just help people reach a better work-life balance, though. It's a big part of feeling recognized, which, according to Futurestartup, is the no. 1 driver of great work (i.e., a motivating factor). Startups that implement systems for acknowledging achievements and providing growth-oriented feedback can enhance employee satisfaction and performance. Regular recognition and constructive feedback are crucial for employee motivation and development. This autonomy, ownership, and recognition feed into a healthy, productive culture that feels 'adult' - a culture in which freedom is dispensed in return for responsibility. A positive and inclusive company culture is not only essential for attracting and retaining talent. It is a crucial early-stage investment because as the company starts growing, the culture of the early employees inevitably spreads to the new hires.
Extra.ie
25-05-2025
- Business
- Extra.ie
Two in three Irish feel dread when returning from annual leave
Almost two-thirds of Irish professionals feel anxious returning to work after annual leave, new research reveals. And this anxiety is not only dampening the relaxing benefits of a break, but also undermining workplace productivity, according to a new survey of Irish trends by leading international HR specialists Robert Walters. The report found that 65% of Irish employees dread returning to the workplace after their annual leave. In Britain, the figure is even higher at 80%. Over two-thirds of Irish people dread returning to work after a holiday. Pic: Getty Images A major driver of growing anxiety for Irish workers is the workload that piles up while professionals are on leave. More than half (53%) of employees surveyed said they check emails while they are on holiday to reduce the backlog for when they return to work. And almost one in four (39%) said they check emails to deal with urgent matters. Fewer than one in five (17%) of those surveyed said they feel truly refreshed and ready to work after annual leave. The return to work can often trigger anxieties. Pic: Getty Images Commenting on the findings, Suzanne Feeney, country manager at Robert Walters Dublin, told 'The return to work often triggers anxieties, from missing major updates to being handed heavier workloads. Annual leave should be a time to reset, not a cause for more stress.' Ms Feeney said the research suggests the growing number of professionals suffering from annual leave anxiety 'could have major implications for productivity rates in workplaces across Ireland'. She added: 'Apps such as Slack and MS Teams put work right at our fingertips 24/7. While useful, they can result in professionals feeling obliged to 'check in' during their time off.' The availability of apps like Microsoft Teams and Slack makes it harder for workers to turn off. Pic: Gabby Jones/Bloomberg via Getty Images In many cases, this constant connection to work is resulting in burnout as professionals find it increasingly difficult to fully disengage from their jobs. While the Workplace Relations Commission (WRC) has issued a code of practice outlining the 'right to disconnect', it remains a guideline rather than a legally enforceable right. Coined from the rise in annual leave dread, FOFB or Fear of Falling Behind, is becoming increasingly prevalent. More than two-thirds (68%) of Irish professionals said they would find it easier to relax if their teams were also off, pointing to a culture of constant comparison and competitiveness. A major driver of growing anxiety for Irish workers is the workload that piles up while professionals are on leave. Pic: Getty Images This is also reflected in a 2023 FRS Recruitment survey that found 42% of Irish employees did not use their full holiday entitlements, often due to guilt or fear of being seen as less committed. In some European countries, such as France and Spain, businesses frequently adopt 'summer shutdowns' during July and August. These closures aim to give staff a proper break. Asked about adopting a similar approach here, 42% of Irish professionals expressed an interest in fixed leave periods, but almost half (48%) worried it could limit flexibility. Six in 10 employers also said such a strategy would be too disruptive. Ms Feeney noted that, while summer shutdowns may help teams to disconnect together, 'business operations rarely halt just because staff are on holiday. It's more important that organisations foster a culture that respects the right to switch off'. But the HR expert warned that the research highlights a pressing need for businesses to reassess how they approach annual leave. She told 'There isn't a one-size-fits-all solution for holiday policies. Instead, strategies should be customised to reflect workforce diversity and to prioritise employee wellbeing, engagement and performance.' Reporting by Kate Lynch
