解决关键人才危机+++Cracking++the+Critical++Talent+Crisis

Cracking

theCritical

TalentCrisis

References

CONTENTS

Thereisagrowingconsensusthattheglobaleconomyis

enteringaperiodofslowergrowth,ifnotrecession.However,

unlikepreviouseconomicdownturnsthereisstrongevidence

tosuggestthatcompetitionforcriticaltalent,especially

techtalent,willcontinuetoremainamajorchallenge.Our

extensiveexperienceofworkingwithleadingemployerson

thisissuesuggeststhereisnoonesilverbulletthatcansolve

thischallenge.However,inthisreportweoutline8proven

approachesthatleadingemployershaveusedtooptimize

theircriticaltalentattractionstrategies.

Introduction

1CreateTargetValuePropositionsandPersonas

2RethinkyourTargetTalentDefinition

3OptimizingyourChannelStrategy

4Celebratingyour‘CriticalTalent’Heroes

5MaximizingEmployeeAdvocacyandReferral

6CreatingDedicatedLandingPages

7EnsuringyourCandidateandEmployeeExperienceDeliversonyourPromises

8MaximisingRecruiterEmpowerment

Summary

3

6

7

9

11

12

13

14

15

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17

Crackingthe

CriticalTalent

Crisis

Leadingeconomistsexpectglobaleconomicgrowthtoslowsignificantlyoverthenextcouple

ofyears.*1Duringpreviousdownturnstalentrecruitmentandretentionhasbecomeeasier.This

timeit’slikelytobedifferent.Despitethenegativeeconomicconditionsresearchsuggeststhat

criticaltalentshortageswillremainamajorproblem.*2Sowhatcanorganizationsdotoaddress

thisproblem?Whilemanywillcontinuetostruggletohireandkeepthetalenttheyneedto

succeed,thisreportoutlineseightstrategiesthatleadingglobalemployersareapplyingtorise

tothischallengeandwinthroughthedownturn.

AccordingtothelatestIMFforecastglobaleconomicgrowthamongtheadvancedeconomiesislikely

tomorethanhalveto2.5%thisyear,followedbyahighlyanaemic1.4%in2023.Inaddition,theystate:

“theriskstotheoutlookareoverwhelminglytiltedtothedownside.”Inresponse,therearesignals

thatanumberoftheworld’sleadingcompaniesarebeginningtocutbackonhiring.Recentmedia

reportshavepointedto:Microsofteliminatingmanyofitsopenjobs;*3Applelayingoffrecruiters;*4

Amazonreducingtheirworkforceby100,000;*5andGooglesignallinganeedtooperatewith“fewer

resources”.*6Thelistoftechcompaniesapplyingthebreakstohiringalsoincludes:Meta,Twitter,

Tesla,Shopify,NetflixandOracle.

3

Whilethismaysuggestaseachangeinthehiringmarket,theremaybeanother

interpretation.Themajorityofthefirmsnamedabovehavebeenhiringtensof

thousandsofnewemployeesoverthelastcoupleofyears.*7Insiderssuggestthat

theyhaveover-hiredandarenowsimplycourse-correctinginresponsetolessover-

heatedgrowthprojections.Thismaymeanabrieflullinthecompetitionfortech

talent,butitisfarfrommeaningafutureglutoftechtalentontheopenmarket.

Overall,Manpowerfound75%ofcompanieswerehavingdifficultieshiringtalent

in2022,thehighestproportionin16years,aproblemthatisveryunlikelytoturn

aroundquickly,especiallysincethehiringoutlookcontinuestoremainstrongacross

mostmajoreconomiesdespitetheforecastslowdownineconomicgrowth.*8

Takingalonger-termperspective,analysisofpotentialskilledlabourshortages

across20majoreconomiessuggestedthefollowingtalentdeficitswithin3major

sectorsby2025and2030.*2

2025

2030

FinancialandBusinessServices

5.5million

10.7million

Manufacturing

3.9million

7.9million

Technology,MediaandTelecoms

2.1million

4.3million

4

Thefourmaindriversoftheseshortageswere:thecontinued

growthindemandforskilledlabour;thedeclineinworkingage

populations;tighteningimmigrationpolicies;andaprojected

failureofeducationsystemstodelivertalentwiththeright

kindofskills.Aneconomicslowdownmayresultinareduction

inthedemandforskilledlabouroverthenext2-3years.

Determinedeffortswithincorporationsandgovernmentsmay

helptoaddresstheskills-gap.Immigrationpoliciesmaysoften.

However,thecurrentshortageofskilledtalentissosevere

thatitshighlyunlikelythatanyoftheseeffortswillchange

themacropicture.“Easing”doesnotequatetostabilization.

AsRichardMoody,chiefeconomistatRegionsFinancialCorp.

commentedrecently:“Whilethenumberofopenjobswill

likelyfallinthemonthsaheadastheeconomycontinuesto

slow,we’realongwayfromthelabormarketbeingbalanced.”

*9

Theprimaryfocusisbroadlydescribedas‘tech’talent,which

coversabroadrangeofindividualskillsets.Beyondsoftware

engineering,McKinseyidentifies7skillssetsthataremostin

demand.*7

DevOps:agileproduct-life-cyclemanagement,scrummanagement,agilecoaching,continuousintegrationandcontinuousdelivery(CI/CD)

Platformsandproducts:productownership,life-cyclemanagementacrossplatformlayers,IndustrialInternetofThings(IIoT)

Automation:cognitiveAI,robotic-process-automation(RPA)technologies,AI-enabledanalytics

Customerexperience:designthinking,userresearch,journeymapping,test-and-learnatscale,prototyping

Cybersecurityandprivacy:data-protectionlawsandpractices,shift-leftsecurity

Datamanagement:analytics,datascience,dataengineering,use-caselife-cyclemanagement,automatedmachinelearning

Cloud:multicloudandhybrid-cloudarchitecture,smartdistribution/meteringEachofthesetechtribesrepresentspecifictalentmarketsthatrequireindividualattention.Beyondthisbroadtalentcategory,thereareothercriticaltalentsegmentsandshortagesthatdemandattention.Beyondthispredominantlyin-demandcategory,

Manpoweridentifiessimilarlycriticalshortagesin:salesandmarketing;operationsandlogistics;manufacturingandproduction;customerfacingandfrontofficeroles.

Sowhatarethestepsyouneedtotaketocompeteeffectivelyforthesecriticaltalentgroups?Universumisinauniquepositiontohelpyou.Workingwithover1200companiesacross50+countries,Universumprovidestalentdata,strategicemployerbrandguidanceandrecruitmentmarketingsolutionstomanyoftheworld’sleadingemployers.Drawingonthisexperiencewehaveidentified10keystepswebelievewillhelpyouattractandretainthecriticaltalentyouneedtowinthroughthecomingdownturn,withaparticularfocusontechtalent.

5

Create

TargetValuePropositionsandPersonas

1

Mostorganizationsdevelopanover-archingEmployerValuePropositiontoensuretheirrecruitmentmarketingconveysaconsistentemployerbrandimage.Inacrowdedmarketplacethisemployerbrandclarityiscrucial.Themoreconsistentyouroverallmessagingthemorelikelyyouaretocut-throughandstand-out.Sincecreatingaclearandlastingimpressionrequiresmany‘opportunitiestosee’,themoreconsistentyourbrandmessagingthemorelikelyitistostick.

However,beingconsistentisseldomenoughtomovetargettalentthroughyourrecruitmentfunnel.Tomovepotentialcandidatesfrombrandawarenesstoconsiderationanddesirerequiresmessagingthatisfarmorespecifictotheneedsandaspirationsofyourcriticaltalentaudiences.Asaresult,leadingemployershavebeguntodefineTargetValuePropositionswhichbridgethepotentialgapbetweenemployerbrandconsistencyandattributesthataremorecloselyin-tunewiththeircriticaltargetaudiences.

Thisofteninvolvesthecreationof‘personas’describingthetypicalbackgrounds,behaviours,preferences,valuesandpersonalityofthekeytalentsegmentsyouareseekingtoattract.

Universum’sglobaltalentsurveyenablesustoidentifythepreferencesthatdriveattractionacrossthesedifferenttargetgroups.Coupledwithanassessmentofthefactorsdrivingengagementandretentionamongcurrentemployees,wehavecreatedTVPsandpersonasforanwiderangeofleadingemployers.This,inturnhasenabledthemtocompetemoreeffectivelyfortheattention,considerationandpreferenceofthemostdifficulttoattracttalent.

6

Anincreasingnumberofemployershaverecognizedthattheyaresettingthemselves

uptofailbycreatingoverlyambitiouscandidatespecifications.Inahighlycompetitive

talentmarketmanyarebeginningtolookbeyondqualificationsandexperience,

andhiringforpotential.Aprominentmanifestationofthistrendinthetechspace

isthegrowingfocusonso-calledlow-codesoftwaredevelopment,whichenables

organizationstotargetamuchwiderrangeofcandidateswithlittlecodingexperience

butthepotentialabilitytolearnhowtobuildvaluablebusinessapps.Appian,aUS

basedlow-codeplatformprovider,expectstogiveaway1,000scholarshipstoward

traininglow-codeskillsforlow-incomeandunder-skilledworkersandveterans.*10

AccordingtoGartnertheadoptionoflow-codesoftwaredevelopmentplatformsis

growingbymorethan20%ayear,withmorethanhalfofallmedium-tolarge-sized

companiesintheUSexpectedtoadoptthisapproachwithinthenextfewyears.*11

Anotherwayofaddressingtalentshortagesistoexploreadjacenttalentpools.

Thisinvolvesbroadeningyoursourcingcriteriatoincludetalentwithmorediverse

backgrounds.Forexample,Gartnerrecentlyreportedthatasizablepoolofdigital

talentsitsoutsideofITfunctions,includingmarketing/PR,finance/accounting,sales/

businessdevelopment,science/R&Dandengineering.*12

ResearchfromtheBrookingsInstitutionprovidesfreshevidencethatthegrowing

acceptanceofwork-from-anywhereemploymentmodelsisdrivingamassmigration

ofknowledgeworkersintheUS.Theyareheadingtoadiversearrayofcitiesthatfor

decadessawtheirbestandbrightestheadingtoplacesliketheSanFranciscoBay

Area,NewYorkCityandSeattle.*13Acrossmanyotherglobalmarketswheresimilar

work-relateddemographicshiftsaretakingplace,companiesareincreasinglyturning

toremoteworking,gigworkingandotherworkforcemodelstosourcebytalent

locationratherthanbusinesslocation.*14

Rethinkyour TargetTalent DefinitionandJobDescriptions

2

Afinalandoftenunder-utilizedwaytoimproveyourabilitytohirecriticaltalentisto

re-thinkyourjobdescriptions,especiallyfortechnicalroles.Thisisnottodisregard

theimportanceofnecessaryqualificationsandexperience,buttorecognizethata

long,laundry-listofrequirementsisseldomthebestwaytoattractcandidatesin

ahighlycompetitivemarket.AsTyroneSmithcommentedinhishighlyinsightful

HBRarticleonre-thinkingjobdescriptions:“Thekeytosuccessforallofuswillbe

understandingthateveryemployeeismorethanarigidtitleandlistofexpected

tasks...Indevelopingthejobsofthenearfuturethatwillbefilledbytoday’stalent,

weneedtofocusonskills,nottasks.Thiswillhelptoidentifytherighttalentwiththe

necessaryskillstoaccomplishagoal,withoutlockingindividualsintoaspecificroleor

saddlingthemwithinflexiblejobtitles.”*15

AspartoftheStepstoneGroup,Universumhasaccesstosignificantexpertise

regardingtheoptimizationofjobdescriptionstoensuretheyattractthe

maximumnumberofqualifiedcandidates.Incombinationwithourresearchinto

talentattractiondriversandpersonasthiscanmakeasignificantdifferenceto

yourabilitytoattractcriticaltalenttoapply.

Rethinkyour TargetTalent DefinitionandJobDescriptions

2

OptimizingyourChannelStrategy

3

YoumayhavethegreatestTargetValuePropositions,recruitmentadvertisingandjobdescriptionsbutunlessyouinvestintherightchannelsyouwillnotgeneratesufficientopportunitiesforyourtargettalenttoseeyouremploymentcontent.Whilethemostdirectrouteistoutilizeindividualjobboardstheincreasinglysmarterplayistouseprogrammaticadvertising.Thisapproachusesautomatedtechnologyforbuyingmediaadvertisingspace,asopposedtotraditional(oftenmanual)methodsofdigitaladvertising.AccordingtoareportfromTalentNexus,60%ofthoseemployerswhohadusedprogrammaticrecruitmentadvertisingin2021claimedthatithaddecreasedtheirtimetohire,and57%saidtheywouldbeincreasingtheirprogrammaticadvertisingbudgetgoingforwards.*16

9

OptimizingyourChannelStrategy

3

Anothermorerecruiter-drivenapproachistoseekoutrelevantprofilesonthecommunitychannelswhichyourcriticaltalentgroupsuseonaregularbasis.Inthetechspacethisincludes:

StackOverflow:Theworld’snumberoneQ&Awebsitefortechtalent,particularlycodersanddevelopers,StackOverflowenablespeopletogetanswerstotheirtechnicalquestionsfromothermembers.Recruiterssearchthe‘Users’sectionofthesitetoidentifyrelevanttags(andprofiles),suchastheprogramminglanguage‘C’.

GitHub:ThisistheplatformthatmillionsofDevelopersusetostorethecodingprojectsthey’recurrentlyworkingon.AswithStackOverflowthesitemakesitpossibleforrecruiterstosearchtheprogramminglanguagesthatdevelopersarecategorizingtheirprojectsunder,andtofurtherexploretheprofilesofrelevantusers.WhileGitHubisn’taprofessionalnetwork,norarethepeopleusingthesitenecessarilylookingtobefound,it’snowfarfromuncommonforrecruiterstomakecontactwithpotentialcandidatesthroughGitHub.

Slack:Thisisamorebroadlypopularmessagingplatformwhichenableswork-basedteamstoshareinformation.Slackalsohostsindependentchannelsforpeoplewhodon’tworktogether,andinthepasttwoyears,Slack-basednetworkinggroupshavegrown,providingawayformemberstoswapcareeradviceandtips.AccordingtotheWallStreetJournal,manyjobseekerssaytheyareturningtotheseinvite-onlynetworkingforumstolandnewroles—whichmakesitanincreasinglyattractivehuntinggroundforrecruiters.

Universum’stalentsurveyenablesustoidentifythechannelsandplatformsthataremostusedbydifferenttargetgroupstoseekjobrelatedinformation.Thiscanprovideasolidbasisforyourchannelstrategy.Inaddition,oursistercompany,Appcast,oneoftheleadersinprogrammaticjobadvertising,enablesemployerstopostjobsacross30,000+job,professional,nicheandsocialsites,utilizingdatainsightsandalgorithmstoserveadstotherightuserattherighttime,andattherightprice.

10

Talent’Heroes

Celebratingyour‘Critical

throughSocialStory-Telling

4

Jobadvertisingisnottheonlywaytocatchtheattentionoftargettalent.Toengage

theinterestofpotentialcandidates,eitherbeforeoraftertheyhavebeenmadeaware

ofspecificjobopportunities,story-tellingcanalsoplayapowerfulrole.Candidates

seldomconsideraroleinisolation.Theyalsoassessthecultureofthecompanythey

wouldbejoining,thekindofpeopleinsimilarrolestheywouldbeworkingwith,and

thedegreetowhichtheserolesarechampionedwithintheorganization.

Ourresearchhasdemonstratedthatemployee-centredstory-tellingcanplayakey

roleinchangingperceptionsofyourorganizationamongcriticaltargetgroups.One

exampleofthisisthe‘Future-Makers’campaignrunbySiemens.WhileSiemens

hasalwayshadapositivereputationamongengineeringandITstudents,itwasnot

alwaysassociatedwithleadingdigitaltechnologies,suchasAIandIoT,despiteits

significantandgrowingfocusinthesenewareasofdevelopment.Oneoftheways

Siemenschosetoaddressthiswastocreateaconsistentstreamofsocialstories

celebratingtheemployeesdrivingnewandexcitinginnovationsinthesefields.Over

aprolongedperiodSiemenspublishedandpromotedatleast10oftheseemployee

storiesfromacrosstheorganizationeverymonth.Thesestoriesnotonlygenerated

significantlevelsofengagement,buttheycontributedtowardsaclearincreaseinthe

Siemens’associationwithembracingnewtechnologiesandinnovation.

Universumregularlydevelopssocialcontentstrategiesand‘playbooks’formany

leadingemployerslikeSiemens.ThisincludesthetranslationofEVPsandTVPs

intocatchycampaignconceptsdesignedtoillustrateandsubstantiateemployer

brandpromises,combiningtheright‘deal’withthe‘feel’requiredtocaptureboth

therationalandemotionalinterestoftargetcandidates.

11

MaximizingEmployeeAdvocacyandReferral

5

Althoughtheretendstobeadegreeofjournalisticpromptingandeditinginvolvedinmostsocialrecruitmentmarketingcontent,thequalityandregularityofthiskindofoutputultimatelyrequiresamotivatedpoolofemployeeswillingtocontributepersonalstories.Onafundamentallevelthisisclearlydependentonagenerallypositiveemployeeexperience.Inthemajorityoforganizationsitalsorequiresaconcertedefforttopromoteactiveemployeeadvocacy,particularlyamongemployeeswithinthemostcriticaltalentgroups.IthasbecomeincreasinglycommonforleadingcompanieslikeDell,GEandNiketodelivertrainingprogramsforemployerbrandambassadorsbasedonimprovingtheirprofessionalon-lineprofilesandengagement.

Beyondthestimulationofemployeegeneratedcontentandadvocacy,theothersignificantcriticaltalentrecruitmentplayistopromoteemployeereferral.Sincethemajorityoftalenttargetstendtobeknowledgeworkersit’snosurprisethatalsotendtobehighlynetworkedwithotherpeoplewithintheirspecialistareas.Smartcompaniesputagreatdealofeffortandimaginationintoleveragingthissourceofpotentialcandidates.Forexample,Salesforcewhotodatehavepaidover$5millioninreferralincentives,holdRecruitmentHappyHours.Theseareget-togetherswhereemployeescaninvitethepeopletheywanttorefer,agreat,informalwayforrecruiterstogetacquaintedwithpotentialcandidates.*17AtGooglerecruiterssitdownwithemployeesandscourtheirsocialprofilesaskingthemwhothebestpeopletheyknowworkingintheirfield.*18Howeveryouchosetodoit,themainpointisreferralisoftenthemostpowerfulwayforyoutoidentifyandpersuadecriticaltalentcandidatestojoinyourorganization.

Universumrecognizesthekeyroleemployeeadvocacyplaysinemployerbrandingandrecruitmentandhasdesignedanddeliveredambassadortrainingprogamstosupportmanyofitsleadingclients.ThemostrecentfortheleadingglobalfashioncompanyErmenegildoZegnainvolvedaseriesoftrainingsessionsblendingpersonalbranding,employerbranding,socialmediapolicyandstory-tellingtoproduceacadreofwell-briefedandhighlymotivatedbrandadvocatesacrossthecompany.

12

Attractingtheinterestofpotentialcandidatesthroughadvertising,socialcontentorreferralis

animportantfirststep,butformostpeopleyoualsoneedtoensurethereissufficientcontent

onyourcareersitetoreinforcetheirconsiderationandpromptapplication.Acommoncriticism

frommanypotentialcandidatesistheinformationtheyfindoncareersitesistoogeneralfor

themtomakeaninformeddecisiononwhethertoapplyornot.

Ourresearchsuggeststhattheemployerswhoaremostsuccessfulinconvertingconsideration

toapplicationarethosethatprovidededicatedlandingpagesforspecifictargetgroups.This

typicallyinvolvesacompellingTargetValueProposition,aclearindicationoftherolethe

functionplaysincontributingtothesuccessofthecompany,andsufficientpersonalstory-

drivencontenttoprovideagoodfeelforthetypeofpeopleandchallengesthecandidate

wouldbeworkingwith.

ThroughourworkindefiningTargetValuePropositionsanddevelopingstory-driven

content,Universumhashelpedmanyleadingorganisationsdevelopthecontentthey

needtocreateandpopulatethesetargetspecificlandingpageswiththecontentthat

criticaltalentarelookingfortoconvincethemtoprogresstothenextstepandmakean

application.

CreatingDedicatedLanding PagesforCriticalTargetGroups

6

14

Ensuringyour

Candidate

andEmployee

ExperienceDelivers

onyourPromises

7

Wordscountfornothingiftheexperiencefallsshortofthepromise.Thisisevidentlytruewhenitcomestoconsumerandcustomerbrandexperiencesbutisevenmoreimportantwhenitcomestochoosingabrandwhichislikelytotakeupthevastmajorityofyourwakinghoursanddetermineourfutureprospects.Choosingtherightjobandemployerisahighlysignificantdecision,andthereforecandidatesareextremelysensitivetothepotentialgapsbetweenexpectationandexperience.Withthisinmind,howwellhaveyoudesignedyourcandidateandonboardingexperiencetoreinforceyourrecruitmentpromises?

Topemployersareincreasinglyapplyingthesamedesignthinkingtothecandidate,on-boardingandemployeeexperienceastheyapplytotheircustomerexperience.Thismeansthinkingbeyondthemechanicsoftheprocessandfocusingonthewayitmakesthecandidateandemployeefeel.Specifically,itmeansthinkingmoredeeplyabouthowyoucansignalandsubstantiatetheauthenticityandvalidityofyouremployerbrandpromises.Ifyouclaimthatyouareembracingnewtechnologies(especiallywhenitcomestoITorengineeringcandidates)isthissomethingyouareconfidentyourrecruitmenttechnologyanduserexperienceconsistentlysupports?Isyourrecruitmentandon-boadingprocessasinclusive,flexibleandempoweringasyouremployerbrandadvertisingproclaims?Iftheanswerisno,ormaybe,thenyouhaveworktodo.

Universumworkswithorganizationstoensurethecandidate,on-boardingandemployeeexperiencetrulyreflectstheiremployerbrandpromises.Thisinvolvesidentifyingthekeytouch-pointswiththecandidateandemployee,the‘momentsoftruth’thatdeterminewhetheryouarereinforcingengagementwithyourpromiseorunderminingtrustandmotivation.Whenitcomestoin-demandtalent,whobydefinitionhaveotherchoices,thiscanbeavitalfactorindeterminingyourultimatesuccessinconvertingandretainingthetalentyoumostneedtosucceed.

Throughthelowinflationarytimeswehaveexperiencedformanyyearsestablishingstrictsalarybandswasareasonablystableprocess.Timeshavechanged.Inthecurrentinflationaryenvironment,coupledwithsignificantlyhighercompetitionforcriticaltalentemployersneedtobefarmoreagilewhenitcomestorespondingtothemoredynamicnatureoftalentmarketdemands.

AccordingtoTomMcMullenseniorclientpartnerandleaderofKornFerry’sNorthAmericantotalrewardsgroup:“ThisisthemostturbulentcompensationenvironmentI’veseeninmy30-yearcareer.”*19IntheUSarecentWTWsurveyconcludes:“Withsuchadynamicenvironment,it’simperativefororganizationstobepreparedastohowtoawardandcommunicatepaychangesasquicklyandeffectivelyaspossible.”*20We’veheardthesamestoryacrossEuropeandothertalentmarkets.

Whatthismeansinpracticeisthatemployersneedtoempowertheirrecruiterswithfarmorflexibilitywhenitcomestoofferingcriticaltalentthepaypackagesrequiredtosealthedeal.

Universum’stalentsurveydataindicateshowimportantreward-basedattributesaretoattractingdifferenttargetgroupsindifferentcountries,aswellassalaryexpectations.Incomparisontothe40attractiondriverswetrackinourresearchwehaveseenasignificantincreaseintheimportanceof‘competitivebasesalary’and‘highfutureearnings’relativetootherfactors.Thiscanprovideastrongbase-lineofevidencetosupportyourrewardstrategy,aswellasindicatingwhichotherattributescanhelptooff-settheneedtopaypremiumpricesforthecriticaltalentyouneedtohireandretain.

Maximising

Recruiter

Empowerment

inSealingthe

Deal

8

15

16

Summary

Thereisagrowingconsensusthattheglobaleconomyisenteringaperiodofslowergrowth,

ifnotrecession.However,unlikepreviouseconomicdownturnsthereisstrongevidenceto

suggestthatcompetitionforcriticaltalent,especiallytechtalent,willcontinuetoremain

amajorchallenge.Ourextensiveexperienceofworkingwithleadingemployersonthis

issuesuggeststhereisnoonesilverbulletthatcansolvethischallenge.

Tofindoutmoreabout

howbest-in-class

EmployerBrandsthink,visit:

References

*1–IMF:

‘WorldEconomicOutlookJuly2022’

*2-KornFerry:

‘TheGlobalTalentCrunch’

*3–Bloomberg:

‘Microsoftcutsmanyjoblistingsinweakeningeconomy’

*4–Bloomberg:

‘Applelaysoffrecruitersaspartofitsslowdowninhiring’

*5–InsiderIntelligence:

HYPERLINK"/content/amazon-s-100