Understanding Labor Market Trends

The relocation decisions of male-female couples are predominantly determined by what's best for the man's career: 1. Couples are more likely to relocate when a man is laid off than after a woman is. 2. Men's earnings increase following a couple's move to a new commuting zone, while women's earnings stay the same or decline. This in part because women spend less time working, particularly in the first year after the move when they are more likely than men to be job hunting. The gender gap persists for at least five years and is largest among couples who are in their 20s. The researchers study Germany and Sweden, and attribute the results to relocation decisions being driven by antiquated gender norms. They conclude that "households in both countries place less weight on income earned by a woman compared to a man, particularly in Germany." By Seema Jayachandran, Lea Nassal, Matthew J. Notowidigdo, Marie Paul, Heather Sarsons, and Elin Sundberg. https://lnkd.in/eHSXi5Mj

Recruiters penalize men much more than women for wanting to work part-time. Evidence from an online recruitment platform in Switzerland in a paper forthcoming in Journal of Labor Economics by Daniel Kopp. Here's the Abstract of the paper: "I investigate how easy it is for men and women to get a part-time job. I first analyze the selection behavior of recruiters who screen jobseekers on an online recruiting platform and estimate contact penalties for men and women seeking part-time work. Second, I relate the number of hours advertised in online vacancies to firms’ confidentially reported gender preferences. I find that recruiters prefer full-time workers and that part-time penalties are more pronounced for men than for women. Differences in job or workplace characteristics cannot explain these results. Instead, the preponderance of evidence points to bias due to gender stereotypes" The paper concludes that "the reluctance of recruiters to hire part-time working men is likely to be an additional barrier to a more equal division of paid and unpaid work by gender". This is consistent with survey evidence cited in the paper that almost 40% of employed men in Switzerland would like to work fewer hours. Read the full paper here: Daniel Kopp (2025), Do Recruiters Penalize Men Who Prefer Low Hours? Evidence from Online Labor Market Data, Journal of Labor Economics, forthcoming. https://lnkd.in/eHta9P2i Ungated working paper version: https://lnkd.in/eBT9DmNA

The first jobs report with data post-shutdown shows a job market trajectory surprisingly unchanged by the shutdown. The job market is continuing to cool though is not yet showing signs of accelerating deterioration. 🏛️ Payroll employment grew 64,000 in November, but that follows a 105,000 drop in October which was mostly driven by 162,000 federal job losses as the last day for most federal workers under the deferred resignation program was at the end of September. 📈 Private payrolls alone were a little better, growing 69,000 in November and 52,000 in October. In the last 3 months, private payroll growth has averaged 75,000 monthly compared to just 13,000 in the 3 months prior (Jun–Aug). 🩺 Health care & social assistance added 64,000 jobs in November on top of 64,600 in October, which means that all other industries barely contributed any jobs growth in those months. Health care remains a reliable engine of jobs growth, but the narrowness of the base of jobs growth today is concerning. 💵 Average hourly earnings grew just 3.5% year-over-year in November, down from 3.7% in October. That's the slowest pace of wage growth since 2021. There is some evidence that the drop may be driven by noise so we'll want another month of data to confirm the trend. 🔺 Unemployment rose to 4.6% in November, the highest level since September 2021. The share of workers part-time for economic reasons also spiked to 3.4%, a sign that workers are having trouble finding full-time work and hours in a slowing job market. Overall, the jobs report continues to show a cooling job market. Some evidence of firming private payroll growth is positive, but rising unemployment, falling wage growth, and the narrowness of jobs growth raise questions about whether the job market is on solid ground heading into 2026. #jobsreport #economy #news

The US labor market is becoming historic… though not necessarily in a good way Friday’s jobs reported, anticipated as it was, felt like another by now familiar "m’eh" event—steady unemployment rate, though with a steep decline in (household survey) employment; headline NFP slightly better than expected (139 k); once more largely driven by government-related hiring; and with notably large downward revisions to prior months. In other words, this is a repeat of prior months, making analysts looking for any recessionary signs feel like they're stuck in a Groundhog Day loop. But that would be a mistaken reaction. Indeed, labor market data is stretching or exceeding historical extremes, but not in a good way. Consider the attached chart: ►      The top panel shows the difference between the first and final monthly NFP estimates (grey bars) and their 12-month moving average (red line). The moving average has now been positive for 27 months, the longest such period in 40 years. Moreover, its current level of 25k is equivalent to a yearly initial overestimate of 300k! And that after the prior 2 years’ downward employment data “benchmark” revisions of 190k and 600k. ►       The middle panel shows the time series for “pure” private sector hiring, i.e., the private-sector NFPs excluding hiring in highly government-dependent/adjacent Education, Health, and Social Services. Even as the US labor force has grown, current private sector hiring is well below its pre-lockdown historical average (brown line) and at levels that heretofore never occurred outside recessions. ►        Finally, the bottom panel depicts government- and government-adjacent hiring (Education, Health and Social Services) remains at historically high levels (100k), more than twice its pre-lockdown average (43k). Admittedly, much of these current data anomalies most likely still reflect lingering after-effects from the 2020-21 lockdowns. But even so, the coincidence of historic negative revisions, poor private sector- and large government hiring, offers us some relevant insight into the otherwise puzzling gap between consistent solid NFP data on the one hand and people’s much weaker views of the labor market in survey responses on the other. It may well be that the latter are more correct. This set-up does not augur well for another round of supply shocks from tariffs, eventual DOGE-related government employment cuts, and the likely delayed Fed reaction. Upcoming NFP data may thus finally catch up with survey responses and history.

Lots of interesting takeaways from Michael Read's first take of the ABS labour force data out this morning, which revealed the jobs market remains tight even as the economy cools rapidly. But, as someone who regularly talks to white-collar recruiters about hiring trends, the below paragraphs stuck out to me the most: "With private sector activity slowing, the state and federal governments were responsible for a disproportionate share of job creation over the past year. "Of the 360,000 people who found work in the 12 months to May 2024, almost half were employed in publicly funded industries like health, education and government administration. "Private sector employers, by contrast, have gradually eased back on hiring workers. "Just 39 per cent of employers were either recruiting or had recruited in June, which was the lowest figure since the COVID-19 lockdown in September 2021, according to data from Jobs and Skills Australia. "The number of job openings has declined by one-quarter since mid-2022, although there are still far more vacancies than before the pandemic, ABS figures show." So, private-sector employers are no longer hiring frenetically like they were in 2022. But jobseekers still have more opportunities today than they did before the pandemic. #economy #jobs #work #careers

They don’t care about your ping pong tables. They don’t care how long your brand has existed. And they definitely don’t care about your open-plan office with the green juice fridge. What Gen Z cares about? → Impact. → Transparency. → Leadership that actually walks the talk. I say this not just as a headhunter who works with FMCG boards to find global CMOs and GMs but as someone watching how talent pipelines are changing from the bottom up. For decades, employer branding in FMCG was almost self-sustaining. Global recognition. Category dominance. Maybe a graduate program with prestige. That’s not enough anymore. 83% of Gen Z candidates say they won’t even apply for a role if a company doesn’t clearly communicate salary and values (LinkedIn Talent Trends 2024). And 57% rank “authenticity of leadership” as a top reason to accept (or reject) a job offer (Handshake, 2024). I’ve seen this play out. Here’s what I’ve learned: Gen Z isn’t anti-FMCG. They’re anti-performative. Prestige doesn’t buy loyalty—purpose does. Your brand voice matters more than your stock price. So many global companies tell me, “We want to build future C-suite talent.” That starts now—with the stories you tell at the graduate level. If your early-career employer brand still looks like a 2015 PowerPoint deck, you’re not in the conversation. You’re in the past. Because this generation is researching your Glassdoor, analyzing your LinkedIn content, and checking if your leaders match your values. If they don’t? They move on quietly and permanently. For companies that get this right? You won’t just win Gen Z talent. You’ll build a leadership pipeline that’s ready for the future of FMCG. → Where brand and values are one and the same. → Where marketing starts with employee belief. → And where your next CMO might be watching your EVP video… and deciding if you’re worth their talent. Let’s talk about how to build that brand from Gen Z to the C-suite. #EmployerBranding #FMCGLeadership #GenZTalent #FutureOfWork #ExecutiveSearch #TalentStrategy

Is employer brand dead? No, but it's not feeling well for sure. In times where everyone is announcing layoffs the instinct to cut employer branding might seem natural. However, data and market research tell a different story. For example according to LinkedIn's 2023 Talent Trends Report, companies with strong employer brands see a 50% reduction in cost-per-hire and a 28% decrease in turnover. Keeping your good people is, in fact, your cheaper option in an economic doomsday. So why should you double your effort on EVP and EB? 👁️🗨️ Market recovery intelligence: historical data from the 2008 recession shows that companies that maintained or increased their employer branding investments during downturns experienced 93% faster recovery in market value post-recession (Harvard Business Review, 2023). This isn't just about hiring—it's about market positioning. 👁️🗨️ The trust economy: according to Edelman's 2024 Trust Barometer, 76% of employees trust their employers more than government institutions or media. This trust becomes invaluable during uncertain times. • 50% more qualified applicants (LinkedIn) • 43% lower recruitment costs (Glassdoor) • 86% reduction in time-to-hire for critical positions (Randstad) • 69% better retention rates (Gallup, 2023) 👁️🗨️ The digital transformation of employer branding: the landscape has evolved. According to McKinsey's 2024 Future of Work report, 92% of Gen Z workers research company culture on social media before accepting job offers. What will gen Alpha do? Are you ready? By 2030, 30% of working population will be them. 👁️🗨️ Critical during restructuring: Weber Shandwick's research shows that companies with strong employer brands recover 2.5x faster from reputation damage during layoffs. Moreover, 71% of employees who experienced well-managed layoffs would recommend their former employer (CareerArc, 2023). 👁️🗨️ The financial case: according to Deloitte's Human Capital Trends, organizations with strong employer brands: • Save $5,000 per hire on average • Reduce time-to-fill by 1-2 times • Show 2.7x better financial performance compared to competitors 👁️🗨️ Future-forward: BCG predicts that by 2025, employer branding will be indistinguishable from corporate branding, with 88% of successful companies integrating both strategies. This convergence demands consistent investment, regardless of market conditions. Practical action steps using cookies HA! 🍪 Invest in digital storytelling (74% higher engagement rates) 🍪 Leverage employee advocacy (8x more reach than corporate) 🍪 Focus on transparency (builds 3x more trust) 🍪 Maintain consistent presence across platforms (2.5x better brand recall) The Gartner Future of Work report projects that by 2025, employer brand will be the primary differentiator for 75% of talent, surpassing salary and benefits. Still want to kill your employer branding and with that your brand? #employerbranding #brand #trust #careful

Inclusion isn’t a one-time initiative or a single program—it’s a continuous commitment that must be embedded across every stage of the employee lifecycle. By taking deliberate steps, organizations can create workplaces where all employees feel valued, respected, and empowered to succeed. Here’s how we can make a meaningful impact at each stage: 1. Attract Build inclusive employer branding and equitable hiring practices. Ensure job postings use inclusive language and focus on skills rather than unnecessary credentials. Broaden recruitment pipelines by partnering with diverse professional organizations, schools, and networks. Showcase your commitment to inclusion in external messaging with employee stories that reflect diversity. 2. Recruit Eliminate bias and promote fair candidate evaluation. Use structured interviews and standardized evaluation rubrics to reduce bias. Train recruiters and hiring managers on unconscious bias and inclusive hiring practices. Implement blind resume reviews or AI tools to focus on qualifications, not identifiers. 3. Onboard Create an inclusive onboarding experience. Design onboarding materials that reflect a diverse workplace culture. Pair new hires with mentors or buddies from Employee Resource Groups (ERGs) to foster belonging. Offer inclusion training early to set the tone for inclusivity from day one. 4. Develop Provide equitable opportunities for growth. Ensure leadership programs and career development resources are accessible to underrepresented employees. Regularly review training, mentorship, and promotion programs to address any disparities. Offer specific development opportunities, such as allyship training or workshops on cultural competency. 5. Engage Foster a culture of inclusion. Actively listen to employee feedback through pulse surveys, focus groups, and open forums. Support ERGs and create platforms for marginalized voices to influence organizational policies. Recognize and celebrate diverse perspectives, cultures, and contributions in the workplace. 6. Retain Address barriers to equity and belonging. Conduct pay equity audits and address discrepancies to ensure fairness. Create flexible policies that accommodate diverse needs, including caregiving responsibilities, religious practices, and accessibility. Provide regular inclusion updates to build trust and demonstrate progress. 7. Offboard Learn and grow from employee transitions. Use exit interviews to uncover potential inequities and areas for improvement. Analyze trends in attrition to identify and address any patterns of exclusion or bias. Maintain relationships with alumni and invite them to stay engaged through inclusive networks. Embedding inclusion across the employee lifecycle is not just the right thing to do—it’s a strategic imperative that drives innovation, engagement, and organizational success. By making these steps intentional, companies can create environments where everyone can thrive.

“A brilliant VP offended a Japanese client without realizing it.” The meeting room in Tokyo was a masterpiece of minimalism—soft tatami mats, the faint scent of green tea, walls so silent you could hear the gentle hum of the air conditioner. The Vice President, sharp suit, confident smile, walked in ready to impress. His presentation was flawless, numbers airtight, strategy compelling. But then came the smallest of gestures—the moment that shifted everything. He pulled out his business card… and handed it to the Japanese client with one hand. The client froze. His lips curved into a polite smile, but his eyes flickered. He accepted the card quickly, almost stiffly. A silence, subtle but heavy, filled the room. The VP thought nothing of it. But what he didn’t know was this: in Japanese culture, a business card isn’t just paper. It’s an extension of the person. Offering it casually, with one hand, is seen as careless—even disrespectful. By the end of the meeting, the energy had shifted. The strategy was strong, but the connection was fractured. Later, over coffee, the VP turned to me and said quietly: “I don’t get it. The meeting started well… why did it feel like I lost them halfway?” That was his vulnerability—brilliance in business, but blind spots in culture. So, I stepped in. I trained him and his leadership team on cross-cultural etiquette—the invisible codes that make or break global deals. • In Japan: exchange business cards with both hands, take a moment to read the card, and treat it with respect. • In the Middle East: never use your left hand for greetings. • In Europe: being two minutes late might be forgiven in Paris, but never in Zurich. These aren’t trivial details. They are currencies of respect. The next time he met the client, he bowed slightly, held the business card with both hands, and said: “It’s an honor to work with you.” The client’s smile was different this time—warm, genuine, approving. The deal, once slipping away, was back on track. 🌟 Lesson: In a global world, etiquette is not optional—it’s currency. You can have the best strategy, the sharpest numbers, the brightest slides—but if you don’t understand the human and cultural nuances, you’ll lose the room before you know it. Great leaders don’t just speak the language of business. They speak the language of respect. #CrossCulturalCommunication #ExecutivePresence #SoftSkills #GlobalLeadership #Fortune500 #CulturalIntelligence #Boardroom #BusinessEtiquette #LeadershipDevelopment #Respect

𝐖𝐡𝐚𝐭 𝐄𝐕𝐄𝐑𝐘 𝐈𝐧𝐭𝐞𝐫𝐧𝐚𝐭𝐢𝐨𝐧𝐚𝐥 𝐒𝐭𝐮𝐝𝐞𝐧𝐭 𝐍𝐞𝐞𝐝 𝐭𝐨 𝐊𝐧𝐨𝐰👇 Breaking down the UK Graduate Job Market, 2024 complete summary After diving deep into the latest Highfliers Graduate Market Report and market trends, I've uncovered some fascinating insights that every international student needs to know. Here's the complete picture. 📊 Market Reality Check: 2023 threw us a curveball: -6.4% graduate roles (against predicted +6.3%) 2024 showed green shoots: +1.5% vacancy increase Applications up by a staggering 27% Median starting salary: £34,000 (£500 increase from 2023) 💼 Sector-by-Sector Breakdown: Booming Sectors: Engineering & Industrials (+20% growth!) Consumer Goods (substantial growth) Public Sector (especially NHS) 🔄 Transforming Sectors: Accounting & Professional Services (-8.2%, but still hiring) Technology (slight reduction but remains strong) 💰 Top Paying Industries: Investment Banking: £55,000 Law: £50,000 Consulting: £47,500 🌟 Golden Opportunities for International Students: Key Players Still Actively Sponsoring Visas - Financial Services: HSBC, Barclays, JP Morgan Engineering: Arup, WSP, Mott MacDonald Healthcare: NHS (continuous recruitment) Professional Services: Big Four (reduced but ongoing) 🎯Game-Changing Insight: Most of these sectors welcome graduates from ANY degree background. Your degree doesn't limit your options - your skills and potential matter more! 📌 Strategic Application Timeline: September-October: Peak hiring season Early applications show serious intent Most visa sponsorship decisions made during this period 🔑 Success Strategy for 2024-25: Start Early: Research and network before peak season Cast a Wide Net: Apply across sponsorship-friendly sectors Skills Focus: Highlight transferable skills, not just academic achievements Digital Presence: Optimize LinkedIn and professional profiles Network Smart: Connect with alumni and industry professionals ⚡️ Power Move: Despite market fluctuations, companies are still competing fiercely for top international talent. Your unique perspective and global mindset can be your biggest differentiator. <70 days remaining in 2024 Make this info count and get straight up on to your goal 💪 Your timer starts now