Translation Technology (CAT Tools/TMS)

Hiring the right talent is a challenging task, especially in today’s fast-evolving job market. Many hiring leads hold strong opinions about what makes an ideal candidate, but these expectations sometimes be counterproductive. Below, we address several common concerns and offer alternative perspectives that can help hiring leads approach recruitment more strategically and effectively. 1. “I do not want to hire anyone who has not stayed in their role for at least two years.” Long tenures are considered a sign of stability and loyalty, but the job market has changed dramatically. Studies show that many professionals, particularly younger generations like Millennials and Gen Z, change jobs more frequently than previous generations. In fact, the average tenure of sales people is 18-24 months, and this is not necessarily a sign of instability. Moreover we are experiencing one of the most turbulent job markets in nearly 20 years with Covid, Tech layoff’s and the rise of AI leading to even the most talented people being laid-off a couple of times over the last 4 years. Our solution Rather than focusing solely on tenure, it’s essential to assess the quality of the work they accomplished during their time at each company and evaluate the previous employers stability. A short tenure in one role may have allowed them to gain diverse experiences or work in fast-paced environments where adaptability is key. 2. “Good performers do not get made redundant.” A common misconception and one of the most frustrating judgements made by hiring managers. Even high performers are sometimes impacted by factors outside their control, such as company restructuring, economic downturns, or industry-wide layoffs. For example, during the pandemic, 60% of workers globally considered quitting or were laid off, regardless of performance. Redundancies often have more to do with organizational priorities or budget cuts than individual performance. Our Solution Instead, explore their contributions in previous roles and ask about the context of the layoffs. In some cases, these individuals may bring valuable resilience and experience gained from navigating challenging environments. Asking specific questions at interview and utilizing references both formal and informal help present a more complete picture of a candidates performance. 3. “A jumpy CV makes me nervous, so I want to keep the position open longer.” A CV that shows frequent job changes can indeed be a red flag, but context is crucial. While a "jumpy" CV might make a hiring lead hesitant, it's important to delve into the reasons behind the moves. Perhaps the candidate was pursuing opportunities for growth, working in high-turnover industries, or facing personal challenges. With 45% of workers globally actively seeking new opportunities, frequent changes are not uncommon. Our Solution Consider conducting a deeper interview to understand why the candidate moved between roles and what they learned in each position. Delaying hiring because of assumptions about a CV can cause you to miss out on candidates who could be a perfect fit for the role. 4. “The candidate will not share some of their results, so I will not take them forward.” While transparency is important, there are legitimate reasons why candidates might not disclose certain details about their previous work. Many candidates work on confidential projects or under strict NDAs (Non-Disclosure Agreements) that prevent them from sharing specific metrics or results. In such cases, it’s essential to assess their overall approach, problem-solving skills, and how they describe their contributions in general terms. Our Solution Instead of immediately disqualifying candidates, ask them to explain their processes, methodologies, or team dynamics in ways that do not violate confidentiality. Their ability to explain the steps they took to achieve success can be just as valuable as sharing exact numbers. Conclusion Hiring leads need to be open to adapting their expectations to the realities of today’s job market. By focusing more on the quality of a candidate’s experience, flexibility, and adaptability, rather than adhering to traditional benchmarks, hiring managers can make more informed decisions and ultimately build stronger teams.

So, whether you are recruiting for your first German speaking Project Manager in the UK or looking to replace your Chief Technology Officer in New York, Adaptive Globalization is perfectly placed to assist you. Why not reach out today for an open chat about the market and how Adaptive

Dealing with conflict or tough conversations at work. It’s comparable to the ‘we need to talk’ dread all of us have undoubtedly faced at some point in our personal lives.Whether it’s addressing distracting behaviours in the office, challenging your colleague on the accuracy of a report or confronting a long-overdue company problem – these conversations need to happen, and they need to happen for a few reasons:-         The problem can’t be fixed if there is no awareness of the problem in the first place.-         Get that weight off your shoulders, its liberating!-         It’s how we achieve professional and personal growth – your company will benefit from this too. The art of conversation is like any art. With continued practice you will acquire skill and ease.Finding the right words, and the right moment – it is no easy task in the fast-paced commercial world. Step 1) Conquer your fears and just do it.Here are some tips to make the conversation easier…Set a Positive Tone -         Mindset matters. Frame the conversation in a different way and put a positive spin on it. Be constructive, not negative. Can you offer an alternative solution to the one currently on the table? Make sure there is an action plan in place when a consensus (or even just an understanding) is reached to ensure you move forward.Keep Your Cool-         Don’t forget to breathe! Taking this brief moment to focus on your breathing will allow you to refocus and absorb any information. It’s important that whether you are the recipient or provider of a challenging discussion, that you make a conscious effort to slow down the pace of the conversation, listen, collect your thoughts, and respond rationally.Plan with Emotional Intelligence-         Think ahead. What do you anticipate the response will be to the discussion? Put yourself in the shoes of your counterpart to mentally consider their possible responses. You can have some flexible strategies to hand on how to move the conversation forward in a productive way. If you don’t feel confident on the recipients view beforehand, ask them.Be Concise and Direct-         Difficult conversations need to be clear and to the point, otherwise the message gets lost in a muddled delivery. To avoid receiving objections, be prepared with concrete examples. Focus on facts, not feelings. Try not to let your emotions get the better of you when you are trying to find a resolution.Make It a Conversation-         Feedback shouldn’t be a monologue - there should be two-way communication. Make sure there is an opportunity for an open discussion and questions to allow the meeting to end with unwavering clarity on both sides. Do you fully understand each other and what will happen next?  “Difficulties are meant to rouse, not discourage. The human spirit is to grow strong by conflict.”- William Ellery Channing, American Theologian