Full coverage: Recruitment

Part two of the candidate sentiment survey examines hybrid working, employee expectations and the balance of power between employees and employers

More than 1,600 candidates, from junior management to C-suite level, completed The Panel's Candidate Sentiment Survey. In part one of the findings, we ask if workers are willing to take lower salaries in return for more flexibility, more free time and more perks.

Artificial intelligence is helping recruiters manage the flow of candidates but is also landing them with larger volumes of CVs, manipulated remote interviews, and outright fraudulent applicants.

A scientist, entrepreneur, and investor, Scott is sanguine about the positive potential of artificial intelligence but lucid about the disruption under way, including in consumer behaviour.

The tax treatment of share options given to workers joining start-ups is a significant barrier to recruitment at a critical stage. It must be adjusted if new companies are to compete with multinationals for talent.

Financial services companies are finding it increasingly difficult to retain staff they have recruited and trained, and some American banks have introduced loyalty requirements. Employee retention is an on-going battle.

An increasing number of banks are running downsizing programmes and laying off staff but, for many bankers, finding a role in the “outside” world can be difficult.

Entry-level roles and internships are being reshaped by AI and outsourcing, making soft skills ever more important. Employers, too, have a responsibility in how they nurture future talent.

Values aren’t just a collection of hackneyed phrases filling up space on a website, they are the foundation of culture, cohesion and clarity in a growing business. The first step in writing them out is to call out the bullshit.

The electronics firm spent a year chasing Dermot Keogh through the courts, claiming he violated his contract and misused company data. A judge found in the Irishman’s favour.