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As the online recruitment competition heats up, it’s time the industry got to grips with intent targeting

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As the online recruitment competition heats up, it’s time the industry got to grips with intent targeting

Between A Level results day and graduation season, the recruitment sector has been in overdrive in recent weeks, as recruiters compete to snap up the best and brightest candidates for their clients. And as school and university leavers turn to the job-seeking tool they know best – the internet – the shift toward digitally-powered recruitment has never felt more acute.

Couple this with the news that the youngest generation already in work – millennials – are the most likely demographic to ‘’job-hop’’, with many trying multiple jobs before settling on a career, and it’s clearly never been more beneficial for recruiters to ensure they’re being seen by the right candidates at the right time online.

But in such a convoluted digital landscape, and with the likes of Google’s new job tool to contend with, recruiters are finding it increasingly difficult to hit the mark with today’s job seekers.

Enter programmatic. Recruiters are always being told to think more like marketers, and for almost the last decade, programmatic advertising has made waves across the advertising space. This has already been reflected in the job advertising market, with global programmatic ad spend having increased three-fold since 2013.

But so far recruiters have been reluctant to embrace this useful tool – thanks, in part, to a lack of knowledge around what programmatic is, does, and costs. So what is programmatic, and more importantly, how can it revolutionise the way recruiters connect with job seekers?

In short, programmatic is an automated version of traditional advertising, where a machine buys online advertising according to a set of criteria, defined by the marketer (or in this case, the recruiter) themselves. By automating the process, recruiters have more time to focus on what really matters – making personal connections with job-seekers – so it’s easy to see why this technology should be central to any recruiter’s toolbox.

It’s also true, however, that many systems currently in play give advertisers very little control, and rely on historical cookie data – which is of little use to recruiters, as clearly the job seeker may have already found their new position by the time the recruiter gets in contact.

But if the GDPR taught advertisers anything, it’s that consumers only want to engage with content that is contextually relevant to them – and as a result, we’re seeing some big changes across the programmatic space, that will work in the recruitment sector’s favour. The advent of cookie-less technologies, for example, has opened the door to intent targeting, which is where we target people based on intent, rather than just their age, gender or location. This means we might serve an ad about Nike trainers to someone browsing for premium quality sports shoes, for example, rather than simply aiming for a demographic that we think this product might appeal to.

Search, as a long-time identifier of user intent, is at the forefront of this change. Recruiters already rely heavily on search to get results – but thanks to this shift toward intent targeting, we can now use it to identify, and approach willing job candidates in real time, rather than 30 days later, as is the case with cookie-based approaches.

And why stop there?

Programmatic need not be relied on solely to attract candidates actively looking for employment. It can also help identify with those who may be interested in a role further down the line.

For example, if you’re looking to hire a developer, why not engage with people searching for courses in software? And what about people searching for properties, or looking for rented accommodation in a new area? There’s now a whole host of ways that programmatic can drive engagement, and by working with the right partners, recruiters will be in a position to better identify relevant associated triggers and unlock this technology’s full potential.

This also extends to ensuring advertising appears only on brand safe websites that offer relevant contextual environments for user engagement. This way, recruiters will not only be able to find the best candidates, but they’ll also position themselves as trusted and reliable sources, which will ultimately help drive applications.

Between finding the right candidates, and managing client relationships, recruitment is no walk in the park. But with programmatic on side, recruiters can act instantaneously, with precision, in a cost-effective way, leaving them to invest more time in building relationships with candidates and future employers. As such, its high-time the recruitment sector took a lead out of the advertising handbook, and learnt how to reap the rewards of this technology – before they get left behind.

Carl White, Co-Founder and Group CEO, Nano Interactive

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Boeing, hit with $6.6 million FAA fine, faces much bigger 787 repair bill – sources

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Boeing, hit with $6.6 million FAA fine, faces much bigger 787 repair bill - sources 1

By Eric M. Johnson and David Shepardson

SEATTLE/WASHINGTON (Reuters) – Boeing Co will pay a $6.6 million to U.S. regulators as part of a settlement over quality and safety-oversight lapses going back years, a setback that comes as Boeing wrestles with repairs to flawed 787 Dreamliner jets that could dwarf the cost of the federal penalty.

Boeing is beginning painstaking repairs and forensic inspections to fix structural integrity flaws embedded deep inside at least 88 parked 787s built over the last year or so, a third industry source said.

The inspections and retrofits could take weeks or even up to a month per plane and are likely to cost hundreds of millions – if not billions – of dollars, depending to a large degree on the number of planes and defects involved, the person said.

The Federal Aviation Administration said Boeing had agreed to pay $6.6 million in penalties after the aviation regulator said it failed to comply with a 2015 safety agreement.

The penalties include $5.4 million for not complying with the agreement in which Boeing pledged to change its internal processes to improve and prioritize regulatory compliance and $1.21 million to settle two pending FAA enforcement cases.

“Boeing failed to meet all of its obligations under the settlement agreement, and the FAA is holding Boeing accountable by imposing additional penalties,” FAA Administrator Steve Dickson said in a statement. Boeing, which paid $12 million in 2015 as part of the settlement, did not immediately comment.

Boeing engineers are working to determine the scope of inspections, including whether jets can be used as-is without a threat to safety, two people said. Boeing has not told airlines how many jets are impacted, another person said.

The FAA has been investigating instances of oversight lapses, debris left inside finished aircraft, and managers putting pressure on employees handling safety checks for the FAA, people familiar with the proceedings said.

For example, in August 2020, Boeing told to the FAA about the flaw involving structural wrinkling in the interior fuselage skin where carbon-composite barrels that form the plane’s lightweight body are melded together.

But the defect went unnoticed for months or longer because computerized safeguards that crunch data looking for quality flaws had not been programmed to look for the gaps, a third industry source said.

DELIVERY TARGET

The 787 production problems have halted deliveries of the jet since the end of October, locking up a source of desperately needed cash for Boeing.

The fuel-efficient 787 has been a huge success with airlines, which have ordered 1,882 of the advanced twin-aisle jet worth nearly $150 billion (74.7 billion pounds) at list prices.

But the advanced production process and sprawling global supply chain caused problems over the years.

As of February, Boeing had fixed the 787 production process causing the wrinkling defect, according to two people familiar with the matter.

However, planes rolled off the assembly line with the flaw for more than a year, at least, continuing even after the flaw was discovered in August 2020.

“It’s difficult to see a definitive fix that is agreeable by the aviation authorities and all going forward,” Boeing customer Air Lease Corp’s CEO John Plueger told analysts on an earnings call Feb 22. “I don’t think that we’re there yet.”

Boeing has been working on the fuselage problem, and two additional potentially hazardous defects that arose since 2019, as it charted plans to consolidate final assembly of the 787 in South Carolina starting next month, at a sharply reduced rate of 5 787s per month.

One senior supply chain source said they will have to cut rate again.

Boeing said last month it expects to resume handing over a small number of 787s to customers later this quarter.

It has an ambitious internal plan to deliver 100 of the jets this year, one person said. Analysts say deliveries are not expected to recover to 2019 levels until at least 2024.

‘OPEN-HEART SURGERY’

But before any jet is delivered, it must go through invasive inspections and costly repairs.

First, technicians must pull out the passenger seats, open up the floor paneling and use specialty tools to measure whether defects invisible to the naked eye are present, according to three people with direct knowledge of the process.

The repair work – already underway at Boeing factories in Everett, Washington and North Charleston, South Carolina – is even harder.

In the bowels of the jet, technicians have to remove multiple specialty fasteners on both sides of the inner fuselage skin, then install newly produced “shims” that fill out gaps and remove the structural dimpling. Workers then replace all the fasteners, re-paint, and re-install the interior, they said.

“It’s like open heart surgery,” one of the people said. “They’ll be retrofitting the fleet for potentially several years.”

(Reporting by Eric M. Johnson in Seattle; Additional reporting by Tim Hepher in Paris, David Shepardson in Washington, and Tracy Rucinski in Chicago; Editing by Nick Zieminski)

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On a retro style milk truck, London entrepreneur chases a ‘zero waste’ future

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On a retro style milk truck, London entrepreneur chases a 'zero waste' future 2

By Natalie Thomas

LONDON (Reuters) – Heralded by the whirr of its underpowered electric engine and the clink of bottles stacked in crates on the back, Ella Shone’s ‘Topup Truck’ started life ferrying morning milk to the doorsteps of bleary-eyed Londoners.

Twenty years on, and the light vehicle known as a ‘milk float’ – once a ubiquitous sight on British streets – is enjoying a second career selling a range of goods and serving the 32-year-old’s quest to rid the city of single-use plastic.

“The fact that I’m driving around in a milk float does a lot for raising awareness in the local area,” said Shone, wearing a black beanie during her rounds in the borough of Hackney last week. “So now I’m operating at almost full capacity.”

Furloughed from her sales job during the coronavirus pandemic last spring, Shone used savings to start her new business, aiming to meet growing demand for household goods free of the plastic packaging used in supermarkets.

Customers book a visit from the ‘Topup Truck’ online and then purchase goods such as lentils, pasta, olive oil, shampoo or washing up liquid using their own containers.

From a low base a decade ago, the market for such unpackaged bulk goods could hit at least 1.2 billion euros ($1.5 billion) by 2030 in the European Union, according to a report https://zerowasteeurope.eu/wp-content/uploads/2020/06/2020_06_30_zwe_pfs_executive_study.pdf by Zero Waste Europe, an anti-waste network.

While handling the logistics can be a challenge, Shone calculates that her service has eliminated the need for at least 12,700 pieces of plastic since it launched in August.

Planning a crowdfunder to retrofit her milk float to enable her to serve a greater range of products to more communities, Shone hopes her novel approach will inspire others to find creative ways to tackle waste.

“If we want to have real change, it has to be a collective effort,” she said.

($1 = 0.8218 euros)

(Writing by Matthew Green, Editing by Rosalba O’Brien)

 

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Lufthansa adds more summer holiday destinations in bet on recovery

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Lufthansa adds more summer holiday destinations in bet on recovery 3

BERLIN (Reuters) – Lufthansa is adding more holiday destinations to its summer flight schedule from Germany in anticipation of a strong rebound in bookings, it said on Thursday, betting COVID-19 vaccines and testing will soon make vacation travel possible.

Germany’s largest airline said it was planning to add around 20 new destinations from Frankfurt and 13 from Munich to locations such as the Caribbean, the Canary Islands and Greece.

COVID-19 vaccines and testing, along with strict hygiene rules at airports and on planes, will be prerequisites for travel this summer, it said.

“We expect many countries to relax travel restrictions towards the summer as more and more people have been vaccinated,” Lufthansa board member Harry Hohmeister said in a statement.

Hohmeister said the airline, which secured a 9 billion euro ($11 billion) state bailout last year, expects a sharp increase in demand once restrictions are lifted.

Concerned about more transmissible coronavirus mutations, many European Union countries have reinstated border controls in what is normally a passport-free travel zone.

“There is a great yearning for travel and we believe that the summer months will reflect this,” Hohmeister added.

In Britain, holiday bookings soared this week after the government laid out plans to gradually relax coronavirus restrictions, giving battered airlines and tour operators hope that a bumper summer could come to their rescue.

Plans for relaxing coronavirus travel restrictions have not been announced yet in Germany. Chancellor Angela Merkel is due to discuss lockdown options with the head of the regional governments next Wednesday.

Lufthansa, which said in January it was losing a million euros every two hours, is due to publish its fourth quarter results on March 4.

($1 = 0.8187 euros)

(Reporting by Riham Alkousaa and Ilona Wissenbach. Editing by Mark Potter)

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