Nearly 2-in-5 Hospitality Workers Considering or Have Plans to Leave Their Job in the Next Two Months OutBuro lgbtq professional entreprenuer networking online community gay lesbian queer

Nearly 2-in-5 Hospitality Workers Considering or Have Plans to Leave Their Job in the Next Two Months

Medallia Zingle report finds a quarter of global hospitality employees say their employee experience has suffered since the return to travel.

SAN FRANCISCO–(BUSINESS WIRE)–New research released today by Medallia, Inc., the global leader in customer and employee experience, reveals that 38% of hospitality workers say they’re considering or already have plans to leave their jobs in the next two months. This and other insights are available in the full report, Global Staffing Report: Employee Experience Impacts Hospitality, released today by Medallia Zingle, the leading intelligent messaging provider used by some of the world’s biggest hospitality brands.

For the report, Medallia surveyed more than 1,250 travel and hospitality workers from the United States, United Kingdom, France, Spain & Germany. Findings reveal major challenges affecting the hospitality industry today, including how the return to travel is impacting workers’ job satisfaction, their employee experience, and their relationships with guests.

With hospitality’s historic staffing shortage well-reported, the report’s uncovering that nearly two-fifths of global hospitality workers plan to leave their jobs by the end of the year — and that 59% of organizations are working with less staff now than they did prior to the pandemic — hints at a challenging holiday season ahead for brands across the world. In fact, the study found that while 67% of workers report that their organization is experiencing increased guest activity since the return to travel, nearly half (48%) say their employers’ handling of it has been “Just OK.”

This is worrying news at a crucial juncture in the industry’s reopening, but illustrates the opportunity that exists for brands to better equip their teams to handle the upcoming travel surge, and address the industry’s staffing crisis.

“All industries have been affected by the COVID-19 crisis, but the travel and hospitality sector has experienced a particularly significant impact on its operations,” said Ford Blakely, founder, senior vice president and general manager of Medallia Zingle. “And while it’s concerning that a significant amount of workers are considering or already have plans to leave their jobs before the end of the year, brands have a massive opportunity to adopt technology and communication strategies that allow their employees to do more with less and create a more empowered and engaged workforce that’s enthusiastic about providing their guests with a best-in-class experience.”

Additional highlights from the report include:

  • US’ Struggles Higher Than Global Average: 68% of U.S. hospitality workers say their organization is working with less staff now than they did prior to the pandemic.

    • Top 3 reasons globally: “health and safety concerns,” “lack of job security,” and because “workers obtained new jobs during the shutdown.”
  • Little Payoff for Employees: 61% of hospitality workers across the globe say their roles are harder and less rewarding since the onset of the pandemic.
  • Employee Experience Takes a Hit: A quarter (24%) of employees say that their employee experience has gotten worse and that they feel less engaged.

    • Additionally, 27% say that the customer experience they are providing has also gotten worse since the onset of the pandemic.
  • Hiring Woes Persist: More than half (52%) of hospitality employees across the globe say that hiring talent has been an issue for their organization.

    • Top 3 reasons: “not enough qualified applicants,” “lack of resources to offer competitive pay or benefits,” and “lack of flexibility/remote options.”

Medallia Zingle’s full “Global Staffing Report: Employee Experience Impacts Hospitality” report can be downloaded here.

About Medallia

Medallia is the pioneer and market leader in customer, employee, citizen and patient experience. The company’s award-winning SaaS platform, Medallia Experience Cloud, is becoming the experience system of record that makes all other applications customer and employee aware. The platform captures billions of experience signals across interactions including all voice, video, digital, IoT, social media and corporate messaging tools. Medallia uses proprietary artificial intelligence and machine learning technology to automatically reveal predictive insights that drive powerful business actions and outcomes. Medallia customers reduce churn, turn detractors into promoters and buyers, create in-the-moment cross-sell and up-sell opportunities and drive revenue-impacting business decisions, providing clear and potent returns on investment. For more information visit www.medallia.com.

© 2021 Medallia, Inc. All rights reserved. Medallia®, the Medallia logo, and the names and marks associated with Medallia’s products are trademarks of Medallia. All other trademarks are the property of their respective owners.

Contacts

PR Contact:
Eric Stoessel

[email protected]

IR Contact:
Carolyn Bass

[email protected]

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Pandemic Drives Shortage of Technology Skills

Offering secure online exams will help certification bodies continue to increase the scale of their programs

NEW YORK–(BUSINESS WIRE)–#Questionmark–The pandemic has caused employers to embrace digital technology like never before. But many are struggling to find the technical talent they need to make the most of it. Questionmark, the online assessment provider, can help certification bodies continue to help meet the demand for more technical skills by making it easier and more secure to test candidates online.

Researchers have cited a lack of tech talent as the biggest global barrier to the adoption of new technologies in the workplace.1 The number of job vacancies in the UK technology sector has reached its highest level since 2016.2 But attracting and securing technical talent has never been more challenging.

The increased demand for modern technology skills creates a huge opportunity for IT certification providers. Employers are looking to invest in a wider range of relevant skills and workers are recognizing the value of certifications to their career development. Certification bodies are helping to meet this increase in demand by scaling up their programs.

John Kleeman, Founder of Questionmark, said, “The pandemic has increased the scale of digital acceleration across the workforce. But firms can only take advantage of new technologies if their technical teams have the skills to make use of the latest innovations. And that talent is in short supply.

“Certification providers are working hard to help meet the skills shortage by offering more certifications and delivering them more quickly. A great way of reaching more candidates more quickly is to deliver secure online exams.”

Questionmark provides certification bodies with enterprise-grade technology that frictionlessly integrates all aspects of delivering an assessment into one platform. It is:

  • Adaptable and easy to use: it is easy to create content and adapt questions. The platform allows worldwide use and rapidly compiles results. Patterns and trends are easy to spot.
  • Secure online environment: the platform’s proctoring gateway enables the test setter to integrate the right anti-cheating solution, depending on the stakes of the assessment.
  • Frictionless: integration of ecommerce, reporting and digital badging for successful candidates is smooth and easy.

www.questionmark.com/questionmark-certification-hub/

Ends

Notes to editors

About Questionmark

Questionmark unlocks performance through reliable and secure online assessments.

Questionmark provides a secure enterprise-grade assessment platform and professional services to leading organizations around the world, delivered with care and unequalled expertise. Its full-service online assessment tool and professional services help customers to improve their performance and meet their compliance requirements. Questionmark enables organizations to unlock their potential by delivering assessments which are valid, reliable, fair and defensible.

Questionmark offers secure powerful integration with other LMS, LRS and proctoring services making it easy to bring everything together in one place. Questionmark’s cloud-based assessment management platform offers rapid deployment, scalability for high-volume test delivery, 24/7 support, and the peace-of-mind of secure, audited U.S., Australian and European-based data centers.


1 https://www.zdnet.com/article/the-shortage-of-tech-workers-is-about-to-become-an-even-bigger-problem-for-everyone/
2 https://www.computerweekly.com/news/252502552/Tech-sector-hiring-reaches-highest-level-in-five-years

Contacts

For more information:

US: Kristin Bernor, external relations: [email protected] +1 203.349.6438

UK: Peter Sigrist: [email protected] +44 7720 056 981

Australia and New Zealand: Chelsea Dowd: [email protected] +61 2 8073 0527

Beware Big Tech Cities The City That Amazon, Oracle and Facebook Chose for Major Hubs Is Coming for Your Tech Workers OutBuro lgbt professional entreprenuer networking online community queer

Beware Big Tech Cities: The City That Amazon, Oracle and Facebook Chose for Major Hubs Is Coming for Your Tech Workers

TechIntoNashville Targeting San Francisco, Los Angeles, Chicago, New York, Boston and Washington, D.C.

NASHVILLE, Tenn.–(BUSINESS WIRE)–Heads up, San Francisco, Los Angeles, Chicago, New York, Boston and Washington, D.C. – Nashville has you in its sights. The six cities are targeted in an aggressive marketing campaign launched this month to recruit tech talent to Music City, which is rapidly evolving into a preferred destination for tech companies and workers. This is thanks to a strong local tech ecosystem and industry giants such as Amazon, Facebook, NTT Data and Oracle choosing to locate major operations here.


The six-city blitz, called TechIntoNashville, is the work of the Greater Nashville Technology Council, the leading voice and advocate for Middle Tennessee’s $8 billion information technology ecosystem. The campaign’s goal is to double Nashville and Middle Tennessee’s tech workforce by 2025.

“The tech sector in Nashville has been building steadily for many years, but not everyone outside of this area was aware of that,” said technology council CEO Brian Moyer. “That all changed in 2018 when Amazon announced it had chosen Nashville over 19 other cities for its new 5,000-job Center of Excellence. That put a national spotlight on our city as an up-and-coming tech center – a position that was solidified last year when Facebook broke ground on an $800-million data center just outside of Nashville and this year when Oracle announced it will open a major Nashville hub that will employ 8,500 people.”

This infusion of big tech is on top of strong organic growth. The steady stream of tech companies that have expanded or relocated to Nashville include Eventbrite, Lyft, Houzz, Postmates, Wonolo, Pilot.com, GreenLight Medical, GoCheck Kids, Experience.com, Celero, Thnks, GraphiteRx, Darvis, Zerv, Yoshi, HST Pathways, NTT Data, Phosphorus Cybersecurity, Conquest Cyber and more. Nashville is also home to a vibrant tech startup ecosystem that is experiencing incredible growth, including the emergence of two unicorns in the past six months – Silicon Ranch and Built Technologies.

“We are positioned to attract a world-class tech force,” said Nashville Mayor John Cooper. “Coders and engineers can go anywhere they want, sure. But they’re not going to find a more vibrant, creative city than Nashville, and that’s only becoming more true.”

This year, Nashville was ranked #1 for tech job growth over the past five years by national commercial real estate firm CBRE. In 2020, MoneyGeek ranked Nashville the #1 city for job seekers and The Wall Street Journal ranked Nashville the #2 hottest job market in the country. Policom ranked it the #1 metro for economic strength in 2020 and Stessa rated the city #1 for economic growth in 2021.

“We have built a strong regional tech talent pipeline to help meet the needs of our tech employers and to provide opportunities for local workers looking to move into the tech workforce but the demand for talent continues to grow,” said Moyer. “We realized that meeting the demand would require supplementing those local efforts by recruiting experienced talent from outside the city, thus TechIntoNashville was born.”

Taking a finely targeted approach, TechIntoNashville is focused exclusively on the six U.S. markets with the highest concentration of highly qualified tech talent – San Francisco, Los Angeles, Chicago, New York, Boston and Washington, D.C. – and where tech workers also may be motivated to seek greener pastures because of high taxes, high cost of living and low projected tech job growth in coming years.

Also considered in selecting target cities were current migration patterns to Nashville. The city has long been a preferred destination for young professionals, having ranked #1 for millennial population growth among small tech markets in 2021 by CBRE and #4 best city for recent tech grads in 2020 by DataFox.

“Because Nashville is a vibrant city that offers an incredible music, sports and entertainment scene, as well as easy access to outdoor recreation, companies find that the city is an enormous advantage when it comes to recruiting a qualified, skilled workforce,” said Bob Rolfe, commissioner of the Tennessee Department of Economic and Community Development. “In addition, with no state income tax, Tennessee has a competitive edge over the high-tax states that TechIntoNashville is targeting: California, New York, Illinois and Massachusetts.”

Tech workers in the targeted cities will soon see Nashville’s pitch online and in the news media. Created by marketing firms Golden Spiral and the Dalton Agency, the marketing tools employed by TechIntoNashville include: search engine marketing, public relations, organic social media, paid social media, connected TV, online video and online native advertising – all tied to a website, TechIntoNashville.com, where interested technology professionals in the six targeted cities – or from anywhere – can research Nashville tech companies, read stories about tech workers who have already migrated to Music City and sign up to receive information about job openings. Examples of the creative being launched this month are here. The technology council plans to run the campaign for a minimum of three years.

“We look forward to welcoming more talented tech workers to get in on the ground floor of the nation’s next tech center,” Moyer added. “In fact, the tech workers who have already relocated here say that this opportunity to be on the leading edge and to make a real difference in advancing technology is the most compelling reason to be in Nashville today. It’s an unparalleled opportunity to supercharge your tech career.”

About Greater Nashville Technology Council

The Greater Nashville Technology Council is the leading voice and advocate for Middle Tennessee’s $8 billion information technology ecosystem and the 60,000 technology professionals who design, implement, manage and safeguard the technology that powers our region’s economy. The council’s mission is to strengthen and advance the technology sector by bringing together companies, philanthropies, government, universities and talent to create opportunity and growth. For more information, please visit www.technologycouncil.com.

Contacts

Anthony Priwer

[email protected]
615-515-4891

or

Julia Motis

[email protected]
615-515-4894

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It Can Take Eight Months Before New Starters Become Productive at Work

Employers must ensure their onboarding programs are more effective

NEW YORK–(BUSINESS WIRE)–#Questionmark–Employers are taking too long to get new joiners up to speed. While firms are desperate for new modern skills to deal with the challenges of a shifting business landscape, research shows that it can take between three to eight months for employees to become fully productive.1

The new Questionmark report “Getting the Best on Board” explores the importance of a structured onboarding process to setting staff up for success. Team members that receive effective onboarding are 18 times more likely to feel committed to their organization.2 Staff who have a negative onboarding experience are twice as likely to leave.3

Despite the importance of onboarding, the report notes five common challenges that make it difficult to achieve:

  1. Diverse starting points – it is hard for a manager to get a clear read on a person’s previous experience and gaps in their knowledge.
  2. Difficult to measure success – it might take several months for a manager to realize that a new joiner did not learn what they should have during the onboarding process.
  3. Information overload – five to ten departments are often involved in a company’s onboarding process.4 Without structured and prioritized content, a new starter will likely be overwhelmed.
  4. Time restraints – for a manager, taking time out for training and inducting a team member may not feel like a priority. But failing to make it one soon proves a false economy.
  5. Remote onboarding – some 37% of respondents said they had experienced a significant problem with the remote onboarding process.5

John Kleeman, Founder of Questionmark, said: “Assessing the skills of workers before, during and after the onboarding process can give leaders the information they need to check it is working and unlock performance. Assessments show an individual’s starting point, enabling information and training to be tailored and prioritized. Tests during the process indicate whether the information and procedures are being understood. Tests later down the line show whether the information has stuck.”

Managers can use online assessments to check that new workers have understood crucial policies and procedures such as security and health and safety. With information from assessments, employers can make better decisions about a team member’s job readiness.

Read the full report: “Getting the Best on Board: using staff assessments to get new workers on board and up to speed as quickly as possible, with the modern skills to thrive”.

www.questionmark.com

Ends

Notes to editors

About Questionmark

Questionmark unlocks performance through reliable and secure online assessments.

Questionmark provides a secure enterprise-grade assessment platform and professional services to leading organizations around the world, delivered with care and unequalled expertise. Its full-service online assessment tool and professional services help customers to improve their performance and meet their compliance requirements. Questionmark enables organizations to unlock their potential by delivering assessments which are valid, reliable, fair and defensible.

Questionmark offers secure powerful integration with other LMS, LRS and proctoring services making it easy to bring everything together in one place. Questionmark’s cloud-based assessment management platform offers rapid deployment, scalability for high-volume test delivery, 24/7 support, and the peace-of-mind of secure, audited U.S., Australian and European-based data centers.


1 A range of sources indicate a long period of time that it takes to get new starters working at their most productive. Here are two examples: https://hronboard.me/blog/5-ways-to-fast-track-productivity-in-new-starters/

https://www.intuition.com/how-to-maintain-momentum-for-onboarding-programs/

2 https://www.bamboohr.com/resources/infographics/the-incredible-impact-of-effective-onboarding/

3 https://digitate.com/blog/automation-and-ai-superheroes-in-disguise/

4 https://typelane.com/6-reasons-employee-onboarding-is-broken/

5 https://www.clickboarding.com/impact-of-covid-on-employee-onboarding/

Contacts

US: Kristin Bernor, external relations: [email protected] +1 203.349.6438

UK: Peter Sigrist: [email protected] +44 7720 056 981

Australia and New Zealand: Chelsea Dowd: [email protected] +61 2 8073 0527

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Citrix® Arms Companies in War for Talent

New survey provides insights into global worker shortage and actions businesses can use to mitigate its impact

FORT LAUDERDALE, Fla.–(BUSINESS WIRE)–Workers are leaving jobs like never before, and it’s causing a shortage of talent that has companies around the globe reeling. According to a survey conducted by Citrix Systems, Inc. (NASDAQ: CTXS), 40 percent of 1,000 knowledge workers in the US have left at least one job in the past year or are considering doing so. What’s behind the “Great Resignation?” And what can enterprises do to mitigate its impact?

“It’s clear from our research that employees today are willing to jump ship for jobs that give them the freedom to do meaningful work from the location of their choice and provide equal opportunities to contribute and advance their careers,” said Tim Minahan, Executive Vice President of Strategy, Citrix. “And in order to attract the workers they need to move their business forward in one of the tightest labor markets the world has ever seen, companies will need to serve them up.”

Among the key findings of the Citrix survey:

Workers aren’t Freaking Out

Workers are burned out, and 35 percent of respondents to the Citrix survey say it has caused them to leave a job. But they aren’t freaking out. When asked why they opted to move on, only 6 percent said they “panicked and made an emotionally driven decision.”

  • 33 percent just wanted to try something new
  • 13 percent saw it as a way to inject certainty into their future and regain some of the control they’ve lost during the pandemic

Money isn’t Everything

Salary and benefits are important. But they aren’t what’s inspiring workers to seek new roles. Among the participants surveyed who have changed jobs in the last 12 months:

  • 53 percent took a pay cut
  • 60 percent joined startups and accepted equity in exchange for salary

Flexibility is Key

Today’s workers prefer flexible arrangements that give them the freedom to choose where they work best, including at home, in the office or on the road.

  • 80 percent of respondents to the Citrix survey said it was “very” or “somewhat” important that they be able to work from anywhere
  • 55 percent said they would accept a pay cut in return for the ability to do so

Employee Experience has Never Mattered More

Modern workers want to engage in innovative work, be productive and make meaningful contributions to the business that are valued without interference from complex technology and processes. And as the Citrix survey reveals, they’re likely to move on if they can’t:

  • 60 percent of workers polled left jobs for positions that provide more opportunities to innovate and try new things
  • 38 percent were not engaged in or passionate about their former role
  • 31 percent were frustrated by overly complicated technology and processes
  • 47 percent believe they can do more meaningful work in their new roles
  • 47 percent feel their contributions are valued and recognized

Fear of the Digital Divide is Real

The global pandemic has made clear that remote work can boost employee engagement and productivity. But as companies transition to hybrid models, there is fear it will open a new digital divide. And it is not unfounded.

“If left unchecked, hybrid models can quickly establish two classes of workers and infuse the workplace with inequity and bias,” Minahan said.

Respondents to the Citrix poll support this notion:

  • 38 percent believe remote employees will be at a career disadvantage for not working out of a central office location
  • 47 think they will be less likely to be considered for promotion/advancement opportunities

In addition to why workers are leaving jobs, the Citrix survey also sought to understand what keeps them around. Of the respondents who indicated they have not changed jobs,

  • 53 percent like what they do
  • 41 percent say their benefits are competitive and beyond financial security, provide for their physical and mental well being
  • 40 percent can work flexibly
  • 34 percent feel trusted and empowered to work when and how they work best
  • 27 percent are afraid to make a change given the ongoing uncertainty
  • 22 percent say their company invests in their development and provides opportunities to advance
  • 12 percent will lose stock options or a retirement plan if they leave

“The battle for workers has never been more fierce,” Minahan said. “To remain vibrant, companies must embrace flexible work models that allow them to find talent where it lives. And to keep it, they must create an equitable environment in which employees can engage and collaborate in a transparent and efficient way regardless of where they are located.”

And this is where digital workspaces come into play.

“Organizations that provide employees with tools that remove the friction from work and enable them to be and do their best will ultimately thrive,” Minahan said. “Because when employees feel empowered by the solutions they use rather than hamstrung by them, they can focus, innovate and deliver value.”

Citrix provides a complete digital workspace platform that companies can use to enable hybrid work and create the space employees need to succeed, wherever they happen to be. Click here to learn more about the company’s solutions and how they can empower your team to be and do their best.

About Citrix

Citrix (NASDAQ: CTXS) builds the secure, unified digital workspace technology that helps organizations unlock human potential and deliver a consistent workspace experience wherever work needs to get done. With Citrix, users get a seamless work experience and IT has a unified platform to secure, manage, and monitor diverse technologies in complex cloud environments.

For Citrix Investors:

This release contains forward-looking statements which are made pursuant to the safe harbor provisions of Section 27A of the Securities Act of 1933 and of Section 21E of the Securities Exchange Act of 1934. The forward-looking statements in this release do not constitute guarantees of future performance. Those statements involve a number of factors that could cause actual results to differ materially, including risks associated with the impact of the global economy and uncertainty in the IT spending environment, revenue growth and recognition of revenue, products and services, their development and distribution, product demand and pipeline, economic and competitive factors, the Company’s key strategic relationships, acquisition and related integration risks as well as other risks detailed in the Company’s filings with the Securities and Exchange Commission. Citrix assumes no obligation to update any forward-looking information contained in this press release or with respect to the announcements described herein. The development, release and timing of any features or functionality described for our products remains at our sole discretion and is subject to change without notice or consultation. The information provided is for informational purposes only and is not a commitment, promise or legal obligation to deliver any material, code or functionality and should not be relied upon in making purchasing decisions or incorporated into any contract.

© 2021 Citrix Systems, Inc. Citrix, the Citrix logo, and other marks appearing herein are the property of Citrix Systems, Inc. and may be registered with the U.S. Patent and Trademark Office and in other countries. All other marks are the property of their respective owners.

Contacts

Media Contact:
Karen Master

Citrix

+1 216-396-4683

[email protected]

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SAIC Announces New Industry-Leading Employee Benefits For 2022

Company to take bold steps in expanding flexibility, holiday and other unprecedented benefits aimed at creating a differentiated employee experience that attracts and retains top talent

RESTON, Va.–(BUSINESS WIRE)–Science Applications International Corp. (NYSE: SAIC) today announced a new array of expanded and additional employee benefits for calendar year 2022, designed to provide greater work flexibility, commemorate the Juneteenth holiday and enhance support for employees and their families. These investments are aligned with SAIC’s strategy to deliver an industry-leading employee experience for top talent.

“SAIC is committed to taking meaningful steps to provide an exceptional experience for our employees that further establish our company as the employer of choice in our industry,” said Nazzic Keene, CEO at SAIC. “I am proud that we are providing these market-leading benefits in support of the well-being of our employees and their families. We are increasing our investments in an area of highest priority – our people – because we know an engaged and diverse workforce is vital to the growth and success of our business.”

“Our employees are a critical part of what differentiates SAIC, which is why we are laser-focused on investing back in our people,” said Michelle O’Hara, executive vice president and chief human resources officer at SAIC. “As we optimize our benefits programs with the lens of the future of work, we are embracing and accelerating opportunities to maximize flexibility, grow a diverse and talented workforce and foster an inclusive culture.”

Beginning in 2022, SAIC is enhancing its employee benefits to include the following measures:

  • Expanding flexible work– In addition to supporting greater telecommuting and hybrid work options, SAIC is introducing a 4-day workweek and other alternative work schedule options for its employees.
  • Adding Juneteenth as a paid holiday – Official recognition of Juneteenth is an important demonstration of SAIC’s core value to advance diversity, equity and inclusion, both inside and outside the company. SAIC is honored to be one of the first in the industry to recognize this historically significant day as a paid holiday.
  • Increasing paid family leave– To further support parents and multi-generational families, SAIC is substantially raising paid family leave for the care of a child, spouse or parent and is offering company-subsized backup child care and elder care.
  • Keeping medical costs down – As healthcare costs continue to rise in the U.S., SAIC is fully covering the cost of increases to employee premiums in the company’s medical insurance plans and holding employee premiums flat for the second year in a row.

For more information on SAIC’s commitment to employees, visit www.saic.com/who-we-are/life-at-saic.

About SAIC

SAIC® is a premier Fortune 500® technology integrator driving our nation’s technology transformation. Our robust portfolio of offerings across the defense, space, civilian, and intelligence markets includes secure high-end solutions in engineering, digital, artificial intelligence, and mission solutions. Using our expertise and understanding of existing and emerging technologies, we integrate the best components from our own portfolio and our partner ecosystem to deliver innovative, effective, and efficient solutions that are critical to achieving our customers’ missions.

We are more than 26,500 strong; driven by mission, united by purpose, and inspired by opportunities. SAIC is an Equal Opportunity Employer, fostering a culture of diversity, equity, and inclusion, which is core to our values and important to attract and retain exceptional talent. Headquartered in Reston, Virginia, SAIC has pro forma annual revenues of approximately $7.1 billion.​​​​ For more information, visit saic.com. For ongoing news, please visit our newsroom.

Forward-Looking Statements

Certain statements in this release contain or are based on “forward-looking” information within the meaning of the Private Securities Litigation Reform Act of 1995. In some cases, you can identify forward-looking statements by words such as “expects,” “intends,” “plans,” “anticipates,” “believes,” “estimates,” “guidance,” and similar words or phrases. Forward-looking statements in this release may include, among others, estimates of future revenues, operating income, earnings, earnings per share, charges, total contract value, backlog, outstanding shares and cash flows, as well as statements about future dividends, share repurchases and other capital deployment plans. Such statements are not guarantees of future performance and involve risk, uncertainties and assumptions, and actual results may differ materially from the guidance and other forward-looking statements made in this release as a result of various factors. Risks, uncertainties and assumptions that could cause or contribute to these material differences include those discussed in the “Risk Factors,” “Management’s Discussion and Analysis of Financial Condition and Results of Operations” and “Legal Proceedings” sections of our Annual Report on Form 10-K, as updated in any subsequent Quarterly Reports on Form 10-Q and other filings with the SEC, which may be viewed or obtained through the Investor Relations section of our website at saic.com or on the SEC’s website at sec.gov. Due to such risks, uncertainties and assumptions you are cautioned not to place undue reliance on such forward-looking statements, which speak only as of the date hereof. SAIC expressly disclaims any duty to update any forward-looking statement provided in this release to reflect subsequent events, actual results or changes in SAIC’s expectations. SAIC also disclaims any duty to comment upon or correct information that may be contained in reports published by investment analysts or others.

Contacts

Media:

Brad Bass
240.418.0168 | [email protected]

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Clark Construction Group Partners with Other Industry Leaders to Launch Construction Inclusion Week

BETHESDA, Md.–(BUSINESS WIRE)–Clark Construction Group is proud to announce the company’s participation as a founding member of Construction Inclusion Week, an initiative to build awareness, celebrate diversity and equity, and foster inclusion across the construction industry.

In 2020, Clark joined fellow general contractors DPR, Turner, Gilbane, Mortenson, and McCarthy, to form the “Time for Change” consortium to identify ways to advance diversity, equity, and inclusion within the construction industry. Through this effort, Construction Inclusion Week was created. The inaugural week-long event, which kicks off on October 18, 2021, is open to the entire industry.

The theme for this year’s Construction Inclusion Week is “Building the Foundation for Inclusion.” Topics will include leadership commitment and accountability, unconscious bias, supplier diversity, jobsite culture, and community service and outreach.

“As business leaders, we have a unique opportunity to leverage our collective voices and resources to identify and solve key industry and societal challenges,” said Robby Moser, president and chief executive officer for Clark Construction. “Clark is honored to be part of this industrywide journey to build and foster a culture of diversity, equity, and inclusion, where our people and communities can thrive.”

Clark is continuously evaluating ways to strengthen its Inclusion & Diversity strategy, which is anchored by four key tenets.

  • Culture – Continually develop a positive, inclusive, and respectful workplace
  • Growth – Attract, retain, grow, and promote a diverse mix of talent at all levels of the organization
  • Resources – Provide the resources and support for its employees and company to thrive
  • Engagement – Positively impact communities by providing access to opportunity

These pillars inform the company’s efforts to foster meaningful change and yield a more diverse and inclusive business, industry, and society.

Like Construction Safety Week, Construction Inclusion Week demonstrates how a united industry can collectively set expectations for behaviors that foster positive and lasting change. Participating firms will have access to materials and resources such as toolkits and conversation guides to bring awareness to diversity, equity, and inclusion concepts for jobsites, teams, and organizations.

Visit www.constructioninclusionweek.com to sign up and learn more.

About Clark Construction Group

Clark Construction Group is one of the nation’s most experienced and respected providers of building and civil construction services companies with annual revenues of approximately $5 billion. Headquartered in Bethesda, Maryland, the company has offices strategically located to serve clients throughout the country. For more information, visit www.clarkconstruction.com.

Contacts

MEDIA CONTACT:
Carly Thayer

+1 (202) 756-7244

[email protected]

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Small and Medium-Sized Businesses Plan to Increase Employee Benefits to Spur Hiring, Growth

Principal® study finds increased employee benefits, including financial wellness and retirement planning, continue to be key to recovery

DES MOINES, Iowa–(BUSINESS WIRE)–Principal Financial Group® reported today an increased focus on key employee well-being initiatives and how benefits are helping employers cope with the pandemic fluctuation as they also make businesses more competitive for the next phase of recovery and growth. Over 90% of surveyed businesses plan to increase at least one benefit in the next 12 months1.


While recent variants of COVID-19 could bring extra hurdles to the recovery efforts small and medium-sized businesses (SMBs) are putting in place, the latest Principal Financial Well-Being Index℠ results show most businesses (82%) expect their financials to keep improving over the next 12 months and are ready to move forward when given the chance.

The pulse survey of 500 employers from companies with two to 10,000 employees spans a diverse array of industries, with more than half of the employers falling within finance/insurance, professional/scientific/technical, construction, manufacturing, and information management. Data shows that almost 70% of surveyed businesses have improved financials, compared to this time last year2, and 84% are comfortable with their cash flow despite the continuing impact of the pandemic.

Greater competition for talent means more benefits and digital access

With the resiliency that small and medium-sized businesses have shown during the last 18 months and a national increase in hiring3, greater competition for talent is underway. Sixty-three percent of businesses reported being fully operational, driving the need for additions to their workforce, and more businesses say they’re hiring, from fewer than one-third in March to nearly half in June.

“As businesses start to ramp up operations, employers are dealing with the complex American labor shortage and a workforce empowered to determine where they want to work and what they want from an employer, making benefit offerings more critical,” says Amy Friedrich, president of U.S. Insurance Solutions at Principal®.

The significant role employee benefits play in this recovery seems more apparent than ever. Employers are choosing certain benefits to address specific employee needs. A list of 18 benefits tracked by the survey—everything from retirement savings to pet insurance—made gains. A greater percentage of businesses plan to increase telehealth (42%), healthcare benefits (41%), and mental health/well-being services (38%) in the next 12 months.

The focused efforts to increase benefits are accompanied by changes to the way businesses are presenting them to their workforce. Sixty-five percent of businesses are improving digital access to benefits for employees, while only 14% lack any digital options. According to those surveyed, this digitalization addresses the need to help employees better understand their benefits (71%), onboarding employees online (62%), and the need of reducing paper (40%).

Friedrich explains that the unprecedented events of the last 18 months forced businesses to adapt in order to survive, and now they must become more competitive recruiters to grow again. “Today, winning the differentiation battle has gone from experimenting with e-commerce to supporting a remote workforce and offering a full suite of resources at their fingertips, including benefits.”

Financial wellness and retirement plans trending with employers

There is broad agreement among employers that investing in financial wellness programs is also key to recovery. About 70% of employers agree with the positives of financial wellness programs, ranging from improving employee long-term financial planning to helping attract and retain talent. But only 62% of businesses currently offer financial wellness benefit programs.

“We have seen increased interest in financial wellness programs and guidance from clients over the past year, with a growing understanding that these offerings are essential not just for employees, but also for business success,” said Renee Schaaf, president of Retirement & Income Solutions at Principal. “Offering impactful financial wellness solutions can be daunting, which is why it’s so important that businesses of all sizes and industries have access to simple, customizable solutions.”

Forty-five percent of businesses see access to a financial professional as the most useful financial wellness offering for employees (out of 25 options in the survey). That is followed by tax preparation services (35%), identity theft protection (34%), and savings programs for higher education (34%).

Employers also acknowledged the importance of retirement plans to their workforce. Over 80%4 of businesses see retirement plan offerings as essential in the attraction and retention of talent, and 74% of employers feel it is their role to help employees prepare for retirement.

This desire for retirement plan offerings comes at a time when lawmakers are advocating for increased incentives and programs to help small and medium-sized businesses with retirement offerings. Many of these businesses, however, are not aware of these programs or their positive impact.

Of employers with less than 500 employees, a little under half5 are aware of proposed legislation known as The Securing a Strong Retirement Act (SECURE 2.0) in Congress that could help them implement or expand retirement offerings. In contrast, 90% of businesses with 500 to 10,000 employees know about the proposed legislation.

“We have a window of opportunity for businesses to get support in implementing retirement plans to aid their employees overall financial security,” Schaaf said. “We are working to provide the best possible retirement solutions to small and medium-sized businesses as well as educate them on the options available to them now and in the future.”

For more survey results, view the full infographic report (PDF).

About the Principal Financial Well-Being Index℠

The Principal Financial Well-Being Index℠ surveys business owners, decision makers and business leaders aged 21 and over who work at companies with 2 – 10,000 employees. The nation-wide survey, commissioned since 2012, examines the financial well-being of American workers and business employers. In response to COVID-19, the Well-Being Index was transformed from an annual survey to a quarterly pulse, offering three waves, revisiting questions and measuring sentiment regarding timely issues in the small and medium-sized business marketplace. The survey was commissioned by Principal and conducted online by Dynata from June 14-22, 2021 with a total of 501 participants. The research report focuses on providing a holistic perspective on key trends and timely issues in the small and medium business market.

Principal developed a dedicated portal for employers designed to help business handle the effects of COVID-19 and a challenging economy in the months ahead. To learn more visit Navigating Business Now.

About Principal Financial Group®

Principal Financial Group® (Nasdaq: PFG) is a global financial company with 18,000 employees[1] passionate about improving the wealth and well-being of people and businesses. In business for more than 140 years, we’re helping more than 45.5 million customers[2] plan, insure, invest, and retire, while working to support the communities where we do business, improve our planet, and build a diverse, inclusive workforce. Principal® is proud to be recognized as one of the World’s Most Ethical Companies[3], a member of the Bloomberg Gender Equality Index, and a Top 10 “Best Places to Work in Money Management[4].” Learn more about Principal and our commitment to sustainability, inclusion, and purpose at principal.com.

[1] As of June 30, 2021.

[2] As of June 30, 2021.

[3] Ethisphere Institute, 2021.

[4] Pensions & Investments, 2020.

Dynata is not an affiliate of any company of the Principal Financial Group®

Insurance products issued by Principal National Life Insurance Co (except in NY) and Principal Life Insurance Co. Plan administrative services offered by Principal Life. Principal Funds, Inc. is distributed by Principal Funds Distributor, Inc. Securities offered through Principal Securities, Inc., 800-247-1737, member SIPC and/or independent broker/-dealers. Referenced companies are members of the Principal Financial Group®, Des Moines, IA 50392. Principal Global Investors leads global asset management and is a member of the Principal Financial Group®.

© 2021 Principal Financial Services, Des Moines, IA 50392, USA.


1 Principal Financial Well-Being Index℠ Wave Two, 2021.

2 44% in June 2020

3 According to the latest Bureau of Labor Statistics report. August 2021.

4 83%

5 49% of businesses with less than 500 employees.

Contacts

Paula McCarty, [email protected], 515-248-0417

Cybersecurity Skills Crisis Continues for Fifth Year, Perpetuated by Lack of Business Investment

Annual global study from ESG and ISSA reveals not offering competitive compensation as the top factor contributing to the skills shortage for respondents’ organizations

VIENNA, Va.–(BUSINESS WIRE)–#CISOs–The cybersecurity skills crisis continues on a downward, multi-year trend of bad to worse and has impacted more than half (57%) of organizations, as revealed today in the fifth annual global study of cybersecurity professionals by the Information Systems Security Association (ISSA) and industry analyst firm Enterprise Strategy Group (ESG). This annual study seeks to understand the perspectives of the people on the information security career path to help others understand the challenges of this important field.

The new research report, The Life and Times of Cybersecurity Professionals 2021, surveyed 489 cybersecurity professionals and reveals several nuances surrounding the well-documented cybersecurity skills shortage. The top ramifications of the skills shortage include an increasing workload for the cybersecurity team (62%), unfilled open job requisitions (38%), and high burnout among staff (38%). Further, 95% of respondents state the cybersecurity skills shortage and its associated impacts have not improved over the past few years and 44% say it has only gotten worse.

Notably, the three most-often cited areas of significant cybersecurity skills shortages include cloud computing security, security analysis and investigations, and application security. These areas should be the focus for cybersecurity professionals when looking to develop skills.

The cybersecurity profession remains systemically undervalued

Businesses are not investing in their people in a manner that appropriately reflects the direness of today’s cyberthreat landscape. A striking 59% of respondents said their organization could be doing more to address the cybersecurity skills shortage, with nearly one-third noting that their organization could be doing much more.

  • Cybersecurity professionals need fair and competitive compensation. This came up several times in the research report and is clearly critical to hiring and retaining security personnel. In a new finding this year, not offering competitive compensation is the top factor (38%) contributing to the organizations’ cyber skills shortage because it makes it difficult to recruit and hire the cybersecurity professionals that organizations need. More than three-quarters (76%) of organizations admit that it is difficult to recruit and hire cybersecurity staff, with nearly one-fifth (18%) stating it is extremely difficult. Being offered a higher compensation package is the main reason (33%) CISOs leave one organization for another.
  • Investments in cybersecurity training need to be funded appropriately. When asked what actions organizations could take to address the cybersecurity skills shortage, the biggest response (39%) was an increase in cybersecurity training so candidates can be properly trained for their roles. To maintain and advance their skill sets, many cybersecurity professionals seek to achieve at least 40 hours of training each year. Nearly a quarter (21%) of those surveyed did not meet 40 hours of training per year. The main reason they cited was that their jobs do not pay for 40 hours of training per year and they can’t afford it by themselves, according to nearly half (48%) of respondents.
  • The cybersecurity training paradox continues and needs attention. Nearly all (91%) respondents agree that cybersecurity professionals must keep up with their skills or the organizations they work for are at a significant disadvantage against today’s cyber-adversaries. Despite this need, 59% state that while they try to keep up with cybersecurity skills development, job requirements often get in the way—the paradox that professionals face where they are called upon to make up for the existing skills shortage in addition to falling behind on their own development.
  • Human resources and cybersecurity teams need to align on business value. Nearly one in three (29%) professionals surveyed said the HR departments at their organizations likely exclude strong job candidates because they don’t understand the skills necessary to work in cybersecurity. One in four also said job postings at their organizations tend to be unrealistic, demanding too much experience, too many certifications, or too many specific technical skills. Nearly a third (30%) suggested CISOs try to better educate HR and recruiters on real-world cybersecurity goals and needs and 28% said job recruitments need to be more realistic with the typical levels of experience cybersecurity professionals have.
  • Business and cyber leaders need to work together to improve organizational dynamics. Business executives must embrace cybersecurity as a core component of the business while CISOs need to move their people, processes, and technologies closer to the business. Organizations should be alarmed by the fact that:

    • 29% of respondents said the security team’s relationship with HR is fair or poor.
    • 28% said the relationship with line-of-business managers is fair or poor.
    • 27% of respondents said that the relationship with the board of directors is fair or poor.
    • 24% said the relationship with the legal team is fair or poor.

“There is a lack of understanding between the cyber professional side and the business side of organizations that is exacerbating the cyber skills gap problem,” said Candy Alexander, Board President, ISSA International. “Both sides need to re-evaluate the cybersecurity efforts to align with the organization’s business goals to provide the value that a strong cybersecurity program brings towards achieving the goals of keeping the business running. Cybersecurity leaders should be able to link the security efforts directly to strategic business goals.”

“This report reveals some deep-seated issues with cybersecurity professionals and their organizations,” said Jon Oltsik, Senior Principal Analyst and ESG Fellow. “ESG and ISSA hope that cybersecurity professionals use this research to better understand their profession and peers as they manage their careers. For business and cybersecurity professionals, the data should be seen as a set of guidelines for maximizing cybersecurity investment, improving cybersecurity job satisfaction, and aligning cybersecurity with the business mission. The message is clear: Organizations with a cybersecurity culture are in the best position.”

After reviewing this data, ESG and ISSA recommend that cybersecurity professionals take a holistic approach of continuous cybersecurity education (starting early with public education), comprehensive career development, and career mapping/planning—all with the support and integration with the business.

The full report can be downloaded here.

About ISSA

The Information Systems Security Association (ISSA)™ is the community of choice for international cyber security professionals dedicated to advancing individual growth, managing technology risk, and protecting critical information and infrastructure. ISSA members and award winners include many of the industry’s notable luminaries and represent a broad range of industries – from communications, education, healthcare, manufacturing, financial and consulting to IT – as well as federal, state and local government departments and agencies. Through regional chapter meetings, conferences, networking events and content, members tap into a wealth of shared knowledge and expertise. Follow us on Twitter at @ISSAINTL. Learn more about ISSA.

About ESG

Enterprise Strategy Group (ESG) is an integrated technology analysis, research, and strategy firm providing market intelligence, actionable insight, and go-to-market content services to the global technology community. It is increasingly recognized as one of the world’s leading analyst firms in helping technology vendors make strategic decisions across their go-to-market programs through factual, peer-based research. ESG is a division of TechTarget, Inc. (Nasdaq: TTGT), the global leader in purchase intent-driven marketing and sales services focused on delivering business impact for enterprise technology companies.

Contacts

Leslie Kesselring

Kesselring Communications

[email protected]

Amidst evolving workplace and rising employee expectations, CFOs must get creative

Finance leaders see tech, talent and security investments as key to success in post-pandemic work

CHICAGO–(BUSINESS WIRE)–According to a new survey by Grant Thornton LLP, chief financial officers (CFOs) are navigating a new and different kind of war for talent — one in which employees have higher expectations and greater leverage than before the pandemic. Whether they win or lose this “war” may depend on how creative CFOs get while attracting talent and managing investments.

The 2021 Q2 CFO Survey — which polled 239 CFOs and senior finance executives at companies with annual revenues ranging from $100 million to more than $1 billion — revealed a few common threads, each of which has major implications for the future of post-pandemic work. For example, nearly two-thirds (64%) of CFOs said they’re worried talent shortages could impair their ability to meet short-term strategies.

“There are clear indications that CFOs are concerned about the looming war for talent,” said Tim Glowa, principal and leader of Grant Thornton’s employee listening and human capital services offerings. “Yet there are also conflicting messages on taking steps to actually fix it. Many organizations are saying people are expected to be back in the office, but that’s inconsistent with the data on what employees actually want.”

Staying competitive in a rapidly evolving labor market

The survey results and recent news indicate a sea change in the labor market. Specifically, employees are reluctant to surrender the increased flexibility they gained during the COVID-19 pandemic, while widespread talent scarcities have given them increased leverage as they consider their employment options.

The data detailed in the Q2 survey showed that CFOs are aware of this scarcity: 68% agreed that organizations will see a possible shortage of human talent in the next 12 months, while 56% of finance leaders said attracting and retaining key talent will be their most important human capital priority for the next 12 months. Yet achieving retention goals may also be a challenge: A third (33%) of CFOs said people are expected to be back in the office.

“When you have a widening gulf between what employers expect and what employees want, evaluating the benefits you offer becomes even more important to your business,” noted Glowa. The data concur: 67% of CFOs surveyed agreed that employee benefits are a major expense the finance function needs to control. Predictably, the benefit that garnered the strongest reaction was healthcare coverage: 72% agreed healthcare costs need to be controlled.

As costs such as healthcare continue to rise, Glowa believes a CFO’s creativity may be more important than ever. “CFOs have always played a pivotal role in shaping their organizations’ futures,” he added, “and now they have an incredible opportunity to shape post-pandemic work. By finding ways to enhance benefits and more effectively spend money allocated to benefits programs — and it’s certainly possible to do both — you can attract and retain the kind of top talent your company needs.”

Time to get creative

For CFOs, creativity is often directly linked to investments. According to the Grant Thornton Q2 CFO Survey, finance leaders are focusing on three key investment areas: real estate, technology and cybersecurity.

Expecting a rise in fraud activity, more than half (54%) of CFOs said their cyber risk and security costs will increase during the next year. Furthermore, survey data indicate many CFOs are emerging from the pandemic with a desire to enhance their technological capabilities. Forty-seven percent of the finance leaders said they plan to invest in technology that solves urgent business issues, while 53% said they plan to invest in technology infrastructure that will help equip, enhance and protect their company in the future. And while nearly one-fourth (24%) of the CFOs surveyed expect real estate costs to drop, 32% expect that cost to rise.

Support for American Jobs Plan

Finally, when asked about the Biden administration’s American Jobs Plan, senior finance leaders thought the legislation is good for jobs and the economy. Fifty-one percent said the legislation would have a positive impact on workforce hiring, while 45% believed it would have a positive impact on corporate taxation. And just over half (51%) of CFOs said the American Jobs Plan would have a positive impact on corporate growth.

“CFOs seem to view the administration’s investment policies favorably,” said Bill Marx, national managing partner of the Tax Reporting and Advisory practice at Grant Thornton. “The generally positive views on tax policy indicate they may be willing to pay for the government investment in the economy.”

When comparing private versus public company views on tax policy, Marx explained some core differences: “Positive feelings toward both investment and the tax policy are more strongly felt by private businesses and smaller middle-market enterprises. Publicly traded and larger businesses are more evenly split on proposed policy and tax changes, as they would be most affected by the proposed tax increases.”

Ultimately, this Q2 survey unveiled ample insights into the way CFOs are preparing for a post-pandemic business environment.

“In many ways, our new business environment will be more expensive than it was before the pandemic,” concluded Glowa. “We’re heading into uncharted territory, and how CFOs and other executives respond to this war for talent and a new administration in Washington will be key for every company’s success.”

To see additional findings from Grant Thornton’s Q2 CFO survey, visit www.grantthornton.com/2021Q2CFOSurvey.

About Grant Thornton LLP

Founded in Chicago in 1924, Grant Thornton LLP (Grant Thornton) is the U.S. member firm of Grant Thornton International Ltd, one of the world’s leading organizations of independent audit, tax and advisory firms. Grant Thornton, which has revenues of $1.92 billion and operates more than 50 offices, works with a broad range of dynamic publicly and privately held companies, government agencies, financial institutions, and civic and religious organizations.

“Grant Thornton” refers to Grant Thornton LLP, the U.S. member firm of Grant Thornton International Ltd (GTIL). GTIL and the member firms are not a worldwide partnership. Services are delivered by the member firms. GTIL and its member firms are not agents of, and do not obligate, one another and are not liable for one another’s acts or omissions. Please see grantthornton.com for further details.

Contacts

Adam Bond

T +1 312 602 8332

E [email protected]
S twitter.com/grantthorntonus
linkd.in/grantthorntonus

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