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STATISTICAL REFERENCE GUIDE FOR RECRUITERS
60 HR and Recruiting Stats for 2018
2 | 60 HR and Recruiting Stats for 2018
Copyright © 2008–2017, Glassdoor, Inc. “Glassdoor” and logo are proprietary trademarks of Glassdoor, Inc.
INTRODUCTION
As HR becomes more data-driven, it’s important for
human resources practitioners to look beyond their
internal hiring and employee performance data. Our
annual review of top HR and recruiting statistics includes
survey data from both employers and job seekers on the
essential topics of recruiting and retention.
In order to retain employees in an era of shortening job
tenure, employers are turning to internal initiatives, benefits and perks to ensure they remain competitive.
This year we took a close look at diversity and inclusion,
parental leave, paid time off, and wellness initiatives —
all factors that can make a difference in the lives of
employees and improve profits.
This report combines research from industry leaders such
as Deloitte and SHRM with our own surveys and economic
research, providing you with a comprehensive look at
today’s HR landscape that you’ll get nowhere else. We
hope these stats spur you on to actions that benefit your
company’s recruiting efforts and employee well-being.
3 | 60 HR and Recruiting Stats for 2018
Copyright © 2008–2017, Glassdoor, Inc. “Glassdoor” and logo are proprietary trademarks of Glassdoor, Inc.
Attracting, screening, and hiring the right candidates is no easy feat. Quality candidates who are
informed about important aspects of working at your organisation are more likely to get hired.
What’s more, once an informed candidate becomes an employee, they’re more likely to last and
be productive and engaged. In 2017, Glassdoor dug deep into recruiter’s concerns with a survey
of 750 hiring decision makers. Some of those results are included here.
Recruiting
STATISTICS
4 | 60 HR and Recruiting Stats for 2018
Copyright © 2008–2017, Glassdoor, Inc. “Glassdoor” and logo are proprietary trademarks of Glassdoor, Inc.
1
3 6
7
4
9
10
5
8
2
27.5 days
76% of hiring decision makers say attracting quality candidates is their #1 challenge.
88% of hiring decision makers agree that an informed candidate is a quality candidate.
76% of hiring decision makers report a concern or challenge in attracting and hiring passive candidates, as they have grown wary of contact through networking sites (e.g., LinkedIn) and respond at a much lower rate.
When making a decision on where to apply for a job, 84% of employees/job seekers say the reputation of a company as an employer of choice is important.
93% of employees/job seekers say it is important to be thoughtful and informed about all aspects of an organisation (e.g., culture, values, mission, business model, future plans, pros and cons about the workplace) prior to accepting a job offer.
The top benefits of hiring informed candidates are:
Better employee retention
More productive employees
More engaged employees
75% of hiring decision makers say it’s easier to attract top talent when they know of or about your organisation (specifically when it comes to your company’s name, product and/or services).
£3,000average cost-per-hireSource: SHRM, 2016 Human Capital Benchmarking Report
STATISTICS: Recruiting
average length of the job interview process in the United KingdomSource: Glassdoor Economic Research, How Long Does it Take to Hire? Interview Duration in 25 Countries, August 9, 2017
1
2
3
of employees/job seekers are likely to research company reviews and ratings when deciding on where to apply for a job.83%
Source for #8, #9 and #10: Glassdoor, Harris Poll, April 2017
Source for #3, #4, #5, #6 and #7: Aptitude Research Partners, August 2017
5 | 60 HR and Recruiting Stats for 2018
Copyright © 2008–2017, Glassdoor, Inc. “Glassdoor” and logo are proprietary trademarks of Glassdoor, Inc.
In an increasingly tight labour market, employers are looking at ways to retain current
employees. Time-proven retention strategies include creating a great culture, offering
development opportunities and clear pathways to promotions, along with market-competitive
raises. This year, Glassdoor Economic Research analysed more than 5,000 job transitions
listed on CVs shared anonymously on Glassdoor in order to better understand which factors
contribute to an employee changing jobs. Here are some research highlights:
Employee Retention
STATISTICS
6 | 60 HR and Recruiting Stats for 2018
Copyright © 2008–2017, Glassdoor, Inc. “Glassdoor” and logo are proprietary trademarks of Glassdoor, Inc.
RESOURCE
STATISTICS: Employee Retention
11 12
12%19% average annual
overall turnover rate
average voluntary turnover rate
It costs employers 33% of a worker’s annual salary to hire a replacement if that worker leaves.Source: Work Institute, 2017 Retention Report, 2017
Source: SHRM, 2016 Human Capital Benchmarking Report
15
16
17
18
19
13
Workers who changed jobs earned an average pay raise of £2,065.88 per year, or 5.2%.
A 1-star improvement in a company’s Glassdoor rating raises the odds that a typical employee will stay for their next role by 4%.
For workers who posted CVs on Glassdoor, employees changed jobs on average every 15 months, ranging from less than a month to more than seven years in the same job.
On average, stagnating in a given role for an additional 10 months is associated with a 1% higher chance that the typical employee will leave the company for their next job — a statistically significant impact.
On average, a 10% higher base pay is associated with a 1.5% higher chance that a worker will stay at the company for their next role — a statistically significant effect. Source for #14, #15, #16, #17, #18 and #19: Glassdoor Economic Research, “Why Do Workers Quit? The Factors That Predict Employee Turnover” February 2017
national average annual salary increase, but rising inflation of 2.8% reduces these wage gains to 0.1%.Source: Willis Towers Watson, 2017 Salary Budget Planning Survey Report
2.9%
14 Role changes are almost 3X more likely to occur by changing employers rather than being promoted from within:
of workers left their employer to change roles
27%
73%
of workers stayed at the same employer
Download the Employee Retention Playbook
7 | 60 HR and Recruiting Stats for 2018
Copyright © 2008–2017, Glassdoor, Inc. “Glassdoor” and logo are proprietary trademarks of Glassdoor, Inc.
Creating a diverse and inclusive work environment is essential in order to compete for top talent
amidst changing demographics. These statistics point to the business benefits of diversity and
illustrate how the working population is changing in terms of gender, age, race and ethnicity.
Diversity & Inclusion
STATISTICS
8 | 60 HR and Recruiting Stats for 2018
Copyright © 2008–2017, Glassdoor, Inc. “Glassdoor” and logo are proprietary trademarks of Glassdoor, Inc.
STATISTICS: Diversity & Inclusion
20 21
22
23
of Millennials say they are engaged at work when they believe the organisation fosters an inclusive culture. Only 60% said they were engaged when they believe their organisation does not foster an inclusive culture. Source: Deloitte, The radical transformation of diversity and inclusion
of babies born in the UK are from ethnic minorities.Source: UK Office for National Statistics, Birth Summary Tables, England and Wales: 2014
69% of executives rate diversity and inclusion as an important issue in 2017, up 32% compared to 2014.Source: Deloitte, Global Human Capital Trends 2017, 2017
83%
34%
Highly inclusive organisations generate 1.4X more revenue and are 120% more capable of meeting financial targets. Source: Bersin by Deloitte, Predictions for 2017, December 2016)
Companies with the highest rankings for racial/ethnic diversity were 35% more likely to have financial returns above their national industry median. Source: McKinsey, Why Diversity Matters, January 2015
RESOURCE Guide to Diversity and Inclusion in the Workplace
24
25
26
27
28
Women are 35% more likely to go to university than men in the UK. Source: Higher Education Policy Institute, Boys to Men: The Underachievement of Young Men in Higher Education, May 2016
Globally, 24% of management roles are held by women, while 33% of companies have no women at the senior management level. Source: Grant Thornton, Women in Business: Turning Promise Into Practice, March 2016
A 2016 analysis of more than 20,000 firms in 91 countries found that companies with more female executives were more profitable. Source: Harvard Business Review, Diverse Teams Feel Less Comfortable - That’s Why they Perform Better, September 2016
15.5% of men are still in employment at the age of 70; while 11.3% of women are working past retirement age. Source: UK Office for National Statistics, 2017
9 | 60 HR and Recruiting Stats for 2018
Copyright © 2008–2017, Glassdoor, Inc. “Glassdoor” and logo are proprietary trademarks of Glassdoor, Inc.
Increased attention on gender issues in the workplace along with more varied gender roles at
home have led many companies to reconsider parental leave policies. In the UK, all employers
are legally required to offer paid maternity and paternity leave that meets the government’s
statutory minimums. Out of the EU countries, the UK offers the longest maternity leave of
52 weeks (one year).
Parental Leave
STATISTICS
10 | 60 HR and Recruiting Stats for 2018
Copyright © 2008–2017, Glassdoor, Inc. “Glassdoor” and logo are proprietary trademarks of Glassdoor, Inc.
RESOURCE Download the Guide to Parental Leave
STATISTICS: Parental Leave
29
31
33
32
34
35
36
30
Almost half of British mothers report returning to work sooner than they would like to after having a baby.
Eligible fathers receive two weeks of paid paternity leave, and now also qualify for Shared Parental Leave (SPL) Policy, which allows new dads to share parental leave with their partners.
While SPL is a step in the right direction, a survey found that it’s not financially feasible for most couples, with less than 1% of new fathers taking advantage of the policy.
Less than half (48%) provide greater support beyond the statutory minimum to their employees, known as enhanced parental leave benefits. Source: Wolters Kluwer and Croner, 2015
The number of people aged 65+ will rise by 278,800 per year in the UK, increasing the shortage of paid caregivers. Source: International Longevity Centre - UK, The Age Audit: Delivering a Business
Response to Ageing, October 2014
The UK has the second highest cost of childcare for any country in the world, with families spending a third of their income on nurseries and childminders. Source: The Organisation of Economic Co-operation and Development, October 2016
There is an estimated 7 million carers in the UK and nearly 1 in 8 employees is a carer. Source: Carers Trust, 2017
of these woman said it was due to worries about job security.
Source for #29 and #30: My Family Care, 2016
National Childbirth Trust, May 2014
21% of UK organisations do not have a formal policy regarding compassionate leave for dependents, but they give management the
discretion to authorise leave periods where appropriate.Source: Wolters Kluwer and Croner, 2015
47%
11 | 60 HR and Recruiting Stats for 2018
Copyright © 2008–2017, Glassdoor, Inc. “Glassdoor” and logo are proprietary trademarks of Glassdoor, Inc.
The always-on nature of work has contributed to a decline in annual leave usage. Unused
holiday time not only hurts the economy due to lower holiday spending, it perpetuates
a culture of burnout, ultimately reducing employee productivity. The antidote to this is
for employers to create a competitive annual leave policy and also a work culture that
encourages and supports time off.
Paid Time Off
STATISTICS
12 | 60 HR and Recruiting Stats for 2018
Copyright © 2008–2017, Glassdoor, Inc. “Glassdoor” and logo are proprietary trademarks of Glassdoor, Inc.
RESOURCE 7 Ways to Manage Employee Time Off
STATISTICS: Paid Time Off
40 42
41
43
39
44
37
38
With the statutory annual leave entitlement for a typical full-time job being 28 days, this means that the average worker forgoes almost 6.5 days leave each year.
44% of employees admitted working while on annual leave; and almost 1 in 5 had been contacted by a colleague and 13% had been contacted by their boss while on leave.
When asked why they worked on leave, the most common answer was ‘fear of getting behind’ (11%).
19% of employees who took annual leave in the past year said that they had a difficult time not thinking about work while they were off. This is highest among employees in London (27%).
Source for #39, #40, #41, #42 and #43: Glassdoor, UK Annual Leave Survey, 2014
Source for #37 and #38: YouGov, May 2015
of employees are neglecting other aspects of their life because of the pressure of a demanding work culture in the UK, making them vulnerable to mental health problems.Source: Mental Health Foundation, Work-life balance
40%
Half of UK employers don’t take their full leave entitlement.
On average, they take 77% of their leave.
67%
66%
of people feel greater job satisfaction after taking holiday and recharging.
of people feel more productive after taking holiday and recharging.
13 | 60 HR and Recruiting Stats for 2018
Copyright © 2008–2017, Glassdoor, Inc. “Glassdoor” and logo are proprietary trademarks of Glassdoor, Inc.
Healthy and happy employees are the backbone of any business. Employers that encourage
wellness through a range of health, fitness, nutrition and stress-management offerings create
a culture that encourages productivity and reduces health care costs. Not only that,
wellness programmes can serve to engage employees and attract candidates.
Wellness
STATISTICS
14 | 60 HR and Recruiting Stats for 2018
Copyright © 2008–2017, Glassdoor, Inc. “Glassdoor” and logo are proprietary trademarks of Glassdoor, Inc.
Wellness initiatives in the workplace are gaining pace in the UK:
RESOURCE 7 Steps to Creating an Annual Leave-Friendly Culture
STATISTICS: Wellness
47 50
48
51
49
52
53
46
77% of organisations indicated their wellness programme was somewhat or very effective in reducing health care costs, and 88% rated their wellness initiatives as somewhat or very effective in improving employees’ health. Source: SHRM, 2017 Employee Benefits, January 2017
A study found that companies recognised by the C. Everett Koop National Health Awards for nurturing a culture of health, by specifically focusing on the wellbeing and safety of their workers, have outperformed the stock market by a factor of 3:1. Source: Journal of Occupational and Environmental Medicine, The Stock Performance of C. Everett Koop Award Winners Compared With the Standard & Poor’s 500 Index, January 2016
A four-year study of employer group wellness programmes found that healthcare costs rose at a 15% slower rate among wellness programme participants when employers consistently offered a wellness programme to their employees.Source: SHRM, Designing and Managing Wellness Programmes, June 2016
The median annual spend of employers with a wellness strategy in place is between £26 and £50 per employee. Source: REBA/Punter Southall Health & Protection, Employee Wellness Survey, March 2016
88% of employees who feel they have high wellbeing say they are engaged at work, versus 50% of employees who feel they have low wellbeing. Source: Limeade/Quantum Workplace, 2016 Wellbeing and Engagement Report,September 2016
91% of employees who feel they have high wellbeing say they intend to stay at their employer, versus 55% of employees who feel they have low wellbeing.Source: Limeade/Quantum Workplace, 2016 Wellbeing and Engagement Report,September 2016
More than 40% of Millennials will select an employer based on their health and wellness benefits.Source: Bersin by Deloitte, HR Technology in 2017: A Disruptive Year Ahead, October 2016
Employers offering wellness initiatives do so to increase employee engagement (39%), improve their organisational culture (23%) and retain talented staff (13%).
Source: REBA/Punter Southall Health & Protection, Employee Wellness Survey, March 2016
45of employers plan to implement a wellness strategy in 2016
35%
31%of employers plan to implement a wellness strategy in the next 3 years
15 | 60 HR and Recruiting Stats for 2018
Copyright © 2008–2017, Glassdoor, Inc. “Glassdoor” and logo are proprietary trademarks of Glassdoor, Inc.
Glassdoor holds a growing database of millions of company reviews, CEO approval ratings,
salary reports, interview reviews and questions, benefits reviews, office photos and more.
Unlike other jobs sites, all of this information is entirely shared by those who know a company
best — the employees. Add to that millions of the latest jobs — no other site allows you to see
who’s hiring, what it’s really like to work or interview there according to employees, and how
much you could earn. Glassdoor is a place where candidates become more informed. These
stats illuminate the size and scope of Glassdoor among job seekers and employers.
Glassdoor
STATISTICS
16 | 60 HR and Recruiting Stats for 2018
Copyright © 2008–2017, Glassdoor, Inc. “Glassdoor” and logo are proprietary trademarks of Glassdoor, Inc.
STATISTICS: Glassdoor
54 55
Nearly 48 millionunique users visit Glassdoor’s mobile
applications and website monthly.
Glassdoor has more than 35 millionreviews and insights for more than
700,000 companies.Source: Glassdoor Internal Data, September 2017
More than half of Glassdoor’s visits each month come from a mobile device.
Approximately 40% of the Fortune 500 are Glassdoor clients.Source: Glassdoor Internal Data, June 2017
Source for #54 and #55: Google Analytics, CQ3’17 average
59
57 58
60
Among those surveyed, Glassdoor users report that they use an average of 7.6 job sites during their job search (median is 4). Source: Glassdoor.com Site Survey, January 2016
More than 130,000 employers have Free Employer Accounts, which provide basic employer branding tools, company specific analytics and
the opportunity to respond to reviews from the employer perspective.Source: Glassdoor Internal Data, September 2017
56
Glassdoor is one of the fastest growing major job sites in the UK.Source: comScore Media Metrix, February 2017
17 | 60 HR and Recruiting Stats for 2018
Copyright © 2008–2017, Glassdoor, Inc. “Glassdoor” and logo are proprietary trademarks of Glassdoor, Inc.
In the changing landscape of recruiting
and HR, it’s critical to keep one eye on
your own internal data and the other
on the trends shaping the industry at
large. Doing so will help you better
understand the concerns and behaviours
of employers and employees around
benefits and perks, paid time off, parental
leave, and diversity and inclusion.
If you can leverage these insights
and marry them with data from your
company’s own analysis, you’ll come out
ahead in the race to find and retain top talent that will give you a competitive edge in the years to come.
CONCLUSION
About Glassdoor
Glassdoor is one of the fastest growing major job site in the UK.1 Set apart by the
tens of millions of reviews and insights provided by employees and candidates,
Glassdoor combines all the jobs with this valuable data to make it easy for people
to find a job that is uniquely right for them. As a result, Glassdoor helps employers
hire truly informed candidates at scale through effective recruiting solutions like
job advertising and employer branding products. Launched in 2008, Glassdoor
now has reviews and insights for approximately 700,000 companies in more than
190 countries.2 To stay up to date on employer-related news, industry trends and
hiring tips, visit the Glassdoor for Employers Blog.
To get involved in the conversation on Glassdoor and start managing and promoting your employer brand,
email [email protected], call +44 (0808) 134 9950 or visit www.glassdoor.co.uk/employers.
For the latest in recruitment marketing tips, best practices and case studies, follow us on Twitter: @GDforEmployers.
1. comScore Media Metrix, February 2017; 2. Source: Glassdoor Internal Data, September 2017
Copyright © 2008–2017, Glassdoor, Inc. “Glassdoor” and logo are proprietary trademarks of Glassdoor, Inc.
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