Top-Consultant 2011 Recruitment Channel Report

8/6/2019 Top-Consultant 2011 Recruitment Channel Report

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Top-Consultant.coms Management Consultancy

Recruitment Channel Report 2011

Sponsored by
http://www.top-consultant.com/uk/career/appointments.asp?sel_firm=43342http://www.top-consultant.com/uk/career/appointments.asp?sel_firm=43342http://www.top-consultant.com/


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TABLEOFCONTENTS

Introductory note 3

Sponsors message from Huntswood 5

Part I - Recruitment and retention trends 6

Part II - Recruitment channel use and Social Media 16

Part III - Historical trends in recruitment channel use

and Recruiter & Media Awards 22Newspapers 23

Internet job sites 24

Recruitment agencies 25

Individual Recruiter Awards 26


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INTRODUCTION

In producing this report or the last decade, weve

served a consulting industry that or the most part has

been used to enjoying double-digit annual growth in

revenues but that has also had to battle with sta

attrition rates that oten breach the 20% mark.

This ten year period has also seen the consulting industry

hit by two downturns, the milder one induced by the

dot-com crash and more recently the more prolonged

and painul reversal o ortunes brought about by the

global nancial meltdown.

Hiring suered during both these downturns, in part

owing to the growth trajectory o the industry but

more so because o the reduced sta attrition that these

economic conditions induced. With ar ewer people

leaving rms, ar less replacement hiring was needed;

and its replacement hiring rather than growth-induced

hiring that is ultimately the bigger driver o hiring demand.

Growth prospects within consulting remain ragile.

By ar the largest practice areas are nancial services

and the public sector. When both are ring on allcylinders the industry powers ahead. At the outset o

the economic downturn, nancial services practices

suered considerably but continued spend by the

public sector helped to sustain the sector. During the

last year, weve seen the total role reversal that we

predicted namely a rebound in the health o nancial

services practices oset by a considerable deterioration

in public sector spend.

The pattern so ar in 2011 seems to be that a broad range

o private sector practices are enjoying heightened

demand, increasingly supporting the nancial services

practices in reviving consulting rms ortunes. However

the public sector order book remains precarious and

whilst the climate is more avourable than during 2010

no-one is expecting any dramatic revival in public sector

consulting spend.

Taken as a whole, the prognosis is thereore that

consulting revenues can be expected to continue theirslow improvement, but that a return to double-digit

growth or consulting as a whole is ex tremely unlikely.

For candidates looking to secure a role within consulting,

the ar more positive news is that sta attrition rates

have shot up during the last 9-12 months. Firms are

consequently having to increase their hiring activity

quite considerably. Theres something o a snowball

eect here too the more candidates see consulting

employers looking to hire, the more they consider

whether their careers are better served staying put or

moving to pastures new. With pay disparities avouringthose who choose to move, all the ingredients have

been in place or this sta attrition-uelled hiring revival

to take o and take o it has over the last year, with

campaign volumes in January 2011 some three times

higher than wed seen in January 2010.

Continued on next page...


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Which means o course that our recruiter contacts

are increasingly anxious to know the most eectiveways to source consulting hires; and in an era where

a ar wider range o media are there to be considered.

With both monetary and hiring personnel resources

constrained, everyone is trying to determine which

channels are deserving o investment and which

are most likely to produce the required hires. We

very much hope that this report will help to address

these issues or the recruiters amongst you.

Last but not least, our thanks go to the 133

consulting employers / recruiters who took part

in our client survey and the 1,216 consulting

candidates who participated in our candidate poll,

without whose responses this unique data could not

have been produced. We hope you derive valuable

insights rom this report and as always look orward

to serving your needs as the year unolds.

INTRODUCTION

Tony RestellCo-Founder and Director

Top-Consultant.com

IMPORTANT ANNOUNCEMENT

In Summer 2011 we will be publishing

the all new second edition o

The Defnitive Guide to UK

Consulting Firms.

Submissions are now being accepted rom

consulting employers wishing to have a

ree company prole in the directory o

consulting employers contained within

this guide. The rst edition attracted more

than 160 company proles and more than

15,000 copies o the guide were distributed.

To nd out how your rm can get

involved, please email Sacha Jacksonon

[email protected].
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As a business that has spent the last 15 years recruiting

management consultants, both into consultancycompanies and into industry, Huntswood is delighted

to be supporting the tenth Top-Consultant.com

Recruitment Channel Report.

I think wed all agree that the market has been

particularly turbulent over the last ew years. Like you we

have watched the nancial services re-bound, and the

public sector consulting decline with interest. Salaries

are on the rise, regrettable attrition rates are on the rise

and hiring needs are growing. There is undoubtedly a

war or talent raging.

Firms that want to attract and retain the best talent needto consider the opportunities, personal development

and working environment they oer. They should also

be willing to oer pay rises to existing talent, and think

careully about the channels they use to source their

new recruits.

This report outlines the rise in company attrition rates,

it conrms the death o newspaper job advertising,

and continues to hint at a rise in social recruiting,

but with some interesting statistics. LinkedIn has

risen up the list o places that potential consultants

look or their next role, but is still ar rom top-dog.

However I would suggest that LinkedIn is becomingthe headhunters tool o choice, and executive search

techniques are becoming more common in contingent

search assignments. Twitter is being used by many as a

listening tool to keep up-to-date on industry news, but

not yet as a real area or recruitment.

Those o you who read the Huntswood ortnightly

editorial in the Top-Consultant.com newsletter will be

very aware o the private sector consulting resurgence;

pharmaceuticals, energy, utilities, consumer goods,retail, telecommunications and o course nancial

services, are all recruiting heavily at the moment. So are

the recruiters that service these markets.

Hiring Managers are united in their opinion that the war

or talent has started, and the majority are clear that

they want to win it. The problem is that a lot o these

rms are turning to a recruitment industry that has

suered rom three years o lack o investment and are

under staed to deal with the rise in requirements. This

report also highlights the crucial role that recruitment

businesses play in the process; choosing the right

recruitment partner is thereore all the more important.

Huntswood has a page in this report where you can see

more about us or yourselves. For now, I will leave you

to enjoy this report, and wish you the best o ortunes as

you look at implementing its recommendations.

We are elated to be partnering with Top-consultant

to publish this report and to guide rms in their

recruiting (and are delighted to see ourselves very

much recommended!). Later in the year, job-seekers

will be given a similar opportunity as Huntswood and

Top-Consultant.com partner up again to produce the

salary benchmarking report, and the second edition oThe Defnitive Guide to UK Consulting Firms .

Find out more here.

SPONSORS MESSAGEStephen HumphreysRecruitment Manager

Huntswood
http://www.huntswood.com/recruitment/ideally-placed.aspxhttp://www.huntswood.com/recruitment/ideally-placed.aspxhttp://www.huntswood.com/recruitment/ideally-placed.aspxhttp://www.huntswood.com/recruitment/ideally-placed.aspx


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Recruitment and retention ratesData collected from 133 management consultancy recruiters

ONE


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Top-Consultant.coms Management Consultancy Recruitment Channel Report 2011PAGE 7

Our interactions with clients over the last months, together

with the survey data collected in January 2011, point to a

number o signicant actors that will shape the hiring market

over the coming year:

1. The threeold increase in hiring activity that weve seen over

the last year broadly in line with our predictions in the last

report is expected to gain urther ground with the majority

o rms expecting to accelerate hiring in 2011. Indeed a

signicant minority o rms oresee very aggressive hiring

activity this year, uelled in part by publicly stated intentions

to gain market share.

2. The data on hiring demand by practice area supports the

view that a hiring upturn is now very much underway across

the majority o private sector consulting practices. Financial

Services is o course a hot-spot, but the hiring revival now

extends ar wider than that. The counter to this o course is

the public sector, where the hiring picture will remain bleak

or much o 2011.

3. On balance rms are expecting a urther deterioration

in the sta attrition rates suered during 2010, with these

rates already approaching 20% or some rms. Osetting

this is candidate data suggesting ewer candidates intend to

move this year. For those practices that do need to hire, this

may make the task more challenging still especially as the

demand is increasingly or very specic hiring proles. There

are several repercussions o this, the most notable being that

public sector consultants cannot easily be redeployed to

other practice areas; and that candidates increasingly need to

seek out those openings where their skills and experience are

a perect match. Simple hiring o high calibre consultants is

now something o a rarity rms have specic roles to ll that

are project-critical and only an exact match will do.

4. As agged in last years report, the capacity available

to support the hiring upturn both within consulting

rms recruitment teams and externally within recruitment

agencies was dramatically cut back during the downturn.

Across the sector we are seeing rms now struggle to hirerecruiting resources ast enough to keep pace with practices

hiring demand. This bottleneck is very serious or the industry

and we are aware o recruitment rms having to be selective

about the rms they take on as clients looking at both their

ee rate agreements and the placement probability being

oered beore committing to service an account.

SUMMARY


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Analysis o key metrics or the UK consulting industry allows

us to produce an aggregate hiring prole or the industry. As

the table shows, required hiring volumes as a % o existing

headcount averaged around 33% during the boom years. This

gure ell to around 2% during the recent severe recession,

which explains why the hiring market has seemed quite so

morose in 2009. By contrast, it is rising sharply with every

month o 2011 that passes and or the year as a whole is likely

to have reverted to a hiring requirement o 23% o existing

headcount.

This statistic explains why recruitment agencies have

experienced a rapid change in ortunes in the last months,

particularly when set against the backdrop o a sector that

has shed 1/3 o its pool o recruiters during the downturn. It

also explains why job board advertising volumes have beenpicking up consistently during the last months.

There are a couple o interesting implications to be drawn

rom this table. Firstly we can see that hiring demand is very

largely driven by the worsening in attrition rates - and should

attrition worsen urther still, this will translate directly into

hiring demand increases over and above what is stated here.

Secondly the only thing stopping the numbers rom looking

like theres a war or talent on a par with the 2006-7 era is

the ill health o the public sector market. I we were to look

at the private sector alone we would see a talent crunch not

dissimilar to that witnessed during the last boom.

Figure 1: Required hiring volumes

Boom

years

Recent

past -severe

recession

Modesteconomic

recovery

Market Growth 15% -12% 2%

rom ee rate

increases2% -4% -1%

rom volume growth

(billable days)13% -8% 3%

Growth that can be

ullled through Spare

Capacity

-5% N/A 0%

Recruitment needed

to uel growth8% -8% 3%

Attrition rate 25% 10% 20%

Required hiring

volumes as a % o

headcount

33% 2% 23%

Staf attrition driving demand


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Market growth

For much o the last decade the UK consulting industry has

enjoyed revenue growth rates approaching 15% per annum.

This has almost entirely been achieved by an increase in the

volume o billable days sold, rather than by ee rate ination

a consequence o the act that procurement departments

have driven an increasingly hard bargain with consulting

providers.

By contrast, many rms in 2009 saw revenues decline by 10%

or more - making this the most distressing year the consulting

industry has ever endured. 2010 has seen a return to very

modest levels o growth - driven principally by resurgence in

Financial Services consulting.

In 2011 we can expect a very similar trajectory to be ollowed.

The private sector rebound is likely to extend across a broader

range o practice areas and provide a boost to growth; but

public sector appetite or consulting spend will only improve

marginally.

Spare capacity

In the boom years a modest volume o new client wins could

be resourced by drawing on employed resources currentlyon the bench; but any sustained increase in demand

translated quickly into the need or additional hires. During

the severe recession we have just endured, the situation was

rather reversed, with consulting rms needing to scale back

signicantly on their consulting headcount to avoid a massive

ballooning in underutilised sta. An interesting eature o

the modest upturn we are now experiencing is that growth

is unlikely to be able to be resourced at all by drawing on

consultants on the bench.

Those whose public sector assignments have been drying

up and who nd themselves lacking a billable client project

to work on do not generally possess the private sector

experience, sector knowledge and commercial acumen

that is being demanded by the rebounding private sector

client base. Hence a growth in private sector client work is

translating immediately into the need or new hires and

hires with very specic skillsets at that.

Staf attrition

The last piece o the puzzle is the expected deterioration in

sta retention rates that the industry will ace in 2011. Given

that career moves or many have been severely restricteduntil just recently, it is no surprise that as recruitment has

picked up more and more consultants have started assessing

their prospects with alternative employers. With attrition

at many rms now close to the 20% mark - and a mild

urther deterioration expected this year - this is clearly the

dominant driver in hiring demand . Any underestimation o

sta attrition rates would translate directly into the need or

greater numbers o hires and that is a actor we must keep in

the back o our minds as the year unolds.
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Fundamental to our assertion that incremental project wins

will not be able to be staed by consultants on the bench is

the expectation that public sector demand is tailing o and

private sector demand is on the up. By asking employers

to identiy the areas they expect to be undertaking the

most hiring we have been able to prove that this is indeed

the expectation or 2011 and also to identiy some other

interesting growth projections by practice area.

A score close to 1 in our chart indicates rms expect to

undertake little or no hiring in that practice area; while the

greater the number the more hiring is anticipated. Two

signicant changes leap out at you rom this chart. Firstly

we can see that at the beginning o 2009 there was a minute

amount o hiring in Financial Services expected to take place;

yet one year on this has leapt to being the single biggestarea o hiring activity. As the largest source o private sector

consulting spend, this change o ortunes in Financial Services

is particularly welcome as we look to 2011 and hope that the

year will again produce modest growth or the consulting

industry as a whole.

Equally stark though is the collapse in hiring expectations

within the public sector practices. The single largest area

o growth in the 2009 survey, the sector slumped in 2010

and 2011almost the mirror opposite o the trend seen in

Financial Services. It explains why growth expectations or

consulting in 2011 are not more buoyant.

Elsewhere there is a welcome upturn in hiring expectations

across a broad range o private sector practice areas, with

Energy & Utilities, Technology and Telecoms / Media /

Entertainment practice areas leading the way.

Likely hiring patterns by practice area

Figure 4: Recruitment activity by practice area

1 2 3 4

Financial Services

Energy & Utilities

Technology

Telecoms, Media & Entertainment

Healthcare & Pharma

Information Technology

Purchasing & Supply Chain

Retail / Consumer Goods

General Management

Engineering & Manufacturing

Distribution / Logistics

Transportation

Chemicals

Science / Research

Automotive / Aerospace

Public Sector

Facilities Management

Education

Leisure / Lifestyle

2009 2010 2011


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When asked to provide the same steer on the types o

consulting expected to be contributing to hiring demand,

the picture was again one o a broad-based recovery. For

the second year running, Business Process Improvement

specialists are likely to be in greatest demand, with Project /

Programme Managers not ar behind.

Most encouragingly or the health o the sector as a whole is

the increased appetite or strategy consulting hires. Strategy

consulting is oten seen as a bell-weather or the state o the

consulting industry as a whole, so the continued resurgence

in hiring expectations here is most welcome.

The notable roller-coaster within the data is in the area o IT

consulting / sotware development. This market remained

buoyant or some time ater the broader downturn inconsulting had taken hold. The resulting hiring cutbacks took

place later than elsewhere in the market and the rebound is

expected to be similarly staggered.

Likely hiring patterns by type of consulting

Figure 5: Recruitment activity by type o consulting

1 2 3

Business Process Improvement

Project / Programme Management

Technology

Strategy

Outsourcing

IT / Software Development

E-Business

CRM

Finance / Accounting

Marketing & Sales

HR Consulting

Economics & Environmental Consulting

2009 2010 2011


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Staf attrition to accelerate urther?

On balance, employers expectations are that in the coming

year we will see a modest deterioration in sta attrition. We

would suggest it is a sign o how ar retention rates have

already deteriorated that these expectations are not worse

than they are in essence sta attrition cant get that much

worse now that the 20% mark is looming or many rms. In

some practice areas rms have also introduced retention

bonuses to try and reign back the retention problem, so the

hope that these will have a positive impact is likely also to be

inuencing the results. Clearly any worsening o sta attrition

beyond whats anticipated here will give rise to additional

hiring demand and put a urther strain on recruiters capacity

to deliver.

Figure 6: Sta attrition rates 2011

The ConsultancyCareers Fair 2011

Taking place on 30th

September, this yearscareers air gives your rm

the opportunity to meet

with 2,500+ consulting

candidates.

The brochure will be available on

3rd May. To request a copy please

call the Top-Consultant.com team

on +44 (0)207 667 6880.

7.5%

30.1%

36.1%

18.8%

7.5%

0% 10% 20% 30% 40%

Staff attrition rates will

improve considerably


improve a little

No change in staff

attrition rates ex pected


worsen a little


worsen considerably

Staf attrition to accelerate


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Two interesting ndings rom this years survey are i) that

consulting rms want overwhelmingly to make their hires

rom the ranks o the experienced consultant. Whilst in

parallel ii) theres a reduction in the number o experiencedhires wholl be looking or a new job within consulting with

increasing numbers planning to either stay put or to look or

a new role outside o consulting.

Taken in combination, these statistics paint the interesting

picture o an industry where not all rms will be able to hire

in the volumes they need or will have to compromise on

the backgrounds o those they hire and open their hiring upto a wider range o prospective candidates. Recent history

teaches us that the latter outcome is the more likely and it is

our expectation that hiring must have criteria will soten as

the year progresses and these hiring difculties become more

pronounced.

Market will eel tighter

Figure 7: Desired hiring profle 2011 vs. 2010

Figure 8: Candidates career intentions or 2009 - 2011

0% 10% 20% 30% 40% 50%

Most likely to accept a job with a

consulting employerNot looking to change jobs in the next 12

months

Most likely to accept a job with a client

organisation

Most likely to secure some other kind of

role outside consulting

Most likely to accept a job in the City

Most likely to accept public sector/ c harity

job

2009 2010 2011

1

2

3

4

5

Experienced

hires from

other

consulting firms

Experienced

hires from

industry

Experienced

hires from

Government or

Public Sector

bodies

Experienced

hires from the

City

MBA f inalists University

leavers /

Finalists

2010 2011


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Recruitment channel use and the role of social media

TWO


17/28


The ollowing candidate job search trends we will be

presenting are based on data collected rom 10,000+

management consultancy candidates over the past ten

years. Candidates rom all the major consulting rms haveparticipated, together with consultants currently working at

niche consulting rms and potential industry hires looking to

move into consulting.

Prole o respondents:

Most this year were Business Transormation / Change

Management consultants (25.8%), Strategy consultants

(23.8%), IT / Technology Consultants (15.9%) and Project /

Programme Management consultants (13.7%).

The sectors that candidates this year had most experience oworking in were Financial Services (45.6%), the Public Sector

(28.5%), Telecoms, Media & Entertainment (25.9%), Energy /

Utilities (24.7%) and Retail / Consumer Goods (23.4%).

Survey responses this year were generated via direct mailshots

to the Top-Consultant.com readership; an invitation sent to all

screened consulting candidates on the Get Headhunted

CV database; promotions via Twitter, LinkedIn, Google News

and Yahoo News, Forum posts and by invitations sent to

candidates by recruitment agencies.

Overall 63.7% o candidates have changed jobs within the lastthree years.

Are you a ManagementConsultancy Recruiter?

Once a month the Top-

Consultant.com team

update recruiter contacts

regarding all the newinitiatives were planning,

ree reports weve published

and any orthcoming

promotional oers they

could benet rom. I you

would like to be added

to our recruiter contactlist please email Graeme

Underhill.

Candidate pool
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18/28


Let us now look back at candidate activity over the last 12

months and specically the channels used to look or new

career opportunities. Every year we ask candidates to record

the channels they used and the number o applicationsthat they made through each. Collating that data allows us

to analyse the penetration perormance o the channels

(how many candidates have used each) and the share o

applications achieved rom each o the six major recruitment

channels:

When looking at which application channels candidates usedduring their last job hunt, it is striking to see three o the

recruitment channels being used by a ar greater proportion

o candidates than the others. Recruitment agencies had

been used by a greater number o candidates than any o the

other channels; with Personal contacts / reerral schemes and

internet job boards also scoring highly.

Candidate activity over last year

Why not try advertising

or consulting

candidates on

Top-Consultant.com?

Our low-priced advertising

packages allow you to see

or yoursel the types o

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Figure 9: Application channels used last time to apply or a job

Newspapers

Recruitment agencies

Internet job sites

Social media

Personal Contacts / Reerrals

Corporate Websites
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Social media sites and newspapers generated applications

rom 30% and 20% o the candidates surveyed respectively.

The lack o impact o social media is quite a nding though.This year or the rst time weve asked our 1,216 consulting

candidates to share which social media sites they are active

users o (where we dened this as having an account that the

candidate makes use o at least once a week). What is very

noticeable is that 81% o candidates regularly use LinkedIn,

56% use Facebook and only 13% use Twitter.

What is interesting here is that most LinkedIn users in the

consulting space are not using the site or the purposes

o making job applications, but rather or networking and

business development. This suggests that recruiters can reach

consulting candidates via this platorm, but will do so moreeectively by using it to approach candidates directly rather

than relying on them to make applications to jobs that have

been advertised there.

Also o great note is the nding that contrary to popular

belie consultants DO nd time to be active Facebook

users but DO NOT engage with Twitter in any great numbers.

Certainly when speaking with recruiters over the last year, the

widespread assumption within our industry has been that

consultants especially IT / technology ocused consultants

would be early adopters o the Twitter platorm. These results

are unambiguous in showing that Twitter has low penetrationamongst consultants.

The implication or recruiters is that this is a medium best

used to start a dialogue with individual candidates / clients

that look o interest, rather than as a medium to broadcast

messages out to a sizeable audience because a sizeable

audience o relevant consulting proessionals are simply not

engaged with the medium as yet.

Figure 10: Social media on which consultants are active users

By contrast, many people have assumed that consultants

simply lead too stressul a liestyle to have time or Facebook.

This data shows that the majority o consultants are active

users o this platorm and so this is a ar more eective platorm

or broadcasting messages or running branded campaigns

in much the same way as LinkedIn can be seen to be.

Social Media


20/28


Looking forward

When the number o applications made by channel is actored

in, the lack o impact o social media becomes even more

pronounced. Social media sites in total produced less than

10% o applications, compared with the more than 1/3 o allapplications generated by internet job boards.

Personal contacts and reerral schemes whilst popular

with candidates are limited as an application channel by

candidates ability to apply to all the rms o interest this way.

Sites like LinkedIn may strengthen this route in coming years

by extending peoples networks urther and more importantly

by making candidates existing networks more transparent to

them.

Corporate sites, meanwhile, have stagnated with an

application share o around 15%.

Overall the conclusion rom this years survey is rather

surprising. Running counter to the hype surrounding social

media, this data supports the view that many consultants

are now heavy users o social media but demonstrates that

candidates do not use social media as a primary source or

nding a new job. With barely 5% o applications having been

made via social media sites this last year, rom an audience

where 81% are active users o the leading proessional

social media site, it is hard to argue any dierently. This

nding certainly correlates with the eedback we have had

rom advertisers on LinkedIn that adverts generally attractapplicants rom people outside the UK and / or outside the

consulting industry (whereas this survey is o course primarily

a survey o candidates based in the UK and working in

consulting).

Figure 11: Share o applications generated in last job search


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Candidates were asked to score the likely channels they would

use when next hunting or a new job, both to allow them to

change their bias to allow or dissatisactions with their most

recent job hunt and also to actor in new developmentstheyve seen aecting the market like LinkedIn.

As you can see rom Figure 12 candidates clearly intend to

modiy their job hunt strategies only marginally during their

next job search. What is particularly striking though is the

chart below where candidates past activity can be cross-

compared with their intended uture activity the correlation

between the two is unmistakable! Given this, it seems likely

that the share o applications employers will receive rom

each o the hiring channels is likely to remain airly constant

or the oreseeable uture, barring any major change in the

unctionality or appeal o the channels over and above whatis oered today.

Figure 12: Channels most likely to use in uture

Figure 13: Sources o candidate applications 2011/2012

Looking forwardShare of Applications

Low High

Low

High

Future

Use

Job boards

Recruitment

Agencies

CorporateSites

Personal

Referrals

Social

Media

Newspapers


22/28

Historical trends in recruitment channel useand Recruiter & Media awardsData collected from 1,216 management consultancy candidates

THREE


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Historic newspaper advertisers, direct employers and

recruitment agencies, continue to switch spend to online

solutions. O all the channels, newspapers have suered most

in the last ten years with candidate penetration levels havingallen considerably, down to just 20% in this years survey.

Some newspapers are countering this and looking to

maintain what remains o their share o applications by

oering a number o agglomerated industry special editions

to advertising clients. Despite this initiative, the share o

applications made through newspapers continues to decline.

The Times and Financial Times newspapers are established

as consultants preerred newspapers when looking or

consulting jobs. However, as the earlier penetration gures

show, consulting candidates are ar less likely to apply toroles they see in newspapers than they were a decade ago,

reducing their eectiveness as a recruitment channel.

Newspapers

Figure 15: Newspapers - Which do you rate above all others as thebest source or fnding a consulting job?

Figure 14: Penetration - Newspapers

Times FT

The Economist

Telegraph Guardian

EveningStandard

0%

10%

20%

30%

40%


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Internet job sites continue to enjoy a high share o candidate

usage and while there has been some volatility in job

boards market penetration over the last years, the industry

is now mature and over 2/3 o consultancy jobseekers madeapplications or roles that they had seen on job sites in 2011.

Internet job sites

Figure 17: Internet job sites - Which o the job sites do you rate aboveall others or fnding a consulting job?

Figure 16: Penetration - Internet job sites

When asked to name just one job board, the 1,216 candidates

surveyed said that once again Top-Consultant.com easily

retains its lead as the best site or nding a consulting job.

0% 10% 20% 30% 40% 50%

Top-Consultant

LinkedIn

Exec-Appointments

Monster

Jobsite

eFinancialCareers

Totaljobs

FT

ConsultingLadder

Executivesontheweb

TopITConsultant

Consultantsboard

Accountancy Age /

Management Consultancy

MCA

Twitter jobsearch


25/28


Recruitment agency candidate penetration has held up much

better during the recession than it did during the dot-com

downturn. It is now picking up in line with the rebound in

recruiting across the proession and stands at just over 70%.

As well as asking candidates to recommend the best

individual recruiters, we also asked them to eedback to us on

the dierent recruitment rms that they have used. A ranking

o rms that received the most praise and the least complaints

was then produced. Congratulations to all rms listed.

Our special congratulations go to BLT who have secured the

top spot or the third consecutive year. Respondents praised

BLT or the qualities that made them stand out rom the

competition:

or being genuinely interested in candidates career

aspirations

or going to great lengths to match candidates up to

suitable roles and not doing so in a pushy manner

or ensuring candidates are kept well inormed throughout

the process and or always sticking to commitments

made to candidates

and or having great sta and a strong set o contacts

within the industry.

Recruitment agencies

Figure 18: Penetration - Recruitment agencies

1 Beament Leslie Thomas

2= Michael Warwick Nicholls

2= Selecture

4 Aston Carter

5 Huntswood

6 SK Consultancy Solutions7 ChapmanBlack

8 Prism

9= Korn Ferry

9= Heidrick and Struggles

Rank Recruitment rm

Figure 19: 2011 top 10 recruitment frms by praise


26/28


Recruiters - available

throughout 2011

All premium job listings

appearing on Top-Consultant.com will be

added to Jobsite or you at

no additional cost.

Take advantage

by registering or a

trial advertisingpackage

Alongside the rankings o recruitment rms, we asked

candidates to help us identiy the best individual recruiters

they had worked with. We asked them:

I you have been particularly impressed with an individual

recruitment consultant you have worked with in the past,

please provide their name & company so that we can give

them special recognition

Ten individuals received the most praise and we warmly

congratulate them all or their success. They are listed in no

particular order:

Individual recruiters

Figure 20: Best individual recruitment consultants 2011

David Lanceeld and Darren Head rom

Selecture

Don Leslie and Sarah Burgess rom BLT

Sasha Kemp (SK Consultancy Solutions), Paul

Brown (ChapmanBlack) and Rachel Snelgar

(Huntswood)

Victoria Barry-Woods (Aston Carter), Pete

Nicholls (MWN) and Chris Sale (Prism)
http://recruiters.top-consultant.com/UK/clientcentre/choosepackage.aspxhttp://recruiters.top-consultant.com/UK/clientcentre/choosepackage.aspxhttp://recruiters.top-consultant.com/UK/clientcentre/choosepackage.aspxhttp://recruiters.top-consultant.com/UK/clientcentre/choosepackage.aspxhttp://recruiters.top-consultant.com/UK/clientcentre/choosepackage.aspxhttp://recruiters.top-consultant.com/UK/clientcentre/choosepackage.aspxhttp://recruiters.top-consultant.com/UK/clientcentre/choosepackage.aspxhttp://recruiters.top-consultant.com/UK/clientcentre/choosepackage.aspxhttp://recruiters.top-consultant.com/UK/clientcentre/choosepackage.aspxhttp://recruiters.top-consultant.com/UK/clientcentre/choosepackage.aspxhttp://recruiters.top-consultant.com/UK/clientcentre/choosepackage.aspxhttp://recruiters.top-consultant.com/UK/clientcentre/choosepackage.aspxhttp://recruiters.top-consultant.com/UK/clientcentre/choosepackage.aspxhttp://recruiters.top-consultant.com/UK/clientcentre/choosepackage.aspx


27/28

Find out how your rm could attract consulting hires by:

advertising on our websites advertising in our consultancy-ocused publications

accessing our CV databases

running bespoke careers events

participating in the annual Consultancy Careers Fair

CALL TO SPEAK WITH ONE OF OUR TEAMFor more inormation on Top-Consultants services or i you have any questions about

the data in this report please contact Graeme Underhill, Bryan Hickson or Tony Restell

on 0207 667 6880 or email them on [email protected],

[email protected] [email protected].

REQUEST A BROCHUREAlternatively, please eel ree to request a PDF brochure detailing our services.

You may do so by clicking here.

EMAIL US

Feel ree to email our Customer Services team with any questionsyou may have, using the address [email protected].

2011 Top-Consultant.com. All rights reserved.
mailto:[email protected]:[email protected]://recruiters.top-consultant.com/UK/clientcentre/Solutions.aspxhttp://recruiters.top-consultant.com/UK/clientcentre/Solutions.aspxhttp://recruiters.top-consultant.com/UK/clientcentre/Solutions.aspxhttp://recruiters.top-consultant.com/UK/clientcentre/Solutions.aspxhttp://recruiters.top-consultant.com/UK/clientcentre/Solutions.aspxhttp://www.top-consultant.com/http://recruiters.top-consultant.com/UK/clientcentre/Solutions.aspxhttp://recruiters.top-consultant.com/UK/clientcentre/Solutions.aspxhttp://recruiters.top-consultant.com/UK/clientcentre/Solutions.aspxmailto:[email protected]:[email protected]


28/28

About our Sponsors: Huntswood

Weve always regarded Huntswood as one

o the most ambitious and orward-looking

recruitment rms serving the Management

Consultancy sector. Back in 2000 they were one

o the very rst companies to see the potential

o Top-Consultant.com to transorm the way

that recruiters would source candidates. Whilst

others were worrying about how online would

undermine their businesses, Huntswood were

ocused instead on how the new mediumwould allow them to better serve their clients.

A decade on, it is tting that Huntswood should

be the sponsors o our annual report assessing

trends within the management consultancy

recruitment market. Voted by candidates as

one o the Top 5 recruitment rms serving our

sector, Huntswood is one o the most enduring

and well known brands in the market andagain at the oreront o nding ways to use

the latest online platorms to better serve their

clients and candidates.

Find out more about Huntswood here.
http://www.huntswood.com/recruitment/ideally-placed.aspxhttp://www.huntswood.com/recruitment/ideally-placed.aspxhttp://www.huntswood.com/recruitment/ideally-placed.aspxhttp://www.top-consultant.com/uk/career/appointments.asp?sel_firm=43342http://www.top-consultant.com/http://www.huntswood.com/recruitment/ideally-placed.aspx

Documents

Top-Consultant 2011 Recruitment Channel Report