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The true cost of the recovery

The true cost of recovery June 2014

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The true cost of the recovery

ECONOMIC RECOVERY

SOLID GROWTH

The UK’s economic recovery has been

faster and stronger than expected.

According to the Office for National

Statistics, the UK economy grew by

0.8% in Q1 of 2014.

This marks the fifth consecutive period

of GDP growth, the longest positive run

since the financial crisis.

700

600

500

400

300

200

100

02009 2010 2011 2012 2013

RECRUITMENT TRENDS

WHAT DOES THIS MEAN FOR

RECRUITMENT?

UK businesses want to grow!

Companies can’t grow without hiring the

right people.

Competition for talent is fierce.

Companies need to address their

recruitment and workforce engagement

strategies to attract and retain the best

people when and where they need them.

FORECAST UK

ECONOMIC

GROWTH IN 20142.9%

% OF EMPLOYERS

WHO PLAN TO

INCREASE THE

NUMBER OF PERM

EMPLOYEES

75%In next 3 months

% EMPLOYERS

WHO PLAN TO

INCREASE THE

USE OF AGENCY

LABOUR

48%In next 4-12 months

PERMANENT SALARY

GROWTH IS AT ITS HIGHEST

SINCE 2007

CONTINGENT PAY GROWTH

IS AT ITS HIGHEST SINCE

JULY 2013

2012 SAW THE FIRST

INCREASE IN THE DIVORCE

RATE SINCE 2007

REALISTIC

GROWTH IN SIZE

OF UK RECRUITMENT

MARKET

8%annually

Seasonally adjusted vacancies

Source: ONS

600k

550k

500k

450k

400k

0

2009 2010 2012 Q1-142011 2013

11

10

9

8

7

6

2009 2010 2012 Q1-142011 2013

UN-EMPLOYMENT RATE (%)

The perfect storm of increased demand for

talent and decreased supply is worrying

business leaders.

Against this backdrop, your like for like

costs will increase!

25% OF CEOs SAY THEY WERE

UNABLE TO PURSUE A MARKET

OPPORTUNITY OR HAVE HAD TO

CANCEL OR DELAY A STRATEGIC

INITIATIVE BECAUSE OF TALENT

CHALLENGES

33% OF CEOs ARE CONCERNED

THAT SKILLS SHORTAGES WILL IMPACT

THEIR COMPANY’S ABILITY TO

INNOVATE EFFECTIVELY

“ “

56% OF FS CEOs SEE THE LIMITED

AVAILABILITY OF SKILLS AS A THREAT

TO GROWTH, MORE THAN ANY OTHER

BUSINESS ISSUE

“ “

47% OF HR RESPONDENTS SAID

FINDING TALENT IS THEIR #1

BUSINESS CONCERN

“ “

WORKFORCE AGILITY

PAY-RATE MANAGEMENT

EXTENSION MANAGEMENT

SUPPLIER ENGAGEMENT

DIRECT SOURCING

HOW TO

MINIMISE

THE IMPACT

Recruitment is a board level

priority. Your recruitment strategy

must be aligned directly to

business strategy. We suggest you

start with the following five

suggestions:

BLENDED WORKFORCE – A ‘TALENT’

FAD….

….. OR THE GREATEST OPPORTUNITY

WE HAVE HAD TO HELP SHAPE AND

DELIVER COMPANY STRATEGY?

“WORKFORCE

AGILITY

A blended workforce — one that consists of employees,

consultants, independent contractors and contingent

workers — is quickly becoming the norm among global

companies.

As a first step towards workforce agility: at the point of approval

of a new role, build in a mechanism which enforces

consideration of the various options available.

WORKFORCE AGILITY

COSTSUBJECTIVE

VALUE

PAY RATE

MANAGEMENT

When we buy any product we buy with

either or heads (objective value) or our

hearts (subjective value).

When it comes to people and pay rates,

subjective value is typically high.

In this candidate-led market, it is more

important than ever to make sure you

have accurate benchmarking.

We suggest you start by reviewing the

benchmarking capabilities of your

operating model to understand its

potential limitations.

PAY RATE

MANAGEMENT

GETTING THE PAY RIGHT

1,000 contingent workers

650 hires / new transactions

1,300 extensions

TWICE THE

OPPORTUNITY

EXTENSION

MANAGEMENT

EXTENSION

MANAGEMENT

For an MSP with an average headcount of 1,000 contractors, they

will ‘process’ approx 650 hires pa (churn rate of 65%).

In the same period, the MSP will ‘process’ approximately 1,300

extensions, twice the number of new hires.

So a larger opportunity for your rate alignment exists through

extensions than new hires.

Why not set the objective of ensuring your extension process is

at least as robust as your new hire process in terms of

requirement assessment and pay rate benchmarking?

SUPPLIER RELATIONSHIP MANAGEMENT AS

THE SYSTEMATIC MANAGEMENT OF SUPPLIER

RELATIONSHIPS TO OPTIMIZE VALUE

THROUGH COST REDUCTION

INNOVATION, RISK MITIGATION AND GROWTH

THROUGHOUT THE RELATIONSHIP LIFE CYCLE

“SUPPLIER

ENGAGEMENT

SUPPLIER

ENGAGEMENT

Building relationships with motivated and engaged suppliers will

drive your company’s competitive advantage, ensuring:

1. Quality of service

2. Access to deep talent pools

3. Multiple, relevant, real-time and independent data sources for

benchmarking currency and price

A sensible first step: identify which, if any, of your current sub-

suppliers are key and ask them what they think about your

current operating model.

DIRECT SOURCING

TRAFFIC TO A FTSE

CORPORATE SITE IS

CAREER RELATED40%

PERMANENT HIRES

COME FROM THE

CAREER SITE23.4%

YET ONLY

PERMANENT HIRES

COME FROM

CONTINGENT TO

PERM CONVERSIONS

1.5%

COST QUALITY TENURE

More employers are engaging directly with candidates via their

websites and social media.

Companies are investing in their employer brands and physical

workspaces to attract the best.

There is an opportunity to become more engaged with your contingent

workforce, moving them towards perm opportunities.

A first step: if you don’t do it already, consider advertising your

contingent requirements using your corporate brand and corporate

website.

DIRECT SOURCING

IN SUMMARY

EVERY

JOURNEY

STARTS WITH A

SINGLE STEP

IN SUMMARY

Demand currently outstrips supply of

good candidates in key areas.

This can have a direct impact on growth.

The way we find and manage our

workforce is changing.

To get ahead you need to align your

recruitment directly to business strategy.

There are many challenges to consider

but it can be done!

Russell Beck [email protected] 07710 89 89 04

Simon [email protected] 07554 45 96 64