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The Hudson Update Q3

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  • 1. Q3 - 2011thehudsonupdateeMpLoYee tRends –england’s north, Midlands,home Counties & south West
  • 2. ContentsintRoduCtion 2aBout hudson 4hiRinG tRends in the MidLands & noRth oF enGLand 6hiRinG tRends in the hoMe Counties & south West oF enGLand 8hiRinG tRends BY industRY 10eMpLoYee tRends 16the hudson ReCoMMendation 19ContaCt us 21
  • 3. intRoduCtion Welcome to the hudson the hudson update is update. in this edition, for the issued quarterly and provides second time, we include hiring periodic research and analysis expectations and employee of employer expectations. trends in england’s home References to historical Counties and south West data will be made so that alongside the Midlands and comparisons, trends and the north. the findings in this predictions may be identified report relate to expectations across the industry. for Q3 201 and are based on 1 in-depth research of the region, conducted by interviewing clients across a broad spectrum of industries and job sectors.2
  • 4. the survey was completed by the industry sectors surveyed ∟ information technologynearly 500 employers. the across the north, Midlands, ∟ Manufacturingtop three highest respondent home Counties and south ∟ non-profitgroups were Financial West of england were:Services/Insurance (16.4%), ∟ pharmaceutical ∟ advertising/Marketing/Manufacturing (9.8%) and ∟ professional services MediaFMCG (8.5%). there was also ∟ Construction/property/ ∟ public sectorsignificant representation from engineering ∟ RetailIT, Professional Services, thePublic Sector and Retail with ∟ education ∟ telecommunicationsan even spread amongst the ∟ energy & Resources ∟ tourism & hospitalityremainder. the vast majority of ∟ Financial services/ ∟ transportrespondents (71.1%) were from insurancecompanies with 250 people ∟ utilitiesor more. ∟ FMCG ∟ Wholesale/distribution ∟ healthcare (public sector) 3
  • 5. aBout hudson hudson is one of the world’s From single placements to leading providers of permanent outsourced solutions, we recruitment, contract translate human capital professionals, outsourced strategies into practical actions solutions and talent and measurable results. management services. Beyond placing candidates into With over 2,000 employees in contract, interim, and permanent approximately 20 countries, we roles, we help clients implement help our clients achieve greater effective long-term recruiting organisational performance and retention strategies. Our by assessing, recruiting, underlying goal is to improve developing and engaging the performance at every level. best and brightest people for their businesses.4
  • 6. hudson uK & ireland operates Sector, Sales and Supplyacross 1 offices, all providing 1 Chain & Procurement.localised specialist services to our client list is varied,each market. ranging from privatelyin the english Regions, owned businesses andwe specialise in the sMes through to Ftse 100following functions; and household Blue ChipAccounting & Finance, companies.HR, IT, Legal, Marketing &Communications, Public 5
  • 7. hiRinG tRends in the MidLands & noRth oF enGLand net InCReASe the hudson update for this the increase in both permanent oF 16.2% in region is now into its sixth and contract requirements is PeRMAnenT quarter. as reported in Q2 indeed further testament to a hiRinG 201 while expectations have 1, continuing confidence in the expeCtations FoR somewhat eased this year, the market. Q3 2011. findings for Q3 2011 still the spike in Q2 coincided with represent strong growth the new financial year for many when comparing data to net InCReASe organisations. a subsequent 2010 – particularly in the oF 11.1% in increase of 16.2% and 11.1% permanent hiring sector. the COnTRACT/ for Q3 is extremely positive. first edition of the hudson TeMPORARy hiRes update in 2010 recorded There is also continuous expeCted. a net increase of only 11% pressure to hire ‘the best’ (permanent) and a net decrease talent in the market and many of 6% (contract/temporary) in companies are competing for hiring expectations. although the same highly skilled people growth has slowed on last to join their organisation. quarter, it is evident that the positive market upturn has by no means come to a standstill.6
  • 8. does YouR teaM/Business does YouR teaM/unit expeCt to InCReASe/ Business unit expeCt todeCReASe its PeRMAnenT InCReASe/deCReASe itsSTAFF LeveLs duRinG the COnTRACTInG/TeMPORARyJuLY to septeMBeR 2011 wORkFORCe oveR the JuLYpeRiod? to septeMBeR 201 peRiod? 1 10.7% 12.2% 26.9% 23.2% 62.4% 64.6% increase increase no change no change decrease decrease 7
  • 9. hiRinG tRends in the hoMe Counties & south West oF enGLand net InCReASe this is the second appearance In contrast however, a net oF 27.9% in in the hudson update for this increase of only 2.0% in PeRMAnenT region, so there is a limited contract/temporary hires is hiRinG amount of historical data for expected, this has somewhat expeCtations FoR comparative purposes. dropped for Q3 201 from 1 Q3 201 1. Q2 expectations (7.7%). Last earlier this year we saw an quarter employers in the expected net increase of 24.4% south were focusing heavily net InCReASe oF in permanent hiring, and we are on stop-gap hiring solutions in 2.0% in COnTRACT/ now seeing further growth comparison to their northern TeMPORARy hiRes in this region with employers and Midlands counterparts. expeCted. predicting a net increase of A shift has occurred as 27.9% in permanent hiring for they now appear to be Q3. more confident in taking on permanent headcount, suggesting there is increased certainty about the employment market.8
  • 10. does YouR teaM/Business does YouR teaM/Businessunit expeCt to InCReASe/ unit expeCt to inCReASe/deCReASe its PeRMAnenT deCReASe its COnTRACTInG/STAFF LeveLs duRinG the TeMPORARy wORkFORCeJuLY to septeMBeR 2011 oveR the JuLY topeRiod? septeMBeR 201 peRiod? 1 8.4% 18.4% 20.4% 36.2% 55.4% 61.2% increase increase no change no change decrease decrease 9
  • 11. hiRinG tRends BY industRY industRies it was unsurprising to find quarter. Robust industries such expeCtinG a that there was diverse hiring as information technology net InCReASe in trends across industries – (43.8%) and professional hiRinG. particularly when contrasting services (40.7%) also those organisations in the showed strong signs of private and public sectors. expected permanent hiring trends. in the permanent market, all private sector industries on the temp/interim side, demonstrated that at the very tourism/hospitality showed least they expected some the strongest signs of growth. Yet almost the opposite growth, though not to the same could be said of public sector levels as the lead permanent organisations. hiring trend – with 35.3% of employers in this area indicating In the private sector, utilities they will expand their temp/ by far demonstrated the interim base over the next three strongest level of expected months. these were followed hiring for Q3, with 66.7% of by FMCG (22.5%) and employers surveyed expecting manufacturing (17.1%). to grow their permanent headcount over the coming10
  • 12. industRies Construction/property/ absolutely no change inexpeCtinG nO neT engineering was the only the number of temporary/CHAnGe in hiRinG. collective industry expecting interim staff their organisations literally no net change in engaged. Transport permanent headcount for organisations also expected the next quarter. on the no net change in temporary/ temporary/interim front, it was interim numbers, suggesting interesting to see that 100% of that these industries felt they advertising/media/marketing had reached some level of employers envisaged stabilisation.industRies As non-private organisations Information technologyexpeCtinG a net now endure the fall out from was the only privatedeCReASe in the recession, those industries sector industry expectinghiRinG. with the greatest expected a decrease in temporary net decrease in hiring for Q3 hiring (25%) – and this can predominantly fell within the most likely be attributed to government and not-for-profit the upswing in their expected arena. additions to permanent headcount during Q3, thus Whereby nearly all of the alleviating their need for surveyed industries said they interims. Public sector health were either growing or keeping care (23.1%) and education their permanent headcount, the (30%) were also expecting only two that did not, were not- significant reductions in for-profit and public sector temporary/interim numbers for organisations, expecting a their organisations. net decrease of 15.4% and 3% respectively. 11
  • 13. 12 -30% -20% -10% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% -20% -10% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% advertising/Media/Marketing advertising/Media/Marketing Construction/property/engineering Construction/property/engineering education education Financial services/insurance Financial services/insurance FMCG FMCG heathcare public sector heathcare public sector information technology information technology Manufacturing Manufacturing peRManent hiRinG expeCtations BY industRY non-profit non-profit pharmaceutical pharmaceutical ContRaCt/teMpoRaRY hiRinG expeCtations BY industRY professional services professional services public sector public sector Retail Retail telecommunications telecommunications tourism/hospitality tourism/hospitality transport transport utilities utilities Wholesale/distribution Wholesale/distribution
  • 14. 13
  • 15. eMpLoYee tRends in post-ReCession employers are showing a as many as 16.3% of employers MaRKets, reasonably strong degree were ‘neither optimistic COnFIdenCe of confidence in the post- nor pessimistic’ and 7.7% IS SLOwLy recession market, - 22.5% would describe their level of ReTuRnInG as would go as far as to say their confidence about their market the MaJoRitY oF outlook is ‘upbeat and and as ‘pessimistic’. it may be that eMpLoYeRs in the opportunitistic’ and 51.8% are for some individuals the market enGLish ReGions ‘cautiously optimistic’. is seen to be moving very slowly aRe FeeLinG however, whilst nearly three and as such the thought of a ‘CAuTIOuSLy quarters of respondees fall double dip recession just can’t OPTIMISTIC’ into these ‘glass is half full’ be shaken. (51.8%) aBout categories, not all employers theiR RespeCtive are completely confident that MaRKet. their markets are back on track.14
  • 16. WhiCh oF the FoLLoWinGbeST deSCRIbeS yOuRCuRRenT COnFIdenCeLeveL in ReLation to YouRRespeCtive MaRKet: 1.8% 7.7% 22.4% 16.3% 51.8% upbeat and opportunistic Cautiously optimistic neither optimistic nor pessimistic pessimistic other (please specify) 15
  • 17. neARLy THRee (respondents could select more process. Over one quarter of QuARTeRS OF than one option). employers (27.3%) had made eMPLOyeRS HAve nearly a quarter of employers no changes. perhaps this can MAde CHAnGeS (24.7%) said they had made be attributed to companies to theiR hiRinG it more formalised, and as believing they already have pRoCesses post- much as 23.8% confided robust and cost effective ReCession. that they had become recruitment processes, or prioritising their process and more focused on matching cost improvements in other the candidate to the role, parts of their business. When asked to describe any demonstrating a shift of focus changes made to their hiring away from ‘filling seats’ which processes post recession, was often the fastest but not 38.1% of employers necessarily the best recruitment confidently stated that approach taken by many they had made it more organisations. cost effective, and 28.6% it would appear however, said they had improved it/ that not all organisations made it more streamlined have changed their hiring hoW WouLd You deSCRIbe Any CHAnGeS TO yOuR HIRInG PROCeSS post-ReCession (You MaY seLeCt MoRe than one): 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% More formalised More streamlined/improved More cost effective More focused on matching candidates to role it’s not changed other16
  • 18. as ManY as 48.8% a bad hire could have on do You thinK You have Made a ‘Bad hiRe’ at anYOF eMPLOyeRS their organisation. this staGe in YouR CaReeR?beLIeve A bAd was followed by a loss of 7.4%HIRe wOuLd productivity (72%) and impactHAve A dIReCT on morale (70.4%). over half 19.2%IMPACT On THe the respondents (51%) feltbOTTOM LIne. Yet, that a bad hire could impactneaRLY thRee customer service, 48.8% saw 73.4%QuaRteRs (73.4%) potential for direct impact onoF Respondees the bottom line and 44.8% YesadMitted that felt that cost would come notheY have Made a from lost opportunities unsure‘Bad hiRe’ at soMe (opportunity cost).staGe in theiR With employers so aware ofCaReeR. the impact a bad hire can have stage in their career. only on their organisation, it was 19.2% of employers were extremely interesting to note confident that they had notA negative impact on that nearly three quarters – made a bad hire, and 7.4%teamwork was the most 73.4% - of respondees said were unsure.commonly stated effect that they thought they had When looking at the percentage(78.4%) employers thought made a bad hire at some of hires individual employers had made throughout theirWhat eFFeCT dO yOu beLIeve A bAd HIRe COuLd career, only 10.7% felt thatHAve On yOuR ORGAnISATIOn? (You Can seLeCtMoRe than one) all their hires had met or90% exceeded their expectations.80% the majority (54.5%) fell into70% the category of having 10-20%60%50% of their hires not meeting initial40% expectations, suggesting that30% over half of employers are20%10% potentially unhappy with up 0% to one in five of their hires. negative impact on team work Loss of productivity impact on morale negative opportunity cost negative impact on customer service impact on the bottom line other 17
  • 19. neaRLY thRee When asked what differentiates felt that previous workplaces QuaRteRs (72.5%) a high performing employee would impact an employee’s OF eMPLOyeRS from an average employee, superiority. however, only beLIeve THAT A 72.5% of respondees stated 12.8% thought level or type HIGHeR QuALITy that a higher quality of work of education would impact OF wORk IS wHAT was a key attribute. an employee’s performance. dIFFeRenTIATeS Higher productivity was also While this is often a key HIGH PeRFORMInG seen by 60.8% of employers criteria set by employers for eMPLOyeeS in the english Regions to be a candidates when applying for FRoM aveRaGe differentiator, followed by the a role, overall employers do eMpLoYees. type of experience (39.6%) not see a strong correlation between education and and ability to boost team actual performance. this may morale at 29.3%. interestingly, be attributed to education now not even a fifth (19.6%) of being perceived as a hygiene employers thought that factor - employers expect years of experience was a recruits to have certain types differentiator, and only 17.2% and levels of education as standard. wHAT dO yOu beLIeve dIFFeRenTIATeS A HIGH PeRFORMInG eMPLOyee FRoM an aveRaGe eMpLoYee (You Can seLeCt MoRe than one): 80% 70% 60% 50% 40% 30% 20% 10% 0% higher productivity higher quality of work Level/type of education previous workplace Years of experience type of experience ability to boost team morale other18
  • 20. the hudson ReCoMMendationRoBust just a good hire, but the best advantage, and there are aReCRuitMent: the hire, is vital in this increasingly number of techniques andonLY SuRe-FIRe to competitive environment. as we factors that organisationsavoid MISS-HIRe are not yet ‘completely out of should consider and incorporate the woods’ and with employers into their recruitment processes. still cautiously optimistic about This ensures that the their markets, focus will be future of an organisation isResearch from harvard on the longer term value maximised through its HRBusiness school has shown that employees can bring to strategy.that the cost of a bad hire organisations.is three to five times anannual salary package. Yet, as such, employers need stRateGiC WoRKFoRCewith nearly three quarters to create a multi-faceted pLanninGof employers in the english recruitment process that is strategic workforce planningRegions saying that they have strategically devised and is the process that allows anmade a bad hire in their career, aligned with their business organisation to anticipatelocal employers are enduring or corporate plans. An human resource needsexcessive and avoidable costs. organisation can not achieve for today and the future, to its long-term objectives,ultimately every staff support and enhance strategic without the right humanmember will contribute plans. it creates the right resources.to – or deduct from – an framework to develop businessorganisation’s performance, people are key to gaining progression and growth, andand making every hire not and maintaining competitive is comprised of a process 19
  • 21. that assists in identifying and of work. organisations must evp, they must then ensure that assessing, acquiring, developing develop a clear employee their recruitment procedures and retaining employees that value proposition (evp) are rigorous and fit for the have the highest potential and which supports their strategic purpose of identifying the can bring the most value to an workforce planning. best performers to bring into organisation. their teams. To build a strong evP, Whilst the process itself will vary essentially employers should though our research indicates between organisations, typically consider what it is that that there has been some workforce planning assists in makes their organisation movement towards placing the identification of the best unique and highly sought greater focus on better staff, the necessary attributes as an employer brand of matching candidates to roles, and key competencies required choice. it acts as an attraction there is still more that can be to support future organisational and retention tool, and done on this front. direction, and analysis of serves the purpose of clearly A robust hiring process current staff levels to identify demonstrating the benefits of includes sophisticated gaps or surpluses in workforce. working for one organisation measures to identify those Regular evaluations to ensure over another to candidates and who have the potential to be the workforce plan is maximised employees. high performers, and help and remains aligned to key this ensures the best attraction employers get the right person corporate objectives are also and retention of the right into the role. Without this, in critical. employees – competitive this competitive environment, the strategic workforce plan advantage can not be organisations will lose the can help build information obtained and maintained if chance of competitive edge, as for both short and long term the talent required to help the consequences of getting decision making, therefore an organisation achieve its hires wrong are much further providing the flexibility to strategic goals is lost to the reaching than the visible direct adapt quickly and effectively competition. costs. to changing market of course, there is no value It is a combination of conditions. in creating the proposition, strategic workforce planning, eMpLoYee vaLue if it’s not communicated and a strong evP and rigorous pRoposition executed effectively. recruitment processes that it is near impossible to attract will minimise and eliminate and retain the best people RiGoRous ReCRuitMent the chance of miss-hires pRoCeduRes needed to deliver strategic and maximise an organisation’s once employers have laid workforce plans when an ability to reach its corporate the foundations of workforce organisation is not considered objectives and gain competitive planning and have built a strong to be a highly desirable place advantage.20
  • 22. ContaCt usWe hope you found this report JAMIe wILLS FRAnk wAdSwORTH Birmingham Manchesterinteresting and informative. t: 0121 600 7739 t: 0161 819 7541to discuss this the hudson e: jamie.wills@hudson.com e: frank.wadsworth@hudson.comupdate in more detail, or for aconfidential discussion about STeven undeRwOOd GARy FAy Bristol Milton Keynesany of your recruitment needs, t: 01173 330 000 t: 01908 547 817please get in touch with your e: steven.underwood@hudson.com e: gary.fay@hudson.comlocal hudson contact: Lee bHAndAL JeMMA RAwLInS Leeds Reading t: 01 297 9545 13 t: 01189 522 466 e: lee.bhandal@hudson.com e: jemma.rawlins@hudson.com 21