Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Hudson Update Brochure Q3 2011


Published on

For a regional perspective, the Hudson Update explores hiring expectations and employee trends across England\'s North, Midlands, Home Counties and South West with some interesting findings. Please see the presentation below.

  • Be the first to comment

  • Be the first to like this

Hudson Update Brochure Q3 2011

  1. 1. Q3 - 2011thehudsonupdateeMpLoYee tRends –england’s north, Midlands,home Counties & south West
  2. 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. 3. intRoduCtion Welcome to the hudson the hudson update is issued update. in this edition, for the quarterly and provides periodic second time, we include hiring research and analysis employer expectations and employee expectations. References to trends in england’s home historical data will be made so Counties and south West that comparisons, trends and alongside the Midlands and predictions may be identified the north. the findings in this across the industry. report relate to expectations the survey was completed 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. 4. by nearly 500 employers. the the industry sectors surveyed ∟ information technologytop three highest respondent across the north, Midlands, ∟ Manufacturinggroups were Financial home Counties and south ∟ non-profitServices/Insurance (16.4%), West of england were:Manufacturing (9.8%) and ∟ pharmaceutical ∟ advertising/Marketing/FMCG (8.5%). there was also ∟ professional services Mediasignificant representation from ∟ Construction/property/ ∟ public sectorIT, Professional Services, the engineering ∟ RetailPublic Sector and Retail withan even spread amongst the ∟ education ∟ telecommunicationsremainder. the vast majority of ∟ energy & Resources ∟ tourism & hospitalityrespondents (71.1%) were from ∟ Financial services/ ∟ transportcompanies with 250 people insuranceor more. ∟ utilities ∟ FMCG ∟ Wholesale/distribution ∟ healthcare (public sector) 3
  5. 5. aBout hudson hudson is one of the From single placements to world’s leading providers of outsourced solutions, we permanent recruitment, translate human capital contract professionals, strategies into practical actions outsourced solutions and and measurable results. talent 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. 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 privately owned businesses andin the english Regions, sMes through to Ftse 100we specialise in the and household Blue Chipfollowing functions; companies.Accounting & Finance,HR, IT, Legal, Marketing &Communications, Public 5
  7. 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. 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. 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 comparative purposes. earlier dropped for Q3 201 from 1 FoR Q3 201 net 1. this year we saw an expected Q2 expectations (7.7%). Last InCReASe oF 2.0% net increase of 24.4% in quarter employers in the south in COnTRACT/ permanent hiring, and we are were focusing heavily on TeMPORARy hiRes now seeing further growth stop-gap hiring solutions in expeCted. in this region with employers comparison to their northern predicting a net increase of and Midlands counterparts. 27.9% in permanent hiring for A shift has occurred as Q3. they now appear to be more confident in taking on permanent headcount, suggesting there is increased certainty about the employment market.8
  10. 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. 11. hiRinG tRends BY industRY industRies it was unsurprising to find as information technology expeCtinG a that there was diverse hiring (43.8%) and professional net InCReASe in trends across industries – services (40.7%) also hiRinG. particularly when contrasting showed strong signs of those organisations in the expected permanent hiring private and public sectors. trends. in the permanent market, on the temp/interim side, all private sector industries tourism/hospitality showed demonstrated that at the very the strongest signs of least they expected some growth, though not to the same growth. Yet almost the opposite levels as the lead permanent could be said of public sector hiring trend – with 35.3% of organisations. 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 coming quarter. Robust industries such10
  12. 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. Whereby nearly all of the additions to permanent surveyed industries said they headcount during Q3, thus were either growing or keeping alleviating their need for their permanent headcount, the interims. Public sector health only two that did not, were not- care (23.1%) and education for-profit and public sector (30%) were also expecting organisations, expecting a significant reductions in net decrease of 15.4% and temporary/interim numbers for 3% respectively. their organisations. 11
  13. 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. 14. 13
  15. 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 confidence about their market the MaJoRitY oF their outlook is ‘upbeat and as ‘pessimistic’. it may be that eMpLoYeRs in the optimistic’ 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. 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. 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 on 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. 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 a direct impactoF Respondees on 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. 19. neaRLY thRee When asked what differentiates felt that previous workplaces QuaRteRs (72.5%) a high performing employee would impact an employees 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 Whilst 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. 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. 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 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 – 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. 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 the workforce plan is maximise employees. be high performers and help the success of and remains this ensures the best attraction employers get the right person aligned to key corporate and retention of the right into the role. Without this, in objectives are also 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. 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: 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: e: gary.fay@hudson.comlocal hudson contact: LEE BhAndAL JeMMa RaWLins Leeds Reading t: 01 297 9545 13 t: 01189 522 466 e: e: 21