1) The document discusses trends in recruitment and staff retention in the pensions industry, noting an increase in staff confidence to change jobs while demand for talent also rises.
2) It finds that while availability of candidates remains tight, many employers plan to increase headcount and use temporary agency workers to access strategic skills.
3) Key challenges for the industry include complex legislation, uncertainty from regulatory changes, lack of expertise as experienced staff leave, and moving from a sales to service culture with the removal of commissions. Salaries are expected to increase modestly by 2-3% while incentives and bonuses take on greater importance in attracting and keeping top talent.
The document discusses trends in the UK pensions industry labor market based on surveys. It finds:
- Hiring intentions remain resilient as most employers plan to increase or maintain headcounts despite some economic uncertainty.
- Employees are increasingly changing roles for career progression or higher pay as the market remains buoyant with opportunities.
- Salary remains the top motivation for changing roles, though benefits like flexibility and bonuses are also highly valued.
- Skills shortages exist, especially for experienced candidates, creating upward pressure on salaries in some in-demand fields like technology.
Staff Attrition Rates and Staff Turnover Rates 2013great-with-talent
great{with}talent conducted research in October 2013 into attrition rates and staff turnover rates in the UK. This presentation shows significant trends relating to industry, attrition geography, employee retention challenges and what companies are doing to combat these issues.
They also offer predictions for future staff turnover rates and attrition rates.
In February 2014, the Michael Page Human Resources and Legal teams delivered a presentation to clients which included insights on the economy, current industry trends, salaries and the evolving labour market.
Interim Partners - Research White Paper 2014Claire Carter
The document discusses interim managers and the UK business environment. It finds that the use of interim managers at senior levels is increasing as businesses focus more on performance. While cost-cutting pressure has eased, the pressure to deliver results remains high. This has led to greater demand for interim managers who can prove they can improve performance. The document also examines which sectors and roles interim managers expect to see the highest demand for in the coming year, with project/programme delivery roles expected to be most in demand.
The document discusses trends in global employee engagement based on Aon Hewitt's research from 2008-2010. Some key points:
- The global average employee engagement score dropped from 60% in 2009 to 56% in 2010, the largest decline in 15 years. However, Q4 2010 saw a recovery.
- The top 3 global engagement drivers in 2010 were career opportunities, brand alignment, and recognition.
- Engagement scores decreased the most in Asia-Pacific, Europe, and North America from 2009-2010.
- Companies with high engagement (65%+) outperformed the stock market by 22% while those with low engagement (45%-) underperformed by 28%.
Executive Employment Trends Report Q3 2019BPI group
The document summarizes executive employment trends in Q3 2019 based on data from BPI group's Executive Transition Services clients. The following key points are made:
- Job searches are taking longer across all executive levels compared to a year ago, averaging 5.4 months. Those over 51 and with lower salaries took the longest.
- 89% of clients accepted new roles in organizations, down from 93% last year. New business starts increased 4% year-over-year.
- Salaries over $250,000 increased 5% while those between $75-150K decreased 6%. Demand remains highest for senior executives.
- Networking was the most common method for finding new jobs, used
With over 40 years in the staffing industry, we have helped our clients’ stay ahead of the curve by creating solutions that positively impact their’ key projects.
Now more than ever it is important to partner up with a staffing firm with the resources so you can benchmark your goals to what actually exists in the marketplace.
The document provides an overview of the UK management consultancy market in autumn 2013. It indicates that consultancies and their clients are increasingly optimistic for 2014, exports of professional services are growing strongly, and consultancies are hiring more but salaries have remained flat since 2008. While demand for consultants' services is rising, salaries have not increased significantly in order to attract new talent or encourage switching between firms. The document then provides detailed information on typical salary levels and structures for different roles within consultancies operating in London and elsewhere in the UK.
The document discusses trends in the UK pensions industry labor market based on surveys. It finds:
- Hiring intentions remain resilient as most employers plan to increase or maintain headcounts despite some economic uncertainty.
- Employees are increasingly changing roles for career progression or higher pay as the market remains buoyant with opportunities.
- Salary remains the top motivation for changing roles, though benefits like flexibility and bonuses are also highly valued.
- Skills shortages exist, especially for experienced candidates, creating upward pressure on salaries in some in-demand fields like technology.
Staff Attrition Rates and Staff Turnover Rates 2013great-with-talent
great{with}talent conducted research in October 2013 into attrition rates and staff turnover rates in the UK. This presentation shows significant trends relating to industry, attrition geography, employee retention challenges and what companies are doing to combat these issues.
They also offer predictions for future staff turnover rates and attrition rates.
In February 2014, the Michael Page Human Resources and Legal teams delivered a presentation to clients which included insights on the economy, current industry trends, salaries and the evolving labour market.
Interim Partners - Research White Paper 2014Claire Carter
The document discusses interim managers and the UK business environment. It finds that the use of interim managers at senior levels is increasing as businesses focus more on performance. While cost-cutting pressure has eased, the pressure to deliver results remains high. This has led to greater demand for interim managers who can prove they can improve performance. The document also examines which sectors and roles interim managers expect to see the highest demand for in the coming year, with project/programme delivery roles expected to be most in demand.
The document discusses trends in global employee engagement based on Aon Hewitt's research from 2008-2010. Some key points:
- The global average employee engagement score dropped from 60% in 2009 to 56% in 2010, the largest decline in 15 years. However, Q4 2010 saw a recovery.
- The top 3 global engagement drivers in 2010 were career opportunities, brand alignment, and recognition.
- Engagement scores decreased the most in Asia-Pacific, Europe, and North America from 2009-2010.
- Companies with high engagement (65%+) outperformed the stock market by 22% while those with low engagement (45%-) underperformed by 28%.
Executive Employment Trends Report Q3 2019BPI group
The document summarizes executive employment trends in Q3 2019 based on data from BPI group's Executive Transition Services clients. The following key points are made:
- Job searches are taking longer across all executive levels compared to a year ago, averaging 5.4 months. Those over 51 and with lower salaries took the longest.
- 89% of clients accepted new roles in organizations, down from 93% last year. New business starts increased 4% year-over-year.
- Salaries over $250,000 increased 5% while those between $75-150K decreased 6%. Demand remains highest for senior executives.
- Networking was the most common method for finding new jobs, used
With over 40 years in the staffing industry, we have helped our clients’ stay ahead of the curve by creating solutions that positively impact their’ key projects.
Now more than ever it is important to partner up with a staffing firm with the resources so you can benchmark your goals to what actually exists in the marketplace.
The document provides an overview of the UK management consultancy market in autumn 2013. It indicates that consultancies and their clients are increasingly optimistic for 2014, exports of professional services are growing strongly, and consultancies are hiring more but salaries have remained flat since 2008. While demand for consultants' services is rising, salaries have not increased significantly in order to attract new talent or encourage switching between firms. The document then provides detailed information on typical salary levels and structures for different roles within consultancies operating in London and elsewhere in the UK.
The US unemployment rate fell slightly to 7.3% in August as the economy added 169,000 jobs, below expectations. While retail and healthcare saw gains, information saw losses. The unemployment rate is down from a year ago but long-term unemployment remains high. Job growth was strongest in retail but overall hiring slowed, signaling a weakening labor market.
The document summarizes insights from a survey on 2013 salaries and employment in the UK. It finds that workplaces remain under stress as employees take on more work with fewer resources. While pay raises were modest, rewarding high performance is a priority for businesses. The outlook for 2013 is cautiously optimistic, with some growth and job creation expected as businesses invest, though economic uncertainty remains.
The document summarizes insights from a survey on 2013 salaries and employment in the UK. It finds that workplaces remain under stress as employees take on more work with fewer resources. While pay raises were modest, rewarding high performance is a priority for businesses. The outlook for 2013 is cautiously optimistic, with some growth and job creation expected as businesses invest, though economic conditions will remain challenging overall.
The document summarizes insights from a survey on 2013 salaries and employment in the UK. It finds that workplaces remain under stress as employees take on more work with fewer resources. While pay raises were modest, rewarding high performance is a priority for businesses. The outlook for 2013 is cautiously optimistic, with some growth and job creation expected as businesses invest, though economic uncertainty remains.
The document summarizes insights from a survey on 2013 salaries and employment in the UK. It finds that workplaces remain under stress as employees take on more work with fewer resources. While pay raises were modest, rewarding high performance is a priority for businesses. The outlook for 2013 is cautiously optimistic, with some growth and job creation expected as businesses invest, though economic uncertainty remains.
Hudson Salary Survey and Employment Insights 2013Mat Knutton
The document summarizes insights from a survey on 2013 salaries and employment in the UK. It finds that workplaces remain under stress as employees take on more work with fewer resources. While pay raises were modest, rewarding high performance is a priority for businesses. The outlook for 2013 is cautiously optimistic, with some growth and job creation expected as businesses invest, though economic conditions will remain challenging overall.
Hudson 2013 IT Employee Insight & Salary guideSteven Jagger
The document summarizes insights from a survey on 2013 salaries and employment in the UK. It finds that workplaces remain under stress as employees take on more work with fewer resources. While pay raises were modest, rewarding high performance is a priority for businesses. The outlook for 2013 is cautiously optimistic, with some growth and job creation expected as businesses invest, though economic uncertainty remains.
The document provides strategies for organizations to enhance employee retention and become an employer of choice. Some key points discussed include:
1) Hiring the right people and avoiding common hiring mistakes can help with retention. Conducting behavioral interviews and focusing on competencies can identify the best candidates.
2) New employees should be properly onboarded through a thorough orientation process, not just a one-day program. Ensuring a smooth first week is important to set employees up for success.
3) Recognition and praise from managers can significantly impact retention. Simple, creative recognition gestures are appreciated by employees more than monetary rewards alone.
4) Having core values of ethics, integrity, honesty and trust builds organizations that
Administrative salaries in the United States are projected to increase 3-4% in 2015. Demand remains high for skilled administrative professionals, especially in healthcare. Key hiring trends include companies seeking experienced assistants to support business growth and temporary-to-full-time arrangements. Skills in demand include communication strength, technical proficiency, initiative, and industry experience. Administrative salaries vary regionally but healthcare, customer service, and executive assistant roles command higher pay.
The document summarizes the key findings of the 2011 Global Employee Benefit Plan Survey conducted by Employee Benefit Solutions, Inc. The survey represented over 11,000 globally mobile expatriate and local employees of over 100 organizations worldwide. Some of the main findings included an aging expatriate population with an average age of 46 years and 10.5 years of service. Median health care costs increased 7.1% and communication issues remained the top challenge for globally mobile employees. Retirement plans for expatriates and local hires also presented compliance issues for organizations.
The document summarizes key findings from the July Bureau of Labor Statistics employment report. It notes that while 162,000 new jobs were added in July and the unemployment rate edged down to 7.4%, many of the new jobs were in lower-paying industries. It also reports that the number of long-term unemployed and marginally attached workers remains high. Overall, the report suggests the job market is not improving rapidly but there was also no clearly negative news that would threaten the Federal Reserve's economic stimulus programs.
- Recent surveys show employers are more positive about hiring in 2014-15 after a few difficult years. However, a skills shortage threatens as recruitment increases, especially for highly skilled roles.
- While some job functions have a surplus of candidates, employers report difficulty finding suitable talent for junior to mid management roles in areas like operations, accounting, engineering, IT and sales.
- Most employers plan to increase salaries by less than 3% and make only modest increases to permanent headcount over the coming year, focusing on retaining existing skilled staff through stable pay and a flexible workforce. Skills shortages remain a challenge and may impact business operations.
Sample Business Analysis and Benchmark Report Dalton Shahan
ADP's Benchmarking capabilities allow us to give business owners a detailed look into how their company stacks up within their industry. With this data and ADP's expertise, we are able to provide solutions and programs that help the business excel within their field, often times becoming a preferred employer among their peers.
Developing Talent Acquisition Strategies for the Fully - Employed40hrsvn
- 79% of the fully-employed professional workforce in North America are satisfied or very satisfied with their current jobs, though only a slight increase since 2010. However, job seeking activity has not decreased and more are actively looking or open to new opportunities.
- Despite high job satisfaction levels, 55% of very satisfied and 90% of satisfied employees would consider changing jobs for the right opportunity. Retention of all employees, but especially high performers, could become an issue if the economy strengthens.
- In order to attract and hire passive candidates, companies need recruiting strategies tailored to candidates' career zones and long-term career needs, rather than relying solely on job descriptions and standard hiring processes designed for active job seekers.
The document discusses trends in the Australian and New Zealand job markets and salaries as reported in the 2013 Hays Salary Guide. It finds that while employers are cautiously optimistic about the year ahead, many expect business activity and permanent staffing levels to increase in the coming months. The largest skills shortages are reported to be for junior to mid-level managers in operations, accounting/finance, engineering, and IT. A majority of employers indicate that skills shortages could impact business operations and that they may consider sponsoring overseas candidates to address shortages.
This unique research shares insight into the primary engagement drivers of over 600 professionals in the Luxembourg market and how you can use this to drive your organisations performance.
Watermark Search International 2016 Interim Management SurveyGraham Willis
The document summarizes the key findings of the Sixth Annual Australian Interim Management Survey conducted by Watermark Search International. Some of the main findings include:
- Interim managers are finding work within a shorter time period compared to previous years. There are also more interim managers currently working on assignments.
- There has been notable growth in interim roles related to business transformation and opportunities in the government sector.
- The majority of interim managers are in the 50-59 age group, though the 60+ group is increasing. Most interim managers are male.
- Interim managers typically work at general manager, C-suite or board director levels, and most commonly in operations, finance, project management and IT functions.
The document is a survey report from Sphere Digital Recruitment about employee benefits and attitudes. It finds that over 94% of candidates surveyed said benefits were very important or influenced their decision to join or stay with a company. The top three preferred benefits were working from home, bonuses, and healthcare. Working from home was especially important for those in brand and ad tech roles. The report recommends companies review their benefits against peers, listen to employee feedback, and address benefits to attract and retain top talent.
This document summarizes key findings from the 2012 Recruiting Benchmarks Survey conducted by the National Association of Colleges and Employers (NACE). Some of the main findings include:
1) Approximately 68% of respondents only recruit within the US for US operations, while 26% recruit both within the US and internationally for both US and international operations.
2) On average, 51.6% of entry-level hires in 2011-12 were new college graduates, up from 45% in 2010-11. Bachelor's degree graduates accounted for 76% of college hires, down from over 81% previously.
3) Over three-quarters of respondents have a college relations and recruiting department, with
The document summarizes key findings from a recent Bureau of Labor Statistics report on employment in July. Some key points:
- Nonfarm payroll employment increased by 162,000 in July and the unemployment rate edged down to 7.4%. Several industries like retail trade and food services saw new job growth.
- The number of long-term unemployed (over 27 weeks) was little changed at 4.2 million, though it has declined by 921,000 over the past year.
- The civilian labor force participation rate was unchanged at 63.4% in July. No significant changes in other employment indicators like involuntary part-time employment or those marginally attached to the labor force were reported.
-
The US unemployment rate fell slightly to 7.3% in August as the economy added 169,000 jobs, below expectations. While retail and healthcare saw gains, information saw losses. The unemployment rate is down from a year ago but long-term unemployment remains high. Job growth was strongest in retail but overall hiring slowed, signaling a weakening labor market.
The document summarizes insights from a survey on 2013 salaries and employment in the UK. It finds that workplaces remain under stress as employees take on more work with fewer resources. While pay raises were modest, rewarding high performance is a priority for businesses. The outlook for 2013 is cautiously optimistic, with some growth and job creation expected as businesses invest, though economic uncertainty remains.
The document summarizes insights from a survey on 2013 salaries and employment in the UK. It finds that workplaces remain under stress as employees take on more work with fewer resources. While pay raises were modest, rewarding high performance is a priority for businesses. The outlook for 2013 is cautiously optimistic, with some growth and job creation expected as businesses invest, though economic conditions will remain challenging overall.
The document summarizes insights from a survey on 2013 salaries and employment in the UK. It finds that workplaces remain under stress as employees take on more work with fewer resources. While pay raises were modest, rewarding high performance is a priority for businesses. The outlook for 2013 is cautiously optimistic, with some growth and job creation expected as businesses invest, though economic uncertainty remains.
The document summarizes insights from a survey on 2013 salaries and employment in the UK. It finds that workplaces remain under stress as employees take on more work with fewer resources. While pay raises were modest, rewarding high performance is a priority for businesses. The outlook for 2013 is cautiously optimistic, with some growth and job creation expected as businesses invest, though economic uncertainty remains.
Hudson Salary Survey and Employment Insights 2013Mat Knutton
The document summarizes insights from a survey on 2013 salaries and employment in the UK. It finds that workplaces remain under stress as employees take on more work with fewer resources. While pay raises were modest, rewarding high performance is a priority for businesses. The outlook for 2013 is cautiously optimistic, with some growth and job creation expected as businesses invest, though economic conditions will remain challenging overall.
Hudson 2013 IT Employee Insight & Salary guideSteven Jagger
The document summarizes insights from a survey on 2013 salaries and employment in the UK. It finds that workplaces remain under stress as employees take on more work with fewer resources. While pay raises were modest, rewarding high performance is a priority for businesses. The outlook for 2013 is cautiously optimistic, with some growth and job creation expected as businesses invest, though economic uncertainty remains.
The document provides strategies for organizations to enhance employee retention and become an employer of choice. Some key points discussed include:
1) Hiring the right people and avoiding common hiring mistakes can help with retention. Conducting behavioral interviews and focusing on competencies can identify the best candidates.
2) New employees should be properly onboarded through a thorough orientation process, not just a one-day program. Ensuring a smooth first week is important to set employees up for success.
3) Recognition and praise from managers can significantly impact retention. Simple, creative recognition gestures are appreciated by employees more than monetary rewards alone.
4) Having core values of ethics, integrity, honesty and trust builds organizations that
Administrative salaries in the United States are projected to increase 3-4% in 2015. Demand remains high for skilled administrative professionals, especially in healthcare. Key hiring trends include companies seeking experienced assistants to support business growth and temporary-to-full-time arrangements. Skills in demand include communication strength, technical proficiency, initiative, and industry experience. Administrative salaries vary regionally but healthcare, customer service, and executive assistant roles command higher pay.
The document summarizes the key findings of the 2011 Global Employee Benefit Plan Survey conducted by Employee Benefit Solutions, Inc. The survey represented over 11,000 globally mobile expatriate and local employees of over 100 organizations worldwide. Some of the main findings included an aging expatriate population with an average age of 46 years and 10.5 years of service. Median health care costs increased 7.1% and communication issues remained the top challenge for globally mobile employees. Retirement plans for expatriates and local hires also presented compliance issues for organizations.
The document summarizes key findings from the July Bureau of Labor Statistics employment report. It notes that while 162,000 new jobs were added in July and the unemployment rate edged down to 7.4%, many of the new jobs were in lower-paying industries. It also reports that the number of long-term unemployed and marginally attached workers remains high. Overall, the report suggests the job market is not improving rapidly but there was also no clearly negative news that would threaten the Federal Reserve's economic stimulus programs.
- Recent surveys show employers are more positive about hiring in 2014-15 after a few difficult years. However, a skills shortage threatens as recruitment increases, especially for highly skilled roles.
- While some job functions have a surplus of candidates, employers report difficulty finding suitable talent for junior to mid management roles in areas like operations, accounting, engineering, IT and sales.
- Most employers plan to increase salaries by less than 3% and make only modest increases to permanent headcount over the coming year, focusing on retaining existing skilled staff through stable pay and a flexible workforce. Skills shortages remain a challenge and may impact business operations.
Sample Business Analysis and Benchmark Report Dalton Shahan
ADP's Benchmarking capabilities allow us to give business owners a detailed look into how their company stacks up within their industry. With this data and ADP's expertise, we are able to provide solutions and programs that help the business excel within their field, often times becoming a preferred employer among their peers.
Developing Talent Acquisition Strategies for the Fully - Employed40hrsvn
- 79% of the fully-employed professional workforce in North America are satisfied or very satisfied with their current jobs, though only a slight increase since 2010. However, job seeking activity has not decreased and more are actively looking or open to new opportunities.
- Despite high job satisfaction levels, 55% of very satisfied and 90% of satisfied employees would consider changing jobs for the right opportunity. Retention of all employees, but especially high performers, could become an issue if the economy strengthens.
- In order to attract and hire passive candidates, companies need recruiting strategies tailored to candidates' career zones and long-term career needs, rather than relying solely on job descriptions and standard hiring processes designed for active job seekers.
The document discusses trends in the Australian and New Zealand job markets and salaries as reported in the 2013 Hays Salary Guide. It finds that while employers are cautiously optimistic about the year ahead, many expect business activity and permanent staffing levels to increase in the coming months. The largest skills shortages are reported to be for junior to mid-level managers in operations, accounting/finance, engineering, and IT. A majority of employers indicate that skills shortages could impact business operations and that they may consider sponsoring overseas candidates to address shortages.
This unique research shares insight into the primary engagement drivers of over 600 professionals in the Luxembourg market and how you can use this to drive your organisations performance.
Watermark Search International 2016 Interim Management SurveyGraham Willis
The document summarizes the key findings of the Sixth Annual Australian Interim Management Survey conducted by Watermark Search International. Some of the main findings include:
- Interim managers are finding work within a shorter time period compared to previous years. There are also more interim managers currently working on assignments.
- There has been notable growth in interim roles related to business transformation and opportunities in the government sector.
- The majority of interim managers are in the 50-59 age group, though the 60+ group is increasing. Most interim managers are male.
- Interim managers typically work at general manager, C-suite or board director levels, and most commonly in operations, finance, project management and IT functions.
The document is a survey report from Sphere Digital Recruitment about employee benefits and attitudes. It finds that over 94% of candidates surveyed said benefits were very important or influenced their decision to join or stay with a company. The top three preferred benefits were working from home, bonuses, and healthcare. Working from home was especially important for those in brand and ad tech roles. The report recommends companies review their benefits against peers, listen to employee feedback, and address benefits to attract and retain top talent.
This document summarizes key findings from the 2012 Recruiting Benchmarks Survey conducted by the National Association of Colleges and Employers (NACE). Some of the main findings include:
1) Approximately 68% of respondents only recruit within the US for US operations, while 26% recruit both within the US and internationally for both US and international operations.
2) On average, 51.6% of entry-level hires in 2011-12 were new college graduates, up from 45% in 2010-11. Bachelor's degree graduates accounted for 76% of college hires, down from over 81% previously.
3) Over three-quarters of respondents have a college relations and recruiting department, with
The document summarizes key findings from a recent Bureau of Labor Statistics report on employment in July. Some key points:
- Nonfarm payroll employment increased by 162,000 in July and the unemployment rate edged down to 7.4%. Several industries like retail trade and food services saw new job growth.
- The number of long-term unemployed (over 27 weeks) was little changed at 4.2 million, though it has declined by 921,000 over the past year.
- The civilian labor force participation rate was unchanged at 63.4% in July. No significant changes in other employment indicators like involuntary part-time employment or those marginally attached to the labor force were reported.
-
The document summarizes key findings from a 2014 survey of C-suite executives and HR/benefits managers on trends in employee benefits. The survey found that while opinions are split on the impacts of healthcare reform, it is driving changes to benefits. Top objectives are improving productivity, retention and morale. Most companies measure ROI of benefits and feel effective at it. Short-term goals center on productivity and costs, while long-term focuses more on costs. Many companies have already made changes to benefits like increasing employee premium share and reviewing spouse coverage.
The document discusses the challenges that organizations face in attracting and retaining critical talent globally. It finds that nearly three-quarters of organizations have difficulties attracting critical-skill employees, and over half have problems retaining them. Additionally, employees are experiencing high levels of stress and pressure. The document advocates that organizations focus on crafting an effective employee value proposition (EVP) to balance employer and employee needs. It presents a model showing that communicating, delivering, segmenting, and differentiating the EVP leads to better outcomes of engagement, attraction, retention, and financial performance. Organizations are grouped based on their progress with the EVP, with the most advanced group customizing EVPs and experiencing the best results.
The Next High-Stakes Quest - Balancing Employer and Employee Priorities by To...Elizabeth Lupfer
The document discusses the challenges that organizations face in attracting and retaining critical talent. It finds that nearly three-quarters of organizations have difficulties attracting critical-skill employees, and over half have problems retaining them. Additionally, employees are experiencing high levels of stress and pressure at work. The document advocates that organizations focus on crafting an effective employee value proposition (EVP) to balance employer and employee needs. It presents a model showing that organizations that effectively communicate their EVP, deliver on EVP promises, segment their workforce, and differentiate their EVP achieve better engagement, attraction, retention and financial outcomes.
This document provides an overview and analysis of the key findings from PayScale's 2016 Compensation Best Practices Report (CBPR), which surveyed nearly 7,600 business leaders. Some of the top insights include: while 73% of employers consider their employees fairly paid, only 36% of employees feel fairly paid; compensation remains a top reason employees leave companies; and top performing companies are more likely to embrace pay transparency and give raises compared to average companies. The report also finds that most companies expect financial improvement in 2016 and are optimistic about the future, though retaining talent and a skills gap remain ongoing challenges.
There has been a 40% increase in demand for HR project leads in the interim space; candidates that have experience working across a number of client groups, and those that specialize in HR restructures and organisational change have been highly sought after.
The document provides an overview of trends in the Commerce & Industry (C&I) sector in Singapore including C&I industry trends, recruitment trends, and salary levels. Specifically:
- The C&I sector saw increased business activity and positive growth outlook in 2013 and 2014. Key trends included companies innovating products and streamlining costs.
- Recruitment outlook for 2014 remains positive with companies expanding workforces or replacing staff. In-demand skills include business partnering, tax, treasury, costing and pricing.
- Salary levels remained similar to 2013 with typical increases of 4-6% annually. Changing jobs saw increases of 10-15% on average.
The document discusses sustainable graduate recruitment strategies when an organization's economy slows. It recommends:
1) Aligning graduate recruitment with the overall business strategy to demonstrate how it meets strategic objectives.
2) Differentiating the organization as an employer through meaningful mentoring and knowledge sharing.
3) Maximizing low-cost engagement opportunities like pre-graduate programs, social media branding, and low-cost campus events.
4) Measuring return on investment to prove graduate hiring's value when justifying budgets.
Employee retention human resource l concepts l topics l definitions l labou...Preeti Bhaskar
This document discusses various topics related to employee motivation and retention. It covers theories of motivation, methods for motivating employees, ways to motivate without pay increases, and strategies for employee retention. Specifically, it discusses the importance of compensation, career growth opportunities, work-life balance, recognition, feedback, and creating a positive work environment to improve employee retention. It also addresses some common myths about retention, noting that hiring, training, and supporting employees during organizational changes can significantly impact whether employees choose to stay or leave an organization.
The survey found that while over 60% of employees understand the factors that affect compensation, less than 55% are satisfied with their compensation, with dissatisfaction highest among employees in the technology, media, and telecommunications industry and the industrial, infrastructure, and consumer industry. Employers generally have a higher view of compensation satisfaction and understanding of compensation factors than employees. The survey also revealed gaps between employer and employee perspectives on the importance of various rewards elements.
The survey found that while over 60% of employees understand the factors that affect compensation, less than 55% are satisfied with their compensation, with dissatisfaction highest among employees in the technology, media, and telecommunications industry and the industrial, infrastructure, and consumer industry. Employers generally have a higher view of compensation satisfaction and understanding of compensation factors than employees. There are also differences in perceptions between genders, with women expressing higher satisfaction than men.
Executive Employment Trends Report Q3 2017 - Q3 2018BPI group
The document summarizes an executive employment trends report from Q3 2017 to Q3 2018. Some key findings include:
- The average length of an executive job search was 4.9 months, lower than national averages.
- Networking accounted for 71% of how executives found new jobs.
- Higher paid, more educated, experienced, and older executives took longer to transition but times were lower than 5 years ago.
- 89% of executives pursued similar or better re-employment rather than retirement or entrepreneurship.
BPI group Executive Employment Trends Report Q3 2017 - Q3 2018BPI group
BPI group's Executive Employment Trends Report offers visibility into the executive job market. The findings of this report are based on landing data collected on our Executive Transition Services clients who completed their job search between Q3 2017 and Q3 2018.
Executive Employment Trends Report Q2 2019BPI group
Our Executive Employment Trends Report Q2 2019 provides insights into landing data for our Executive Transition Services clients who completed their job search between Q3 of 2018 and Q2 of 2019.
Recruitment activities have started picking up. Organizations are experiencing
2 challenges the most in attracting Top talent: Availability and Compensation &
Benefits.
Ciel Works has brought this research to help you craft talent strategies for your organisation and win in this dynamic business environment
for more details visit us on
http://www.cielhr.com/research/
http://www.cielhr.com/
2014 Compensation and Benefits Trends in the GCC ReportThe HR Observer
As the economic forecast for the region brightens up, many organisations are preparing for business growth and expansion. This has a great impact on the people operations in the business and especially on compensation and benefits to ensure employee pay and benefits are competitive to retain and engage top talent. The report summaries a GCC wide survey conducted with nearly 160 companies across many sectors. Respondents were asked to report on key pay indicators inside their companies in 2012 – 2014 to analyse major pay movements and trends. A trends analysis of various compensation and benefits instruments in the region including flexible benefits and employee wellness is then presented. The report also outlines the key strategic priorities for the profession in the next 3 years while forecasting some of the key challenges to C&B that come with growth
The gig economy is not yet as widespread as recent industry discussion would suggest, according to a new report released by PERSOLKELLY.
The research reveals only 43% of APAC workers believe jobseekers are pursuing more flexible, contract-based roles. These findings suggest the shift away from traditional full-time work is not as prevalent as many believe.
Download the report to:
• Understand in which demographics the gig economy has a stronger presence
• Discover what is driving the trend toward a free agent workforce
• Learn how these changing talent needs will impact your business.
The document discusses pay compression, which occurs when experienced employees' pay is too close to less experienced employees' pay. It outlines causes like high demand jobs and minimum wage increases. Current trends like the Great Resignation and inflation are exacerbating compression. The presentation provides advice on spotting compression through visualizations and acting on it through a strategic proposal involving communication, tying it to business goals, market assessment, and next steps. Questions are taken at the end.
1. 26 | 7 July 2016 www.professionalpensions.com
at a glance
feature Recruitment
✤ Staff are increasingly confident
about making a career move. One
fifth (20%) of respondents have
changed jobs in the past 12 months
✤ While more confidence in their job
prospects, many would rather look
for another job than ask for a rise
✤ Incentives and bonuses are
playing a more important part in
securing and retaining top talent
As Sammons Pension Recruitment publishes its 14th annual salary survey,
Joanne Whittington goes through the key trends
Candidate availability continues to
decline as demand for talent rises
S
ammons Pensions
Recruitment has recently
published its 14th annual
salary survey, based on
research of the pensions industry,
trends and opinions across sala-
ries, bonuses, benefit packages and
recruitment issues.
The Markit/REC Report on Jobs
(April 2016) reported the number
of people placed in permanent
jobs continued to increase during
March. The strongest rate of growth
was for executive/professional
workers. While the rate of growth
eased to a six-month low, candidate
availability remains tight, particu-
larly for permanent staff with
further marked pay growth.
For the second month running,
the top three areas of anticipated
skills shortages among both
permanent and agency workers are
the same (see Chart 1).
This indicates a genuine short-
fall in resource availability in key
client-facing and internal skills
capabilities critical to UK plc’s
restoration and growth.
• 89% of hirers plan to hold or
increase permanent headcount
over the next quarter, 96% in the
medium term, suggesting that the
majority of employers affected by
raised costs (National Living Wage,
April 2016) will find other means of
accommodating them;
• Between 62%-71% of businesses
of all sizes are intent on hiring over
the next quarter, employers will
need to compete for available skills;
• 91% of employers use agency
workers to provide short-term
access to key strategic skills;
• 97% of employers plan to main-
tain or increase temporary agency
worker head-count in the short
term, 95% plan to do the same in
the next 4-12 months;
• For employers, a recruitment
agency’s scale (i.e. depth of
sourcing capability within key skill
sets and/or geographical areas)
is becoming just as important as
quality of service and price/cost.
Jobs Outlook March 2016
Issues encountered when
seeking new employment
There is much increased activity,
with record levels of employment
and falling inflation. Employees
are growing in confidence
about making a career move.
One fifth (20%) of respondents
have changed jobs in the past 12
months, with salary cited as the
main driver, followed by career
progression and new challenge.
More than a third (35%) of
respondents feel their salary is
not in line with the market, and a
key trend for the past three years
has been a desire for increased
flexibility.
Main issues encountered
when recruiting
As a specialist recruiter to the
pensions industry we are seeing
increasing demand for skilled
pension professionals, at all levels,
across the UK. Employers need
to ensure recruitment procedures
Chart 1: Proportion of
employers who anticipate
skills shortage, rolling
three-month average
Driving, distribution
Professional, managerial
Technical, engineering
15%
17%
14%
Dec 2015 – Feb 2016
12 3
Comments made included:
✤ Better targeting of high-quality candidates;
✤ We have not compromised on the quality of staff we have sought
– if the right people are not there we do not take anyone on;
✤ Treat every job application with the same enthusiasm as the
first, and never lose hope;
✤ Waiting until the exact right person comes along.
2011: 15.2% of respondents had changed jobs in the past 12
months
2012: 12.5%
2013: saw a positive increase to 18.7%
2014: 23.05%
2015: 19.67%, reflecting increasing confidence/market buoyancy.
Comments made included:
✤ Salary;
✤ Career progression;
✤ Seeking improvement in work/home life balance
With the increasing level of opportunities in the industry,
candidates are able to consider typically more than one
opportunity to ensure that they move for the right career move.
Key recruitment challenges
Staff turnover data
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REcruitment feature
offer women 3% less than men for
the same roles, and 69% of the time
men receive higher salary offers
than women for the same job title
at the same company.
The majority of employers do not
are robust, efficient and nimble as
competition increases at all stages
of the recruitment process.
Main strategies applied to
overcome these issues
• Internal re-organisation: 18%;
• Offering part-time and/or job
share opportunities: 8.5%;
• Offering flexi-time/negotiating
on hours: 7.7%;
• Recruiting on potential and
investing in training: 47.9%;
• Increasing salary offers: 16.2%.
Growth in productivity needed
to sustain salary increases
The typical payrise reported has
been static for the past four years
at 2-2.9%. While employees have
more confidence in their job pros-
pects, for many they would rather
look for another job than ask for
a payrise.
In a recent study on gender bias
in the workforce by Hired, it was
found that, on average, companies
share salary information internally
or externally but the benefits of a
greater level of transparency could
include increased trust between
employer and employee, more
accurate benchmarking when
reviewing salaries, and a reduction
in the gender pay gap.
Boosting productivity has never
been so important. Incentives and
bonuses are playing a more impor-
tant part in securing and retaining
top talent with increasingly
aggressive competition from both
prospective and existing employer
counter-offers.
The pensions industry continues
to face much challenge and change
but companies must focus on
raising productivity. Employers
need to look at investment, inno-
vation, management quality, skills
and responsibilities of employees to
ensure they are as competitive and
productive as possible.
Their recruitment and reten-
tion methods have never been
more important as a key driver of
commercial and organisational
success. Investment in training and
development is crucial, supporting
individuals at all stages of their
careers, whether creating more
opportunities for those entering the
world of employment or retraining
those staying in employment longer
than previously expected.
Joanne Whittington is a director of
Sammons Pensions Recruitment
Respondent’s comments included:
✤ So much change! Speed and breadth of change.
Changes brought about by government. Constant
changes to rules and regulations undermine confi-
dence in pensions.The reduction in pension value to
£1m is a major disincentive to put all savings into a
pension. Property seen as a more reliable investment;
✤ Legislation complexity and ability to communicate
simply to members;
✤ Uncertainty, pension taxation, tax reform, re-en-
rolment, wind-up of final salary pension schemes.
Constant tax changes. Reduced annual allowance
and lifetime allowances likely to erode senior man-
agement support for pensions even further;
✤ GMP reconciliation;
✤ Lack of pension provision by the younger
generation with so many other competing demands
(in particular, paying off university fees and saving a
deposit to get on the housing ladder);
✤ Demise of defined benefit (DB), pension increase
exchanges and similar. Longevity. Management of DB
liabilities/risk.Addressing shortfalls of DC provision;
✤ Lack of expertise following previous cost cutting
leading to redundancies and loss of experienced peo-
ple to the industry. Supply v demand for good quality
candidates. Lack of talent. Outsourcing/off-shoring
of admin services to cut costs is diluting the quality
of staff in the main consultancies/administrators;
✤ Moving from a sales culture to a service culture.
The industry not having sufficient time to adapt to
Freedom and Choice/DWP changes. Squeeze on
resources through commission being removed.
Challenges facing the industry
Potential salary ranges
In-House London South East Midlands &
South West
North &
Scotland
Junior pensions administrator £14-26k £16-25k £12-23k £15-23k
Pensions administrator £18-41k £20-35k £18-35k £15-30k
Senior pensions administrator £25-47k £25-45k £25-40k £20-40k
Team leader £31-45k £25-48k £28-45k £25-42k
Administration/operations
manager/director
£40-110k £35-110k £35-90k £32-90k
Assistant pensions manager £35-70k £35-65k £30-60k £27-60K
Pensions manager £41-100k £50-90k £38-105k £45-110k
Group pensions manager £80-125k £60-140k £65-160k £66-145k
Pensions director (UK-wide) £88-300k+
Consultancy/Third Party London South East Midlands &
South West
North &
Scotland
Junior pensions administrator £17-23.5k £17-23.5k £15-23k £15-19k
Pensions administrator £18-30k £18-36k £19-27k £17-26k
Senior pensions administrator £24-35k £24-35k £22-35k £21-35k
Team leader £32-47k £30-45k £28-40k £25-40k
Administration/operations
manager/director
£40-90k £30-110k £40-85k £30-120k
Trainee/assistant consultant £24-40k £25-40k £25-40k £22-35K
Consultant £40-70k £33-65k £35-65k £28-60k
Senior/lead consultant/partner £60-185k £55-140k £50-135k £32-140k
Client manager/director £40-100k £30-90k £35-80k £36-80K
New business consultant £30-100k
OTE £100K+
£30-80k
OTE £100K+
£30-95k
OTE £80k+
£30-80k
OTE £80k+
To read the latest
pensions news, visit:
www.professionalpensions.com
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