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.
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.
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.
- 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.
The document is a report from the recruitment consultancy Greythorn summarizing the results of their 2015 survey of technology professionals in the UK and Ireland. It provides an overview of respondent demographics including gender, age, location, sector of employment. It also discusses current market trends related to company size, job satisfaction, salaries and benefits. Key findings include that the majority of respondents are male, aged 31-50, satisfied in their current role and expect a pay increase in the next year. The market remains candidate-driven with salaries and demand for skills continuing to increase.
People you may know - Innovative ways of recruitmentGraftonHU
Grafton is a recruitment firm established in 1982 in Ireland that has expanded to 70 branches across 16 countries. The document discusses Grafton's presence in Hungary since 1996 and their services in fields such as sales, marketing, finance, IT, and more. It also discusses trends in how different generations of jobseekers view work-life balance, flexibility, and career growth opportunities. The document advocates using technologies like social media, mobile recruiting, and the cloud to engage candidates as a way to identify and retain engaged employees.
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.
The document summarizes the key findings of Maxwell Stephens' 2014 facilities management salary survey. Some of the main findings include:
- Salaries have generally increased since 2012, with 12% of respondents earning over £75,000.
- The highest paid roles were directors/heads of FM and those working in healthcare/pharmaceuticals. The lowest paid sectors were transport/logistics and charity.
- Total FM was the most common specialism at 52% and consultancy roles were the highest paid.
- London and the Southeast accounted for 57% of FM roles and had the highest average salaries, while Northern Ireland, Wales and Northeast England had the lowest.
- 92% of respondents were in permanent employment,
Stanton chase bulgaria ceo survey 2014Toni Staleva
The survey summarizes the responses of 203 managers in Bulgaria to questions about the economic outlook, business environment, talent needs, and career opportunities. Key findings include: 1) 64% are optimistic about 2015 but do not trust the government for economic recovery; 2) over half say political instability negatively impacts business; 3) discovering talent and sustaining cash flow are top priorities for 2015. There are talent shortages in general management and leadership is most needed at senior levels.
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.
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.
- 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.
The document is a report from the recruitment consultancy Greythorn summarizing the results of their 2015 survey of technology professionals in the UK and Ireland. It provides an overview of respondent demographics including gender, age, location, sector of employment. It also discusses current market trends related to company size, job satisfaction, salaries and benefits. Key findings include that the majority of respondents are male, aged 31-50, satisfied in their current role and expect a pay increase in the next year. The market remains candidate-driven with salaries and demand for skills continuing to increase.
People you may know - Innovative ways of recruitmentGraftonHU
Grafton is a recruitment firm established in 1982 in Ireland that has expanded to 70 branches across 16 countries. The document discusses Grafton's presence in Hungary since 1996 and their services in fields such as sales, marketing, finance, IT, and more. It also discusses trends in how different generations of jobseekers view work-life balance, flexibility, and career growth opportunities. The document advocates using technologies like social media, mobile recruiting, and the cloud to engage candidates as a way to identify and retain engaged employees.
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.
The document summarizes the key findings of Maxwell Stephens' 2014 facilities management salary survey. Some of the main findings include:
- Salaries have generally increased since 2012, with 12% of respondents earning over £75,000.
- The highest paid roles were directors/heads of FM and those working in healthcare/pharmaceuticals. The lowest paid sectors were transport/logistics and charity.
- Total FM was the most common specialism at 52% and consultancy roles were the highest paid.
- London and the Southeast accounted for 57% of FM roles and had the highest average salaries, while Northern Ireland, Wales and Northeast England had the lowest.
- 92% of respondents were in permanent employment,
Stanton chase bulgaria ceo survey 2014Toni Staleva
The survey summarizes the responses of 203 managers in Bulgaria to questions about the economic outlook, business environment, talent needs, and career opportunities. Key findings include: 1) 64% are optimistic about 2015 but do not trust the government for economic recovery; 2) over half say political instability negatively impacts business; 3) discovering talent and sustaining cash flow are top priorities for 2015. There are talent shortages in general management and leadership is most needed at senior levels.
The document provides an overview of market trends in the finance and technology sectors in Australia for the second half of 2014. It includes key findings from an online survey of over 1,500 finance and technology employees and employers on topics such as remuneration, benefits, workplace productivity, diversity, training, and outlook. The report also provides regional analyses of trends in Victoria, Queensland, and Greater Western Sydney and predictions for the finance and technology markets in the coming months.
The document provides an overview of market trends in the finance and technology sectors in Australia for the second half of 2014. It includes key findings from an online survey of over 1,500 finance and technology employees and employers on topics such as remuneration, benefits, workplace productivity, diversity, training, and outlook. The report also provides regional analyses of trends in Victoria, Queensland, and Greater Western Sydney and predictions for the finance and technology markets in the coming months.
This document discusses how companies will increasingly hire workers on a project or outcome basis rather than as permanent employees. It argues that companies will seek "work" rather than "workers" and will assemble teams of independent contractors, freelancers, and employees as needed to complete projects. Recruiters will need to adapt by developing ongoing relationships with independent talent and focusing more on engagement and communication over time rather than one-time hiring. The role of recruiters may evolve into "talent attractors" who publish information and advice for independent workers rather than directly sourcing for open roles.
This survey explores CEO and business owner opinions of departments within their organization; specifically evaluating, Customer Service/Sales, Operations, Marketing/Communications, Research and Development, Human Resources, IT, Finance, and Legal.
Sentiments of Gulf Financial Services ProfessionalsAli Zeeshan
Keeping hold of scarce talent in the banking sector has always been an issue - a growing sense of dissatisfaction among financial services professionals in the Gulf suggests it could once again develop into a concern. This whitepaper presents and analyses the results of a survey of over 9,000 financial services professionals globally in which the Gulf emerged as the location with the least happy and most restless financial services employees.
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.
The document provides key findings from a 2014 staffing and recruiting trends survey. It finds that 77% of respondents met or exceeded revenue goals in 2013, though growth plans for 2014 are more conservative. Total placements was the top performance metric for the third year. The average fill rate was 46% and hit rate increased to 40%. Temporary placements had the fastest time-to-fill at 6 days on average. Most firms generate over half their revenue from repeat clients, though some rely too heavily on a single large client. Candidate shortages remained an issue, with existing applicant tracking systems providing the best source of qualified candidates.
A-Business-Case-Report-for-Workers Age 50Plus-res-genKammie Reile
This document summarizes a report by Aon Hewitt for AARP on the business case for retaining and recruiting workers age 50 and older. It finds that as the workforce ages, workers 50+ now make up a larger share and will continue increasing as a proportion of the workforce. Many employers are struggling to find qualified workers and see retaining experienced older workers as a solution. While older workers may have higher pay and benefits, recent trends have reduced differences in labor costs based on age. The report argues that employers should view experienced older workers as valuable assets who add skills, knowledge, loyalty and mentoring to organizations.
Dispatches From The New Economy: The On-Demand Economy And The Future Of WorkIntuit Inc.
From delivery, transportation and household errands, to professional services and consulting, the on-demand economy is changing the way people consume goods and services. It is also changing the way people work. Intuit and Emergent Research forecast that the number of people working on-demand jobs will grow from 3.2 million Americans to 7.6 million by 2020. This is a once in a generation opportunity to empower the future of work and a new face of entrepreneurship.
Dispatches from the New Economy: The On-Demand Workforce provides a detailed analysis of the demographics, motivations and challenges of workers pursuing on-demand jobs. The data comes from a study from Intuit and Emergent Research that examined people working via eleven on-demand economy and online talent marketplace companies. Study participants included: Deliv, Field Nation, HourlyNerd, MBO Partners, OnForce, Uber, Upwork (formerly Elance-oDesk), Visually, Wonolo, and Work Market.
Methodology
A total of 4,622 workers who find work opportunities via the platforms provided by the participating partner companies completed an online survey between September 11 and October 1, 2015. The results were weighted to reflect the proportion of workers in each of the following segments: Drivers/Delivery, Online Talent Marketplaces and Field Service/Onsite Talent. The weights were developed using earlier survey work that sized the on-demand economy. The largest weighted share of on-demand worker respondents from any single company is 16%, with most partner companies providing less than 10% of the respondents.
Candidate Experience in Europe and Asia - From Hiring to OnboardingKelly Services
This document summarizes findings from the Kelly Global Workforce Index survey regarding candidates' experiences from hiring to onboarding. Some key findings:
- Only half of global candidates were satisfied with recent job application processes, citing lack of communication updates as the top complaint.
- 81% of new recruits had a generally positive impression after joining organizations, with 81% feeling positive in EMEA and 82% in APAC.
- About half of candidates expect communication on application status within 3-5 days, though some prefer 1-2 days.
- 55% of global employees reported a planned onboarding process by employers, though this was more common in APAC (60%) than EMEA (48
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.
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.
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.
Executive Employment Trends Report Q3 2016BPI group
What is the current average length of an executive job search? How does an executive’s base salary level or education impact the length of the job search?
BPI group has established this Executive Employment Trends Report to offer greater visibility into the current executive job market. We are committed to quality and results in our career transition programs, and believe that keeping a careful eye on trends in the market is an important way to ensure we are meeting the needs of our executive transition clients.
This Executive Employment Trends Report includes analysis of the average length of the executive job search, as well as how the job search is impacted by an executive's base salary level, age, and education level.
BPI group Executive Employment Trends Q4 2013BPI group
What is the current average length of an executive job search? How does an executive’s base salary level or education impact the length of the job search?
BPI group has established this Executive Employment Trends Report to offer greater visibility into the current executive job market. We are committed to quality and results in our career transition programs, and believe that keeping a careful eye on trends in the market is an important way to ensure we are meeting the needs of our executive transition clients.
This Executive Employment Trends Report includes analysis of the average length of the executive job search, as well as how the job search is impacted by an executive’s:
Base Salary Level
Education Level
Gender
Age
The 2014/2015 HRM Recruit – Employee Engagement Report brings insight into the primary engagement drivers of over 13,000 professionals in Ireland across 12 functional areas. In the report we look at and weight the factors that have most impact and highlight those, that for some functions, do not give the engagement advantage one might expect.
BPI group Executive Employment Trends Q2 2013BPI group
What is the current average length of an executive job search? How does an executive’s base salary level or education impact the length of the job search?
BPI group has established this Executive Employment Trends Report to offer greater visibility into the current executive job market. We are committed to quality and results in our career transition programs, and believe that keeping a careful eye on trends in the market is an important way to ensure we are meeting the needs of our executive transition clients.
This Executive Employment Trends Report includes analysis of the average length of the executive job search, as well as how the job search is impacted by an executive’s:
Base Salary Level
Education Level
Gender
Age
The document is the 2015 North East Salary Survey conducted by Nigel Wright Recruitment, which analyzed data from over 1,000 respondents on average salaries, benefits, job satisfaction, and factors influencing job changes in the North East region of the UK. The survey provides an overview of compensation trends and benchmarks salaries and benefits across various employment types, industries, job levels and disciplines to help organizations with recruitment strategies and individuals understand market rates.
The document provides an overview of market trends in the finance and technology sectors in Australia for the second half of 2014. It includes key findings from an online survey of over 1,500 finance and technology employees and employers on topics such as remuneration, benefits, workplace productivity, diversity, training, and outlook. The report also provides regional analyses of trends in Victoria, Queensland, and Greater Western Sydney and predictions for the finance and technology markets in the coming months.
The document provides an overview of market trends in the finance and technology sectors in Australia for the second half of 2014. It includes key findings from an online survey of over 1,500 finance and technology employees and employers on topics such as remuneration, benefits, workplace productivity, diversity, training, and outlook. The report also provides regional analyses of trends in Victoria, Queensland, and Greater Western Sydney and predictions for the finance and technology markets in the coming months.
This document discusses how companies will increasingly hire workers on a project or outcome basis rather than as permanent employees. It argues that companies will seek "work" rather than "workers" and will assemble teams of independent contractors, freelancers, and employees as needed to complete projects. Recruiters will need to adapt by developing ongoing relationships with independent talent and focusing more on engagement and communication over time rather than one-time hiring. The role of recruiters may evolve into "talent attractors" who publish information and advice for independent workers rather than directly sourcing for open roles.
This survey explores CEO and business owner opinions of departments within their organization; specifically evaluating, Customer Service/Sales, Operations, Marketing/Communications, Research and Development, Human Resources, IT, Finance, and Legal.
Sentiments of Gulf Financial Services ProfessionalsAli Zeeshan
Keeping hold of scarce talent in the banking sector has always been an issue - a growing sense of dissatisfaction among financial services professionals in the Gulf suggests it could once again develop into a concern. This whitepaper presents and analyses the results of a survey of over 9,000 financial services professionals globally in which the Gulf emerged as the location with the least happy and most restless financial services employees.
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.
The document provides key findings from a 2014 staffing and recruiting trends survey. It finds that 77% of respondents met or exceeded revenue goals in 2013, though growth plans for 2014 are more conservative. Total placements was the top performance metric for the third year. The average fill rate was 46% and hit rate increased to 40%. Temporary placements had the fastest time-to-fill at 6 days on average. Most firms generate over half their revenue from repeat clients, though some rely too heavily on a single large client. Candidate shortages remained an issue, with existing applicant tracking systems providing the best source of qualified candidates.
A-Business-Case-Report-for-Workers Age 50Plus-res-genKammie Reile
This document summarizes a report by Aon Hewitt for AARP on the business case for retaining and recruiting workers age 50 and older. It finds that as the workforce ages, workers 50+ now make up a larger share and will continue increasing as a proportion of the workforce. Many employers are struggling to find qualified workers and see retaining experienced older workers as a solution. While older workers may have higher pay and benefits, recent trends have reduced differences in labor costs based on age. The report argues that employers should view experienced older workers as valuable assets who add skills, knowledge, loyalty and mentoring to organizations.
Dispatches From The New Economy: The On-Demand Economy And The Future Of WorkIntuit Inc.
From delivery, transportation and household errands, to professional services and consulting, the on-demand economy is changing the way people consume goods and services. It is also changing the way people work. Intuit and Emergent Research forecast that the number of people working on-demand jobs will grow from 3.2 million Americans to 7.6 million by 2020. This is a once in a generation opportunity to empower the future of work and a new face of entrepreneurship.
Dispatches from the New Economy: The On-Demand Workforce provides a detailed analysis of the demographics, motivations and challenges of workers pursuing on-demand jobs. The data comes from a study from Intuit and Emergent Research that examined people working via eleven on-demand economy and online talent marketplace companies. Study participants included: Deliv, Field Nation, HourlyNerd, MBO Partners, OnForce, Uber, Upwork (formerly Elance-oDesk), Visually, Wonolo, and Work Market.
Methodology
A total of 4,622 workers who find work opportunities via the platforms provided by the participating partner companies completed an online survey between September 11 and October 1, 2015. The results were weighted to reflect the proportion of workers in each of the following segments: Drivers/Delivery, Online Talent Marketplaces and Field Service/Onsite Talent. The weights were developed using earlier survey work that sized the on-demand economy. The largest weighted share of on-demand worker respondents from any single company is 16%, with most partner companies providing less than 10% of the respondents.
Candidate Experience in Europe and Asia - From Hiring to OnboardingKelly Services
This document summarizes findings from the Kelly Global Workforce Index survey regarding candidates' experiences from hiring to onboarding. Some key findings:
- Only half of global candidates were satisfied with recent job application processes, citing lack of communication updates as the top complaint.
- 81% of new recruits had a generally positive impression after joining organizations, with 81% feeling positive in EMEA and 82% in APAC.
- About half of candidates expect communication on application status within 3-5 days, though some prefer 1-2 days.
- 55% of global employees reported a planned onboarding process by employers, though this was more common in APAC (60%) than EMEA (48
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.
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.
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.
Executive Employment Trends Report Q3 2016BPI group
What is the current average length of an executive job search? How does an executive’s base salary level or education impact the length of the job search?
BPI group has established this Executive Employment Trends Report to offer greater visibility into the current executive job market. We are committed to quality and results in our career transition programs, and believe that keeping a careful eye on trends in the market is an important way to ensure we are meeting the needs of our executive transition clients.
This Executive Employment Trends Report includes analysis of the average length of the executive job search, as well as how the job search is impacted by an executive's base salary level, age, and education level.
BPI group Executive Employment Trends Q4 2013BPI group
What is the current average length of an executive job search? How does an executive’s base salary level or education impact the length of the job search?
BPI group has established this Executive Employment Trends Report to offer greater visibility into the current executive job market. We are committed to quality and results in our career transition programs, and believe that keeping a careful eye on trends in the market is an important way to ensure we are meeting the needs of our executive transition clients.
This Executive Employment Trends Report includes analysis of the average length of the executive job search, as well as how the job search is impacted by an executive’s:
Base Salary Level
Education Level
Gender
Age
The 2014/2015 HRM Recruit – Employee Engagement Report brings insight into the primary engagement drivers of over 13,000 professionals in Ireland across 12 functional areas. In the report we look at and weight the factors that have most impact and highlight those, that for some functions, do not give the engagement advantage one might expect.
BPI group Executive Employment Trends Q2 2013BPI group
What is the current average length of an executive job search? How does an executive’s base salary level or education impact the length of the job search?
BPI group has established this Executive Employment Trends Report to offer greater visibility into the current executive job market. We are committed to quality and results in our career transition programs, and believe that keeping a careful eye on trends in the market is an important way to ensure we are meeting the needs of our executive transition clients.
This Executive Employment Trends Report includes analysis of the average length of the executive job search, as well as how the job search is impacted by an executive’s:
Base Salary Level
Education Level
Gender
Age
The document is the 2015 North East Salary Survey conducted by Nigel Wright Recruitment, which analyzed data from over 1,000 respondents on average salaries, benefits, job satisfaction, and factors influencing job changes in the North East region of the UK. The survey provides an overview of compensation trends and benchmarks salaries and benefits across various employment types, industries, job levels and disciplines to help organizations with recruitment strategies and individuals understand market rates.
The document is the 2015 North East Salary Survey conducted by Nigel Wright Recruitment, which analyzed data from over 1,000 respondents on average salaries, benefits, job satisfaction, and factors influencing job changes in the North East region of the UK. The survey provides an overview of compensation trends and benchmarks salaries and benefits across various employment types, industries, job levels and functions to help organizations with recruitment strategies and individuals understand market rates.
The document provides salary figures for a variety of jobs in Hungary, organized by industry. It lists salary ranges for positions in accounting and finance, banking and insurance, human resources, executive support, and engineering. The salary ranges are given in Hungarian Forint (HUF) per month. The document aims to provide guidance on typical salary levels in Hungary to help with recruitment and retention of talent.
The document provides an overview of market trends in the finance and technology sectors in Australia for the second half of 2014. It includes key findings from an online survey of over 1,500 finance and technology employees and employers on topics such as remuneration, benefits, workplace productivity, diversity, training, and outlook. The report also provides regional analyses of trends in Victoria, Queensland, and Greater Western Sydney and predictions for the finance and technology markets in the coming months.
The document provides an overview of market trends in the finance and technology sectors in Australia for the second half of 2014. It includes key findings from an online survey of over 1,500 finance and technology employees and employers on topics such as remuneration, benefits, workplace productivity, diversity, training, and outlook. The report also provides regional analyses of trends in Victoria, Queensland, and Greater Western Sydney and predictions for the finance and technology markets in the coming months.
The document provides an overview of market trends in the finance and technology sectors in Australia for the second half of 2014. It includes key findings from an online survey of over 1,500 finance and technology employees and employers on topics such as remuneration, benefits, workplace productivity, diversity, training, and outlook. The report also provides regional analyses of trends in Victoria, Queensland, and Greater Western Sydney and predictions for the finance and technology markets in the coming months.
Digital salary and industry insights report, 7th editionAlex Straw
The document provides an overview and analysis of survey results regarding digital professionals' work life blend and career perceptions. Key findings include:
- Respondents reported moderate levels of happiness, confidence and stress, with the highest scores for confidence and skills to progress. Younger and middle-aged professionals reported lower well-being scores.
- The most fulfilled elements of professionals' work life blends were personal relationships and leisure, while work elements like career goals and fulfillment at work were least fulfilled.
- Those with higher overall blend fulfillment reported greater happiness. The average gap between current and target blend fulfillment was 22% across elements.
- Younger professionals prioritized work-life balance while middle-aged groups
The document provides an overview of market trends in the accounting and business support sectors in Australia in 2015 based on a survey of over 3,000 employers and employees. Some of the key findings include:
- 61% of employers anticipate business growth in 2015 leading to more hiring.
- Movement between jobs was high in 2014 and is expected to remain high in 2015 with 68% of support staff planning to change roles.
- Recruiting candidates through recruitment agencies remains the most effective strategy, with 78% of candidates finding roles this way.
- Developing strong leadership and company culture are increasingly important for attracting and retaining top talent.
Claymore Partners Memorial Day 2015 Executive Talent Survey Resultsslandberg
- A survey of 312 executives found that 70% reported their employers are selectively or significantly increasing executive hiring in 2015, the highest level since 2009, with the strongest hiring planned in industries like consulting, consumer finance, health insurance, and banking.
- The functional areas demonstrating the most growth in executive hiring are sales, compliance & risk management, and consulting/professional services.
- Networking/referrals and LinkedIn were viewed as the best sources for executive jobs, while Facebook and job boards were seen as the worst sources. Retained recruiters and contingency recruiters together were viewed as the second best source after referrals.
This report summarizes recruiting trends in Denmark, Finland, Norway, and Sweden from 2016-2021. Key findings include:
1) Improving quality of hire and pipelining talent continue to be top priorities. Employer branding also grew as a priority and is a long-lasting trend.
2) Social professional networks are the top source of quality hires and continue growing. Measuring quality of hire effectively remains a challenge.
3) Sourcing passive talent is gaining ground as a long-lasting trend, along with utilizing social/professional networks and employer branding. Being a strategic talent advisor is also emerging.
The document summarizes key findings from LinkedIn's 2016 Global Recruiting Trends report. Some of the top trends include quality of hire continuing to be the most important recruiting metric, employee referrals growing as an important hiring source, and employer branding emerging as a higher priority. While employee retention is a top concern, internal mobility programs are still lacking. Overall, the report finds relationships will be critical for talent acquisition success going forward.
To truly influence business decisions, you
need to understand where the industry is
going. This 5th annual report uncovers
worldwide recruiting trends that will move
your organization forward, and help position
you as a strategic business partner.
Truly influence business decisions with emerging recruiting trends worldwide.
Learn top recruiting priorities, upcoming challenges and opportunities ahead in LinkedIn’s annual report.
The document summarizes key findings from LinkedIn's 2016 Global Recruiting Trends report. Some of the top trends highlighted include quality of hire continuing to be the most important recruiting metric, employee referrals growing as an important hiring source, and employer branding emerging as a higher priority. While employee retention is a top concern, internal mobility programs are still lacking. Overall, the report finds relationships will be critical for talent acquisition success going forward.
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2. FINE
DETAILS
How easy do you find it to attract top talent into your
organisation? Is employee turnover consistently acceptable
across all functions of your firm? Who leads engagement in
your organisation, Line Managers or Human Resources?
Employee Engagement has long since moved from being
about an annual survey to becoming a central talent
philosophy embraced and acted upon by all leaders in an
organisation. True employee engagement can deliver
extraordinary performance advantage but yet some employers
still get it wrong. The 2015 HRM Recruit Employee Engagement
Report brings insight into the primary engagement drivers of
over 600 professionals in the Luxembourg market. We look at
and weight the factors that have most impact and highlight
those, that for some functions, do not give the engagement
advantage one might have expected.
Knowledge is our differentiator at HRM Recruit and we hope
the information in this report helps your organisation gain its
own competitive edge.
In what areas do our survey respondents work?
• Almost half of our respondents, 41.9%, work in Funds.
• 24.1% people work in Law.
• 16.2% work in Banking.
• Other respondents came from the following areas:
insurance, accountancy and commercial organisations.
How much career experience do our survey respondent
have?
• 67.7% of respondents have 7+ years’ experience in their
current industry indicating that the workforce in
Luxembourg is made up of more experienced workers.
• Only 11% have less than 3 years’ experience.
• 24.2% have 10-15 years’ experience.
• 15.9% have 15+ years’ experience.
What salary ranges are our respondents on?
• 46% of respondents are on a current basic salary of
€90k or less.
• 22.5% of respondents are on a current basic salary of
€90-120k.
• 3.5% are on a current basic salary of €250k plus.
HRMRECRUITEMPLOYEEENGAGEMENTREPORT2015
01
(gender of our survey population)
172 females 449 males
CAREER LEVEL
28.5%
19.3%
19.3%
17.9%
10.6%
4.4%
Team Leader/Manager/Senior Associate
Senior Manager/Counsel
Head of Department
Associate/Officer/Advisor
Partner/Director
Early career stages
3. MOST
IMPORTANT
How long have our respondents been
with their current employer?
24.2% have been with their current
employer for less than one year.
What did our respondents list as the
most important elements in overall
employment terms?
• Unsurprisingly, basic salary was rated
as a key element in overall
employment terms with 605
respondents listing it as a critical
deciding factor. Only 7 people listed
it as unimportant to them.
• Health insurance and pension were
both also highlighted as important
factors by 307 and 308 people
respectively.
• 287 people stated that disability/
invalidity insurance was an important
factor to them.
• Mortgage subsidy was rated as
another important element by 217
people.
• Share options/ equity were not highly
rated with 310 respondents saying
these elements would not have a
positive or negative an impact on their
overall employment terms.
02
The most important
factors in overall
employment terms
are basic salary,
health insurance
and pension.
6+ years
4-6 years
2-4 years
1-2 years
Less than
1 year
4. NEW
ROLES
What are the most important factors to our respondents
when selecting a new role?
• The manager an employee reports in to was listed as a
critical factor by 520 people.
• Influence on decision making is another important factor
with 498 people listing it as a key consideration when
choosing a new role. This indicates that having a degree of
autonomy is an important factor for candidates in the
Luxembourg market.
• 489 people listed greater diversity in the role as another
deciding factor when selecting a new role, which suggests
that candidates in the Luxembourg market look for roles
that offer them a wide range of challenges.
• Daily responsibilities, role location and work life balance
were all listed as being less important factors when
choosing a new role.
• Opportunity to travel was listed as the overall least
important factor in choosing a new role with 434 people
saying it would not have an impact on their decision.
HRMRECRUITEMPLOYEEENGAGEMENTREPORT2015
03
When selecting a new role
factors such as the manager
you report into, influence on
decision making and greater
diversity in the role were all
listed as being important
factors to our respondents.
5. CAREER
PATHS
04
According to our respondents, what is
an appropriate length of time with an
employer before considering a move?
A majority of respondents, 51.2% feel 2-4
years is an appropriate length of time
with an employer before considering a
move while 33.3% people feel that 4-6
years is an appropriate length of time.
This indicates that candidates in the
Luxembourg market expect their careers
to be made up of numerous tenures with
different organisations.
Offering a structured
career path which is
supported by formal
career development
is fundamental to
staff retention in
Luxembourg.
What did our respondents rate as their
most important career development
related factors?
• Career progression/ clear career paths
was by far the most important career
development related factor with
80.5% choosing it.
• Commitment to training and
development was the second most
important career development factor
with 55.1% of respondents rating it.
• Company reputation and
organisational stability were also both
rated as important factors with 50.7%
and 48.8% respectively.
• Formal career planning and the size of
the company both scored lower with
19% and 20% respectively.
• Therefore, it can be inferred that
candidates in the Luxembourg market
look for positions that will offer them
career progression and the
opportunity to develop their skills in
organisations that are stable and have
a strong reputation.
6. BETTER
OPPORTUNITIES
HRMRECRUITEMPLOYEEENGAGEMENTREPORT2015
05
What are the most important factors to our
respondents when considering a new role?
567 people stated the company's ability to attract and
retain top talent is a key factor when considering a new
role.
This poses some questions for employers in the
Luxembourg market: What is your organisation doing to
attract top talent? Once the talent is in place how do you
ensure they stay with your organisation?
• 321 respondents listed company reputation as an
important factor with diversity of workforce and a team
oriented workforce also being rated highly with 312 and
310 respondents respectively.
How did our respondents rate their current manager?
• 310 respondents agreed that their manager is
knowledgeable in their area of expertise.
• 283 agree their manager is an open and honest
communicator while 74 people disagree with this
statement.
• Surprisingly, only 184 people would agree that their
manager supports their career development.
• 148 respondents were neutral on the statement
“They set realistic performance expectations”.
Despite current thinking, your
organisations approach to
environmental and social
matters is not of significant
importance when a candidate
is choosing a new role.
7. BOTTOM
LINE
06
If our respondents were to leave their
current employer, what % salary
increase would they expect in their
next position?
93.2% of
respondents said
they would not
accept a new role
unless they received
a pay rise.
20%+
20%
15%
10%
5%
0%
And finally... 74% of respondents
would recommend their current
organisation as an employer which
suggests that in general candidates in
Luxembourg are not leaving roles due to
issues with their organisation; they are
more likely to be moving on to pursue
better employment opportunities.
In what circumstances would our
respondents accept a pay decrease?
• 55.9% said they would not consider a
salary decrease under any
circumstances.
• 29.4% said they would consider a
salary decrease for good promotional
opportunities.
• A move to a larger organisation was
rated as the least likely reason why
someone would consider a salary
decrease in their next role at 6.2%.