The document discusses various topics related to the labor market and workforce including:
- UK economic growth is forecast to be 2.9% in 2014 and the number of employers planning to increase permanent employees is 75%.
- Permanent salary growth and contingent pay growth are at their highest levels since 2007 and 2013 respectively.
- Finding talent is a top business concern for 47% of HR respondents.
- Workforce agility, pay-rate management, extension management, supplier engagement and direct sourcing are discussed as ways to minimize the impact of talent challenges.
DCR Trendline August 2013 – Contingent Worker Forecast and Supply Reportss
Each month, DCR Workforce brings you greater insight into the temporary staffing market. The Trendline Report, offered to you at no charge, provides original research and cutting-edge analysis of contingent worker demand and supply, and predictive forecasts of wage trends. We provide the context you need to set the course for what happens next.
Inside This Issue:
DCR National Temp Wage Index
The Temp Workforce: Multiple Angles
What’s Driving the Temporary Workforce?
Temporary Jobs: Hiring is On
VMS and MSP Hit a Plateau
Mission 2015: Buyers – Get Ready, ACA Ahead
The document summarizes the history and objectives of the Order of St. John, including its origins in 1099 providing care for pilgrims in Jerusalem, the fall of Malta in 1530 where they were granted the island, and its development in England from 1114 including establishing St. John Ambulance in 1877 to provide first aid training and services. It also outlines the objectives of St. John in Singapore which was established in 1935 to train people in first aid and provide medical services, and its current structure with a National Council and divisions providing first aid coverage of events.
Why recruitment will be harder in 2014, and what you can do about itRussell Beck
I gave this presentation at the Talent Leaders Connect conference on 12 June 2014. I wanted to show that Talent is the #1 factor keeping CEOs up at night, but that CEOs have limited faith in HR solving this, their single biggest issue. I then show how the economy is in out and out growth mode which means demand is increasing whilst supply decreasing making HRs job exponentially harder.
I then propose a way forward and suggest that embracing an "agile workforce" could help solve this. I show two companies where they have done just this and the benefits that gave each.
I then propose 3 tangible solutions to help HR on the journey.
Given demographics and skills shortages, these changes will happen, will HR embrace them or be led by them?
The document discusses the strong UK economic recovery and growth, which is creating high demand for talent and fierce competition for skills. This talent shortage could impact companies' ability to innovate and pursue opportunities. The document provides five suggestions to help minimize the impact: 1) use a blended workforce for agility, 2) ensure accurate pay benchmarking, 3) focus on extension management opportunities, 4) engage suppliers for quality talent, and 5) use direct sourcing through corporate careers sites. Taking initial small steps in these areas can help alignment of recruitment with business strategy during a time of skills shortages.
This document provides an outline and context for a research project analyzing changes in UK aggregate labor productivity from 1998-2013. The research aims to enhance understanding of productivity patterns by conducting an in-depth analysis of productivity growth across heterogeneous UK firms over this period. It will use a decomposition approach and firm-level data from the Business Structure Database to identify the contributions of different types of firms, including differences in firm size, age, and growth patterns. The analysis seeks to inform ongoing debates around potential explanations for the UK's productivity puzzle.
This document summarizes Westpac Banking Corporation's people analytics initiatives. It discusses how Westpac analyzes data on its 39,700 employees to better understand acquisition, onboarding, learning, performance, retention, and attrition. Models are being developed to predict attrition risk, identify at-risk employees, and understand internal talent mobility. The goal is to improve workforce productivity, engagement, and cost reductions through advanced people analytics techniques. Treating data and employees like valuable assets can generate significant returns through improved efficiency and decision making.
Top 100 Apprentice Employers 2013 by City and GuildsThe Pathway Group
This document recognizes the top 100 apprenticeship employers in England. It includes:
- Forewords from the Deputy Prime Minister and the CEO of City & Guilds praising apprenticeships for building skills and closing the gap between education and employment.
- Lists and case studies of the top employers from the south and north of England, including medium, large, and newcomer employers.
- An article on the benefits of offering apprenticeships for employers, such as increased productivity, cost savings, and employee retention.
Rs. 12,000-15,000 Rs. 15,000-18,000 Rs. 18,000-22,000 Rs. 12,000-15,000
Executive: Rs. 18,000-22,000 Rs. 22,000-26,000 Rs. 26,000-30,000 Rs. 18,000-22,000
Manager: Rs. 30,000-35,000 Rs. 35,000-40,000 Rs. 40,000-45,000 Rs. 30,000-35,000
How to interpret unified industry salaries
The unified salary tables report salaries across temporary and permanent hiring markets for key job profiles in an industry.
Salaries are reported for
DCR Trendline August 2013 – Contingent Worker Forecast and Supply Reportss
Each month, DCR Workforce brings you greater insight into the temporary staffing market. The Trendline Report, offered to you at no charge, provides original research and cutting-edge analysis of contingent worker demand and supply, and predictive forecasts of wage trends. We provide the context you need to set the course for what happens next.
Inside This Issue:
DCR National Temp Wage Index
The Temp Workforce: Multiple Angles
What’s Driving the Temporary Workforce?
Temporary Jobs: Hiring is On
VMS and MSP Hit a Plateau
Mission 2015: Buyers – Get Ready, ACA Ahead
The document summarizes the history and objectives of the Order of St. John, including its origins in 1099 providing care for pilgrims in Jerusalem, the fall of Malta in 1530 where they were granted the island, and its development in England from 1114 including establishing St. John Ambulance in 1877 to provide first aid training and services. It also outlines the objectives of St. John in Singapore which was established in 1935 to train people in first aid and provide medical services, and its current structure with a National Council and divisions providing first aid coverage of events.
Why recruitment will be harder in 2014, and what you can do about itRussell Beck
I gave this presentation at the Talent Leaders Connect conference on 12 June 2014. I wanted to show that Talent is the #1 factor keeping CEOs up at night, but that CEOs have limited faith in HR solving this, their single biggest issue. I then show how the economy is in out and out growth mode which means demand is increasing whilst supply decreasing making HRs job exponentially harder.
I then propose a way forward and suggest that embracing an "agile workforce" could help solve this. I show two companies where they have done just this and the benefits that gave each.
I then propose 3 tangible solutions to help HR on the journey.
Given demographics and skills shortages, these changes will happen, will HR embrace them or be led by them?
The document discusses the strong UK economic recovery and growth, which is creating high demand for talent and fierce competition for skills. This talent shortage could impact companies' ability to innovate and pursue opportunities. The document provides five suggestions to help minimize the impact: 1) use a blended workforce for agility, 2) ensure accurate pay benchmarking, 3) focus on extension management opportunities, 4) engage suppliers for quality talent, and 5) use direct sourcing through corporate careers sites. Taking initial small steps in these areas can help alignment of recruitment with business strategy during a time of skills shortages.
This document provides an outline and context for a research project analyzing changes in UK aggregate labor productivity from 1998-2013. The research aims to enhance understanding of productivity patterns by conducting an in-depth analysis of productivity growth across heterogeneous UK firms over this period. It will use a decomposition approach and firm-level data from the Business Structure Database to identify the contributions of different types of firms, including differences in firm size, age, and growth patterns. The analysis seeks to inform ongoing debates around potential explanations for the UK's productivity puzzle.
This document summarizes Westpac Banking Corporation's people analytics initiatives. It discusses how Westpac analyzes data on its 39,700 employees to better understand acquisition, onboarding, learning, performance, retention, and attrition. Models are being developed to predict attrition risk, identify at-risk employees, and understand internal talent mobility. The goal is to improve workforce productivity, engagement, and cost reductions through advanced people analytics techniques. Treating data and employees like valuable assets can generate significant returns through improved efficiency and decision making.
Top 100 Apprentice Employers 2013 by City and GuildsThe Pathway Group
This document recognizes the top 100 apprenticeship employers in England. It includes:
- Forewords from the Deputy Prime Minister and the CEO of City & Guilds praising apprenticeships for building skills and closing the gap between education and employment.
- Lists and case studies of the top employers from the south and north of England, including medium, large, and newcomer employers.
- An article on the benefits of offering apprenticeships for employers, such as increased productivity, cost savings, and employee retention.
Rs. 12,000-15,000 Rs. 15,000-18,000 Rs. 18,000-22,000 Rs. 12,000-15,000
Executive: Rs. 18,000-22,000 Rs. 22,000-26,000 Rs. 26,000-30,000 Rs. 18,000-22,000
Manager: Rs. 30,000-35,000 Rs. 35,000-40,000 Rs. 40,000-45,000 Rs. 30,000-35,000
How to interpret unified industry salaries
The unified salary tables report salaries across temporary and permanent hiring markets for key job profiles in an industry.
Salaries are reported for
Datasysteem ondersteunt duurzame business
Leen Roegiers werkt als HR Data Analist bij Puratos. Ze werkte mee aan het geïntegreerd datasysteem dat de ondersteuning van de duurzame business groei moest garanderen. Vandaag is het systeem ondersteunend aan vele HR-processen en brengt het een transformatie tot stand waarin elke HR-verantwoordelijke wereldwijd een strategische speler wordt. Leen komt hierover getuigen.
Staffing Industry CoVenture Industry DeckAli Hamed
The document discusses trends in the staffing industry, including the increasing prevalence of part-time and contract work. Some key points discussed are:
1) Rising costs of benefits for full-time employees have led companies to hire more part-time workers.
2) An aging population and mass retirement of baby boomers will further increase the supply of part-time workers seeking supplemental income.
3) Technologies have enabled new platforms for matching workers with services, as seen in companies like Uber, Work Pop, and Task Rabbit that facilitate part-time, contract and on-demand work.
The document summarizes a presentation on wages and households in Malaysia from 2010 to 2019. It assesses wage growth and inequality using salary survey data. Key findings include overall progressive wage growth but regressive growth for non-minimum wage earners. Minimum wage increases benefited low-wage workers but effects dissipated towards the median. Middle-income earners experienced the slowest absolute growth. Wage stagnation remained an issue even after minimum wage increases. The presentation concludes with recommendations for centralized wage setting to raise middle incomes and incentivize productivity growth.
The document provides an overview of MarketPay, Payscale's compensation software. It discusses compensation trends seen in the current market and challenges companies face. It then reviews features of Standard Reports in MarketPay and shows examples. The document outlines a product update with new types of near real-time and skills-based salary data. It concludes by discussing Payscale Connect, a hub for help resources, and the Payscale Academy for online training.
This presentation is for those who are looking about -
1. How one can create presentation at college level.
2.The ways a company or government is going through or should go through to create jobs.
What will the high performance workplace look like in 2020? KCOM
The workplace of the future will see more generations and diverse groups of workers. Workers will have multiple jobs and employers over their careers as flexible remote working becomes more common. Data and technology will enable greater collaboration between dispersed teams and emerging roles like Chief Digital Officer. The needs and preferences of different generations like Millennials who value work life balance and learning opportunities will have to be balanced.
Continuous Professional Development - Key to Commercial Success in AdvertisingThe_IPA
A presentation by Andrew Pinkess of the IPA's Professional Development Group which outlines the evidence linking training and development to the growth of marketing and advertising agencies.
Source Pensions presentation at the PensionSource Fund Manager Conference 2012 PensionSource
This document discusses pensions in the UK and opportunities for IFAs (independent financial advisors) arising from the Retail Distribution Review (RDR) and Automatic Enrollment (A-e). It notes that RDR introduced examinations and customer agreed remuneration for advisors, while A-e requires all employers to offer a pension with minimum contributions from October 2012-2017, creating a large market opportunity for advisors to help employers navigate their options in meeting these new regulations. Source Pensions is positioned as a competitively priced option for employers seeking a trust-based pension that offers investment choice, reduced administration burdens for trustees through state-of-the-art technology, and compliance with RDR and A-e
The document provides information from a salary survey conducted by Zebra People on salaries in the digital sector. Some key findings include that finance pays the highest salaries compared to other sectors, both for permanent and contract roles. Contract roles generally pay higher daily rates than permanent roles but come with less security and opportunities for career development. Demand is high for experienced professionals in areas like UX, technology and data-driven design work.
The document outlines an event programme for an earnings statistics user event, including sessions on recent policy-focused earnings analysis, working together to help develop analyses, and a question and answer period. Several presentations are scheduled on topics like geospatial variation in earnings, low pay in Greater Manchester, measuring low pay and minimum wage underpayment, analysis of job stayers and changers, and exploring commuting distance and the gender pay gap. The event brings together analysts from various government departments and organizations to discuss earnings research.
The Recruise India Salary Projection Report 2017 is an annual in-depth analysis of the hiring and employee salaries within the major Industries.
This report takes a detailed look at salary trends in 2017 and employee and employer expectations of the pay increase.
Salary hike Report- 2017 by Recruise India consulting Pvt Ltd. Sachith Kumar Rai
Recruise India Consulting is a leading recruitment and talent consulting firm in India. The document summarizes Recruise's salary increase study for 2017. Key findings include: Recruise predicts an average salary hike of 11% in India for 2017, with top performers seeing increases up to 25%. Industries like pharmaceuticals and media may see hikes around 11%, while retail is expected to have the lowest at around 10%.
The document provides an overview of salary survey findings for various digital roles across different sectors. Key findings include that finance pays the highest salaries compared to other sectors, both for permanent and contract roles. Contract roles generally pay higher daily rates than permanent roles. There is high demand for certain in-demand skills like UX design for mobile or data-driven products. The survey includes salary and day rate ranges for various seniority levels across different digital disciplines and sectors.
This document summarizes a presentation given by Ann Swain, CEO of APSCo, about capitalizing on global recruitment trends. Some of the key trends discussed include globalization, political/economic instability, growth of managed service providers, technology advances, and changing demographics. The presentation outlines each trend and recommends responses like expanding internationally, being adaptable, embracing new technologies, and tailoring services to changing workforce needs. Overall, the presentation advises that the recruitment industry is rapidly evolving and businesses must change internally at least as fast as external changes to remain successful.
This document summarizes a presentation given by Ann Swain, CEO of APSCo, about capitalizing on global recruitment trends. Some of the key trends discussed include globalization, political/economic instability, growth of managed service providers, technology advances, and changing demographics. The presentation outlines each trend and recommends responses like expanding internationally, being adaptable, embracing new technologies, and tailoring services to changing workforce needs. Overall, the presentation advises that the recruitment industry is rapidly evolving and businesses must change internally at least as fast as external changes to remain successful.
Conducted numerous valuation methodologies and thorough research for Steinkeller Solutions, a highly specialized staffing firm focused on Life Sciences, Technologies, Healthcare IT, and Energy. Assessed Bloomberg data, company financials, and company strategy to make an informed strategic sale recommendation to a sponsor to William Blair bankers.
The document discusses trends in the modern job market and economy, including the rise of a fast-paced "just-in-time" economy where jobs and leadership change quickly. This has contributed to a two-tiered labor market and the emergence of "job shoppers" who change roles frequently. Additionally, technological changes are eliminating many routine jobs while demand is increasing for skilled roles. As a result, companies face stiff competition for talent and a shortage of skilled labor. New standards have also emerged around compensation, work-life balance, learning and development opportunities, and company values. To thrive in this environment, companies must continuously source top talent and gain insights into their recruiting and talent strategies.
What CEOs Think About 2015’s Top Workforce IssuesJason Boehm
- The document discusses a CEO survey on workforce and recruitment challenges.
- Nearly half of employers have open positions they can't fill due to a skills gap. This is a major concern and 60% of CEOs think it holds their companies back.
- Recruitment challenges for CEOs include not enough skilled candidates, an inefficient recruitment process that takes too long to fill jobs, and high costs per hire. Nearly half say their recruitment process needs improvement.
Accelerating AI Integration with Collaborative Learning - Kinga Petrovai - So...SocialHRCamp
Speaker: Kinga Petrovai
You have the new AI tools, but how can you help your team use them to their full potential? As technology is changing daily, it’s hard to learn and keep up with the latest developments. Help your team amplify their learning with a new collaborative learning approach called the Learning Hive.
This session outlines the Learning Hive approach that sets up collaborations that foster great learning without the need for L&D to produce content. The Learning Hive enables effective knowledge sharing where employees learn from each other and apply this learning to their work, all while building stronger community bonds. This approach amplifies the impact of other learning resources and fosters a culture of continuous learning within the organization.
Datasysteem ondersteunt duurzame business
Leen Roegiers werkt als HR Data Analist bij Puratos. Ze werkte mee aan het geïntegreerd datasysteem dat de ondersteuning van de duurzame business groei moest garanderen. Vandaag is het systeem ondersteunend aan vele HR-processen en brengt het een transformatie tot stand waarin elke HR-verantwoordelijke wereldwijd een strategische speler wordt. Leen komt hierover getuigen.
Staffing Industry CoVenture Industry DeckAli Hamed
The document discusses trends in the staffing industry, including the increasing prevalence of part-time and contract work. Some key points discussed are:
1) Rising costs of benefits for full-time employees have led companies to hire more part-time workers.
2) An aging population and mass retirement of baby boomers will further increase the supply of part-time workers seeking supplemental income.
3) Technologies have enabled new platforms for matching workers with services, as seen in companies like Uber, Work Pop, and Task Rabbit that facilitate part-time, contract and on-demand work.
The document summarizes a presentation on wages and households in Malaysia from 2010 to 2019. It assesses wage growth and inequality using salary survey data. Key findings include overall progressive wage growth but regressive growth for non-minimum wage earners. Minimum wage increases benefited low-wage workers but effects dissipated towards the median. Middle-income earners experienced the slowest absolute growth. Wage stagnation remained an issue even after minimum wage increases. The presentation concludes with recommendations for centralized wage setting to raise middle incomes and incentivize productivity growth.
The document provides an overview of MarketPay, Payscale's compensation software. It discusses compensation trends seen in the current market and challenges companies face. It then reviews features of Standard Reports in MarketPay and shows examples. The document outlines a product update with new types of near real-time and skills-based salary data. It concludes by discussing Payscale Connect, a hub for help resources, and the Payscale Academy for online training.
This presentation is for those who are looking about -
1. How one can create presentation at college level.
2.The ways a company or government is going through or should go through to create jobs.
What will the high performance workplace look like in 2020? KCOM
The workplace of the future will see more generations and diverse groups of workers. Workers will have multiple jobs and employers over their careers as flexible remote working becomes more common. Data and technology will enable greater collaboration between dispersed teams and emerging roles like Chief Digital Officer. The needs and preferences of different generations like Millennials who value work life balance and learning opportunities will have to be balanced.
Continuous Professional Development - Key to Commercial Success in AdvertisingThe_IPA
A presentation by Andrew Pinkess of the IPA's Professional Development Group which outlines the evidence linking training and development to the growth of marketing and advertising agencies.
Source Pensions presentation at the PensionSource Fund Manager Conference 2012 PensionSource
This document discusses pensions in the UK and opportunities for IFAs (independent financial advisors) arising from the Retail Distribution Review (RDR) and Automatic Enrollment (A-e). It notes that RDR introduced examinations and customer agreed remuneration for advisors, while A-e requires all employers to offer a pension with minimum contributions from October 2012-2017, creating a large market opportunity for advisors to help employers navigate their options in meeting these new regulations. Source Pensions is positioned as a competitively priced option for employers seeking a trust-based pension that offers investment choice, reduced administration burdens for trustees through state-of-the-art technology, and compliance with RDR and A-e
The document provides information from a salary survey conducted by Zebra People on salaries in the digital sector. Some key findings include that finance pays the highest salaries compared to other sectors, both for permanent and contract roles. Contract roles generally pay higher daily rates than permanent roles but come with less security and opportunities for career development. Demand is high for experienced professionals in areas like UX, technology and data-driven design work.
The document outlines an event programme for an earnings statistics user event, including sessions on recent policy-focused earnings analysis, working together to help develop analyses, and a question and answer period. Several presentations are scheduled on topics like geospatial variation in earnings, low pay in Greater Manchester, measuring low pay and minimum wage underpayment, analysis of job stayers and changers, and exploring commuting distance and the gender pay gap. The event brings together analysts from various government departments and organizations to discuss earnings research.
The Recruise India Salary Projection Report 2017 is an annual in-depth analysis of the hiring and employee salaries within the major Industries.
This report takes a detailed look at salary trends in 2017 and employee and employer expectations of the pay increase.
Salary hike Report- 2017 by Recruise India consulting Pvt Ltd. Sachith Kumar Rai
Recruise India Consulting is a leading recruitment and talent consulting firm in India. The document summarizes Recruise's salary increase study for 2017. Key findings include: Recruise predicts an average salary hike of 11% in India for 2017, with top performers seeing increases up to 25%. Industries like pharmaceuticals and media may see hikes around 11%, while retail is expected to have the lowest at around 10%.
The document provides an overview of salary survey findings for various digital roles across different sectors. Key findings include that finance pays the highest salaries compared to other sectors, both for permanent and contract roles. Contract roles generally pay higher daily rates than permanent roles. There is high demand for certain in-demand skills like UX design for mobile or data-driven products. The survey includes salary and day rate ranges for various seniority levels across different digital disciplines and sectors.
This document summarizes a presentation given by Ann Swain, CEO of APSCo, about capitalizing on global recruitment trends. Some of the key trends discussed include globalization, political/economic instability, growth of managed service providers, technology advances, and changing demographics. The presentation outlines each trend and recommends responses like expanding internationally, being adaptable, embracing new technologies, and tailoring services to changing workforce needs. Overall, the presentation advises that the recruitment industry is rapidly evolving and businesses must change internally at least as fast as external changes to remain successful.
This document summarizes a presentation given by Ann Swain, CEO of APSCo, about capitalizing on global recruitment trends. Some of the key trends discussed include globalization, political/economic instability, growth of managed service providers, technology advances, and changing demographics. The presentation outlines each trend and recommends responses like expanding internationally, being adaptable, embracing new technologies, and tailoring services to changing workforce needs. Overall, the presentation advises that the recruitment industry is rapidly evolving and businesses must change internally at least as fast as external changes to remain successful.
Conducted numerous valuation methodologies and thorough research for Steinkeller Solutions, a highly specialized staffing firm focused on Life Sciences, Technologies, Healthcare IT, and Energy. Assessed Bloomberg data, company financials, and company strategy to make an informed strategic sale recommendation to a sponsor to William Blair bankers.
The document discusses trends in the modern job market and economy, including the rise of a fast-paced "just-in-time" economy where jobs and leadership change quickly. This has contributed to a two-tiered labor market and the emergence of "job shoppers" who change roles frequently. Additionally, technological changes are eliminating many routine jobs while demand is increasing for skilled roles. As a result, companies face stiff competition for talent and a shortage of skilled labor. New standards have also emerged around compensation, work-life balance, learning and development opportunities, and company values. To thrive in this environment, companies must continuously source top talent and gain insights into their recruiting and talent strategies.
What CEOs Think About 2015’s Top Workforce IssuesJason Boehm
- The document discusses a CEO survey on workforce and recruitment challenges.
- Nearly half of employers have open positions they can't fill due to a skills gap. This is a major concern and 60% of CEOs think it holds their companies back.
- Recruitment challenges for CEOs include not enough skilled candidates, an inefficient recruitment process that takes too long to fill jobs, and high costs per hire. Nearly half say their recruitment process needs improvement.
Accelerating AI Integration with Collaborative Learning - Kinga Petrovai - So...SocialHRCamp
Speaker: Kinga Petrovai
You have the new AI tools, but how can you help your team use them to their full potential? As technology is changing daily, it’s hard to learn and keep up with the latest developments. Help your team amplify their learning with a new collaborative learning approach called the Learning Hive.
This session outlines the Learning Hive approach that sets up collaborations that foster great learning without the need for L&D to produce content. The Learning Hive enables effective knowledge sharing where employees learn from each other and apply this learning to their work, all while building stronger community bonds. This approach amplifies the impact of other learning resources and fosters a culture of continuous learning within the organization.
Start Smart: Learning the Ropes of AI for HR - Celine Maasland - SocialHRCamp...SocialHRCamp
Speaker: Celine Maasland
In this session, we’ll demystify the process of integrating artificial intelligence into everyday HR tasks. This presentation will guide HR professionals through the initial steps of identifying AI opportunities, choosing the right tools, and effectively implementing technology to streamline operations. Additionally, we’ll delve into the specialized skill of prompt engineering, demonstrating how to craft precise prompts to enhance interactions between AI systems and employees. Whether you’re new to AI or looking to refine some of your existing strategies, this session will equip you with the knowledge and tools to harness AI’s potential in transforming HR functions.
Becoming Relentlessly Human-Centred in an AI World - Erin Patchell - SocialHR...SocialHRCamp
Speaker: Erin Patchell
Imagine a world where the needs, experiences, and well-being of people— employees and customers — are the focus of integrating technology into our businesses. As HR professionals, what tools exist to leverage AI and technology as a force for both people and profit? How do we influence a culture that takes a human-centred lens?
Building Meaningful Talent Communities with AI - Heather Pysklywec - SocialHR...SocialHRCamp
Speaker: Heather Pysklywec
Digital transformation has transformed the talent acquisition landscape over the past ten years. Now, with the introduction of artificial intelligence, HR professionals are faced with a new suite of tools to choose from. The question remains, where to start, what to be aware of, and what tools will complement the talent acquisition strategy of the organization? This session will give a summary of helpful AI tools in the industry, explain how they can fit into existing systems, and encourage attendees to explore if AI tools can improve their process.
Watch this expert-led webinar to learn effective tactics that high-volume hiring teams can use right now to attract top talent into their pipeline faster.
The Rules Do Apply: Navigating HR ComplianceAggregage
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
How to Leverage AI to Boost Employee Wellness - Lydia Di Francesco - SocialHR...SocialHRCamp
Speaker: Lydia Di Francesco
In this workshop, participants will delve into the realm of AI and its profound potential to revolutionize employee wellness initiatives. From stress management to fostering work-life harmony, AI offers a myriad of innovative tools and strategies that can significantly enhance the wellbeing of employees in any organization. Attendees will learn how to effectively leverage AI technologies to cultivate a healthier, happier, and more productive workforce. Whether it's utilizing AI-powered chatbots for mental health support, implementing data analytics to identify internal, systemic risk factors, or deploying personalized wellness apps, this workshop will equip participants with actionable insights and best practices to harness the power of AI for boosting employee wellness. Join us and discover how AI can be a strategic partner towards a culture of wellbeing and resilience in the workplace.
Your Guide To Finding The Perfect Part-Time JobSnapJob
Part-time workers account for a significant part of the workforce, including individuals of all ages. A lot of industries hire part-time workers in different capacities, including temporary or seasonal openings, ranging from managerial to entry-level positions. However, many people still doubt taking on these roles and wonder how a temporary part-time job can help them achieve their long-term goals.
AI Considerations in HR Governance - Shahzad Khan - SocialHRCamp Ottawa 2024SocialHRCamp
Speaker: Shahzad Khan
This session on "AI Considerations in Human Resources Governance" explores the integration of Artificial Intelligence (AI) into HR practices, examining its history, current applications, and the governance issues it raises. A framework to view Government in modern organizations is provided, along with the transformation and key considerations associated with each element of this framework, drawing lessons from other AI projects to illustrate these aspects. We then dive into AI's use in resume screening, talent acquisition, employee retention, and predictive analytics for workforce management. Highlighting modern governance challenges, it addresses AI's impact on the gig economy as well as DEI. We then conclude with future trends in AI for HR, offering strategic recommendations for incorporating AI in HR governance.
8. FORECAST UK
ECONOMIC
GROWTH IN 2014 2.9%
% OF EMPLOYERS
WHO PLAN TO
INCREASE THE
NUMBER OF PERM
EMPLOYEES
75%In next 3
months
% EMPLOYERS
WHO PLAN TO
INCREASE THE
USE OF AGENCY
LABOUR
48%In next 4-
12 months
PERMANENT SALARY
GROWTH IS AT ITS HIGHEST
SINCE 2007
CONTINGENT PAY GROWTH
IS AT ITS HIGHEST SINCE
JULY 2013
2012 SAW THE FIRST
INCREASE IN THE DIVORCE
RATE SINCE 2007
REALISTIC
GROWTH IN SIZE
OF UK RECRUITMENT
MARKET
8%annually
11. 25% OF CEOs SAY THEY WERE
UNABLE TO PURSUE A MARKET
OPPORTUNITY OR HAVE HAD TO
CANCEL OR DELAY A STRATEGIC
INITIATIVE BECAUSE OF TALENT
CHALLENGES
“
“
12. 33% OF CEOs ARE CONCERNED
THAT SKILLS SHORTAGES WILL IMPACT
THEIR COMPANY’S ABILITY TO
INNOVATE EFFECTIVELY
“ “
13. 56% OF FS CEOs SEE THE LIMITED
AVAILABILITY OF SKILLS AS A THREAT
TO GROWTH, MORE THAN ANY OTHER
BUSINESS ISSUE
“ “
14. 47% OF HR RESPONDENTS SAID
FINDING TALENT IS THEIR #1
BUSINESS CONCERN
“ “
17. D1 S1D2 S2
Increase in
demand
Decrease in
supply
PRICE INCREASE IF
ONLY DEMAND OR
ONLY SUPPLY
ALTERED
PRICE INCREASE IF
BOTH DEMAND AND
SUPPLY ALTER
2013 2014
£575
£500
£64
£56
42. SUPPLIER RELATIONSHIP MANAGEMENT AS
THE SYSTEMATIC MANAGEMENT OF SUPPLIER
RELATIONSHIPS TO OPTIMIZE VALUE
THROUGH COST REDUCTION
INNOVATION, RISK MITIGATION AND GROWTH
THROUGHOUT THE RELATIONSHIP LIFE CYCLE
“
“
44. Whatever model you operate… one its
key objectives will be 100% fulfilment of
your contingent worker requirements
“ “
QUALITY ISSUES
SCARCITY OF MATERIALS
CURRENCY &PRICE
0% 10% 20% 30% 40% 50% 60%
47. DIRECT HIRING
TRAFFIC TO A FTSE
CORPORATE SITE IS
CAREER RELATED 40%
PERMANENT HIRES
COME FROM THE
CAREER SITE 23.4%
YET ONLY
PERMANENT HIRES
COME FROM
CONTINGENT TO
PERM CONVERSIONS
1.5%
COST QUALITY TENURE
The UK’s economic recovery has been faster and stronger than expected.
According to the Office for National Statistics, the UK economy grew by 0.8% in Q1 of 2014.
This marks the fifth consecutive period of GDP growth, the longest positive run since the financial crisis.
The UK’s economic recovery has been faster and stronger than expected.
According to the Office for National Statistics, the UK economy grew by 0.8% in Q1 of 2014.
This marks the fifth consecutive period of GDP growth, the longest positive run since the financial crisis.
UK businesses want to grow!
Companies can’t grow without hiring the right people.
Competition for talent is fierce.
Companies need to address their recruitment and workforce engagement strategies to attract and retain the best people when and where they need them.
The perfect storm of increased demand for talent and decreased supply is worrying business leaders.
Against this backdrop, your like for like costs will increase!
Recruitment is a board level priority. Your recruitment strategy must be aligned directly to business strategy. We suggest you start with the following five suggestions:
A blended workforce — one that consists of employees, consultants, independent contractors and contingent
workers — is quickly becoming the norm among global
companies.
As a first step towards workforce agility: at the point of approval
of a new role, build in a mechanism which enforces consideration of the various options available.
While SRM is a much talked about topic… according to the PWC paper in 2013: Supplier Relationship Management - How key suppliers drive your company’s competitive advantage
<CLICK> Whatever model you operate… one its key objectives will be 100% fulfilment of your contingent worker requirements… with the increase in demand and a decrease in supply… we predict… that having a motivated and engaged group of sub-suppliers will become increasingly important:
And we’re not alone in our thoughts…
Taking the top three benefits of SRM from the PWC findings… and applying them to the management of Contingent Workforce suppliers…
A group of engaged and motivated sub-suppliers should give you:
<CLICK> Quality issues – A strong service;
<CLICK> Scarcity of materials – Access to deep talent pools;
<CLICK> Currency & Price – multiple, relevant, real-time and independent data sources for benchmarking;
When we buy any product we buy with either or heads (objective value) or our hearts (subjective value).
When it comes to people and pay rates, subjective value is typically high.
In this candidate-led market, it is more important than ever to make sure you have accurate benchmarking.
We suggest you start by reviewing the benchmarking capabilities of your operating model to understand its potential limitations.
So if this year you hire the same number of contingent workers with the same skills sets as you did last year - it will cost you more…
I don’t think anyone will argue that the largest component of your cost is the pay rate to the contingent worker.
Depending on what we buy… we either use our heads <CLICK>(objective value)… shop around, comparing prices for our weekly shop or a hotel room… objective value
or our hearts (subjective value)… even though you can get lots of pricing data from Zoopla, Rightmove and Mouseprices to name but a few… my estate agents favourite quote is still: “the house is worth what people are prepared to pay for it…” subjective value
Given that we are talking about people… subjective value is typically high… it is more important than ever to make sure you have accurate benchmarks to enable people to have those difficult conversations…
So what is good benchmarking?
Depending on what we buy… we either use our heads <CLICK>(objective value)… shop around, comparing prices for our weekly shop or a hotel room… objective value
<CLICK>or our hearts (subjective value)… even though you can get lots of pricing data from Zoopla, Rightmove and Mouseprices to name but a few… my estate agents favourite quote is still: “the house is worth what people are prepared to pay for it…” subjective value
Given that we are talking about people… subjective value is typically high… it is more important than ever to make sure you have accurate benchmarks to enable people to have those difficult conversations…
So what is good benchmarking?
Depending on what we buy… we either use our heads <CLICK>(objective value)… shop around, comparing prices for our weekly shop or a hotel room… objective value
<CLICK>or our hearts (subjective value)… even though you can get lots of pricing data from Zoopla, Rightmove and Mouseprices to name but a few… my estate agents favourite quote is still: “the house is worth what people are prepared to pay for it…” subjective value
Given that we are talking about people… subjective value is typically high… it is more important than ever to make sure you have accurate benchmarks to enable people to have those difficult conversations…
So what is good benchmarking?
According to our friends at the SIA, good benchmarking is underpinned by three key elements:
Multiple, relevant data sources: we know that the availability of information is not the problem, it is knowing identifying information that is specifically relevant to you…
<CLICK> Online: payscale.com, salary.com, ONS, glassdoor, indeed
<CLICK> Industry bodies: APSCo and Agile, REC and KPMG…
<CLICK> Market surveys: Michael Page, Robert Walters, Hudson, Hays, etc…
<CLICK> Could be your suppliers and data from legacy engagements….
Independent validation: SIA and Groups such as Towers Watson, Everest, Aberdeen and Hay plus industry specific research firms such as Agile… could be your MSP
Real time: Static reports done on an annual basis
Later I make reference to a reported variance of 18.5% over a 12 month period… so the more frequent the better…
Be it biannual, quarterly or monthly… utopia would be live / dynamic benchmarking for every role at the point of approval…
Perhaps the best way to review these elements is to consider what is common practice against some broad operating models:
Preferred Supplier List: multiple, relevant sources – yep… but are they the right sources and are they trust worthy – no… but they are real time…
Neutral Vend: Yep… yep… yep…
Master Vend: typically… no… no… and yes… though a lot of models still use static reports…
That said, you can’t look at these three elements in isolation as they only tell part of the story… I would suggest that you have to consider the cost of supply model (fixed fee, mark up, margin on margin, etc.) and the level of sub-supplier motivation and engagement...
To be clear… this slide has not been created to promote any of these operating models…
Preferred Supplier List: multiple, relevant sources – yep… but are they the right sources and are they trust worthy – no… but they are real time…
Neutral Vend: Yep… yep… yep…
Master Vend: typically… no… no… and yes… though a lot of models still use static reports…
That said, you can’t look at these three elements in isolation as they only tell part of the story… I would suggest that you have to consider the cost of supply model (fixed fee, mark up, margin on margin, etc.) and the level of sub-supplier motivation and engagement...
To be clear… this slide has not been created to promote any of these operating models…
Preferred Supplier List: multiple, relevant sources – yep… but are they the right sources and are they trust worthy – no… but they are real time…
Neutral Vend: Yep… yep… yep…
Master Vend: typically… no… no… and yes… though a lot of models still use static reports…
That said, you can’t look at these three elements in isolation as they only tell part of the story… I would suggest that you have to consider the cost of supply model (fixed fee, mark up, margin on margin, etc.) and the level of sub-supplier motivation and engagement...
To be clear… this slide has not been created to promote any of these operating models…
Preferred Supplier List: multiple, relevant sources – yep… but are they the right sources and are they trust worthy – no… but they are real time…
Neutral Vend: Yep… yep… yep…
Master Vend: typically… no… no… and yes… though a lot of models still use static reports…
That said, you can’t look at these three elements in isolation as they only tell part of the story… I would suggest that you have to consider the cost of supply model (fixed fee, mark up, margin on margin, etc.) and the level of sub-supplier motivation and engagement...
To be clear… this slide has not been created to promote any of these operating models…
Russ has mentioned the fixed fee v % mark-up / margin debate and we wanted to avoid quick fix options like offering long contracts to existing workers to lock in current rates…
So from a long term perspective… we would advise that you… make yourself aware of the model you have and it’s potential limitations…
Unless you have a lot of time to commit to managing your operating model… and/or a budget to appoint a third party to validate your pay rates… motivated and engaged sub-suppliers are of value not only from a delivery perspective… but from a benchmarking and rate validation perspective…
For an MSP with an average headcount of 1,000 contractors, they will ‘process’ approx 650 hires pa (churn rate of 65%).
In the same period, the MSP will ‘process’ approximately 1,300 extensions, twice the number of new hires.
So a larger opportunity for your rate alignment exists through extensions than new hires.
Why not set the objective of ensuring your extension process is at least as robust as your new hire process in terms of requirement assessment and pay rate benchmarking?
If you think it is important to get the pay rate right for a new assignment…
For an MSP with an average rolling headcount of 1,000 professional contractors in financial services… the MSP will ‘process’ approximately 650 hires (churn rate of 65%) in a year…
In the same period the MSP will ‘process’ approximately 1,300 extensions… twice the number of new hires…
So a larger opportunity for rate alignment exists through extensions than new hires… just because of the volume of transactions…
And we know rates don’t stand still… and can move a fair amount in a 12 month period… According to Broadbean’s ‘Annual Salary Trends in on-line recruitment’
One sector reported a decrease in remuneration for 2013 of 18.5%... as compared to 2012 figures… that’s an average of nearly 5% a quarter…
Take an example pay rate of £300 per day…
A 5% decrease equates to £15 per day…
If you use the old rate for a 65 day quarter… we’re talking about nearly £1,000 for one contractor for the period…
Take my earlier 1,000 contractor example… using the original rate would cost you the best part of £1m more than you could have spent in a 13 week period…
Put another way… if you consider
An average employee’s contribution… click for line 1 (gold line)
Against the role (steep learning curve… days inside and outside comfort zone…)… click for line 2 (wave)
The pattern of skills required from the role won’t be that different… over time… from the requirements of a project or package of work for a contingent worker (planning… build… support…)… click for line 3 (slightly different wave)… which replaces the first two lines…
So… given the potential swing of up to 18.5% over a year… and the varying levels of skills required over the lifecycle of a project or package of work…
You might achieve better value for money by purchasing the skills you need, when you need them… click for the broken line – each represents a phase of the project… and a potential saving against a straight line (SRG).
Be aware of the model you have and it’s potential limitations…
Set yourself the objective of ensuring your extension process is at least as robust as your new hire process in terms of requirement assessment and pay rate benchmarking…
Building relationships with motivated and engaged suppliers will drive your company’s competitive advantage, ensuring:
Quality of service
Access to deep talent pools
Multiple, relevant, real-time and independent data sources for benchmarking currency and price
A sensible first step: identify which, if any, of your current sub-suppliers are key and ask them what they think about your current operating model.
Accenture defines: Supplier Relationship Management as the systematic management of supplier relationships to optimize value through cost reduction, innovation, risk mitigation and growth throughout the relationship life cycle.
And there are plenty of definitions, models and diagrams available for your consumption… I think most people accept that the concept of Supplier Relationship Management… implemented properly… can add real value to a business…
<CLICK>To be clear… today… I am only talking about SRM in context with the supply-chain… the group or list of sub-suppliers used to fill roles…
While SRM is a much talked about topic… according to the PWC paper in 2013: Supplier Relationship Management - How key suppliers drive your company’s competitive advantage
<CLICK> Whatever model you operate… one its key objectives will be 100% fulfilment of your contingent worker requirements… with the increase in demand and a decrease in supply… we predict… that having a motivated and engaged group of sub-suppliers will become increasingly important:
And we’re not alone in our thoughts…
Taking the top three benefits of SRM from the PWC findings… and applying them to the management of Contingent Workforce suppliers…
A group of engaged and motivated sub-suppliers should give you:
<CLICK> Quality issues – A strong service;
<CLICK> Scarcity of materials – Access to deep talent pools;
<CLICK> Currency & Price – multiple, relevant, real-time and independent data sources for benchmarking;
As with the other suggestions made today… the path to utopian supplier relationship management might be tricky… but it begins with a single step…
Identify which, if any, of your sub-suppliers are key… and ask them what they think about your current operating model…
Demand currently outstrips supply of good candidates in key areas.
This can have a direct impact on growth.
The way we find and manage our workforce is changing.
To get ahead you need to align your recruitment directly to business strategy. There are many challenges to consider but it can be done!