Recruitment Matters Issue 35 June 2015
Advocacy scheme continues to grow More recruitment companies are jumping on board the Recruitment & Employment Confederation’s (REC’s) IRP Advocacy Scheme. IT recruiter Circle Recruitment has announced their full contingent of consultants are now members of the Institute of Recruitment Professionals (IRP). Recruitment companies who sign up to the IRP Advocacy scheme enrol their recruiters into membership of the IRP. They receive the full beneﬁts of IRP membership, including access to IRP events and a suite of tools to aid their career. Circle Recruitment managing director Steve Ricketts says the accreditation was a natural step for the company. “We have an ongoing focus to provide a supportive environment for staff to ensure they deliver an expert service for our clients. The IRP code of conduct demonstrates our commitment to professionalism and providing the right candidates for our new and existing clients,” he says. “We go out of our way to ensure Circle is an attractive
What’s inside The 2-3 Intelligence and REC Talk More vacancies – more choice, recruiters are still growing and labour market progression
Penguin Random House’s HR director Neil Morrison (below) is chairing this year’s TREC
The team at Circle Recruitment place to pursue a career in IT recruitment, where staff enjoy their work and are rewarded well.” REC chief executive Kevin Green says more recruitment companies are committed to boosting standards in the industry. “To have all of its consultants accredited shows that Circle Recruitment are serious about investing in their people. At the same time, this gives assurance both to Circle’s staff and their clients that the services they provide are top quality,” he says. “It’s a great example for others in the industry to follow. By signing up to the IRP, recruiters are making a commitment to operate at
the highest standards, and through their membership they gain access to tools and resources aimed at helping them do that.” Philip Higgins, managing director of Rullion Group – who themselves are IRP Advocates – says the programme moves the recruitment industry in the right direction. “It raises standards in our industry, it raises standards within our organisation. Plus staff enjoy the beneﬁts package of being part of the IRP, so they feel like they belong to something.” Recruitment companies interested in joining the IRP Advocacy scheme can visit www.rec-irp.uk.com/ advocacy
A summary of the legislative changes that have come in since 5 April this year that affects employment
Institute of 7 Recruitment Professionals Rebecca Drinkwater from KBM Resourcing and James Parsons, CEO and founder of the Arrows Group
and 8 Events Training What’s on the agenda for TREC 2015?
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Leading the Industry
There are a lot of vacancies at the moment. The most recent data from the Ofﬁce for National Statistics shows that in January to March 2015 the UK had the highest number of vacancies since 2008, with 743,000 vacancies, 20% more than in there were in the same month in 2014. Of the total number of vacancies, 38% were in large organisations (employing 2,500 or more people), 18% were in organisations that employed 250 to 2,499 people, and 16% were in microbusinesses, which employ nine people or fewer. A few sectors have had signiﬁcant gains in number of vacancies, speciﬁcally construction, transport and storage, and arts and entertainment. In fact, with the exception of mining and quarrying, all sectors have experienced growth in the number of vacancies this year. Our Report on Jobs data has highlighted the increasing rate of growth in vacancies. This is particularly evident for private temporary and permanent employment, which saw accelerated growth in the number of reported vacancies in March 2015. A consequence of the growth in vacancies is that staff availability has continued to decrease. The Ofﬁce for National Statistics reports that the number of vacancies for the December to February 2015 period equates to 2.5 unemployed people per vacancy. In contrast, data from December to February 2014 shows there
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were 3.8 unemployed people per vacancy, and in the same period in 2013 there were 5.2 for each vacancy. Report on Jobs reinforces this trend, with staff availability continuing to deteriorate monthon-month. One reason for the growth in vacancies is that employers are expanding their workforce. This year our JobsOutlook data has consistently shown that over 70% of employers are seeking to increase the size of their permanent workforce, and a signiﬁcant minority (approximately 40%) are looking to increase the size of their temporary workforce. Employers are no longer seeking just to replace workers; they want to expand their businesses. As the ratio of vacancies to unemployed people falls, there will be greater reliance on identifying suitable candidates who are already in jobs and who may or may not be actively looking for a new role. Candidates now have more choice. The extent to which recruitment practices reﬂect this is debateable. For instance, a survey by Careerbuilder found that 60% of candidates had dropped out of the process because the application took too long to complete, but a small majority of HR professionals (53%) thought that a long application was useful to screen out those candidates that were not very keen on the role. A lot of vacancies signals choice, but the choice is as much for candidates as for employers and recruiters, who have to react to this.
20 10 0 -10 -20 Apr Jun Aug Oct Dec Feb Apr Jun Aug Oct Dec Feb 13 14 15
Fig 2: Recruiter net profit margin
Nina Mguni, senior researcher at the REC, explains
40 ■ Upper quartile ■ Median ■ Lower quartile
12 ■ Upper quartile ■ Median ■ Lower quartile 10 8 6 4 2 0 -2 Apr Jun Aug Oct Dec Feb Apr Jun Aug Oct Dec Feb 13 14 15
Fig 3: Temp profit margin 24 ■ Upper quartile ■ Median ■ Lower quartile 22 20 18 16 14 12 10 Apr Jun Aug Oct Dec Feb Apr Jun Aug Oct Dec Feb 13 14 15
Whose choice is it anyway?
Fig 1: RIB members employee growth
Recruiters are still growing! For the last few months we have talked about the strong revenue growth that recruiters have been achieving; indeed, we now have 15 consecutive months, from January 2014 to March this year, with the median RIB recruiter seeing double digit revenue growth. Figure 1 shows this continual revenue growth for the median RIB recruiter, with revenue growth in March of 12.5%. Sadly, we note that 25% of recruiters have been experiencing declining revenues for the past two years, demonstrating the importance of recruiter leaders understanding the drivers of recruiter success. Focusing now on profitability, Fig 2 shows that median profit margins have been slowly declining for the last 12 months. While we believe this is partly due to recruiters expanding to take advantage of a growing and buoyant employment market, we do caution that there are signs of tightening in gross margins. For example, Fig 3 shows that temp margin has fallen by 1.7% on a year ago. • Chris Ansell is chief financial officer at Recruitment Industry Benchmarking (RIB). The RIB Index provides bespoke confidential reports on industry trends. See www.ribindex. com; firstname.lastname@example.org: 020 8544 9807. The RIB is a strategic partner of the REC.
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Leading the Industry
Progression nation Tom Hadley, REC director of policy There’s been plenty of talk about ‘progressive politics’ during the general election campaign. Post-election, we can expect another type of progression to be on the agenda – labour market progression. This has been the focus of recent discussions with the Department for Work and Pensions (DWP) it’s a great debate for us to feed into. Here’s a round-up of our priorities.
Raising awareness of recruitment channels Our regional roundtables with Jobcentre Plus ofﬁcials, as part of the REC/DWP Partnership Agreement, have underlined the need to continue raising awareness amongst job-seekers of different recruitment channels. Recruitment agencies place 630,000 people into permanent jobs each year and ensure that 1.15m people are in temporary assignments on any given day. However, more people need to be made aware of the agency option, not just as a way into work but also as a means of driving future career progression. Promoting the benefits of agency work Last year we published our Flex Appeal report, which shows that more than one in three people (36%) have worked as a contractor, freelancer or agency worker at some point in their career. The report also shows that 22% of people who currently earn more than £50k have been agency workers at some point. We will continue to drive recognition for the role that the recruitment industry plays in providing ﬁrst steps into the jobs market as well as subsequent progression opportunities. Driving the good recruitment debate Enabling more people to progress within our jobs market is dependent on employers being more ﬂexible with regards to hiring criteria. With 80% of employers planning to hire more permanent staff over the next three months (according to the latest REC JobsOutlook) in an already candidate-driven market, employers will have to think of new ways of ﬁnding or developing the skills they need. Driving this debate is the core aim of our Good Recruitment Campaign, and you can ﬁnd more information about this at www.rec.uk.com/Goodrecruitment Lobbying for innovative policy solutions Career progression requires advice and guidance on how to make the next step. Creating an effective ‘all age’ careers advice network which covers those already in work is one of the main calls to action in our Manifesto for Jobs. The question is how can we make it work? One of our messages to the next government is that more can be done to tap into the expertise of recruitment professionals. Whilst much of the focus during the election campaign has been on pay and different types of contracts, the fundamental debate we need to drive is how to boost progression throughout our jobs market, for jobseekers and for people are already working in a permanent or a temporary role. This is a key part of our call for the next government to work with our industry to build the best jobs market in the world
On 23 June the REC’s flagship event – the Talent, Recruitment & Employment Conference (TREC) – returns to London, and this year it’s bigger and better. The conference is an opportunity to engage with leading employers on the talent and resourcing challenges they’ll face over the next few years and to explore how our industry is best placed to help them. Employment is booming, with unemployment falling faster than ever before. However, many businesses are struggling to find the capability to help them succeed and grow. Skill and talent shortages are near to crisis point. In today’s jobs market the candidate is king, and employers are going to have to work much harder to attract and retain the people they need. At TREC we’ve got an impressive line-up of speakers from organisations including Compass Group, Dixons Carphone, First Group, Enterprise Rent-A-Car, SAP and Penguin Random House. John Cridland from the CBI will be giving us a postelection overview and Peter Cheese from the CIPD will be talking about the opportunities for employers to innovate. We’re looking forward to welcoming the HR and talent community and REC members to discuss smart resourcing. The conference will comprise a series of panels and roundtable discussions, to allow for maximum interaction and audience participation. We want our delegates to take home insights and guidance that can be implemented immediately. The content includes employer branding, candidate experience, organisational culture and supply chain management. For the full programme, visit www.rec. uk.com/trec For recruiters, the conference is an ideal chance to meet prospective clients and enhance your knowledge about their requirements. Recruiters have a vital part to play in helping employers address issues such as inclusivity, the need to engage older workers, and how to use technology and social media to attract the best talent. The REC’s role is to bring recruiters and clients closer together on defining what good practice looks like in the resourcing space. This is at the heart of our Good Recruitment Campaign, our first major employer-led campaign. The conference is a great opportunity to share what we have learnt since we launched this initiative last year. For more information, see www.rec.uk.com/Goodrecruitment I hope to see many of you at TREC 2015 to celebrate the success of the Good Recruitment Campaign so far.
• You can follow Tom on Twitter @hadleyscomment
• If you want to keep in touch daily, follow me on twitter @kevingreenrec
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Recruitment Matters June 2015 3
The Big Talking Point
Star TREC Penguin Random House’s award-winning HR director Neil Morrison is chairing this year’s Talent, Recruitment & Employment Conference in London. Recruitment Matters editor Michael Oliver finds out why a work-life balance isn’t just important, it’s vital for any company’s success
y friend’s former boss had a thing for ‘clocking’. It was a system where all unplanned breaks were timed. Bathroom break? Clocked. Ciggy o’clock? Clocked too. It was as charming as the tube at rush hour and twice as fragrant – literally. The ofﬁce was downwind from a refuse centre. The clocking system did little for morale, got everyone’s back up and made no sense. He quit after a month. Clocking is the sort of thing Penguin Random House HR executive director Neil Morrison doesn’t care for. “I think there are trust and control issues in a lot of organisations,” he says. “In a lot of businesses there is a feeling that if you can see someone, you know what they’re doing. There is a sense that if I can see it, I can control it, which is total and utter nonsense.” Morrison is the chair at this year’s Talent, Recruitment & Employment Conference (TREC) in June. He’s something of an industry dynamo – his work at Penguin Random House has been lauded, with him winning the
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award for HR magazine’s Most Inﬂuential in 2014 and HR Director of the Year in 2013. It’s easy to see why: Penguin Random House seems like a great place to work. It takes the idea of a work-life balance and breathes life into it. In April, the company introduced summer hours where employees who worked an extra 45 minutes a day between the March and August bank holidays could leave Friday lunchtime. “A lot of people like it, some don’t,” Morrison says. “Ultimately, it’s about giving people a choice.” For many places – including Penguin Random House – choice is a hard sell.
I’m not against an external perspective — as they say, nobody ever got fired for hiring Deloitte — but the idea that there is a silver bullet is wrong
“There are many companies who think if you offer some power and objectivity over work, it’s going to be anarchy. When we extended ﬂexible working to the entire workforce, there were some people on the board who said ‘They will all want it and we can’t handle it’,” Morrison says. But those fears were misguided. “More than 90% of people in our business aren’t interested, but they like to know they can have it. It’s that trust and control and fear that if we allow people some control they’ll make bad decisions, which is a little paternalistic and weird.” Neil Morrison graduated from the University of Sunderland in 1995 with a BSc in psychology. Uninterested in academia, he pursued a career in human resources. “I think it’s a bit of a shame more people don’t come into HR from areas like psychology. We’re about getting the best out of people. If you can understand motivation and human behaviour, then the crossover is massive,” he says. He became group HR director at
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In a lot of businesses there is a feeling that if you can see someone I know what they’re doing. There is a sense that if I can see it, I can control it, which is total and utter nonsense
Random House in 2008, where he was instrumental in remodelling the company’s compensation and beneﬁts strategy. When Random House merged with Penguin in 2013, he was tasked with pulling two massive organisations together, from the boardroom to the ground ﬂoor. “It’s about trying new things and not being afraid to improve them or ditch them if they’re unsuccessful,” he says. “What happens in a lot of companies, people put a lot of skin in the game, and when it doesn’t work they persist in trying to make it work. Then you get a tension within an organisation, often driven by what HR says is a good thing rather than what the business says is a good thing.” The prospect of large shifts like mergers can sends the shivers up boardroom
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spines. There is a tendency among many to bring in consultants to ease the transition. After all, a fresh pair of eyes is a good thing. But Morrison urges caution. “I’m not against an external perspective – as they say, nobody ever got ﬁred for hiring Deloitte – but the idea that there is a silver bullet is wrong. “What I feel we should be doing is going outside of the HR function within the organisation, and really try to understand what’s going on within the business – the tensions and the opportunities.” The recruitment industry has a part to play, too. Efforts have been made across the industry to smooth the candidate
I’m not against an external perspective – as they say, nobody ever got fired for hiring Deloitte – but the idea that there is a silver bullet is wrong
experience, with many now seeing it as an important part of the HR strategy. “We talk about candidate experience, but I think we talk too much about it and not enough about doing it,” Morrison says. “Recruitment has always been hugely important, and more companies are starting to see it as forming part of a commercial relationship. Even unsuccessful candidates will continue being customers should they have a good experience. But companies could be a lot more focused on what that actually means rather being transactional.” And what message does he hope recruiters take away from TREC 2015? “A lot of people go along to conferences and listen to people speak and think ‘Well, that’s nice. So what?’ But I want to get to that ‘So what?’ It’s a formidable line up of speakers and they will bring a lot to the table.” TREC 2015 is in London on 23 June. Visit rec.uk.com/TREC2015 for more information
Recruitment Matters June 2015 5
Legislative changes from April 2015 Abena Darko, legal advisor at the REC, summarises some of the key legislative employment changes that took effect from 5 April 2015 On 5 April 2015 the following changes to statutory pay rates took place: • Statutory Sick Pay (SSP) increased from £87.55 to 88.45 a week. • Statutory Maternity pay (SMP), Maternity Allowance Paternity Pay, Adoption Pay and shared Parental Pay all increased from £138.18 to £139.58 per week. • A six-week higher rate period has also been introduced for statutory adoption pay to mirror SMP. For adoption pay periods that begin on or after 5 April 2015, the ﬁrst six weeks is now paid at 90% of the employee’s normal weekly earnings and the remaining 33 weeks paid at £139.58 or 90% of the employee’s normal weekly earnings if this is lower.
in respect of babies born on or after 5 April 2015. However, rights to (ordinary) paternity leave, adoption leave and shared parental leave has been expanded to ‘parental order parents’ of surrogate children due to be born on or after 5 April 2015, and those ‘fostering to adopt’. Additionally, workers are now entitled to time off work to attend adoption appointments. This right applies where two workers have been notiﬁed that a child is to be placed for adoption with both of them jointly and is equal to the existing entitlement for pregnant women and their companions in respect of antenatal appointments; one of them will be entitled to paid time off and the other to unpaid time off to attend adoption appointments. 5 April also saw the introduction of shared Furthermore employees can now take parental leave and pay. Although the up to 52 weeks adoption leave in total from supporting legislation came into force on 1 day one of their employment – ie. they no December 2014, the right to shared parental longer have to work continuously for 26 leave and pay only applies in relation to weeks to qualify. children who are due to be born or adopted The age limit for the entitlement to on or after 5 April 2015. As a result, additional parental leave has also been extended so paternity pay and leave no longer applies that eligible parents can now take parental
leave at any time before the child turns 18. Some other changes that took place on 6 April: • The National Insurance lower earnings limit increased from £111 to £112 per week. • The income tax basic rate personal allowance for 2015/16 increased to £10,600. • Employers secondary Class 1 National Insurance Contributions abolished for employees under the age of 21. • An increase in compensation limits for employment tribunals, including a weekly cap on statutory redundancy pay from £464 per week to £474 per week and a maximum compensatory award for unfair dismissal from £76,574 to £78,335. • New tax reporting requirements came into force for employment businesses or vendors who supply workers that are not already accounted for via their own PAYE system. • The lower and upper earnings threshold for pensions automatic enrolment increased.
Non-standard contracts: are you covered? Non-standard contracts give recruiters an increased responsibility, essentially allowing hirers to pass the blame onto the recruiter if any issues arise. This means recruiters bear a greater level of risk with any nonstandard contract placed, which they need to protect themselves from. As you might expect, this increased risk leads to higher insurance premiums, so recruiters need to be cautious when seeking insurance. One particular issue that needs to be investigated closely is the way that an insurer determines where liability lays in the case of workers using a non-standard contract. Peter Stoll, director
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of recruitment at Jelf Insurance Brokers, tells us that for some insurers “covering non-standard contracts is considered an extra on recruiter policies”. This means that the recruiter has no choice but to seek legal advice for each non-standard contract it places – costing time, resource and of course money. He goes on to explain that as the preferred insurance partner of the REC, Jelf has no such contractual liability exclusions, and that it is included within the cost of the policy itself. This means that if a recruiter enters into a non-standard contract (either intentionally or otherwise) there is no restriction to cover. Peter and his colleagues go that extra mile to check each contract so clients can avoid having to seek legal advice and the costs that comes with it.
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Behind the scenes at the Institute of Recruitment Professionals Rebecca Drinkwater is a consultant at KBM Resourcing and was top student in February’s Level 3 Cert RP exam
What I know James Parsons is the chief executive and founder of Arrows Group
How has 2015 been? It’s been a fantastic year so far. I was very pleased to get the Cert RP and even more to be top student. I studied hard and on top of that I recently passed my nine-month graduate training scheme at KBM, so I’m a full consultant now.
Put your employees first A lot of companies put the client at the front of everything. I believe you have to put the employee at the front. We have an EVP – an employee value proposition. Once you get that right, it ﬂows into a CVP – a client value proposition.
What sectors do you cover? We’re an oil & gas recruitment specialist but we all have specialist areas. I specialise in design and project recruitment. I really enjoy it, there’s never a quiet day and we like to have a personal aspect. I studied zoology at uni, but was always really more interested in the recruitment science part.
Value yourself You need to make a decision early on about whether you’re going to be a lifestyler, or whether you’re going to build a brand. The second thing we had to ﬁgure out was what we were going to stand for. If you don’t stand for high value, you will have your rates pushed down. You have to value yourself enough not to accept a low margin. Clients will say no initially, but in a rare-skills market, they will come back because there is a lack of supply. It’s very difﬁcult to sit down in a room with 10-12 people; everyone needs a horizon to aim for. The ambitions of your staff begin to drive things for themselves.
Any crossover between recruitment and zoology? We have a lot of team projects and presentations. A lot of the reports I did at uni have helped me there, but the actual zoology side of things didn’t cover much. I did a lot about environmentalism and the oil & gas industry, and I used to be involved with voluntary projects at uni, so there was a strong recruitment element to that as well. What’s it like recruiting in the oil & gas industry right now? The price of oil has been down on the past few years, and that has thrown a little bit of caution with some companies about hiring any more candidates. Unfortunately there have been some redundancies in the engineering sector, so they would be ﬁnding that market quite hard. The good thing is there are a lot of highly skilled recruiters looking for work right now, which we love to do too. How did you find the Level 3 Certificate in Recruitment Practice course? I found it really useful. I had been working at KBM for three months when I started and it complemented my training. I found the selling techniques really useful. I’m deﬁnitely a better recruiter because of it, and it’s been really good putting that into practice at work. What advice would you give your younger self on her first day? Be persistent and do not give up – you can receive hundreds of no’s during a month, but all it takes is one yes.
Try avoiding easy mistakes I think I went into the business pretty green and made a lot of mistakes, which were painful to make. A marketing company convinced me to take my logo and turn it upside down and back to front. Every time I handed over my business card people would turn it over. I hired people I’d like to go for a pint with, rather than those who were any good at what they did. I lacked a certain a wherewithal from a commercial perspective. When you’re young, you put your clients on a pedestal and do whatever they ask. Some sectors are easier than others Healthcare requires a much simpler strategy. It’s dominated by one major company – the NHS. But the fact remains it’s domestic, and we’re now the second largest supplier of acute nurses in South-East England. It’s a nice simple business in terms of its strategy, and it contrasts with our technology business because it’s a global business. Transpose your DNA When you’re setting up a branch in another market, you’ve got to have someone you trust to transpose your company’s DNA there. It has to be one of the leaders of the organisation, or a trusted lieutenant to open it up in these foreign ﬁelds. It can’t be someone new. To hear the full interview with James, visit rec.uk.com/ScaleUp
To keep up to date with everything the Institute of Recruitment Professionals is doing, please visit www.rec-irp.uk.com
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Recruitment Matters June 2015 7
Events and training
TREC 2015: on the agenda In its second year, the Talent, Recruitment & Employment Conference will once again provide a unique conference programme designed and driven by market participants, ensuring topical and leading edge thinking is shared and debated. Below is the agenda for this year’s event. For more information, and a list of speakers, visit rec.uk.com/TREC2015 Panel Session 1: 9:30am – What’s new in talent attraction and employer branding
Developing an employer brand which attracts talent is essential in a market where many employers are looking for the same skills. Reputation and perception are becoming more central to recruitment as talent has more choice. A strong, well deﬁned employee offering provides a signiﬁcant advantage in the race for talent. Panel Session 2: 2:10pm – Strategic Talent Sourcing
How organisations are responding to increased competition for talent by looking at different sources for candidates? Which employers are seeking to use new channels and working differently with their partners to attract the talent they need. Is social media delivering new candidates cost effectively? Panel Session 3: 3:25pm – Why providing a fantastic candidate experience is critical
Only 11% of businesses collect candidate feedback. Are your current process and approach providing a good candidate experience? The difference between a good and poor candidate experience is signiﬁcant in retaining talent and achieving superior performance. This panel will explore what great candidate experience looks like.
Round Tables from 10:40am to 12:30pm
1. Nurturing tomorrow’s leaders Every business is worrying about leadership development. Which approaches are working when it comes to identifying, developing and motivating the next generation of leaders? 2. What does good recruitment look like? In a buoyant jobs market, ensuring you have the best approach to recruiting talent is a critical organisational capability. In this roundtable we will explore what good recruitment looks like 3. Giving employees the responsibility to drive their own career Enabling staff to drive their own learning, development and progression is a key feature of a great talent strategy. We will discuss how to create this type of learning environment 4. Making your organisation a great place to work Creating a positive workplace culture delivers signiﬁcant productivity and performance beneﬁts. This roundtable will explore approaches that are proving successful 5. Managing a multi-generational workforce An ageing workforce, as well as talent and skill shortages is creating huge organisational challenges. As well as later retirement and older workers being a new source of talent, how do you manage
Recruitment Matters The official magazine of The Recruitment & Employment Confederation Dorset House, 1st Floor, 27-45 Stamford Street, London SE1 9NT Tel: 020 7009 2100 www.rec.uk.com
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an organisation with workers aged from 16 to 70? Does this multi-generational workforce necessitate a more varied suite of managerial approaches? 6. Employee engagement improving performance Organisations are spending over £3bn per annum on engagement activity but employees are less engaged now than ever before. What is going wrong? How can organisations drive more effective people engagement which has an impact on individual and corporate performance? 7. How technology is helping improve resourcing and talent management Deploying the right technology can provide invaluable data, remove administrative work and provide a better candidate experience. This roundtable will explore how technology can make a difference. 8. Is your resourcing supply chain world class? More organisations are seeking to proactively manage external recruitment suppliers via RPO or managed service providers. This can leverage economies of scale and make process improvements, but can also bring its own challenges. This roundtable will explore whether talent and HR have the right metrics, commercial nous and processes to ensure your supply chain delivers the quality candidates required?
Membership Department: Membership: 020 7009 2100. Customer Services: 020 7009 2100 Publishers: Redactive Publishing Ltd, 17 Britton Street, London EC1M 5TP. Tel: 020 7880 6200. www.redactive.co.uk Publisher: Aaron Nicholls email@example.com Tel: 020 7880 8547 Editorial: Editor Michael Oliver firstname.lastname@example.org Tel: 020 7009 2173. Production Editor: Vanessa Townsend Production: Production Executive: Rachel Young. email@example.com Tel: 020 7880 6209 Printing: Printed by Woodford Litho © 2015 Recruitment Matters. Although every effort is made to ensure accuracy, neither REC, Redactive Publishing Ltd nor the authors can accept liability for errors or omissions. Views expressed in the magazine are not necessarily those of the REC or Redactive Publishing Ltd. No responsibility can be accepted for unsolicited manuscripts or transparencies. No reproduction in whole or part without written permission.
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