RGU Resourcing Newsletter Sept 2011

2010-2011

Resourcing Report

Resourcing Report 2010-2011

1.0 Summary of key findings • Recruitment activity is down by 25%, with expenditure down 34%. We appointed 154 new staff this year, compared to 204 in 09/10.

•

We are sourcing new hires for less. The average cost per hire this year was £616 compared to £1500 per hire last year. (Against a public service company average of £3000).That means we delivered comparative savings of £136136 across the University on permanent recruitment alone.

• Our recruitment from ‘free’ sources has increased. 86% of our hires this year were recruited from ‘free’ sources compared to 76% last year.

Some of this can be attributed to our use of social media (such as Linkedin and Facebook) to proactively recruit and improve the employer brand. As a result our recruitment by word of mouth has risen from 11% last year to 19% of all appointments this year. If you are recruiting and you are registered on Linkedin, ask HR for the job url and you can email a ‘status update’ to your contacts.

•

We aim to reduce our cost per hire further by introducing new features to Recruit Online (live late September).

Talent pooling will allow us to search applicants from similar roles in the last 6 months and invite them to apply.

Candidates will be able to register and be notified of certain types of roles through a new job alert system and/or set up an RSS feed from the jobs page through to their internet browser with information on all new jobs.

This should increase the chances of candidates applying and reduce reliance on advertising.

• Following a radical review of press advertising spend in 09-10, we reduced our reliance on the Press and Journal.

This has achieved savings of around £38,000. Its poor

performance again in 10-11 means that we will only fund P&J advertising for Grade 1-3 roles, other than in exceptional circumstances or if initial advertising has proved unsuccessful.

• As in previous years, we will cease to support any form of advertising which consistently yields poor results.

• We are now able to monitor the number of roles filled internally and had previously estimated this around 20- 25%. Our figures now show this is as much as 48%.

•

Expenditure on temps is down a further 39% this year.

The Agency Worker Regulations come into effect in October this year, which means that temps will be entitled to the same pay and holidays as permanent workers after 12 weeks service. This will increase costs slightly and more information will follow in the coming weeks.

•

In 09/10 we had an overwhelming response to vacancies as candidates migrated away from the private sector.

This trend has been reversed this year as the public sector feels the effect of the downturn, with an average of 16 applicants per vacancy, compared to 30 per vacancy in the previous year.

•

For the 6th year running we are filling vacancies quicker than the year before. This year we have filled jobs in an average of 38.5 working days, compared to 41 days last year and 47 days the year before.

•

Days from close to shortlist has increased from 5.75 to 7 days. We have been gathering feedback about this process and have prepared some amendments to the shortlist process for later this year which should improve timescales and cut workload for the shortlist panel.

• Satisfaction levels have increased across all aspects of the joiners and leavers surveys, although lack of career development is still perceived as an issue.

Resourcing Report 2010-2011

2.0 Joiner and Leaver feedback The surveys are now in their second year and this summary covers the period Aug 10-Jul 11. In this period we have received 81 joiner surveys and 37 leaver surveys which represent about 40% and 20% respectively of the joiner and leaver population. Overall, satisfaction has improved right across the joiner and leaver population.

Experience of RGU as an employer Overall 96% of joiners and 92% of leavers indicate that their experience of RGU as an employer is a positive one. This compares to 98% and 79% respectively in 09/10.

Flexible working We are currently considering whether the option to work flexibly should be extended to all staff (with appropriate qualifying service). This option was available to staff during the recent voluntary severance/early retirement programme and received a very positive response. This could have strongly influenced the survey responses from the leavers, where 90% (previously 73%) felt that we offered flexible working opportunities. We would appreciate any thoughts or comments you have in this respect.

Career development Lack of career development is still perceived as an issue and is raised in several areas across the leavers’ survey. It is the main reason cited for people leaving. In addition 30% of respondents feel that we do not offer career development across the department or the University and 36% did not feel there were sufficient personal or professional career development opportunities.

However, this is possibly a perception issue. In the last year we have appointed 48% of roles internally and although this is slightly less than other public services companies (58%) of a similar size, it is a healthy level of internal appointment and still better than similar sized private sector organisations (35%).

We obviously need to make people more aware of this.

Our system of notifying internal staff about jobs is however outdated and we are about to release the job alert function on Recruit Online which will allow internal and external candidates to register for job alerts, either by email or RSS feed. This will be further enhanced for internal candidates later this year and we will then communicate these features across all staff, together with our internal appointment rates.

Resourcing Report 2010-2011

My Manager Leavers expressed greater satisfaction than in 09/10 in all areas of management effectiveness.

• 87% (previously 73%) believed their manager to be an effective leader of their team.

• 84% (previously 79%) felt they were able to raise issues and concerns with their manager.

• 80% (previously 76%) were given regular feedback on their performance.

• 91% (previously 77%) felt the manager communicated effectively with the team.

Resourcing Report 2010-2011

3.0 data 3.1 Recruitment Spend

May-Jul £

Total 10/11 £

Compare Total 09/10 £

9645

34633

94262

153262

22415

22042

0

44457

39673

Agencies - Temp

74473

83345

85359

319322

521497

Agencies - Perm

0

0

0

0

18675

£120349

£115032

£119992

£458041

£733107

Spend Type

Aug-Oct £

Nov-Jan £

Advertising

23461

Search Agencies

Total

3.2 Cost per hire

Placements

Spend £

Average Cost Per Hire £

Compare Cost per Hire 09/10 £

August 10-Jan 11

59

33106

561

1590

Feb 11-Jul 11

94

61156

651

1410

Annual total/average

153

94262

616

1500

Annual average including

154

138719

901

n/a

SMG with headhunt

3.3 Jobs filled internally Organisation

% Jobs filled internally

RGU

48%

Industry average

58%

1

3.4 Number of applicants per job Year

Average number of applicants per job

09/10

30

10/11

16

1

Based on public services companies with 1-500 employees. Source: CIPD Resourcing and Talent Planning Survey 2011 Resourcing Report 2010-2011

3.5

Expenditure on Temporary Staff Aug 10- Jan 11 £

School/Department International Programs

Feb 11-Jul 11 £

15224

3144

Development/Alumni

2

32280

25073

School of Nursing

16662

4249

Scott Sutherland

5503

Finance

5324

24852

IT

12093

9433

Disability & Dyslexia Service

31660

32488

Senior Management

3

Student Admissions

631

1754

Student Services

5720

8863

Research Support Unit – RAE

9553

School of Engineering

2342

Energy Programme

6835

Innovation & Des Man

5913

8988

Estates & Property Services

4197

Study Skills & Access Unit

4008

Human Resources

16225

ERDF Innovation & Des Man

4934

Faculty of Health & Social Care

21374

Total expenditure in period

£157,818

£161,505

Compare total expenditure in 09/10

£302,931

£218,566

2

Covering cost of two vacant managerial roles

3

Majority of this cost is recovered by funding from SAS

Resourcing Report 2010-2011

3.6 Source of Applicant/Cost by media

Apps

Int

Offer

Appt

Spend £

TRADITIONAL PRESS Evening Express Press & Journal

227

25

6

3

30678

Guardian

2

0

0

0

9510

THES

4

1

0

0

7495

Building Design

0

0

0

0

1372

Biomedical Scientist

0

0

0

0

1400

Pharmaceutical Journal

0

0

0

0

2205

Synergy

2

2

0

0

1680

British Journal of Occupational Therapy

1

0

0

0

946

Nursing Times

0

0

0

0

1980

RCN Bulletin

1

0

0

0

1482

0

0

0

0

4400

TRADE JOURNALS

WEBSITES THES Guardianjobs.com

0

0

0

0

4650

Jobs. ac.uk

333

58

14

13

16189

S1 jobs

164

22

5

5

11685

10

0

0

0

1500

Recruitment Agency

14

7

2

2

0

Other

58

8

3

3

0

RGU Website

981

163

55

49

0

Job Centre

158

15

5

4

0

Word of Mouth

245

72

27

27

0

Internal Notice

106

64

34

34

0

RGU Job Shop

Total Jobs OTHER PAID SOURCES

FREE SOURCES

95

13

7

5

0

KTP Website

3

2

0

0

0

NHS website

4

0

0

0

0

2416

454

158

145

£94,262

Total

3.7 Time to fill Year

No of closed jobs

Working days from close date to shortlist

Working days from initiation to offer

2010/11

154

7

38.5

2009/10

201

5.75

41

2008/09

232

5.5

47

2007/08

267

7

49.25

3.8 Ethnicity data Ethnicity

Apps

Ints

Interviews as % of applicant

Appts

Appts as % of interviews

Ethnic minorities

633

74

12%

15

20%

White plus ‘not known’

1789

369

21%

130

35%

Resourcing Report 2010-2011

4.0 Conclusions The Resourcing function is constantly striving to anticipate and respond to the changing needs of the market. This should be evident in the various changes in the last few years including the introduction of behavioural assessment, improvements to Recruit Online and a strong drive on cost efficiency through improved advertising, employer branding and use of social media.

Going forward We will continue to face recruitment difficulties, particularly as the private sector recovers from the recession and we experience further funding cuts. We recognise that our salaries are currently fairly static and have to focus on no-cost benefits such as flexible working, voluntary benefits and salary sacrifice opportunities.

We can also remain competitive by speeding up the length of time it takes us to recruit. Although we have made vast improvements in this area, we tend to be slower and less flexible than the private sector. In addition, feedback on the short listing process has lead us to prepare some amendments to Recruit online for later in the year which should improve timescales and cut workload for the shortlist panel.

Feedback from joiners has meant we have simplified our Induction guidance and checklists and we are now looking to make further improvements such as Induction modules on Moodle and Benefits Road Shows.

For advice on any aspect of Resourcing, please contact Julie Skinner, Resourcing Specialist at j.skinner@rgu.ac.uk or call Ext 3786.

Resourcing Report 2010-2011