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  • Uber leaders address concerns, confirm CEO to remain

    Uber CEO Travis Kalanick will remain at the helm of the human cloud, ride-sharing firm amidst the recent storm of controversy and the company plans to make changes to address driver concerns, the company said in a call Tuesday with media. Company leaders discussed leadership and accountability, Uber’s culture and business results.“Uber must change if it is to be as successful in the next decade as it has been in the last seven years,” said board member Arianna Huffington. “And second, as I told employees a few weeks back, creating a great culture will be key to their future success. Going forward, there can be no room at Uber for brilliant jerks and zero tolerance for anything but totally respectable behavior in an equitable workplace environment.”Candidates for a recently announced COO position to help Kalanick are impressive, Huffington said, stating Uber is talking with “truly world-class leaders who have worked in very complex organizations already. And what’s clear is that whatever Uber’s challenges, the best of the best are coming to the table, excited about the company’s potential.”  Asked twice by reporters, Huffington said she doesn’t expect Kalanick’s position as CEO will be in question, even after attorneys Eric Holder and Tammy Albaran conclude their investigation into former employee Susan Fowler’s claims of sexual harassment and sexism at the company, ReCode reported. “I’m a big proponent of allowing leaders to evolve,” she said. “He has made it clear that this a journey that he takes very seriously and ... is holding himself ultimately responsible,” Huffington said.Last week, riders in the US took more trips with Uber than ever before, Rachel Holt said in the call. Holt, who runs Uber’s operations and marketing teams in the US and Canada, said the company has grown faster in the first 10 weeks of 2017 than in the first 10 weeks of 2016.“We are in the fortunate position that the business remains healthy, allowing us the time to focus on all the changes that are necessary,” Holt said, noting that the company is working to bring more “humanity” to the way it interacts with drivers. This includes improving the training of support agents and expanding its network of Greenlight Hubs. Uber is also updating some customer support policies, including: When investigating rider complaints, Uber will now take into account driver history. Going forward, someone with three rider complaints but just 100 trips under their belt will be treated differently from a driver who has received three complaints but completed 10,000 trips. Give drivers a say in fare adjustments, instead of solely relying on what a rider says. For example, there are times when riders accidentally cancel a trip while they’re actually still on the way to their destination. When this happens, the driver is only paid out up to the point of cancellation, even if they complete the trip. “We had made the bar higher for drivers than riders on fare adjustments. But going forward, we will make sure they are fully compensated for their time,” Holt said. In addition to relying solely on rider feedback when suspending a driver — for example, a rider writes in saying that their driver didn’t look like the picture in the app — Uber will use technology like Real-Time ID Check to validate the driver is who they say they are and get them back on the road quickly. This will mean less time off the road for Uber driver partners. […]

  • Judge dismisses discrimination case against staffing firm (Law 360)

    A federal judge in Alabama dismissed a discrimination complaint against a staffing firm by the US Equal Employment Opportunity Commission, but is allowing the agency to amend the complaint, according to a report in Law 360. The lawsuit involved a staffing firm providing workers to a Pilgrim’s Pride poultry processing facility. […]

  • ManpowerGroup laying off 150 at headquarters (Journal Sentinel)

    ManpowerGroup Inc. (NYSE: MAN) is laying off 150 people at its headquarters in Milwaukee, the Journal Sentinel newspaper reported. A company spokesperson confirmed the layoffs but was not immediately available to answer questions about jobs being eliminated, according to the newspaper. […]

  • Highest-paid digital marketing role is CMO with salary up to $245,000

    The highest-paid digital marketing executive jobs include chief marketing officer, VP of digital marketing, and Web analytics manager/market data analyst, according a report released today by Mondo, a New York-based IT and digital marketing staffing provider. Chief marketing officers had the highest salary with $245,000 at the high end and $160,000 at the low end.Other top-paid digital marketing positions include: VP of digital marketing: $140,000 to $200,000 Web analytics manager/market data analyst: $80,000 to $185,000 VP, eCommerce: $125,000 to $180,000 Director, interactive: $140,000 to $180,000 Director, creative: $101,000 to $178,000 UX specialist/information architect: $110,000 to $175,000 Mobile App developer: $100,000 to $175,000 Director UX/UI: $130-170,000 VP, interactive product or interactive marketing: $130,000 to $-$170,000 “Digital marketing technology skills like data analysis and UX/UI design are garnering top salaries, and professionals with those skills are in high demand,” said Gianna Scorsone, senior VP of marketing operations and sales for Mondo. “In terms of our placements, we have seen a rise in demand across the board for digital marketing professionals, with a 70% increase over last year.”The digital marketing salary data is based on Mondo’s placements over the past year in New York City; San Francisco; Washington, DC; Philadelphia; Denver; Boston; Chicago; Los Angeles; Atlanta and Dallas. […]

  • UK – Talent shortage expected due to Brexit fallout

    According to a report from the Recruitment and Employment Confederation, 51% of employers anticipate a shortage of candidates to fill permanent jobs.Further data from the REC’s JobsOutlook survey of 600 employers also shows that employers with more than 250 staff are concerned about the lack of talent available, with 63% expecting a shortage.Meanwhile, 22% plan to take on more permanent staff in the medium term (4-12 months), with 1% planning to decrease their headcount.“There’s a feel-good factor about the UK jobs market,” REC chief executive Kevin Green said. “The official figures show record levels of employment, and our data indicates that this could rise even higher in the coming months.”“The candidate shortage is an ongoing dilemma. This is not a new problem, but the fall-out from Brexit has created fresh challenges. We’re already hearing that EU workers are leaving the UK or turning down opportunities to work here. In sectors such as healthcare, construction and hospitality, where the reliance upon EU nationals is especially high, employers are worried,” Green said. REC data also showed that demand for staff is higher in London, where 28% of employers intend to increase their permanent workforce in the medium term.Employers expect the shortage of candidates to be particularly acute in engineering and tech, health and social care, and construction.Furthermore, 59% of employers have increased their headcount in the last year. Moreover, 34% believe that UK economic conditions are improving, whilst 29% think they are getting worse. While 78% are operating with ‘none’ or ‘a little’ spare capacity, and would need to take on staff to meet an increase in demand.“The government’s U-turn on the Budget reveals a failure to appreciate the consequences of policy. Their approach to immigration must show more clarity. Safeguarding the status of EU workers in the UK in the upcoming Brexit negotiations would help to allay anxieties amongst employers,” Green said.  &nbs […]

  • Switzerland – Michael Page Swiss Job Index shows number of IT job ads up in March

    According to the Michael Page Swiss Job Index, advertised jobs in the IT sector grew, on average, by 10.3% between February and March 2017.Throughout Switzerland advertised jobs grew by 2.5% between February and March 2017 and 7.6% for the quarter (January – March 2017).The German speaking region recorded the highest monthly growth in advertised jobs (3.0%) driven by the Canton of Zurich (6.9%). Meanwhile, advertised jobs decreased in the Swiss Romandy (-0.6%).“We’re seeing strong growth around the jobs connected with minimising risk, finding intelligent solutions to streamlining operations and developing business,” Nicolai Mikkelsen, Director, Michael Page, said. “Many candidates are receiving multiple offers in IT, engineering, B2B sales, online marketing, as well as logistics and inventory planning. So employers need to be especially focused and fast with their offers to them.”The top categories in IT sector grew between 11.2% and 20.2%. Demand was the highest for IT security specialists and software testers. Winners: IT Job Categories, February – March 2017 Change 1. IT Security, Software Tester 20.2% 2. Internet Specialists (e.g. manufacturing control specialists) 15.5% 3. IT Support 13.0% 4. Programmers 11.3% 5. Online Marketing Specialists 11.2% Outside of the IT industry, job categories showing the highest advertised vacancies were: Winners: Non-IT Job Categories, February – March 2017 Change 1. Banking (credit and trust specialists) 9.2% 2. Logistics and Inventory Planning 7.8% 3. Engineering 7.0% 4. Sales (B2B specialists) 6.0% 5. Pharmaceutical specialists (researchers, chemists) 5.5% […]

  • Poland – Number of temporary workers up 3% in 2016

    The number of temporary agency workers was up 3% for the full year 2016 compared to the previous year, according to the Polish Human Resources Forum (Polskie Forum HR).Data from Polish HR Forum also showed that the average period of employment of a temporary employee was 63 days within 12 months. Meanwhile, there was a 2% yearly increase in the number of hours worked by temporary agency workers in 2016.“The low increase in the number of temporary workers is primarily the result of increasing difficulty in finding candidates with the right competencies. I estimate that this will be the biggest challenge facing the Polish employers in the coming years,” Wojciech Ratajczyk, Vice President, Temporary Work, Polish HR Forum, said. […]

  • UK – Most recruitment professionals expect to meet or exceed revenue goals in 2017

    According to data from Bullhorn, a global provider of customer relationship management software for the staffing and recruiting industries, 90% of UK recruiters expect to meet or exceed revenue goals this year regardless of continued economic uncertainty.Bullhorn’s 2017 UK Recruitment Trends Report, which was based on a survey of more than 400 recruitment professionals, also reveals that 31% of respondents have a lack of confidence in the industry outlook after the Brexit vote. Additionally, 28% anticipate negative business implications from government policies, while 53% expect a negative impact on their businesses if greater restrictions are placed on the movement of labour.Beyond the 90% that expect to meet or exceed their revenue goals this year, nearly a quarter of recruitment companies expect to grow their revenue by more than 25%.Meanwhile, approximately 75% of respondents also expect hiring needs to increase this year. However, 37% expect growth in temporary placements, which suggests that permanent recruitment will drive most of the industry’s growth.Data from the survey showed that increasing profitability was rated by respondents as the most important goal for the year (65%), followed by improving management of client and candidate relationships (42%) in second place, and driving top-line revenue growth (41%) in third.“UK recruitment companies need to be commended for their positive approach to business growth and profitability. Identifying opportunities in the market is half the job; maximising their potential requires stronger, long-term relationships,” Peter Linas, International Managing Director at Bullhorn, said.While hiring needs are expected to increase, the biggest challenge expected by recruiters this year, and possibly far into the future, is a shortage of qualified talent, according to Bullhorn, with more than 70% of all respondents ranking it as the top challenge.Bullhorn data also showed that 78% of respondents use a CRM system to track candidate activity and 68% use one to manage sales.“Adopting the right technology can help recruiters take full advantage of one of their best sources of qualified talent and keep their clients fulfilled at a time when uncertainty threatens to compromise revenue targets,” Linas said. […]

  • South Africa – ADvTech reports revenue up 24% for the full year

    South African recruitment firm ADvTech (ADH: SJ) reported revenue for the year ending 31 December 2016 of ZAR 3.3 billion (USD 265.5 million), an increase of 24% compared with ZAR 2.7 billion (USD 213.9 million) in 2015. (ZAR millions) FY 2016 FY 2015 Change USD 2016 (millions) Revenue 3,353.1 2,707.7 24% 265.5 EBITDA 740.6 557.9 33% 58.7 The company earns most of its revenue through two separate education divisions, Schools and Tertiary. The Schools and Tertiary businesses reported revenue growth of 15% and 28%, respectively, compared with last year.ADvTech Group’s Resourcing division’s activities include permanent and temporary staffing solutions; as well as recruitment advertising, e-recruitment, and advertisement response handling. The company predominately operates in the IT, Finance, and Engineering sectors.According to the company, the resourcing division had a challenging year with the tough economic conditions compounded by a number of external shocks, which adversely affected business confidence resulting in a significant delay in the completion of appointments. However, revenue increased by 55% compared to last year due to a number of acquisitions.In 2016, ADvTECH acquired 100% of Capsicum Culinary Studio (Pty) Ltd and 51% of Oxbridge Academy (Pty) Ltd.“The directors are pleased to announce excellent results for 2016, continuing the trend of strong performance from the business as it pursues its growth strategy,” The Board of ADvTech said in a statement. “Both the schools and tertiary divisions performed well with revenue growth and operating profit up. The resourcing division’s profit declined due to the uncertain economy, though revenue has increased as a result of the recent acquisitions.“Highlights of the year include a number of strategic acquisitions, expanding our footprint outside of South Africa, increasing our schools presence in the Western Cape, successfully introducing blended learning models and growing our position in the distance education sector,” The Board stated.  “The investment of the International Finance Corporation (IFC), a member of the World Bank Group, was an important milestone for the group and supports our growth strategy with a particular focus on sub-Saharan Africa.In 2016, the group appointed Jacqueline Chimhanzi and Dr Jane Hofmeyr as independent non-executive directors effective from 1 January 2017. The company secretary, Carmen Koopman, has resigned with effect from 28 April 2017.“We continue to see numerous opportunities both at home and abroad. In our core markets we expect organic and greenfield growth to continue despite the fact that competition has increased and difficult economic conditions remain,” the board stated. “We are also excited by opportunities available in new market segments and through new product offerings. In addition, our investigations into new regions is providing us with even more opportunities and this, we believe, will enhance our business performance and diversify our portfolio.”Advtech set a new 52-week high during today's trading session when it reached ZAR 2,019.00 (USD 159.8). Share price was up 0.25% on the day.  Based on its current share price the company has a market value of ZAR 10.89 billion (USD 862.5 million). […]

  • India – A third of professionals find jobs via social networks

    A third of professionals in India land new jobs through social networks, according to data from LinkedIn, the online professional network.The data showed that 32% of Indian professionals use the social media networks to help them access information about companies, including the culture and opportunities available to them."The job market today has transformed into a candidate's marketplace wherein candidates choose their employers, as opposed to recruiters choosing them," Irfan Abdulla, Director, Talent Solutions, LinkedIn India, said."Organisations are restructuring their recruiting teams to work on building relationships with potential candidates and engage with them on relevant platforms. This move is creating an ecosystem where recruiters, organisations and job seekers interact for individual, professional and business growth," Abdulla said. […]

  • New Zealand – Number of SEEK job ads up in February

    New job advertisements on SEEK increased by 17.3% in February when compared to the same period last year.According to the data, the industries offering the most job opportunities on SEEK across New Zealand in February included Information and communication technology; trade and services; manufacturing; and transport and logistics.Among the regions, the Auckland region alone saw a 19.2% year-on-year increase on advertised job opportunities, while the Wellington region saw an increase 11.8%. Job ads in the Canterbury region fell by 2.6% compared to the previous year."February was a great month to be a job seeker in New Zealand, because there was strong year-on-year job ad growth across several large employing industries on Seek beyond ICT," SEEK New Zealand general manager Janet Faulding said. […]

  • Asia – Business sentiment for Asian companies reaches highest level in nearly two years (Reuters)

    Business sentiment for Asia’s firms rose to a near 2-year high in the first quarter of 2017, reports Reuters with survey data from Thomson Reuters and INSEAD, a French business school. The survey represents the six-month outlook of 96 firms. It rebounded to 70 for January-March from 63 in the previous quarter. A reading over 50 indicates a positive view. The results were boosted by upbeat economic data from the United States and China, which are two top destinations for Asian exporters. […]

Latest Research

  • IT Recruiting Strategies

    The current economic expansion has fueled outsized growth in IT employment, leading to severe shortages of high-skilled tech workers. More restrictive immigration policies being pursued in the US and other Western nations is likely to further constrain the supply of talent. Job boards have become less effective channels for sourcing tech talent as the supply has continued to tighten. Reaching out to IT professionals in online communities where they naturally congregate can have better results, as can establishing a presence at tech events in local markets. Building relationships with universities and coding bootcamps is worthy of investigation, but each has its own limitations. It is critical to be highly selective when hiring recruiters. They must have both a strong grasp of IT concepts and the personal skills needed to communicate effectively with IT professionals. They will also need to have the right personality type in order to integrate well with the staffing firm’s culture. Develop and continually refine your recruiting process, integrating technology solutions to drive efficiency. Track metrics and benchmark against industry peers, using the data to identify and correct areas of weakness in process or personnel. Provide feedback to client employers in cases where their policies or procedures are negatively impacting their ability to attract talent. Candidate experience is central to referral and redeployment activity, which can amplify the effectiveness of a recruiting organization. Make the pre-hire and onboarding processes as painless as possible, and maintain regular contact with resources while the assignment is ongoing. Adoption of the bench model promotes retention, but should be applied selectively due to the inherent risks. To download a copy of the full report, please select the link below: Successful IT Recruiting Strategies 20170321 - You do not have permission to view this object. […]

  • 4Q16 Results of Staffing Companies

    Key Findings: In our prior report (issued in December), deceleration in revenue growth was a dominant trend across publicly traded staffing companies doing business in North America. In this update, we see that deceleration generally morph into revenue declines. For the 22 companies in this report, their most recently reported quarterly revenue declined by a median 0.5% compared with the same period last year (y/y), down from 2.0% y/y growth for the previous quarter. While median revenue growth declined 0.5% y/y, we estimate a median decline of 0.3% once revenue is adjusted for acquisitions, currency exchange and in some cases divestitures and a difference in billing days between quarters. Generally, Q4 was a weak quarter for the US staffing market outside of a few pockets such as healthcare. Median gross margin for the quarter was also down y/y, by 20 basis points, as was median net income, by 15%. Net income in several cases was impacted by significant one-time events that may not reflect the ongoing operations of these companies. For further information, one can refer to the financial statements of the companies in this report. The table on page 4 lists financial information for the 22 companies, and is explained on page 3. Pages 5 and 6 compare revenue growth and net income with prior quarters. The full report can be downloaded by clicking the link below: Financial Results of Staffing Companies NA 4Q16 20170321 - You do not have permission to view this object. […]

  • Workforce Solutions Buyers Survey 2016 - North America - Cumulative Report

    Key FindingsThis 498-page report comprises both the 2016 Workforce Solutions Buyers Survey results and relevant information from previous editions of this survey, going back to 2009. A few examples of information you will find in our report are: Contingent share of workforce: Organizations reported a median 20% and average (mean) 22% contingent share of their total workforce. On average companies reported the following proportions of their contingent workforce: agency temporary workers (50%), statement-of-work (SOW) consultants (30%), independent contractors (11%), internal temporary workers (7%) and other (3%). Temp-to-perm conversion rate: The median temp-to-perm conversion rate was 10%. Use of supplier management strategies: 72% of companies reported use of a VMS, while 58% indicated use of an MSP. Top priorities of contingent workforce programs: The most selected top priorities were reducing/controlling costs (16%), providing excellent customer service to internal stakeholders (15%) and globally integrating the contingent workforce program (15%). Internal resources dedicated to contingent workforce management: The median team size was 3 full-time equivalents. 67% of respondents reported that they spent at least half of their time on contingent workforce related responsibilities. Performance rating of contingent workforce program: 83% of respondents rated the performance of their contingent workforce program as either average, above average, or excellent. Satisfaction with staffing supplier, VMS, and MSP: On a scale of 1 to 10 (with 10 equal to “very likely”), we asked organizations whether they would recommend their staffing supplier, VMS, and MSP. The average responses were 7.30 for staffing supplier, 6.98 for VMS, and 6.86 for MSP. MSP and VMS cost savings: 83% of respondents reported use of an MSP resulted in some savings, significant savings, or huge savings. 77% of respondents indicated use of a VMS resulted in some savings, significant savings, or huge savings. Recruitment process outsourcing (RPO): Among companies that reported use of RPO, 77% indicated that RPO has brought about a decrease in their average time-to-fill for permanent positions. Trends in online staffing and freelancer management systems (FMS): 65% of companies reported familiarity with online staffing and 12% reported use of online staffing. 56% of companies indicated familiarity with FMS while 6% reported use of FMS. To download the report, please select the following link: Workforce Solutions Buyers Survey 2016 - North America - Cumulative Report 20170318 - You do not have permission to view this object. […]

  • SI Report Webinar - March 2017

    This monthly Staffing Industry Report webinar gives the latest updates on the economy, temporary workers' use of cloud services and recent reports from the staffing buyer survey.The one-hour webinar is the most efficient way to stay on top of current trends in the industry. Earn 1 credit per webinar attendance towards CCWP continuing education.Download the presentation slides. Select the play button to begin viewing.Double click the 4 arrows to view full screen&nbs […]

  • IT Recruiting Strategies

    The current economic expansion has fueled outsized growth in IT employment, leading to severe shortages of high-skilled tech workers. More restrictive immigration policies being pursued in the US and other Western nations is likely to further constrain the supply of talent. Job boards have become less effective channels for sourcing tech talent as the supply has continued to tighten. Reaching out to IT professionals in online communities where they naturally congregate can have better results, as can establishing a presence at tech events in local markets. Building relationships with universities and coding bootcamps is worthy of investigation, but each has its own limitations. It is critical to be highly selective when hiring recruiters. They must have both a strong grasp of IT concepts and the personal skills needed to communicate effectively with IT professionals. They will also need to have the right personality type in order to integrate well with the staffing firm’s culture. Develop and continually refine your recruiting process, integrating technology solutions to drive efficiency. Track metrics and benchmark against industry peers, using the data to identify and correct areas of weakness in process or personnel. Provide feedback to client employers in cases where their policies or procedures are negatively impacting their ability to attract talent. Candidate experience is central to referral and redeployment activity, which can amplify the effectiveness of a recruiting organization. Make the pre-hire and onboarding processes as painless as possible, and maintain regular contact with resources while the assignment is ongoing. Adoption of the bench model promotes retention, but should be applied selectively due to the inherent risks. To download a copy of the full report, please select the link below:  Successful IT Recruiting Strategies 20170321 - You do not have permission to view this object. […]

  • Workforce Solutions Buyers Survey 2016 - Europe - Consolidated Report

    Key FindingsThis 258-page report comprises both the 2016 Workforce Solutions Buyers Survey results and information from previous editions of this survey, going back to 2013. A few examples of the research findings you will find in our latest survey are: Contingent share of workforce: Organizations reported a median 20% and average (mean) 25% contingent share of their total workforce. On average, companies reported the following proportions of their contingent workforce: agency temporary workers (43%), statement-of-work (SOW) consultants (31%), independent contractors (19%), internal temporary workers (5%) and other (2%). Temp-to-perm conversion rate: The median temp-to-perm conversion rate was 5%. Use of supplier management strategies: 68% of companies reported use of a VMS, while 63% indicated use of an MSP. Top priorities of contingent workforce programs: The most selected top priorities were global integration (21%), reducing/controlling costs (19%) and providing excellent customer service to internal stakeholders (14%). Internal resources dedicated to contingent workforce management: The median team size was 4 full-time equivalents. 67% of respondents reported that they spent at least half of their time on contingent workforce related responsibilities. Performance rating of contingent workforce program: 78% of respondents rated the performance of their contingent workforce program as either average, above average, or excellent. Satisfaction with staffing supplier, VMS, and MSP: On a scale of 1 to 10 (with 10 equal to “very likely”), we asked organizations whether they would recommend their staffing supplier, VMS, and MSP. The average responses were 6.95 for staffing supplier, 6.75 for VMS, and 7.00 for MSP. MSP and VMS cost savings: 89% of respondents reported use of an MSP resulted in some savings, significant savings, or huge savings. 79% of respondents indicated use of a VMS resulted in some savings, significant savings, or huge savings. Recruitment process outsourcing (RPO): Among companies that reported use of RPO, 75% indicated that RPO has brought about a decrease in their average time-to-fill for permanent positions. Trends in online staffing and freelancer management systems (FMS): 74% of companies reported familiarity with online staffing and 18% reported use of online staffing. 72% of companies indicated familiarity with FMS while 18% reported use of FMS. To download the report, please select the following link: Workforce Solutions Buyers Survey 2016 - Europe - Consolidated Report 2017.03.21 - You do not have permission to view this object. […]

  • Workforce Solutions Buyers Survey 2016: Contingent Share of Workforce

    In 2016, companies reported that contingent workers comprised a median 20% and an average 25% of their workforce. We define contingent workers as all non-permanent workers including the full range of agency temporary workers, internal temporary workers/interns/seasonal workers, independent contractors and statement-of work (SOW) consultants, but exclude part-time regular employees. The reported share of contingent workforce was higher in 2016 compared to previous years. The reported contingent share of workforce has risen to a median 20% and average 25% from a median 15% and an average 20% reported in our 2014 survey. While some of the change in this measure may be due to variation in participating companies, the substantial amount of increase nevertheless appears to signal growth in the use of contingent workers. When asked about the proportion of different kinds of contingent workers in their program, companies reported the following averages: agency temporary workers (43%), statement-of-work (SOW) consultants (31%), independent contractors (19%), internal temporary workers (5%) and other (2%). When asked about plans for various categories of contingent workers over the next ten years, companies were most bullish about increasing their share of SOW consultants, outsourced workers and freelancers. A majority of companies (56%) projected that regular full-time employees would comprise a smaller share of their workforce. In a similarly bullish projection, companies estimated that the contingent share of their workforce would rise to an average of 27% in two years and 33% in ten years. The full report is available here:  Workforce Solutions Buyers Survey Contingent Share of Workforce Europe 20170316 - You do not have permission to view this object. […]

  • Buyers Survey 2016: Satisfaction

    Key Findings We asked companies: “How likely are you to recommend your organization’s primary staffing supplier/VMS/MSP to a friend or colleague?” Response options ranged from 0 (not likely) to 10 (very likely). The average response for staffing supplier was 6.95; the average response for vendor management system (VMS) was 6.75; the average response for managed service provider (MSP) was 7.00. Definitions of VMS and MSP appear on page 11. The net promoter scores (NPS) for staffing supplier, VMS, and MSP, were -14%, -12%, and -8%, respectively. Trends in the net promoter scores over the past few years range from mixed to declining. We asked companies to rate the importance of four factors—cost, quality, efficiency and risk—when evaluating their staffing supplier. While all four factors were broadly rated as at least moderately important, it is notable that “quality” was rated very important or extremely important by 96% of respondents, giving it priority over the other factors. We invited companies to share their most important piece of advice that they would give to staffing firms to improve buyer satisfaction. Respondents were given the option to share an open-answer text response. Quotes from these text responses appear on pages 8 through 10. The full report can be downloaded by clicking the link below:  WF Solutions Buyers Survey 2016 - Europe - Satisfaction with Staffing Supplier 20170315 - You do not have permission to view this object. &nbs […]

  • IT Recruiting Strategies

    The current economic expansion has fueled outsized growth in IT employment, leading to severe shortages of high-skilled tech workers. More restrictive immigration policies being pursued in the US and other Western nations is likely to further constrain the supply of talent. Job boards have become less effective channels for sourcing tech talent as the supply has continued to tighten. Reaching out to IT professionals in online communities where they naturally congregate can have better results, as can establishing a presence at tech events in local markets. Building relationships with universities and coding bootcamps is worthy of investigation, but each has its own limitations. It is critical to be highly selective when hiring recruiters. They must have both a strong grasp of IT concepts and the personal skills needed to communicate effectively with IT professionals. They will also need to have the right personality type in order to integrate well with the staffing firm’s culture. Develop and continually refine your recruiting process, integrating technology solutions to drive efficiency. Track metrics and benchmark against industry peers, using the data to identify and correct areas of weakness in process or personnel. Provide feedback to client employers in cases where their policies or procedures are negatively impacting their ability to attract talent. Candidate experience is central to referral and redeployment activity, which can amplify the effectiveness of a recruiting organization. Make the pre-hire and onboarding processes as painless as possible, and maintain regular contact with resources while the assignment is ongoing. Adoption of the bench model promotes retention, but should be applied selectively due to the inherent risks. To download a copy of the full report, please select the link below: Successful IT Recruiting Strategies 20170321 - You do not have permission to view this object. […]

  • Singapore Salary Briefing

    There is no prescribed minimum wage for foreign or local workers in Singapore. This year, however, the minimum monthly salary firms must pay their local workers if they want to hire foreign workers is due to increase from SGD 1,000 ($725) to SGD 1,100 ($797) in July, and SGD 1,200 ($869) from July next year. The number of foreign workers a company can hire is tied to its number of full-time local employees, under a quota system known as the Dependency Ratio Ceiling (DRC).Median monthly starting salaries for university graduates at the National University of Singapore (NUS), Nanyang Technological University (NTU) and Singapore Management University (SMU) rose from SGD 3,300 ($2,391) in 2015 to SGD 3,360 ($2929) last year, a rise of just under 2%.The Gross monthly income from work is the widest measure of income from employment, covering both employees and the self-employed. In 2016 the figure was SGD 4,056 ($2,929) for 2016 up from SGD 3,949 ($2,861) the year before, a nominal increase of 2.7% and a real increase of 3.3% taking inflation into account.According to the 2016 HSBC Expat Explorer survey, expats living in Singapore are likely to enjoy higher incomes. On average SGD 16,000 ($11,592) per month, compared to a global average of SGD 11,157 ($8,083).Below is a compilation of Singapore salary guides and surveys in alphabetical order, which provide more exact figures based on industry, experience and function. In some cases, the reports are available online, and in others, you can download them, either directly or after filling in a short form.Adecco Singapore Salary Guide 2016 - A spotlight on the following sectors: Accounting & Finance, Administration & Office Support, Banking, Customer Service, Engineering & Technical, Human Resources, Information Technology, Logistics & Supply Chain, Marketing & Communications, Retail & Events and Sales & Account Management.Aquis Search Singapore Legal Salary Survey & Guide 2016 -  Data and forecast for Private Practise, In-House Financial Services and In-House Commerce.Big Cloud - Singapore Data Science Salary Report 2017Cogs Singapore Salary Benchmark - Digital talent in the Creative, Client Servicing, Project Management, Social Community/ Management, UX and Technology space. Glassdoor -  Salary information for 4,000 plus companies in Singapore, posted anonymously by employees.Hays The 2017 Asia Salary Guide -  Data for for Accountancy & Finance, Architecture, Audit, Risk & Compliance, Banking & Financial Services, Construction & Engineering, Contact Centres, Education, Finance Technology, Human Resources, Information Technology, Insurance, Legal, Life Sciences, Manufacturing & Operations, Office Professionals, Oil & Gas, Procurement & Supply Chain, Property and Sales & Marketing.Hudson 2016 Salary Guide Singapore - Managers and Directors in Accounting & Finance, Education, Financial Services, Healthcare & Life Science, Human Resources and Sales & Marketing. Plus a salary calculator online.Jobiness - Singapore focussed and similar to Glassdoor, Jobiness posts salary information from anonymous employees.JobsCentral Singapore Salary Calculator - Based on data from the Singapore Ministry of Manpower's Occupational Wages Tables (see below) for 2015 and released in 2016. Data for Accommodation and Food Services, Art Entertainment Recreation and Other services, Business Services, Construction, Education, Health and Social Services, Financial Services, Information and Communications, Manufacturing, Transport and Storage plus Wholesale and Retail Trade. JobStreet Singapore Salary Guide - This salary information is sampled from average monthly salaries (exclude bonus & other compensation).Kelly Singapore 2016 Salary Guide - Salary and Hiring Outlook and data for Accounting, Banking and Finance, Call Centres, Engineering & Technical, Healthcare & Life Sciences, Human Resources, Information Technology, Office Support, Procurement, Supply Chain & Logistics and Sales, Marketing and Advertising.Kerry Consulting - Continually updated salary guides for Accounting & Finance, Banking (Front Office), Banking (Back & Middle Office), Engineering & Supply Chain, Healthcare & Life Sciences, Human Resources, Legal, Sales & Marketing and Technology.Michael Page 2017 Singapore Salary & Employment Outlook - Overview of employment conditions, skills in demand, sector trends and salary benchmarks in Singapore for Engineering & Manufacturing, Finance & Accounting, Financial Services, Healthcare & Life Sciences, Human Resources, Legal, Marketing, Procurement & Supply Chain, Property & Construction, Sales and Technology.Ministry of Manpower - Government wage database of over 300 occupations collated from more than 4,000 private organisations covering over 200,000 full-time resident employees.Morgan McKinley 2017 - Data on Banking and Financial Services Salary Guides including Banking and Financial Services (Contract Rates), Compliance and Audit Salary Guide, Finance & Operations, Front Office sectors.PayScale Salary Data & Career Research Center - A free, personal salary report in return for your data.Robert Half - Data for China, Hong Kong, Japan and Singapore, specifically Finance & Accounting, Banking & Financial Services and TechnologyRobert Walters Singapore Salary Survey - A review of recruitment trends and salary levels for Accounting, Financial Services, Human Resources, Information Technology, Legal, Sales & Marketing, Secretarial |& Support, supply chain & procurement. They also have an iPhone salary checker app.Spring Professional Salary Guide 2016 - Engineering, IT, Property & Construction and Supply Chain & Logistics.Taylor Root - Legal Private Practice Salary Survey - 2016-17Note:If you have a resource you would like to see listed here please contact Adam Pode.The rate of exchange used in this article was 1SGD: USD0.7245. The average rate for 2016 provided by Oanda.If you want to know more about the Singapore market, please read our Look At Singapore and our Singapore Data Source. […]

  • Workforce Solutions Buyers Survey 2016: Contingent Share of Workforce

    In 2016, companies reported that contingent workers comprised a median 20% and an average 24% of their workforce. We define contingent workers as all non-permanent workers including the full range of agency temporary workers, internal temporary workers/interns/seasonal workers, independent contractors and statement-of work (SOW) consultants, but exclude part-time regular employees. The reported share of contingent workforce was higher in 2016 compared to previous years. The reported contingent share of workforce has risen to a median 20% and average 24% from a median 17% and an average 22% reported in our 2014 survey. While some of the change in this measure may be due to variation in participating companies, the increase nevertheless appears to signal growth in the use of contingent workers. When asked about the proportion of different kinds of contingent workers in their program, companies reported the following averages: agency temporary workers (42%), statement-of-work (SOW) consultants (38%), independent contractors (14%), internal temporary workers (5%) and other (2%). When asked about plans for various categories of contingent workers over the next ten years, companies were most bullish about increasing their share of outsourced workers, SOW consultants and freelancers. A substantial portion of companies (49%) projected that regular full-time employees would comprise a smaller share of their workforce. In a similarly bullish projection, companies estimated that the contingent share of their workforce would rise to an average of 27% in two years and 32% in ten years. The full report is available here:  Workforce Solutions Buyers Survey Contingent Share of Workforce Asia Pacific 20170316 - You do not have permission to view this object. […]

  • Buyers Survey 2016: Satisfaction with staffing supplier

    Key Findings We asked companies: “How likely are you to recommend your organization’s primary staffing supplier/VMS/MSP to a friend or colleague?” Response options ranged from 0 (not likely) to 10 (very likely). The average response for staffing supplier was 7.00; the average response for vendor management system (VMS) was 7.20; the average response for managed service provider (MSP) was 7.38. Definitions of VMS and MSP appear on page 10. The net promoter scores (NPS) for staffing supplier, VMS, and MSP, were -14%, 4%, and -3%, respectively. Trends in the net promoter scores show improvement over last year for all three categories. We asked companies to rate the importance of four factors—cost, quality, efficiency and risk—when evaluating their staffing supplier. While all four factors were broadly rated as at least moderately important, it is notable that “quality” was rated very important or extremely important by 97% of respondents, giving it priority over the other factors. We invited companies to share their most important piece of advice that they would give to staffing firms to improve buyer satisfaction. Respondents were given the option to share an open-answer text response. Quotes from these text responses appear on pages 8 and 9. The full report can be downloaded by clicking the link below: WF Solutions Buyers Survey 2016 - APAC - Satisfaction with staffing supplier 20170315 - You do not have permission to view this object. […]