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  • Most Attractive Markets 2017

    We have developed our own methodology for evaluating the potential of each staffing market. This provides a basic structure for understanding different strengths and weaknesses and a template for comparing a wide range of very different markets. Staffing markets have been ranked according to 10 different components.The Market Attractiveness Assessment Tool (MAAT) provides readers of the Most Attractive Staffing Markets report the benefit of making the analysis directly relevant for their own purposes. Built in Excel, the MAAT allows users to conduct their own assessment based on the indicators that they perceive as more relevant to their business case and risk tolerance. To download a copy of the report, click below: Most Attractive Staffing Markets 20170209 - You do not have permission to view this object. To download a copy of the excel based MAAT, click below: Market Attractiveness Assessment Tool 20170209 - You do not have permission to view this object. […]

  • Workforce Solutions Buyers Survey - Recruitment Process Outsourcing

    Key Findings 39% of the companies that responded to our survey indicated that they use recruitment process outsourcing (RPO), an indication of the significant use of this service. A definition of RPO is provided on page seven. Although our definition does not consider “bulk direct hire” to qualify as RPO, we note that some survey respondents may be reporting their use of “bulk direct hire” as RPO. 6% of survey respondents indicated that they held responsibility for RPO in their organization, and another 20% of respondents reported having some knowledge/influence over RPO. Adding these groups together, we see that two-thirds (26% divided by 39%) of contingent workforce managers at firms using RPO reported having at least some knowledge/influence over RPO operations at their firm. A majority (55%) of companies using RPO indicated that they use RPO for 10% or less of their total permanent hires, while another 14% of companies use RPO for 11-20% of their hires. On the other end of the spectrum, 26% of companies use RPO for a majority of their permanent hiring. A large majority (77%) of the companies that use RPO indicated that the switch to RPO brought about a decrease in time-to-fill for permanent hiring. Among these firms, the most common selection was a 1-10% decrease in time-to-fill. Improving recruitment efficiency was the most cited primary reason for implementing RPO, selected by roughly two-thirds of companies (67%). Reducing costs (56%) and making hiring more scalable (53%) were the second- and third-most commonly identified reasons. To download the full report, please select the link below:  WS Buyers Survey 2016 - NA - Recruitment process outsourcing 20170203 - You do not have permission to view this object. […]

  • February US Jobs Report

    Event: On a seasonally adjusted basis, total nonfarm employment increased by 227,000 and the unemployment rate rose slightly by 6 basis points to 4.78% in January, according to the U.S. Bureau of Labor Statistics (BLS) in its monthly jobs report. Temporary help services employment increased by 0.50% in January, adding 14,800 jobs. The temporary penetration rate rose one basis point, to 2.05%, matching the all-time high of 2.05% (newly revised from 2.06%) previously reached in December 2015 and November 2016.Background and Analysis: On a year-over-year (y/y) basis (January 2016 over January 2015), total nonfarm employment was up 1.6%, and monthly job gains have averaged approximately 195,000 over the past 12 months. Temporary help employment was up 3.3% y/y, with monthly job gains averaging approximately 7,800 over the past 12 months. The economic sectors that most drove total nonfarm employment growth in January included retail trade (+45,900), construction (+36,000) and leisure & hospitality (+34,000) Declines for the month were seen in government (-10,000), education (-8,800), and transportation & warehousing (-4,000)..BLS Revisions: The change in total nonfarm payroll employment for November was revised from +204,000 to +164,000, and the change for December was revised from +156,000 to +157,000. With these revisions, total nonfarm employment gains during the two-month period were 39,000 lower than previously reported.The change in temporary help services employment for November was revised from +23,800 to +25,500, and the change for December was revised from -15,500 to -12,800. With these revisions, temporary help employment growth was 4,400 greater than previously reported.  Note that the BLS also implemented its annual benchmark revisions this month, resulting in adjustments that may impact data going back to January 2012.  Staffing Industry Analysts’ Perspective: The first month of 2017 was a strong one for employment, with total nonfarm job additions of +227K coming in well ahead of the median forecast of economists surveyed by Bloomberg of +180K. The slight rise in the unemployment rate was due to a 20 basis point sequential increase in labor force participation, to 62.9%.There was a notable shift in the sectors that were most responsible for driving overall jobs growth in this report, as retail trade and construction had their largest gains since February and March of 2016, respectively, coming in stronger than healthcare & social assistance (+32.1K) and professional services (excluding temporary help, +24,200) which have led employment growth throughout this economic growth cycle. In percentage terms, however, natural resources & mining had the highest rate of growth in the month of January, at 0.6%. This was the third straight month of gains for the beleaguered sector, reversing a downtrend that had been in place for more than two years.Temporary help had a solid month, recovering from the contraction in December. This was the one-year anniversary of the worst monthly decline for the industry since the Great Recession, when 43,200 temporary jobs were lost in January 2016. That easy prior-year comparison enabled the industry’s y/y growth rate to jump to 3.3% in January from 1.2% the preceding month. As a consequence of the BLS annual benchmark revisions, the prior all-time peak for the temporary penetration rate of 2.06% was notched down one basis point, to 2.05%, matched in this month’s report. If the temporary employment growth demonstrated in this month’s jobs report can be sustained through several months, the penetration rate should reach new heights.Corporate Member subscribers may download employment figures in greater detail from a link that will appear below:   Monthly Employment Situation February 2017 - You do not have permission to view this object. […]

  • Buyer Survey: Hard to fill jobs

    Key Findings  We asked buyers from companies with more than 1,000 employees, “What specific skills are you having the greatest challenge recruiting?” Respondents provided open-ended responses.  Among respondents noting IT as their largest occupational segment, data science and information security were commonly cited as skills difficult to recruit. Light industrial/manual labor was commonly cited among firms noting industrial as their primary segment. The difficulty in recruiting people with skills in data science or information security likely reflects a skill misalignment in the education of our overall workforce. The difficulty in recruiting light industrial workers and manual laborers likely reflects more than anything a need for buyers to simply adjust their pay to the market price.  We did not categorize responses by whether or not they noted “niche” or “specialized,” as they are not specific skills. Such terms, however, were frequently cited as part of skills that are difficult to recruit. Click the link below to download the full report  Workforce Solutions Buyers Survey 2016 - Global - Difficult to fill 20170131 - You do not have permission to view this object. […]

  • Worker Profile Tracking

    Sponsored by: Current dynamics in the market, such as aging population, economic changes, skills shortages, the need for a flexible workforce and increased regulatory scrutiny, are forcing companies to transform and re-think their external workforce structures. This is a strategic and logistical task, with up to 50% of an organisation’s workforce now consisting of external resources.Companies are faced with the challenge of keeping track of their non-employee workers in terms of ‘Who and where are they?’ and ‘what do they actually do?’ Are they contingent, Statement of Work or some other engagement type that is hard to classify?In this interactive webinar, Peter Reagan, Staffing Industry Analysts Director, Contingent Workforce Strategies and Research (Europe & Asia) was joined by Fieldglass, Abbott and SAP, to discuss how these companies have achieved visibility into their entire workforce. They shared how they went about tracking their non-employees, together with an overview of their future strategies for Total Talent Management. Speakers: Peter Reagan - Director, Contingent Workforce Strategies & Research, Europe and Asia Pacific, Staffing Industry Analysts Mikael Lindmark - SVP EMEA, Fieldglass Amy Gordon - Global Head of SAP External Workforce Center, SAPShyrl Hoover - Senior Manager, Talent Acquisition, Flexible Recruiting Solutions, AbbottTo view the video below, select the play button to begin viewing. Double click the 2 arrows to view full screen. To download a full copy of the slides, click below. 151028_EUBuyer-WorkerProfileTracking_Fieldglass.pdf 3.99 MB […]

  • Crowdsourcing Platforms

    Introduction Within the SIA Human Cloud platform lexicon, Crowdsourcing represents a group of platforms that, although sometimes having some shared characteristics, are fairly distinct from Online Staffing and Online Services platforms. They also seem to represent some of the most innovative models for organizing certain kinds of work and workers on a contingent basis, with technology continuing to press on the frontier of what can be done. “Crowdsourcing” has become a widely used term with a wide range of meanings. For our purposes, it refers to an online platform-based process of inviting and engaging numerous paid online workers from a dispersed, often massive, labor population to each perform a quite narrowly defined/scoped unit of work, which, when collected and processed further by the platform, will lead to an expected value added outcome for the client.  Depending upon the specific criteria applied, we estimate there are no more than 25-40 Crowdsourcing platform businesses, engaging millions of workers, in the world today. Many of these platforms have attracted substantial investment, though the aggregate spend processed annually across all platforms likely falls short of $500 million. While there has been some M&A activity (for example, Appirio recently acquired Topcoder), many of the businesses appear to be growing and evolving with their customers and even finding a receptive market among extremely large enterprises (something to be noted by staffing firms). Being on the edge of innovation, Crowdsourcing platforms exhibit considerable variation, but for now seem to separate into two main models which we have defined as Distributed Microtask Processing Platforms and Challenge/Contest Platforms. However, even within these two basic models, variation is still present. Still experimental and evolving, Crowdsourcing platforms represent extreme forms of innovation in how contingent workers can be engaged and work can be done.  There is definitely a place for these kinds of platforms in the globally networked, 21st Century, information-based/service economy, although it is difficult to predict the extent and form it might take. For the near term, we expect the Crowdsourcing segment to continue on a steady, but not explosive, path of investment, innovation, and growth. To download the full report, click below: Crowdsourcing Platforms - You do not have permission to view this object. […]

  • Trends in Labor Arbitrage

    Key Findings Organizations can take advantage of effective labor arbitrage via three separate means: Labor mobility initiatives Offshoring The Human Cloud    However, organizational demarcation is preventing companies from taking best advantage of labor arbitrage with different departments taking responsibility for different solutions. Talent distribution and migration creates opportunities for those able to access this talent. There are a number of different hubs where labor emigrates from and immigrates to. There are also three important patterns of ‘intra-zone’ migration; the US, Europe and China. Taking advantage of the full potential of labor mobility requires corporate competence in recruitment intelligence gathering, visa/immigration services, relocation services and the ability to payroll in multiple markets. All three ways of taking advantage of labor arbitrage will grow in future driven by a number of key trends, however, Human Cloud solutions as a technology disrupter has the potential to grow at the expense of the other two.  Using the Human Cloud does not require any up-front investment, the creation of an overseas infrastructure, the bureaucracy of visa applications or the administrative hassle of relocation. To download the full insight, click below: Labour Arbitrage Trends - You do not have permission to view this object. […]

  • Information Technology Issues

    Key Findings The CIO has a difficult balancing act to achieve, providing innovation and support to the business while, at the same time, coming up with initiatives to cut costs. Compared with other industries, IT spend in the staffing industry is below average both as a percentage of revenue and per full time equivalent employee. The key technology trends that staffing firms should be addressing today are: Greater efficiency and effectiveness through IT consolidation and improved infrastructure and services. Use of fibre-optic infrastructure for better telecommunications bandwidth. Outsourcing of infrastructure, platform services, and application services to the cloud, and transition to web browser delivery and away from thin client solutions. Mobile access and the use of mobile applications for anytime, anywhere connectivity. Ensuring social media channels are natively incorporated into the front office application and that various databases can be simultaneously searched. Staffing firms should attend to innovation as a means of creating competitive advantage and value. A systematic approach to ideas generation and innovation is possible, and the CEO must lead, sponsor, and challenge the status quo. To read the full report, click below: Information Technology Issues and Trends - You do not have permission to view this object. […]

  • Gulf Market

    Key Findings The Gulf Region refers to the six Arab monarchical states of Saudi Arabia, United Arab Emirates, Qatar, Kuwait, Bahrain, and the sultanate of Oman, bordering the Persian Gulf. These six nations also comprise the Gulf Cooperation Council (GCC). All of the Gulf States have significant revenues from oil and gas and, with the exception of Saudi Arabia, have small local populations. This has raised their per capita incomes to higher than those of their neighbors. To meet severe labor shortages, they host large numbers of temporary non-citizen economic migrants from South Asia (mostly Indians) and Southeast Asia (mostly the Philippines and Indonesia). In the past there were also significant numbers of immigrants from Jordan, Syria, Lebanon, Yemen and Egypt. Skilled workers and managers from the West (and in particular the U.K.) also supplement the indigenous workforce. Gulf staffing markets are among the fastest growing in the world and staffing agencies play a major role in the placement of workers in a host of occupations. The region has very positive economic prospects in the short to medium term although there are certainly risks given the high dependence on oil production and recent political unrest that is destabilising markets like Bahrain. For the complete report, click the following link. Gulf Region Overview - You do not have permission to view this object. […]