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  • 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 […]

  • 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. […]