One in Four Uk companies hiring new permanent staff
Despite the understandable dip in confidence following the Brexit poll result, a recent REC poll shows 25% of businesses plan to take on more staff in the next 3 months – the REC press release dated 26th October 2016 reads:
Wednesday, 26 October 2016
Almost a quarter (23 per cent) of UK employers plan to take on more permanent staff in the next three months, with only three percent planning a reduction in their permanent workforce, according to the latest JobsOutlook survey by the Recruitment & Employment Confederation (REC).
Businesses are also seeking more temporary resource, with four in five (81 per cent) planning to maintain or increase their use of agency workers in the run up to Christmas.
However, the survey of 600 employers reveals that large organisations (250+ employees) are less likely to take on new permanent staff in the short term when compared to smaller businesses.
There also appears to be differences between businesses based in the South East and those based in the rest of the UK. In the South East (including London), 77 per cent of employers expect to increase or hold their existing temporary staff in the next three months. Meanwhile, 98 per cent of employers based in the North plan to increase or maintain their temporary workforce in the same period.
Overall, economic confidence has fallen according to the latest survey. Just 25 per cent of employers surveyed in July – September think UK economic conditions are improving. This compares to 48 per cent that cited improving conditions before the EU referendum (survey period March – May).
The JobsOutlook survey also shows that employers anticipate a shortage of candidates for permanent and temporary roles in engineering, tech, construction and health & social care.
REC Chief Executive Kevin Green says:
“The latest official figures show that employment remains at a record high. Our data suggests that this positive trend is set to continue, with employers actively looking to take on more staff in the last quarter of the year. Small businesses in particular are performing well and are seeking to grow. Strong consumer spending over the last few months has been a boon to the UK economy.
“However, there are signs that business confidence in the economy is slipping. Whilst it is still too soon to draw conclusions about the impact of the decision to leave the EU, the data suggests that London is feeling the brunt of the referendum result. Businesses in the financial sector in particular are looking at the political and economic environment with some trepidation.
Over half a million more people in work compared to this time last year & average weekly earnings up 2.3%
Looking at the Office of National Statistics data for October show 31.81 Million people in work in the UK in the last quarter, up 106,000 on the previous quarter and an encouraging 560,000 on the same time last year.
The main points for the June-August quarter were noted as follows :
Between March to May 2016 and June to August 2016, the number of people in work and the number of unemployed people increased. The number of people not working and not seeking or available to work (economically inactive) fell.
There were 31.81 million people in work, 106,000 more than for March to May 2016 and 560,000 more than for a year earlier.
There were 23.23 million people working full-time, 362,000 more than for a year earlier. There were 8.58 million people working part-time, 198,000 more than for a year earlier.
The employment rate (the proportion of people aged from 16 to 64 who were in work) was 74.5%, the joint highest since comparable records began in 1971.
There were 1.66 million unemployed people (people not in work but seeking and available to work), 10,000 more than for March to May 2016 but 118,000 fewer than for a year earlier.
There were 891,000 unemployed men, 12,000 fewer than for March to May 2016 and 81,000 fewer than for a year earlier.
There were 765,000 unemployed women, 23,000 more than for March to May 2016 but 37,000 fewer than for a year earlier.
The unemployment rate was 4.9%, unchanged compared with March to May 2016 but down from 5.4% for a year earlier. The unemployment rate is the proportion of the labour force (those in work plus those unemployed) that were unemployed.
There were 8.81 million people aged from 16 to 64 who were economically inactive (not working and not seeking or available to work), 65,000 fewer than for March to May 2016 and 231,000 fewer than for a year earlier.
The inactivity rate (the proportion of people aged from 16 to 64 who were economically inactive) was 21.5%, the joint lowest since comparable records began in 1971.
Average weekly earnings for employees in Great Britain in nominal terms (that is, not adjusted for price inflation) increased by 2.3% both including and excluding bonuses compared with a year earlier.
The Linkedin blog threw up a gem recently titled ’11 hiring hacks every recruiter should know in 2017′
Now I’m not too sure about the firm that introduced a “guys” jar. Like a swear jar, but offenders using the word ‘guys’ to address their team that includes female staff – PC gone too far perhaps.
Leela Srinivasan Cmo at Lever provided some interesting points that might come in useful for up and coming recruiters.
Use the job description to show the candidate the impact the job will have
The job description is an “opportunity to really capture the imagination of your potential candidate,” explains Srinivasan. Yet many recruiters today still don’t see this as the case. Srinivasan says “most job descriptions are a combo of depressing and ridiculous” and after reading them, candidates have a hard time seeing themselves in the role. A good recruiter helps them see the possibilities. Continued…
Interview like you mean it
Be honest: when’s the last time you “forgot” to email a candidate back to tell them they didn’t get the job? If it’s more than a handful, you might find that you already have a negative candidate experience.
More and more, companies are discovering that candidates who rate their interview experience as negative don’t go on to recommend the company to their friends. Instead, they stop supporting the company altogether because they were so turned off by the way they were treated during the interview process. Continued…
Don’t focus too much on culture fit
if you’ve ever been told it’s important that you could see yourself grabbing a drink with the candidate or sitting next to them on a long flight – forget it. Focusing on culture fit rejects hiring diverse teams and it’s “not an effective way to evaluate your candidate,” says Srinivasan.
“Instead, what you really should be doing is evaluating whether their skills and experience will help raise the bar of your organization,” she continues. “So certainly, behavior in interviewing is definitely part of that equation,” but make sure you’re also spending time evaluating whether this person could culturally add to your company. Continued…
Get candidates comfortable so that you see the “real” them
Interviews are intimidating – much in the same way that first dates are. But, recruiters can turn this all around—and it’s in your best interest to do so because that’s how you really get to know someone. Continued…
Source beyond the obvious places
Hiring has changed a lot in the last few years, says Srinivasan, so why shouldn’t we change the way we recruit? She advises supplementing your core sourcing by looking in other places. Continued…
Call and coffee your referrals
Recruiters get so bogged down with the day-to-day that when you come across a prospect who isn’t quite perfect for a role, it’s easy to move on to find one who is. Change that mentality, says Srinivasan, and have coffee with every semi-promising referral because you never know what could open up later on down the road. Continued…
Talk about hiring all the time internally
If you want everyone at the company involved in hiring—from giving referrals to sharing their employee experience—you have to talk about the importance of talent.
At Lever, every employee “understands that they have responsibility to play,” says Srinivasan, so they’ll often come together to look through their networks and determine who they know who could potentially be great candidates. Continued…
Reference-check your heart out
There are two reasons why effective reference-checking is important: One, you want to make sure that you’re bringing in somebody who is a bar raiser and two, as a manager, you want to understand how you can help that person grow in the role and help them accomplish what they want to. Continued…
If you could have all the ice cream in the world, how many different flavours would you take to make a sundae and how many toppings would you pick?
Believe it or not, that’s a go to interview question from a survey of senior hiring managers. The Accounttemps survey was brought to light by John Zappe on the ERE Media blog.
“ Now comes an Accountemps survey that tells us hiring managers haven’t changed much. Senior managers were asked: “When interviewing job candidates, what is your favorite question to ask?”
Just imagine what a candidate must think when she’s asked:
“If you could have all the ice cream in the world, how many different flavors would you take to make a sundae and how many toppings would you pick?”
“What kind of animal would you be?”
“Use an ad slogan to describe yourself.”
Those are the ones that grab headlines and become fodder for stand-up comedians. They’re just too irresistible not to make fun of. Of course, the managers who ask questions like these will defend them as an attempt to discover how a candidate thinks through a problem, or how they respond to the totally unexpected.
Generally, though, those weird, off the wall questions that once seemed so clever have been deemed “a complete waste of time,” by no less than Google’s Laszlo Bock.
If you’re an HR leader or anyone in TA, the truly worrisome part of the survey are the questions senior managers expect will help them learn who among the candidates are the ones they should hire; the “A” talent. What are these questions? As predictable as a sunrise. Here’s a sample:
“Why do you want to work here?”
“What did you like or dislike about your last job?”
“What are your strengths and weaknesses?”
“Where do you see yourself in the future?”
What’s wrong with these questions? Fundamentally nothing, if the objective is to weed out the unprepared, the lazy, and the mediocre. Anyone with even an ounce of initiative can discover the right way to answer them just by Googling “interview questions and answers.” They don’t even have to dig very deep. The No. 1 result is a list from The Muse of 31 of the most common interview questions and recommended answers. All of the Accountemps survey’s most popular questions are on the list.
Maybe in the days before the Internet, these questions had merit. But no more. What’s particularly sad is that these managers actually believe they are learning about the quality and the personality fit of the candidates they’re interviewing. If asked at all — and I’m not suggesting they are completely worthless — these questions need to be supplemented with behavioral and specific type of questions geared to identifying “A” talent.
Except for a survey ERE did this year, it would be of some comfort to note that Accountemps surveyed senior managers at companies of at least 20 employees. A manager at a 20-person company or at a 100-person company or even a 500 person concern is not likely to be all that seasoned or senior. But our ERE survey — State of Talent Acquisition Survey 2016 — had hiring managers at large (thousands of employees) and very large companies claiming they do a better job sourcing and recruiting candidates than their TA team.
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