http://www.rec-con.co.uk News from www.rec-con.co.uk http://www.rec-con.co.uk/article.php/News/Antal_joins_APSCo/2865 Global recruiter Antal International has joined the leading recruitment industry body, APSCo. We were attracted by APSCos commitment to professionalism and delivery and by the opportunity to forge links with other like minded businesses through the associations conferences and networking events, says Graeme Read, Antals Group Managing Director. We also liked the fact that APSCo is dedicated to giving something back through its work with NSPCC Childline, a goal were also trying to achieve through the Antal Charitable Foundation. Were delighted to welcome Antal to APSCo says CEO Ann Swain, pictured. There is no doubt that they will add value as members and it is great to see an international businesses acknowledging that our ethics and approach are relevant to staffing companies the world over. http://www.rec-con.co.uk/article.php/News/Cost_of_bad_hire/2864 The cost of getting a hire wrong has been estimated at up to an initial hit of £50,000. Founder of yourpeoplemarket.com, Chris Smith, believes the average cost of hiring a new member of staff could start at £5,000 with this amount increasing with the seniority of the role. He said: With any business venture you should always look at your return on investment this goes for employing new staff too. In order to work this out, you must first find out how much it actually costs you to find that new member of staff. After speaking to numerous business owners, Chris has found that many of them look at advertising and salary as the expenses involved but this is only a small part of it. He continued: In recent years, more and more businesses have been carrying out recruitment themselves in order to save money, but very often they will end up spending more. Putting together a job specification, writing an advert, sorting through CVs, rounds of interviews, ability and psychometric testing all takes the time of a manager which isnt cheap. If you add up how much the time alone costs a business you would probably be shocked by the figure. And with unemployment figures rising, more people will be applying for jobs, which means that you will be spending even longer on the employment process and that means spending more money. Hiring the wrong employee can mean that you have to repeat the process, so it is crucial that you spend plenty of time reviewing CVs and interviewing candidates. Chris advises using a recruitment agency to keep your costs down and gives you a better chance of finding the right candidate for the role. He said: If you do end up making the wrong decision on a new employee and weve found that one in five employers do - you have to repeat the process from the beginning. We try to remove that risk for employees and aim to help them save money when recruiting rather than waste money. yourpeoplemarket.com eliminates the risk of hiring a poor recruitment agency and helps to ensure that you pay the right price for their services. Every recruiters performance is visible and supported by a ratings system so an employer can have confidence in the companies with whom they choose to engage. Its a completely risk free service, since employers only pay the recruitment agency when the job has been filled, and there is a completely hassle free rebate structure should the new employee not work out. http://www.rec-con.co.uk/article.php/News/Jobsearch_extension/2863 It has been confirmed that the Government has granted an extension to the Jobsearch scheme for high end job seekers that the REC has been undertaking under the auspices of the Department of Work and Pensions. Following discussions between the REC and the DWP last week, it has been decided the scheme which has helped tens of thousands of executive level jobseekers over the past 15 months will continue until March next year. This is one of the few work initiatives the new coalition Government has decided to maintain while at the same time under its austerity drive, it is withdrawing other high profile job schemes such as the Future Jobs Fund. Commenting on the Governments decision to continue Jobsearch for another six month, Tom Hadley, the RECs Director of External Relations said: This is an endorsement of both the credence and success of the scheme in giving high end jobseekers the best support and advice possible from our participating members to help them get back into work. Many of those jobseekers who have already embarked on the scheme had been made redundant as a result of cutbacks in sectors such as the banking and finance industry. With the forecast swingeing cuts now about to happen in the public sector, the need for this scheme to be extended further has never been more crucial. Hadley added: Though the scheme will be operated at a reduced rate to reflect the current economic circumstances, it is extremely positive news for us that Ministers have recognised the value of Jobsearch and the valuable contribution that private recruitment professionals play in the overall employment landscape. We will continue to build links with incoming Ministers, Jobcentre Plus and also initiatives being created under the Governments work programme to ensure we continue to take a proactive role in getting increasing numbers of people into work. http://www.rec-con.co.uk/article.php/News/Its_a_Monster/2862 Monsters acquisition of Yahoo! HotJobs, which closed August 24, will have significant benefits for international recruiters based in Europe (see press release here). Employers will have even greater access to skilled workers based in the US, making it far easier to find candidates with specific skills and experience that may be in short supply. HotJobs brings a particularly large pool of talent in healthcare, retail, finance and insurance. Monster will now be able to offer greater access and reach into the US, the combined presence of Monster and Hotjobs is expected to reach 130 million unique visitors (62 per cent of the US internet population). Monster will also expand its newspaper partnerships from 400 to 1000, with the addition of 600 HotJobs daily and weekly newspapers providing local reach in all 50 states. Andrea Bertone, head of Monster Europe, commented: Were living in an international employment market where skilled professionals often consider relocating to another country. The combination of Monster and Hotjobs gives European employers simple and rapid access to a bigger pool of candidates based in the US. This is a significant strategic advantage for employers that are competing on a global stage for the best talent. http://www.rec-con.co.uk/article.php/News/Specialist_launch/2861 A new consultancy has opened aiming to provide a relationship-focused recruiting experience for clients and candidates in the arenas of accounting and finance; financial services; human resources; sales; marketing, communications and e-commerce; procurement, supply chain and logistics; and executive search. Spear-headed by newly appointed managing director Nigel Lynn and supported by directors Mark McFall and Anton Roe, Barclay Meade is aiming to make the recruitment process more effective and efficient by delivering in-depth industry insight together with true client understanding. To this end, Barclay Meade has recruited sector specialists to head-up expert teams with extensive knowledge in interim, temporary, contract, permanent and executive recruitment. Part of the Matchtech Group, which has been providing technical and professional recruitment for over 25 years, Barclay Meade has also brought in specialist professional staffing recruiters from Matchtech, enabling the company to concentrate solely on its core technical business. Managing director Nigel Lynn says: We are hugely lucky to have put together a team of some of the countrys leading recruiters from the professional services sectors who not only have a wealth of knowledge and experience, but are also highly motivated and inspired to make a lasting difference to clients businesses and candidates lives. The recruitment market is extremely competitive, and many firms are seeing opportunities for growth following the recession which makes this both an exciting and ideal time for Barclay Meade to be beginning its journey towards being recognised as a trusted, long-term business partner and ally for its clients and candidates. With UK-wide offices supporting the sector teams, Barclay Meades expert management team includes: • Russell Soan Procurement, supply chain and logistics • Carly Tantau Financial services • Elliot Sanderson Marketing, communications and e-commerce • Matt Scott Human resources • Alan Betteridge - Sales • James Hartshorn Executive search • Matt Horne Public practice • Nick Cooper Accounting and finance, South Coast Nigel Lynn adds: Its a real privilege to be working with such an incredibly passionate team of experts who all personify Barclay Meades proposition of providing true client understanding alongside industry insight. Our aim is not necessarily to make Barclay Meade the biggest recruitment consultancy, but to earn a reputation in our sectors for consistently delivering the best talent to our clients and providing the most rewarding job opportunities for our candidates. We believe our unique principles and culture, which are rooted in making the recruitment process more personal, will make this possible and in turn provide a better experience for everyone involved. http://www.rec-con.co.uk/article.php/News/City_strangled/2860 Plans by the Coalition Government to impose a permanent cap on immigration will severely restrict UK law firms ability to conduct overseas work and prevent firms from attracting overseas lawyers and moving employees from their international offices to London, damaging the UK legal sector's hard-earned international reputation. The Law Society says that the cap may lead to firms and their clients relocating offices and transactional work disappearing to other jurisdictions, damaging Londons competitiveness as a global financial centre. The Society is currently canvassing the profession over the proposed cap and will feed its findings into two consultations on the matter by the Home Office and the UK Border Agency's Migration Advisory Committee (MAC). Law Society chief executive Desmond Hudson says: "Just when we are pulling ourselves out of a crippling recession, imposing this cap now will strangle City law firms and in turn hit the businesses they act for. City law firms operate in a global marketplace and need to be able to recruit and relocate staff around the world. Having access to quality talent from other jurisdictions ensures the legal sector is better placed to carry out its work in the international marketplace. "By imposing a cap, there is a mistaken assumption that there will be lawyers of equal expertise in the UK and EU, but it is often the knowledge of a particular overseas jurisdiction which is of particular value to a firm. The UK legal sector is a huge employer of domestic legal talent, and restrictions on future international business development will mean fewer opportunities for UK lawyers to gain employment and international experience. "The cap will effectively sever links to some of the world's most important and growing economies, such as India and China, and there is a risk that large amounts of the transactional work that UK law firms engage in will go overseas as a result. It is therefore not surprising that the business community in the City also shares our concerns. Desmond Hudson adds: "Migrants brought in to work in the legal sector are highly-qualified, well-paid individuals who make a significant contribution to the UK economy. Further, any perception that the English legal market is becoming more closed to overseas lawyers and law firms is likely to result in further restrictions on the ability of UK lawyers to do business abroad. "The points-based system was introduced to control levels of immigration and has been working well. It has helped maintain the UK legal sector's standing and presence throughout the world. Imposing a cap will bring that trend to a halt." http://www.rec-con.co.uk/article.php/News/Helping_hand/2859 CV-Library has launched a contemporary career centre, providing a thorough guide to the job searching process - from the job application through to the first day at work. It encompasses valuable video and interactive learning resources, aiming to increase personal and academic development. Job seekers are now demanding more career facilities from job sites, with the motivation and desire to improve their career prospects. Those who incorporate the advice will be more likely to set themselves apart from the rest of the job seeker market. Lee Biggins comments, Our newly launched career centre is a focal point for candidates, preparing them for the job search ahead and meeting the demands of the highly competitive job market. We recognise the importance of becoming more than a one-stop job shop, as job sites transform into more than just a generic job board! http://www.rec-con.co.uk/article.php/News/Britains_got_talent?/2858 The latest focus study on skills, migration and off shoring in the CIPD/KPMG Labour Market Outlook report shows that demand for migrant workers has increased in line with improvements in the UK labour market during the past year. Almost half (45%) of the 600 employers surveyed report vacancies that are hard to fill, with 21% saying they are recruiting migrant workers for engineering vacancies, and 18% for both IT and accountancy/finance positions. As a result, almost one-fifth (17%) intend to recruit migrant workers in the third quarter of 2010. In the past three months, one in five (21%) of employers surveyed recruited migrant workers with over a third (37%) of these workers being recruited from outside the European Economic Area (EEA). More than half of migrant workers hired by the financial sector come from outside the EEA. The findings also point to greater offshoring activity. Nearly one in ten (9%) private sector companies plan to offshore jobs in the 12 months to June 2011. Of those planning to offshore UK jobs, two-thirds (65%) intend to offshore to India, a third to China (36%) and three in ten to eastern Europe (29%). The most common functions outsourced by employers include call centres (55%), IT (51%), and finance (49%). Gerwyn Davies, CIPD public policy adviser and author of the report, comments: The study highlights the complex juggling act the government now faces. The proposed introduction of a migration cap comes at a time when many employers are still struggling to fill skilled vacancies; despite the high unemployment rate. The training of local or British workers to fill skilled jobs currently occupied by migrant workers will not happen overnight. And despite our efforts to educate and train staff for shortage occupations, there is no guarantee that they will go on to progress in that career; as we have found with engineers. If a cap is to be introduced therefore, it has to be gradually phased in to avoid harming UK competitiveness. Employers running global operations will be forced to offshore skilled jobs to other countries if the right skills mix in the UK cannot be found. Malcolm Edge, KPMG UK Head of Markets, says: Our own research shows that UK businesses are increasingly optimistic about their prospects. In moving forward, businesses need the right people with the right skills. Increasingly, they are looking overseas to address this skills gap recruiting people to the UK or deciding to offshore both work and jobs. If the Coalition government do decide to introduce a cap, they will need to work closely with business to ensure that there is a correct balance between investment here in the UK and abroad. http://www.rec-con.co.uk/article.php/News/Mixed_bag/2857 There is a real mixed bag of company performance in the UK Recruitment Agencies industry at the moment. New research from market analysts Plimsoll indicates that with 149 companies in trouble, 456 others powering ahead and a further 159 set to be taken over, the market has never been more fragmented. David Pattison, author of the new Plimsoll Analysis - Recruitment Agencies explains, Having rated 149 struggling companies as Danger and given 456 others a Strong rating, I am surprised at the gulf in performance in the market. Despite all other factors, success still comes down to how well a company is run When pressed on what the consequences of this polarisation in the market will be, Pattisons response is emphatic, Acquisitions. The market, in the current economic climate cannot support this many companies. There has to be further, more radical consolidation in the market. Strong companies will be buying up distressed competitors in the next 12 months. The new Plimsoll Industry Analysis Recruitment Agencies will tell you instantly which companies are prospering in the post recession market place, those set to be bought out and those heading for trouble across the whole of the market and in the individual regions. It gives an instant performance rating on 1000 companies and highlights those ripe for acquisition. Each company is assessed using the Plimsoll Model - A graphical and written analysis that lays bare the facts and gives you instant opinion. Readers of Recruitment Consultant are entitled to a £50 discount of this new special edition of the Plimsoll Industry Analysis Recruitment Agencies. Call 01642 626400 for further details and quote reference PR/SV30. http://www.rec-con.co.uk/article.php/News/Finalists_Announced/2856 Forty-four outstanding UK organisations have been shortlisted across 9 categories in the 2010 Top Employers for Working Families Awards, supported by Recruitment Consultant magazine. The awards, organised by leading work-life balance charity Working Families are uniquely validated by independent human resource centre, the Institute for Employment Studies and recognise organisations that implement the best family-friendly policies. The winners will be announced at an awards luncheon on 19 October 2010 at a top venue in London. In addition, the Top Employers for Working Families A-Z benchmarking report will also be published, listing the best 30 employers in the UK for working families. With 40 per cent of the workforce having responsibilities for dependents either children or parents, it is becoming increasingly important for organisations to recognise their employees personal commitments: research from Working Families demonstrates that those employers who help their employees achieve a healthy work life balance, benefit from improved recruitment & retention as well as increased workforce productivity as staff feel better valued. Sarah Jackson, CEO of Working Families says: Policy statements and carefully worded entries are not enough to achieve Top Employers for Working Families status. The application process was carefully constructed to ensure that we only reward forward-thinking organisations that have a holistic approach to employing their staff and truly embed family-friendly working practise into their culture. The Top Employers for Working Families Awards are now in their second year and we are pleased to have received entries from new organisations as well as many of those who entered last year reflecting the significance of the issues that these awards address. Award categories and finalists 1. Innovation Special Award Shortlist: Citi Ministry of Justice PricewaterhouseCoopers LLP Sysdoc Limited The Co-operative Group 2. Best for Flexible Working Shortlist: American Express Services Europe Ltd BT Group Castlebeck Centrica Plc Henmans LLP KPMG McDonald's Restaurants Plinkfizz Limited Sysdoc Limited The Royal Bank of Scotland 3. Best for Maternity Shortlist: Bradford & Airedale NHS Citi Deutsche Bank Ford Motor Company Mayer Brown The Royal Bank of Scotland 4. Best for Fathers Shortlist: Bradford & Airedale NHS BT Group Castlebeck Centrica Plc Nationwide Building Society Registers of Scotland 5. Best for Carers/Dependent Care Support Shortlist: Castlebeck Centrica Plc HM Revenue and Customs Ministry of Justice The Mid Yorkshire Hospitals NHS Trust 6. Best Emergency Childcare (Including back-up/emergency/atypical/flexible childcare support) Shortlist: Deloitte LLP The Royal Bank of Scotland Workplace Options 7. Best Implementation of Childcare Voucher Scheme Shortlist: Deutsche Bank Nationwide Building Society PricewaterhouseCoopers LLP 8. Best Recruitment Policy for Parents and Carers Shortlist: Castlebeck ITV Plc Nationwide Building Society Plinkfizz Limited 9. Best for Career Progression for Parents and Carers Shortlist: Castlebeck Henmans LLP Judging Panel The judging panel comprises Prof Cary Cooper CBE; Craig Jones MBE, Global Head of Diversity at Barclays Wealth; Mary Mercer, Principal Consultant, Institute for Employment Studies; James Timpson, Timpsons and Sarah Jackson OBE, Chief Executive, Working Families. http://www.rec-con.co.uk/article.php/News/Positive_outlook/2855 With the UK jobs market continuing to feel the squeeze, what are the immediate and longer term employment prospects for the thousands of A level school-leavers. The Recruitment and Employment Confederation (REC) has issued practical tips for the next generation of workers and has at the same time called on Government and business community to do more to build bridges into the world of work. The RECs latest JobsOutlook survey shows that the short-term hiring intentions of employers have been affected due to the ongoing economic uncertainty. However, the good news for those looking to jump straight onto the careers ladder or to take a gap-year is that an increasing number of employers expect to be hiring over the next 12 months. Findings from JobsOutlook also reveal that 31 per cent of employers expect to increase their use of temporary workers in the next 12 months. This may provide opportunities for school leavers to develop practical experience of the world of work. Commenting on the outlook for those receiving their A level results, Kevin Green, the RECs Chief Executive says: This is an exciting but daunting time for many young people. School leavers are facing a perfect storm of an extremely competitive jobs market, a lack of effective guidance and a shortage of university places. However, our advice is to remain positive as there are still job opportunities out there. The key is to be aware of what skills employers are looking for, what the growth sectors are and to make the most of different routes into work such internships and temporary assignments. Those going on to university should complement their academic studies with some work experience. This will put them in good stead when it comes to entering the jobs market and will help to build the competencies that employers are seeking. As well as fundamental abilities such as communication and team-working, these could include commercial awareness, project planning, analysis and customer skills. The REC recently published the findings of its Youth Employment Taskforce which focused on the practical barriers currently facing young job-seekers. Underlining the need to provide more support to the latest cohort of school leavers as well as to other young job-seekers, Green concludes: The economic downturn has already had a disproportionate effect on those aged between 16 and 24. Urgent action is needed from Government, business and education providers to build bridges into the world of work, address the current expectations gap and avert the threat of a lost generation. Practical tips the REC is offering are:- For those looking to enter the jobs market now: • Be aware - Get guidance on sectors and employers that are currently recruiting, Professional recruiters can be a good source of information here. • Be tactical - Make the most of different routes into work such internships and temporary assignments. These can help to develop vital skills and experience. It is also a good time to look at vocational options and apprenticeships. • Be flexible wont get the perfect job straight away but even relatively low-skilled work will provide crucial insights into the work of work and can lead to other opportunities. • Be prepared - Get some practical guidance on CV writing and interview tips. For those going to University: • Be focused Look at ways of developing some of the generic skills that employers are looking for - such as communication, commercial awareness, project planning and customer skills. • Be proactive Look to complement academic studies with work experience and extracurricular activities that can develop important skills and competencies. • Be forward-thinking What are the types of jobs that my studying could lead to, how can I start boosting my chances of employment? • Be connected Keep an eye out for what is happening in the jobs market, build a network of people you can speak to about possible career options. The Youth Employment Taskforce was chaired by Baroness Margaret Prosser, Vice Chair of the Equality and Human Rights Commission (EHRC) and brought together leading employers, recruiters, welfare providers as well as organisations such as the CIPD and Jobcentre Plus. http://www.rec-con.co.uk/article.php/News/Boss_or_friend/2854 Over 1 in 3 (36 per cent) of UK employees online have been sent a friendship request on Facebook by a colleague, client or boss, according to The Protection Gap survey conducted online and commissioned by Abbey Legal Protection (ALP). When asked which Facebook related incidents they had experienced, over one in five (21%) respondents said they had had their photos accessible for colleagues to view and nearly one in ten (8%) workers have had Facebook information and knowledge used in a workplace situation. CEOs emerged as social networking fans with only 42% claiming not to have a Facebook page. One in seven (14%) CEOs admitted to having photos uploaded and available for employees to view and a suprising one in ten (10%) have had their Facebook knowledge used in a workplace situation. ALP urges employers to understand the potential risks for businesses, both in terms of reputation and the efficiency related costs, of not having a clear and articulated company social networking policy in place. Richard Candy, underwriting director Abbey Legal Protection said: The emergence of any new form of technology or means of communication can be extremely positive and bring welcome new ways of working into the workplace. Unfortunately, this also often translates to an increase in related risks for businesses and individuals. As was the case with the internet, mobile phones and email, social networking sites are no different. These opportunities and risks vary considerably by organisation type and sector. Whilst Facebook can help to connect people and businesses, the risks range from corporate reputation and those of specific individuals, through to security breaches and even unlawful discrimination or harassment, to name but a few. The key to minimizing the minefields for businesses, is to have a clear policy in place that suits your organization. Ensure employees are aware and familiar with it. Make sure they understand what is deemed to be inappropriate usage, and most importantly, update your policy regularly, as new issues emerge. If you have evidence to demonstrate that these measures have been taken, you will be in a much more secure position should you ever be at the centre of a social media related legal wrangling. http://www.rec-con.co.uk/article.php/News/On_the_buses/2853 The Best Connection Group, has partnered with Airlinks, the airport division of National Express, to provide drivers and support staff for BAAs temporary transport service operating between the North and South Terminals at Gatwick Airport. Following BAAs announcement that they would be installing a new inter-terminal transit system at Gatwick Airport as part of a £1 billion investment programme, an interim transport solution was required that would operate for around a year. Airlinks was the successful contractor. The new service ferries passengers from both terminals every three minutes during the day (04.00 to 18.00) and every six minutes at night. At peak periods this required 12 buses on the route at any one time. After initial discussions with BAA staff we knew they planned to contract out the new service to a suitable coach operator. We contacted Airlinks with a view to working with The Best Connection to secure staffing levels. This has led to a successful partnership that addresses BAAs requirements, said Neil Yorke, director, The Best Connection. As part of the relationship with Airlinks, The Best Connection has sole responsibility for staffing levels and rotas to ensure an uninterrupted service for BAA. Using this framework, drivers are recruited in order to plan and execute a viable shift pattern to address the clients needs and to guarantee a sustainable and consistent level of service. Steve Bing, operations manager, Gatwick Airport, said: We are now six months into the contract and The Best Connection has successfully supplied Airlinks with a bank of 32 PCV Drivers and 24 Forecourt Luggage Handlers to work with our Team Leaders. This has allowed the service to run efficiently 24 hours a day, seven days a week, ensuring passengers reach their destinations reliably and safely. http://www.rec-con.co.uk/article.php/News/Employer_Cautious/2852 Jobsite`s latest Online Recruitment Market Tracker report shows that an air of caution remains with businesses looking to recruit. Whilst more companies are recruiting overall, fewer vacancies are being advertised, suggesting that it is still critical hires that are being made rather than widespread recruitment. Interestingly, it is SMEs that have made the biggest change in recruitment with 11 per cent more advertising vacancies in this wave of research then in February 2010. Businesses are also looking to return to more tried and tested recruitment methods with adverts in newspapers, on job boards or in trade publications, the most likely considered options for recruitment and a sharp decline in using social networking websites or business networks. This is reflected in how people are looking for jobs, with the most popular method being online job boards and both social networking and career fairs experiencing declines. With the latest wave of research taking place after the general election, it could be that the changes in government have resulted in some of this cautiousness. Both businesses and job seekers are looking for a simple, no-frills service from job boards but whereas recruiters tend to remain focused on using one job board, candidates are more likely to use several different ones. The latest research shows an eight per cent increase in candidates using between three and five job boards. This is in line with businesses wanting to minimise recruitment costs and candidates feeling they have a greater chance of finding a job by spreading their net wide. Keith Potts, MD of Jobsite.co.uk, said: The Online Recruitment Quarterly Market Tracker report is an invaluable piece of independent research detailing how both recruiters and job seekers are changing their behaviour. It helps to show the true effects that factors such as the recession or a new government have on job hunting and recruiting. Its fascinating to see both the similarities and differences between the two audiences and by gaining a better understanding of their changing attitudes and behaviour it means we can do a better job at meeting their needs. http://www.rec-con.co.uk/article.php/News/Temp_usage_rises/2851 According to the ONS use of temporary staff has increased, while permanent hires remain on hold. According to de Poel, the number one purchaser of temporary agency labour, short-term demand for temporary agency labour has increased in July across all industry sectors by 2.8 per cent compared with a universal decrease the previous month of 13 per cent. This rising trend indicates that, although business activity may be increasing, confidence amongst organisations remains weak as a freeze on permanent recruitment continues. Construction encountered the largest increase of 20 per cent compared with a decrease in the previous month of 13 per cent. In the first quarter of 2010, use of all temporary workers grew by 55,000 suggesting employers were keen to maintain flexibility in the workforce to react to the economic market. Matthew Sanders, CEO said: The findings suggest organisations are expanding their workforces to accommodate increased business activity, but are seeking an alternative to permanent recruitment and safe ways of responding to market growth while the economy remains unstable. When managed properly, temporary agency labour is a safe and efficient means of maintaining a strong skills base and supplementing a workforce that would otherwise be thin on the ground; in turn, guaranteeing business agility and company responsiveness. Matthew continues: With unemployment levels high, graduates struggling to get permanent jobs, and people working for longer, many are turning to temporary working as a great route into work. Temporary working is on the rise however, with the Government planning to introduce a cap on skilled migrant workers, many of who are temporary workers, and the forthcoming review of the Agency Workers Regulations, we may see this trend change over the next few months. http://www.rec-con.co.uk/article.php/News/Worst_GLA_has_seen/2850 The GLA has found its worst incident of non-compliance in a shocking case in Lancashire. The shocking catalogue of failures discovered at a Lancashire gangmaster business including paying workers well below the minimum wage, the Gangmasters Licensing Authority immediately revoked the licence. The record failures totalled 242 points in non compliances, when 30 would be enough to revoke the licence. Jose Rosa was the director of Plus Staff 24 based in Skelmersdale, but previously revoked gangmaster Maria Baptista was lurking in the background raising suspicions that Rosa who used to operate as a driver for her was acting as a front to continue her exploitative ways. A group of over 30 Latvian fruit pickers were subjected to appalling treatment that kept them trapped in the employment of Mr Rosa, the workers did not receive minimum wage and deductions left at least one worker owing the gangmaster money after a month of toiling in the fields. If the workers needed money they were given loans with a repayment rate of 6 per cent. West Lancashire MP Rosie Cooper said: I am calling on all the authorities to use every power they have to ensure companies are operating according to, and within the law. No-one should be exploited in such a greed-driven and cynical way. These practices belong to history not in the 21st century. Paul Whitehouse, GLA chairman, pictured, said: This is a flagrant abuse of power over workers. When a human being has worked hard for a month and gets paid nothing after deductions and even owes the gangmaster money, how are they supposed to survive? We have serious concerns over the involvement of Maria Baptista who was operating in the background of this business. She has had a GLA licence revoked in the past and we will ensure that any future attempt to obtain a licence will be subject to very close scrutiny. Any other gangmaster thinking of employing her would be well advised to think again. Issues uncovered included: • Workers were not paid the national minimum wage as charges for transport, worker registration scheme and accommodation reduced the wages to below the NMW. • Deductions from wages were not included on the wage slip but was hidden on a separate document. • Workers lived in filthy and dangerous houses without suitable bedding and any electrical safety documentation whilst having to use a toilet covered in mould. • Holiday entitlement and sick pay was not recorded or had not been paid to the workers despite being this being included in their terms and conditions • Workers were ferried to the fields in an uninsured minibus sometimes driven by an underage driver. • Mr Rosa lied to the GLA when he claimed a former revoked gangmaster Maria Baptista was working for him for free when a payslip for her was found. • The methods of deducting money from the workers exactly mimicked the methods used at Maria Baptistas previous business. Mr Jose Rosa also failed the competence and capability test to hold a GLA licence and has been deemed no longer to be fit and proper to hold a licence. If Plus Staff 24 continues to supply workers or provide a labour service without a licence to the regulated sectors, the GLA would take prosecution action. http://www.rec-con.co.uk/article.php/News/Ready_for_Bill/2849 Expensive litigation will be on the cards for businesses not fully prepared for the Equality Bill which begins in October. Maggie Berry, managing director of womenintechnology.co.uk said: Its great news that these changes are coming into force to strengthen existing equality laws, but employers need to make sure they know exactly what is happening. The Government Equalities Office predicts that allowing combined discrimination (for example claiming discrimination based on both age and race) will result in a 10 per cent increase in claims and that is only one of the many changes! Being up to date with these aspects of employment law will both protect businesses from legal challenges and also protect a bigger proportion of the workforce from being discriminated against. Jennifer Bartlett, solicitor at internationally recognised law firm Kingsley Napley added: "The changes introduced by the Equality Act will help to simplify our existing employment laws, which is good news for employers and employees. The Equality Act also introduces some new obligations which may have a large impact on the employment sphere - what this space! Employers frequently have issues with discrimination when they are not aware of the current law. Keeping up to date now will help avoid difficulties later on down the line." Womenintechnology.co.uk and Kingsley Napley have put together a white paper detailing the main changes that will come into force this October and in April 2011. For your free copy please visit http://www.womenintechnology.co.uk/white-papers. http://www.rec-con.co.uk/article.php//Worst_GLA_has_seen/2848 The GLA has found its worst incident of non-compliance in a shocking case in Lancashire. The shocking catalogue of failures discovered at a Lancashire gangmaster business including paying workers well below the minimum wage, the Gangmasters Licensing Authority immediately revoked the licence. The record failures totalled 242 points in non compliances, when 30 would be enough to revoke the licence. Jose Rosa was the director of Plus Staff 24 based in Skelmersdale, but previously revoked gangmaster Maria Baptista was lurking in the background raising suspicions that Rosa who used to operate as a driver for her was acting as a front to continue her exploitative ways. A group of over 30 Latvian fruit pickers were subjected to appalling treatment that kept them trapped in the employment of Mr Rosa, the workers did not receive minimum wage and deductions left at least one worker owing the gangmaster money after a month of toiling in the fields. If the workers needed money they were given loans with a repayment rate of 6 per cent. West Lancashire MP Rosie Cooper said: I am calling on all the authorities to use every power they have to ensure companies are operating according to, and within the law. No-one should be exploited in such a greed-driven and cynical way. These practices belong to history not in the 21st century. Paul Whitehouse, GLA chairman, pictured, said: This is a flagrant abuse of power over workers. When a human being has worked hard for a month and gets paid nothing after deductions and even owes the gangmaster money, how are they supposed to survive? We have serious concerns over the involvement of Maria Baptista who was operating in the background of this business. She has had a GLA licence revoked in the past and we will ensure that any future attempt to obtain a licence will be subject to very close scrutiny. Any other gangmaster thinking of employing her would be well advised to think again. Issues uncovered included: • Workers were not paid the national minimum wage as charges for transport, worker registration scheme and accommodation reduced the wages to below the NMW. • Deductions from wages were not included on the wage slip but was hidden on a separate document. • Workers lived in filthy and dangerous houses without suitable bedding and any electrical safety documentation whilst having to use a toilet covered in mould. • Holiday entitlement and sick pay was not recorded or had not been paid to the workers despite being this being included in their terms and conditions • Workers were ferried to the fields in an uninsured minibus sometimes driven by an underage driver. • Mr Rosa lied to the GLA when he claimed a former revoked gangmaster Maria Baptista was working for him for free when a payslip for her was found. • The methods of deducting money from the workers exactly mimicked the methods used at Maria Baptistas previous business. Mr Jose Rosa also failed the competence and capability test to hold a GLA licence and has been deemed no longer to be fit and proper to hold a licence. If Plus Staff 24 continues to supply workers or provide a labour service without a licence to the regulated sectors, the GLA would take prosecution action. http://www.rec-con.co.uk/article.php//Ready_for_Bill/2847 Expensive litigation will be on the cards for businesses not fully prepared for the Equality Bill which begins in October. Maggie Berry, managing director of womenintechnology.co.uk said: Its great news that these changes are coming into force to strengthen existing equality laws, but employers need to make sure they know exactly what is happening. The Government Equalities Office predicts that allowing combined discrimination (for example claiming discrimination based on both age and race) will result in a 10 per cent increase in claims and that is only one of the many changes! Being up to date with these aspects of employment law will both protect businesses from legal challenges and also protect a bigger proportion of the workforce from being discriminated against. Jennifer Bartlett, solicitor at internationally recognised law firm Kingsley Napley added: "The changes introduced by the Equality Act will help to simplify our existing employment laws, which is good news for employers and employees. The Equality Act also introduces some new obligations which may have a large impact on the employment sphere - what this space! Employers frequently have issues with discrimination when they are not aware of the current law. Keeping up to date now will help avoid difficulties later on down the line." Womenintechnology.co.uk and Kingsley Napley have put together a white paper detailing the main changes that will come into force this October and in April 2011. For your free copy please visit http://www.womenintechnology.co.uk/white-papers. http://www.rec-con.co.uk/article.php/News/Saving_Face/2846 While we are all familiar with big name employment disputes, typically involving large City institutions, many smaller businesses are also becoming embroiled in legal cases. As the business environment becomes ever more litigious, more and more employers are picking up the phone to lawyers, and racking up large bills. But with a little foresight and minimal investment, such costs can easily be avoided. At hand The minefield of evolving employment law means that every organisation should have robust policies in place, but smaller businesses rarely have the resources for full-time HR managers or costly lawyers on retainer. For these businesses, being able to call in an HR consultant on a flexible basis is often the best solution. Having a professional HR Consultant on call means that employers have access to cost-effective expert advice that means prevention better than cure and saves both money and stress. Many SMEs are understandably so intent on developing their business that they simply do not have the combination of knowledge, experience or time to deal with employee issues. Others may simply turn a blind eye to a situation in the hope that the problem will disappear; but it seldom does. One recent example has been guiding a client through a particularly complicated disciplinary matter. The client had thought that it had acted legally in demoting an employee, who was later alleged to have been defrauding the company. The client had not initially complied with the basic legal requirements and so I was called in and reconstructed the process. The client then summarily dismissed the employee but then compounded the initial error by deliberately ignoring the request for an appeal meeting and even failed to spot that the request had been received by Special Delivery. Had the client invested in utilising our support at the front end of the process, the ultimate bill could have been five per cent of that actually incurred and the client would also have been able to focus on what it does best. Prevention best medicine Thats the cure but what about the prevention? Lets start with recruitment: Some employers recruit on gut feeling - you remind me of me when I was your age - and/or the observations of a recruitment consultant all of which may be valid, but could still put you at risk of a discrimination claim. Using psychometric tests, including personality profiling, and role relative exercises such as role plays can often reveal more about candidates and can also provide the candidates with a positive experience. They feel reassured that they are dealing with a professional organisation, and so the successful candidate is more likely to accept the employment offer. The contract of employment, supported by policies and procedures, follow logically. As Thompson explains: During recent years, there has been an increase in employment tribunal claims and personal injury claims. This has partly been the result of employees becoming increasingly aware of their rights but many SMEs simply have not had appropriate policies to avoid the problem in the first instance. This can lead to employees facing disciplinary action claiming that, in mitigation, they did not know that they had crossed the fine line. We recently supported a client (an employee) in claiming constructive dismissal following a year of bullying and harassment from her senior manager. Not only did the employer not have any policy or guidelines, but it then failed to introduce any such policy when the employee raised her initial grievance a year earlier. To compound the problem, the employee was subsequently ignored and excluded from team meetings and was then advised that she had not been promoted Because you are part-time. Had the employer had a robust policy in place, the directors would have been able to identify a training need for the team leader and the problem would have been nipped in the bud at low cost. Likewise, support from an HR professional would have identified some of the key indicators that a bullying culture existed in that workplace, i. absenteeism, low morale and intra team conflict. Apparently many business owners are so wrapped up in developing the business development and delighting their customers that they sometimes forget about the importance of retaining their employees. or at least the good employees. David Thompson heads Silverman Sherliker HR Specialist Services http://www.rec-con.co.uk/article.php/Market Place/RPO_Future/2845 RPO or Recruitment Process Outsourcing was the buzz of the noughties and its forecast to be one of the fastest growth sectors over the coming years, but a wind of change is blowing through the market. As we emerge from one of the deepest recessions in living memory an evolution is taking place within the recruitment industry. Recruitment Process Outsourcing is no longer just about the recruitment process, but about recruitment outsourcing and the reduction of costs across all aspects of recruitment. Its not enough to reduce hiring costs by squeezing supplying agency margins and the use of efficient Vendor Management and Applicant Tracking Systems to manage the process. The next generation of recruitment outsourcing focuses on maximising value at every stage, including: *Reducing agency spend through direct candidate attraction A high quality career website or corporate job board, which focuses on usability, accessibility and is search engine optimised to deliver relevant quality candidates, will dramatically improve a companys ability to attract talent. Unfortunately the best career website can be easily undermined through a poor integration with the applicant tracking system (ATS). Integrations which see all the vacancies appearing on the ATS providers domain www.myATSprovider.com/companyname, will promote your ATS providers website, but wont be indexed by Google under the employers domain. Choosing a technical partner who understands both ATS and Recruitment website development can significantly enhance a Recruitment Outsourcing organisations ability to attract direct applications and significantly reduce agency spend. *Social networking and social media Your website and applicant tracking system can add immense value, through the use of vacancy feeds, social bookmarking and dedicated mobile websites. Twitter, LinkedIn and Facebook provide the platform for virally spreading vacancies and information across a far wider audience. The use of Tweetdeck and other computer and mobile applications means that candidates can monitor 1000s of channels for jobs 24/7, so make sure your vacancies stand out with adverts written to attract in this noisy environment where you have fractions of seconds to capture attention. *Applicant tracking and vendor management systems There are many choices available for applicant tracking and vendor management system, but as recruitment outsourcing evolves it is important that your technology provider has more than Software in a box. Here are just some of the key questions to ask any potential technology partner: Who owns the license for the system; can you transfer your RPO, MSP or VM contract without incurring costs and time to implement a new system? Can the system truly operate as a recruitment support tool for both temporary and contract as well as permanent hire? Are online timesheets an integral part and can you eliminate paper and processing time with web interfaces and standard exports for payroll and finance systems, including your supplying agencies? Can it seamlessly integrate with the career website or does it use outdated methodologies? Does it automatically manage your supplying agencies and vacancy release? *Retention and talent management Talent management should be a natural extension of your applicant tracking system by managing relationships beyond the start date. Keep and update information on new starters and ensure that their transition from applicant to employee is as smooth as possible. Monitor and record leaver information within the first 12 months and build up an internal talent pool of employees seeking career advancement and change. Use job alerts by email and RSS to communicate new vacancies internally, taking a proactive approach to internal recruitment. Candidates who apply directly to an organisation and those employed from within a far more likely to remain in their positions beyond the first year than those recruited through agencies. The Results Organisations which embrace the holistic nature of recruitment outsourcing and direct candidate attraction can see dramatic reductions in agency spend and increased profitability for contracts. Agency spend reductions of 50-60% are common, especially as direct candidates more likely to stay beyond a year, the lifetime costs are still further reduced. Employers are increasingly looking at their RPO partners and questioning why they dont bring recruitment back in-house and the growth in Internal Recruitment Teams is testimony to this. The truly innovative Recruitment Process Outsourcing companies are embracing the evolution offering holistic Recruitment Outsourcing models which cater to the employers desire to reduce costs and maximise direct hire, whilst retaining relationships with supplying agencies to add value in key areas, such as short term high volume temporary staff, highly skilled contractors and niche or executive recruitment. HotLizard offer a range of vendor management solutions: Email info@hotlizard.net http://www.rec-con.co.uk/article.php/Analysis/Measuring_Success/2844 The difference between a great recruiter at the top of their game who can maximise their return on investment and an also-ran who lacks that crucial edge becomes obvious by their influence on profitability every time a contract is signed and a sale agreed. Yet great recruiters seem to be in the minority and despite the fact that the recent recession forced one in five consultancies to shut up shop, an alarming number of recruitment consultants are still failing to capitalise on those increasingly precious business opportunities. Changing rules In an industry that has moved from being the second fastest growing sector in the UK in 2008 with a six fold increase over 16 years, to one which bore the brunt of the recession characterised by a drop of 25 per cent in overall billings and a fall in the number of people employed in consultancies from 109,000 to 96,000 between 2008 and 2009 alone, the stakes are higher than they have ever been. And competition between consultancies is at its most fierce. The recent economic slowdown has changed the way employers recruit and the rules of the game have changed irreversibly. And although some £24bn was spent on the procurement of recruitment consultancies by employers last year - making the UK recruitment industry the largest in Europe - more and more employers are advertising their vacancies online than ever before while the use of social networking has grown exponentially as a recruitment tool. The demand, therefore, for recruiters to be better skilled and better trained is greater than ever before as the industrys resurgence continues into the latter half of 2010. Invest in talent With employers increasingly in the fortunate position of being able to cherry-pick the candidates they want, our industry has been forced to raise the bar in the provision of the service we provide, says Anna Davidson, learning and development manager for the UKs first and only Headhunter Training Academy. Employers now expect to work with highly trained and highly skilled professional recruiters to meet their needs. However, the lack of adequate training for consultants is a concern for many in the industry who recognise that recruiters need to improve their skills and adapt to the new rules of engagement in order to maintain their competitive advantage. The recruitment industry needs to transform the way we do business and equip ourselves with the skills urgently needed to broker mould-breaking deals, achieve our objectives and optimise results - quickly and efficiently, says Mike Walmsley, the UKs leading expert trainer for the recruitment industry with over 20 years of transforming the fortunes of recruitment consultancies as a non-executive director in the UK and overseas. Certainly, investing in staff training is an investment in the future of the company itself, yet too many consultancies seem focused on getting an immediate return on their investment in a new consultant rather than nurturing and developing their talent over the long term. John Brown, recruitment consultant with CBS Butler, agrees: The best recruitment consultancies to join are those that believe in an ongoing investment in training, he said. I had no previous experience of recruitment and the training was excellent for me as that really got me started and gave me the chance to put what I learned into practice. My training was very much one to one which worked really well for me and was backed up by refresher and feedback sessions. But although training consultants in the art of selling, negotiation, consultation, customer service and general procedures is important, of greater value is having the right mental attitude combined with an ability to spot every opportunity. Walmsley has identified three key elements of poor performance among recruiters: *lack of opportunism or ability to ask the right questions that not only create a greater understand of the clients requirements but unearths other opportunities to develop the client *failure to ask clients and candidates alike for referrals *lack of adequate training by employers. One of the beauties of working in this sector is that it is a meritocracy the better you are at doing your job the better your career prospects. But without the proper training and skills your career progression will be sluggish at best can be the key differentiator between a person becoming a great recruiter or someone who simply gets by. Paul MacKenzie-Cummins, director of MacKenzie-Cummins Communications specialist PR and Editorial consultancy for the UK recruitment industry. www.mackenzie-cummins.co.uk http://www.rec-con.co.uk/article.php/Features/Breaking_Point/2843 When young jobseekers start committing suicide through utter desperation at being unable to secure even the lowest paid jobs then we must sit up and take notice. Earlier this year Vicky Harrison, from Lancashire, aged just 21, ended her life with an overdose. Vicky was bright, had no mental illness, had reasonable A-levels but had dropped out of university and was being turned down for about a dozen jobs every week for about two years. These werent highly paid jobs in sectors you would expect fierce competition, she was applying for nursery nurse vacancies, a dinner lady role and waitressing. Growing queue For students who do complete university, they are lumbered with debts and therefore their expectations for a good salary are high, their chances are very low; with 70 applications for every graduate vacancy, an average of £13,000 debt and an average opening salary for graduates of £14,000. So what has happened? Can we simply blame the recession or public sector streamlining - the public sector having traditionally been one of the largest graduate employers in recent years. Cynics of the Higher Education legacy left by New Labour will say exams are too easy and there are far too many university places but what does that matter when there arent any jobs for non-graduate young jobseekers either? University minister David Willets seems unperturbed by the disturbing figure of 25 per cent unemployment, insisting it was positive that employers were still taking on graduates. However, those on the front line of graduate recruitment are less certain. I find it really confusing at the minute, admits chief executive of the Association for Graduate Recruiters Carl Gilliard, because our recent survey shows a further fall in graduate vacancies and that is pretty consistent with the economy and it is the economic uncertainty which makes businesses think twice about expansion; but when you look closely at individual sectors there are a number of sectors which are taking their brakes off, including banking. Some of them are taking on considerable numbers. Carl has recently described the jobs market being like a haystack which is getting bigger, and the good graduates as needles becoming increasingly harder to find. He continues: On the other extreme you have sectors which are not performing at all well such as public sector, retail being another. It is becoming an increasingly difficult market to read. Even within sectors you can get mixed messages. So from a graduate perspective, leaving university in 2010, is a very tough market and the evidence is the number of applicants for each graduate job is around 70, however Carl admits that this doesnt necessarily mean good news for employers. They need to find a way of finding the best talent out of those candidates. If you have got 100 vacancies then you are looking at an average of 7,000 applications to get through. Our report also showed that one of the things employers are doing is raising the bar, more employers are asking for a 2:1 as a very simple and straightforward message to tell graduates they need to be at a certain level. The only problem with that is that it will be seen as a national standard, so a 2:1 from one course or university is not necessarily equated from one from another course or a different university. This will be used to get numbers down to some extent. Cuts effect So what does Carl think about the prospects for the class of 2011, or those from 2010 still looking for an appropriate job? I have mixed feelings about next year, he says, I am quite clear about the direction I think it is going, but a lot of it depends on the success of the current government. They need to implement a new economic strategy for the UK and cutting back on public spending will inevitably have a knock-on effect on graduate jobs. We mustnt forget the public sector has been a large-scale employer of graduates not just for graduate training programmes but for permanent roles as well. My background was in the public sector and for years I was recruiting graduates. If that dries up because of a recruitment-freeze then that is going to impact on the overall position for graduates. Add to that another angle as to why applications rose this year, those graduates from 2009 who havent found work are also applying this is creating a bottle neck. Having said that, which is rather depressing, I talk to recruiters from across all sectors and some of them are quite upbeat about next year, they are already planning on increasing intakes. We are holding our breaths. Normally when you employ graduates you are planning a couple of years ahead, what is the business going to be like in two or three years time? and getting the people in now, develop them and so when the upturn comes they will be able to take full advantage of the trained workforce. I think it is to the credit of the business sector that they have kept the programme rather than what we experienced in the early 1990s when lots and lots of schemes closed down overnight. They have learnt their lessons as they dont want to be caught out. So again it means economic strategy is vital. There is an opening up of the whole debate as to what higher education is for, and whether we are producing too many graduates etc. So if you are a 2010 graduate, according to Carl, your chances of success are very dependent on the state of your application: I have seen some application forms and honestly I cant believe they are from graduates no selling of themselves, no marketing, spelling mistakes, so for me it is really important that they broaden and become flexible in their career aspirations. If you have not got an interest in a particular job then that will definitely come through in your application, Carl asserts. The best advice I can give is for candidates to do their research there are jobs out there for them. We did a small straw poll of our members in June and 30 per cent were still accepting applications. It`s not hundreds of thousands of jobs, but they are still recruiting. We are getting into another recruitment round now, the important thing for a 2010 graduate is to make sure they get involved in something productive, even if it is not what they want to long-term, a job is better than no job. Worrying figures But there is something deeply worrying behind the figures showing that university graduates and students are finding it increasingly difficult to find even low paid employment. Debts will snowball and there will be a burgeoning dependence on parents. A world where even unpaid internships for eager, bright and qualified individuals are sought after is surely back to front. It has been suggested 270 students are competing for every graduate job in the consumer goods industry this year with the most sought after roles being within marketing in companies such as Procter and Gamble, Unilever, Mars and LOreal. Another astonishing stat is that more than 100 students have applied for every job in the media this year with 75 applying for each banking vacancy. Martin Birchall, managing director of High Fliers Research, has said that Graduates starting jobs in the City were also much more likely to receive a bumper starting salary with basic pay at £42,000. In its latest study, High Fliers researchers surveyed 16,000 final year students and analysed the recruitment patterns of 100 leading companies. And Martin says: With a record number of students graduating from UK universities over the next few weeks, its great news that Britains best-known and most sought-after employers have stepped-up their graduate recruitment substantially for 2010, restoring many of the entry-level vacancies that were cut over the last two years. But university-leavers from the Class of 2010 are still facing huge competition to land a good graduate job this summer. Employers have already received an unprecedented number of applications this year for their graduate vacancies and many organisations have now filled all their places for 2010 or have closed-off their applications early. IN A SEPARATE BOX Highlights from High Fliers research The Graduate Market in 2010 include: • The UKs leading graduate employers have increased their vacancies by 17.9% • Employers in eleven of fourteen key industries and employment areas are hiring more graduates in 2010. • The Citys top investment banks have hired a third more graduates than in 2009, having halved their recruitment over the past two years. • The sector taking on most graduates in 2010 are accountancy (over 3,950 graduate jobs), investment banks (more than 2,200 positions); and the public sector (over 2,180 positions); the smallest graduate employers are those in chemicals & pharmaceuticals (0.4% of total) and the consumer goods manufacturers (1.1% of total). • In total, Britains top employers have recruited 16,288 graduates to start work later this year, compared with 13,817 graduate jobs that were available at the same organisations in 2009. http://www.rec-con.co.uk/article.php/News/Adecco_Q2_results/2842 The worlds biggest recruiter Adecco Group, has announced results for Q2 2010. Revenues increased by 13 per cent to EUR 4.6 billion in Q2 2010 while the gross margin was 17.8 per cent, equal to Q2 2009. CEO Patrick De Maeseneire said: "Business conditions in Q2 2010 improved considerably. We delivered strong growth in our main markets France and North America. Also Germany, Italy, Nordics and the Emerging Markets posted strong double-digit revenue growth. Demand was particularly strong in the industrial segment, but also our professional staffing business returned to growth in the second quarter. As expected, pricing in the temporary staffing business is stabilising and we achieved a gross margin of 17.8 per cent in Q2 2010, thanks to continued strict price discipline and our increased exposure to professional staffing. Costs were tightly controlled in Q2 2010 and remained flat organically and adjusted. As a result, we achieved an EBITA margin before integration costs of 3.8 per cent, an improvement of 100 bps compared to the adjusted prior year. To date, we see no evidence of a slowdown in our business and demand is robust across most markets. Revenue growth in June was approximately 16 per cent, organically and adjusted for trading days. While keeping a tight grip on costs and pricing, we are very well positioned to take advantage of the current growth opportunities." http://www.rec-con.co.uk/article.php/News/Girl_guide/2841 Graduate-women.com has launched in an effort to help higher-educated women into suitable jobs. The job board is part of the graduate-jobs.com family within three weeks graduate-women.com had 1,184 registrations. Operations director Gerry Wyatt, said: When we started graduate-jobs.com it was to create a place where first time job seekers who had finished university could look for employment safe in the knowledge that employers were looking for people just like them the positions advertised were for graduates only. At the same time it provided a place where recruiters could search for the best graduate talent in the country. The success of this model coupled with the fact that many employers are looking to diversify their workforce meant that graduate-women.com seemed the obvious next step. The site provides networking, advice and of course jobs for graduate women. All of the jobs are of course open to men as well, but research has shown that a diverse workforce is a more productive one. Many companies have found themselves with an imbalanced workforce that is predominantly male, said Gerry, graduate-women.com will provide a service which allows them to address this imbalance, creating more organisational success. We expect to see great things from graduate-women.com on both the graduates side and the recruiters. Its an exciting next step for the graduate-jobs.com family. http://www.rec-con.co.uk/article.php/News/AWR_help_launched/2840 Recruiters and contractors can now get live updates and a full understanding of the Agency Workers Regulations with the launch of a new website. www.understandingawr.co.uk will help visitors get to grips with the EU legislation before its implementation in October next year. The founders Parasol said: The site has been developed with three aims; to help the industry get to grips with what the legislation means, to listen to the views of everyone affected and to work collaboratively to find legitimate solutions that will protect the robust employment sector in the UK, whilst supporting the rights of lower paid agency workers not to be exploited. The site, which has been developed by Parasol features articles, guides and opinion from leading commentators and industry experts, and the team behind the site is now calling on interested parties to submit their own comments and add to the debate. Rob Crossland, chief executive of Parasol, said: Weve seen a step in change in the coverage for the AWR in recent weeks, and this will only intensify as the countdown to its introduction continues. Its important that our industry starts to discuss the AWR now, but I have been reading confused messages regarding the legislation from various parties and its equally important that we all get our facts straight. We hope that the new website will act as a platform for debate, a repository of the latest news and articles and ultimately a comprehensive and authoritative source of knowledge and information on all things AWR. http://www.rec-con.co.uk/article.php/News/FiveTen_to_UAE/2839 FiveTen Group, has expanded its HR recruitment arm, Ortus into the UAE with the opening of an office in Dubai. Ortus office launch means it joins other FiveTen Group brands Marks Sattin, (finance and accountancy recruitment), EMR (marketing), Laurence Simons (legal), and (Greythorn, IT and telecoms) which are already active in the region. Mark Baxter, regional director of the FiveTen Group said: Weve launched Ortus in the UAE to serve the needs of our clients HR departments. The launch means that the FiveTen Group now has representation for all its brands in the Middle East and can serve clients and candidates across our full range of sectors. The Group has appointed Mark Baxter to head up its expanding operations in the Middle East. Mark brings with him 13 years of management experience including the last 4 years based in the Middle East, during which he built the BBT business before it was bought by Randstad and merged with Hill McGlynn. http://www.rec-con.co.uk/article.php/News/UK_overworked/2838 A survey on the latest trends in job market sentiments and employee expectations by Randstad, reveals that employees in the UK are working harder than ever with 40% finding it difficult to fit in enough time off. The Randstad quarterly workmonitor survey has found that around two-thirds (67%) of UK workers believe that their workload increased in the second quarter of 2010, suggesting that staff need a break more than ever. Yet 40% believe that their workload does not allow them to take the amount of time off they would like and that fitting in holidays with colleagues is getting harder. With 63% of workers feeling they have to work harder when colleagues are away. Even when they do go on holiday, workers find it difficult to switch off. The workmonitor survey found that nearly half of UK employees think a lot about work when they are away, while 43% receive questions and emails from colleagues during their break. The majority (61%) find that work has stacked up while they are on holiday and they are therefore busier when they get back. Ruth Jacobs, Operations Director for Randstad Staffing, said: Our survey indicates that taking a proper break is getting harder and productivity is suffering as a result. Flex cover over the holiday period would enable companies to meet deadlines and prevent colleagues from taking the strain of their co-workers being away, while allowing staff to enjoy their full allocation of leave and come back refreshed. contentment rises the more we work The workmonitor survey surprisingly revealed, the longer we toil, the better we feel. Of the people surveyed who work more than 40 hours per week, 65% are satisfied. Satisfaction dips the fewer hours that are worked of the people who work 25-32 hours, 55% are satisfied. public sector job fears rise, while private sector concerns fall Job losses among public sector workers rose in the second quarter of 2010, but is still some way behind the private sector. Up until recently, the private sector had borne the brunt of the job losses in the downturn. Now, thousands of civil servants and council workers are facing redundancy as the government moves to combat the deficit. The latest Randstad workmonitor survey reveals that the proportion of public sector workers who are concerned about losing their job has risen from 29% to 35%. These figures are in line with Greece, the country at the forefront of the EU-wide austerity drive, where 27% of public sector workers are concerned about redundancy, up from 12% at the beginning of the year. Job worries among private sector employees in the UK have gone down in 2010, but are still noticeably higher than the public sector. fear of age discrimination Interestingly, the fear of age discrimination fuels growing doubts about job security and employability. Nearly half of younger workers (18-24) in the UK have major concerns about losing their job, the highest of any age group. Nearly 90% of older workers (55 plus) would like to change jobs, but are far less confident about getting one than their younger counterparts. The survey finds that younger workers fear of losing their job rose sharply during the first half of 2010 48% of 18-24 year-olds are now very or fairly concerned compared to just 22% of 44-55 year-olds. This suggests that despite age legislation, younger workers can feel particularly vulnerable to the last in, first out approach to redundancies. Fear of discrimination is equally evident at the other end of the age spectrum. The survey reveals that 87% of workers aged over 55 would like a new job, the highest of any age group. Yet confidence declines sharply with age. Only 41% of older workers believe they can secure a comparable job in contrast to 82% of 18-24 year-olds and 79% of 25-34 year-olds. http://www.rec-con.co.uk/article.php/News/Cherith_tops/2837 Newcastle-upon-Tyne based recruitment consultant Cherith Smith is celebrating after becoming the top student in the Diploma in Recruitment Practice (Dip.RP). Having passed her Certificate in Recruitment Practice six years ago, Cherith was exempt from one of the four modules which make up the Diploma but attained two Distinctions and a Merit in the three exams she sat this year. Cherith has been a consultant with Northern Recruitment Group (NRG) for the past eight years. Before starting work with NRG, she took a full-time Business Studies course at college. During her studies, Cherith had a part-time job working in travel sales within a small contact centre, which, she said, helped to increase her confidence. It was while she was working at the call centre that she registered with NRG who offered her an internal temporary post which became a permanent job for her 12 months later. Since then, she has worked her way up the career ladder within the company and is now an account manager for large volume clients, working on a volume temp account for a national company across several sites in the UK. Commenting on being the top Diploma student, Cherith said: I was delighted to learn I had passed the course with the results I achieved. I then found out that I was top student for the year which is absolutely overwhelming and I feel honoured to have achieved this award. By becoming top Diploma student, I have gained further recognition from my employer, my colleagues and my clients; and my overall job satisfaction has increased. http://www.rec-con.co.uk/article.php/News/Looking_overseas/2836 Europe is the destination of choice as 30 per cent of recruiters look to expand their business to the Continent over the coming year. The APSCo-commissioned research also found that one-five recruiters will also be looking at expanding outside of Europe, with South Africa coming out as the preferred location with 6.7 per cent showing interest in the burgeoning market there. At present 16 per cent of UK recruitment businesses carry out more than a quarter of their business overseas. The research was carried out by Baker Tilly Revas among 75 staffing companies supplying professional candidates in areas such as finance, IT and engineering. 10 of the respondents were staffing companies with annual turnovers of more than £100 million. Ann Swain, Chief Executive of APSCo, pictured, said: Its encouraging that so many UK recruitment businesses have overseas expansion plans despite the uncertain economic outlook. Many overseas staffing markets are relatively immature compared to the UK and are being liberalised so that theyre more accessible to UK staffing companies. She added: Many of the UK recruitment businesses which posted the strongest results during the recession were buoyed by robust performance from overseas operations. For professional recruiters who specialise in high margin skills, geographical expansion can be the best way of increasing turnover while maintaining margins. Its interesting that South Africa has come out ahead of India and China as a target for overseas expansion, she added. South Africa has a rapidly expanding middle class and well-established financial and legal markets, which makes it an increasingly attractive market for professional recruitment businesses. http://www.rec-con.co.uk/article.php/News/Hays_extension/2835 Hays Building Services has signed a three year partnership agreement with the Chartered Institution of Building Services Engineers (CIBSE). This will see a continuation of recruitment provision to its members. In return Hays Building Services will continue to support CIBSEs education, training and careers activities which include the student bursary. Hays will also continue to sponsor the CIBSE Undergraduate Award. Andrew Bredin, managing director at Hays Building Services, pictured left, said: We are pleased to continue our partnership and extend our commitment to CIBSE members. It is an absolute privilege to be the only recruiter endorsed by the institute. This partnership demonstrates our commitment to the industry, allowing us to continue to meet the needs of building services professionals. We look forward to working even more closely with CIBSE and developing our joint offering to members so they have easy access to essential information which will help them progress their careers. Stephen Matthews, chief executive at CIBSE, right, adds: Our partnership with Hays continues to evolve so that we can better meet the needs of our members, providing them with access to the latest opportunities and expert advice. We are keen to do all that we can to support our members who tell us that it is still a very challenging and competitive jobs environment and that getting the right job is hugely important to them. http://www.rec-con.co.uk/article.php/News/Helpful_wage_cut/2834 With public sector cuts looming large a survey has revealed interim executives would be willing to take pay cuts of up to 40 per cent. IMS Executive Ltd. surveyed 2,000 interim executives with public sector experience to check their willingness to charge lower day rates. The research provoked strong reactions since many interims had already cut rates to the bone in 2008/2009. Of those in the £500 to £900 day rate bracket, 53 per cent would consider cuts of between 10 per cent and 24 per cent. The average reduction was 14 per cent. At the lower end, a few interims would consider huge reductions up to 40 per cent to keep working. IMS Executive sales and marketing director, Tony Shearing: This week when Francis Maude highlighted the enormous financial cost to taxpayers of senior civil servants who cost too much to be made redundant, it makes even more economic sense to take on skilled Interims for short-term, specific tasks. They are not entitled to employment benefits such as redundancy pay! Interim executives are a breed apart from permanent staff. They have unique skills, insight and experience in change and project management and the key benefit is you acquire an individual who is accountable for delivery. In a bid to cut costs, an error some government departments make is to second permanent staff into change management roles for which they do not have the skills or experience. Research shows that only a third of public sector change projects achieve all their objectives, on time and on budget. Getting permanent staff to implement change-management projects is like getting firemen to sell Ladies' underwear! They are just not trained to do it so why would anyone take the risk? http://www.rec-con.co.uk/article.php/News/No_break_to_progress/2833 More than half of headhunters believe that women will have to forsake a career break in order to reach the top senior executive positions. This comes according to a new report by InterExec, the confidential agent for executives seeking over £150k. The report, which is based on a survey carried out by InterExec among 100 of the UKs leading headhunters, has shown that while 51 per cent of headhunters believe that there will be more women in top positions in the future, when asked if women are looking to compete on an equal footing, and assuming they are equally well qualified, do you think that they will have to forsake a career break (for any reason), thus having comparable experience in order to reach the top positions, 53 per cent said yes. Kit Scott Brown, chief executive of InterExec, said: Many of the top headhunters were keen to see more women in senior executive positions, but at the same time believed that, in order to reach those top positions, many of them would unfortunately have to give up any career break, whether it be for health reasons, to travel, or, in particular, to have children. The demands of working in a top executive position are such that, by taking time out even for a few months - many headhunters felt that women would be losing out on important opportunities to progress their career. http://www.rec-con.co.uk/article.php/News/Government_clarifies/2832 The Government has clarified how travel and subsistence schemes will marry up with the National Minimum Wage. According to the REC yesterdays announcement makes it clear that any payments made for such expenses will have to be in addition to the minimum wage. The proposed changes will take effect on 1st January 2011 and Anne Fairweather, pictured, the RECs head of public policy, said: "Moves to create a level playing field at the lower end of the market are welcomed. The use of travel and subsistence schemes to substantially reduce the cost of supply of workers on minimum wage had created distortions which were not sustainable. We are pleased that the Government has finally taken action on this issue after two years of campaigning by the REC." The REC has summarised how the changes will be implemented: The National Minimum Wage Regulations include provisions which set out how a workers pay is calculated and determine whether or not the worker is receiving at least National Minimum Wage (NMW). • The current Regulations list certain payments that are made by the employer to a worker which are ignored when calculating the workers pay, i.e. the employer is not allowed to use these payments to meet the NMW. • The proposed amendment to the regulations, announced today, will mean that the payments made by an employer to a worker for travel and subsistence will be added to this list. As a result, employers will need to ensure that they pay their workers the NMW in addition to the payments under the travel and subsistence schemes. http://www.rec-con.co.uk/article.php/News/UK_skills_in_danger/2831 The UK is in danger of falling behind other leading economies if the issue of skills is not dealt with by the new Govenrment. The Chartered Insurance Institute has published Investing in Tomorrows Skills Today - a CII prospectus for skills which claims that the entire skills landscape requires an overhaul if Britain is to continue to compete as a leading global economy. It calls on Government to recognise and work better with the existing non-state skills providers like professional bodies. The report emphasises the importance of investing in skills through an economic downturn to ensure Britain remains competitive, particularly in areas like insurance and financial services. The CII report sets out a seven point plan for skills: Simplification The new government needs to streamline the skills system. We believe this will lead to cost reductions and an improved, easier to engage with network. Stable policy framework - There needs to be an end to constant policy changes the shifting sands help no one. The skills agenda has to be consistent. Long term goals Government, employers and skills bodies have to remain focused on long term goals, whilst responding to some short term needs. Professional bodies The new government should make better use of professional bodies. They have the experience, expertise and employer relationships and crucially this is at no cost to the public purse. Education The new government needs to ensure that the education system provides students with a strong grounding in the basics, such as literacy and numeracy, so that employers can focus on developing relevant technical skills. Careers advice The new government needs to implement an improved system of careers advice. Employers and other interested organisations need to be involved far more in providing potential recruits with quality information. Lifelong learning Employers need to support all employees, not just new recruits. The ever changing and increasingly competitive world means that firms and individuals need to ensure they have the skills to succeed. Chris Hanks, president of the CII, said: We face a critical juncture in the development of skills in the UK. A strong skills base is the lifeblood of any economy but as the new government and employers alike wrestle with harsh economic realities there is the temptation to cut back on skills related spending. Yet it doesnt have to be that way. Its a question of making what money there is work smarter and harder to deliver economically valuable skills. The current skills system is a tangled mess of agencies and organisations. Not only is it difficult for employers and individuals to engage with, its bureaucracy consumes large amounts of public money and in some cases funds activities already performed by bodies that do not cost the exchequer a penny. Last weeks Skills paper from the Government is a welcome first step in acknowledging many of the concerns we have been expressing. However we hope these words will be followed by deeds. The Government cannot afford to ignore the successful work of professional bodies in developing skills of the nation especially in sectors like insurance where there is little or no public money but where there is strong employer support. The CII and many similar professional bodies have a long and proven track record in developing skills that boost the UK economy at no cost to the public purse. In these testing times this is something that the new government should not only acknowledge but also utilise. As a nation, we should not under estimate the importance of investing in skills training, even during tough economic times. As the UK undergoes economic and political change we must grasp the nettle of investing in tomorrows skills today or feel the loss tomorrow. http://www.rec-con.co.uk/article.php/News/eploy_Adlibs/2830 Bristol based recruitment agency, Adlib, which specialises in marketing, digital media and creative roles, has invested in the latest, leading-edge browser-based technology from recruitment software specialist, eploy® to help drive efficiencies in its business and facilitate its long-term growth objectives. Adlib is no stranger to web based technology, but after a revaluation of its existing online system and review of alternative service providers, the company recognised that eploy®s advanced solution would provide the additional functionality and flexibility required to centralise and enhance its communications with both candidates and clients. Due to its scalability, eploy® also met Adlibs need to future-proof its investment by allowing cost-effective incremental expansion when required - in line with business needs, website updates or in response to new technological advancements developed by eploy®. Our initial broad specification allowed us to compare five software companies on a scoring based system. Of the two companies that ticked all the boxes eploy® was the solution able to offer a multi-faceted approach to access information, supported with superior search facility options and desk top customisation. We were also really impressed with the companys customer service ethos and ability to provide integral software and bespoke web development services, said Frank Hutton, Managing Director at Adlib. To make Adlibs website a true central communications portal, eploy® managed the web development for the new site as well, building and implementing key features to complement the corporate design. This included seamlessly linking our Blog and Twitter feeds into the eploy® powered pages via live RSS links. Integration of live feeds to monitor and track news will help to project our forward thinking professional image, said Frank. eploy®s integrated solution also provides a greater degree of secure interaction with Adlibs new website. The companys consultants, who manage more than 1000 CVs a month, now have ubiquitous and secure access twenty four hours a day, seven days a week, via their smartphones and laptops. Frank adds; The nature of our industry means we are in contact with candidates all times of the day, so to be able to access eploys system via our iPhones in the evening will absolutely transform the way we all work. The eploy® powered website will also give Adlib enhanced management control. eploy®s automated reporting systems can be used to constantly monitor the success of the company, its employees and placements. The business reports analyse KPIs, training needs, bottlenecks, cost per hire, time to hire. Adlib was not just looking for the best technological solution but a partnership to support their business growth, said Christopher Bogh, eploy®s Technical Director. We are innovators in our business sector and work closely with customers to make a real difference. If we did it all again, we would choose eploy®. They are great software developers and have been successful in building Adlib a complex website that was technically very challenging but easy to expand to address our future business needs, added Frank. http://www.rec-con.co.uk/article.php/News/Regs_grow_IT_jobs/2829 The need for hedge fund and asset manager compliance in the wake of the banking crisis has seen IT needs increase 13 per cent in the last six months. Due to regulation companies are revamping their IT systems according to ReThink Recruitment (ReThink) the business and technology staffing company, and average pay for front office trading systems is now £700 per day up from £620. ReThink says that one fund manager it works for aims to increase the size of its IT department by 75 per cent from 20 to 35 by the end of the year. The forthcoming Basel III rules and the Alternative Investment Fund Managers Directive, for example, will both require greater transparency and disclosure from asset and hedge fund managers. Fhamid Malik, head of financial services, ReThink Recruitment, said: A large number of funds are re-architecting their front office systems. Much of the impetus for this is regulatory pressure. They are upgrading reporting systems to enable better monitoring and tracking of complex transactions. Funds are under intense regulatory scrutiny. There are numerous SEC and FSA investigations under way which, together with a slew of proposed financial market reforms, are heaping pressure on funds to beef up their risk and compliance processes. IT is critical to this. He adds: Buy-backs, where an existing employer makes a counter-offer to stop a candidate leaving, are back to pre-credit crunch levels. For senior level IT roles, most will match the candidates offer and throw in an extra 10 to 15 per cent on top. http://www.rec-con.co.uk/article.php/News/DEFRA_cut_red_tape/2828 The abolition of the Agricultural Wages Board has been welcomed by the Association of Labour Providers. DEFRA minister Caroline Spelman announced the quango was to be dismantled on Thursday. Last weeks decision means an end to the separate minimum wage for the farming industry, long campaigned for by the ALP. The ALP sent DEFRA a list of eight reasons as to why the wage was unfair: • There is no logical reason why there should be separate arrangements for a minimum wage in only one sector, which has no unique characteristics justifying special arrangements. • There is no natural boundary between work subject to the AMW and the National Minimum Wage (NMW). As a result, the current arrangements cause absurdities and distort behaviour. • The AMW is unnecessarily complicated which makes it difficult to understand and to operate, particularly when the same workers may be subject to AMW and NMW regulations in the same working period. • The AMW is widely ignored by farmers; enforcement by Defra is complaint driven and very small scale. By contrast, large scale labour providers licensed by the GLA are subject to compliance checks. • There are good legal grounds for arguing that the AMW arrangements cannot be applied to most workers supplied by agencies. • The arrangements, if applied, work to the disadvantage of many workers by denying them the opportunity to work the hours they want. • Unifying the arrangements for minimum wage would be in line with the governments policy of rationalisation of regulation and reducing administrative burdens. The abolition of the agricultural minimum wage and the plethora of bureaucracy surrounding it will allow for harmonisation of employment terms with all other workers in England and Wales and reduce the burden of regulation on farmers and labour providers. http://www.rec-con.co.uk/article.php/News/Work_getting_worse/2827 Workers are still feeling the worst of the recession according to the CIPDs latest Employee Outlook Survey. The public sector is feeling the effects most keenly according to the report. It suggests worsening standards of living, falling job satisfaction, and high levels of job insecurity despite todays GDP figures showing a further climb out of the downturn. The survey shows employees are three times more likely to report their standard of living has worsened over the last three months than to say it has improved, a greater number than the previous quarter. Forty per cent of organisations have either frozen pay while seven per cent have cut pay; 31 per cent have already made redundancies and 16 per cent are planning to trim their workforces. The survey points to a deterioration among public sector employees attitudes towards their jobs and management, as the impact of government spending cuts on jobs, pay and benefits becomes clearer. A quarter believe they will lose their jobs, satisfaction has fallen and only 16 per cent say they trust their management. Ben Willmott, senior public policy adviser, CIPD, said: Todays official GDP figures may suggest that the UK economy is continuing to move away from recession, however the reality for many in the workplace is that they still feel like they are in the grip of a severe economic downturn. Against this background it is worrying to see that public sector employees have increasingly negative attitudes to their senior managers, with less than a fifth saying they trust senior managers or are consulted by them on important decisions. One of the difficulties facing senior public sector managers in the current environment, in which major spending cuts have been announced but few details have been released, is that they too may also be in the dark and may not yet know how many jobs will have to go. However it is important that, if this is the case, they communicate the situation to staff and continue to have an open dialogue with employees as more information comes through. People are more likely to accept tough decisions if they are kept informed and given the right information at the right time. The government also has a key role to help rebuild trust in public sector leadership by allowing adequate consultation with employees over proposed changes to public service delivery so staff feel that their views have been taken into account before decisions are made. http://www.rec-con.co.uk/article.php/News/Purple_purchase/2826 Scotlands Bright Purple Resourcing the IT and financial services specialist has merged with London-based Taranata. Technology recruitment specialist Taranata will now rebrand its London and India operations as Bright Purple. Nick Price, managing director of Edinburgh-based Bright Purple Resourcing said: This is a huge step forward for us. Bringing Justin on board will give us a significantly stronger presence in London and will enable us to really develop our international strategy. The merger is an ideal fit for both companies: Bright Purple has a highly respected name in the UK IT and Financial Services sector and Taranata has a strong presence in many of the global markets we want to reach. We are confident and very excited that this move will enable us to leverage our expertise and sector knowledge in those areas.