Recruitment Matters Issue 26 June 2014
Trade Association of the Year
Science salaries soaring, as graduate vacancies open up
The Intelligence 2-3 and REC Talk Wage direction and job application education
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Driving growth
Pay is on the up but not in every industry
Wavebreak Media/Alamy
Job growth is on the up, but as we explore in this issue, the key questions are where exactly. A recovering graduate jobs market has helped push the number of advertised job vacancies up by a fifth over the last year, according to the latest UK Job Market Report from Adzuna.co.uk, and graduate vacancies grew a third yearon-year in April, as graduate recruiters picked up hiring. Salaries are also up 1.2% month-on-month across the UK, with the highest growth seen in Birmingham at 2.2%. A booming science sector has helped to support this monthon-month salary growth, with advertised science salaries rising 7.1% to £36,249 in the 12 months since April 2013. The growing trend for re-shoring manufacturing back to the UK has also driven a pick-up in demand in the manufacturing sector. Advertised manufacturing vacancies have increased 7.6% year-on-year in April, and salaries have increased 6.7% year-on-year. Andrew Hunter, co-founder of Adzuna, explains: “The UK is re-establishing itself as a centre of science and technology, and many employers are on the lookout for new talent. But fresh blood in these sectors is
What’s inside
hard to come by. The science and technology sectors fell out of favour as subjects to study during the recession, which has led to something of a talent drought. Employers are competing to attract new workers, and are upping salaries to try and gain an edge over their competitors. “The recent media buzz around the proposed takeover of AstraZeneca has moved the spotlight back onto the pharma sector and the wider scientific circle, and could help encourage more aspiring highfliers to consider science as a career option,” Hunter says. On the other end of the scale, sectors continuing to hold back the salary recovery include the retail sector, in which advertised salaries fell 12.6% over the year to April to an average of £27,138.
However, the retail world has been particularly volatile recently, and retail salaries could be set to pick up soon. Future job market growth has to grow from the botom, something which the REC Youth Employment Charter strongly supports. Hunter adds: “The graduate market is growing as employer optimism blossoms. As competition for jobs continues to fall, employers are beginning to invest more and nurture talent from the bottom up – that can only be a good thing for graduates. “Initiatives such as the new engineering A level due to be introduced in September 2016 will help to encourage more of our youth to study subjects in which talent is particularly short – and provide a stream of future workers.”
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The legal lowdown and Business Development
Pay deductions and UK-wide newspaper coverage
Institute of 7 Recruitment Professionals We speak to Resourcing Group’s Jason Bowler and Technology Resourcing’s Derek Brown
Best Events 8 The and Training The best speakers at the REC Talent and Recruitment Conference
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Leading the Industry
the intelligence Heading in the right direction
Fig 1: Turnover growth year-on-year 40
In the March edition of JobsOutlook we asked employers if they anticipate increasing the wages of their employees this year. Just over a quarter (28%) stated that they intend to increase the wages of at least some of their staff and one in 10 stated that all their employees would benefit from a wage increase. Only 14% stated that they would not raise wages. In May this year the Monetary Policy Committee were cautiously optimistic about growth in wages noting: “Surveys suggested that earnings growth might continue to rise: the CBI measure of businesses’ expected salary cost growth over the next 12 months had remained higher than its 2013 average at 2.1% in Q1; and the REC earnings survey balance, which was indicative of growth in the pay of newly recruited employees, was now some way above its prerecession average.” The Income Data Services similarly reported that median pay growth in the first quarter of 2014 equalled 2.5%, and that 60% of pay settlements resulted in a pay rise of between 2% and 2.99%. Public sector staff fare less well, with pay settlements growing at 1.1%. In contrast, people in aerospace, chemicals, defence and food processing industries have been
able to command above average pay deals. This wage growth is long overdue. Between 1997 and 2007 wages increased by 4% yearon-year. In contrast, prices did not creep up by more than 2% in this period. Improved employer confidence will contribute to increased pay settlements. In April 2014, JobsOutlook reached a record high in employer confidence. The following month, JobsOutlook reported that four in five employers intended to increase number of permanent hires in the next year. But much will depend on whether staff are available. As the graph below illustrates the marginal fall in inflation is also contributing to growth real wages. This is all good news. But the focus in the coming months also depends on whether labour productivity mimics improvements in wage growth. In the event that productivity stagnates, improvements in pay settlements will translate into higher costs for business and prices for consumers, leading to possible interest rate rises. But as the graph suggests, productivity is heading in the right direction. Improvements in labour productivity will lessen the threat of interest rate rises and wage growth will come at less of a cost.
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■ CPI overall (% change year-on-year)
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■ Labour productivity
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(Output per worker % change on quarter a year ago)
%
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■ Whole economy
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(% change year-on-year)
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■ Private sector
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(% change year-on-year)
■ Public sector
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(% change year-on-year)
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■ Upper quartile ■ Median ■ Lower quartile
28.84 %
20 13.59 % 10 1.09 %
%
What will happen to wages, asks Nina Mguni, senior researcher at the REC
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-10
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-30 Apr Jun Aug Oct Dec Feb Apr Jun Aug Oct Dec Jan Mar 12 13 14
On the up Throughout the whole of last year, Recruitment Industry Benchmarking (RIB) reported on an improving picture for recruiters. With the first quarter of 2014 now completed, it’s pleasing to see that not only has this improvement continued but shows positive signs of a potential acceleration. The graph above shows ‘turnover growth’ compared to the previous year. As can be seen, March figures show a healthy median figure of 13.59% growth, an increase on the 6.32% growth reported in December. Indeed it is good to see that both the January and February figures showed an increase of over 10% on the previous year. The graph also shows the ‘spread’ of improvement, with the upper quartile reporting a 28.84% increase in March – 22.49% in December. It is worth noting that 25% of RIB members are therefore reporting an increase above this 28.84%. It’s also pleasing to see that the lower quartile are now also reporting a positive improvement in March of 1.09%, the first time this has been positive in the two years of the graph. Simple turnover figures do not, of course, show a complete picture but it is a good indication of a generally improving marketplace. It is, however, pleasing to see that net profit margins also continue to improve with a median figure of 4.48% reported in March – an increase on the 2.92% December figure. Of course different sectors are reporting different pictures, and professional recruiters will want to look at other key measurement such as fee earner productivity etc. However, this is a positive start to the year and it will be crucial that management make use of all the tools and industry knowledge available to them to ensure they optimise their performance in this dynamic marketplace. • Crawfurd Walker is chief executive officer at Recruitment Industry Benchmarking (RIB) www.ribindex.com
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Leading the Industry
Change enablers and deal breakers Tom Hadley, REC director of policy and professional services, considers how recruiters can help galvanise the jobs market around the world
The View
The headline stat from the latest REC/KPMG Report on Jobs is that candidate availability contracted at the sharpest rate since October 2004. This is emerging as the major challenge for our post-recession labour market. So what is the solution here? What can we put in front of politicians looking for a policy response? REC members have regularly flagged up the fact that too many jobseekers are ill-equipped for the world of work and unschooled in the basics of present-day job hunting. One priority is to raise awareness of where the jobs are and what employers are looking for amongst future generations of workers. The business community has a key role to play here by building links with local schools and colleges through initiatives such as Inspiring the Future and our own Youth Employment Charter. A renewed focus on helping long-term unemployed build skills and rebuild confidence is also long overdue and is something we have been feeding into our discussions with ministers and shadow ministers. Being solution providers and deal breakers is not just a trend in the UK. Speaking at the Ciett World Employment Conference, Ciett president AnneMarie Munz argued that, “improving our image by being thought leaders and working constructively with national governments are key to driving growth and pushing back on regulations that ‘cage’ the industry”. The Ciett ‘Way to Work’ campaign will continue to challenge pre-conceptions, and national federations across the world are now positioning their voice on major issues such as youth employment, skills shortages and the ageing population. Working with schools and influencing education policy is the long-game. How else can we respond to the squeeze on suitable candidates, and what are some of the short-term solutions for UK Plc? The immediate response must be to sharpen up current hiring practices, to review how recruitment currently takes place and who is driving it. Fuelling a national debate on hiring best practice is one of the core aims of our Good Recruitment Campaign, which has been launched as the labour market becomes increasingly candidate driven. There has never been a more important time for businesses to shake things up and look at the best ways of bringing in the right people. Our industry is all about being ‘change enablers’ to clients and candidates and ‘solution providers’ to government. The role of professional bodies like the REC is to galvanise the industry, pressing social issues of the day such as youth employment, diversity, social mobility, long term unemployment and ageing populations.
Over the last year the recruitment market has shifted rapidly from a place where recruiters were searching for jobs, to one of struggling to find the candidates for the abundance of opportunities now available. This means that putting the candidate experience at the heart of your offering is now more critical than ever before. However, all the feedback from candidates indicates that they are getting a worse experience. The internet, the abundance of job boards and the growth of social media have made it easy for candidates to fire hundreds of CVs off every day without much thought or tailoring. This often means that employers and recruiters get hundreds of applications for jobs. However, there is never any excuse for not acknowledging or communicating with candidates. We have the technology to do this. But we need to go back to basics and ensure that we are always explicit about the skills, experience and capability required to do a job. This will avoid random applications from people who are unqualified. We need to educate more people about the application process. The 250 members signed up to our Youth Employment Charter have already helped 20,000 youngsters with this in schools and colleges right across the UK. We want more recruiters to sign up and we are calling on the government to put work experience back into the school curriculum. We are influencing employers to improve the candidate experience directly with our Good Recruitment Charter, which has all the major business bodies committed and over 25 major employers signed up. This will also be a major theme of our first employer-driven talent conference, TREC, on 24 June (see p8). We have much to do to make good recruitment an everyday occurrence. Let’s get cracking. For more information about Ciett visit www.ciett.org
• You can follow Tom on Twitter @hadleyscomment
• You can follow Kevin on Twitter @kevingreenrec
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03/06/2014 11:03
The Big Talking Point
As expanding workforces struggle to find the best candidates, pay rates are on the up. But is that the case across the board, asks RM editor Francesca Steele
T
hings are on the up in the UK. Everywhere you look there are new statistics and commentators indicating not only that the worst recession since World War II is now over, but that growth is better than it has been in a long time, across a wide range of sectors. So what effect is that having on the jobs sector and subsequently on recruiters? The short answer is: placement growth is accelerating, while a decline in the availability of candidates with the appropriate skills is pushing salaries higher – at least as far as permanent jobs are concerned. The Recruitment & Employment Confederation (REC) and KPMG Report on Jobs, published in May, showed that for permanent candidates, the latest fall in availability of people to fill roles was the sharpest since October 2004, while for temporary workers it was the steepest since December 2000.
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Meanwhile, the growth of permanent salaries accelerated further in April, with the latest increase the most marked since July 2007. Temporary staff pay increased at a solid pace that was sharper than in the preceding month. In the boxes opposite, you can read more about the issues and pay trajectories in specific sectors, such as finance, drivers and education. As these case studies show, there are some industries experiencing a shortage of candidates and pay rises – but there are also some industries where a surplus is still pushing pay rates down.
Radius Images/Alamy
Driving growth Tom Hadley, director of policy and professional services at the REC, notes that an upturn in starting salaries has been one of the biggest recruitment trends of the last six months. “This has largely been driven by the fact that we are in an increasingly candidate-driven market. As well as the REC/KPMG Report on Jobs data, the anecdotal feedback from REC members confirms the fact that employers are having to ‘dig
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The fine print in finance There is certainly growth in the financial sector pay levels, however there is a split between professional services and industry. Our legal division, who recruit finance staff to law firms, reports that salaries have grown by between 5-10% over the last 12 months alone, and 68% of legal accountants saw an internal pay rise in March this year. Companies have started hiring again, particularly those law firms that specialise in employment law and merger & acquisitions, and so in order to attract the best people, they have upped their salaries. The industry and commerce division, which includes consumer market, media, retail and technology clients, is also growing but to a much smaller extent. We’re really having to push back on job briefs, explaining that candidates want more now, that there are greater expectations in the current market. Candidates want more but clients haven’t quite caught on yet and in many places starting salaries haven’t changed all that much since before the recession. Tony Vickers, director at Balance Recruitment
On the road deeper’ to attract the right candidates. For example, members of the REC’s Marketing, Media, Comms & Creative Industries sector group recently flagged the increasing use of ‘golden hellos’ (ie. joining bonuses), which hadn’t been seen for many years.” As pay trends continue to evolve, Hadley adds, one of the key areas in which recruiters can add value to clients is by providing updates on market trends and on what candidates are looking for; not only in terms of financial incentives, but also development opportunities and company culture. Bernard Brown, a partner and head of business services at KPMG, says that recruiters and companies looking to hire the best talent ignore newer candidates to their own detriment: “With employers focusing their attention on trying to win over talented people with proven skills and track records, there remains one unanswered question. We have growing numbers of new entrants to the marketplace looking for work and employers will ignore them at their peril. Not acknowledging what they have to offer continues the very real risk of losing a generation of talent – it makes no business sense, because without a blend of youth and experience the workplace will no longer reflect the marketplace.”
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When the recession started in 2008 it took an awful lot of work out of the arena and the industry ended up with a surplus of LGV drivers. Their pay rates – and also the way they were treated – went down, indeed so much so that a lot of them left the industry. I’d say pay went down by up to 10% in a lot of cases. To complicate matters, a law was introduced in 2009 for lorry drivers that means they must do their CPC – 35 hours of training every five years – the deadline for which is coming up in September this year. There’s concern that many don’t feel it’s worth it any more and so just haven’t bothered, which means come September we may have a shortage of lorry drivers. I’m hearing that there could be a shortfall of more than 60,000 drivers. So in just six years we’ve gone from a surplus to a shortage. Recruiters need to ensure they encourage both permanent and temp drivers to do their CPC and that they are paid enough to want to stick around. Mike Cooper, director at The Best Connection Group
Education, education, education In supply teaching, pay varies enormously from location to location depending on whether there is a shortfall or surplus in the local area. For example, in cities like Liverpool we’ve seen a surplus of candidates for a long time because there are several teaching colleges nearby, which puts a lot of young people into the market at the same time. A newly qualified teacher might earn £110 a day for supply teaching in somewhere like Leeds or London, but in Liverpool it wouldn’t be uncommon for the day rate to be just £80 to £90. That has fallen about 10% over the last 18 months as agencies have become more competitive over pay. In certain areas, I’d say the number of agencies has doubled. It’s a challenge for recruiters certainly, but we need to get out of the race to the bottom for teacher’s pay. If you want a supply teacher to do a good day’s work, you need to pay them properly. If you are permanently squeezing their day rate you are not going to make them feel valued and the best people will leave. Stewart McCoy, chairman of REC education sector group and strategic operations manager, Randstad Education
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03/06/2014 11:04
Legal Update
Deductions from pay Employers should understand the legalities of pay deductions, says Lewina Farrell, REC solicitor and head of professional services All workers (including employees and temporary workers on contracts for services, but not the genuinely selfemployed) are entitled to the applicable national minimum wage (NMW). This varies according to age; the current adult rate is £6.31 rising to £6.50 from 1 October 2014. Workers must be paid at least this hourly rate, for all hours worked before deductions are made. Section 13 of the Employment Rights Act 1996 states that an employer (including employment businesses supplying temporary workers on contracts for services) may not make any deduction from wages unless it is authorised by one of the following: 1) by statute 2) by the worker’s contract 3) the worker has previously signified in writing his consent to the making of the deductions. However, the National Minimum Wage Regulations 1999 outline specific situations where deductions can be made to bring the hourly rate below the NMW, including deductions in respect of: a. tax and National Insurance b. a worker’s conduct, where the worker is contractually liable c. repayment of a loan or advance or wages d. repayment of an accidental overpayment of wages made to the worker
e. the purchase by the worker of any shares, securities, share options or of any share of a partnership f. the provision of living accommodation (ie. the accommodation offset, which is currently £4.82 per day) g. deductions that are not for the employer’s own use or benefit (eg. union subscriptions or pension contributions). The REC Legal Helpline receives lots of questions about pay and deductions, including about Personal Protective Equipment, fines and damage to vehicles. • PPE: You cannot charge workers for PPE or for failing to return PPE. However, you can have a contractual clause whereby you will provide PPE free of charge
and without deposit, but if they do not return the PPE, either at all or in a usable state (allowing for reasonable wear and tear), you will recover the cost of replacement PPE by charging an agreed amount. This deduction is allowed even if it takes the worker below the NMW because a deduction in respect of a worker’s conduct, where the worker is contractually liable will not breach the NMW legislation (see point b] above). • Driving fines or congestion charge: You can only deduct driving fines or the congestion charge if you have the driver’s prior written consent to do so or a contractual clause allowing you to. However, can you question whether the driver could have avoided the fine or charge eg. was the delivery scheduled by the client during congestion charge hours or the hours during which parking was restricted? If not, agree with the client how it will cover these costs rather than deduct from the driver’s pay. • Damage to vehicles: before deducting any sums for damage to a client’s vehicle, a full investigation should be done on what the damage was and how it was caused. The driver may or may not have been responsible for the damage, if an accident; it might have been caused by a third party. REC corporate members can call the REC Helpline on 020 7009 2199 or email us at legal@rec.uk.com.
Business development: read all about it What if you could get newspaper coverage across the country along with jobsites as part of your recruitment process? Well, you can. Fish4Jobs has 2.5 million registered candidates but it also is part of the Trinity Mirror Group, which has more than 100 publications across the country, including the Daily Mirror and plenty of regionals such as the Manchester Evening News, the Liverpool Echo and the Birmingham Mail. Fish4Jobs has also recently become an REC business partner and is offering REC members an exclusive 15% off new
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advertising campaigns on its online and print recruitment platforms. Charlotte Tracy, head of marketing at Fish4Jobs, says: “I think what makes us different is the regional coverage we have and the network of local jobsites We can access active jobseekers through the jobsites, but then we can also target passive jobseekers through the papers.” For more information about the unique offer and to get in contact with Fish4Jobs, contact Jimmy Jobson, head of sales, on 020 7845 0102 or email jimmyjobson@trinitymirror.com.
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Inspiration
Behind the scenes at the Institute of Recruitment Professionals
Public service We talk to Jason Bowler, CEO of Resourcing Group, who won Business Leader of the Year at last year’s IRP awards Congratulations! Why do you think you won? Well, we’ve had three years of consistent and substantial growth, both in terms of gross and operating profit. I think what caught the judges’ eyes was our client relationships and the added value we provide there. We are very focused and we’re very specialist. We don’t try to be everything to everyone. Can you give us some examples of this added value? Yes, so for instance we work with some of the biggest housing associations in the country and we help them with their corporate social responsibilities, such as volunteer programmes, local employment campaigns and so on. We’re responsible for day-today recruitment, but clients are looking for more for their money these days. We also offer a flexible payment model that works well. Not every client wants to have a fully outsourced relationship straight away, so this is a different option. Have you noticed much change in the last year or two? Absolutely. Lots of our markets now have 100% employment and we have to coach customers on how to attract the best quality candidates. There are still companies out there that are not as good as they could be at demonstrating all the reasons why someone might want to join them. You can see in the counteroffers that crop up that offers are often about a lot more than just financial gain. How has the public spending squeeze impacted your market? There has been a lot of press related to challenges within the public sector and of course that does represent a challenge. But it also means lots of organisations are going through transformation, and looking for new skills. What would you have been if you weren’t in recruitment? My dream was actually to be a footballer. I get the mickey taken out of me because I say Alex Ferguson is my hero. But he is. He built a football club on sound principals, where no one individual was bigger than the team. That’s how a good business should run.
Things I Know Derek Brown, managing director of Technology Resourcing, gives us his career tips It’s good to know your own strengths What works for us might not work for some of the other, very different recruiters. When I set up Technology Resourcing 19 years ago I wanted to deliver a true consultancy service rather than the commodity service I’d experienced with other recruitment companies. As well as securing the best people for our client’s businesses, we also have the experience and ability to sit down and consult with them, which they truly value. We invest an immense amount of time getting under their skin, asking them what their challenges are going to be over the next 12 months, how we can help them meet those challenges and so on. It all comes down to hiring the best people Part of what makes us different, I think, is that we only hire people who are capable of consulting at that high level. We have a very rigorous hiring process, with two or three interview stages, personality profiling and intelligence tests. The people we end up hiring are able to think on their feet and are instantly credible in front of our clients and candidates. Specialist knowledge is less important than the ability to learn I started life as an electronics engineer, before moving into project management and eventually recruitment, which has obviously been a useful grounding. That said, though, I’ve learned that for our business, where we specialise in very specific technology niches, it remains far more important to hire intelligent consultants with the core competencies we demand rather than industry specialists or sales people. Of course, we then need to develop them further to conduct our highly technical assessments, which they need to be able to understand and be confident on. Our clients often help us with this training, which has been brilliant, benefitting us all. Company politics can be tricky Nineteen years ago I left a large recruitment company because of internal politics and power plays, so I’m adamant that in Tech-Res the best employees are recognised not for how they play the corporate game but for the quality of service they deliver and, of course, the revenue they contribute.
To keep up to date with everything the Institute of Recruitment Professionals is doing, please visit www.rec-irp.uk.com
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Events and training
Building a world-class workforce Join the REC and its high profile speakers for the Talent and Recruitment Conference in June The REC ‘Talent and Recruitment Conference (TREC) Hiring for Growth: building a world class workforce’ will take place on 24 June in London at the Grand Connaught Rooms. A series of high profile speakers are confirmed for the event and will be tackling the key issues that employers are facing in the current jobs market. Deputy CEO at CIPD Susannah Clements says: “I’m delighted to be speaking at the Talent Recruitment and Employment Conference. Our latest research shows that recruitment intentions are increasing, meaning there will be more competition for talent – bringing recruitment and resourcing challenges for organisations. The recent global economic turmoil has changed the game. Recruiters need to source talent that has the agility and adaptability to respond to fast-changing organisational requirements, critical to future organisational success. Against this backdrop, it is more essential than ever for HR professionals to continue to network and share best practice, so we are able to consistently deliver the competitive advantage our organisations require.” REC CEO Kevin Green said: “TREC is a big innovation for us and the whole agenda is being driven by the clients and designed to create topical debates around some of the key issues affecting hiring for growth.” Topics for panel discussions and roundtables include: the changing face of sourcing channels; recruiting for growth – identifying, sourcing and developing a broad range of talent; the elements that shape a world-class recruitment service; resource planning; managing top quality talent; staying ahead of the compliance
Susannah Clements, deputy CEO at CIPD burden; talent acquisition and employer opportunities for delegates to network branding; bringing education leavers with their peers at the TREC 2014 World into the mix; international career Cup Event (England vs Costa Rica) development as a tool to strengthen the following the close of the conference. business and innovation in recruitment. Places are going fast so make sure There will also be plenty of that you register now! Quote VIP code 333 to access the Recruitment Matters special rate on tickets. Call 020 7009 2100, email trec@rec.uk.com and more information can be found at www.rec. uk.com/TREC
Who are the speakers? Susannah Clements, deputy CEO, CIPD Caroline Roberts, HR director, (VP) Europe, at Fox International Channels Tom Sayer, talent acquisition lead, Accenture Angela Goldsmith, head of European resourcing, Diageo Kean August, VP global executive recruitment, SAP Neil Morrison, group HR director, Penguin Random House Colin Minto, group head resourcing and HR systems, G4S Charlie Keeling, global HR director, Clyde & Co Katie Jacobs, deputy editor, HR Magazine David Head, leader of vision, values and ethics, Recruitment International Gary Franklin, co-founder, The FIRM Martin Hesketh, managing director, Brookson
Recruitment Matters The official magazine of The Recruitment & Employment Confederation Dorset House, 1st Floor, 27-45 Stamford Street, London SE1 9NT Tel: 020 7009 2100 www.rec.uk.com
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Membership Department: Membership: 020 7009 2100, Customer Services: 020 7009 2100 Publishers: Redactive Publishing Ltd, 17 Britton Street, London EC1M 5TP. Tel: 020 7880 6200. www.redactive.co.uk Publisher: Aaron Nicholls aaron.nicholls@redactive.co.uk Tel: 020 7880 8547 Consulting Editor: Ed Sexton ed.sexton@rec.uk.com Editorial: Editor: Francesca Steele francesca.steele@redactive.co.uk. Production Editor: Vanessa Townsend Production: Deputy Production Manager: Kieran Tobin. kieran.tobin@redactive.co.uk Tel: 020 7880 6240 Printing: Printed by Woodford Litho © 2014 Recruitment Matters. Although every effort is made to ensure accuracy, neither REC, Redactive Publishing Ltd nor the authors can accept liability for errors or omissions. Views expressed in the magazine are not necessarily those of the REC or Redactive Publishing Ltd. No responsibility can be accepted for unsolicited manuscripts or transparencies. No reproduction in whole or part without written permission.
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