What’s Next in Talent Acquisition

Let’s face it – we live in an ever-changing world, where one of the biggest challenges is keeping up with the latest trend.

For an update on talent acquisition trends, PeopleScout hosted Madeline Laurano, talent analyst and founder of Aptitude Research, at our North American Talent Summit. Laurano spoke on the top trends she is seeing through her qualitative and quantitative research, and provided clarity on the crowded market.

Laurano shared that the current state of talent acquisition has fundamentally shifted due to the record increase in job openings and decrease in the available talent pool. This contributes to the rise of competition for talent across industries and the tremendous pressure organizations face to find the right talent.

Laurano presented a few key solutions to aid in managing this overarching challenge, including strengthening employer branding, simplifying your talent strategy with technology, improving candidate communication, using data to drive decisions and exploring total workforce solutions.

In this article, we’ll walk through Laurano’s report on the current state of talent acquisition, and dive into how a focus on employer branding can help you stay on top of the trends in talent acquisition.

Current State & Challenges

Laurano’s research shows a fundamental shift in talent acquisition over the past few years, which she attributes to changing market conditions. The numbers prove it – there’s a high demand for skills and a low supply of candidates, which increases both competition for talent and the cost of a quality hire.

High Demand for Skills

Nearly half of U.S. employers attribute unfilled job openings to a lack of qualified candidates. Additionally, 75% of human resource professionals who have recruiting difficulty say there is a shortage of skills in candidates for job openings. However, 74% of organizations are investing just $500 per employee on training and development between upskilling and reskilling.

The skills gap is widening particularly for IT, healthcare, manufacturing and really any industry that has specialized or technical roles. Based on her research, Laurano recommends that organizations invest in technology and digital roles to foster ideas and monitor industry trends. More than 5 million jobs in information technology are expected to be added globally by 2027.

Low Supply of Candidates

“Statistics show employers are having a difficult time filling job openings and are competing across industries for talent, which is a major challenge in the industry and one we haven’t seen before,” Laurano said.

A 2017 PWC survey of CEOs found that 77% said the greatest threat to organizations was the availability of talent. The unemployment rate is at a record-low 3.7% in the U.S., with 106 months of continuous job growth – the longest stretch in the nation’s history. Canada ended the first half of the year with an unemployment rate of 5.5%, and many leading European and Asia Pacific economies posted strong job gains and continued low unemployment.

Quality of Hires

Laurano’s 2019 Quality of Hire Trends Report states that only 26% of organizations in her study have a formal methodology for defining quality of hire; one in three of those organizations said that they’re interested in tracking quality of hire, but they don’t know how to start. Therefore, there’s a lot of opportunity to improve how we calculate quality of hire.

Ultimately, organizations have to rethink their strategies and technology to attract the right candidates for them. So, how do organizations stay on top of these trends? Laurano says strengthening employer branding is one important way.

Strengthening Employer Branding

As a reminder, your employer brand is the perception and lived experiences of what it’s like to work for your organization. It also incorporates your employee value proposition (EVP), which captures the essence of your uniqueness as an employer and the give and get between you and your employees.

In her presentation, Laurano discussed the importance of strengthening employer branding as one way to stand out in the crowded market. As research shows, many organizations are investing plenty of resources into employer branding, but there is still room for improvement. As Laurano’s research shows, 62% of organizations invest in employer branding, however:

  • One out of four organizations is unsure about its employer branding.
  • 50% of organizations are unhappy with their employer branding tools.
  • 37% of talent acquisition and recruitment specialists consider their knowledge of their employer brand as “weak” or “getting by” – despite it being identified as an area of critical importance.

Industry research agrees with Laurano, as one study shows that companies with stronger employer brands see a 43% decrease on average in the cost per candidate they hire, compared to their competitors. Additionally, when organizations specifically in the U.S. live up to their marketed EVP, new employees arrive with a higher level of commitment at 38%, compared to organizations that do not live up to their marketed EVP, which is at just 9%.

Digital Transformation

As Laurano noted, the digital space is a major aspect to consider in talent acquisition and employer branding. Whether it’s introducing digital or data specialist roles, the skills associated with those jobs assist organizations in recognizing their weaker areas and providing innovative ideas to capture their intended audiences. Laurano recommends incorporating the digital role heavily in your talent solution and to improve messaging.  “Go where your candidates are,” she says. And, for the most part, that is the digital space. Research confirms this concept:

Reactive vs. Proactive Recruiting Strategy

In Laurano’s presentation, she emphasized the value of organizations nurturing talent before they apply, or a proactive versus reactive approach:

Reactive

“If we were to take the reactive recruiting approach and turn it into a funnel, it might look something like the diagram above. Sourcers fill up the talent pipeline while recruiters manage the selection process on behalf of the organization. However, there is no one working on behalf of the candidate and no real engagement process at the top of the funnel. As a result, the recruiter spends more time on screening résumés, phone screens, etc.”

Proactive

“If we flip the time allocation where recruiters spend less time on screening and focus on ensuring they have targeted, qualified candidates to begin with, the results would differ. There would be a higher rate of effectiveness by investing in relationship-building with targeted pools of talent, as opposed to a reactive, start-stop recruiting approach.”

Additional research only reinforces the proactive method, as 67% of employed American adults agree that the application, interview or offer process would make or break their decision on whether to take a job.

Global Aspect

Employer branding is difficult for global organizations, as it’s not always about the organization, but also the specific location, as well, which can get complicated. The core of your employer brand should start with a universal truth, but effective employers will also create messaging that speaks directly to different audiences and geographies. Laurano suggests a need for transparency for global organizations, as well as local flexibility and solutions to strengthen your employer branding.

What’s Next for Your Talent Solution?

Keeping up with the latest trends can be challenging to say the least, especially in the talent industry. Laurano’s research into the fundamental shift in talent acquisition provided some key insights and solutions that are beneficial when combating such rapid changes.

About the Expert

Madeline Laurano’s primary focus during the last 12+ years has been on the talent management market, specializing in talent acquisition. Her insights are based on her work as an analyst and advisor in the human capital space and her latest research with HR and talent acquisition practitioners. Laurano’s work helps companies both validate and reevaluate their strategies and understand the role technology can play in driving business outcomes. Before Aptitude Research, Laurano held research roles at Aberdeen, Bersin by Deloitte, ERE Media and Brandon Hall Group. She is co-author of “Best Practices in Leading a Global Workforce,” and has been quoted in The Wall Street Journal, The Boston Globe, Yahoo News, and The Financial Times. She is a frequent presenter at industry conferences, including the HR Technology Conference and Exposition, SHRM, IHRIM, HCI’s Strategic Talent Acquisition conference, GDS International’s HCM Summit, and HRO Today. Visit her website at https://www.aptituderesearch.com.

PeopleScout UK Jobs Report Analysis – September 2019

The September Labour Market Report released by the Office for National Statistics, which includes the three months from May 2019 through July 2019, reported that 31,000 jobs were created as the unemployment rate fell slightly to 3.8%. Nominal wages showed an annual increase of 3.8%.

Uk jobs report infographic

Notable figures from the September report include:

  • The UK employment rate was estimated at 76.1% and is tied for the highest rate on record since records began in 1971.
  • The number of job vacancies fell to 812,000, the lowest level since the end of 2017.
  • The annual wage increase including bonuses jumped to 4.0%. 

Modest Job Gains and Decreased Vacancies Point to Slowing Growth

Jobs continued to grow in the UK over the quarter, but the growth was at a tepid pace.  Since the report covering the same quarter last year, which showed only 3,000 job gains, 369,000 jobs have been added. At the same time, the number of job vacancies is dropping steadily.

John Philpott, the director of the Jobs Economist consultancy, noted that private-sector job creation was at a “near standstill.” Only 2,000 of the 31,000 jobs created over the quarter came from the private sector.

“These latest figures confirm recent signs of softening in the UK labour market. Recruitment appears to have weakened most noticeably in smaller private sector businesses, though it is unclear to what extent this reflects prolonged uncertainty over Brexit or a broader slowdown in the economy,” Philpott said.

While economic growth appears to be slowing in many developed economies, including the UK, there were numbers released in the report which point to Brexit’s impact.  Manufacturing is a sector that is among the most vulnerable to trade uncertainty and disruption. During the same quarter last year, manufacturing in the UK produced 23,000 new jobs and grew at an annual rate of 1.2%. This year, manufacturing shed 5,000 jobs during the quarter with a 0% annual growth rate.

Employers Postpone Hiring But for How Long?

A survey released by KPMG and The Recruitment and Employment Federation showed that the number of workers hired for permanent jobs through recruitment agencies decreased at the fastest pace in more than three years in August.

The survey showed that temporary hiring rose at its slowest pace in 75 months. Permanent placements fell for the sixth month in a row as employers postponed hiring. “Brexit uncertainty continues to take its toll on the jobs market,” James Stewart, vice chair at KPMG, said.

With a resolution to the Brexit crisis nowhere in sight, it is unclear how long employers will continue to be cautious about hiring. The UK economy has already withstood Brexit deadlines and job growth has continued. However, the October 31 deadline comes in the wake of a political crisis and the shutdown of Parliament. It remains to be seen how employers will respond to continued uncertainty or after some level of resolution takes place in the coming weeks.

It is Still a Job Seeker’s Market

With the backdrop of a shuttered Parliament and dire warnings about a recession resulting from a “no-deal Brexit,” the September report still showed a labour market that was growing, albeit slowly, with decades low unemployment and a record-high number of people working. The healthy wage increases are a result of a market with strong demand for talent. Even the level of job vacancies, while lower than in recent years, is by no means negligible.

While many employers appear to be scaling back hiring, they are doing so during a tight labour market. Given the potential for shifting market conditions, having a sound, flexible, recruitment and retention strategy for UK enterprises will be a key factor in their success in the uncertain months ahead.

PeopleScout Canada Jobs Report Analysis – August 2019

Statistics Canada surveyed that the nation’s unemployment remained at 5.7%. In August, 81,000 jobs were created. Weekly annual wage increases were up 3.6%, a full percentage point lower than the previous month. Much of the increase in August was in part-time work.

canada jobs report infographic

The Numbers

+81,000: The Canadian economy added 81,000 jobs in August.

5.7%: The unemployment rate remained steady at 5.7%.

3.6%: Weekly wages increased by 3.6% over the past year.

The Good

The headline number in the August jobs report is good news for the Canadian economy. The 81,000 jobs added quadrupled the 20,000 job increase that analysts expected, according to Bloomberg. The increase is more than five times larger than Reuters economists expected, at just 15,000. Over the past year, Canada has added 471,300 jobs, the highest number since 2003. With this increase, the unemployment rate remained at 5.7%, which is near a historic low.

Ontario saw the biggest increase in jobs with 58,000 new positions, while Quebec, Manitoba, Saskatchewan and New Brunswick also gained jobs. Unemployment stayed steady for most of the country, but British Columbia and Nova Scotia saw an increase in their unemployment rates as more people started looking for work, CBC reports.

The Bad

While the 81,000 number looks great, the majority of the positions created are part-time jobs. The Global News reports that 57,200 of the newly created jobs are part-time Additionally, 42,000 of the positions are held by workers under 24-years-old. However, the majority of the jobs created over the past year have been full-time positions.

The Unknown

For those with questions about whether the Bank of Canada would consider a rate cut, the latest report indicates that is unlikely, Reuters reports.

However, according to The Wall Street Journal, some experts say the looming global downturn could start to have more of an effect on the Canadian economy.

“’We expect the global slowdown to take a more material bite’ by the fourth quarter, CIBC World Markets economist Avery Shenfeld said. He said that could prompt the Bank of Canada to lower interest rates in late December or early next year.”

PeopleScout U.S. Jobs Report Analysis – August 2019

The Labor Department released its August jobs report which shows that U.S. employers added 130,000 jobs, lower than the 165,000 analysts expected. The unemployment rate remained at 3.7% — a near 50 year low. Year-over-year wage growth remained at 3.2%, well ahead of inflation.

us jobs report infographic

The Numbers

130,000: The economy added 130,000 jobs in August

3.7%: The unemployment rate remained steady at 3.7%.

3.2%: Wages increased by 3.2% over the past year.

The Good

According to economists, August’s jobs report numbers are decent but not great. The New York Times reports that one of the highlights of the report is the increase in labor market participation, which grew from 63% to 63.2%. This indicates that the economy is strong enough to draw in people who have been sidelined. The number is even more positive among workers between 25- and 54-years old, the prime working ages. In that group, the percentage of people working or looking for work increased from 82% to 82.6%.

The Bad

While many of the details of the latest report are not necessarily bad, they’re not necessarily good either. The job gains fell short of analyst expectations, and according to the Wall Street Journal, 25,000 of the jobs created in August are temporary positions for the 2020 census. Private-sector employers added just 96,000 jobs. Job growth appears to be slowing.

The New York Times also reports that industries that involve making something – manufacturing, mining and construction – are experiencing the most significant slowdowns, and this could be an indication that the economy is slowing. However, economists say that this report demonstrates that fears of a recession are overblown.

The Unknown

The big question is whether slowing growth is a symptom of a larger problem in the U.S. economy. The New York Times reports that while some sectors of the economy are slowing more than others, industries like business and professional services and healthcare are growing just fine. This suggests that while exceptional job growth isn’t likely to continue forever, the economy is more stable than some have feared.

The Wall Street Journal tells a similar story, with one analyst suggesting that the labor market has peaked, but could stay stead for some time.

“Overall economic growth probably averaged 2% over the last 12 months,” wrote Wall Street Journal Chief Economics Commentator Greg Ip. “Given stable unemployment, that’s probably the U.S. economy’s long-run potential. Something will upset this equilibrium, but it’s hard to say what. For now, fiscal policy, trade war and interest rates seem to be mostly canceling each other out.”

Talking Talent – Growing Pains: Change Management in RPO

In this episode, we talk about change management while implementing a new RPO program.

No matter the context, change is hard, but it’s also necessary for improvement. Whether it’s sore muscles after a new workout or frustrations as teams learn new, more efficient systems, it’s impossible to improve without at least things getting at least a little bit hard. The key is making sure that pain isn’t a symptom of something a little more serious.

We can apply this to talent acquisition. Implementing a new RPO program is almost like a merger. You’re assimilating teams, changing processes and likely adding new technologies. It’s not easy, and there will be difficult points. But it’s about making sure that pain is more like a sore muscle than a broken bone.

Emily Gordon, a client delivery leader at PeopleScout joins us to talk about this change management process.

Emily has more than 21 years’ experience in talent acquisition and has overseen sourcing, continual process improvement, and client implementations. Her expertise is in transitions, process improvement, team building, client relationship development, and operational delivery. She holds a Six Sigma Green Belt certification. Emily is a graduate of the University of Michigan.

Emily walks us through her four-step system to drive success during the first 100 days of a new implementation. She shares specific examples of things that went wrong – and right – over her career. Emily explains how you can diagnose the pain of a transition as either normal growing pains – or the symptom of a larger problem.

You can listen to our other podcasts related to RPO here:

Digital Recruitment Marketing: It’s All About the Online Candidate Experience

Recruitment marketing in the world of talent attraction, a brand’s presence online can lead candidates to discover new opportunities. And, employers and brands are taking the hint – maximizing the online candidate experience through personalization and optimization.

This brings us to the importance of digital recruitment marketing. Digital recruitment marketing is a way for employers to source and attract potential candidates; it can include social media, email marketing, display advertising and more.

Through this article, we’ll share some important aspects of digital recruitment marketing, including building personas, trending digital marketing strategies and channels, and website optimization.

Recruitment Marketing Begins with Understanding & Creating Candidate Personas

Understanding the key characteristics of the candidates your organization wants to hire provides context to who they are, which is why organizations create candidate personas. Personas are profiles that represent different types of candidates, focusing on individual characteristics. They create alignment across your recruitment and sourcing strategies.

Personas are organized, analyzed and assembled by gathering internal data that reflects candidates’ behaviors, interests, goals and challenges. Let’s dive into how to build your personas.

How to Build Your Personas:

1.Gather Your Data: Focus your data on successful hires and placements within your organization. Interview professionals who currently work in the type of role you’re seeking to fill to understand what qualities make them successful. Prioritize data points such as:

  • demographic information
  • background
  • personal attributes
  • qualifications
  • goals
  • objections
  • web activity

Also, try to gather anecdotal evidence or commentary by consulting other recruiters and hiring managers who have hired for that role in the past.

Quick Tip: Aim to gather as much information as possible regarding each position or job opening. The more data you have to work with, the more detailed your personas will be.

2. Identify Trends: Once you’ve gathered your data, it’s time to analyze the information and identify shared trends and traits. This is where your personas will really start to take shape. How do you do this? Start by asking some important questions:

  • Which characteristics or traits do ideal candidates share?
  • What motivates the ideal candidate?
  • Where does the ideal candidate search for jobs?
  • What are the ideal candidate’s goals and aspirations?

These questions – and those similar – will lead you to draw conclusions about the candidate who will best meet your needs for any given role or job opening.

3. Assemble Your Personas: After collecting and analyzing your data, the next step is to assemble your candidate persona profiles. At this stage, you will use the insights you’ve discovered to create a profile of your hypothetical candidate. Some organizations create personas and associate them to profiles with names and pictures to seem more realistic and multi-dimensional; however, be aware of unconscious bias. A good way to avoid bias is to create personas that are based on research and surveys done within your organization, and to focus only on the specific needs and challenges of potential candidates.

What’s Your Digital Recruitment Marketing Strategy?

Content Marketing 

Before you post on your digital marketing channels, focus on the importance of strategically crafting your content. The content you post should be more about your audience, or potential candidate, than it is about your brand. It’s a conversation that says, “We would be lucky to have you as an employee,” versus, “You would be lucky to work for us.”

To have this conversation, your content needs to adhere to your candidate persona’s desires and interests. Your content also has to create a narrative and capture your audience’s attention, while driving home your selling points in a concise way. For example, social media is one trending digital marketing platform. It is a very distracting environment, and you have very limited time to connect with candidates. So, it’s vital to know what you need to say to them via posts, tweets and images, and truly connect the right candidate, or persona, with your open jobs.

Social Media Recruitment Marketing

I recently hosted a Talking Talent Webinar, “Digital Recruitment Marketing: A Guide for Employers.” During the webinar, I asked attendees to answer the question, “Which recruitment marketing strategies would you like to implement at your organization?” What was one of the top answers? Social media marketing, of course, with 36.4%.

  • Conversion rate optimization – 45.5%
  • Social media marketing – 36.4%
  • Email marketing/marketing automation – 36.4%
  • Pay-per-click advertising – 9.1%
  • Display advertising – 9.1%
  • Search engine optimization (SEO) – 18.2%
  • Viral digital marketing – 36.4%
  • None of the above – 0%
  • Don’t know – 27.3%

Although proven to be effective, not all social media channels are created the same. Each platform has its own particular set of users with their own quirks as to how they interact with content. Candidate personas can help you identify your target candidates and shape your social strategy to fit each candidate’s specific preferences. You can utilize them to prioritize the platforms you use, to personalize your messaging, and to share content that engages your ideal candidates.

Digital Recruitment Marketing

A helpful tip when approaching social media marketing is to start by researching all of your top competitors. Check each of their social media pages and see:

  • what content they are posting
  • how often they are doing so
  • how many users are engaging with that content
  • what platforms they’re using

Once you conclude which social media platform is yielding the greatest results – whether it’s Facebook, LinkedIn, Twitter, Instagram, etc. – focus your personalized content on that particular site.

Quick Facts:

  • 80% of employers say social recruiting helps them find passive candidates
  • 70% of hiring managers say they have successfully hired through social media
  • 91% of employers are using social media to hire talent today

Career Sites Matter – A Lot

If your targeted candidates engage with you on digital recruitment marketing channels, often they then arrive at your website. Your website is the backbone to your digital footprint and communications. Not only should an immense amount of effort go into creating a site that has engaging content and is aesthetically pleasing, but it must also be user-friendly for potential candidates.

It’s vital that your website or career site is optimized for job-seekers. Optimizing keywords in job descriptions, and ensuring your links are working properly and that your site is mobile-friendly can help candidates find your organization and apply to your jobs, and is a

When building a career site, the process, structure and flow of the site must be deliberate. Site flow is a major contributing factor to increasing the number of candidates that move through the funnel and make it through the application process; It’s all about user experience.

What’s Important in the End

Ultimately, an effective digital marketing campaign takes time, patience, planning and teamwork. It’s important to build customized campaigns that cater to candidate personas, be clear on your branding efforts, really push your employer brand’s unique selling points, and optimize your careers site for search engines and conversions. Put together, each aspect creates a strategy that is focused on personas and will be beneficial as you move forward in searching for candidates in the digital recruitment space.

PeopleScout Australia Jobs Report Analysis – July 2019

Australia’s economy added 41,100 jobs in July, beating analyst expectations. The unemployment rate held steady at 5.2% as labour participation increased. The Bureau of Statistics reports that full-time employment increased by approximately 34,500 and part-time employment rose by close to 6,700.

July 2019 (August Report) Unemployment rate – Seasonally Adjusted: 5.2 percent (Sideways Arrow) Jobs Change: +41,100 Labour Force Participation: 66.1 per cent (Up Arrow) Business Confidence Index: +4 (Up Arrow) Sources: http://www.abs.gov.au/ https://business.nab.com.au https://www.businessinsider.com.au/ https:/abc.net.au https://business.nab.com.au/ Summary: Australia’s economy added 41,100 jobs in July, beating analyst expectations. The unemployment rate held steady at 5.2% as labour participation increased. The Bureau of Statistics reports that full-time employment increased by approximately 34,500 and part-time employment rose by close to 6,700.

Numbers

41,100: The Australian economy added 41,100 jobs in July.

5.2%: The Australian unemployment rate remained at 5.2%.

66.1%: Labour force participation rose at 66.1%.

+4: The Business Confidence Index rose to +4 in the latest NAB release.

Upside

After an initial report of only 500 net jobs added in June, the Australian economy gained 41,100 jobs in July, easily beating analyst expectations of 14,000. The unemployment rate did not decrease because the labour force participation rate rose to 66.1%, a record high. At this peak level of participation, approximately two out of every three Australians of working age are either currently employed or looking for work. The number of those employed in Australia has grown by 2.6% over the last year.

The states with the largest employment increases in July were Queensland with 19,900, New South Wales with 13,000 and Victoria with 3,600.

Downside

Despite the impressive job growth in July, unemployment rolls grew by 800. There was a reversal of fortune for Western Australia. In June, every state except Western Australia posted job losses. But in July, it had the nation’s largest number of jobs lost, decreasing by 4,200. The wage figures released this week showed continued stagnation with an annual rate growth of just 2.3% in the second quarter. This rate has not changed since the third quarter of 2018. It is thought that anemic wage growth was an important factor in RBA’s recent interest rate cut to a record low of 1%.

This deadlock in wages is generating speculation that additional interest rate cuts may be necessary since market forces alone are not boosting economic conditions:

“The data largely confirms the RBA’s view that spare capacity is limiting upward pressure on wages, and the economy needs to generate more jobs to absorb the extra workers,” said Sarah Hunter, chief economist at BIX Oxford Economics. “Given this, we still expect the Board to cut the cash rate again this year, to 0.75% and possibly one more time in early 2020.”

While some analysts do not predict robust action by the RBA, they caution that weaker job growth and higher unemployment is on the horizon. Marcel Thieliant from Capital Economics expressed doubts that the job growth reported in July can be sustained:

“The strong rise in employment in July suggests the RBA won’t be in a rush to ease policy further, but we think it won’t be long before the unemployment rate starts to rise again,” he wrote.”Employment surveys suggest that jobs growth could slow to around 1% by the end of the year. That’s consistent with our forecast that the unemployment rate will climb to 5.5% by the middle of next year.”

The Future of Jobs in Australia

The latest figures from the Department of Employment predicts the employment outlooks for job titles for the five years spanning May 2018 to May 2023. Some of the notable forecasts include:

  • Overall employment is predicted to grow by 7% or 886,100 jobs with a significant number of these likely to be part-time.
  • Intelligence and policy analyst jobs will increase by more than a third to 40,200 in the five years from May 2018 to May 2023.
  • The number of secretaries during the same period will decline by 13,600, or almost one third of the current number.
  • The steepest growth will be in the relatively low-paid aged and disabled care sector with their workforce expected to rise to 245,000 by 2023, an increase of 39%. This strong growth is being driven by Australia’s aging population.
  • The Department of Employment predicts a need for 11,300 extra psychologists by 2023.

The sectors which will experience the greatest growth are healthcare and social assistance; construction; education and training and professional, scientific and technical services. In fact, the Department of Employment predicts that two out of every three new jobs created will be generated by these sectors. 

The reasons given for growth in these areas are:

  • An ageing population, the NDIS (Australia’s National Disability Insurance Scheme) and growing demand for childcare and home-care based services are driving jobs growth.
  • Investment in infrastructure (like roads, railways and airports) means jobs will continue to grow in the engineering construction sector. Workers will also be needed to build homes for our growing population.
  • The number of school-aged children is growing, and there is strong demand for adult and community education. More people are working part-time and in non-teaching support roles.
  • Demand is growing for qualified workers, especially in computer system design and the management and consulting services sectors.

Those hoping to work in the jobs being created over the next few years should take the steps to acquire the necessary skills to succeed in them, and those planning to employ them should consider designing their recruitment strategies with a focus on the institutions providing them with the education and certifications to make them employable. Despite some strong growth in jobs that require little or no formal training, the Department of Employment predicts that over 90% of new jobs created will need “education beyond school and some jobs will need more training than they used to. Many professional and service roles demand university or VET (Vocational Education and Training) qualifications.”

PeopleScout UK Jobs Report Analysis – August 2019

The August Labour Market Report released by the Office for National Statistics includes the quarter covering April 2019 through June 2019. In the quarter, 115,000 jobs were created. Nominal annual regular wage increases rose to 3.9%, the highest level in 11 years. The unemployment rate rose to 3.9% as more people in the UK joined the labour force.

UK jobs report infographic

Notable figures from the August report include:

  • The UK employment rate was estimated at 76.1%, tying the highest level on record since comparable records began in 1971.
  • Estimates for the second quarter show 32.81 million people aged 16-years and over in employment. This is a record high and 425,000 more than for a year earlier. This annual increase of 425,000 was mainly because of more people working full-time (up 262,000 on the year to reach 24.11 million).
  • Part-time work also showed an increase of 162,000 on the year to reach 8.70 million.
  • For May to July 2019, there were an estimated 820,000 job vacancies in the UK, 20,000 less than a year earlier and 20,000 fewer than for the previous quarter (February to April 2019).

A Strong Report Muted By Dim Forecasts

The 115,000 jobs gained in the quarter were almost twice the number that analysts had predicted. With the October 31 Brexit deadline looming ever closer, much of the vibrant hiring activity is being attributed to employers choosing to hire workers now that can be laid off later instead of making long-term investments in their businesses.

The positive job numbers were clouded by last week’s announcement that the UK economy had shrunk for the first time in almost seven years. The economic contraction was blamed primarily on stockpiling preceding Brexit and a weakening global economic environment.

Recent private-sector surveys have indicated that employers are becoming increasingly cautious in their hiring plans due to the potential of a no-deal Brexit. The Bank of England has also noted this month that while the labour market remains tight, there are signs that growth is slowing. Tej Parikh, chief economist at the Institute of Directors summed up much of the analysis of the report: “The jobs market remains a source of strength for the UK economy, though it may now be reaching its peak.”

Key Signs of Economic Strength

Despite warnings of things to come, there were strong economic indicators in the August report. Among the bright spots were the growth in wages and the drop in economic inactivity. The growth in regular nominal wages grew to 3.9%, three-tenths of a percentage point over the last report. Average annual weekly pay including bonuses increased 3.7%. These are the highest rates posted since 2008. With wage increases strongly outpacing the rate of inflation, UK households can translate these pay increases into greater purchasing and investment.

The economic inactivity rate is the measure of those without a job but who are not classed as unemployed because they have not actively sought work within the last four weeks and/or they are unable to start work within the next two weeks. For people in the UK aged from 16- to 64-years, during the April to June 2019 quarter, the estimated economic inactivity rate was 20.7%, tying a record low. Economic inactivity was just 16.3% for men and a record low of 25.1% for women. These historically low rates indicate that the extended strength of the job market has pulled in those who may have remained economically inactive in the past due to increased confidence of finding work.

Zero Hours Workers, An Untapped Talent Source?

Nearly 1 million people in the UK are now working with zero-hours contracts. The 896,000 who are employed with this type of contracts has increased 15% over the last year. The UK government defines zero-hours contracts as:

“Zero-hours contracts are usually for ‘piece work’ or ‘on-call’ work, for example for interpreters.

This means:

  • they are on call to work when you need them
  • you do not have to give them work
  • they do not have to do work when asked

Zero-hours workers are entitled to statutory annual leave and the National Minimum Wage in the same way as regular workers.

You cannot do anything to stop a zero-hours worker from getting work elsewhere. The law says they can ignore a clause in their contract if it bans them from:

  • looking for work
  • accepting work from another employer”

Those working with zero-hours contracts span the age demographic of the nation’s labour force. The number of zero-hour workers aged 65 or over increased by 30% in the last year, and the proportion of 16- to 24-year-old workers on zero-hours now stands at 8.8%.

While many zero-hours workers may prefer the flexibility that their contracts provide, there are certainly others that would prefer the stability and consistency of pay generated by a full-time job. Given that there are more than 800,000 job vacancies in the UK and that zero-hours workers now represent approximately 1 in 40 of those working in the country, there may be a vast pool of talent which has not yet successfully been tapped. Employers struggling with hiring from this pool should consider engaging a recruitment process outsourcing company which can provide the competitive edge in attracting talent at all levels of engagement in the workforce.

PeopleScout Canada Jobs Report Analysis — July 2019

Statistics Canada reported that the nation’s unemployment rose to 5.7%. In July, the economy shed 24,200 jobs. Weekly annual wage increases were up 4.6%, an increase of an entire percentage point from the previous month. The report showed that between May and July, Canada only added an average of 400 jobs per month.

canada jobs report infographic

The Numbers

-24,200: The economy lost 24,200 jobs in July.

5.7%: The unemployment rate rose to 5.7%.

4.6%: Weekly wages increased  4.6% over the last year.

The Good

Statistics Canada reported that compared with July 2018, employment increased by 353,000 employed Canadians or 1.9%. The annual increase was fueled by gains in full-time work which increased by 326,000 or 2.2%. Annual wage gains jumped to 4.6% at the weekly level from 3.6% in June. Annual hourly wages increased by 4.5%, the highest level since January 2009.

After two months of negligible changes in the labour market in Quebec, employment rose by 17,000 in July, with healthy increases in manufacturing and construction. The unemployment rate was unchanged at 4.9% because more Quebecers entered into the labour force. Year over year, employment in Quebec increased by 96,000 or +2.3%.

For the nation as a whole, construction jobs grew by 25,000 in July. About 9,200 more Canadians were working in public administration than in June, primarily due to increases in Ontario.

The Bad

The Canadian economy shed jobs for the second month in a row. In the May-July quarter,  Canada only added an average of 400 jobs per month. There were job losses in Alberta, Nova Scotia and New Brunswick. After two months of increases, jobs fell in transportation and warehousing by 15,000. The number of private-sector employees decreased by 69,000 in July, primarily from losses in the wholesale and retail trade. 

Some analysts pointed to the weak July job numbers as evidence that the Canadian labour markets is beginning to weaken. Brendon Bernard of Indeed Canada noted:

“While still in decent shape overall, the job market clearly has lost some momentum. It’s discouraging to see employment growth lose steam amid recent signs of turmoil in the global economy.”

The Unknown

There has been a significant shift in the age demographics of the Canadian workforce in recent years.  HRD Canada reports that there are roughly the same number of Canadian workers who are aged 25 to 34  as there are 55 and older. in 1996, older workers made up just 10% of the workforce. But by 2018, this percentage more than doubled to 21%.  

Statistics Canada reports that while the proportion of older workers has increased  throughout the Canadian economy, the shift in the healthcare sector is particularly notable:

“Healthcare and social assistance was the largest industry in Canada in 2016, accounting for 2.3 million or 13%, of all workers. This industry also had one of the most rapid growth rates in the number of workers from 1996 to 2016 (+68%).

Despite the rising demand for health care services, workers who are providing health care to an increasingly older population are themselves aging. For instance, among registered nurses and registered psychiatric nurses—the largest occupation related to health care—about 1 in 5 was aged 55 and older in 2016, compared with less than 1 in 10 in 1996.

In 1996, there were 4.5 female nurses aged 25 to 34 for each female nurse aged 55 and older. By 2016, that ratio had declined to 1.6.

Similarly, specialist physicians had one of the largest shares of older workers at 31% in 2016, compared with 23% in 1996.”

While Canadian employers may have to plan for more than 20% of their workforce reaching retirement age in the next ten years, they will most likely avoid the challenge of workers retiring early. Benefits Canada reports that an increasing number of Canadians aged 60 and over are staying in the workforce with 90% of those in this age group working in some capacity.

Canadian employers face the challenge of leveraging the experience and skills of their older workers while putting effective succession plans in place to prepare for the high levels of retirement to come. An important part of succession planning is a recruitment strategy that onboards new talent in time to receive training and mentorship from older workers who have contributed to the success of an enterprise. The expertise provided by a recruitment process outsourcing company can help organizations institute talent acquisition programs that take succession planning into account while providing solutions for immediate hiring needs.

Manufacturing Recruiters: Retooling Industrial Recruiting for the Modern Age

For many industrial and manufacturing recruiters, navigating the skills gap remains a persistent challenge. A study conducted by Deloitte and the Manufacturing Institute revealed that the manufacturing skills gap may leave an estimated 2.4 million positions unfilled between 2018 and 2028, the result of which may cause 2.5 trillion dollars in lost revenue.

Those numbers represent missing out on major contracts for manufacturers without the skilled talent to fulfill them. They mean extending or missing deadlines with longtime clients. They are the difference between expanding into new markets or experiencing stagnation.

In the past, as long as a candidate possessed a strong work ethic and commitment to getting the job done, few other skills were required. However, over the years, manufacturing has become more complex and depends on sharp minds and an agile mix of technical skills.

Whether your organization is planning to grow its operation, preparing for retirements in your workforce or upskilling in response to automation and productivity improvements, closing the skills gap relies on finding the right talent.

In this article, we will cover how manufacturing recruiters can better find the right talent to create a workforce with the right mix of competencies and skills for success in the modern industrial workforce.  

Dissecting the Manufacturing Talent Landscape and Recruiting Challenges

Manufacturing has experienced an ebb and flow in job loss and growth over the past few decades. However, industrial activity monitored by the ISM manufacturing index hit a six-year high in August 2017, indicating a growing trend in overall manufacturing output. What’s more, according to the Bureau of Labor Statistics (BLS), manufacturing output in the first quarter of 2017 was 80% higher than its level 30 years ago.

The increases in productivity in manufacturing is in part thanks to technological advances and improvements made in industrial production. To keep pace with technology-driven innovations, manufacturing organizations require a more technically skilled workforce.

Before optimizing your manufacturing recruitment strategy, it is crucial to understand the challenges that the manufacturing industry faces with reputation, the generational workforce divide and the changing nature of skilled work.

The Manufacturing Industry Has a Reputation Problem

A Kronos survey found that only 37% of those surveyed would encourage their children to pursue a career in the manufacturing industry. The survey also found that less than a quarter of respondents know that the manufacturing industry offers well-paying jobs.

To attract the next generation of manufacturing talent, you must address this perception and the bias many younger skilled workers may have regarding the industry. While campaigns to such as “Manufacturing Day” are helping improve the industry’s image, manufacturing recruiters must also be proactive in their efforts to communicate the new and exciting opportunities their organizations can provide to candidates.

The Retiring Manufacturing Workforce

The mass departure of the Baby Boomer generation continues to impact organizations across all industries. The Pew Research Center estimated that 10,000 baby boomers will retire every day for the next 19 years.

The results of this are being felt throughout the manufacturing industry – and is only predicted to get worse. When Deloitte calculated the impact of retiring Baby Boomers on the manufacturing industry, they estimated that approximately 2.7 million workers would retire from manufacturing between 2015 and 2025 – a figure that represents 22% of the manufacturing workforce.

Recruiting Engineers: The Changing Nature of Work Requires New Skill Sets

Recruiting Engineers

Automated processes like computer-aided design, 3D printing, robotics and computer numerical control (CNC) machining have replaced much of the manual workforce in manufacturing. Consequently, today’s manufacturers need talent with technical skills who are confident decision-makers, critical thinkers and quick learners.

Given today’s tight candidate market and widening skills gaps, finding candidates with the right mix of experience and technical skills within the manufacturing industry proves to be a consistent challenge. Organizations now have to carefully prioritize the “must-have” skills while hiring talent to fill these roles and consider which additional skills can be taught on the job.

What’s more, the specialization of manufacturing roles requires employers to be well-versed in technical and engineering recruitment to hire the talent needed for product design and production. RPO providers with experienced teams of technical and engineering recruiters can help supplement internal manufacturing talent acquisition teams by sourcing candidates with experience in product design, robotics, assembly engineering, automation, machine programming and control engineers. 

What is a Technical Recruiter?: The Benefits of Technical Recruiters in Manufacturing

Technical recruiters specialize in sourcing candidates for technical roles in the technology and engineering fields. While traditional recruiters and technical recruiters share similar responsibilities, there are additional benefits when engaging a technical recruiter:

  • Identifying the right experience and skills: An expert technical recruiter can identify work experiences that are transferable between industries, ultimately, increasing the odds that candidates will be successful in the new role.
  • Greater pool of talent: Technical recruiters have large networks of candidates they can reach out to since they are constantly communicating with individuals who are open to work. This means they already have access to top engineering, manufacturing and technical talent.
  • Understanding industry terminology: Technical fields such as engineering, robotics and automation are often jargon-heavy. So, the ability to understand and use the correct vocabulary is essential. Technical recruiters speak the language of candidates and can clearly communicate skills and requirements. They can also answer and ask in-depth questions.

Lack of Traditional Manufacturing Talent

While there are many new skills sets needed in manufacturing that require recruiting engineers and technical talent, there is still a need for traditional skills. However, just like technical roles, finding candidates to fill traditional manufacturing occupations is challenging.

According to the BLS, an additional 44,000 machine operator roles will be needed by 2026. Current trends indicate this number will be a hard order to fill for manufacturers. If left unchecked, manufacturers are facing a talent crisis that could leave up to 2 million roles vacant.

Retooling Your Manufacturing Recruitment Strategy

The time and resource investment needed for manufacturing recruiters to source, interview and hire the right talent is considerable. On average, it takes 94 days to recruit employees in the engineering and research fields and 70 days to recruit skilled production workers for manufacturing positions.

Manufacturing Recruiters

To improve manufacturing recruiting outcomes, organizations should stop reacting to talent shortages with a single-minded focus on specific skill sets or certifications, and take a big-picture, strategic approach to recruitment.

In this section, we will outline how to analyze weak points in your manufacturing recruitment processes, help you refine your approach to fill your most urgent talent needs with top talent and how to get this talent interested in your organization.

Rethink Job Descriptions

It can be easy to provide a laundry list of skills, experience and “musts haves” when writing a job description. However, this practice can scare top talent away from applying to positions within your organization, even if they are qualified.

Candidates who might be a perfect fit for a role may self-select out of the application process because they do not meet every single qualification. Worse, candidates who are not qualified end up applying because they recognize one or two items on the list and think, “Sure, I can do that.”

Instead of making a long list of qualifications, describe what the candidate’s onsite responsibilities will be like should they be hired for the role. Not only will you attract better candidates from the start, but you will also stand a higher chance of retaining employees because they understand what they signed on for.

Along with describing responsibilities, also be honest about working conditions in job descriptions. You will need to describe those conditions accurately to clarify any misconceptions and adequately prepare your candidates for their potential work environment.

Manufacturing Recruitment Ideas: Master Employer Branding

Manufacturing Recruitment

Top candidates want to work for dynamic, growing organizations. If you are trying to recruit talent from outside the manufacturing industry, these candidates need to believe that they will have autonomy and opportunities to ascend the ranks of your organization. Your team of manufacturing recruiters and your HR department should work together to create a plan to communicate your organization’s employer value proposition to candidates.

When engaging candidates, your recruiters should act as “culture carriers” and highlight what makes your organization an employer of choice. When pitching top talent, your manufacturing recruiters should research what will get candidates excited about your organization, whether it is your unique company culture, the opportunity for driving change or the potential to build a lasting and rewarding career.

Also, make sure to highlight the benefits of working at your organization. Do you currently offer insurance, profit sharing or a retirement plan? Are there discounts on the goods you produce for employees and their families? The extras you provide will help differentiate your organization and make it more appealing to candidates.

Manufacturing recruitment ideas to improve your employer brand include:

  • Promote onboarding and training: Your organization should put considerable thought into promoting your onboarding, training and continuing education programs (e.g., mentorships). Promoting your commitment to your employee’s early success, you can bolster a candidate’s confidence in applying to your organization. 
  • Tailor your manufacturing recruitment to target recently displaced workers: Unfortunately, many manufacturing workers were displaced during the COVID-19 pandemic. To attract these candidates, market benefits like increased job stability, new PTO policies, wage increases and improved workplace flexibility.
  • Communication is key: Provide consistent and regular feedback to candidates and encourage them to engage with your organization during the application process. Recruiting automation technology can help send texts and emails to candidates to keep them in the loop during each stage of the manufacturing recruitment process.

Work with Local Academic Institutions 

Most universities, community colleges and technical schools have a wide range of programs and courses in manufacturing processes, fabrication, welding, automation and machining. So it makes sense to target students at these institutions as part of your manufacturing recruiting program.

Create a list of local schools your manufacturing recruiters should reach out to and have them contact campus career centers at each school. Once they have established contact, ask them to inquire about chances to share internships and employment opportunities with students. It is important to establish a relationship with the career centers at your target schools, as each school has specific guidelines, events and timelines associated with its recruiting process.

Once on campus, it is important to establish a strong employer brand presence. Partnering with marketing can be invaluable in this instance, as a company’s marketing team can create materials that specifically appeal to the campus audience.

Invest in Building a Superior Candidate Experience

Identifying roadblocks and issues that can make it difficult for candidates to move through in your current hiring process is important in creating a better candidate experience. A lengthy hiring process or unrealistic job offers could be causing your organization to miss out on top prospects.

Your recruiting teams should ask for feedback about your hiring process from current employees and even candidates who turned down your offer. This can bring you insights from candidates who pass on your job offers and determine whether these roadblocks are culturally entrenched or can be changed.

For example, do candidates frequently complain about a lengthy interview process? If so, there may be a way to streamline the interviews to accelerate the decision-making timetable, such as video interviews.

Building a better candidate experience begins and ends with your manufacturing recruiters communicating expectations upfront with candidates, so they know exactly how long the process will take, how they should prepare and what each step of the process entails.

Conclusion

Organizations willing to rethink their manufacturing recruitment strategy now will gain a critical first-mover advantage. Rather than fighting for talent with antiquated tools and tactics, they will be leading the charge forward. If you establish a reputation for being an employer of choice in the manufacturing industry, top talent will seek you out, and be excited to be part of your dynamic, innovative organization.