Legal Services Recruitment with Full-Cycle RPO

Legal Services Recruitment with Full-Cycle RPO

Legal Services Recruitment with Full-Cycle RPO

How we helped this long-term legal services client revamp their talent acquisition program

Solution

PeopleScout has been RPO partner to this client for over 10 years. The relationship started as a co-sourced solution, where our recruiters partnered with the client’s internal talent acquisition team. As our partnership deepended, PeopleScout has taken responsibility for fully outsourced recruitment program and now also acts in a talent advisory capacity.

The onsite PeopleScout team is responsible for managing the end-to-end recruitment process for all fixed term and permanent hires. This includes strategic and innovative sourcing approaches, competitor mapping for key job groups, process enhancement through technology automation, candidate and hiring manager engagement and satisfaction, onboarding and induction.

PeopleScout achieved some key business-critical initiatives including:

  • Reducing turnover through improved quality-of-hire
  • Delivering a positive candidate experience and employer brand reputation
  • Taking over the end-to-end recruitment campaign for graduates and early careers from a different outsourced provider
  • Building talent pipelines for hard-to-fill positions including auditors, economists and lawyers
  • Recruiting senior executive and specialist roles
  • Project recruitment for recruitment intake following new law reforms

Talent Advisory Services

As part of this solution, PeopleScout has delivered a number of additional services in order to drive continuous improvement. The following is a summary of some of the services that have been successfully implemented:

  • Redesigned and promoted the employee referral program (ERP)
  • Developed hiring manager interview guides and conducted interview training
  • Developed microsites for a recruitment campaign for lawyers
  • Conducted D&I consulting
  • Supported the client’s internal mobility program leveraging the Affinix talent acquisition suite
  • Automated recruitment reports
  • Developed a company LinkedIn profile and alumni page to promote candidate attraction

Results

The solution continues to achieve positive results for the business including:

  • Reducing agency spend by over $3 million
  • Achieving an average time-to-fill of just 29 days including for senior level positions

At a Glance

  • COMPANY
    Law firm
  • INDUSTRY
    Legal Services
  • PEOPLESCOUT SOLUTIONS
    Recruitment Process Outsourcing, Talent Advisory

PeopleScout New Zealand Jobs Report Analysis — March Quarter 2019

Stats NZ released the March Quarter Labour Market Report which reported that the unemployment fell to 4.2% in the first three months of the year, from 4.3% in the final quarter of 2018. Economists expected a jobless rate of 4.3%. The number of people unemployed declined at a faster rate than the number of people in the labour force. The result was the unemployment rate falling close to its 10-year low of 4.0%, set in mid-2018. The labour market underutilisation rate was 11.3% in the first quarter, the lowest rate since the December 2008 quarter.

OVERALL  Quarter Covering January-March 2019  Employment Change:  -0.2% (Down arrow) Overall Unemployment Rate: 4.2% (Down arrow) Participation Rate:  70.2% (Down arrow) Overall Weekly Wage Change: + 2.0% (Up arrow)  INDUSTRY BREAKDOWN   (Statistics NZ Website Table 9)  Manufacturing Jobs Change: +600  Construction Jobs Change: -1,000  Wholesale Trade Jobs Change: -400  Retail Trade, Accommodation and Food Services Jobs Change: -3,000  Transport, Postal and Warehousing Jobs Change: -3,500  Information, Media and Telecommunications Jobs Change: -200  Financial and Insurance Services Jobs Change: +5,900  Rental, Hiring and Real Estate Services Jobs Change: +4,200  Professional, scientific, technical, administrative, and support services Jobs Changes:  +20,600  Public Administration and Safety Jobs Changes: +400  Education and Training Jobs Changes: -5,200  Health Care and Social Services Jobs Changes:  +0   Observations  Stats NZ released the March Quarter Labour Market Report which reported that the unemployment fell to 4.2% in the first three months of the year, from 4.3% in the final quarter of 2018. Economists expected a jobless rate of 4.3%. The number of people unemployed declined at a faster rate than the number of people in the labour force. The result was the unemployment rate falling close to its 10-year low of 4.0%, set in mid-2018. The labour market underutilisation rate was 11.3% in the first quarter, the lowest rate since the December 2008 quarter.

The Numbers

-4,000:  The economy lost 4,000 jobs in the first quarter of 2019.

4.2%: The unemployment rate fell to 4.2%.

2.0%: Overall wages increased  2.0% over the last year.

The Good

Stats NZ released the March Quarter Labour Market Report which reported that the unemployment fell to 4.2% in the first three months of the year, from 4.3% in the final quarter of 2018 and beating analyst expectations. The number of unemployed declined at a faster rate than the number of people in the labour force. As a result, the unemployment rate fell close to its 10-year low of 4.0% set last year. Compared to last year, 38,200 more people were employed, an increase of 1.5% – comprised of 25,400 women and 12,800 men.

The labour market underutilisation rate was 11.3% in the first quarter, the lowest rate since the fourth quarter of 2008. Underutilisation provides a broad gauge of untapped capacity in New Zealand’s labour market. In the first quarter, the number of people underutilised decreased by 14,000 to 324,000. There were 8,000 fewer underutilised women and 6,000 fewer underutilised men.

The Bad

For the first time in more than four years, the New Zealand economy lost jobs. In addition, the number of jobs created over the past year was slightly more than half the rate of the previous year.  Coupled together, these figures indicate a weakening and possible end of the steady job market growth seen in recent years. The slowing job market may have implications for the economy as a whole as Stats NZ Senior Manager Jason Attewell noted:

“Generally, employment growth tends to lag broader economic growth by about three months, New Zealand has seen a softening of economic growth as measured by gross domestic product over the last six months, and we now are seeing that softening come through the employment rate.”

Wage growth is also frustratingly low, even in a tight labour market, as the New Zealand Herald reports:

“ANZ economists have picked unemployment to remain flat at 4.3% although they acknowledge risks in either direction depending on the flow through from business confidence.

Regardless, it looks set to remain at levels which economists often describe technically as ‘full employment.’

That has led to some debate as to why wage growth has remained so subdued. In fact, it has been a major source of economic uncertainty globally as well as locally.

‘More significant government-related increases are likely to come later in the year,’ Westpac’s Gordon says.

‘Wage growth tends to lag the broader economic cycle. Even if the demand for new workers is fading, there appears to be enough accumulated pressure in the labour market to support a pickup in wage growth over the next couple of years.’

ASB’s Mark Smith described this year as a pivotal one for wage trends.

‘Our view had been that stretched labour market capacity and the boost to wages provided by minimum wage increases and moves towards more Fair Pay agreements would be sufficient to trigger a generalised firming in overall wages,’ he wrote.

‘The failure to date for wages to come to the party has challenged that view.’”

The Unknown

What will the impact of new technology be on New Zealand’s future workforce? The New Zealand government asked the Productivity Commission to conduct an inquiry into technological change and the future of work. The result is an issues paper that presents four possible scenarios as presented in CIO Magazine:

  1. More Tech More Jobs: Technology adoption accelerates in this scenario, and the technologies adopted create more jobs than they replace. Both capital and labour productivity rise in this scenario, perhaps substantially.
  2. More Tech and Fewer Jobs: This scenario, in common with the first one, is driven by accelerating technology adoption. However, it differs in that the technology adopted is, overall, labour replacing. Capital productivity rises substantially in this scenario, as firms increasingly adopt productivity-enhancing technologies. Labour productivity might also rise, as lower-skilled roles are increasingly automated. An expected consequence of this combination of drivers is widespread unemployment.
  3. Stagnation: In this scenario, the pace of technological adoption slows. This could be due to declining innovation, as technological bottlenecks prove harder to overcome than expected. Alternatively, slower change could occur as technology adoption by firms slows – perhaps because newer technologies are less productivity enhancing for firms than those of the past.
  4. Steady As: In this scenario, the technological drivers of labour market change over the next one-to-two decades stay within the bounds of New Zealand experience over the past one-to-two decades. This future offers ongoing change, according to the paper, but the rate of that change is roughly that which New Zealanders are familiar with.

Regardless of how or whether these scenarios take place in New Zealand’s economic future, New Zealanders appear to be unconcerned about losing their jobs to technology. The New Zealand Herald reports that a  recent Massey University study found 87.5% of respondents either disagreed or strongly disagreed with the statement “smart technology, artificial intelligence, robotics or algorithms could take my job.”

How Google Jobs is Taking On Talent Acquisition

Google’s first commercial for the 2019 Super Bowl showcased Translate, Google’s language translation feature. Google’s second commercial of the night was also about the power of translation, only this time the focus was on helping veterans translate their military skills into civilian careers.

The aforementioned ad illustrated how Google for Jobs helps veterans and other U.S. service members quickly find civilian jobs by searching “jobs for veterans” on Google and then entering their military occupational specialty codes. They are then provided with search results for civilian jobs with similar skills to those used in their military roles. Now, a group of job seekers that had difficulty finding roles online can easily conduct a simple Google job search.

Launched in 2017, Google for Jobs, or Google Jobs, is a job search platform that goes well beyond simple search efforts by pulling relevant job-related data from multiple partners and company sites into one intelligent search function. In this article, we will walk through an explanation of what Google Jobs is, how it works, how it can affect talent acquisition and what to keep in mind before incorporating Google Jobs into your recruitment strategy.

What is Google for Jobs?

Google Jobs connects interested job seekers with relevant positions from job boards and career websites around the world. Google allows users to filter job searches the same way you can search for anything else online, with criteria like location, posting date, type of company, etc. It even includes pay estimates from several outside sources. With more than one-third of Google’s monthly searches coming from job-related requests, Google Jobs helps bridge the gap between job seekers searching for career opportunities and employers looking to provide them.

How Does Google Jobs Work?

Google Jobs pulls job board listings from around the web into its platform through partnerships with LinkedIn, CareerBuilder, Facebook, Monster and others. Postings on a company’s career site are also pulled into the Google Jobs engine. Initially launched in the United States, the platform is available to millions of job seekers from North and South America, Latin America, Africa, Europe, Asia and the Middle East.

When a user searches for a job, Google serves up the most relevant job description, location, seniority, job types and salary content available courtesy of machine learning. Machine learning is a subset of AI that adjusts and learns without being explicitly programmed. Traditional Google search queries use algorithms to sort through hundreds of billions of web pages to find and present the most relevant, useful results to a user. Google Jobs’ search mechanism operates similarly, only its enhanced use of machine learning only retrieves results from job postings, which it lists at the top of a user’s search results.

If you start by searching directly in Google for “jobs near me for ‘Nurses,’” using Chicago as a location, roles with a few local healthcare organizations, along with 100+ more jobs, appear. Additional filters also are available, such as jobs posted in the “past 3 days” or “full-time” jobs. Users can view these filters at the top of the screen.

Google Jobs screenshot

If a user clicks to see additional jobs using the “100+ jobs” link at the bottom of the results page, this next screen appears:

Google Jobs screenshot

Users can then explore their Google Jobs search using the following features:

  • Jobs are displayed in the left column.
  • Filters are available across the top of the screen, such as title, date posted and type of employer. For example, if you click on “title,” related titles appear, such as a surgical or clinical nurse.
  • Pay comparisons are available at the bottom of the listing from other sources such as Glassdoor.
  • Alerts are available for your job search in the lower left-hand corner. You can turn alerts on or off with your Gmail account and save for future use.

How Does Google Jobs Affect Talent Acquisition?

Extending your recruiting strategy by integrating with Google Jobs benefits talent acquisition programs through increased reach, better candidate choice and reduced costs.

Expands Your Reach

Google Jobs expands your pool of candidates by crawling millions of job listings across the internet and presenting jobs relevant to a user’s inquiry that may not appear during a traditional search.

So, once you’ve posted your open positions on job boards integrated with the Google Jobs platform – your reach is instantly amplified.

Google also provides developers and website owners access to the new “jobs search feature” where they can embed company logos, job seeker reviews, ratings and job details. This feature functions outside of organic and paid search on Google, so job postings are easier to find and more prominent than before.

And for organizations with smaller recruiting teams, Google Jobs helps level the playing field by allowing their job postings to appear organically to the same candidates as those advertising on job boards.

Filtering Out Unqualified Candidates

When a job gets posted online, recruiters get inundated with a torrent of qualified and unqualified candidates alike. Filtering through these resumes is time-consuming and reduces a recruiter’s ability to quickly identify quality job candidates.

With Google Jobs’ multiple filters, it is possible for recruiters to better target candidates and only receive the resumes that best align with specific roles.

For example, instead of receiving generic resumes for nurses, now it is possible to filter results so that recruiters only receive resumes from entry-level nurses with two-years of experience in a hospital setting who live in Atlanta and expect to be paid $35K-$70K annually.

Reduces Cost

Increasingly, the need to go to CareerBuilder, Glassdoor, LinkedIn and others to post your job listing is waning as Google Jobs principally provides the same service in a more cost-effective manner. The average cost of interviewing, scheduling, and hiring a candidate is thousands of dollars; this cost could be reduced if recruiters work with fewer third-party job boards and advertising partners.

Considerations

Before your job postings begin appearing in millions of Google searches, here are a few tips to get started.

Optimize Your Job Listings

Keep your descriptions short and specific. Avoid any internal jargon that candidates would not search for or know. Study other ads in the market to make sure your job description has some similarity. Also, check to make sure your listing is consistent with your employer brand.

Enhance SEO

Google Jobs is a powerful tool. However, to harness its full potential, you should make sure your job postings are optimized for search. This means making sure you are tagging the correct keywords, titles and other attributes.

Mobile Ready

Make sure your listings are updated for mobile search, where 90% of job seekers now search first. You can use the quick test Google offers to check to see if your website is currently mobile-optimized as well.

What to Keep in Mind?

Connect Your Job Listings

There are a few main paths to connect your listings with Google Jobs. If you post jobs directly through your website, you can connect directly with Google. However, this option requires some technical knowledge such as marking up jobs, crawling, indexing, enriched search, APIs and structured data. This direct connection path can also come through your applicant tracking system (ATS) provider. Another option is to work through a third-party to manage your postings, e.g. LinkedIn.

Remove Old Listings

Google may penalize your site if job postings that have been filled are still being displayed, so make sure you regularly remove old listings.

Understand Not Everyone is Involved (Yet)

Certain jobs may not be included in Google Jobs search results, as some job boards are not integrated into the platform. As of April 2019, job search giant Indeed has not yet partnered with Google Jobs, so any efforts talent acquisition groups have with Indeed remain separate for now.

Conclusion

Working with Google Jobs benefits talent acquisition programs through increased reach, better candidate filtering and reduced costs. Before integrating Google Jobs into your TA strategy, organizations need to optimize their job postings. Companies need to understand the pros and cons of managing a Google Jobs program in-house versus working through an ATS provider or third-party integrator. Most ATS providers are optimized for Google Jobs, but make sure to confirm with your vendor. Talent acquisition leaders can also consider using the ATS module within PeopleScout’s proprietary talent technology platform, Affinix. Google Jobs is available today through Affinix.

Talking Talent: Applying Global Lessons in Talent Acquisition with Guy Bryant-Fenn

Guy Bryant-Fenn doesn’t like to sit still. In the two decades he’s worked in HR, he’s moved from an IT search to PeopleScout’s APAC managing director, transplanting from London to Sydney along the way. This global recruitment experience has given him a future-focused point of view and humility – a value he says drives honesty, integrity, ambition and tenacity.

We spoke with Guy from PeopleScout’s Sydney headquarters about the biggest issues in the Australia and New Zealand talent market and how they are shaping the talent acquisition industry. In our open conversation, Guy shares how the lessons from innovation in APAC should influence leaders around the world.

What are the biggest challenges facing the Australia/New Zealand region in talent acquisition right now?

That’s a great question. There are numerous challenges facing Australia, New Zealand and the broader APAC market in talent acquisition at present. First off is the availability of talent. It really is a compressed market here. We’re seeing a lot of employment growth in the healthcare and social assistance market, construction, education and training and professional. As we look forward to 2023, we’re seeing projected growth of half a million jobs or more, and the challenge that lies within that is the availability of skilled labor to fulfill those roles.

What are some of the biggest trends that you’re seeing?

The biggest trends that I think we’re seeing are a reaction to the availability of talent. So, we’re seeing a high degree of recruitment solutions that are focusing on passive sourcing—not those active candidates in the market, but those left-handed astronauts out there that we need to tap on the shoulder and attract into our clients’ organizations. We’re seeing a keen focus on market insights to provide the information of where that skilled labor is, who they are working for and how we can best attract them. That is done by a symbiotic relationship between people and technology, which means using advanced AI technology and attraction strategies that are enabling the people components to drive that passive sourcing.

Another big focus is diversity and inclusion. Organizations obviously see the benefit of diversity within their companies, and they want to ensure that they have a workforce that is reflective of the national demographic. So, they’re trying to balance the lack of availability of talent within the market but also drive a more inclusive workforce.

The final piece for me is really a greater focus on attraction and assessment. Organizations are wanting to understand the perception of what they are saying to the market. How does their employer brand portray them as an organization? What are the values that they are speaking to within market, and how do those values really flow through to how and who and what they are assessing within the recruitment process?

It sounds like in dealing with these challenges and working with these trends, technology plays a significant role. So, can you tell me a little bit about the role that tech has in transforming the industry and tackling the biggest issues you’re seeing now?

Tech is increasing in importance across the industry. We’re seeing an emergence within the HR tech industry of technologies that sit across each element of the lifecycle. So, workforce planning tools, AI passive sourcing tools, various different assessment tools from personality profiles to realistic job previews, situational judgment – and they go all the way through to onboarding and employment. The trick for us as a provider is to ensure that we are utilizing the best of those tools that will enable the recruitment process but also drive automation and efficiencies that allow us to elevate our talent acquisition teams to act as more as a business partner or in an advisory capacity.

What are some lessons from Australia/New Zealand that leaders in other markets should be paying attention to and learning from? 

I’ve lived and worked in Australia now for eight years, having come from the EMEA market, and what I continuously enjoy is the lateral thinking of talent acquisition leaders across Australia and New Zealand. We are not afraid to look at things through a different lens, take the best of the learnings from the Americas and EMEA and rightsize that for the Australia/New Zealand and broader APAC market.

We are also seeing a faster adoption and emergence of total workforce solutions, where providers have a view of both permanent and contingent labor across their enterprise. That’s partly because of lateral thinking, but that’s also because we are smaller in scale and can be more agile which allows for us to innovate quickly.

What are you most excited about for the future of talent acquisition?

We touched on it in pockets throughout this conversation—the advancement of technology is an exciting component. I firmly believe that there will always be a human element in what we do, but how can we continue to create that symbiotic relationship between people and technology and really evolve and advance our solutions?

An example of that for me is evolving the planning element of what we do from a data and insights perspective. Right now, organizations are working on their resource forecasts driven by a demand plan. Where we will see this evolving to is true workforce planning, future-backed workforce planning, where organizations will be able to predict the resources that they need – one, two, three years out. We will also see the emergence of that workforce planning component flowing across the whole recruitment lifecycle, and it will enable us as a business to ensure that we are driving those passive candidate pipelines.

We are setting ourselves up across both our attraction and assessment strategies to really enable our clients’ business objectives and ensure that we are executing talent at a strategic level and acting as a true business enabler for our clients’ organizations. What I’m most excited about is really the elevation of talent acquisition to that level, and it can’t happen quickly enough.

What is a Managed Service Provider (MSP)?

A Managed Service Provider (MSP) is a contingent workforce management solution implemented by an external organization. An MSP combines process, personal expertise and technology to support an organization’s gig, temporary, temp-to-hire, direct hire, independent contractor administration, Statement of Work (SOW) hiring and other complex services such as vendor management.

There is a spectrum of organizations seeking MSP staffing services – some are looking for the first time, others have mature programs focused on driving continuous improvements and others that are transitioning into a Total Workforce Solution.

When an organization partners with an MSP provider to outsource its contingent staffing and SOW management, the MSP provider assumes all or portions of an organization’s procurement or HR functions, managing the contingent staffing lifecycle from requisition through invoicing and payment. They are often HR Generalists between the Supplier community who employ the workers and the Hiring Managers working within a client’s organization. In addition, they are often workforce consultants who provide insights into the ever-changing talent landscape and workforce needs of a client.

An MSP provider works alongside a client’s internal HR and Procurement teams and can perform its duties remotely and onsite at a client’s facility. Below, we highlight a few reasons why organizations seek MSP providers, and conversely, when MSP may not be a good fit:

Reasons to engage an MSP provider:

  • If your organization is looking for better cost control amongst your staffing vendors
  • If your organization wants faster access to high-quality talent through vendors, directly sourced or through other hiring vehicles
  • If your organization is looking for greater compliance protection from potential litigation due to worker misclassification across all categories of non-permanent workers
  • If your organization is looking for more detailed reporting, workforce analytics and key insights to make better and more informed contingent labor decisions
  • If your organization is looking for a workforce consultant to advise them on labor trends and custom solutions that will work within your culture.

Reasons not to engage an MSP provider:

  • If your organization is not comfortable or willing to have an external organization manage your contingent workforce and SOW needs
  • If internal stakeholders are not ready for a centralized program and are still operating in decentralized governance.
  • If your contingent workforce volume isn’t high enough to justify the use/cost of an MSP

What is a Managed Service Provider in the Staffing Industry? What Can a Managed Service Provider Do For My Contingent Staffing Needs?

At its most basic service and delivery level, a managed service provider can help your organization improve contingent staffing process efficiency, boost talent supply chain efficacy, introduce better cost controls and provide you with superior access to contingent workers.


MSP programs can alleviate the pressures placed on both your HR talent acquisition and Procurement functions by managing your contingent staffing program in a way that is both cost-effective and compliant. Similar to recruitment process outsourcing programs, MSP programs can be customized, planned, managed and implemented in a manner that truly reflects your organization’s needs, your position in the market and your Employer Value Proposition (EVP).


MSPs leverage the influence of your EVP and reputation in the market to source contingent and SOW workers through the management of preferred suppliers, reduce your agency spend, and ensure that you secure the best talent in every market at competitive rates, not just the most readily available talent on the market. An MSP partner should also provide market intelligence on where to find the best talent and at what price.

Common MSP program services include:

  • Engagement of all forms of contingent and SOW workers
  • Building pools of high-quality candidates
  • Review of current supplier and vendor contracts
  • Contract management
  • Providing reporting and analysis for the contingent workforce program
  • Management of the supplier base
  • Management and payment of staffing supplier invoices
  • Talent advisement of key labor trends
  • Partnership in the creation and execution of workforce solutions customized to fit the client

Your MSP provider will deliver these services through dedicated support teams that leverage their experience and expertise to provide a tailored level of service to your organization. This allows your HR and procurement teams to focus on what really matters: meeting strategic and day-to-day business goals.

Want to learn more? Next, we will get into the finer details of how a managed service provider can help elevate your contingent labor program.

Vendor-Neutral Managed Service Providers Improve Visibility and Cost Controls

In a survey conducted by Deloitte titled Human Capital Trends, 42% of executives surveyed said they plan to increase or significantly increase the use of contingent workers over the next three to five years. Conversely, only 16% of executives expect to decrease the size of their contingent workforce.

And for good reason. Contingent labor provides organizations with a cost-effective, flexible workforce while offering workers the flexibility and balance not typically found in traditional forms of employment. A win-win for both parties.

Whether you currently manage your contingent workforce centrally or through a fragmented approach throughout your organization, unless you have dedicated resources constantly observing labor markets, it’s going to be hard to have true visibility to a labor market and its rates. This can lead to hiring the wrong people, at the wrong rate, with the wrong experience.

Managed service providers that value a vendor-neutral approach are dedicated to providing clients with the most reliable, trustworthy and cost-effective suppliers with an emphasis on sourcing the highest quality of talent. This approach removes much of an organization’s legwork required in vetting the right supplier for a client’s needs as the managed service provider assumes these responsibilities. This ensures that the best staffing providers are chosen based on the client’s specific objectives, strengths and weaknesses.

Vendor-neutral managed service providers have no conflicts of interest with staffing suppliers, so an organization can be certain that their MSP is operating for their benefit only – fulfilling staffing requirements with the best available talent and opening up the process to competitive rates to drive cost savings.

A vendor-neutral MSP has the independence to design, implement, manage, negotiate and optimize your contingent program with no hidden agenda.

Better Vendor Engagement and Lower Contingent Staffing Spend

When you partner with a managed service provider, they assume responsibility for the engagement and management of your current staffing agency vendors. They can introduce new vendors and negotiate new rates with existing ones, opening up the competitive playing field, making sure you get the right talent for the right price.

In addition to these vendor engagement strategies, your managed service provider may also provide feedback to vendors to inform them of which approaches worked well and which did not equip vendors with the tools and resources they need to be successful and host supplier summits to discuss strategy and optimize the program.

contingent staffing

Additionally, MSP providers can consolidate invoicing to save the amount of time spent managing and reconciling individual invoices, allowing the client to make one payment to the MSP provider who then pays vendors and suppliers on the client’s behalf. This means that vendors and suppliers are paid faster than if invoices were paid individually.

Your MSP provider will not only improve your current vendor relationships, but they will grant you access to new, proven and trusted suppliers you might not otherwise have come across, all managed by a single point of contact: your MSP provider.

This can help reduce the workload on your internal HR and procurement functions and ensure your contingent workforce is managed by a specialist dedicated to your organization. This level of workforce management is unique to the MSP model and can only be provided through a workforce management specialist.

Managed Service Providers Improve Governance and Compliance and Reduce Risk

So, your organization has increased its use of contingent labor to enhance your workforce outcomes. Great! But with growth comes growing pains, such as the need to centralize your contingent workforce management program.

When an organization begins to bolster its contingent workforce, it opens itself up to increased compliance and liability risks associated with non-permanent employees. The most common risks include worker credentialing, worker misclassification, co-employment issues, unemployment claims and workers’ compensation claims. Failure to properly address these risks can result in fines, tax penalties and other consequences that can set your organization back.

With an MSP model, organizations benefit from external expertise on compliance best practices along with insights on local, regional and global regulations and processes that adhere to relevant laws. A managed service provider can also help your organization vet suppliers and workers to mitigate risk.

If you hire independent contractors or temporary workers directly, a managed service provider can advise you on the best structure to analyze and assess your current processes to help ensure that you are staying in compliance with these directly sourced workers. In today’s changing labor economies, these worker types are coming under increased scrutiny by governments the world over, so having a trusted partner to advise you on risk-reducing strategies and the implementation of best practices is essential.

Manage Service Providers Can Give You Access to World-Class Technology

An expert managed service provider possesses in-depth knowledge and experience with major VMS platforms and can operate in a client’s legacy systems. What’s more, in some MSP programs, the managed service provider will collaborate with a client to select the right contingent vendor management software (or VMS) for their needs. Another critical technology in addition to the VMS is a centralized business intelligence reporting and analytics tool such as PeopleScout’s proprietary AffinixTM platform that can easily show you how your organization is buying and managing contingent labor today.

Through the use of cutting-edge contingent workforce management technology, your organization can automate many of the key processes of workforce management and can gain insights into program performance.

For example, your MSP provider can leverage a VMS to help transform your recruiting strategy from a fragmented process to a unified and centralized database that gives your organization visibility into worker wages, the most effective sourcing methods, where your workers are located, payment tools and much more.

FMS technology is newer and better able to process freelancer information (in addition to other types of contingent workers), compared with VMS technology, so depending on your contingent workforce requirements, your MSP provider can deploy the right technology solution to meet your organization’s needs.

Conclusion:

With contingent and SOW labor playing an increasingly important role in the talent acquisition and procurement mix, organizations can no longer depend on ad hoc and disparate approaches to managing their contingent workforce.

When you engage a managed service provider, your organization can more effectively manage your contingent workforce by leveraging your MSP provider’s expertise in supply chain and vendor management, risk mitigation and compliance, talent technology and talent markets.

This expertise and experience will proactively ensure that your organization gets the contingent talent you need, exactly when and where you need it, from a cost-effective and centralized contingent staffing program.

Talking Talent: Getting the Most Out of RPO

On this episode of Talking Talent, we’re talking about Recruitment Process Outsourcing or RPO.

RPO is a type of business process outsourcing where an external organization, an RPO provider, supports an employer’s talent acquisition function by assuming responsibility for parts or all facets of talent acquisition for some or all of an employer’s hiring needs.

During an RPO engagement, the RPO company works closely with a client’s talent acquisition or HR department and hiring managers to learn the organization’s long-term talent acquisition strategy, hiring challenges and goals.

RPO providers then design a customized recruiting program tailored to support the client’s specific needs. This focus on client consultation and partnership distinguishes an RPO program from standard staffing agencies and headhunters.

RPO engagements are not only about outsourcing your recruiting, they are also about finding the best partner to help manage the people, process, technology and strategy of your talent acquisition function.

To talk about RPO, joining us is Jessie McGowan, PeopleScout’s leader of business development in North America. She spends the majority of her time talking to prospective customers about our solutions here at PeopleScout, but she is client delivery at heart.

Jessie talks about the factors that drive RPO buyers, what makes an RPO partnership different than other third-party vendors and how you can set the right SLAs and KPIs to drive success in your program. Looking forward, Jessie digs into what technology and the push toward total workforce solutions mean for talent acquisition.

Learn from our other PeopleScout experts in previous Talking Talent episodes:

PeopleScout Australia Jobs Report Analysis – March 2019

The 25,700 jobs added in March were in line with analyst expectations. The increase was made up entirely by full-time positions, which surged up 48,300. That was offset by a decrease of 22,600 part-time jobs. The unemployment rate fell to 5%, a slight increase from February’s eight-year low of 4.9%, but it is due in an increase in Australians participating in the workforce.

AU Jobs Report – March 2019

The Numbers

25,700: The Australian economy added 25,700 jobs in March.

5.0%: The Australian unemployment rate rose to 5.0%.

65.7%: Labour force participation rose to 65.7%.

+7: The Business Confidence Index increased to +7 in the latest NAB release.

Upside

Despite the increase in the unemployment rate, the March numbers are good news for the Australian economy. According to Reuters, analysts expected an increase in employment of just 12,000. The economy added more than double that number. The largest increases were in Queensland with 10,400 jobs and Victoria with 10,000.

Full-time employment rose by 48,300 in March, which was offset by a decrease of 22,600 in part-time jobs. Experts say these numbers point to a “fundamentally healthy” Australian economy.

Additionally, the reason for the increase in the unemployment rate is because more Australians entered the job market in March, bringing the labor participation rate up to 65.7%.

Downside

While the overall numbers are positive, experts say they notice some concerning trends. The under-employment rate, which measures the proportion of the workforce that have a job but would like to work more hours, increased to 8.2%, and labour market underutilisation, which is the broadest measure of labour market slack including both unemployed and underemployed workers, also increased to 13.2%.

Experts say that these figures suggest Australia will continue to experience sluggish wage growth. They also expect unemployment to increase further by the end of 2019.

Unknown

The new numbers raise questions about when the Reserve Bank of Australia will cut rates. The West Australian reports:

“Some private economists now believe the RBA will have to cut rates three times over the next 18 months – by 0.75 points – because nationwide inflation is tracking near a three-year low, wages are hardly rising, and key employment markets are struggling. That would put the official interest rate at 0.75% – historically unprecedented territory.”

The West Australian

Global Economic Snapshot – Q1 2019

The strong job growth and tight labor markets which characterized most of the world’s leading economies in 2018 continued in the first quarter of 2019. And while the overall economic headlines have been positive, employers have been challenged by record high job openings, rising wages and uncertainty over trade. For many economies, 2019 got off to a strong start, but the outlook for the remainder of the year is uncertain.

Low Unemployment: The Diminishing Available Talent Pool and a Tight Labor Market

The United States ended the first quarter with an unemployment rate of just 3.8%. While the partial government shutdown may have impacted the negligible job growth in February, the economy still added an average of 180,000 jobs per month in the first quarter. This is robust job growth by any measure, but it is smaller than the 223,000 jobs created per month in 2018. These numbers suggest that job growth is still strong but the pace of job creation is slowing.

U.S. employers posted nearly 7.6 million open jobs at the start of the year, a near record high and a sign that businesses are continuing to compete for a diminishing pool of available talent. In March, it was estimated that there were about 1 million more open jobs than unemployed workers.

In contrast to its North American neighbor, Canada’s employment situation was mixed. The first quarter ended with an unemployment rate of 5.8%, but after two strong months of job gains, Canada lost jobs in March.

In Europe, many leading economies posted strong job gains and low unemployment. In the UK, the March Labour Market Report showed that a greater percentage of people in the UK were working than at any time since comparable records were kept. As a result, the unemployment rate in the UK plunged to 3.9%, the lowest rate since 1975. For other major European economies, the unemployment situation was mixed. The Eurozone’s unemployment rate was 7.8%, slightly lower than at the end of 2018. France posted an unemployment rate of 8.8% during the quarter while Germany recorded its unemployment at a very low rate of 3.3%.

In the Asia-Pacific region, unemployment continued to be negligible in the leading Asian economies. During the first quarter, China reported an unemployment rate of 3.8%, Japan was at 2.3%, Hong Kong at 2.8% and South Korea at 4.7%. India’s unemployment rate of 6.7% was slightly higher than a year earlier.

Other APAC economies posted strong employment numbers. Australian unemployment fell to 4.9%, the lowest level in eight years, and New Zealand reported that the unemployment rate had risen to 4.3% in the final quarter of last year.

Low unemployment has led employers to compete for a diminishing pool of available talent and has made it even more necessary to retain workers who may be lured by competitors offering higher wages and other incentives.

Wages Rising but Inflation Remains Low

The conventional wisdom holds that wages rise when the supply of workers is low. Yet, wage increases have grown very gradually even in economies with very low unemployment. One of the reasons for this is that inflation rates in many advanced economies are quite low, so even modest wage increases can have a positive impact on a household’s ability to spend and save. In some economies, wages began to rise significantly in 2018 and continued in 2019. In the U.S., annual wage increases rose to 3.4% in February before contracting slightly to 3.2% in March. Coupled with an inflation rate of just 1.5%, wage increases in the U.S. are growing more than two times as much as the price of goods and services. In the UK, the annual wage increase of 3.4% was still well above the inflation rate of 1.9%

In two other major economies, the wage growth picture is not as positive. Canada was posting year-over-year wage growth of more than 3% in mid-2018, but by March 2019 the average year-over-year wage growth for permanent employees was just 2.3%. While Canada’s inflation rate was 1.5%, the same as the U.S., Canadian workers benefited less than their U.S. counterparts from their wage increases.

In Australia, wage growth was just 2.3% in 2018 and some estimate that Australians are experiencing their lowest increase in pay since World War II. With inflation running at 1.8%, workers are still coming out ahead, but not as much as in the U.S. or UK. The reasons for the difference in wage growth among these four Anglosphere economies are rooted in the structures of the individual economies. Slow wage growth has contributed to low inflation in each country, but as wages rise, so does the possibility of an increase in inflation. If inflation increases, there would be even greater incentive for workers to change jobs to increase their income and for employers to respond by offering higher wages.

High Anxiety – Trade and Jobs

In North America, NAFTA, the agreement which has tied the economies of Canada, the United States and Mexico, was set to be replaced by the new USMCA treaty. The treaty was signed by the heads of all three countries late last year but it has not yet been ratified by any of their respective legislatures. The uncertainty due to the lack of clear tariff regimes in the near future may cause considerable disruption in different sectors in each economy. In the U.S., manufacturing, a sector which may be most impacted by North American trade, lost jobs in March for the first time since 2017.

But any concerns in North America pale in comparison to anxiety over Brexit. As of the time of publication, the UK is set to leave the European Union on October 31, 2019. There remains a possibility that the UK will exit the EU without any agreement and possibly experience economic chaos.

If and when Brexit occurs, it has already had an impact on the UK workforce, especially in the area of foreign workers. The Guardian reports:

“There were an estimated 2.33 million workers from the EU27 in the UK between October to December in 2017, but that figure dropped to 2.27 million a year later. A notable drop in workers from A8 countries, which joined the bloc in 2004 and include Poland and the Czech Republic, largely accounted for the decrease. It contrasted with an increase in the number of non-EU workers in the UK, rising from 1.16 million to 1.29 million in the same period. This was an increase of 130,000 compared with the equivalent period 12 months earlier, and the highest number since records began in 1997.”

The Guardian

Given the importance of workers from the EU in sectors such as healthcare, hospitality and meatpacking, a continued exodus of workers from the EU will have a major impact on key UK industries.

With so much concern over the economic future, why have the job numbers in the UK been so positive? While it may simply be a matter of filling the demand employers have for talent, Bloomberg suggests a more somber reason:

“One explanation for the resilience of the labor market is that firms are hiring workers rather than spending on capital equipment because employment decisions are easier to reverse in a downturn.”

Bloomberg

In other words, newly hired workers are more expendable in an economic downturn than capital equipment, a sobering thought for both employers and workers during these uncertain times.

PeopleScout UK Jobs Report Analysis – April 2019

The April Labour Market Report released by the Office for National Statistics posted record-breaking numbers for the nation’s labour market. In the three months covering December 2018 through February 2019, the highest level of people were working in the UK since comparable records have been kept. Nominal wages rose by 3.4%, the same as last month. This wage level reported in the last two months is the highest year-over-year level in over a decade.

UK Jobs Report – April 2019

The Numbers

  • The number of people working in the UK rose by 179,000 to 32.72 million. This is the highest figure since records began in 1971.
  • The unemployment rate held at 3.9%, excluding last month’s report, this is the lowest rate since 1975.
  • The UK economic inactivity rate was estimated at 20.7%, with 213,000 fewer inactive individuals than a year earlier.
  • Compared to a year earlier, 457,000 more people were working in the UK.
  • The employment level for men was estimated at 80.5%; it has not been higher since December 1990 to February 1991. For women, the employment level was estimated at 71.8%, the highest level on record. (The increase in the employment rate for women in recent years is due partly to changes to the state pension age for women, resulting in fewer women retiring between the ages of 60 and 65 years.)

After a Brexit Extension is Granted There is Good News for the Labour Market

The European Union extended the date for the UK’s formal exit (Brexit) to October 31, 2019. This labour market report covers a period when Brexit was expected to take place at the end of March. While there is no more clarity about what Brexit will look like, if it happens at all, the good news about the labour market was greeted with less anxiety than in previous months when Brexit appeared to be nearly imminent.

Much of the good news was due to a decrease of workers from the EU and the increase in women in the nation’s workforce as the Financial Times reports:

“Britain’s jobs market has been robust despite wider concerns about the future of the economy after Brexit. With unemployment at the lowest rate since 1974 and fewer workers coming from the EU, UK businesses have sought new sources of labour. ‘The growth in employment was driven mainly by the number of women getting into jobs,’ the Office for National Statistics said. Its latest labour market data showed women accounted for 80% of the 179,000 increase in employment during the three months…”

The Financial Times notes that patterns of recruitment are changing for some employers reflecting the increased level of women in the workforce and a post-Brexit environment:

“Last month, budget hotel chain Travelodge said it was targeting working mothers with new shift patterns to manage Brexit-related staffing shortages. Amber Rudd, work and pensions secretary, said it was ‘particularly pleasing to see there are now a record number of women in work and a record number of people with secure, full-time jobs.’”

Record Job Openings are a Challenge for Employers

The high number of job openings is a fundamental component in the difficult environment that UK employers find themselves. Commenting on the April Labour Market report, Suren Thiru, Head of Economics at the British Chambers of Commerce (BCC), commented:

“The strong increase in employment, coupled with another fall in the number of people out of work, suggests that the UK labour market remains in good order.However, behind the strong headline figures, a number of key challenges remain. Businesses are increasingly reporting that persistent hiring difficulties, cost pressures and ongoing uncertainty are dampening recruitment intentions. If this trend is sustained it could well translate into a weakening in UK jobs growth over the next year. Pay growth continues to comfortably outstrip price growth, and in real terms is likely to remain in positive territory for some time to come. However, the combination of a sluggish economy, weak productivity and high upfront costs for business is likely to limit the extent of pay rises. The record high number of job vacancies is further confirmation of the perennial skills shortages plaguing UK businesses, which continues to hold back business activity and growth. To protect the long-term health of the UK labour market, businesses need answers to key questions on how firms will be able to manage their future workforce needs over the next few years. Brexit has distracted government and Westminster for too long, much more must be done at home to address the UK’s chronic skills shortage, including easing the burden of upfront business costs to help firms to hire and train staff.”

More than at any time in recent economic history, it is clear that those enterprises that have a strong employer brand as well as a solid recruitment and retention program will be the clear winners in this difficult market.

Temporary Workers – An Overlooked Source of Talent?

Of the 1.54 million temporary employees during the period ended February 2019, more than a quarter were temporary because they could not find a permanent job. These workers could be in positions where they have the skills to do their jobs but have been unable to find full-time work. Of course, geographic and other factors may play a part in their inability to find full-time work, but with so many permanent job openings available, there appears to be a disconnect between employers and this large pool of talent. As the Guardian notes:

“..Nor is there much evidence of a big switch to the hiring of temporary workers in the three months to February – a period when Brexit uncertainty was ratcheting up. The 179,000 increase in employment was split 138,000 full-time and 41,000 part-time. Self-employment was down by 23,000.”

The Guardian

Employers that can successfully recruit from this large pool of temporary workers could have an important advantage in filling their open positions and have a competitive edge in attracting increasingly scarce available talent.

PeopleScout Canada Jobs Report Analysis — March 2019

Statistics Canada reported that the nation’s unemployment remained at 5.8% and that the nation lost 7,200 jobs in March after two months of healthy job gains. Market expectations were for an increase of 10,000 jobs. The March employment report showed the number of full-time positions contracted by approximately 6,400, whereas part-time jobs were roughly unchanged, with a net decline of approximately 900. Weekly annual wage increases were up 2.2% and hourly wages increased by 2.4%. The increase in wages still falls short of the wage growth in mid-2018.

Canada Jobs Report – March 2019

The Numbers

7,200: The economy lost 7,200 jobs in March.

5.8%: The unemployment rate remained at 5.8%.

2.2%: Weekly wages increased 2.2% over the last year.

The Good

While the March Labour Market report released by Statistics Canada showed net job losses in March, the first quarter of 2019 saw 116,000 jobs added to the economy. On a year-over-year basis, employment grew by 332,000 (+1.8%), with gains in both full- (+204,000) and part-time (+128,000) work. Over the same period, total hours worked rose by 0.9%.

Despite the results in March falling below analyst expectations, the news was not received with particular concern:

“We got a little dip in employment, but the numbers are volatile and it’s been on a pretty strong run over the prior half year,” said Nathan Janzen, senior economist at Royal Bank of Canada.

Analysts said the small decline in March, following six months of consecutive gains, was unlikely to alter the Bank of Canada’s view of employment as a bright spot in Canada’s economy.

“After such a strong run of employment gains, a modest pull-back in March is of little concern to us and won’t raise many eyebrows at the Bank of Canada either,” said Andrew Grantham, Senior Economist at CIBC Capital Markets, in a note.”

The March reports also showed that more Canadians were working in the finance, insurance, real estate, rental and leasing industry and in public administration.

The labour market continued to improve in terms of wage increases. Annual hourly wage gains accelerated to 2.4% in March, the fastest annual gain since September, up from 2.3% in February. Pay gains for permanent employees rose to 2.3%, the strongest increase since August.

The Bad

Although the losses were modest, the March report was the first to report a decrease in jobs in seven months. Employment declined in health care and social assistance; in business, building and other support services; and in accommodation and food services. Canada’s two most populous provinces, Ontario and Quebec, lost jobs March.

While wage growth continues to pick steam, the rate of increase is smaller than in mid-2018. Concern over low wage growth was reflected in a recent poll conducted on behalf of  Indeed Canada which showed that  more than half of those surveyed plan to ask for a raise in 2019:

“Conducted by Censuswide on behalf of job site Indeed Canada, the research found that only 13% of Canadian workers surveyed are comfortable with their current rate of pay. That’s down from 17% from when Indeed commissioned the same survey one year ago.

The decline in salary satisfaction will prompt 53% of respondents to ask for more pay this year, the survey found.”

Widespread dissatisfaction over wages is a concern for Canadian employers because of pressure to raise salaries for their current workforce which may be prompted to look elsewhere to increase their incomes.

The Unknown

The US-Mexico-Canada (USMCA) trade agreement which was signed by the heads of state of the three respective countries has yet to be ratified by any of their legislatures. The agreement, which was created to replace NAFTA, could have a significant effect on important sectors in the Canadian economy.  However, it is unclear what a final version of the USMCA would look like and whether it will be implemented at all. The Canadian Foreign Minister warned that changes to the original agreement could lead to chaos:

“Canadian Foreign Minister Chrystia Freeland on Thursday cautioned against the idea of reopening a new continental trade pact with the United States and Mexico, saying it could be a ‘Pandora’s box.’

U.S. House Speaker Nancy Pelosi told Politico this week that changes needed to be made to the text of the United States-Mexico-Canada (USMCA) trade deal to ensure its labor provisions could be enforced.

‘When it comes to the issue of actually opening up the agreement, that’s where Canada’s view is, we’ve done our deal,’ Freeland told reporters on the sidelines of a NATO meeting in Washington when asked about Pelosi’s comments.

‘This was a very intense negotiation. A lot of time, a lot of effort went into it, compromises were made on all sides, and we believe that people need to be very careful around opening up what could really be a Pandora’s box,’ she added…

‘Canada has done its share, we have done our work, and now it’s up to each country to work on ratification,” said Freeland.

She reiterated that Canada could find it hard to press ahead with efforts to ratify the treaty as long as U.S. maintained tariffs on imports of Canadians steel and aluminum.”