Global Daily News

  • UK's SThree CEO, Gary Elden, to step down; gross profit up 12%

    Global staffing provider SThree plc reported CEO Gary Elden will step down next year after leading the company for six years. The exact date of Elden’s departure is yet to be announced, but a search for his successor is underway. The London-based company also reported gross profit rose 12% in its fiscal year ended Nov. 30. Gross profit (£ millions) FY 2018 FY 2017 % change constant currency FY 2018 (US$ thousands) Contract £232.0 £203.4 14% £296.9 Permanent £88.9 £84.2 6% £113.8 SThree total £320.9 £287.6 12% £410.6 Contract staffing gross profit rose 14%, while permanent placement gross profit rose 6%. Gross profit by geography (£ millions) FY 2018 FY 2017 % change constant currency FY 2018 (US$ thousands) Continental Europe £183.3 £150.6 20% $234.6 USA £66.6 £64.4 8% $85.2 UK and Ireland £53.0 £55.6 -5% $67.8 Asia Pacific and Middle East £18.0 £17.0 11% $23.0 Gross profit by industry (£ millions) FY 2018 FY 2017 % change constant currency FY 2018 (US$ thousands) Information and Communication Technology £141.9 £124.6 12% $181.6 Life Sciences £66.3 £62.4 8% $84.8 Banking and Finance £42.4 £43.5 -1% $54.3 Energy £33.5 £26.5 30% $42.9 Engineering £30.5 £25.9 16% $39.0 Other £6.3 £4.7 28% $8.1 Looking ahead, SThree now expects adjusted pre-tax profit for the year to be slightly ahead of the top end of the current market consensus range of £49.0 million to £51.4 million.Share price and market capSThree shares closed up 3.85% in London to £270.00; the company had a market cap of £340.12 million, according to […]

  • Hire Dynamics acquires Nashville-based commercial staffing firm

    Hire Dynamics, an Atlanta-based industrial staffing firm, acquired Amtemps Staffing, a commercial staffing provider headquartered in Nashville in a deal that closed Nov. 26.The acquisition expands Hire Dynamics’ service offerings and adds new clients in middle Tennessee.Transaction terms were not disclosed.Founded in 1976, Amtemps counts more than 175 clients and provides professionals for administrative, accounting, legal, marketing and operation support roles, as well as skilled warehouse and distribution workers.“We are excited about having Amtemps Staffing join our Nashville team as it is one of our most dynamic markets,” Hire Dynamics CEO Larry Feinstein said.Hire Dynamics ranks No. 29 on Staffing Industry Analysts’ 2018 list of largest industrial staffing firms in the US. It has operations throughout the Southeast and counts more than 1,500 clients. Hire Dynamics is owned by Atlanta-based MSouth Venture Partners. […]

  • Korn Ferry’s talent trends for 2019

    Several factors — including an incredibly tight labor market and the massive influx of data — are affecting the way HR professionals and talent acquisition leaders do their jobs, according to executive search firm Korn Ferry (NYSE: KFY). The company identified 10 key emerging trends in the HR and talent space in its Emerging Global Talent Trends for 2019 report. The list is based on input from talent acquisition, development and compensation experts worldwide.The trends, in no particular order, include:(Don’t) Mind the Gap!: The stigma of taking time off between jobs is fading. Tactics to reach professionals who have been out of the workforce include targeted proactive sourcing, talent communities, workshops, customized landing pages and microsites, alumni networks for those who have left the company and may consider returning, and “buddy” systems for effective onboarding.Making artificial intelligence more “intelligent”: Left unchecked, artificial intelligence could undermine recent efforts to boost diversity. In the beginning of the recruiting process, care should be taken when drafting job descriptions to ensure that they are gender-, race- and age-neutral. And even when résumés are anonymized, AI can still often embed gender biases. AI needs to be trained to look more for the skills needed for a specific role, such as the ability to program specific computer codes, instead of focusing on subjective modifiers (e.g., “collaborative” or “tough task master”) that may have gender bias.Personalized pay: Go ahead, we’re listening: In order to understand the differences in what might incentivize one group, such as millennials, from another group, such as baby boomers, organizations are beginning to listen to employees. They are able to tailor rewards packages, offering different mixes of pay, flex time, paid time off, international assignments, student loan repayment, etc. This turns the pay and rewards discussion from a company communicating with the entire employee population to a one-to-one discussion with employees.Rethinking the annual performance review: Even if the employee does not have a long tenure, ongoing feedback will help them learn, stay engaged and create an employer value proposition to help attract future employees.Digging deeper into the diversity and inclusion pipeline: Organizations are more readily seeing that there has to be an increased focus across all levels of an organization to create an ongoing pipeline of diverse talent, including women, people of color, disabled persons and LGBTQ employees. To measure their progress, many organizations have begun using applicant tracking systems to find out what percentage of minority applicants were hired. In addition, organizations are having an added focus on the retention of a diverse employee base. Many are using a “D&I diagnostic” that helps get to the root problem of why employees are leaving and what can be done to reverse the trend.How are we doing? Technology is allowing for real-time feedback from candidates about their experiences during the recruiting cycle. With the data, they can amend recruiting practices, including specific job requirements and interactions with candidates, to successfully hire the best people.That’s really a title?: New roles and titles are emerging across many industries to meet the changing strategies of organizations. From an executive perspective, many industries, including healthcare, finance and retail, are creating chief experience officer roles. Another emerging C-suite title is chief transformation officer, who is usually tasked with change management initiatives, often during times of mergers and acquisitions. Other titles becoming more prevalent include chief happiness officer, chief people officer, data wrangler, legal ninja and customer relations advocate.Talent analytics becoming just as important as business analytics: Increasingly, analytics that look at the talent landscape in specific markets, including competition for and availability of qualified talent in one city or region, as well as compensation norms, are coming into play in tandem with business analytics to create the most effective, sustainable approach.Talking talent holistically, from hire to retire: There is a trend toward a more foundational, data-centric approach that creates actionable insights from an organizational, team and individual perspective. This foundation is informed by data from talent acquisition, assessment, development, organizational structure and compensation functions. This enables a calibrated approach to talent that is tightly linked to business outcomes.Balancing act: Managing short-term hiring needs with long-term business goals: Many organizations are outsourcing their hiring efforts to providers that often have two teams working on their behalf: a day-to-day operations team and an account management team that analyzes ongoing business and technology trends to plan for the future. […]

  • Weekly staffing employment holds steady in third quarter: ASA

    US staffing companies employed an average of 3.2 million temporary and contract workers per week in the third quarter, remaining above three million for four and a half years, according to data released by the American Staffing Association.Staffing employment edged up 0.1% in the third quarter compared to the same period last year. Compared to the second quarter, it was up 0.7%.“In a growing economy and ever-tightening labor market, businesses are placing an even greater premium on staffing companies’ ability to source qualified flexible and permanent talent,” ASA President and CEO Richard Wahlquist said. “Because job seekers have more options today than at any time in the past decade, employers really need to sharpen their focus on employee engagement in order to attract and retain top talent.&rdquo […]

  • People: Salo,, Execu|Search, Salo, Calian and CMP

    Salo LLC named Lisa Brezonik as president. Formerly its COO, she assumes day-to-day management of the financial and human resources staffing firm. Brezonik joined Salo in 2015 as chief talent officer and became COO in 2017; she previously held various leadership roles at RBC Dain Rauscher and also operated her own executive coaching and consulting firm for nine named Mark Moore as chief marketing officer. Moore’s previous roles include serving as senior VP of global solution marketing at FIS. specializes in the temporary placements of physicians, CRNAs, physicians assistants and nurse practitioners.The Execu|Search Group, a recruitment, temporary staffing, and workforce management solutions firm, promoted four employees to vice president. Jill Bragg, now VP of temporary staffing, joined the firm in 2005 and manages many of its major accounts in temporary staffing. Katie Niekrash was promoted to VP of healthcare from her role as senior managing director of healthcare; Niekrash joined the firm in 2007 and developed new markets for the firm, particularly in Connecticut. Lisa Carver is now a VP of temporary staffing and leveraged her industry experience to establish Execu|Search as a provider of temporary staffing services in New Jersey. Samantha Parris, now VP of accounting/finance, joined the firm in 2004 after a career in accounting.Calian Group Ltd. (TSX: CGY), which ranks among Canada’s largest staffing providers, announced Jacqueline Gauthier will retire from her role as CFO effective March 1. Patrick Houston will take over as Calian’s CFO effective Jan. 10. Gauthier spent more than 17 years as CFO and corporate secretary of Calian; she will remain as CFO until March 1, and then stay with Calian in the role of senior VP corporate development on a part-time basis, reporting to the CEO and focusing on transition and critical files such as mergers and acquisitions and other special projects. Houston began his career in public accounting with Deloitte, before moving on to DragonWave, a Canadian-based high-tech company, where he held progressively senior positions, including CFO.CMP announced Scott McTague will join the talent acquisition, development and outplacement firm as senior VP and practice leader of Talent Fit Solutions. McTague will lead its Kansas City office. CMP has offices in Atlanta, Charlotte, Chicago, Dallas, Kansas City, Fort Worth and New Orleans. […]

  • UK – Army missing recruitment targets under £495 million Capita deal, though improvements seen, report says

    The British Army keeps missing recruiting targets under a program begun in 2012 despite a £495 million contract with Capita Business Services ltd. for expertise in recruitment and marketing, the UK’s National Audit Office reported. An online recruitment system by Capita was more than four years late and cost £113 million, triple its original budget. But the report also found recent improvements in the process.Technical problems with the online system resulted in 13,000 fewer applications between November 2017 and March 2018 compared to the same period in the previous year, according to the NAO’s report published on Friday.Complexity of the Army’s recruitment process was also cited by the report as a concern. It had been taking up to 321 days for half of regular soldier applicants to go from starting in the recruitment process to beginning basic training. In addition, the Army and Capita cut down on the number of local recruitment centres to 68 from 131, but both later realised applicants needed additional support and that face-to-face contract was important to getting applicants to join. Support from local offices was ultimately enhanced.Capita was penalised £26 million for missing recruitment targets, and the targets were reduced by 20% in the 2017-18 year, according to the report. But the recruitment targets were still being missed. On the other hand, improvements in the project are being made, and the report noted applications have increased over the last two years.“As the NAO report states, both Capita and the Army underestimated the complexity of this project,” a Capita spokesperson said in a statement to Staffing Industry Analysts. “Our focus is now on working with the Army to deliver a recruitment process fit for the 21st century. We have overhauled governance on the contract and are already seeing improvements, with applications at a five-year high and a reduction in the amount of time it takes candidates to join the Army. We are absolutely committed to getting this partnership right.&rdquo […]

  • France – Wage index up 0.6% in third quarter

    An index of wages and salaries in France’s nonfarm business sector rose 0.6% in the third quarter when compared to the second on a seasonally adjusted basis, according to Insee, the National Institute of Statistics and Economic Studies, which released the index. On a year-over-year basis, the index was up 2.3%.Wage growth decelerated in industry and construction and continued to rise in services.Third-quarter wages in industry rose 0.2% following a 0.5% in increase in the second quarter. This slowdown affected all industrial sectors except electricity, gas, etc., in which wages rebounded after a decrease in the second quarter. Year on year, wages in industry were up 1.7% after a year-over-year increase of 1.9% in the second quarter.Wages growth in services hardly accelerated from the prior quarter — up 0.7% after a 0.6% gain in the second quarter — but rose more sharply over the year, up 2.6% compared to 2.1% in third quarter of 2017. […]

  • UK – Three quarters of professionals want a second Brexit vote

    Three-quarters of professionals surveyed by Morgan McKinley want a second referendum on Brexit, the global recruitment firm reported.Seventy-four percent of the 6,500 respondents voted in favour of a second referendum. And when asked how the participants would vote in a second referendum, 3% said they would prefer May’s current deal, 22% would choose to leave and 75% stated they would remain.“Whilst many across the country believe remaining in the European Union is the right thing for the UK, you will find others who strongly disagree,” said Hakan Enver, managing director at Morgan McKinley. “Being in the EU currently offers access to a single market and passporting rights that allow freedom of movement across European borders, by restricting this, it can allow trade agreements with other countries. Therefore, free movement of talent with other nations, who are arguably more aligned to core sectors such as technology and financial services, could become a reality.”The survey’s respondents represented many professions; financial and IT up the majority at 39% and 26% respectively. […]

  • UK – Tech recruitment and the skills mismatch (Staffing Industry Review Online)

    When it comes to IT skills, finding the right workers is difficult and technologies are constantly changing. We spoke to several UK recruitment firms about the IT recruitment market in the UK on what skills are in demand and what is being done to attract and retain those IT workers for a story in Staffing Industry Review Online. […]

  • India – Staffing firm Genius Consultants puts IPO on hold, report says

    Staffing firm Genius Consultants Ltd. has put on hold plans for an initial public offering, according to a report in The Times of India. The company cited a choppy situation in the financial markets but may try again for an IPO in May if the market improves.The Kolkata-based company had received an OK to go ahead on the IPO from the Securities and Exchange Board of India. It had filed a draft prospectus with SEBI at the end of March.Formed in 1993, Genius Consultants provides temporary and permanent staffing, and its clients include Bharti Airtel, Bosch, Hathway Cable and Datacom, Tata Consultancy Services and PayTM, according to its filing.It posted revenue of INR 6.72 billion (USD 105.2 million) in the nine months ended 31 December 2017. […]

  • Australia – Tour bus company, director face more than AUD 165,000 in misclassification penalties

    A tour bus business and its director were penalised more than AUD 165,000 (USD 118,369) for misclassifying three drivers as independent contractors, Australia’s Fair Work Ombudsman reported Friday.AVA Travel admitted to sham contracting after sending three drivers a text message in September 2014 requiring them to provide an ABN, according to the Fair Work Ombudsman. This message had the effect of converting the employees to independent contractors from 1 October 2014 and advised that they would no longer receive superannuation.Following an investigation by Fair Work Inspectors, AVA Travel admitted that the three workers remained in an employee relationship as they continued to perform work in the same manner and were paid the same flat hourly rate. Due to this flat rate, the court found two drivers were underpaid after the company failed to pay minimum rates for ordinary hours and other work, including weekend hours, public holiday hours and overtime.The court found AVA Travel also breached other workplace laws, including record-keeping, pay slips and frequency of pay. […]

  • Hong Kong – ‘Culture fit’ hinders hiring spree

    A hiring spree in China faces challenges caused by cultural roadblocks, according to the “Hiring Spotlight: China’s New Wave Hits Town” report released by specialist recruitment firm Michael Page Hong Kong.Chinese-headquartered conglomerates and financial services firms have been growing their footprints, using Hong Kong-based businesses as springboards for international opportunities, according to the report. Opportunities for Hong Kong professionals will continue in Chinese multinationals, with two-thirds of Chinese companies willing to offer salaries 11% to 20% above market rate in order to hire experienced talent.“The biggest challenge for Chinese players to attract talent, is often related to the culture within the company as well as the primary language in use which is Putonghua,” said Olga Yung, regional director, Michael Page Hong Kong. “The majority of Hong Kong candidates are accustomed to very international offices, and therefore most encounter a cultural shock when entering this new work environment.”The survey of Hong Kong professionals who have worked in a Chinese firm found 72% cited culture fit as the largest factor for leaving. This is followed by mismatched salary expectations, cited by 67% of respondents, and being offered a better position or employment terms somewhere else, at 56%.“The second challenge for some Chinese players is their lack of global presence as this deters potential employees who are keen on gaining regional or international work exposure from joining the organisation,” Yung said.In order to attract top Hong Kong professionals, the report noted 24% of candidates in this market said their top considerations when moving to a Chinese firm are the alignment of management style and direction, followed by culture fit at 17% and working expectations at 13%.The survey, conducted in September 2018, included 2998 respondents across all major job functions. […]

  • Korea – Temporary worker dies in conveyor belt incident (Korea JoongAng Daily)

    A temporary worker in South Korea was found crushed to death by a steel conveyor belt at a power plant in Taean County, the Korea JoongAng Daily reported last week. The worker, Kim Yong-gyun, had worked for Korea Engineering & Power Services, a subcontractor to Korea Western Power. The newspaper said the death brought renewed attention to dangerous working conditions for some contract workers. […]

Latest Research

  • Canadian Staffing Industry Outlook: December 2018 Update

    Key Findings: Economic growth in Canada decelerated to 2.1% GDP growth in 2018 from 3.0% in 2017. Factors such as oil transport constraints, trade conflicts with the US, rising interest rates, cooling housing markets, the minimum wage spike in Ontario, and lower investment competitiveness due to US tax reform contributed to the slowdown. Nevertheless, positive economic drivers are present, including solid macroeconomic fundamentals, high levels of employment, continued migration of talent into the country, healthy demand from the US economy, and upside potential from the USMCA trade agreement, if ratified. In 2017, we estimate the temporary staffing industry in Canada experienced robust growth of 6%, a recovery from the 0% growth in 2016 and 4% decline in 2015. For 2018, we estimate 3% expansion in temporary staffing revenue due to slower GDP growth. We project 4% expansion for professional staffing, buoyed by the secular tailwinds behind IT staffing and broad demand for professionals from clients in financial services, manufacturing, energy, and government. We forecast 3% growth for commercial staffing, a slower rate, due to the secular decline in the volume of office/clerical jobs and some degree of disruption from the minimum wage spike and regulations enacted by Ontario Bill 148. We forecast 3% expansion in 2019, driven by modest to moderate GDP growth across Canada. Revenue growth is increasingly being limited by supply shortages of candidates to fill orders. Bill rates for professional jobs do not appear to be rising much faster than inflation, despite the current record low levels of unemployment, based on economic data and conversations with industry executives. Including the place & search sector along with temporary staffing, we forecast the Canadian staffing industry will reach CAD 9.4 billion this year and CAD 9.7 billion in 2019 In this report, we also provide analysis and commentary on the oil and gas sector (page 5), recent minimum wage increases (page 6), and employment trends in Canada’s four largest provinces (pages 9-12). To download the complete report, please select the following link:  Canada Staffing Industry Outlook 20181214 - You do not have permission to view this object. […]

  • IT Staffing in Healthcare

    As an industry, healthcare and social assistance has expanded at a compound annual growth rate (CAGR) of 3.6% over the past decade, in becoming a $1.5 trillion dollar industry in 2017. The industry accounts for 7.5% of US GDP. Total US employment in the healthcare industry reached 16.2 million workers in November, according to the BLS. Healthcare employment growth (1.9% CAGR) has outpaced total nonfarm employment (1.0%) over the past decade. The industry now accounts for approximately 10.7% of total US nonfarm employment, compared to roughly 9.9% in 2008. IT budgets as a percentage of revenue for the healthcare industry (3.5%) is roughly inline with the average for all industries (3.3%). In healthcare, there has been a shift from the traditional view of seeing IT as an expense to embracing it as a line of business. With nearly all of the nation’s hospitals having achieved meaningful use (MU) of certified Electronic Health Records (EHRs), budgets have shifted from compliance-based implementations to strategic revenue generating and cost efficiency initiatives. Under the new value-based care setting, digital transformation is accelerating in healthcare as it incentivizes investment in technology to better leverage data to align with multiple providers with a team approach to healthcare. This is not only leading to profound changes in how health IT budgets are being allocated, but there is also evidence that healthcare is emerging as more of an industry leader in technology adoption. Forrester Research forecasts US healthcare organizations to boost spending on IT in 2018 by approximately 10% y/y, compared to 5.8% across all industries. We estimate healthcare represents a $2.6 billion segment for US IT temporary staffing and $300 million for US IT direct hire staffing, together accounting for a $2.9 billion market. Temporary staffing is heavily leveraged in data, audit, and EHR implementation projects, where typical lengths are 12-18 months. Other clearly defined projects, such as large system software implementations (e.g. ERP and CRM) are also fertile ground for staffing. Gross margins for IT staffing in healthcare is higher than the technology and financial services industries, as those have shifted with rate restructures. Healthcare buyers pay a premium for specific skillsets. Gross margins are rising sharply in areas such as data analytics and security, while declining for EHR implementation projects. The healthcare landscape is rapidly transforming. The line between payers and providers is diminishing as providers have acquired their own insurance plans. Also, payers are acquiring providers. These organizations are now channeling spend in one place. Opportunities to bridge this narrowing gap with system consolidation is a potentially large IT staffing opportunity. The full report can be downloaded by selecting the link below: IT Staffing in the Healthcare Industry 20181214 - You do not have permission to view this object. […]

  • Marketing Creative Staffing Growth Assessment

    Key findings  Marketing/creative staffing is a relatively new staffing sector with high demand and significant growth opportunities.  42% of the $3.4 billion global marketing/creative temporary staffing market is located in North America. 29% is in Europe and 29% is located in the Asia Pacific region. A significant driver of marketing/creative staffing demand has been growth in U.S. marketing budgets, which reached 11.2% of company budgets in 2018. Marketing budgets grew 7.5% y/y in 2018. Digital marketing, which consists largely of web and mobile presence, search and display marketing, social media and email marketing, grew at a 12.3% rate in 2018, outpacing traditional marketing such as newspaper advertising.  Although more than 80% of the ad spend is in developed countries like the U.S., Western Europe, and Japan, the growth in marketing is more concentrated in developing countries like China, India and Russia. China has both large ad spending and high rate of growth. In the U.S., California ($288 million) had by far the largest market size for marketing/creative temp staffing, followed by New York and Texas. U.S. marketing/creative temporary staffing grew by an estimated 7% in 2017 to a historic peak of $1.4 billion, and it is estimated to grow at the same rate in 2018. In 2017, Aquent and Creative Circle were the two largest marketing/creative staffing firms, together comprising 48% of the U.S. marketing/creative temporary staffing market. This makes the segment one of the most concentrated in the staffing industry. Marketing plays a key role in every major industry. The industry that employs the most market research analysts is professional, scientific and technical services, which mostly consists of business-to-business consulting. Finance and insurance, information and wholesale trade are the next largest industries. Regarding marketing spend as a percent of revenue, the industries with the highest percent of marketing spend are consumer services, followed by education, tech/software/biotech and transportation.  The three occupations that comprised the largest portions of the U.S. marketing/creative temporary staffing market in 2017 were market research analysts and marketing specialists ($326-496 million); demonstrators and product promoters ($263-401 million); and graphic designers ($126-192 million). Between 2013 and 2016, market research analysts and marketing specialists employment (combined temporary agency and permanent) grew 29.8%. Digital marketing spend has been increasing in recent years and it accounts for 40% of marketing spend. The top three activities CMOs prioritize are customer analytics, marketing technology acquisition and customer experience. Marketing is no longer solely focused on creative design tasks. As more and more investments are made on martech and email campaigns, there is a rising need for analytics to track the ROI from these investments. Marketing data analysts help managers understand the impact of their campaigns, and also help marketing managers to steer their strategies with well-researched decision making. They may also wear the hat of “growth hacker”. Other roles in demand are demonstrators and product promoters, graphic designers, marketing managers and public relation specialists. Demand for social media specialists are increasing as more and more companies are turning to social media for marketing, and also due to the profusion of social media platforms in recent years. Content developers, email marketing specialist and social media manager roles are also in high demand. Some marketing roles require significant IT skills, such as user experience (UX) designer, visual designer, front-end web developer, web designer and full stack developer. Marketing departments have borrowed the “agile” product development approach from IT. Organizations require increasing levels of collaboration between marketing/creative professionals and IT departments. Still, fundamental differences between typical IT versus marketing/creative staffing requests (assignment lengths, sales cycles, etc.) as well as cultural differences between IT and creative leaders suggest that a full convergence between these two segments is unlikely. One challenge facing marketing/creative firms is the tendency of some clients to engage marketing/creative professionals as 1099 independent contractors. Staffing firms have emphasized the benefits to clients of avoiding independent contractor compliance issues and the benefits to marketing/creative talent of having an agency handle “business side” transaction issues and payment collection. “Gig economy” platforms such as Upwork, Fiverr, Freelancer and 99designs offer an additional means by which creative professionals can obtain work. They are used by companies mainly for short term creative and design jobs. Artificial intelligence (AI) technologies and blockchain technologies are increasingly being used in marketing. AI technologies are used for delivering the right message at the right time, dynamic landing pages, personalization of content, programmatic advertising, product recommendations, predictive analytics, and campaign analytics. Blockchain is being used by marketing firms for ad display, lead generation and digital advertising. Automation is another big challenge reported by marketing staffing firms. Marketing divisions and agencies adopt automation to carry out repetitive tasks in social media marketing, to streamline marketing workflows, to minimize human error, to manage complexity of tasks, as finding talent with these advanced skills has become difficult. Looking ahead, the projected growth in marketing budgets for the next ten years and the high demand for skills suggest increasing opportunities for marketing/creative staffing. Other bullish signs include: the infusion of high-bill rates for data analysts and creative roles; the enhanced ability of marketing leaders to demonstrate the effectiveness of marketing dollars through analytics; and increasing employment of marketing specialists and marketing consultancy workers. Geographic expansion opportunities also exist in the U.S. as well as in other countries. As CMOs report “hiring the right talent” as their top concern for the next few years, there is rising demand for skills. The heavy use of ad and marketing agencies by marketing organizations has produced a bi-modal customer base for many staffing firms in this space, who must target their offerings to both traditional marketing departments and specialized agencies. The net effect of these trends is healthy demand for marketing/creative staffing services into the future. This report explores dynamics in marketing/creative staffing and workforce solutions, to inform industry stakeholders and support their strategic planning initiatives.To download the complete report, please click the link:  Marketing Creative Staffing Growth Assessment 20181214 - You do not have permission to view this object. […]

  • Skilled Trades Benchmarking Survey

    Key Findings This report includes a summary of findings from our 2018 Skilled Trades Staffing Benchmarking Survey which examines the Skilled Trades staffing market segment as a whole, along with a more detailed look at key occupational groups that comprise the segment. Of the ten skilled trade occupations, the three cited as most difficult to recruit (on a scale from 1-5 with 5 being most difficult) were plumber/pipefitters (4.5), HVAC technicians (4.0), and welders (4.0.) When asked about factors that affected demand, the tight labor market was cited by many firms as both a demand driver and inhibitor. Median bill rates were highest for HVAC technicians at $34.27. The second and third highest were for heavy equipment operators and electricians, $33.69 and $31.80, respectively. Average assignment lengths varied significantly across companies and occupations. The median assignment length was greatest for plumbers/pipefitters at just under 11 weeks. The next longest were electricians and painters with averages of ten weeks each. To download the summary report, please click the link below: Skilled Trades Staffing Survey Summary Report 20181214 - You do not have permission to view this object. […]

  • Global Compliance Trends for 2019

    Key Findings During 2018, there were significant developments in relation to laws on data protection, the classification of self-employed independent contractors, equality and family-friendly policies across the world. These trends continue into 2019, but there will also be an emphasis on equality, family-friendly rights and further restrictions on flexible forms of work. To download the full report, click below: Global Compliance Trends for 2019_20181214 - You do not have permission to view this object. […]

  • GDPR “Controller" and “Processor”: Guidelines for Intermediaries

    On 25 May 2018, the General Data Protection Regulation (GDPR) (EU 2016/679) came into effect, establishing a single set of rules on data protection for the European Union (EU), and impacting organisations doing business in Europe or handling EU citizens’ data.One of the changes introduced by the GDPR was that data processors have direct legal obligations and responsibilities for the first time and can be held liable for data breaches. Previously it was only data controllers who had such obligations and liability.If an organisation shares personal data with a third party, it is important to correctly identify which party is a controller and which is a processor, to ensure that each party complies with their respective legal obligations.‘Controller’ or ‘Processor’A ‘controller’ determines the purposes and means of processing personal data. A ‘processor’ is responsible for processing personal data on behalf of a controller. This means that the controller is the person that decides to collect, use, store and delete data; while the processor may carry out one or more of these activities on behalf of the controller.In a dynamic labour market, there are many intermediaries providing workforce solutions, to parties in the supply chain and to end user hirers of staff. The types of intermediary include temporary work agencies, direct recruitment firms, Managed Service Providers (MSP), Vendor Managed Service (VMS) providers, Recruitment Process Outsourcing (RPO), outplacement, payroll providers and background checking service providers. In such complex supply chains, personal data belonging to the staff supplied to the hirer flows between the different parties to facilitate their employment.In a typical staffing supply chain, where there are several entities including an umbrella company employer, a staffing firm and other intermediaries such as an MSP (managed service provider) or payroll provider, as well as the client employer, it may be necessary to map the data flows to determine who is a ‘controller’ and who is a ‘processor’. In this way, it is possible to identify which party is responsible for determining the purpose and means of each of the processing activities in relation to the worker’s personal data at different points in the lifecycle of an assignment. In such situations, the parties in the supply chain may be a controller in respect of one or more processing activities and a processor in respect of others.When implementing the GDPR, many organisations struggled to identify the obligations of parties within the workforce solutions ecosystem. As a result, the World Employment Confederation (WEC) has published Guidelines on Independent Controller and Processor as HR-Service Provider. These Guidelines have been developed by WEC’s Data Protection Taskforce and provide guidance on the allocation of GDPR roles in the relationship between a client and an HR-Service provider.To download a pdf copy of the Guidelines, click below: WEC Guidelines on Independent Controller or Processor as HR service provider - final - You do not have permission to view this object. Reasons for Identifying Roles as ‘Controller’ or ‘Processor’It is important to identify who is a ‘controller’ and who is a ‘processor’ for several reasons. The GDPR places direct obligations on data processors and data subjects can enforce their rights directly against data processors. A non-compliant data processor is open to sanctions, including significant fines. In addition, a processor may only process personal data in accordance with the controller's instructions as set out in a data sharing agreement or contractual documentation describing the relationship between the two.Data controllers may only appoint data processors that can show they are compliant with the GDPR. To do this, the intended processor must provide sufficient guarantees that they will implement appropriate technical and organisational measures to ensure processing meets the requirements of the GDPR.Processors have an obligation to: maintain a written record of processing activities carried out on behalf of each controller; designate a data protection officer where required; appoint a representative (when not established in the EU) in certain circumstances; and notify the controller on becoming aware of a personal data breach without undue delay. Before a data processor can sub-contract processing to a third party, the data controller must give written consent. For example, if an MSP intends to use a third party non-proprietary VMS to manage contingent worker sourcing on behalf of a client, they must first obtain the consent of the client.WEC Guidelines on Independent Controller and Processor as HR-Service ProviderUntil there is case law on the GDPR, there are no definitive answers as to who is a ‘controller’ and who is a ‘processor’. Relationships between client hirers and HR-service providers are not specifically covered by the guidance provided by EU Member States’ regulators, such as the ‘Controllers and Processors’ section of the Guide to GDPR on the UK’s Information Commissioner’s Office (ICO) website. The WEC Guidelines, therefore, provide a useful opinion from the “voice of the global employment industry” on the relationship between intermediaries in the staffing supply chain in the context of GDPR.To download a pdf copy of the Guidelines, click below:WEC Guidelines on Independent Controller or Processor as HR service provider - finalFor further information on implementing GDPR, SIA members can also download the following reports: Implementing GDPR: A Guide GDPR FAQs […]

  • Energy Growth Assessment Globally

    • Much of the oil and gas industry has survived an especially tough few years with weak demand and low prices. It has been difficult to make strategic decisions and plan for the future. Over the past year, however, the sector has re-emerged from its upheaval with production and employment steadily increasing.• On December 7, the Organization of the Petroleum Exporting Countries (OPEC) and several non-OPEC countries announced a production reduction of 1.2 million barrels per day (b/d) from their October production levels for six months beginning in January 2019. The cuts were in response to increasing evidence that oil markets could become oversupplied in 2019. This potential oversupply was reflected in recent price declines.• This report provides insights into the current energy staffing market, profiling strategies of both end-users and staffing firms.To download the complete report, please click the link below: Energy Growth Assessment Globally 20181214 - You do not have permission to view this object. […]

  • UK Salary Guide

    In 2018, median gross weekly earnings for full-time employees were £569, up 3.5% from £550 in 2017. The 3.5% growth seen this year is the highest growth in earnings since 2008. Adjusted for inflation, weekly earnings increased by 1.2% compared with 2017.Whereas median gross weekly earnings for full-time employees grew 3.5% in 2018, the median for part-time employees grew by 2.9%. This is the first time since 2012 that full-time growth in the median has been larger than part-time.This may be impacted by average full-time total paid hours increasing 0.3% in 2018 compared with 2017, while part-time total paid hours decreased by 1.2%. Mean total paid hours for part-time jobs in 2018 (18 hours) was the lowest since the time series began in 1997 .As expected there is a clear salary divide on a regional basis. In April 2018, London topped the regional list for median earnings for full-time employees by place of work, at £713 per week. The median here is £124 more per week more than the next highest, the South East (£589), and £144 more than the median for the whole of the UK (£569) . The high pay in London reflects a high proportion of its labour force being employed in high-paying industries and occupations, and will also be impacted by allowances for some employees working in the capital. In 2018, the occupation group with the highest median weekly earnings for full-time employees was managers, directors and senior officials, at £835. This was £266 higher than the UK as a whole. Caring, leisure and other service occupations was the lowest-paid group, at £374 per week. The largest growths in full-time median weekly earnings compared with 2017 were seen in elementary occupations (increased by 4.4%) and the process, plant and machine operatives occupations (3.8%) . The larger increases at the lower-earning occupations were likely to have been driven by the increase in the National Minimum Wage and National Living Wage rates of hourly pay in April 2018. The National Minimum Wage (NMW) is a minimum amount per hour that most workers in the UK are entitled to be paid. There are different rates of minimum wage depending on a worker's age and whether they are an apprentice. The NMW applies to employees aged between 16 and 24 years. The government’s National Living Wage (NLW) was introduced on 1 April 2016 and applies to employees aged 25 years and over. In 2018 the rates were as followes: £7.83 for employees aged 25 years and over; £7.38 for employees aged 21 to 24 years; £5.90 for employees aged 18 to 20 years; £4.20 for employees aged 16 to 17 years; and, £3.70 for apprentices aged 16 to 18 years and those aged 19 years or over who are in the first year of their apprenticeshipBelow is a compilation of UK salary guides, which provide more exact figures based on industry, experience, and function. In some cases, the reports are available online and others you can download them, either directly or after filling in a short form. Covering a wide range of jobs areCV-Library’s UK salary guides – up to date information on average salaries for a range jobs and industries across the UK.Hays Salary Checker – Highlights highest, typical and lowest salaries for a range of industries.Hudson Salary Checker UK – Lists Professional Services and Sales RoleMichael Page Salary Comparison Tool – See how your salary compares to the competitionMonster - Average Salary Information for the UK (Graphs)Robert Half 2019 Salary GuideThe Robert Walters European Salary Survey 2018 – Salary information and employment trends in the UK. Sellick Partnership Salary GuideSector Specific Reports include for Industrial and ConstructionThe Contractors' Salary Survey 2018The Engineer Salary SurveyEngineering Salary Survey (CBS Butler)Housebuilders' Salary Survey 2018  Reed Manufacturing Average Salary  Cross Sector Professional RolesMorgan McKinley 2018 Salary Guide Finance & Accounting2018 Accounting & Finance Salary Survey Guide - Morgan McKinleyBanking & Asset Management Salary Survey 2018 - Page ExecutiveFinancial Services 2018 salary survey - RandstadFinancial Services 2019 Salary Guide | Robert Half UKInsurance Salary Guide 2018/2019 - IPS GroupRICS and Macdonald & Company Rewards & Attitudes Survey ITCrimson's IT Salary Guide 2018IT Jobs WatchHealthcare(AfC) pay scales 2018/19 - NHS EmployersOSH Pay Survey Marketing CreativeMajor Players 2017 Marketing Week’s annual Career and Salary SurveySalt Salary Comparison ToolThird SectorHarris Hill 2018 Salary Survey HRBird Benchmarking tool Salary Surveys from TPP OtherTFPL and Sue Hill Knowledge & Information Management Salary SurveyIf you would like to see your salary guide listed here, please get in touch with the author. […]

  • Global Compliance Trends for 2019

    Key Findings During 2018, there were significant developments in relation to laws on data protection, the classification of self-employed independent contractors, equality and family-friendly policies across the world. These trends continue into 2019, but there will also be an emphasis on equality, family-friendly rights and further restrictions on flexible forms of work. To download the full report, click below: Global Compliance Trends for 2019_20181214 - You do not have permission to view this object. […]

  • Energy Growth Assessment Globally

    • Much of the oil and gas industry has survived an especially tough few years with weak demand and low prices. It has been difficult to make strategic decisions and plan for the future. Over the past year, however, the sector has re-emerged from its upheaval with production and employment steadily increasing.• On December 7, the Organization of the Petroleum Exporting Countries (OPEC) and several non-OPEC countries announced a production reduction of 1.2 million barrels per day (b/d) from their October production levels for six months beginning in January 2019. The cuts were in response to increasing evidence that oil markets could become oversupplied in 2019. This potential oversupply was reflected in recent price declines.• This report provides insights into the current energy staffing market, profiling strategies of both end-users and staffing firms.To download the complete report, please click the link below: Energy Growth Assessment Globally 20181214 - You do not have permission to view this object. […]

  • Buyer Survey APAC 2018 Full

    This report comprises both the 2018 Workforce Solutions Buyer Survey results for companies in the Asia Pacific (APAC) region, and information from previous editions of this survey, going back to 2014. A few examples of the research findings you will find in our latest survey are: Contingent share of workforce: Respondents reported a median 23% and average (mean) 25% contingent share of their total workforce for 2017. These levels are a bit higher than those in previous years. Use of supplier management strategies: Of the supplier management strategies listed in our survey, the most common by far was use of a VMS (vendor management system) with 82% of respondents noting they have one in place. Use of an MSP (managed service provider) was second, at 65%. Since 2016, the share of respondents using an MSP has been roughly flat while the share using a VMS has continued to rise. Satisfaction with suppliers: On a scale from 0 to 10 (with 10 equal to “very likely”), we asked organizations whether they would recommend their various workforce solutions suppliers. The average scores for staffing supplier, VMS and MSP were favorable, with 7.40, 7.40 and 7.38, respectively. The average scores for ATS (applicant tracking system), job board and RPO (recruitment process outsourcing) were less than favorable, with 5.85, 5.77 and 6.00, respectively. Assignment limits: The share of respondents noting they have assignment limits for contingent workers was 69%, up from 62% in 2015, (the last time asked in our survey). Among buyer that have limits, 94% have a limit of one year or longer. MSP features for statement-of-work projects: Of the features listed in the survey, the two most commonly indicated were “on/offboarding SOW workers” (41%) and “invoicing and bill-pay services” (31%). The full report can be downloaded by clicking the link below: WF Solutions Buyer Survey 2018 APAC Full Report 20181214 - You do not have permission to view this object. […]

  • Internal Program Management

    IntroductionWhen developing a contingent workforce program or re-evaluating your current program, one of the first decisions you will need to make is whether to manage your CW program internally or engage the services of a managed service provider (MSP) in some capacity. There are many evolving models to be considered. This report discusses several options for support models as well as how industry leaders determine the appropriate model for their companies. Here are the various management options: Internally managed CW program Insourced program management office (PMO) Insourced PMO with tactical services from a MSP Outsourced CW program Vendor-neutral MSP Master supplier /vendor Hybrid program Alternate models Strategic partner CW program Total talent acquisition management To download the full report, please click below: Internal Program Management - You do not have permission to view this object. […]