Attract, Recruit and Retain Future proofing business success

Transcription

1 Attract, Recruit and Retain Future proofing business success Welcome Kevin Green Chief Executive, REC 1

2 In the next 15 minutes. Age of uncertainty Labour market Economy and politics Good Recruitment Campaign Perfect Match New research Introduce your chair for today We live in interesting times. 5 bet in March 2016 would have won 15m last week! 2

3 Economy and Politics Growth continues GDP predicted at % Interest rates remain low Productivity marginal gains Brexit two years of pain, negativity and unrest Government weak but will carry on until Brexit clarified and they think they can win Wage growth, inflation and consumer confidence a growing issue Labour Market A Reason to Celebrate 3.7 million new jobs created since 2010, net 2.7m as public sector lost 1m jobs Record employment rate at 74.8% highest since 1971 Very low unemployment 4.6% Vacancies 770k per month so demand remains strong Close to full employment but big challenges remain: Flexibility/Age/Millennials Immigration will cause major problems because 3

4 Labour, Skill & Talent Shortages are now rife 4

5 Objectives of the Good Recruitment Campaign To promote good recruitment practice to UK employers To provide a mechanism for employers to review their own organisation s performance against recruitment good practice To share innovation in recruitment and resourcing Create a network of like minded peers to share learning Resourcing the right way Good Recruitment Campaign: Benefits The campaign enables employers to manage recruitment risk, help attract talent and enhance their employer brand Employers can use the Good Recruitment Charter to drive good practice internally, and use it as a benchmarking tool Aligning business with good recruitment practice sends a positive message to potential candidates, business partners, and clients Networking meetings where good practice is shared You will receive regular information, data, case studies and research on good recruitment practice (Good Recruitment Hub) 5

6 What employers have access to: Good Recruitment Charter Comprises a set of nine aspirational principles of good recruitment Online Charter guidelines bring the charter to life, and include examples of published good recruitment guides, e.g. for line managers Research Monthly data on the jobs market to help them understand the skills and talent demands in their sector and region e.g. JobsOutlook New research around the importance of supply chain management, candidate experience, and digital work platforms Self-assessment document To benchmark their recruitment processes against the charter The Good Recruitment Hub A website with information, research, guidance and best practice in recruitment and resourcing Register of signatories A register of those organisations signed up to the Good Recruitment Campaign & Good Recruitment Charter- showing their commitment to recruitment excellence Networking opportunities The chance to network with other employers who are committed to best practice New developments Quarterly newsletter Peer review Mentoring Possibility of qualifications 20 companies who have joined in the last 6 months 6

7 Perfect match Making the right hire and the cost of getting it wrong The main questions tackled: What is the real cost of a bad hire? What are the wider consequences of bad hiring practices? What steps can be taken to enable businesses to make successful hiring decisions? Copies for you all at the end of today Why is this important? Getting hiring right is more important than ever, given the scarcity of candidates and skill and talent shortages. Bad hires occur frequently and can be very costly Making sure employers and recruiters recognise and rectify hiring mistakes is an imperative Reflecting upon past hiring mistakes will help improve recruitment practices so future hires are more likely to be successful. 7

8 Findings Employers don t realise the impact of a bad hire, or underestimate the associated costs*: 85% of HR decision-makers admit their business has made a bad hire. One in three think a bad hire in a managerial post costs their business nothing. Over 20% don t know how much a bad hire costs. Bad hires most frequently happen because: Businesses need to fill positions quickly The pool of talent accessed was too small Selection approach limited to interview *From our YouGov survey of 501 HR decision makers What makes up the cost of a bad hire? The cost of a bad hire goes beyond recruiting a new employee and has a wider financial impact. This can include: Wasted salary Increased sickness and absence Compensation/salary settlement Training Replacement costs Impact on rest of team/staff morale Loss of business/lost revenue Impact on reputation and branding 8

9 A bad hire can cost you. Getting Hiring Right Employers and Recruitment agencies Define the required skill, knowledge and attitude for the role Use different recruitment approaches to attract diverse candidates Promote flexible working with adaptive working practices Implement soft-skills assessment so interviewers are not the sole method of selection Involve more than one line manager in selection process Have a robust on boarding process so new recruits get up to speed quickly. 9

10 Introduction Angela O Connor President HR Society 10

11 Agenda Panel Session: Flexible Hiring Keynote: The rise of the humans - Dave Coplin Refreshments Roundtables Luncheon Roundtable Feedback Keynote: Creating a culture of innovation in a complex world - Matthew Syed Panel Session Conference Summary Drinks Reception Panel Session Flexible Hiring 11

12 Panel Session: Flexible Hiring Chair: Emma Stewart. Joint-CEO, Timewise Panellists: Jo Brown. Director of OD & HR, London Borough of Camden Andrew Porter. Head of Talent Engagement (Europe), Diageo Gerard Murnaghan. Vice President (EMEA), Indeed Anouska Ramsay. Talent Director, Capgemini Keynote Dave Coplin The rise of the humans 12

13 Refreshments Please take all your possessions Roundtables 13

14 Roundtable Sessions: 1. Candidate Experience Matt Burney Richard Goff 2. Employer Brand Charu Malhotra Nick Thompson 3. Diversity & Inclusion Ashley Hever Jenny Roper 4. Social Sourcing Katrina Collier Steve Ward 5. Contingent workforce Sandra Beattie Mervyn Dinnen 6. Wellbeing Peter Hogg Colin Minto 7. Cost effective recruitment Liz Banks Tom Hadley 8. Workforce planning Linda Kennedy-McCarthy Martin Tiplady BOOK YOUR PLACE NOW! Luncheon Please take all your possessions 14

15 Welcome back Roundtable Session Feedback: 1. Candidate Experience Matt Burney Richard Goff 2. Employer Brand Charu Malhotra Nick Thompson 3. Diversity & Inclusion Ashley Hever Jenny Roper 4. Social Sourcing Katrina Collier Steve Ward 5. Contingent workforce Sandra Beattie Mervyn Dinnen 6. Wellbeing Peter Hogg Colin Minto 7. Cost effective recruitment Liz Banks Tom Hadley 8. Workforce planning Linda Kennedy-McCarthy Martin Tiplady BOOK YOUR PLACE NOW! 15

16 Keynote Matthew Syed Creating a Culture of Innovation in a Complex World Creating a Culture of Innovation in a Complex World 16

17 Panel Session Emerging Talent Panel Session: Emerging Talent Chair: Kevin Green. Chief Executive, REC Panellists: Adrian Wightman. Head of Resourcing, npower Stephen Isherwood. CEO, AGR Charlotte Johns. Head of Recruitment Operations, TfL Dan Richards. Recruitment Director, EY 17

18 Attract, Recruit and Retain Future proofing business success In it to win it! Evaluation Form 18

19 Thank you Please join us for a drink 19