recruitment

recruitment

More than 1300% increase in applications for some job roles. How COVID-19 has shifted demand in the recruitment market

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  1. 1300% shift in four-month period in certain sectors
  2. Year-on-year shift across all roles increases by average of 144%
  3. Candidates swapping sectors to find employment

Applicants are outweighing job vacancies, with increases as high as 1363% for certain roles in the four months from March to July, according to research from Search Consultancy.

The ratio of applicants applying for all available jobs has, on average, more than doubled during the pandemic when looking at year-on-year comparisons, with a major spike as the UK entered its fourth month of lockdown.

Search Consultancy is a provider of recruitment and executive search services to UK businesses. On analysing the market shift over the course of the year with huge increases in certain roles, pointing to a shift from a candidate-led job market to a client-led one.

Compared to the same period in 2019, the response-to-application ratio from March 2020 – July 2020, showed an increase of 144% year-on-year.

The picture is more stark when comparing like-for-like application data from pre-lockdown with those towards the end. Search looked at the number of people applying for the same roles in March and July of 2020 and the results show staggering increases, in some cases by over 1300 %

The top four roles seeing the biggest shift

 

Job title

 

Increase between March and July 2020 (%)

 

Administrator

 

1363%
Warehouse Loader

 

786%
Inbound Customer Service Advisor

 

353%
Customer Service Representative

 

329%

With demand shifting, Search has pivoted towards providing extra support for candidates with the provision of help and resources and in many instances helping them transition to completely new sectors.

From the start of the pandemic up until the end of June, Search’s specialist hospitality team placed more 400 temps into healthcare roles, and provided care homes and hospitals with kitchen staff, ward assistants and porters to meet the demand.

This was in addition to the 1,300+ health and social care temps that Search had also placed into key worker positions through its specialist healthcare division.

Dominic Starkey, Search Group Marketing Director, said:

“We are experiencing more than double the amount of applications to any job we post compared with last year. And for some roles, such as General Manager positions, the number of applications for advertised roles has jumped by over 1300%.

“This points to a UK job market that is drastically shifting from one where candidates enjoyed the balance of power, to one that now very much favours employers. It is a trend that look set to continue.

“Though Britain is slowly getting back to work, as restrictions ease, factors such as a second wave of the virus and an abrupt end to the Brexit transition period will likely see this ratio continue or even increase further.

“Employers are in a position now where they’re spoilt for choice when it comes to filling positions, but for candidates it’s an uncomfortably crowded marketplace. As a multi specialist recruiter we are well placed to help people understand their options and where they have transferable skills to explore other sectors where there are opportunities, seen by the pivoting within our hospitality team.”

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Recruitment Group announces a positive 60% client growth since March 2020

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Manchester-based Golden Egg Recruitment Group announces its significant growth across its business and staff population. Since the start of the UK lockdown, the Golden Egg Recruitment Group has grown their client base by 60%, while adding to their internal team by 15 people.

Their notable growth has been achieved through pivoting their existing business model to include flexible payment terms, offering funded payroll solutions, and providing bespoke commercial solutions to every client where needed.

“We had to act swiftly to adapt the way we do business, as we knew that the recruitment sector would be hit hard. We had no choice but to create and embrace the necessary business changes when lockdown began” says CEO Benjamin James Kershaw.
“Without using the government furlough scheme, our quick response and ability to adapt our enterprise was in stark comparison to many of our competitors, who scaled down their operations. We have been able to continue to grow by offering flexible recruitment terms to every single new client – which ultimately has led to the Golden Egg Recruitment Group securing new business and placing hundreds of candidates into roles across the UK, keeping people in work and the economy moving”.

About us
Our fresh, innovative, and bespoke working ethos means we stay one step ahead in a fast-paced environment. Drawing on the 60 years’ experience of our consultants, we match talented professionals in permanent, temporary and contract all-level roles covering all major sectors. What you see is what you get. Using a vibrant mix of enthusiasm, know-how, energy and a passion for people-placing, our no-nonsense and straightforward approach attracts businesses who trust us to build a solid rapport and to get the job done.

Our refreshing working methods are streamlined, mapped out and allow us to retain the stoic professionalism we took immense pride in building up from scratch. We make things happen – our swift operations enable us to ensure a quick turnaround and satisfaction. We are fiercely proud of our clients; their success equates to our success, and together we form formidable partnerships. Our reputation proceeds us; we’re the go-to for both organisations and ambitious professionals seeking career-enhancement. Our holistic approach makes sure each candidate is the right fit with the proper credentials.

The privately-owned firm which covers all UK market sectors offers all clients and candidates a bespoke, friendly and no jargon service. For more information: www.goldeneggrecruitmentgroup.com

For further PR and media enquiries
Holly Wood , Golden Egg Recruitment Group Ltd
Sale, UK
0161 974 7080
email: holly@goldeneggroup.com

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Recruitment firm launches new group brand and sets sights on transformational growth

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Search, the established provider of multi-discipline recruitment solutions, has embarked on a transformational growth strategy with the market launch of its new Search Recruitment Group brand.

Building on its established foundations and following a period of sustained market growth, Search CEO Richard Vickers – who joined the company from Page Group plc last year – is now leading the forward-thinking executive team into the organisation’s next phase of expansion.

The experienced and entrepreneurial board, comprising of Mark Bailey, founder and CEO of Group business Henderson Scott, and longstanding CFO Stuart Dick, are focused on delivering a trajectory of growth in every discipline of the business.  And they believe the Search Recruitment Group structure provides a platform for creating a house of specialist recruitment brands.

Utilising advances in recruitment technology, and by maximising economies of scale by harnessing knowledge from across the organisation, Search Recruitment Group will deliver specialist services aligned to key market areas.

As part of today’s announcement, the group has also revealed the integration of its existing technology divisions, Search Technology and Henderson Scott, its highly successful 2018 acquisition.

Now operating under the reputable Henderson Scott brand, the integration will create a team of 60+ talented consultants, and will offer comprehensive talent solutions, offering an improved proposition for clients and candidates across technology, cloud, cyber & IT Sales.

Two new state-of-the-art offices will also open in Liverpool and Edinburgh, broadening the Henderson Scott footprint, supporting its continued focus on high growth and emerging markets, expanding further into the UK, as well continuing its success in Europe and the US.

CEO Richard Vickers said: “Within Search Recruitment Group there are many highly talented and experienced people working across a large portfolio of industries and sectors, with best in class knowledge of their markets.

“Through Search Recruitment Group we have a platform to leverage this expertise, and deliver market-leading recruitment solutions to candidates and clients in those sectors we specialise in.

“Our aim is to maximise talent from across the group and empower our teams to really make a difference, harnessing knowledge and skillsets, helping us make a real difference as the market emerges post-Covid.”

Mark Bailey, Group board member and Henderson Scott CEO said:

“Henderson Scott leads the way in the industry and it made sense to consolidate our Search technology brand into this market leading outfit, reflecting the vision of the Search Recruitment Group board to drive growth through our technology specialists.

“Henderson Scott has many long-standing and trusted partnerships with clients, as does Search Technology, so our adoption of an integrated delivery model will provide greater choice and access to expertise, all of which will positively impact our customers and allow us to service more areas of their hiring needs.”

Coinciding with the launch of Search Recruitment Group, the business has also launched its new group website https://searchrecruitmentgroup.co.uk

 

For more information please contact Katharine McNamara at Konductor

E: ks@konductor.co.uk or T: 07966 505661

About Search Recruitment Group

Search Recruitment Group is an established provider of multi-discipline recruitment solutions, delivering specialist knowledge across niche markets. Its common purpose is to create great experiences that develop into long-lasting relationships.

For more information visit https://searchrecruitmentgroup.co.uk

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Recruitment expert extends a £5 Million staff funding lifeline

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Benjamin James Kershaw CEO of Golden Egg Recruiting apart of The Golden Egg Group extends up to £5million payroll funding line for organisations financially affected by the Corona Virus pandemic.

Launched in June Golden Egg’s Funded Staffing Scheme is on hand to support the most affected companies through these changing times. The scheme offers a financial support option for UK businesses through flexible payroll funding.

The initiative will bridge the finance gap, relieving the cash flow pressures of companies scaling up their operations while retaining their staff population.

Benjamin explains “For any business owner, making payroll is always a top priority I understand first-hand what these past few months have been like for all UK Businesses. We all have faced challenges, especially when it comes to staffing and cash flow”.

“We have put in place up to 5 million pounds worth of payroll funding to kickstart organisations of any size to payroll their staff. We can handle all payroll facilities to give businesses the breathing space and confidence to recover while continuing to operate through this pandemic.”

With many UK businesses reporting challenges in accessing government-backed loans and grants, Golden Egg’s funding initiative provides a quick and accessible route for organisations to stay afloat, to retain employees and secure their future growth plans.

“I want to support organisations to help them prevent job losses and kick start their businesses post COVID19. The funding line initiative with up to 60-day payment terms can cut through the payroll administration headaches and ease cash flow pressures to assist British enterprises to bounce back to full speed” adds Benjamin.

https://www.youtube.com/watch?v=UN0MI90Sw8s?feature=oembed

No jargon or no lengthy application process, Golden Egg’s Funded Staffing Scheme is immediately available to businesses of all sizes and across all sectors. Each funding opportunity is based upon a case by case basis and subject to credit status.

For information about the scheme and to apply please visit: www.goldeneggrecruiting.com/funding

IMAGE: CEO Benjamin James Kershaw

Media Contact Details & Further Enquires 

Holly Wood , Golden Egg Recruiting Ltd

Sale , UK

07864874625

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Staying Power: 30 Years in Construction Recruitment

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Sarah Harvey has thrived for 30 years in construction recruitment. Find out how she achieved this feat and how the industry has changed over the decades.

When I took my first construction recruitment job in 1989, I would never have imagined I would still be in the industry 30 years later. Thriving for three decades in this role is rare, as it’s such a tough, competitive environment to work in.

My time in construction recruitment has given me a unique insight on the industry as a whole, and I wanted to discuss the evolution I’ve seen and the changes I still want to see.

As we approach the end of an uncertain year, we’re hoping 2020 will be reinvigorated through political clarity. For construction talent, be it permanent or temporary staff, if you do a good job and add value, you win through.

Construction

An Improved Landscape

The industry has undergone a major image transformation over the last 30 years and has emerged as more professional and respectable. The industry we know today is process-led, policy-driven and digitalised. The culture of the late 1980s has been largely overhauled, and as a result, we all work in a more positive sector.

Whilst policy is a must in order to mitigate risk, there is a feeling that policy can be more of a tick-box exercise with the clear exception of health and safety. We have seen a complete behavioural overhaul of health and safety, and rightly so. The standards have skyrocketed, meaning workers are happier, more productive and significantly safer in their roles.

Equally, 30 years ago, there was no such thing as having records and plans stored digitally. Advancements in technology have enabled plans to be viewed in 3D, making it more efficient to plan and develop construction projects.

The concept of construction management software has also revolutionised the industry. It allows different parties to collaborate on projects with more ease, which means they can make necessary changes much faster.

We also talk about equality, diversity and inclusion, and wanting to attract more women into construction. Fortunately, how the industry treats its stakeholders is worlds apart from where we were in the late 80s.

Industry leaders who are stuck in their old ways still exist, but thankfully, they are now few and far between. They need to be as they actively deter females from the industry and cause good staff members to look for better prospects elsewhere.

Where We Need to Build a Better Industry

Culturally, the industry has improved, but there are issues that still need to be resolved. I think the way parties interact with each other has remained largely unchanged with confrontation still rife. Because of this, the industry loses talent that doesn’t cope well in harsh cultures.

Being overly tough just isn’t the right approach for today’s talent. The industry has been very slow to adjust here, despite claiming otherwise. Staff retention hasn’t improved massively over the years, but if we adapted the same zero tolerance approach to poor management as we do to health and safety, workers will be more inclined to stay in their roles.

People often tell us they feel like they’re in a straight-jacket, unable to offer ideas or honest feedback for fear of it putting a black mark against their name. Similarly, there are widespread comments that people feel like their appraisals are rushed and merely part of box-ticking process.

Whilst policy is key to compliance and risk mitigation, there needs to be a greater level of sincerity around policies. We have to take them more seriously instead of using them to simply satisfy legislative criteria.

I can still remember how fondly professionals spoke about their careers in the late 80s and 90s. Despite how far the construction industry has advanced, it doesn’t feel like workers these days have the same sense of team spirit and respect for each other.

There seems to be a worrying sense of disillusionment with how they’re treated, with company politics and what many consider to be overkill on process. Talented professionals feel stifled and that their roles are now less skilled with the growth of automation processes.

I knew many site engineers, site managers, quantity surveyors and the like who are now senior industry leaders. It seems the generation of yesteryear had a real appetite to progress, but these workers are now within a few years of retirement. As a general observation, I think those who have come through the industry in the last ten to fifteen years don’t have the same desires.

This is concerning as it poses a potential problem for sourcing future leaders and begs the question as to why people don’t want these roles. It’s highly unlikely they don’t want an increase in salary, bonuses and kudos. It’s more than likely they don’t want to deal with the complicated processes, backstage politics and blame culture that many perceive comes with career progression.

Towards the end of the 80s, late payment was rife. We still hear about poor payment issues today, which is leading to the same business failures we saw three decades ago. Payment has improved on the whole, but I feel it may have regressed in 2019. We talk about fair treatment and timely payment, but there are still behaviours that fly in the face of these principles.

Recruitment: The Success and Failures of the Industry

The recruitment industry has also evolved a great deal during my three decades in the business. When I first started out, recruitment was completely paper-based, and sales offices were smoke-filled dens of relentless, high-pressure sales activity. The role was purely phone–based and job boards were unheard of.

The way in which jobseekers look for new roles now has certainly changed. Over the last few years, I have witnessed the rise of job boards, applicant tracking systems, portals and social media — LinkedIn in particular. Previously, advertising was mostly confined to industry magazines, and anyone looking for a different job would need to look at adverts while on their tea-break.

In this digital age, I feel as though the sector has lost its perspective of what it means to be good at recruitment. I was taught recruitment from first principles, which means building up a profile of a person’s experience and aspirations through detailed face-to-face discussions.

We built trust with clients this way, as they knew we were doing our due diligence rather than just lifting profiles from social media or job boards. Today, this latter approach has sadly become all too common, and I feel it has created an inherent distrust of clients towards agencies.

There is no denying that technology is very much part of modern recruitment. I talk to many clients who are frustrated that they haven’t filled their roles when all they’ve done is placed an advert online. You don’t achieve the right results working like that, which is why we need more credible, connected recruiters who understand the industry and the people they are looking to find roles for.

Relationships are still key; they always have been and always will be. However, the skill of being able to make good judgement decisions based on knowledge and due diligence has been hugely diminished.

Technology should improve efficiency and enhance recruitment outcomes, but I think, unlike in construction, it has had an adverse effect, leading to a poorer service in general.

30 Years On — Achievements and Lessons

I’m proud to have survived 30 years in construction recruitment, and that I have stuck it out through three recessions. I’m also proud to have led two start-up recruitment businesses, one for a major player and one being my own, which has been a success for the last 18 years and counting.

I have retained many of my clients throughout my working life, and Harvey Lawrence’s repeat business levels with clients is currently running at 83%. You can only achieve results like that through hard work and adapting to an evolving industry.

Honesty has set my business apart, which goes a long way in explaining how we have formed so many lasting relationships with clients. In 18 years, we have only had one legal dispute, and we believe that our transparency is the reason why our clients put their trust in us.

Experience has taught me to keep my feet on the ground as I have seen first-hand how quickly things can change. This is partly why we are totally self-funded with a strong credit rating. My industry longevity has taught me to be prudent and cautious.

I underestimated how difficult managing a business could be at times. I didn’t factor in economic or legislative changes well enough, but I managed to get my head around the learning curve, which has led to my company thriving.

Both the construction and recruitment industries have seen positive changes over the 30 years, and I’m sure it will continue to improve. It will be interesting to see how culture and collaboration between parties will make strides towards ending conflict in the workplace.

It seems that the industry still has some work to do in creating a more conciliatory culture, one which is motivational for staff and the supply chain. However, the future looks bright, and as long as the industry is willing to adapt, we should achieve better results for all stakeholders involved.

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