Agency Benchmark Report

Critical comparisons with clients and competitors Joining the dots of the talent ecosystem...

...to help employers find and keep the people they need

talint.co.uk Executive insight

At TALiNT Partners we are committed to helping the natural partner given their investment in everyone involved in the world of innovation and helping agencies to grow. and talent acquisition become more effective. Our Talent Acquisition benchmark for employers Jason Martin, Head of Strategy at The Access was launched last year and, as well as becoming Group, shares, "At Access, we believe the an important tool to help employers understand successful agencies will be those who invest in where they could improve, it also showed itself innovation to address the critical productivity to be a useful aid in helping them prioritise Ken Brotherston, and efficiency challenges and adopt technology activities across a range of TA activities. Managing Director, that supports the complete recruitment process TALiNT Partners - from candidate attraction to cash collection." One of our key findings from last year was that the most important areas for employers were We will continue to expand and develop our creating a strong employer brand and improving benchmark programmes so they continue to their diversity and inclusion efforts. deliver a rigorous, independent and confidential way for agency owners to calibrate their services The logical extension of our employer - with both their customers and their peers. benchmark programme was to look at the £48 billion+ UK agency market to better understand Any feedback into how we make this even more where agencies both add value and need to relevant is always welcome. In the meantime, improve and we’re delighted to share our thank you to all thoswe who participated in this findings in our first Agency Benchmark report. year's benchmark programme and our expert contributors to this report. The Recruitment Agency market is faced with an unparalleled series of challenges: the economic headwinds from the US/China trade war; the uncertainty of Brexit, the rapidly changing make up of today’s workforces with sometimes five generations working side by side, the impact Benchmark of increasingly complex regulation, and, most fundamentally, the growth of direct hiring Methodology driven primarily by enormous investment in new This report uses a 'maturity model' technology. approach. Maturity models are a tried and tested way for organisations to assess The latter point is by far the most critical the current effectiveness of a function and creates an existential threat as well as a and helps them determine what whole series of opportunities for recruitment capabilities they need to acquire to businesses. It is nigh-on impossible for CEOs improve their performance. In this sector, and agency owners to make informed, business- it would have been difficult to acquire real critical decisions without some degree of TALiNT data or that which could be compared ‘triangulation’ with the markets they operate in. International’s between organisations. 2019 Top UK So, in creating our benchmark programme and Recruiters Report This benchmark can be seen as a rigorous this report, we felt it was important to look estimates the total self-assessment process. While there are at how agencies’ service offerings align revenues for the entire questions around the degree to which with the needs of employers - their clients recruitment industry organisations might overstate their scores, - and comparing the effectiveness of their (approx 40,000 they only ever see their own results, so own internal processes with peers - their companies) was £48 there would be no benefit to this. competition. The results make for truly billion in 2018, fascinating reading. compared to £45 billion Participants used the tool to assess what in 2017, emphasising needs work, rather than what was already Whilst our benchmark submissions are always the resilient nature working well. It also facilitates bigger entirely confidential, we are delighted to have of the industry. discussions with the wider team around the support of our partners, The Access Group, what is working, what isn't and what the in preparing this report. The Access Group were priorities for the business should be.

01 "Whilst the nature of the recruitment market makes it hard for direct comparisons, benchmarking is a valuable tool that can help to define best practices, identify and prioritise improvement opportunities and get an independent perspective about agency performance."

Jason Martin, Head of Strategy The Access Group

Review Contents We present key findings from each of the Benchmark's ten to improve categories and industry insight Our benchmark programme enables participants to analyse a range of activities, on how to use it... including services offered to clients and their own internal processes. One of the most 04 Year Ahead 2020 interesting overall findings is in comparing what employers care about most and 07 Outperform the market what think they’re best at: Our employer 08 Employer brand benchmark revealed that in-house teams were Becky Wilson, Editor, most concerned about Employer Brand and TALiNT International 09 The brand ambassadors Diversity & Inclusion. 10 Diversity & inclusion Our agency benchmark found, however, that, 12 flexibility perhaps unsurprisingly, recruiters believe their biggest value-add to the recruitment process is 13 Candidate experience in delivering an effective candidate experience. Perhaps more surprisingly, their next biggest 15 Made to measure strength is in ensuring a high degree of 16 Candidate advocacy compliance and adherence to appropriate employment legislation. 17 Recruitment effectiveness

So, an immediate question is to what degree 18 Consulting is king should recruiters be ensuring, at the very 19 Flex for success least, they try to address how they help with employer brand and diversity and inclusion 20 Compliance & legislation (D&I). 21 Why to comply The Benchmark programme reveals that by 23 Business analytics & strategy far the biggest challenge for recruiters is in the deployment of new technologies and 24 Intuition vs data the analytics behind business operations. 25 Systems & tech Given that the background of agency CEOs is typically sales and business development, 26 Transformational tech and, in some cases, finance, it is hardly surprising that this is a challenge. The need 27 Operational efficiency for innovation in a rapidly changing market, 28 Internal candidate attraction however, is a challenge they must take head on to stay relevant. 29 Final Conclusions

02 By far the biggest challenge for recruiters is in the deployment of new technologies and the analytics behind business operations

The need for innovation in a rapidly changing market is a challenge recruitment businesses must take head on to stay relevant

“Millennials bring purpose to the front of02 culture. We need to think differently about how we secure millennial talent. If you’re not adapting to change and embracing D&I, that is a business disadvantage." Emily Ayre, managing director of BRUIN Financial

The power of purpose TALiNT’s Agency Year Ahead event brought together 50 recruitment leaders and a panel of experts to debate challenges and opportunities in 2020

Candidate diversity and experience are top recruiters also need to think about priorities for employers, according to TALiNT’s differentiating their brand and how they use most recent Talent Acquisition Benchmark. They content to add value. are also key areas of differentiation for recruiters. BlueSky PR’s head of practice, Vickie Collinge, urged recruiters to put themselves in the shoes “Millennials bring purpose to the front of of their clients and candidates before designing culture,” said Emily Ayre, managing director of a recruitment marketing campaign. “Recruiters BRUIN Financial, winner of the 2019 TIARA need to stop being the salesperson, and become Diversity & Inclusion Award. “We need to think a thought leader,” she said. “It’s all about what differently about how we secure millennial you know. If you have a strong opinion, which talent. If you’re not adapting to change and you can back up with data and are happy to embracing D&I, that is a business disadvantage.” share, use that. But consistency is crucial, and to measure results you need metrics that aren’t Emily explained that a range of D&I initiatives, vanity based.” “Influenced by many championed by high potential leaders consumer brands and digital within BRUIN, have enabled the firm to The rise of in-house recruitment, retaining interactions, our expectations attract and retain both clients and talent. managers and consultants, and the impact of have risen. Candidate economic challenges – not least Brexit and experience has to go further to Steve Barnhurst, commercial director of Coronavirus – were key areas of concern for meet these expectations." Volcanic, led the conversation on candidate recruiters. This was still trumped by the experience in a new direction. “Influenced by challenges related to IR35. consumer brands and digital interactions, our expectations have risen. Candidate experience FCSA CEO, Julia Kermode, chaired a panel to has to go further to meet these expectations,” provide inhouse and agency perspectives on he said. IR35, which included: Clive Mills, labour manager at Transport for London; John Chaplin, With ghosting on the rise, he suggested that associate partner at EY; and Faith Doherty, recruiters consider their communication senior business partner at SThree. channels and how to give more control to clients and candidates to better connect. While Doherty explained that SThree has been focused technology and data have a part to play, he said, on , both internally and for its clients,

04 since 2017 and this has changed its relationship with employers. “This legislation gave us the opportunity to engage with people on another level and be more consultative,” she explained. EY’s John Chaplin added that, since IR35 is a board level issue, it was encouraging them to connect with different parts of the client business and understand more about where agencies can add long-term value.

Asked for their top tip on preparing for IR35, Clive Mills emphasised the importance of clear and regular communication, but also being tough where necessary. Chaplin advised recruiters to build a Exceptional Candidate steering group to lead preparation but slim it down Experience so that decisions can be made.

The final session was led by Bev White, the newly For practical advice on how to map your appointed CEO of Harvey Nash, who reflected on candidate experience, understand what digital transformation and the human element. can make it exceptional, and how to create “Technology, for me, is always about how it can candidate journeys to help you stand out, improve people’s lives,” she said. “As an industry, Access Group's guide is worth a read recruiters need to adapt, make it easier for people to work with us, have deep expertise, and solve our Read: A recruiter's guide to building clients’ problems in better ways.” Offering a last loyalty: Candidates as Kings thought on how to engage candidates, Bev added: “If you believe in people, you must also believe in purpose.”

In a candidate driven market recruiters now recognise that they cannot afford to ignore the candidate experience given it can directly impact a recruitment agency’s bottom line.

05 While recruiters are excelling at providing a strong candidate experience when placing roles, there is still work to be done when appointing internal talent

Flexible working can form part of the solution to hiring the best talent "What is it that clients are looking for from a recruiter? Those are the things that recruiters should be interested in if they want to have a better business."

Outperform the market Three industry advisers explain how TALiNT Partners' independent agency benchmark can help recruiters to gain a competitive advantage

Gary Browning, Non-Executive Chairman a recruitment CEO has to try and measure and Recruiters are constantly asking how they’re it may be different from company to company. performing against their peer group, so I think the benchmark allows you measure how they’re always looking for information around you compare to the market for those areas that key performance indicators (KPIs) to do with are most important to you. operational performance and efficiencies. For example, candidates placed per recruiter The key thing is to discuss the results with your or contractors out per recruiter. This is vital Gary Browning, Non- team and determine what you can and should for them as it’s a benchmark of how they’re Executive Chairman do to focus on those areas where you may not performing against their competitors. be as strong as you would like. If you share the key results across your business it can help What is it that clients are looking for from a ensure that everyone in your organisation is recruiter? Those are the things that recruiters focused on what’s important to you. should be interested in if they want to have a better business and certainly the diversity and John Zafar, Non-Executive Director inclusiveness of shortlists is something that This report highlights where the industry may be clients are constantly pushing and challenging. improving, and where it requires further support Denise Walker, to help you see how you're performing against Having that ability to compare against a Absolutely Business market trends. The survey helps to confirm benchmark is a sign of quality. If you saw that internal alignment by encouraging several you were performing better on diversity and people in the same company to complete it. This inclusion, you can use it to quote in pitches to makes it a very powerful insight tool regarding clients. Being able to say you're 20% better than the ability of the team to successfully carry the industry average is a key selling point. out transformation and change, based on levels of alignment. The great thing about TALiNT’s benchmark is it’s independent and recruiters are looking for that, Businesses need to understand whether they are where they can quote stats that are meaningful. growing faster than the market (performance John Zafar, Non- push) or whether the market is growing faster Denise Walker, Founder, Absolute Business Executive Director than the business (market pull). How is the The best way for participants to get maximum business changing to reflect the market? value is to be honest and objective when answering the benchmark questions. It's Any meaningful insights such as those provided completely confidential so no one else ever sees by the TALiNT Benchmark Programme are your answers. This means you would only be incredibly valuable and can really help owners, kidding yourself if you exaggerate your scores. CEOs and management teams to increase their understanding of how they compare to their Get the leadership team involved as this will peers and vitally, what to prioritise in terms of undoubtedly create a discussion about priorities actions that will make a difference in the race for to work on. These days there are so many things market share and growth of enterprise value.

07 “We have now positioned ourselves as a business that is actually helping our key clients grow by keeping their key people. 34.5% It’s a great story that I rate their employer brand want to continue telling.” effectiveness as low or medium Guy Hayward, CEO, Goodman Masson

Employer brand STILL NOT SEEN AS A KEY PART OF THE OFFERING TO CLIENTS – THIS IS A MISSED OPPORTUNITY

If you speak to most employers today, they know that a major part of hiring the best talent lies in having an authentic employer brand. With an increasing number of review sites, and people more open than ever when it comes to sharing their experiences this is more important than ever.

As partners, recruitment companies have a vital role to play here, in ensuring they effectively promote their client’s brand to prospective hires. The art here is being honest with candidates and clients, so that key messages are being shared Our recommendation? between all the parties involved. Reflect on your own brand, points of With this area being so important to employers, differentiation and key messages you it is of some concern this category scored sixth want to present to the market. What out of the ten. This gives a lower average score talent problem are you best at solving, and of 6.8 out of 10, meaning that on the whole, why are you an employer of choice in your respondents feel they are only of medium sector? effectiveness in this category. More importantly, how does your When delving into the statistics further, the employer brand as a recruiter improve the numbers reveal that 34.5% of the respondents overall perception of the recruitment feel that they are of either low or medium industry? How are you contributing to effectiveness in this area. Despite the more economic growth by improving the negative findings here, 3.4% of respondents did flow of the right talent into rate themselves at world class when it comes to organisations? their own employer brand.

If recruitment companies are unsure about their own employer brand, they are less likely to be able to promote a client’s brand effectively.

08 "We have a ‘Voice of the Organization’ cohort of approximately 50 more junior employees who are Employer Brand Ambassadors internally and externally and bring reality and authenticity to the design and delivery of our work."

Faye Woodhead, executive director of human resources at MSCI

The brand ambassadors Employer brand hasn't just become a focus in response to the COVID-19 crisis. For many businesses, getting this right is a constant focus, and has seen them invest in a variety of ways to enhance it

Craig Morgans, global head of recruitment all our employees. We also have a ‘Voice of at IWG, shares, "One of the most successful the Organization’ cohort of approximately 50 employer brand projects which I’ve been more junior employees who ratify or challenge involved with, involved taking the employer the EBC as needed. They are Employer Brand brand message to market in a live streamed Ambassadors internally and externally and event. bring reality and authenticity to the design and delivery of our work." "Delivered via multiple channels and also Craig Morgans, IWG engaging the public through live streaming, Stuart Bell, CEO and founder of Robertson Bell, employees spoke eloquently and compellingly warns, " If you don't invest in your employer on camera about their lives and – brand, your employees may not want to work providing first-hand stories of drama, with you for the long term and this can have heartbreak, courage and transformation. massive implications for client relationships and productivity." "The engagement levels were beyond any expectation with millions of potential candidates RPO, Lorien, has been working with client Faye Woodhead, engaging with the content. It also provided the Nationwide Building Society on its employer MSCI opportunity for long term engagement with brand and messaging recently. Louise Dowding, content still being consumed to date." head of marketing at the company, explains, "We see ourselves almost as the interpreter Faye Woodhead, executive director of human or translator of the employer brand. This is resources at MSCI, reveals, "We have established especially valuable when it comes to those an Employer Brand Council (EBC) that owns, businesses that may not be top of mind as an approves, directs and prioritises the activity employer of choice for tech candidates. across the whole organisation, as well as acts as a protagonist in all employer brand matters. The Stuart Bell, Robertson "Nationwide Building Society have a very strong EBC is made up of 25 senior leaders across all Bell employer brand and years of heritage but their geographies from Manila to Berkeley, Mumbai move to London is the start of a new chapter as to Geneva, London to New York, and is co- they ramp up their tech focus. Tom Portingale, sponsored by two of our Executive Committee senior employer brand manager at Nationwide, members, with two other EC members as active agrees, ‘To continue to make technology participants. faster and simpler for our 15 million members, Nationwide is in the midst of a large-scale digital "It was important to me as we set up the EBC transformation project. With a great story to tell, that it didn’t sit purely in HR or marketing having a specialist RPO partner like Lorien will and communications. While they are critical Louise Dowding, enable us to amplify this message to a specific components and partners, the employer brand Lorien tech audience base, putting us in a stronger is owned by the business and importantly, position to engage and attract tech talent.’"

09 We build recruitment websites

Volcanic’s cloud-based website platform gives you everything you need to build and manage your recruitment website, designed to boost candidate attraction and retention.

With over 1,500 sites globally, Volcanic works with companies Key features: of all sizes, from dynamic start-ups to the biggest names ● Customised design in the industry. ● CMS built for With a strong focus on driving recruiters candidate applications, and ● Google for increased conversions, optimisation Volcanic continues to push the boundaries of its web-based ● Advanced reporting platform. ● Integrations with leading CRMs Get started today. ● Employer portals ● Candidate portals Book a demo ● Client microsites 02 “Our Templeton DNA has had a positive commercial impact on each part of our business; but if I had to pick the biggest, it's our ability to help clients ‘walk the walk’ with their D&I initiatives - which supports their ongoing commercial success.” Nadeem Ahmad, Founder & CEO, Templeton & Partners 69% We build recruitment websites are confident in their ability to deliver diverse talent

Volcanic’s cloud-based website platform gives you everything you need to build and manage your recruitment website, designed to boost candidate attraction and retention.

With over 1,500 sites globally, Volcanic works with companies Key features: of all sizes, from dynamic start-ups to the biggest names ● Customised design in the industry. ● CMS built for Diversity & inclusion STILL NOT AT THE TABLE AND WON’T BE UNTIL THEY'RE SEEN TO HAVE THEIR OWN HOUSE IN ORDER

With a strong focus on driving recruiters In our employer benchmark report last year, culture (78%), to improve company performance diversity and inclusion was one of the categories (62%) and to better represent customers (49%). candidate applications, and ● Google for jobs of key importance for employers. It is therefore increased conversions, vital that recruitment companies are able to be MORE TO DO optimisation part of this strategic discussion with their clients. While the initial results from this part of the Volcanic continues to push the benchmark provide reason to be hopeful that Although the average score in this category was diversity and inclusion are improving, there is boundaries of its web-based ● Advanced reporting 7.4 out of 10, there was a wide array of scores, still a long way to go before recruitment with 3.4% of respondents rating their abilities in companies are seen as key players in the D&I platform. this area at 1 out of 10, and 10.3% rating discussion. Recruiters need to be seen to be ● Integrations with themselves as outstanding. constantly improving and hiring the right talent internally to really live and breathe this mission. leading CRMs As businesses are acutely aware, having Get started today. diverse talent in a business brings a number Also, a recent roundtable of senior HR directors, ● Employer portals of benefits. According to LinkedIn’s global Employees hosted by TALiNT, revealed that few had recruiting trends report in 2018, 78% of of diverse considered diversity in their contingent respondents said diversity was either employers report an workforce and how this can be enabled by ● Candidate portals very or extremely important, but only 83% increase in their partners. As the IR35 deadline approaches, and 53% said it was commonly or mostly ability to innovate employers look at how best to utilise their adopted. (Deloitte) temporary workforce, this highlights an area Book a demo ● Client microsites where recruiters can support both diversity and The report also found that the top reasons employer brand while tapping into the best companies focus on diversity include: to improve talent pools.

11 "Not only do flexible work terms increase employee happiness, it also increases productivity, so it's a win-win for everyone."

Steve Collinson, Head of HR, Zurich UK 58.6% are strong at offering flexible working

Employment flexibility SO-SO BUT AS CANDIDATE BEHAVIOUR CHANGES THERE IS A BIG OPPORTUNITY

There is barely a day that goes by without a news story relating to flexible working and its benefits. The CIPD reported in 2019 that 54% of UK workers work flexibly in some way, but 68% would like to work flexibly in a way that isn’t currently available. While this may sound 32% of workers are still positive, how does it translate into the not given the opportunity recruitment industry? to work flexibly by their employer, according to a Recruitment has traditionally been a sector study by PowWowNow where the more hard work and time you put Making flexible work in, the greater the results and rewards you will reap. If that’s the case, does that mean that Candidates work different hours, there isn’t much of a place for flexible working in and often want to speak to recruiters recruitment? outside of work hours. So there is a great opportunity for recruitment teams It would appear that when it comes to offering to work around the needs of candidates to flexible working for employees, this is one of the deliver for clients. areas that participants are beginning to adopt and appreciate; it was the fifth out of the ten Technology enables recruiters to work any categories with an average score of 6.9 out of time and anywhere. With a growing 10, meaning that overall, it is almost ranked as expectation to work where and how highly effective. they want, recruiters need to provide a range of working environments - What is very encouraging from these results is in their offices and outside. that only 6.9% ranked their performance as low (one to three out of ten) while 10.3% felt they were world class (ten out of ten). Overall, 58.6% of respondents felt that they were of high or world class performance in this category.

12 02 “Providing an exceptional “In 2019, it’s nice if applicants hear back candidate experience is the – even if it is: 'Thanks for the ultimate tool for recruitment application but you are not quite right.' companies to differentiate. That will probably differentiate you Ensuring the application process from 95 per cent of organisations.” is easy, engaging and with Rick Sherlock, Head of Talent Sourcing EMEA, Microsoft minimal friction produces a greater number of candidate registrations and better engagement with your agency." Alec Middleton, Product Director, Volcanic 86% are confident in their ability to deliver a positive candidate experience for clients

Candidate experience SOME THINGS DON’T CHANGE – AGENCIES STILL EXCEL WHEN IT COMES TO THE CANDIDATE

When hiring for clients, the candidate deliver a positive candidate experience for experience is vital. Not only does this ensure clients below 5. At the other end of the scale, that candidates are happy, feel looked after and 6.9% gave themselves full marks in this category. go into their new role confidently, it also ensures that clients return to use your services again and The median score in this category was 8, with again. 41% of respondents rating themselves at this level. In total, 86% believe that their ability to Advancements in technology offer recruitment deliver a positive candidate experience for companies an opportunity to interact with clients is highly effective or world class (a score candidates on a more regular basis, without of seven or above). impacting on the limited time consultants have. Whether it’s through chatbots, tailored e-shots These results provide a real note of confidence or video interviewing, technology keeps amongst recruiters in their abilities to keep their candidates engaged, and is something more candidates happy. At a time when human businesses are investing in for stronger hiring. relationships are more important than ever, it’s encouraging to see that recruiters feel that this In our benchmark, it seems that recruitment According to is one of their strongest areas in their service companies on the whole are confident in Allen Associates, offering. their candidate experience providing 63% of HR managers abilities. Out of all ten categories, this have now integrated video There should be a note of caution, however; was the highest rated category with a interviewing software into regardless of how strong recruiters may think strong average of 8.2 out of 10. their recruitment process, their candidate experience delivery is, the only compared to just 14% in way to truly validate this is by speaking to both The responses gathered reveal that only 2011 clients and candidates to discover how they rate 3.4% of respondents rated their ability to your services.

13 Data is vital Recruitment for recruitment companies lead the companies that want way in compliance to make the most and on the whole feel informed decisions for equipped to deal with future success legislative changes "We never lose sight of the fact that if employees have a positive experience while going through the recruitment process, they are more likely to become brand ambassadors.” Laurie Padua, Managing Director of Talent Collective, Alexander Mann Solutions

Made to measure Talent leaders from some of the world's largest employers explain how a tailored and measured approach is improving candidate experience - and where recruiters can add more value

Chantal Scaccabarozzi, Talent Acquisition & Debbie Lentz, President of Global Supply Chain Mobility Manager UK&I, Schneider Electric at RS Components / Electrocomponents Group

“Digital recruitment tools enable seamless “We measure the impact and ROI from the dialogue between the candidate and the candidate experience we create by assessing company, improving efficiency and transparency. our entire hiring process. We analyse the time Moving online ultimately helps avoid long it takes to make a hire, the quantity of viable periods of silence from either party during any Chantal Scaccabarozzi, applications and the decreased number of non- multi-stage selection process, enhancing the Schneider Electric viable applications, and why, and the spend cost. overall experience. "By doing so we can identify the areas we need “We have implemented an internal mobility to improve on to ensure we’re offering the best platform leveraging AI to match the candidates’ experience to potential hires and are standing ambition with existing offers, breaking out above our competitors." potential silos around a single job opening and a wide pool of candidates. Lauren Smith, Vice President, Sasha Worthington, Gartner HR practice "Through weekly analysis, the system makes Ericsson personalised recommendations for candidates “To measure the current state and across the globe, matching employee improvements to the candidate experience, experiences with the available roles and gather feedback not just from accepted individual ambitions. Hiring managers receive candidates but also those that dropped potential profiles which they can explore beyond out or were removed from different stages traditional categories and source truly diverse of the process for a more comprehensive talent." understanding of what is or isn't working. Debbie Lentz, RS Components Sasha Worthington, "Understand the time and effort investment Global Talent Acquisition, Ericsson required by the candidate, track and monitor social media sites for what they say about your “We believe that it is so important to provide organisation, and collect feedback from all timely feedback throughout the process, stakeholders in the process. whether or not candidates are successful. Where possible we expect the recruiters to provide this Collect feedback on how likely candidates are to recommend your organisation to other people in person, but due to the high volume of Lauren Smith, as a valuable indicator of how the candidate applicants for certain roles we are exploring Gartner where technology can help us.” experience is impacting your employer brand.”

15 "Candidates will tell everyone if they have a bad recruitment experience and will rarely, if ever, give you a second chance." Bev White, CEO, Gi Group

Candidate advocacy Leaders from of some of the UK's top recruiters and RPOs share insights on what is driving innovation in candidate experience and how this enhances employer brand

Bev White, CEO, Gi Group with candidates and clients. This approach is about creating advocates for us in our "In the recruitment industry, innovation different communities to build trust and brand becomes a broad term which can take many awareness.” forms. It is important to step back from the day- to-day operations and consider whether there Simon Bird, Senior Managing Consultant La Fosse Associates is a better way. That mindset drives the type of Bev White, Gi Group innovation that can make a genuine difference. “There’s only one key performance indicator “Our self-registration terminals in Gi Group that we work towards at La Fosse Associates, branches and onsite locations improve the and that’s getting back to 100 percent of efficiency so our consultants can add greater our candidates within 48 hours of hearing value through spending more time with from them. In an industry that’s so heavily candidates. This allows us to get to know them reliant on genuine relationship building and better and enable us to find the most suitable communication, this trust and reliability is role for their needs or to help them develop the Kevin Freeguard, absolutely vital.” skills for the role they want. Gattaca Sarah Peiker, Senior Vice President, RPO, “Similarly, through using an online system for ManpowerGroup Solutions the testing we do on certain client contracts, we deliver a more engaging experience for “Not all candidates can get the job, but our goal candidates with quicker feedback time, less work in providing a great candidate experience is to in analysing results for staff as well as a positive ensure that even if the candidate was not hired environmental impact and quicker reporting to that they would still want to work for the company if a future position became available. clients. Embracing these tech innovations where Simon Bird, La Fosse relevant has benefitted all groups.” Associates "This translates to the candidate receiving Kevin Freeguard, CEO, Gattaca frequent and meaningful feedback and communication during each step of the “All recruiters need to build their brand around recruitment process. their ability to find the right job for the right person to attract the right candidates. Data has a "Hearing specific feedback on why they may not role to play in profiling and placing them.” have been selected can also inform how they might improve their chances for future positions “Gattaca is defining its employer brand around Sarah Peiker, and ensure they remain a potential candidate in a focus on building a lifetime relationship ManpowerGroup the pipeline for that company.” Solutions

16 "We benchmark our service by using net promoter scores across all of our brands. We ask candidates and clients whether they would use us again, as developing long-term relationships is an important part of our culture."

Zoe Morris, President, Anderson Frank 75.9% are confident in filling positions for clients

Recruitment effectiveness NOT AS GOOD AS WE WOULD HAVE EXPECTED – CANDIDATE SHORTAGES OR SOMETHING ELSE?

How well are you, as a recruitment partner, able their ability in this area was of medium to fill positions on behalf of your clients? While effectiveness. No participants believed they this may be a recruiter’s primary focus, it does were low performing in this area. With 75.9% not come without its challenges in today’s world. rating their abilities at either highly effective or world class, this is one of the areas where From ever-increasing skills shortages and rising participants felt most confident. employment rates to legislation changes, there are a number of factors that can affect a It is perhaps concerning that, despite this being recruitment company’s ability to source A Jobvite survey of vital importance for success for recruitment and place the talent both they and their from 2019 revealed that companies only 3.4% of respondents rated clients need. 74% of recruiters believe themselves as world class in this area. hiring will become more It would appear, however, that despite competitive in the next 12 As recruitment companies are noting, however, the curveballs and challenges that keep months today there is much more to their role than being thrown in the recruitment industry’s simply filling roles as quickly as possible. Instead direction, it continues to thrive. The average clients and candidates are looking to build up score here was an impressive 7.6 out of 10, the meaningful relationships with recruiters that third highest in the benchmark, meaning that focus on a real partnership between the parties when reflecting on their abilities, recruiters feel involved. they are highly effective at filling positions for their clients. To be successful, more recruitment companies than ever are honing their skills as consultants, In fact, this category had the highest low score who can work with clients, rather than simply (4) of all the topics covered and just 17.2% felt focusing on transactions.

17 “You are only as strong as the weakest part of your recruitment process, so without feedback and guidance, how do you know what your suppliers are saying about you to potential applicants?" Jacqueline Weller, Associate Director, Ignata

Consulting is king Agencies need to demonstrate their expertise in employer brand and candidate experience to deliver more recruitment effectiveness and value to clients

Malwina King, Director, Sigmar brand. As a result, it is important for clients to “Finding candidates for clients is only the ensure that suppliers are adequately briefed on beginning of a complex game that recruitment culture, values, unique/key selling points and proves to be. Firstly, it’s about finding the right selection processes to ensure the client brand is candidate for each position and for each client. protected. Companies should really evaluate We see it as a match of four key areas – skill suppliers to ensure candidate satisfaction is part (ability), will (attitude), culture and LQ (learning of a measure of success. Malwina King, Sigmar quotient and one’s ability to keep learning). “You are only as strong as the weakest part of “Secondly, customer experience is key for both your recruitment process, so without feedback sides of recruitment process – for clients and and guidance, how do you know what your candidates. Thirdly, it is about trust, suppliers are saying about you to potential transparency throughout and respect of applicants? It is vital that clients formalise a level everyone’s unique and personal circumstances. of standard they expect of their suppliers to encourage a positive behaviour and act as “In order to assist our clients best, we need to ambassadors.” see around the corners and tailor our strategy as Jacqueline Weller, well as everyday activity. When working on Ignata Craig Morgans, Global Head of Recruitment, exclusive assignments, in partnership and as a IWG de facto extension of the client, we have near “We’re currently in the process of selecting our 100 per cent delivery and satisfaction rate. We new global recruitment and brand partner at are able to get the full insight into clients’ IWG. Having worked very closely with a brand current needs and future plans and fit well with partner and RPO for the last five years in a the overall business strategy. previous role (TMP/PeopleScout), there are a number of factors that differentiated them and “We can laser focus our approach to the market, made the partnership successful. Obviously, a access unique gene pools of candidates, use Craig Morgans, IWG track record of building compelling employer purpose built methodology and specific brands and a focus on candidate experience are capabilities frameworks to assess talent, look prerequisites. after employer branding and as a result deliver talent that is not available via the traditional “However, whilst they had robust processes and advert/application method. It is the partnership, methodologies, they built a bespoke team to mutual understanding and transparency that meet our individual needs and took time to make the biggest impact in terms of our ability deeply understand our business and therefore to find best talent for clients.” our challenges. But above all else they championed innovation, wanted to push Jacqueline Weller, Associate Director, Ignata boundaries and would consistently challenge my “As a supplier, we recognise that we are acting as thinking. All of this has been critical when an ambassador for our clients so that we can identifying a potential long-term partner, to assist their internal recruitment/talent team in support our journey in the development and identifying, engaging and communicating their execution of our employer brand.”

18 "During the trial of our 4 day week, we experienced a 25 per cent increase in productivity, a 40 per cent reduction in short term absences and 87 per cent of the team said their mental health had improved."

Flex for success Months in lockdown has shown employers and agencies that remote working can enable teams to be more productive

Alice Morton, Director of People, “During the trial, we experienced a 25 per cent Goodman Masson increase in productivity, a 40 per cent reduction in short term absences and 87 per cent of the “At the core of how the workplace is changing is team said their mental health had improved. the desire from people to have greater flexibility I think everyone appreciates that extra day, around when and where they work. This is what whether they spend it on “life admin”, with their we wanted at Goodman Masson and we have kids or working on other personal goals. now made it happen. Alice Morton, Goodman Masson “We kept the four-day week in place during “Last year we engaged with Timewise and Karen lockdown and I’ve been incredibly impressed Mattison MBE to help us understand how we with how well the team have performed could introduce flexibility within the recruitment remotely. We’re now working on implementing industry. We started a pilot within two business proper remote and flexible working policies areas (totaling 40 people) which ran from for when we’re ‘back to normal’ and I would January to July to help us design our approach encourage all businesses – particularly those to flexible working. We learnt what worked and who are target-driven – to do the same. what didn’t, which allowed us to write a set of guiding principles. David Stone, MRL "It’s important to keep asking what you can Consulting Group do to create the best working environment. “We have added ‘How to manage flexible Employees increasingly want more autonomy working and performance’ as a module to our over when and where they work – businesses management training programme. We have also are going to need very good reasons not to offer invested heavily in technology and our systems, more flexibility.” making working from home the same as if you were in the office. We can flex our hours to whatever suits our day. The COVID crisis has taught us that this approach can and does work.”

David Stone, CEO and Founder, "We can flex our hours MRL Consulting Group to whatever suits our “In May 2019, we decided to trial a four-day day. The COVID crisis working week, with no reduction in targets or . Following a successful trial, we made has taught us that this permanent in December 2019 and MRL this approach can and employees no longer work on Fridays in our offices in the UK, France and Germany. does work."

19 02 "With the next significant IR35 change looming, agencies are understandably concerned about how they’ll be impacted and where responsibilities lie. Recruiters need to rely on Pay and Bill experts for compliance peace of mind to take care of these challenges."

Richard Cleaver, Legislation Manager, Access Group 51.7% are confident in their ability to respond to compliance and legislation changes

Compliance & legislation WHO WOULD HAVE THOUGHT? A REAL COMPETITIVE ADVANTAGE

It's unlikely there is any recruitment company in across our benchmark categories with the UK that hasn’t felt some impact from the participants, overall, very much in the highly increase in compliance and legislation in recent effective section of the scale. This was also the years. category with the highest number of participants rating their performance as world class; 13.7% While there are many that simply describe gave themselves ten out of ten in this category. these introductions as taxes that impact on a company’s bottom line, others have seized the Only 3.4% rated their performance as low opportunity to assess and improve. This may not effectiveness. Perhaps the most impressive have been an easy process, particularly with the finding for this category is that 51.7% of range of issues to consider, from IR35 and GDPR participants gave their overall score as either to Right to Work in the UK. and nine or ten.

These companies, however, are beginning to These findings are good news for the industry as reap the benefits, whether through the quality it aims to raise standards and become more of their data, using the Levy Research by Crown professional. It’s encouraging to see recruitment to invest in training, or simply being able Records Management companies taking the time and effort to to go to market as a compliant and suggests that, a year later, understand the importance of compliance, and ‘in-the-know’ agency. 75% of organisations could the benefits this can bring to the business. be struggling with GDPR If the results from the benchmark are compliance What the industry needs to be doing next is anything to go by, it appears that recruitment promoting this knowledge and commitment to companies on the whole feel equipped to face compliance; this is something both clients and new compliance and legislation changes. The candidates are looking for from a valued partner average score of 7.8 was the second highest today.

20 "Clients worldwide are now regularly stipulating how they want contractors engaged, so being able to promote a depth of local solution knowledge will be a valuable sales tool.” Michelle Reilly, CEO, 6CATS International

Why to comply How can recruiters stay on top of compliance, in the UK and internationally, to gain a competitive advantage and deliver more value to clients?

Michelle Reilly, CEO, 6CATS International and and what actions they needed to take in light of Founder of 6CATSPRO the delay.” “Agencies who step up and promote their knowledge will have a competitive advantage. Lisa Meredith, Group Head of Compliance at End-users/clients worldwide are now regularly gap personnel stipulating how they want contractors engaged, “Within gap personnel it is clearly understood so being able to promote a depth of local that every individual is responsible for upholding solution knowledge will be a valuable sales tool. Michelle Reilly, 6CATS compliance principles as part of our ethical International practices. To support this we have a central “There are some who aren’t up to date in terms compliance team who are mobile across our of compliance from an international perspective, national network, each with their own but it’s not through a deliberate choice. In many specialism within compliance, for which they are instances, it’s simply a case of not having the responsible for ensuring they are up to date with network or resources to deal with legislation the latest regulatory requirements, and changes on a scale or at a rate that’s required. delivering the necessary training and upskilling Business owners’ attitudes is what will define to our operational teams. how well equipped a recruitment company is. Communicating from a ‘Top Down’ position, Stephen Rookes, NES “We invest heavily in both our internal having a genuine understanding of the real- Global Talent compliance team, and training and development world implications of non-compliance, and a programmes for our employees, which enables commitment to utilise expert partners will be them to advise our customers on changing crucial.” legislation and requirements. We offer clients compliance training sessions and professional Stephen Rookes, Group Commercial & Legal advisor workshops on areas such as proof of Director, NES Global Talent right to work, the Apprenticeship Levy and “Our global structure means we are well GDPR, and legislation specific documentation equipped to respond rapidly to any compliance with guides that explain upcoming changes and and legislation changes wherever or whenever Lisa Meredith, gap discusses their implications.” they occur. We have over 30 dedicated personnel compliance personnel delivering expertise in Jason Martin, Head of Strategy at The Access commercial & legal, risk, HSE, quality, data Group protection and insurances. "With the constantly changing legislation and with new options for extensions and delays, it’s “Local NES teams keep fully abreast of regional especially hard to keep track right now. On top legislation changes and can use our global of that managing arrangements which infrastructure and support teams to respond so many are dealing with can be a challenge. appropriately and comprehensively when Our advice to recruitment businesses is to lean required. In the UK, for example, when IR35 was Jason Martin, The on their pay and bill providers to handle to this delayed, I was able to draft an immediate Access Group to ensure compliance with the HMRC and other communication to all NES Global Talent clients regulations and free them up to focus on and contractors on how this would affect them delivering more value to clients."

21

03 "We now have access to far more data than ever before, and with innovative tools to manage and understand this information, it becomes a goldmine of opportunity. " Charlotte Lewis, Head of Technology - Vencuro, Morson Group

"Using data to form your strategic plan allows for a more informed decision making process and greater 10.3% efficiency. A good mix of are not confident in relating Google analytics, combined business analytics to their overall strategy with activity data ensures consistency and creates actionable insights for better business practice"

Alec Middleton, Product Director, Business analytics Volcanic & strategy IF YOU’RE NOT MEASURING, IT’S NOT GETTING DONE

With companies today having access to more data than ever before, there is an increased focus on the benefits that analytics can bring. Only by understanding the data companies have access to can they use this to influence future business decisions.

When participants in our benchmark were asked how their business analytics activities drive their Why trust the stats? strategy, it seems that this is not an area where the recruitment industry is leading. Recruitment remains a people-focused business, so recruitment leaders may be With an average score of 6.0, this was the lowest looking for different influences when it average of any of the benchmark categories. comes to their data strategy. But the growing availability of relevant data, and the impact it This was the category with the highest can have on efficiency and improved service, percentage of respondents who rated their makes it an important tool. performance as low at 10.3%. No respondents considered themselves as world leaders and only While not all decisions should or need to be 37.9% rated their effectiveness as high (7 to 9 driven by data and statistics, this can provide out of 10). an objective reference point that those involved in the day-to-day running of the The same percentage gave themselves 6 out of business may not have realised. If 10 in this category. This could highlight that utilised correctly, it can lead to respondents are cautious about how successful businesses being able to make they are, but do appreciate it is an issue for practical decisions that will consideration. support success.

23 "Data is the lifeblood of any organisation and the recruitment industry is no different."

Intuition vs data Easier access to more meaningful data is enabling recruiters to make more informed strategic decisions, but is there still a place for intuition?

Mark Dorman, CEO, SThree acronym “QQDM” – Quality, Quantity, Direction, and Mentality. You can have all the quality and “SThree is very much a people business blending quantity in the world, but if you aren’t looking at a data-driven approach with an understanding the data and send it in the wrong direction with of underlying human elements. Balancing the right mentality, you’ll not maximise your those aspects is key. Built on data and analytics, earning potential.” the cornerstone of our strategy is having an Mark Dorman, SThree unrivalled understanding of the markets we William Geldart, Brand Lead & Marketing operate in and flexing our geographical footprint Manager, BPS World to meet changing demands. Insight continues to drive our strategy. “Data is the lifeblood of any organisation and the recruitment industry is no different. We need to “Research carried out with our global client be able to identify candidates, spot trends and base, alongside our internal data, shows a clear monitor the recruitment lifecycle with speed and pent-up demand for people with STEM skills. By ease. However, it’s pointless having a shiny tech stack if it does not deliver actionable insight. understanding talent demand hotspots, we are Scott Richardson, ready to respond. We’re using data to analyse Harrington Starr and predict increases in demand across markets “In early 2020, we implemented Microsoft and geographies. This is a critical component in Teams. This gives us visible data on improved ensuring that we have the right people with the employee mobility, communication, and content right skills to adapt to changing needs and seize collaboration. This is a favourable outcome the opportunities around us." following a strategic decision to make Teams our core communication, collaboration and Scott Richardson, Global Head of Marketing, compliance tool. We have found that from a Harrington Starr standing start, 45 per cent of employees now William Geldart, use online files to collaborate. This is above our “Maybe it’s the old romantic in me but I still BPS World peer benchmark (c.20 per cent) and helps each get excited by ‘out of the box’ recruitment. person save two hours per week. The special touches that make the difference between a top salesperson and the elite. No “Meanwhile, the insight we glean from MS data point will tell you about the book that helps Power BI enables account directors to spot any a hiring manager solve an issue they were having recruitment bottlenecks and closely monitor with their garden that opens up an account, performance over time. We also share these or the limited edition snack that your US client analytics with clients, enabling partnered hasn’t been able to get their hands on since decision-making that is in line with our shared heading to these shores. direction.

“However, in order to get to the stage where “Finally, the other most impactful tool we utilise the ‘magic touches’ really make a difference, a is HubSpot. Utilising the platform as an end- recruiter should be using all the tools they have to-end Website and CRM tool, we are able to access to in order to get to that upper echelon make key sales and marketing decisions based of the billing table. To ignore empirical data is to on trackable and measurable evidence. The turn your back on the key to the city. reporting offered by HubSpot is invaluable in driving our strategic approach to targeting “At The Harrington Starr Group, one of the specific personas, companies, locations and key mantras at the core of our training is the industries.”

24 “Think bigger than focusing on a single problem, a single system or siloed department. Consider the ideal process the business needs and then what best-in-class technology can truly deliver that process." 55.2% Jason Martin, Head of Strategy, The Access Group reported low confidence in assessing and implementing new technology

Systems & technology LACK OF UNDERSTANDING IS NO EXCUSE – YOUR RELEVANCE (AND SURVIVAL) IS AT STAKE

As has been touched on in other categories in medium effectiveness. Only 20.1% gave a score this report, technology is playing a bigger role of either eight or nine out of ten. than ever before in the workplace. By using this effectively, recruitment companies can save These results are concerning; with over half time, increase profits and see their business run rating this at low or medium importance, this more seamlessly. suggests it is either a non-business critical issue or of only medium importance. There is, however, an air of caution here, with an element of fear that certain technologies may A survey by Gallup earlier in 2019 revealed that one day replace the role of the recruiter. Using technology to 67% of UK employees expect the demand for While these concerns are understandable, stay in contact with their work to increase in the next three years the human element in recruitment is candidates through the due to technological changes. 60% also feel they vital, and by utilising technology, recruitment process could help need to develop their current skills to stay recruiters will be able to do what to address 'ghosting' - where relevant. they do best: build relationships. candidates fail to get in touch to explain that they will not be It is therefore vital that recruitment companies The results of the benchmark, however, attending job interviews or are implementing the best technology possible seem to suggest that recruitment companies their first day of work to support employees and help them to retrain are yet to see the full potential of technology. and remain relevant. It can also support the When asked how well they are able to assess overall productivity and efficiency of a business. and implement new technology to support the business, this was the second lowest across the Plus, it can help with attracting, placing and ten categories. With an average score of 6.1, no screening more candidates, paying contractors participants believed they were world class in and workers, billing clients, and managing this area (ten out of ten). accounts. By avoiding the impact technology is already having, businesses are making Over half of respondents (55.2%) rated their themselves less future ready, and more performance in this area as of either low or vulnerable to becoming irrelevant.

25 Transformational tech Talent tech is enabling recruiters to better fulfil client needs, source and support the right candidates, and make consultants more productive

Danny Brooks, CEO, VHR providing more scope to introduce these “We purchased a marketing system for our candidates to more than one client. marketing team, which grew from one person to seven in the past three years. Communication “Managers use NorthStar to track the team’s and a positive, consistent experience of the activity and conduct more regular one-to-ones recruitment process is paramount, especially as using the data on screen. The next phase of the we support clients and candidates of multiple NorthStar rollout will enable senior leaders to Danny Brooks, VHR nationalities with different language and location track their financials as our management requirements, including migrant workers. accounts are uploaded so that they can interpret the data using innovative visuals.” “The system also allows us to tap into exactly what our clients and candidates want from us Adam Cave, Managing Director, Murray and how we can best serve them. Our marketing McIntosh team can work closely with our recruitment “Technology is causing the recruitment process consultants to deliver industry research, to experience a shift in the way talent is sourced, guidance and best practice advice across our screened and hired. From intelligent profile blog and social media channels. Aligned working Maria Vavoulas, sifting and career development monitoring to practices have seen our website traffic double in The Hive video interviews, we use technology to enhance 18 months and our LinkedIn followers our value at every step. Used wisely, these tools skyrocketed by 68% in the past year, meaning we can help us dive deeper into a market, identify have a total active candidate network of over hidden talent and communicate more efficiently 60,000 across our social media channels.” to ensure we are qualifying from the broadest pool possible before creating a shortlist. Once at Maria Vavoulas, COO, The Hive selection stage, video interviews are the most “Our latest investment was in a people and data obvious technology that stands out. In today’s analytics platform, NorthStar. We wanted to world of remote working their value has been combine financial data reporting, performance Adam Cave, highlighted and now is the time to maximize analytics and our appraisal process all on one Murray McIntosh their potential in improving the efficiency of a platform. The consultants are able to manage hiring process. their own desks and be fully accountable for the end to end process as NorthStar provides “A well-developed interview platform can reduce business insights on CV send data, interviews, the time to hire by replacing the first round of business development calls, new jobs picked up interviews. Introducing a ‘video snapshot’, and much more. It does not simply report the alongside a CV, allows a client to incorporate a number of CV sends, it will provide a list of cultural assessment of a candidate’s suitability candidates that you have only sent to one client, into their decision of who to bring forward.”

26 03 "In 2019, we will get £5.5 million in net fees from businesses that didn't exist 18 months ago. This is from people that were successful with us."

Luke Williams, CEO, Ignata

62.1% feel able to achieve their financial targets

Operational efficiency & financial performance THE DISCIPLINE MIGHT BE STRONG BUT THE MARKET IS TOUGHER

Financial success is one of the key markers of rated themselves as world class (ten out of ten). strong business. Those businesses with strong Looking at those who are confident with their and growing profits are most likely to stand the financial performance, 62.1% revealed that they test of time while also attracting and retaining were either highly effective or world class. the best talent. These results may not be as positive as Financial success, however, isn’t a given, and to expected, particularly considering TALiNT makes those crucial gains against competitors, International’s findings that the total revenues recruiters need to find innovative ways to excel. According to from the UK’s top 825 recruitment companies In our benchmark, participants’ effectiveness TALiNT had risen to £39.7 billion. It estimates the at achieving their financial targets was the International's 2019 Top of the entire industry in the region of seventh lowest of the ten categories. UK Recruiters Report, the £48 billion. Finding ways to improve operational turnover of the largest 100 efficiency will help to improve profitability and The average score here was 6.8, meaning that companies has increased overall financial performance. overall participants saw themselves as towards from £25.1 billion in the high end of medium effectiveness in this 2017 to £26.6 billion As the comments in our executive summary area. While only 6.8% rated themselves as low in 2018 highlight, recruitment companies face a whole effectiveness, 3.4% rated gave themselves 1 out range of challenges, all of which can have an of 10 in this category. impact on financial performance. This is certainly an area recruiters will be keen to At the other end of the spectrum, 3.4% also monitor, to see how their results compare.

27 02 "Potential workers want to know 'what's in it for them' and this includes knowing that they have a supportive management team and are working for a business that is set on growth, not only for the company but for the individual too." Jim Ryan, CEO, ERSG 59% are confident in their ability to attract and select internal candidates

Internal candidate attraction & selection FURTHER WORK NEEDED - THE BEST TALENT IS VITAL FOR BUSINESS SUCCESS

The talent a business has is the difference their performance as high. between simply surviving and thriving. This has never been more true than in a people-focused Despite almost 60% of respondents rating their sector such as recruitment. It is the staff a abilities as high when it comes to attracting and recruitment company has that builds the selecting talent, it is of concern that, in an relationships with clients and candidates that industry that is all about selecting talent for lead to success. clients, recruiters themselves are struggling to find the staff they need. So, you would expect that this is an area that participants would be constantly improving. ATTRACTING TALENT The recruitment industry offers a whole host of But, when asked to rate their effectiveness at opportunities for those that choose to join it, attracting and selecting candidates for their own from the commission structure and rewards company, this category was the eighth lowest available, to the chance to progress quickly. rating out of the ten. The average score here was only 6.7 out of 10. This was one of only In recent years, there has been an increase in three categories where no participants According to research the number of recruitment companies looking to rated themselves as world class. This from reed.co.uk, 73% raise the profile of the industry and make it highlights an issue recruiters may be would alter their more professional. It is through work like this having with finding talent. relationship with a that recruitment businesses can attract the best brand because of a talent possible. This is certainly one area that Out of the responses, 6.9% rated their negative recruitment recruitment companies need to be focusing on if abilities as low, and overall 41% felt they process they want to be successful in the months and were of either low or medium effectiveness. years ahead; without the right talent, a business There were, however, the other 59% who rated simply can’t survive.

28 03

"The best of the medium- sized businesses can easily compete with their much larger competitors." Ken Brotherston, Managing Director, TALiNT Partners

7.8 vs 9 the highest average scores across the 10 categories for medium sized and large businesses

Final conclusions BIGGEST IS BEST…WELL, NOT EXACTLY

Our benchmark programme is designed and lowest scores against their bigger primarily for businesses with Net Fee Income/ competitors. Gross Profit of £5 million and above. However, we also wanted to see if there were significant This seems to suggest that the best of the differences between those medium sized medium-sized businesses can easily compete businesses (£5-50m) and the largest business with their much larger competitors. (£50m+). Ken Brotherston, So, in summary, the recruitment sector clearly Perhaps unsurprisingly the biggest businesses Managing Director, doesn’t have to look far for its challenges and scored higher in every category, with the biggest TALiNT Partners that’s unlikely to change anytime soon. Equally, differences being in the use of business analytics those businesses that can find that difficult and operational efficiency and their ability to balance of delivering a great service to attract and retain their own talent. candidates and clients, optimising their internal processes and, crucially, using business analytics The smallest gaps were in delivering a great and effective deployment of tech to drive candidate experience and recruiting innovation and stay contemporary, are likely to effectiveness. Given that smaller businesses are get even stronger. likely to be more niche, this seems to make sense as well. Thank you for taking the time to read our report. Whether you agree or disagree with its This doesn’t, however, tell the whole story. findings, we hope it's made you think. And of When we look at the range of scores, there is a course, if you haven’t already, we’d love for you much wider range for medium-sized businesses. to participate in the benchmark itself: https:// For example, more of them scored the highest agency.benchmark.talint.co.uk/

29 02

Access helps recruitment businesses with everything from candidate attraction to cash collection.

Access Recruitment CRM, together with Access Screening, Access Pay and Bill, Access Analytics and Access Financials, and more recently – Volcanic, collectively form our candidate to cash product suite.

By bringing together best in class products we can improve productivity and efficiency across your entire agency. This connected and collaborative way of working brings together every department within your business – giving you the freedom to spend more time with candidates and clients.

Find out more about how we can help your business - www.theaccessgroup.com/recruitment-software

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