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Resourcing and Talent Planning Survey 2011

Resourcing and Talent Planning Survey 2011

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Published by Shakti Awasthi
This document is a research survey of CHARTERED INSTITUTE OF PERSONAL MANAGEMENT on Talent Planning and Resoursing
This document is a research survey of CHARTERED INSTITUTE OF PERSONAL MANAGEMENT on Talent Planning and Resoursing

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Published by: Shakti Awasthi on Oct 25, 2012
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10/25/2012

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RESOURCING ANDTALENT PLANNING
Annual survey report 2011
in partnership with
 
 S  O U C I  N G AND ANANNI  N G  0 
1
2011
CONTENTS
Foreword 2Summary of key findings 41 Recruiting employees 72 Resourcing and talent management in turbulent times 203 Diversity 274 Managing labour turnover 29Conclusions 33Background to the survey 35Further sources of information 38Acknowledgements 39Footnotes 40
 
 c i   p d . c  o. u /   0  e s  o u c i  n g an d  t  al   en t  pl   anni  n g s  uv e y
2
RESOURCING AND TALENT PLANNING
fOREwORD
Welcome to the teenth edition o our annualResourcing and Talent Planning survey report. Asin previous years, we provide useul benchmarkingdata or organisations on resourcing trends, costsand turnover. This year we have included new topicalsections – which we hope you will nd useul –examining the employment o younger workers, thelength o the recruitment process, the nature o jobvacancies, relationships with recruitment partners andthe use o strengthsbased approaches to recruitment.The headlines rom this year’s ndings are thatrecruitment activity remains low, yet organisationsare experiencing recruitment diculties in spite omore people in the labour market. The top reasonor the recruitment diculties is a lack o necessaryspecialist or technical skills.Strategies employed by some to try to llskills shortages include increasing their use oapprenticeships, interns and considering sponsoringstudents through universities. Employers howeverneed to think more holistically and long term whenit comes to skills shortages, such as linking up witheducational establishments to ensure the curriculumis preparing students well or the world o work anddeveloping their internal talent pipelines aroundskills shortage areas.We eature a case study in this report rom theAssociation o Greater Manchester Authorities(AGMA). This reallie example helps to bring thendings to lie and provide some practical evidenceo how organisations are reconguring theirresourcing and talent strategies or maximum eectin dicult times.
Claire McCartneyAdviser, Resourcing and Talent PlanningCIPD
Despite continued high unemployment, manyUK organisations continue to ace dicultiesin attracting proessionals with the right skillsand experience. Hays has observed an increasingtendency or organisations, regardless o size orsector, to become more rigid with regards to thepeople they wish to recruit. Employers are lesslikely to compromise than they have been in thepast and will delay recruitment until they ndsomeone with exactly the right skills, qualicationsand experience. At the same time job roles arebecoming increasingly niche, which only adds to therecruitment diculties employers ace today.This research suggests these problems look set tocontinue and will only get worse long term due tothe rising number o young people not in training,education or employment, i organisations ail toaddress underlying problems. Added to this manyo the challenges that organisations have alwaysaced still remain current, such as a shortage oproessionals with specialist or technical skills andthe poor image associated with certain proessions.This highlights the need or UK organisations toinvest in designing a creative resourcing and talentattraction strategy now more than ever beore.
Julie WaddicorManaging Director, Hays Human Resources, theleading recruiting expert

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