c i p d . c o. uk / 2 0 1 1 r e s o ur c i n g an d t al en t pl anni n g s ur v e y
RESOURCING AND TALENT PLANNING
Welcome to the teenth edition o our annualResourcing and Talent Planning survey report. Asin previous years, we provide useul benchmarkingdata or organisations on resourcing trends, costsand turnover. This year we have included new topicalsections – which we hope you will nd useul –examining the employment o younger workers, thelength o the recruitment process, the nature o jobvacancies, relationships with recruitment partners andthe use o strengthsbased approaches to recruitment.The headlines rom this year’s ndings are thatrecruitment activity remains low, yet organisationsare experiencing recruitment diculties in spite omore people in the labour market. The top reasonor the recruitment diculties is a lack o necessaryspecialist or technical skills.Strategies employed by some to try to llskills shortages include increasing their use oapprenticeships, 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 reallie example helps to bring thendings to lie and provide some practical evidenceo how organisations are reconguring theirresourcing and talent strategies or maximum eectin dicult times.
Claire McCartneyAdviser, Resourcing and Talent PlanningCIPD
Despite continued high unemployment, manyUK organisations continue to ace dicultiesin attracting proessionals 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, qualicationsand experience. At the same time job roles arebecoming increasingly niche, which only adds to therecruitment diculties 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 alwaysaced still remain current, such as a shortage oproessionals with specialist or technical skills andthe poor image associated with certain proessions.This highlights the need or UK organisations toinvest in designing a creative resourcing and talentattraction strategy now more than ever beore.
Julie WaddicorManaging Director, Hays Human Resources, theleading recruiting expert