randstad international trends and workplace survey report

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Figure 6.5A Did you use interim staff or hire permanent staff in your department? Downturn Total 630 interim staff permanent staff Figure 6.6 Standard practices background checks in our hiring process Reference checks 83% Degree verifications 55% Background check and asessements 33% Criminal checks 33% IQ test 11% Emotional intelligence test 10% Credit checks 9% Culture fit test 8% Drug screening 4% Other 7% 3% 53% 44% 36% 60% Yes, using interim staff Not using interim staff No answer 4% Yes, hiring permanent staff Not hiring permanent staff No answer Figure 6.5B Did you use interim staff or hire permanent staff in your department? Upturn Total 371 interim staff permanent staff 5% 58% 37% Yes, using interim staff Not using interim staff No answer 17% 4% 79% Yes, hiring permanent staff Not hiring permanent staff No answer As shown in fig. 6.5A 60% of the companies within the countries that experienced an economic downturn hired permanent staff in 2012 and 44% hired employees on an interim basis. Switzerland was the country that showed the highest rate of hiring permanent staff (94%). The lowest percentages with regards to employment of permanent staff were in Greece with 46%. As shown in fig. 6.5B 79% of the companies within the countries that are in an economic upturn situation hired permanent staff in 2012 and 37% hired employees on an interim basis. Poland was the country that showed the highest rate of hiring permanent staff with 89%. Reference checks were the main standard background checks in the hiring process across all of the countries surveyed, followed by degree verifications and background checks and assessments, as shown in fig. 6.6. Drug screening tests were only performed by 4% of the companies surveyed. Criminal checks were frequently conducted in Turkey, IQ and emotional intelligence tests in Argentina. When looking at fig. 6.7 we see that bonuses, medical insurance and career development were the most common benefits, followed by a competitive salary. Specific to The Netherlands we found the pension plan to be the most common benefit offered, whilst Switzerland offers predominately flexible working options. Figure 6.7 Benefits within your organization Bonuses 67% Medical insurance 62% Career development 59% Competitive salary 50% Life insurance 40% Flexible working options 39% Disability insurance 23% Pension plan 20% Profit sharing 14% trends and innovation in the workplace Entering the second decade of the 21 st century, babyboomers are starting to retire and the outflow of talent is greater than the inflow. At the moment there are three generations in the workforce, which presents a different challenge for HR. This section gives a short overview on new trends and resources companies use to deal with different generations. When we look at trends and innovation in recruitment we can see that professional and social networks scored highest in this category, as shown in fig. 7.1. The less conventional recruitment methods, such as virtual career fairs, hosting a free lunch to chat with potential candidates or holding a contest or speed-dating-style recruitment event, were not frequently used. 53% of the respondents did not have an opinion on this matter. In Poland, virtual career fairs appeared in the top 2 new recruitment trends. When asked about the methods companies used to handle changes in the workplace, 3 in 4 respondents said they involved people in the change process and they prepared their managers/ supervisors. 1 in 2 responded that they provided 18 Randstad international trends and workplace survey report 2013 Randstad international trends and workplace survey report 2013 19 7 randstad international trends and workplace survey report Figure 7.1 Innovative recruitment methods used Social networks 28% Professional networks 28% Virtual career fairs 6% Hosting a free lunch to chat with potential candidates 5% Holding a contest 3% Speed dating version of recruitment 2% Other 3% Video resumes 2% No answer 53% 2013
adding new duties to existing jobs was the main change that has been implemented in the workplace Figure 7.2 Methods to affect change in the workplace Involve people into the change 60% Preparing managers and supervisors 60% Building up a strategy to implement change 47% Information early and often 47% Creating a “we can do better” 45% Showing people how change will contribute to their working environment 39% Initiate a follow up after changes have been implemented 37% Give people time to adjust to the changes 35% Have a mechanism in place to answer any questions regarding change 26% Acknowledge emotions 26% Reviewing compensation and performance to support the change initiative 24% Increase emotional intelligence 15% Build up strategies to for dealing with emotions regarding te changes that will be implemented 13% Other 1% Figure 7.3 Changes implemented in the workplace New duties added to existing jobs 63% Different ways of Training and Education 41% Flexible work hours 35% Nice work atmosphere/environment 35% More internal career opportunities 31% Possibility for home office 30% New leadership styles 27% Better working conditions 26% More international wareer opportunities/international exchange 22% Different wages and benifits based onalternativeoptions 16% Other 3% None 3% information for their employees early on and often and built up a strategy for implementing changes within the organisation (see fig. 7.2). Other popular methods were creating a “we can do better” spirit amongst the employees. 63% mentioned that adding new duties to existing jobs was the change they implemented the most often in the workplace, followed by offering different forms of training and education, flexible working hours and a nice working atmosphere/ environment (which was top of the list in Switzerland), as shown in fig. 7.3. Figure 7.4 Introducing new ways of working Broader and more embedded collaboration 31% Process and skill reconfiguration 28% Adapted specific technologies that make smarter working practices valuable 28% An environment in which employees equally learn and teach (learning organization) 25% Increased creative capable workforce 20% Integrated real time information into dedision making 19% Don't know 6% No answer 28% randstad international trends and workplace survey report Figure 7.5 Is your organization prepared for 3 generation work planning Fig. 7.4 illustrates that new ways of working mostly included establishing a broader and more embedded collaboration, adding process and skill reconfiguration and adapting specific technologies that made smarter working practices valuable. Creating an environment in which employees learned as well as taught came top of the list of new ways of working. 1 in 3 respondents said they were prepared to handle a workforce of 3 different generations, as shown in fig. 7.5, while the remainder could not or would not answer this question. The most commonly used HR policies for the youngest generation (generation Y) were more variation in the job by adding different work tasks (50%), flexible working hours (49%) and career development plans, as seen in fig. 7.6. Figure 7.6 Generation Y HR policy (born 1981-1999) Total 301 Different work tasks (variation in job) 50% Flexible work hours 49% Career development plan 48% Customized training programs 38% More international career opportunities 38% Involvement in research and development projects 32% Use of social networks in the company 31% Part-time options 26% Involve in company strategy 27% More leisure time 15% Possibility for sabbatical leave 15% Other 6% Figure 7.7 Generation X HR policy (born 1965-1981) Total 277 Career development plan 47% Flexible work hours 42% Offering different ways of compensation benefits 37% Home office opportunities 33% More working social events 26% Adapting internal communication strategies 25% Less time to travel to work 22% Use of social networks in the company 22% Part-time options 19% Other 5% In fig. 7.7 we see that employees belonging to generation X were offered career development plans, flexible working hours and different forms of compensation benefits. Top of the list for the more senior generation (babyboomers) were flexible working hours, work gatherings to keep older workers engaged and motivated and making them part of mentoring programs (fig. 7.8). Figure 7.8 Generation babyboomers HR policy (born 1946-1964) Total 231 Flexible work hours 42% Work gatherings to keep older workers engaged and motivated 33% Being part of mentoring programs 32% Adapt the job their doing do their physical condition 29% Re-training programs 27% Home office opportunities 27% Less travelling time to work 19% Shorter week or adapted shifts 15% Repeatedly cycle between periods of work and leisure 15% Free-lance programs 12% Other 8% 20 Randstad international trends and workplace survey report 2013 Randstad international trends and workplace survey report 2013 21 2013 36% 32% 36% 32% 33% 33% Yes No No Yes answer No No answer flexible working hours is an HR policy offered to each generation
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