randstad international trends and workplace survey report

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key findings I General This salary, benefits and workplace trends report presents the results of a series of in-depth interviews conducted among 1,001 key decisionmakers at companies in 8 countries. Fieldwork took place between October and December 2012. The Manufacturing/Industry, Services, Computer/ Software services/Internet and Financial services sectors constituted the largest groups in our sample, followed by organizations defined within the FMCG and Healthcare/Medical/ Pharmaceutical sectors. The industries varied from country to country as some focused on specific sectors, such as Chile on Engineering and Services, for instance, while Switzerland focused more on the Computer/ Software Services/Internet sector. 45% of the companies interviewed had up to 100 employees, 43% had a workforce of more than 100 and up to 1,000 people and 12% were an organization with more than a 1,000 employees. 63% of the organizations surveyed generated a turnover up to 50 million euro within their country. Overall (globally), 41% of 801 companies were organizations with a turnover > 500 million euro, which indicates they were (part of) a multinational organization or were associated with one. When looking at the participants’ profiles in more detail, we see that the most common job title (37%) was ‘Manager’, followed by ‘Director’. Most of the respondents were working within HR (58%) and found their current position mostly through professional contacts/referrals (29%) or by means of recruitment companies (15%) and internal promotion (14%). Respondents tended to keep abreast of business trends via networking (58%), professional networking sites (52%) such as LinkedIn and professional associations (50%). Newspapers, trade journals and web-based sources (blogs, newsletters, etc.) also scored reasonably highly. 81% were a member of LinkedIn, 52% had a Facebook account and 1 in 4 used Twitter. Respondents use these social networking sites mostly to expand their network (72%) and to connect with friends and family (48%). They also used it to recruit or to look for new job opportunities. The networking methods most commonly used were attending conferences/conventions (57%), professional networking (54%) and social networking sites. 1 in 4 also used sector-specific organizations (federations, etc.). II HR and challenges The key productivity challenges for 2013 within the companies in the different countries surveyed were developing leadership skills for the next phase of growth (49%), filling critical vacancies created by business expansion (30%), government legislation impacting workforce flexibility (30%) and making up for the lack of specialist skills to drive innovation (24%). The lack of specialist skills to drive innovation was frequently mentioned by respondents in The Netherlands and Switzerland. 2 randstad international trends and workplace survey report The top 3 challenges identified within HR were: 1. increasing performance and productivity 2. retaining top performers 3. avoiding losing top talent to competitors The most important leadership competencies for managers to obtain in this year’s survey were the ability to: 1. motivate and inspire others 2. adapt to changing business demands 3. analyse problems and solve them Additionally, we identified that only 1 in 3 respondents believed that their managers or employees had the ability to effectively adapt to changes in business demands. To address the issue of shortage of skills, companies would conduct education and training programs (60%), followed by offering more flexible working options for employees (24%) and increasing the number of hired contractors (21%). At country level, companies sometimes dealt with other priorities. Organizations in Switzerland and Chile indicated that they had to focus on hiring talent from other countries. III Employment and recruitment strategies 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 percentage with regards to employment of permanent staff was in Greece: 46%. 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%. 44% of the organizations said they estimated attrition rates to be the highest with employees that had been with the company for longer than 5 years on average. 1 in 3 organizations believed they had the ability to attract top talent. The main reasons the organizations failed to attract talent were strong competition for available talent, lack of internal career opportunities and uncompetitive salary and/or benefits. Recruitment companies, employee referrals, company websites, print advertising and job boards were the primary sources when recruiting talent. For those respondents that used social networking sites, 48% claimed they were successful for recruiting and used them as their channel when looking for staff-level employees or management candidates. Reference checks were the main standard background checks conducted in the hiring process, followed by degree verifications and background checks and assessments. Criminal checks were frequently conducted in Turkey, IQ and emotional intelligence tests in Argentina. Bonuses, medical insurance and career development were the most common benefits within the organizations. Specifically for The Netherlands we found the pension plan to be the most common benefit offered, whilst Switzerland offered predominately flexible working options. IV Trends and innovation in the workplace Professional and social networks were seen by 28% as a new trend in recruitment. 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, although in Poland virtual career fairs appeared in the top 2 new recruitment trends. To manage changes in the workplace 60% of the organizations prepared their managers/supervisors or involved people in the change process. Other changes implemented included building up a strategy for implementing the change within the organisation and providing information about the change early on and often. Creating a “we can do better” spirit also scored reasonably well. Top changes that have been implemented included adding new duties to existing jobs (63%) and different forms of training and education (41%). Specific to Switzerland was that a nice working atmosphere/environment came top of the list of new changes implemented (88%). With regard to implementing new ways of working, organizations mostly implemented a broader and more embedded collaboration, added a process and skill reconfiguration or adapted specific technologies that made smarter working 6 Randstad international trends and workplace survey report 2013 Randstad international trends and workplace survey report 2013 7 2013
practices valuable. In Chile and Poland, creating an environment in which employees learned as well as taught appeared top of the list of new ways of working. 1 in 3 companies said they were prepared to handle different generations in their working environment. They handled this by implementing different HR policies. 33% said they were not prepared and the remaining 36% did not answer the question. The most commonly used working 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 (48%). Employees belonging to generation X were offered career development plans (47%), flexible working hours (42%) and different forms of compensation/benefits (37%). Top of the list for the more senior generation (babyboomers) was flexible working hours (42%), organizing work gatherings to keep older workers engaged and motivated (33%) and being part of mentoring programs (32%). V Economic impact and outlook The effects for those countries (Argentina, Chile, Poland and Turkey) that had benefited from the economic upturn predominantly resulted in the recruitment of employees (49%), extended hiring (31%) and larger budgets (25%). 31% mentioned that the current economic climate had had a significant impact on their workload and 1 in 2 mentioned that company loyalty had been impacted by changes implemented within the organization. Recruitment most often occurred in Sales and Operations (both 40%), followed by Accounting/Finance (38%). Despite these countries being in an economic upturn, 36% of all respondents said they believed the country was currently experiencing the effects of the global economic situation, while 1 in 3 thought they would be doing so during 2013. Half of the respondents said they did not anticipate any economic decline in 2013. 15% said they did expect Andorra check no 1 market a decrease, whilst the remainder either did not Angolaposition know or were doubtful. 17% said that they had Argentina already implemented a freeze on hiring employees Australia in 2012 and 22% would do so in 2013 or thereafter. Belgium Brazil The majority either did not know or did not answer the question. The main opportunity that the respondents had taken advantage of as a direct result of the economic situation was that they had created new partnerships, targeted new customer segments, optimized technologies and restructured the organization. The consequences for those countries (Greece, The Netherlands, Spain and Switzerland) that had been impacted by an economic downturn resulted predominately in budget cuts (62%), cut or frozen compensations (46%) and employee layoffs (40%). 39% mentioned that the current economic climate global Randstad presence randstad international trends and workplace survey report had had a significant impact on their workload but 73% mentioned that company loyalty had not been impacted by the changes implemented within the organization. Most layoffs occurred in Operations (26%) and Sales and Accounting/Finance (23%). Only 7% of the respondents said they were currently recovering from the economic downfall. 1 in 4 believed they would recover during 2013 but the majority, with 68%, thought this would be after 2013. Remarkably, the majority, with 39%, anticipated growth in 2013. 24% believed there might be a possibility for expansion within Canada Germany Japan New Zealand Spain Turkey France Germany Greece Hungary India Italy Japan Luxembourg Malaysia Mexico Mozambique Netherlands Chile Greece Luxembourg Norway Sri Lanka United Arab Emirates China & New Hongkong Zealand Norway Hong Poland Kong Portugal MalaysiaSingapore Slovakia Poland Spain Sri Lanka Sweden Switzerland United Kingdom Czech Republic Hungary Turkey Mexico United Arab Emirates Portugal United Kingdom United Switzerland States UruguayUnited States Denmark India Mozambique Singapore Thailand Uruguay France Italy Netherlands Slovakia (August 2011) a year and 28% of the respondents said that they did not foresee any growth within the next year. 1 in 3 respondents were currently hiring (project) employees and 26% would do so during 2013. 46% of the companies showed concern with regard to an increase in job turnover as the economy picks up again. Positively, the economic crisis allowed 59% of all respondents to negotiate better terms with their supplier, encouraged their employees to think differently (44%), restructured their organization (40%) and created new partnerships (37%). 8 Randstad international trends No. and 1 workplace market position survey report 2013 Randstad international trends and workplace survey report 2013 9 Major positions in Argentina, Australia, Chile, France, Greece, Italy, Japan, Mexico, Spain, Switzerland, UK, United States 2013 Andorra Angola Argentina Australia Belgium Brazil Canada Chile China / Hong Kong Czech Republic Denmark N = 1,001
Page 1 and 2: www.randstad.com randstad internati
Page 3: contents 1 Structure of the report
Page 7 and 8: participant profile This chapter pr
Page 9 and 10: employment and recruitment strategi
Page 11 and 12: adding new duties to existing jobs
Page 13 and 14: Figure 8.6A When will your company

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