Recruiting Trends- SEA Staffing 2014

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Must-Know Staffing Trends for 2015 2015 Southeast Asia Staffing Trends Build, engage and recruit more by staying ahead of these industry trends

Transcript of Recruiting Trends- SEA Staffing 2014

Page 1: Recruiting Trends- SEA Staffing 2014

Must-Know Staffing Trends for 2015

2015 Southeast Asia Staffing Trends Build, engage and recruit more by staying ahead of these industry trends

Page 2: Recruiting Trends- SEA Staffing 2014

Introduction To win in 2015, search & staffing leaders need to stay

ahead of the latest staffing trends. Broader technology

advancements have also begun to disrupt the talent

industry, setting the stage for a dynamic and exciting future

for the staffing industry.

About this survey We surveyed 1,993 staffing decision makers in 19

countries to understand what’s keeping them up at night

and where they see the industry headed in 2015. Get a

head start on 2015: tap into our insights and chart your

course for success.

02 Introduction

03 Executive summary

04 Part 1: The staffing industry in 2015

08 Part 2: Sourcing

14 Part 3: Brand

18 Part 4: The future of staffing

2 Southeast Asia Staffing Trends

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Executive summary: Southeast Asia staffing trends

3 must-know talent acquisition trends and predictions for 2015

1 Sourcing: Social professional

networks are by far the #1 source of

quality hires for staffing firms.

2 Brand: Most firms prioritise the

need to build their brand. Now their

actions are beginning to catch up.

“Think about the key quality hires that your

organisation made in the past 12 months.

Which of the following were the most important

sources for those key positions?”

77%

78%

56%

53%

Our brand has asignificant impact onour ability to engage

great talent

Our brand has asignificant impact onour ability to grow our

business

Those responsible forour brand have enoughresources to do it well

We regularly measurethe health of our brandin a quantifiable way

% Agree

“Please indicate the extent to which you agree or

disagree with the following statements as they

relate to your firm's brand.”

3 The Future: Passive candidate

sourcing and social professional

networks expected to shape the future.

62%

61%

43%

59%

65%

32%

Finding better ways tosource passive

candidates

Utilising social andprofessional networks

Boosting referralprograms

SEA Global

“What do you consider to be the three most

essential and long-lasting trends in recruiting for

professional roles?”

3

36%

38%

51%

66%

0% 20% 40% 60% 80%

2014

Social professional networks

Internet job boards

Employee referral programs

Your ATS/internal candidatedatabase

Southeast Asia Staffing Trends

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Part 1: The staffing industry in 2015

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Internal pressure and external threats Southeast Asia hiring volume and budgets remain healthy

A whopping 76% of Southeast Asian staffing leaders project

that their hiring volumes for full-time employees will increase

this year. The gap between Southeast Asian hiring volumes

and budgets remains wide. Staffing leaders must scale and

invest wisely.

“Considering only full and part-time professional employees, how do

you expect the hiring volume across your organisation to change this

year?”

“How has your organisation's budget for recruiting solutions changed

from last year?”

Part 1: The Recruiting Industry in 2015

79% 76%

42%

61%

20%

40%

60%

80%

100%

2013 2014

Hiring Budget

Hiring Volume

% with increase

“What are the things that your competitors have done or may plan on

doing that would make you most nervous?”

22%

24%

25%

28%

25%

27%

27%

29%

Invest in their firms brand

Hire recruiters tostrengthen their team

Improve their clientexperience

Build and nurture strongtalent pools or pipelines

SEA Global

Talent pipelines, social media, and client experience are the top competitive threats

More Southeast Asian companies are concerned about

talent pipelining and client experiences than global

companies are.

5 Southeast Asia Staffing Trends

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Priorities: Top priorities are growing new client base and being a strategic partner Client business development and being a strategic partner to clients are top priorities

Southeast Asian staffing firms prioritise growing their client

base and becoming a strategic partner as a top priority in

2015.

Boutique and large firms differ globally

Small staffing agencies are significantly more likely to

prioritise new clients and recruiting passive talent. We

define small agencies as organisations with fewer than 10

recruiters.

“Think about your firm’s top priorities for the next 12 months.

Which of the following choices would you consider to be the most

important and least important areas of interest for your

organisation?”

“Think about your firm’s top priorities for the next 12 months.

Which of the following choices would you consider to be the

most important and least important areas of interest for your

organisation?”

Part 1: The Recruiting Industry in 2015

20%

24%

30%

46%

53%

23%

27%

32%

42%

50%

Improving quality of hire

Recruiting/sourcing highly-skilled talent for my firm

Improving sourcingtechniques

Being a strategic partner tomy clients

Growing our base of newclients

SEA Global

50%

19%

56%

25%

Growing our base ofnew clients

Recruiting passivetalent

Large agencies Small agencies

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Obstacles: Biggest obstacle to landing talent in 2015 is availability of quality talent

Availability of quality talent is #1 obstacle

Competition is the number one obstacle Southeast Asian

companies face in attracting top talent, outstripping

compensation.

Competition is obstacle for significantly more large firms than for boutique firms

Competitive pressures are more of a threat to large firms than to boutique firms. Offers made by clients is also viewed as a threat to more large than small firms, although the difference is less significant.

“What are your firm's biggest obstacles to attracting the best talent?”

Part 1: The Recruiting Industry in 2015

“What are your firm's biggest obstacles to recruiting talent?”

41%

45%

60%

47%

49%

57%

Offer made by my client(includes compensation,

role, location, etc)

Competition

Availability of quality talent

SEA Global

42%

49%

Competition

Large agencies Small agencies

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Part 2: Sourcing

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Top source for quality hires: Professional networks

Social professional networks are the top source for quality hires Social professional networks are the most important source

of quality placements. Get ahead of this trend by tapping

into social professional networks for quality placements.

“Think about the key quality hires that your organisation

(placed/made) in the past 12 months. Which of the following were the

most important sources for those key positions?”

Large and small staffing agencies are equally reliant on social recruiting globally Large agencies are more apt to use internet resume databases

to place high quality talent with their clients. As smaller agencies

gain increased access to data and information, this difference is

one worth watching.

38%

32%

46%

14%

Social professionalnetworks

Internet resumedatabases

Large agencies Small agencies

“Think about the key quality hires that your organisation (placed/made) in

the past 12 months. Which of the following were the most important sources

for those key positions?”

Part 2: Sourcing

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36%

38%

51%

66%

0% 20% 40% 60% 80%

2014

Social professional networks

Internet job boards

Employee referral programs

Your ATS/internal candidate database

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Top source for quantity: Professional networks

Social professional networks are a major source for quantity of hires

Staffing agencies are currently utilising social professional

networks as a major source for the quantity of placements

around the globe. Job boards and candidate databases are

fairly close behind.

“Think about the key quality hires that your organisation placed in the

past 12 months. Which of the following were the most important sources

for those key positions?” Showing % with over 15% of hires.

Part 2: Sourcing

38%

50%

51%

15% 40% 65%

2014

Social professional networks

Internet job boards

Internet Resume Databases

56%

54%

53%

42%

31%

26%

24%

58%

46%

44%

34%

22%

20%

19%

Social professional networks

Internet job boards

Your ATS/ internal candidatedatabase

Internet resume databases

Company CRM system

Company career website

Employee referral programs

Large Agencies Small Agencies

Large staffing agencies are more engaged

With the exception of social professional networks, large

staffing agencies are more likely to utilise all sources for

professional placements.

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Sourcing: There are a handful of sources that provide both quality and quantity

“How significant were each of the following as a source of white collar professional hires

for your organisation in the past 12 months?” (>15% quantity of hires)

5 sources of hire for quality and quantity globally

“Think about the key quality hires that your organisation (placed/made) in the past 12

months. Which of the following were the most important sources for those key

positions?”

54%

of global staffing leaders believe

they’re not doing a good job

tracking return on investment on

sources of hire. There’s lots of

room for improvement.

As the gap between hiring

volume and budgets widens, it’s

time to invest in and optimise the

sources that return both the best

quality and quantity of

candidates.

Part 2: Sourcing

Company career

website Company

CRM system

Employee referral

programs

General career fairs

General social media

Job boards Internet resume

databases

Other Print

Social professional

networks

ATS/ internal candidate database

Best quality & quantity

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Passive candidate recruiting: Southeast Asia above average Southeast Asia is above average for % of staffing firms that recruit passive candidates

Why passive candidate recruiting works

Globally, 75% of professionals consider themselves “Passive.”

75% Passive

25% Active

Global Candidate Breakdown

Active candidate definition:

Actively looking

Casually looking a few times a week

Passive candidate definition:

Reaching out to personal network

Open to talking to a recruiter

Completely satisfied; Don’t want to move

“How would you describe your job search status?”

Source: LinkedIn’s Talent Trends 2014 study

“To what extent does your recruiting organisation focus on reaching

out to passive talent?” To some extent or very much so.

Part 2: Sourcing

United Kingdom 95%

China 94%

United States 91%

Canada 89%

Southeast Asia 88%

Australia 87%

India 87%

Brazil 84%

France 84%

Nordics 82%

Netherlands 72%

87% Global

average

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Sourcing: Number of placements is most valuable hiring metric Number of placements is most valuable metric for staffing firms

Client satisfaction and quality of placement are also important

metrics staffing firms use to evaluate performance.

“What is the single most valuable metric that you use to track your

recruiting team's performance today?”

Large agencies are about scale while small agencies are about satisfaction

Globally large agencies tend to judge themselves on the

number of placements. Smaller agencies tend to be

more focused on client satisfaction.

“What is the single most valuable metric that you use to track your

recruiting team's performance today?”

Part 2: Sourcing

18%

28%

29%

18%

24%

33%

Quality ofplacement

Clientsatisfaction

Number ofplacements

SEA Global

32%

26%

18%

27%

30%

17%

Number ofplacements

Clientsatisfaction

Quality ofplacement

Large Agencies Small agencies

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Part 3: Brand

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Brand: It’s a priority and top reasons to invest

Brand is a key driver to hiring top talent

Global staffing leaders agree that brand is a priority that

impacts their ability to hire top talent. Their actions are now

beginning to catch up. Companies can get ahead of the

competition by creating a proactive brand strategy.

“Please indicate the extent to which you agree or disagree with the

following statements as they relate to your firm’s brand.”

Part 3: Talent Brand

70%

58%

48%

37%

Our brand has asignificant impact on our

ability to grow ourbusiness

My company has a brandstrategy

Those responsible for ourbrand have enough

resources to do it well

We regularly measure thehealth of our brand in a

quantifiable way

% Agree

Top 4 reasons agencies invest in their brand

The number one reason Southeast Asian agencies invest in

their brand is due to increased competition. Southeast Asian

agencies are more likely to cite this as a reason than global

companies.

“For what reasons are you spending more on your firm’s brand this year?”

Directed to leaders who report spending more on brand this year.

46%

51%

46%

40%

45%

49%

49%

54%

Increased belief in the impactof our firm's brand

Need to raise generalawareness

Increase in client demand

Increased competition

SEA Global

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Brand: Top 4 channels for promoting it

Small agencies rely on word of mouth while large agencies tend to rely on public recognition

Small agencies tend to take the friends and family approach

to building and promoting their brand. Large agencies are 2X

more likely to rely on public recognition awards.

Fastest growing channel for promoting agency brands is online professional networks

In Southeast Asia, online professional networks are the fastest

growing channels for promoting a staffing agency’s brand.

“Which channels or tools have you found most effective in promoting

your business?”

Part 3: Talent Brand

58% 63%

0%

20%

40%

60%

80%

2013 2014

Online professional networks (e.g., LinkedIn)

Our firm's website

Friends/family, word of mouth

Traditional Job Boards

“Which channels or tools have you found most effective in promoting

your business?”

30%

16%

43%

8%

Friends/family, word ofmouth

Publicrecognition/awards

Large agencies Small agencies

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Brand: Southeast Asian companies are on top in prioritising and acting on their brand

Southeast Asian companies are on top when it comes to prioritising and acting on brand

Agencies in Southeast Asia and India are

leaders in branding. Get ahead of the

competition today by prioritising and investing

in your brand.

Part 3: Talent Brand

Brand is a top priority for our organisation

My c

om

pan

y h

as a

bra

nd s

trate

gy

US UK

Australia India

Nordics

Brazil

Southeast Asia

China

Netherlands

France

Canada

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Part 4: The future of staffing

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The future: Professional networks and improved candidate & job matching are in the cards Passive candidate recruiting and social professional networks are here to stay

Global and Southeast Asian staffing leaders believe that

passive candidate recruiting and social professional networks

are here to stay. SEA firms believe in the importance of referral

programs significantly more than their global counterparts

Trend spotting: Candidate and job matching

Candidate and job matching could reshape the recruiting

industry. SEA firms believe that expanding into emerging

markets is a key strategy for staffing firms of the future

compared to their global peers.

“What do you consider to be the three most essential and long-

lasting trends in recruiting for professional roles?”

“Which of the following new and upcoming trends do you think will play

a significant role in shaping the recruiting industry for the next 5 to 10

years?”

Part 4: Predicting the Future of

Recruiting

62%

61%

43%

59%

65%

32%

Finding better ways tosource passive

candidates

Utilising social andprofessional networks

Boosting referralprograms

SEA Global

51%

42%

40%

30%

51%

35%

33%

31%

Improved candidate andjob matching

Expanding into emergingmarkets

Recruiting becoming morelike marketing

Using "big data" forpredicting future talent

needs

SEA Global

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Survey sampling and methodology

Data Comparisons Global comparisons are reported as un-weighted averages from the noted

countries Historical data comparisons are taken from 2011, 2012 and 2013 Global

Recruiting Trends research, which had similar sampling criteria and methodology to 2014:

– 2014 survey fielded August-September 2014 with 201 SEA respondents

– 2013 survey fielded April-May 2013 with 24 SEA respondents

Survey Sample

Survey respondents are talent acquisition professionals who: – Work for a staffing firm – Represent an even mix of small, medium, and large

firms – Have at least some authority in determining their

company’s recruitment solutions budget – Focus exclusively on recruiting professional hires for

clients Survey respondents are members of LinkedIn who have

opted to participate in research studies. They were selected based on information in their LinkedIn profile and contacted via email.

Brazil: 185

USA: 202

Canada: 201

UK: 201 China: 100

Southeast Asia: 201 India: 202

Australia: 200

Nordics: 100

France: 200

Netherlands: 201

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About LinkedIn Talent Solutions LinkedIn Talent Solutions offers

a full range of recruiting

solutions to help organisations

of all sizes find, engage, and

attract the best talent.

Founded in 2003, LinkedIn

connects the world’s

professionals to make them

more productive and successful.

With over 300 million members

worldwide, including executives

from every Fortune 500

company, LinkedIn is the world’s

largest professional network.

Subscribe to our Blog: talent.linkedin.com/blog/

Follow us on Slideshare: slideshare.net/linkedin-talent-solutions

Follow us on Twitter: @hireonlinkedin

Follow us on YouTube: youtube.com/user/LITalentSolutions

Follow us on LinkedIn: www.linkedin.com/company/1337

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Discover additional insights:

https://business.linkedin.com/talent-solutions/staffing-agencies

Page 22: Recruiting Trends- SEA Staffing 2014

About the authors

Sam Gager Research Consultant,

LinkedIn Talent

Solutions

Sam is an experienced

researcher on

LinkedIn’s Insights

team. He and his

colleagues uncover

data-driven insights

from LinkedIn’s

proprietary data.

Lynette Pathy Field Marketing

Specialist,

LinkedIn Talent

Solutions

Lynette is an avid fan of

great content and really

enjoys helping talent

professionals be

successful by driving

content to the

Southeast Asian talent

industry.

Esther Cruz Insights and Content

Marketing Manager,

LinkedIn Talent

Solutions

Esther is passionate

about connecting

people and

opportunities. She

enjoys creating

content and disruptive

thought leadership for

the talent industry.

Ryan Batty Director of Marketing,

LinkedIn Talent

Solutions

Ryan believes in the

power of great

storytelling to convey

meaningful ideas. He

leads a team of

marketers capturing

and sharing insights,

ideas and stories to

serve the talent

industry.

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