RGU Resourcing Newsletter Sept 2011

Resourcing Report 2010-2011

Resourcing Report

2010-2011


1.0 Summary of key findings

• Recruitmentactivityisdownby25%,withexpenditure down34%.Weappointed154newstaffthisyear, comparedto204in09/10.

• Wearesourcingnewhiresforless.Theaveragecostper hirethisyearwas£616comparedto£1500perhirelast year.(Againstapublicservicecompanyaverageof £3000).Thatmeanswedeliveredcomparativesavings of£136136acrosstheUniversityonpermanent recruitmentalone.

• Ourrecruitmentfrom‘free’sourceshasincreased.86% ofourhiresthisyearwererecruitedfrom‘free’sources comparedto76%lastyear.

Someofthiscanbeattributedtoouruseofsocialmedia (suchasLinkedinandFacebook)toproactivelyrecruit andimprovetheemployerbrand.Asaresultour recruitmentbywordofmouthhasrisenfrom11%last yearto19%ofallappointmentsthisyear.Ifyouare recruitingandyouareregisteredonLinkedin,askHR forthejoburlandyoucanemaila‘statusupdate’toyour contacts.

• Weaimtoreduceourcostperhirefurtherbyintroducing newfeaturestoRecruitOnline(livelateSeptember). Talentpoolingwillallowustosearchapplicantsfrom similarrolesinthelast6monthsandinvitethemtoapply. Candidateswillbeabletoregisterandbenotifiedof certaintypesofrolesthroughanewjobalertsystem and/orsetupanRSSfeedfromthejobspagethrough totheirinternetbrowserwithinformationonallnewjobs. Thisshouldincreasethechancesofcandidatesapplying andreducerelianceonadvertising.

• Followingaradicalreviewofpressadvertisingspendin 09-10,wereducedourrelianceonthePressandJournal. Thishasachievedsavingsofaround£38,000.Itspoor

performanceagainin10-11meansthatwewillonly fundP&JadvertisingforGrade1-3roles,otherthanin exceptionalcircumstancesorifinitialadvertisinghas provedunsuccessful.

• Asinpreviousyears,wewillceasetosupportanyformof advertisingwhichconsistentlyyieldspoorresults.

• Wearenowabletomonitorthenumberofrolesfilled internallyandhadpreviouslyestimatedthisaround20- 25%.Ourfiguresnowshowthisisasmuchas48%.

• Expenditureontempsisdownafurther39%thisyear. TheAgencyWorkerRegulationscomeintoeffectin Octoberthisyear,whichmeansthattempswillbeentitled tothesamepayandholidaysaspermanentworkersafter 12weeksservice.Thiswillincreasecostsslightlyand moreinformationwillfollowinthecomingweeks.

• In09/10wehadanoverwhelmingresponsetovacancies ascandidatesmigratedawayfromtheprivatesector. Thistrendhasbeenreversedthisyearasthepublic sectorfeelstheeffectofthedownturn,withanaverageof 16applicantspervacancy,comparedto30pervacancyin thepreviousyear.

• Forthe6thyearrunningwearefillingvacanciesquicker thantheyearbefore.Thisyearwehavefilledjobsinan averageof38.5workingdays,comparedto41dayslast yearand47daystheyearbefore.

• Daysfromclosetoshortlisthasincreasedfrom5.75to7 days.Wehavebeengatheringfeedbackaboutthis processandhavepreparedsomeamendmentstothe shortlistprocessforlaterthisyearwhichshouldimprove timescalesandcutworkloadfortheshortlistpanel.

• Satisfactionlevelshaveincreasedacrossallaspectsof thejoinersandleaverssurveys,althoughlackofcareer developmentisstillperceivedasanissue.


2.0 Joiner and Leaver feedback

ThesurveysarenowintheirsecondyearandthissummarycoverstheperiodAug10-Jul11.Inthisperiodwehavereceived81joinersurveysand37leaversurveyswhichrepresentabout40%and20%respectivelyofthejoinerandleaverpopulation.Overall,satisfactionhasimprovedrightacrossthejoinerandleaverpopulation.

Experience of RGU as an employerOverall96%ofjoinersand92%ofleaversindicatethattheirexperienceofRGUasanemployerisapositiveone.Thiscomparesto98%and79%respectivelyin09/10.

Flexible workingWearecurrentlyconsideringwhethertheoptiontoworkflexiblyshouldbeextendedtoallstaff(withappropriatequalifyingservice).Thisoptionwasavailabletostaffduringtherecentvoluntaryseverance/earlyretirementprogrammeandreceivedaverypositiveresponse.Thiscouldhavestronglyinfluencedthesurveyresponsesfromtheleavers,where90%(previously73%)feltthatweofferedflexibleworkingopportunities.Wewouldappreciateanythoughtsorcommentsyouhaveinthisrespect.

Career developmentLackofcareerdevelopmentisstillperceivedasanissueandisraisedinseveralareasacrosstheleavers’survey.Itisthemainreasoncitedforpeopleleaving.Inaddition30%ofrespondentsfeelthatwedonotoffercareerdevelopmentacrossthedepartmentortheUniversityand36%didnotfeelthereweresufficientpersonalorprofessionalcareerdevelopmentopportunities.

However,thisispossiblyaperceptionissue.Inthelastyearwehaveappointed48%ofrolesinternallyandalthoughthisisslightlylessthanotherpublicservicescompanies(58%)ofasimilarsize,itisahealthylevelofinternalappointmentandstillbetterthansimilarsizedprivatesectororganisations(35%).Weobviouslyneedtomakepeoplemoreawareofthis.

OursystemofnotifyinginternalstaffaboutjobsishoweveroutdatedandweareabouttoreleasethejobalertfunctiononRecruitOnlinewhichwillallowinternalandexternalcandidatestoregisterforjobalerts,eitherbyemailorRSSfeed.Thiswillbefurtherenhancedforinternalcandidateslaterthisyearandwewillthencommunicatethesefeaturesacrossallstaff,togetherwithourinternalappointmentrates.


My Manager

Leaversexpressedgreatersatisfactionthanin09/10inallareasofmanagementeffectiveness.

• 87%(previously73%)believedtheirmanagertobeaneffectiveleaderoftheirteam.

• 84%(previously79%)felttheywereabletoraiseissuesandconcernswiththeirmanager.

• 80%(previously76%)weregivenregularfeedbackontheirperformance.

• 91%(previously77%)feltthemanagercommunicatedeffectivelywiththeteam.


3.0 data

3.1 Recruitment Spend

SpendType Aug-Oct£

Nov-Jan£

May-Jul£

Total 10/11

£

Compare Total 09/10

£

Advertising 23461 9645 34633 94262 153262

SearchAgencies 22415 22042 0 44457 39673

Agencies-Temp 74473 83345 85359 319322 521497

Agencies-Perm 0 0 0 0 18675

Total £120349 £115032 £119992 £458041 £733107

3.2 Cost per hire

Placements Spend £

AverageCost Per Hire

£

Compare Cost per Hire

09/10£

August10-Jan11 59 33106 561 1590

Feb11-Jul11 94 61156 651 1410

Annualtotal/average 153 94262 616 1500

Annualaverageincluding

SMGwithheadhunt

154 138719 901 n/a

3.3 Jobs filled internally

Organisation % Jobs filled internally

RGU 48%

Industryaverage1 58%

3.4 Number of applicants per job

Year Average number of applicants per job

09/10 30

10/11 16

1 Basedonpublicservicescompanieswith1-500employees.Source:CIPDResourcingandTalentPlanningSurvey2011


3.5 Expenditure on Temporary Staff

School/DepartmentAug 10- Jan 11

£Feb 11-Jul 11

£

InternationalPrograms 15224

SeniorManagement 3144

Development/Alumni 322802 25073

SchoolofNursing 16662 4249

ScottSutherland 5503

Finance 5324 24852

IT 12093 9433

Disability&DyslexiaService 316603 32488

StudentAdmissions 631 1754

StudentServices 5720 8863

ResearchSupportUnit–RAE 9553

SchoolofEngineering 2342

EnergyProgramme 6835 8988

Innovation&DesMan 5913

Estates&PropertyServices 4197

StudySkills&AccessUnit 4008

HumanResources 16225

ERDFInnovation&DesMan 4934

FacultyofHealth&SocialCare 21374

£157,818

£161,505Total expenditure in period

Compare total expenditure in 09/10

£302,931 £218,566

2 Coveringcostoftwovacantmanagerialroles

3 MajorityofthiscostisrecoveredbyfundingfromSAS


3.6 Source of Applicant/Cost by media

Apps Int Offer Appt Spend£

TRADITIONAL PRESS

Evening ExpressPress & Journal 227 25 6 3 30678

Guardian 2 0 0 0 9510

THES 4 1 0 0 7495

TRADE JOURNALS

Building Design 0 0 0 0 1372

Biomedical Scientist 0 0 0 0 1400

Pharmaceutical Journal 0 0 0 0 2205

Synergy 2 2 0 0 1680

British Journal of Occupational Therapy

1 0 0 0 946

Nursing Times 0 0 0 0 1980

RCN Bulletin 1 0 0 0 1482

WEBSITES

THES 0 0 0 0 4400

Guardianjobs.com 0 0 0 0 4650

Jobs. ac.uk 333 58 14 13 16189

S1 jobs 164 22 5 5 11685

Total Jobs 10 0 0 0 1500

OTHER PAID SOURCES

Recruitment Agency 14 7 2 2 0

Other 58 8 3 3 0

FREE SOURCES

RGU Website 981 163 55 49 0

Job Centre 158 15 5 4 0

Word of Mouth 245 72 27 27 0

Internal Notice 106 64 34 34 0

RGU Job Shop 95 13 7 5 0

KTP Website 3 2 0 0 0

NHS website 4 0 0 0 0

Total 2416 454 158 145 £94,262

3.7 Time to fill

Year No of closed jobs Working days from close date

to shortlist

Working days from initiation to offer

2010/11 154 7 38.5

2009/10 201 5.75 41

2008/09 232 5.5 47

2007/08 267 7 49.25

3.8 Ethnicity data

Ethnicity Apps Ints Interviews as % of applicant

Appts Appts as % of interviews

Ethnicminorities 633 74 12% 15 20%

Whiteplus‘notknown’ 1789 369 21% 130 35%


4.0 Conclusions

TheResourcingfunctionisconstantlystrivingtoanticipateandrespondtothechangingneedsofthemarket.Thisshouldbeevidentinthevariouschangesinthelastfewyearsincludingtheintroductionofbehaviouralassessment,improvementstoRecruitOnlineandastrongdriveoncostefficiencythroughimprovedadvertising,employerbrandinganduseofsocialmedia.

Going forwardWewillcontinuetofacerecruitmentdifficulties,particularlyastheprivatesectorrecoversfromtherecessionandweexperiencefurtherfundingcuts.Werecognisethatoursalariesarecurrentlyfairlystaticandhavetofocusonno-costbenefitssuchasflexibleworking,voluntarybenefitsandsalarysacrificeopportunities.

Wecanalsoremaincompetitivebyspeedingupthelengthoftimeittakesustorecruit.Althoughwehavemadevastimprovementsinthisarea,wetendtobeslowerandlessflexiblethantheprivatesector.Inaddition,feedbackontheshortlistingprocesshasleadustopreparesomeamendmentstoRecruitonlineforlaterintheyearwhichshouldimprovetimescalesandcutworkloadfortheshortlistpanel.

FeedbackfromjoinershasmeantwehavesimplifiedourInductionguidanceandchecklistsandwearenowlookingtomakefurtherimprovementssuchasInductionmodulesonMoodleandBenefitsRoadShows.

ForadviceonanyaspectofResourcing,pleasecontactJulieSkinner,[email protected].

RGU Resourcing Newsletter Sept 2011

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