Resourcing and Talent Planning

Topics: Recruitment, Human resource management, Employment Pages: 51 (11689 words) Published: February 20, 2013
Annual survey report 2010

Resourcing and talent planning

Summary of key findings Resourcing strategies and objectives Recruitment difficulties Graduate recruitment Attracting and selecting candidates Resourcing in turbulent times Diversity Workforce planning Labour turnover Employee retention Recruiting employees Resourcing strategies and objectives Recruitment difficulties Graduate recruitment Attracting candidates Selecting candidates Recruitment costs Resourcing in turbulent times The impact of the economic climate on resourcing Views on the employment market Implications for talent management Diversity Workforce planning Managing labour turnover Cost of labour turnover Retaining employees Looking forward Recommendations Background to the survey Demographics Labour turnover Note on statistics and figures used Further sources of information Acknowledgements Endnotes 2 2 2 2 2 3 3 3 3 3 4 4 4 7 8 10 10 14 14 16 16 22 24 26 28 28 30 31 32 32 32 33 34 35 36

Resourcing and talent planning 2010


Summary of key findings
The 2010 Resourcing and Talent Planning survey (formerly the Recruitment, Retention and Turnover survey) contains valuable information on current and emerging trends in people resourcing practice. This annual benchmarking survey is based on 480 respondent organisations from the UK and relates to the period 1 January to 31 December 2009. The year was a challenging one for many organisations as the UK experienced its worst recession since the 1930s. To understand the impact of the economic environment we include a section on resourcing in turbulent times and for the first time this year a new section on workforce planning is included.

Resourcing strategies and objectives
• Fifty-six per cent of survey participants report

Thirty-four per cent of respondents reported their organisations operated such programmes, compared with 22% in 2009 and 23% in 2008. • Only a very small minority (4%) closed their

having a formal resourcing strategy.
• Their top three resourcing objectives were attracting

and recruiting key staff (79%), enabling the achievement of the organisation’s strategic plan (59%) and meeting the future skills requirements of the organisation (47%). Recruitment difficulties • On average there was a considerable decrease in

graduate programmes over the last 12 months despite the budgetary pressures of the recession. Two-fifths of organisations reduced their intake onto graduate programmes, reflecting the reduction in recruitment generally, 15% increased their intake and for the remaining 42%, graduate intake stayed the same. • Nearly one-quarter (23%) of organisations with a

the number of vacancies organisations tried to fill during 2009 compared with previous years. • Despite the reduction in recruitment activity, and

structured graduate recruitment programme have an HR-specific scheme. These were most common in very large organisations. Attracting and selecting candidates • The most effective methods for attracting

the burgeoning labour market, two-thirds (68%) of organisations experienced recruitment difficulties. This proportion was, however, lower than in the previous year when 81% of respondents reported difficulties. • Managers and professionals and technical positions

candidates were reported to be the organisation’s own corporate website and recruitment agencies, although there were significant differences in opinion across sectors. • Competency-based interviews (78%), interviews

were the most difficult vacancies to fill.
• The main reason for recruitment difficulties is

reported to be a lack of necessary specialist skills (67%) as in previous years. Graduate recruitment • Structured graduate recruitment programmes

following contents of CV/application form (64%) and structured interviews (61%) were, as last year, the most common methods used to select applicants. The use of general ability tests has fallen (27% compared with 44%...
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