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Recruitment and
Retention Lessons
from Beyond the
Social Services Sector
ContentS
ACknowLedgementS 3
SeCtIon 1 IntRodUCtIon 4
Purpose of study - Learning from other sectors 4Questions the study addresses 4Approach to identification of case studies 4
SeCtIon 2 CASe StUdY tHemeS 6The Voluntary Sector 6The Public Sector 7The Private Sector 7
SeCtIon 3 LeSSonS FRom otHeR SeCtoRS 9Main Findings 9Key Lessons and areas for possible implementation 10Taking forward some of the lessons 11
CASe StUdY SYnoPSeS The Voluntary Sector 13The Public Sector 15The Private Sector 16
ACknowLedgementS
The authors are indebted to the Voluntary Sector Social Services Workforce Unit in Scotland who funded this study.
We are also indebted to all the interviewees who took part in this study and who willingly contributed by sharing their experiences and knowledge of this subject.
Amanda BrownClaire HumpageDavid JohnDebbie ThomasFrank BallochJohn DykeKate RaesideLinda ScottLiz McGivernMark IrwinNajimee ParveenPaul AthertonPaul MeechansRichard NisbetSue McDermottYasmin Khan
SeCtIon 1 IntRodUCtIon
Purpose of study - Learning from other sectors
The voluntary sector social services workforce is in the throes of a major transformation in terms of skills and knowledge development across a sector which itself is still expanding.
Effective recruitment and retention of a competent workforce is critical to developing and improving on the delivery of services that are increasingly funded through competitive public sector contracts.
While there are numerous examples of ways in which the sector has addressed recruitment and retention challenges, both among small as well as large players, this study aims to look at whether we can learn anything from looking beyond the social services sector. The case studies that have developed from this study set out a range of ways that other sectors have attempted to solve challenges such as competition for scarce skills, high turnover, career progression.
Questions the study addresses
There are a number of questions that were raised as the study progressed and that each of the case studies touches on in different ways. For example, the distinction is often made between recruitment and retention but is it sensible to plan recruitment in isolation from planning for retention?
o Do the training, career options, conditions of service, image of the organisation etc. impact both on recruitment and retention outcomes?
o Is turnover about built-in obsolescence, and does recruitment, like retention, require ongoing long term strategies?
Focusing on factors that impact on the potential pool of applicants: -
o Is there a parallel with estate agencies which open up in the same street and benefit from shared exposure and visibility, i.e. does a partnership or consortium approach help to attract scarce skills into the sector?
o Does the competition for new recruits vary in different countries and within different parts of the country, and for different types or levels of jobs, and do these variations require consideration of external risk factors resulting from the wider employment and skills markets?
Finally, focusing on factors that impact on retention: -
o Are there types of jobs which are expected to have high turnover and where replacement is easy or investment in training limited and other jobs where high turnover is a major problem, replacement difficult, and investment in training considerable?
o Does this require approaches that focus on specific levels within organisations or is an organisation-wide approach required?
Approach to identification of case studies
The aim of the study was to identify approximately ten case studies which demonstrated ways in which employers from the public, voluntary and private sectors addressed some of the above questions. The sampling was opportunistic and relied on accessing information on potential examples of practice by searching the websites of a number of sector skills councils1 as well as following up recruitment agencies and private sector companies that promoted themselves on the web in relation to their recruitment or retention policies. In particular examples were sought of the following:
o Industries known to have posts common to the social services sector such as supervisor positions or customer relations and operating in a competitive service employment market
o Industries with posts very different from posts in social services such as in the manufacturing or commercial sectors
o Companies or organisations known to have addressed diversity issues.
1 Assets Skills, People 1st, Skills for Health, SkillsActive, LANTRA, Improve
From the initial trawl of over thirty potential case studies sixteen interviews were carried out with:
o three voluntary sector agencies, plus a voluntary sector project that provides a jobs portal for the voluntary sector in Scotland2
o two public sector agencies3
o seven private sector companies4
The case studies are snapshots and are only illustrative of a much broader range of recruitment and retention practices current within each agency. Each addresses particular challenges and is included because of the particular solutions developed. There is no intention to present them as best practice, and in some cases they may include examples of what not to do.
However, the enthusiasm that all the interviewees showed for sharing their experiences with voluntary sector social services, from directors of the smallest voluntary organisation to very senior managers within global companies, demonstrated that sharing learning on how best to invest in one’s workforce is core to business success whatever the sector.
2 Path Scotland, Open House, The Wise Group, SCVO (Good Moves).3 West Midlands Police, Tameside Metropolitan Borough Council.4 IBM , Shell, B&Q, Red Carnation Hotels, The Essentia Group, Rentokil Initial, Corus (3 different perspectives).
SeCtIon 2 CASe StUdY tHemeS
A synopsis of each of the case studies can be found at the end of this report. Individual case studies have also been produced which provide more in-depth information on the following:
o Background to the agency or companyo An example from each website of how the organisation markets itself to potential employeeso The recruitment or retention challenges addressedo The approaches developedo Measures of successo Learning points in terms of what makes recruitment or retention effective, how this has been
achieved and success indicators.
This section will attempt to summarise some of the specific recruitment or retention challenges that are being addressed, examples of approaches taken, and indicators used to measure success. It is split by sector - voluntary, public and private.
The Voluntary Sector
Good Moves is not a case study. It has been included in order to illustrate the differences in approaches to recruitment by the voluntary sector in Scotland. Established four years ago by SCVO in partnership with the Big Issue, and also initially SFHA, its aim was to become the recruitment agency for the Scottish voluntary sector. However, despite attempting to extend its coverage by advertising on the rural gateway in Scotland it remains very central belt and urban focused with the proportion from Edinburgh and the east increasing. Rural jobs in the main, except for Chief Executive-type posts, continue to be advertised in the local press. Large national voluntary organisations continue to outsource recruitment to agencies. Social services organisations in particular tend to include administrative jobs in the ‘batch’ of jobs advertised through recruitment agencies or the national press. These agencies in turn access the cheap advertising provided by Good Moves along with the more costly national press and specialist journals.
There are three case studies from the voluntary sector, two from Scotland and one from England. The first two – Open House and Path Scotland - are examples of positive action focusing on the black and minority ethnic (BME) communities within the housing sector, though each are now branching into other sectors including social services. The third – The Wise Group - is an example of an employment training agency targeting clients with chaotic lives, and which services a range of industries including the health, housing and child care sectors.
The challenges that all three address are ways of supporting under-represented sections of the community to compete on a level playingfield for jobs with other sections of the workforce. Their approaches involve carefully tailored qualifying training provision within niche employment markets. To recruit trainees they address their specific barriers and work with employers to adapt recruitment processes such as use of outreach marketing of job content, design of application forms, making interviews more applicant friendly, and providing ongoing mentoring and support to employees along with their employers. Path Scotland extended their positive action model to fast-track social work graduate training and to leadership training programmes targeting those in employment.
Two measures of success are the increase in applicants for traineeships, and numbers moving into mainstream employment. However Open House is also interested in measuring the impact on mainstream employers within both housing and other sectors and their recruitment and retention practices. The Wise Group is interested in distance moved by individuals as measured in terms of social development. It also promotes investment by funders in traineeships by calculating the social return on investment.
The Public Sector
There are two public sector case studies, both from England. They are interesting in terms of the volume of recruitment they are involved in on an ongoing basis. The first one – West Midlands Police - is having to constantly deal with natural wastage and turnover, and is very aware that it is in direct competition with other police forces. This is also the case with the second case study – Tameside Metropolitan Borough Council. But in this case the councils in the NW of England have formed a consortium to jointly publicise jobs on a common website called Now People.
The challenge for West Midlands Police is to continually attract a diverse workforce to replace officers and staff who leave and to respond to specific government requirements such as counter-terrorism. The length of time taken to recruit because of risks associated with recruiting the wrong staff means a long drawn out process. This means keeping applicants committed throughout using web-based updates.
Tameside Council is in competition with the retail sector for lower paid employees and with other sectors for managerial level posts. It has addressed this challenge through effective joint targeting of recruitment and through shared intelligence on the employment market with its local government competitors. They have found a net benefit from this approach.
While West Midlands Police measures its success by competition for jobs, low drop out rates during recruitment, and take-up of opportunities to work on post-retirement, Tameside Council measures its success by financial savings on recruitment and development of new recruitment approaches by its consortium.
The Private Sector
There are seven case studies taken from various sizes of companies. The smallest is the Essentia Group with its 450 ‘associates’ made up of permanent employees plus sessional agency staff spread over three sites in the UK. Red Carnation Hotels has 660 employees in the UK and 900 employees world wide. Corus International has 672 spread across 69 offices in 48 countries, although this is one business within the massive global company Corus5. These are tiny in comparison to the companies such as Shell (108,000) Rentokil Initial (70,000), B&Q (39,000) and IBM.
Case studies focus on different levels of jobs – in the case of Corus Colours it is apprentices; Red Carnation Hotels, Rentokil Initial, B&Q and The Essentia Group it is on first level supervisors; and Shell and Corus International it is on senior managers. IBM focuses on continuity from initial selection of staff to professional development at all levels, with priority being given to diversity – a priority also shared with B&Q.
For some companies like The Essentia Group and B&Q recruitment is not a problem as they have good responses to job adverts. The Essentia Group has the advantage of being able to recruit from a pool of sessional agency workers. However where specific skills are required such as languages it has to proactively recruit on an outreach basis. B&Q can draw from a bank of applicants who have registered and been screened on-line. To fill posts which are more difficult to recruit such as those involving cash handling they turn to existing employees and focus on growing their own talent. They like Red Carnation Hotels and Rentokil Initial see first level supervisors, along with managers, as critical to retention of staff and invest in their selection and training as well as performance appraisal. The Essentia Group HR Director trains its managers to undertake the full range of management duties including HR functions. B&Q believes in incentivising best practice at all levels of management and in fast tracking the most able through accelerated management programmes. Recruiting the right kind of attitudes is critical to the business success of Red Carnation Hotels. They grow their managers by provision of internally delivered but externally accredited management training.
For companies like Rentokil Initial turnover is the challenge, as particularly in London many of their employees are from Eastern Europe, and a five pence difference in hourly rates can mean losing a cleaner. They encourage their employees to stay on by providing accredited training which lasts up to 12 months. This has been found to be effective in reducing turnover. Corus Colours attempts to ‘get
5 The parent company Corus employs 41,000 world wide.
in before its competitors’ by offering work experience opportunities for school pupils, management and leadership training for teachers, apprenticeships and traineeships to school leavers, and student placements and sponsorship to undergraduate and postgraduate students.
For Shell, Corus International and IBM the main challenge is both recruitment and retention of scarce skills. Shell is facing a global shortage of skilled engineers. One solution has been to accelerate its recruitment process and to appoint more quickly than its competitors. They, like Corus International, train their managers in coaching skills which empower employees. IBM, like Shell, utilises on-line supported learning, employee feedback on morale, and invests in and audits progress by its various diversity programmes.
Success is measured in many ways:
o Increased financial turnover, product sales, reduced recruitment costs, reduced employee turnover rates (all companies)
o Reputation and not having to recruit as family and friends recommend the company to prospective employees (The Essentia Group)
o Employee satisfaction (B&Q, IBM, Shell, Corus)o Extent of movement from temporary/sessional into permanent jobs, supervisory or managerial
jobs (B&Q, The Essentia Group, IBM, Rentokil Initial, Red Carnation Hotels)o Evidence of workforce diversity (IBM, B&Q).
All the case studies included in this study share one thing in common - the need to keep on top of the game, to ensure that approaches to recruitment and retention are effective, and to reduce any risks arising from changes in the jobs market or from the actions of competitors.
SeCtIon 3 LeSSonS FRom otHeR SeCtoRS
This section identifies some of the main findings and highlights some lessons with possible ways that these approaches to recruitment and retention might be applied within the voluntary social services sector in Scotland.
Main Findings
Some turnover can be healthy
There is no suggestion as such that turnover is unhealthy as it can revitalise and refresh an organisation. Though there is of course an optimum level to preserve continuity and know-how it’s not just about numbers. Organisations need also to consider what are the skills mix and qualities of workers that they are keen to retain. Companies like The Essentia Group see themselves as providing a step onto the career ladder. There may be only a minority of temporary sessional workers who they are keen to attract into permanent employment. While Shell and West Midlands Police plan for people taking time out and possibly returning at a later date. The trick seems to be to recruit and retain committed and experienced workers with the mix required to meet organisational requirements in a constantly changing external environment.
Valuing people
One thing that is striking from these case studies is the extent to which many of the considerations that the largest global companies highlight are so similar to what we might expect to be discussed by the smallest social services organisation in Scotland. Despite the emphasis on the financial bottom line for private, public, and also for voluntary organisations attempting to achieve long-term financial sustainability, organisational values and in particular respect for the individual member of the workforce is the number one priority for all interviewees. This they say makes sound business sense as a valued workforce is an effective competitive workforce. Extracts from websites (included in the full case studies) demonstrate this underlying principle. This also suggests that mission statements of the voluntary charitable sector, when translated into organisational values, are one of its greatest strengths, provided that these are implemented both internally as well as externally in relation to clients and funders. No matter how large a global company is, attention to the developmental needs and the unique selling points of individual members of the workforce is all important. It sells the company to prospective employees. This commitment of employers to employees is seen as a shared duty, with career opportunities dependent on employees embracing this ethos in terms of their attitudes to other employees.
The holistic approach to recruitment and retention
Many of the approaches highlighted by interviewees are common practice within different parts of the voluntary sector and in fact few of the ideas are completely new. What is different perhaps is the extent to which there appears to be joined up thinking. A cursory look at the ‘Our People’ sections of most of their websites identified that the specific initiatives that interviewees describe are examples from a range of programmes starting at pre-recruitment, the selection process, and once in employment continuing through personal and skills development, accredited training, career planning etc. Anyone interested in considering applying for jobs can search their websites to find out what is on offer as well as information on the overall employment ethos. This is not the case with most voluntary organisations and therefore, except for some of the large national voluntary organisations, it is difficult to make comparisons between employers when applying for jobs.
Developing supervisors and managers
Management style appears to be critical to employee retention, and this means looking at first level supervisory staff, middle management, as well as at director level. The first level manager in a way binds the new recruit to the organisation as they ‘puppy walk’ (Red Carnation Hotels) and induct staff into the organisation’s standards, ways of doing things and values. The middle manager needs to be stretched and developed so they can learn coaching skills, particularly if managing highly skilled professional workers who have to be empowered to develop their own styles of working. The voluntary sector has emphasised the development of its management programmes but may have some way to go in terms of developing coaching skills suitable to achieving a highly skilled workforce capable of operating in an extremely competitive environment.
What diversity offers the employer
The final conclusion is that diversity is fundamental to businesses operating in challenging environments where they need to access a broad range of backgrounds, experiences, skills and abilities. It is not merely a corporate social responsibility but is fundamental to how these companies see themselves achieving competitive advantage. The voluntary sector has still some way to go in terms of mainstreaming diversity, and moving from the current position where so many members of underrepresented sections of the community are concentrated in poorly funded projects.
Key Lessons and areas for possible implementation
Some of the lessons that have been drawn from this quick sampling of experiences from other industries have been presented below.
what makes recruitment effective? examples of possible areas for action
Preparation prior to recruitment – researching the workforce employment market
o Sharing information and intelligence on the target workforce – the location of skill shortages, current trends, and the factors that might influence future employment markets
o Information on competitors and what might enable effective competitive edge in attracting new recruits
Preparation prior to recruitment – refocusing if necessary elements of job spec; clarifying essential knowledge, skills and attitudes; use of plain English in job adverts (understandable also to non-English speakers);
o Identifying where to target recruitment to attract the potential labour force with relevant knowledge and skills and experience
o Checking that job specs. spell out what skills, experience etc. might be relevant
o Recruitment systems developed for recognising transferable learning including life experiences
Advertising vacancies o Advertising as part of a consortium on linked or shared websites
Pre-recruitment support; and promoting consistent image of organisation
o Promotional events including face to face contact with potential applicants
o Developing background information/packs for mailing or publishing on the website
o Use of the website – interactive toolso Being up front about values and attitudes interested
in recruiting
Screening procedures prior to interview o In-house or using external partner/temp. agencyo Screening for attitudes as well as skillso Accelerated recruitment using telephone
interviews and quick offers of appointmento Ensuring that applicants are kept up to date with
how their application is progressingo Getting buy-in to the organisation and its values
e.g. diversity, scope for tailoring jobs to individual style; priority given to customers etc.
Interview process o Speed-dating with other partnerso Scenario testing and in situ observational
interviews
In summary there may be scope for developing further within the voluntary social services sector the following ideas on recruitment :
o Forming a consortium with direct competitors in order to jointly recruit - linked websites.o Recruitment materials giving applicant-friendly information - job design, attitude requirements,
relevant transferable experience; pre-recruitment support; on-line interactive tools for applicants.o Screening procedures; accelerated recruitment.o Partnership approach to interviews with a similar range of jobs.
what makes retention effective? examples of possible areas for action
Probationary period replaced by ‘puppy walking’ o Tailored support by line manager
Fast track recruitment and promotion of talent o Talent scouting role of managemento Accelerated training programmes
Terms of employment packages o Fair and flexible with clarity about what commitment the organisation is making to its employees and what in return is expected in terms of commitment by employees
Management style o Devolved with emphasis on coaching and mentoring
o Managers open to appraised by staff
Tailored individual career promotion o Individuals supported in taking responsibility for personal development
o Flexible career opportunities for temp staff to move into permanent positions based on evidence of commitment
Welcome back o Keeping in contact with ex-employees o Opportunity to take time out and to return when
circumstance change
In summary there may be scope for developing further within the voluntary social services sector the following ideas on retention :-
o Effective induction replaces need for probationary period.o Fast track promotion of employees who show the right attributes.o ‘Retention bonuses’ offered on the basis of service and rising value of employees, combined with
option to negotiate flexible contracts. o Coaching management in coaching skills.o Personal development opportunities extended to volunteers as well as to contract staff.o Welcoming back ex-employees and offering ‘time out’ or sabbatical opportunities. Taking forward some of the lessons
In conclusion, the following are some ideas for consideration by the Voluntary Sector Social Services Workforce Unit on how some of these ideas might be implemented.
1. Firstly, there may be scope for considering a consortium approach to advertising jobs either involving public sector partners or between groups of social service organisations with similar types of posts, or operating within a common geographical employment market. The Good Moves website may be one channel that could be better exploited for this purpose.
2. Secondly, there may be scope for developing the equivalent of a talent bank where applicants can register their CVs and where employers can search and match skills with job specifications. This also has the option that unsuccessful applicants in one interview can be considered for other jobs that come up later (as suggested by the Tameside Council). The main benefit of this is to keep skills within the sector and to prevent movement out of the sector. Again this is a function that Good Moves could provide.
3. Thirdly, there may be opportunities to share examples of indicators and measures that promote success stories. The use of personnel case studies on websites is exploited by most of the companies as it is free publicity. The Voluntary Sector Social Services Workforce Unit Work may choose to promote such success stories.
This study has only scratched the surface in terms of what can be learned from other industries. Perhaps the most important lesson is to apply the values of the sector consistently to recruitment and retention of its workforce.
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g tr
aine
eshi
ps a
nd o
ver-
subs
crip
tion
for
the
lead
ersh
ip c
ours
e is
an
indi
catio
n of
the
dem
and
by m
embe
rs o
f BM
E co
mm
uniti
es fo
r rou
tes i
nto
mai
nstr
eam
em
ploy
men
t an
d fo
r po
sitiv
e ac
tion
supp
ort
for
care
er d
evel
opm
ent.
t
He
wIS
e g
Ro
UP
The
Cha
lleng
e T
he A
ppro
ach
Indi
cato
rs o
f Suc
cess
The
Wis
e G
roup
is a
n ex
ampl
e of
a t
rain
ing
agen
cy
whi
ch is
exp
loiti
ng t
he g
row
th a
reas
in t
he e
cono
my,
whe
re c
lient
s (r
efer
red
to a
s te
mpo
rary
em
ploy
ees)
w
ith c
haot
ic li
ves,
thro
ugh
wor
k ex
peri
ence
supp
orte
d by
men
tori
ng,
accr
edite
d tr
aini
ng,
and
supp
ort
by
empl
oym
ent
advi
sers
, ar
e as
sist
ed i
n co
mpe
ting
in
the
labo
ur m
arke
t. T
he le
sson
s in
thi
s ca
se s
tudy
are
re
leva
nt t
o em
ploy
ers
in t
he s
ocia
l se
rvic
es s
ecto
r w
ho s
eek
to p
rovi
de e
mpl
oym
ent
oppo
rtun
ities
for
cl
ient
gro
ups
who
hav
e lif
e sk
ills
but
no q
ualifi
catio
ns.
And
the
re a
re a
lso
less
ons
for
agen
cies
kee
n to
re
crui
t fr
om t
he W
ise
Gro
up’s
clie
nt b
ase
and
to
assi
st c
lient
s to
pro
gres
s in
the
ir c
aree
rs t
hrou
gh
skill
s de
velo
pmen
t.
A f
unda
men
tal
elem
ent
of t
he o
rgan
isat
ion’
s ap
proa
ch
is w
orki
ng f
orm
ally
with
par
tner
s in
dev
elop
ing
proj
ect
spec
ific
recr
uitm
ent
tailo
red
to
targ
et
wor
kfor
ces,
the
desi
gn o
f jo
b co
nten
t an
d co
lour
ful
prom
otio
nal
mar
ketin
g in
form
atio
n fo
r th
e w
ebsi
te a
nd j
ob c
entr
es,
and
the
prov
isio
n of
one
to o
ne s
uppo
rt to
em
ploy
ers
as
wel
l as
to te
mpo
rary
em
ploy
ees.
The
cas
e fo
r in
vest
men
t in
hig
her
cost
s is
mad
e by
cal
cula
ting
the
soci
al r
etur
n on
in
vest
men
t.
The
num
bers
of t
empo
rary
em
ploy
ees
mov
ing
into
em
ploy
men
t, th
e ex
tent
of
mov
emen
t by
indi
vidu
als
in te
rms
of
the
jobs
mar
ket
as m
easu
red
by s
ocia
l de
velo
pmen
t mea
sure
s, ar
e al
l car
eful
ly
mon
itore
d an
d pr
omot
ed in
mar
ketin
g m
ater
ials
an
d fu
ndin
g ap
plic
atio
ns.
Rec
ruitm
ent i
nto
jobs
with
in T
he W
ise
Gro
up, a
nd u
pwar
d m
obili
ty w
ithin
the
orga
nisa
tion,
are
oth
er i
ndic
ator
s of
su
cces
s.
tH
e P
UB
LIC
Se
Ct
oR
we
St m
IdLA
nd
S P
oLI
Ce
The
Cha
lleng
e T
he A
ppro
ach
Indi
cato
rs o
f Suc
cess
The
For
ce r
equi
res
to r
ecru
it be
caus
e of
na
tura
l was
tage
am
ong
polic
e of
ficer
s, ov
er
560
offic
ers
a ye
ar, o
n to
p of
rec
ruiti
ng
spec
ial c
onst
able
s, po
lice
com
mun
ity
supp
ort
war
dens
and
oth
er p
olic
e st
aff
and
to r
espo
nd t
o ad
ditio
nal d
eman
ds
on r
ecru
itmen
t in
res
pons
e to
cou
nter
te
rror
ism
. The
y ar
e al
so c
omm
itted
to
att
ract
ing
a di
vers
e w
orkf
orce
. The
ch
alle
nge
is t
o en
sure
tha
t ap
plic
ants
are
ke
pt o
n bo
ard
duri
ng a
n ex
tens
ive
sele
ctio
n pr
oces
s. O
nce
recr
uite
d, t
he F
orce
is k
een
to r
etai
n th
ese
staf
f by
offe
ring
ser
vice
co
nditi
ons
such
as
an o
ptio
n to
leav
e an
d re
join
the
ser
vice
dep
endi
ng o
n pe
rson
al
circ
umst
ance
s.
The
focu
s of
rec
ruitm
ent
is o
n pr
omot
ing
a po
sitiv
e im
age
of jo
bs a
nd t
he v
arie
ty o
f job
s w
ithin
the
pol
ice
forc
e by
bei
ng p
roac
tive
in t
erm
s of
out
reac
h dr
op-
in s
essi
ons,
the
mar
ketin
g of
jobs
thr
ough
web
-bas
ed
‘plo
dcas
ts’,
and
an e
mph
asis
on
dive
rsity
at
all l
evel
s. T
he o
rgan
isat
ion
addr
esse
s th
e le
ngth
of t
he s
cree
ning
pr
oces
s by
var
ying
the
inte
nsity
of t
he p
roce
ss in
ter
ms
of t
he r
elat
ive
risk
ass
ocia
ted
with
diff
eren
t le
vels
of
job,
and
by
prov
idin
g de
dica
ted
spac
e on
the
web
site
fo
r on
-line
feed
back
on
prog
ress
of a
pplic
atio
ns.
Car
eer
brea
ks a
re w
ays
of r
etai
ning
tra
ined
sta
ff by
al
low
ing
time
out.
Wes
t M
idla
nds
Polic
e m
easu
res
recr
uitm
ent
succ
ess
in t
erm
s of
the
com
petit
ion
for
jobs
in
the
forc
e, a
nd t
he lo
w d
rop
out
rate
s du
ring
the
pr
obat
ion
peri
od.
Mea
sure
s of
ret
entio
n in
clud
e th
e nu
mbe
r of
offi
cers
tak
ing
up c
aree
r br
eaks
, te
mpo
rary
jobs
pos
t re
tirem
ent,
or w
orki
ng p
ast
the
min
imum
age
for
retir
emen
t.
tAm
eSI
de
me
tR
oP
oLI
tAn
Bo
Ro
Ug
H C
oU
nC
IL
The
Cha
lleng
e T
he A
ppro
ach
Indi
cato
rs o
f Suc
cess
Nin
e m
etro
polit
an a
utho
ritie
s fr
om t
he
NW
of E
ngla
nd w
ho h
ave
form
ed t
he
cons
ortiu
m N
ow P
eopl
e. T
hey
recr
uit
from
a n
umbe
r of
diff
eren
t jo
b m
arke
ts
and
have
to
targ
et a
ccor
ding
ly. T
hey
are
in c
ompe
titio
n w
ith t
he r
etai
l sec
tor
for
som
e jo
bs, a
nd a
t di
ffere
nt t
imes
diff
eren
t ty
pes
of jo
bs a
re d
ifficu
lt or
eas
y to
rec
ruit
so t
hey
have
to
keep
on
top
of c
hang
ing
empl
oym
ent
cont
exts
. Fin
ding
sm
art
way
s to
red
uce
recr
uitm
ent
cost
s is
impe
rativ
e as
wel
l as
build
ing
awar
enes
s an
d ke
epin
g pe
ople
with
in ‘t
he lo
cal g
over
nmen
t fa
mily
’.
Now
Peo
ple
is t
he c
onso
rtiu
m w
ebsi
te w
hich
is t
he
publ
ic fa
ce o
f the
ir jo
int
recr
uitm
ent
adve
rtis
ing.
It
is fu
nded
thr
ough
add
ition
al “
Bett
er G
over
nmen
t”
mon
ey. A
new
add
ition
to
the
web
site
whi
ch is
abo
ut
to b
e de
velo
ped
is a
tal
ent
bank
dat
abas
e, w
ith h
as
the
pote
ntia
l in
futu
re t
o en
able
cro
ss-c
onso
rtiu
m
rede
ploy
men
t of
‘sur
plus
’ sta
ff. T
hey
adve
rtis
e jo
intly
at
job
fair
s. H
owev
er t
hey
are
scep
tical
abo
ut t
he
valu
e of
the
se e
vent
s ex
cept
pos
sibl
y in
ter
ms
of
build
ing
awar
enes
s in
the
long
-ter
m.
The
mai
n ar
ea o
f suc
cess
, in
addi
tion
to r
educ
tions
in
adv
ertis
ing
cost
s, is
the
sha
red
lear
ning
from
th
e co
nsor
tium
dis
cuss
ions
. One
are
a th
ey m
ay
expl
ore
in fu
ture
is t
hat
of p
uttin
g ou
t to
con
trac
t a
cons
ortiu
m r
ecru
itmen
t ag
ency
func
tion
to in
crea
se
effe
ctiv
enes
s of
exe
cutiv
e se
arch
es a
nd t
o re
duce
ov
eral
l cos
ts, t
houg
h th
ey a
re v
ery
awar
e of
the
da
nger
s of
tyi
ng t
hem
selv
es t
o on
e co
ntra
ctor
for
this
func
tion.
t
He
PR
IVA
te
Se
Ct
oR
Re
d C
AR
nA
tIo
n H
ot
eL
Co
LLe
Ct
Ion
(R
CH
)
The
Cha
lleng
e T
he A
ppro
ach
Indi
cato
rs o
f Suc
cess
The
impa
ct o
f 9/1
1, S
AR
S, Fo
ot a
nd M
outh
an
d hi
gh la
bour
tur
nove
r ch
arac
teri
stic
of
the
hosp
italit
y in
dust
ry, a
long
with
incr
easi
ng
com
petit
ion
from
the
gro
wth
in h
otel
ac
com
mod
atio
n, h
as m
eant
tha
t R
CH
, a lu
xury
co
llect
ion
of h
otel
s re
lies
on t
he r
eput
atio
n of
its
serv
ice
stan
dard
s, an
d re
turn
vis
itors
. It
ther
efor
e is
kee
n to
rec
ruit
peop
le w
ith t
he r
ight
att
itude
s an
d ha
s de
velo
ped
an im
agin
ativ
e an
d ta
rget
ed
appr
oach
to
recr
uitm
ent
and
to r
eten
tion
of it
s be
st s
taff.
RC
H w
orks
clo
sely
with
oth
er p
artn
ers
to r
ecru
it ne
w t
alen
t, al
ong
with
cre
ativ
e m
arke
ting
usin
g th
eir
web
site
. D
eliv
ery
of in
duct
ion
trai
ning
is
unde
rtak
en w
ithin
eac
h de
part
men
t by
spe
cial
ly
trai
ned
‘spe
cific
ski
lls t
rain
ers’
who
‘pup
py-w
alk’
ne
w r
ecru
its. A
lthou
gh R
CH
offe
rs g
ener
ous
staf
f be
nefit
s, th
e bi
gges
t se
lling
poi
nt is
the
thr
ee-le
vel
supe
rvis
ory
trai
ning
pro
gram
me
for
care
fully
sel
ecte
d em
ploy
ees
and
the
focu
s on
‘hom
e-gr
owin
g’ it
s ow
n m
anag
emen
t.
Incr
ease
d re
venu
e pe
r av
erag
e ro
om, i
ncre
ased
oc
cupa
ncy
rate
s, re
duce
d la
bour
tur
nove
r an
d th
eref
ore
redu
ced
recr
uitm
ent
cost
s, ar
e m
onito
red
on a
n on
goin
g ba
sis.
RC
H a
lso
prom
otes
on
its w
ebsi
te it
s tr
ack
reco
rd in
te
rms
of in
tern
al p
rom
otio
n, a
nd b
oast
s th
e nu
mbe
r of
sen
ior
dire
ctor
s w
ho h
ave
rise
n th
roug
h th
e ra
nks
of t
he c
ompa
ny.
tH
e e
SSe
nt
IA g
Ro
UP
The
Cha
lleng
e T
he A
ppro
ach
Indi
cato
rs o
f Suc
cess
The
re is
hig
h tu
rnov
er in
the
cal
l cen
tre
indu
stry
bu
t as
The
Ess
entia
Gro
up p
rovi
des
a sp
ecia
list
type
of c
onta
ct c
entr
e se
rvic
e w
hich
doe
s no
t in
volv
e se
lling
, tur
nove
r is
low
er t
han
for
the
rest
of t
he s
ecto
r. T
he G
roup
con
trac
ts w
ith a
re
crui
tmen
t ag
ency
to
recr
uit
sess
iona
l hel
plin
e ad
vise
rs, m
any
of w
hom
are
und
ergr
adua
tes
look
ing
for
shift
wor
king
. The
se r
ecru
its p
rovi
de
a po
ol o
f tra
ined
wor
kers
who
can
be
recr
uite
d in
to p
erm
anen
t su
perv
isor
y an
d ot
her
role
s w
ithin
The
Ess
entia
Gro
up.
In o
rder
to
mee
t cl
ient
nee
ds t
he o
rgan
isat
ion
may
als
o ha
ve t
o pr
oact
ivel
y re
crui
t on
an
outr
each
bas
is, f
or
exam
ple
non-
Engl
ish
spea
kers
for
a sp
ecifi
c he
alth
co
ntra
ct.
The
re is
onl
y on
e fu
ll tim
e H
R D
irect
or s
o m
anag
ers
have
to
be t
rain
ed t
o un
dert
ake
the
full
rang
e of
th
eir
dutie
s an
d to
be
regu
larl
y ev
alua
ted
in t
erm
s of
th
eir
perf
orm
ance
. Fle
xibl
e w
orki
ng a
nd v
aria
tion
on
cont
ract
s is
att
ract
ive
to e
mpl
oyee
s. F
unda
men
tal
to b
oth
recr
uitm
ent
and
rete
ntio
n is
pro
mot
ion
of
the
valu
es o
f the
com
pany
. The
y ha
ve fo
und
that
re
puta
tion
and
wor
d of
mou
th a
re t
he b
est
form
s of
re
crui
tmen
t as
wel
l as
mak
ing
good
bus
ines
s se
nse.
The
num
ber
of p
eopl
e w
ho jo
ined
the
co
mpa
ny b
ecau
se t
heir
fam
ily o
r fr
iend
s re
com
men
ded
the
com
pany
to
them
is
test
amen
t to
the
rep
utat
ion
of t
he c
ompa
ny.
Thi
s tr
ansl
ates
into
low
er t
urno
ver
rate
s, re
duce
d re
crui
tmen
t co
sts,
and
the
leve
l of
inte
rest
in m
ovin
g fr
om t
empo
rary
ses
sion
al
wor
k in
to p
erm
anen
t su
perv
isor
y an
d m
anag
eria
l rol
es.
Re
nt
ok
IL In
ItIA
L
The
Cha
lleng
e T
he A
ppro
ach
Indi
cato
rs o
f Suc
cess
The
indu
stry
is k
now
n to
hav
e ve
ry h
igh
turn
over
-
80%
is t
he n
orm
, and
in m
onth
s no
t ye
ars.
The
ch
alle
nge
ther
efor
e is
to
com
mit
new
rec
ruits
, m
any
of t
hem
from
Eas
tern
Eur
ope,
to
stay
and
co
mpl
ete
thei
r tr
aini
ng r
athe
r th
an le
ave
for
a fe
w p
ence
ext
ra a
mon
th w
ith a
noth
er c
ompa
ny.
The
focu
s is
on
trai
ning
the
firs
t lin
e su
perv
isor
s, co
mbi
ned
with
pro
vidi
ng a
ccre
dite
d tr
aini
ng w
hich
en
cour
ages
em
ploy
ees
to s
tay
until
com
plet
ion
of
thei
r tr
aini
ng.
By w
orki
ng c
lose
ly w
ith t
he s
ecto
r sk
ills
coun
cil (
Ass
et S
kills
) an
d pu
blic
ly fu
nded
tra
inin
g pr
ovid
ers,
who
del
iver
num
erac
y an
d lit
erac
y co
urse
s, R
ento
kil i
s ra
isin
g th
e sk
ills
leve
ls o
f its
em
ploy
ees
as w
ell a
s le
arni
ng fr
om t
he e
xper
ienc
e of
oth
er
empl
oyer
s op
erat
ing
in t
heir
sec
tor
and
in h
ealth
car
e.
Turn
over
rat
es is
the
mai
n ba
rom
eter
of
succ
ess,
alon
g w
ith c
aree
r m
oves
from
op
erat
ive
into
pro
mot
ed p
osts
.
B&
Q
The
Cha
lleng
e T
he A
ppro
ach
Indi
cato
rs o
f Suc
cess
In a
com
petit
ive
reta
il en
viro
nmen
t som
e po
sts c
an b
e di
fficu
lt to
fill
incl
udin
g po
sts r
equi
ring
cash
han
dlin
g or
liai
sing
with
inst
alle
rs.
Gro
win
g th
e ta
lent
with
in
the
orga
nisa
tion
of p
eopl
e w
ho k
now
the
syst
ems a
nd
can
be tr
uste
d re
duce
s the
risk
of w
astin
g re
sour
ces o
n tra
inin
g n
ew st
aff,
as a
lso
does
inve
stin
g in
reta
inin
g m
anag
eria
l ski
lls w
ithin
the
com
pany
.
Ther
e is
a st
rong
em
phas
is o
n di
vers
ity w
ithin
the
recr
uitm
ent p
roce
ss a
nd se
lect
ion
proc
edur
es th
at e
nsur
e th
at c
andi
date
s are
sele
cted
onl
y on
the
basi
s of a
ppro
pria
te
skill
s and
how
they
per
form
in si
tu.
The
acce
lera
ted
man
agem
ent p
rogr
amm
e ai
ms t
o re
tain
exp
erie
nced
wor
kers
w
ho k
now
the
syst
ems,
and
who
bal
ance
the
man
ager
s co
min
g in
from
oth
er in
dust
ries w
ith ‘f
resh
idea
s’.
The
use
of e
xter
nally
man
aged
staf
f fee
dbac
k is
use
d to
inc
entiv
ise
best
pra
ctic
e am
ong
supe
rvis
ors a
nd m
anag
ers.
Hitt
ing
com
pany
targ
ets i
s im
porta
nt b
ut so
als
o ar
e in
divi
dual
uni
t sco
res f
or e
mpl
oyee
satis
fact
ion,
ev
iden
ce o
f div
ersi
ty a
nd c
aree
r mov
es u
p th
e or
gani
satio
n.
Co
RU
S
The
Cha
lleng
e T
he A
ppro
ach
Indi
cato
rs o
f Suc
cess
As
a hi
ghly
com
petit
ive
glob
al c
ompa
ny it
is
esse
ntia
l to
recr
uit
scar
ce p
rofe
ssio
nal s
kills
suc
h as
ele
ctri
cal e
ngin
eers
with
in m
anuf
actu
ring
, and
st
eel e
xper
ts in
the
com
mer
cial
sec
tor.
Cor
us h
as d
evel
oped
a n
umbe
r of
rec
ruitm
ent
stra
tegi
es ‘t
o ge
t in
ear
ly’ a
head
of i
ts c
ompe
titor
s -
by
mai
ntai
ning
link
s w
ith s
choo
ls a
nd o
fferi
ng e
duca
tiona
l st
aff b
ursa
ries
for
man
agem
ent
and
lead
ersh
ip t
rain
ing,
wor
king
with
sch
ool l
eave
rs a
nd s
tude
nts,
offe
ring
tr
aine
eshi
ps, a
ppre
ntic
eshi
ps, s
tude
nt p
lace
men
ts a
nd
spon
sors
hip,
grad
uate
and
pos
t gr
adua
te p
rogr
amm
es.
It is
als
o co
mm
itted
to
ensu
ring
tha
t on
ce e
mpl
oyee
s w
ith s
carc
e sk
ills
are
succ
essf
ully
rec
ruite
d a
key
role
of
man
agem
ent
is c
oach
ing
and
ensu
ring
tha
t th
ey a
re
‘em
pow
ered
’ as
indi
vidu
als
to d
evel
op t
heir
‘ind
ivid
ual
styl
e’ o
f ser
vice
del
iver
y w
ithin
the
par
amet
ers
set
by
orga
nisa
tiona
l ris
k.
Har
d co
mm
erci
al in
dica
tors
are
use
d co
mbi
ned
with
em
ploy
men
t co
sts
and
the
impa
ct o
n ex
pans
ion
of t
urno
ver
SHe
LL
The
Cha
lleng
e T
he A
ppro
ach
Indi
cato
rs o
f Suc
cess
Like
all
com
pani
es in
thi
s se
ctor
, She
ll is
face
d w
ith a
glo
bal s
hort
age
of s
kille
d en
gine
ers.
In
orde
r to
ach
ieve
com
petit
ive
adva
ntag
e ov
er
its c
ompe
titor
s it
has
had
to a
ccel
erat
e its
re
crui
tmen
t pr
oces
s an
d to
add
ress
way
s of
at
trac
ting
back
tal
ente
d an
d sk
illed
em
ploy
ees.
As
wel
l as
effe
ctiv
e an
d sp
eedy
vet
ting
and
sele
ctio
n pr
oces
ses,
Shel
l is
com
mitt
ed t
o em
ploy
ee-le
d in
divi
dual
ised
per
sona
l dev
elop
men
t an
d tr
aini
ng
whi
ch fi
ts w
ith t
he o
pera
ting
cultu
re o
f the
com
pany
, an
d an
em
phas
is o
n au
tono
my
- “Yo
u ar
e in
cha
rge
of y
our
own
dest
iny”
. O
ngoi
ng a
uditi
ng o
f mor
ale
and
dive
rsity
, alo
ng w
ith m
aint
aini
ng c
onta
ct w
ith e
x-em
ploy
ees
and
thei
r ne
twor
ks is
see
n as
an
impo
rtan
t in
vest
men
t.
The
com
petit
ive
edge
in t
erm
s of
rec
ruitm
ent
of s
carc
e ta
lent
, fee
dbac
k fr
om s
taff
surv
eys
on m
oral
e an
d th
e pr
omot
ion
of S
hell
jobs
by
cur
rent
em
ploy
ees
are
som
e ex
ampl
es o
f in
dica
tors
tha
t ca
n be
use
d.
IBm
The
Cha
lleng
e T
he A
ppro
ach
Indi
cato
rs o
f Suc
cess
IBM
has
mov
ed fr
om p
hysi
cal m
anuf
actu
ring
in
to t
he h
ighe
r va
lue
serv
ice
sect
or.
In o
rder
to
com
pete
effe
ctiv
ely
it re
quire
s a
flexi
ble
high
ly
skill
ed w
orkf
orce
to
mee
t th
e de
man
ds o
f its
gl
obal
cus
tom
er b
ase
thro
ugh
tailo
red
busi
ness
so
lutio
n co
nsul
tanc
ies
alon
g w
ith t
echn
ical
cal
l ce
ntre
sup
port
. It
empl
oys
its o
wn
regu
lar
staf
f in
the
hig
h va
lue
cons
ulta
ncy
type
rol
es. A
nd
‘con
trac
tors
’ are
rec
ruite
d an
d em
ploy
ed b
y ex
tern
al r
ecru
itmen
t ag
enci
es t
o ex
ecut
e th
e bu
sine
ss o
n be
half
of IB
M.
In G
reen
ock
thes
e in
clud
e fo
reig
n na
tiona
ls e
mpl
oyed
on
the
basi
s of
the
ir la
ngua
ge s
kills
.
Rec
ruitm
ent
is d
icta
ted
by c
ontr
act
requ
irem
ents
but
th
is a
lso
prov
ides
car
eer
oppo
rtun
ities
bot
h fo
r ne
w
empl
oyee
s co
min
g th
roug
h th
e gr
adua
te a
nd o
ther
pr
ogra
mm
es, i
nter
nally
for
curr
ent
empl
oyee
s, an
d in
so
me
case
s fo
r w
orke
rs o
n te
mpo
rary
con
trac
ts w
ith
recr
uitm
ent
agen
cies
. In-
hous
e an
d on
-line
sup
port
ed
trai
ning
, alo
ng w
ith m
ento
ring
and
coa
chin
g, an
d pe
rson
al d
evel
opm
ent
plan
s, ar
e w
ays
of e
ncou
ragi
ng
self-
mot
ivat
ed o
ngoi
ng e
nhan
cem
ent
of s
kills
. Em
ploy
ee fe
edba
ck t
ools
and
the
em
phas
is o
n di
vers
ity
prog
ram
mes
pro
mot
e th
e co
mpa
ny a
s an
em
ploy
er
to e
xter
nal r
ecru
its a
s w
ell a
s ge
ttin
g bu
y-in
from
em
ploy
ees.
Ano
ther
too
l is
prom
otin
g th
e in
divi
dual
’s co
mm
itmen
t to
cha
rita
ble
volu
ntar
y ac
tiviti
es in
th
eir
own
an in
the
firm
’s tim
e as
an
elem
ent
of t
he
com
pany
’s co
mm
itmen
t to
cor
pora
te c
itize
nshi
p.
Att
ritio
n ra
tes
by t
ype
of jo
b, e
mpl
oyee
su
rvey
res
ults
, and
car
eer
mov
es in
to a
nd
with
in t
he c
ompa
ny, a
long
with
div
ersi
ty
mea
sure
s ar
e us
ed a
s in
dica
tors
of
recr
uitm
ent
and
rete
ntio
n ta
rget
s.
Marion Lacey Teresa Lavery
Rock Solid Social Research 0141 574 6227B/1 142 Queens Drive [email protected] Glasgow G42 8QNT: 0141 424 1819 [email protected]
Rock Solid Social Research © 2007
(Footnotes)1 TFe, eCVS, rural gateway, workwithus.org 2 Equal Community Initiative Programme funding from the European Commission requires matched funding, which in this case from the housing providers and employment and training partners.
