Recruitment Survey based on job postings – December 2019

– method and results

P

r

æ

s

e

n

t

a

t

i

o

• Since 2007, the recruitment survey has been a cornerstone of the Ministry of

Employments monitoring of the labour market

• In the survey, more than 20,000 companies were contacted biannually, with

approx. 15,000 answers as a result (response rate 70-75)

• Each company received a letter that invited them to answer a questionnaire at a

website (followed up by telephone).

Challenges:

• Few of the companies contacted had actually been in a recruitment situation

during the period considered, causing unnecessary disturbance of many

companies

• Relatively heavy respondent burden for companies to answer the survey

• The survey is not sufficiently targeted/effective. Over-representation of

numerically large job titles and less good coverage of minor job titles

2

Recruitment survey - the previous method

3

The principles of the new method

JOB POSTING DATA TEXT ANALYSIS CATEGORIZATION SURVEY

REPORTING

THE LABOUR MARKET BALANCE

+

CRAWLING

4

Comparison of former and new methodFormer method New method Advantages

Population 20.000 25.000 Larger population

Number of responses

(response rate)

14.700 (73%) 17.500 (69%) High response rate retained

Number of recruitment

situations

4.500 (30% of the interviews) 17.500 More ‘intelligent’, more

comprehensive geographically and

at job title level.

The contact = the expert

Number of questions in the

questionnaire

25 6 (7-8 for 15% of the companies) Less response burden –

information collected electronically

+ fewer and simpler questions

Frequency Twice a year Continuous collection and thus

more frequent statements (every

two months)

More current status

Definition of unsuccessful

recruitments

Recruitment attempts where the

position could not be filled +

positions that have been filled with

a ‘different profile’

Recruitment attempts where the

position could not be filled +

positions that have been filled with

a ‘different profile’

Unchanged definition of

unsuccessful recruitments makes

it possible to follow developments

over time.

Calculation of the

recruitment situation

Calculate the number of

unsuccessful recruitments on job

title level

Calculate the number and rate of

unsuccessful recruitments on job

title level by respectively:

• non filled positions (vacancies)

and

• occupied with another profile

More information than before, as

well as an explanation of the

cause of unsuccessful recruitment

Rate of relative shortage

(FRR)

Only at country level At RAR, industry, business group

and job title level

More, and more detailed

information

Contact to job centre Offer to contact the local job center

if the company wants it

Offer to contact the local job center

if the company wants it

Same opportunity – however, all

companies are now asked if they

want contact with the job centre

(extended service)

P

r

æ

s

e

n

t

a

t

i

o

Nationwide results- December 2019

7

Main results of the study

• In December 2019, the number of unsuccessful recruits was 61,370 (measured over

the past six months). In September 2019, the number of unsuccessful recruits was

61,110. This reflects a continuous, but diminishing, tightening of the labor market.

• 20% of the companies' recruitment attempts were unsuccessful (the unsuccessful

recruitment rate) in December 2019 (measured over the past six months). The

unsuccessful recruitment rate in September 2019 was 21%.

• On average, half of the companies unsuccessful recruitment attempts ended with the

position not being occupied, while half of the companies' unsuccessful recruitment

attempts were occupied with a different profile than requested.

• There are variations between the individual regions in the unsuccessful recruitment

rate. The December 2019 results show that the least is in South- and West Jutland

and the largest in Zealand.

• There are large differences between the industry's recruitment challenges - generally

the least in the public and the largest in the private sector. There are also large

differences between RAR areas within the same industry.

8

Development in the rate of unsuccessful recruitments

(1,000 people)

9

Development in the rate of unsuccessful recruitments (FRR)

10

The unsuccessful recruitment rate (FRR) broken down by vacant positions and positions

occupied by another profile (substitution), by industry

11

The unsuccessful recruitment rate (and number of unsuccessful recruitments) in RAR

areas

RAR North Jutland

19% (5,230)

RAR West Jutland

18% (2,700)

RAR South Jutland

18% (6,110)

RAR East Jutland

19% (9,610)

RAR Funnen

20% (4,020)

RAR Zealand

26% (11,670)

RAR Capital

19% (21,610)

RAR Bornholm

28% (420)

Country rate

20% (61,370)

12

Unsuccessful recruitment rate (FRR) by industry and RAR areas

Industry RAR Hovedstaden RAR Sjælland RAR Fyn RAR Sydjylland RAR Vestjylland RAR Østjylland RAR Nordjylland Hele landet

Agriculture, forestry and fishing 55% 41% 23% 0% 21% 55% 53% 36%

Manufacturing 25% 20% 26% 26% 16% 21% 17% 22%

Construction 35% 33% 33% 27% 28% 39% 28% 34%

Trade 22% 46% 13% 14% 14% 19% 16% 23%

Transportation 17% 13% 16% 15% 58% 21% 5% 18%

Hotels and restaurants 23% 27% 35% 26% 23% 18% 36% 25%

Information and communication 15% 21% 21% 23% 9% 14% 16% 16%

Financing and insurance 10% 7% 26% 20% 3% 1% 5% 10%

Real estate and rental 8% 41% 19% 3% 3% 20% 28% 15%

Knowledge Service 21% 21% 12% 17% 12% 18% 15% 19%

Cleaning and other operational

services22% 14% 24% 29% 16% 34% 32% 23%

Public administration, defense and

police11% 19% 19% 10% 31% 16% 15% 16%

Education 17% 7% 6% 11% 8% 3% 2% 10%

Health and social services 22% 23% 18% 17% 12% 24% 20% 21%

Culture and leisure 10% 29% 78% 15% 0% 2% 4% 16%

Other services, etc. 11% 26% 19% 7% 14% 21% 22% 15%

Other 12% 15% 24% 25% 0% 1% 43% 18%

All industries 19% 26% 20% 18% 18% 19% 19% 20%

13

Unsuccessful recruitment rates for occupations with the greatest job turnovers

OccupationRate of non successful

recruitments

Number of unsuccessful

recruitments

Shop assistant (skilled) 24% 5,190

Office assistant (skilled) 8% 830

Cleaning assistant 22% 1,970

Social and health care

assistant (not skilled)34%

2,940

Nursery assistant 10% 650

Warehouse and logistics

employee15%

1,390

Primary school teacher 7% 520

Carpenter 26% 730

Shop assistant (not skilled) 34% 3,650

Disability helper 16% 280

Social and health care

assistant (skilled)29%

3,930

Chef 23% 1,090

Electrician 26% 1,810

Driver 20% 730

Sales consultant 20% 1,690

Nurse 24% 1,080

Factory worker 25% 660

Accountant 25% 420

Office assistant (not skilled) 3% 20

Waiter 26% 670

OccupationRate of non successful

recruitments

Number of unsuccessful

recruitments

Bricklayer 49% 510

Service technician, cleaning

and reals estate service 26%

30

Salesman 21% 860

Academic worker 11% 120

Plumber 47% 450

House Painter 32% 80

Project Manager 11% 620

Pedagogue 13% 990

Nutritionist 14% 470

Kitchen hand 17% 630

Accountant assistant 8% 440

Programmer and system

developer29%

1,070

Doctor 22% 100

Serving assistant (unskilled) 17% 60

Mechanic 25% 990

Social worker 7% 70

Lawyer 14% 190

Café worker 8% 40

Clerk 12% 140

Special worker, construction 22% 330

Background and purpose of research

•

The recruitment survey is provided by Højbjerre Brauer

Schultz for the The Danish Agency for Labour Market and

Recruitment.

• The aim of the research is to shed light on the nature and

characteristics of companies’ recruitment challenges in

Denmark.

• The premises of the survey was to target companies that

utilized electronic job postings. These companies were asked

whether the recruitment was successful or unsuccessful.

• The survey defines unsuccessful recruitments within

companies with the following criteria; positions that are not

occupied at all or positions that have been occupied, but with

an employee who did not have the required qualifications.

• The new method of conducting the survey entails that the

respondent is the same person who was responsible for the

job posting. This new method enables simplification of the

survey which allows for concrete data collection and precise

results.

• The survey probed some of the following questions:

• To which degree was the recruitment attempt unsuccessful?

• How many people were involved?

• Has the unsuccessful recruitment had any consequences when

regarding orders or completion of certain tasks?

Data collection

• Companies and business responded via

internet or telephonic interviews. The

response rate was at 77 percent.

• The quarterly report is based off of

approximately 15.000 responses from the

recruitment efforts spanning from July 2019

until December 2019. The companies were

asked to provide a status update regarding

their recruitment efforts three months after

they initially published the job posting.

• The participating companies were chosen in

compliance with a stratified sampling plan

selected to cover as many job titles as

possible within each RAR area.

• The results of the sample survey were

subsequently weighted and scaled to include

the entire labor market in Denmark. This

means that the distribution of recruitment

attempts is representative of the entire

labor market.

Sampling uncertainty

• There is a statistical uncertainty

related to sample selection and

the scaling of the results (the

number of unsuccessful

recruitments)

• This uncertainty means that the

unsuccessful recruitment rate at

a national level with a 95 percent

probability lies within +/- 0.5

percent points of the total

number of unsuccessful

recruitments.

Information about the research