Resourcing and Talent Planning
Annual survey report 2010
Resourcing and talent planning
Contents
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
1
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 and talent planning
Contents
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
1
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
Links: Base: 473 (2010 survey), 754 (2009 survey) 2009 survey 69 68 59 50 38 35 39 35 n/a 26 44 19 n/a 6