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contingency workforce planning

Contingency Workforce Planning

contingency workforce planning

With global talent acquisition markets becoming increasingly more sophisticated, and companies vying to position themselves more favourably than their competitors, the need to properly manage and prepare contingency workforce models as a matter of policy is of critical importance now more than ever.

 

In a progressively competitive marketplace, allowing your hiring practices to be ‘reactive’ rather than ‘proactive’, is an inherently unsatisfactory recruitment strategy, especially if you’re hoping for a sustained level of success going forward. Below are some tips that we recommend you consider when assessing your present and future resourcing capabilities:

 

Planning

Planning as always is key to the success of your company, but the specific milestones you’re looking to achieve as a company must be very clearly defined before you set out your plan. You must be definite on where you expect there to be resource shortages, based on projects that are imminent within the business, and then focus your contingency workforce planning around where those shortages are likely to be.

 

Implement Correct Rules and Regulations

Ensure that there are correct rules and processes in place for the engagement of a contingency workforce. These are usually in place for permanent employees so why not contractors? Companies may have concerns about co-employment scenarios but practically, engaging closely with contractors and welcoming them warmly into the company can be of more benefit to the company in the short to medium term. One reason for this is that the contractor will often have transferable skills which can be passed on to the permanent members of the team. Consider a formal knowledge transfer plan, whether as an ongoing element throughout a contract or structuring something formal in the final month of the contractor’s engagement.

 

Consider VMS Packages

Larger companies may wish to consider a VMS (Vendor Management Software) package which enables online contingent worker sourcing and billing. Some of the leaders in this field include Beeline, Fieldglass and IQ Navigator. These products provide a central hub from which hiring managers can coordinate all recruitment activity, suppliers (Recruitment Agencies) can access requirements and upload talent and, crucially, all commercial aspects can be processed and monitored giving complete visibility on spend related to the contingent workforce.

 

Engage the Services of a Contracting Recruitment Firm

The hiring of contract staff can require specialist knowledge and access to unique pools of talent. By engaging the services of a specialist contracting recruitment agency, you can ensure that the hired resources are properly vetted and assessed, but more importantly that they have the correct compliance documentation in place, such as tax registration, appropriate insurance coverage etc.

 

To conclude, the landscape for the hiring of contract resources has changed dramatically, and whereas in the past a company might have recruited for contract resources as and when their need arose, a more premediated approach is now the norm. It’s cost effective, drives profits forward and can be measured as a clearly defined contributor to the bottom line. It can also be a reliable barometer for increases in overall productivity.

Posted by Andrew Turner on 7 December 2017

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Irish jobs market reaches 20-year high, as office re-entry drives unprecedented levels of recruitment activity

Irish jobs market reaches 20-year high, as office re-entry drives unprecedented levels of recruitment activity

Sigmar Recruitment today reports a record high number of job placements over April, May, and June 2021. The number of placements during this period is higher than any other quarter in the recruitment company’s 20-year history. Current figures are up 6% on the previous record set in 2019 before the pandemic. As one of the largest recruiters in Ireland, Sigmar has offices across the country and is present in all professional sectors. The first half of the year saw strong, consistent growth with job placements breaking all records in the month of May, with June accounting for the second-highest month ever. Commenting on the rebound of the labour market, Sigmar founding Director, Robert Mac Giolla Phádraig says: “The jobs market in Ireland has never been stronger or more buoyant than it currently is. We’re seeing several macro trends converge all at once, which is creating significant churn in the market. Remote working has literally opened up a world of new opportunities no longer bound by location. This is coupled with a rising tide of consumer confidence, as many professionals find themselves in a stronger financial position than before the pandemic. “The last 18 months has asked big questions of us all, and the humdrum of lockdown has created a desire for change which is now resulting in unprecedented numbers of people moving jobs. Employee loyalty is increasingly under question, with remote work being less enjoyable, many workers are now committed to the experience of work over the employer, adding further to the current levels of churn.” IT accounted for one-third of all job placements throughout the quarter, followed in order by Financial Services, Sales & Marketing, Accountancy, Life Science & Manufacturing, Office Support, Public Sector, Construction, Professional Services. Business confidence has also grown steadily over the course of the year, as vaccination gathered momentum. The “low-touch economy” is booming is sectors such as e-commerce, digital, and logistics. Says Mac Giolla Phádraig: “The resurgence of permanent recruitment is somewhat unique to how we’ve rebounded from previous downturns, where we typically saw flexible work return quicker.” Although the vast majority of job placement in Q2 were understandably remote, Sigmar reports that the tide is beginning to change with the majority of employers now committing to hybrid work over the coming three months. Mac Giolla Phádraig advises: “As we now choose our workplaces, at a time when the power dynamic has shifted to the employee, employers need to ensure adequate work practices to reconnect the workforce with the workplace equitably. There is an inherent risk that new workforce inequities may emerge, such as “proximity bias”, where those closest to the centre of influence get greater recognition and therefore promotion opportunities as opposed to remote workers. When it comes to individual contribution the opposite could be argued that remote workers get the benefit of having less in-office distractions and their output is therefore greater.” Mac Giolla Phádraig likens remote work to long-distance relationships, which in many cases don’t work out. “We’ve gone from “living” with our employees in an office environment to long-distance relationships, which often sees commitment recede over time. The context of location also opens up new experiences and possibilities, which are now being explored on a scale never before seen.” He adds, “if we thought the war for talent was tough, just wait for the battle of attrition. It’s now emerging as the number one challenge for businesses across the globe.”