Resourcing

Organisations' approach to resourcing is being affected by the present economic climate, most fundamentally by the supply and demand of labour. Most employers are experiencing changes to their resourcing budget and have to think more creatively about how to deal with the current resourcing challenges. A recent CIPD survey wanted to find out about organisations' views of the employment market and the respective changes they are making to their resourcing activities.

Many employers are experiencing changes to their resourcing budget in the present economic climate.  With an increased strain on time and money de Poel can help organisations do what they're currently doing. Only better, more effectively and at a lower cost.  Over the last 5 years, the vendor neutral service model has proven popular with organisation who realise the benefits of such a model. de Poel is the only vendor neutral recruitment service provider in the UK.

Although the current economic situation is creating continued uncertainty for people, HR leaders also see this as a great opportunity to showcase their leadership credentials and empower HR profession als to review their processes.

As part of an enquiry into high-performance work ing, the Shaping the Future team held "think tanks" with senior leaders in London, Manchester, Scotland and Ireland to gather views about how businesses can get on a sustainable route to economic recovery. There was general agreement that it was now time to stop dissecting where it all went wrong and start en couraging a more positive dialogue to raise energy levels for change. There were clear views on what's needed to change if organisations wanted to build a sustainable future.

First of all, leaders - and that includes HR - will need to create a vision of what the future could look like in a way that is compelling enough for people to want to follow. Organisations need to adopt a longer-term planning perspective - one where all stakeholders take greater responsibility for the future. There was agreement that this was a space that HR should oc cupy.

Second, more open and honest communication is required. But to ensure that employees engage with change, this communication needs to be honest about the difficulties ahead, balanced with positive stories of where change is having an impact.

Third, leaders need to be more visible, enabling them to get a better feel for the changing organisational temperature and to become aware of the sources of creative ideas. This is crucial in service-intensive businesses that have to stay ahead of the competi tion.

Fourth, HR will need to persuade business leaders that investment in skills for the future is critical to sur vival. This will require an unrelenting investment in people, but in a way which is relevant to changing business priorities. In addition, HR professionals will need to make sure that people are channelled into the right jobs, which will require everyone to keep an open mind.

Outsourcing is one example of how the shape of HR is transforming. It is one way to meet the increasing demands being placed upon HR functions to deliver greater levels of transactional efficiency at the same time as raising the level of other HR activity to focus on 'strategic' and 'value adding' services.

HR functions need to continually improve the effi ciency of the administrative services they deliver, as part of their shift to a more strategic and influential future. In order to act as a strategic partner in the business, basic HR service requirements need to be provided in a seamless manner: outsourcing is one potential route to achieving this.

UK companies spend over £3.5 billion per annum on permanent recruitment through 10,000 agencies. With this resource frequently sourced at point of use it is easy to see why it is often poorly leveraged and badly managed

de Poel is the UK's leading cost reduction consul tancy, and the only true vendor neutral recruitment service provider, specialising in the management of permanent recruitment through agencies. We help companies to optimise their relationships with recruitment agen cies, establish strategic partnerships with a focus on candidate quality, whilst also adding value and saving money on fees. We have a compelling track record of reducing hiring costs, typically delivering annual direct savings in the region of 6-12%, whilst at the same time facilitating the recruitment process, improving standards of service and producing real-time management information to ensure continuous development.

Importantly we do not seek to radically change your supplier base or outsource your agency relation ships. We help you do what you are currently doing more strategically and cost effectively, through our powers of negotiation and industry expertise.