Employed Consultants (ECs) is one way of accessing an alternative talent pool – bridging the gap between permanent and contract labour. An EC is a highly skilled specialist who is permanently employed by Experis, and then supplied on an interim or project basis into our clients' organisations.
By working in this way, the worker enjoys the benefits of permanent employment, alongside the flexibility of being able to develop their skills across a variety of assignments with blue chip enterprise companies. For the employer, you’ll benefit from a flexible, permanent workforce that can grow with your organisation, without adding to your permanent headcount and support function requirements.
Our ECs cover over 100+ skill sets and can be deployed individually or as part of a team. This model offers a stability of service and knowledge, thanks to the dedicated operational support team who work across recruitment, HR, and utilisation.
With an Employed Consultant, you'll benefit from:
A 10% to 20% reduction in contractor labour costs, and no rate increases in Year 1
No IR35 issues
Co-employment risk is removed as our ECs are permanently employed by us
Reduces contractor churn and project risk – ECs have a permanent employee mentality
Complements your permanent hiring programmes, offering the option of a structured ‘try before you buy’ approach
ECs bring with them extensive experience from a wide range of different clients and projects
Investment in on-going training and development pathways undertaken by us, augmented by you
We remove any contract management or HR administration burden
If you would like to find out more about how Employed Consultants could work in your organisation, you can email us at [email protected] or download the brochure.
Creating Talent for the Future – how to move towards a net zero talent ecosystem
Organisations are under more pressure than ever to find talent with the right skills, whilst increasing workforce performance and productivity. On top of this, employers in the UK have ambitious plans to increase headcount at a record rate. Businesses are proactively recruiting following the pandemic, yet struggle to fill vacancies.With employers reporting that they can’t find the skills they need, there is an opportunity to think differently, closing the skills gap and building a talent pool for the future, to fulfil the need for in-demand talent today and tomorrow.In this free webinar, our panel of experts discuss how training and upskilling can provide a solution to the growing challenge of talent shortages and ways organisations can build their talent pipeline to strengthen workforce performance. Joined by Gary Joyce, Transport Controller and NTM for Calor the panel also discussed:Mastering talent sustainability – What can employers do to ensure their workforce has the skills they need to move towards a net zero talent ecosystem?What are the benefits of motivating and upskilling workforces for organisations?What is MyPath and how can it support your organisation’s search for new talent?WATCH NOW
WFHForever: The workplace revolution
There’s a revolution going on, and it started with a virus.As the first wave of Covid 19 crashed across the UK, and large swathes of the workforce moved to remote working, WFH became a familiar meme to millions. According to the Office for National Statistics, at the peak of the first wave, almost half of all workers were working from home at least one day a week. In the communications, information and tech industries, WFH numbers were close to 70%. Almost overnight, long-established work routines were replaced by Zoom calls, casual dress, flexi-hours, and the commute from bedroom to kitchen. For many workers, this was ‘working 2.0’ and they liked what they found.Now, as the pandemic recedes into memory, businesses are playing catch-up at a frenzied pace and the demand for workers to return to the office is being led by government. However, this clarion call is falling flat with ‘Worker 2.0’. Recent Google mobility data indicates that the UK’s daily commuter numbers are still more than 20% below pre-pandemic levels, and a global study reveals that among industrialised nations, the UK has the highest percentage of workers (16%) who would sooner quit their job than return to the old nine to five way of working. oweverThese realisations should come as no surprise to keen observers of the UK labour market. In an era where job vacancies have outstripped job seekers for the first time, workers know they can get what they want, and our own research reports an expanding re-invention of work by workers. From the production line to the home office, employees are demanding more workplace flexibility, fair wages and greater autonomy as a norm, effectively redefining what is “essential” for work and for workers. With deeper analysis revealing that 45% of employees want flexible hours, 35% want hybrid working, and 49% would move to an organisation that gives them better wellbeing, we can be sure that the macro effects of WFH are not temporary and that WFHForever signals permanent change.What does this mean for employers? It means forward thinking organisations must offer hybrid working to their employees if they are to retain and recruit top candidates. Allowing employees to choose where they work and when they work has become a gamechanger in the battle to secure good talent, with some of the biggest organisations already offering this flexibility to their entire global workforce. In reverse, it should be expected that companies who prefer the old status quo will risk losing out in the future hunt for best workers. This is especially pertinent for the IT/Tech sector where our recent ManpowerGroup Employment Outlook Survey discovered 49% of organisations expect to enlarge their workforce in Q3 2022 – the joint highest hiring outlook for all sectors in the UK – and competition for top employees is likely to be fierce.As with many revolutions, a sudden flashpoint has revealed that what seemed set in stone was truly built from sand. Covid 19 has shown that UK workers crave change, and the old way of working is no longer working. Companies that embrace this new world of work and give workers what they want may enjoy the greatest opportunities for success as the post-pandemic recovery continues to accelerate.Learn more about the future of UK employment and the trends we foresee that may affect your organisation. Get ahead and stay in front. Download your free copy of our Great Realisation whitepaper now.
Just launched! ManpowerGroup's Human Age Newspaper
2022 has the potential to be one of the most transformative years in recent history. As we enter the post-pandemic reality, companies are realising they need to do more to attract and retain skilled, diverse workers, and people in turn are looking for more from their employers to thrive at work.This has led to the emergence of what we’re calling the Great Realisation – where both workers and companies are recognising the need for something new and different.We’re delighted to share the latest edition of our Human Age newspaper, where we explore all the labour market trends contributing to the Great Realisation in detail, as well as some of our own initiatives and solutions for tackling the challenges of today’s world of work.Top storiesThe New Buzz - Introducing the four B’s of IT ServicesCan shifting the focus from headcount to project delivery transform the way you run your IT services?There’s a shift from provision of resource to provision of outcome, and the big question now is not ‘Who do we need to get the job done?’ but more fundamentally ‘What are we actually trying to achieve?’. So, farewell bums on seats, hello brains in gear.Explore why outcomes are in when it comes to technology resourcing.LEARN MOREFull Speed Ahead – The Tech Revolution goes into Hyperdrive More than 80% of employers have accelerated digitisation in response to COVID-19, and consumers and employees alike now expect tech to make the way they live and work easier. The right blend of tech and talent is front and centre for businesses, creating new urgency for organisations to upskill their people so they can translate data into insights, make data-driven decisions and combine the best of human and machine learning. We take a closer look at the impact of tech acceleration.READ MOREAt ManpowerGroup we’re committed to transforming our business for the post-pandemic world, while helping you do the same! Explore all the latest workforce trends now.READ THE HUMAN AGE
The Human Age Edition 12: The Great Jobs Reset
Despite the impact of the pandemic on unemployment, the labour market has roared back to life, and there are already signs of the sector tightening as in the start of 2020.Organisations have increasingly specific skills’ needs as transformation accelerates, and challenges that existed pre-2020 still remain as competition returns and demand for workers outstrips supply. Over three quarters of British employers report difficulty filling roles, making the need to find new ways to close the skills’ gaps even more urgent.Consumer habits have changed as a result of the pandemic. Footfall in urban centres remains low as demand for delivery drivers continues to boom. Post-pandemic home renovations outweigh the prospect of a holiday abroad as construction hiring grows across the country. IT and digital roles cannot be filled fast enough as home and hybrid-working models cement themselves for the foreseeable future – all at a time when labour mobility is down as a result of global lockdowns and Brexit. This leaves the UK with a workers’ market, as employees act more like customers in how they are consuming work — seeking flexibility, competitive pay and fast decisions. Businesses across the UK need to understand What Workers Want and be committed to offering it at speed in order to snap up the best of what our workforce has to offer.Businesses remain optimistic. Demand as it is can only mean the economy is roaring back to life, and faster than it did after the last recession. Employers are ready to bring their workers back as restrictions lift and the UK gets ready for the Great Jobs Reset. Now is the time for employers to get creative to attract and retain talent. The Human Age provides practical solutions to build your workforce back better – helping people to pre-skill, upskill and reskill for in-demand roles to create a better and more sustainable workplace.Download your copy of the paper now by completing the form below and discover how ManpowerGroup sees employee priorities changing, what companies can do today to ensure they remain an employer of choice in years to come and how to be part of the Great Jobs Reset.
Data Scientists are in high demand – here’s how to attract them into your organisation
Virtual and augmented reality, advanced robotics and self-driving cars are technologies that exemplify the digital transformation of our world. However, none of these advancements would be possible without data and, more importantly, how we build, interpret and understand data.To stay ahead of the competition, organisations need to continually invest in these progressive technologies. Data analysis methodology is becoming more sophisticated and the volume of data being collected is rapidly increasing. In turn, this means that the number and variety of roles in data science are also growing significantly, creating high demand for Data Scientists and Engineers. In this post, we’re sharing insights on why these specialist candidates are in such high demand, UK-wide hiring data for this talent pool, and how to attract these professionals into your organisation.The steady growth in data science rolesOver the last few years there has been a measurable increase in data science investment within organisations, and Refinitiv has reported that the COVID-19 pandemic will accelerate this investment even further, with 40% of firms expecting to increase machine learning.Through organisations recognising the value of data analytics and increased investment in this area, the number of jobs available has also spiked. Since 2012, there has been a 650% increase in data science jobs and while demand for Data Scientists remains high, supply is low and, according to IBM, this trend is set to continue. Data collected between 2019 and 2021 shows that there are now fewer candidates available per job than in prior years, indicating the difficulty employers may face in attracting the talent they need.Looking specifically at the UK market, the majority of employers recruiting this specialist talent pool are in England (91%), while 8% are in Scotland and 2% in Wales. Unsurprisingly, London accounts for 55% of the job openings, followed by other cities which are home to large-scale IT, healthcare or manufacturing companies, such as Cambridge, Edinburgh and Manchester. Reviewing the share of job opportunities on a regional level, 5% are in the North West and South West, respectively, 6% are in the South East, 8% in Scotland and 12% in Eastern England.The context behind the surge in demand for talentOne reason for the shortage of Data Scientists is because more companies are realising the value of big data in making informed business decisions. To that end, Refinitiv reported that between 2018 and 2020, there was a 260% growth in the number of data science teams per firm. We’ve also seen a trend whereby smaller businesses across the country build specific data functions to stay ahead of their competitors, while a number of our clients have changed their strategic approach to be data-led, so that they can engage with their customer base in a much more targeted way.The value of adding Data Scientists to your teamUsing algorithms and machine learning, Data Scientists can extract valuable insights from data, enabling them to make informed decisions and predictions that have a significant impact for organisations, touching everything from business strategy to customer engagement.A recent survey from TechRepublic supports the importance of data science, reasoning why more organisations are increasing their investment in this area; they reported that using data analytics can create significant competitive advantages, allowing organisations to maximise opportunities and mitigate potential risks. In fact, the report participants attributed data science and analytics as a major contributor to their business success, with 79% confirming that their company used analytics.Candidates’ job preferencesGenerally speaking, most candidates are attracted to work for a company where they can collaborate with a wider data team. Plus, they want to understand how their position fits into that wider team and the overall organisation, and clearly see the impact of their work. Recent data indicates that a large number of job seekers would be willing to relocate for the right role, demonstrating that company fit is a key consideration for candidates in this market.How companies can attract Data Scientists to their workforceOrganisations need to have a clear roadmap for their data science capability, along with clearly defined roles within a data science team, otherwise candidates may not understand the purpose of their role or the scope of their remit. Encouraging inventive approaches to work, recognising achievement and offering flexibility will go a long way. Reward plays a big part too. The Dice Tech Salary 2021 Report shows that in the US, between 2019 and 2020, Data Scientists experienced a 12.8% salary increase– one of the biggest within the tech market, while Data Engineers’ salaries increased by 4.7%. We expect to see a similar trend in the UK, given that there is high demand and low supply for this talent pool, so both pay and the wider benefits package need to be carefully considered.If you need support recruiting Data Scientists, we’re here to help. Experis is the global leader in professional IT resourcing and solutions, operating in more than 50 countries worldwide. Thanks to our expert industry knowledge, history of success and strong relationships with organisations large and small, we’re perfectly placed to match specialist IT professionals into permanent and contract assignments. To learn how we can help you attract the right talent in this competitive market, please contact Matthew Costello today.
Digital predictions for 2021
Experis CIO Advisory Council: Leading Through Crisis
CIOs are no stranger to pressure. However, organisations’ typically strong appetites for technology and innovation have turned insatiable this year, to meet the urgent workforce and consumer needs brought on by the pandemic.The CIO Advisory Council, comprised of CIOs across the globe brought together by Experis, met recently for a frank discussion about how to be an effective leader in times of crisis. Council participants shared the struggles they’re facing as technology and people leaders, what’s working to keep their teams on track and how they can persevere as leaders as the pandemic continues.Leadership in the ‘Next Normal’ has arrivedNow that we’re ten months into the pandemic, leaders and employees have moved from operating in a state of shock to acceptance of the ‘next normal’ and defining what that looks like in each organisation. When it comes to meetings, leaders need to resist the urge to bring everyone to everything. When the nature of remote work turns every interaction into a meeting, leaders need to be intentional about setting meetings and selective about who needs to attend. Leaders can also try the Ringi System of agreeing upon and delivering solutions in a bottom-up approach to keep meetings smaller and more efficient. Shortening 30-minute meetings to 20-minute sessions can help fight meeting fatigue by providing people with an opportunity to get up and walk around between meetings to decompress.To maintain a sense of community, Council members suggested:Drive-by video chats to mimic dropping by someone’s deskRecreating the “water cooler” with five minutes of chatter built into the front-end of team meetingsBeing deliberate about one-on-one conversationsEngaging in frequent town halls.Keeping high performers motivatedThe dust has settled, but the demand for IT resources has not. The group lamented the double-edge sword of leading high performers and, as a leader, sometimes feeling like you’re overloading your most valued team members. This predicament can feel compounded when leading a team in the public sector or an organisation facing lean times, where monetary rewards may not be allowed. When leading a team through times such as this, how do you recognise and reward these people in a way that is meaningful? The Council agreed the key is to know our people and their individual motivators.Soft skills for hard timesLeadership is about more than driving output. Below are three universal soft skills CIOs should practice (and encourage their teams to practice!) for leading in crisis.The pandemic has brought a level of intimacy between teams that didn’t exist before; we’re now in each other’s homes every day. As leaders, it’s ok to let your guard down a bit and connect with your team on a personal level. This will drive engagement and understanding.Resilience and endurance. Practice endurance and challenge yourself to lean into the discomfort a little bit longer. If you feel like you want to mentally check out of a meeting after 45 minutes, overcome and stay present. If you don’t survive the discomfort, you can’t grow.Optimism. Find people who can remain optimistic in the face of challenges, prop them up as leaders and set that example for your team. We cannot control the circumstances we face, but we can control how we react to them.
ManpowerGroup Employment Outlook Survey – Q1 2021
The ManpowerGroup Employment Outlook Survey for the first quarter 2021 was conducted by interviewing a representative sample of 1,306 employers in the UK.All survey participants were asked, “How do you anticipate total employment at your location to change in the three months to the end of March 2021 as compared to the current quarter?”Interviewing was carried out during the exceptional circumstances of the COVID-19 outbreak. The survey findings for the first quarter of 2021 are likely to reflect the impact of the global health emergency, and may be notably different to previous quarters.The survey results for this quarter report that:UK employment Outlook least positive in EuropeOptimism returns in vital finance and business services sectorExodus of EU workers creates opportunity for UK workforce but skills shortagesloom in key sectors like ConstructionThe UK jobs Outlook has rebounded six points in the last six months to -6%, according to the latest ManpowerGroup Employment Outlook Survey, but the picture is disappointing compared to the rest of Europe and the labour market is increasingly divided. Sharp improvements in finance and business services and construction are offset by new falls in retail and hospitality, while the outlook in London has hit an all-time low.Mark Cahill, Managing Director, ManpowerGroup UK says: “The headline numbers are steadily moving in the right direction, and we are seeing a continued resurgence in key sectors like finance and business giving us reasons to be cheerful as we head into 2021. However, despite this positive trajectory, the UK remains the least optimistic in Europe, with continued uncertainty over Brexit and the effects of a second COVID-19 wave still looming large. Looking further ahead, our data also shows that only 49% of employers expect their hiring to return to pre-pandemic levels within the next 12 months.”Retail and hospitality is down two points to -13%, the weakest on record. Cahill continues: “The further decline of Britain’s high streets is deeply concerning. Shops, restaurants, and bars have remained mostly shut across the country, and the young people who make up a large proportion of workers in this sector have often borne the brunt. Stalwarts like Pret a Manger and TM Lewin are closing their doors as demand for quick lunches, smart shirts and suits has dried up, while Caffe Nero is on the brink of insolvency.”ManpowerGroup Employment Outlook Survey ReportManpowerGroup Employment Outlook Survey Infographic
ManpowerGroup Employment Outlook Survey – Q4 2020
The ManpowerGroup Employment Outlook Survey for the fourth quarter 2020 was conducted by interviewing a representative sample of 1,258 employers in the UK.All survey participants were asked, “How do you anticipate total employment at your location to change in the three months to the end of December 2020 as compared to the current quarter?”Interviewing was carried out during the exceptional circumstances of the COVID-19 outbreak. The survey findings for the fourth quarter of 2020 are likely to reflect the impact of the global health emergency, and may be notably different to previous quarters.The survey results for this quarter report that:UK jobs Outlook for Q4 2020 at -8%, up 4 points from last quarter’s 28-year lowEarly signs of twin-track recovery as construction, finance and manufacturing all rise sharply while retail and hospitality are unmovedTwo-thirds of employers to overhaul workplace policies on remote working, flexi-time and new skills.COVID-19 continues to weigh heavy on the UK employment market but there are clear signs of improvement in the final quarter of 2020, according to the latest ManpowerGroup Employment Outlook Survey. While the Q4 UK Employment Outlook is -8% – a near-historic low – new data reveals a 4-point lift compared to the previous quarter. As lockdown eases and employers embrace new ways of working, the uptick is driven by stronger hiring intentions in utilities and agriculture as well positive momentum in several other key sectors.Mark Cahill, Managing Director, ManpowerGroup UK says: “The headline number illustrates just how tough the labour market is currently. This is still the second weakest Outlook we’ve seen since 1992. But the four-point national increase from last quarter, along with a positive trend in several key sectors, is cause for some cautious optimism. Despite the end of the furlough scheme in October and signs of a resurgence in the virus in some areas, employers expect the UK jobs Outlook to be tentatively heading in the right direction as 2020 ends.”The main bright spots among the sectors for Q4 are utilities (+4%) and agriculture (+8%) – the only sectors in positive territory. Elsewhere there are indications of progress. While still low compared to historic norms, finance and business services saw a nine-point upswing to -7% this quarter – its biggest quarterly bounce since 2005. Manufacturing and construction are up sharply, from -14% last quarter to -7% in Q4. In contrast, two key sectors stand out for their continued weak performance. Transport, storage and comms is languishing on -17%, up slightly from -21% in Q3, but still very downbeat. Retail, wholesale and hospitality remains on -10%, an equal all-time low.ManpowerGroup Employment Outlook Survey ReportManpowerGroup Employment Outlook Survey Infographic
The Future for Workers, By Workers: Making the Next Normal Better for All
A dramatic workforce transformation is happening in front of our eyes. COVID-19 began as a health crisis and is playing out as an economic crisis and a social crisis. Work literally left the building and whole industries are disrupting at speeds never seen before.Workforce demand is shifting too. Increased demand for cyber security experts, data analysts, software and app developers and new roles like contact tracers, distance monitors and temperature checkers are emerging as fast as others decline in aviation, hospitality and entertainment.Read the full report by filling out the form below:
Thinking differently about what workers want
The COVID-19 crisis has done little to slow the increasing appetite for flexibility among UK workers. While the transition to remote working has brought many challenges – balancing work and parental responsibilities, maintaining our mental health – it’s a change that many workers have embraced, and one that has them stating their claim for more flexibility in future. But how does flexibility stack up against the other factors when deciding on a role – a good salary, career progression opportunities, or working towards a strong societal purpose?We know from our research and the hundreds of thousands of people we put to work each year that what workers want varies by age, gender and geography, yet the biggest determinant is where someone is in their career lifecycle. This crisis has accelerated the move to understand what workers want, and in many cases there may be no going back. Now is the time for employers to think differently about what they offer, starting with the opportunity to blend work and home and creating clear career pathways to in-demand jobs.According to our What Workers Want data, the results are varied:GEN ZS (AGE 18–24) Gen Zs are ambitious, hungry for cash and career development. Women and men have differing priorities. When looking for a job, women look for competitive pay twice as much as their next priority – flexible hours – while men say a strong brand and diversity are most important.MILLENNIALS (AGE 25–34) Millennials want more pay, flexibility and challenging work. They understand they have a career ultramarathon ahead of them and want to achieve a One Life balance for the long run.YOUNGER XERS (AGE 35–44) Young Xers start to see balance kick in. Men prioritise flexibility as much as women. They want a flexible start and finish to their day, the ability to work remotely some, if not all of the time, and they want their share of parental leave.BOOMERS (AGE 55+) Boomers are also driven by pay, challenging work and flexibility. The boss they work for and the people they work with matter a great deal too. Older workers want to pay it forward: those over 65 are also motivated by purpose.What does this mean for businesses?Work has literally left the building. For years we’ve heard the growing chorus of calls for more flexibility, while maintaining productivity, and this has been realised overnight. We predict offering remote work will continue to be the fastest rising non-wage benefit: people value it and it’s cost effective for companies. The organisations that demonstrate they live their values and deliver on their purpose, especially in these challenging times, will be those that attract, retain and motivate the best skilled talent for future growth. Leadership has been redefined. Leadership today needs to be in service of the emotional and physical wellbeing of people first, and then in service of the business. This isn’t just your direct team; this is everyone. Ask yourself: what is it that you can uniquely bring? No-one has a playbook for this. Agility and authenticity are key.What does this mean for workers?Performance finally outweighs presenteeism; the way work gets done has had to shift to accommodate children being out of school and family members needing more support. We are increasingly living One Life (that blends work and home) at one time. Before this global pandemic, flexibility was growing in favour and part-time work was on the rise, enabling companies to manage their balance sheets and people to better blend work with home and other interests. The proportion of part-time roles have almost doubled and demand for contractors is on the rise.Keep your focus on women and diverse groups that might be negatively impacted by the pandemic. In the UK, women and ethnic minority groups have historically been the most impacted by rapid rises in unemployment. Employers need to work hard to avoid re-marginalising those that have worked hard to engage – women, parents, carers, older workers and other underrepresented groups.If you’re interested in learning more about candidate preference and the latest from the world of work, please find the eleventh edition of our Human Age newspaper: https://www.manpowergroup.co.uk/the-word-on-work/human-age-eleventh-edition/
Maintaining a strong employer brand in a candidate flooded market
As the Bank of England recently set out its yearly annual economic forecasts, its projection that unemployment would reach 7.5% by the end of 2020 casts a very different picture to the one we saw pre the global health crisis. Prior to the COVID-19 outbreak, the UK was experiencing the tightest labour market in a generation, with talent shortages in key skills across a range of industries, it was without doubt a candidate-led market. Fast-forward to today and candidates from all sectors are on the job hunt and employers are looking for the right fit.The number of candidate applications have soared in past months. In the third week of March when the crisis was unfolding, we saw a 250% year-on-year increase in applications for roles in the Driving and Logistics sector. Across Q2, we witnessed a 58% increase in external applications across all engineering roles when compared with the previous quarter. For one client, where we had a large order for Administrative Officers with skills in customer service, decision-making, and empathy & compassion, we saw a record number of applications with over 40,000 candidates.For employers, whilst a greater volume of candidates does grant access to wider availability of talent, it does also present challenges. First and foremost, evaluating the quality of all applications is an increasingly larger undertaking for hiring managers. The focus has shifted to how organisations are screening and matching the right candidates to the right roles.As a business, we’re helping candidates apply for roles by enabling more self-selection. This focus means we’re being more explicit in our job postings, while also applying filter questions to assess skills demanded versus supplied and suitability for each role. Putting these safeguards in place will enable jobseekers to progress with roles to which they are most suited and leave employers with a more targeted group of relevant candidates with the greatest potential to stay and succeed. This will be a win-win scenario, the applicant has a greater chance of being called for interview from the early stages of the application process, and the employer avoids being inundated with applications that do not correspond to the advertised role.As part of our guidance, we always encourage our clients to be clear and conscientious when communicating with candidates. As well as applicants self-selecting and taking the time to personalise an application, the employer should also take the time to explain the outcome of their application – successful or unsuccessful – this is an important measure not only for your employer brand but also to support candidates whether progressed through the hiring process or not. A negative candidate experience now is likely to deter these candidates from applying to your business in future, and potentially put them off from buying your products – so maintaining a positive experience is vital for employers.Want to hear more insights on the latest issues impacting the world of work? Download the eleventh edition of our Human Age newspaper.