Case Studies

In the first Labour budget for 14 years, the Chancellor, Rachel Reeves, announced sweeping measures to fill the alleged £22 billion black hole left by the previous government, as well as support public services. Here we look at how it will affect employers and what it means to recruitment in general.

Autumn Budget 2024

Entitled ‘Fixing the foundations to deliver change’ the budget claims to be the start of a decade of national renewal aimed at protecting people, fixing the NHS, and boosting investment to deliver growth and prosperity for all parts of the country.

Ms Reeves announced five major policy pillars:

A funding boost for the NHS - £22.6 billion will be invested in the NHS over the next two years to help patients access hospital appointments, upgrade GP facilities, establish new surgical hubs and offer more diagnostic scans.

Living standards – no increases to Income Tax, VAT, or employee National Insurance were announced. The National Living Wage (NLW) is set to rise to £12.21 per hour. Pensions are to be increased by 4.1%, and fuel duty remains frozen.

Investment in infrastructure - £100 million will go to rebuild schools and hospitals and fix roads. Local transport will also receive funding, and digital infrastructure will be boosted to allow more people to access high-speed broadband.

Economic and business growth – Business rates will be reduced by 40%, up to a cap of £110,000, and properties used for retail, leisure and hospitality will see reduced taxes. The small business multiplier is also being frozen, and Corporation Tax will remain at 25%.

Tax reform – tax loopholes are being closed and HMRC will be put on an efficiency drive. Any money saved will go directly to fund public services. New fiscal rules are also being devised to ensure that the government only borrows for investment and to reduce public debt over time.

What does the budget mean for employers?

If we drill down into the details of the budget we notice several things that will affect employers specifically:

Employer NIC – the rate at which employers pay National Insurance Contributions on behalf of their employees is set to rise by 1.2 percentage points to 15% and the threshold at which employers start to pay NI per employee is coming down from £9,100 per year to £5,000 per year. The increase is expected to raise around £25 billion per annum.

National Living Wage and National Minimum Wage – the NLW will increase by 6.7% from £11.44 per hour to £12.21 per hour for people over 21 years of age, equating to a rise of £1,400 per year for full-time workers. For people aged between 18-20 the NMW will also rise by 16.3% from £8.60 per hour to £10.00 per hour. Apprenticeship rates are also increasing, from £6.40 to £7.55 per hour.

Employment Allowance – to protect small businesses the government is increasing the Employment Allowance from £5,000 to £10,500. This is intended to reduce their NIC liability if the figure they pay is less than £100,000 for the previous tax year. Next year the government plans to abolish the £100,000 limit and expand the Employment Allowance to all eligible employers. They hope that this will mean that around 865,000 employers will pay no NIC next year and it may mean that four additional full-time workers earning the NLW can be employed without extra NI costs, and around a million companies will pay roughly the same as they did before the budget.

What effect will this have on employers and recruitment?

Some employers are concerned about the impact these measures will have on their business in terms of staffing costs and the amount they can invest in their business in the future but many have welcomed the protections that the government has offered them with the increase in the Employment Allowance.

The issue of training has also been raised, with some commentators making the point that skills investment will be impacted by higher staff costs, risking some businesses falling behind their competitors. Some experts have also warned that smaller businesses, which are less able to absorb the rise in costs, may have to lay people off or initiate hiring freezes. And it’s raised concerns that recruitment will be affected by a rise in the costs of salaries.

How can employers overcome these challenges?

Many employers, large or small, either in the public or private sector, will still be calculating the effect of October’s budget, to see exactly how it will impact their finances and workforce. Exactly how much individual businesses are affected by the changes Ms Reeves has instigated depends on a number of different factors such as how many people they employ and how many of their staff are paid at the NLW or NMW. But there are measures that employers can take to stay agile and cost-effective in this challenging economic environment.

Temporary staffing solutions, for example, can offer a flexible, efficient way to recruit the staff businesses need at the time they need them most.

Temporary staff are needed for both large and small organisations in the private and public sectors and can offer considerable cost-savings to employers, at a time when finances are tight. This kind of employment benefits employers by allowing them to cover seasonal requirements (such as the pre-Christmas rush), or short- or long-term absences. It enables businesses to unlock a wide pool of talent and bring in fresh ideas and skills. It also means that employees can bring in staff with particular skills that they are lacking, meaning that they can avoid costly and lengthy training. And it’s also a flexible solution to staffing issues, meaning that employers can scale up or down as needed.

It’s a fast and efficient method of recruitment too, meaning that employers can concentrate on their core business, leaving the selection and interview process to the agency involved. And, most importantly in the light of the chancellor’s budget measures, it leaves the recruitment agency to deal with payroll issues such as tax and NI.

If you’re worried about how the 2024 Autumn budget will affect your business and its associated staffing costs, talk to TaskMaster. We’ve been supplying flexible and responsive workforce solutions to businesses in the private and public sector for almost 30 years, and fill more than 2,000 temporary roles each year for a variety of clients in the driving, industrial, facilities management, catering and estates, commercial, utilities and waste sectors.

For more information about how we can help you grow your business through cost-effective temporary staffing solutions, contact us here.

As the first frosts arrive and flu jab reminders start to be sent out, the NHS prepares itself for the heightened pressures of winter. However, it’s not just the 140,700 NHS doctors and 377,600 nurses who are steeling themselves to cope with the influx of patients that winter brings, but the 251,200 non-clinical support staff who ensure that patients are warm and well-fed and that hospitals remain clean and germ-free. Here we look at the importance of non-clinical operational efficiency, especially in the winter months, and see how the NHS is addressing staff shortages and rising demand in a cost-effective way.

Winter pressures

The NHS deals with around 600 million ‘patient contacts’ every year. That’s 1.7 million interactions with GPs, community specialists, hospital departments, 111 calls, and ambulances every single day.

Winter often brings a surge in healthcare needs, with a 10-15% increase in demand. Admissions increase, waiting times are longer and both acute and primary care are under greater pressure.

The reasons for this include:

• Illness – respiratory illnesses, such as colds, flu, respiratory syncytial virus (RSV) and norovirus infections increase during winter and affect vulnerable people such as those with serious health conditions and elderly people
• Weather – when temperatures fall people with underlying health conditions become more prone to cardiovascular and respiratory conditions. People also fall over or have other types of accidents when it’s icy or when snow falls
• Staff shortages – NHS workers succumb to viruses and need time off leading to staff shortages on both wards and in support services. 

These factors lead to bed shortages which causes delays in admissions, increasing the pressure on A&E departments, other wards, discharges and ongoing care. All of which contribute towards intense levels of pressure on NHS staff and facilities.

Non-clinical operations

Non-clinical operations play a crucial role in meeting the increased workload that the NHS experiences in the winter months.

Staff such as domestics, cleaners, maintenance, porters, caterers and drivers all play their part in making hospital stays and visits more pleasant and less intimidating, as well as keeping patients fed and warm, and maintaining dignity. In fact, fundamental non-clinical care such as providing good nutrition and maintaining warmth can significantly improve recovery rates, lowering bed occupancy by 15% during the winter months, alleviating pressure on a system that’s already overloaded. This is especially true of elderly and vulnerable patients, many of whom remain in hospital despite being classed as ‘medically fit’ because of gaps in the health and social care system, and who require domestic-style care within a hospital setting. The NHS Food and Drink Strategy, for example, aims to ensure that organisations deliver quality, nutritious, sustainable food and drinks for patients to aid recovery. The NHS regards healthy food as a vital part of patient care, regarding it as ‘medicine’ in itself, increasing the quality of hospital stays and reducing their length.

Cleanliness is another vital aspect of hospital stays – preventing infections and increasing comfort for patients, staff and visitors, particularly in the winter months when colds, flus and other viruses are prevalent. Domestic service staff are responsible for cleaning the wards, corridors, theatres and other communal areas, delivering food to patients, and ensuring a plentiful supply of clean linen, among other things.

Maintaining the fabric of the NHS’s buildings is another important part of non-clinical operations, meaning that electricians, plumbers, window cleaners, carpenters and joiners all play their part in ensuring that the NHS can function in the most effective way.

Meeting rising demand

Demand for NHS services increases year-on-year; new technologies and medicines increase our lifespans and offer hope to millions of people every year. However, successive governments have focused on efficiencies, committing to do more with the available resources. One common theme among cost-saving initiatives over recent years has been the reduction in the use of temporary staffing spend ‘to a maximum of 3.2% of the total pay bill across 2024/25’. In 2022/23 the NHS wage bill (excluding GPs) was £71.1 billion so the maximum target figure for agency staff spend is £2,275,200,000 – this includes all staff, both medical and non-clinical.

It may sound like a significant amount and generates a lot of bad press, but the majority of this money is spent on clinical staff. The Kings Fund notes that vacancy rates in September 2023 were 8.4% (121,000 full time equivalent) for medical staff and 9.9% (152,000) for social care. Retention is also an issue for the NHS, with 154,000 people leaving their roles by September 2023, and in social care the numbers are even higher, with 390,000 quitting by the same time.

So, while ‘agency staffing costs’ creates sensationalist headlines, in fact non-clinical agency staff make up a tiny proportion of this spend and, as we’ve seen, contribute enormously towards the safe and effective running of hospitals and quality patient care.

Cost effective staffing

In order for hospitals to run efficiently, for patients to be kept warm and fed, for clean linen to be available, and for the food provided to be nutritious and wholesome, non-clinical staff are the essential but often unseen factor. Non-clinical staff members provide support to the doctors, nurses, physiotherapists, mental health workers and social care workers that enable them to function efficiently, but almost more importantly, offer comfort and empathy to patients who find themselves in an unfamiliar and sometimes frightening environment. And those staff members that are supplied by agencies such as TaskMaster provide cost-effective, efficient services that are the backbone of the NHS.

TaskMaster has over 20 years’ experience of providing non-clinical staff to the NHS, in a variety of supporting roles, from cleaners to caretakers, and from litter pickers to lunchtime supervisors to meet peaks in workload and at times of staff shortages, as experienced during winter pressures. We’re a long-standing NHS partner and are dedicated to finding the right talent, whether that’s temporary, temp to perm, fixed term or contractors, to not only ensure that hospitals function smoothly, but also that patient outcomes are positive and healthy, reducing the strain on the NHS in the darkest of winters.

For more information on how you can engage the vital non-clinical staff the NHS needs this winter contact us now.

We have been using Taksmaster for several years now and I couldn’t be more satisfied with their service. From the moment I contacted them, the team were professional, responsive, and incredibly helpful. 

The driver’s that have been assigned to us have always been punctual, courteous, and reliable.

The have always worked well with the team, ensuring we arrived at our customer destinations on time and stress-free.

What stands out the most with the team in the office is their commitment to customer satisfaction. They go above and beyond to accommodate our specific requirements and make sure everything runs smoothly.

I highly recommend Taskmaster to anyone in need of reliable and top-notch driver-hire services.

Thank you Team for your exceptional 5* service

Taskmaster is excited to announce the appointment of Elly Clow as the new Head of Client Solutions. With 15 years of experience in recruitment, Elly brings a wealth of knowledge and expertise to the role, having previously worked across various positions in the industry.

Elly began her career in 2009 as an on-site consultant and progressed to roles such as Recruitment Consultant, Area Manager, and Regional Manager eventually transitioning into the Professional Services sector, shifting her career towards permanent recruitment UK wide, and is now eager to return to her roots in volume staffing solutions.

In her new role, Elly will be responsible for supporting Taskmaster's branch network across the UK, driving growth in temporary staffing solutions, and focusing on large-volume accounts including on-sites. She will work closely with the Taskmaster branch network to ensure a strong performance and will also explore opportunities in regions where Taskmaster currently does not have a presence to support business growth plans.

"I’m beyond excited to take on this new challenge and work with such a talented team," said Elly. "I look forward to driving growth and supporting our clients through the everchanging recruitment landscape."

With nearly three decades of experience in the recruitment industry, Taskmaster is committed to providing exceptional service and innovative solutions to meet the changing needs of its clients.

For more information about Taskmaster and its services, please visit https://www.tmrec.com/

As we discovered in our July blog, Is Peak a Thing of the Past?, the temporary labour market is changing – it’s becoming increasingly difficult for organisations to accurately predict Peak, and the reliance on and demand for temporary workers is growing due to shifting labour market trends. Here we delve more deeply into the evolving role of the temporary workforce, what industry trends are affecting this sector, and how decision-makers can adapt their recruitment strategies to deal with the new reality.

UK Labour Market Statistics

If we examine the latest labour market statistics that relate to temporary workers we can see some interesting and informative trends.

The Office for National Statistics (ONS) reports that the unemployment rate for people aged 16 and over now stands at 4.2%, meaning that 30.4 million people in the UK now have jobs. Its estimates for payrolled employees rose by 227,000 (0.8%) in the year from June 2023 to June 2024, increasing by 14,000 between May-June 2024. However, it also reports that the number of people aged 16-64 who are defined as ‘outside the workforce’ increased to 9.3 million in June – that’s 22.1% of the total workforce.

TALiNT Partners focuses on finance and its implications, noting that the economy improved slightly between May and June, with inflation falling to 2%, interest rates being dropped to 5% by the Bank of England Monetary Policy Committee (MPC), and wage growth down 6% on the last quarter, at 5.7%.

The Global Recruiter,  drawing on information from job search engine Adzuna which published its UK Job Market Report for July, highlighted the positive news that UK job vacancies rose to 862,043, a rise of 1.1%, bringing tentative optimism for UK businesses and recruiters. However, it advocates caution, citing the fact that vacancies are still 17.60% down on last July’s figures.

What do these figures mean? Despite the real-term drop in full-time vacancies, there is still a high demand for jobs, with 2.09 applicants for every vacancy. Temporary staffing needs continue to increase but are being impacted by the effect of economic inactivity amongst the UK workforce. The key drivers for temporary hiring continue to be short-term demand, in response to varying Peak, and the need for flexibility among organisations’ workforces.

Industry Trends Affecting Temporary Workers

Three main trends affect temporary workers, and their employers.

1. The rise of the gig economy and flexible working options – as far back as 2018 the then Department for Business, Energy & Industrial Strategy worked with the Institute for Employment Studies to define the gig economy as involving, “the exchange of labour for money between individuals or companies via digital platforms that actively facilitate matching between providers and customers, on a short-term and payment by task basis”. Since then this form of employment has increased both in popularity and numbers, with an estimated 4.27 million self-employed workers, as of June 2024.

Flexible working has also risen in popularity, largely thanks to recently-introduced legislation, the Employment Relations (Flexible Working) Bill, which gives workers increased flexibility over when they work, as well as the right to request flexible working from day one. 

2. An increase in demand for blended workforces – blended workforces (those containing not only full- and part-time employees but also casual workers and contractors) have increased in popularity over recent years, and benefit both employees and their employers. Employees benefit from the flexibility that this type of work provides and employers find that they not only attract talent from a more diverse pool, but also reduce staff turnover, and improve performance and engagement.

3. Impact of skills-based hiring on the temporary workforce – most employers are acutely aware of the skills gap and the challenges this brings, which is why many more of them are basing their hiring decisions on an employee’s skills, rather than their background or education. By evaluating candidates on the skills they have that are relevant to the role, employers can not only improve the quality of their hires, but also increase retention, reduce bias, and grow their talent pools.

Adapting Recruitment Strategies for Temporary Workers

In the face of so many difficulties in recruiting temporary workers, how can employers adapt their strategies to ensure success? Let’s look at three effective methods.

• The importance of quick onboarding and compliance for temporary roles: according to Aberdeen Strategy & Research, around 22% of staff turnover happens within the first 45 days of employment. A shocking statistic that demonstrates just how important quick and effective onboarding is. However, if done properly (ensuring new employees are aware of compliance, that they feel prepared, and that they understand the company culture), the percentage of people who stayed with the organisation for at least three years rises to 58%.
• The use of AI to streamline hiring for temporary workers: amid much discussion about the potential and dangers of AI recently, its practical uses can’t be ignored. For recruiters, AI can help to streamline the hiring process by helping them source candidates whose skills match a job profile and screen CVs, as well as reducing bias, automating admin, assisting in making data-driven decisions, enhancing the candidate experience and improving engagement.
• Building a flexible talent pool for sudden demand surges: to ensure that employers have a reliable and available talent pool on which to draw when they experience sudden demand surges they should consider a wide range of strategies including engaging passive candidates, building their employer brand and, most importantly, partnering with a temporary recruitment specialist with a proven track record of success.

Conclusion

In today’s challenging recruitment market, the significance of temporary workers cannot be understated. The gig economy, a rise in blended workforces and the impact of skills-based hiring have all contributed towards temporary work becoming an attractive and desirable way to work for both employers and employees.

However, to get the most out of a temporary workforce employers must get to grips with its nuances and requirements. That’s where a specialist temporary recruiter such as TaskMaster can help. With almost three decades of experience in providing temporary workforces for clients in the industrial, driving, NHS, FM, & Catering, and commercial sectors we have the expertise to help your organisation achieve its goals.

For more information about how we can help you with your temporary recruitment get in touch.

The Challenge:

In response to the Covid-19 pandemic, AGH Solutions Ltd, in collaboration with local NHS Trusts, faced the monumental task of converting the Harrogate Convention Centre into a fully operational Nightingale Hospital within just four weeks. Central government mandated the urgent preparation and staffing of the hospital to provide frontline care. TaskMaster Public Sector, as the primary supplier of NMNC (non-medical, non-clinical) workers to AGH and LTHT (Leeds Teaching Hospitals NHS Trust), was called upon to support this critical initiative.

• Meeting stringent deadlines amidst the COVID-19 pandemic
• Managing mass recruitment at short notice for diverse roles

Results:

• Successful, compliant recruitment for over 200 workers for the Nightingale Hospital
• Swift mobilisation of additional temporary staff to support front-line services
• Reliable and cost-effective partnership demonstrated during times of adversity

Our approach:

TaskMaster's collaboration with AGH Solutions Ltd was marked by a proactive and hands-on approach. Our dedicated team worked closely with AGH Solutions Ltd from the project's inception to manage the recruitment element effectively. Our team played a pivotal role in identifying the required shift patterns for a 24/7 rota, determining the necessary staffing numbers for each shift pattern, and executing the recruitment process seamlessly. With non-negotiable deadlines looming, we swiftly identified, recruited, and ensured compliance for over 200 workers for the Nightingale Hospital, encompassing roles such as Domestics, Porters, Supervisors, Administrators, Trainers, and Project Managers.

The period during the establishment of the Nightingale Hospital presented immense challenges for the NHS. Not only was the NHS tasked with caring for COVID-19 patients, but it also needed to adequately staff its own services to provide front-line treatment. In this context, a strong, robust, and reliable recruitment partner was essential to ensure the swift mobilisation of large volumes of additional temporary staff. TaskMaster rose to the occasion, with members of our team working tirelessly alongside the AGH Solutions team, seven days a week, often exceeding 15 hours a day to ensure project objectives were met.

Our results:

TaskMaster's partnership with AGH Solutions Ltd during the establishment of the Harrogate Nightingale Hospital yielded impactful results, underscoring our commitment to excellence and efficiency in staffing operations:

Swift Recruitment and Compliance: Despite the challenging timeframe, TaskMaster successfully identified, recruited, and ensured compliance for over 200 workers for the Nightingale Hospital. This rapid mobilisation of staff was crucial in meeting the urgent staffing needs of the field hospital and ensuring operational readiness.

Operational Continuity: TaskMaster's proactive approach and dedicated efforts, including seven-day work weeks and extended hours, played a pivotal role in maintaining operational continuity during a critical period. By swiftly addressing staffing requirements, TaskMaster enabled AGH Solutions Ltd to focus on delivering essential front-line services to COVID-19 patients.

Reliability and Adaptability: Throughout the project, TaskMaster demonstrated reliability, adaptability, and a willingness to go above and beyond to meet client needs. Taj's hands-on involvement and commitment to delivering on targets in line with deadlines ensured that AGH Solutions Ltd could rely on TaskMaster as a trusted recruitment partner during times of adversity.

What the client said

"I can wholeheartedly trust that TaskMaster will always provide high-level consultative recruitment guidance, deliver on targets in line with deadlines, and never compromise on quality. TaskMaster helped devise and execute a successful COVID-19 recruitment strategy for the Harrogate Nightingale Hospital, and it's a shame this hasn't received wider recognition as there were only 7 Nightingale Hospitals built in the UK during the COVID-19 pandemic - so I am happy to champion the large part played by TaskMaster in the success of the Harrogate Nightingale project."

Kath Aspinall
Assistant Director of Facilities
AGH Solutions Limited

Challenges

• Changes in supplier arrangements and external factors such as the COVID-19 pandemic
• Managing mass bookings at short notice and handling difficult roles

In the summer of 2014, TaskMaster Public Sector embarked on a journey with the University of Huddersfield, winning the sole supplier agreement for all non-academic temporary staff. Over the years, the university faced various challenges, including changes in supplier arrangements and the impact of external factors such as the COVID-19 pandemic. Despite this, TaskMaster Public Sector remained committed to ensuring operational continuity. From managing mass bookings at short notice to handling difficult roles, TaskMaster navigated through diverse challenges to drive efficiency on campus.

Results

• Reduced staff turnover within the first shift
• Cost and time saved
• Improved communication and clarity across departments
• Improved staff well-being and sustained productivity

Our Approach

TaskMaster's partnership with the University of Huddersfield was characterised by a proactive and collaborative approach aimed at addressing the university's evolving needs. Leveraging our extensive experience and industry insights, we developed tailored training and induction programmes to equip staff with the necessary skills and knowledge. These programmes were designed to prepare employees for the unique demands of their roles, fostering confidence and competence from day one.

Additionally, TaskMaster implemented robust communication channels with each department, ensuring clarity and direction for staff members. By engaging closely with hiring managers and department heads, we gained a deep understanding of their staffing requirements and operational dynamics. This collaborative approach enabled us to streamline the recruitment process, from initial candidate selection to onboarding, ensuring a seamless and efficient experience for both the university and its staff.

Moreover, TaskMaster remained agile and responsive to the university's changing needs, adapting our strategies and solutions accordingly. Whether it was scaling up staffing levels during peak periods or providing support for special projects, TaskMaster was committed to meeting the university's requirements with flexibility and efficiency. Our proactive engagement and tailored service solutions were instrumental in fostering a positive work environment and driving operational excellence across the campus.

What the client said:

TaskMaster have supported the university catering department for a number of years. I have always found Dan and team to be extremely responsive to our needs. In a busy catering environment there is no worse feeling than being short staffed, having a resourcing partner that never lets us down is essential and I can honestly say that we receive an extremely strong and reliable service from TaskMaster which is incredibly important when we are up against it! No matter what the job role, TaskMaster have worked hard to fight the right candidate for us and strong communication has meant that any queries or issues are quickly resolved.

Sarah Hodgson - Catering Operations Manager

When we seek agency candidates, we always work together with Taskmaster to find the most appropriate people for the temporary role. TaskMaster are always on hand if I have any agency enquiries or concerns and my email communications always receive a swift response. The timesheet portal is easy to access when authorising hours worked and previously authorised timesheets can be viewed at any time.

Paula Clover - Customer Services Manager

We have partnered with TaskMaster to provide us with temporary staff for the past decade. Their user-friendly timesheet process, makes it easy for our managers to review and approve hours and the team are always responsive, proactive, and ready to address any concerns or queries promptly, reflecting their dedication to providing excellent customer service.

Natalie Plows - Human Resources Manager

The recruitment calendar used to have a reassuring predictability about it – January is about The Sales, February is all about love, Spring has Mother’s Day and Easter, Summer has Father’s Day, summer holidays and Back to School, Autumn is Halloween and Fireworks Night, and then comes The Festive Season. However, in recent years a certain level of disruption has taken place. Here we look at how a variety of factors have affected the traditional peak season in industrial and warehouse recruitment and how you can overcome the pressure this might bring.

Peak Differences

If you’ve ever tried to recruit warehousing or driving staff in the run-up to Christmas you’ll understand how difficult it can be. Many organisations have the visibility to plan well ahead, but many others have to be more reactive “as it happens”  and the result is either a lack of appropriately qualified and -experienced staff or paying over the odds for those services. 

In recent years, however, we’ve noticed client demand has flattened across peak, or the ‘Golden Quarter’ as it’s also known, towards a more plateaued demand that remains steadier, for longer.

The reasons for this are numerous and varied but include:

• Domestic and Global Events: The industry is still dealing with the fallout over COVID-19 and Russia’s invasion of Ukraine which both pushed up prices and reduced the supply of basic commodities. Added to this, here in the UK, we are getting accustomed to having a new Government which must now do its best to relieve the cost-of-living crisis, raise employment rates and resolve increased tensions in the Middle East, all of which have the potential to affect logistics worldwide.
• Changing consumer behaviour: Customers are buying earlier, and less, for Peak season, not restricting their purchases to the weeks before Christmas, with fewer taking advantage of events like Black Friday. This behaviour impacts shipping and logistics within the supply chain, with many retailers adapting their delivery promises and incentivising longer delivery lead times. This means a less intensive labour requirement.
• The rise in online shopping: The UK, in particular, is the most sophisticated online shopping market in Europe, with around 60 million of us making e-commerce purchases in 2023. This amounts to over 26% of retail sales. The UK is the third largest market for ecommerce in the world with £77 billion worth of sales, after only China (£523 billion) and the USA (£264 billion) making it of vital importance to both the UK economy and the industries that function within it.

If you’re recruiting industrial staff, such as warehouse workers or delivery drivers, you may already have experienced the shift in Peak and might be starting to understand how important it is to adapt to changing circumstances, rapidly and responsively. If you haven’t you should prepare for its impact on your business.

The supply chain is already nimble and reactive but there are things you can do to get one step ahead of any potential fluctuations in Peak demand for staff: 

• Plan ahead: Like many industrial employers HR decision-makers must readjust their seasonal calendar to take into account this new shift in Peak. It’s important to identify if your industry is dealing with a Peak or a Plateau and adapt to what may be a new, permanent reality. Perhaps you’ll see a slight uplift in need throughout the year to accommodate new demands, and less during ‘traditional’ Peak season. By managing the dynamics of your staffing needs you’ll be able to adapt to future requirements.
• Ensure training and onboarding is available all year round: Streamlining your training and onboard processes will give you an advantage and enable you to start seasonal workers whenever you need to. This flexibility will enable seasonal workers to be ready for their roles within a short time-frame equipped with the knowledge and protocols that will help them perform their jobs effectively and safely.
• Partner with a specialist: At TaskMaster we’ve been specialising in warehouse and industrial recruitment for almost 30 years. That means that we’ve dealt with most fluctuations, disruptions and unforeseen events before and have the experience to deal with them, whether they’re in the driving, industrial or commercial sectors. The advantage we offer is that because of the wealth of skills our staff have, we can respond to time-sensitive issues and help you prepare ahead of time to enable you to build a talent pool, retain temporary workers, create compelling advertising campaigns and expand your reach.

For more information about how you can deal with post-Peak recruitment get in touch.

Changing workforce demographics are set to cause issues for employers in the future. With an aging population and more young people coming into work, how can employers adapt their recruitment strategies to cope with demands for new ways of thinking and working?

Making sense of demographics

The UK’s population is both growing and ageing and an understanding of how this will impact recruitment, both from an employer’s and an employee’s perspective, is key to ensuring that your recruitment strategies are future-proofed.

The UK population now stands at over 67 million people and, according to the ONS, it’s projected to reach 70 million by 2026. It’s also an ageing population, with 9.2 million or almost 20% of people aged over 65 – this number is set to increase to 27% by 2072. It’s estimated that around 1.43 million people aged 65 or over are currently working.

At the other end of the spectrum is Gen Z – people born between 1997 and 2012 making the eldest in this cohort around 27 years of age and the youngest 12. Statista estimates that there are around 12.7 million Gen Zeders in the UK, with approximately 4.3 million (around one-third) of them being employed – that’s around 6% of the UK population.

Developing a recruitment strategy that suits both these demographics can seem like an impossible task, given the disparities in aspirations and skillsets. However, with a little careful planning and smart management, businesses can draw on both these cohorts, bringing out the best of their capabilities and reducing recruitment pressure. Understanding what these two disparate groups want can help develop strategies to attract and retain them.

What do Gen Z want?

The first ‘digital natives’, Gen Z expect job adverts, application processes and communications to be seamlessly online as well as speedy. They’re also the most ethical group in the workforce and are looking for employers whose values reflect their desire for inclusion, social responsibility and sustainability. Gen Zeders are ambitious and want clear career progression paths open to them – they’re not afraid of moving on if they don’t get the advancement they require. They also expect to have their skills developed to enable them to progress, so they look for organisations that offer mentoring and opportunities for personal development. Having had their lives disrupted by the COVID-19 pandemic, they also welcome the opportunity of hybrid working, allowing them to interact with colleagues at a time that suits them. Finally, they want a good work/life balance, enabling them to focus on life outside of work.

What do older workers want?

Currently, the State Pension age is 66 but that’s set to rise to 67 after 2026. This extended working life reflects our increasing life spans and generally improved health in older age. Older people, many of whom have worked for 40+ years, have a wealth of knowledge and experience to share and they want employers to recognise that. They look for opportunities to mentor younger colleagues and pass on their skills but they also want to develop their own skills through professional development so look for employers that will offer them that. They too want an inclusive workplace – especially one that doesn’t discriminate against older workers and the health issues they may face. They want job security (for which they’ll offer loyalty), as well as challenging and stimulating work. And finally, they want flexibility in their employment to accommodate any caring responsibilities they may have, to phase in retirement or to acknowledge any age-related health challenges they have.

Strategies that work

It’s clear that many of the workplace wants of both Gen Z and older workers overlap. Currently, many businesses’ recruitment strategies are focused on a variety of challenges including finding appropriately-skilled candidates, meeting salary expectations in a cost-of-living crisis, and filling vacant roles in the minimum time possible. However, in order to achieve these goals there are several additional strategies that they can employ to attract workers from both ends of the age spectrum.

• Create an inclusive workforce – by proactively encouraging and including people of differing ages to apply for roles within an organisation businesses can spread their talent net as wide as possible
• Use skills-based hiring – prioritising candidates’ skills and experience, such as a willingness to learn and problem-solving skills, over traditional ‘markers’ such as formal qualifications and length of career gives employers a wider talent pool to draw from, reduces unconscious bias and enhances performance and productivity
• Offer flexible working – as we’ve already seen, both Gen Z and older workers want the opportunity to work flexibly, whether that’s for health/caring reasons or to have a better work/life balance. Businesses that offer such arrangements appeal to a wider range of talent and find that it both boosts job satisfaction and increases productivity, particularly with the growth in popularity of the gig economy.

The workplace has rarely faced so many challenges, and businesses must now adapt their recruitment strategies and workforce management to cater to the spectrum of different demographic groups that play a vital part in the UK’s economy.

For more advice and support in widening your demographic reach in the Driving, Industrial, NHS, Commercial or Utilities sectors contact TaskMaster.

Hiring the right talent is essential for any business's success, especially when it comes to temporary or contingent labour. To ensure your recruitment and onboarding practices are working, tracking specific metrics is vital. In this article, we'll explore the key recruitment metrics every UK business should monitor alongside their labour partner, and how they can leverage these insights to drive hiring success.

Understanding Recruitment Metrics

Recruitment metrics provide a comprehensive view of your hiring process, allowing you to identify areas for improvement, optimise resource allocation, and make informed decisions. By tracking these metrics, you can enhance your ability to attract, assess, and retain the best people in the competitive UK labour market.

Essential Recruitment Metrics for Temporary or Contingent Workforce

Time to Fill
This metric measures the average time taken to fill temporary positions. A shorter time to fill ensures that critical roles are occupied quickly, minimising disruptions and maintaining productivity.
Attrition Rate
Hiring is a costly business so it is important to monitor the rate at which temporary workers leave the organisation helps identify retention issues. High turnover is costly and disruptive, so addressing the causes can lead to a more stable workforce.
Cost Per Hire
Tracking the total cost involved in hiring and achieving required competence levels with each temporary worker helps manage recruitment budgets more effectively. Understanding cost per hire allows businesses to optimise spending and improve financial efficiency.
Quality of Hire
Evaluating the performance and fit of temporary workers through feedback and performance metrics helps ensure that the hires are meeting job expectations and contributing positively to the team. This leads to better overall workforce quality.
Candidate Pool
Working with your labour provider to continuously monitor the availability and quality of candidates in your talent pool, in line with your usage forecasts and peak requirements ensures that fluctuations are managed effectively. This is crucial for delivering output levels demanded by your business and its clients.
Fulfilment levels
In contingent labour usage, fulfilment rate is a critical measure, though it can be easily misconstrued. Tracking at a more granular level (per shift/day) such as fulfilment vs original order, fulfilment vs amended order and backfill response rates gives a wider perspective on your labour partner’s true performance.
Candidate Experience
Measuring satisfaction levels of candidates throughout the recruitment process and on an ongoing basis throughout the assignment is important for maintaining a positive employer brand and improved retention.. A good candidate experience can lead to higher acceptance rates and better reputation in the market.
Compliance Rate
Ensuring all hires meet legal and regulatory requirements protects the company from potential legal issues and fines. Compliance is critical in maintaining a trustworthy and lawful operation.
Hiring Manager Satisfaction
Importance: Gauging the satisfaction of hiring managers with the recruitment process and the quality of hires provides valuable feedback for improving recruitment strategies. Satisfied hiring managers are likely to result in better collaboration and outcomes.

Optimising your hiring process through data-driven decisions

Want to refine your recruitment strategies, reduce costs, and attract top talent? Contact us today to find out how we can help your business make data-driven decisions and improve hiring quality.