A new year, a new set of perspectives and priorities.
In 2019, recruitment professionals are feeling bullish and are eyeing increases in temporary placements, operating budgets, investments in technology, efforts to reskill workers through education and training, and the percentage of business conducted via VMS.
Overall, global firms are optimistic about 2019, with 79 percent of respondents expecting revenue to increase from 2018. Twenty-three percent expect revenue to rise more than 25 percent, and only 2.5 percent expect revenue to decrease. Asia-Pacific firms seem to be the most optimistic about the industry for 2019.
79% of global respondents expect revenue to increase in 2019
In terms of placements for the year, 63 percent of recruitment professionals are expecting increases in temporary placements this year. Fifteen percent of firms expect temporary placements to remain the same, while 3 percent of firms expect temporary placements to decrease.
Global recruitment firms also anticipate increases in their operating budgets (57 percent of them do). Europe had the highest rate of projected increase in technology investment, while North America had the least. Interestingly, there is a strong positive correlation between firms that understand artificial intelligence and are expecting increases in technology investment.
Expected increases in tech spending is strongly correlated with understanding AI.
|Region||% Planning to Increase Tech Investments (all respondents)||
% Planning to Increase Tech Investments
(respondents who say they understand AI)
Also related to technology, how do firms feel about VMS, specifically conducting their businesses via VMS this year? The jury’s out on this one as 32 percent of global recruitment professionals expect their percentage of VMS business to increase, while 35 percent expect it to remain the same as last year.
Forty-seven percent of global firms will focus on workforce reskilling efforts, or updating workers’ skills through education and training. Asia-Pacific countries were actually the most polarized region on the topic, with the highest projected increase and the highest projected decrease.
Nearly half (47%) of global respondents plan to increase efforts to reskill workers through education and/or training programs.
Compared to 2018, how do you expect the workforce reskilling efforts (updating workers' skills through education and training) to change in your business in 2019?
|Region||Increase||Decrease||Stay the Same|
Workforce reskilling is also a highly relevant solution for candidates whose current skills sets could be automated by artificial intelligence in the near future. And therefore, it was especially interesting that a projected increase in workforce reskilling was highly correlated with an understanding of artificial intelligence.
Projected increases in workforce reskilling efforts are highly correlated with an understanding of artificial intelligence.
|AI Understanding||Increase in Reskilling||Decrease in Reskilling||
Reskilling Will Stay the Same
|No / Little Understanding||48%||2%||50%|
What Will Agencies Prioritize in 2019?
In short: candidates will be a top priority this year. Sixty-one percent of firms listed candidate acquisition and sourcing, and 36 percent of firms ranked engaging candidates and improving the candidate experience as their two biggest priorities. This makes sense considering that strategically identifying and sourcing candidates and providing incredible candidate experiences are two of the most effect ways to combat the talent shortage.
The days are over when you could post a job and wait for a response. You have to be disciplined about casting a wide enough net to capture the right talent.
Beyond candidates, here are some other notable priorities that firms will focus on in 2019. We’ll explore these priorities in more detail below.
Despite the promise of creating a renewable talent tool, reskilling ranked toward the bottom of the list as only 5 percent of global firms selected reskilling workers due to the changing nature of jobs as a top priority.
While VMS usage in the staffing and recruitment industry is increasing, it’s a priority for some firms and not necessarily a priority for other agencies — based on if VMS models are the right fit for firms and their business. That’s why only 3 percent of firms listed expansion of VMS business as a top priority for 2019.
Embracing Digital Transformation to Improve Operations
Automation and artificial intelligence continue to be some of the hottest trends and topics in the industry conversation. Last year, dialogues swirled about the potential impact of automation and artificial intelligence on staffing and recruiting — will the robots overtake human recruiters or will they aid their work?
While we’re nowhere near a robot apocalypse that’s depicted in science fiction, bots are here to help improve firms’ operational efficiencies. How so? By automating lower-level initiatives such as scheduling, screening, following up, and data entry so human recruiters can focus on more strategic initiatives such as developing and deepening relationships — doing what humans do best.
Regionally, North American staffing firms ticked digital transformation as a priority more than European and Asia-Pacific recruitment agencies. Firms this year will focus on incorporating digital transformation into their recruitment strategies to help them become even better and more efficient at their jobs. Once automation and artificial intelligence are fully harnessed into the recruitment workflow, they’ll have profound implications on the industry at large.
This [automation] is a disruptive force. We’re going to have disruptive capital. And the organizations that aren’t able to adopt automation will perish. They won’t be able to keep pace with their competition.
Employment Brand Development and Marketing
Most recruitment firms lack proper marketing leadership, which explains why 30 percent of respondents identified employment brand development and marketing as a top priority for 2019. According to a Bullhorn survey of more than 100 staffing leaders of medium to large-sized firms, 61 percent indicated that they have neither a vice president of marketing nor a chief marketing officer.
Executives (defined in this research as C-Level executives, firm owners, and primary owners of lines of business) and senior managers (defined as managers, directors, and vice presidents) at recruitment firms were more focused on employment brand development and marketing than staff (defined as frontline recruiters and salespeople). Geographically, North American and European agencies were more concerned with this priority than Asia-Pacific firms.
Why aren’t there more senior marketing leaders, especially in an industry where nurturing candidate relationships is paramount? While it can be expensive to invest in seasoned marketing leaders, the result is beneficial: a cohesive marketing strategy and vision that has business impact.
Improving Management of Client Relationships
In an industry driven by relationships, improving management of client relationships is currency. After all, deeper relationships can yield more opportunities and businesses can only further grow when their client relationships flourish.
Interestingly, executives and senior managers were more concerned with improving the management of client relationships than staff, potentially indicating that frontline professionals already believe that their current relationships are strong.
How can firms ensure that they have the strongest possible client relationships? Technology. To stay in front of the competition, firms must embrace recruitment software to gain deeper insights into their client relationships and uncover real-time information to drive new growth opportunities.
I still believe at its core, staffing is very much a people business. You have to stay in touch, you have to talk to people. If you’re just texting or you’re just doing nurturing campaigns and things of that nature, you’re not gonna be able to build a rapport.
Recruiters in today’s digital age have numerous ways to reach candidates, especially via social media. Tech-savvy recruiters are increasingly turning to social media to gain intelligence about candidates and source their very own super-skilled job seekers.
Social media is an effective channel for connecting and building relationships with candidates. Recruiters can analyze candidates’ career and education experiences via LinkedIn, view their topics of interest via Twitter, dig deeper into their personas via Facebook, and understand their cultural and lifestyle interests via Instagram.
What do firms think about social recruiting as a top priority for 2019? North American and European firms were more likely to engage in social recruiting this year than their colleagues in Asia-Pacific. And enterprise firms were about 50 percent less likely to list social recruiting as a top priority.
Succeeding in social recruiting is all about having a strong web presence, which not only helps attract new candidates, but also helps secure new clients.
It used to be exclusively about having relationships or keeping the same clients. Now, every single day we work with new clients who find us through Google.
Expanding into New Markets
As firms grow their businesses, they’ll undoubtedly establish operations in new markets and develop brand recognition in strategic geographies. In order to expand into new regions, should recruitment firms grow organically or inorganically? In other words, should they build their own operations or buy current businesses to enhance their portfolios?
At Engage Boston 2017, we asked attendees that question and 69 percent of staffing professionals said they preferred to build their organizations organically, while 31 percent said they favored growing their businesses through mergers and acquisitions (M&A). Fast forward to 2019, and, according to our research, North American and European firms were more likely to focus on expanding into new markets than Asia-Pacific agencies.
Why are firms focused on new market growth, and why are some of them expanding via M&A? Strategic M&A deals by larger firms and the proliferation of staffing investment from private equity firms will continue at steady pace for two reasons: private equity sees the financial appeal of capitalizing on an industry with low barriers to entry and comparatively low capital expenditures, and debt is cheap.
According to Staffing Industry Analysts, 2017 saw a 28 percent year-over-year increase from M&A activity in 2016 and the second highest annual deal volume over the past decade. These findings signal that M&A activity will continue to heat up within staffing.
There’s a real business benefit to putting two organizations together. You can create a combined organization that’s ready to disrupt the industry. That’s why you’re seeing all this M&A activity in staffing.
It’ll be interesting to see how firms tackle their priorities for 2019 and how they’ll use each of these strategies to grow their businesses. Will any of these priorities change as the year unfolds, or will any new ones rise to the top? Only time will tell.