With the war for talent fiercer than ever, these seven in-house recruitment teams have gone above and beyond to secure the best workers.
CITA 2017 In house Recruitment Team Careys
Carey’s internal recruitment function was launched in 2014 to help reduce its reliance on agencies to fill vacancies.
Since 2013, the group’s turnover has increased from £80m to £575m, highlighting the need to recruit the right people to support this growth. The recruitment team has grown from two to five since June 2016, managing the large volume of vacancies through a focused, project-management model.
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The past 12 months have seen no let-up in Carillion’s talent requirements, as a competitive environment demanded a lower-cost, quicker recruitment process.
In the 12 months prior to entry, Carillion’s recruitment spend on agencies declined from 30 per cent to just under 18 per cent, with time to hire reduced from 60 to 40 days. The firm created a highly targeted programmatic advertising campaign for recruitment, moving away from job boards towards targeted emails and behavioural and contextual targeting.
CITA 2017 In house Recruitment Team Keltbray Creechurch Place
The in-house recruitment team at Keltbray has established itself as an internal and external trading division of the group, through two brands: Qualified Recruitment (internal) and Konstructive Recruitment (external).
Qualified Recruitment achieved cost savings for the business that were three times its stated target in the 12 months to June 2017, providing an increased number of operatives in the process.
The team has recruited more than 40 new apprentices while also working with the company’s development business to actively address the gender imbalance in construction.
CITA 2017 In house Recruitment Team McGoff Group
McGoff’s internal recruitment function was created in 2016 and has quickly achieved success. The firm brought in a recruitment professional to set up the in-house function, matching the expertise of competitors and recruitment agencies alike.
The new function introduced a streamlined process, including the purchase of a national job board and a much-needed candidate database, which together with other initiatives has seen 100 per cent of appointments directly sourced since its formation through to the time of entry, leaving the firm with zero spend on agencies.
CITA 2017 In house Recruitment Team North Midland Construction Group
North Midland Construction Group
North Midland Construction’s in-house recruitment team has worked hard to increase direct referrals as well as reduce agency spend and cost per recruit, increasing the proportion of direct hires from 56.4 per cent in 2015 to 64.5 per cent in 2016, with a further increase this year.
The company operates a friend referral scheme and the team produces monthly recruitment bulletins that are communicated company-wide. Other targeted campaigns have seen the organisation successfully lower the number of days it takes to recruit, as well as the costs involved.
CITA 2017 In house Recruitment Team Reconomy
Waste management and recycling services provider Reconomy used primarily external agencies for recruitment prior to 2016, spending significant sums on fees each year.
The process was brought in-house last year, employing two dedicated recruitment officers that placed 114 new starters in their first year, bringing stability and a more methodical approach to recruitment. This has allowed the company to shed its annual agency recruitment bill and more accurately tailor candidates to vacancies.
CITA 2017 In house Recruitment Team Robertson
Robertson has a dedicated team of six covering in-house recruitment, recruiting more than 700 people into the business in the 12 months to entry.
This volume of new recruits meant the team had to fundamentally review its ways of working, including builder closer ties with clients and improving strategic resource planning across the group. The team rolled out a new applicant tracking system in early 2017 as well, receiving excellent feedback.