ACOMPLISHMENT THROUGH COLLABORATION | PAGE 28

It’s almost the end of the year! As we count down the last few weeks of 2014, the editorial staff at DCR TrendLine is eager to share our analysis and insights into the hottest trends in the staffing industry. Our research into pivotal developments and current events, along with our in-depth analysis of non employee worker supply and demand are aimed to give you a pulse of the market.

The DCR National Temp Wage Index focuses on wage trends through the course of the year; analyzing the employment of temporary workers and tracking related happenings in the industry. This month, we provide an employment outlook for the fourth quarter of 2014, and discuss recent trends and statistics in the temporary workforce market.

This month we’re looking at a topic that’s become a popular catchphrase in human resources this year – worker engagement. We examine what engagement really means and why it’s important to companies. We also provide tips on boosting workforce engagement in an organization. Our next article on this subject investigates the American cities where workers are the most engaged.

November is home to two of the biggest shopping days of the whole year – Black Friday and Cyber Monday! As we head into the busiest shopping period, it’s only fitting that this month’s industry index focuses on the retail sector. The DCR TrendLine Retail Employment Index provides you with a trend analysis on employment within the retail industry. Keep an eye out for the section on upcoming seasonal hiring by the country’s largest retailers.

Staffing experts and human resource professionals agree that metrics are important when determining the success of a process or program and finding opportunities for improvement. While staffing companies recognize the importance of metrics, few are actually tracking important measures of client and candidate satisfaction. Our article studies which metrics are being tracked by staffing companies and which ones need to be focused on.

The next article looks at the latest Beige Book report from the Federal Reserve Board to discover staffing conditions in major U.S. districts.

Social sourcing has been a major trend for HR this year, with more and more companies adopting social sourcing strategies, tools, and technologies to improve their talent acquisition. We explore the value that social sourcing provides to organizations in sourcing, developing, and engaging workers, and show how it’s a more effective means of recruiting in today’s market.

Our feature article this month explores the growing usage of social collaboration tools in the workforce as a means of improving efficiency. Look for the case study that shows how social collaboration is able to boost worker productivity while reducing costs.

The final article this month focuses on the trends for new innovations in HR technology, including mobile, wearable technology, analytics, and online platforms.

Happy Reading!

Ammu WarrierAmmu Warrier, President

“NOTE FROM THE EDITOR

INSIDE THIS ISSUE “Job gains remain strong and steady. The pace of job growth has been remarkably similar for the past several years. Especially encouraging most recently is the increasingly broad base nature of those gains. Nearly all industries and companies of all sizes are adding consistently to payrolls.” ~Mark Zandi, Chief Economist at Moody ’s Analytics

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Note from the Editor...............................................................................................................................................page 1DCR National Temp Wage Index.........................................................................................................................page 2What is “Engagement”? And Why Does It Matter?.......................................................................................page 5Worker Engagement by Geography..................................................................................................................page 8Industry Highlight: Retail Index..........................................................................................................................page 9What Metrics are Staffing Firms Tracking........................................................................................................page 15Regional Staffing Highlights................................................................................................................................page 17Social Sourcing is More Effective.......................................................................................................................page 23Accomplishment Through Collaboration........................................................................................................page 28HR’s Tech Revolution.............................................................................................................................................page 31Methodology........................................................................................................................................................... page 35References................................................................................................................................................................page 36About DCR.................................................................................................................................................................page 37

“DCR NATIONAL TEMP WAGE INDEX

In September 2014, according to the U.S. Bureau of Labor Statistics (BLS) the U.S. economy added 19,700 temporary help services jobs, and the number of temporary help services jobs in August 2014 was revised upward by 17,600.

The unemployment rate dropped to 5.9 percent, while payrolls exceeded expectations with 248,000 jobs added. Professional and business services added 81,000 jobs. Outside of employment services, 12,000 of that total came from technical consulting services and 6,000 from architectural and engineering services.

The retail industry grew by 35,000, and healthcare added 23,000 jobs. Information, an industry with little employment gains over 2014, also showed growth with 12,000 jobs added, of which 5,000 were in telecommunications. Leisure and hospitality added 20,000, construction added 16,000, and financial activities gained 12,000 jobs.

According to the Commerce Department, the U.S. economy grew at its fastest pace in 2-1/2 years in the second quarter of 2014. The Commerce Department raised its estimate of gross domestic product to show that the economy expanded at a 4.6 percent annual rate.

“The economy generated a gain of 248,000 jobs in September, faster than the average monthly gain over the past year, and revisions to July and August were positive. The slower gain initially reported for August now appears to have been simply an aberration. The continued rapid drop in the unemployment rate increases the odds that reaching the natural rate of unemployment and the first Fed rate hike will occur in the first half of 2015. The one negative piece of information from this report is the ongoing weakness in wage growth.” ~The Conference Board

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DCR NATIONAL TEMP WAGE INDEX

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A recently released national employment report by the Society for Human Resource Management (SHRM) states that 52.2 percent of manufacturing companies planned to hire in October, and 47.5 percent of service-sector employers planned to add staff.

CareerBuilder’s fourth-quarter 2014 U.S. job forecast survey found that 29 percent of employers plan to add full-time, permanent headcount in the fourth quarter. In addition, the survey found that 26 percent of employers had plans to hire seasonal workers in the fourth quarter. Popular seasonal positions included customer service, administrative/clerical, shipping/delivery, accounting/finance, and inventory management.

Research conducted by Richard Curtin, professor and director of surveys at the University of Michigan, projects that the accounting/finance and information technology sectors will increase staffing in Q4. One-third of companies surveyed had plans to increase the overall size of their accounting, finance, and IT departments. A large number of them planned to hire more temporary, temp-to-hire, and contract workers in 2015.

A recent survey by Aon Hewitt found that organizations are spending record amounts of their payroll on bonuses. Companies are committing an average of 12.7 percent of their 2014 payrolls to variable pay, including individual or company-wide performance-based bonuses. The survey of over 1,064 companies found that more than 90 percent offered a variable-pay program. Meanwhile, companies expect base salary increases to grow slightly to 3 percent in 2015.

A SHRM study reported that 74 percent of respondents used market-based pay increases. The use of sign-on/hiring bonuses, spot bonuses, retention bonuses, and project completion bonuses increased in the past couple of years, suggesting that companies are focusing on employee retention as the economy continues to improve.

“With many organizations hiring, competition for the best candidates may be heating up. The difficulty filling key jobs may be why rates for some new-hire positions improved in September for both the manufacturing and service sectors.” ~Jennifer Schramm, Manager of Workforce Trends at SHRM

Q4 OUTLOOK

BONUSES ARE HIGH

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DCR NATIONAL TEMP WAGE INDEX

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A recent survey by the Freelancers Union found that independent contractors, temporary workers, and those working a second job constitute 34 percent of the U.S. workforce. According to a report by the National Employment Law Project (NELP) and the National Staffing Workers Alliance (NSWA), about 2.5 percent of all American jobs are in the employment services industry, which includes staffing agencies, professional employer organizations and employment placement agencies. The number of staffing jobs has reached a record high of 2.8 million people.

A new study by MBO Partners reveals that the number of independent workers in the U.S. will grow to just under 40 million in 2019. The study divided independent workers into two groups: “solopreneurs” who work 15 hours or more per week and “side-giggers” who work as independent workers for less than 15 hours a week. According to the survey, there were 17.9 million solopreneurs who generated about $1.1 trillion in total income last year. There are 12.1 million side-giggers.

Just recently the state of California signed a bill into law that will hold companies responsible when their subcontracted temp agencies endanger or underpay workers. The law is known as Assembly Bill 1897 and is designed to address accountability issues in the temp industry.

AB 1897 will require “the client employer to share with a labor contractor all civil legal responsibility and civil liability” for paying wages to workers.

The bill, which was lobbied for by several labor groups, was met with applause by some parties. A strong advocate, The Teamsters, was pleased with the passing of the bill. Teamsters President Jim Hoffa said, “Today marks a new era for worker protection in California. No longer can employers hide behind unscrupulous labor contractors. Workers, no matter if they are temporary or permanent, can hold companies who profit from their labor accountable for violations in the workplace.”

The bill also had many opponents, including the California Chamber of Commerce who said that the bill would “discourage future growth in this state, and it will certainly discourage out-of-state companies from locating here.”

U.S. TEMP WORK AT RECORD HIGH

CALIFORNIA LAW TO PROTECT TEMP WORKERS

““Our study reveals independent work is far from a one-size fits all story. With shades of independence – from solopreneurs to side-giggers – there is a clear need for a variety of workforce solutions. The study is a wake-up call that at 30 million strong and forecast to grow to 40 million, the independent workforce is not just here, but here to stay.” ~Gene Zaino, CEO and President at MBO Partners.

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WHAT IS “ENGAGEMENT”? AND WHY DOES IT MATTER?Engagement, specifically worker engagement, is one of the most popular catchphrases in human resources this year.

While most companies cite employee engagement as one of their top goals, only few are able to ensure that workers are truly committed to their organizational goals and values. In the 2014 Deloitte Global Human Capital Trends research study, 78 percent of business leaders rated retention and engagement as urgent or important.

According to a recent survey by Gallup Inc., only 29 percent of employees in the U.S. and Canada are engaged. And only 13 percent of the total global workforce is engaged. A 2013 study estimates that low employee engagement costs the U.S. economy between $450 billion to $550 billion annually.

Source: Gallup Inc.

Employee Engagement, 2002 - 2012

WHAT IS “ENGAGEMENT”? AND WHY DOES IT MATTER?

Often, managers equate employee engagement to employee happiness or satisfaction. However, it is possible for someone to be happy at work, yet not be working hard or productively on behalf of the company. Worker engagement is a workplace measure of the emotional commitment a worker has to the organization and its goals. This means that engaged workers care about their work and the company, and do not work simply for a paycheck or promotion, but rather on behalf of the organization’s goals.

Research shows that companies with engaged workers have better business outcomes. A Towers Perrin research study shows that companies with engaged workers have 6 percent higher net profit, and a separate study shows that engaged companies have five times higher shareholder returns over five years. According to research by Oxford Strategic Consulting, the top 25 percent of companies with the most engaged workers produced twice as much profit and had 22% higher shareholder returns than the companies with the least engaged workers.

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Source: Gallup Inc.

Employee Engagement, 2002 - 2012

WHAT IS “ENGAGEMENT”?

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WHAT IS “ENGAGEMENT”? AND WHY DOES IT MATTER?TIPS ON BOOSTING WORKER ENGAGEMENT

1) Select the right managers

Companies should actively search for managers who have the unique skills required to effectively manage people rather than simply using management jobs as promotional rewards for all career paths. Managers should have the right talents for supporting, positioning, empowering, and engaging their staff.

2) One size does not fit all

According to Gallup’s research on employee engagement, different types of workers need different engagement strategies. For example, generations near the end of their career tend to be more engaged than those at the beginning. And women have slightly higher engagement rates than men. Tenure, industry, organizational level, and educational background also make a difference in worker engagement.

3) Consider workplace flexibility options

Research shows that working remotely has a strong correlation with employee engagement. Generally, remote workers are slightly more engaged and log more hours. Similarly, companies with workplace benefits that promote wellbeing frequently have a more engaged workforce.

4) Don’t implement without first really understanding your workers

Managers often hear stories of what’s worked to boost engagement at other companies, and attempt to mimic that program. However, simply copying what’s worked for another organization or industry might be not be the best fit for the company. Company leaders should really analyze their workforce and organizational culture to come up with unique practices that are relevant to their company.

5) Ask for continuous feedback

Asking workers to continuously provide feedback is a great way for managers to understand the pulse of the company. Continuous feedback from workers allows companies to uncover hidden issues, obtain data on what motivates workers, encourage collaboration, and give the message that worker opinions are important and that management cares about them.

WORKER ENGAGEMENT BY GEOGRAPHY

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TOP 5 CITIES FOR EMPLOYEE ENGAGEMENT

A recent research study, as part of the determination of Forbes America’s Best Places to Work Initiative, looked at over 40 cities to see where workers feel the most engaged.

The analysis conducted by Quantum Workplace defined engaged workers as those who spoke highly of their place of employment, exerted extra discretionary effort into their jobs, and maintained strong interest in staying with their company.

The average percentage for employee engagement in the top five cities was 74.9, nearly seven points higher than the national average. The top city on the list, Huntsville, Alabama, was also the most improved city, increasing engagement by almost 18 percent from the year before.

1) Lincoln, Nebraska – 57.1% of employees engaged2) Kansas City, Missouri – 59.6% of employees engaged3) Minneapolis/St. Paul, Minnesota – 60.7% of employees engaged4) Albuquerque, New Mexico – 61.2% of employees engaged5) Las Vegas, Nevada – 61.3% of employees engaged

A separate study on employee engagement by Gallup Inc. found that, by state, Louisiana leads the country with the highest percentage of engaged workers at 37 percent, followed by Oklahoma at 36 percent. The lowest number of engaged workers by state was in Minnesota at 26 percent. Meanwhile, 21 percent of workers in Rhode Island are actively disengaged, as are 20 percent of workers in New Jersey, Connecticut,

Pennsylvania, New York, Michigan, Vermont, Kentucky, and Illinois. In terms of industry-based engagement, Quantum Workplace’s 2013 Employee Engagement Trend Report found that real estate, accommodation and food service, construction, technology, and professional services had the highest levels of engagement. The lowest levels of engagement were found in healthcare, education, nonprofit, manufacturing, utilities, and public administration.

1) Huntsville, Alabama – 77% of employees engaged

2) Miami-Dade, Florida – 74.7% of employees engaged

3) Nashville, Tennessee – 74.4% of employees engaged

4) Austin, Texas – 74.2% of employees engaged

5) San Antonio, Texas – 73.5% of employees engaged

BOTTOM 5 CITIES FOR EMPLOYEE ENGAGEMENT

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INDUSTRY HIGHLIGHT: RETAIL INDEX

November means that we’re officially in the fall season. It’s time for pumpkins, apple pies, Thanksgiving, and the biggest shopping days of the whole year – Black Friday and Cyber Monday! It’s only fitting that as we head into the holiday season we take a look at employment trends in the retail industry.

Although the holidays generally signal low levels of hiring in many industries, it’s the busiest time of year for the retail industry. Many of the country’s largest employers are retailers. Wal-Mart Stores, which owns Walmart and Sam’s Club, employs roughly 2.2 million people worldwide and is the largest private employer in the United States. Target and Kroger are also among the largest employers in America.

According to the latest figures from the Bureau of Labor Statistics (BLS), the retail industry gained 35,000 jobs in September 2014. Food and beverage store added 20,000 jobs. Over the past 12 months, employment in retail trade has increased by 264,000. Unemployment in the industry was down from a year ago, at 6.1 percent in September 2014.

“Retail offers American workers opportunities other industries simply do not, like the flexibility to supplement family income while the kids are at school, or to pursue a degree.” ~Matthew Shay, President and CEO of The National Retail Federation

As per the National Retail Federation, retail is the largest private sector employer in the country, supporting 42 million jobs and adding $2.6 to the national economy.

DCR TrendLine Retail Employment Index

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INDUSTRY HIGHLIGHT: RETAIL INDEXIMPACT OF MINIMUM WAGE HIKES

ONLINE VS. BRICK AND MORTAR

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The minimum wage debate has been a major topic for economists, companies, politicians, and the U.S. population over the course of the year. Raising the minimum wage is one of the most buzzed about topics in retail employment for 2014. Some experts say that raising wages will help retailers earn higher revenues in the future, while organizations such as The National Retail Federation have lobbied against an official wage hike. Gap and Ikea are two retailers who have already announced increases to their own minimum hourly payments to workers.

Figures from the U.S. Census Bureau show a consistent growth in e-commerce sales, which equaled $75 billion in the second quarter of 2014, accounting for 6.4 percent of the total U.S. retail sales for that time period. Online sales are also promoting hiring surges outside of the retail industry, such as FedEx and UPS, which are adding over 50,000 employees each this year.

During the September 2014 back-to-school shopping season, U.S. retailers had their slowest sales since the recession ended in 2009. The back-to-school shopping rush is second only to the holiday season in its importance to retailers. Spending during that time period rose only 3.1 percent, according to Customer Growth Partners LLC, the smallest increase in more than five years. Store traffic declined 4.2 percent in July and slipped an additional 4.7 percent in August, according to ShopperTrak.

The e-commerce industry continues to grow. Sales from online shopping have grown 300 percent since the beginning of 2004, according to data from the Department of Commerce. In the third quarter of 2013, total retail sales increased 4.7 percent year-over-year, while e-commerce sales increased by 18.2 percent during the same time period.

Online retailers continue to introduce innovative ideas to increase speed of delivery, where brick-and-mortar competitors still have the advantage of same-day service.

DCR TrendLine Retail Trade Wage Index

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INDUSTRY HIGHLIGHT: RETAIL INDEX

“While the internet has been very effective at competing on price, it has not yet cracked the code of how to affordably get products to the end consumer on the same day they are purchased.” ~Randy Anderson, Head of CBRE Research – America

Recently, e-commerce companies that were once digital-only are announcing plans to debut brick-and-mortar stores. Nasty Gal, a popular online clothing store, announced plans to open a shop in Los Angeles, and beauty retailer Birchbox opened its first store over the summer in New York. And just in October 2014, online giant Amazon announced plans to open its first brick-and-mortar store in Manhattan.

Retail companies are investing in increasing their technology innovations to provide a greater customer experience. Macy’s has spent a lot of money in increasing its e-commerce technology over the recent years, pursuing a ‘digital/brick-and-mortar’ hybrid business model. The company is testing ideas like same-day delivery, smart dressing rooms, and image search, while also rolling out Radio Frequency Identification Technology (RFID) to better track the exact location of any given item in the supply chain or in-store.

Beacon, a new type of device that changes the way customers shop in stores and revolutionizes how retailers collect consumer data and interact with shoppers, is becoming more popular. A beacon is a small wireless device that constantly broadcasts radio signals to nearby smart phones and tablets. It can help trigger notifications and offers in retail apps, and to target shoppers when they are in relevant areas of stores. It also helps to collect real-time data from store registers, including shopper information, purchase data, and spending history. According to Business Insider Intelligence’s forecast, beacons will see triple-digit growth over the next few years.

A study from the A.T. Kearney Omnichannel Shopping Preferences Study found that while digital retail is popular, physical stores continue to be customers’ preferred shopping channel. The study of 2,500 U.S. shoppers found that stores play a crucial role in online purchases, with two-thirds of customers purchasing online using a physical store before or after the transaction. According to the study, brick-and-mortar stores remain the foundation of retailing.

Consumer Time Spent Shopping, 2013

Source: A.T. Kearney

“TECHNOLOGY IN THE RETAIL INDUSTRY

INDUSTRY HIGHLIGHT: RETAIL INDEX

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The National Retail Federation (NRF) recently announced that U.S. retailers are expected to hire between 725,000 and 800,000 seasonal workers this holiday season.

Seven of the country’s largest retailers will together add almost 400,000 jobs this winter, with Macy’s leading the nation with an expected 86,000 job openings.

“These holiday positions offer hundreds of thousands of people the opportunity to turn their seasonal position into a long-term career opportunity in retail.” ~Matthew Shay, President and CEO of The National Retail Federation

SEASONAL HIRING

Initiatives to Improve Customer Experience in Stores

Source: Business Insider Intelligence “

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INDUSTRY HIGHLIGHT: RETAIL INDEX“

Announced Seasonal Hiring Plans

SEASONAL HIRING

Source: The Wall Street Journal

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According to consultancy firm Challenger, Gray & Christmas, higher consumer spending and improvement in employment across the U.S. is motivating retailers to expand holiday hiring this winter. A recent study by Deloitte predicts that holiday spending will grow by between 4 and 4.5 percent year due to job growth.

“Compared to last year there are just a lot more people who have money in their wallets to spend. This means more traffic in the stores, and that means retailers need more people.” ~John Challenger, CEO of Challenger, Gray & Christmas

INDUSTRY HIGHLIGHT: RETAIL INDEX

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Seasonal Hiring in Q4

SEASONAL HIRING

43% of retailers expect to add seasonal staff in Q4

WHAT METRICS ARE STAFFING FIRMS TRACKING

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Staffing and recruiting firms, along with their client companies, recognize the importance of tracking metrics for finding ways to save time and money. Tracking metrics is necessary for measuring the success of recruiting efforts and for identifying areas that need improvement. In the staffing and recruiting industry, tracking metrics can lead to a whole range of benefits, like helping to improve the relationship between recruiters and hiring managers, align objectives, and allow staffing agencies to prove credibility to current and potential clients.

However, according to CareerBuilder’s most recent Staffing & Recruiting Pulse Survey, only 14 percent of staffing firms track ‘source of candidates’ and ‘candidates hired’. Also, less than 10 percent track mobile traffic, percentage of candidates redeployed, and candidate and client satisfaction levels!

A 2013 CareerBuilder survey of more than 200 staffing company employees found that the most highly tracked staffing metric among clients is the number of open requisitions. Findings from the survey reveal that staffing firms place little emphasis on long-term analytics, with 45 percent never checking their market share. More importantly, nearly a third of staffing firms never check their client Net Promoter Score® (NPS), a measurement of client and candidate satisfaction levels.

Of candidate metrics, the source of candidate is the most frequently monitored metric by staffing firms, with 41 percent checking it quarterly.

THE METRICS THAT ARE BEING TRACKED

What Metrics are Staffing Companies Checking Every Day?

Source: CareerBuilder

WHAT METRICS ARE STAFFING FIRMS TRACKING

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According to Ere.net, there are three time periods that staffing metrics should cover. The first is historical metrics, which measure the events and data accrued in the previous year. These metrics should not be used for real-time decision-making but rather for trend analysis. The second is real-time metrics, which allow staffing professionals to see what is happening currently. And finally, the third time period is predictive metrics. These metrics are rarely used in the staffing industry but are important to determine what challenges might arise in the future or to identify opportunities.

Source of Candidates and Source of Candidates HiredKeeping track of where the candidates who are placed come from provides insight into the effectiveness of the tools and software being used and the productivity levels of recruiters. It also helps staffing agencies gain a better understanding of the best sources of high-quality candidates so that resources can be allocated to areas where they will be most effective.

Client and Candidate Satisfaction or Net Promoter Score® (NPS) Tracking the level of satisfaction of clients and placed candidates helps in judging the quality and value being provided by the staffing firm. These scores also help to identify opportunities to improve the quality of service provided.

Number of Positions FilledThis metric tracks the number of candidate applications accepted for a position by the client in a defined time period. It helps recruiting firms determine employee turnover and total costs spent annually on new workers.

Percentage of Candidate RedeployedKnowing how many candidates are reassigned after their initial placement helps to identify the need to follow-up during a placement and at the end of the assignment.

Position Vacancy RatesCompanies often turn to staffing and recruiting companies to find candidates to fill a position faster and cheaper than internal human resource offices. Tracking the amount of time a position is vacant allows staffing companies to ensure that they are providing value to clients. Creating a standard vacancy rate allows recruiters to have goals and benchmarks to measure their performance against.

Mobile Traffic to Firm’s WebsiteAccording to Inavero’s 2014 Opportunities in Staffing study, 71 percent of candidates have searched for a job using their mobile phone, and 89 percent have searched using a tablet. If a good portion of a firm’s website traffic is generated from mobile phones and tablets, it is worth ensuring that the site is mobile-optimized.

Response TimeResponse time measures how quickly a staffing company responds to customer inquiries or orders. Customers highly value rapid responses, especially in the case of last-minute or urgent staffing needs, so setting response goals and tracking them is important to ensuring customer satisfaction.

TOP METRICS FOR STAFFING COMPANIES TO FOCUS ON

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“The New York, Cleveland, Chicago, Minneapolis, Dallas, and San Francisco districts characterized their growth rates as moderate; Philadelphia, Atlanta, St. Louis, and Kansas City reported modest growth. Boston reported that business activity appeared to be improving, and Richmond reported further strengthening. ~Federal Reserve’s Beige Book, September 3, 2014

“BOSTON

NEW YORK

REGIONAL STAFFING HIGHLIGHTS

Every six weeks, the Federal Reserve Board releases a report describing the current economic condition for each of the Federal Reserve Districts. According to the most recent release of the Federal Reserve’s Beige Book report, conditions for staffing services are generally positive across all districts. Nearly all the districts reported difficulties in finding certain types of skilled labor and little change in wage pressures.

Staffing firms cited increased activity with labor demand especially strong in the information technology, software, aerospace, nursing, electronics, and legal industries. Meanwhile, labor supply is unchanged with continued shortages of high-end technical workers. In order to recruit and engage these high-skilled workers, staffing firms are expanding their social media outreach programs and investing in technology innovations such as mobile compatibility.

In August 2014, job numbers from the Bureau of Labor Statistics (BLS) show that Massachusetts lost 5,300 jobs and the unemployment rate was 5.8 percent, below the national unemployment rate of 6.1 percent.

New York employment agencies report that the job market is strengthening. Manufacturing firms continue to add workers and a growing number of service firms say that they are hiring.

Private employment in New York City rose by 25,000 between June and July 2014, while the unemployment rate fell from 7.9 percent to 7.8 percent.

REGIONAL STAFFING HIGHLIGHTS

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PHILADELPHIA

CLEVELAND

Staffing firms in Philadelphia report modest growth. These companies say that they are adding new clients and are optimistic about revenues through 2014.

In August 2014, employment grew by 0.8 percent year-over-year in Pennsylvania. According to the Federal Reserve Bank of Philadelphia, unemployment rates for Delaware, New Jersey, and Pennsylvania are expected to remain unchanged in September 2014.

Companies in Cleveland say that while they would like to boost their workforces, they are unable to find qualified talent. Staffing firms report little

change in the number of job openings and in placements.

In 2015, the minimum wage of non-tipped employees in Ohio will increase to $8.10 per hour, and the minimum wage for tipped employees will increase

to $4.05 per hour. According to a recent report from Cleveland State University’s Center for Population Dynamics, Cleveland ranks eighth on a list of

metros with the highest percentage of employed individuals aged 25 to 34 with graduate or professional degrees.

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RICHMOND

ATLANTA

In Richmond, demand for both temporary and permanent workers has increased slightly in recent weeks. In Maryland, manufacturing, financial services,

technology, and construction companies report growth in hiring. Manufacturers and call centers in North Carolina face issues in finding skilled labor to

fill open positions.

Due to holiday hiring, there are hundreds of seasonal jobs in the retail sector available in Richmond. In August 2014, the unemployment rate in

Richmond was 6.1 percent, while average hourly earnings increased by 0.2 percent

Businesses in the Atlanta district report modest increases in hiring and stable wage growth. Companies say that they have difficulty filling mid-level

positions such as analysts and clinicians, along with positions in trucking, engineering, construction, and information technology. Some businesses

report rising wages and continuing upward wage pressure for high-skill, low-supply job titles.

A recent employment forecast survey revealed that only 22 percent of chief financial officers in metro Atlanta have plans to create jobs in the next six

months. According to BLS, the unemployment rate in Atlanta in August 2014 increased to 8.0 percent from 7.5 percent two months earlier.

REGIONAL STAFFING HIGHLIGHTS

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CHICAGO

ST. LOUIS

The pace of hiring has slowed, though demand remains strong for skilled workers in professional and technical occupations. Labor shortages have been

reported in manufacturing, construction, transportation, IT, and healthcare. In the trade, transportation, and utilities industries, staffing firms report

increases in billable hours.

In August 2014, employment in the Chicago metro area was up 383,000, with the largest increases in professional and business services. Wages in Illinois

were up 0.7 percent year-over-year.

Wages and employment levels have increased slightly over the past three months. Approximately 61 percent of respondents reported that employment

levels have remained stable year-over-year, while 31 percent report a slight increase. Companies in the healthcare, finance, retail, transportation, and

telecommunications industry say that they have plans for hiring and expansion. Meanwhile, businesses in food, information technology, and new media

services have announced plans to lay off workers.

As of August 2014, the St. Louis metro area remains 33,500 jobs short of its pre-cession peak, while national employment has been above pre-recession

levels since May 2014. A report by the Missouri Economic Research and Information Center (MERIC) predicts that by 2022, jobs in STEM fields will grow

by 12.4 percent in St. Louis and 10.2 percent in Missouri. Boeing is expected to move 500 jobs from the state of Washington to St Louis over the next

three years.

REGIONAL STAFFING HIGHLIGHTS

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MINNEAPOLIS

KANSAS CITY

The labor market in this region shows signs of gradual tightening. Over half of the respondents expect to retain the same number of full-time employees

on their workforce over the next 12 months, while approximately one third anticipate increased employment. Overall wage increases are moderate,

though some trucking firms note that they have raised wages to attract drivers.

According to recent BLS figures, total non-farm employment in the Minneapolis metro area increased by 2.6 percent In July 2014 year-over-year, with the

largest increases in the manufacturing industry. Average hourly wage in the area is $24.54, above the national average of $22.33.

For some high-skilled positions, wage pressures have increased slightly. Many businesses report difficulty in finding qualified workers across a variety of

skill levels and industries.

A forecast by Frank Lenk, Director of Research Services at Mid-America Regional Council, states that there will be approximately 20,000 new jobs in

the Kansas City area next year. According to the Conference Board, jobs advertised online in the area dropped by 800 to 37,700 from August 2014 to

September 2014. Meanwhile, the Associated General Contractors of America stated that Kansas City was one of 220 U.S. metro areas that had gained

employment in the construction industry, with 1,600 more construction jobs compared to the year before.

REGIONAL STAFFING HIGHLIGHTS

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DALLAS

SAN FRANCISCO

Employment at most staffing firms increased, though many agencies reported difficulties in finding skilled talent. Staffing services firms say that wage

pressures remain strongest for skilled positions, particularly with upward pressures in the manufacturer sector and energy industry.

As discussed in October’s edition of DCR TrendLine in “Temp Employment at an All-Time High”, Dallas has had a large growth in the temp sector, creating

almost 24,000 temp jobs in the year ending July 2014. In August 2014, the Texas economy added 20,100 jobs to rank third nationally in job growth.

Wages increased at a modest pace, though skilled construction workers and technical workers in the computer industry experienced higher wage gains.

Additionally, there is upward pressure on salaries for entry-level positions in the finance industry.

The latest figures from BLS indicated that total non-farm employment in the San Francisco area increased by 2.7 percent in August 2014 year-over-year.

In August 2014, unemployment in the metro area was down to 4.5 percent from 4.8 percent in the month before.

REGIONAL STAFFING HIGHLIGHTS

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SOCIAL SOURCING IS MORE EFFECTIVETechnology and the increased usage of social media are transforming the recruitment industry, allowing companies to reach targeted candidates and create new forms of employer branding while simultaneously cultivating relationships and interaction between job seekers and potential employers.

As companies adopt new software, tools, and methods for screening candidates, and millennials join the workforce in increasing numbers, bringing with them different ideas about what jobs are and how to apply for them, the recruiting landscape will continue to shift over the coming years.

Forward-thinking HR leaders are making the connection between having a solid social media strategy and finding top talent. Employees and skilled candidates are requesting to view job postings on mobile devices, collaborate with peers from anywhere at any time, and provide feedback with the click of a button. According to a survey by Microsoft of 9,000 workers across 32 countries, 31 percent would be willing to spend their own money on a new social tool if it made them more efficient at work.

In order to compete in a tight market for the best talent, HR departments will have to leverage all forms of social collaboration to re-imagine how they source, develop, and engage workers.

According to PwC’s global CEO study, 66 percent of CEOs say that the absence of necessary skills is their biggest talent challenge. Approximately 83 percent of them say they are working on changing their recruiting strategies to address this issue.

Platforms that utilize big data analysis are able to find new talent before they even apply, by analyzing LinkedIn profiles, Twitter feeds, Facebook postings, and activities on specialty sites specific to occupation, such as GitHub and Dribble. This proactive approach to recruitment is creating a shift in candidate sourcing where candidates are found and evaluated by their merits and contributions, as opposed to how well they sell themselves in an interview.

Big data in recruitment enables employers to access all candidates for any role by combining Applicant Tracking System (ATS) data with data from other sources such as job boards, social media, and vendors in one place for easy and comprehensive sourcing. It also enables users to view all available information about candidates in easy-to-use formats, including skills listings, resumes, applications, and social profiles.

The goal of big data in recruiting is to locate hard-to-find talent that is invisible to conventional sourcing channels. Sophisticated talent exchange platforms consider the experience and history mentioned in profiles, the breadth and depth of networks, and frequency of activity, giving companies the opportunity to find and engage passive candidates faster.

EMBRACING BIG DATA

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SOCIAL SOURCING IS MORE EFFECTIVE

With the growth of social media and the visibility and importance of employment brand, companies have shifted from candidate relationship management towards building talent networks. These talent networks go beyond being a place to post a job opening to becoming a community of fans, candidates, workers, alumni, and even customers.

Well-maintained talent networks lead to many benefits for employers, including less time and money spent on job boards and advertising, with more time to pull in passive candidates. It also increases the quality of job applicants and provides the opportunity for more interaction with candidates.

According to the ADP Research Institute, talent networks provide a platform for building relationships and engaging a large volume of candidates in a low-cost, highly efficient way.

According to the 2014 Job Seeker Survey by Jobvite, candidates who look for jobs via social networks are younger, wealthier, and more highly educated. Approximately 25 percent are between the ages of 30 to 39, 30 percent earn over $100,000 per year, and 21 percent are college grads.

Among the social networks, 76 percent of social job seekers found their current position through Facebook, and 22 percent have shared a job opportunity with a Facebook contact. LinkedIn is the most popular network for most job-seeking activity, while Twitter is the place they turn to ask others for help and advice.

Social Job Seeker Demographics

CORPORATE TALENT NETWORKS

THE GROWING USE OF SOCIAL MEDIA FOR SOURCING

Source: Jobvite

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SOCIAL SOURCING IS MORE EFFECTIVE

Most Popular Social Networks

Source: Jobvite

While more candidates are using Facebook, recruiters prefer LinkedIn when searching for candidates. Approximately 94 percent of recruiters are active on Linkedin, only 36 percent of job seekers are. According to Herd Wisdom, 89 percent of recruiters have hired a candidate through Linkedin.

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SOCIAL SOURCING IS MORE EFFECTIVE

LinkedIn Remains at the Top

Source: Sourcecon

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THE EFFECTIVENESS OF SOCIAL SOURCING

The Aberdeen Group’s 2013 Talent Acquisition Survey found that top-performing recruiters found social sourcing to be more effective than traditional

means in identifying viable candidates and developing relationships with passive candidates. Sourcing professionals also revealed that social networks

were dramatically more effective in time to hire and cost per hire versus companies who did not use social networks.

SOCIAL SOURCING IS MORE EFFECTIVE

Social Networking’s Effectiveness

Source: Aberdeen Group

ACCOMPLISHMENT THROUGH COLLABORATION

Social collaboration is becoming increasingly important within companies. According to a research study by Salesforce, 86 percent of executives cite lack of collaboration or ineffective communication as a major reason for workplace failures. And McKinsey Global Institute says that failing to implement social technology makes high-skill workers and management 20 to 25 percent less productive.

According to Forbes, firms using social collaboration software see productivity enhancements at an average of 12.5 percent. The 2013 Aberdeen Next-Generation Communications study found that companies identified business collaboration as one of their top business goals. Another follow-up study on the enterprise social collaboration practices of organizations revealed that the year-over-year impact of enterprise social collaboration on business performance is huge.

Over the past few years, social technology has evolved from a simple media technology platform to an important business tool with wide-ranging capabilities. Social collaboration platforms are being used in companies to “crowdsource” product ideas and are a tool for managing procurement and logistics, allowing instant communication between different parties on supply chains. Companies are finding that social technology can be used to extend the capabilities of high-skilled workers by streamlining communication and collaboration, and to promote knowledge sharing by lowering barriers between functional silos.

The Global CEO Study by IBM found that most CEOs are beginning to understanding that they are part of a connected, networked market, and are prioritizing collaboration over independence. Approximately 53 percent of CEOs are partnering with other organizations to innovate, with this figure moving up to 60 percent for firms in the government, education, and healthcare industries. 28

Year-over-Year Performance Change Due to Collaboration

Source: Aberdeen Group

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ACCOMPLISHMENT THROUGH COLLABORATION

A study conducted by Gartner states that 80 percent of attempts to gain benefits from social collaboration tools will not be seen until 2015. Gartner attributes this to inadequate leadership and an over-emphasis on technology, and states that leaders of social business initiatives should focus less on which technology to implement, but instead focus on identifying social initiatives that will improve work practices for both contributors and managers. According to Gartner, by 2016, approximately 50 percent of large organizations will have an internal Facebook-like social network, and 30 percent will consider them to be as essential as email and telephone are currently.

“Businesses need to realize that social initiatives are different from previous technology deployments. Traditional technology rollouts, such as ERP or CRM, followed a ‘push’ paradigm. Workers were trained on an app and were then expected to use it. In contrast, social initiatives require a ‘pull’ approach, one that engages workers and offers them a significantly better way to work. In most cases, they can’t be forced to use social apps, they must opt-in.” ~Carol Rozwell, Vice-President at Gartner

After determining business needs and selecting an attractive, easy-to-use solution, the first step is to prepare content. The social community being created should be pre-populated with some starter information and content to give workers something to immediately interact with when they first engage with the tool.

Prior to rolling out to the whole organization, a soft launch should be planned with a small group of supporters. This has the dual effect of generating content and obtaining instant feedback. The launch of social collaboration networks should be treated like a new product launch, with marketing communication through internal communication channels such as newsletters, emails, etc. After an organization-wide rollout, engagement should be monitored closely for the first few weeks post-launch, and regularly afterwards.

CHALLENGES WITH SOCIAL COLLABORATION

DEPLOYING ENTERPRISE SOCIAL COLLABORATION

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ACCOMPLISHMENT THROUGH COLLABORATION

There are several steps to successfully drive adoption of social collaboration platforms. First, it is necessary to make it the primary vehicle for communication within the organization. This means that executives must also use the social technologies themselves as their main communication tool. Second, social collaboration should be embedded in the corporate culture. Breaking down strict hierarchies and chains of command for information flow will help to promote a culture of knowledge sharing.

Finally, communicating relevance is important so that participants are aware that the information is important to them and will help them be more productive and successful.

A telecommunications company held a day where their staff of nearly 3,000 was told to work from home for the day using social collaboration tools to work remotely. In preparation for the day, the company upgraded its virtual private network and network infrastructure, which saw a 155 percent increase in users on the day and a 110 percent increase in VPN data sent across the network.

The company found that:

- $14,000 of worker’s money was saved in reduced telecommuting costs

- Workers spent an extra 1,000 hours working which would normally be spent commuting

- Staff also said they got an additional 1,000 hours of sleep

- More than 36 percent said they were more productive than when at work

- Electricity use was down 12 percent and water use was down 53 percent

DRIVING ADOPTION

SOCIAL COLLABORATION CASE STUDY

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Changing work environments, technology, a global economy, and a shrinking workforce are factors that have pushed the human resources (HR) department to the forefront of corporate strategy in many companies. HR executives are increasingly asked to look ahead and project what things need to be in place to enable their company to compete effectively.

In 2014, human capital has been one of the largest investment areas for organizations, and ranks as a top priority by CEOs across multiple industries. According to the 2014 Industry Trends in Human Resources Technology and Service Delivery Survey by Information Services Group (ISG), the leading area that HR organizations are focusing efforts on for the next two years is improving strategic alignment with the business. This is followed by talent acquisition and retention, driving business process improvements, and delivering cost reduction targets.

HR technologists and professionals estimate that HR technology will be an $8.1 billion dollar industry in 2015, a growth of nearly $2 billion since 2011.

HR’S TECH REVOLUTION

Source: Human Capital Media Advisory Group

HR Software Planning

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HR’S TECH REVOLUTION

The ISG survey also found that demand for software-as-a-service HCM solutions is growing as Chief HR Officers look to transform their business models while ensuring a globally consistent user experience, scalable end-to-end processes, improved talent management, better decision making through workforce insight, and highly configurable solutions that are fast to deploy.

The top concerns about a SaaS model include security and data privacy and inability to customize.

Mobile, social, analytics, and integrated talent management are top priorities for HR technology investment. Research from CedarCrestone in 2014 predicted that mobile enabled processes will double this year.

Surprisingly, while nearly half of the U.S. population uses a smartphone, according to the 2014 HR technology survey by Human Capital Media Advisory Group, only 19 percent of companies are working on making their systems mobile-friendly. However, when asked what kind of HR software they plan to purchase in the upcoming year, mobile came in first among respondents.

Social media has become a vital part of HR business processes, especially in recruiting. As talented candidates seek opportunities via work and personal social networks, recruiters have to jump onboard to participate in social sourcing. While many companies already leverage automated job feeds on social networks to announce openings, some are now starting to look to social media to cultivate relationships with potential candidates.

Motivations for Moving to Cloud-Based Software Services

DEMAND FOR SAAS GROWING

MOBILE AND SOCIAL

Source: Human Capital Media Advisory Group

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HR’S TECH REVOLUTION

With Apple’s recent release of the iWatch, Smartglasses from Google Glass, and various other companies jumping on the wearable technology wave, industry experts believe that this technology revolution will become integrated into the workplace in the future. Research firm Gartner forecasts that Google Glass and other “smartglasses” will help make employees more efficient, adding more than $1 billion per year to company profits by 2017.

Wearable technology could change how organizations collect and access information about their workforce. For example, manufacturing companies could use this technology to provide location-based information, and health-tracking devices could be used to identify fatigue levels.

An important development in HCM analytics is the introduction of predictive analytics, which helps organizations plan their future workforce needs for both the short and long-term.

WEARABLE TECHNOLOGY

HCM ANALYTICS

Issues Driving HCM Analytics Investment

Source: Ventana Research Human Capital Analytics Benchmark Research

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HR’S TECH REVOLUTION

According to the Intuit 2020 report, approximately 40 percent of America’s workers will be contingent workers within six years. As more people work independently, businesses strive to have access to talent and skills while still having a flexible workforce. Industry experts say that one of the areas of growth in HR technology will be online platforms, where various types of workers can engage to collaborate. Independent worker management solution platforms that enable companies to design and develop their own talent pools of variously affiliated independent workers are also expected to become important.

As companies’ workforce compositions change to include a growing number of non-employees, finding a technology solution that enables them to engage and manage talent from a logistics and administrative standpoint becomes important. Of particular interest is the Freelancer Management Solution (FMS) model as it creates a space where companies, suppliers, and independent workers can engage and establish different types of work arrangements.

These online platforms are the next generation of contingent workforce technology. They serve to give companies direct access to the growing population of talent that wants to work independently, and the ability to engage and procure the services of these workers faster and more efficiently with reduced costs and time to hire.

ONLINE PLATFORMS

METHODOLOGY

The DCR National Temp Wage Index is developed to assess the relative movements of temporary wage rates in the U.S. economy. The wage rates for temporary workers or contingent workforce are based on payments made by staffing firms to these workers based upon hours worked. Data collected from sources such as Bureau of Labor Standards (BLS) and other government sites as well as an internal pool of staffing companies and consultants, is aggregated and classified based on regions and skill categories, to arrive at an aggregate index.

The baseline for the index is set at 100 for January 2007. Index value for a particular month indicates relative wages with the said baseline and is representative in terms of direction and scale of change. Five years of data has been included to observe seasonal patterns and distinguish seasonality from long-term wage movements. The data and the model has been further refined over last six months.

DCR TrendLine combines the exhaustive data from BLS with practical and more recent developments and data from on-field consultants and clients, to provide timely near-term indications of trends and consistent long-term actionable and objective information.

DCR TrendLine uses multiple economic variables to ensure the robustness of its forecasts and cross-validation of trends.

Key data sources and parameters of interest included and influencing the index are:Unemployment dataGross Domestic ProductPrime rate of interestNew and seasonal Job openingsNon Farm employmentJob OpeningsAll ExportAll ImportAverage Hourly Earnings of All Employees Total PrivateAggregate consultant data on job market parameters

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SOURCE DATA

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DCR Workforce is an award winning, best-in-class service provider for contingent workforce and services procurement management. Our proprietary SaaS platform (SMART TRACK) assists in providing customizable VMS and MSP Solutions to manage, procure and analyze your talent with complete transparency, real-time control, high performance and decision-enabling business intelligence.

DCR Workforce serves global clientele including several Fortune 1000 companies. Customers realize greater efficiencies; spend control, improved workforce quality and 100% compliance with our services.

For more information about DCR Workforce and its Forecasting Toolkit (Rate, Demand, Supply and Intelligence) including Best Practice Portal, visit dcrworkforce.com

For more information call +1-888-DCR-4VMS or visit www.trendline.dcrworkforce.com

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