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The UK’s productivity issue…
1991
1993
1995
1997
1999
2001
2003
2005
2007
2009
2011
0
5
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G7 excl. UK GDP per Hour
G7 excl. UK GDP per worker
Shortfall in UK’s productivity compared to other G7 countries
Source: ONS
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The UK’s productivity issue…
To what extent is worker sentiment a major contributor to this productivity shortfall?
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The UK’s productivity issue… One in five employees (21%) in the UK earn below
£7.50 an hour – two thirds of the UK median wage – putting them under the official OECD definition of low pay.
Sector Proportion of sector workforce
on low pay
Number
Hotels & restaurants 68% 830,000
Retail & Wholesale 41% 1,501,000
Admin & support services
36% 523,000
Health & Social Work 17% 569,000
Education 14% 530,000
Manufacturing 14% 318,000Source: Resolution Foundation
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The UK’s productivity issue…
The minimum wage “was put in place as a safety net” but, in many instances, it has now become a standard…
“Too many employers are seeing that as the level, in fact it's the national wage, not the national minimum wage.”
Norman Pickavance, NED - HMRC and SFO & former HRD Morrisons
According to the ONS, 3.1m people want or need to work more hours/earn more money
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The UK’s productivity issue…
Level of engagement Percentage of UK workforce
Engaged 16%
Disengaged 60%
Actively disengaged 24%
Source: Gallup
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The UK’s productivity issue..
Source: Kelly Global Workforce Index: Career Development August 2014
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The UK’s productivity issue…
Workers:
Continually concerned about earnings/outgoings…
Disengaged and unhappy…
Continually looking for new opportunities…including new ways of working…
Many are working, but not serving.
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Additional challenges..
Less money available to fund public services
Harder for legacy commercial enterprises to make same levels of profits
New technologies enabling unprecedented levels of innovation – and competition.
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Of note amongst ‘total resource’..
Source: ONS Labour Market Statistics series
Officially, c. 42% of the UK workforce works outside the legacy concept of fixed, full-time employment…
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…the shift to outcomes based working Employers:
Challenged with sourcing (and being responsible for growing) newly emerging skills..
Looking for a return on their investment in people. Will increasingly consider AI and automation alternatives.
Being impacted with significant costs associated with rising churn..
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…the shift to outcomes-based working Time taken for new/replacement workers to reach
optimum productivity:
Time taken to reach optimum productivity, based on source:
Size of organisation Average time taken to reach optimum
productivity
Micro-organisations 12 weeks
SMEs 24 weeks
Large organisations 28 weeks
Source Average time taken to reach optimum
productivity
Same sector 15 weeks
Another sector 32 weeks
New graduates 40 weeks
Unemployed / Inactive 52 weeksSource: Oxford Economics/Unum
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…the shift to outcomes based working Cost of replacement / new worker (£25k+ salary) in
large organisation = >£30,000
Cost element Cost
Lost wages whilst not running at full efficiency
£13,128
‘Lost capital income’ – output that would have been achieved if working at full efficiency
£12,043
Logistical fees (incl. advertising, recruitment fees, etc.)
£5,433
Source: Oxford Economics / Unum
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…the shift to outcomes based working When starting to evaluate ‘total resource’, hirers will realise that
there are an increasing array of new sources of talent/resource available and new ways of ‘work’ being delivered….
Statement of Work assignments On-line working / on-line services The fragmented, networked enterprise AI / Robotics…
…all work on the principle of guaranteed/known outcomes.
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…the shift to outcomes-based working
Matt Cooper, oDeskREC: The Client Paradox
“Those who are successful are those who view it akin to starting their own business, where the necessity is to sell yourself, market yourself to prospects, manage your work efficiently and do what you say when you say you are going to do it.”
“This is a new type of professional, a new workforce, to whom it is totally acceptable to work to outcomes and to be hired – or not – based on their reputation for delivery.”
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…the shift to outcomes-based working
% workers interested in on-line working
% workers with experience of on-line working
Kelly Global Workforce Index 2013
“The shift reflects a change in mind set as
much as in work practices….employees
(are) more ready to accept an element of risk in their pay in return for
improved output.”
41% of large buyers in 2013 said they were
aware of on-line staffing, up from 32%
in 2012
Source: SIA Contingent Buyer Survey 2013
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The impact of outcomes based working..
Why, if workers are increasingly going to be rewarded on outcome, should the recruitment industry continue to warrant the same
reward for their simply turning up for work?
Task-orientated working, outside sensitive areas, has eradicated the need for traditional forms of vetting/checking/worker
validation. A broader shift to outcome-based working will bring with it a reform in what we check for…and what the industry can
subsequently charge for.
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Contacts
Belinda Johnsonowner - worklab
e: [email protected]: @worklabinsightsm: 07771 534365
www.work-lab.co.uk