How an international staffing network and strong mutual commitment deliver unique insights in the global market? Together with Chandler Macleod Group (Asia Pacific), Staffmark Group (USA) and The CSI Companies (USA) we joined forces. Our joint research led to interesting insights in the staffing markets in the Asia-Pacific region and the US. The results can contribute to a stronger position for companies worldwide during these challenging times and in the future.

Meeting staffing needs

In order to meet their business goals companies are more than ever before looking for smart staffing solutions that keep them agile at times when demand and supply chain fluctuate sharply. They expect staffing companies to offer them those solutions and help them find high-quality, diverse candidates. 

Many companies are seeing an increased need for contingent-to-perm placement candidates to help meet their changing staffing needs. Nearly half of them expect to use a staffing agency to fill those contingent-to-perm placement roles after the COVID-19 pandemic (an increase compared to pre-pandemic levels). Employers depend on staffing agencies to deliver quality leads and quickly meet their staffing needs during this confusing time. Throughout the pandemic, hiring managers continue to use staffing businesses to fill temporary positions and rely on staffing agencies to recruit, check, screen, interview and qualify candidates.

Adaptation and new ways of working

To relieve the pressure on clients and ensure an effective hiring process, staffing agencies themselves have also had to become more agile. RGF Staffing’s companies quickly adapted to an environment in which remote work is the norm by making regular recruitment methods more digital without losing sight of the human touch.

Get our full report

If you want to learn more about our research and would like to receive the whitepaper Staffing Industry steps up to the challenge of COVID-19, read the full report at our Recruit Global Family members:

Chandler Macleod Group - Get the full report

Staffmark Group - Get the full report [pdf].

The CSI Companies - Get the full report.

Published in Newsroom
Economies are running at full speed, the number of vacancies continues to grow and employees have the luxury of choosing from several employers. Our brands Start People the Netherlands and Advantage Resourcing (US) have both published reports on the major trends in today’s rapidly changing labour market.

A huge challenge

The tight labour market is obviously a major theme in both trend papers. As Start People’s report states: "The labour market was already tight in 2018, and it’s expected this will not change in 2019. Every organisation looking for new employees will therefore face a major challenge.” Advantage Resourcing points to a study by Korn Ferry which estimates that the worldwide talent shortage will reach about 85 million people with needed skills by 2030. But what does this imply for organisations?


Although Start People the Netherlands and Advantage Resourcing are mainly active in their respective countries, their trend papers focus not only on the changes in the local labour markets, but on the global labour market as well. The brands not only register the upcoming changes, they also provide tips on how organisations can conquer today’s challenges.

Artificial Intelligence

Start People the Netherlands predicts the final breakthrough of artificial intelligence in recruitment and selection as one of the major trends for 2019. "Artificial intelligence can provide organisations with insights into regional labour markets, helps to optimise vacancy descriptions and can even predict a candidate’s learning agility.” But with the rise of artificial intelligence, the need for what Start People calls the ‘human touch’ in recruitment and selection is also growing.

Other trends according to Start People:

  • The need to build a strong employer brand and to invest in current employees as brand ambassadors
  • As two new generations enter the labour market (Millennials and Generation Swipe), organisations need to be more transparent and adapt to these generations’ requirements, ideas and values. 
  • Employees take more responsibility for their own career development.
  • Departments dissolve as more flexible team structures emerge.

Read Start People's full trend paper here (Dutch only).

Keep the people you already have

As employees take on more responsibility for their own career development, Advantage Resourcing emphasises the urgent need for organisations to act. Employers are advised to 'update their employee referral programme', 'manage their online reputation', and ‘be decisive on job offers'.

As their report states: "With a limited supply of talent, it's important to keep the people you already have. While many studies report that most employees leave their jobs for better-paying positions, a Work Institute report showed that career development opportunities, work-life balance, and poor management are consistently the real issues that spur employees to leave.”  

Other trends according to Advantage Resourcing:

  • The growing impact of online reviews
  • Candidates are increasingly turning down (or not responding to) job offers
  • Wages continue to rise
  • Job rotation is at an all-time high

Read the Advantage Resourcing study here.

Published in Newsroom
Perceptions of what it takes to be a modern leader, are changing. Nowadays, soft skills are seen as vital for leaders to run an organisation successfully. Great leaders instil a positive culture, engage their staff, build a strong relationship with their workers and have a communicated and valid strategic direction and vision for their organisations.

These are the main lessons in a recent study by Chandler Macleod. Between November 2016 and March 2018 6267 Australians were assessed via an online survey. The key question of Chandler Macleod’s research was ‘what distinguishes good leadership from great leadership?’

Soft skills have emerged

The willingness and capacity of leaders to drive and shape culture is seen as the most crucial way to achieve success and effectiveness. ‘Vision & Future’, and ‘Relationship Building’ were the other two most frequently reported success factors. ‘It is interesting to note that what may have once been described as soft or fluffy skills have emerged as the most important success factors for leadership success’, Chandler Macleod concludes.

No one size fits all

Perhaps not surprisingly, perceptions of leadership success vary among different groups of workers. For example, the younger the worker, the more importance was placed on a leader’s presentation skills. Older workers tend to place more value on a leader’s ability to focus on the company’s financial success. But among all generations, culture and staff engagement was reported the top success factor. The researchers also found that there was essentially no gender difference in how successful participants perceived their leaders to be.

Implications for practice

So what are the practical implications of these perceptions on leadership? Chandler Macleod suggests that ‘what were once perceived as soft skills are becoming increasingly critical to organisations and leadership success’. ‘While vision and future focus can be seen as a fundamental, it’s a leader’s ability to effectively drive and shape culture that can make or break an organisation.’

Identify leaders at early stage

Organisations should identify leaders with such qualities at the selection and recruitment stage, suggests Chandler Macleod. ‘Incorporating specific questions at interviews, assessing capability via psychometric testing and asking targeted reference checking questions are relatively easy and cost-effective ways to ensure organisations are adequately addressing these success factors prior to making any important selection decisions.’

Furthermore, coaching should be utilised to help leaders build upon their communications and interpersonal skills.

Read the paper here (isuu)

[Photo by rawpixel on Unsplash]
Published in Newsroom
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