Author: Tony Goldsby

IR35 – understanding the risks & opportunities

Everyone will have their challenges & opportunities – Employers, Contractors, Management Consultants, Agencies and even HMRC.

Simply speaking, HMRC want to collect more tax, remove extreme contractor or self-employed (PSC) tax avoidance schemes and raise more Employers NI revenue.

It’s easy to see why HMRC saw this some years ago as a potential goldmine for the treasury, raising more tax and in a booming economy this could have been realised.

How is this impacting the Private Sector?

The economy is fragile, some experienced Interims have retired or withdrawn from the PSC contractor market, the pandemic and Brexit have increased economic uncertainty and although this could have been an opportunity, many Interim consultants and Contractors have found that projects they would normally access, being taken up by management consultancies.

Some larger employers having decided not to take the risk of any future tax challenges, have engaged with delivery/results based, fixed cost or gain share project consultants, which the majority of solus contractors cannot entertain.

At a time when the economy needs to be agile, when businesses need to access experience quickly and when the current private sector rules actually suit that, it seems strange that government would introduce legislation to restrict this. Combine this with the changing market conditions, is it really now going to attract a significant increase in tax revenues?

Although we should all be experts by now, there are grey areas to be considered and future changes to legislation will be needed.

How did we get here?

HMRC have operated IR35 across the Public Sector since 2017 following a number of high-profile tax avoidance schemes and were due to introduce it into the Private sector in 2020, deferring this until 6th April 2021 following the Covid19 outbreak. There may be another extension in the March 21 budget, however this is definitely not guaranteed and at present HMRC are committed to its introduction, even though they have openly admitted in online forums and support webinars that IR35 determinations are subjective and there are still areas of guidance required from government.

All this means that there will be employers and contractors who could misinterpret their status, which leaves the potential of retrospective claims for an incorrect status decision years later.

It’s therefore important to understand the risks involved, whether you’re a business with contractors, or an Interim contractor or freelancer working through your own (PSC) Limited Company.

Employers Responsibilities

Employers are now responsible for defining the status of any engagement and must issue an SDS (Status Determination Statement) at the outset when the contract is agreed. This will define whether the contract falls inside, or outside of IR35 and whether tax is collected at source through the PAYE/NIC company payroll, or the contractor can invoice and pay tax through the normal channels via their (PSC) Limited Company. If an agency is involved and they are deemed as the hiring company, they will manage this.

HMRC are encouraging everyone to use their CEST online assessment tool which can be used by employers, contractors and agencies to check if a specific engagement should be classed as employed, or self-employed for tax purposes. However, it is now the responsibility of the employer to issue the SDS to all parties in the chain when an engagement contract is agreed.

In essence, if employers have shown what is defined as ‘reasonable care’ in making this decision they should be free from future tax challenges, using the CEST tool supports this, however HMRC have been forced to admit that CEST usage is not a guarantee, it is solely reliant on the information put in and if incorrect, you will be liable.

Note: HMRC enquires into thousands of returns completed by UK taxpayers every year. If there is an error leading to a loss of tax, HMRC will often apply a tax-geared penalty for failure to take ‘reasonable care’. Penalties can apply in one of three circumstances where the outcome is a loss of tax:

  1. Where the taxpayer makes a careless error (when providing information to HMRC)
  2. When a 3rd-party supplies information that is false or deliberately withholds information, and
  3. When a taxpayer fails to notify HMRC that an assessment is too low.
Small Company Exemptions

Just to confuse matters, there is an exception. If during a 12-month period, a business (the hiring employer) is deemed to be a ‘small’ company, then the onus falls back on to the Interim consultant, or contractor to make their own decision on the taxable status.

Small clients are businesses that meet 2 or more of the following criteria:

  1. Turnover – not more than £10.2 million
  2. Balance sheet total – not more than 5.1 million
  3. Number of employees – no more than 50

Any contractors engaged by a small company will continue to operate the IR35 rules as they do currently – and the responsibility for determining their employment status will not pass to the client.

Key Contract Information

To ensure any contract is outside of IR35, it’s important to focus on process and compliance from the outset. Developing the right SDS assessment and drafting the correct engagement contract is essential. Simply adding a ‘Statement of Works’ and set of deliverables will not suffice, unless they are real and actually tied to the payment schedule. It is also useful to include a contract review every 3 to 6 months, to ensure the scope of work hasn’t changed. 

The contract needs to focus on the true nature of the engagement, the role and deliverables expected, also the ability to provide own personal equipment and freedom of control and the ability to work with other clients, the potential for substitution (this can be done with agreement of the hiring company) and the need for any contractor to manage and pay their own business costs without reliance on payment from the employer, all of which can be checked through the CEST tool. 

It’s also generally safe to assume that any contractor will be working inside IR35 if they are working in a ‘Business as usual’ role, working as any employee would, with equipment supplied and / or management responsibility, covering for a period of cover for another permanent employee, for example a maternity cover contract. In these circumstances the salary and tax would be payable through the company payroll and these roles will commonly become ‘fixed term’ roles rather than day rate contracts.

All this sounds simple, so what’s all the fuss about?

In the majority of cases, it will be simple to define whether any role is inside or outside of IR35, it will eventually settle down, everyone will get used to the new systems, contracts will become compliant and Interims operating at the ‘Interim consultancy’ higher end of the market will manage their risk, to ensure it works from a contract compliance basis.

However, what is the point? Companies in the current climate will be increasingly risk averse and may apply blanket PSC bans and although the permanent recruitment market is getting busier, there is a strong possibility that there will be less people employed and most of the contractor/consultancy roles will migrate towards the medium to large consultancy operations that will take up the vacuum and ‘offshore’ some elements of these activities.

Will this really increase tax revenues and will it create a more agile economy that can respond to the challenges all businesses will face over the next 3 to 5 years? Probably not.

Risks & Opportunities

HMRC

Risk – Is this the right time to fight this battle, in the middle of a global pandemic, potential for further economic downturn and Brexit? Creating more cost and inflexibility for employers, may not be what the government needs right now. 

Opportunity – very little in the short-term, however it will tighten up compliance simply by the threat of tax liabilities and when the economy is better, it may provide greater revenue. However, the private sector is very capable of shaping its response to heavy handed HMRC tax legislation, so unlikely.

Employers

Risk – Higher costs, increased workload, loss of key talent if employers introduce blanket in-scope bans on PSC’s (and the associated delays to key projects) and the threat of retrospective determination changes and future tax liabilities.

Opportunities – If you manage the process correctly, remove blanket bans on PSC’s and review each assignment as an individual case, you will get the pick of the best talent. Also, work with partners who can provide you with different ways to access that talent to reduce costs.

Conclusions

The jury is out, but expect to see innovation in the Management Consultancy market and it would make sense to take advice quickly if you haven’t already, establish the right processes and ideally access to a pool of talent to help you survive, thrive and importantly be compliant!

If you would like to discuss your concerns and questions and the support to give you peace of mind, contact Prosearch and set up a call with one of the Partners. For a free health check email: info@procurasearch.com

We provide free advice, access to professional IR35 guidance and the support to recruit solus accredited Interim consultants and project teams. 

 

Useful Links

 

Tony Goldsby
Brexit News

Post-Brexit, employment law is changing. We explore the implications for employers and EU citizen employees.

A recent poll canvassed the views of organisations – both UK and internationally to gauge how they believe they will be impacted by Brexit, also the extent to which they have put plans in place to mitigate the risks of trading post-Brexit.

The concern is that only 20% said they have a good understanding of the risks of not being prepared and have put mitigations in place. However, the implications for businesses who employ EU citizens are potentially serious with the risk of fines if they are found to be employing people illegally.

It’s essential that businesses who already employ EU citizens (or plan to do so) following the transition period, are aware of their responsibilities and the new legislation announced by the Home Office in their Statement of Changes to the Immigration Rules.

Brexit and employment law

The end of the Brexit transition period and the introduction of restrictions to the free movement for European nationals in the UK takes place at 11 PM on the 31st December 2020.

From the 1st January 2021, there will be a new points-based immigration system. EU citizens arriving in the UK from 1 January will need to comply with the same visa requirements as other non-UK citizens.

The government has advised that in many cases, UK employers will need to sponsor European citizens and this means many businesses will be required to apply for a sponsor license. Given the high number of businesses which rely on EU citizens, the government is recommending that applications for licenses are submitted as soon as possible.

Increased recruitment and employee retention costs

The new rules are likely to have an impact on businesses’ recruitment overheads as it costs thousands of pounds to sponsor an individual for five years. At a time when so many small businesses are under pressure to reduce overheads, these additional costs are a particularly unwelcome burden.

There will be civil penalties of up to £20,000 for employers who do not follow the correct procedures and fail to carry out the correct right to work checks, where it is later discovered that an individual is working in the UK illegally.

Rules for existing employees from the EU

Employers who already employ EU citizens should encourage them to apply for settled or pre-settled status, if they have not already done so. European citizens already in the UK before the end of the transition period have a grace period until 30th June 2021 to apply under the settlement scheme.

There are also different schemes for some workers – for example, there is the Global Talent, Innovator and Start-Up visa. The government says this is designed to attract “those who have an exceptional talent or show exceptional promise in the fields of engineering, science, tech or culture”.

The Home Office have created an EU Settlement Scheme toolkit to help employers support EU citizens apply to stay in the UK. This includes various resources, including:

  • Template letters to EU citizen staff
  • Factsheets, leaflets and posters
  • Social media content and videos
  • Presentations
  • Translated materials

Employing new EU citizens – the points system explained

To qualify for a visa, migrant workers who want to move to the UK will have to qualify for 70 points. Having a job offer from an approved employer for a skilled job will earn 40 points. Being able to speak English will give another 10 points. The applicant can achieve the remaining 20 points if they are due to be paid at least £25,600 a year.

They can also gain extra points for having better qualifications (10 points for a relevant PhD, or 20 points for a PhD in science, technology, engineering or maths) or an offer of a job in which the UK has a shortage (20 points), even if it doesn’t pay as much money.

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Tony Goldsby
ProSearch Christmas Social

Starting a new Career during the COVID-19 Pandemic – Matt Davis, Group Procurement Director, Brush Group

Matt joined Brush in September this year, following a recruitment process that had to adapt to the changing COVID-19 restrictions. We talk about Brush, the new role and the challenges of changing careers in the middle of a global pandemic. Here are excerpts of the conversation with Tony Goldsby for the ProSearch monthly Social.

Q) Matt, when we started our discussions earlier this year, the sole focus was to find the right person at the right time for Brush and for you personally to ensure it was the right career move, which was made all the more challenging due to the lockdown. Taking this in to account, what was the challenge that finally attracted you to join Brush?

A) Following the research on the group as an organisation, ultimately the attraction was the opportunity to join the world’s largest independent manufacturer of generators and shape the strategic direction of their global procurement function.

Previously, I had worked in a number of senior procurement roles driving change in large corporate environments, however the opportunity to join, in a new role for the group, to support collaboration and define the strategy of the function was something that drew on my previous experience and ultimately was something that really attracted me to join Brush.

That definitely came across in our discussions. It was very evident you had interesting transferable skills in related sectors, however you had also gone out of your own comfort zone and worked in other environments that stretched your experiences.

Yes, the opportunity to move in to a predominantly direct procurement environment and broaden my expertise was also a big attraction. I had worked in direct materials previously, however recently the roles were more services focused. Whilst this also represents a big opportunity for the group, direct materials management is important to our operations as a manufacturing business.

At the point we started talking, we had just entered the worst part of COVID-19 and the first lockdown which was the most concerning, as we had never experienced anything like this before. Also, this was both a personal and a family decision, in considering a career change from a secure role in the middle of a global pandemic. What were your thoughts at that time?

Anyone would have a degree of uncertainty due to the nature of COVID-19 and the speed of change we were all experiencing across the world. My main concern was the potential of joining a company and just being a virtual colleague. I am fully aware how important it is to build personal relationships in business and ultimately that’s best done in person.

Fortunately, I joined prior to the additional COVID-19 measures coming in to place in October in Wales and I was able to travel in the UK to meet key colleagues and stakeholders and although International travel is limited, that was important.

I think ultimately that was my biggest initial concern, having recruited colleagues in my previous role in a COVID-19 restricted environment, the ability to meet people in the first few weeks and months in a new role, is a finite window of opportunity to build lasting relationships and as good as can be to operate virtually, there’s nothing like meeting face to face.

Fortunately, I was able to do that, I wasn’t in a position to shake hands as everything rightly was managed safely at distance, however it still enables you to build trust and an understanding of the key drivers for the business.

Now you’ve had time to think about how to support the procurement team in the UK and Internationally with restricted travel and COVID-19 challenges, will that make supporting the team easier, or more challenging?

Fortunately, I have quite a lot of experience of managing virtual teams in the UK and Europe, and I have learned to adapt and embrace online communication via a range of different platforms. Also, as everyone has had to adapt to daily communication challenges over the last 9 months, the pandemic has accelerated the speed of change in how teams work together and communicate.

What were the positive surprises about working in lockdown? And what were the biggest challenges?

The speed of change is remarkable and as no-one has had any choice, everyone views video communication tools as a key part of the business estate and a necessary part of daily working practices. This has allowed people to become accustomed and comfortable with remote working, which I believe has been a positive change particularly for procurement. 

Brush have recently rolled out a group wide platform and everyone is familiar with video communication and it does open doors, we are just a click away from talking with colleagues across the globe. After COVID-19 I believe this will still be the norm, reducing overheads and pressures on the need to travel, saving time and helping to break down barriers when communicating with colleagues internationally. 

In terms of meeting with people, the previous challenges of diary alignment and even the incidental issues of meeting room availability and catering, are now a thing of the past and everyone is used to meeting quickly and are now more likely to be available to talk within a matter of hours. 

Regardless of all the negatives, the pandemic has united people and given everyone a common challenge, breaking down barriers and bringing people together. You can never replace meeting people and shaking their hand, however with the current restrictions we are making the best of the situation that we are faced with.

How has the pandemic/lockdown affected the daily operations at Brush?

I’m delighted to say that Brush has come through 2020 largely unaffected. I know a lot of businesses can’t say that at the moment, so a real positive. The production at our sites in Plzeň, Loughborough and Blackwood have all continued throughout the lockdown without too much disruption. 

We have also learned from our colleagues in the Czech Republic who encountered the challenges of COVID-19 earlier than the UK. They had put in place good health and safety measures that helped them manage the challenges of the pandemic and we took those learnings and applied them across the business operations and we saw the benefits of that in terms of safeguarding our employees. 

Our aftersales business has obviously been impacted slightly due to travel restrictions, however again we have been able to adapt, introducing new ways of working, even down to virtual factory acceptance testing which has been really welcomed and well received and will be seen as an option to continue post-pandemic as it reduces travel and costs for customers.

What is the vision for the procurement & supply chain team in 2020/21?

I am now 80 days in to the 100-day plan and I have already seen the great work across the sites by the procurement team. My main focus is to embrace the ‘One Brush’ vision, and support greater international collaboration, ensuring that Brush procurement continues to set the industry standard in terms of working practices and innovation to give even greater value to our customers. 

I am still learning about the business however these will be the key drivers in terms of enhancing and developing the procurement strategy and vision.

Having gone through a virtual recruitment process yourself, what lessons have you learned about the interview process during a lockdown? Also, you were fortunate enough due to this, to meet a wider range of stakeholders than would have been possible in a normal physical meeting. Would you continue with this in the future? 

Absolutely, I would. The opportunity of meeting a broader set of stakeholders was a real selling point and gave me a great deal of reassurance in terms of the business I was joining, the people I would be working with and the relationships I would build. 

Personally, I really enjoyed the video interviews and would definitely use the same process when recruiting myself in the future. If you had asked me that 9 months ago, I might have given you a different answer, however the speed of change in the use of video due to COVID-19 and getting used to seeing yourself on screen, has meant we have all become accustomed to using these platforms. 

Also, as a candidate, I found the meetings a lot more relaxed than the formality of a traditional interview. Of course, you miss the human interaction and body language that you can pick up on in physical meetings, however the benefits of being interviewed from the safe environment of your own home can help make the discussions far more natural. 

This was also down to the team at Brush who made the process very open and a 2-way discussion, to make sure the fit was right for everyone.

How do you think the Coronavirus pandemic will change employers’ perception of remote working going forward?

I can certainly give my own personal view. The business is obviously having to react to the various changing restrictions and will respond to the challenges they face, whilst seeking to be agile and managing the safety of our staff. 

Maintaining the safety of our employees has been key and very noticeable in the short amount of time I have worked at Brush, with regular health and safety communications which recognise the mixed communications and different quarantine restrictions across our various sites in England and Wales. 

I am based in my local business in Blackwood and I have seen the efforts being taken to communicate the standards, putting in place clear safety measures, also investing in technology to test staff temperatures daily to isolate any potential problems at an early stage. 

Personally, I think it will change the way we work for ever. I have been fortunate enough to be able to work flexibly for a number of years at different companies, without the level of technology that we have today and although previously a lot of companies had concerns about remote working, the last 6 months has blown away any misconceptions and archaic thought processes in terms of trust and supporting their team to deliver. Having proven that it can work with the right team and technology support, I am absolutely convinced we will never return to the way we worked before the pandemic.   

If you can empower your employees and give them the right tools then you will see the benefits, the challenge comes from finding the right work-life balance, which is the biggest potential risk in the current environment. Certain people may be confined to their own 4 walls for large parts of the day, and they will need to find the right balance between work, family and personal health. 

Every manager needs to be aware of their teams’ personal challenges and empathise with them, supporting them differently based on their individual situation and needs. Also, recognising that for some people having access to an office work space is really important, as home working may not be right for them and to understand that one size doesn’t fit all. 

What advice would you give to others starting a new role during the pandemic, especially those who are unsure about starting a new career during a future lockdown? 

I would encourage anyone to go out and look for their next career move, with the caveat that they will need to do their own personal due diligence and ensure they reduce any potential risks. This is always important, however in these current circumstances it’s more important than ever. 

It’s really important to engage with the people you are going to work with, both through the recruitment process and gaining access to a broader cross section of people and stakeholders including team members, prior to accepting any offer. This will help break down any barriers and gives you an opportunity to find out more about the company, the culture and the people and getting a better feel for the fit. 

Also, from my own experience of Brush, the people and their commitment to supporting me and ensuring I have the right work life balance was critical in helping me make the decision to join and I would manage the process the same in the future when I am involved in any recruitment. 

I think it’s important to take the right opportunities when they present themselves. In procurement, our role is to help manage risk and it’s the same with your own personal career. As long as you do your own due diligence and it’s the right role, then ‘go for it’, life is too short. 

End

 

BRUSH. TRUST. WELL EARNED.

The BRUSH Group is the world’s largest independent manufacturer of generators above 20MVA. With a comprehensive range of products and services including transformers, switchgear, portable generating sets and control & monitoring systems, BRUSH is your ideal partner for electric power generation, distribution monitoring and control.

BRUSH has been a key figure within Electrical Engineering for over 130 years, offering a wide range of ‘electrical machines’, and providing their customers with the highest calibre equipment and after sales service. This unrivalled offering includes Turbo Generators, Motors, Power Transformers, MV Switchgear, Diesel Generators and Power Management Systems. T

To find out more visit www.brush.eu

 

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Tony Goldsby
ProSearch November ‘Social’

Taken from a recent interview with Richard Marshall, Editor of Supply Chain Online, here are excerpts of that conversation.

When did you first start out in the Recruitment industry?

After a few years working in the automotive sector and having finished college and university, I decided to travel and work in Australia. I met with my first ever recruitment agency, a small specialist International recruitment firm. I had several interviews and after a few weeks they suggested I join them. They promised, I could work for them and choose any job I liked in Australia if I gave them 6 months of my time, so I joined and I was still there 15 years later, having had the good fortune of being part of a management buy-out.

When and how did ProSearch come about?

I had previously worked with the Managing Partners of Procura Consulting and knew the team well, so I was attracted to join and establish a recruitment practice as part of the group. Procura are a specialist Procurement & Supply Chain consultancy, with cost reduction teams, spend analytics and procurement framework solutions and a recruitment practice was a natural development, as it blended well with the other services.

ProSearch allows the Procura group to deliver a one-stop solution to clients, before, during and after consulting projects. We have grown and now have our own local and international client base.

What kind of roles do ProSearch specialise in, and which regions do you cover?

We recruit at all levels across procurement & supply chain from Analyst to CPO. We have a range of solutions, from ‘Accredited’ Interim associates who can work as part of the consulting team projects and solus Interim consulting roles, through to Search solutions recruiting ‘hard to fill’ category specialists, management and senior executive roles. We also provide clients with access to procurement capability assessment tools for recruitment and training support services.

Our specialist search pedigree, developed across international search assignments, is now proving particularly useful in local recruitment projects. The covid-era has obvious challenges and where companies seek more procurement & supply chain capacity & capability, we have developed innovative solutions to attract, recruit and train the right talent for clients across the UK, Europe and US.

What sets ProSearch apart from your competitors?

We are the only UK based international recruitment practice that operates as a standalone recruitment business and as part of a larger Procurement Consulting group. This broader consultancy pedigree offers our clients access to a greater range of functional, local and global networks and expertise.

Due to this, we deliver a wider range of services that draw on our combined experiences, including Interim, Permanent, Executive Search, Talent Pipelines, Capability Assessment, Training and Fixed cost project support, which responds well to our clients’ current challenges.

What’s been the biggest challenge you and the company have faced since launch?

Starting any business is never easy, however, we knew the market, the broader expertise around us and we were confident about our strategy. I would have to admit in late March we along with everyone else were challenged by the unknown factors around the pandemic. Prior to Covid-19, we developed our services around the prospect of IR35 and Brexit challenges, we didn’t realise at the time how relevant they would be to the times we are living through now.

There can be no doubt that the rise of social media has had a significant impact on the recruitment industry. What impact does social media have on the way you work at Procura Search?

It is at the heart of everything we do, even more so since the rise of the pandemic. We are learning every day, how to develop good content, what platforms work and when, how to track and report and use the data to make sure you are doing the right thing at the right time.

The advantage of being part of a broader consulting group, is the access to good content and a wider audience of clients and stakeholders, all of who have an opinion and are happy to tell us when we are doing something wrong, as well as right, which is healthy and keeps the business on its toes.

How has the lockdown affected the day to day operations at ProSearch?

During the first few days of lockdown, we drew breath just like everyone else. The uncertainty, meant we had to talk with more people, find out what was happening in the market and try and build in contingencies to protect us in the worst- case scenario.

However, we were fortunate not to have to furlough, we work in a functional area which is busy and the majority of our clients are growing their teams, or need access to specialist interim support to help them deliver strategies for the now and the future. Also, the fact that we are an International practice and sector agnostic, means we have a big market to aim at, however like everyone else we will always need to keep our focus.

How are you finding working remotely and do you think the Coronavirus pandemic will change employers’ perception of remote working going forward?

We are all able to work from home when needed and due to the international nature of our business, remote working and travel was always a part of the role, which meant we had the IT systems and video technology to support us already in place.

Ways of working have changed significantly for everyone, which means clients and candidates are all more comfortable to meet online quickly. Meetings which may have taken weeks to schedule can now take hours to arrange and interviewing, shortlisting and recruitment campaigns can be managed significantly quicker, especially with the advent of better recruitment video interview platforms. The changes we have experienced in the last 7 months would probably have taken 5 years to have become best practice without the pandemic.

However, relationships are paramount to recruiting the right talent and building longer-term friendships with the people in our market, will never be the same without the opportunity of meeting face to face and enjoying the company of everyone we work with. It is and will always be, the part of my role I enjoy best.

The way forward has to be a blend of both, the better use of our time, the reduced commute and the continuously improving use of better technology, will allow us to meet at the right time and spend quality time when we do.

What’s the best piece of advice you’ve ever been given?

“Learn from your own and other people’s mistakes and encourage others to learn from theirs”. I was fortunate to have mentors in my early career, who helped my personal development with this advice. These lessons have stayed with me.

What’s the latest news at ProSearch?

We recently surveyed an invited audience of over 500 Procurement, Supply Chain and Finance leaders to understand how they were reacting to the pandemic and the changes in remote working. That has led us to fast-track our use of remote assessment tools, online video recruitment solutions and technology to help us manage the relationships with our accredited Interims. A lot is happening in a short time, so watch this space.

Where would you like ProSearch to be in 5 years’ time?

Continuing to be happy and healthy.

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Tony Goldsby
The impact of Covid-19 on Recruitment & Training

The Survey was developed in conjunction with an invited audience of over 500 procurement, supply chain & finance leaders and their teams.

Although the survey was cross-border, covering the UK, Europe and US, the results in different regions were almost identical, as such the report covers all countries and Insights learned to help shape future recruitment and workforce planning in 2020/21. A further survey will be run through Q4 2020, to track developments and innovations through this period.

The purpose of the survey was to assess recruitment confidence, changes of behaviours & interviewing processes during the pandemic and support organisations to develop strategies to respond to any future periods of lockdown.

Some of the Highlights

Insight) Has the need for greater support during the online screening process changed its use? The answer is, significantly. Only 15% of the surveyed audience used online assessment prior to the pandemic.

• Over 37% of companies surveyed use, or trialled online functional skills assessment during the pandemic
• Over 70% use, or are considering using capability assessment to support stakeholders during the interview process
• Only 29% would not use online assessment techniques

Insight) Although a majority of companies did not recruit, there are some surprisingly positive results.

• 45% of businesses recruited ‘permanent’ staff for their procurement & supply chain teams during lockdown, or plan to in the coming months.
• 25% of employers either worked with Interim resource to plug skill gaps and increase capacity, or are considering this option to deliver future business projects.
• Over 20% of surveyed organisations are working with external procurement & supply chain consulting organisations, or will consider this option for future projects during the pandemic.

 

 

 

Tony Goldsby

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