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4th Annual Report

2015 India Staffing Trends

Build, engage, and recruit more by staying ahead of these industry changes

Introduction

To win in 2015, search & staffing leaders need to stay

ahead of the latest trends. Technology advancements have

begun to disrupt the staffing industry, setting the stage for

a dynamic and exciting future.

About this survey We surveyed 1,993 staffing leaders in 19 countries to

understand what’s keeping them up at night and where

they see the industry headed in 2015. In India, we

surveyed 202 staffing leaders. Get a head start on 2015:

tap into our insights and chart your course for success.

02 Introduction

03 Executive summary

04 Part 1: The staffing industry in 2015

08 Part 2: Sourcing

14 Part 3: Brand

18 Part 4: The future of staffing


Executive summary: 2015 India staffing trends

3 must-know staffing trends to amplify your 2015 strategy

2 Sources of placements:

Social professional networks have grown

over 4 years to become the #1 source of

quality hires for Indian staffing firms.

1 Organizational priorities:

Acquiring new clients and being a

strategic partner to clients are the

top 2 organizational priorities.

“Think about the key quality hires that your

organization made in the past 12 months.

Which of the following were the most

important sources for those key positions?”

45%

37%

34%

28%

Growing our base ofnew clients

Being a strategicpartner to my clients

Improving sourcingtechniques

Improving quality of hire

% Agree

“Think about your (talent acquisition

organization's/ firm's)top priorities for the next

12 months. Which of the following choices

would you consider to be the most important

and least important areas of interest for your

organization?”

3 Brand channels:

Online professional networks become

the top channel for promoting a firm’s

brand; firm websites and job boards

decline.


46%

63% 60%

66%

10%

30%

50%

70%

2011 2012 2013 2014

Social professional networks

Internet job boards

Internet resume databases

Employee referral programs

62% 67%

72%

0%

20%

40%

60%

80%

2012 2013 2014

Online professional networks

Our firm's website

Friends/family, word of mouth

Traditional Job Boards

“Which channels or tools have you found

most effective in promoting your business?”

Part 1: The staffing industry in 2015

Gap between hiring volumes and budgets decrease

Indian placement budgets and volume continue

strong growth

A whopping 81% of Indian staffing leaders project a

placement budget increase. The gap between hiring volume

and budget narrows.

“Considering only full and part-time professional employees, how do

you expect the hiring volume across your organization to change this

year?”

“How has your organization's budget for recruiting solutions changed

from last year?”

Part 1: The Recruiting Industry in 2015

88%

82% 86%

89%

76%

65% 64%

81%

20%

40%

60%

80%

100%

2011 2012 2013 2014

Hiring Budget

Hiring Volume

% with increase

“What are the things that your competitors have done or may plan on

doing that would make you most nervous?”

20%

28%

30%

22%

27%

27%

28%

30%

Invest in new recruitingand/or sales tools (e.g.ATS, CRM, LinkedIn,

etc.)

Build and nurture strongtalent pools or pipelines

Learn to use socialnetworking and socialmedia more effectively

Further invest in theirexisting recruiting and/or

tools (e.g. ATS, jobboards, LinkedIn, etc.)

India Global

Investments in recruiting tools, social media, and

talent pipeline are the top competitive threats

Significantly more Indian firms are concerned about their

competition investing in existing/new recruiting tools.


Priorities: Top firm priorities are growing new client

base and being a strategic partner to clients Growing new client base and being a strategic

partner to clients are top priorities

Indian staffing firms prioritize improving quality of hire

significantly more than global staffing firms do

Small firms stay competitive by prioritizing client

business development and brand

Small staffing agencies are significantly more likely to prioritize

business growth, efficiency building and brand. We define small

agencies as organizations with fewer than 10 recruiters.

“Think about your firm’s top priorities for the next 12 months.

Which of the following choices would you consider to be the most

important and least important areas of interest for your

organization?”

“Think about your firm’s top priorities for the next 12 months.

Which of the following choices would you consider to be the

most important and least important areas of interest for your

organization?”


24%

20%

30%

46%

53%

26%

28%

34%

37%

45%

Recruiting/sourcing highly-skilled talent for my firm

Improving quality of hire


Being a strategic partner tomy clients

Growing our base of newclients

India Global

54%

40%

19%

1%

39%

31%

10%

8%

Growing our base ofnew clients


Investing in andmeasuring our firm's

brand

Mobile recruiting

Small agencies Large agencies


Obstacles: Biggest obstacle in 2015 is offer made

by the client

Offer made by the client is the #1 obstacle

Availability of quality talent and competition follow closely

as top obstacles to recruiting talent.

Smaller agencies grapple with small recruiting

team sizes. Large agencies battle the skill set

issue.

“What are your firm's biggest obstacles to attracting the best talent?”


“What are your firm's biggest obstacles to recruiting talent?”

45%

60%

41%

39%

41%

48%

Competition

Availability of quality talent

Offer made by my client(includes compensation,

role, location, etc)

India Global


34%

9%

13%

23%

Recruiting team toosmall

Recruiting team skills

Small agencies Large agencies

Part 2: Sourcing

8

Top source for quality hires: Professional networks

Social professional networks rise to become

the top source for quality hires in India Social professional networks are the most important and

fastest growing source of quality placements, closely

followed by job boards. Referral programs making a

comeback.

“Think about the key quality hires that your organization

(placed/made) in the past 12 months. Which of the following were the

most important sources for those key positions?”

Large agencies have taken to social professional

networks slightly more than small agencies Large agencies use social professional networks to place high

quality talent. Small firms are more likely to use ATS/internal

candidate databases.

71%

22%

60%

29%

Social professionalnetworks

ATS/internal candidatedatabase

Large agencies Small agencies

“Think about the key quality hires that your organization (placed/made)

in the past 12 months. Which of the following were the most important

sources for those key positions?”

Part 2: Sourcing


46%

63% 60%

66%

10%

30%

50%

70%

2011 2012 2013 2014

Social professional networks

Internet job boards

Internet resume databases

Employee referral programs

Sourcing: Social professional networks and

job boards provide best quality and quantity

“How significant were each of the following as a source of white collar professional hires

for your organization in the past 12 months?” (>15% quantity of hires)

Sources of hire for quality and quantity in India

“Think about the key quality hires that your organization (placed/made) in the past 12

months. Which of the following were the most important sources for those key

positions?”

54%

of global staffing leaders believe

they’re not doing a good job

tracking return on investment on

sources of placements. There’s

lots of room for improvement.

Part 2: Sourcing


Internet

resume

databases

Internet job

boards

Social

Professional

networks

ATS/ internal

candidate

database

Employee

Referral

programs

Company

career

website

General

career fairs

Print newspapers/

trade journals

Company CRM

system

% m

ost

so

urc

e o

f q

uan

tity

hir

es

% most source of quality hires

Best quality & quantity

Passive candidate recruiting: India at average levels

A large majority of staffing firms recruit passive

candidates. However, India lies at global

average levels.

Why passive candidate recruiting works

Globally, 75% of professionals consider themselves “Passive.”

Because availability of quality talent is the #2 obstacle to hiring

for Indian firms, it’s important to consider this large passive

talent pool. Use different sources to target passive versus

active candidates, and have a different message for warm

outreach.

75% Passive

25% Active

Global Candidate Breakdown

Active candidate definition:

Actively looking

Casually looking a few times a week

Passive candidate definition:

Reaching out to personal network

Open to talking to a recruiter

Completely satisfied; Don’t want to move

“How would you describe your job search status?”

Source: LinkedIn’s Talent Trends 2014 study

“To what extent does your recruiting organization focus on reaching

out to passive talent?” To some extent or very much so.

Part 2: Sourcing

United Kingdom 95%

China 94%

United States 91%

Canada 89%

Southeast Asia 88%

Australia 87%

India 87%

Brazil 84%

France 84%

Nordics 82%

Netherlands 72%

87% Global

average


Number of placements is the most valuable metric for staffing firms in India

Client satisfaction, quality of placement and pipeline

of placeable candidates aren’t far behind in

importance.

“What is the single most valuable metric that you use to track your

recruiting team's performance today?”

Part 2: Sourcing

7%

18%

28%

29%

15%

19%

24%

25%

Pipeline ofplaceable

candidates

Quality ofplacement

Clientsatisfaction

Number ofplacements

India Global


Extract value from top ROI sources in 2015

Next steps for your strategic planning

1. Arm yourself with data to stay competitive. Use LinkedIn’s free Talent Pool reports on SlideShare to size your target market and understand talent supply & demand.

2. Consider different search tactics for passive vs. active candidates (i.e. Boolean search strings, indirect search, conceptual search).

3. Craft tailored messages to target candidates so you can attract them after you find them. Understand what would motivate them to switch jobs.

4. Define what ROI means for your firm and measure it across your sources of placements.

Part 3: Brand

13

Brand: It’s a priority and key to business growth Most firms value brand

Most Indian staffing leaders agree that brand is a priority.

However, brand resourcing and measurement are still

catching up. Companies can get ahead by funding a

proactive brand strategy and tracking its success.

“Please indicate the extent to which you agree or disagree with the

following statements as they relate to your firm’s brand.”

Part 3: Talent Brand

78%

74%

72%

72%

53%

50%

Our brand has a significantimpact on our ability to grow our

business

Our brand is a top priority forour firm

We will increase our marketingactivities to improve our firm's

brandOur brand has a significant

impact on our ability to engagegreat talent

Those responsible for our brandhave enough resources to do it

wellWe regularly measure the

health of our brand in aquantifiable way

% Agree

Top 5 reasons agencies invest in their brand

The number one reason Indian agencies invest in their brand is

due to an increase in client demand. Indian agencies are more

likely to cite this and “movement into new geographies or sectors

where you haven't previously recruited” as a reason to invest in

brand than global agencies. Global companies are more likely to

invest to increase awareness.

“For what reasons are you spending more on your firm’s brand this year?”

Directed to leaders who report spending more on brand this year.

51%

40%

46%

36%

46%

36%

44%

49%

51%

57%

Need to raise generalawareness

Increased competition

Increased belief in the impactof our firm's brand

Movement into newgeographies or sectors

where you haven't…

Increase in client demand

India Global


Brand: Top 4 channels for promoting it

Small and large agencies rely on online

professional networks

Both small and large agencies rely on social professional

networks to promote their brand, likely due to its cost

effectiveness. Large agencies differ significantly from small

agencies in relying on public recognition and awards.

Online professional networks grow as top

channel for promoting brand

Firm websites and traditional job boards are steadily

declining as effective sources for promoting firm brands.

“Which channels or tools have you found most effective in promoting

your business?”


“Which channels or tools have you found most effective in promoting

your business?”

68%

16%

78%

6%

Online professionalnetworks (e.g.,

LinkedIn)

Publicrecognition/awards

Large agencies Small agencies


62% 67%

72%

0%

20%

40%

60%

80%

2012 2013 2014

Online professional networks

Our firm's website

Friends/family, word of mouth

Traditional Job Boards

Brand: Indian firms are above average in

prioritizing and acting on their brand

Indian firms can remain competitive by

investing in and managing their brand

Southeast Asian and Indian firms lead the way in

agency branding. Indian firms have an opportunity to

amplify their brand by:

Articulating your competitive advantage so

clients and candidates know why you’re the best

firm for their industry, function, career, etc.

Using cost-effective social channels to make

your brand known. Start with free LinkedIn tools

like individual recruiter profiles, your company

page, and attracting followers.

Benchmarking your brand budget against other

investments — is your brand funded in line with

other priorities?

Measuring your brand using metrics like Net

Promoter Score (NPS) of your clients and

placements, company followers, # recruiters with

updated LinkedIn profiles.


Brand is a top priority for our organization

My c

om

pan

y h

as a

bra

nd

str

ate

gy

US UK

Australia India

Nordics

Brazil

Southeast Asia

China

Netherlands

France

Canada


Part 4: The future of staffing

17

The future of staffing: Social professional networks

and sourcing passive candidates Social professional networks and passive

candidate recruiting are here to stay

Global and Indian staffing leaders agree that social

professional networks and passive candidate recruiting are

long-term trends.

Trend spotting: Expanding emerging markets

and measuring quality of hires

The Indian staffing and recruiting industry is looking at growth.

Expanding into emerging markets, measuring quality of hires

and using “big data” to predict, top the charts.

“What do you consider to be the three most essential and long-

lasting trends in recruiting for professional roles?”

“Which of the following new and upcoming trends do you think will play

a significant role in shaping the recruiting industry for the next 5 to 10

years?”

Part 4: Predicting the Future of Recruiting

67%

52%

40%

39%

65%

59%

38%

32%

Utilizing social andprofessional networks

Finding better ways tosource passive

candidates

Using an internaldatabase to manage

talent leads

Boosting referralprograms

India Global

43%

42%

41%

38%

34%

35%

29%

31%

51%

31%

Expanding into emergingmarkets

Defining and measuringthe quality of our hires

Using "big data" forpredicting future talent

needs

Improved candidate andjob matching (personality

fit, culture fit, etc.)

Focusing on referrals as aprimary source of talent

India Global


Survey sampling and methodology

Data Comparisons

Global comparisons are reported as un-weighted averages from the noted countries

Historical data comparisons are taken from 2011, 2012 and 2013 Global Recruiting Trends research, which had similar sampling criteria and methodology to 2014:

– 2014 survey fielded August-September 2014 with 202 US respondents

– 2013 survey fielded April-May 2013 with 292 US respondents – 2012 survey fielded May-July 2012 with 416 US respondents – 2011 survey fielded April-June 2011 with 376 US respondents

Survey Sample

Survey respondents are talent acquisition professionals who: – Work for a staffing firm – Represent an even mix of small, medium, and large

firms – Have at least some authority in determining their

company’s recruitment solutions budget – Focus exclusively on recruiting professional hires for

clients Survey respondents are members of LinkedIn who have

opted to participate in research studies. They were selected based on information in their LinkedIn profile and contacted via email.

Brazil: 185

USA: 202

Canada: 201

UK: 201 China: 100

Southeast Asia: 201 India: 202

Australia: 200

Nordics: 100

France: 200

Netherlands: 201


About LinkedIn

Talent Solutions

LinkedIn Talent Solutions offers

a full range of recruiting

solutions to help organizations

of all sizes find, engage, and

attract the best talent.

Founded in 2003, LinkedIn

connects the world’s

professionals to make them

more productive and successful.

With over 300 million members

worldwide, including executives

from every Fortune 500

company, LinkedIn is the world’s

largest professional network.

Subscribe to our Blog: talent.linkedin.com/blog/

Follow us on Slideshare: slideshare.net/linkedin-talent-solutions

Follow us on Twitter: @hireonlinkedin

Follow us on You Tube: youtube.com/user/LITalentSolutions


Discover additional insights:

https://business.linkedin.com/talent-solutions/staffing-agencies

Follow us on LinkedIn: www.linkedin.com/company/1337

http://talent.linkedin.com/blog/

http://www.slideshare.net/linkedin-talent-solutions






https://twitter.com/HireOnLinkedIn

https://twitter.com/HireOnLinkedIn

http://www.youtube.com/user/LITalentSolutions

http://www.youtube.com/user/LITalentSolutions






http://www.linkedin.com/company/1337

About the authors

Sam Gager Research Consultant,

LinkedIn Talent

Solutions

Sam is an experienced

researcher on

LinkedIn’s Insights

team. He and his

colleagues uncover

data-driven insights

from LinkedIn’s

proprietary data.

Rachel Bowley Research Associate,

LinkedIn Talent

Solutions

Rachel is a statistically

savvy number cruncher

and researcher. She

powers the insights

LinkedIn generates from

its data.


Megha Nayak Associate Field

Marketing Manager,

LinkedIn Talent

Solutions

Megha plays enabler

in helping talent

leaders leverage the

power of LinkedIn.

Esther Cruz Insights and Content

Marketing Manager,

LinkedIn Talent

Solutions

Esther is passionate

about connecting

people and

opportunities. She

enjoys creating

content and disruptive

thought leadership for

the talent industry.

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