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Quality Flexible Work A model for a modern labour market London Skills and Employment Convention May 2012.

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Presentation on theme: "Quality Flexible Work A model for a modern labour market London Skills and Employment Convention May 2012."— Presentation transcript:

1 Quality Flexible Work A model for a modern labour market London Skills and Employment Convention May 2012

2 Who we are Careers Advice and Support: 1000 low income parents per year Recruitment Services: Timewise Jobs and Timewise Recruitment Research and Policy Social enterprise model Some numbers….32,000 jobseekers, 4200 employers, 4641 supported, 1560 workless parents into work

3 Why part time matters for London 8m work part time nationally. 6.6m choose to LESS part time jobs in London than rest of UK LOW VALUE. Half PT workers earn less LLW Part time pay penalty: 48% of mothers on low to middle incomes downgrade. Impact Maternal and family poverty: squeezes out lower skilled mothers In work poverty: making part time work pay. Childcare. Employment gap with Uk for lone parents 11% ( 33,000 mothers) Role of employment and skills providers Universal Credit…..generating mini jobs? ESF troubled families. Assess family income. Potential second earners key

4 The London part time vacancy market Research to understand nature of recruitment market and how to stimulate Existing and potential demand from employers for quality part time roles Explore possible ways of encouraging growth Interviews with 1000 employers Quality: £20k FTE. GEO definition. approx £11 per hour, compared to £9.64 average part time pay for women in London

5 Research findings

6 Snapshot of current vacancies 55% 20% 77% full time 23% part time

7 Huge skill/pay divide Corresponding stigma: ‘part time not appropriate at more senior levels’ 55% 20% 55% f/t £20k+ 20% p/t <£20k 22% f/t <£20k 3% p/t £20k+

8 Not just a women’s issue Of p/t staff who previously worked f/t:

9 Why the resistance?

10 Key determinants- why resist? Senior management mindset 9% of businesses where p/t recruitment hasn’t occurred yet have an official policy always to recruit new staff on a full time basis 52% of such businesses have an ‘unofficial preference’ to recruit only full time Operational imperatives of the business Part time and client facing?

11 Mindset is hard to shift

12 Employer mindset Part time seen as retention not recruitment tool…to attract staff Almost ½ of their part time employees started work full time… there was never a part time vacancy in the first place When part time employees leave, employers are just as likely NOT to replace the role as to recruit another part time post……more accommodated than embraced? Confusion about the pros and cons of part time recruitment ….. top 3 reasons to hire PT also top 3 reasons NOT to hire PT Advantages Flexibility Cost efficiency Employee commitment Disadvantages Inflexibility Cost concerns Lack of commitment

13 Influencing employers hiring decisions

14 What employers tell us The first time hurdle… Employers who HAVE recruited are positive. Negative perceptions predominently with those who havent BUT employers don’t perceive a business need to think differently 3 things that would change thinking….. hard evidence demonstrating business benefits 30% want practical help in designing part time roles 46% would consider offering better quality PT roles IF presented with a visible candidate pool.

15 What works WLU employer engagement pilot. 18 months. Trust for London Stimulate demand for quality part time jobs from employers Match jobs to low income mothers Achievements to date ( 3 mths to go) Job design helpdesk in partnership with CIPD 100 employers supported to re-think how they design and recruit Estimate 20% proceeded to generate roles 132 low income clients ( under £20k household income) access intensive job brokerage support 48% into work Average £156 pw better off in work after childcare costs Earnings averaging £12ph. Influence mayoral campaign. 20,000 part time jobs pledge

16 Implications for policy and practice More understanding of part time vacancy market: ONS no data Move from work-first to employer-first model Influence employers hiring decisions…champion business benefits Provide practical support Access to wider candidate pool HOW? Employment and skills market: Investment in employer facing interventions….long term savings. BIS and DWP Recruitment agency model: employer revenues. More for less. A world beyond JCP….? Candidates attract employers Women Like Us: training programme in part time job creation for employer engagement teams

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