Co-op Bank rebuilds temp recruitment systems
28 October 2014
The Co-operative Bank is overhauling procurement of temporary staff as it separates from the wider Co-operative Group, Supply Management magazine reports.
Tue, 28 Oct 2014The Co-operative Bank is overhauling procurement of temporary staff as it separates from the wider Co-operative Group, Supply Management magazine reports.
The bank, which is 20% owned by the Co-op Group and 80% owned by private investors, is re-establishing services that were previously part of the group’s shared services model, including procurement and HR.
“One of the things you have to accept when you split from a parent organisation is that you are generally left with a weak infrastructure,” said Carl Du Plessis, interim head of resourcing and talent at the Co-operative Bank.
Du Plessis, speaking during a recent webinar hosted by Supply Management, which is Recruiter’s sister publication, said there is “a lack of system capability” within the (bank’s) resourcing function.
“Our ability to track and trade contingent labour, to understand the volumes, is limited and at best manual. We are traditionally a full-house model, so we have a capable team of internal recruiters but because they have been solely in-house they have limited understanding of the market,” he said.
Richard Beaumont, the bank’s head of commercial operations, said the bank has several suppliers for procurement of labour, with concentration in one supplier which means there is a large tail spend, variability in fees and some spot purchasing.
“There are also inconsistent pay rates against job roles, and the age-old substitute of using contractors and temporary labour for what should be full-time recruitment as observed by very long tenures,” said Beaumont.
The bank is ensuring it is getting appropriate margins from suppliers it chooses to engage with. Also, pay rates against clear job descriptions are appropriately managed so they don’t differ wildly across different parts of the organisation.
The bank is also looking to establish clear control over referrals, working with a broader range of the stakeholders on control over workers' tenure.
The bank has engaged Comensura to get external knowledge of recruitment markets.
Jon Milton, Comensura’s business development director, also speaking during the webinar, said that when companies are looking to deploy vendor-neutral models they must understand what proportion of the total expenditure is pay, what is margin and what covers statutory contributions, such as employers’ national insurance contributions.
“From this you will be able to work out an average agency margin per job category and as a whole and also to understand what efficiencies can be made from pay rates,” Milton said. “You’ll also be able to understand if there is any potential wastage with workers who have become part of the furniture.”
(This article first appeared on the website of Supply Management magazine.)
The bank, which is 20% owned by the Co-op Group and 80% owned by private investors, is re-establishing services that were previously part of the group’s shared services model, including procurement and HR.
“One of the things you have to accept when you split from a parent organisation is that you are generally left with a weak infrastructure,” said Carl Du Plessis, interim head of resourcing and talent at the Co-operative Bank.
Du Plessis, speaking during a recent webinar hosted by Supply Management, which is Recruiter’s sister publication, said there is “a lack of system capability” within the (bank’s) resourcing function.
“Our ability to track and trade contingent labour, to understand the volumes, is limited and at best manual. We are traditionally a full-house model, so we have a capable team of internal recruiters but because they have been solely in-house they have limited understanding of the market,” he said.
Richard Beaumont, the bank’s head of commercial operations, said the bank has several suppliers for procurement of labour, with concentration in one supplier which means there is a large tail spend, variability in fees and some spot purchasing.
“There are also inconsistent pay rates against job roles, and the age-old substitute of using contractors and temporary labour for what should be full-time recruitment as observed by very long tenures,” said Beaumont.
The bank is ensuring it is getting appropriate margins from suppliers it chooses to engage with. Also, pay rates against clear job descriptions are appropriately managed so they don’t differ wildly across different parts of the organisation.
The bank is also looking to establish clear control over referrals, working with a broader range of the stakeholders on control over workers' tenure.
The bank has engaged Comensura to get external knowledge of recruitment markets.
Jon Milton, Comensura’s business development director, also speaking during the webinar, said that when companies are looking to deploy vendor-neutral models they must understand what proportion of the total expenditure is pay, what is margin and what covers statutory contributions, such as employers’ national insurance contributions.
“From this you will be able to work out an average agency margin per job category and as a whole and also to understand what efficiencies can be made from pay rates,” Milton said. “You’ll also be able to understand if there is any potential wastage with workers who have become part of the furniture.”
(This article first appeared on the website of Supply Management magazine.)
