Current offshoring processes are not contributing to skills shortages, research finds


More than two-thirds (71%) of companies potentially fail to fill skill-shortage vacancies by not having an offshoring process that allows for good relationships with departing employees, according to new research from Wiley edge.

Data collected from 1,500 business leaders and young workers by the training provider found that more than three-quarters (78%) of organizations are struggling to replace departing employees as skills shortages in the UK United continues.

Indeed, according to his report, The hidden cost of integrating graduate talent22% of employers have difficulty finding suitable replacements for departures, and more than a quarter (26%) regularly have a period of a month or more between an employee leaving and the start of their replacement.


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With businesses across the UK facing problems attracting and retaining talent – for many employers the so-called ‘big quit’ and skills crisis have been more than just headlines – Tom Seymour, senior director of human resources at Wiley Edge, said there needed to be a greater focus on being on the job of potential returnees.

“A potential solution to this problem that is often overlooked by employers is boomerang employee value. Employees who left on positive terms may also be more likely to return to the company at some point in the future, creating a much-needed source of trained talent,” he said.

“Not only can this help companies fill skills gaps, but it also means that any time and money spent on employee training and professional development will continue to be a valuable investment.”


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Clodagh Murphy, director of recruitment firm Cathedral Appointments, explained that re-employment of leavers can also help with retention and organizational culture, while giving the company a chance to reflect and improve.

“A former employee returning to their old workplace shows their peers that this company is worth staying. It boosts morale for everyone in the office and you as an employer can find out what went wrong. worked for the first time and make sure all the issues are fixed,” she said.

Chris Goulding, managing director of HR recruitment firm Wade Macdonald, has a similar view:[Returners] can start with organizational processes and customer relations because they know the business, and social media makes it easier than ever for employers to re-engage with former employees,” he said.

However, only 23% of companies said that ex-employees regularly return to their organization, and a quarter (25%) said that they hardly ever employ returnees.

Additionally, separate LinkedIn data shows that returning employees make up just 5% of all new hires in the UK.

For Seymour, this is where a proper offshoring process can help mitigate potential issues. “Employees who left on positive terms may also be more likely to return to the company at some point in the future, creating a much-needed source of trained talent,” he said.

However, it seems that many companies are failing to provide relocation services, with data from Wiley revealing that only 35% of companies encourage departing employees to give honest feedback and less than a third (29%) of companies celebrate the achievements of their departing staff. .

Only 26% of employers offer employees the opportunity to have an exit interview with a senior manager of the company upon departure.

Zoe Walters, CEO of outplacement company The Outplacers, explained that having a value-added offboarding process that benefits both the departing employee and the company is crucial.

She said: “Good offboarding, like onboarding, is about transparency, expectations and process. It’s about understanding where the important milestones are and where the potential trigger points are and understanding that as an employer you are a key part of the transition plan.

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