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Spring 2008 Newsletter

Welcome to Futureboard's Spring Newsletter - our seasonal round-up of marketplace trends, best-practice and an opportunity to share the perspectives of both candidates and clients.

Contents:

The Impact of the Economic Climate?

The labour market is known to be a good barometer of the economy and in previous downturns businesses have decided to pause or post-pone 'early years' talent recruitment and development.

We decided to review whether the economic uncertainty has had an impact on graduate recruiters' perspectives on their recruitment campaigns and also whether it had started to filter down to students' decision making process.

The picture is not as murky as some would have us believe…

The Recruiter's Perspective

The majority of clients claimed that whilst they were carefully monitoring their recruitment spending, on the whole they were not making significant changes to their recruitment campaigns in light of the economic volatility.

Interestingly, a very recent survey conducted by the Recruitment & Employment Confederation (REC) in the UK suggests that job vacancies are reducing in IT and Financial Services but remains strong in other sectors such as engineering and construction.

Our experience shows that the graduate market is following a similar trend. Financial services companies have reduced both hiring numbers and development spending and are not yet in a position to forecast for the 08/09 campaign.

One leading international property investment firm has cancelled their programme all together for 2008 claiming that they will resume hiring when the market picks up. In contrast, some engineering clients have launched additional Spring campaigns - numbers have increased by as much as 30% in some cases.

A survey published by the Association of Graduate Recruiters (AGR) 2008 in mid January also points to a buoyant market at the graduate level. Their survey of over 200 graduate recruiters indicates that vacancies have increased by 16.4% in 07/08, which is the fifth consecutive year of growth.

Additionally, those surveyed claimed they were committed to fulfilling numbers set in 2007. This makes commercial sense; particularly for the 'goliath' size recruiter as turning recruitment activity on and off is difficult and potentially costly. A Head of Graduate Recruitment for a FTSE 100 organisation claimed, "despite our business putting a temporary freeze on headcount we have decided not to tamper with our campaign or reduce target numbers as we experienced a shortfall last year anyway."

Many of the investment banks will have wrapped up their hiring by January 2008 anyway which was before much of the financial market troughs.

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The Candidate Perspective

We talked to 100 of our 'top tier' candidates based in UK universities to find out if the current economic environment had influenced either application/offer choices. Here is a summary of our findings:
  • A fifth said they accepted jobs in December 2007 so it had not really been an influencer one way or another
  • 21% said they were much more likely to accept the first opportunity that came along as they felt the change in economic environment meant that there was even more competition for the best jobs
  • 16% claimed it cemented their decision to further their studies and apply for a Masters instead
A small number said they were more attracted to bigger, more reputable organisations because of perceived better job security whilst a few were either unaware of the changes or planning a gap year anyway.

The UK Graduate Careers Survey 2008 reports a similar pattern from the 'Class of 2008' with a record number of students applying for graduate jobs in investment banking, making it the 2nd most popular destination behind media.

Only 2/5ths of finalists believed there would be fewer graduate jobs in banking and finance this year; 1 in 8 said it put them off applying to this sector and 25% thought it would mean job cuts in other areas. Although after last week's cull we may well see students being more cautious.

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On MBA applications

The impact of the global economic slowdown appears to be showing at the MBA level. Our experience tells that individuals consider this to be a good time to evaluate their career and potentially make an investment to accelerate their longer term earning potential.

The Graduate Management Admissions Council (GMAC) published survey results of application trends in 2007 from 252 business schools around the world. Applications increased across full/part-time MBAs, Executive and Flexible MBAs, with increasing applicants from females and international students. The strong applicant numbers is a continuation of a longer-term trend - as numbers have been increasing since 2004.

More recent figures show a correlation between a change in the economy and interest in applying in 2008/9 - GMAT registration figures for Jan/Feb this year were 11.82 per cent higher than for the same period in 2007, with the highest numbers outside of the US.

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Business School Rankings

The Financial Times published their annual global rankings of MBA programmes in January. The top ranked schools worldwide, in order, are: Wharton, LBS, Columbia, Stanford and Harvard.

A number of UK schools moved significantly up the table. London Business School moved up three places to No 2, Cranfield moved up to 30 from 37 and Tanaka from 56 to 35.

The methodology used to evaluate rankings includes alumni salaries and career development, the diversity and international reach of the business school and its MBA programme, and the research capabilities of each school. The strength of the UK economy in the past 3 years would have undoubtedly contributed to the success of students graduating from the afore mentioned schools.

LBS's shift up the table is due to 96% of their 2007 graduating class accepting job offers within three months of graduation and alumni surveyed reported a 126% increase in their pre-MBA salary. The global nature of the School was a contributor also; the proportion of international students (90%) was the highest of the top five schools.

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Talent Spotting Tips:

Futureboard's 6 marks of leadership potential

How do we spot potential at the graduate level? On average, a student finishing university will have a maximum of one year's experience; so how do we judge whether someone has the potential to progress to a leadership position? Here are our top 6 indicators:
  1. Breadth of interest
    Many students can only focus on completing their degree. The majority also make the most of their social lives. The future leader however is also interested in improving their capability with broader interests and responsibilities. This could include JCR Committee responsibility, being a sports captain, heading up a voluntary programme. We have experienced candidates that have set-up and managed their own businesses.


  2. Strong communication skills
    Potential leaders have a strong set of inter-personal skills. Whatever their academic background, they explain situations clearly, deal with conflict straightforwardly, and communicate empathically. Skilled communicators at are not necessarily extroverts; many introverted students can communicate effectively.


  3. Recognised by peers
    Other students recognise who amongst their peers can lead teams and take on additional responsibility. So those students that are elected into positions of responsibility have developed trust with others. Outside of elected positions, take note of students that peers seek out for advice or support.


  4. Can always take on more
    Level of energy and drive is an indicator of potential - candidates on the 'look out' for the next thing and comfortable balancing their academic studies, extra-curricular responsibilities and social life.


  5. Generalist not a technician
    Technical/academic strength is an indicator of intellectual capability and it can often be a ticket to an entry level position. However an individual with management/leadership potential is excited by the bigger picture and aspires to understand how the technical ties into a broader organisational context.


  6. They move out of their comfort zone
    by seeking change, creating new experiences and being resilient to failure are indicators of talent. Typical examples include travelling but exceptional candidates have pioneered voluntary programmes, set and achieved new fundraising targets, have lead their sports team to a new level or entered their band into a national competition.
As a recruiter, our recommendation would be to look beyond an individual's academic background and really understand their other achievements.

If you would like to discuss issues covered in this newsletter in more detail, please contact: Katherine Travell at kt@futureboardconsulting.com or + 44 (0) 20 7 849 4565.

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