LIFELONG PARTNERSHIPS, POWERED BY
OUR PEOPLE AND TECHNOLOGY
‘Working for your tomorrow’ is our promise to customers, by which we mean both our clients and candidates, that their continued success is at the heart of what we do.
We do this by combining our knowledge through scale, meaningful innovation and deep understanding. We have the depth and breadth of a global network, data points across many sectors and deep expertise driven by c.7,000 expert consultants. We continually challenge ourselves to provide customers with greater insights on what is happening in the world of work, both now and in the future.
We understand that professionals need different forms of support throughout their career. Our commitment to building trust and
lifelong partnerships with candidates is a key priority, and we offer continuous support to our community of Contracting, Temp and
Perm candidates, helping them to achieve their career ambitions.
By offering our customers an unrivalled service, we can set Hays apart from our competition and create long-term value by delivering the recruiting experience of tomorrow.
“Our vision is to ensure clients see ‘One Hays’ globally, with consistency of process and innovation alongside business-focused outcomes.This is being brought to life under our new Enterprise ‘Target Operating Model’ strategy. Whether we are advising on talent acquisition strategy or running the talent acquisition process on an outsourced basis, our highly experienced and passionate teams help to ensure quality of engagement and business growth-focused outcomes. We have delivered some great results in FY24, including 120 new client wins and extensions.”
Nigel Kirkham
MD, Hays Enterprise Solutions
In Focus: Enterprise clients
A key lever of our strategy is building stronger relationships with
clients. A key part of this is Enterprise Solutions, which works with
some of the largest companies in the world on a contracted basis,
often in multiple countries and sectors. Our services include
managing contingent labour forces under MSP arrangements
(our largest area at c.75% of Enterprise fees), RPO, onboarding,
compliance, assessment and workforce planning. In FY24, our
direct and indirect fees in Enterprise were £223 million, equating to
just over 20% of Group fees. Notably, fees in Enterprise clients were
more resilient than the Group overall, down 5% YoY, despite the
more challenging markets we faced globally.
We aim to be the leading provider of talent solutions to complex
global enterprises. We will do this by being their partner-of-choice
in helping solve intricate talent and workforce challenges, using
tailored solutions. Successfully providing a consistent global
approach to how we engage with clients, how we contract with
them, and how we deliver services, gives opportunities to capture
more ‘wallet share’, by growing geographically and by cross-selling
our Enterprise services.
Every global organisation is facing world-of-work ‘megatrends’.
These include skills shortages, changing demographics, the desire
for flexible working conditions, differing cost rates for the same
skill-sets across regions, the need for a clear DE&I strategy and the
rapid development of Generative AI. We help our clients to navigate
these ‘megatrends’ globally – providing a consistent, single ‘face’
to the client, under a single and cohesive engagement strategy.
Enterprise Solutions helps drive the appropriate talent acquisition
strategy for each client, delivering skilled people at scale when,
where and how they’re required.
Since FY20, Hays Enterprise fees have increased from £159 million
to £223 million. Our growth has been underpinned by our ability
to build longer and stickier relationships with clients, and our
medium-term ambition remains to double the size of our Enterprise
business, and to reach our Group conversion rate target of 22-25%.
Examples of operational rigour in action include moving part of
our UK sourcing function from Leicester to India, and a significant
portion of our delivery function from ANZ to India. Our aim is to
improve fulfilment rates and consistency of delivery as well as to
drive lower costs, all while enhancing operational service delivery.
These changes have been successful, and India placements per
head have grown four-fold during FY24.
Industry experts Everest awarded Hays ‘Star RPO Performer’,
ranking in their Peak Matrix, a significant improvement YoY.
Global Enterprise fees(1) (£m)
(1) This excludes any fees which originate from preferred supplier arrangements, which represented a further c.30% of Group fees.
In Focus questions: How are you building stickier and more meaningful partnerships with your clients?
“In Germany, we launched our ‘Talent+’ initiative in 2022, to help
manage talent shortages. We focus on the attraction of young
talent, i.e. graduates, helping them enter into professional life.
By helping at the start of their career, Hays can begin a lifelong
relationship with talented people. We have a dedicated recruitment
approach combined with targeted marketing campaigns, and in the
last two years we increased our talent pool by 27,000 new talents.
More than 1,000 candidates (80% in STEM) began their career with
Hays in Talent+. It is highly scalable, creating value for candidates,
clients and Hays. Our aim is to grow Talent+ by connecting more
clients with some of the best trained graduates in the market.”
Aleks Amidzic
MD, Technical Solutions Germany
“Clients come to us with a problem statement, which can be
large or small, strategic or tactical. It can be related to day-to-day
operations, or it can be tangential. The statement may be
articulated clearly, or it might be intangible. Often clients will know
something is wrong, but may not be able to distil down to a single
event, or series of intersecting factors causing the problem.
In FY24, we deployed a project team to perform workforce process
deep-dives that allowed us to build the right type of workforce
solution at a regional level and scale, ensuring the client could
drive globally strategic objectives in a consistent manner.
All of these problem statements are unique. What was constant
was the collaborative and non-judgemental approach that we took
to understand our clients’ challenges and then iteratively and
pragmatically work in partnership to solve the problems together.
No magic wands. Just listening, understanding, designing,
developing and then executing on the best answers for the
customer – as they, not Hays, require.”
Scott Cameron
Global Head of Service Delivery
Building stronger relationships:
Workforce Planning case study
Workforce Planning is an important service we provide to help build stronger and stickier long-term relationships.
We work with clients to identify and manage their workforce requirements, defining hiring strategies and helping to
ensure that projects have sufficient resources.
Through a series of key stakeholder planning sessions (e.g. HR, Procurement and hiring managers), Hays provides
insights and data on current market conditions, talent availability and cost analysis. We also advise on the most
appropriate contract form clients need. By becoming integrated into the workforce planning process, we can
provide a stronger service, as well as giving the client better visibility on the total costs of hiring.
Once the sourcing strategy has been established and resourced, we continue to support the client in areas such
as retention and managing contract extensions, ensuring the client’s needs are met across the recruitment process.
In Focus: FAIRER Consulting
A transformative year
Vercida Consulting, acquired in 2023, was re-launched as FAIRER
Consulting in January 2024. This re-brand reflects a new direction,
aiming at global appeal. FAIRER represents core values of fairness,
accessibility, inclusion, respect, equity and representation.
FAIRER Consulting’s core products and services are aligned in
three core offerings:
Training: we design and deliver a wide range of diversity and inclusion training programmes for clients. Our core is within the UK, but we have an increasing number of global clients. Training products include inclusive leadership and conscious inclusion.
We aim to broaden our programmes to widen our appeal to clients and many of our courses will be designed as virtual learning.
Diversity and inclusion training will remain our core product. We will expand to a wider HR offering, focusing on wellbeing and employee motivation, building effective teams through psychological safety and a suite of leadership development courses.
Consulting: We offer diversity and inclusion consulting, strategy and audit services. We aim to increase the number of clients spending over £50k through new business wins, and via increased share with existing clients.
Leadership development: We offer leadership development programmes to global clients, and we will expand our offering
to appeal to a broader client base.
Future expansion
In FY25, we see revenue growth opportunities through expansion of new products and services, significant investment in digital
marketing, and expansion into Germany.
Leveraging Hays’ German client base will be a core focus and can also provide a platform for future European expansion.
Building a global community
We are seeking to build global communities of diversity and inclusion professionals, together with colleagues from the fields
of Human Resources, Learning and Development, and Wellbeing.
Additionally, we will build a network of ‘FAIRER Ambassadors’ across Hays’ global network, promoting our products and
services to existing customers.
Growth platform
We will build capacity in the UK and Germany through a focus on promoting our key products within core sectors, including Financial
Services, Professional Services, Construction & Property, Technology and Consumer Goods.
We will leverage relationships with core buyers, including HR, Talent Acquisition, Learning & Development, Diversity & Inclusion
and Heads of Talent.
“In FY25, we see revenue growth opportunities through expansion of new products and services, significant investment in digital marketing, and expansion into Germany.
Leveraging Hays’ German client base will be a core focus and can also provide a platform for future European expansion.”
Dan Robertson
MD of FAIRER Consulting