Our client, a local authority in the midlands, were looking for an improved managed service programme (MSP) solution, complete with better fill rates and a high level of engagement and a high-touch service.
Our client’s MSP is now in its third generation – two of which have been with Reed Talent Solutions.
As part of the third generation of their MSP, which is the subject of this case study, the council was looking to build strong partnerships with key stakeholders to meet diverse recruitment requirements, reduce off-contract spend, drive savings, and make sure they were compliant with all legislation.
When embarking on the agreement with us, our clients set us some new targets. Firstly, to build on the previous five years by further reducing the contract spend, secondly improving the recruitment situation within qualified care, and finally, to capitalise on previous success and new challenges – brought on by the coronavirus pandemic – within the area of unqualified care.
Our client also required a continuation of our support to frontline services, via our high-touch solution and through the provision of multiple routes to market and a proven supply chain – which in turn would continue to reduce off-contract spend.
A further critical element of the new solution was to focus on building talent pools for trades, operatives, and manual labour workers. This was necessary due to the council’s ever-growing demand for drivers, industrial cleaners, catering staff and other facilities roles.
The council also required us to ensure all legislative changes and any new legislation was implemented and managed effectively and efficiently; for example, IR35 and the national insurance levy.
As part of the new contract, there was a further requirement for social value activity to be provided within the geographical boundaries managed by the council.
Reed Talent Solutions’ unique solution saw us identify key stakeholders and set up working groups to ensure a partnership approach to solutioning difficult fills.
As part of the MSP, we delivered campaign style solutions for certain skill sets and undertook a compliance review to mitigate against withdrawals and improve time to hire.
Throughout the contract, we were always on hand to support the client and look for a solution for any situation or challenge that presented itself.
We held forums with service areas such as highways, adults social care, children’s care, passenger fleet, and cleansing, as well as the supply chain to better promote roles and collaborative working.
We also conducted extensive supplier discussions to secure best value margins for non-qualified care suppliers and suppliers of HGV drivers.
Social care recruitment as a whole and attracting candidates is a huge challenge. Through collaboration we have made huge impacts, particularly within adults' social care where we have had a designated point on contact for recruitment which has generated some great results.
We have also addressed skills set shortages in certain areas - including hospitality and highways – by growing our supply chain, working with managers to take on less skilled candidates, and offering additional routes to market.
As a result of our MSP, we reduced the off-contract spend, increased heads in booking by 16%, and increased the number of qualified social workers (QSWs) in booking by 20%.
As part of our social value commitments to the council our experts have spent time with young people and disadvantaged groups such as the unemployed and care leaver, to help improve their employability skills.
Our solutions have incorporated the use of different routes to market to secure talent and provide solutions to recruitment challenges. This includes permanent recruitment, recruitment through a niche tier of suppliers, and the use of our consultancy arm, Consultancy+, for project-based work.
As a result, we have been able to fill positions for niche roles such as educational psychologists, special educational needs professionals, trauma consultants and complaints projects.
We have driven and continue to drive savings for our client – over a two-year period this has equated to £90,000 so far.