Is the UK in danger of running out of steam? Although output per worker across the UK rose steadily during 2010, it has since declined. Randstad research suggests that some parts of the UK’s working population are now spread too thin to be effective and areas of capacity are proving difficult to find. In addition, those trapped in roles they want to escape from have either become stagnant, disengaged or determined to leave.

This chapter examines current levels of engagement and disengagement amongst UK workforces and identifies key groups of people who are most likely to be dissatisfied with their employer and actively looking to move. Trends explored include spread thin Britain (those who can give no more), boiling point talent (people who are just weeks away from leaving) stagnant talent pools (who are present but contributing little) and under-utilised employees (who could achieve more). The effects of these talent dynamics on organisations and the solutions to re-engage with these vital populations are also covered.

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Although opinions vary about when the upturn will appear, no one disputes that it will - eventually. The employers left holding the aces in the people pack will be those whose recruitment and retention strategies are embedded before this turning point arrives. Chapter 2 reveals in more detail (and with statistical evidence) the reasons why key talent pools are actively looking to leave their current organisations. We also examine the importance of managing attrition rates amongst the extended or outsourced workforce.

One of the key findings in this year’s research was the disconnect between what employees find attractive in an employer and what employers think makes them attractive. This discord is explored in detail which offers opportunities to improve retention. Other practical strategies addressed include how to reward performance when budgets are tight and the importance of ‘meaningful work’.

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How can a nation with two and half million unemployed be facing a situation where 55% of employers admit to skills shortages? Talk of skills gaps is nothing new. However as Britain starts to slip down the global rankings in terms of educational endeavour versus technological advancement this gap now threatens to become a chasm. Chapter 3 analyses the impact of these current skill shortages against a future trend which anticipates skills required will need to be ’higher and wider’.

The 2006 Leitch Report recommended that any solution must involve a tripartite role for government, employers and individuals. This chapter examines take up so far, examples of where this approach has been successful and offers advice to employers who are keen to truly grow their own skills. We also explore the opportunities that global connectivity and flexible working on a temporary, consultancy, collaborative and virtual team model can bring to organisations– within the frame work of the new Agency Worker Regulations.

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The eventual upturn will see a movement of talent on a scale and at a speed never previously experienced. Unlike previous recoveries, the signs are that many job seekers will opt for the best first choice, rather than investigate their options more thoroughly. Put simply, if employers want to win the race to secure the brightest talent, they will need to make sure they are ready with a good employer brand proposition that’s highly visible and consistently delivered upon. And, in today's online age, it’s critical to ensure this consistency is portrayed across both traditional and social media.

Chapter 4 offers a comprehensive look at managing both your visible and invisible employer brand through both traditional medium and the Internet/social networks. We reveal how many job seekers glean a specific perception of organisations from such sources – and how many organiations in return are reaping the rewards of 360 degree tracking and influencing measures. This chapter also reveals the key frustration for job seekers in 2011, which they are voicing on social media right now.

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