For employers: recruitment, team stability and cost

Recruitment and how to plan it

If you are filling roles, start with which route to recruit through and how to organise the process. Separate pages cover the recruitment overview, running a selection process, finding candidates, planning recruitment, and recruiting workers from abroad.

Team stability, onboarding and sectors

Keeping people and starting them well affects both cost and output. This area covers turnover, its causes and how to reduce it, retention, onboarding and adaptation, and labour shortages in specific sectors — manufacturing, logistics, warehousing and construction.

Specialist and technical positions

Filling qualified trades follows a different logic from hiring operational staff. For technical and specialist roles what usually decides the outcome is not the number of applicants but how many people genuinely hold the qualification, whether their certification matches the work they would be doing, and whether that certification is still valid.

Inputs for a hiring decision

A decision to fill a role is easier when both sides of the equation are quantified. The cost of an employee describes what a filled seat costs; the cost of a vacancy describes what an empty one costs. Without the second number, standing still looks free and recruitment looks like pure expenditure.

The second input is the role brief itself. Many long-open roles are not stuck on the market but on a profile that does not separate the essential from the desirable — and which therefore cannot be searched against or used to compare candidates.

Cost and further sources

For budgeting there are pages on the real and indirect cost of an employee and on estimating the cost of a single role. For specific contribution and tax rates, always work from the current official sources cited on the relevant page.