grovelands contractor insights - spring 2015

SPRING 2015

Grovelands Contractor InsightsAn analysis of trends in Contractor movements, rates and projects to identify where the market is headed.

Grovelands Contractor Insights | Spring 2015 | 2

GROVELANDS CONTRACTOR INSIGHTS

Contents

Foreword 03

Executive summary 04

THE MARKET TODAY

Sectors 06

Projects & roles 09

THE CONTRACTOR EXPERIENCE

Contract analysis 12

Contractor satisfaction 14

Contractor attraction & retention 15

CONCLUSION

What does all of this mean? 18


We have focused on areas in Risk, Compliance and Conduct Risk, analysing trends in Contractor movements, rates, and projects to identify where the market is headed.

We have a close connection with people who have worked with Grovelands, which we believe makes these results an interesting insight into the contract market.

In developing this survey we gathered responses from Contractors who are currently working for Grovelands, as well as those who are not, so that we provide a comprehensive market overview.

Our intention is to conduct the survey bi-annually so that we provide a clear view of the market on a regular basis, taking into consideration the fluidity of contracting work. We have developed a core bank of questions which we will use in each survey.

These will provide a comparative view of current market conditions, and will allow firms and Contractors to assess their place in the market and determine how attractive they are. We will add specific topical questions to the core question bank to help us gain insights into market conditions and Contractor thinking.

In our Spring report we discuss the responses of 173 Contractors. We have polled them on topics ranging from: background, current projects and job satisfaction.

In the last year we have seen Financial Services change significantly. Firms are more optimistic about the future, which means that we see many more permanent opportunities. Many of the contract opportunities are focused on building for the future, rather than the risk reduction and remediation work we have seen in the last five years. There is a desire from our clients to see experienced people bringing their skills, knowledge and working practices to projects.

I hope you enjoy the survey and find GCI as interesting as we have.For more information on our findings, please get in touch.

Welcome to the first Grovelands Contractor Insights (GCI) report.

Foreword by Mark Davies

Warm Regards,

Mark Davies Chairman, Grovelands

FOREWORD


Executive summary

173 Contractors took part in our survey, including a diverse range of age, gender, sectors, specialisms and education levels.

Of those that took part in the Spring GCI survey, 93% are currently employed on projects, with the remainder having recently finished a contract. We have aimed to make our pool of respondents as representative as possible, so we have included a diverse range of gender, age, sector, specialism and education levels. As much as possible, we have encouraged Contractors to provide their own thoughts and opinions on the market and working as a Contractor.

There were some optional questions which did not require an answer, but the majority of questions were answered by all.

Geographically our sample covers England, Scotland and Wales; finding that the Midlands region is home to the majority of respondents.

Of our respondents, 65% were male and 35% female. Whilst most fell into the 21–29 age bracket, our respondents covered a spectrum of ages between 21 and 60+. The majority hold degrees, at 63%, varying in subject from Accounting, Finance and Business, to more unrelated areas in Sports Sciences and Media. 2.1 was the most commonly achieved degree classification.

69% of our sample use Personal Services Companies (PSC) to operate through. 31% use Umbrella Companies, tending to be made up of younger professionals who are newer to contracting.

Often we see a movement across to PSC use later in their professional experience.

Home location:

MIDLANDS 36%

SOUTH18%

NORTH 18%

EAST7%

SCOTLAND 8%

WALES 1%

GREATER LONDON12%

OUR SURVEY

EXECUTIVE SUMMARY


Contractor Backgrounds:• 65% of respondents hold

additional qualifications, with 75% of respondents looking to gain further qualifications in the next year

• Level 4 Diploma is the most common qualification, held by 27% of respondents

• ACCA and Prince2 were also highly ranked qualifications at 12% and 11% respectively

• We see a trend towards hiring more experienced and skilled workers rather than bulk intakes of lower skilled personnel. Good qualifications are key to Contractors gaining skilled work.

Sectors and Market:• Conduct Risk was listed by

74% of respondents, Retail Banking 34%, Life and Pensions 22%, and General Insurance 19%. Whilst other areas are looked at, these are the key sectors examined

• Respondents are currently working with 24 firms: large banks (11), consultancies (6), consumer credit firms (2), insurance providers (2) and other organisations (3)

• Project sizes are relatively small, with 47% having a headcount of under 40

• Focus of projects is varied, with 48% being in Complaints, 38% in Redress and Remediation, 33% in PPI and 19% in Mortgages. We expect to see an increase in Mortgage work in the coming months

• We see a peak of project locations in the Midlands with 68% of respondents. 14% work in Northern England, 7% in Scotland, and 5% in Greater London.

Contracts Analysis:• 86% of contracts are under

6 months in length with most being under 3 months

• Extensions are regularly given, with 84% of respondents feeling confident they will be offered an extension on their next project. This suggests clients are comfortable keeping initial contracts shorter but allowing projects to run on by issuing regular extensions

• Over-production or over-time is reducing with 57% not able to complete any additional work at all. This seems to be a push from clients to treat Contractors more like permanent staff by keeping regular hours, rather than allowing the flexibility commonly associated with contracting

• Rates vary enormously depending on experience level and technical skill, but most fall between a £100 and £200 day rate figure. Only 6% are shown to be earning more than £400 a day. Increasing skills and qualification levels are a key way Contractors can earn a higher rate, as these qualities become more in demand.

Retention in Projects:• 60% of respondents feel they

have no development available to them in their current roles. This is not surprising as Contractors develop by moving between contracts and expanding their skill sets. To this end, 59% expect to see an increase in their rates on their next project

• When asked, 75% of respondents said they had never left a contract early, but the most common reason for those who had were: pursuit of a better offer (26%), or for managerial or culture issues on the project (10%). Issues surrounding management and running of the project can be monitored and managed to help ensure retention in projects

• Rate (18%), convenience of location (14%), and length of contract (13%) are key reasons given by respondents for staying on projects

• The same reasons were given for initial attraction to projects. Additionally, some flexibility in working (capacity to work 5 days in 4, or to work from home) was repeatedly given as a key feature Contractors would look for. This allows them to strike a good balance with family and home life, especially when locations for projects are further away from home.

EXECUTIVE SUMMARY

We investigate what the market looks like today and what is driving changes throughout 2015.

Sectors

Our data shows that most Contractors identify themselves with several sector areas, as they have the opportunity to work in a wide range of roles. Specialism within Conduct was the most common, at 74%, with respondents discussing sectors covering Retail Banking (34%), Insurance (20%), Pensions (22%), and Legal and Compliance (19%), as well as a number of other sectors.

Some areas that we expected to be quite niche gained a high representation from respondents. For example, Data Privacy and Audit each have 8% of respondents.

This concurs with our market experience. We have seen an increase in requirements for privacy reviews and investigations, as firms undertake a closer examination of privacy and consumer rights. We have also seen a marked increase in investigatory and audit work.

PPI related work still forms a large part of live projects, with a third of respondents saying that this is their current project focus. We can see the start of the end of the PPI review, but the tail does appear to be quite long and is still producing a fresh need for Contractors.

The continuity of the PPI review appears to come from more CMC pressure, as well as a large amount of re-work. Unsurprisingly, this is the largest cost to UK banks and building societies, with an estimated spend of £17 billion in compensation alone. We see PPI projects stretching over 4 years, without them showing signs of completing. At the end of January 2015 the Financial Ombudsman Service was still receiving 4000 new cases a week. This is a large decrease from the 12,000 a week they were receiving 18 months ago1, but there remains substantial contractor demand in this area.

The Mortgage Market Review is starting to take effect. Mortgage work is expected to be a large area of Contractor work in 2015, currently representing 19% of people surveyed. Like PPI, this is an area where consumer rights are driving demand, with complaints to the Ombudsman at an all time high at the end of 20142.

THE CONTRACTOR EXPERIENCETHE MARKET TODAY CONCLUSION

19% of respondents list Mortgages as the focus of their current

project.

19%

1 http://www.theguardian.com/money/2015/jan/06/ppi-compensation-payments-financial-ombudsman2 http://www.telegraph.co.uk/finance/personalfinance/borrowing/mortgages/10829784/Mortgage-complaints-at-record-high.html



• Customers disadvantaged by MMR affordability tests The FCA recognised that there would be a number of credit-worthy existing Mortgage borrowers who would not be able to pass the new affordability tests.

• FCA thematic work The FCA has been carrying out early discovery

thematic work to look at how firms have embedded the new MMR rules, and to assess the impact and the outcome for consumers.

• Mortgage arrears YBS were fined £4.1 million in October 2014 for

failings when dealing with Mortgage customers who were experiencing payment difficulties. We are seeing similar reviews in other firms.

• Digital mortgage sales platforms Firms are updating these to be more user

friendly, in order to provide consumers with an execution-only Mortgage channel.

The main sectors/specialist fields in which Contractors work:

LIFE & PENSION

25%

RETAIL BANKING

38.16%LEGAL &

COMPLIANCE

12.36%

COMPLAINT HANDLING

48.65%

GENERAL INSURANCE

21.71%

OPERATIONAL RISK

10.04%

CONDUCTRISK

8.49%

INVESTMENT MANAGEMENT

11.84%

CAPITAL MARKETS

3.29%

FINANCIAL CRIME

8.49%DATA

PRIVACY

5.79%

INTERNAL AUDIT

5.41% PRUDENTIAL

0.77%

THE MARKET TODAY

SECTOR SPECIALISM

The trends illustrated above are echoed in the work Grovelands is seeing come through from clients. Firms are starting to work on issues such as:


A rise in Mortgage work is consistent with our analysis of industry qualifications. Currently 15% of those surveyed hold CeMap qualifications, with a further 11% saying they would be taking this qualification in the next 12 months.

Overall, 65% of respondents hold additional qualifications with 75% looking to gain further qualifications in the next year. With a strong market preference for specific skilled workers, this appears to be a key way Contractors are remaining competitive.

Level 4 Diploma is the most common with 27% of respondents having this qualification, and was identified as a key accreditation to gain. ACCA and Prince2 and were also highly ranked qualifications at 12% and 11% respectively.

Qualifications held or currently studying towards:

35.2%1.8% 0%0%0.6%

NONECIMAMAIAQ/IOCLEVEL 6

DIPLOMA

12.1% 11.5%11.5%

4.2% 2.4%2.4%CISIMBACeFA

7.9%MSc

PRINCE 2CERT CIIACCA

15.2% 14.5%CeMAPOTHER

27.3%

LEVEL 4 DIPLOMA

THE MARKET TODAY


Projects & roles

Respondents are currently working with 24 firms: large banks (11), consultancies (6), consumer credit firms (2), insurance providers (2) and other organisations (3). Of these, 14 are current Grovelands clients, and 10 are firms we are not working with today.

Roles vary from Business Support to more experienced QA and Managerial roles. A number of respondents are working in Operational Management positions within projects.

Many projects have a combination of permanent and contractual operational managers. Typically this is a balance that works well. Contracted Operational Managers provide a better contracting culture around the project and impress the differences from permanent working: longer hours, more experience, and more discipline, while permanent staff provide much needed guidance on product, policies, processes and systems.

Only 8.5% of roles are graduate specific positions. Whilst the most common age group for our respondents is 21–29, and most do hold degrees, there seems to be a move away from hiring fresh graduate workers. Instead we have seen a desire from clients to hire people 2 or 3 years after graduation, once they have gained experience and skills elsewhere. This is not universal, a few firms prefer fresh graduates, feeling that they can retain them longer.

Where are respondents currently working, and how are projects being run and managed in today’s market?

Our respondents are currently working with:

11LARGE BANKS CONSULTANCIES CONSUMER CREDIT INSURANCE

PROVIDERSOTHER

ORGANISATIONS

6 2 2 3

THE MARKET TODAY


A large amount of roles are in Case and Complaints Handling – many in PPI but with otherproducts such as: Mortgages, Pensions, Packaged Bank Accounts and Consumer Credit, starting to make up an increasing proportion of roles.

There is a trend towards small and medium sized projects. Project sizes are most commonly under a headcount of 50 people with 13% falling between 11–20 peopleand 12% falling between 31–40 people. Smaller project sizes are in keeping with trends we have seen whereby requirements are

increasingly focused on smaller intakes of skilled professionals rather than big intakes of lower skilled workers. This move to more skilled workers is driven by more complex products, a greater sense of consumer accountability from firms and a desire to reduce re-work.

Size of project headcount:

0–10 11.02%

11–20 13.24%

21–30 11.02%

61–70 3.68%

81–90 0.74%

91–100 5.88%

101–125 5.15%

71–80 2.21%

126–150 2.21%

41–50 8.82%

51–60 2.94%

31–40 12.50%

151–175 2.94%

201–250 2.94%

251–300 2.21%

300+ 8.82%

176–2003.68% Project sizes are

most commonly under a headcount

of 50 people

THE MARKET TODAY


The majority of projects are based in the Midlands at 68%. 14% are in the North, 5% in the Greater Londonarea, and 4% in the South East.

Location of projects:

BIRMINGHAM

BRISTOL

CARDIFF

CHESTER

DONCASTER

EDINBURGH

EXETER

GLASGOW

LIVERPOOL

STOKE ON TRENT

WAKEFIELDMANCHESTER

SALFORD

HALIFAX

LEEDS

SWINDON

CHELTENHAM

SUNDERLAND

NEWCASTLE

BRIGHTON

CHICHESTER

MILTON KEYNES

TUNBRIDGE WELLS

TONBRIDGE

NORTHAMPTON

LEICESTER

LONDON

85

7

31

11

1

1

1 1

1

1

1

1 1

11

GILLINGHAM

41

6

312

4 1

2

2

9

2

THE MARKET TODAY

THE CONTRACTOR EXPERIENCETHE MARKET TODAY

Contractanalysis

One of the benefits of hiring a contract team is its short tenure and flexibility. However, contracting can become a long term fix, and consequently a frustration for Finance Directors. Currently the contract market is performing well with a good range of interesting work and relatively short contract duration. Almost 47% of contracts are under 3 months in length, 40% are 4–6 months and 11% are 7–12 months in length. We tend to see, and the survey confirms, that Contractors remain on projects until the end of the contract - even on shorter contracts. This is in keeping with the culture of contracting as Contractors are keen to develop their reputation as a reliable resource.

Clients often find it difficult to estimate how long a contract will take. Many projects are scoped and re-scoped as more work is discovered, as management and regulators ask further questions, and consumers respond to enquiries. This means some of the longest running projects have seen Contractors extending to over 2 years in service following four or five contract extensions.

56% of respondents have received extensions on their current contracts, with a further 28% expecting one in the coming months. Contractors recognise projects often run for longer than the initial agreed contract length, and factor this into their decision-making process. One of the things we look for when placing Contractors is a track record of successful extensions.

For both Contractors and clients, contract length and notice periods are key considerations when offering and accepting contracts. Clients want to avoid oversubscribing projects in case the workload is completed sooner, preferring to extend contracts as required. This logic may not always be correct. We conducted a practical study with one client who agreed to increase contract extensions from three to six months. This simple change has meant that only eight Contractors (on a project of over 80 people) have resigned in six months, a great improvement on the 33 that were lost in the same time period last year.

Notice periods are commonly two weeks with 39% of respondents falling into this bracket, and 30% of respondents with notice periods of one month. Less than a quarter have notice periods of one week or less, and 5% were in excess of six weeks. Notice period is a key consideration for Contractors in choosing contracts, understandably preferring one and two week notice periods. This provides them with a sense of security while allowing them to move between projects. Setting unusually restrictive or one-sided notice periods can make it difficult to attract the best people, which in time, raises overall project costs.

As we would expect, rates vary enormously depending on roles, sector and experience. 62% of respondents have day rates of under £200, whilst 27% were between £200 and £300 per day.This is consistent with the majority of respondents to our survey being in relatively simple Conduct Administration, Complaints and Claims Handling roles, and junior Team Leader or QA positions.

We take a closer look at the terms of contracts, including rates, length and notice period.

CONCLUSION



We found there to be little opportunity for enhanced earning, with over 50% of respondents saying they are unable to work over-time or over-production. This means they are reliant on good day rates to compensate for contract uncertainty. This limit on over-production is a major change to contract terms in recent years. Traditionally, over-production has been seen as a real boon to Contractors, allowing them to work flexible hours, be paid for production and demonstrate added value over permanent roles.

71% of respondents say they have not received a rate change since the start of their current contract, 18% saying it has increased, and 11% saying it has decreased. Contractors need to recognise that rates are unlikely to change mid-contract and they need to be happy with the rate before accepting a role. Only 29% of respondents said they were able to negotiate a better deal on their rate before accepting their current contract.

Contract terms and the way they are offered are important to Contractors, particularly as the details of their contract is unlikely to change once accepted. Contrary to their previous experience, Contractors are optimistic about their chance of a rate increase in future work. 48% of respondents expect to achieve a rate increase of 10% or more on their next contract, with only 3.5% expecting a decrease in rate. This may link to the trend of seeking additional qualifications as these do lead to higher earnings for higher skilled individuals.


Length of potential contract extensions:

0–3 MONTHS 35.90%

4–6 MONTHS 28.21%

7–9 MONTHS 16.24%

2+ YEARS 1.70%

13–18 MONTHS3.42%

19–24 MONTHS 2.56%

10–12 MONTHS11.97%

Initial length of the contract (excluding any contract extensions):

0–3 MONTHS46.54%

4–6 MONTHS 39.58%

7–9 MONTHS 4.86%

13–18 MONTHS 0%

19–24 MONTHS 0%

10–12 MONTHS6.94%

2+ YEARS 2.08%

60% of respondents feel that there is no development or progression available within their roles. This is mainly due to client expectation that Contractors are brought in for their specific skills, for a specific task and they target them to do it in the shortest time possible.

This does not prevent extensions being accepted; the vast majority (84%) of Contractors expect and will accept an extension in their roles. Contractors accept that the convenience of location and good pay rates exceed the desire to develop whilst in a role.

Contractors learn from their roles, they gain development and new experience in moving between projects. Contractors also accept that they need to invest in themselves by gaining additional skills, experience and qualifications and that this may lead to higher rate on future contracts. Respondents report an average working week of 36–40 hours, with only 18% working 41–45 hours, and 11% working over 45 hours. This sets Contractors on a par with average permanent working hours.

This is likely to change if we see an increase in availability of over-time and over-production. Today, most clients ask for set working hours rather than allowing a choice and flexibility.

The majority (65%) of Contractors have always stayed to the end of their contract. They have a sense of professional pride in completing a contract and fear gaining a reputation as a Contractor who moves quickly from project to project. We believe that it is critical to attract good people to a project in the first instance, as once on a contract the Contractors are likely to be retained and the more conscientious stay longer. We find attrition rates on projects are higher in lower paid and lesser skilled roles. Of those who had left contracts early, the most frequent reason was for a better offer – usually for an improved rate or larger, more prestigious organisation. Project management and cultural issues are reasons for 10% of leavers. The simple message is that a well controlled and managed project reduces leavers, lowers attrition and over time reduces cost.

How secure and satisfied are Contractors in their current roles? Our respondents share their opinions.

Contractor satisfaction

Hours worked last week:

NO WORK2.78%

25–30 HOURS4.86%

41–45 HOURS 18.06%

45+ HOURS11.11%

31–35 HOURS 11.11%

36–40 HOURS 52.08%


38% of Contractors begin looking for a new role between 2 and 6 weeks before their current project is due to conclude. A surprising 10% wait until after the project has finished, with 15.5% startingto look with over 8 weeks before project conclusion.

Expectation of how long it is likely to take to secure a new role is linked to starting to look for a new contract. Over 30% of respondents said it took 3–4 weeks, whilst 45% said they could find a new role in less than 3 weeks. This validates the need for project leaders to provide clarity and confidence surrounding contract extensions well in advance. Promoting a sense of confidence and reassurance over extensions can be of huge assistance in improving retention to a project and reducing overall cost.

When asked what would encourage a Contractor to remain with a project, the most common reason was rate increase (80%). The second was location with 68% of those polled giving this answer, and thirdly team and client environment (both 66%).

Other key responses were for flexible working or the ability to work from home, interest in the project, and the ability to learn and develop.

Contractor attraction & retention

We find out what clients could offer to make their projects more attractive to Contractors.

The most common reason to remain on a project was rate increase, given by 80% of Contractors

80%



We believe softer, environmental factors allow clients to increase the appeal of a project without having to consider rates exclusively. Chief amongst these pull factors is the freedom of working hours and flexibility to work from home. Flexibility is a major draw for Contractors, but appears to be rarely on offer.

Team and working environment is very important to Contractors. Grovelands, and our clients, have seen considerable success when we move whole teams into new projects where they (and we) have established relationships and know they enjoy working together. This environment makes a Contractor more confident in accepting the project initially and more likely to remain.

Contractors have a range of motivations for accepting or rejecting projects once they have been offered, and we believe this is an area where candidate attraction strategies can bear fruit. The top four responses were pay rate offered (92% of respondents) closely followed by location (81%), length of contract (66%) and reputation of client (55%).

CLIENT YOU ARE WORKING WITH

66.9%

TEAM YOU ARE WORKING WITH

66.2%

LOCATION 68.3%

INCREASE TO RATE 80.6%

INTEREST IN WORK/CHALLENGE

58.3%

LONG EXTENSION PERIOD

57.6%

SHORT EXTENSION PERIOD

7.2%

FINANCIAL CRIME 12.9%

PROGRESSION OPPORTUNITIES 58.3%

CULTURE/ENVIRONMENT 41.7%

Factors which would encourage a Contractor to accept a contract extension:

OTHER 2.2%



Reasons for accepting projects are quite personal and individual with people prioritising different factors. This is borne out by our survey with a wide mix of responses.

It is interesting that location came so high; given most Contractors accept they will need to spend a proportion of their working life away from home. When asked, 30% of respondents said they would find accommodation close to where they were working. 61% would prefer a maximum commute of under 2 hours, with only 5.6% saying they would be happy to travel over 3 hours to work. Contractors have a preference for projects that are most convenient for them.

Our poll showed length of contract to be important but very few, at only 5%, would want a role where they could look to go permanent. This suggests that the freedom contracting allows is still most attractive.

When asked what difficulties are faced when seeking a new contract role, the top response (25%) was location, with respondents saying they struggle to find work in their preferred area. Competition was cited as the next highest difficulty (18%) where they feel they sometimes lose out on roles to someone with greater experience or education – again supporting the need to gain additional qualifications.

Most stated overtly that the highly competitive nature of contracting means that location is often sacrificed to gain a good role on good projects. Changes to project start dates is a common difficulty for respondents and can be very detrimental to project attraction as it can reduce confidence in the project and push them to resume looking for alternative work.

Limitations commonly encountered when seeking a new contract:

LOCATION 25.37%

LACKING EXPERIENCE 17.91%

AGENCIES 14.92%

LACKING QUALIFICATIONS 4.48%

ROLE 2.99%

CONTRACT AVAILABILITY 1.49%

EXPECTATION NOT MATCHING THE POSITION 1.49%

TIMING 10.45%

VETTING 4.48%

WAGE 4.48%

START DATE CHANGES 11.94%




THE CONTRACTOR EXPERIENCETHE MARKET TODAY

Some responses have surprised us, whilst some have confirmed what we suspected. We’ve picked out 4 key trends:

1. Many smaller projects The largest trend in recent years

is the reduction in what we call Mega-Projects. In the last four years we have seen PPI dominate the banking industry and Interest Rate Swaps dominating the largest banks. These reviews, particularly PPI, are not quite over, but we are seeing a declining trend. But reviews are not over, they are simply much more diverse, currently affecting almost every sector. This has meant that clients are hiring for a large number of smaller projects.

2. More skill and experience This move to smaller projects,

with more complex projects across a diverse range of product types, means our clients are asking for highly skilled and qualified individuals to ensure they are accountable, require little supervision, are consumer focused, and hit the ground running.

3. It’s a buyers’ market We believe that the market

has swung in companies’ favour. Two years ago finding quality people was hard, now we find it much easier to negotiate on things like start date and pay rate. We see a decrease in concessions made by clients to get Contractor commitment, for example, flexible working.

4. Qualification is king Contractors need to gain

additional qualifications to stay competitive. There is a notable client preference for hiring more experienced workers, with 27% of respondents having over 10 years of related work to their current role, and only 12% having under 6 months experience. Contractors believe the market is very competitive, with feedback that they lose out on roles to better qualified candidates. CeMap and Level 4 Diploma are the key qualifications that Contractors plan to take in the next 12 months.

Firms need to manage a complex workload of new projects, and shut down existing project work streamsfrom PPI and Interest Rate Swaps. At the same time firms need to develop a sustainable operating model for BAU Complaints, Reviews and Conduct Risk.

Contractors have to renew their skills and gain new, more challenging qualifications (or find a new job). We all have to continue to develop the new FS industry: a change in mind-set post financial crash; win consumer trust; reduce cost.

We hope you feel the findings of the survey are as insightful and interesting as we do. We look forward to publishing the next GCI and exploring these trends further and to see how the market changes.

To find out more about how you could use this survey and to see more from our extensive database, please email us at [email protected]

May we also thank all those who took part in the survey and have helped us to produce this report.

Focusing on what both clients and Contractors can do to remain competitive, we have gained a lot from the market insights offered.

What does all of this mean?

CONCLUSION


About The Survey The statistics and data used in this report were compiled from research carried out by Grovelands using an online questionnaire in February/March 2015, which surveyed financial service Contractors drawn from our in-house database. This report summarises key findings along with our own interpretations of the research, it has been carefully prepared but it has been written using the most common terminology and general terms. The results are provided as generic market information only, rather than any guarantee of personal viewpoints regarding salary, position, benefit or any other market condition. Grovelands does not make any warranties regarding the use, validity, accuracy or reliability of the results and information obtained. ©April 2015 Grovelands. All rights reserved.

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grovelands contractor insights - spring 2015

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