Qualitative research undertaken by Circle enabled Randstad to develop a radical different approach to this business, leading to a substantial increase in turnover, profitability and market share over a 12 month period. In the past Randstad had focussed on the provision of traditional HR services (such as payroll and timesheet management) to the university sector. At a time of budget cuts in the university sector, insights developed by Circle identified the potential for a much broader outsourced proposition that focussed on student welfare and pastoral care. The result? Randstad fully embraced the findings and repositioned the business, developed an entirely new offer and a radically different engagement style. David Willan and Victoria Short will demonstrate how detailed insights and a deep understanding of client needs has led to a complete transformation of this business.

1. Randstad: Insight-led sales and
marketing transformation
Victoria Short, Director – Randstad Student and Worker Support
David Willan, Chairman, Circle Research
14th June 2012

2. About Randstad
globally
• Revenue of Euros 16.2 billion
• Employ 28,000 people worldwide
• Top two recruitment agency
• Three core services (Staffing, In-house, Professional)
UK
• Operated in the UK since 1967
• Merged with Vedior in 2008
• 235 offices in the UK, including in-house locations

3. About Randstad Student Support
Operated in the UK for 10 years
Main activity is supporting University students
with disabilities
Typically about 10% of University students
have a disability – most commonly dyslexia
Clients are Universities
Clear distinction between:
• Outsourced HR admin services: Randstad’s traditional
business
• Pastoral care services: historically provided by the
University

4. Market dynamics
Budget cuts
Gro
i nf r
w
Fun ructu
num ing
as t
ber
din re
g
G pul
po
ro at
wi ion
ng
ex
I nc
Hig tation
pe
c o r eas
mp in
c
he
s
lex g
Stu
tie
r s
ity
rsi
de
ive
Reluctance
n
to
ts
outsource Un Market
dynamics
m
Duty of
v
Des
alue for
one r
care
ire
y
fo
ve
rv at i
n se
Co Randstad
f
Ma
rk tho r
lea
et row pe
G % m
de
r 25 nnu
a

5. The research programme: 6 key questions
1 What is the overall potential in this market?
2 How can Randstad exploit this potential?
3 What are the barriers to development of this market?
4 What should the Randstad offer be?
5 How is Randstad viewed?
6 How should Randstad be positioned?

6. Some key findings
Duty of care all
important
Clear distinction
The University
between admin
network is all
and pastoral
important
services
• Excessive admin
• Growing numbers
Universities • Budget cuts
struggling • Worries about employment law
under pressure
• Deterioration in service quality

7. What did they say about Randstad?
 Market leader Impersonal
 Large Too pushy
 Efficient Too corporate
 Professional Not sympathetic
…and seen firmly in the ‘admin’ services space

8. What happened next?
Transformation!

9. The transformation
New proposition ‘Admin’ and pastoral
HR Services
services
New brand Randstad Randstad Student and
Worker Support
HR Solutions
New form of ‘Corporate’ Putting the student at the
engagement heart of messaging
approach
New sales and Testimonials and case
marketing HR focus
studies
collateral
New
Inside the
communications Outside the
channels University network
University network

10. Core proposition
A more pastoral, student central approach that demonstrates that Randstad
understands and fully embraces the world of disability at University
We put student welfare at the heart of everything we do
We have one over-riding objective – to ensure that students have a great
University experience and are not disadvantages in any way because of their
disability

11. Some earlier examples of our material
11

15. some more recent examples
15

20. Some feedback from clients
“Professional, organised and flexible in their approach to student support”
The University of Liverpool
“Based on the very positive comments we consistently receive every year we
know that our students get the best possible support”
Staffordshire University
“We couldn’t have managed without them”
Aberystwyth University
“They provide a great service- reliable, professional and well–sourced”
Kings College London
“What they do is to ensure that students achieve their goals, but very often
they go way beyond this by helping them to build and develop new skills
sets”
The Open University

21. Key learnings
1 Relatively small scale research programme led to significant
transformation
2 Insights, not information, are all important
3 Research effectiveness dependent on three factors:
•Did the research programme provide Eureka! moments?
•What actions did the client take?
•What is the business impact of the research?

22. A final word
“I was thinking of you all today at the ceremony, one of
the best days of my life. I couldn’t possibly have achieved
this without you – all those long hours of reading and your
kindness and support over three years will never, ever be
forgotten.
There have been moments of tears and moments of
laughter and joy, but in the end we got there – thanks to
you.”