CHAPTER 8: CONCLUSIONS
8.1 Specific, strategic objectives for RAS have never been set out. This makes it very difficult to evaluate its success. Similarly, targets have not been set in relation to the numbers of people assisted. Setting out specific, strategic objectives and operational targets would aid both the planning of service delivery and an on-going evaluation of its impact.
8.2 Nonetheless, despite the absence of specific objectives against which to measure the success of RAS, there are some clear findings to emerge from the evaluation.
RAS makes the move to Scotland easier for those who were planning to come anyway, rather than having a significant impact on the numbers of people who want to come
8.3 It was clear from the research undertaken among customers that most were already fairly sure that they would move to or remain in Scotland before contacting RAS. While RAS provides customers with advice and information that makes their relocation process smoother, it is likely that such customers would have come to Scotland anyway and would have found the information they required elsewhere if necessary.
8.4 This should not be taken as a negative finding. Instead, it should be acknowledged that RAS's current role at an individual customer level is not to persuade people to relocate to Scotland. Rather, it is to provide advice and information that makes the decision making better and the relocation process easier.
To a large extent, RAS is meeting customer need.
8.5 Most customers are satisfied with the service they receive from RAS and would recommend the service to others. They agree that RAS communicates well with them and are happy with the quality and speed of response. They particularly appreciate the sense of personal service - and this contributes to the perception of Scotland as a welcoming place.
8.6 RAS also appears to be delivering its services fairly: there is no evidence from the evaluation that different equalities groups are receiving varying levels of service .
RAS does duplicate some services provided by other agencies but is enhancing provision
8.7 To a certain extent, services provided by RAS do overlap with services provided by other agencies. However, even where there is overlap, there is evidence that RAS is enhancing provision in relation to:
- the number of enquiries handled
- the quality of service provided (in particular, conveying the message of Scotland as friendly, welcoming place)
- the accessibility of the information
- strengthening marketing messages.
RAS is unique in providing a 'one stop shop' for potential migrants
8.8 More importantly, RAS is currently the only agency making it easier for potential migrants by bringing together such a comprehensive set of information and advice about moving to Scotland. This was seen as a key strength by both customers and key partners.
The on-going need for the service should be monitored
8.9 The latest population projections for Scotland are more positive than they were when the need for RAS was first identified and there has been an unpredicted level of immigration from the A8 countries. However, Scotland is still facing the economic and social challenges posed by an ageing population and there will be skills shortages in particular areas.
8.10 Information on population and labour market projections should therefore be reviewed regularly in order to assess the on-going need for RAS - and if there is an on-going need, whether the main focus should be on stimulating interest in moving to Scotland or making the process easier for those migrants who are coming anyway.
8.11 Assuming the decision is taken to continue RAS, we recommend that the following issues are considered in the future design of the service.
8.12 Setting out specific, strategic objectives and operational targets to aid both the planning of service delivery and an on-going evaluation of its impact.
Activities should be targeted on areas of skill shortages
8.13 In line with the broad definition of 'Fresh Talent' (essentially, anyone who will be economically active), RAS has not focused its work with students or people seeking employment on particular sectors. There has been more of a focus on 'key industry sectors' in its work with businesses, but much of the work here has been ad hoc rather than strategically targeted. One of the main sources of frustration and dissatisfaction among customers is not being able to find a suitable job.
8.14 Consideration should therefore be given to:
- more formal mechanisms to ensure that intelligence from the relevant agencies about current and future skills shortages is used by RAS to target promotional activities appropriately35
- managing the expectations of potential migrants by providing clearer guidance, on the website and other promotional materials, about skills shortages and areas where it will be harder to find a job.
RAS could best meet customer needs by enhancing its job search provision
8.15 The main problem for migrants and potential migrants is difficulty in finding a suitable job.
8.16 In addition to the recommendations above (targeting activities on skills gaps and managing the expectations of potential migrants), more could be done to provide clearer links to job advertisements, recruitment agencies and employers on www.scotlandistheplace.com.
For example:
- more information on the content of each site and the type of jobs covered
- more prominence to Talentscotland
- links to Scottish recruitment agencies (or UK or international agencies dealing with large number of Scottish posts), with advice about the type of jobs/sectors they handle
- streamlining the process for customers by allowing them to filter information and links to sites by sector and/or type of job.
8.17 In addition to providing clearer links to existing resources, RAS could play a role in developing other sites along the Talentscotland model or expanding Talentscotland to other sectors with skill shortages. This should, of course, take account of the evaluation of Talentscotland and consideration should be given as to whether any new services would best be managed by RAS, Scottish Enterprise or another agency.
8.18 There are potential difficulties for a public sector body in being seen to displace private sector activity in this area, or being seen to provide a recruitment service for particular employers. Nonetheless, models of provision which would overcome these difficulties should be explored: any serious attempt to encourage the migration of Fresh Talent must acknowledge that finding a suitable job is the most significant barrier faced by migrants and potential migrants.
There is some confusion among customers about the role of RAS and how it fits with other aspects of the Fresh Talent Initiative
8.19 The role of RAS and how it fits in with the "Fresh Talent Initiative", the "Fresh Talent: Working in Scotland Scheme" and "Scotlandistheplace.com" should be clarified. Currently RAS is difficult to find on the website. The fact that RAS staff are not always referring to themselves as RAS in their marketing, because they feel that "Fresh Talent" or "Fresh Talent: Working in Scotland Scheme" will be more effective, must add to this lack of clarity. RAS should secure a stronger web presence either by having a separate website or a more obvious link/advert on the homepage of www.scotlandistheplace.com.
8.20 There is also a strong argument for RAS changing its name to something more meaningful and being consistent in using this new name in all marketing.
There is very little awareness of FT: WISS and RAS among Scottish businesses or recruitment agencies
8.21 RAS should therefore increase the marketing of:
- the help and support available in recruiting migrant workers
- the help available from RAS in submitting applications for work permits, visas etc.
- the benefits of employing migrant workers (using, for example, case studies and any available research evidence).
8.22 Additionally RAS should also improve the marketing of FT: WISS to employers. It might also want to encourage FT: WISS graduates to direct potential employers to www.scotlandistheplace.com. In which case, the website could be amended to include a section upfront, providing 'key facts on FT: WISS for employers'.
8.23 If, as recommended above, RAS were to target specific groups sectors where there are skill shortages, it would be easier to measure awareness among relevant employers and subsequently to target marketing among these key groups.
RAS is working well with other organisations at an operational level but there is scope for more partnership working at a strategic level.
8.24 The links that RAS has established with its key partners are working well operationally:
- customers who are referred to other organisations are generally pleased with the service they have received and most think that RAS seems well connected to other organisations
- both key partners and RAS staff are happy with the working relationships that they have developed and feel that customer referrals work well in both directions.
8.25 However, links with local authorities are not as strong as they are with other organisations. RAS should, as planned, work more with COSLA in order to develop links with local authorities.
8.26 At a strategic level, there remains scope for RAS to develop links with other organisations. In particular, RAS is a key source of knowledge on problems experienced by people relocating to Scotland. It is therefore well-placed to influence key partners and other organisations to try and minimise such problems.