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05 HOT 1OO deadline for entries fast approaching The list for the most efficient and profitable recruiters will have a new analyst this year 06 TA professionals flock to RecFest this summer As well as fun in the sun, 4,OOO attendees took part in forums, including going beyond D&I, internal mobility and recruiting Gen Z candidates 08 Marked slowdown but not in recession Roger Martin-Fagg gives Elite Leaders his economic assessment 10 Contracts & Deals
INCORPORATING Recruitment Matters
Jamal Elmellas, Focus on Security Soundbites
20 THE BIG STORY: 11 Most
Guy Hayward on the importance of reward and recognition, and Mike Beesley on creating accountability Insight The Dark Triad: Can assessment help in understanding these three negative personality traits? Tech & Tools The latest recruitment technology and services
Influential In-house Recruiters In-house recruiters and their teams are taking new paths to new objectives 26 Case study: Chartering offshore success Specialist recruiter Select Offshore is a Covid-19 success story 32 SPECIAL REPORT: Recruitment technology The Covid pandemic led to the rise of tools which propelled the industry into the new regime of work
32 E COMMUNITY 40 Social 43 My brilliant recruitment career: Teresa Peacock
44 Movers & Shakers 45 Recruiter contacts 46 The Last Word:
46 COV E R I M AG E | GETTY/SH UTTER STO C K
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WE LCO M E
y the time you read this, the UK will have a new prime minister. However, I’m going to challenge the conventional thinking (and reality) and nominate a candidate for PM who has sound ideas, a ﬁrm grasp on the working world and who is a current leader in the largest public sector entity in the world: Matthew Taylor. The author of the Taylor Review of UK working practices, he identiﬁed problems and potential solutions in the way we were working in 2017. Another read of the 116-page report tells me we’re still facing the same issues today. Taylor, now in the NHS, has tried again and again to point “Mr Taylor, government in the direction of resolving please know, if issues as opposed to you could have letting them linger joined the race for and worsen. So it may PM, you’d have not be the best support you’ve ever had my vote” received Mr Taylor, but please know, if somehow you could have joined the race for PM, you’d have had my vote. Speaking of votes: Recruiter’s ﬁrst issue of 2021 was named in the Top 25 of single issues of international magazines in the 2022 Tabbie Awards. These honours, based in the US, recognise magazines from around the world for great work. Recruiter came in 7th overall. And our Special Section about the cloning and other scam issues affecting the UK umbrella industry earned an honourable mention. This was the ﬁrst time we entered, and we entered only two categories. We couldn’t be more proud!
DeeDee Doke, Editor
HOT 100 deadline approaches with new analyst partner BY DEEDEE DOKE
START YOUR PAPERWORK NOW: The deadline for recruitment companies to submit their corporate information to make their mark on the 2022 top industry ranking of the most efficient and proﬁtable businesses is fast approaching. Recruiter’s HOT 100 will be published in the January-February 2023 issue of the print magazine. The deadline for entries is 28 October 2022. In its 17th year of publication, the HOT 100 2022 will be curated and coordinated by a new partner, Gambit Corporate Finance (Gambit). Gambit succeeds Sue Dodd of Agile Intelligence who is retiring having produced the HOT 100 list for each of its 16 years since inception.
Gambit director Simon Marsden (right) and partner Geraint Rowe (left)
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AS OF 1 SEP 2022
TA professionals flock to RecFest 2022 BY DEEDEE DOKE
INSIGHTS ABOUT RECRUITING Gen Z candidates, making diversity & inclusion beyond gender issues relevant to employees and staff, and putting internal mobility to work in your business – these were among the themes drawing standing-room only crowds at RecFest 2022 this summer. Held on the Knebworth House grounds in Hertfordshire, the daylong event, which ran into the evening, drew coachloads of in-house recruiters and suppliers, including some international attendees. Attendance ran to 4,000 talent acquisition professionals, 1,000 resourcing leaders, 500 technology experts and 100 thought leaders, according to Recruitment Events, the organiser. Common concerns raised included the lack of candidates, bringing D&I initiatives to life, skills gaps, and recruiting in specialist areas such as engineering and technology. Take a look at just some of the highlights from the event, which Recruiter attended.
The pros and cons of internal mobility Moving skilled employees into new jobs inside your organisation is often cited as one technique of motivating and retaining valued staff. But is career development of that type for the workforce always important to the people you work for and the organisation’s forward-moving strategy? Not always, Paul Bowles of Nokia acknowledged in a discussion about internal mobility with Kingsley Aikins, CEO of the Networking Institute. “If your organisation is not valuing the idea of internal growth, you’re working against the tide,” Bowles admitted. “And if the organisation is in a phase where it wants to ramp up and increase the headcount, it’s probably not the right time to really be pushing internal mobility.” However, at Nokia, the approach to internal mobility is both pragmatic and sensitive to current employees who might
worry about running into trouble with their current manager if they express interest in a new job inside the company. “There’s no obligation for an individual to tell their manager they’re applying for another role,” Bowles revealed. “They only have to tell their manager about the other role at the point when they’ve been offered it. “So,” he added, “there are some cons with that as well. I think it depends on your culture, because if you’ve got a high-trust culture, ideally, you might want the individual to talk to the manager before [they are offered a job]. But at the moment, we’ve decided where we are is to actually maintain the confidentiality.” Bowles recently lost a member of his own team to a new internal opportunity. “They’ve got the other job – brilliant, congratulations to them. I’m really pleased Nokia is going to retain them. I’m
devastated that I lost [this person] for my team, but also, it frees up a space where you can develop someone else,” he said. “It’s just getting to that mindset in the organisation…getting people to say you’re custodians of talent in your organisation, and you have an obligation to grow people, and you have an obligation to lose people to other teams within your organisation,” Bowles went on to say. “If you see managers that are trying to keep holding on, then you have to deal with it – for us, it’s almost a red flag on behaviour. So we deal with it.” Aikins put forward the idea of a chief networking officer for organisations, to enable and encourage people to share their information with others internally. “It has to be front and centre, I think; the organisations that do that really thrive,” the Ireland-based Aikins said.
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Country culture v D&I Achieving real-life diversity & inclusion in the workplace involves more than gender and race, sometimes reﬂecting whole countries’ challenges to embrace new attitudes and approaches in the face of economic, political or other trends. From Amazon came examples of how the global retail giant is taking on D&I in different countries, where needs and realities can be very different. For instance, Middle Eastern countries are increasingly moving toward developing their national workforces, seeking to have greater percentages of their countrymen and women in jobs than before. Sourcing methods must be developed and reﬁned to identify and reach out to people who left their particular Gulf Cooperation Council (GCC) country on government scholarships and might be willing to return to take up work. In Australia, where indigenous people and other population subsets may be wary about how they will be treated in a workplace, Amazon offers candidates the opportunity to speak with someone working at the company from a relevant affinity group for an hour or so “in a really frank and honest conversation”, said Liz Jamieson, who has recruitment operations responsibilities for Amazon in Australia and Singapore. “It has absolutely no impact on the candidate’s outcome. Of course, it’s completely off the record.” Amazon is also involved in a Reconciliation Action Plan, a formalised process between the First Nations, the traditional owners of land in Australia, and the organisations that work on the land. “It supports employment, it makes sure we have really important discussions about how we can support communities that we work in,” Jamieson said. As well as immersion in the emerging s, markets’ D&I issues and situations, Amazon has adopted ng neuropsychology tests – examining the relationship between the physical brain and behaviour – to help members of its workforce d better understand themselves and their colleagues. The Amazon talent acquisition team elements focused on emerging markets will have grown by from 50-70% this year.
I M AG E S | D E E D E E D O K E
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Hospitality finds out what attracts recruits Hospitality has been one of the sectors most affected by staff shortages in the global Covid pandemic as well as the so-called Great Resignation. To remedy the situation at its own 1,500 premises, pub and hotel operator Marston’s have brought on recruitment app Placed in an effort to understand what makes their target recruits tick and apply. In conversation with Placed founder Jennifer Johansson, Alice Barriball, Marston’s director of talent acquisition and employer brand, shared recent learnings with
the audience. “Up to 80% of our workforce is probably under the age of 24, very transient, very high turnover as you’d expect. And the speed at which we need to know how these guys are looking for work and how they want to interact and the platforms on which they want to react is critical,” Barriball said. “We need to change the tone of voice that we use.” Recalling her own early jobs, Barriball said, “I was fortunate to have a job. I felt lucky. I think there’s more of a ‘what’s in it for me’ culture now, which isn’t necessarily a bad thing, but there’s a choice that’s available to all these guys.” With eight seconds the average attention span of Generation Z constituents, employers have to grab attention fast, Johansson and Barriball agreed. “They want the recruitment process to be fast, they want it to be streamlined, and they will scrutinise your employer brand and your online presence in ways that you can actually control,” said Johansson.
“We will forever be grateful to Sue for her graft, her persistence, her wisdom, imagination and good humour in designing and establishing the methodology for Recruiter’s HOT 100 in its earliest days,” said Recruiter editor DeeDee Doke. “She has established a much vaunted and highly respected recruitment industry benchmark in Recruiter’s HOT 100 and, personally, I’m so proud of what she has achieved for the UK industry and for Recruiter. She is surely an industry treasure. “Succeeding her as the HOT 100’s custodians and picking up the baton to carry Recruiter’s HOT 100 into future territory are the Gambit team led by partner Geraint Rowe and director Simon Marsden, supported by manager Michael Dunn and analyst William Haggaty, and we have exciting plans to develop the product beyond what it is today,” Doke said. Marsden commented: “Recruiter’s
HOT 100 is a ﬂagship sector publication which recognises the impact of the recruitment sector’s most proﬁtable players. We look forward to reviewing the entries, curating the list and offering our expert views on the key trends exhibited and our insight on the implications for the sector’s outlook for 2023.” Geraint Rowe, partner at Gambit, also added: “We are delighted to be partnering with Recruiter to produce the Recruiter HOT 100 publication, which acknowledges the highest performing organisations in the UK recruitment sector. The list recognises those who have demonstrated operational and ﬁnancial excellence, a core pillar of our strategic focus as a leading provider of M&A advice to the recruitment sector.” The information submitted for consideration in Recruiter’s HOT 100 2022 should include:
● Key candidate sectors for entry description ● Latest available year of audited accounts ● Percentage (%) of gross proﬁt (GP) derived from permanent recruitment ● % of GP derived from temporary recruitment ● % of GP derived from public sector ● % of GP derived from private sector ● % of GP derived from overseas business ● Total number of employees (including non-fee earners) • Send your company’s information to: email@example.com by 28 October 2022.
Marked slowdown but not recession, says behavioural economist BY DEEDEE DOKE
THE FIRST QUARTER of 2023 could see “a marked slowdown” in the economy, with a 40% chance of a recession beginning in the third quarter of next year, behavioural economist Roger Martin-Fagg has predicted. But a tax-cutting stimulus, a likely prospect as 2024 is an election year, could counter those economic challenges, Martin-Fagg has recently told an Elite Leaders audience. The UK is not currently in recession, he said, and will not be in one through 2022, he said. Even the slowdown in early 2023 does not reﬂect a recession, he emphasised. “I expect a marked slowdown,”
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he said. “That’s not a recession.” He added: “There will not be a recession this year, unless the media talk us into it… We are being totally misled by the media.” In a wide-ranging talk, Martin-Fagg noted that investment in the UK has “basically gone nowhere” since 2016, the year that the UK voted to leave the European Union. Productivity has fallen since 2009, when “we were doing well. Our productivity was the second best in the G7. Since 2009, we’ve dropped back and now we are just ahead of Italy. This is because of underinvestment – simple, simple, simple”, he said.
His key points included: ● Political certainty, not corporation taxes or interest rates, determines investment spending. ● “Any data you got between the beginning of 202 and now, you should disregard its noise. It’s not normal. Do not do a business plan on the basis of the last two years because it won’t happen unless we have Covid all over again.” ● “The great thing about recessions is they get rid of zombie businesses. And those businesses are actually commanding scarce resources, people. So a recession is where you clean out the stable. It’s not a bad thing.”
IMAG E | S H U TTE RSTO C K
A DV E RTO R I A L
were entered into, not the point when they are to be enforced.
COVENANTS: THE KEY TO PROTECTING YOUR BUSINESS RESTRICTIVE COVENANTS CAN PROTECT businesses threatened by competition from former employees or directors, but they are often perceived as unenforceable. Partner Neil Warner (top right) and senior associate Kate Canning (bottom right) at Gateley Legal explain why this isn’t true. When an employee leaves a recruitment business, they could try to use your conﬁdential information and the relationships they have built for their, or a competitor’s gain. Cue Restrictive Covenants, a contractual tool enforced by the Courts to protect legitimate business interests. There are different kinds of restrictive covenants, the most useful of which are non-compete restrictions. These prevent a former employee or director from competing with your recruitment business for a certain length of time. Other types of restrictive covenants can also prevent them from soliciting key customers or candidates once they leave, as well as poaching key staff members.
I M AG E | SH UT T E R STO C K
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To be enforceable restrictive covenants need to be drafted carefully to ensure that their stipulations do not exceed what is reasonable. Should they go too far or make demands that don’t protect a legitimate business interest, they will be unenforceable.
Be reasonable In practice, this means limiting restrictive covenants to people with whom the person leaving may have had regular dealings and covering only the areas of the business in which that person was involved. Restrictive covenants also come with a time limit: six months is relatively standard for non-compete covenants, but this can be stretched to 12 for senior employees. All these points must be considered carefully at the drafting stage and regularly reviewed and updated, not least because they will be assessed on their reasonableness at the time they
Covenants can be updated by reviewing and refreshing them at key points during that person’s tenure, such as a promotion. Ideally, however, reviews should be every two years to keep on top of legal developments and revisions should be linked to increased beneﬁts that the employee receives, such as salary review. If you’ve obtained evidence that a former employee is soliciting customers, you can take steps to obtain an injunction. This forces them to comply with the covenants and leaves them in contempt of Court if they do not. You can also bring a claim in damages for any losses caused to your business by their unlawful solicitation. For more serious breaches, you may be able to obtain a Search Order. This order is made ‘without notice’ to the defendant and allows your solicitor to enter the former employee’s home and / or new place of work to retrieve conﬁdential information and evidence of wrongdoing, whether in hard copy or on electronic devices. Recruiters handle a wide variety of sensitive data, but this belongs to your business, and not an individual employee. There is a range of options available to protect your business from unlawful competition, and by putting yourself in a strong position now, you can be conﬁdent that your restrictive covenants will support your business, should they ever need to be enforced. For more information or a free traffic light review of any existing covenants, please contact Kate or Neil via: kate.canning@gateleylegal. com or neil.warner@gateleylegal. com. You can also register for the free, on-demand webinar here: https://gateleyplc.com/services/ restrictive-covenants/
CONTRACTS & DEALS
Deel Payroll firm Deel has acquired US visa provider Legalpad. The acquisition will ensure that talent can be matched to opportunities, while helping companies hire the top talent they want. Deel says its plan is to integrate Legalpad’s team of mobility experts and software with its current immigration organisation and improve capabilities in the product.
IPE Ventures IPE Ventures, the private equity arm of the IPE Group, has acquired i4 Pay Partners, an umbrella payroll services provider for the veterinary, education and public sectors. An IPE statement said the founders of i4 are staying on to effect a seamless transition to the acquirer’s payroll platform; i4 will continue to build its brand and run independently. Post-acquisition growth capital funding has been committed by IPE to facilitate further growth in i4, the statement said.
iSource Group Recruitment firm iSource Group has been awarded a two-year contract on the Crown Commercial Service (CCS) Permanent Recruitment Framework. The firm has become a pre-approved supplier for LOT 2 so it can now provide central government, the public sector and third sector with general recruitment, executive search and talent mapping services to fill permanent, fixed term and inward secondments. iSource Group will work on IT and tech roles that are difficult to fill and (non-clinical) campaigns that require the assistance of a professional agency.
Arctic Shores Psychometric assessment firm Arctic Shores has integrated with Teamtailor, the recruitment and employer branding applicant tracking system (ATS), to help businesses gain more information about their candidates. The integration will empower hiring managers using Teamtailor to add the Arctic Shores assessment as a stage in the recruitment process. This provides greater insight into candidate potential, without the need to switch between platforms.
AMS AMS, a global provider of talent outsourcing and advisory services, has acquired FlexAbility, its longstanding recruitment process outsourcing (RPO) partner in India. FlexAbility, renamed FlexAbility by AMS, will operate within the AMS global platform. FlexAbility CEO Vinod Subramanian will continue to lead its management team and the company’s next phase of growth.
Kingdom Services Group Kingdom Services Group has acquired Mercury Personnel Solutions, a specialist recruitment firm to the fresh produce, horticulture, warehouse and distribution sectors. The company is now branded as Kingdom Mercury. Mercury Personnel managing director Robert Carter and operations director Gary Turner will continue to lead the company, along with the existing senior management team.
DEAL OF THE MONTH
WithYouWithMe Capita has invested in WithYouWithMe, a workforce technology platform that finds employment for military veterans and other overlooked groups through delivering innovative aptitude testing and digital skills training. Capita has taken an equity stake in WithYouWithMe through Capita Scaling Partner, its start-up development arm. Together they have launched ‘15,000 Futures’, an initiative to support former members of the UK armed forces and
their partners to find employment in the technology and digital sectors after leaving the military. The 15,000 Futures campaign, which reflects the number of UK military (and their partners) who return to civilian life each year, works with major UK employers to encourage them to fulfil 5% of available digital roles with reskilled veterans. The initiative builds on the work of WithYouWithMe, which was founded in Sydney, Australia, in 2015.
Smart Recruit Online Online recruitment platform Smart Recruit Online has secured a £2m investment from the Midlands Engine Investment Fund (MEIF) proof of concept and early stage fund. The firm is set to open a digital sales office in the East Midlands and plans to create 15 new jobs in the next two years. The latest funding will also enable it to enhance and scale up its platform in the run-up to raising a Series A investment next year.
More contract news at recruiter.co.uk/news
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The Workplace BY GUY HAYWARD
(agility), trust, a good work-life balance and recognition. Nevertheless, there is some fabulous creativity in how organisations show they care about their people. This includes providing support for all paths of parenthood including egg/sperm freezing, fertility, pregnancy, adoption and surrogacy. Online bank Monzo offers its people three months of unpaid leave a year and a learning budget of £1k a year for books or training courses. IT staffing ﬁrm Akraya pays for a professional cleaning service to tidy their employees’ homes every fortnight; the idea is that without needing to worry about tidying your house you can achieve a great balance between work and life. The ultimate in trust given by your employer? Hootsuite has a nap room, and you are actively encouraged to close your eyes and nod off. The power of a power nap. I have often been intrigued by sleep pods; maybe I should order one (or two)… Technology gives us all the freedom to work from our kitchen or the local café. Who am I to disagree with Elon Musk, but why does it remain a taboo subject for many? Some of our top performers are
“There is some fabulous creativity in how organisations show they care about their people” based ﬁve days a week from home. It is easy to say ‘thank you’ for some exceptional contribution, beneﬁtting from the trust they have been given. Agile-ﬁrst cultures: I love this phrase, and those that get it right will give their people a uniqueness – the freedom to perform. So here is my concluding comment. Taken seriously and with creativity, the approaches taken towards recognition for modern, progressive organisations will go a signiﬁcant way in creating and preserving company culture that inﬂuences and drives performance. A perfect combination. ●
REWARD AND RECOGNITION – the simplicity of saying thank you. The phone call or WhatsApp message from someone telling you that what you are doing is making a difference, that your performance levels have been impressive of late or an email saying you are being talked about by senior management. Recognition. So easy to do, so simple. And according to The Trust Index produced annually by Great Places to Work, recognition is most important when trying to build uplifting, engaging working cultures and environments. The Index emphasises the need for people to feel valued through recognition, more so than the traditional ways many tend to think of showing appreciation – more than wanting a promotion, training, more money and greater autonomy. And in a world where businesses are becoming increasingly creative in their approach to how they look after their people, we should not forget that maybe it is the smaller things that matter most. Not the crazy work perks we have all heard of, from free office beer taps to free Botox. Yes, free Botox... Recognition is central to retention. What do people really want now? Flexibility
GUY HAYWARD – redefining the modern workplace CEO, Goodman Masson
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T R E N DS
WORKPLACE BUSINESS ADVICE
The WHY CREATING Workplace ACCOUNTABILITY BUILDS LONG-TERM SUCCESS BY GUY HAYWARD
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Founder TIMESTWO Consulting While some will undoubtedly succeed in a ﬂuctuating economy, there is a great need for stability in the current environment, and experience has shown me there is strength in numbers when the going gets tough. My advice to those who may feel that there are opportunities out there they could capitalise on themselves is to consider what can be achieved within the frameworks they already operate within. What does this have to do with accountability? Well, I believe that the recruitment industry right now must be held to account for the workGUY it isHAYWARD undertaking. – redefining the in history – one We are living through a unique period modern workplace in which we are ﬁnding ourCEO, wayGoodman day by day, and business leaders in recruitment need to hold ﬁrm to set Masson a course that will lead us through these trying times. There may be multiple prospects to make money now, but we must be accountable to the outcomes to help create sustainable futures – not least that the future of professional recruitment relies on a prosperous economy to thrive. We have opportunity to grow as an industry: to challenge the status quo on how things are done – to challenge ourselves on what the future of work really looks like. Undoubtedly, we will make mistakes – but leaders in businesses who operate with grown up, transparent and accountable behaviours will stem the brain drain to new enterprise and create a more robust foundation on which to build for future success. ●
“I believe that the recruitment industry must be held to account for the work it is undertaking”
THERE ARE MANY MISTAKES to make when you’re a recruitment leader. In fact, if you’re not consistently making mistakes, you probably should not be in the job. Mistakes show you are trying. They are hard evidence that you’ve attempted to make something happen. And in the ideal world of this column, you will go on to learn, adapt and amend as you move forward, gaining the skills and insight you need to not do it again (and again). Central to this, however, is creating an accountability framework both as an individual and for your business. In my experience, great recruiters work a lot from instinct and intuition. They are driven by emotion and the thrill of the hunt – they take risks and have high expectations of success. But all too often, great recruiters think they can also be great business people and leave the existing business environment in which they were held to account. They take the leap of faith because they are high billers, and can take this out into the wild and go it alone. The truth is this is much, much harder than it looks. (And I wear some scars to prove it!) The truth also is that very often the kinds of people that thrive in established businesses with accountability-driven cultures will struggle to create boundaries and infrastructure that a business needs to not just make money but grow and prosper long term. According to data from Companies House, more than 6,000 recruitment businesses were registered last year, which is a 3% increase on the previous year. More than half of these were registered in London and the South-East, with growth also in the Midlands, Wales and North-West. This is building on the tens of thousands of recruitment businesses already registered. And the reason it’s important to comment on this now, is that as we enter another bumpy period in business it will be tempting for many recruiters to want to jump ship and follow suit. However, I would urge caution to these lofty ‘founder’ or entrepreneurial ideals in the current market.
MIKE BEESLEY is co-founder of TIMESTWO Consulting. He is also a serial entrepreneur and investor
THE DARK TRIAD Can assessment help in understanding these three negative personality traits? BY KRISTIN DELGADO
arcissism at work has become a bit of a catch-all term for those difficult to work with, someone with little compassion for colleagues, and who often derails or holds up projects due their attitude. However, narcissism is only one of three personality characteristics that constitute ‘The Dark Triad’ at work. While each of these three traits have discrete elements that distinguish them from their Dark Triad counterparts, there is a substantial degree of overlap between them. The common behavioural sub-components that are found, at least to some degree, in each of the Dark Triad characteristics include self-promotion, aggression, manipulative and malevolent behaviour, and lack of emotional intelligence.
The specific traits and characteristics of The Dark Triad ● Psychopathy – guiltlessness, low levels of empathy and responsibility, and high levels of egocentricity and impulsivity ● Machiavellianism – ruthlessness, selﬁshness and having a manipulative personality ● Narcissism – feelings of personal entitlement and superiority, envy of success and exploitative behaviour. Research has shown that these dark traits have been linked to several negative outcomes in the workplace including: ● Poorer job performance ● Increased counterproductive work behaviours
● Fewer organisational citizenship behaviours ● Lower levels of ethical decision making ● Greater likelihood to commit white-collar crime ● Negative perceptions from others.
Can dark traits be beneficial for organisations? Some research suggests that the answer may be yes. A few studies have found that individuals who possess elevated levels of the Dark Triad traits, particularly in Machiavellianism, may have higher performance in some situations, particularly in task-orientated activities. However, other studies indicate that scoring very highly in these traits leads to poor job performance overall. There is no getting away from the fact that when it comes to leadership, it’s crucial to be able to work with colleagues as a team. When working in an organisation, a well-rounded proﬁle is widely preferable to one leaning towards Dark Triad characteristics.
Avoid the manipulative candidate It’s not always easy at the recruitment stage to ascertain who will display these characteristics, and it’s often not until they are well into their role that Dark Triad traits begin to surface. However, what is certain is people with these attributes have the potential to demotivate a team, sabotage a project, or even pose a hazard to public safety. The challenge is how to identify them before irreparable damage is done. For those in recruitment that starts with making sure the right
candidate is selected and vetted appropriately. Many organisations rely on assessment as part of the recruitment process, yet when it comes to the Dark Triad, a one-size-ﬁts-all approach is not necessarily the right solution. In leadership positions, people with Dark Triad characteristics can be intelligent and manipulative, especially when there is a lucrative result, such as a highly paid position. Many existing assessment measures are self-reporting, where individuals respond to a series of statements related to their attitudes and beliefs. If the candidate is aware of how they are being assessed, these statements can be susceptible to manipulation or distortion. As an alternative, assessment using conditional reasoning is better able
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T R E N DS
↗ KRISTIN DELGADO is research and development manager, Talogy www.talogy.com
TOP TIPS FOR IDENTIFYING DARK TRIAD CHARACTERISTICS Disruptive and manipulative individuals at work can cripple innovation, productivity and staff morale. Individuals with the Dark Traits are often adept at outmanoeuvring others, talking their way out of situations and controlling others to ensure their behaviour is unattributable. Talogy has put together the following top tips for recruiters to help sift out candidates with Dark Triad characteristics:
to mask the measure of personality and has successfully been used to identify undesirable traits such as aggression, or lack of integrity. By combining both types of measurement, variances can be highlighted, enabling recruiters to delve deeper into candidates and ensure the right questions are asked, and references sought, before ﬁnalising candidates. So, should everyone take an assessment for the Dark Triad? In an ideal world, yes, but it is worth evaluating the risk of a bad hire and whether the beneﬁt of testing outweighs the potential risk.
The consequences of a bad hire For someone waiting tables, they may be difficult to work with, but easily replaceable. However, for those working with vulnerable people or
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where health & safety is essential, the consequences of a bad hire and associated fall-out could be far-reaching. Likewise, those who are in business-critical roles, such as IT, could wreak havoc in an organisation if they were to become disgruntled and disrupt computer systems. Leaders who have little regard for their colleagues can also cause disruption and demotivate their team, leading to the loss of highly skilled people, or creating a feeling of disempowerment at work. In an environment where recruitment and retention of talent is a challenge, it’s tempting to skip, or take a lighter approach to recruitment – sacriﬁcing quality for speed. However, time spent getting assessment right, pays dividends. ●
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Look closely for jobhopping or breaks in their career Make sure you have references you can contact directly Find an assessment that is difficult to manipulate and that can highlight dark traits Be sure to identify any spikes of variance in an assessment report Re-interview to scrutinise any areas for concern Be sure to ask referees the right questions to gain insight into attitude and performance Feel confident in the candidate you are proposing by having a robust recruitment process in place WWW.RECRUITER.CO.UK 15
TECHNOLOGY AND SERVICES
TECH & TOOLS IN FOCUS:
Using data and technology to improve ED&I BY SUE WEEKES
aking a more data-driven approach to improving equality, diversity and inclusion (ED&I) is a recurring theme in Recruiter’s 11 Most Inﬂuential In-house showcase (see pp18-23). As organisations strive to build workplaces that better reﬂect their customers, they are using data analytics and technologies such as artiﬁcial intelligence (AI) to support their strategies and gain more visibility into their recruitment processes. Nicky Wright, managing director of Diversity Jobs Group, a suite of nine ED&I job boards, said since its launch two years ago it has seen a positive upturn in the number of clients engaging ED&I managers and directors, as well as robust ED&I strategies coming to the forefront of people and organisational plans. The company says that it isn’t a lack of enthusiasm for diverse
candidates that sometimes gets in the way but rather a lack of understanding on how to ﬁnd and engage with them. And this is where technology and data can help. “The explicit data that is now available online highlights where underrepresentation still exists and enables us to connect with these communities,” says Wright. “Signiﬁcant ED&I thought leaders across platforms like LinkedIn share lived experiences, research and statistics that have made an impact.” A number of recruitment technology companies are building tools into their platforms, which claim to improve fairness and drive diversity recruiting forward. Arctic Shores uses a combination of psychology, cognitive neuroscience and data science to remove unconscious bias from key points in the recruitment process and measure natural behaviours so employers get a truer measure of a person’s potential. Its behaviour-based assessments helped engineering and manufacturing company Siemens increase female ﬁnal stage representation by 100%, doubling the number of women that progressed to the ﬁnal stage of the process. HireVue expanded its partnership with the global Science of Diversity and Inclusion Initiative (SODI) to drive more equity in hiring last year. It aims to embed learnings from the partnership into customer journeys and ensure that they can be applied at scale in its end-to-end hiring platform, which incorporates video interviewing, assessment and an AI chatbot. Use of the word “at scale” is signiﬁcant; giving recruiters practical tools that make it easier to broaden candidate pools by
extending reach and access goes a long way to improving diversity. HireVue’s tools are designed to make it easier to interview candidates from anywhere in the world and interact with a higher number of candidates from diverse backgrounds by offering video interviews in more than 30 languages. Richard Matthews, head of talent and resourcing at the Co-operative Bank, said it has
used HireVue to interview and assess as many candidates as possible in a fair, consistent and open way, to streamline and accelerate its processes. “One of the biggest beneﬁts that the business saw was around reducing unconscious bias. HireVue has helped reduce bias by 90% from the hiring process, which has contributed to achieving a 50/50 hiring split for gender across all levels of the business so far in 2021.”
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T R E N DS
TECHNOLOGY AND SERVICES
Meanwhile, end-to-end talent acquisition suite provider Jobvite has developed an online analytic tool that can be used to review job descriptions and highlight areas that are ripe for improvement to create more inclusive job postings. The new tool uses artiﬁcial intelligence, data analytics and benchmarks combined with ED&I best practices to analyse job descriptions
role. Having surfaced a huge amount of intelligence on an individual candidate and generated an in-depth report, inbeta seeks to go a step further in a bid to ultimately improve retention and performance. If the client decides to hire the person, the reports are passed to a team leadership coaches and the new hire undertakes a tailored programme to ensure a successful transition into the organisation. “Organisations like the lack of a black book, the breadth and volume of data and also that we’re not just surfacing the data but doing something with it,” says Nash. “They appreciate getting full visibility of the landscape very, very quickly, compared to several weeks using a traditional recruitment process. “inbeta is also helping to demonstrate fairness and transparency in recruitment processes, supporting organisations in areas that can sometimes be hard to move the dial when it comes to diversity. For example, the selection process for a plc chief ﬁnancial officer might traditionally surface a white, middle-aged male, but it is possible to take a and identify different lens by going beyond requirements, the widely discussed experiences and characteristics and instead language that may measure individuals on their restrict an applicant pool. cultural drivers. This way, we Executive talent acquisition can show someone on a scale of and leadership performance business cultural intelligence, how they inbeta is aiming to build a new may engage with people who are model for recruitment “that ﬁghts different from them, promoting unfairness and inefficiency at scale”, diversity of thought,” explains said CEO and founder James Nash. It Nash. “This means the company uses an advanced aggregation of can feel very comfortable that data and human science to surface not only have they been rigorous diverse, high-calibre candidates in in their selection but that their real-time with the “objective processes can stand up to potential” to perform in a speciﬁc external scrutiny.” ●
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IN BRIEF Language additions support diverse hiring Video-interviewing and pre-hire assessment company Modern Hire is adding more languages to its Automated Interview Scoring (AIS) technology. It will be available in 23 languages, including dialects across North America, South America, Europe, Asia and more to support ethical and diverse hiring across the globe. Its on-demand interview technology uses advanced AI models to evaluate candidate responses and provide hiring teams with recommended scores. www.modernhire.com.
Assessment specialist teams with ATS Psychometric assessment specialist Arctic Shores is integrating with the employer branding and applicant tracking system (ATS) Teamtailor. Hiring managers embed the Arctic Shores assessment in the recruitment process to gain greater insight into candidates. An overall score of the candidate’s fit against the key success criteria for that role will then be shared with hiring managers, who can progress candidates to the next stage of the process. www.arcticshores.com
Controlling job board spend Firefish has introduced job board credit management functionality that enables agencies to limit the amount recruiters can post on job boards on a monthly or weekly basis from within the platform. Firefish says as prices around the world continue to rise, it wants to help its clients to control costs while still achieving results so has upgraded the functionality of its job board multi-poster to give system administrators a higher level of control from one central point. www.ﬁreﬁshsoftware.com/
Creating more agile hiring teams iCIMS is introducing new job advertising, internal mobility and customer relationship management (CRM) capabilities to help recruiters optimise and automate hiring processes and increase the agility of hiring teams. Recruiters can build and launch advertising campaigns to thousands of global job boards from within the iCIMS ATS, while the Digital Assistant tool allows them to automate job matching directly within an AIpowered recruitment chatbot. www.icims.com/
C VIEWPOINT INTE R AC TIO N
Technology’s role in the cyber skills shortage Burgeoning skills gap in tech sectors means strong demand in recruitment BY JAMAL ELMELLAS
ybersecurity is now reported to be the most sought-after technology skill in the UK but there’s insufficient new blood coming into the industry, with an annual shortfall of 14,000, according to the Department for Culture, Media and Sport (DCMS), and a brain drain at the top, as experienced professionals either retire or seek pastures new. Technology seems to have become part of the problem rather than the solution. And we as recruiters need to be mindful of the rapid change this is causing when it comes to seeking placements and ﬁlling the skills gap. The traditional recruitment process, which sees the hirer liaise with HR who liaises with the recruiter, simply isn’t suitable when it comes to ﬁlling these posts. According to the DCMS report, HR was seen as either a positive force, providing alternative options ie. apprenticeships, or could equally act as a barrier to effective recruitment. This is because HR is typically more process-driven, less focused on outcomes for hiring managers and practitioners generally lack the necessary industry knowledge. It’s here where recruitment agents can really add value, by
JAMAL ELMELLAS is COO for Focus on Security, the cybersecurity recruitment agency
speaking with the hiring party as well as HR and helping to hone the job speciﬁcation. We can bring our industry expertise to bear but also know what type of candidates to look for in terms of skillsets. In another DCMS report, which interviewed recruiters, complaints were voiced about how clients were often overly-reliant on certiﬁcations and that this could see eligible candidates ﬁltered out of the process. A narrative overview of the kind of individual which the hirer seeks can be much more useful and allows for soft skills such as critical thinking and problem solving as well as technical qualiﬁcations. Recruiters are also ﬁnding there are not enough people skilled in emerging disciplines, such as cloud, AIOps (artiﬁcial intelligence for IT operations) which covers data analytics, machine learning and AI, and DevSecOps (development and security operations). The way to help resolve this is to offer a clear career progression path. The training on offer as part of a job role is often underappreciated or undersold by employers and should be made clearer by the recruiter, for instance. Thankfully the sector now enjoys some support following the formation of the UK Cyber Security Council. Part of its remit is the Cyber Pathways initiative, currently under development, which will map out the qualiﬁcations and experience needed to achieve speciﬁc positions and to achieve career progression. The framework promises to help provide candidates, employers and recruiters alike with a more concrete set of criteria. But we have some way to go yet in reaching raw talent and convincing them to apply. A survey of Generation Z (16-24) candidates revealed almost half thought the subjects they studied at school would preclude them from entering the profession even though they were interested in doing so. As recruiters, it’s down to us to challenge the status quo, recognise potential and widen the spectrum of candidates we are canvassing when it comes to these technical roles. It’s only by doing so that we can help clients ﬁll the skills gap. ●
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I N T E R AC T I O N
WEBCHAT LABOUR SHORTAGE DOESN’T LEAD TO LOWER WAGES I am writing to you regarding the Recruitment & Employment Confederation CEO Neil Carberry’s quote in your article ‘Skills shortages could cost UK economy £30bn a year’ (recruiter. co.uk, 18 July). “The modelling we are launching today shows the damage that could be done if we don’t solve these shortages – more than £30bn in lost potential every year, as well as lower productivity, lower wage growth and rising inflation.” I don’t believe I have read anywhere else that a labour shortage results in lower wage growth. A simple Google of this shows multiple examples of authoritative authors writing quite the opposite. It is a ridiculous statement bordering on the unforgivably stupid. How can one take Carberry remotely seriously? Amateurish.
“What measures is your business taking to demonstrate your commitment to ESG [environmental, social & governance] values to clients and candidates?”
Bran Sharpe Editor’s comment: In response, the REC told Recruiter it would like to direct the reader to the full report, ‘Overcoming shortages – How to create a sustainable labour market’, which they can download from its website (see link below). All the economic modelling is explained in full there, particularly on p16-17, the REC adds. https://bit.ly/3AgA4aH
JAMES DIDGIUNAITIS MA N AG I N G D I REC TOR , EX P I ON S EA RCH & S EL EC T ION
“ESG has never played a greater role in an organisation’s collateral as it does today. In this skills-short market, the ESG credentials of a business carry increasing weight when candidates are considering multiple job offers. In representing our clients, our responsibility lies not only with understanding the ESG proposition of their business but working with employers to build this into the selection process. Demonstrating ﬁrst hand how ESG policies come alive through the recruitment process is compelling to an increasing number of candidates.”
SHAYNE SIMPSON MA N AG I N G D I REC TOR , T ECH N ET I T RECRUI T MEN T
“Business owners have a responsibility to set ESG standards, and we have policies in place to support this. Across our brands, the teams have access to ﬂexible working initiatives, including hybrid and remote working, and the opportunity to work a four-day week. This commitment demonstrates how much we value our consultants – both inside and outside of work, and it is our responsibility to support their mental health and wellbeing, which in turn will improve client and candidate experience.”
ROBIN TONG MA N AG I N G D I REC TOR , MET RECRUI T MEN T
“It’s easy to say you are committed to ESG, but a lot more difficult to actually ‘walk the walk’. We wanted to prove to clients straightaway that we were serious, so we have put in a place a ‘go paperless’ strategy that will see us become a largely paperless business by 2025. This includes one in three candidate interviews being conducted remotely. We are also passionate about our local roots and have launched MET’s Black Country Trust, which has already raised over £5,000 for local charities, with the target of doubling that by the end of the year.”
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11 M MOST OST INFLUE N NTIAL TIA IAL IN-HOUSE RE RECRUITERS
The Most In-house Recruiters
By Sue Weekes
ne of the 2022 selectees, Lisa Scales of Nestlé, sums up the challenges of the past year and going forward succinctly when she says in-house resourcing is not for the “faint-hearted”. The economic uncertainty means recovery from the rigours of the pandemic will be anything but straightforward. And as Amazon’s Toby Culshaw highlights, differentiating this downturn is that there is no real fall in labour demand. There are interesting times ahead for sure, but if our 11 represent a sample selection of the high-calibre talent that exists in the in-house resourcing world, we can trust the function to achieve
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signiﬁcant gains for their organisations. Much has changed since Recruiter unveiled the ﬁrst 11 Most Inﬂuential In-House Recruiters back in 2013 – the ratio of men to women was the opposite of this showcase, for instance. What hasn’t changed is the talent acquisition (TA) adaptability to rise to whatever challenge comes its way. Method: Information and data were gathered from a range of sources in the public domain. Having arrived at our selection, the individuals identiﬁed were asked what they saw as their main achievements during the past year and main objectives going forward. Wherever possible, metrics such as volume of hire were collected. As always a degree of
subjectivity will be in a list of this nature, but consistent with other years we aim to apply a set of criteria that qualiﬁes a person for inclusion based on: the size, scale, scope and challenge of the position and effectiveness in the role; ability to be strategic and add value, and position the resourcing function central to the business; the degree of innovation or change brought to the current and/or previous organisation; perceived inﬂuence both internally and externally; and the extent to which the individual is considered an industry visionary, trailblazer or thought leader. Industry or company-speciﬁc challenges are also taken into consideration where appropriate.
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11 MOST IN F L UEN T IA L I N - H O U S E R E C RU I T E R S
SUPERTEAM: ALCUMUS, LED BY TERRI FOULSTON, GLOBAL TALENT DIRECTOR With a remit to helping organisations of all sizes anticipate, manage and avoid risks that endanger their “people, operations and the planet”, Alcumus’ work is vital to building operational resilience, a value that has never been higher on the agenda. The company was recently bought by private equity investor Apax Partners and is already seeing a major upturn in investment; this could translate into its biggest year ever for recruitment from a volume perspective. Foulston says the company is growing quickly “both organically and inorganically”. “Therefore, we have a huge challenge ahead of us consolidating several brands under Alcumus and increasing brand recognition in the market as we go through change,” she says. Among those leading this change are Bethany Willcox (senior recruitment and operations partner) and Nathan Hopkins (global head of talent and technology recruitment), while Kate
McCarthy (early careers partner) is implementing the company’s strategy of growing its own talent, which aims to secure high-calibre talent at the start of their careers. So far, 331 roles have been ﬁlled in six months, which is 202 more than at the same point in 2021 and already 27 more than the total roles ﬁlled for the entire of last year. Thirty-seven per cent of the 331 roles have been ﬁlled via internal candidates, which is testimony to its “internal ﬁrst” hiring mentality. Such an approach relies on ensuring career pathways and mobility options are visible, so Foulston and her team are working with business leaders to identify critical roles. Its early careers strategy is also central to tackling skills shortages, so it is establishing a technology academy as well as partnerships with local schools, colleges and social enterprises. “How you treat people and support them to develop and grow is key to retaining your talent both now and in the future. Early careers programmes are no longer a ‘nice-to-have’, but a necessity,” says Foulston.
SUPERTEAM: EY UKI, LED BY MATTHEW JEFFERY, DIRECTOR UKI TALENT ATTRACTION & ACQUISITION LEADER EY UKI’s experienced hire team made 5,300 offers over the past year in roles that are so niche, “purple squirrels” are easier to find, says Jeffery. More than 500 contingent workers were also hired, while the student hire team recruited 2,300-plus school leavers, graduates and apprentices. The team comprises Samantha Ramsay (head of experienced hire); Rebecca Foden (head of student hire); Farrah Ekeroth (head of employer brand); and Nick Dunton (head of recruitment operations). The hectic period of activity is a result of EY’s hypergrowth strategy. Global EY awarded investment to the UK to recruit 140 new partners and their support structures of 50-plus employees each. The primary focus was on technology and sustainability consulting, the major growth for the UK market. Odds were stacked against the recruitment team achieving their objectives since it had been kept lean through the pandemic through natural attrition. So how was it achieved? The team was stabilised with an additional salary increase and introduction of a loyalty bonus, while a global enterprise agreement was secured with LinkedIn, giving all recruiters licences and the ability to post all jobs. Brand awareness was increased in students through celebrity wellbeing events and a new talent pipeline established. An in-house creative marketing team was set up to implement innovations such as the EY Virtual Reality Experience, helping to crack some of the employer brand challenges of competing for talent with major tech companies (it has also saved £1.5m in creative agency spend). Other activity included a bold Black Diversity campaign that registered more than 200,000 engagements on social media. Significantly, a talent insights and intelligence team was also created, which had the additional benefit of securing TA a seat at the top table – “a huge change in perception,” says Jeffery. EY is looking at the feasibility of splitting the audit and advisory operations into two companies but whatever is decided, the focus for this Superteam is very much on winning whatever war for talent comes its way.
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11 M OST INFLUE NTIAL IN-HOUSE RECRUITERS
JAMES DOWLING DIRECTOR, GLOBAL HR, OPEN SOCIETY FOUNDATIONS
TOBY CULSHAW SENIOR MANAGER, GLOBAL TALENT INTELLIGENCE, CONSUMER TALENT PROGRAMMES, AMAZON Toby Culshaw again earns a place among the 11 Most Influential, and he continues to both elevate the position of talent intelligence internally and externally. The team, which now spans India, Germany, Netherlands, Italy, the UK and US, has rebuilt its systems, processes, tools, customer base and core offerings to pivot its work upstream to become a more impactful business partner. It has expanded from six to 19 people, as well as built new pillars within the discipline, notably talent sentiment and a talent intelligence futurist offering. Meanwhile, the Talent Intelligence Collective he launched in 2018 goes from strength to strength, growing the community from 1,000 to 1,600 members in the past year, and activities now including a monthly podcast. There are whispers of a conference and the aspiration to hold a bootcamp. He’s also somehow had time to write a book on talent intelligence, to be launched in October. Much like the always-on, data-driven world in which he lives, Culshaw knows he can’t stand still. Most companies are facing economic uncertainty but unlike a traditional downturn, he says, there is no real fall in labour demand. “This gives a unique situation where TA budgets will likely be squeezed, but the ability to attract and retain talent will be as tough, especially as individuals will be less likely to move due to the uncertainty,” he says. “Those that can sacrifice short-term financial pain and keep their talent teams in place and invested in will have a competitive advantage over those that cut costs. Positioning ourselves correctly during this period will likely be the single biggest challenge for most teams in the next 12 months.” 22 RECRUITER
Dowling spent most of the past 18 months completing a transformation of the talent operating model at insurance marketplace Lloyd’s. The end-to-end model spanned everything from talent acquisition to learning, performance management and leadership succession. “We aimed for transformation end-to-end, including the parts of employee lifecycle outside of our direct control,” he says, adding that the team took an agile approach, which included continuous sprints aimed to bring swift process improvements. The final (and ongoing) piece of the change was elevating people manager capability across the organisation. “Great people managers hire, develop and retain great people, who can deliver more for the organisation,” he says. As a director of global HR at Open Society Foundations, he has not just the Lloyd’s programme but a wealth of experience to draw upon from roles at major organisations such as Diageo, Bupa and Centrica where he often found himself gaining “bolt-on” responsibilities. “Over the years, with good fortune, and by putting my hand up by way of gaining new opportunities, I’ve built different building blocks of experience,” he says. Open Society Foundations, founded by philanthropist George Soros, is the world’s largest private funder of independent groups working for justice, democratic governance, and human rights. He describes his first few weeks in his new role as “amazing” and adds: “The incredible mission-led nature of the organisation is almost overwhelming and aligns with my personal purpose.”
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11 MOST IN F L UEN T IA L I N - H O U S E R E C RU I T E R S
ISABELLE FERNANDES EARLY AND CREATIVE TALENT LEAD UKI & EUROPE, AVANADE
Avanade clearly recognised Isabelle Fernandes’ potential when she ﬁrst arrived as a graduate intern in 2017. The company, founded by Accenture and Microsoft to provide digital and cloud advisory and other services, recruited this rising star of the resourcing world the following year as an organisational change management senior analyst. She was then seconded to the talent acquisition team and early careers, and it wasn’t long before she made her mark by launching, leading and managing Avanade’s end-to-end early talent attraction recruitment and programme approach, which registered a 72% increase in hiring demand 2020-21. This year the focus has been to expand the graduate and apprentice programmes, launch the ﬁrst summer internship for students and extend the return-towork programme. Inclusivity will remain at the forefront of the
KESH LADWA HEAD OF TALENT ACQUISITION, UK & INTERNATIONAL, BBC NEWS
strategy, ensuring the company has “an ever-evolving deﬁnition of diversity”. For Fernandes, it’s not just about ﬁnding the talent, but also setting new hires up for success through training. “This should remain core to deliver diversity of thought and talent through our hiring strategies,” she says, adding ﬁrms must be increasingly creative in considering routes to market. “The social media wave is turning... It’s time to review and rethink who and how we reach talent.” But she also underlines the power of delivering “a truly human experience” through recruitment and onboarding. “Be that truthful connection between talent, business and their people.”
RAJ GILL UK & EUROPE GLOBAL TALENT ACQUISITION MANAGER, BT After arriving from water company Severn Trent last July and following the birth of her second child in lockdown, Gill built a recruitment team to fulfil her vision to change the way BT recruits to make it more proactive. She says it’s still a work-in-progress but there have been plenty of early wins. Hiring managers now work with the team on LinkedIn projects and in some of the most frequently recruited roles there is already a healthy pipeline of candidates. One of Gill’s proudest moments was to work alongside colleagues to bring “a life-changing opportunity” to 30 internal staff with the chance to start a new career within security. BT partnered with cybersecurity bootcamp specialist Capslock, which provided a 16-week virtual classroom training environment before employees were given a permanent role within BT Global. Gill has also expanded her remit from the UK to include Europe and is set on creating a world class TA function. This will mean aligning processes across both regions, developing a BT brand across Europe where the business is less well-known, as well as growing a diverse workforce with an equal gender split, creating opportunities for those from all backgrounds. She’s ever mindful of the war for talent. Strategies that mark you out from competitors have never been so important: “Salaries are not always the deciding factor,” she says.
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It’s been an extremely busy 12 months for Kesh Ladwa, who spent the ﬁrst half completing his interim assignment as strategic head of resourcing at Staffordshire County Council (SCC) before moving to a role at BBC News. At the council he designed, developed, implemented and managed a new resourcing and recruitment service, which has helped to deliver on SCC’s promise to be an employer of choice, reduced reliance on agencies through a direct sourcing model and helped TA become more data-centric, especially when it comes to attracting diverse talent. It has left the council with a robust in-house function, ﬁt for the future and next up is BBC News. He arrived in February at a time when the Corporation is facing its single biggest challenge to recruit world-class, diverse talent to meet organisational needs. Resourcing must also deliver on radical transformation to shift the talent acquisition model from reactive to proactive and consultative. Ladwa will draw on his immense public and private sector experience to rise to the challenge, though. He’s no stranger to effecting radical change and knows the importance of taking colleagues and other stakeholders on the journey with him and embedding them in the process. He says the task will also involve inﬂuencing senior leaders to utilise new attraction methods, tools and approaches to attract diverse talent and he will once again champion a data-centric approach. He’s mindful of the challenges ahead for the whole of the resourcing sector. Everyone will need to focus on their employer brand and EVP but, he says, this must be “authentic not tokenistic”.
11 M OST INFLUE NTIAL IN-HOUSE RECRUITERS
CATH POSSAMAI TALENT ACQUISITION DIRECTOR, EMEA & APAC (WORLDWIDE OPERATIONS), AMAZON
LESA MOLINARI HEAD OF RESOURCING AND EMPLOYER BRANDING, TAYLOR WIMPEY Molinari believes recruitment success comes from tuning into the leadership team to not only find deep insights into the nature of talent required but also areas of weakness and vulnerability. This is exactly the approach she took in her previous role in global talent acquisition and employer branding for Colt Technology & Data Centre Services. While there, she formulated a hybrid agency/in-house methodology that created predictability, a high level of integrity and accelerated hiring outcomes. It involved using trusted partners to undertake “intense” talent identification activity and deep screening before producing a digital package of intelligence relating to the highest potential candidates. The model was implemented globally across core markets in the UK and Germany but also to find top talent in newer markets such as Japan and India. The versatile Molinari leapt from tech to housebuilding this year, arriving at Taylor Wimpey in May. The company is one of the UK’s leading FTSE 100 housebuilders and is also the first and only UK housebuilder to have a female CEO in Jennie Daly. It aims to build 14,000 homes this year. Once again aligning herself to the leadership team, Molinari wants to help reinforce and build on the positive employee culture the CEO has steered and, in the bigger picture, support her commitment to working with local communities to create well-designed, sustainable neighbourhoods. “In my role I have the opportunity to leverage the huge range of diverse opportunities available – from graduate and trainee schemes to career changers and returners – to make the recruitment process appeal to a wider range of people and help Taylor Wimpey become an employer of choice,” she says. “The opportunity to evolve this excites me.”
In her first year at the online retailer, Possamai’s remit has expanded from Europe, Middle East and Africa to include APAC. After arriving in August 2021, she embarked on restructuring the EMEA team from mainly 360 recruiters into candidate partners and business partners. It was a major change programme, but Possamai says the benefits of increased specialisation and more capacity to partner on strategic initiatives with business stakeholders are now being felt. She’s also worked on “super charging” the European recruitment marketing function through restructuring and bringing in two senior hires. Amazon has traditionally done well in attracting female talent and military veteran talent, and the intention is to expand this approach into all other forms of diverse hiring which have had less focus. “My team has a clear purpose: ‘Connecting Diverse People to Exceptional Opportunity’ and we feel that responsibility very keenly,”
says Possamai. The TA function is also working hard on employer brand in some countries where, she says, adverse press coverage has influenced perception often incorrectly. She also wants to bring a more proactive approach to identifying internal potential and upskilling/reskilling to meet the skills gaps in the future, a problem all organisations face. She believes TA should play a leading role in this alongside L&D and HR, “rather than simply defaulting to external hiring as a fix”. Finally, Possamai wants to ensure that her team have fun in 2022 following the pandemic when they worked hard to support exponential growth: “It was fantastic to take many of them from across the world to RecFest [a UK event hosted by the Recruitment Events Company, see also News, pp6-7] to learn, network and enjoy the lighter side of our industry.”
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11 MOST IN F L UEN T IA L I N - H O U S E R E C RU I T E R S
TONI WILLIAMS-LONG DIRECTOR OF PEOPLE AND ORGANISATIONAL DEVELOPMENT, WEST MIDLANDS POLICE
LISA SCALES HEAD OF TALENT ACQUISITION, NESTLÉ UK&I What with post-Covid bounce back, low unemployment rates, scarcity of skills as well as inﬂation rates and problems compounded by Brexit and the Ukrainian crisis, being an in-house TA professional “is not for the faint-hearted”, says Scales, she adds that her team has risen to the challenge “brilliantly”. She joined Nestlé from water company Severn Trent in the middle of the pandemic (July 2020). The workforce at the world’s biggest food and beverage company is split in half between those who are factory-based, and worked throughout Covid-19, and half who worked remotely. However, the remote workforce is now transitioning back to a more hybrid, collaborative team structure. The TA function has been in a
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period of optimising performance, gaining efficiencies through automation and ensuring the company has a diverse and inclusive workforce, reﬂective of consumer demographics. All too often, Scales says she observes “an adverse camber” on priorities between people and resource planning and overall HR and business strategy. Nestlé, though, is “laser-focused” on aligning these and building for the future. In resourcing generally, she believes business leaders need to be educated “on the amazing diverse talent available” if the perception of how work is done is broadened. “The construct of a legacy job role is limiting. Enabling an environment to allow people to thrive and bring their whole selves to work is the role of every leader in every business,” she says.
Toni Williams-Long moved into her latest role at West Midlands Police (WMP) in May, just weeks before the start of the 2022 Commonwealth Games. It marked the largest sporting and cultural event to be held in the West Midlands and the biggest operation in the police force’s history. The remit was to provide a world-class level of security and ensure the Games were a safe and secure spectacle for everyone involved. She had already played a key part in ensuring the force had the talent and capabilities to fulﬁl its brief, having joined in 2019 as head of resourcing and recruitment, and then became assistant director for talent and organisational effectiveness. With WMP the second largest police force in the country, covering Birmingham, Coventry and Wolverhampton, the force deals with more than 2,000 emergency calls every day, this would have been a big job even without the added challenge of the Games. But her ability to seamlessly make the move from resourcing and recruitment to a broader talent role was never in doubt. While at Serco, she progressed to senior HR transformation and learning services roles after being head of UK recruitment. For police forces, their performance on the ground and at leadership level is in the spotlight, so people and talent strategies are key. In Williams-Long, WMP has the consummate HR and talent professional, praised for her passion, and clearly a force for good.
elect Offshore is an award-winning company with an enviable reputation as an international recruitment specialist for the offshore marine and energy industry. Since 2020, Select Offshore has more than tripled its headcount from six fee-earning recruiters to 20, plus four part-time staff, with the pandemic accelerating its expansion. Exemplifying the truism ‘Necessity is the mother of invention’, founder Mike Tann and his team found new ways to serve their clients and contractors – turning a potential disaster into success. Founded in 2013 by Tann and Ryan Burville, the company has 270-plus contractors working all over Europe, Taiwan, the US, West Africa, Australia
and Singapore. From an office in Billericay in Essex, the recruiter specialises in supplying marine and project crew working on support vessels for the offshore renewables and oil & gas industries. Jobs range from pilots of mini submarines or ROVs (remote operated vehicles) to crane operators and chief officers. 2020 started well for Select Offshore. The company received the royal seal of approval, winning the Queen’s Award for Enterprise and outstanding growth in international trade. The awards are among the most prestigious for UK businesses. “It came as a big surprise really – and a big conﬁdence boost. We knew our ﬁnancials were solid for the size of our company and the growth we had experienced was impressive, but it was the ﬁrst award we had applied for,” said Tann. Then came the jolt of the global pandemic. Tann said: “Covid-19 was a shock for everyone. Our contractors rely heavily on global mobility, ﬂying all over the world for crew changes. Countries began to close their borders, and serious problems began to arise for ship owners and seafarers alike. It wasn’t uncommon
for crew to be left on board for four or more months, which put a huge strain on the safety of our contractors.” When Trinidad and Tobago completely closed their borders, Tann and his team came up with the idea of chartering their own ﬂights to bring their offshore workers home. Using their Queen’s Award network, the Select Offshore team established a relationship with a local shipping agent. Working closely with the Ministry of National Security, they came up with a scheme to satisfy stringent border entry requirements including arranging a hotel quarantine facility in Amsterdam, PCR testing, daily temperature taking and a doctor to sign ‘ﬁt to ﬂy’ certiﬁcates. “After weeks of planning and late-night negotiations, we ﬁnally received the go-ahead from the Ministry that our ﬂight could proceed. The sense of achievement was immense,” said Tann. Monthly charter ﬂights at the height of the pandemic were then quickly organised by Tann and two of his top recruiters, Jack Stacey and Jak Harrington. The recruiters used marine tracking technology to identify all ship
SUCCESS Specialist recruiter Select Offshore is a success story created in part by the Covid-19 global pandemic. Rachel Masker investigates
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owners and companies operating in Trinidad and Tobago to discuss how to facilitate crew changes. “We were bringing a lot of people to the table. If we were helping our existing clients, great. If not, great because they would remember us,” said Tann. Stacey, who started at Select Offshore as an apprentice, had volunteered to ﬂy to Amsterdam and ﬁnd a suitable quarantine facility, a hotel ﬁve minutes’ drive from the airport. Stacey and Harrington then rotated responsibilities to ensure continuity of the ﬂights and safe passage of the offshore workers. During 2020-21, Select Offshore transported more than 2,000 seafarers who would otherwise have been left onboard for lengthy periods. “Having worked in the industry myself, the psychological effect of not knowing when you will return home can take a serious toll, so I can’t imagine how it must have felt for crews stuck on board in a country where borders were closed,” said Tann. “We realised we could extend this offering to other locations and quickly scaled the business, completing charter ﬂights to and from Barbados, Philippines, Myanmar, Angola and Panama.” Select Offshore operated the
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monthly charter ﬂights for about 18 months. It proved a highly proﬁtable venture, boosting the company coffers. “Chartering the ﬁrst plane cost £200k. So, it was a big risk but deﬁnitely one worth taking. The holiday trade had been hit hard and we used a broker in the UK to identify different aircraft of various sizes.” As about-turns go, recruiter to relief ﬂights seems a big one. Perhaps unsurprisingly, Select Offshore was crowned Covid-19 Champion 2021 in Recruiter’s Investing in Talent Awards (pictured above). Judges praised the company for “its swift pivoting to enable their ambitious goals to be achieved and the sacriﬁces made in terms of employment of available headcount and resources from what was, at the time, a very small team”. How did Covid help shape the company today? “The additional services we offered propelled our company forward. We built some very strong relationships with new clients and top-tier management who welcomed our unique offering,” said
Tann, whose company has averaged 30% plus growth in proﬁts for the past three years, excluding ﬂights. He added: “It gave us great pride that we were able to get offshore workers back to their families after long stints abroad and also get people to work who were unable to earn any money during the Covid crisis, due to lack of crew changes.” Being a recruiter for the offshore industry presents unique challenges, including visiting clients overseas, though Microsoft Teams meetings are now a regular occurrence. “The industry language is English, so that’s not too much of an issue,” Tann explained. “However, you do have to adapt to different cultures and countries. Certiﬁcation (to show contractors are suitably qualiﬁed) is vital and being compliant is an ever-evolving mineﬁeld. Different certiﬁcates are needed for different projects. “Payroll compliance is also a big challenge. Different vessel types, ﬂagship of vessel, location, nationality can determine tax responsibilities.” There are time pressures, too. “Quite often we get tasked with ﬁnding personnel available within 24 hours. Problem solving skills are essential as you may need to arrange some certiﬁcates before joining and trains, taxis and ﬂights for crew to be on board in time. Quite often they can live in remote areas, where it takes four to ﬁve hours to get to the nearest airport.” Brexit has further complicated matters. Depending on the location, UK nationals can’t work on offshore projects in the EU without a visa. For example, if the project is within 12km of Germany, UK nationals now require a visa. The same applies to EU nationals working within 12 miles of the UK. “I had no experience in recruitment prior to setting up Select Offshore,”
“It gave us great pride that we were able to get offshore workers back to their families”
said Tann, whose background was ﬁnance. By the time he and Burville started their recruitment business aged 24, they had already run several ventures together, including one importing motorcycle parts from China for sale in the UK. The business partners met at Brentwood School, an independent day and boarding school. Later, they both went to Loughborough University, where Tann studied for a degree in banking and ﬁnance. After various ventures, they worked together on an oil trading desk for Glencore Xstrata. “Ryan got a job ﬁrst. His CV showed we had run a couple of businesses together and the chairman asked if I would like to apply, too. After 11 interviews I got the job,” explained Tann who was born in Saudi Arabia but has lived in Essex since the age ﬁve. “It was a dream job, especially for people from our background [ﬁnance] but still we weren’t satisﬁed. The pay was astronomical but, in our eyes, we were still working for someone else,” he said. Driven by a desire to grow their own enterprise, the traders took the plunge. Initially their start-up was backed by Select Engineering, a well-established specialist recruiter, where Burville had previously worked. In 2018, the friends
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“We have seen women working as crane operators; however, it is very rare” bought Select Engineering’s share of stock to take total control of the company. Today the duo are the only directors of Select Offshore. Tann is responsible for day-to-day management while Burville steers its sister company, Select Tech, started with another school friend. As in many other industries, there is a skills gap in the offshore industry. “Getting more females on board would help,” said Tann. Currently 97% of Select Offshore contractors are male. While there has been a rise in female marine officer cadets, women typically take up positions as stewards or cooks. Tann said: “We have seen women working as crane operators; however, it is very rare. Quite often people only join the industry following family
members.” The recruiter would like to see more careers information in schools about opportunities in the sector. For example, offshore crane operators can earn up to £500 per day. Renewables are the future. “Our growth areas are offshore windfarm installation and offshore supply and construction vessels for cable and pipe laying,” said director Tann, who spent two and a half years as a project manager for an oil & gas drilling contractor in the Middle East and Asia. Further, Tann said: “Contractors are the future for a lot of roles in offshore renewables. They are project-based, so companies scale up their teams for big projects then might not have jobs for them for the long run. “The future for offshore wind energy looks extremely promising with the UK leading the charge worldwide in terms of development. Vast amounts of skill are now UK based, so great prospects for the country on projects worldwide,” said Tann. Today Select Offshore is on target to achieve a £12m turnover with £2.45m proﬁt, equal to £122.5k per fee-earning recruiter, excluding ﬂights. The company has an ambitious ﬁve-year plan to take the business to a £50m turnover and open new offices in the US and Europe. ●
IM AG E S | S H U TTE RSTO C K
Right to Work Changes: Your Questions Answered From 1st October 2022 the measures for remote right to work (RtW) will change. Act now to make ensure you remain compliant. You could choose the remote digital Scheme checks for eligible applicants, return to original document checks, or you could use a mix of the two methods. We know RtW compliance can be confusing, and there’s already enough pressure on busy recruiters ƚŽ ĂƩƌĂĐƚ ĂŶĚ ƌĞƚĂŝŶ ƚŚĞ ƌŝŐŚƚ ƉĞŽƉůĞ͘ ^Ž͕ ŚĞƌĞ͛Ɛ ƋƵŝĐŬ ĂŶƐǁĞƌƐ ƚŽ ƚŚƌĞĞ ŬĞǇ ƋƵĞƐƟŽŶƐ ǇŽƵ ŵĂǇ ďĞ ĂƐŬŝŶŐ yourself:
1. How can I cut through the complexity ǁŝƚŚŽƵƚ ŵĂŬŝŶŐ ZŝŐŚƚ ƚŽ tŽƌŬ Ă ĨƵůůͲƟŵĞ job? ŽŵƉůŝĂŶĐĞ ŝƐ͕ ŽĨ ĐŽƵƌƐĞ͕ ĞƐƐĞŶƟĂů ƚŽ ĂǀŽŝĚ ƚŚĞ ƉĞŶĂůƟĞƐ ŽĨ ŚŝƌŝŶŐ ƐŽŵĞŽŶĞ ǁŝƚŚŽƵƚ Ă ǀĂůŝĚ ƌŝŐŚƚ ƚŽ work in the U.K. But it can also be complex, especially ĂƐ ŐƵŝĚĂŶĐĞ ĐŚĂŶŐĞƐ͘ Zƚt ĐŚĂŶŐĞƐ ǁĞƌĞ ĮƌƐƚ ŵĂĚĞ ƚŽ ĂĐĐŽŵŵŽĚĂƚĞ ŽǀŝĚ ƌĞƐƚƌŝĐƟŽŶƐ ĂďŽƵƚ ŵĞĞƟŶŐ in person and guidance is now changing to include ƐŽŵĞ ŽĨ ƚŚĞ ďĞŶĞĮƚƐ ŽĨ ƚŚĞ ĚŝŐŝƚĂů ĐŚĞĐŬƐ ǁŚŝůĞ ƟŐŚƚĞŶŝŶŐ ƵƉ ƌĞŵŽƚĞ ŽŶďŽĂƌĚŝŶŐ͘ hƐŝŶŐ ĂŶ ŝĚĞŶƟƚǇ ƐĞƌǀŝĐĞ ƉƌŽǀŝĚĞƌ ;/ ^WͿ͕ ůŝŬĞ dƌƵƐƚ/ ͕ can help you to keep up to date with all the changes ĂŶĚ ĞŶƐƵƌĞ ǇŽƵƌ ĐŽŵƉůŝĂŶĐĞ͘ tĞ ĂƌĞ ŽŶĞ ŽĨ ƚŚĞ ĮƌƐƚ ĐĞƌƟĮĞĚ ĚŝŐŝƚĂů / ^WƐ ĂƵƚŚŽƌŝƐĞĚ ďǇ D^ ĂŶĚ h< ^.
Ϯ͘ tŚĂƚ ĚŝīĞƌĞŶĐĞ ǁŝůů ĚŝŐŝƚĂů ZŝŐŚƚ ƚŽ Work checks make to my recruitment process? dŚĞ ĮƌƐƚ ƚŚŝŶŐ ǇŽƵ͛ůů ŶŽƟĐĞ ŝƐ ƐƉĞĞĚ͘ ŝŐŝƚĂů Zƚt checks can reduce your onboarding process from ǁĞĞŬƐ ƚŽ ĚĂǇƐ͕ ĂŶĚ ĞǀĞŶ ĚĂǇƐ ƚŽ ŚŽƵƌƐ͘ dŚĂƚ͛Ɛ ŝŶǀĂůƵĂďůĞ ŝŶ Ă ĐŽŵƉĞƟƟǀĞ ƌĞĐƌƵŝƚŵĞŶƚ ĞŶǀŝƌŽŶŵĞŶƚ ĂŶĚ ŐŝǀĞƐ ŶĞǁ ĞŵƉůŽǇĞĞƐ Ă ƉŽƐŝƟǀĞ ĮƌƐƚ ŝŵƉƌĞƐƐŝŽŶ about your business.
3. Do digital Right to Work checks mean more cost? ĐƚƵĂůůǇ͕ ǁĞ͛Ě ĂƌŐƵĞ ƚŚĞ ŽƉƉŽƐŝƚĞ͘ dŚĞ ĐŽƐƚ ŽĨ ĚŝŐŝƚĂů RtW checks can be lower than physical, in-person ĐŚĞĐŬƐ͘ zŽƵ ĐĂŶ ĂůƐŽ ƐĐĂůĞ Ă ĚŝŐŝƚĂů Zƚt ƐĞƌǀŝĐĞ ƵƉ ĂŶĚ ĚŽǁŶ ƚŽ ŵĞĞƚ ĚĞŵĂŶĚ͘ dƌƵƐƚ/ ĐŚĞĐŬƐ ĂƌĞ ďĂƐĞĚ on a ‘pay-per-check’ system with a low minimum ŽƌĚĞƌ ǀĂůƵĞ͕ ƐŽ ǇŽƵ ĐĂŶ ĨŽƌĞĐĂƐƚ ĂŶĚ ƐƟĐŬ ƚŽ ǇŽƵƌ ďƵĚŐĞƚ͘ dŚĞǇ ĂůƐŽ ƐĂǀĞ ƟŵĞ ĨŽƌ ǇŽƵ ĂŶĚ ǇŽƵƌ ŶĞǁ employees, and help you keep on top of your busy recruitment schedule. But what’s more important ŝƐ ƚŚĂƚ ƚŚĞǇ ŚĞůƉ ǇŽƵ ĚĞƚĞĐƚ ĨƌĂƵĚƵůĞŶƚ ĂƉƉůŝĐĂƟŽŶƐ͕ ƌĞŵĂŝŶ ĐŽŵƉůŝĂŶƚ ĂŶĚ ĂǀŽŝĚ ĮŶĂŶĐŝĂů ƉĞŶĂůƟĞƐ͘ Ɛ ƚŚĞ ϭƐƚ KĐƚŽďĞƌ ĚĞĂĚůŝŶĞ ĂƉƉƌŽĂĐŚĞƐ͕ ǁŚǇ ŶŽƚ ĮŶĚ out more about online Right to Work checks and how technology can help? ǁǁǁ͘ƚƌƵƐƟĚ͘ĐŽ͘ƵŬͬƌŝŐŚƚͲƚŽͲǁŽƌŬ Ϭϭϭϴ ϰϲϲ ϬϴϮϮ ͮ ĞŶƋƵŝƌŝĞƐΛƚƌƵƐƟĚ͘ĐŽ͘ƵŬ
TH E VI E W AN D TH E I N TE LLI G E N CE
Pushing labour up the poli cal agenda p3 B I G TALKI N G POI N T
Overcoming shortages; prac cal solu ons p4 LEGAL U PDATE
Issue 99 Recruitment September-October 2022 Ma ers
Repeal of the ban on replacing strikers p6 Q& A
The benefits of a four-day week p7
Holiday pay and Harpur Trust v Brazel F
or many years, the issue of how to calculate holiday pay for employees who are on permanent contracts, but who work only part of the year or for irregular hours, has been undecided. In part, this is because of the case of Harpur Trust v Brazel – a case between a music teacher and her employer, which has been making its way through employment tribunals and the courts system since 2015. In July, the Supreme Court issued its final judgement in the case. This has brought some much-needed clarity on how holiday pay should be calculated in these situa ons. The decision could have some important consequences for recruitment businesses who employ staﬀ on zerohours or annualised hour contracts of employment, or if they use umbrella companies. Ms Brazel was employed on a permanent, zero-hours contract and worked for Harpur Trust as and when she was needed. She argued that her holiday pay had been calculated incorrectly and she took the trust to an employment tribunal for unlawful deduc on of wages by underpayment of holiday pay. Although the ini al tribunal found in favour of the trust, the Employment Appeal Tribunal found in favour of Ms Brazel. That decision was then upheld by the Court of Appeal, and now also by the Supreme Court. The judgement means that employers, including recruitment businesses, should no longer use a prorata method to calculate holiday en tlement for any part-year worker engaged on a permanent contract of employment. Contracts should be amended where this method of calcula on is s pulated. There is also the
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possibility that employees whose holiday pay has been calculated using the pro-rata method could bring a claim against their employer for unlawful deduc ons from wages. Further complica ons may arise if an umbrella company is involved, and it is yet to be determined whether the decision will be extended to cover contracts for services. This case has important implica ons for recruitment businesses and it is vital that you consult with a legal expert if you think you may be aﬀected. REC members have access to our dedicated legal guides, and can find more informa on and advice on the REC website. Members can also call our legal helpline for more help if needed.
Making great work happen
www.rec.uk.com 25/08/2022 12:13
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The new PM must put the labour market back at the heart of economic debate, warns Neil Carberry, REC Chief Execu ve
elcome to this edi on of Recruitment Ma ers! It’s been a long hot summer, but the weather’s not the only thing hea ng up – while we all sweltered in the summer sun, the Conserva ve Party’s leadership elec on reached its conclusion. As I write this, we s ll don’t know whether Rishi Sunak or Liz Truss will take up residence in Number 10. But for me, it’s clear what the first priority should be for the new Prime Minister – economic growth. Much of the debate over the past two months has focused on economic policy, and par cularly on tax cuts. But with infla on at its highest in 40 years, people and companies across the UK are really feeling the squeeze. Controlling the rising cost of living and doing business will be the first hurdle for any new PM to jump, and is vital for the country’s economic stability. One element that has been almost completely absent in the discussion is the labour market. Shortages are rife in every sector and area of the UK, so poli cians (and businesses) need to push this issue up the agenda and think long-term about workforce planning to get the economy growing. Our Overcoming Shortages report provides some possible policy solu ons, and we are taking it right to the government’s doorstep with a launch event in Parliament. This lack of a big-picture debate on work and everything that supports it – from childcare to training providers – means that technical details are also being missed, including the unintended consequences of IR35 reform, the need to deliver umbrella company legisla on, and the poten al damage of decisions such as repealing regula on 7. That’s before you take into account legal decisions such as Harpur (see p1), which have moved things on again for agencies. As always, the latest and best advice from our lawyers is available on the REC website. Our website is also where you can book ckets to our annual awards ceremony, where we celebrate the best of recruitment. Come and join us in London on 24 November for what is always a great night! If you want to keep up to speed with all things recruitment then follow me on Twi er @RECNeil 2
C A MPA I GN S
Shortage solutions and the big number we can’t ignore Shazia Ejaz, Director of Campaigns at the REC
he REC has talked about labour and skills shortages for years, but the pandemic pushed it up the poli cal agenda. For the past 18 months, we’ve been campaigning for government to understand the scale of this challenge and think about long-term solu ons. That’s where our latest report, launched over the summer, comes in. Overcoming Shortages: how to create a sustainable labour market demonstrates the economic impact of not taking ac on – a fall in UK GDP of up to £39bn every year from 2024 to 2027. But this report isn’t just about the impact of inac on, it’s about finding solu ons that will create a sustainable and produc ve labour market. Tackling shortages at a me of economic uncertainty requires business and government to work together to change behaviour and priori se people planning. This is a me for recruiters to make their exper se and voices heard. The report has been well received by parliamentarians, industry bodies and the media, and was covered by the Times, FT and the BBC among others. We launched it in Parliament and we’ve met poli cians from across the UK, as well as o cials in departments including HM Treasury, and given oral evidence at two more Select Commi ees (that’s five appearences on this topic so far). So what’s next? Over the next month, we’ll be a ending party conferences, speaking on panel events and engaging with more MPs about our findings. We’ll also drive our recommenda ons home in our Budget submission – watch our website. And we’re preparing for the next general elec on, developing a REC manifesto to influence policy development across all the main par es. We might have a new Prime Minister, but labour and skills shortages aren’t going away and it’s me to move beyond short-term, s cking-plaster solu ons. We will con nue to drive that message home. Check our report toolkit so you can help – it’s all hands to the deck to work for change to grow our labour market and support produc vity.
Recruitment Ma ers September-October 2022
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Leading the industry
the intelligence... Put equality, diversity and inclusion at the core of your people plan By Norah Song, Research Manager at the REC In the second quarter of 2022, employers’ confidence in both the UK economy and their ability to make hiring and investment decisions dropped quickly. With infla on rising and the Bank of England increasing interest rates even further, this is perhaps not a surprise. Skills and labour shortages also remain a big concern, leaving many businesses grappling with uncertainty about what the future holds. As companies across diﬀerent sectors experience di cul es in hiring, it can be hard to figure out what ac ons can be taken to a ract and retain talent. The REC’s recent report Overcoming shortages: How to create a more sustainable labour market highlights a number of prac cal ways they can do this. One vital part of the picture is the importance of pu ng equality, diversity and inclusion (EDI) at the core of your people plan. Many businesses understand the value of EDI in the workplace and have taken the ini a ve to implement inclusive policies into their recruitment process. The REC’s JobsOutlook survey found that 50% of UK employers use language in their job adver sing that is specifically designed to encourage applica ons from a diverse range of candidates. For more than 32% of employers, this language extends to sta ng that applica ons from diverse candidates are encouraged. However, the survey also found that a significant propor on of employers have not implemented EDI policies beyond job
of employers have not introduced any of the four EDI policies men oned in our survey.
adver sing, such as diverse interview panels and name-blind CV submissions. More surprisingly, 18% of employers have not introduced any of these four policies men oned in our survey. In a ght labour market, not ac ng to recruit the best talent from all demographic groups will leave your organisa on trailing behind. Businesses should start tackling skills and labour shortages by recrui ng from more diverse talent pools and providing tailored support for employees with diﬀerent backgrounds. Recruiters can act as partners, helping to execute EDI processes and reviewing clients’ internal policies. We hear stories of candidates refusing job oﬀers from companies that don’t demonstrate their EDI creden als, and candidates are increasingly considering employers’ EDI policies when they apply for jobs. A diverse and inclusive plan will put your organisa on in a more compe ve posi on in the labour market.
of UK employers use language in their job adverঞsing that is specifically designed to encourage applicaঞons from a diverse range of candidates.
The REC has produced several pieces of research and guidance to help recruiters improve both their own EDI and help them to advise clients. These have been produced in partnership with organisa ons including BITC, the Centre for Ageing Be er and the Fawce Society. Labour and skills shortages are widespread across the economy, and businesses cannot aﬀord to miss out on talented people – it’s me to put people first and recruit more inclusively to help boost your business’s prospects.
September-October 2022 Recruitment Ma ers
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Overcoming shortages report
big talking point
Put the ‘people stuff’ first
The REC’s new report Overcoming shortages: How to create a sustainable labour market o@ers suggesঞons to fix the skills crisis – and aims to push the issue up the agenda.
veryone agrees we have a labour crisis – the government, employers and recruiters. Too many people are leaving the labour market. Too few are entering it. It’s easy to point the finger at the Covid pandemic or at Brexit, but these have exacerbated an underlying situa on that was already brewing. Who knew? Well, recruiters did. The problem is that no one seems to have a strategy to deal with it and that isn’t sustainable. Things need to change and soon. Rather than complaining about the ghtest labour market in living memory and figh ng to oﬀer the scarcest jobseekers increasingly higher salaries, fuelling wage infla on, government and businesses need to work together and find long-term solu ons. This is why the REC has commissioned research to separate the facts from the anecdotes and recommend some real ac on that can, and should, be taken. As Neil Carberry, CEO at the REC, says, the point is not to complain, but to find solu ons. So the REC spoke to businesses across the UK and looked further afield to Germany and Canada. The strongest message, however, is that this issue needs more a en on from both business and the government. At 4
present, it is one crisis compe ng with a host of others – but le una ended it has the poten al to cost the economy serious money and to aﬀect growth. “We started by trying to iden fy the true costs of the problem, which is why we partnered with CBI Economics,” explains Kate Shoesmith, Deputy Chief Execu ve of the REC. “They found that if you assume there is a 10% increase in demand for skills over the next 18 months, then from 2024, if we do nothing to resolve this, it is going to cost the economy between £30bn and £39bn a year. This is the equivalent of the en re UK defence budget or the whole contribu on of the recruitment industry to the UK economy.” Furthermore, the economic modelling showed that the eﬀect of wage infla on to combat skills shortages will send prices up even further, reducing people’s disposable income and, therefore, public tax income. This will compound the losses. So what can we do about it? At government level, there is a clear need for a na onal labour strategy to look at everything from educa on and skills training to solu ons to specific labour pinch points. In Canada, for example, the
researchers found that the government has been joining up skills and immigra on policy to create a co-ordinated response and ac vely seeking migrants with much-needed skills. In Germany, where they already have a strong tradi on of skills training and workforce representa on, they, like the UK, have problems with labour par cipa on. In response, many German public-sector agencies have collaborated to encourage more people to enter the workforce and resolve specific skills shortages. Such collabora on seems to be a key feature of a successful response to the problem – no one group can deal with it alone. Interviewees across UK business repeatedly highlighted the importance of collabora ons between industry, government, the educa on sector and, of course, recruiters. “We have found pockets where businesses are doing interes ng and valuable things,” Shoesmith says. “This is the prac cal side where businesses can make a diﬀerence.” For example, she points to a business in the renewable energy sector that par cipated in the Kickstart scheme with the REC and now works with school
Recruitment Ma ers September-October 2022
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leavers and students over the summer holidays to teach them about the sector and to oﬀer paid work experience. They have found that this paid them back in the insights that they got from the students, as well as ge ng young people excited about their job vacancies. But businesses need to acknowledge the problem and face it head on, with workforce planning strategies being
discussed at board level, she adds. “If organisa ons are saying that ‘people are our business’, why are they not making this issue a C-suite priority?” Recruiters also have a part to play. “We have more strategic conversa ons with clients about their workforce than anyone else. We should be asking them to look beyond pay at why their staﬀ are jumping ship,” Shoesmith says. “We must
10% surge in demand for sta@ across the economy could cause a 1.2% fall in expected GDP and producঞvity by 2027 – cosঞng the economy £30bn to £39bn a year. 10% increase in demand equates to 1.7 million jobs. Skilled labour shortages in the 1980s led to a 1.7% fall in A
77% of firms say skills shortages are a barrier to investment. 5 million workers could become acutely under-skilled in basic digital skills by 2030.
In the UK, data-driven skills shortages cost the economy
£2bn a year. www.rec.uk.com
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ask them: ‘What are the assets at your disposal? Why are people not taking on your jobs? What are you oﬀering them?’” At na onal level, the REC can contribute to the debate with the government and urge all the relevant par es to work in partnership to create the policies we urgently need. At regional level, recruiters can contribute by sharing best prac ce highlighted in the report with clients. Local government agencies, job centres, recruiters and educa onal ins tu ons also need to talk about the regional jobs market and collaborate to solve local shortages. “There is no one-size-fits-all solu on,” Shoesmith says. “Local recruitment companies tend to have much be er regional data than the available na onal figures, because data takes me to be reported. We need to examine what we encourage students to study. They need to know if there are few employers who require those skills locally – most people don’t travel far from where they are born to find a job.” In addi on, recruiters can talk to clients and to local employment groups about the numbers of people who are leaving the labour market and who are economically inac ve in the region. “Why are people op ng out?” asks Shoesmith. “It’s possible that the cost of living crisis will pull some back into the jobs market, but we must remind employers that most people who are currently not working will not be found in the job centre. Recruiters are likely to have a be er idea of who these people are and may be able to find out what would tempt them back.” The REC has also called for the government to reconsider the appren ceship levy. “It’s not working,” Shoesmith says. “Employers are paying into it, but they can’t use it to train temporary workers and many have limited use for appren ces. Why not make this a flexible training fund that can be used for a broader range of people and courses?” There are many elements to this crisis and a variety of solu ons will work in diﬀerent places. But it needs to be at the top of the agenda for government and business. Ignoring it will cost us all. September-October 2022 Recruitment Ma ers
Repeal of the ban on agency workers covering strikes By Melissa Mhondoro, REC Solicitor
ince 1976, employment businesses have been banned from supplying agency workers to replace staﬀ who were taking part in strikes or industrial ac on. This was enshrined in Regula on 7 of the 2003 Conduct Regula ons that govern our industry. But on 22 July 2022, the government approved a change to the Conduct Regula ons, eﬀec vely repealing Regula on 7 and allowing agencies to supply temporary workers to cover strikes. What does this mean in pracঞce? The restric on under Regula on 7 applied only to employment businesses supplying temporary workers. This change is therefore unlikely to aﬀect employment agencies placing employees on a fixed-term or permanent basis during industrial ac on. However, employment businesses should think carefully about the poten al consequences of supplying temporary workers in such dispute situa ons.
How to increase staff retenঞon By Fi Marshall, writer at Wo er
Under the Conduct Regula ons, employment agencies and businesses must ensure that supplying a worker would not be detrimental to the interests of either party. Health and safety considera ons are relevant, as agency workers will have to cross picket lines, passing striking employees, to get to work. Picket lines are o en tense and could become violent. The fact that strikes and other industrial ac on do not normally last long also makes it more diﬃcult for an employment business to judge the level of risk to agency workers. The regula ons also place a duty on employment businesses and agencies to provide suitable workers for an assignment. In a strike, hirers are likely to require people at short no ce and for a short period. This leaves less me than usual for employment businesses to carry out the necessary checks on candidates before the assignment, and to consider and/or raise any suitability issues with the hirer.
One of the highest costs in recruitment is staﬀ turnover. The average cost of replacing an employee earning £25,000 is £30,614, and recruitment agencies experience an average turnover rate of 43% – about triple the na onal average. These costs can be a serious drain on profits, yet too o en they are wri en oﬀ as a quirk of the industry. It’s true that recruitment is a high-pressure career, and this contributes to the high turnover rate. But, with the proper employee engagement techniques, agencies could see significant improvements in their reten on rates. Two key areas of engagement where employees could benefit from more support are onboarding and mental health. Onboarding When training a new recruiter, you’ve got an opportunity to hit the ground running in engagement terms. Providing new starters with the right support not only helps them to perform
Recruitment Ma ers September-October 2022
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The future of Regulaঞon 7 On 26 July, trade union law firm Thompsons Solicitors wrote a le er to the Business Secretary, Kwasi Kwarteng, on behalf of 12 unions. Thompsons intends to challenge the repeal of Regula on 7 on the grounds that it violates Ar cle 11 of the European Conven on on Human Rights and the EU-UK Trade and Coopera on Agreement. The unions also raise the failure of the Business Secretary to consult on the change as required by the Employment Agencies Act 1973. Un l the outcome is determined, Regula on 7 remains repealed, but employment businesses should consider their obliga ons and reputa onal risks when deciding whether to supply temporary workers to stand in for striking workers.
be er, and quicker – it also teaches them what to expect of your company in the future. Giving your new employees plenty of one-to-one me, a range of training materials, and a lot of bonding opportuni es with their team is a great way to raise engagement from the beginning. Mental health The stressful nature of recrui ng is hard to get around, but pu ng preventa ve measures in place to guard your employees against mental health problems can be a massive help. In prac ce, this could mean: • hiring a private health provider – especially one with access to counselling; • sharing mental health resources; • running sports/medita on sessions at work. These two elements are just a star ng point, but taking steps to engage be er with your employees can help to keep your talented people happy and working to their full poten al. www.rec.uk.com
Producঞvity and saঞsfacঞon
Joanna Cooper is MD of Bucks and Berks Recruitment The basics don’t change
Our business is 100 years old this year and the fundamentals are the same as when my grandmother bought it in 1947. The company assets then were index cards with the details of the clients.
It’s who you know
Rela onships are the key to everything. In 1947, a recruiter knew all the local personnel managers and, when a candidate walked in, they would contact them and say “You need to see this person”. They didn’t need CVs. It was all about the rela onship and the client trus ng the recruiter to know their business. This is s ll crucial today – and it’s why recruitment can never be fully automated. Successful recruitment depends on human interac on.
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What I know
The secrets of business longevity and the benefits of a four-day week
Take the long view
I’m the third genera on of my family to run the company, which we know goes back at least to 1922. We’re not the oldest recruitment company in the UK, but I think we may be the only one that has retained its name. Some of our team have been with us over 25 years. Our clients and candidates stay with us too – we have placed the grandchildren of former candidates in their first roles.
… but evolve constantly
We’re proud of our long history, but we have survived and grown by con nually moving with the mes and the market. The fundamental ethos is constant, but everything else evolves.
Simon Girling is director at Girling Jones
Why did you o@er your team a four-day week?
About a year before the first lockdown, I decided to work a four-day week and it was wonderful. I take Wednesdays oﬀ and it changed the pace of my life. I take the children to school and some mes have lunch out with my wife. At the same me, I’m more energised and eﬀec ve when I’m in the oﬃce. So, once we were back on an even keel a er Covid, we oﬀered this to all 16 of our staﬀ. We announced it last Christmas and I then found out about the interna onal four-day week pilot programme, so we joined that in order to benefit from the shared resources, feedback and support.
What did you hope to achieve?
We did it purely to improve the lives of the
team and boost loyalty. We hoped it would also help us to a ract staﬀ.
How does it work?
The only rules are that everyone works Monday and Friday, produc vity must not go down, and client and customer service must never suﬀer. Each team must ensure adequate cover each day. People take the same day oﬀ each week, although there is some flexibility.
What are the results?
The staﬀ love it and we’ve raised produc vity on every measure, probably because people are more energised and organised. It’s been a great business decision and has boosted employee happiness as well as a rac ng new staﬀ. From a company perspec ve, it’s given us an extra chocolate boost – and great publicity.
September-October 2022 Recruitment Ma ers
Training and support
The search for talent: is it time to change the way we recruit?
By Charlo e Gibb, Employment & Skills Campaign Manager at BITC With a new challenge reported every day, “shortage” is becoming a strong contender for 2022’s word of the year. Labour and skills shortages con nue to present a challenge for businesses, with the REC’s new Overcoming Shortages report highligh ng the impact that these have on employee engagement, consumers and, ul mately, on investment and economic growth. These labour shortages are demonstrated by the record 1.3 million job vacancies. A 2021 ONS report found that more than half of businesses are unable to meet demands. The issue of skills shortages has been steadily growing in recent years, and Brexit and Covid-19 have also contributed to this issue, as workers have le the labour market. However, the picture is less gloomy if we look through a diﬀerent lens and focus on those who want to work. There are 1.3 million people who are unemployed and 1.7 million people who are economically inac ve, but would like to be working – forming an untapped talent pool of 3 million people, more than twice the number of job vacancies. So why are businesses s ll struggling to fill roles? As the Overcoming Shortages report recommends, “Equality, diversity and inclusion should be at the core of your people plan” and this needs to encompass all aspects of diversity. The UK’s untapped talent pool is made up of older people returning to the workforce, young people seeking their first posi on, refugees, disabled people and people with criminal
Recruitment Ma ers
The oﬃcial magazine of The Recruitment & Employment Confedera on Dorset House, 1st Floor, 27-45 Stamford Street, London SE1 9NT Tel: 020 7009 2100 www.rec.uk.com
Recruitment Ma ers September-October 2022
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convic ons; it is neurodiverse and ethnically diverse.
Opening doors to untapped talent
Business in the Community’s Opening Doors campaign is calling on employers to make changes across five core principles of inclusive recruitment: 1. Create partnerships that connect people from disadvantaged groups to your jobs. 2. Show candidates that you’re commi ed to inclusion. 3. Make sure that job descrip ons and adverts are comprehensive and use inclusive language. 4. Focus on the essen al skills and capabili es that are needed to do the job. 5. Priori se accessibility and eliminate bias. Each of these principles is underpinned by specific ac ons, with Opening Doors employers commi ng to making three or more changes to their recruitment prac ces. Making these specific, targeted changes will help businesses to bridge the gap between their labour shortages and the UK’s untapped talent. Since its launch in February, the campaign has gained the support of 27 employers, whose commitments will collec vely make more than 423,000 jobs more inclusive. Unfortunately, many standard recruitment prac ces deter or exclude some jobseekers. Asking for certain qualifica ons might exclude a neurodiverse jobseeker, who never performed well under the pressure of exams because of, for
example, au sm – even if they are an excellent problem-solver and have 10 years’ experience as a manager. Placing too much emphasis on recent experience, rather than focusing on skills, could mean your jobs are not accessible to a refugee who has been wai ng for three years for the right to work, or a parent looking to return to the workforce a er a career break. Requiring candidates to declare criminal convic ons at the first stage of recruitment, regardless of whether you would later factor this into a recruitment decision, could deter someone with convic ons from applying for fear of being automa cally rejected. Recruiters who are looking to fill vacancies and increase the diversity of their own workforce need to address these barriers by adop ng inclusive recruitment prac ces. Sign up to the campaign to join the likes of Axa, ASDA, Deloi e and Thames Water and make 2 million jobs more inclusive by 2025.
Membership Department: Membership: 020 7009 2100, Customer Services: 020 7009 2100 Publishers: Redac ve Publishing Ltd, 9 Dallington Street, London EC1V 0LN Tel: 020 7880 6200. www.redac ve.co.uk Editorial: Editor Ruth Pricke . Produc on Editor: Vanessa Townsend Producঞon: Produc on Execu ve: Rachel Young rachel.young@redac ve.co.uk Tel: 020 7880 6209 Prinঞng: Printed by Precision Colour Prin ng © 2022 Recruitment Ma ers. Although every eﬀort is made to ensure accuracy, neither REC, Redac ve Publishing Ltd nor the authors can accept liability for errors or omissions. Views expressed in the magazine are not necessarily those of the REC or Redac ve Publishing Ltd. No responsibility can be accepted for unsolicited manuscripts or transparencies. No reproduc on in whole or part without wri en permission.
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RE C RUITM E NT TECHNOLOGY
By SUE WEEKES
RECRUITING As the business world changed how we approach work following the pandemic, modern recruitment technology came to the fore and propelled the industry into the new regime of work
ome and remote working have been with us for decades. But when the UK announced the ﬁrst Covid-19 lockdown on 23 March 2020, many people still had to reinvent overnight how they worked. As a sector built on face-to-face contact and communication, recruitment had to be resourceful – fortunately, the technology was already in place to come to its rescue. What would have been unthinkable as online processes many years ago, such as interviewing and onboarding, had already started to be embedded into the recruitment process by many recruiters. Recent years have also seen agency and direct recruiters bring digital recruiting tools together in their technology stack, integrating them with applicant tracking, assessment and other systems. Video interviewing is fast maturing as a technology with a number of tried and tested service providers in the sector. Euan Cameron, CEO of the video interviewing specialist Willo, estimates that due to the rise of video calls during the pandemic, the
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RECRUIT M E N T T E C H N O LO GY
adoption of video technology has leapfrogged ahead by ﬁve years. Its video interviewing platform is used in 195 countries to interview candidates between the ages of 16 and 80 years. Cameron claims the service chalks up an average candidate rating of 9.8 out of 10. When video interviewing ﬁrst appeared, it was accompanied by negative perceptions among some recruiters and candidates with fears
that it would promote bias. Cameron says that since 2020 the company has worked hard to help train and educate people out of bias traps. “The most important thing to consider is that bias is not solved by technology. Bias is a people problem which is best solved by training and education,” he says. Typically, there are two categories of video interviewing: live two-way interviews with a recruiter asking questions and one-way, on-demand, which requires the candidate to record answers to questions. Eric Sydell, executive vice president of
innovation at Modern Hire, which acquired the video interviewing platform Sonru in 2020, said candidates can sometimes feel intimidated by on-demand interviews and early concerns haven’t “totally evaporated”. “They are probably lessening over time though, especially as the world has gotten more comfortable with virtual technologies,” he says. “When you look at survey research on video interviewing, it tends to show a high degree of candidate acceptance, but you can still ﬁnd gripes about the experience that candidates post online.”
VIDEO INTERVIEWING IN ACTION SaaSLeads aims to hire and train the “future sales stars” for companies around the world. Alex Walker, head of talent acquisition at the company, says that more core to the company is using Willo as part of the selection process for sales development representatives (SDRs), forming the second stage assessment for students. The star rating system means that it has been able to build a more standardised scoring matrix and has successfully assessed almost 200 candidates to date. “We have a really high completion rate and usually hit 100% completion rate of the videos sent out each week,” she says. “It’s really easy to set up internally and we were using it confidently within a week or two. The platform is intuitive to use for candidates and there are no lengthy downloads or registrations for them to complete. Willo also integrates beautifully with Teamtailor, which is our ATS.” The company also uses Willo to complete right-to-work checks digitally by asking the candidates to upload a recording of themselves with their identification as well as asking them to upload a copy of their ID. The main advantages over face-to-face interviewing at this stage is flexibility for the candidate, explains Walker. “We have a lot of candidates who are finishing exams or need to work around other commitments and we see a lot of people completing over the weekend or in the evenings.” Her advice to recruiters using such systems is to keep it simple and try to make the candidate feel at ease. “Keep iterating and trying to improve, don’t assume that you’ve created a perfect process first time; things will need a tweak. For candidates – we tell them to practice but don't read from a script. Have good lighting, a good camera angle, look smart and smile! It’ll make a huge difference to their energy and how engaging they are.”
I M AG E S | X X X X X X X
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IM AGES | SHUT T ERSTOCK
RECRUIT M E N T T E C H N O LO GY
Similarly, there were also concerns that a video interview played more into the hands of the younger generations. Willo’s age demographic shows this doesn’t necessarily bear out and Cameron explains that the platform was developed for use by candidates with the most basic understanding of video technology. “Eighty per cent of candidates who complete a Willo interview have never competed in a video interview before – this is signiﬁcant as we have a duty to all candidates to ensure that they have the best interview experience ever.” Sydell agrees and says such tools must always be used in a way that supports the needs of the candidate, not just the company. And when using such “virtualisation technologies”, he urges recruiters to not simply conduct a traditional face-to-face process online. “Instead, it should be redesigned to take full advantage of digital capabilities while also elevating the candidate experience beyond what it could be otherwise.”
I M AG E S | SH UT T E R STO C K
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“Virtual recruiting and onboarding are a natural evolution as employees and companies navigate the new world of work that is more dynamic and more output-focused” He adds: “We’ve done scientiﬁc studies to determine the clearest messaging for candidates. Critically, developers must use technology to make the human experience better rather than worse. If they don’t, the hiring experience ends up being overly cold and dehumanised.” To be successful, he says, recruiters should provide candidates with the full context of how the interview is being used. They should be personalised as far as possible, and time built in to practise and re-record responses. Any automated scoring should be fully described, and candidates should have the opportunity to opt
out of that scoring without harming their application. Clients should think about how to enhance existing processes with technology, rather than creating entirely new ones online, Cameron says. Willo is often used to replace the traditional phone screen call. “It’s much easier to adopt new technology when the old process is already understood,” he says. “For candidates we have a great resource centre to help them become video interviewing experts.” While the platform often replaces the initial application/CV and phone screen, it is also often used to conduct panel interviews for senior roles. “It’s a great way to get multiple stakeholders at board level to see candidates answering recorded questions without the hassle of co-ordinating in-person panel interviews.” Virtual onboarding is less mature as a technology than video interviewing but is gaining momentum and demonstrated its value in the pandemic to enhance the digital recruitment lifecycle. It is the latest product to be added
RE C RUITM E NT TECHNOLOGY
I WOULDN’T WANT TO BE WITHOUT… Alongside core modules such as applicant tracking, CRM and some of the platforms discussed here, typical talent management and acquisition product suites span everything from chatbots and text recruiting functionality to artificial intelligence and analytics. But, on a more personal level, which tools do top recruiters find indispensable? To find out, we asked some of our 11 Most Influential In-house Resourcers which piece of technology, aside from email, makes most difference to their working lives.
MATTHEW JEFFERY, director UKI talent attraction & acquisition “This past two years I could not have managed without video conference technology with Teams and Zoom. From a work perspective, being able to still see my team, in groups or one-to-one on screen, helped maintain a sense of togetherness and support for one another. Mental wellbeing is critical and whilst we get used to hybrid working, people are still not ready to embrace regular office life. Video conferencing software remains essential in keeping us connected. But I am also grateful for the delete/unfollow/mute functionality. For mental wellbeing, a break-away [from social media] helps the mind purify. We need to #BeKind and support one another through very challenging times.”
to SmartRecruiters’ talent acquisition suite. The company sees virtual recruiting as the new norm, especially in enterprise and knowledge-worker dense companies but says even retail and customer service companies are ﬁnding value in remote or virtual interviewing, assessment and onboarding with candidates. “It is cost-effective, can provide a robust experience, and drives consistency and efficiency,” says Allyn Bailey, executive director, hiring success at SmartRecruiters. “I do believe the more senior the role and more ‘traditional’ the company/industry, you will ﬁnd there is a desire to still have people engage in person during the interview and onboarding process, however even this is happening later on and less frequently in the overall selection and onboarding experience.” In terms of good practice, similar implementation principles apply to those of video interviewing. Bailey advises against mimicking in-person tactics online. “That never works well and always ends up losing something in the translation. Instead, think through the overall experience you are looking to create and then explore how the technology and virtual tools can help you achieve it.” She stresses that for new joiners, the value of virtual onboarding is the ability to navigate it at their own pace.
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TOBY CULSHAW, senior manager, global talent intelligence, consumer talent programmes, Amazon “For me the most essential tool may come as a surprise. Given what I do many may think it will be a talent intelligence platform or deep analytics tool or an amazing visualisation. But it is the humble, yet powerful, Excel. I would argue that it is the single most powerful and underutilised tool that we all possess. Being able to use tooling to bring your data to life and be able to speak the language of the business could not be more important today or moving forward – getting comfortable with Excel will therefore be vital.” RAJ GILL, UK & Europe global talent acquisition manager “It must be any form of insights tool – whether it be LinkedIn Insights or platforms such as Horsefly. When the market is particularly challenging, there is a need for specialist skilled resourcers, and we are battling with attrition challenges. Tools that can provide real time data are invaluable. They really help shape the conversation with managers early in the recruitment process and support and steer the attraction strategy.”
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“When you are new, there is a lot coming at you at once. Virtual onboarding solutions allow new joiners to experience the content in various ways, both when they are onboarded and later in the next few weeks and months to refresh and remind themselves of details that may have been missed.” Although more and more workers are returning to the office following the pandemic, other factors such as the cost of commuting and the cost-of-living crisis will continue to fuel the rise in hybrid workforces who divide their time between a place of work and remote working. Moreover, the incoming generation of graduates, who were forced to study virtually because of the pandemic for large periods of time, this will be a natural way of working. Recruitment processes need to reﬂect these major shifts. “Virtual recruiting and onboarding are a natural evolution as employees and companies navigate the new world of work that is more dynamic, less location and more output-focused, and connected through more complex data ecosystems,” says Bailey. “As the world changes how they approach and see work, the processes, tools and experience expectations are changing as well.” ●
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RECRUITMENT WEBSITE (BELOW £50,000) • Camino Partners • eArcu - IWG • Havas People - IHG Employer Website • WeLove9am - Jewish Care • WeLove9am - Signature
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INTERNAL COMMUNICATIONS • CA3 - Autism Unlimited • Reward Gateway • Stafford Long & Partners - DNV Energy Systems
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E SOCIAL NETWORK CO M M UNITY
WHAT HAVE YOU BEEN UP TO? GET IN TOUCH! Up and down the country, recruiters have been busy raising money and awareness for charities and those in need. Here are just a few of you…
VIQU PLEDGES TO SUPPORT UN GOALS Last year, VIQU IT Recruitment committed to support the UN’s 17 Global Goals, including on climate change and zero hunger. At the start of this year, VIQU announced its Green Pledge, a three-year journey. Having already achieved Carbon Net Zero within months of its announcement, the VIQU team have turned their attention to one of the UN’s other Global Goals ‘Zero Hunger’. So far, they have made two major donations of food items and toiletries to Birmingham City Mission, a local organisation which helps the homeless, and VIQU plans to do another food bank drive at Christmas.
L-r: Lilley Rouse and Alexandra Motoc, junior project managers at Pertemps, with some of the donated laptops
PERTEMPS GIVES OLD LAPTOPS TO KIDS Recruitment specialist Pertemps Network Group has donated 60 laptops to a Midlands charity that provides devices for schoolchildren to help them catch up on their missed learning during the pandemic. The laptops will be refurbished by Wolves Tech Aid and then redistributed to families in need across the Wolverhampton area.
HAYS RISES TO THE 50KM CHALLENGE FOR HOMELESSNESS In aid of its charity partner End Youth Homelessness (EYH), 54 employees across Hays UK embarked on a 50km+ challenge to raise awareness and funds for the youth homelessness charity. The challenge, consisted of cycling 26km to and from the base of the tallest mountain in England, Scafell Pike, hiking 19km up and down the mountain, before completing the challenge with a 5km kayak on Lake Windermere. Their amazing efforts have raised £41k+ for EYH so far, with donations still coming in.
EUROBASE GOLFERS GO A FAIRWAY FOR THE INDEE ROSE TRUST Chelmsford, Essex-based Eurobase People has chosen The Indee Rose Trust as its charity of the year. The Trust makes bespoke treasure boxes for children around the UK who have been diagnosed with brain and spinal tumours. Three Eurobase staff members played four rounds of golf in a single day, starting at around 4.20am, walking more than a 26-mile marathon and raising over £1,800 on its GoFundMe page at https://gofund.me/0a758e5b
L-r: Senior consultant Matt Carter, MD Paul Springall and senior consultant Nick Tipler
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CO M M U N I T Y
“Working with talented people and being there for one another is extremely important” MY BRILLIANT RECRUITMENT CAREER What was your earliest dream job? When I was younger, I wanted to be a news broadcaster. I thought it was a route to meeting interesting people le and travelling the world. Who would uld have thought I would do exactly that hat within my recruitment career!
What was your first job in recruitment and how did you come into it? Almost by accident! I applied for a trainee manager role but the advert rt didn’t say it was in recruitment. I got the job and enjoyed it from day one. e.
Who is your role model – in life e or in recruitment? My father. He was a successful businessman and instilled in me a great work ethic. He taught me and my sisters that we could achieve anything – even in a world heavily biased towards men.
What do you love most about your current role? The interesting people I meet. Shipping is so international, so I get to work all over the world and enjoy meeting people from different cultures. I still get a buzz from placing someone in a job they are excited about.
What would you consider to be the most brilliant moment of your career? When I did an MBO and subsequent trade sale of The Locum Group. All the hard work paid off ! I had never done anything like that before but luckily was part of a supportive
I M AG E S | A L A M Y/ISTO C K /SH UTTER STO C K
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TERESA PEACOCK Managing director, executive search, at maritime recruiters Spinnaker
TERESA PEACOCK management team that worked to great success. Working with talented people and being there for one another is extremely important; a collaborative team can achieve far more than any individual.
What would you regard as your signature tune?
Laugh or cry, what did your most memorable candidate make you want to do and why?
What was your sanity go-to during Covid-19 and various lockdowns?
A candidate who would only accept a job in the Middle East if they would also relocate her pet rabbit from Australia. They agreed and the rabbit was safely reunited with its owner! There have also been frustrations with candidates turning down roles for unexpected reasons. It shows the importance of probing people on their motivations at the outset. This avoids ‘back to square one’ scenarios, which are frustrating for you and your client.
Nina Simone, Feeling Good. Every day is a new day, and amazing things can happen. Feel good about yourself and the rest follows.
A nice glass of red wine! On a more serious note, my two adult children were at home during lockdown, which made life fun. Spending time as a family helped keep us sane. We’d get dressed up and have celebratory dinner parties for different occasions – from a graduation to birthdays and Halloween!
What did you learn about yourself during the pandemic? I have always lived my life at a frantic pace, but the pandemic deﬁnitely forced me to slow down – occasionally! ● Teresa Peacock spoke with Roisin Woolnough.
E CAREERS CO M M UNITY
The Bristol-based recruitment ﬁrm has promoted senior manager Vic Singh to assistant director for sales and customer experience. Singh will be responsible for driving sales and delivering quality service to its clients and candidates.
The IT infrastructure recruitment ﬁrm has appointed Martin Rennison as contract director to lead its US and UK contract divisions. He joins with more than 16 years of recruitment and leadership experience.
BLUESTONES Tim Trotter joins the recruitment investment ﬁrm as its new chairman. He has more than 30 years’ experience in business and support services, ﬁnancial services and media.
CIPHR The SaaS HR provider has appointed David Burns as chief technology officer. He joins the group’s leadership team and board of directors with immediate effect. 44 RECRUITER
HEIDRICK & STRUGGLES
The Recruitment & Employment Confederation (REC) has appointed Alyx Peters as the ﬁrst chair of its Advisory Council. She will lead the Advisory Council in supporting the REC’s Board and leadership staff. The REC’s Advisory Council was created to support the Board by inputting on strategy, policy and the direction of the organisation. The Advisory Council meets twice a year and its members bring valuable expertise, knowledge and understanding of their specialist sectors and regions to the REC’s governance structure. Peters has been working in recruitment since 2001 and is currently the CEO of Network Recruitment Wales. She is also managing director of MPS Healthcare and SET Recruitment. Sarah Thewlis, chair of the REC Board and MD at Thewlis Graham Associates, said: “I am delighted that Alyx has been appointed chair of the Advisory Council. Her enthusiasm, ideas and professionalism will be a huge asset to the recruitment sector and REC Board over the coming years.”
Fletcher Coutts joined the business in March 2021 as a market and business development consultant and is promoted to divisional manager specialising in the cleantech sector.
The executive search ﬁrm has appointed Will Krents as principal in its Boston office, joining with more than 15 years of experience to the executive recruiter.
HORTOR The Leeds-based resourcing and managed service consultancy has made several appointments and a promotion to its business. Ryan Jones and Jack Paul join as strategic development managers to support a global portfolio of clients.
sector recruiter has made three senior hires (see image, below left). Kirsty MacDougall (left) joins as people director, and Louis Hall (right) and James Le Tissier (centre) join the Government recruitment team as director and divisional manager respectively.
KEYSTREAM The NHS private and public
David Molén joins the global executive search ﬁrm as a partner. Molén brings 15 years of experience in executive search and assessment to the recruiter.
Email people moves for use online and in print, including a short biography, to firstname.lastname@example.org
Movers and Shakers_Recruiter September-October 2022_Recruiter-NEW.indd 44
OAKLEAF PARTNERSHIP The specialist HR, reward and payroll recruitment and executive search business has launched in the US, creating two managing director roles. Simon Hunt, who has managed all teams within Oakleaf Partnership, will become MD of Oakleaf Partnership (US), already with a team in place. As a result of Hunt’s move, Amy Morris has been promoted to UK MD, where she will assume immediate responsibility for Oakleaf Partnership’s UK business.
Redactive Publishing Ltd Fora, 9 Dallington Street, London EC1V 0LN 020 7880 6200
RMS RECRUITMENT The business and management recruitment specialist has appointed James Rycroft to its business in the Tees Valley as regional sales manager. He brings 17 years’ experience in engineering and technical recruitment.
ROBERT HALF Marnie H Wilking joins the recruitment ﬁrm on its board of directors. Based in California, Wilking is a Fortune 250 chief information security officer and the global head of security and technology risk management at Wayfair.
The umbrella employment services provider has appointed Russell Upton as business development and key accounts director. Upton brings more than 20 years’ experience working in ﬁnancial services and employee beneﬁts sector and was previously sales director at umbrella company Sterling Group.
PEDERSEN & PARTNERS
Sasa Stebe joins the executive search ﬁrm as client partner within the leadership consulting practice in the Adriatics. She has previously spent more than 12 years in senior corporate HR positions with Novo Nordisk, Goodyear HR and NLB Group.
The recruiter has promoted Michael Humphreys from group MD to CEO of its business. As CEO he will lead the ﬁrm through its next stage of growth. Humphreys takes over from founder and outgoing CEO Paul Bromwich, who as chairman, will lead Tempest’s incubator programme.
The global executive search and talent consulting ﬁrm has appointed Antonio Papa as a partner, based in London, to further strengthen its global platforms, gaming & technology practice. Papa joins SRI after four years of leading executive recruitment, globally, at gaming and technology pioneers Build a Rocket Boy.
EDITORIAL +44 (0)20 7880 7603 Editor DeeDee Doke email@example.com
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CIRCULATION and SUBSCRIPTIONS Recruiter is the leading magazine for recruitment and resourcing professionals. To ensure each issue of Recruiter magazine is delivered to your desk or door, subscribe now at https://subs. recruiter.co.uk/subscribe. Annual subscription rate for 12 issues: £35 UK; £45 Europe and £50 Rest of the world • Recruiter is also available to people who meet our terms of control: http://bit.ly/RecruiterCC • To purchase reprints or multiple copies, or any other enquiries, please contact email@example.com or +44 (0)1580 883844 CONTRIBUTIONS Contributions are invited, but when not accepted will be returned only if accompanied by a fully stamped and addressed envelope. Articles should be emailed. No responsibility can be taken for drawings, photographs or literary contributions during delivery, transmission or in the editor’s hands. © 2022 Redactive Media Group. All rights reserved. This publication (and any part thereof) may not be reproduced, transmitted or stored in print or electronic format (including but not limited to any online service, any database or any part of the internet) or in any other format in any media whatsoever, without the prior written permission of Redactive Media Group. Redactive Media Group accepts no liability for the accuracy of the contents or any opinions expressed herein. The publishers cannot accept liability for any loss arising from the late appearance or non-publication of any advertisement for any reason whatsoever. ISSN 1475-7478
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E THE LAST WORD CO M M UNITY
“I worked in a busy recruitment ﬁrm when I ﬁrst worked in recruitment and it’s a great learning curve”
David Hunt On-the-job training is not something you can replicate online ens of thousands of students around the country picked up their A level results in August, while many graduates are considering their ﬁrst career move. These so-called ‘Generation Zs’ have suffered unprecedented disruption to their education. Thanks to a global pandemic, most recent and current graduates have undertaken most of their signiﬁcant learning remotely. Even when they could, many universities controversially did not return to teaching in person or holding lectures. Meanwhile, this year’s A level and GCSE cohorts have also been in and out of lockdown and learning remotely for many months during a crucial period of their education. But it was not just classroom learning they missed out on – they missed out on the experiences of normal everyday living. The pandemic may have
had a positive effect on their exam results when it came to teacher-assessed grades in 2020 and 2021 – although 2022 students may not be so lucky as the ﬁrst students since 2019 to sit the actual exams – it almost certainly had a negative effect on their social interactions. Literally shut away from contact with almost everyone apart from family, many young people have been left simply unaccustomed to dealing with people in person in a way that previous generations did. It is almost certain that many school leavers and graduates looking for their ﬁrst jobs will expect or want to move straight into the new world of work they have heard so much about – ﬂexi or remote work – with most of their communication carried out online. For sectors like recruitment, that could cause real issues. As we know, traditionally a new starter
might learn on the job on a noisy and buzzing sales ﬂoor. But as school leavers and graduates pour into the market, I think there could be a problem attracting fresh talent to the industry unless we can make office working attractive again. Perhaps one way is to focus on the genuine beneﬁts of working face-to-face and working in a team at the beginning of your career. It is one thing for more experienced staff to take on ﬂexi or remote roles. This is of course commonplace, and expected, at more senior levels. But companies must work doubly hard for this to work well for junior staff, and junior staff are certainly missing out if they do not spend time with their peers and seniors. Indeed, how can young people in any industry – not just recruitment – become successful leaders of the future if they have not experienced the workplace? On-the-job training is not
something you can replicate online. Being in the office gives you the chance to be around experienced people and listen and learn. I worked in a busy ﬁrm when I ﬁrst worked in recruitment and it’s a great learning curve. How else do you teach graduates and school leavers to interact, build rapport and learn how to be part of a team and how to act appropriately in professional situations? We all know that the early years in recruitment can be hard, but they can also be fun, rewarding, sociable and teach you a lot about yourself and others. Recruitment is a great industry for young people to consider and they will get to experience a buzz that they have certainly missed out on in the last few years. ●
David Hunt is CEO of Hyperion Executive Search
Last Word_Recruiter September-October 2022_Recruiter.indd 46
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