INCORPORATING Recruitment Matters
Business intelligence for recruitment and resourcing professionals
01 Recruiter April.indd 1
! cut the risk, cut the admin
do you make placements in the public sector? If your candidates operate through their own limited company, new IR35 legislation for the public sector shifts responsibilities from their company to the agency. From 5th April 2017, that means more ﬁnancial risk and more admin for you. You’ll decide IR35 status, collect personal data, deduct PAYE, report via RTI, pay HMRC, issue P45s and P60s... Get it wrong, and the ﬁnancial risk is yours. With giant precision, we take away the risk and the admin. Join one of our free nationwide events to explore your options. Call or email us now.
www.giantprecision.com phone 0330 024 0946 © giant group plc 2016 giant is a registered trademark of giant group plc
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C R ONT ENT S
INCORPORATING Recruitment Matters
05 Recruiters slam ‘hitman’ Hammond Chancellor Philip Hammond comes under criticism from recruiters for his Budget decisions 06 Come fly back to work easyJet is targeting cabin crew who want to ‘get back for more bedtimes’ in a new recruitment drive
07 Talent management pilot scheme in the House A talent management scheme for middle managers is being piloted in the House of Commons
07 Star recruit: Peter Capaldi, leaving the Tardis as Doctor Who 08 This was the month that was... 10 Contracts & Deals
19 THE BIG STORY Game Changers 2O17
Recruiter shines a spotlight on five game-changing technologies
32 Dreaming of a big pay day How recruitment owners can achieve the best rewards after building a successful business
E COMMUNITY 37 38 40 41
43 48 49 50
12 Insight Manager vs Leader: A PageGroup report highlights the differences between the two
Social Network Employability Business Advice Community careers Availability rules in shortterm thinking My brilliant recruitment career: Matt Price, Raw Talent Academy Recruitment Movers & Shakers Recruiter Contacts The Last Word: Gregory Allen
Viewpoint Julia Kermode, Freelancer & Contractor Services Association (FCSA) Soundbites
I M AG E S | P E T E R SEAR LE / ISTO C K
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www.investingintalent.co.uk REC.04.17.004.indd 4
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apoleon is usually credited, or blamed, with once characterising Great Britain as a nation of shopkeepers. Perhaps it’s time to evolve that legendary characterisation to ‘a nation of
self-employed’. From tech start-up entrepreneur to ‘White Van Man’ who might do some DIY on a cash-only basis, the UK’s self-employed population boasts a colourful and hard-working spectrum of men and women whose fortunes and failures rest solely on their shoulders. Our chancellor, Mr
“Mr Hammond and his advisers do not understand the current world of work”
Hammond, has an entrepreneurial working background, his CV including a stint as a healthcare and nursing care home developer. However, Mr Hammond doesn’t get it. He and his advisers do not
understand the current world of work and the changing world of self-employment. With the Spring Budget, he has slapped tax hikes on those who choose to work for themselves without fully understanding their impact. Why could the government not wait until the completion of Matthew Taylor’s independent review of employment practices in the modern economy to develop a more thoughtful approach? No, the Taylor review is not about taxation – but what the review is likely to reveal could inform an approach to taxation that truly reﬂects the currents of different types of self-employment today. A phrase about ‘horse’ and ‘cart’ comes to mind…
DeeDee Doke, Editor
Recruiters slam hitman-to-the-selfemployed Hammond BY COLIN COTTELL
RECRUITERS HAVE CRITICISED Chancellor Philip Hammond’s Spring Budget for failing to support Britain’s business owners and entrepreneurs, and damaging future job creation. Among the measures that came in for criticism were changes to the way dividends are taxed, which will see the amount that the self-employed and business owners can pay themselves in dividends before being taxed falling from £5k to £2k. A rise in Class-4 National Insurance Contributions (NICs) paid by the self-employed from 9% now to 10% in 2018 and 11% in 2019 also came under ﬁre. James Ballard, managing partner at HR recruiter at Annapurna HR, told Recruiter the changes would have negative “psychological as well as ﬁscal effects” on entrepreneurs. This risked putting people off setting up new businesses, and threatened future jobs growth because it was these businesses “who were the job creators of the future”. Ballard continued: “I don’t know if the government really understands what goes through the mind of entrepreneurs or small business owners. They say they support small business, but I don’t think they have thought it through.” Jonathan Ellerbeck, founder of technology and insurance recruiter Gravitas Recruitment Group, told Recruiter the changes would mean “fewer people setting up as self-employed”. He said that contractors, who paid themselves dividends through their own companies, would be hit particularly hard. For the typical Gravitas contractor who earned £100k a year, this would mean they would be £2.5k a year worse off. But taken with the changes to NICs he estimated they could be up to £5k a year out of pocket. Ellerbeck said the changes were “deﬁnitely not supportive” of people who wanted to set up their own businesses and grow them. ●
IM AGE | GET T Y
34,163 FOLLOWERS AS OF 9 MARCH 2017
Come fly back to work with us, says easyJet BY DEEDEE DOKE
BUDGET AIRLINE EASYJET is targeting “people who want to get back to their families” to recruit for cabin crew roles on short-haul ﬂights as part of a wider talent acquisition strategy to combine its consumer and employer brands. Speaking exclusively to Recruiter, James Ryding, the airline’s head of talent acquisition, said that the strategy did not focus on a speciﬁc demographic but “a whole set of people” who had experienced the opening up of Europe to them through travel. “It’s important our employment model matches people who go on our ﬂights,” he said. Targeting workers who want to “get back for more bedtimes” also reﬂects the opportunity to bring on board more mature workers who have “a greater sense of authority on a ﬂight” and are capable of handling nervous ﬂyers, disruptive passengers and health issues that can develop onboard, Ryding said. As the airline extends its European reach, Ryding and his team face recruitment challenges in markets where easyJet may not be well known as an employer. For instance, in Berlin and Hamburg, Ryding said: “We’re talking with union personnel about why easyJet is a good place to work. We’re having mature conversations around engagement.” As a result of these conversations as well as having had union representatives attend candidate
assessment centres, the airline is able to have its recruitment advertisements stamped “PV [union] approved”. This demonstrates to candidates that the union considers the airline’s recruitment practices fair and that
employees are treated well. The union has also been helpful in advising easyJet on appropriate employment practices for the market, Ryding said. An example has been easyJet’s move to offering permanent roles in Germany instead of contract opportunities. The airline itself has enjoyed commercial success to date in Germany. Said Ryding: “An employer brand takes some time to grow.”
Find more daily news stories at recruiter.co.uk/news 09/03/2017 16:24
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K ARRI VUORI, HEAD OF M&A , PANMU RE GORDON
“I would like to be a staffing company at the moment”
Talent management pilot scheme in the House
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BY DEEDEE DOKE
A TALENT MANAGEMENT SCHEME for middle managers is being piloted in the House of Commons and the Parliamentary Digital GARY BROWNING, A recent recruitment fair at the House Service. of Commons is another initiative the PENNA’S FORMER CEO organisation has trialled Launched last autumn, the initiative “The Competition and Markets Authority is intended to help the make HMRC look like pussy cats” organisation focus on “how we can build a skilled workforce” by developing career pathways that can give participants eventual exposure to board level opportunities, Jenny Radcliffe, talent manager in Corporate Services at the House of Commons, told Recruiter. Fifteen middle managers are in the ﬁrst tranche of participants for the one-year pilot. “It’s a structured programme of activities, aimed at accelerating the development of high potential people,” Radcliffe said. Content includes individual coaching, a series of inspirational speakers discussing themes linked to the PHILIP HAMMOND corporate strategy and modular learning based on development UK CHANCELLOR needs identiﬁed by the group. “In addition,” Radcliffe said, “the participants are building “My ambition is for the UK to be the best their networks as they are working with people from across the organisation and gaining exposure to senior leaders.” place in the world to start and grow a Participants self-nominated and were chosen on the basis business” of both ability and why they were passionate about working in the House of Commons. “People not selected were proactively offered feedback to help continue STA R RECRUIT their development in a different way,” ROS KINDERSLEY, director of comms Alastair could join the board as a Radcliffe said. EXECUTIVE CHAIRMAN Campbell, Tucker knew communications director OF COMMUNICATIONS exactly when to prevent for a wide spread of She went on to say RECRUITER JFL SEARCH the government ministers sectors – energy, financial that post-programme & SELECTION, OFFERS from digging themselves services, FTSE 100s – it’s ADVICE TO PETER into a hole and how to limitless. Capaldi will want support is currently CAPALDI, WHO RECENTLY push them out of the to remain in the thick of it, ANNOUNCED HE IS TO spotlight. at the heart of the news being designed along STEP DOWN AS DOCTOR After a sabbatical agenda. with “deﬁning what WHO. in the Tardis, Capaldi Most important of all “Peter Capaldi first came could take on a Tuckerwill be his ability to build the next programme to fame as Malcolm Tucker, type role as a director a strong relationship with will look like, taking spin doctor extraordinaire of communications the CEO, whose career in the political satire in and expert in crisis will depend on Capaldi’s on board lessons from The Thick of It. Based management. strategic approach to the pilot”.● loosely on Labour Party Alternatively, he communications.”
THIS WAS THE MONTH THAT WAS… Here is a round-up of some of the most popular news stories we have brought you on recruiter.co.uk since the March issue of Recruiter was published F E B R U A R Y •‒‒‒‒‒‒‒‒‒‒→
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FRI, 24 FEB 2017
FRUSTRATED RECRUITERS COMPLAIN LINKEDIN REDESIGN IS ‘CONFUSING AND RESTRICTED’
CONFUSION REIGNS AHEAD OF PUBLIC SECTOR IR35 CHANGES
Recruiters have hit out at professional network LinkedIn over a redesign that has affected the way members use free and premium service search functions. A number of recruitment professionals have told Recruiter that over the past few weeks they have noticed changes to their LinkedIn accounts. These changes have caused one irate user, Mark Jury, a recruitment manager at Bristol-based Parkway Engineering Services, to go so far as petitioning the company to restore perceived lost features. UPDATE: Within a fortnight of Recruiter’s story, Jury said he had received an email from LinkedIn, seen by Recruiter, conﬁrming the professional network plans to restore the following member services: • Postal code radius search • The ability to use ‘AND’ and ‘NOT’ in Boolean searches • Text search for company page, ﬁrst and last name search, job title search and school ﬁelds • Sticky ﬁlters: When users select ﬁlters for searches they remain in place for future searches until they are deselected using the ‘Clear all’ button at the top of their ﬁlter list Commenting on the development, Jury told Recruiter: “I’m very happy… To be fair to them, throughout the whole process, they have always been very professional and I couldn’t ask for more in terms of what they’ve done.” More: http://bit.ly/2mXuPpR http://bit.ly/2lXgOYe
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Confusion and uncertainty reign ahead of rule changes to the tax status of interims and contractors working in the public sector. Due to come into effect in April, the new rules mean that public sector end clients will be responsible for determining whether a worker who operates through a personal service company or other intermediary is caught by IR35 or is genuinely selfemployed. Where the worker is caught by IR35, the new rules will also make the fee payer, who will often be a recruitment agency, responsible for deducting and then paying the worker’s tax, National Insurance and employer’s NI. Claire Carter, director public service at Interim Partners, told Recruiter: “There is a complete lack of knowledge across the market. It is quite obvious that there is widespread confusion surrounding the changes to IR35. Because of the confusion, people are unprepared for the changes, although it varies across the market.” Matt Gascoigne, chief operating officer at public sector and not-forproﬁt recruiter GatenbySanderson, told Recruiter there had been “a degree of paralysis” as people waited for the online assessment tool. “We are still waiting for an awful lot of decisions about workers’ status, but of course D-Day is getting very close,” he said. CEO of ContractorCalculator Dave Chaplin told Recruiter that many people were “just unprepared” for the changes. “They need to know whether they are caught by IR35 and should be moving to a payroll, or know for certain that they are not going to get caught,” he said. More: http://bit.ly/2mtkFPR
MON, 27 FEB 2017
HMRC HITS BACK AT CRITICISM SURROUNDING ITS IR35 SUPPORT HM Revenue & Customs has hit back following criticism from recruiters late last week over confusion created around April’s changes to the tax status of interims and contractors working in the public sector. Recruiter reported current widespread confusion around the changes, with HMRC coming in for criticism from agencies. In response to the criticism, an HMRC spokesperson told Recruiter that it was “untrue” to say it had not been providing help and support to public sector organisations and their suppliers. “We continue to work closely with public sector organisations and their suppliers to ensure people have the right information ahead of 6 April,” said the spokesperson. “The Employment Status Indicator Tool has been available to public and private sector organisations during private development and will be publicly available shortly. “Since the government confirmed at Autumn Statement 2016 that reform of the off-payroll working rules in the public sector will be implemented on 6 April 2017, support materials, including draft legislation and guidance about the changes, have been published on GOV. UK.” More: http://bit.ly/2mN6uGu
IM AGES | ALAM Y / ISTOCK / S H U TTE RSTO C K
FRI, 3 MAR 2017
Club med on the recruitment trail C Ho Holiday provider Club Med has launched a recruitment drive for 1,000 new roles an and has launched an interactive website called #UniqueWorld2Work to support th this recruitment campaign for the upcoming spring/summer season. According to the company, this features a new series of “immersive” videos ou outlining what it is like to work at Club Med’s resorts across an array of roles inc including bartender, childcare specialist, chef de partie and water ski instructor. More: http://bit.ly/2lTw
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CAPITA TO STREAMLINE AFTER ‘DISAPPOINTING’ PERFORMANCE
DUTCH EU EXIT A ‘HUGE PROBLEM’ FOR RECRUITERS
Capita is “on track” with its proposed sale of specialist recruitment business Capita Education Recruitment, Monarch, Team24 and Medicare First, according to the business outsourcing provider’s CEO Andy Parker. An update on the proposed sales was provided in full-year results for the year ending 31 December 2016, in which Parker pointed to a “disappointing performance” in which pre-tax profits fell 33% to £74.8m and announced Parker is to leave the firm after 16 years. Following a review, the group revealed it will sell its Capita asset and specialist recruitment businesses – that are not integral to its technologyenabled outsourcing solutions business – with the aim of creating a “new leaner, simpler” organisation. Parker revealed Capita has received “good interest” in these businesses and remains confident it can complete the sales this year. The results statement also revealed Parker will step down from the group’s board and leave the company later this year. Capita added that its board is in the process of choosing a new CEO, though Parker will remain in the role to facilitate a smooth transition.
A Dutch exit from the European Union would be “hugely problematic” to the country’s ability to attract talent and for UK recruitment agencies operating in the country, recruiters have warned. This week a new Dutch poll commissioned by thinktank Bruges Group found 56% of people in the country wanted to leave the European Union, while 44% wanted to stay. Commenting on the poll, Jim Ryan, director at UK-headquartered energy staffing specialist ERSG, said a Dutch EU exit or ‘Nexit’ would be “hugely problematic” for his agency which has an office in the Netherlands. “We would potentially rethink the Dutch office because it would be a big problem,” he said. Meanwhile, Gijs Notte, consultant at Amsterdam-based IT recruiter RAVEcruitment, said Nexit would adversely affect his agency’s ability to continue to attract non-EU workers, who seek to come to the Netherlands initially and then move on to other EU states. “That would have an effect on whether people from outside the European Union choose to work and live in the Netherlands,” Notte told Recruiter.
MON, 6 MAR 2017
LONDON-BASED RECRUITERS RAISE FEARS OVER BUSINESS RATE HIKE Recruiters are worried an upcoming increase in business rates will eat into proﬁts, with agencies having to “suck up” rate hikes. The Institute for Fiscal Studies warned businesses and councils in London faced paying an extra £800m to support other parts of England. The changes mean London councils will see their incomes rise as business rates jump, while Northern councils will lose out as rates fall. And London-based agencies have told Recruiter agencies will simply have to “suck up” the rate rise. Ed Vokes, director and founder of Evolve Hospitality said: “What can you do as a business? You suck it up and get on with it. It either erodes into your proﬁt line or you ﬁnd a way of making more money to cover it.” Meanwhile, David Morel, managing director at secretarial staffing specialist Tiger Recruitment, told Recruiter while the rate increase will hit his ﬁrm’s bottom line, leaving London just isn’t an option. David Taylor, MD at global telco staffing specialist First Point Group, agreed. “We are Central Londonbased purely because we want to attract a wide range of staff. We feel we’ve got to be central, so we’ll stay.” More: http://bit.ly/2mwexq3
Find more daily news stories at recruiter.co.uk/news p8_9_the month that was.indd 9
WWW.RECRUITER.CO.UK K 9
IS THE DEAL WON BY MOBILE JOB MARKETPLACE JOB TODAY WITH EUROPEAN BROADCASTERS
CONTRACTS & DEALS
Adecco Recruitment giant Adecco has announced it is the main sponsor of this summer’s Lucerne Festival. The Lucerne Festival is a series of classical music festivals based in Lucerne, Switzerland. This summer’s festival takes place between August and September.
Gattaca International engineering and technology staffing specialist Gattaca has adopted software provider Bullhorn’s customer relationship management (CRM) system. The firm says the move will help it grow its business and increase transparent working across its various locations and sectors of operation.
ManpowerGroup Recruitment giant ManpowerGroup has signed a multi-year agreement under its Experis brand to be Scuderia Ferrari’s official HR partner for the upcoming Formula 1 championship. Experis has worked with Ferrari in Italy for three years, providing engineers and skilled technicians to support Ferrari’s motor sports activities. Commenting on the deal ManpowerGroup chairman & CEO Jonas Prising said: “We are pleased to partner with Scuderia Ferrari in such a fast evolving market... We are seeing the emergence of a skills revolution and finding the right balance of technology, talent and human connection will be what enables both people and businesses to succeed.”
Maxxima Healthcare recruitment agency Maxxima has partnered with South Oxfordshire sales recruitment business Raw Talent Academy. Maxxima is seeking to recruit four recruitment consultants through Raw Talent’s thorough academy process to undergo a rigorous training and development programme.
Brightwork Group & Recruit Right Recruiters Brightwork Group and Recruit Right have signed up to Stronger Together – a business-led alliance sponsored by the UK’s largest supermarkets – in a bid to root out and eradicate modern slavery in business supply chains.
JOB TODAY Technology firm and mobile jobs marketplace JOB TODAY has announced a $35m (£28.7m) gross media deal with European broadcasters represented by RTL Germany, German Media Pool and Atresmedia. RTL Group owns RTL Germany and holds a strategic minority shareholding in Atresmedia.
QX Recruitment Services Recruitment outsourcing provider QX Recruitment Services has been appointed as business partner to the Recruitment & Employment Confederation (REC). QX Recruitment delivers a 360-degree recruitment processes ranging from core recruitment through to back office functions and payroll, and finance & accounts services to recruitment agencies across the UK.
DEAL OF THE MONTH
Proactive Technical Recruitment Specialist recruiter Proactive Technical Recruitment has been given airside status at London’s Gatwick Airport. The group says the move follows key clients being appointed to carry out significant programmes of work
p10 contract deals.indd 10
with Proactive building on-site teams, and to work alongside several main contractors to deliver airside trades staff within both Gatwick and Heathrow airports. The group, part of nGAGE Specialist Recruitment, was
awarded airside signatory at Heathrow early last year. Commenting on the agreement, Proactive CEO Matt Johnson said: “By gaining airside signatory status at both Heathrow and Gatwick, almost overnight we have been able to
establish ourselves as a market leader in aviation recruitment. “The pace of growth is such that our on-site teams are always growing – creating new opportunities across the business.”
More contract news at recruiter.co.uk/news 09/03/2017 14:54
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MANAGER VS LEADER Too often organisations neglect to differentiate between managers and leaders. The result? Potentially disastrous. Without setting clear expectations, defining the right skill sets for leadership roles and creating a model for succession planning, businesses will struggle to find suitable candidates, says a new PageGroup report
Leverages individual and team strengths to delegate tasks effectively Continually builds knowledge of how to develop staff and help the team achieve business objectives Finds and drives solutions to improve efficiency and work outcomes
Proactively identiﬁes, develops and retains quality talent within the organisation Focuses on how to best structure the team to create the most productive and inclusive culture possible Has a strong drive to develop others and nurture a culture of self-improvement
Efficient prioritisation of both individual and team objectives Takes ownership from the outset to gather information in order to make informed decisions Always aware of commercial information relating to the business and considers all aspects when making decisions
Always considering how initiatives and projects can beneﬁt more than just one business area Empowers teams to make decisions that support the growth of the business, beyond their immediate responsibilities Investigates different viewpoints by actively seeking out open discussions with others, including senior stakeholders
PageGroup’s ‘The Future of Leadership: Robots, remote working and real-time reactions’ delves into distinct differences between Managers and Leaders in integral business areas
Future transition tip: As continuously updating skills becomes increasingly critical in an ever-competitive job market, making the move from manager to leader will require an acute knowledge of how to develop talent through continuous training opportunities. Retaining talent by providing flexible career options within the organisation will be paramount.
Future transition tip: The ability to encourage an entrepreneurial culture, and empower others to make decisions that improve the everyday (and more importantly, beyond), will become a must-have when transitioning from manager to leader.
Future transition tip: With technology bringing a rapid and unprecedented rate of disruption, honing the ability to take risks, adapt to change and foresee implications for customers and employees alike will be critical to becoming a successful leader.
Future transition tip: With creativity such a crucial principle of business today, to be a successful leader, you need to feel comfortable at fast failing in start-up-style and be able to encourage employees to innovate and come to the table with what’s next and new.
Takes a risk-averse approach to ensure that outcomes are delivered as expected Has a balanced and appropriate attitude and demeanour in all situations; treating others with respect Actively delivers and focuses on an ethical and fair outcome at all times
Becoming a leader will require the ability to inspire creativity on a daily basis, with guidance but not necessarily structure (due to the need for flexible business operations).
Drives a consistent approach and outlook irrespective of challenges or issues being faced Actively embraces different situations as they arise in a positive way and promotes learning from mistakes Establishes stretch targets to drive consistent high-quality output and deliverables
ENDORSES AN OPEN CULTURE
Future transition tip:
Anticipates how long-term trends in the markets, economy and technology will impact the business Develops ambitious business plans which link directly to creating competitive advantage and leveraging all team members’ skills Willing to take risks and break rules with the understanding that it is natural to encounter problems and hurdles when pursuing a vision
Gives ongoing and constructive feedback to others and provides ideas and support for continual improvement Consistently interacts with others to build a clear understanding of their motivations and values Approachable and regularly seeks and welcomes feedback and input; acting upon it positively and appropriately
Proactively assumes responsibility for owning and driving change opportunities forward in all situations Creates an environment where others are encouraged to innovate and openly rewards creativity in others Leads by example: encouraging others to ﬁnd creative solutions to business challenges
SHAPES AN INSPIRATIONAL CULTURE •
Creates an environment where all individuals in the team feel able to proactively contribute to and shape the business strategy Continually inspires team members and colleagues to excel and share their opinions Under pressure is still able to develop business/personal plans and make decisions based on calculated risks
In association with:
AWARDS CONGRATULATIONS TO OUR 2017 RECRUITER AWARDS SHORTLIST SHORTLIST ANNOUNCED AGENCY RECRUITMENT LEADER OF THE YEAR / Ben Cambage – TFS Healthcare / Matthew Churchward – The Asoria Group / Lee Dempster – Just IT Recruitment / Matt Ellis – Executive Network Group / James Gorfin – G2V / Leon Howgill – Advanced Resource Managers / Jim Roach – ARV Solutions / Raj Tulsiani – Green Park IN-HOUSE RECRUITMENT LEADER OF THE YEAR / Melissa Gee Kee – Unilever / Matthew Jeffery – SAP / Kesh Ladwa – Warwickshire Police and West Mercia Police RECRUITMENT INDUSTRY ENTREPRENEUR OF THE YEAR / Lee Bown – Recart / John Buckman – Recruit Ventures / Lucy Chamberlain – C&C Search / Brian Crowley – TTM Healthcare / Daniel Goldstein – Elements Talent Solutions / Simon La Fosse – La Fosse Associates / Paula Rogers – Admiral Recruitment / Rob Wilde – Volcanic
In association with:
BEST CANDIDATE EXPERIENCE / Driving World Class Candidate Experience – GSK in partnership with Amberjack / Cambridge Network Recruitment Gateway – Cambridge Network / Barclays Graduate Recruitment Experience – Barclays in partnership with Capp & Co / KIMS Hospital / Regional Conveyancing Programme – My Home Move / Brand Insights Book – SAP / SAP’s Assessment Strategy to Revolutionise Candidate Experience – SAP in partnership with The Chemistry Group and GameSparks BEST GRADUATE RECRUITMENT STRATEGY / University recruiting Strategy – Cisco Systems / DLG Graduate Recruitment – Direct Line Group / Lloyds Banking Group in partnership with Capp & Co / Severn Trent Graduate Recruitment – Severn Trent in partnership with Capp & Co / Sky Betting and Gaming
BEST APPRENTICE/SCHOOL LEAVER RECRUITMENT STRATEGY / Compass Group in partnership with Blackbridge Communications / DLG Apprentice school leaver strategy – Direct Line Group / EGGER UK in partnership with Access Training, TDR, Baltic Training, Discovery School and Tyne Metropolitan College / Go North East in partnership with Gateshead College IN-HOUSE INNOVATION IN RECRUITMENT / Sky Betting and Gaming in partnership with Chatter / SAP’s Innovative Assessment Strategy – SAP in partnership with The Chemistry Group and GameSparks / With Heart. With Mind – An Army Officer story – The Army in partnership with Tonic / Unilever in partnership with Amberjack
MOST EFFECTIVE EMPLOYER BRAND DEVELOPMENT / HCA Healthcare UK in partnership with Blackbridge Communications / Legal & General in partnership with Pink Squid / We are Randstad, We are Recruitment – Randstad UK / SAP’s New Employment Brand Redesign – SAP / Holland & Barrett in partnership with SMRS / Swinton Insurance in partnership with SMRS / LV= Employer Brand 2016 – LV= in partnership with ThirtyThree BEST IN-HOUSE RECRUITMENT TEAM / Talent Acquisition – 4Com / House of Fraser / KIMS Hospital / SAP Employment Brand and Sourcing Team – SAP / XPO Logistics BEST RECRUITMENT AGENCY MARKETING TEAM / CSG / Fircroft / Goodman Masson / Investigo / Randstad UK / Search Consultancy
BEST CANDIDATE CARE / Caritas Recruitment / Energize Recruitment Solutions / HCL Workforce Solutions / Morgan McKinley / Recruiter Republic
BEST PROFESSIONAL SERVICES RECRUITMENT AGENCY / Amoria Bond / SEC Recruitment / SSQ / TTM Healthcare
BEST CLIENT SERVICE / Elements Talent Solutions / Henderson Scott / Impact Recruitment Services / Kite Consulting Group / LR Legal Recruitment / Morson International / Oliver James Associates / Perpetual Partnerships / Sanctuary Personnel / Yocto / Your World Recruitment Group
BEST PUBLIC/THIRD SECTOR RECRUITMENT AGENCY / Baltimore Consulting Group / Caritas Recruitment / Gravitas Recruitment Group / Hunter Healthcare Resourcing / Randstad / Sanctuary Personnel / The Finegreen Group
BEST BANKING/FINANCIAL SERVICES RECRUITMENT AGENCY / Dartmouth Partners / Kite Consulting Group / Morgan McKinley / Oliver James Associates BEST CONSTRUCTION & ENGINEERING RECRUITMENT AGENCY / Advanced Resource Managers / CarmichaelUK / Falcon Green / Fircroft / Morson International / NES Global Talent / Perpetual Partnerships / Recart BEST INTERNATIONAL RECRUITMENT AGENCY / Darwin Recruitment / Expand Executive Search / Fircroft / ICP Search / NES Global Talent / SEC Recruitment / SSQ BEST IT / TECHNOLOGY RECRUITMENT AGENCY / Annapurna Recruitment / Darwin Recruitment / Frank Recruitment Group / Gravitas Recruitment Group / Just IT Recruitment / La Fosse Associates / LinuxRecruit
BEST TEMPORARY RECRUITMENT AGENCY / Caritas Recruitment / Class People / Gap Personnel Holdings / Hallam Medical / HCL Workforce Solutions / Impact Recruitment Services / Morgan McKinley / Russell Taylor Group / Sanctuary Personnel / SSQ MOST EFFECTIVE BACK OFFICE OPERATION / Core Talent Recruitment / Eames Consulting Group / Evolution Recruitment Solutions / Gravitas Recruitment Group / ICP Search / Nicoll Curtin / Recart RECRUITMENT AGENCY OF THE YEAR – MICRO (UP TO 10 EMPLOYEES) / Amsource Technology / Balance Recruitment / C&C Search / InfoSec People / JDR Energy / Love Recruitment / Recruiter Republic / Venari Partners
BEST NEW AGENCY / Baltimore Consulting / Hunter Bond / Primary Care People / Remedium Partners
RECRUITMENT AGENCY OF THE YEAR – SMALL (11-49 EMPLOYEES) / 24-7 Staffing / Bramwith Consulting / Cognitive Group / Eligo Recruitment / Forward Role / Green Park / Hunter Healthcare Resourcing / Impact Recruitment Services / Just IT Recruitment / Kite Consulting Group / LinuxRecruit / The Asoria Group RECRUITMENT AGENCY OF THE YEAR – MEDIUM (50-249 EMPLOYEES) / Admiral Recruitment / Amoria Bond / Annapurna Recruitment / Energize Recruitment Solutions / Goodman Masson / Gravitas Recruitment Group / Hallam Medical / Investigo / La Fosse Associates / Oliver James Associates / Opus Professional Services Group / TFS Healthcare / TTM Healthcare / X4 Group RECRUITMENT AGENCY OF THE YEAR – LARGE (250 + EMPLOYEES) / Frank Recruitment Group / Morson International / Randstad UK / Robert Walters / Search Consultancy MOST EFFECTIVE COMPLIANCE OPERATION / Charles Hunter Associates / National Locums / Sensible Staffing OUTSTANDING OUTSOURCED RECRUITMENT ORGANISATION / Amberjack / Bridgewater Community Healthcare in partnership with de Poel health+care / North East Procurement Organisation – NEPO in partnership with de Poel / Elements Talent Solutions / Gap Personnel Holdings / NHS Professionals / Omni RMS / Pertemps / Volt Consulting Group / Yocto
BOOK YOUR TABLE
RECRUITMENT TECHNOLOGY INNOVATION OF THE YEAR / Unilever in partnership with Amberjack / Beamery / Hinterview in partnership with Annapurna Recruitment / HIRABL / Hired By Me / Northstar / SAP / TribePad / WCN RECRUITMENT INDUSTRY SUPPLIER OF THE YEAR / Amberjack / CareersinAudit.com / IMS People / SourceBreaker / Volcanic MOST EFFECTIVE RECRUITMENT MARKETING CAMPAIGN / Open your eyes – HCA Healthcare UK in partnership with Blackbridge Communications / Social Engagement – Copius Group / The Sky’s the Limit – Saudi Fast Jet Recruitment – Morson International / The Best Treatment Is You – Boots in partnership with Pink Squid / Make Sense of the Everyday – Legal & General in partnership with Pink Squid / Life at SAP ‘Humanising’ Campaign – SAP / Life at SAP Illustrated Cartoon – SAP / ‘Less, More’ – NFU Mutual in partnership with ThirtyThree / IMPACT – Police Now in partnership with Tonic BEST JOB BOARD – CAREERS BOARD / CareersinAudit.com / Dice
Winners announced 03.05.2017
INTE R AC TIO N
Full steam ahead IR35 is railroaded in BY JULIA KERMODE
here’s no turning back now. From 6 April, under new IR35 legislation, public sector end-clients will be responsible for determining whether their contractors are inside IR35. If found to be inside, contractors must have tax and National Insurance Contributions deducted at source via PAYE. We have lobbied hard to help government understand the wide-ranging impact. However, policy makers have repeatedly said that only those contractors who are not compliant with current IR35 legislation will be affected. This is simply not the case in practice where, in the absence of proper guidance at an early stage, we are seeing end-clients with no option but to make wholesale decisions that all contractors are caught by IR35, with signiﬁcant consequences for the supply chain. At the same time, initial feedback for the new tool HMRC has only just released for determining IR35 status suggests that the Employment Status Service is better than anticipated and, contrary to expectations, is not simply deeming the majority to be caught by IR35. However, a large number of scenarios are generating an “unable to determine the tax status” outcome, accompanied by a suggestion to seek further advice from HMRC either by phone or email. We can only hope that the HMRC team tasked with this have sufficient depth of knowledge covering the complexities of IR35. Furthermore, we remain concerned that the tool is missing a vital component of IR35 legislation and case law: Mutuality
“Despite requests from stakeholders, HMRC has not established an appeals process”
JULIA KERMODE is chief executive of the Freelancer and Contractor Services Association (FCSA)
of Obligation. By omitting this, HMRC is in fact amending IR35 legislation and case law – and knowingly doing so – despite assurances that IR35 itself would not be changing. Creating a tool that is distinct from case law will give rise to a signiﬁcant number of appeals. Despite many requests from stakeholders, HMRC has not established an appeals process. Therefore, the only option available to contractors who have been erroneously determined to be inside IR35 is to tolerate the deductions and pursue HMRC to reclaim later. We strongly recommend a “soft launch” to allow time for the legislation to bed in. There is precedent: for the 2014 Onshore Intermediaries Legislation, the accompanying Employment Intermediaries Quarterly Reporting was deferred by 12 months. So I would urge HMRC to consider deferring enforcement of the new IR35 reforms by 12 months. If not, the alternatives are: a proliferation of dubious models being implemented that will put contractors, hirers, employment businesses and intermediaries at signiﬁcant ﬁnancial risk; a continued proliferation of public sector hirers making wholesale decisions that their entire contractor workforce is caught by IR35. If HMRC’s existing powers had been properly implemented to enforce IR35 legislation since its inception 17 years ago, none of this would be necessary. We have been repeatedly told this is not feasible due to HMRC’s resource constraints; instead they are delegating their enforcement and tax collection activities to the public sector and the businesses that support them. The already stretched public sector relies heavily on the invaluable skills of the freelance workforce. This new legislation will exacerbate current skills shortages and generate new ones. Our concerns have fallen on deaf ears as the government has pressed ahead with an ill thought-through plan that will jeopardise public services. The fallout will not be pretty.
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I N T E R AC T I O N
WEB CH AT
IR35: A WORLD OF CONFUSION Responses to ‘Confusion reigns ahead of public sector IR35 changes’, 24 Feb, recruiter.co.uk. What is there to be confused about? The government wants to kill off contracting in the public sector and there is a strong suspicion that this is a dry run for something similar to be rolled out to the private sector. As a contractor, the best advice is to avoid the public sector. As a recruitment agent, quit the public sector or find a new role in a different sector. CHRIS ADKIN
The new legislation is not clear to all parties affected. I would liken the current situation to HMRC stating that they have built a new road, which we can all use, but they are not telling us the speed limit. GARY PAINTER
I may have missed it but people don’t seem to have picked up on the issue that contractors, aside from tax changes with no employee benefits/holidays etc, will also pay almost 25% NI as apparently they are going to be classed as employed and yet be an employer and employee. Is this truly fair? That in addition to the fees umbrella companies will charge... quoted as 5% of my gross. SARAH LM
GOVERNMENT HITS OUT AT CONTRACTORS In response to ‘New IR35 rules will cause real headaches for public sector employers and PSCs’ (10 February), from personal experience contractors rarely move from one contract immediately and in the interim period they have zero income. They have to apply for each and every job they get (or don’t get), spend an extreme amount of time seeking new opportunities every six months or so. For this they receive no company pension benefits, sickness pay, holiday pay, job security, training. Contractors inherently work much longer hours than permanent staff and only get paid for the actual days they work. They also have the burden of managing their accounts, collecting and paying taxes (VAT and corporation) and recording everything in case of audit etc. Until this fiscal year, contractors (self-employed workers) had one benefit which allowed them to draw IRO £30k pa from their business as a tax-free dividend; the government took the decision to tax this. These issues will ultimately force contractors into the permanent workforce and it is the public sector that will suffer the most in the long term with a depleted ‘casual’ workforce. LEE VERN
Lloyd’s of London has reportedly introduced a ban on booze during working hours. Would you ever introduce such a ban? MARTIN CR APPER MA N AG IN G D I REC TOR , RED L I N E G ROUP
“Not a blanket ban, but strong guidance to help people understand when and in what circumstances an alcoholic drink may be appropriate. Possibly a client lunch or a special occasion; we’ve just opened a new office, for example, but not everyone wants a drink while working. Redline does have a ‘beer fridge’ in the break-out area, but it comes down to trust and experience. Culturally, you need to make sure there’s no ‘pressure’ to partake, and have clear policies on drink-driving and behaviour.”
LAUR A SMITH D IREC TOR , N AT ION RECRUI T
“Ban alcohol?! In recruitment?! On a serious note, recruitment is about building relationships with clients, candidates and colleagues. This is done in various ways, including business meetings and networking events that can sometimes include alcohol. If this means that a consultant consumes alcohol through the working day on a sporadic basis, then I don’t perceive any harm. The most important thing is that I have full trust in my team to not cross any limits and maintain a professional approach to their work.”
SCOTT PARSONS MA N AG IN G PA RT N ER , FORSY T H BA RN ES
“As an executive appointments recruiter, professionalism is at the core of everything at Forsyth Barnes. In an industry built on relationships, it would be naïve to admit that drinking during working hours doesn’t happen. Our consultants are trusted to act with integrity and professionalism, so that when alcohol is involved during working hours, it’s to the betterment of relationships we hold dearly. We’re always looking for innovative ways to ensure all consultants enjoy the working day, with holidays, incentives and weekly competitions – alcohol isn’t required to enjoy working here.”
Expert opinion ADVERTORI AL E V O L V E
Start (Up) As You Mean to Go On You’ve entered the world of recruitment start-ups! Finally you can be the key decision maker and driver within the business. Do you want to take over the world, or simply champion the boutique, lone wolf approach? That’s the first stage.
+ James Penney Divisional Sales and Accounts Manager, Evolve
The next is identifying the software you will use on a day-to-day basis. While many will still opt for the good old fashioned spreadsheet and notebook (there is quite a charm in keeping things ‘old school’), you will not be able to sustain this way of working for long. You can’t thrive and grow without a plan in place for collating, storing and tracking the information that is frankly critical to survival. But what to look for? And how do you make an informed decision when there are so many options available? Do you use your experience with past employers and make your choice based on what they used? It sounds like a good place to start, but it’s important to remember that what worked for them may not work for you.
You’re then likely to look at the very top end of the market, because they must carry an inflated price tag for a reason, right? These products look and feel fantastic and have loads of added features, but on closer inspection, are these really suitable for you? Despite looking good, they will be complicated, and learning how to use it will be a job in itself. In reality, these wonderful added features are nothing more than ‘nice-to-haves’ – you may use them once or twice but they won’t really provide any value. Is it worth the price?
It’s a tough but crucial decision, but be assured there are plenty of solutions available to you that tick the right boxes. Safeguarding the future of your business is one of the first things to keep an eye on, and your choice of software is something that will influence this. It needs to be simple, it needs to be quick, it needs to be effective and ultimately it needs to make your life easier. The right solution is definitely out there, you just need to look. ● ABOUT THE AUTHOR: James Penney is Divisional Sales and Accounts Manager at Evolve. Coming from recruitment and marketing, he’s well placed to translate the needs of the modern day recruiter into practical, simple solutions. James doesn’t think that recruitment software should be complicated, instead believing in straightforward solutions that truly makes life easier.
Cheap is good as it allows you to streamline costs during a period where overheads are vital, but this is ultimately never a good route to go down. Functionality will be severely limited and eventually you will outgrow it, and you will have to switch providers – and migrate your data with it!
So, what should you be looking for? At this early stage, you require the fundamentals: solid, robust software that offers your data a secure home, and allows you to record, store and navigate with consummate ease – simple is better! You also want to make sure that your chosen solution provides you with the ability to scale up and grow as your business expands, and one that offers flexibility in where you are able to use it.
EVOLVE (FCP INTERNET) 12 Cedarwood, Chineham Business Park, Basingstoke, Hampshire, RG24 8WD For further information please visit: www.evolvedb.co.uk Telephone: 01256 845 055 Email: email@example.com
SPONSOR'S STATEMENT FROM ORACLE + NETSUITE
Game-changing solutions Cloud software has been a game-changing technology for businesses worldwide, particularly for recruitment firms. NetSuite – the original cloud business software company – was a pioneer and still leads the market today with 40,000 user organisations globally. Recruitment specialist PageGroup, for example, is using the move to NetSuite worldwide not only to replace multiple finance and other systems but also to driving the digitalisation of the business. making it more agile, modern and efficient, able
to respond to market changes and emerging opportunities. Oracle NetSuite offers a full suite of applications from finance and HR through procurement, services automation, to CRM, e-commerce and websites – specifically designed for small and medium-sized organisations as well as larger ones. The ability to run the whole business on a single cloud platform with powerful reporting and dashboarding capabilities delivers genuine competitive advantage to users. To find out more visit www.netsuite.co.uk
TH E B IG STO RY GAME CHANGERS 20 17
In this year’s Game Changers, sponsored by Oracle + Netsuite, Sue Weekes highlights ﬁve speciﬁc areas where technology can make the difference to recruiting and throws the spotlight on ﬁve game-changing companies to watch out for
TH E B IG STO RY GAME CHANGERS 20 17
Keeping an eye on the future can be difficult when you also have the day-to-day pressures of recruitment to deal with. Taking the time to explore the technologies that could become part of daily life could not only save money but also release more hours in a day to spend on highervalue work. Whether it’s artiﬁcial intelligence (AI) or machine learning, virtual and augmented reality or big data, recruiters need to know how technology can potentially change the way they work in a better and smarter way. To show how close that future may be, we present our annual showcase of game-changing technology.
SEARCH TOOLS THAT ARE SMARTER THAN YOU The application of AI and machine learning (whereby a computer can learn something without being programmed to do so) means search-and-match systems are getting more and more intelligent. Sci-ﬁ TV series such as Humans and Westworld, in which machines develop a consciousness (with mostly terrible consequences), have fed our fears that jobs will one day be automated. Ironically though, such tools can increase the human touch in the recruitment process by, for example, saving time spent scanning and sifting through CVs to engage with the candidate. Sophie Meaney, managing director, consulting solutions and strategic development at Amberjack, says organisations remain wary of AI but it typically ﬁgures in half of conversations these days. “AI’s deﬁning characteristic is its ability to add more and more value year-on-year as the data set grows and the algorithms are reinformed,” she says. In short, it’s only going to get smarter and smarter. ONE TO WATCH: SNIPER AI
TV series such as Humans show the nightmare scenario where machines develop a consciousness
Recruitment Smart was founded by Pawan Lokwani and Yusuf Jazakallah, who have almost 30 years’ corporate experience between them in recruitment and technology. “They saw too much time being diverted away from candidate engagement,” says Akanksha Pandit, a company spokesperson. “Also keyword matching does not always deliver the most promising results, so we wanted to build something with context matching as well.” They set about exploring how AI could be applied and the result is Sniper AI, which claims to bring a 53% improvement in productivity and 37% in sourcing cost savings. Its machine-learning algorithm gives a percentage suitability rating for candidates in seconds, and it can scan and source proﬁles from external databases based on job description in search of the best candidate. The AI algorithm self-learns from every job, which increases the accuracy of the matching. The company worked with researchers at Pennsylvania’s Carnegie Mellon University in the US, which has been a leader in AI since the 1950s. Earlier this year, the university’s Libratus AI made history by defeating four of the world’s best professional poker players in the 20-day Brains Vs Artiﬁcial Intelligence challenge in Pittsburgh.
IMAG E | AM C/KUDOS/CHANNEL 4
Social media, gaming and general online activities are already starting to change the face of assessment
GETTING TO THE LATENT TALENT Even if they don’t know it, those of Generation Y, Z and even X are using tomorrow’s assessment tools now as part of their everyday lives. Social media, gaming and general online activities are already starting to change the face of assessment. It may ﬁll some with horror and fuel fears over data privacy but, in reality, it could lead to a far more natural, less discriminatory form of recruiting, and one that gets to the latent talent in an individual. When playing a computer game, for example, a person is far more likely to show their real self than in a formal assessment. When interviewed by Recruiter last year, Marcus Vlaar, chief creative officer at Ranj Serious Games in the Netherlands, said his dream is that when a gamer reaches level 20 “they sign the contract”. ONE TO WATCH: SAP’S FACEBOOK APP
Working with The Chemistry Group, SAP enables individuals to gain a mini proﬁle of themselves based on their Facebook data and offers suggestions of where they might ﬁt in the company. This whole progress is done in seconds, and this is only the start. Aggregated data on individuals from different sources will make such apps even more powerful. Gareth Jones, The Chemistry Group’s chief innovation officer, says this broader aggregation is already taking place in areas such as customer insight, and is starting to make headway in recruitment.
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“The technology exists but it is quite a job to get sufficient amounts of the data about individuals, aggregate it, layer it, correlate it and then make sense of it,” he says. “Our ambition is to layer multiple data sources to build up a detailed picture. It requires the application of data science pros and psychologists and behavioural scientists, too.” When talking to Recruiter last year, The Chemistry Group’s CEO Roger Philby predicted a future in which users could simply use the area postcode of where they’re hiring and see a list of the top 100 people for the role by house number.
Gaming is already changing the way firms assess candidates and will do so more and more in the future
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YOU ARE BEING RATED AS WELL AS THE CANDIDATE We live in a world in which everything and everybody is reviewed and rated. Reputations can be lost in seconds, but equally good behaviour and performance can be highlighted to a wider audience. While company Glassdoor shines a light on good and bad employers, the industry is moving into an era where recruiters and recruitment practices will come under the spotlight. Speaking to Recruiter last year, An Coppens, founder and chief game changer at Gamiﬁcation Nation, says that gamiﬁcation techniques (or using, for instance, a website, app or online community and integrating game mechanics into it to motivate engagement) could be used to rate an interviewer or another stage of the application process. Meanwhile, analytics tools can assess and predict the effectiveness of different stages of the recruitment journey. The desire for more transparency and accountability could mean employers will want to scrutinise the effectiveness of recruitment like any other business function – so there is no escape at any level of the process.
Providing a mechanism for feedback is far better than pushing candidates away to share negative experiences on social media
ONE TO WATCH: AMBERJACK’S PERSONALISED AUTOMATED FEEDBACK
Feedback-hungry millennials, who demand something in return for their time in the selection processes, was one of the drivers behind Amberjack’s system, launched this year. It works by helping candidates understand why decisions were made so that they accept them more readily. It also incorporates the ability for candidates to provide feedback at every stage of the recruitment process. “In this way we help to build a two-way dialogue between brands and candidates to form a more emotional engagement,” explains Ben Hutchins, Amberjack’s head of marketing. “And Amberjack’s integrated Net Promoter Scoring not only captures candidate sentiment but measures it. This is valuable because it gives recruiters a baseline metric to gauge, at a glance, if people are feeling better or worse about a recruitment process over time. It also helps recruiters identify the candidates who will champion their brand or those who have not had a good experience and allow for different engagement strategies to be developed for each group.” Hutchins says recruiters must accept that they are going to be rated: “Providing a mechanism for feedback and being able to manage this is far better than pushing candidates away to share negative experiences on social media.”
I M AG E | I STO C K
Recruiters’ reputations can be won or lost at the flick of a button – or a tap on an icon
TH E B IG STO RY GAME CHANGERS 20 17
TECHNOLOGY CAN HELP YOU MAKE MORE MONEY Most of the talk about technology in recruiting circles is about how it can help to identify and assess top talent. The next few years will also see it encourage recruitment businesses to look more inward to increase their revenue. Big data and data-driven decision-making have been buzzwords for some time now. Companies such as management solution ﬁrm Cube19 have blazed a trail in this area for the recruitment industry, providing data analytics that allow organisations to ﬁgure out what and who is working best in their business. Lead generation and market-intelligence tools, such as those provided by Innovantage and Vacancysoft, can also track what is happening in markets, sectors and regions to help recruiters identify business and placement opportunities. Such tools are going to get more powerful and recruiters need to become as familiar with using them as their CRM.
Recruitment firms will also be using technology to help drive their revenue
ONE TO WATCH: HIR ABL
Co-founder Jon Guidi was running a permanent placement business in the US and routinely found that candidates had been hired without their knowledge. “When I started making a proactive effort to track this and collect fees I noticed how time-consuming it was, but highly effective,” he says. He estimates that between $1-2bn (£815m-£1.6bn) a year is lost in missed fees globally, but adds that the missed “opportunities” that result by not following the career paths of contacts and candidates can be many times greater. HIRABL analyses placement and submission records to track the career progression of not just candidates but also hiring managers in a recruiter’s network to prompt the consultant to connect with them at the most opportune time to generate new business. It claims that many of its clients report the product is bringing a 10-fold return on investment. Guidi adds: “We have come to a place where there is much less emphasis placed on locating the right candidate, but rather to know when and why to call a candidate or hiring manager at the right time to have a positive outcome.”
Lead generation and market-intelligence tools can also track what is happening in markets, sectors and regions to help recruiters 26 RECRUITER
WE ARE VIRTUALLY THERE… BUT NOT YET A consumer development is driving recruiters to explore both virtual and augmented realities (VR and AR)
It is once again a consumer development that is driving recruiters to explore both virtual and augmented realities (VR and AR). The Samsung Gear and Oculus Rift VR headsets and VR equipment have gone down in price and up in availability over the past two years. The British Army’s ‘Army Vision and With Heart. With Mind’ by JWT, Capita and VR specialist Visualise remains one of the most high-proﬁle uses of VR in recruitment. Recruitment technology provider Meritocracy announced it was working with Samsung Italia on a VR pilot last year. Meanwhile, the potential of AR tech was ﬁrmly put on the map last year with the launch of Pokemon Go. In both areas, though, we need to see more case studies in the sector that demonstrate the technology’s affordability and viability. ONE TO WATCH:
After seeing Pokemon Go, recruitment technology ﬁrm Volcanic explored how similar tech could be used in a recruitment context. The company, founded by Rob Wilde and Neil Pickstone, held an internal ‘hackathon’ and the team in Malaysia came up with some great ideas around AR. Combine some good old-fashioned recruiting concepts, such as knocking on a door with a CV and looking at vacancy cards in the window, and you have Point Jobs, the world’s ﬁrst AR job board. The app allows a jobseeker to hold up their smartphone and be shown where a job is on a street (roughly within 1km radius) and they are then able to apply in a one-click process on the spot. Employers can use the website for free and when posting a job they also put a pin on a Google map of the location. “Job boards are so impersonal and this helps the jobseeker engage with the brand,” says Matt Comber, chief marketing officer at Volcanic. While typically this could be a high-street chain, it could also be the HQ building of a bank. A recruitment agency could also be a location. “An agency could pin all of their accountancy jobs at their agency branch,” says Comber. “It could bring the ‘jobs in a window’ approach back.”
I M AG E S | I STO C K
Virtual and augmented reality will play a much bigger part in recruitment in the future
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by 07/03/2017 10:47
Issue 48 April 2017
RECRUITMENT MATTERS The View and The Intelligence
Big Talking Point
Campaigning for the industry p2-3
Legal update and Business Partner
Products and Training
Diversity, Inclusion and Criminal Records p6-7
Product of the Month Our Training your Office
REC SECTOR GROUP TAKES DIVERSITY LEAD Members of the REC’s Association of Executive Recruiters (AER) will lead an industry push to improve ethnic diversity within UK boardrooms. The sector has been tasked by Sir John Parker as part of ongoing efforts to improve board diversity. The development follows a roundtable event in February where AER members hosted chair of the Parker Review Committee, Sir John Parker, and deputy-chair, David Tyler, to discuss strategies to improve the ethnic diversity of UK boards. A report published by The
@RECPress RM_APR_17.indd 1
Parker Review Committee in November found: • While 14% of the population identify as black and minority ethnic, only 1.5% of directors in FTSE 100 Boardrooms are UK citizens from a minority background. • More than half (53%) of FTSE 100 Boards do not have any directors of colour. The Committee has recommended that each FTSE 100 Board should have at least one director
of colour by 2021, and has identified executive search firms as being key to making this a reality. The AER’s work reviewing the voluntary code to address ethnic diversity will build upon the Davis Review in 2011, to improve the representation of women at board level. The Davis Review resulted in women’s representation on the FTSE 100 boards doubling in less than five years. Sir John Parker says
executive search firms have a vital role to play in improving board diversity. “The boardrooms of Britain’s leading companies do not reflect the ethnic diversity of either the UK or the stakeholders that they seek to engage and represent,” he says. “With 30% of the population estimated to be from a nonwhite background by 2051, it is a commercial imperative that UK business responds to cultural and demographic change, to compete in the global market.” AER chair Sarah Thewlis says the review is a great opportunity for the recruitment industry. “We welcome the recommendations in the Parker Review into ethnic diversity on boards and are delighted to bring the industry together to review the code and help make these aspirations a reality. “As search professionals, we know that jobs transform lives and we are committed to ensuring that everyone, regardless of their background, can succeed and progress to the top,” she says.
www.rec.uk.com 09/03/2017 10:05
Leading the Industry
Recruiters are key to the government’s inclusion agenda, says Tom Hadley, REC director of policy and professional services
It’s time to up your game, says Kevin Green, REC chief executive
The REC’s Scale Up campaign is bigger and better than ever. The campaign is specifically designed to provide recruitment leaders with practical advice, support and guidance on how to grow their business. The Scale Up podcasts (think Desert Island Discs for recruiters) continue to get great feedback. These give you the chance to hear directly from entrepreneurs and their expert advisors who have been there and done it. Please let me know about any advice you have implemented after hearing the podcasts, and keep an eye out for new episodes coming soon. My series of ‘In the round’ sessions for members will focus on how you can up your game, and one element of these participative events will be on how to measure and improve client satisfaction so you deliver superior results. We are conducting research at the moment into how recruiters who use NPS or customer feedback are performing better than the market. We will publish our findings on 25 April at a special Scale Up live event where we will explore the issue in detail. The Scale Up masterclasses are back this year too, with Greg Savage and his brother returning to
2 RECRUITMENT MATTERS APRIL 2017
BUILDING A JOBS MARKET THAT WORKS FOR EVERYONE the UK in October to give REC members more straight talking on how to develop your business. The UK recruitment market is continuing to grow, but with that growth comes fresh challenges. In a competitive marketplace it becomes more difficult to find good staff and to define your USP. The long-term winners will be those who invest ahead of growth and who have a clear focus on great client service and candidate experience. The REC’s job is to facilitate learning and best practice. If you invest in your people and measure the perception of those that matter – staff, clients and candidates – you are more likely to beat the market for revenue and profit growth. A robust plan targeted on improving how you treat these three groups will enable you to Scale Up your business. At the REC we’re practising what we preach – I’m delighted that we’ve recently been recognised as one of the 100 Best Not-For-Profit Organisations to Work For in the Sunday Times. This month we’ve also received the Best Social Media Campaign at the European Association Awards – a great achievement by the team. Follow me on Twitter @kevingreenrec
The late Stephen R Covey once said “strength lies in differences, not in similarities”. Boosting inclusion to challenge group-think and widen talent pools is becoming a ‘habit’ of many highly effective organisations. Now is the time to drive this agenda and cement our role within the government’s post EU-referendum vision of a ‘country that works for everyone’. The REC hosted the launch of the government’s Disability Confident initiative alongside Penny Mordaunt MP, Minister for Disabled People, Work & Health last November. We are also represented on the board of the Recruitment Industry Disability Initiative (RIDI) which showcases the positive role that our industry is already playing in this area. Making change happen rather than just talking a good game is key to our underlying aim of positioning our industry at the forefront of the disability and wider inclusion agenda. As well as helping people get into work, the focus is increasingly on helping people progress in work. A good example of this was our recent roundtable with Sir John Parker, who is leading the government’s review into ethnic minorities on UK boards. The fact that only 1.5% of directors in FTSE 100 Boardrooms are UK citizens from a minority background shows that we have a way to go but it was encouraging to hear Sir John explicitly recognise that “executive search firms have an important role to play in bringing about change in the UK’s boardrooms”. How else can recruiters make a difference? Practical measures include signing up to Disability Confident, feeding into the boardroom diversity debate and using our Good Recruitment Campaign to engage with clients. We are also keen to capture case studies and will use our Inclusive Recruitment Forum on 20 April to build our portfolio of ‘inclusion stories’. As well as making our case for a progressive immigration strategy, we will continue to promote our role in helping under-represented groups access and progress in work. The ‘country that works for everyone’ rhetoric is now firmly embedded in government policy; our industry will play its part in building a post-Brexit jobs market that works for everyone. You can follow Tom on Twitter nt @hadleyscomment
THE INTELLIGENCE WITH REC SENIOR RESEARCHER, MARK HARRISON The Office for National Statistics (ONS) last month recorded net migration of 273,000 for the year up to September 2016 – a 49,000 drop on the equivalent figure from a year before. With the recorded figure below 300,000 for the first time in more than two years, some commentators drew a link between this decline and the outcome of the EU referendum. There are a number of reasons not to rush to such firm conclusions just yet. Although this figure includes post-referendum data from Q3 2016, the other three quarters of data predate the EU referendum (bar one week of Q2 2016). A full year of post-referendum data won’t
TURNOVER AND NDR IN NEGATIVE TERRITORY, ACROSS 2016, FOR THE MEDIAN RECRUITER The latest information from the RIB Index, sponsored by Bluestones Group, shows that year-on-year the median industry recruiter saw total turnover decline by an average of 4.5% across 2016. When looking at the performance of the underlying business lines, temp revenues were the most challenged across the year, declining by 5.3%. Permanent billings were also marginally down (-1.4%) on the prior year, whilst contractor billings were the most resilient (+1.4%), buoyed by a strong Q4 performance.
be available until November to give us the full picture of early post-referendum migration change. Secondly, these statistics are largely based on the International Passenger Survey (IPS) conducted by the ONS. Like most surveys apart from the census, the IPS is a sample survey which is answered by a sample of those immigrating and emigrating to give total migration estimates. Whilst these details sometimes get glossed over, the ONS conducts statistical significance tests to see if they can be 95% certain that their survey results reflect a real change on previous results. On this occasion, the figures do not meet this standard. Whilst the recorded data suggests we’re already seeing reduction in net migration, we can’t say that with statistical certainty just yet.
WITH THE RECORDED FIGURE BELOW 300,000 FOR THE FIRST TIME IN MORE THAN TWO YEARS
Where there has been a statistically significant decrease in net migration is from the eight countries of Central and Eastern Europe that joined the EU in 2004 (including Poland, Hungary and the Czech Republic). EU8 net migration fell from +41,000 in the 12 months to September 2015 to +19,000 in the latest figures. Separate data on EU8 citizens registering for UK National Insurance numbers was also lower in every quarter of 2016 when compared to the same quarter in 2015. This includes the pre-referendum Q1-2 as well as post-referendum Q3-4, suggesting that the attractiveness of the UK to EU8 nationals may have been waning before it voted to leave the EU.
Figure 1. Turnover versus last year %: average across 2016 for the median recruiter, by business line and total
More crucially, however, the median recruiter‘s reported NDR/gross profit (£), averaged across 2016, was also down, year-on-year. As such, it was unsurprising to see headcount growth slowing as the year progressed, before moving into negative territory in Q3 & Q4. More adjustments, by way of corrective measures and business development initiatives, are likely to be required, however, due to the
Total turnover -4.5%
continuing strong headwinds. The known challenges from April onwards include new legislation set to dramatically change public sector hiring behaviours and additional costs, heading both hirers’ and recruiters’ way, courtesy of further National Minimum Wage rises and the new Apprenticeship Levy. The impact of Brexit remains the unknown quantity. Regardless, however, recruiters’ ability to
THE OFFICE FOR NATIONAL STATISTICS (ONS) LAST MONTH RECORDED NET MIGRATION OF
273,000 FOR THE YEAR UP TO SEPTEMBER 2016 – A
DROP ON THE EQUIVALENT FIGURE FROM A YEAR BEFORE.
More data releases will be needed before we can call trends with greater certainty. However, early indications from the official data and anecdotal reports we’re hearing from our members are suggesting that migration is set to continue falling even before the UK’s post-Brexit migration system is finalised. Recruiters and employers need to start thinking now about how to maintain successful businesses with reduced migrant worker numbers, particularly those who until now have recruited high numbers of EU8 citizens. swiftly respond to changing market conditions – notably, changes that will be bespoke to each employer rather than universal – will require a new level of adeptness and flexibility from the recruitment industry. In such turbulent times, the importance of benchmarking performance against other recruiters to optimise performance cannot be underestimated Belinda Johnson runs employment research consultancy Worklab, and is associate knowledge & insight director of Recruitment Industry Benchmarking (RIB) – part of the Bluestones Group. The RIB Index provides bespoke confidential reports on industry benchmarks and trends. See www.ribindex.com; info@ ribindex.com: 020 8544 9807. The RIB is a strategic partner of the REC.
RECRUITMENT MATTERS APRIL 2017 3
BIG TALKING POINT
FUTURE TALK BRADLEY ANDREWS – TDA RECRUITMENT After completing my A levels in sixth form, I never really wanted to go to uni and get the debts. I was more interested in going out, getting a job and earning money straight away. I enjoy being part of a team, focusing on my own market, and I didn’t really expect the amount of responsibility you had as an apprentice initially, so that surprised me a bit. There’s a lot of things I’ve learnt. Learning how the CRM system works – the database, how to source candidates, through social media or job boards, advertisement, how to pre-select candidates, submit them, manage candidates and clients’ expectations about the process, and ultimately make placements. To any would-be
4 RECRUITMENT MATTERS APRIL 2017
apprentice, I’d tell them to research their industry, if they’re going into a certain market such as technology, healthcare, digital; make sure they know the ins and outs of it before they start. Give yourself a little head start. For someone who’s in the same position as me, who wasn’t going to uni and wanted to get a job straight away, there’s potential to earn money – quite a lot of money, if you do it well.
ZAK BRYON – TDA RECRUITMENT I started off playing football fulltime and then my contract ran out and I had to look to a different profession. I wanted to pick out something that suited my personality, something I thought I’d be good at, and the social side and interpersonal skills I thought I had definitely suited a profession like recruitment. With an apprenticeship, you go over every single detail; you seem to understand more, rather than just getting in there and ge be eing in a resultsbeing dr riven position, driven an nd forgetting and al alll the stuff that co omes with it. You comes lea arn the whole learn re ecruitment process recruitment an nd then it allows and yo ou to build on that you w hen you go into the when en nvironment yourself. environment
I’m only 19 and now I think that I’ve got a foot-hold in where I am, being a recruiter, it will allow me to move forward. I have plans over the next couple of years – maybe hiring someone underneath me or being a team leader or something like that.
KIERAN MURNANE – MIDDLETONMURRAY It was always what I wanted to go into straight from school, definitely. I didn’t have any interest in college or anything and it was a no nobrainer. Earn while you learn. I
Apprenticeships are the future of the recruitment industry. Recruitment Matters talked with four budding recruitment apprentices embarking on their career to find their hopes and aspirations for the future
definitely wanted to do an apprenticeship. I wanted to work in an office. I didn’t want to do your general business admin, though, I wanted a more challenging role and recruitment was the one that appealed. I’ve learnt loads. I came straight out of school into an apprenticeship and obviously coming out of school and into any workplace, not just a recruitment workplace, is a huge, huge learning curve. My maturity has had to step up – how I act generally. I’ve
learnt the working world, really, because I didn’t have any idea in school. The school environment and the work environment are completely different. That’s the main thing I’ve learnt during my apprenticeship. Be prepared for all situations. Don’t get complacent. Work hard. Be prepared to work over your contracted hours, definitely. But it is a good career path to go into, because of the commission structure. That appeals to a lot of people.
NATALIE CADAVID CADAV – MIDDLETONMU MIDDLETONMURRAY AY It was an accide accident, but it had outcom I got an the best outcome. Mid onMurray email from MiddletonMurray six- ek training about their six-week hought: programme an and I thought: ent to “I’ll give it a go.” I went a I wasn’t the open day and casion at dressed for the occasion rea it was a all – I didn’t realise as a bit formal affair, so it was d out the awkward. Once I filled ed to do application, I was asked y – I didn’t an interview that day b I got into feel ready, but
it and came out with the job. Eight months later, I’m having the time of my life. I enjoy the fact I get to interact with young adults. I know that can be a really confusing stage in life, particularly the change from secondary school into further education – your friends are telling you one thing and your family is telling you another, and you have no clue whatsoever. When I left school, I didn’t have a clue about apprenticeships. I thought they were about hair and beauty and mechanics,, but y you can do one in so many industries. I now realise that given the age group of the people I work with, I can offer another route and it’s a fantastic route as well.
It has helped my confidence a lot. I’ve never been one to do presentations in front of a lot of people, so my manager said: “I’ll let you off once, maybe twice, but after I’m throwing you in the deep end.” It has helped me a lot – I can do presentations, talk at schools and career fairs. I’ve learned how to develop my patience because you need that when you’re working with young adults. To find out more about recruitment apprenticeships, visit www.rec.uk.com/ pp p apprenticeships
RECRUITMENT MATTERS APRIL 2017 5
DIVERSITY, INCLUSION AND CRIMINAL RECORDS By Ryan Huggett, legal advisor Every day recruitment businesses come into contact with work-seekers from a variety of different backgrounds, some of which may have criminal records. Diversity and inclusion is a major theme underpinning recruitment practice, and recruitment businesses need to ensure that they do not either inadvertently or deliberately exclude such work-seekers from job opportunities. In the UK, the treatment of individuals with criminal records is governed by the Rehabilitation of Offenders Act 1974 (‘the Act’). Under the Act, where an individual has been convicted of a criminal offence and subsequently completes a defined “rehabilitation period” without sustaining another conviction during this time, they will be treated as having been “rehabilitated” and their conviction becomes “spent”. This is however, subject to certain exceptions. The
duration of the “rehabilitation period” will depend on the type of sanction administered or the length of the sentence imposed, and the person’s age rather than the crime committed. Under section 4 of the Act, a person whose conviction is “spent” is treated as if he or she had never committed, been charged with, prosecuted for, convicted of or sentenced for the offence. They are not required to declare any “spent” convictions and can generally hold themselves as not having a conviction. Subject to certain occupations, and activities in the Rehabilitation of Offenders Act 1974 (Exceptions) Order 1975, such as roles relating to regulated activity with children or other vulnerable people, healthcare positions and even roles in the legal profession or financial sector, recruitment businesses cannot ask work-seekers to disclose any “spent” convictions
BUSINESS PARTNER: IR35 – WHAT HAS CHANGED AND WHAT DOES IT MEAN TO RECRUITERS? Public sector IR35 rules are to be introduced from 6 April 2017 under the Finance Bill. These rules will apply to payments made on or after 6 April 2017 and therefore can apply to contracts commenced before that date. It will affect workers providing services through an intermediary to a public authority as defined within: Freedom of Information Act 2000 or Freedom of
6 RECRUITMENT MATTERS APRIL 2017
Information Act (Scotland) 2002. From April 2017, responsibility of assessing worker’s employment status will shift to the public authority, agency or third party paying the intermediary. They will be responsible for deducting and paying PAYE tax or NIC. The rules will probably apply where: • The worker is required to work at the end client’s site.
either on registration forms or at interview. Employment decisions cannot be made on the basis of a “spent” conviction, and recruitment businesses should not be taking a “spent” conviction into account when determining a candidate’s suitability unless an exception applies. “Unspent convictions” on the other hand (where a candidate has not completed the rehabilitation period) are treated differently. Recruitment businesses can ask candidates to disclose “unspent convictions”, both on forms and at interview and can take an “unspent conviction” into account when assessing a candidate’s suitability to make employment decisions. Some recruitment businesses may choose to adopt a blanket policy of not providing services to those with “unspent convictions” but this obviously impacts on their job opportunities. Instead,
recruitment businesses should take careful steps to gauge whether a particular “unspent conviction” actually impacts on a candidate’s suitability for a role, and if it does not the candidate should be introduced. Recruitment businesses should also be careful to not rely on information obtained generally via websites or social media, as the information may not be correct and may not even relate to the right candidate. It is important for all businesses to assess information critically and make sure that they have robust procedures in place to ensure candidates are not inadvertently or deliberately excluded from work-finding services. Recruitment businesses could choose to adopt a policy of proactively recruiting exoffenders or could get involved with other initiatives such as “Ban the Box”. All staff should also be trained appropriately to ensure that consistent approaches are applied.
• The worker is supplied with equipment by the end client. • The worker is directed by a manager or other officer of the public sector body. • The worker is leading a team. To be outside IR35, the worker should: • Work mainly from their own office. • Provide their own equipment. • Employ their own staff. • Meet their own costs/ expenses. HMRC has provided an online assessment tool, but it is anticipated that up to 90%
of Single Person Ltd Company workers will be controlled by the public sector organisation, so recruiters need to be aware that they may be responsible for PAYE and NIC. Some public sector organisations like Transport for London have decided not to use Personal Service Companies. Jelf can help in the event of an investigation by HMRC, protecting the company from the fees and any subsequent tax losses incurred. For further details contact Peter.Stoll@ jelfgroup.com or call 0161 245 1215.
BEHIND THE SCENES AT THE INSTITUTE OF RECRUITMENT PROFESSIONALS
Daniel Griggs is the owner and founder of Delta Genesis Consulting Ltd
WHAT I KNOW How did you get into recruitment? I was a CAD Draughtsman working permanently and decided to become a temp to save money to go travelling. That involved visiting CADSearch recruitment, who convinced me to take a role as a sales support consultant with them! How long have you been in recruitment? I started that first role at CADSearch in 1989. Where do you currently work? I founded Delta Genesis Consulting in 2013, offering recruitment advisory services by sharing recruitment knowledge through mentoring, training and executive support. What do you love about the job? Using both my experiences and those I hear from others to solve or avoid an issue, or even to take them on a completely new journey. What keeps you in this industry? The positivity and energy that you experience whenever you walk into a recruitment business. It never fails to invigorate. Can you give us one positive placement story? In 1997 I placed an engineer to do two weeks’ worth of structural assessments and calculations in Antarctica. However, because of the harsh environment and the fact that getting there and back is not a simple task the assignment had to be six months long to coincide with the supply ships timetable. If you also add in the fact that without email, a tablet or a mobile phone it was left to a tea chest of books to provide entertainment, you can probably work out how pleased I was to fill the role. Especially as I was told by the client it was an impossible role that should have been filled in the last weather window the year before. To also learn from my candidate what a truly life changing time he had had was priceless.
Peter Rabey is a director at X4 Group
WHAT I KNOW How has the year started? 2017 has thankfully started as positively as last year finished – lots of new trainees getting promotions and new doors being broken down in terms of new clients. We are hoping to complete on a new office imminently, which would give us over double our current personnel capacity and crucially keep us in our spiritual home of Covent Garden, in London. The plans for growth this year are substantial and we have at least started this part of 2017’s ‘to do’ list in the right way! What kind of business model do you have? We currently operate a 65/35 perm/contract business. We will be looking to get this to as close to 50/50 as we can this year. What challenges are you facing this year? Hiring top talent. I am sure, like many growing businesses, this is the toughest battle we face. Our record was 88 interviews in November/December 2015 without finding someone and we hope not to get anywhere near this number again! We are constantly amending and revisiting our interview process to make sure we find great people that match our organisations culture. What do you look for in a potential recruiter? A desire to make something of themselves. We have seen that all top billers and managers across many companies have vastly different personalities but the one thing that never changes is that each of them have that fire burning. The fundamental skills will never change but in our eyes if you have a habit of winning in life – be it in education, sport, work etc – then you want that habit to continue. Too many people in our industry can talk a great game without being able to back it up. We look for doers, not talkers.
To keep up to date with everything the Institute of Recruitment Professionals is doing, please visit www.rec-irp.uk.com
RECRUITMENT MATTERS APRIL 2017 7
Products and training
PRODUCT OF THE MONTH: CRONER SETTLEMENTS & FORECASTS All recruitment businesses need a complete understanding of pay settlements and forecasts to plan ahead. REC members will be able to access Croner’s monthly Settlements & Forecasts report from March 2017. It provides updates on pay trends across a number of sectors and regions. What does it feature? Croner’s Settlements & Forecasts report contains detailed commentary about pay trends on a month-bymonth basis. The report includes analysis from Croner’s team of labour market experts, and earnings movement for
basic and total pay every quarter. • Participants supply details of their last pay settlement and the forecast increase for the next review • Croner Reward’s experts
comment on the current settlement and forecast trends • Comprehensive pay and benefits information and advice from Croner Reward Croner’s Settlements &
Forecasts report will be free for all REC members to download every month from March 2017. Call your account manager on 0207 009 2100 for more information.
OUR TRAINING – YOUR OFFICE Our In-company training has members in mind. If you are looking at ways to stay ahead of the competition, In-company training offers you the flexibility to build a knowledgeable workforce. Some of the key benefits of In-company training are: • We can come to you – any location • Your choice of topics • We can focus on niche market areas • A dedicated trainer • Money saved on travel, expenses and a lower cost per head • Investing in your employees increases employee retention and productivity. With In-company, you can create your own programme by tailoring elements from existing programmes, or we can
start from scratch and work with you to design your own. You can include sector specifics, social media, legislative workshops, coaching and team development. We also offer one-to-one coaching, engaging employees with their work, making them feel valued and fostering commitment. Visit www.rec.uk.com/incompany for more information.
Membership Department: Membership: 020 7009 2100, Customer Services: 020 7009 2100 Publishers: Redactive Publishing Ltd, 17 Britton Street, London EC1M 5TP. Tel: 020 7880 6200. www.redactive.co.uk Editorial: Editor Michael Oliver email@example.com. Production Editor: Vanessa Townsend Production: Production Executive: Rachel Young firstname.lastname@example.org Tel: 020 7880 6209 Printing: Printed by Precision Colour Printing
The official magazine of The Recruitment & Employment Confederation Dorset House, 1st Floor, 27-45 Stamford Street, London SE1 9NT Tel: 020 7009 2100 www.rec.uk.com
© 2017 Recruitment Matters. Although every effort is made to ensure accuracy, neither REC, Redactive 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 Redactive Publishing Ltd. No responsibility can be accepted for unsolicited manuscripts or transparencies. No reproduction in whole or part without written permission.
8 RECRUITMENT MATTERS APRIL 2017
DREAMING OF A BIG PAYDAY 32 RECRUITER
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E XE C U T I V E B R I E F I N G
How can recruitment owners achieve the best rewards for their hard work after building a successful new business? Recruiter’s Executive Brieﬁng, sponsored by Panmure Gordon, revealed the secrets, as Colin Cottell reports BUILDING A SUCCESSFUL recruitment business is a great achievement in itself. But for many recruitment business owners it is only half the battle. After all the hard work, and the sweat and the tears, many recruiters dream of that big pay day when they can realise the fruits of their labours. The recruitment sector is no stranger to exit events, with around 50 trade sales completed in 2016, along with seven involving private equity, according to Orbis, a corporate ﬁnance boutique. British staffing companies involved in deals included Empresaria, de Poel, TES Global and Servoca, Frank Recruitment, and JCA Group. So how can you ensure that the deal you get is the very best possible? One deal that has been universally acknowledged as a great success was Penna’s acquisition by Adecco in May last year. Adecco paid £105.3m
for the recruitment, career transition and outplacement company. The deal valued Penna at 15.5 times its historic earnings. At 365p Adecco paid 166% more than Penna’s shares were worth 12 months previously. Penna’s 15.5 times multiple compares to an average of between six and seven across the recruitment sector as a whole. Speaking to recruiters at a Recruiter Executive Brieﬁng, ‘Your Big Pay Day: Lessons from the frontline’, at the City offices of event sponsors Panmure Gordon, Gary Browning, Penna’s former CEO and now an adviser at Lee Hecht Harrison | Penna, who had helped negotiate the sale, explained how Penna had been able to achieve such a high valuation. Looking back at the deal, Browning said: “The most important thing we did was to build a strong relationship with Adecco.” He continued: “It was just as well
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that we did because if it could have gone wrong, it did.” Browning revealed that the deal between Penna and Adecco had been dead in the water three times during the ninemonth process. “We were only able to resurrect it because of the trust and the relationship we had with the Adecco team,” he said. Among the obstacles that might have scuppered the deal were interventions by the UK Courts and the Competition and Markets Authority, egos and high emotions from individual shareholders, Swiss bureaucracy, and concerns from British intelligence – one of Penna’s clients – about it being taken over by a foreign (Swiss) company. Browning said it was a huge help that he personally knew both Adecco Group’s former and current global CEOs, as well as John Marshall, Adecco’s UK CEO, and managers at Adecco’s LHH outplacement arm based in Orlando. Working with Adecco on a number of contracts between 2006 and 2012, including the London Olympics, helped cement the relationship and keep the deal on track, he said. Browning highlighted the risk of allowing the sale process to distract from the day-to-day running of the business. “If you are distracted and [business] momentum starts to dry up as it so easily can, any acquirer is going to see that during the due diligence process and they are going to hammer their valuation on you if they get an inkling that business is slowing up through this process.” Browning said Penna had avoided this problem because he and two other members of the executive team stepped back from the day-to-day running of the business allowing
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Ad ria n
Ke ars ey
them to focus almost exclusively on the sale. “That is a real learning. If you are selling a business, ﬁnd a way to allow the business to carry on trading because otherwise you are in deep trouble. It is absolutely critical,” said Browning. Browning highlighted a number of other factors that had led to such a successful outcome for Penna shareholders. He said the sale had been no accident but the company had taken a strategic decision to do a trade sale. It had then drawn up a list of possible buyers, 20 in total for whom Penna would be a strategic ﬁt. “We targeted people who we thought we should be talking to,” he said.
“We were only able to resurrect it because of the trust we had with the Adecco team”
Finally, Browning said Penna had enjoyed a bit of luck with the timing of its sale, just a few weeks before the UK voted to leave the EU, an event that hit the share prices of many staffing companies hard. Adrian Kearsey, equity analyst at Panmure Gordon, told the audience that when putting a valuation on a recruitment company the market was above all looking for proﬁt growth, with a £10m operating proﬁt often being a trigger for a rerating of share prices. “The market is open and is quite agnostic about what type of business you are. They just want to see that you can grow proﬁts through the years,” said Kearsey. Karri Vuori, head of M&A at Panmure Gordon, agreed that investors including private equity (PE) were primarily looking for proﬁt growth, with high margins and company size also important.
K ar ri Vu or i
E XE C U T I V E B R I E F I N G
ng ni w o Br ry Ga
Vuori said a great example of a recruitment company that had achieved a successful ﬁnancial outcome for its management team was IT services company FDM. Following a management buy-out of the AIM-listed group, backed by Inﬂexion Private Equity in December 2009, at which point it was valued at around £26m, in June 2014, FDM was ﬂoated on the main London Stock Exchange with a valuation of over £300m. As part of the initial public offering (IPO), FDM’s management sold nearly half of its £130m holding worth over £63m. Since then FDM’s value has soared to £762m at the time of writing, putting CEO Rod Flavell and his fellow directors, who retains a 7.5% stake, in line for another lucrative pay day at some time in the future. Which all goes to show the staffing industry’s enduring ability to realise value for its shareholders and to make those dreams of a big pay day come true. ●
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Be proactive. Have an exit strategy and a plan Decide which is best for your business: trade sale, stock market floatation, management buy-out or involve private equity Identify those companies for whom you would make a good strategic fit Don’t let the process distract you from the day-to-day running of the business Dedicate a small team of senior managers to deal with the sale or exit event Keep your plans to sell the company as secret as possible, otherwise you risk an exodus of staff Build a relationship with your acquirer Get good advice from professionals, such as brokers and law firms Recruitment is cyclical, so get your timing right
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A DV E RTO RIA L
Legislation Brought to you by
APRIL SHOWERS ARE YOU PREPARED FOR THE DELUGE OF CHANGES? Multiple legislative changes will come into force in April 2017, placing an enormous financial and administrative burden upon recruiters who are already struggling to preserve their margins. Apart from the widely criticised changes to public sector IR35 rules (addressed further down), the introduction of the Apprenticeship Levy and Gender Pay Gap (GPG) reporting plus increased employer pension contributions are causing headaches for recruiters around the country. Many companies will also be required to publish their Slavery and Human Trafficking statements (SHTs) for the first time. Whilst the Apprenticeship Levy, GPG reporting and modern slavery obligations will apply only to relatively large companies, their impact will hit hardest in the recruitment sector. Companies with a gross turnover over £36m are expected to publish SHTs, and those with payroll over £3m must pay the Apprenticeship Levy. As the wages of supplied workers are included in payroll/turnover, many more recruitment SMEs will be affected than in other sectors. However, the minimum training period is one year, so most recruitment training courses won’t qualify for levy funding, with agency workers similarly excluded. Companies with more than 250 employees will have GPG reporting obligations, but ‘employee’ is widely defined in the legislation to include PAYE temps, so agencies will, yet again, be disproportionately affected. And so we come to IR35. Even the most forward-thinking agencies are struggling to make sense of the likely impact of the proposed IR35 changes. The new rules will apply to work being done now, if payment is made after 6 April. Yet, at time of writing, HMRC’s online IR35 status tool is still under development and isn’t publicly available. The draft legislation requires public sector hirers to determine whether IR35 applies, but it is the fee payer (eg. the agency/umbrella) that will be liable if a hirer’s determination that IR35 doesn’t apply is incorrect. HMRC, ignoring the long-established principle that PSCs are separate legal entities, have decreed that where IR35 applies, agencies must deduct PAYE and employee NICs from the invoiced amount, and pay employer NICs on top. The absence of transitional provisions may prevent agencies with contractors on long-term projects from renegotiating terms to reflect these changes.
↗ THERESA MIMNAGH Associate Director, Lawspeed
Theresa Mimnagh Associate Director, Lawspeed
Theresa Mimnagh, Associate Director of Lawspeed, says “The draft legislation poses more questions than it answers. Will the PSC’s invoice remain a debt owed by the agency? How can a PSC meet its running costs and statutory obligations such as holiday pay, if its entire revenue is paid direct to the contractor? Will the contractor be denied statutory rights as a result?” Mimnagh continues “From April, larger recruiters will suddenly face paying 13.8% employer NICs, 3% pension contributions and 0.5% levy on all payroll, which will now include ‘deemed employment’ payments too, as well as the burden of complying with GPG reporting and modern slavery obligations. “Small recruitment businesses, and those operating outside the public sector, may now be sighing with relief, but complacency is ill-advised. The IR35 changes may be extended into the private sector and the levy threshold reduced. The modern slavery legislation is also having a ‘trickle-down’ effect. Agencies without published SHTs may find themselves in breach of their contractual obligations, tainted by negative publicity and may be excluded from public sector supply chains under draft legislation currently before Parliament. With the private sector expected to follow suit, recruiters without SHTs could soon struggle to find or retain clients.” Panic stricken at the imminent changes? You’re not alone. Lawspeed has 20 years’ experience advising the recruitment sector, and takes a pro-active approach to the challenges ahead. From providing recruitment-specific modern slavery documentation, offering bespoke advice on IR35 and the Apprenticeship Levy, to reviewing and drafting contractual terms to minimise risk, Lawspeed can help. Call us on 01273 236236. ●
Recruiters may also potentially be exposed to new, punitive penalties, if they fall within the definition of an “enabler” of abusive tax arrangements, which are later defeated by HMRC.
CO M M U N I T Y
SOCIAL NETWORK WHAT HAVE YOU BEEN UP TO? GET IN TOUCH! Whether you’ve been rowing for charity, raising money for lifeboats or having your cake and eating it, here’s what some of you have been up to in the past month… The Odgers Berndtson London team, whose rowing challenge raised £11,676 for the children’s charity Barnado’s
RAISED FOR CHARITIES AROUND THE WORLD
ODGERS BERNDTSON’S OARSOME CHALLENGE TOPS $50K VIA Global search firm Odgers Berndtson has raised more than $50k (£41k) for charities around the world, involving 318 people in 18 of the 28 countries in which it has offices. Overall, the UK team scooped gold and silver in the firm’s rowing challenge, with Alex Richardson and Clare Glackin respectively coming first and second with times of 6.48 and 8.02 minutes.
ANNIVERSARY CAKE DOWN UNDER FOR HARRIER VIA
NonStop put on a Great Gatsby-themed awards bash this year
Australia-based talent management firm Harrier Human Capital celebrates its 10th birthday and staff seem to have had a great time marking the occasion.
UPPORTS THE RNLI NRL SUPPORTS LIFEBOAT APPEAL VIA
ALIGRA’S KNOCK-OUT DONATION TO SWINDON BOXING CLUB VIA Scrappers, a charity that supports young people in Swindon, has been given a boost after receiving a £500 donation from recruitment specialist Aligra. Scrappers was set up by former ABA boxing champion Paul Rogers and British kickboxing champion Andy Brown in conjunction with Swindon Children’s Scrapstore with the aim of inspiring and motivating young adults.
NONSTOP STAFF POWER ON THROUGH VIA Twice a year, pan-European recruitment firm NonStop gathers all employees from across Europe in its Prague office for management meetings and a themed ‘powerday’, which sees everyone dress up and work hard to win some amazing prizes – a trip for two to Athens, for example! The most recent powerday had an Olympics theme and was followed by the annual (rather late) Christmas party and awards ceremony – a Great Gatsby theme this year.
NRL Group’s Egremont branch supports the RNLI’s Workington Shannon Class lifeboat appeal with a donation of £2.5k. This donation is part of NRL’s ongoing commitment to the local Cumbrian community and the essential work of the RNLI.
TW I TT E R
Populo Consulting @PopuloConsult Feb 24 @RecruiterMag After picking up our #bestlists2017 it’s taken us over 24 hours to get back home via Northampton, just passed Crewe. Mark Neilson (right), MD of Aligra, hands the £500 cheque to Paul Rogers, head coach of Scrappers
@RecruiterMag instagram.com/recruitermagazine/ recruitermagazine.tumblr.com/
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E EMPLOYABILITY CO M M UNITY
construction. “If someone walks in and says she is an engineer, do we, when we assess that person at the interview, treat them knowingly as equal to a male counterpart? “This is about getting to grips with this issue. It is OK because, in the sense, we are all like this; it is just something that is in us and no matter what you do you can’t say, ‘I am not biased’. That is OK, but now you are aware that it is not OK, here are some ways to deal with it.”
COMBATING UNCONSCIOUS BIAS IN THE WORKPLACE BY COLIN COTTELL
programme aimed at tackling unconscious bias is playing a vital role in construction company Carillion’s efforts to boost workforce diversity and inclusion. Jon Hull, Carillion’s head of resourcing, told Recruiter that the ﬁrm’s efforts to help its leadership population make better and more objective hiring decisions is already showing signs of success. Hull says the ﬁrm’s decision to focus on unconscious bias resulted from the realisation that “just having policies or targets saying you must have a certain of women, for example, doesn’t work … It doesn’t actually change the behaviour of managers”, he says. Indeed, “it possibly does the opposite”. According to www.carillion-thinkdifference.com, a website launched by Carillion as an educational and practical resource to highlight and help combat the issue, unconscious bias “is a preference or bias over which we have no conscious control. Our unconscious biases are shaped by our background, cultural environment and personal experiences”. Hull says that however well-intentioned and determined a person is not to be biased against others (based on their sex, race or just because someone is different), academic studies prove that we are all capable of bias. “It is hardwired into us, and the only way that you can counter it is to be aware of it,” he says. The programme that began a year ago and is set to run until the end of this year, is aimed at Carillion’s UK leadership population of around 1,500 – “everyone from a cleaning manager to board director”, says Hull.
Carillion's head of resourcing Jon Hull says that we are all capable of bias
Raising awareness The ﬁrst part of Carillion’s programme is raising awareness of unconscious bias. Hull says that workshops running since last April have played a key role. “These are structured around real scenarios that actually happened in the workplace, and use a mixture of videos and actors,” says Hull. To reinforce the learning from the workshops, the programme uses a range of educational resources and tools, such as Carillion’s Think
Women in construction Hull highlights an example of the unconscious bias the programme is targeting: bias against women in
IM AGE | AKIN FALOPE / GET T Y
CO M M U N I T Y
Difference website (see p38), which includes an interactive online experience, as well as challenges and quizzes. The workshops have also been a source of valuable learning, with feedback from managers being used to design future interview training for those same managers. “This is bottom-up coming from managers not HR,” says Hull. “It recognises that every manager can play a part in helping us achieve a more diverse workforce, and that comes down to awareness and behaviours, whether that is through recruitment, or how you manage and communicate with your team.” Hull says the programme can have wider beneﬁts than just countering bias against women, or people from ethnic minorities. It can also be used to help managers be more inclusive generally, for example by not automatically rejecting candidates without experience or those who “might talk or look a bit differently to you”. “It is helping managers to think around the problem a bit more rather than thinking the same cookie-cutter image,” he says.
The percentage of women going into graduate-level jobs in Carillion this year more than doubled from last year
“It is about inclusion rather than diversity”
Online assessments In a parallel effort to help managers make more objective decisions, Carillion is making more use of online testing and tools. This includes automating more of the hiring process through the use of tests or games. “Ultimately, these make an assessment based
on the criteria we have decided with a manager, and based on the candidate’s values and capacity to work in the type of environment in which we are asking them to work.” Hull says that psychometric tests, which generate speciﬁc questions for managers to focus on at interview, are another trend in this direction. Carillion is also updating its applicant tracking system (ATS), giving it the capacity to anonymise CVs. Hull agrees this is helpful, but says is not the whole answer. “I think this helps certain groups get through to interview but once they are in front of you, if you are not aware of your biases you are still going to make the same [biased] decision.” Nevertheless, Hull says that there are tentative signs the company’s efforts are already paying off. Following the anonymising of CVs and the automation of a lot of the assessment process up front, he says the percentage of females going into graduate-level jobs in Carillion this year more than doubled to 28% from 12% last year. Hull says he’s hopeful that as changes in hiring, manager behaviour and candidate assessment procedures become embedded, the aspiration for 30% of Carillion’s leadership roles to go to women by 2020 can be reached. “It is about inclusion rather than diversity,” Hull continues. “We want to be as inclusive as possible, to allow people to be the best they can be at work. And if that means managers understanding that better and saying ‘you might be a bit different to me but that is OK and if I can get the best out of you’, that is better for the business, the individual, as well as for recruitment and retention.” ●
E BUSINESS ADVICE CO M M UNITY
ASK THE EXPERT Q: I am concerned about losing my biggest biller. How can I keep them without throwing the kitchen sink at them? Big billers often provide the revenue base a company needs to reinvest in growth and therefore can be the difference between surviving and thriving. The ﬁrst thing to do is ensure good communication between the two of you so the employee can raise concerns rather than feeling compelled to look elsewhere. Good communication also provides you the opportunity to acknowledge their contribution to the company, itself engendering loyalty. Whether you are pre-empting a move or responding to one then you have four areas you can address, and throwing money at the situation is not always the answer. 1 Company and career progression – a drive to be one of the best is a common trait in top billers. Understand how they want to grow – higher billings, more people management, more business management etc and see how you can help them achieve their goals. Share or even work with them to create your three-year plan for growth. Show them how they can develop both professionally and ﬁnancially over the next few years by working with you. Give them speciﬁc milestones so they can obtain a more senior role within the company. 2 Salary, commission and bonuses – cash is the lifeblood of a growing recruitment consultancy so minimise the cost of any one individual; however, big billers can sometimes need special treatment. Tie cash incentives to performance and stagger payouts so they are more likely to stay longer. 3 Money in the future – EMI [equated monthly instalment] share options are a great tool to tie in your most valuable employees. By giving employees a part of the company (conditional on their continued employment at the company and potentially linked to their hitting key milestones), you are tying their future success to the company’s.
The SME Coach
“Tie cash incentives to performance and stagger payouts so they are more likely to stay longer” sometimes known agencies open new offices to accommodate key billers. As long as it ﬁts in to making your company even more successful then this can often prove to be highly lucrative! DON’T… ● put your cash ﬂow in jeopardy ● act without understanding the employee’s motivations. DO… ● build a tailored package that is hard for other employers to match ● use future earnings and growth to tie the employee in.
4 Lifestyle choices – recruiters deﬁne success differently today to how they did in past decades. A degree of ﬂexibility on hours worked, working from home etc. can be very hard to replicate. I have
ALEX ARNOT is a non-executive adviser to more than 20 recruitment companies.
CO M M U N I T Y
Availability rules in short-term thinking
Find your next move in recruitment on jobs.recruiter. co.uk
BY ANDREW MOUNTNEY
↗ ANDREW MOUNTNEY is founding partner at in-house recruitment specialist Aspen InHouse
THE END OF Q1 is always a time we like to take stock of the year in recruitment; we like to leap to judgement based on that all important ﬁrst quarter. Rarely do we see it as a quarter of the year’s work, but more as a short-term indicator for what the next nine months will hold. With the in-house recruiting market I ﬁnd that misplaced; after 12 years of hiring in the space there are a couple of common trends: ● The January rush for a new job is typically unfulﬁlled ● February sees things pick up as overworked heads of recruitment ﬁnally get to hire for their own teams.
Many businesses remain unclear of their long-term prospects Let’s take a short-term temperature check on the market, with a health warning this does not mean the rest of the year will follow suit. ● Recruiters are as cautious on moving as they have been for ﬁve years; at Aspen our candidate registrations of experienced in-house recruiters is the second lowest for the same period out of those ﬁve years ● Those seeking a new role are either in a small group who have to look for work (there
I M AG E | I STO C K
are far fewer contractors out of work than previous years or people being made redundant) or they are seeking a bigger challenge and step up to do something they have not done something before. Typically the last thing employers want to offer ● Volumes of roles are slowly picking up; you may remember that second week of February when you sneaked on LinkedIn and it looked like everyone in your network was hiring a recruiter for their team ● What was common that week is a strong market indicator: if you think back, the roles you saw would have been short term (three to six months) and junior (recruiter or resourcer level). This is indicative of a bigger change we have seen in the market this year and one that may favour agency recruiters looking to move in-house. Short-term needs requiring immediate starters make decision making transactional: “Who is the best of the available options, who can start
right away, at the price we want to pay?” That may not be the way to build great long-term recruiting functions, and for many seeking new opportunities, it does not ﬁt with career plans or existing commitments but availability is becoming a much more critical driver than previously. What does that mean for the rest of the year? Without leaping to conclusions, to us it appears that heads of recruitment are being given short-term resource to deal with the challenges in front of them. Many businesses remain unclear of their long-term prospects and appropriate staffing to deal with whatever the year may hold. But one thing is clear, most functions are running lean and any hiring spike will require extra headcount. In short, watch this space – it’s going to be an unpredictable year. ●
E CAREERS CO M M UNITY
‘It’s great to meet people, learn from them and build those relationships’ MY BRILLIANT RECRUITMENT CAREER What was your earliest dream job? A pilot.
What was your first job in recruitmentt and how did you come into it? t? When I ﬁnished my A levels, I was concentrating on going to university, rsity, but then thought, ght, ‘I don’t know iff I want the debt from university’. I put ut my CV on a job board and recruitment i company Mane Contract Services called and asked me to come in for an interview. I went in and had a chat with them. They said they didn’t think I was ready and wanted to put me in the payroll department. I said that wasn’t what I wanted and it’s the recruitment position or nothing. Th ey called me later to come in and take the position of trainee recruitment consultant.
Who is your role model in life or in business? I don’t think I have one. I read things from lots of people who help or inspire me.
What do you love most about your current role?
business from them, busine it’s great to meet these people, learn from them and build those relationships as they become clients.
What would you consider to be the most brilliant moment of your career? We are working with a company placing trainee brokers and not only have we had some great success with them, but they have also asked us to help them in New York.
What’s your top job to fill at the moment?
Laugh or cry? What did your most memorable candidate make you want to do and why? That’s someone who I met when I was working in rail recruitment. We became really good friends, who ended up coming to my wedding. That was through building a great relationship with that person.
What’s the best or worst interview question you’ve ever heard? ‘Are you a team player?’ Because I’m not sure who’s going to say no to that. It seems a pointless question.
What is your signature dish? I do a lot of cooking but probably my pasta sauce that I make from scratch.
My job is to meet business owners, directors and CEOs. I ﬁnd that fascinating – to go in and see amazing businesses and people as well. As much as I am trying to get
MATT PRICE, sales manager, Raw Talent Academy
IMAG ES | ISTOCK
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W W W. R E C RU I T E R .CO.U K
Plan A not turning out great?
Plan B is waiting for you to start! Sometimes it doesn’t matter how hard you work, the effort you put in or the team around you; Sometimes Plan A just doesn’t work. City Recruitment is here to get you started with a successful Plan B. Since we were founded in 2014 focusing purely on Rec 2 Rec we have gone from strength to strength, and we are here to make sure you do too. Our team has grown massively covering the whole of the UK and we work with some of the most amazing clients who are looking for you to join their team and make your own dreams a reality. Maybe it’s climbing to Director level? Or heading up the resource team? It could even be to be a principle consultant? Whatever it is at whatever level we have specialists who are not only here to match you with your perfect plan B but also happy to have an informal & conﬁdential chat and help where we can.
Looking for your next role? Email firstname.lastname@example.org Looking to hire? Email email@example.com Or call 01204
Recruiter Apr17 recr.indd 43
279778 to discuss your needs.
E RECRUITMENT WWW. RE CRUITE R .CO.UK
View the latest jobs at jobs.recruiter.co.uk To place your advertisement E: firstname.lastname@example.org or T: 020 7880 7621
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View the latest jobs at jobs.recruiter.co.uk To place your advertisement E: email@example.com or T: 020 7880 7621
EAFS Consulting provides pan European Workforce Management Solutions, including full payroll and HR services. Supported by a back office with multi-lingual accountants, lawyers and compliance officers. Our company delivers a bespoke service for each of our clients. Dedicated to delivering a compliant service and offering everything from outsourced managed accounts right through to a complete on boarding process.
Euro Consulting EMEA is an I.T. Business Consultancy offering business services. Our objective is to offer a consultancy model to our clients, opposed to the traditional recruitment. We believe in quality not quantity, thus our aim is to always attract top talents from all Europe to join our dynamic team. Working closely with our clients helps us understand projects requirements, ensuring we supply the best resource or project team to fulfil the project scope, usually at a very attractive price.
Business Development Account Manager
Business Development Manager
• Business Development Activities to attract New Clients to the business whilst ensuring that detailed attention is given to existing/new clients. • Prospecting, Lead Qualification, On-Boarding process of clients, feedback, problem solving. • Liaise with other departments, meeting KPI’s and Sales Targets, Performance Reports, updating CMS
Fancy a new challenge in your career? Should you have a successful track record in recruitment and you are ready to step up from the traditional recruitment, we would like to hear from you.
• • • •
Previous experience within the Recruitment Industry. IT Contract recruitment is essential or Previous Experience working within a I.T Consultancy Specialising in Selling Professional and Expert Services. Positive and confident personality with a proven track record in Recruitment & Business Development. Strong organisational skills, smart and methodical, demonstrating ability to multi task and prioritise. Leadership attributes, with a demonstrated motivation to build and manage teams / business units in the future. At least 3 years in Phone Sales and F2F Sales
Junior Sales Executive – Intern/Full-Time
• Support the Sales Team in the day to day sales activities by performing administrative tasks. • Respond promptly and effectively to incoming customer enquiries through various channels including: live chat, phone and email • Whilst supporting the Senior Sales staff, you will learn the products and solutions the company offers by helping with existing customers.
• • •
Marketing Intern • • • • •
Prepare Marketing Plans & E-Mail Campaign Designs. Execute Social Media & digital Brand Strategies Support marketing plans on a product specific basis Review and report on performance indicators Conduct market research on existing and new products • SEO & Design experience a plus
Working closely with senior members of staff to ensure all clients are given an A+ service, including keeping up relationships over the phone and one to one periodic meetings. Achieve and exceed sales targets through effective account management; increasing revenues and profitability from key accounts, selling Professional and Expert Services. Work closely with clients understanding their roadmap and supporting them with their projects. Have an up-to-date and excellent knowledge of your market, products and new I.T. trends & technologies. Have up to date insight into their business needs, understanding business strengths Collaborate well with the rest of the business, sharing clients’ customer market insight At least 3 years in Phone Sales and F2F Sales
In-house Project Coordinator/Talent Acquisition Manager • •
To respond to and resource requirements for live and forecasted consultancy projects, working to detailed project requirements To assist the Head of Resourcing in continuing to build and maintain a first class talent pool and virtual workforce which can then be utilised to find suitable talent as quickly as possible. To identify candidates for roles through pre-screening and telephone interviews. To develop methods and mechanisms to seek out suitable candidates for the talent pool and live roles: Internet searches, LinkedIn, forums, conferences. To work as a team to best source all roles that are raised, sharing knowledge and techniques as required.
If you would like to try something new, and willing to relocate to Malta, this is what you will benefit from: • 300+ days of sunshine yearly • Beautiful beaches • Free Healthcare • High Educational Institutions • Excellent Lifestyle & activities all year round • Easy connections to other European Destinations • A lot more…..
Interested parties to send an e-mail to our Group Operations Manager on: firstname.lastname@example.org including an updated resume, passport photo and motivation letter.
Interested parties to send an e-mail to our Group Operations Manager on: email@example.com including an updated resume, passport photo and motivation letter.
Benefits: If you would like to try something new, and willing to relocate to Malta, this is what you will benefit from: • 300+ days of sunshine yearly • Beautiful beaches • Free Healthcare • High Educational Institutions • Excellent Lifestyle & activities all year round • Easy connections to other European Destinations • A lot more…..
Recruiter Apr17 recr.indd 45
E RECRUITMENT WWW. RE CRUITE R .CO.UK
Support Director Remuneration package negotiable depending on experience Recruit Ventures is a joint venture business which funds entrepreneurial start-up businesses in the recruitment sector. As well as providing funding support, we also take care of all the back end support functions of the business, allowing the recruit venture partners to deal with the front end operations and focus on building their business. As part of the groupâ&#x20AC;&#x2122;s continued commitment to growth and expansion, they are actively seeking a Support Director. This is an outstanding opportunity for a capable and highly credible recruitment professional with a proven track record in managing multiple branches whilst achieving sustained business growth. Reporting directly into the Managing Director, you will be responsible for supporting and offering guidance to the existing joint venture businesses. There are currently 40 owner businesses across the UK, with this figure expected to continue to grow over the forthcoming years.
You will need to have a comprehensive knowledge of the recruitment industry with a strong intellect to operate effectively in this high profile and critical role. In addition you will need well developed people skills and have the ability to motivate and inspire. This role will offer the successful candidate a market leading salary and benefit package in addition to an exceptional career development opportunity. Please apply with a CV to Paul Mizen, Managing Director, at firstname.lastname@example.org or telephone 07900 263064. All applications will be dealt with in the strictest of confidence. Previous applicants need not apply. Closing date: 7th April 2017
Recruiter Jobs helping you to attractt the best candidates for your vacancies. Recruiter Jobs is the online recruitment site for Recruiter magazine, the principal magazine for recruiting and resourcing professionals. You can search through a wide range of roles; from recruitment consultants to in-house recruitment, based in both the UK and International markets.
Jude Rosset | email@example.com | +44 (0)20 7880 7621 46 RECRUITER
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READY TO TAKE A GROWING PROPERTY RECRUITMENT COMPANY TO THE NEXT LEVEL?
W E A R E T H E OYS T E R PA R T N E R S H I P
market-leading Property Recruitment Company listed in both the Sunday Times Virgin Fast Track 100 and Recruitment International’s Top 250. Since opening for business in January 2004 we have grown year-on-year, building a reputation for delivering an outstanding service steeped in personality. Much like our clients, our success is a testament to the quality of our people and the service they provide. Whether our Consultants are picking up the phone to introduce Oyster for the first time or catching up with you over coffee many years later, we believe that building successful teams starts by building lasting relationships. Our specialist teams cover permanent, interim and contract roles on behalf of the NHS, Local Government, Housing Associations, FTSE 500 companies and Family-run businesses – simultaneously providing career moves to suit any lifestyle whilst delivering talent to where it is needed most.
Now boasting a team of 50+ Recruiters and support staff, we dictate the flow of talent between the UK’s top property establishments. But we’re not stopping there… We are now looking for an experienced Recruitment Sales Director to play a role in the growth of our 1st regional office. Reporting to the London based MD, you will have full responsibility for the recruitment and development of sales teams at the company’s 2nd office location in the Manchester area – Your main responsibility will be managing growth and bringing on new Consultants. We are looking for an extremely credible individual who has significant experience of influencing and steering growth of a small to medium sized recruitment business, someone who is a natural leader with a charismatic and open approach who can drive further sustained growth of the business.
T O F I N D O U T M O R E , C O N TAC T U S AT: C A R E E R S @ OYS T E R PA R T N E R S H I P.C O M
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E CAREERS CO M M UNITY
A MA Z O N : Mark Smith, former UK recruitment manager and more recently head of EMEA recruitment at Caterpillar, joins the online retail giant, heading up talent acquisition for seller services division and transactional risk management services at Amazon across EMEA.
THE A S S OC IATI ON OF EX EC UTIV E S E ARCH CONSULTANTS: Joining AESC’s Council of Africa are: Ineke Arts, partner at Hoffman & Associates/ IIC Partners and based in Brussels, as council chair; Emanuela Aureli, consultant at Spencer Stuart and based in London, as council vicechair; Andrew Kris, founding partner at Borderless and based in Brussels, as council secretary and treasurer; Krista Walochik, president at Talengo/The Global Community for Leaders (TGCL) and based in Madrid, as council chair emeritus.
CAST UK: The management and executive level staffing specialist has appointed Gary Mullen as managing consultant. C&D GROUP : The Swindonbased recruiter welcomes Matthew Hastie as sales director. CI E LO: David Tully has joined the recruitment process outsourcing (RPO) provider as new business development director – EMEA. Jon Axcell joins as an account director.
E AME S CON S ULT ING: The international recruitment and search consultancy Group has promoted Sanjeev Vegad, Kerren Leach, Parvyez Salam, Sultan Afzal and Jon Price to partner.
staffing specialist as managing director of Germany.
BA K ER B R IG H T R EC R UITMEN T S OLUTI ON S : The Derby-based recruiter has appointed Kim MacNamara as recruitment director.
Corporate communications agency Newgate has appointed Angela Thomas as its ﬁrst head of recruitment. The ﬁrm says Thomas’ appointment reﬂects a trend for recruitment to be brought in-house, with most vacancies ﬁlled directly or through staff referral schemes. Before joining Newgate, Thomas held a number of positions in recruitment consultancies in the UK and in Australia, previously leading the agency and corporate practice at specialist communications recruiter Ellwood Atﬁeld in London until last year. Working across the ﬁrm and across parent company Porta Communications, Thomas will report to Porta HR director Annmarie Stephenson, working closely with the senior management of Newgate, and also support other Porta Group companies, which include Publicasity and 21:12.
GATTACA: Edwin Reijntjes joins the international engineering and technology
Matt Gascoigne has been appointed COO at the public sector executive recruitment and people development specialist. Kate PearlmanShaw and Anthony Surley join as partners to build on the ﬁrm’s leadership and organisational development consulting services.
HAMLYN WILLIAM S : The corporate governance staffing specialist welcomes Alex Edwards as sales director for EMEA. IGNATA: The professional services recruiter has made James Hallahan CEO of its specialist recruitment businesses.
KELLAN GROUP : Liam Humphreys joins the multi-sector recruitment
Email people moves for use online and in print, including a short 09/03/2017 09:41
organisation’s board as managing director, with immediate effect.
based workforce recruitment technology company’s COO.
P ED ER S EN & PARTN E RS :
The boutique recruiter has appointed Rachel Mayne as associate director leading its business change and transformation practice.
The international executive search ﬁrm has appointed Andreas Weik within its DACH (Germany, Austria and Switzerland) region team as client partner.
VE N TUL A C ONSULT ING:
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RECRUITMENT ADVERTISING +44 (0)20 7880 7553 Jude Rosset
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P O P U LO CON SULTI N G: Mike Turner is the healthcare staffing specialist’s new managing director.
S EC R EC R U I TME N T: The life sciences, pharma and IT staffing specialist has announced a new operational board. New board members include strategic key accounts director Kerry Bambrick-Sattar, people director Carly Brunsden and sales director Louis Giquel. S P EN G L ER F OX: The global talent consultancy welcomes Krzysztof Chobot as practice group leader for industrial.
S R IC HEY E N N E : The digital, media, entertainment and sport executive search specialist has appointed Jay Hussey as CEO. Hussey succeeds Cheyenne Group CEO and founder, Pat Mastandrea, who moves into a new role of vice chairman.
THIS WAY GLOBAL : Mark Stevenson is the Cambridge-
WORLDWI DE RECRUITMENT S OLUTI ON S ( WRS) : Suzy Chua joins the global energy and engineering staffing solutions provider to lead its new power division serving the Asia Paciﬁc market.
YOU R NE X T M OV E A selection of vacancies from recruiter.co.uk City Accountants Recruitment consultant Derby, Nottingham and Leicester area Up to £28k + package Oyster Partnership Recruitment sales director Manchester £Highly competitive Jark/Recruit Ventures Support director UK £Highly competitive
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Gregory Allen is global head of resourcing at Lloyd’s Register.
Are you looking at the future?
I am lucky to have had several mentors in my career. Even today I like to gain insights and support from independent professionals in our community to make sure I am on track with modern and future thinking, and doing the best I can. It was in one of my meetings with Nina Nærby, when I asked my question: “Where does talent acquisition stop and talent management start?” Nina was a managing partner in the HR practice for executive search ﬁrm Heidrick & Struggles at the time, so very much knew about talent acquisition. Now, as the founder of the Leadership Advisor Group (leadershipadvisorgroup. com), she has moved into consulting at the top table. I thought her to be the perfect person to understand how and where this transition takes place. In an effective, Scandinavian way, Nina summarised it in one statement: “In talent acquisition, you’re looking at the talent available now; in talent management, you take the future into account. “With so many CEOs ﬁnding it difficult to achieve their strategic objectives through not having enough
talent today, how much more will this be the case if we’re not developing our talent for the objectives of tomorrow?” Nina explains that in her role now, she challenges the C-suite into understanding what they have today and what will they need in three to ﬁve years. Part of this activity is to determine the roles and people who need to leave the organisation now, the skills and competencies required to ﬁll the new roles that must be created, and the new competencies and skills that will be needed for the organisation later on the strategic journey. Nina then uses a suite of resourcing tools to determine what the landscape looks like within companies, and maps the opportunities into the current marketplace, supporting a ‘build or buy’ determination within the leadership arena. It was comforting to hear that as a high-level recruiter, Nina still holds onto her recruitment instinct, and can analyse the leadership or talent in organisations to
IMAG E | P ETER SEA R LE
determine their usefulness for now and into the new corporate destination. I have always called our recruiters ‘change agents’, with an eye on the organisation’s external face and power to engage. It was exciting to hear that these tools can be drawn inwards, to then measure what matters in organisations and support the strategic resource discussions and to have a strategic leverage as an HR function.
In talent management, you take the future into account
By looking at the future, we as talent acquisition professionals can drive a talent management agenda. Our opportunity then is to manage proactive pipelines and – through robust training programmes and onboarding – look at the requirements for our organisation in the future. Then we can either build the talent or be sure we can make a calculated guess as to where that talent will be in the next three to ﬁve years, ensuring we land our companies at the right place and time to attract it. ●
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