Recruiter Jan/Feb 2024

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INCORPORATING Recruitment Matters

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Business intelligence for recruitment and resourcing professionals

Jan/Feb 2024

INCORPORATING Recruitment Matters

www.recruiter.co.uk

Jay-T Thompson breaks the glass ceiling at PRS

In Tune With D&I

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A NEWS 05 Parliament to debate human cost of Loan Charge A debate will be heard in Parliament on the ongoing controversy surrounding the Loan Charge 06 Parity strengthens with Pertemps merger IT recruitment specialist joins the £1bn Pertemps Network Group to become Parity Network 07 Recruiter Awards auction makes £1Ok+ for charity Social mobility youth charity LTSB uses funds donated at the Recruiter Awards to deliver job programmes 08 Contracts & Deals

INCORPORATING Recruitment Matters

C INTERACTION 18 Viewpoint 19

Adi Holmes, Jelli Group Soundbites

D FEATURES 22 THE BIG STORY: Hitting the

B TRENDS 10 Insight

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Seven megatrends that are shaping our lives in the new world order Workplace: Business Advice Tara Ricks on staying ahead of the curve Workplace: Trends What is compassion fatigue and how is it affecting UK workplaces?

Tech & Tools The latest recruitment technology and services

right D&I note As the first black woman to be appointed director at PRS (Performing Rights Society) for Music, Janeace (Jay-T) Thompson has broken the mould at the 1O9-year-old organisation 30 Working with the risks of artificial intelligence As AI has evolved, concerns have also increased regarding the risks posed by the speed of its technological march forward, especially around recruitment

30 E COMMUNITY 36 Social 39 My Brilliant Recruitment Career: Ed Pritchard

40 Movers & Shakers 41 Recruiter contacts 42 The Last Word: Alan Furley

42 COV E R I M AG E | PAL H AN SEN

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Leader

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024 swept in with heavy rains and winds, an earthquake in Japan, continued fighting in geopolitical hotspots – let’s hope this is just a case of the world throwing a universal tantrum before settling into milder weather and a climate suitable for excellent business later in the months and year to come!

At Recruiter, we’re launching the new year with an introduction to PRS for Music’s bright new director of talent, culture and experience, Janeace Thompson – also known as Jay-T. She’s the first black woman to be appointed director at this highly influential organisation, which “In 2024, all you collects royalties for songwriters and have to do to achieve anything composers when their music is is: focus on simply streamed, broadcast, TURNING UP, performed or played the rest will take in public. She’s got a great story to tell. care of itself” On a personal level, the holiday season just passed was a real gift – a blissful Christmas with my husband, dogs and a fantastic dinner out, a much-needed digital detox and a chance to read. One of the most profound nuggets I found came from Gus Balbontin, investor/ adventurer/alternative futurist and a lot of other things. It’s absurdly simple but worthy in its gentleness for those of us who dream big, and I’d like to share it with you: “In 2024, all you have to do to achieve anything is: focus on simply TURNING UP, the rest will take care of itself.” Happy 2024 to all of you!

DeeDee Doke, Editor

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Parliament to debate suffering caused by Loan Charge

BY DEEDEE DOKE

A HOUSE OF COMMONS debate on the ongoing controversy and continuing impact of the Loan Charge will be held on 18 January [2024], the Loan Charge and Taxpayer Fairness All-Party Parliamentary Group (APPG) announced last month [December].

The Commons Backbenchers Business Committee granted the request for the debate on the Loan Charge, which has claimed 10 lives since its launch 2016 and implementation in 2019.

The APPG has been highly critical of HM Revenue & Customs and HM Treasury for their approach in dealing with the mis-selling and operation of unacceptable tax avoidance schemes, as well as failing to protect vulnerable workers who were mis-sold the schemes. It is acknowledged by the APPG that thousands of people caught up in the schemes “still face serious anxiety, bankruptcy and breakdown… all too predictable suicides, bankruptcies and family break-ups, all of which have happened”.

In a 21 December statement on X, the social media platform previously known as Twitter, the APPG said: “This will be an important opportunity to highlight the multi-faceted nature of the #LoanChargeScandal and the profound policy failure the Loan Charge has been.” The message went on to urge those interested in the debate to encourage their MPs to attend.

Last October, the Loan Charge and Taxpayer Fairness APPG emphasised that it has been calling for “effective action to stop the ongoing mis-selling and operation of unacceptable tax

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UPDATE

39,323 FOLLOWERS AS OF 2 JAN 2024

avoidance schemes and for action to be taken against those who recommended, promoted and operated the schemes now subject to the Loan Charge”. The APPG statement went on to say: “The reality is that until now, HMRC has failed with regard to both of these aims.”

The APPG has also pointed out: “Despite HMRC giving the contrary impression, the reality, as exposed by Freedom of Information requests, is that there have been no arrests or prosecutions, never mind convictions, of anyone for promoting or selling the schemes that are now subject to the Loan Charge. There has been a consistent and concerted campaign of disinformation by HMRC and the Treasury to give the false impression that HMRC have taken action against those who promoted the schemes which are now subject to the controversial Loan Charge, when this is not the case. HMRC (especially via their press office) have sought to give a highly misleading impression that they have taken action against loan scheme promoters, so much so that the APPG felt compelled to publish a report in March 2020 exposing this.

“HMRC and the Treasury have admitted in an FOI response that they cannot go after promoters of loan schemes as such schemes were not illegal and, ironically, the financial secretary to the Treasury has admitted that the government would need to change the law retrospectively to be able to do so,” the APPG said.

News of the forthcoming debate was enthusiastically greeted on X. An X user identified as @ NotRichYoungFa1 addressed a tweet to Ipswich MP Tom Hunt, saying: “Please listen to your constituents suffering due to the Loan Charge… As #GeneralElection approaches, listen to 40+ families in #Ipswich, approach with open mind and not accept HMRC/HMT [HM Revenue & Customs, HM Treasury] propaganda at face value.”

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Parity merges with Pertemps and heralds in ‘exciting new era’

BY VANESSA TOWNSEND

IT RECRUITMENT SPECIALIST Parity has merged with Pertemps Network Group (PNG) to strengthen its position and help it expand into new markets.

Rebranded as Parity Network, the Edinburgh-based recruitment business, which has been trading for nearly 50 years, serves both permanent and contract clients across the UK, Ireland and a number of other European countries.

It becomes part of PNG, a £1bn specialist recruitment network and a long-term investor in Parity, opening it up to more investment and expansion possibilities.

Izzy Brown, managing director of Parity Network, said: “This move makes us part of a high-profile and successful recruitment organisation

with the opportunity to collaborate with like-minded businesses focused on attracting the best talent.

“We specialise in finding the best IT talent to fulfil clients’ needs.

This change means we will be able to offer even more to clients, helping businesses with different roles across many different specialisms that are complementary to our core offering.”

Trevor Large, MD of Pertemps Network Group IT specialists Network ERP + IT (EMEA), said: “The merger with Parity Network continues to enhance Pertemps Network Group’s IT offering across a broad spectrum of clients.

“Bringing Parity into the family is a natural progression for both businesses and the start of an exciting new era.”

L-r: Trevor Large and Izzy Brown

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Generosity at Awards night helps LTSB charity support young jobseekers

BY VANESSA TOWNSEND

LAST SEPTEMBER, the audience at the Recruiter Awards generously bid on numerous auction prizes on the night to support our Charity of the Year, employability partner Leadership Through Sport and Business (LTSB).

Funding and development manager Jenny Venning said: “We received the fantastic amount of £10,368 as proceeds from the Recruiter Awards night.

It’s such a huge amount, and we

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are delighted to have this wonderful boost to our income at this time of year!”

LTSB is a social mobility youth charity, which helps give disadvantaged young people an entrance into a world of work they might never have thought they could enter.

Venning explained how the money would be used to help support the young people they work with: “The funds will be used to deliver our current autumn programmes, helping

80 bright, young people who face multiple barriers to work, into high quality, well-paid roles with major firms in business and finance, marketing and law.

“The funds will support the delivery of the pre-employment bootcamps and will help provide a fantastic portfolio of experiences we are able to offer them. Just last week [in December], for example, our London-based marketing cohort of young people spent the day at Google and YouTube’s impressive offices in Kings Cross, receiving inspiring talks and tours with key members of their marketing team.”

LTSB will also be Recruiter’s charity partner for the Investing in Talent Awards, to be held at the Brewery on 30 January.

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2024 Candidate Behaviour Barometer

88%

of professionals are looking for a new job in 2024 Leading job board CV-Library delves into the actions of today’s job seekers, providing valuable insights to optimise your recruitment process.

The job market has shifted, and understanding how job seekers behave is essential to help you attract top talent quickly. While the employment market has normalised since the surge in candidate activity post-COVID, there is a continual annual increase in job applications. The top reasons candidates are motivated to move jobs are money (55.6%), change of career (39.9%) and wanting more flexibility (35.1%), but once they start their job hunt, what really matters?

Job seeker activity surges early in the week* Tuesday

Wednesday

11am –2pm

Most popular day for job views, followed by Mondays

Applications soar midweek, followed by Mondays

Most applications are made around lunchtime

Candidates’ priorities during their job search**

Salary

71.6%

Location

59.9%

Flexible working

39.2%

Job security

28.8%

Ability to work from home

18.8%

Contact CV-Library and quote ‘Candidate Barometer’ to receive a copy of the full guide, full of insight on today’s candidates’ behaviour helping you secure the best talent fast.

Recruiter Magazine Offer: Free access to CV-Library’s Database of 19 million CVs Sign up today: www.cv-library.co.uk/cvl/recruiter 01252 810995 | www.cv-library.co.uk

*Job seeker activity’ from live CV-Library data, correct as of Dec 2023. **Candidate Survey November 2023.

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CONTRACTS

CONTRACTS & DEALS

Liquid Friday Liquid Friday, a UK provider of payroll and contractor support services, has formed a strategic partnership with Liberty Bishop International, a global expert in international contracting, employment and payroll solutions. By joining forces with Liberty Bishop International, which has global payroll expertise and international reach, the two organisations will be able to provide a complete solution for agencies looking to operate on the global stage.

Maxwell Bond Maxwell Bond has announced a new talent partnership with Kalibrate for all technologyrelated recruitment needs. Maxwell Bond is a specialist tech and digital recruitment partner specialising in cyber and information security recruitment.

Morson Talent Water company Severn Trent has appointed recruitment specialist Morson Talent to place contractors and temporary workers across key areas of its business, from engineering and technology to data analysis and customer service. Following a rigorous tender process, it appointed Morson Talent, the UK recruitment arm of global talent solutions specialist Morson Group, as its managed service provider (MSP) for a minimum three-year period. It will oversee a period of change for Severn Trent, including a recruitment push to fill a wide variety of specialised roles.

Concept Onyx Recruitment Specialist North-East recruitment firm Concept Personnel has embarked on an ‘ambitious’ expansion programme, starting with the merger with another recruitment business. The North Tyneside-based recruitment consultancy, led by Jo Carter, has merged with Milton Keynes-based Onyx Recruitment, led by Michelle Theuma. The new business will be known as Concept Onyx Recruitment and aims to scale-up and grow rapidly in the next three to five years, with each office staffing up to handle growth.

Scene London-based Scene, a specialist recruitment and growth consultancy, has acquired Nexo, a Swiss-based talent acquisition and advisory company for biohealth and medtech companies. Operating exclusively in the fastgrowth tech sector, Scene works with founders and exec teams globally to design people strategies and recruit (and retain) the talent that “enables start-ups to go from seed to a successful IPO or acquisition”.

Bluestones Investment Group Recruitment and staffing company investment firm Bluestones Investment Group has announced an investment joint venture with Elite Talent Services. The business will focus primarily on the IT, engineering and professional services sectors – predominantly within the South-East of England.

DEAL O F THE MONTH

Ellis Recruitment Group Ellis Recruitment Group has announced a £10m “transformative” agreement with a private equity investor, Londonbased Mobeus Equity Partners, which will receive a minority share in the recruitment business.

Operating globally from the UK, US and Ireland, Ellis specialises in Oracle and SAP technologies through its Oracle Contractors and SAP Contractors brands.

The agreement, described as “transformative”, will foster strategic initiatives including the attraction of

IT recruitment professionals to join its team, geographical expansion, and ongoing development of specialised services within the SAP and Oracle domains.

“This partnership is expected to catalyse growth, foster innovation, and create new opportunities for both Ellis Recruitment Group and Mobeus Equity Partners,” a statement from Ellis said.

“The £10m minority stake investment marks a significant milestone in the journey of Ellis Recruitment Group.”

Smart Solutions Group Recruitment consultancy Smart Solutions Group has acquired specialist professional services and digital sector recruitment agency Heat Recruitment to give the group its first presence in the Manchester market. Heat Recruitment will continue to trade under its existing brand name with its team continuing to operate from its office at Arkwright House, Parsonage Gardens in Manchester city centre.

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INSIGHT

BRAVE NEW WORLD? Seven megatrends are shaping our lives in the new world order

BY PAOLO GALLO

cross the planet we are in a period of enormous upheaval with huge changes taking place that affect the personal choices and decisions we make every day. There are seven megatrends that are reshaping our lives, communities and countries.

This new world and new context are bringing with them moments of uncertainty and crisis, and we need to pay attention, notice and understand the impact they are having on our lives.

Therefore, a leader needs to master “contextual intelligence”, the capacity to connect the dots and anticipate the systemic changes impacting the sector, country and company where they operate. So what are the seven megatrends?

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Climate emergency Unless you have been living under a rock, you will have noticed that extreme weather events have reached unprecedented dimensions. While no single extreme event can be exclusively attributed to climate change, all these disasters would have been incredibly less likely in a world that had not warmed by 1.1º C. So, what does that mean for you and for your personal and professional development? Understanding your personal resilience, and that of your

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community, to the effects of climate change is essential and offers opportunities to mitigate risks and adapt to the unavoidable component of the change.

Understand also how your current industry is exposed to the net-zero transition: is it heavily dependent on a future with continued emissions like coal mining or oil & gas exploration?

Could it shift to zero emissions, but with profound transformation, like the automotive sector? Or is it exposed to unsustainable models that are indirect but strong, like a financial institution deeply invested in fossil fuels?

Inequality and trust The recent pandemic has shone a spotlight on the inequalities we face right on our doorsteps.

Economies are traditionally assessed by GDP [gross domestic product] growth but this growth measures the size of the cake, not how the cake is distributed. The real problem is not limited to creating growth but to achieving shared prosperity. Regrettably, the world is going exactly in the opposite direction.

Demographics It is hard to think about any big issue – whether socioeconomic, environmental or political – that is not

somehow impacted by demographic trends and shifts. When devising strategies and policies, governments make decisions every day based on demographic considerations.

One trend everyone should be aware of is the diverging age profiles between advanced economies, which are getting old rapidly, and the increasingly youthful developing world. For ageing and advanced economies, it means that the working-age population is shrinking compared to the many people society must support (mainly children and retirees). The bottom line is that rich countries will find it harder to pay pensions and cater to the

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INSIGHT

the jobs that require creativity and human interaction. While this may seem like a scary prospect, it will also free up humans to do the things that they are best at, which will ultimately lead to a more prosperous and efficient society.

It might sound like doom and gloom for people working in industries where AI can take over their jobs, but it will lead to a new class of workers such as AI trainers and could be a catalyst for a revolution that pushes the limits of human creativity and performance.

Infodemic and reputation

healthcare requirements and other needs of older adults, with fewer and fewer people working. Young developing countries are facing the opposite challenge. Many are still experiencing high population growth, which means they need to deliver good jobs and opportunities in large measure to develop sustainably and foster social cohesion.

We need to encourage more investment to flow from rich countries to developing ones, and recognise that immigration is a necessary win-win for both youthful and ageing societies.

Advanced economies will need to adopt public policies to make up for their

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‘missing’ workforce, including openness to migration as well as greater participation by women in the labour market. Changing perceptions around migration is top priority.

Technology and AI Changes in technology are disrupting how we live as they proceed at exponential speed. With AI becoming more and more sophisticated, it is going to be able to do more and more complex tasks, eventually taking over some jobs that are currently done by humans. Humans will be left with only

We are in an infodemic! It just takes a click to get news on anything from everywhere in the world in real time, where around 4bn people access the web through their smartphones.

The quantity of content published is astounding: every minute, 571 new websites come online and 2m people search the internet.

Beyond the negative phenomena that are attracting attention – carefully crafted fake news, bots that comment on social media, post-truth – there is considerable demand for authoritative, in-depth answers to the big questions we’re facing today, at a time when uncertainty abounds. How do we spot fake news in a world where news travels so fast? The answer is critical thinking but how do we do it?

1. What is happening? Gather the basic information and ask the right questions.

2. Why is it important? Ask yourself why it’s significant and if you agree.

3. What don’t I see? What is missing?

4. How do I know? Where does the information come from? Has it been verified? By whom?

5. Who is saying it? Is there any conflict of interest or hidden agenda?

6. What else? Are there other ideas?

7. What if ?

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Geopolitics Geopolitics encompasses a wide range of topics and examines how geographic location, resources, boundaries and the distribution of power impact the foreign policies, conflicts and interactions between countries and regions.

We are confronted with rapidly changing geopolitical landscapes and the question of whether we still think that the post-Covid world will inevitably return to a path of globalisation. With divisive international politics resulting in conflicts, do we still wonder why the number of refugees and internally displaced persons has been rising exponentially over the past 15 years?

Yet there are other critical issues

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such as climate change, demographic growth, massive inequalities in terms of access to education, health services and job opportunities, regional tensions and never-ending conflicts.

All this will also shape the future geopolitical landscape, which still requires a truly global collaborative effort and a shift in values and priorities.

What do workers want?

The world of work These megatrends have a visible and measurable effect on job markets, our careers and our professional choices.

The employment outlook has changed dramatically. Since the First Industrial Revolution, employment has been strong during phases of economic expansion, while unemployment has been dramatically high during recessions.

We now have massive unemployment among vulnerable workers with obsolete skills, coupled with a high number of job vacancies. Many companies are struggling to recruit and retain workers. Then we have a new category of people who are not unemployed – they are unemployable because they offer market skills that are no longer relevant. At the same time, a few professionals are in high demand and command salaries even three or four times higher compared to traditional, rapidly disappearing jobs.

A day doesn’t go by without a global news story hitting the headlines and giving us another WTF moment. These megatrends are affecting us in real time. We need to be prepared and have the tools to react to uncertainty and acknowledge failures and crises as opportunities to grow. ● Paolo Gallo is a keynote speaker, executive coach and author of The Seven Games of Leadership – Navigating the Inner Journey of Leaders (Bloomsbury Business £16.99)

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BUSINESS ADVICE

INSIGHT

STAYING AHEAD OF THE CURVE IS CRUCIAL AS OUR LANDSCAPE continues to evolve, planning for and staying ahead of curve volatility into Q1 2024 and beyond is crucial. Planning for what your sector/market may deliver requires a strategic approach that encompasses data driven decision making; robust performance management; key performance metrics and a transparent and fully adopted target operating model.

Data Data is the very cornerstone of your recruitment strategies and your investment decisions. Leverage advanced analytics (and AI) to make informed decisions, along with analysing customer buying behaviours, candidate data and conversion rates and predicting trends. Most businesses will have invested significantly in their CRM system; are you measuring adoption and usage? This system should be managing every client interaction, tracking candidate progress and plotting the status of every customer.

Analysing this data give valuable insights, identifying areas for improvement, enhancing your customers experience and providing the ‘triggers’ that allow you to make decisions on headcount productivity and growth.

Performance management A challenging market will always call for real transparency and an understanding of what expectations are, and what looks good, in your business. Implement a performance management process that encourages continuous feedback and professional development.

TARA RICKS ● Candidate & client satisfaction – Solicit feedback from both and report on satisfaction with the recruitment process. Many firms use Net Promotor Score to aid here, giving visibility as to whether you would be recommended by them, or not. ● NFI [Net Fee Income] per head – Evaluate your sales efficiency and understand team NFI and NFI per head. In growing teams, if you are not measuring on an NFI per head basis (and that, too is growing) it is easy to be convinced that business is good – however, you may simply be acquiring NFI that will not be profitable.

Target operating model Key performance metrics

A key first step in planning for 2024 is to reassess and potentially redefine your target operating model. Consider the current market trends, the tech stack in your business, the depth of your service proposition, your hierarchy and career framework and candidate dynamic. Create a flexible operating model that allows for scalability and adaptation as the market shifts. This may require more digital transformation, more interrogation of your data, more or better collaboration between teams/departments and optimising all internal processes to increase efficiency.

Planning into 2024 requires a holistic approach, that addresses the very dynamic nature of the recruitment market. By embracing data, implementing effective performance management that is consistent and constant, redefining your target operating model and focusing on key performance metrics you will be giving yourself the very best opportunity to thrive in 2024 and beyond. ●

↗

I believe it is implicit that individual and team performance is measured against a clear dashboard of activity expectation. It is terribly hard to understand how well you are doing (and importantly, improving) if not measured against an expectation at every level of experience. In addition, identifying and tracking key performance metrics is essential for monitoring success at board level. Some key metrics I would advise include: ● Time to fill – Measure the time it takes to fill open roles.

Once you are aware of the metric you can set internal targets, driving efficiency in the recruitment process. ● Quality of hire – What roles are retained, exclusive, contingent, via PSL or via and RPO/MSP? Determine where your resources are best invested to get the biggest bang for your buck. ● Source of hire – Analyse and report on where your successful candidates are coming from. This insight will inform your investment allocation across your various marketing channels.

TARA RICKS is a non-executive director and board adviser

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WORKPLACE

Emotional overload What is ‘compassion fatigue’ and how is it affecting UK workplaces?

BY MARC HOLL

e all know that compassion is an essential emotion in a work environment, especially in team-based situations, but the physiological impact of supporting colleagues can take its toll – especially with so many challenges occurring in the UK economy.

Let’s talk about the consequences of compassion fatigue in the workplace, and what businesses can do to support employees and prevent them from feeling unable to cope.

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Defining compassion fatigue First coined in 1992, compassion fatigue originally related to the context of medical workers, where over-exposure to trauma led to health problems for the nurses and worsened outcomes for patients.

But it’s since also been applied to the general population, working in other challenging roles, as compassion fatigue can be applied to any role when the triggers and stresses of your job affect your everyday thoughts, mood and wellbeing. Some individuals describe the feeling of becoming so saturated with distressing scenes that a kind of psychic numbing occurs.

Other factors, which appear to contribute towards compassion fatigue include the ongoing cost-of-living crisis, uncertainty caused by global

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“Research suggests a highly effective treatment for compassion fatigue is cognitive behavioural therapy (CBT), as being exposed to chronic suffering can affect your thought patterns”

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WORKPLACE “If leaders do not put support packages in place for struggling employees, the impact of compassion fatigue could be huge” more task- and less emotion-focused, and may start to isolate themselves, engaging less with their colleagues and teams.

In the short term, compassion fatigue can underlie several physical health complaints, including headaches and migraines, nausea, vomiting and diarrhoea. Over the longer term, compassion fatigue could contribute towards the onset of long-term health conditions.

A person may experience mood swings from moderate to severe, which, in turn, disturbs the ability to think clearly, modulate emotions and maintain hope. All of these elements can contribute to stress-related mental health difficulties, like anxiety or depression, or short-term symptoms such as brain fog or forgetfulness in the workplace and at home.

The impact on UK workplaces

conflict and living in an age of omnipresent social media.

The impact on individuals Compassion fatigue can have both a physical and emotional impact on individuals. Firstly, acts of caring and feeling decrease. Individuals become

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If leaders do not put support packages in place for struggling employees, the impact of compassion fatigue could be huge. Firstly, it can give rise to uncontrollable negative emotions, like anger, annoyance and intolerance.

These symptoms often lead to interpersonal problems, including difficulties getting along with colleagues and a disconnection with their workplaces. The ability to think clearly, use good judgement and make decisions may decline and it becomes difficult to concentrate on tasks.

Work habits and patterns can become increasingly unpredictable.

With some employees, businesses will see an increase in sick days, leave of absence or less time spent in the office.

On the flip side, others may spend

more time at work, trying to keep up, or will take work home with them, as they struggle to concentrate and are less productive during office hours.

What can workplaces do to help?

A big first step to tackling compassion fatigue is developing training to address the emotional impact of work roles. Invite mental health experts to hold employee seminars, which cover the stress response, emotional resilience and self-compassion. This shows that conversations around poor emotional wellbeing are not only welcomed, but expected.

Leaders also need to eliminate behaviours, which could make employees more anxious or stressed.

For example, if bosses are answering emails at 10pm, there’s an unwritten expectation that others should too.

Managers should consider removing their work email from their phones and encouraging their teams to do the same. Observe consistent cut-off times for work, and your team will follow.

Demonstrate that break times throughout the day are valuable, like taking an outdoor walk and sitting down for lunch, instead of inhaling a sandwich at your desk. These seemingly small changes will encourage employees to recharge, prioritise self-care and focus less on factors driving negative behaviours.

Research suggests a highly effective treatment for compassion fatigue is cognitive behavioural therapy (CBT), as being exposed to chronic suffering can affect your thought patterns too.

Employers may want to consider adding emotional wellbeing support like this to their employee benefits packages to support those who are already struggling.

A CBT therapist can help employees recognise current lapses in self-care and boundary setting. They can also help someone to understand and respond to their symptoms or experiences differently, which, over time, improves a sense of wellbeing and quality of life. ● Marc Holl is head of primary care for Nuffield Health

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TECHNOLOGY AND SERVICES

TECH & TOOLS IN FOCUS:

Where is the future of work heading?

BY SUE WEEKES

Jack Kennedy, senior economist at job site Indeed UK The prevailing post-pandemic job market has been candidate-led, but the ongoing softening of labour demand spells a shift in the balance of power towards employers in 2024. Hybrid working is one example, with many firms having made return-to-office mandates over the past year. Indeed’s 2024 UK Jobs & Hiring Trends Report found that the share of job postings mentioning remote or hybrid terms has dipped from 16.3% in May to 14.8%, as of the end of November, though remains over three times higher than before the pandemic.

However, jobseeker interest in remote and hybrid work remains high, with searches having risen 10-fold from pre-pandemic levels.

So, in the year ahead, offering location flexibility will remain a powerful attraction and retention

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tool, particularly for smaller companies looking to compete for top talent with larger competitors.

Of course, not every job can be done from home, so in 2024 I expect to see employers offer other forms of flexibility to attract and retain talent. One interesting trend is that the share of job postings mentioning four-day work week arrangements has been rising, albeit at 0.8% remains a niche offering. Notably, the share is highest among the least remote-friendly occupations including healthcare, childcare, manufacturing and food service.

Sharon Steiner, chief HR officer at freelance online marketplace site Fiverr In 2024, the global talent shortage looms larger than ever. Recent studies reveal a stark reality: 23% of workplaces faced vacancies in the past year, with 10% attributed to

skills shortages. This signals a growing need to tackle workforce skills gaps, in new and sustainable ways. The data highlights the case for embracing freelancers in various roles, as they bring flexibility and specialised skills that contribute to the essential process of adaptation and success in the evolving job market. UK businesses are already embracing them as recent research from Fiverr reveals that 47% of businesses plan to hire freelancers next year.

In the new year, we will continue to witness this shifting landscape and see the freelance community continue to grow. These freelancers will evolve to stay relevant and are emerging as pioneers of innovation, filling the gaps in an environment where skills, not just jobs, define success. For 2024, embracing new skills and helping your team to innovate is no longer

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T R E N DS

TECHNOLOGY AND SERVICES

a choice but a necessity for thriving in the dynamic and challenging landscape of the upcoming year.

Angelique de Vries, President of EMEA at enterprise software company Workday HR leaders will have to contend with skills shortages all while getting people back to work. It’s a complex balance to strike so the companies that put AI for positive impact first, will be the ones that navigate economic headwinds, talent shortages and employee engagement most effectively.

Our ‘Global CHRO AI Indicator Report’ revealed that a third of HR leaders (33%) think AI will improve collaboration; 27% believe it will improve the overall employee experience and engagement, and a quarter (25%) noted it will assist with talent development and upskilling.

Deirdre Byrne, head of UKI at productivity platform company Slack

Over the past few years, workers have embraced – and in some cases found – entirely new ways of working. In addition, many have had the time and space to decide where, when and how they work best. Just as no two employees work alike, in 2024 business leaders should consider and actively recognise different workplace personalities and approaches within their organisation to enable greater productivity.

This is vital as our latest Workforce Index reveals productivity isn’t linear. In fact, it happens in bursts throughout the day. Three out of four desk workers globally report working between 3-6pm, yet just one in four consider these hours highly productive.

Building an empowering work environment that suits each workers’ preferences will be central

IMAG E | SH UT T E RTO C K

to success and boosting the bottom line in 2024. This is about arming employees with flexible tools, such as a productivity platform, so they can connect with the right people, easily search and find the right information and automate work, however they work best.

Marni Baker Stein, chief content officer at online learning course provider Coursera

In 2024, AI won’t simply be at the forefront of the future of work – it will be the future of work. British workers must adapt their skills accordingly. UK companies, even those leading in their sectors, are grappling with the challenge of recruiting top digital talent, particularly individuals skilled in high-growth areas like AI. This scarcity underscores the increasing need for skills development in related fields.

Integrating AI represents a labour market paradigm shift that necessitates a workforce capable of seamless collaboration with intelligent systems. Coursera’s Learning and Development (L&D) Survey underscores this urgency, revealing that 53% of L&D leaders in the UK prioritise AI and digital skills as their top two concerns.

This acknowledgement signals that UK companies must recognise the transformative potential of these skills in propelling future business growth and innovation.

The rise to prominence of generative AI means that, while not all individuals will need to understand the nuances of regression and classification or reinforcement learning, employees from marketers to sales reps to account managers will need to understand how to work alongside a technology that will become as fundamental to performing one’s role as web search. ●

IN BRIEF

Smarter job ad distribution The SmartRecruiters hiring platform is working with recruitment marketing solutions company Vonq to update its SmartDistribute job advertising solution. The latest SmartDistribute provides recruiters with access to more than 2,700 specialised job boards across the globe from within the SmartRecruiters system. Recruiters can tailor job postings to match industry trends and help ensure they attract the right talent. It claims this more refined approach simplifies the process of showcasing top job opportunities, increases traffic conversion rates and helps find qualified candidates.

The enhanced SmartDistribute also provides systematic distribution and tracking across a wide range of job boards.

www.smartrecruiters.com

Partnership boosts compliance-led recruitment Recruitment software platform Voyager Infinity is partnering with Right to Work in the UK experts TrustID. The companies have a shared vision to redefine the recruitment landscape and boost compliance-led practices. It means that users have a unified platform that seamlessly integrates compliance checks and ensures full compliance with Right to Work legislation.

This will increase efficiencies, reduce manual processes and increase the accuracy of candidate verification and onboarding. Users also have access to real-time updates and alerts to stay abreast of regulatory changes.

www.voyagersoftware.com

New wave of job posting Recruitment software specialist Wave is launching an augmented version of WaveTrackR, which automatically matches CVs in an existing database to job requirements before a job is posted out. It also features the AI Job Advert Assistant to assist in drafting job ads – recruiters enter benefits, required experience and any additional information and the assistant drafts an optimised advert. WaveTrackR also analyses inputted job details to recommend the best job boards for the job as well as the best time to post, based on live data.

The application still allows recruiters to post to multiple job boards, website and social media channels in a single action.

https://wavetrackr.com/uk/

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C VIEWPOINT INTE R AC TIO N

Give it a try?

Why I disagree with employee trial days

BY ADI HOLMES

n the surface, I can appreciate why employee trial days might seem like a good idea.

Employers get a glimpse into an individual's potential performance, work ethic, and adaptability in a real-time setting.

Meanwhile the individual gets a brief preview into their possible new role, team dynamics, and a feeling of what it might be like to be part of an organisation. This sounds great, in theory! However, beneath this seemingly positive addition to the hiring process, a few issues remain cause for concern.

Firstly, for me, is the whole artificial nature of a ‘trial day’.

Individuals enter knowing that from the moment they step foot through the office door they are under observation, leading to a performance that may not accurately reflect their genuine working style. They aren’t familiar with the people, the expectations of the role or the company culture so how can they possibly be expected to perform at the same level as their prospective peers? This type of setting can also be really stressful for some people, making it more difficult for them to showcase their true capabilities. In this kind of

O

ADI HOLMES is head of talent at Jelli Group

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pressured environment, individuals might not exhibit the usual skills, or collaborate in a way that they would in a more natural work setting.

The job market is a stressful place to be in.

Whether you have actively chosen to leave an organisation or you have fallen victim to a company restructure, applying and interviewing for new roles is a daunting and time-consuming process. Organisations don’t all follow a template interview structure, and an individual may have already completed a one, two or even three-stage interview process before getting to this trial stage. Adding another layer to the hiring process can affect stress levels financially (as it is taking longer to be hired and start earning again). This may put off some individuals from even seeing the process through, which may mean organisations lose out on great talent!

I struggle too with the idea that an eight-hour trial will reveal the extent of a candidate’s potential. Both parties are on their best behaviour, showing best versions of themselves to each other. This isn’t reflective of how an organisation really operates or how an individual will cope and act in an ongoing role. So many qualities and skills will remain hidden, including adaptability, resilience and long-term performance. Relying solely on a one-day trial may risk overlooking a candidate’s true capabilities and raise questions over its realistic value and effectiveness.

As an advocate for a more holistic and inclusive hiring process, I prefer to explore, and encourage organisations to consider, alternative evaluation methods. Such as extending the final interview with a ‘stay and meet the team’; having an informal coffee with key team members and stakeholders; arranging a show around the office; or attending a presentation and so on. All of which provide a fair and transparent experience for both employers and candidates and are more likely to bring out the true personality of both individual and the organisation. ●

IM AG E | S H U TTE RSTO C K

03/01/2024 13:00

I N T E R AC T I O N

SOUNDBITES

N EWS CHAT DONATIONS TO SUPPORT THE HOMELESS INTO WORK FALL According to the latest research by Beam, the social impact start-up supporting homeless people and refugees into jobs and homes for the long term, only 4% of Brits gave money to the homeless in 2023.

Alex Stephany, founder and CEO of Beam, explains: “This winter, we face a deepening homelessness emergency.

Beam’s latest research highlights the UK public still holds some outdated beliefs that directly impact people’s willingness to support homeless people.”

The new data highlights the growing impact of a cashless society on giving.

The survey also highlights the misconception that homeless people are mostly rough sleeping or begging, when more than 80% of homeless people are off the streets in emergency accommodation.

Beam’s crowdfunding platform helps communities to raise funding for job training, work tools, rental deposits and other financial costs related to finding a job or home.

“Beam’s online donation platform tears down barriers like lack of cash and worries about where the money will be spent,” says Stephany. “At the heart of this new model is technology that can directly connect people who care about this issue with those in need.”

“What is your first order of business in 2024?”

DAVID BOLTON CH IEF OP ER AT IN G OF F ICER , V IS UN A

“At Visuna, 2024’s focus is centred around further growth.

We have plans to digitally transform our businesses and roll out a new CRM system, which, with our team’s support, will streamline how we work. So, my initial focus will be on our superb staff, ensuring training, engagement and alignment across the team while spending additional time with key personnel to develop new strategies and avenues for that growth, and creating more efficiencies that can allow us to maximise whatever opportunities 2024 brings. Plus, I’m keen to progress our environmental, social and corporate governance (ESG) priorities.”

K ATERINA TR AJCHEVSK A CO-FOUN D ER A N D CEO, A D EVA

“AI is becoming increasingly omnipresent in every aspect of our lives and we recognise the critical need for AI expertise in today’s competitive industry. Our first order of business is to address the AI talent shortage, with our strategy focused on building a strong network of senior AI talent and helping senior engineers from diverse fields transition into AI. To support this, we’re launching the AI Hub, an online platform uniting experienced AI professionals and enthusiasts. This effort aims to close the talent gap by providing companies with AI experts – ensuring they stay at the forefront of technological innovation.”

MIKE WALL CH A IR , IN ST I T UT E OF JOB AG G REGATORS

“In brief: growing the IJA! In 2023 we spoke to many key players in the industry, and we are delighted with how positive the response has been and how they believe an institute could help the industry continue to grow and thrive. Following our launch event in November 2023, we are now inviting key players to join us as founding members of the Institute. We are excited about 2024 as work with these members to shape and grow the IJA to ensure we offer the best service, support and solutions to the whole industry.”

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03/01/2024 13:01

AWARDS 2023

BOOK NOW

WINNERS ANNOUNCED 30 January 2024 The Brewery, London

www.investingintalent.co .uk @RecruiterAwards | #investingintalent AWARDS ENQUIRIES: info@investingintalent.co.uk

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SPONSORSHIP ENQUIRIES: enquiries@recruiterawards.co.uk

03/01/2024 11:36

CONGRATULATIONS TO OUR 2023 SHORTLIST BEST RECRUITMENT COMPANY TO WORK FOR (1-19 EMPLOYEES) • Fides Search • Fintelligent Search • Impel Talent • Lightning Travel Recruitment • RedLaw • Wadkins & Associates • White Label Recruitment

BEST RECRUITMENT COMPANY TO WORK FOR (20-49 EMPLOYEES) • 5Values Consulting • Bramwith Consulting • Camino Group • Hunter Bond • Leaders in Care Recruitment

BEST RECRUITMENT COMPANY TO WORK FOR (50-99 EMPLOYEES) • Astute Technical Recruitment • Boden Group • European Recruitment • Niyaa People • Xpertise Recruitment

BEST RECRUITMENT COMPANY TO WORK FOR (100+ EMPLOYEES) • Eames Group • Goodman Masson • i-Pharm Consulting • Oscar Recruit • Robert Walters

BEST WORKPLACE ENVIRONMENT • Camino Group • Fides Search • Hunter Bond • Investigo • Leonid Group • RedLaw • White Label Recruitment • Xpertise Recruitment

RECRUITMENT & RETENTION STRATEGY FOR UNDERREPRESENTED POPULATIONS • EY • Goodman Masson • Impel Talent • i-Pharm Consulting

BEST WORKPLACE FOR WOMEN’S HEALTH ISSUES • Investigo • Oscar Recruit

BEST INDUSTRY GROUP INCLUSION ADVOCACY INITIATIVE • Programme One - Goodman Masson, Deverell Smith, CM, Spencer Ogden, 11, Signify Technology, Meet, Bruin, Gravitas, PRG, Franklin Fitch, La Fosse and Aspire • Campaign – Investigo, Bruin, DVF Recruitment, Harvey Nash, Goodman Masson, Pod and Sheffield Howarth

To avoid disappointment, scan the QR code to book your table REC.JanFeb24_020-021.indd 21

03/01/2024 11:36

THE B IG STO RY: JANEACE THOMPSON

Hitting the right D&I note

By Rachel Masker

Jay-T has broken a 109-year-old glass ceiling. Why did it take so long?

J

aneace Thompson, or Jay-T as she is known, is the first black woman to be appointed director at PRS (Performing Rights Society) for Music, which collects royalties for songwriters and composers.

The fact that in its 109-year history there has been no black woman on the senior leadership team at UK’s biggest music employer makes it a milestone appointment. Thompson was promoted to director of talent, culture and experience in October 2023. It’s a newly-created role at the society, which collects royalties for songwriters and composers when their music is streamed, broadcast, performed or played in public.

The eldest of six children, Thompson was raised on a council estate in Forest Gate, South London. As she embarks on her new diversity & inclusion

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leadership role, she describes the positive mindset that has propelled her varied career and led to the sound of glass ceilings cracking.

“Drive and mindset are what helped me climb the corporate ladder and the belief that I belong in any space or place just like anyone else,” Thompson says as we sit at the society’s London Bridge HQ inside the iconic riverside Hay’s Galleria. “My parents gave me a lot of love, and I think that ultimately is where my personal sense of self and confidence comes from. I am lucky to have had that in my life as not everyone does,” she says.

Thompson is “really proud and inspired” to pave the way for other black women and be a role model for her 13-year-old daughter, who she describes as her “one and done”. The single mother says: “For me, there is no value in being in a leadership role if it doesn’t open up the space for other people to come on the journey with you. For me, that’s what success in leadership looks like.”

IM AGES | PAL HANSEN

03/01/2024 15:42

T H E BI G STORY: JA N E AC E T H O M PS O N

“For me, there is no value in being in a leadership role if it doesn’t open up the space for other people to come on the journey with you”

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THE B IG STO RY: JANEACE THOMPSON

And she credits Andrea Czapary Martin, the first female CEO of PRS for Music, for creating “a real appetite for D&I”. Under her leadership, the society paid out a record breaking £836m of royalties in 2022 and committed to industry body UK Music diversity taskforce’s Ten Point Plan. This includes setting diversity targets and increasing transparency with larger companies publishing data on gender and ethnic pay gaps.

When PRS for Music was founded in 1914, the inspiration came from a black classical composer, Samuel Coleridge-Taylor. The South London composer was dubbed the “black Mahler”.

His most famous work, Hiawatha, was among the biggest musical hits of the early 20th century and so popular that it led him to embark on three tours of the US. He was even invited by President Theodore Roosevelt to visit the White House.

But Coleridge-Taylor relinquished copyright of the Hiawatha compositions for 15 guineas, even though thousands of copies of the score were later sold.

Coleridge-Taylor died in 1912, aged 37. His family was left in poverty despite the huge success of his work, sparking outrage among the music community.

Music publishers assembled in London and just over a year after Coleridge-Taylor’s death, the Performing Rights Society was founded to ensure songwriters and composers are fairly paid for their music, whenever and wherever it is played. The first member was a woman: English composer and soprano Liza Lehmann, President of the Society of Women’s Musicians.

Today the society represents the rights of 165,000 talented songwriters, composers and music publishers. Given the society’s founding story, why did it take so long to appoint a black woman

24 RECRUITER

“When I first came here, some of my friends who worked in the music industry were quite worried because they thought it was this place for white men and very non-progressive” director? Thompson shrugs.

Perhaps it’s unfair to ask given the discrimination against women and ethnic minorities globally, across history. Plus, things are, happily, shifting at PRS for Music and elsewhere.

Still, things are far from perfect.

The latest biannual UK Music report into diversity has found a

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decrease in the number of employees from ethnically diverse backgrounds at all levels. The proportion working in the music industry who identify as Black, Asian or ethnic minority in entry level positions has fallen from 35% two years ago to 24% and from 20% to 18% at senior levels. The report suggests that ethnic minorities have been disproportionally hit by pandemic-related job cuts.

On a more upbeat note, the figures show there has been an increase in women in the music industry. Traditionally, jobs such as music producer and sound engineer have been male dominated. But the proportion of women in senior roles increased to 45% in 2022, up from 40% in 2020.

Diversity & inclusion are “personal” or a lived experience for

IM AGES | PAL HANSEN

03/01/2024 13:09

T H E BI G STORY: JA N E AC E T H O M PS O N

Thompson. She explains: “I come from a very diverse family. I was brought up in a household that comprised of different races, (supported people) with mental health issues and we came from a socially deprived background. I also have LGBTQ friends and family members.”

Thompson grew up with her mother, a full-time mum, younger brother and stepfather, a painter and decorator. Her father, who had four more children, was always involved in her life, though he lived apart. “I was the first in my family to go to university and the first to buy a property,” she says.

After leaving school, Thompson

ran retail outlets for Yves St Laurent, Louis Vuitton and Harrods. She aspired to be a fashion journalist. As a mature student, she studied for a degree in English and Media Communications at Goldsmiths, University of London.

Aged just 28, she was appointed editor of the Barbados Advocate, a post she held for two years. During this time, she worked with the late Sir Anthony Bryan, the first Black publisher to own the daily newspaper since it started in 1895.

“I went in as editor and became his number two in a short time,” says Thompson.

She lived in Barbados on and off

£836m the society paid out a record breaking £836m of royalties in 2022

I M AGE AG A GE G ES | X XX XX XX X XX XX XXX

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in total for about 12 years. “My mum was originally from Barbados and I have some family there but work took me there,” she explains.

In 2008, she switched from retail to recruitment. “Recruitment has been part of my role for over 20 years but in a professional capacity for around 15 years,” says Thompson. Since 2017, the experienced D&I leader has worked at CentralNic, Addison Lee, JCDecaux and Thompson & Ward.

In May 2022, she moved to PRS for Music to take up the new post of head of inclusion and employee experience as it strived to become a more diverse employer. The society employs 484 individuals. While there has been a rise in recruitment of new starters from ethnic minorities, the proportion in senior positions remain much lower. The figures show 25% of staff are from an ethnic minority compared with 14% of senior leaders. Meanwhile, 45% of the workforce are female and 40% of managers, excluding the board.

Thompson says: “When I first came here, some of my friends who worked in the music industry were quite worried because they thought it was this place for white men and very non-progressive. But I was quite impressed at how far the business had come under the leadership of Andrea Martin, our current CEO, and to find there was a real appetite for D&I. I thought it was very fertile ground. That doesn’t mean to say there was not still a lot of work to be done but it meant the challenges are slightly different.”

Thompson recognises PRS for Music needs to get its own house in order. “I think it is very important we take the lead because we are a very prominent organisation. And, hopefully, our example will encourage others to follow.” Thompson, representing the society, is a member of UK Music’s diversity taskforce. They have shared targets to increase

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03/01/2024 13:12

THE B IG STO RY: JANEACE THOMPSON

ethnic minority representation to 30% and gender balance to 50% at every level.

Like the other organisations signed up to the Ten Point Plan, the society is being held accountable through regular monitoring. Figures are published annually, including pay gaps.

Additional targets for staff with disabilities at the society will be set in 2024.

Moves such as redacted CVs and two-people interview panels have helped with more diverse hiring.

Role requirements are agreed up front, so goal posts aren’t moved by hiring managers depending on the candidate sat in front of them. It’s important to recognise there can be bias, says Thompson, such as preference for certain schools and universities or socio-economic background. She is firmly of the opinion talent isn’t limited to those with degrees.

On achieving change, she said: “I think accountability is key and honesty, remembering that denial is the heartbeat of prejudice.” PRS uses apprenticeships to upskill and hire underrepresented groups.

Meanwhile, a new work placement scheme includes the long-term unemployed and ex-offenders.

“Talent can look like, sound like, be like and act like many different things. Hire for potential and focus on skills” Asked what inclusion looks like, she says: “For me, it’s about ensuring that everybody has a voice, that nobody is overlooked and we are intentional about who we include versus who we have traditionally excluded.” Building an inclusive work culture is her guiding ‘north star’.

“People need to feel safe to be able to speak up, to challenge.

I think that is essentially how we can achieve better innovation and creativity.” Thompson is

26 RECRUITER

passionate about coaching and mentoring for women and ethnic minorities, among others, to help them progress up the leadership ladder. “It’s about overcoming imposter syndrome, owning your own space, building confidence … so many things.

“I don’t want anybody to get a job because they are from some underrepresented group but because their value is recognised, and they get in on merit and not because of some diversity quota.”

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45%

proportion of women in senior roles increased to 45% in 2022, up from 40% in 2020

Positive discrimination, she reminds me, is illegal but positive action isn’t.

Thompson is happy to have been promoted to director level after 18 months as head of inclusion and employee experience.

“The fact that I didn’t come in as director and grew into the role meant I got it on merit based on the impact I had.”

If she has one message for recruiters about D&I, what would it be? “Talent can look like, sound like, be like and act like many different things. Hire for potential and focus on skills. Remember that just because someone hasn’t done something doesn’t mean they cannot, and that’s important.” ●

IM AGE | PAL HANSEN

03/01/2024 13:18

TH E VI E W AN D TH E I N TE LLI G E N CE

Findings from the first REC EDI Summit p2 B I G TALKI N G POI N T

The winners of the REC Awards p4 Issue 107 Recruitment JANUARY҃ Ma ers FEBRUARY 2024

LEGAL U PDATE

New rules on WTR and TUPE p6 Q& A

Experiences of change and con nuity p7

RISR Report

Resilient recruitment sector optimistic about future growth T

he recruitment industry is outperforming the UK economy, but 2024 is likely to be a challenging year, according to the REC’s latest Recruitment Industry Status Report. Researchers found that the sector grew by 13.7% in 2022 (5.9% when adjusted for infla on), compared with UK na onal GDP growth of 4.3% in the same period. The report predicts a return to more rapid growth in 2025, poin ng to the fact that the sector’s nominal output is 5.7% higher than before the pandemic as evidence of its resilience.

Much of the recruitment sector’s growth in 2022 was driven by business recovery a er the pandemic. Its direct contribu on to the UK economy is es mated at £41.3bn in 2022.

Temporary and contract placements accounted for 82% of ac vity in 2022 (£33.9bn). This con nues a trend seen in last year’s report and the researchers predict that demand will remain higher for temporary than for permanent posi ons while employers lack the

@RECPress RM_January February 2024 final-NEW-VT.indd 1

confidence to commit to long-term hiring plans.

Candidates are also being cau ous about moving jobs for fear of losing security. This is slowing the growth in demand from clients (from 14% growth in 2021 to 3% in 2022).

Economic pressures, plus a fall in demand a er the post-pandemic ‘sugar rush’ means that the sector’s growth is

Making great work happen

likely to be significantly lower in 2023.

The researchers predict that its gross value added (GVA) will have fallen by 1.1% in real terms.

Looking ahead, 2024 is expected to be a tough year. A slower economy across the UK, plus a poten al rise in unemployment, is likely to lead to a Story con nued on page 8

www.rec.uk.com 02/01/2024 09:13

Leading the industry

the view...

T

We’re working on solu ons to the challenges, so you can seize the opportuni es, says Neil Carberry, REC Chief Execu ve

he view wasn’t universal, but several recruitment leaders told me before Christmas: “I’ll be glad to put 2023 in the rear-view mirror.” I get it. While the market wasn’t terrible, it has been hard going at mes – and vola le. Picking trends in the market required the skill and pa ence of a business ninja.

But don’t write off the whole year. There are important things to take from it, such as the resilience shown by our sector, and the amount of work completed for clients and candidates. Our data shows that the value of the temporary market grew. It’s been a hard ba le, but for most recruitment firms, a ba le won.

It felt that way at the REC, too. We’ve been finding more ways to help you tackle your biggest challenges – from providing skills via our Greg Savage sessions, to advice on technological change and the inclusion impera ve. Our data is increasingly respected as a key measure (it is used by the Treasury and the Bank of England, among others) so we can use that to help you look at your changing market.

The most joyful parts of the year were seeing so many members at in-person events, from our Awards in November to our popular regional round tables. These events help recruiters to help themselves using the advice and support offered by our network of businesses.

Lobbying and campaigning is also vital to helping members and 2023 was a great year for this – from holiday pay reforms to media presence. We have 10 mes the media presence of any other recruitment body.

We will con nue to support you in 2024. With polls sugges ng a change of government a er the general elec on, plus con nuing economic change and technological innova on, there are lots of challenges. But there are also opportuni es. We have plenty going on to add value and develop skills, plus a manifesto for the new government and more REC data and analysis. I am par cularly excited about our RECLive event on 25 June.

Our survey says firms are ge ng more op mis c – so perhaps the Autumn Statement was too gloomy? All the best for 2024 to you and your business.

If you want to keep up to speed with all things recruitment then follow me on Twi er @RECNeil 2

C A MPA I GN S

Summit highlights benefits of EDI Shazia Ejaz, Director of Campaigns at the REC

O

ur first ever Summit bringing members and stakeholders together to discuss EDI in recruitment highlighted that diversity has no impact without inclusion, and that diverse teams perform be er.

We hear stories of EDI programme leads being let go as the issue disappears from the headlines but, as discussed at our Summit, there is lots more to be done. Our survey of employers this summer found many are failing to take basic steps to improve EDI in their hiring processes. A er all, nearly half of respondents (49%) said they do not state their interest in hiring diverse candidates in their job adverts.

The Summit speakers explained that diverse teams can require more nuanced management strategies, but that challenge from people who think and work differently from the leader and exis ng teams is good. Organisa ons with systems to ensure they make everyone feel included and valued will reap the benefits of diversity, they explained.

There is no difference between ‘talent’ and ‘diverse talent’, you are only as inclusive as your least included member of staff, and inclusive recruitment starts with your working culture. Also, empowering one group benefits everyone. This is where you can start the journey to do more for other groups and expand EDI ini a ves across the organisa on.

To help recruiters do more to achieve inclusive recruitment, we launched our EDI guidance for recruiters, ‘Unlock the power of inclusive recruitment’, at the Summit.

This aims to help people navigate workplace EDI. It iden fies the basic ac ons to take when embarking on an inclusive recruitment journey, as well as the legal obliga ons. There is advice on leading EDI conversa ons with teams and how to engage with underrepresented groups to make your business stronger.

The Summit and the guidance show that the REC is commi ed to offering support on an issue that is just as important for recruitment business owners and operators as for their clients. There is much more our industry can do to provide more opportuni es for people to do good work.

Watch for more from the REC on this in 2024.

Recruitment Ma ers January-February 2024

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02/01/2024 09:18

Leading the industry

the intelligence...

Taking the pulse of the NHS

Recruitment and employment challenges, parঞcularly relaঞng to doctors and nurses, are a major concern for the NHS as it heads into the winter and beyond Mukul Tiwari, REC Research Manager A report from the Bri sh Medical Associa on shows that, despite the aim to recruit 6,000 addional GPs by 2024, in October 2023 there were 1,996 fewer fully qualified full- me GPs than in September 2015. Between October 2022 and October 2023 alone, the NHS lost 245 fully qualified full- me GPs and 446 GP partners.

Weary observers will recognise that the NHS has been grappling with the problem of recrui ng and retaining doctors and nurses for several years. There are a mul tude of contribu ng factors, including heavy workloads, high levels of stress and burnout, as well as some mes limited career progression opportuni es.

Addi onally, Brexit has exacerbated the problem because fewer EU healthcare professionals are now coming to work in the UK. These recruitment and reten on challenges have a nega ve effect on pa ent care and the basic func ons of the NHS. The O ce for Na onal Stas cs expects the popula on in England to grow by 6.7% by 2045 – an increase of 3.2 million. At the same me, the number of people aged 85 years and over was es mated to be 1.7 million in 2020 (2.5% of the UK popula on) and this is projected to almost double to 3.1 million by 2045 (4.3% of the UK popula on). This suggests that the pressure on medical services will further increase, making

245

labour shortages in healthcare in the UK even more of a concern. It is clearly something that needs to – the decrease in the number of fully qualified be addressed. full- me GPs working This disparity between the need in the NHS between for medical staff and the ability to October 2022 and recruit and retain them creates a October 2023 big gap in the sector which needs to be filled. REC’s November 2023 Report on Jobs highlighted rising numbers of vacancies for both permanent and temporary healthcare workers at the start of the final quarter of the year.

Moreover, the rate of expansion in demand for permanent staff quickened and was the highest in all the market sectors surveyed.

The REC’s latest Jobs Outlook data reflects the high number

of poten al vacancies in the sector and shows that hirers in healthcare organisa ons intend to recruit more permanent and temporary staff in the short and medium term.

However, in the current situaon, agencies will be essen al for delivering highly skilled professionals with exper se to plug gaps, ease the burden on permanent staff and ensure uninterrupted pa ent care. The NHS needs to recognise the advantages of using agency staff and work with agencies as partners to achieve procurement reforms that encourage more on framework recruitment and create a fair market for banks and agencies.

January-February 2024 Recruitment Ma ers

RM_January February 2024 final-NEW-VT.indd 3

3

02/01/2024 09:20

REC Awards

big talking point

REC winners 2023

A recruiter who has helped people in an area with few opportuniঞes to gain STEM skills and another who has found work for Ukrainian women were among the winners at the annual REC Awards, held in November

“I

n a year where opportuni es have been harder to find and client businesses have been under pressure from high infla on and low growth, people have needed recruiters all the more to help them navigate a fast-changing market,” Neil Carberry, REC CEO, said about the 2023 REC Awards. “From workforce planning to sourcing new forms of skills as the labour market is disrupted by technological change, our industry has never been more vital. The standard of entries was very high. All our shortlisted entries deserve congratula ons. The judges had to make some extraordinarily tough decisions and nominees should feel immense pride in what they have achieved – the winners especially so.”

Among the many interes ng stories behind this year’s winners was that of Morson Group, winner of the Community

Impact of the Year award. The firm funded a science, technology, engineering and mathema cs (STEM) learning centre in an area in Salford where there are few career progression opportuni es, and helped learners to find work a er their studies.

A endees at the awards ceremony in London heard that the programme balances economic, environmental and social impera ves, while engaging effec vely with stakeholders and staff.

Increasing STEM skills in the UK is hugely important, since a shortage of skills in these areas reduces produc vity, economic growth and our ability to achieve net zero and energy security.

Another story was that of Randstad, which won the Diversity Ini a ve of the Year award for its mentor-mentee scheme for Ukrainian women displaced from their homes by the war. The scheme helps the women deal with the prac cal hurdles

Agency Star of the Year: Abigail Barclay, Inspired Search & Selecঞon

4

of joining the UK labour market, such as ensuring they have everything they need to pass right-to-work checks.

Our Start-up of the Year was Core3, which set new standards in innova on and quality of service for a new business, while our Agency Star of the Year – a new category – was Abigail Barclay of Inspired Search & Selec on, who used her thought leadership in the publishing market to shape client expecta ons, improve diversity and help create opportuni es.

The winner of the Recruitment Team of the Year award was VHR and The Recruiter of the Year 2023 was Lisa Thurke le of Pertemps. John Hamilton of Bucks and Berks Recruitment won a Life me Achievement Award. The event was hosted by comedian Mark Watson.

Our full report is available on REC website: h ps:// nyurl.com/3wvdb79p

Permanent Recruiter of the Year: Jodie Ra@erty, Ra@erty Resourcing Ltd

Recruitment Ma ers January-February 2024

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02/01/2024 09:29

Start Up of the Year: Core3

Temporary Recruiter of the Year: Nik Shah, Tile Hill (holding trophy)

Lifeঞme Achievement Award: John Hamilton (holding trophy) with Neil Carberry

Recruiter of the Year: Lisa Thurke le, Pertemps (holding trophy)

Community Impact of the Year: Morson Group

Diversity Iniঞaঞve of the Year: Randstad UK

List of winners Best Newcomer in Temporary Recruitment was Liam

Recruitment Team of the Year: VHR

Shea, from Carrington West; Best Newcomer in Permanent Recruitment was Rhianna Patmore from Inspired Selec on; Temporary Recruiter of the Year was Nik Shah from Tile Hill; Permanent Recruiter of the Year was Jodie Rafferty from Rafferty Resourcing Ltd; Agency Star of the Year was Abigail Barclay from Inspired Search & Selec on; Candidate Experience of the Year was Helen Darling from 4myschools; Business Leader of the Year (for businesses with a turnover of up to £5 million) was Martyn Hurricks from Talent Locker Ltd; Business Leader of the Year, (for businesses with a turnover of over £5 million) was Lisa Thurke le from Pertemps; Shared Services Team of the Year was Reeson Educa on; Recruitment Team of the Year was VHR; Demonstraࢼng High Standards in Recruitment Award was Employ Recruitment; Client Transformaࢼon Delivery Through Outstanding Recruitment Services Award was ID Medical; Community Impact of the Year was Morson Group; Diversity Iniࢼaࢼve of the Year was Randstad UK; People Development Business of the Year was Carrington West; Start Up of the Year Award was Core3; Best Company to work for with up to 20 employees was 4myschools; Best Company to work for with up to 50 employees was Castle Employment Group; Best Company to work for with over 50 employees was STR Ltd; Lifeࢼme Achievement Award winner was John Hamilton; Recruiter of the Year for 2023 was Lisa Thurke le, from Pertemps.

January-February 2024 Recruitment Ma ers

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5

02/01/2024 09:35

Employment law

legal update

New regulaঞons clarify rules over WTR and TUPE

By Maঞlda Boyce, REC Legal and Compliance Adviser To say it is high me for a retrospec ve on changes to holiday pay is an understatement

T

he Harpur Trust v Brazel case related to a part-year employee on a zero-hour employment contract. In July 2022, the Supreme Court ruled that calcula ng holiday pay using the 12.07% accrual method is unlawful and confirmed that this type of worker is en tled to the statutory minimum 5.6 weeks of holiday leave.

The Supreme Court in Harpur Trust intended to simplify calcula ng holiday pay to reflect the clear posi on in the Working Time Regula ons (WTR). Instead, it opened extensive delibera on about the applica on of holiday pay calcula ons for agency workers on a contract for services, and the unlawful use of alterna ve methods of calcula ng holiday leave.

The debate con nued in the Supreme Court’s separate ruling in Chief Constable of Northern Ireland v Agnew on 4 October 2023, which said that where there are gaps of more than three months between deduc ons of holiday pay, workers could now claim for historic underpayments of holiday. The

Futureproof your business in 2024

By Howard Greenwood, Director and Co-founder, Jump Advisory

6

The New Year is here, and ‘future-proofing success’ has become the mantra for agencies.

Here are some key recruitment trends that are emerging as essen al components in the strategic planning process.

A crucial focus for 2024 will be bringing your client base closer and developing a more diverse service o ering, which aligns with your clients’ values and purpose. Many recruitment organisa ons are inves ng in technologies to facilitate seamless marke ng, however clients s ll crave human interac on – 93% of buying decisions are made over the phone or face-toface. Fostering daily habits around exis ng and new business development remains paramount.

Diversity, equity, and inclusion (DEI) are integral to building innova ve teams and strong client rela onships. Organisa ons that priori se

Recruitment Ma ers January-February 2024

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decision exposed employers to the risk of claims being brought for underpayments as far back as two years.

These case law developments prompted the REC to call on government to update the WTR. The government launched two consulta ons in 2023 regarding holiday provisions under WTR and the Transfer of Undertakings (Protec on of Employment) Regula ons 2006 (TUPE). It published the Dra Employment Rights (Amendment, Revoca on and Transi onal Provision) Regula ons 2023 on 8 November.

The dra regula ons seek to amend WTR by providing clarity on holiday leave and pay calcula ons for workers with irregular pa erns of work. Notably, employers will lawfully be able to roll-up holiday pay for irregular hours and part-year workers whose leave years start on or a er 1 April 2024 using the 12.07% accrual method.

This means that a dual system may be implemented whereby employers will be able to choose whether their workers receive their

en tlement to leave as rolled-up holiday pay or receive holiday pay when they are actually on leave.

Employers will need to ensure that their choice of method is clearly s pulated in the contractual agreements. Further updates to WTR take e ect on 1 January 2024, including cemen ng rights in legisla on that were previously in case law. Examples of these are the right to carry over accrued leave that was not taken because of sick leave, the obliga on for employers to inform workers of their en tlement to take leave, and the 52-week reference period for calcula ng holiday en tlement and pay for irregular hours and part-year workers while they are on statutory or sick leave. The WTR amendments also revoke workers’ rights to carry over leave they could not take because of Covid 19.

DEI ini a ves in their recruitment strategies recognise the compe ve advantage that diverse perspec ves bring. Recruiters’ ac ons can make a significant impact here and your strategy should align with that of your clients.

The rise of ar ficial intelligence (AI) and automa on con nues to reshape the employment landscape. In 2024, successful businesses will leverage these technologies to augment human capabili es. Upskilling and reskilling programmes empower employees to adapt to evolving job requirements. Make sure you are part of this trend.

Forward-thinking companies are inves ng in employee development and reten on. Robust training and development plans and a rac ve benefit packages will be cri cal, along with a strategic approach to client engagement and business development, to success in 2024. www.rec.uk.com

02/01/2024 09:57

Experience

Ma hew Wragg is CEO of Ga aca Plc

Transformaঞon is worth the wait.

Established four decades ago, Ga aca is proud to have been publicly listed for 17 years. However, the journey hasn’t been without challenges.

When I became CEO 18 months ago, performance was poor, a ri on was high and morale was low. An incredible effort from my team over 18 months has led to our share price doubling, performance improving, a ri on halving and engagement increasing.

We’ve come a long way and our efforts were recognised with us winning ‘Best Transforma on’ at the 2023 Business Culture Awards (BCA).

For anyone part-way through a long-term transforma on, my advice is keep going.

It’s worth it!

www.rec.uk.com

RM_January February 2024 final-NEW-VT.indd 7

Q&A

What I know

A sense of purpose and an ethos of recruitment experঞse

Purpose ma ers.

Our purpose is key: “To provide the skills needed to build a be er future, one job at a me.” This drives everything we do. We were proud to reach a milestone when we launched our first annual sustainability report. This was why at the BCAs we also won an award for ‘Leading with Purpose’.

Priori sing Purpose has kept us centred.

Focus on people.

The bo om line of our success is that if our staff and customers are happy, our investors will be happy. But we took our eye off the ball. Our renewed focus on staff development means we’re now growing a workforce of experts who are passionate about STEM recruitment – including 26 ‘boomerangs’ who have re-joined us.

Nel Woolco is Managing

Director, Anne Corder Associates You’ve been in the company for 27 years. Why?

The ethos of our business comes from HR, not sales. Anne was HR manager at Sodastream and started the agency on the basis that everyone here is a recruitment specialist – there are no sales targets and bonuses are based on the success of the business. Most people in the team work four days a week, so there is flexibility and a focus on work-life balance. I also have an HR background. I registered with Anne Corder to find a job and saw they had an internal role adver sed. I’ve been here ever since.

What is your core business?

We recruit into any role that you can do from a desk – from entry level to director, in HR, finance, marke ng,

sales, opera ons and administra on. Our customers o en start as candidates but become clients, or start as clients and become candidates, so a lot of our growth is organic. We focus on matching candidate and client to maximise the benefits to both business and individual – not on the sale.

The business has been sold. What will change?

Anne recently re red, but the three new owners bring skills that will help us plan for the future. We are developing a bespoke IT system that fits our unique model so we can do more of what we do best. We also recently launched an SME service that offers a specialist recruitment healthcheck and manpower plan. I feel fortunate that I love what I do.

January-February 2024 Recruitment Ma ers

7

02/01/2024 09:57

RISR Report

Con nued from page 1

further modest fall in the GVA of the recruitment sector (around 0.5%).

However, the researchers believe that unemployment will peak in 2024 and confidence will return in 2025.

Respondents to the survey expect temporary and contract fees to increase by 3% in the year ahead and are op mis c that the sector’s GVA will increase by 2.5% in 2025.

“UK fundamentals – in par cular around labour supply and skills needs – mean that a ghter labour market is likely to be persistent across the cycle. This should create a posi ve environment for industry growth as the economy recovers,” the report says.

When it comes to permanent placements, which are o en seen to indicate the long-term economic contribu on of the recruitment sector, recruiters put people into an es mated 702,950 permanent roles in 2022 (a rise of 28.3% on 2021).

This compares with 25.7 million temporary and contract placements.

The average length of temporary assignments remained the same as the previous year at 15 weeks, while the average length of contract assignments reduced significantly from 22 to 16 weeks. There were an es mated 976,400 temporary or contract workers on assignments every day in 2022 – slightly fewer than in 2019.

Again, the number of people placed in permanent roles is expected to fall in 2023. Survey respondents cited a drop of 0.9% in permanent placements yearon-year in the six months to September.

Temporary and contract placements, however, are reported to have increased by 1.5% in the same period.

Almost three-quarters of respondents

Recruitment Ma ers

8

The official magazine of The Recruitment & Employment Confedera on 20 Queen Elizabeth St, London SE1 2LS Tel: 020 7009 2100 www.rec.uk.com

Recruitment Ma ers January-February 2024

RM_January February 2024 final-NEW-VT.indd 8

(72%) said their business’s income came solely from UK-based placements in 2022. This was unchanged from the previous year, so researchers concluded that recruiters are not pivo ng to overseas markets.

Evidence about margins is mixed.

Respondents said that their margins on permanent placements rose by 1.8% between April and September 2023, however, they also highlighted a 0.2% fall in margins for temporary and contract placements.

The number of recruitment businesses remained constant with 29,635 businesses opera ng in the UK at the start of 2023. Most (72%) employed fewer than 10 employees.

Only 1.7% of all recruitment businesses employed more than 249 staff, and 79% of recruitment businesses had an annual turnover of less than £1 million.

Almost a third of permanent placement recruiters were in London.

The latest REC survey shows that

the sector employed 238,608 people in 2022 – a rise of 18.6% on the previous year. However, this growth is expected to slow in 2023.

Business confidence seems to be rising from a low point in 2022, despite con nuing high interest rates. The researchers predict that confidence will con nue to improve in the coming year with faster growth predicted for 2025, coinciding with falling unemployment.

Lower infla on will help the 61% of recruitment firms that reported that their margins had been squeezed over the past 12 months.

The RISR report is based on a survey of recruitment businesses conducted by Whitestone Insight. Further data was drawn from UK Business Counts, the Annual Business Survey and the Index of Services Time Series. The report primarily covers the period January to December 2022, with addi onal insights on infla on from 2023.

The report is on www.rec.uk.com

Membership Department: Membership: 020 7009 2100, Customer Services: 020 7009 2100 Publishers: Redac ve Publishing Ltd, 9 Dallington St, London EC1V 0LN Tel: 020 7880 6200. www.redac ve.co.uk Editorial: Editor Ruth Pricke . Produc on Editor: Vanessa Townsend Producঞon: Produc on Execu ve: Rachel Young rachel.young@redac ve.co.uk Tel: 020 7880 6209 Prinঞng: Printed by Precision Colour Prin ng © 2023 Recruitment Ma ers. Although every effort is made to ensure accuracy, neither REC, Redac ve Publishing Ltd nor the authors can accept liability for errors or omissions. Views expressed in the magazine are not necessarily those of the REC or Redac ve Publishing Ltd. No responsibility can be accepted for unsolicited manuscripts or transparencies. No reproduc on in whole or part without wri en permission.

www.rec.uk.com

02/01/2024 09:57

2024

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03/01/2024 11:38

Pertemps Network Group, one of the largest NSIJUJSIJSYQ^ T\SJI WJHWZNYRJSY ňWRX NS YMJ :0 MFX UNHPJI ZU ň[J F\FWIX KTW NYX UJTUQJ FSI XJW[NHJX KZWYMJW JSMFSHNSL NYX XYFYZX FX FS industry trailblazer.

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04/01/2024 10:43

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Royal recognition %HHMXMSREPP] 4IVXIQTW TMGOIH YT XLI 4VMRGIWW 6S]EP 8VEMRMRK %[EVH LMKLPMKLXMRK XLI SVKERMWEXMSRŢW HIHMGEXMSR XS PIEVRMRK ERH HIZIPSTQIRX MR VIGSKRMXMSR SJ MXW MRRSZEXMZI ETTVSEGL XS IQTPS]II KVS[XL %RH 1EVMI 5YEVXIVQER (MVIGXSV SJ 8LI )HYGEXMSR 2IX[SVO LEW FIIR GVS[RIH &MVQMRKLEQ &YWMRIWW[SQER SJ XLI =IEV EX XLI IMKLXL ERRYEP &MVQMRKLEQ %[EVHW +VSYT ')3 7XIZI ;IWX WEMH Ť8LI VIGSKRMXMSR SJ SYV TISTPI SYV UYEPMX] WIVZMGI WSPYXMSRW ERH SYV SZIVEPP TISTPI JSGYWIH ETTVSEGL XS FYWMRIWW MW KVEXMJ]MRK ERH MW a testament to the hard work that our people put in.

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REC.JanFeb24_036-037.indd 37

04/01/2024 10:40

A RTIFIC IA L INTE LLIGENCE

WORKING WITH THE

As artificial intelligence has evolved, concerns have also increased regarding the risks posed by its technological advance, especially around recruitment

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03/01/2024 13:22

A RT I F I C I A L I N T E L L I G E N C E

By SUE WEEKES

ver the past 12 months, humankind has been racing against the machines to combat the existential threat of artificial intelligence (AI).

In May came the clarion call from eminent global scientists and experts in the form of the Statement on AI Risk which said: “Mitigating the risk of extinction from AI should be a global priority

IMAG ES | ISTO C K

AI Safety_31-Jan-2024_Recruiter.indd 31

alongside other societal-scale risks such as pandemics and nuclear war.”

The Centre for AI Safety in the US said it can sometimes be difficult to voice concerns about some of advanced AI’s most severe risks and the “succinct statement” aims to overcome this obstacle and open up discussion.

It certainly achieved its aim.

In the final quarter of 2023, President Biden issued the

Executive Order on Safe, Secure and Trustworthy Artificial Intelligence, which the White House said represents the “the most significant actions ever taken by any government to advance the field of AI safety”. In the European Union (EU), after three days of “marathon” talks, the Council presidency and the European Parliament’s negotiators reached a provisional agreement on the proposal on harmonised rules on AI. It

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A RTIFIC IA L INTE LLIGENCE

describes its AI act as a flagship legislative initiative with the potential to foster the development and uptake of safe and trustworthy AI across the EU’s single market by both private and public actors.

Meanwhile in the UK, Prime Minister Rishi Sunak hosted the two-day summit on AI safety at Bletchley Park, which was attended by 150 representatives from around the world. It also established the AI Safety Institute, tasked with testing the emerging types of AI before and after they are released. And led by GCHQ’s National Cyber Security Centre, the UK has also published what it claims are the first global guidelines to ensure the secure development of AI technology.

Agencies from 18 countries, including the US, have confirmed they will endorse and co-seal the new guidelines.

So: what does this flourish of activity mean for recruiters and employers?

In the US directive, President Biden directed actions in a number of relevant areas, including addressing job displacement, labour standards, workplace health and data collection. The directive says that principles and best practices in this area will benefit workers by providing guidance to prevent employers from “undercompensating workers”, “evaluating job applications unfairly” and “impinging on workers’ ability to organise”.

Regulations and AI The EU AI act takes a “risk-based” approach and the higher the risk, “the stricter the rules”. Work will continue at a technical level to finalise the detail of new regulations but the provisional agreement provides for increased transparency regarding the use of “high-risk AI systems”. In its Regulatory framework proposal on AI, AI systems identified as high-risk include AI technology used in:

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high-risk AI systems are educational or vocational training, that may determine the access to education and professional course of someone’s life (for example, scoring of exams) employment, management of workers and access to self-employment (eg. CV-sorting software for recruitment procedures).

Ahead of the regulations’ finalisation, agencies and employers should, in any case, be ensuring due diligence when it comes to implementing any systems that utilise AI and machine learning.

Hayfa Mohdzaini, senior research adviser for data, technology and AI at the Chartered Institute for Personnel and Development (CIPD), said summaries from the UK AI summit roundtables were “high-level”, and recruitment and HR “didn’t appear to be the focus of discussions”. However, she added, she welcomed the international co-operation it brought.

She adds: “The summit did

achieve a non-binding declaration signed by 28 nations, which was a positive step forward and signals that political leaders are aware of AI’s challenges and opportunities.

AI and workers At its AI conference in April last year (see Recruiter July-August 2023), the Trades Union Congress (TUC) said employers must disclose to workers how AI is being used in the workplace to make decisions about them and that every worker should be entitled to a human review of decisions made by AI systems, including job applications, so they can challenge decisions that are unfair and discriminatory.

TUC head of rights Nicola Smith said it was “very disappointing” that unions and many from wider civil society were not invited to the AI summit.

“This was a huge, missed opportunity,” she says. “Union members are at the coal face and deserve to have a say in how technology is rolled out and implemented at work. The summit

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A RT I F I C I A L I N T E L L I G E N C E

was also guilty of focusing too much on existential future risks instead of the current challenges many are facing over the use of AI at work, like being hired and fired by algorithm.

“AI is already making life changing decisions about the way we work, like how people are hired, fired and performance managed.

But UK employment law is not keeping pace ... leaving workers vulnerable to potential discrimination and exploitation.

“While the likes of the EU and US are actively legislating to protect workers, our government is taking a worryingly laissez-faire approach to regulating AI,” Smith adds.

She explains that the TUC has brought together a taskforce of unions, academics, lawyers and tech leaders to develop a legal framework for AI at work. “Over the coming months we will be lobbying all parties to support our new AI employment bill. This needs to be introduced onto the statute book to protect workers’ rights and ensure everyone benefits from advances in technology.”

Smith says the chief mission of the new TUC AI taskforce will be to fill the current gaps in UK employment law by drafting new legal protections to ensure AI is

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Next steps

HAS BRITAIN GOT ENOUGH AI TALENT? While there is no doubting the UK’s ambition to be a world leader in AI, organisations from all sectors still face challenges when it comes to ensuring we fulfil these aims. The CIPD’s Hayfa Mohdzaini says the UK has many startups and large companies working on AI-embedded applications, as well as a strong research base with top universities researching AI. Moreover, the UK government also invests in research and development and provides funding for start-ups.

“However, the UK market is not as large as others – for example, the US or China – and there is a shortage of people with AI skills,” she says. “People professionals can support in acquiring and developing the talent that organisations need, and in creating the right organisational culture and environment for innovation in this area.”

Kelly Gauthier is an AI and data science recruitment expert, and says the UK has produced many of the world’s leading researchers and innovative minds in the field of AI. “Some of the most exciting AI

research groups and companies in the world are here. The enduring problem is whether UK-based companies can compete with US companies on the salary-front? So far, this hasn't proven to be the case,” she says.

Gauthier adds: “The other big question mark is whether the UK can integrate tech into education across the board (not just at private schools) from a young age so that students can learn the requisite skills and adopt the right mindset to thrive in the emerging economy.”

The TUC’s Nicola Smith believes the UK can become a global leader in AI without “riding roughshod over workers’ rights” but says it is vital that working people have a seat at the table and a genuine say in how AI is developed and used in the workplace.

“Over the last 13 years we have seen chronic underinvestment in UK skills,” she says. “It is essential that workers get the necessary training as the world of work changes and that people whose jobs are at risk from advancements in AI are not just thrown on to the scrap heap.”

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A RTIFIC IA L INTE LLIGENCE

FOR FURTHER READING The National Cyber Security Centre https://www.ncsc.gov.uk/ AI Safety Institute policy paper https://shorturl.at/pU258 Fact sheet on US Executive Order https://shorturl.at/htER6 EU AI act provisional details and more information on its risk-based approach https://shorturl.at/dfFKN https://shorturl.at/asyG9 Centre for AI Safety (US) https://www.safe.ai/ CIPD resources https://shorturl.at/pqMR4 TUC AI Taskforce https://rb.gy/hro1bs

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regulated fairly at work for the benefit of employees and employers.

Mohdzaini said the CIPD seeks to inform the development of any future legislation in this area. “It’s important that both employers and policy makers understand any potential risks around the use of AI at work. We will be using insights from this forum to build on our existing guidance, and work to understand the policies employers need to optimise the benefits of AI for both the business and workers.”

The CIPD’s collated AI resources include guidance, podcasts, thought leadership and webinars, which are available on the CIPD website.

Mohdzaini adds: “The ‘technology and people’ core knowledge in our Profession Map also now sets the expectation for people professionals to be aware of AI-embedded technologies and to use them responsibly at work.”

AI and responsibilities Mohdzaini advises that AI-embedded HR and recruitment tools need to be audited periodically to ensure that they are working as intended and not unfairly disadvantaging underrepresented groups of people.

“People professionals need to think about which AI-embedded tools can help them be more efficient and create value for their organisations, while ensuring a

great employee experience. This means that as AI and other technologies we use at work evolve, so will the nature of our work and the roles of people professionals.”

Keith Rosser, director of group risk and Reed Screening, says participation by industry bodies is essential. “And they don’t just need to be thinking about how work is done today but about the wave of changes that could be coming in the future.”

Rosser sits on the All-Party Parliamentary Group (APPG) on Modernising Employment, which wants to make UK hiring the fastest in the world. In discussions over the past 12 months, he says MPs have been quick to bring up the subject of AI. He recognises the potential of AI to bring efficiencies in the hiring process as well as address many of its emerging challenges such as helping to verify who people are and detect suspicious profiles. “For example, if a candidate regularly changes their profile with contradictory information, it could detect this,” he says. “Also, with the sector embroiled in scams and fake jobs, I think AI could have the ability to, for instance, scan job adverts to see if they are genuine.”

But, like many, he has concerns about it bringing more discrimination into the process and says the big question is over the part played by humans in the future. “Are we really talking about entire hiring and recruitment processes with, for example, automated video interviews and that type of thing,” he says. “Or are we talking about using AI for what people see as the waste activity but still having a human involved in the key stages? And I think that’s the big unanswered question at the moment.”

“What stands out with AI is the sheer speed with which it learns and develops, which in itself will drive a new pace of change. In short, the industry needs to be all over this.” ●

IM AGES | ISTOCK

03/01/2024 13:32

What does a future employer look like?

YOU Visit globalbanking.ac.uk Shape your future, study with GBS.

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E SOCIAL NETWORK CO M M UNITY

WHAT HAVE YOU BEEN UP TO? GET IN TOUCH! Whether taking part in a quiz, helping a pet on your day off or sponsoring a launch, you’ve been busy since the last issue of Recruiter…

L-r: Tim Watts, Gary Newbon and Jasper Carrott

HEADSTAR TAKES THE LEAD AT ANIMAL CHARITY

PERTEMPS HEADS UP BOOK LAUNCH FOR TV SPORTS PRESENTER Recruitment specialist Pertemps Network Group was the sponsor of a book launch for TV sports pundit and presenter Gary Newbon’s new book, Newbon, Bloody Hell, a Life in Sports Broadcasting. The evening at the Hotel du Vin in Birmingham was a celebration of Newbon’s long-standing career and contribution to the world of sports broadcasting.

Notable attendees included Brummie comedian Jasper Carrott, and football manager Ron Atkinson. Lifetime president of Pertemps Network Group Tim Watts was also there to support Newbon and listen to his anecdotes from his illustrious career.

A 12-strong team of volunteers from Leeds-based finance recruiter Headstar donated a day of their time to support Hull Animal Welfare Trust, a charity that cares for and rehomes unwanted pets. The team wasted no time in getting stuck in, helping with everything from preparing food and washing dog baskets, through to sorting donations and delivering supplies to the centre’s charity shop in Hull.

The team also found time to bond with the centre’s dogs over walks and socialise with the cats – with one member of Headstar’s team, Rachel Porteous (above, right), striking up such a bond with one of the feline residents, Milo, that she ended up adopting him! The Donate A Day initiative is part of Headstar’s employee wellbeing programme.

THE IN GROUP QUIZ RAISES £30K FOR CHARITY

SPENCER CLARKE GROUP IS NOT THE WEAKEST LINK For the third year running, staff from recruitment agency Spencer Clarke Group have recreated The Weakest Link to raise money for BBC’s Children in Need. Raising £146 this year, the strongest link, Niall Murphy, said: “Everyone looks forward to playing and raising money for such a worthy cause and I’m thrilled to have come out on top!”

36 RECRUITER

The IN Group, a collection of specialist talent brands, raised moare than £30k for charity partner Rainbow Trust Children’s Charity in a charity quiz at The Fable in Holborn, London.

The Rainbow Trust supports families with children who are dealing with life-threatening illnesses and aims to maximise the quality of time for families facing the difficulties of having a child with a serious illness.

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We deliver the people you need to grow and thrive.

We’ll put every bit of our innovation, experience and expertise into making this happen.

Let’s talk on 0333 0145 111

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CO M M U N I T Y

CAREERS

E

“Surround yourself with the best people, focus on quality and relationships, and remember there is opportunity in everything” MY BRILLIANT RECRUITMENT CAREER What was your earliest dream job?

What was your first job in recruitment and how did you come into it?

After my master’s degree I applied to the big accounting and consulting firms but realised ed that wasn’t for me. I sent my CV V to a graduate recruitment firm who ho put me into Harvey Nash, on their heir sales team. Classic recruitment sales – 10 calls by 10am etc. It’s a world away from Anderson Quigley but I appreciated what it taught me.

Who is your role model – in life or in recruitment?

I am a big Welsh rugby fan and a huge admirer of Warren Gatland and his approach to leading people, and the care and consideration he shows for their personal lives.

The loyalty that builds in a group is a big driver around the culture and benefits we have at Anderson Quigley.

What do you love most about your current role?

I’m one of the founders and owners of Anderson Quigley, but our partner-led approach means I am absolutely at the coalface of delivery. This gives me

I M AG E S | A L A M Y / SH UTTER R STO C K

MBC_Recruiter January 2024_Recruiter.indd 39

↗

I love working in recruitment, but I certainly didn’t dream of going into it when I was growing up. I wanted to be an actor and as a teenager I spent my summers at Manchester Youth Theatre.

There is definitely a performance element needed in consulting. The The nerves and thrill of a big pitch – I love it.

ED PRITCHARD Managing partner, Anderson Quigley

ED PRITCHARD the variety of running the business and delivering for clients and candidates. Then there’s the joy and pride of seeing our team develop themselves professionally and personally.

What would you c consider to be the most brillian brilliant moment of your career?

That’s easy – M March 2017, the month we es established Anderson Qu Quigley.

What would woul you regard as your signa signature tune?

Not the coole coolest of answers, but there is a Wel Welsh lullaby called Suo-Gân, whic which means a lot to me. It’s a son song about protection and responsi responsibility. Spielberg used it in the film Empire of the Sun years ago ago. It’s been played at various Pritch Pritchard family events,

from my wedding to my dad’s funeral.

It’s beautiful and haunting.

The last few years have been a bit of a rollercoaster, due to Covid-19, technology changes and various global crises. What have you learnt about yourself during these turbulent times?

You can’t fix everything yourself.

Surround yourself with the best people, focus on relationships, and remember there is opportunity in everything.

What personal qualities do you think are needed to lead through change and uncertainty?

Leadership is about listening rather than broadcasting. If you’re in a leadership role, you have two ears but only one mouth, so listen more. ● Ed Pritchard spoke with journalist Roisin Woolnough

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E CAREERS CO M M UNITY

ACORN BY SYNERGIE The multi-sector recruiter has appointed Carla Powell as its new regional logistics manager for the North.

Powell has more than 15 years’ recruitment experience and previously worked for Major Recruitment.

members to its customer success team. Kelsey Nineham, Imogen Parkes and Molly Artingstall join as trainee talent specialists, focusing their expertise on recruiting for the power generation and renewable energy sectors.

Leanne Chambers has been appointed managing director of Newcastleheadquartered recruitment firm NRG and its recruitment process outsourcing (RPO) business greenbean.

The appointment marks a significant step in aligning the synergies between the two brands, a company statement said.

Chambers has been with NRG for nearly 20 years, the last six as MD of greenbean, and will lead the teams of both brands. The company statement said the aim is to become a recruitment partner of choice for companies nationally including those “navigating relocation, change and transformation”.

NRG operates in corporate services, tech & digital, and executive search and selection.

Cahill joined the business almost 11 years ago, while Hills joined six years ago as finance director.

worked alongside the national technology intelligent automation team.

CIPHR ANDERSON QUIGLEY

CALIBRE ONE

Heather I’anson has been appointed partner at the executive search firm to further develop the business’s health practice. Before joining Anderson Quigley, I’anson led executive search in the Midlands and North for specialist healthcare recruiter Hunter Healthcare.

The global executive search firm has appointed Paul DeCoster as partner. He will head up the new legal, compliance, risk and regulatory practice group and work from Calibre One’s Manhattan office in the US.

ASTUTE The Portsmouth-based recruiter has announced the addition of three new

The Portsmouth-based technical recruitment company has appointed Blayne Cahill and Gavin Hills to the board of directors.

ICP SEARCH Amelia Rivas has been promoted to director at the international search firm.

Rivas joined the company nearly nine years ago as a senior delivery consultant.

CARRINGTON WEST

Email people moves for use online and in print, including a short biography, to recruiter.editorial@redactive.co.uk 40 RECRUITER

Andrew Stevens has joined the SaaS HR provider as its new chief technology officer.

Stevens joins Ciphr from Checkit, where he served as CTO for nearly three years.

NICHOLAS ASSOCIATES GROUP FOYNE JONES The building sector recruiter has appointed Joe Slaymaker as business support consultant to support the company’s future growth. He joins from Hays, where he

NAG has appointed Jenny Begley as group bid manager in Sheffield. Reporting to group sales director Sunny Singh, Begley will manage the entire bid and contract renewal process.

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03/01/2024 13:42

ago as head of permanent recruitment.

VISUNA

PERTEMPS NETWORK GROUP Julie Ashworth has been appointed sales director at the recruitment specialist.

With 34 years’ experience in the recruitment sector, she brings expertise in strategic vision and leadership, as well as an established record for excellence in client relations.

The global energy and tech recruitment firm has appointed energy professional Jeanne Farias as regional director for the US. Visuna has also recently promoted David Bolton to the role of chief operating officer as part of a drive to nurture talent internally.

WAKE SMITH SOLICITORS The Sheffield law firm has appointed Laura Bathgate as HR manager. Her role will be to undertake all aspects of HR at Wake Smith including managing recruitment and selection processes, and improving HR practices from talent management to employee satisfaction.

Redactive Publishing Ltd Fora, 9 Dallington Street, London EC1V 0LN 020 7880 6200

CONTACTS EDITORIAL +44 (0)20 7880 7603 Editor DeeDee Doke deedee.doke@recruiter.co.uk

PRODUCTION +44 (0)20 7880 6209 Senior production executive Rachel Young

Contributing writers Dean Gurden, Rachel Masker, Sue Weekes, Roisin Woolnough Production editors Vanessa Townsend

rachel.young@redactive.co.uk

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PUBLISHING +44 (0)20 7880 8547 Publishing director Aaron Nicholls

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ZENDESK SAMUEL KNIGHT INTERNATIONAL The renewable energy talent solutions firm has appointed Dylan Christie as its new chief operating officer.

Samuel Knight has also appointed Ben Townsend as head of energy, Jack Roberts as vice president strategic partnerships and Alison Lowrie as EMEA & RoW strategy director.

The Danish-US SaaS firm, headquartered in California, has appointed Caroline Jessen as chief people and diversity officer in its San Francisco HQ. Jessen will oversee DEI, people operations, total rewards, talent and organisational development, workforce and workplace strategy, and talent acquisition.

VIQU The IT recruiter has promoted Danielle Keegan to the board of directors. Keegan joined VIQU just over three years

CONTRIBUTIONS Contributions are invited, but when not accepted will be returned only if accompanied by a fully stamped and addressed envelope. Articles should be emailed. No responsibility can be taken for drawings, photographs or literary contributions during delivery, transmission or in the editor’s hands. © 2024 Redactive Media Group. All rights reserved. This publication (and any part thereof) may not be reproduced, transmitted or stored in print or electronic format (including but not limited to any online service, any database or any part of the internet) or in any other format in any media whatsoever, without the prior written permission of Redactive Media Group.

Redactive Media Group accepts no liability for the accuracy of the contents or any opinions expressed herein. The publishers cannot accept liability for any loss arising from the late appearance or non-publication of any advertisement for any reason whatsoever. ISSN 1475-7478

THE IN GROUP Matt Smith joins the group, a collection of specialist talent brands, as MD of the technology, transformation and CIO practice for Investigo and InX. Smith will be tasked with expanding both brands’ footprints across the UK, Europe and beyond.

CIRCULATION and SUBSCRIPTIONS Recruiter is the leading magazine for recruitment and resourcing professionals. To ensure each issue of Recruiter magazine is delivered to your desk or door, subscribe now at https://subs. recruiter.co.uk/subscribe. Annual subscription rate for 12 issues: £35 UK; £45 Europe and £50 Rest of the world • Recruiter is also available to people who meet our terms of control: http://bit.ly/RecruiterCC • To purchase reprints or multiple copies, or any other enquiries, please contact subs@redactive.co.uk or +44 (0)1580 883844

ZODEQ David Vizard joins the Chester-based invoice finance and back office support specialist as sales director. He joins from recruitment finance firm Simplicity.

Total average net circulation between July 2019 & June 2020 – 16,076. is also sent to all REC members

Recycle your magazine’s plastic wrap – check your local LDPE facilities to find out how.

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03/01/2024 13:43

E THE LAST WORD CO M M UNITY

“Talk to us about your roles, we’ll feedback how much effort is needed to fill them and price accordingly”

Alan Furley Is recruitment’s pricing structure broken? ooking ahead in 2024, the question over how our industry charges is on my mind.

The pace of technological change is going at light speed, yet our commercial model feels stuck in the 70s.

You know the one – yes, the percentage-of-salary model most of us have been brought up on.

Despite the recruitment profession now being a well-established industry and full of risk-taking entrepreneurs, there’s a startling lack of innovation on how we signal our value.

Many organisations work on percentage of salary, and for some good reasons. It is simple to understand and seems fair: higher salaries mean more valuable roles, so why not charge more?

But, having shifted most of ISL Talent’s business to retained and subscription work, we usually fix our project fees. This has led me to question if the traditional model should be the norm.

L

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In our retained work, a client will say: ‘I want to hire a head of sales.’ We talk about the role, make a judgement on effort and the value we’re creating and say: ‘Ok, it’s £5k to take on the assignment and £12k on delivery of the best candidate.’

Everyone knows what they’re committing to.

Contrast that with when recruiters agree on a percentage of say 20%. If a client eventually feels they need to offer £10k more to secure a candidate, they now face having to pay the recruiter an extra £2k.

Is this fair? I realise I may have lost the crowd here, but is it right that the client then has to pay additional fees to the recruiters? Have we earned this extra cash? Or just got lucky because salaries are on the up?

And in an industry that we know suffers with reputation, we run the risk of misaligning incentives with working as a trusted client partner.

Take three examples:

● Client agrees a percentage of salary. Logic dictates I’m not going to try and find a cheaper, but just as good, candidate. If this does happen then I’m going to try and offer extra ££ on the bottom line. ● Two clients looking to hire a role with a fair market salary of £60k. One’s philosophy is pay above market, so they offer £80k.

The other can’t go above £45k but are prepared to hold out.

Finding someone for the client paying £80k will be easier than the one paying £45k. But on the percentage model, we charge in exactly the opposite way that pricing on effort suggests we should. ● Two jobs on the same salary but one is harder to fill – eg. a data scientist vs a head of marketing – the percentage model does not account for that.

Obviously, candidates need to be paid in line with market value, but in the above scenarios the client is

struggling to know if I am on their side in that respect.

Of course, fixed fee has its downsides. It can frustrate a client, who wants to quickly compare your prices to percentage-model based recruiters. And if you’re running Michael Page or SThree with thousands of recruiters, this system would be completely chaotic.

But, when I’m sharing the principles behind it and how it avoids some of the issues businesses face, clients buy into it. If you’re a smaller recruiter focused on creating positive change in the hiring processes, reviewing how this crucial aspect of your business works is worth thinking about in the year ahead.

And it makes we wonder what else is well-established in our industry but not really fit for purpose?

Something to come back to next year perhaps! ●

Alan Furley is CEO, ISL Talent

JAN/FEB 2024

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