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INCORPORATING Recruitment Matters

LOOKING BACK How the Covid pandemic changed the world of work

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A NEWS 05 Worklessness for disabled people still on the up Efforts to increase work opportunities with digital hiring or remote options have failed to deliver 06 Recruiters opt for the human touch A third of recruiters don’t plan to put artificial intelligence to work in their organisations 07 Worrying workplace signs for the year ahead Workplace volatility is set to continue in 2O25, with at least three troubling trends to watch out for 08 Contracts & Deals

INCORPORATING Recruitment Matters

C INTERACTION 22 Viewpoint Nick Gordon, Meraki Talent 23 Soundbites

B TRENDS

D FEATURES

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24 THE BIG STORY:

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Workplace Tara Ricks on the psychology of recruitment in the Gen Z age Workplace Digital communication: constant alerts and email sign-offs Insight From cyber security to trade expertise: Six senior hiring trends for 2O25 Tech & Tools The latest recruitment technology and services

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Looking back at the Covid-19 pandemic Five years on from the global occurrence of Covid, we take a look back at the world of work in the recruitment industry to see what has changed

E COMMUNITY 34 Social 35 My Brilliant Recruitment Career: Pete Schofield

36 Movers & Shakers 37 Recruiter contacts 38 The Last Word:

38 COV E R I M AG E | S H UTTER STO C K

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Alan Furley

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/NJƎĚƑƥ ĿŠDŽūĿČĚ ǛŠîŠČĚ and ċîČŒ ūIJǛČĚ ƙƭƎƎūƑƥ empowering recruiters to run their business in their own way.

01244 617 087 | paul@zodeq.com | www.zodeq.com

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UPDATE

WE LCO M E

Leader

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cold start to 2025, weather-wise, but let’s look for warmer times ahead when it comes to business, and recruitment in particular!

Can you believe that the Covid pandemic began five years ago? It seems like yesterday, and yet the world saw so many changes in that period, possibly the speediest flood of activity for business and all of us. It’s a massive topic. Read our retrospective feature by technology writer Sue Weekes, starting on p24, to see what top in-house recruiters, “Can you believe innovative agency that the Covid recruiters and other pandemic began industry thought leaders are thinking five years ago? about five years later.

It seems like The pandemic and only yesterday” its knock-on effects provided a litmus test as to what really mattered and what was less important. For instance, one of my team fell very ill the week that the first lockdown started and was not able to return to work until two years later. That mattered.

Five years later, there’s still adjusting to do, to find the sweet spot where the light meets the dark when it comes to life, work and everything else.

Own your best 2025!

DeeDee Doke, Editor

I M AG E | S H UT T E R STO C K

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Digital changes for disabled people fail to live up to employment promises

BY DEEDEE DOKE

EFFORTS TO INCREASE work opportunities with the use of digital hiring and remote work options have failed to “significantly reduce” worklessness for disabled people.

This is the message that the All-Party Parliamentary Group on Modernising Employment (APPG) heard in December.

A packed room in the Palace of Westminster received comments and entreaties from experts including Kim Hoque of King’s Business School, Laura Davis of the British Association for Supported Employment and Emily Hyland of TUI about ongoing negativity and disinterest towards hiring disabled people in UK business. Comments included “long job hunts… and sometimes outright ableism”, and a need to implement mandatory disability employment and pay gap reporting for organisations of over 250 people in a Disability Employment Charter.

Disabled people are twice as likely to be unemployed and three times as likely to be economically inactive compared to the rest of the population – despite 24% of the population being registered disabled.

“Now is the time to facilitate real change in this area,” said Keith Rosser, chair of the Better Hiring Institute and director of Reed Screening at the session.

The previous government focused “perhaps a little too much on the supply side, in terms of labour market activation policies

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UPDATE

38,693 FOLLOWERS AS OF 8 JAN 2025

aimed at getting disabled people off benefits into jobseeking activity”, said Hoque, who has researched and published widely on disability employment and is founder of the Disability@Work research group.

“So the focus on the demand side, in other words, by employers under the new government is a welcome and, I think, an important change of direction – as is the general understanding that if the government is going to come anywhere close to meeting its 80% employment targets, this just isn’t going to happen unless employers up their game in terms of the way they… ensure that their workplaces and also the jobs that they offer are genuinely accessible. There is a long way to go with this.”

Hoque also offered strong views on the Disability Confident scheme, of which he said, “we are not fans.

Disabled people are no better off in Disability Confident schemes”.

Lord Kevin Shinkwin, a long-time advocate for improving employment for disabled people, said that mainly non-disabled people are making the decisions about increasing access to this segment of the population. He also said that urgency was needed to improve the situation, pointing out that the Disability Discrimination Act came into force 30 years ago.

“I don’t want to be having these same discussions again in 30 years,” he said, expressing concern that significant progress had not been forthcoming. He commented that disabled people seem to be expected to wait for progress “because it is assumed that [waiting] is what disabled people do”.

Emily Hyland, TUI’s DEI manager, emphasised that disabled people “have to navigate workplaces that weren’t made for us in mind… [but] Disabled needs are human needs”.

The APPG gathering was part of its ongoing work with the BHI and other organisations to make hiring in the UK “faster, fairer and safer for everybody in the UK”.

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Third of recruiters opt for human rather than AI touch AROUND ONE-THIRD OF UK recruitment businesses do not plan to put AI to work in their operations, citing potential barriers to adoption.

This is according to the Recruitment & Employment Confederation’s (REC’s) ‘UK recruitment industry status report 2023/24’. Of the remaining businesses, 41% already use AI for recruitment, with 26% planning to adopt AI technologies within the next year. A final 3% did not know what they would ultimately do.

In businesses where AI is being deployed, job description and posting tools were rated as the most effective, with 85% of respondents finding them helpful, the RISR24 report said. Ratings of 45% for CV screening and 39% for talent acquisition tools suggest that AI is “particularly useful in the initial stages of recruitment, where its ability to handle large volumes of data is critical in identifying

qualified candidates quickly”, the report said.

Respondents to the survey said that areas in which more human interaction and personalised engagement are needed are less effective. “Only 25%... rated AI as helpful in candidate experience and engagement,” the report said. AI tools were also seen to be underperforming in interview scheduling and onboarding, with only 11% of respondents saying that interview scheduling tools were helpful and 8% contending that onboarding tools were on the whole helpful. Scoring in the same range was the category of interview analysis and insight tools, with just 9% applauding their net helpfulness.

Asked to define the biggest barrier to wider adoption of AI tools in their recruitment businesses, the largest percentage (61%) cited lack of trust in AI’s decision making.

The report was published at the end of 2024.

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UPDATE

Worrying workplace signs for 2025 THE WORKPLACE VOLATILITY of the past few years is set to continue this year with at least three “troubling trends”, including “a tug of war on skills”, on the horizon, according to entrepreneur-focused title Inc. Interest in skills-based hiring was strong in 2024, with 73% of recruiting professionals calling it a priority in a LinkedIn survey.

“But while HR teams are ready to get on board, hiring managers – who often tend toward safer options when they’re in a crunch – aren’t so sure,” Inc reported.

Without some “change management” within organisations, Laurie Chamberlin, head of recruitment solutions in North America for HR solutions provider LHH, told Inc she expects this problem to persist in 2025.

Taking on someone without directly related experience might seem like a big risk, Chamberlin acknowledged, but

I M AG E S | SH UT T E R STO C K

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by neglecting to consider candidates with non-traditional backgrounds, companies could lose out – “duplicating talent, rather than bringing a new way of thinking”, she said.

Chamberlin recommends that company leaders slow down the hiring process at their organisations and encourage teams to have honest conversations about what is on-the-job trainable and what is not for each position. She also suggests identifying the kinds of “players” who would be most helpful in achieving the goals for each position or project.

“I think it’s on both HR and the hiring managers to really go beyond the surface of why they’re hiring,” Chamberlin says, “and into the ‘What does success look like if it’s the right hire?’.”

The other two trends forecast

by Inc are AI CV ‘catfishing’ and rising employee resentment.

To identify AI catfishing,

managers should take note if a candidate’s CV has both all the required and all the “ideal” qualifications, uniform sentences with “stiff ” language and only “vague achievements,” Inc said, quoting Michelle Volberg, founder and CEO of Twill, a New York City-based talent platform that leverages referrals. Volberg told Inc that over the past six months she’s seen an explosion in seemingly ideal AI-generated CVs. Managers can also employ some trickery of their own, such as incorporating a random word, like ‘raccoon’ or ‘banana’, somewhere in the job posting, Volberg says. If any candidate’s CV has the word ‘banana’ in it, that could mean AI had a hand in drafting it, she says.

Also in 2025, employee resentment is rising, given the cooling job market in which it’s not as easy for workers to jump ship as it was during the days of ‘the Great Resignation’.

Inc quoted a recent report from Glassdoor, which found that nearly two in three professionals polled felt “stuck” in their current roles. At the same time, ratings for companies on Glassdoor have declined in recent years. It’s a recipe that could lead resentment among employees to ‘boil over’ in 2025, the report stated.

While employers might not be able to control the job market, they can take steps to alleviate built-up resentment, Glassdoor lead economist Daniel Zhao says. First, they can recognise that this is a problem. If they don’t, they could be “caught flat-footed”, he says, if the job market reaccelerates and workers start quitting again.

Second, even if pay rises and promotions aren’t in the budget, leaders and their teams can find ways to make employees happier, Zhao says, “whether that’s allowing for some internal mobility or lateral moves, or just creating projects and opportunities for people to expand their skill set”.

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S P O NSO RE D FE ATURE

AS A TRUSTED PARTNER, VHR delivers innovative recruitment solutions while creating opportunities for talented professionals to thrive within its award-winning organisation.

Setting the standard in recruitment Founded in 2003 by CEO Danny Brooks, VHR began with a vision to bridge global skill gaps ethically and effectively.

Today, it serves 135 clients across 57 countries, specialising in sectors such as Aviation, Automotive, Engineering, Defence, Marine, Renewables and Construction. With 12 global offices staffed by a diverse, multilingual team fluent in 20 languages, VHR offers unmatched market insight and cultural understanding.

At the core of VHR’s ethos is the belief that recruitment is about more than matching talent to roles – it’s about transformation. Through tailored training, ethical relocation and personalised care, VHR has achieved a 90%+ staff retention rate for its clients and has opened doors to brighter futures for thousands of candidates.

Awards that reflect excellence In 2024, VHR’s achievements were recognised at the Recruiter Awards, where it secured four prestigious wins: Best International Recruitment Agency Best Candidate Care Best Contractor Service Best Client Service These accolades celebrate VHR’s commitment to innovation, client satisfaction, and exemplary care for candidates and contractors alike.

Transforming client and candidate experiences VHR’s impact is evident in its success stories. For instance, it developed a six-week training initiative in Manila to transform standard aircraft technicians into cabin specialists, addressing critical skill shortages for a leading airline company in the Middle East. Similarly, VHR’s partnership with an aerospace client enabled a Dubai-based team to

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DRIVING RECRUITMENT EXCELLENCE AND INSPIRING INDUSTRY TALENT With over 21 years’ experience, VHR stands out as both a global leader in technical recruitment and a dynamic employer of choice deliver a first-class suite refresh for a Middle Eastern airline, completed ahead of schedule and to exceptional standards.

For candidates, VHR offers life-changing opportunities. From upskilling semi-skilled workers to helping individuals relocate to new countries, VHR is dedicated to improving lives while addressing its clients’ needs. This dual impact ensures a win-win for all parties involved.

employees working in this inclusive, forward-thinking workplace.

Cutting-edge tools and innovation: VHR empowers its recruiters with the latest technologies, including AI-driven CRMs and efficiency-enhancing tools that have increased placements per staff member by 18%. This investment in innovation ensures employees can deliver exceptional results while working smarter.

A vision for the future Why recruitment professionals choose VHR Career development and recognition: VHR is committed to helping its team achieve their full potential. The bespoke VHR Academy equips aspiring recruiters with the skills needed to excel in global recruitment, while transparent career progression paths, monthly awards, and professional qualification sponsorships support ongoing development.

Inclusive culture: Diversity & inclusion are integral to VHR’s success. With a team representing 17 nationalities and 60% of management roles held by women, VHR fosters an environment where everyone can thrive. Its 4.5/5 Glassdoor rating and 4.9/5 Google review score highlight the satisfaction of

VHR is continually expanding its footprint, with recent operations launched in Saudi Arabia and Americas.

As the company grows, so does its commitment to creating talent, driving innovation, and supporting both clients and candidates on a global scale.

Join the VHR team For recruitment professionals seeking more than a job, VHR offers a platform to excel, innovate, and make a difference.

Be part of a company that not only leads the industry but also transforms it through its values of excellence, collaboration and ethics. z Explore career opportunities at v-hr.com/careers and join VHR in shaping the future of global recruitment.

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CONTRACTS

CONTRACTS & DEALS Sanderson Global recruitment solutions firm Sanderson has acquired Outsource UK. The acquisition will significantly expand the Sanderson Solutions group portfolio that already supports recruitment, MSP and RPO services in sectors including insurance, banking and retail.

Outsource is a specialist in delivering technology and engineering recruitment for the UK defence industry, and supply chain and logistics among others. The deal will mean that the combined group will have close to 4,000 workers under management across the UK, as well as over 500 colleagues around the world.

Owen Daniels Group Owen Daniels Group, a provider of STEM recruitment solutions, has acquired specialist STEM recruiter GK Search. Headquartered in Frimley, Surrey, Owen Daniels was established in 2011. GK Search was founded in 2017 by recruitment specialists Jack Knibbs and Ryan Grierson.

HireVue HireVue, a global leader in human potential intelligence, has announced that Emirates NBD, a banking group in the MENAT (Middle East, North Africa and Türkiye) region, has selected its platform to transform and enhance its talent acquisition process. The bank says the strategic collaboration will help it create a more efficient, inclusive and engaging hiring journey.

Sphere Digital Recruitment Sphere Digital Recruitment has acquired London-based recruitment agency JasperRose.

JasperRose specialises in accountancy and finance roles within the consumer, luxury, retail, FMCG, leisure, hospitality and media industries.

Sphere and JasperRose have worked closely together for many years, serving a shared customer base and sharing an office since 2021, as well as a non-executive director for several years. Rosie O’Callaghan, founder of JasperRose, will continue to lead the team as its managing director, while also taking on the role of director at Sphere Digital Recruitment. Vikesh Babajee, senior associate of JasperRose, joins alongside O’Callaghan. Samantha O’Neil will take on the role of associate director at JasperRose.

Bluestones Group An investor in recruitment and staffing services businesses, Bluestones Group has acquired Dynamite Recruitment. With nearly 20 years’ collective tenure with Dynamite Recruitment between them, Fran Curtis and Katie Dalgleish will become joint managing directors. Headquartered in Portsmouth, Dynamite Recruitment recruits temporary and permanent personnel across the commercial, retail, technical, accountancy & finance, and financial services sectors. The firm also provides RPO and outsourcing support.

TalentPredix TalentPredix, a strengths assessments, talent management consulting and coaching business, has announced a strategic partnership with SHK. SHK is a people advisory firm based in Melbourne, Australia, specialising in executive search, interim management, career management and outplacement services.

Through this partnership, SHK clients will gain access to tools and methodologies that help individuals and teams harness their unique strengths, navigate change with confidence, and foster collaboration and agility in an evolving business landscape.

DEAL O F THE MONTH

nGAGE Talent Privately-owned UK recruitment group nGAGE Talent has acquired Science Solutions Recruitment, a specialist life sciences and chemical engineering recruitment business. nGAGE recently acquired South African firm Smart4Energy. As part of that transaction, the business will be re-branded into two niche brands to focus on its specialisms –

Smart4Sciences and Smart4Chemicals.

The acquired business will continue to be led by its two founders – Andrew Corness and Joseph Mulligan – and with support from the nGAGE management team they plan future growth in the UK, Europe and US. nGAGE Group CEO Tim Cook, COO Adam Herron and CFO Andrew Burchall managed the transaction for nGAGE.

VoltR2R VoltR2R, a people-driven consultancy within recruitment-to-recruitment (rec-to-rec) services, has announced its partnership with Purpose Mentoring, a service dedicated to personal growth and career-focused guidance. This collaboration aims to empower recruitment professionals by providing enhanced support that blends career coaching with essential tools for resilience and work-life balance.

More contract news at recruiter.co.uk/news WWW.RECRUITER.CO.UK 9

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T R E N DS

BUSINESS ADVICE

INSIGHT

PSYCHOLOGY OF RECRUITMENT IN THE GEN Z AGE – AND BEYOND WE ARE IN THE BUSINESS of hiring talent, both for our own organisations and when solving complex talent challenges for our clients, so understanding the drivers and psychology of the generations entering the workforce is ever more important.

As Generation Z continue to enter the workforce, they bring a fresh perspective shaped by their growing up in a digital-first, socially conscious world. So to attract, retain and motivate this dynamic generation, as recruiters, we must move beyond traditional hiring practices and delve into the psychology of candidate behaviour. By understanding Gen Z and how they make decisions, organisations can create recruitment strategies that align with their values and expectations.

What motivates Gen Z? This generation is driven by a mix of intrinsic and extrinsic motivators, leaning toward intrinsic rewards, it would appear. Unlike previous generations, they prioritise purpose, meaning and alignment with personal values over financial incentives alone. Environmental sustainability, diversity and mental health and wellbeing resonate deeply with this cohort.

As recruiters, we need to emphasise an employer’s mission and social impact during all hiring conversations.

Highlighting sustainability initiatives, D&I efforts, or opportunities to contribute to meaningful projects can help capture attention and loyalty.

The role of cultural fit This aspect can get a bad rap sometimes, probably down to a misunderstanding of meaning. Cultural alignment is a psychological factor that plays a significant role in both candidate behaviour and employer satisfaction. For Gen Z, cultural fit is not just about workplace norms, it is about shared values. They seek environments where inclusivity, collaboration and innovation thrive.

During the interview process, focus on assessing cultural compatibility through behavioural questions and providing truly realistic job previews – along with having a ‘best-in-class’ onboarding process when the time comes.

Flexibility and work-life balance

Co-chair of Elite Leaders speak more directly to the generation’s desire for autonomy and balance (both key elements of long-term job satisfaction) and the psychological need for control over their time. Trusting employees to manage their schedules can foster strong commitment and productivity.

Technology and innovation As true digital natives, Gen Z employees expect workplaces to embrace technology that streamlines collaboration and efficiency, and fosters innovation. Outdated systems or a lack of tech investment can be a dealbreaker for this group.

As recruiters we need to emphasise an organisation’s commitment to digital transformation. Highlighting advanced tools, automation, along with opportunities for digital upskilling, will position your (or your client’s) firm as an employer of choice for tech-savvy Gen Z candidates.

Career growth Gen Z values career growth and lifelong learning opportunities. Stagnation can be a deal breaker as it will not reflect the need for achievement, purpose and personal development. Offer mentorship programmes and clear and ongoing training plans. Adapting and consistently improving our ability to listen to the new and different demands of each generation can only benefit organisations – commercially and culturally.

The challenges of managing and leading a multi-generational workforce are different, equally challenging and hugely beneficial for your business – but that’s for another column! ●

↗

Post-pandemic, and the enormous shift in work models and patterns, this generation has led the charge for flexible, hybrid and remote working arrangements. The pros and cons of working models is for another day; however, employers that offer flexible work models will attract more of the Gen Z cohort. These employers will also

Tara Ricks

TARA RICKS is a non-executive director, co-chair of Elite Leaders and director of Consulting Eve

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TRE NDS

WORKPLACE

Ping fatigue How constant alerts are draining the modern workplace

BY AMANDA CHILDS

igital communication tools were designed to make life easier and, in many ways, they have.

Emails have replaced long, drawn-out phone calls, instant messages (IMs) have taken over sluggish back-and-forth physical meetings, and smartphones have made sure we’re always contactable, no matter where we are. However, these advances in technology come at a price, one we're only just beginning to fully appreciate: ping fatigue.

Ping fatigue is a form of mental exhaustion caused by constant notifications from work-related tools such as email, instant messaging apps, task management systems and calendar reminders. What started as a means of simplifying workflow has now become a potential onslaught of distractions. These relentless chimes, buzzes and dings, designed to keep us connected, can overwhelm employees

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and nibble away at productivity and well-being with their incessant bombardment. For recruiters, who juggle time-sensitive tasks, managing this digital overload is crucial to stay sharp, efficient and motivated.

The science behind distraction Notifications may seem like small interruptions, but their impact is far-reaching. Research shows that it takes an average of 23 minutes to refocus after being distracted, according to an article on Workjoy.co. For recruiters, this could mean losing precious time while navigating between tasks like candidate sourcing, client communications and admin work.

The issue isn’t just productivity, it’s also mental health. The constant stream of pings fosters an ‘always-on’ culture, making it hard to disengage, especially in hybrid or remote set-ups.

This is particularly taxing for recruiters who often work across global

timezones, leaving them vulnerable to burnout.

Productivity vs availability Part of the problem stems from confusing productivity with availability. Many workplaces have adopted this mindset, which can significantly derail performance. For recruiters, being always ‘reachable’ doesn’t mean they’re effective. In fact, continuous interruptions can dilute the deep focus needed to screen candidates or devise hiring strategies.

Worse still, not all notifications are essential. Without clear guidelines on communication priorities, recruiters risk spending their days reacting to pings instead of executing meaningful work.

Solutions to ping fatigue Reducing ping fatigue isn’t about an all-out ban on notifications by any means, but rather implementing them in a more tactical fashion, considering

KEY TAKEAWAYS FOR RECRUITERS Prioritise focus time: Allocate uninterrupted periods to concentrate on critical tasks like candidate evaluations or crafting job descriptions.

Tools like ‘do not disturb’ can help reduce disruptions.

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Clarify communication protocols: Establish when to use IM, email or meetings to streamline interactions.

Avoid marking non-urgent emails as ‘high priority’.

Encourage breaks: Step away from screens regularly to refresh and avoid burnout.

Even a 5-minute pause between tasks can enhance clarity and focus.

Tailor notifications: Customise settings to limit non-essential pings. Recruiters should mute irrelevant channels or threads that don’t directly impact their roles.

Support individual needs: Team members experience notifications differently. Open discussions about preferences can create a more supportive work environment.

Focus on outcomes, not presence: Measure success by results rather than response times. Recognise that recruiters produce their best work when they can focus deeply, free from constant interruptions.

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T R E N DS

WORKPLACE both how and when they’re used.

This will mean notifications will do the job they were designed to do: help keep employees informed and productive.

Here are the steps that organisations and employees can take to minimise the impact of continual alerts: ● Set boundaries for deep work: Schedule ‘focus time’ by using tools like Microsoft Teams’ ‘do not disturb’ mode. Normalising such practices can empower recruiters to tackle high-value tasks like interviews or creating job adverts without distractions. ● Prioritise channels: Define which communication channels suit different scenarios. For instance, urgent hiring decisions might be discussed on IM (Instant Messaging), while routine updates could wait for email or team meetings. ● Adapt to individual needs: Not everyone responds to notifications in the same way. Some recruiters may thrive in a fast-paced, multi-channel environment, while others might need fewer interruptions. Adjusting communication styles ensures everyone stays productive. ● Foster a results-oriented culture: Shift the focus from immediate responses to achieving outcomes. Whether it’s filling a role quickly or developing a recruitment campaign, the quality of work should outweigh constant availability.

Annoying goodbyes begone Saying ta-ra to pesky email sign-offs new study by computing and tech retailer Currys asked 1,000 UK-based office, hybrid and remote workers about their email preferences and pet peeves.

The survey reveals that when it comes to email etiquette, CC’ing others unnecessarily ticks off Brits the most, with 44% giving it the thumbs-down.

It’s disliked across all generations – 49% of Gen Z, 42% of Millennials, 46% of Gen X and 42% of Boomers agree on this being the top email bugbear.

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The five most annoying work email habits

Rank Email habits 1 2 3

4

5 Ping fatigue is rising in workplaces worldwide. While digital tools have revolutionised how we work, they’ve also brought new challenges. If deployed thoughtfully, with a focus on top quality work and wellbeing, recruiters can use these tools to create a healthier and more rewarding environment for all. ●

↗ AMANDA CHILDS is group HR director at Kyocera

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% of workers that dislike this

CC’ing people 44% in unnecessarily Long-winded 43% emails Slang terms such as OMG, 39% LOL or WTF Spelling mistakes/no 38% proofreading Marking emails as URGENT 37% when they’re not

As the average person receives 90 to 120 emails a day, it’s natural that certain repeated phrases can occasionally hit a nerve. For a quarter (25%) of the nation, that phrase is “as per my last email”, while “just looping you in” annoys slightly less people (23%). The common follow-up phrase “not sure if you saw my email” landed in third place, irritating just over a fifth of Brits (22%).

For those whose job involves sending emails, it’s a good idea to avoid “any updates on this?” as it frustrates 18% of the nation, while “just a friendly

reminder” isn’t quite so friendly for 17% of recipients.

How you sign off an email is also important if you want to remain friendly. Ending a message with “ta-ra/ ta-ta” is the worst choice, as it irritates 27% of Brits.

Other common signatures like “Sent from my iPhone”, which was thrown into the spotlight recently due to the Netflix series Baby Reindeer annoys 25% of people, while geeky goodbyes like “May the Force be with you” irritates 24%.

Similarly, 24% dislike Toy Story’s “To infinity and beyond”, and 23% are bothered by [Arnold] Schwarzenegger’s infamous line “Hasta la vista, baby”.

Using a more traditional approach, to end an email like “Have a great day/ week/weekend”, as nearly half (49%) of people find it friendly. “Many thanks”, “Best wishes” and “Cheers” also came up in the survey as good choices to wrap things up.

Friendliest email sign-offs as voted for by UK workers: ● Have a great day/week/weekend ● Many thanks ● Best wishes ● Cheers ● Thanks/Thanks again ● Warm regards ● All the best ● Let’s catch up soon ● Best regards ● See you soon And the most annoying email signoffs: ● Ta-ra/ta-ta ● Sent from my iPhone ● May the Force be with you ● To infinity and beyond ● Hasta la vista ● Peace out ● Slay, serve, survive ● No sign-off at all ● Catch you soon ● Take it easy

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TRE NDS

INSIGHT

FROM CYBER SECURITY TO TRADE EXPERTISE Six senior hiring trends for 2025

BY SIMON CORDREY

volving employment legislation and new tax burdens will be front of mind for many in planning confidently for 2025.

Cybersecurity continues to be a pressure, and there’s a new question mark over trade relations with the US. So 2025 is calling for agile, tech-savvy leaders who can pivot with the times and build the expertise around them to support their business through these challenges. Here’s how we expect senior hiring to look in 2025.

E

anticipated tariff hikes and immigration policies.

If proposed tariffs are enforced, it’ll likely put pressure on businesses with transatlantic ties, increasing demand for international trade experts.

UK businesses operating in the US could also face a reduced workforce due to potential mass deportations and restricted immigration. A competitive candidate-driven market may force hiring managers to re-consider wages and compensation in order to attract and retain top talent.

1

3

High demand for interim talent

With the government’s decision to increase employers’ National Insurance Contributions (NICs) to 15%, finance teams will be forced to think strategically if they are to offset these additional costs.

Many will reconsider their people strategies and look to make interim hires as a way to reduce NICs and avoid some of the wage commitments of permanent recruits. There are other benefits too – the right interim leader can drive immediate impact based on years of expertise and knowledge, and can be an effective way for businesses to stay agile.

2

International trade experts needed

Compliance-savvy HR leaders to the rescue

With new policies on the horizon in the UK, including Labour’s Employment Rights Bill and the EU Pay Transparency Directive, HR teams are going to have their hands full over the next 12 months addressing employee nerves around contractual and pay changes.

This will spark demand for compliance-savvy HR leaders. Interim experts will be in particularly hot demand, especially for business looking to manage costs. Most interim leaders will be expected to share their skills and knowledge, upskilling as they go, so it should be learning journey for the whole team.

With Donald Trump now elected as the 47th US President, British businesses with US markets will likely feel the ripple effects through

4

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of AI, will keep sustainability at the forefront of boardroom agendas next year. For example, supply chain leaders will be focusing on circular systems underpinned by recycling and refurbishment, while tech leaders will be considering the tools they use in order to stay accountable for their carbon footprint.

With greater pressure from the Environment Agency, all board members need to stay informed on legislation, and hiring managers will be keeping sustainability experience front of mind; having these skills in-house will help accelerate a business towards its ESG goals.

Sustainability skills and the race to net zero

The UK’s 2050 net-zero goal, coupled with the rising energy impact

09/01/2025 09:56

T R E N DS

INSIGHT

As organisations ramp up their use of emerging technology, leaders will need to balance the benefits with a greater awareness of the risks.

New tech can bring a greater vulnerability to cyber threats, so many businesses will be looking for cyber security experts.

Chief information security officers (CISOs) and chief data officers (CDOs) will be busy protecting critical infrastructure and bolstering cyber resilience, especially in businesses where people work remotely.

Organisations with this expertise

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already will be looking to upskill their wider tech teams, while others will be looking to hire experts who can hit the ground running. Also look out for the rise of the chief AI officer to support innovation.

6

CFOs becoming CEOs

The CFO role has been expanding over the last few years to include strategic decision-making and broader business operations; and with the new increase in fiscal demands, CFOs are better equipped than ever to lead organisations and shape company direction and growth.

Smart boards looking to grow this

talent internally will be enabling CFOs to get involved in projects that extend past the realm of finance, exposing them to the challenges a CEO would typically face and providing a smoother transition when the time comes.

Going into 2025, recruitment business leaders should set themselves up for success by keeping abreast of change, thinking strategically and above all, building people strategies which directly support the specific challenges and objectives which lie ahead. ●

↗

5

CISOs and CDOs: from data to defence

SIMON CORDREY is managing director, transformation practice, at BIE Executive

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TECHNOLOGY AND SERVICES

TECH & TOOLS IN FOCUS:

What techrelated trends will dominate 2025?

BY SUE WEEKES

Andy Headworth, deputy director, talent acquisition, HM Revenue & Customs AI autonomous agents in the recruitment process will start to remove many of the tasks recruiters do on a daily basis and allow them to focus on what they do best. This is more of a prediction but we will see new ATS entrants appear that use AI for the entire process and will shake up the SME/agency sector. They will be quick to deploy and quick to use. And there will be a need for recruiters to become adept at prompt engineering as their roles evolve in the AI world. From sourcing to content creation, to candidate engagement, recruiters will need to be able to use a wide AI prompting toolbox.

Wendy McDougall, CEO and founder, Firefish Software With ChatGPT’s second birthday

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last month, we’re heading into a strange new world where employers use AI to write job descriptions, candidates use AI to tailor their CVs and employers then use AI to assess applications. The result? No one truly wins and it is becoming harder to judge a candidate based on a CV alone.

However, agencies that have spent the last two years leveraging AI to enrich their CRM, streamline manual processes and build a trusted network of verified candidates will thrive. Employers will turn to these smart agencies as reliable partners who can cut through the AI noise and deliver genuine value. For 2025, tech

trends like AI-powered candidate sourcing, automation, a focus on skills certifications and integrated CRM/ATS systems will give savvy agencies an edge. My prediction for 2025: the best agencies will reclaim their status as trusted advisers, charging higher fees for their services, backed by a well-oiled, tech-enhanced operation driving both client satisfaction and profitability.

Thom Staight, general manager, global talent acquisition EMEA & Asia, Microsoft You can probably answer this with one trend : AI. We have already

IM AGE | ISTOCK

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T R E N DS

TECHNOLOGY AND SERVICES

Jacqui Harris, head of talent acquisition, Mission Mars Over the next 12 months, I think the key trends in recruitment and talent management will definitely be the increase of AI-powered recruitment tools such as more use of automation in candidate screening, which we’re already seeing in our own applicant tracking system (ATS Talent Funnel). I believe the efficiency of tech and automation will enhance recruiters’ processes, by streamlining the hiring process and improving candidate to role matching, while automation will reduce bias, improving diversity & inclusion by ensuring more objective hiring. Another key trend that will impact recruitment and talent in the next 12 months is the growing focus on employee wellbeing and mental health.

Certainly in an industry like hospitality, prioritising mental health through support programmes, flexible schedules and a positive work culture will be crucial in attracting and retaining talent.

seen a thousand AI-driven tools disrupting individual parts of the recruiting process. Next year will see more fully integrated platforms that actually infuse AI through the whole process in a coherent way.

There are only a few vendors who have really got to grips with this so far, and even fewer who can do it at a corporate or enterprise scale. Next year will see more of the big enterprise recruiting teams transform through platform shifts.

AI will also have an impact on the ongoing division over skills.

Becoming a skills-based organisation is extremely hard and requires a heavy lift across all HR, and a culture change from the whole

company. AI is promising to make this easier; in 2025 we will start to see if it really works from talent management to recruiting.

We will also see really fast development in the candidate vs company use of AI; what this means for fairness, assessment, how recruiters jobs evolve. I am not going to try and predict what will happen, but it will be interesting to watch. I have a hunch that core recruiter skills in spotting, selling and assessing talent will become even more important and the process junkies who just push recruiting activity through the ATS will find themselves unable to add value.

Adrian Thomas, talent acquisition director, resourcing industry leader Decision-making using data: TA professionals must not just become proficient in using data effectively, they must master it. In 2025, data is not just a tool; it’s the foundation of effective recruitment. The industry must move beyond traditional metrics like time-to-fill or cost-per-hire and dive into data and predictive analytics.

Strong labour market intelligence (LMI): understanding global and local labour market dynamics will be a game-changer. As economies adapt to shifts like remote work and automation, knowing where and how to target talent becomes critical. For example, identifying

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TECHNOLOGY AND SERVICES

untapped talent in near geographies or adapting hiring strategies for specific industries based on understanding associated skills sets and implementing appropriate onboarding or training strategies will be essential. TA professionals will also need to keep pace with regulation changes, such as evolving labour laws or visa policies, and proactively adjust sourcing strategies.

This requires staying attuned to both qualitative insights and hard data.

Proficiency with recruitment technology: from AI-powered CV screening to automated sourcing platforms, technology is revolutionising recruitment workflows. Recruiters must not only embrace these tools but also understand their limitations and ethical considerations. This includes using AI responsibly to reduce bias and consider where and when a human touch remains within the hiring process.

Matt Reeves, senior manager, talent acquisition, central functions, senior hiring, early careers, Philip Morris International AI-generated CVs and platforms that auto-correct candidate applications and recommend which key words are added to their profile (to improve their chances of shortlist) will put a greater emphasis on the quality of internal assessment processes as candidates are presented that maybe have the skills on paper but not in person. There is an opportunity to increase the number of candidate referrals and leverage networks through technology by introducing job matching criteria that will recommend names from an employee’s external network and finally from a talent management perspective, organisations will become more advanced when mapping employee skills and performance to internal opportunities, with technology

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supporting succession planning to a larger degree.

Rebecca Foden, global early careers transformation leader, Join Talent The rise of internal hiring: unlocking the hidden talent within. Companies are waking up to the value of the talent already within their walls. As experienced hire teams struggle to sift through endless AI-enhanced applications, tapping into the existing workforce will become inevitable. The pressure from hiring managers, who now expect access to all applications, will further push teams to prioritise and refine internal talent strategies and boundaries. Sending hundreds of AI-screened applications to managers simply will lose value and give rise to frustrations.

The shift to adopting proven practices across hiring teams: while experienced hire teams struggle with legacy systems, early-career teams excel by honing pre-existing skills-based hiring methods and scalable models.

Executive hiring will expand in scope, as companies start to value the human-centered approach of high-touch recruitment. This will be an immediate trend to turn back the clock and get access to authentic candidates through human connectivity and relationships.

The rise of skills-based hiring: the most forward-thinking companies will recognise the long-term value of hiring based on potential and skills, rather than CVs that will finally fade out. We’ll see wider adoption of blind recruitment and strengths-based hiring processes, particularly by early-career teams. Traditional job titles will give way to skills-based frameworks, emphasising the abilities needed to perform tasks rather than specific qualifications.

Recruiting teams will need to become more agile, human-centric and AI-empowered at the same time. ●

IN BRIEF Track and navigate by voice Gaia has launched voice-and-chat functionality as part of an update to its AI-powered GaiaAttract platform.

It is designed to enable employers to navigate their recruitment processes with voice commands like Siri or Alexa. For instance, by asking “How’s my engineer campaign performing?”, employers gain access to a dashboard of metrics and KPIs. https://www.iamgaia.com/

Can AI companion eliminate admin?

SmartRecruiters has unveiled an AI-powered recruiting companion called Winston that claims to eliminate administrative tasks. It forms part of SmartRecruiters 3.0 vision, and its capabilities range from screening candidates and scheduling interviews to sending follow-up notes. www.smartrecruiters.com/ winston

Candidate portal streamlines onboarding Voyager Infinity’s new Candidate Portal aims to increase efficiency in areas like onboarding, compliance and administration, especially in the temporary recruitment space. It claims to provide an 80% reduction in time spent on even a simple onboarding and it says in heavily compliance-led markets this figure can be even higher. https://www.voyagersoftware. com/

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09/01/2025 09:57

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08/01/2025 15:24

C VIEWPOINT INTE R AC TIO N

Consolidated approach Are PE firms deserting UK recruiters?

BY NICK GORDON

rivate equity (PE) investment in the UK recruitment sector is subdued, with limited ‘dry powder’. I personally don’t see it changing during this new year. Market conditions have shifted significantly, driven by declining margins and heightened competition. Many PE firms are now looking beyond the UK for growth opportunities, which isn’t good for UK recruitment entrepreneurs.

P

dilemma: firms must either absorb rising costs or pass them on to consumers, potentially losing business in the process. Many companies are grappling with the question of how to remain profitable in an uncertain environment, which is impacting both short-term performance and long-term strategy, and if now is the time to sell?

PE hesitancy and the path forward Economic challenges in recruitment

Volatility in the market

Given the volatility, PE firms are cautious about deploying capital in recruitment. It’s unlikely we’ll see a significant uptick in PE-backed acquisitions in the sector in 2025. Recruitment businesses with heavy commitments should focus on consolidating their operations, reducing costs and refining their unique selling propositions (USPs) when the economy recovers. Opportunities, however, still exist for proactive and strategic businesses. The current climate favours opportunistic investors and agile firms ready to adapt and grow in niche markets. For recruitment leaders, the message is clear: this is not the time to sit back.

I’m afraid to say, the recruitment sector is over-supplied, and market sentiment remains low right now. This creates a

Looking ahead

The fallout from economic turbulence, akin to the impact of ‘mini-Truss economics’, has left the UK market vulnerable.

High interest rates are squeezing businesses, particularly those reliant on debt financing, while the government’s recent budget, including the National Insurance rise and an increased living wage, are a huge blow for business owners.

For recruitment firms specifically, these issues are compounded by clients demanding longer payment terms and lower margins; markets like Germany and the US are more exciting right now for PE firms.

NICK GORDON is founder of Meraki Capital

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I feel the recruitment market today is reminiscent of the post-2019 landscape: a crash followed by a recovery, but now circling back to pre-pandemic levels with marginal growth. Selling a business in this climate is challenging, as many 2024/25 financial results won’t be favourable, and valuations are unlikely to meet seller expectations, so think, when is the best time for you to seek investment?

For those leading recruitment businesses, 2025 will require a consolidated, efficient approach. Consider the following steps: Control costs: Streamline operations to maintain profitability; Refine your offerings: Ensure your services meet current market needs and emphasise your USPs; Plan strategically: Position your business for recovery and capitalise on any opportunities that arise.

If you’re concerned about navigating these challenges, reach out. There’s a path forward, but it requires focus, hard work and strategic thinking. ●

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I N T E R AC T I O N

SOUNDBITES

WEBCHAT 2025 IS THE YEAR OF THE START-UP RECRUITER Having read your news story ‘2025: Hope for the best, plan for the worse’ (Recruiter, Nov-Dec 2024), I agree with Sid Barnes that 2025 is going to have a tough start. However, there are thousands of agencies opening each year; the estimated 600 who left in the last 18 months is not unnatural or that bad.

The market dynamics are changing and the time of the solo recruiter, or one to three-person start-up that is lean on cost and homebased working is where the industry is headed.

The pandemic gave the start-up recruiter a huge boost in acceptance of that model. Look at any desk in any niche and what you need to bill in a lean, homebased start-up is a lot less daunting than staying in a role.

Let’s say you were billing £150k, and earning £40k, if you billed £40k in your own start-up, you would be able to pay yourself close to what you were earning at £40k PAYE; bill £50k and it’s guaranteed you earn the same. So a recruiter’s choice might be to stay in a £150k-target role that the market has not got enough fees to support, or go and work from home and bill £40-£50k for themselves.

There are lots of grants that these start-up companies can target as well – so really, I see 2025 as the year of the start-ups.

Darren Revell, founder, RecruiterWEB

“What will you be doing differently in 2025 compared to what you did in 2024?”

LOUISE ARCHER FOUN D ER , RET R A IN ED S EA RCH

“In 2025, we’ll streamline operations to enhance productivity, reduce workloads and lower business costs by leveraging artificial intelligence (AI) tools and improved operational processes. With clearly defined strategies, we’ll refine our geographic targeting to address recruitment challenges in diverse markets such as Japan, Australia and the US. Each region faces unique obstacles, and we’re dedicated to delivering tailored, value-driven solutions to overcome them. Once we’ve perfected our processes, we’ll support our members in optimising their own operations to achieve greater efficiency and profitability.”

SEB O’CONNELL CEO, ORG G ROUP

“In 2025, we’ll focus on saying ‘yes’ more thoughtfully.

In challenging markets, it’s tempting to agree to every customer request – on pricing or solutions – but that approach often misses the deeper issues they face. As a global business, we have diverse ways to deliver better outcomes. What remains unchanged is our commitment to building strong relationships, enabling us to have constructively challenging conversations that drive real value for our customers.”

K ASIA KRIEGER BUS I N ES S MA N AG ER , P IN EA P P L E RECRUIT MEN T

“The recruitment landscape constantly demands a fresh approach, and the New Year is a perfect opportunity to do just that. So, we’re embracing artificial intelligence (AI) less and pushing human interaction more. While AI is a valuable tool, it can’t replace empathy that comes from personal/human connections throughout the recruitment process. We’re also introducing a DE&I strategy, focusing on neurodiversity. Our goal is to shift the narrative from identifying barriers to harnessing strengths. This involves rethinking job descriptions, interview methods and workplace adjustments to create environments where neurodiverse individuals thrive. By focusing on these priorities, we’re setting the stage for a transformative 2025.”

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09/01/2025 10:00

THE B IG STO RY: POST-COVID ER A

FIVE YEARS SINCE COVID… WHAT HAS CHANGED IN OUR INDUSTRY? 24 RECRUITER

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T H E BIG STORY: POST- COV I D E R A

The Chinese city of Wuhan was little known in the West before 2020; few could have anticipated the impact that the circumstances unfolding there would have on lives everywhere. While seismic occurrences like 9/11, the 2004 tsunami and the global financial crisis had sent nations into shock, the Covid-19 pandemic united a world in fear, panic, anxiety and the unknown like few events had before.

Five years on, how much have life and the world of work changed or stayed the same? What are the positives and negatives to emerge in the post-Covid era? And how has it changed recruitment, employers and candidates?

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THE B IG STO RY: POST-COVID ER A

Mass migration from office to home working – the personal and professional impact Without doubt, the biggest practical and mindset change brought on by Covid-19 for the UK workforce was brought about by the almost overnight shift from office to homeworking in March 2020; the fallout continues today.

The Covid-resultant lockdowns forced different approaches to work and home life. The debate around a full-scale return to office (RTO) continues, illustrated by Amazon’s edict that all of its employees would return to the office on 2 January 2025, a decision that has triggered resignations and allegations of hidden layoffs. And according to US business magazine Inc, some of the global retail and services giants are not prepared for a complete return, delaying the 100% RTO until May. Aside from the obvious ‘to office or not to office’ dilemma, there’s more to the past five years than meets the eye: what did we discover about ourselves during this time and what learnings can we take forward that might help to shape a better future of work for everyone?

Yasar Ahmad, global vice president, people, at the recipe box company Hello Fresh, says Covid made him realise how much more he needed quiet time to think and work. He also realised how much time is wasted in meetings that could be done via email. “Since then, I’ve been constantly challenging myself and my team to be relentless in prioritising meetings, work and time,” he says.

“Time is the most expensive currency. If anything, I learnt to appreciate it more.”

Hybrid work has become the norm for Ahmad and his team, and work-life balance has improved.

“We can now work with more control over our schedules,” he says. “We’ve had to adapt to new communication and collaboration

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methods. And we’ve also had to be more flexible with our work hours to accommodate different time zones and schedules.” And he concludes: “Many changes we’ve seen in the recruitment environment are here to stay.”

The past few years have “profoundly reshaped” work-life dynamics for Lisa Scales and her team at Royal Mail. The head of talent acquisition says the demands of high-volume recruitment coupled with the challenges posed by Covid necessitated greater flexibility and adaptability for her team. “The shift to hybrid working has been a game-changer for some but we need to be sensible moving forward,” Scales says. “The huge benefit of work-life flexibility cannot be ignored; however, the value of those informal conversations, bumping into someone in the coffee queue and face-to-face meetings cannot be underestimated, and the sense of belonging you get from working shoulder to shoulder with teams.”

“Mental health support, inclusive practices, and meaningful work are no longer ‘nice-to-haves’ but essential” Cath Possamai, talent acquisition director, EMEA Stores, Amazon, echoes these sentiments, saying anyone in an office role since 2020 has experienced enormous change and required levels of flexibility and resilience they never expected to exhibit. She said it was particularly hard on those who joined as graduates during the post-2020 era as they missed out on “the fun, education and connection that being in the office with your colleagues can offer”.

Like all sectors, the agency world had to similarly adapt to the personal and professional impact of lockdowns, furlough and other restrictions imposed and then quickly gear back up to support clients through the

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09/01/2025 10:11

T H E BIG STORY: POST- COV I D E R A

A STRENGTHENED FOCUS ON WELLBEING AND MENTAL HEALTH Given what the UK workforce went through across all sectors – from furloughs and lockdowns through to wondering if they or their industry would have a future at all – the strain on people’s mental health was inevitable. Lisa Scales says the pandemic underscored the importance of resilience and adaptability, both in organisations and individuals.

“At Royal Mail, we’ve had to pivot quickly to meet changing demands, which has shaped how we approach recruitment and workforce planning,” she says, adding: “Mental health support, inclusive practices, and meaningful work are no longer ‘nice-to-haves’ but essential components of an employer’s value proposition.”

From the agency perspective, Impala’s Rob Blackburn said supporting the team’s wellbeing became a top priority both during and after the pandemic.

“Lockdowns were challenging

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for everyone, both physically and mentally,” he says. “We introduced flexible working arrangements and emphasised work-life balance, recognising that a motivated and supported team is critical to our success.”

The REC’s Kate Shoesmith and APSCo’s Ann Swain have both noted a change in their industry and the wider world of work when it comes to mental health. Swain sees the main difference between the working environment in the recruitment sector now and before Covid as the focus on people, culture and mental health. “Wellbeing became a thing, whereas I feel that prior to that it wasn’t always,” she says. “The recruitment market historically used quite blunt instruments to recruit people and keep them – for instance, pay them good money and take them on jollies once a year – but that has changed, and I tend to think it’s

the same in many sectors outside of recruitment too.”

Shoesmith says you can have the argument back and forth about figures on those people who are economically inactive, but it’s clear that some people are finding it very difficult to work because of mental health issues and are not actively seeking work. But for those in work, she believes it is much easier to have an open conversation with an employer about mental health and ensure you have a good work-life balance.

Swain also pinpoints a key challenge to emerge from the shift to home working going forward: how we ensure good mental health in a working environment that can also be conducive to feelings of isolation. “We found that a lot of young recruitment consultants during Covid – if they hadn’t been laid off or furloughed – were in shared houses where

they simply didn’t have anywhere to work except sitting on their bed. That doesn’t work for everyone,” she says. “We’re also finding a lot of those younger people experience more feelings of loneliness, but people coming out of university and college still say it’s their right to work at home.”

Of course, the same tools that facilitate the hybrid way of working are also those that will help organisations tackle this challenge. Scales says leveraging technology to stay connected and prioritising mental health and wellbeing have become crucial to sustaining productivity and morale, while Shoesmith emphasises the importance of properly checking in with people. “It was quite difficult to know who wasn’t okay because although you might have a connection with them on the screen, you didn’t have that same sense of what people are dealing with. People need to learn from that in today’s hybrid models, rather than thinking you’ve ticked the box because you’ve spent that half hour on a Zoom call with them.”

Similarly, while the importance of resilience has been raised for many years, the pandemic’s impact on some people’s mental health and wellbeing proved that building it into workforces is easier said than done. Possamai urges people to look at the concept of ‘anti-fragility’, which she and her team have focused on; it goes beyond resilience and robustness by not just withstanding shocks, stressors or adversity but improving and thriving because of them. “It essentially emphasises the importance of absorbing and learning from difficulty in order to develop more agility and resilience,” she says.

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THE RETURNTO-WORK DEBATE CONTINUES The KPMG 2024 Outlook Survey, published in September 2024, reported that CEOs have become “further entrenched” in their view that employees will be back in the office full time within three years. Last year, almost two-thirds (63%) expressed the view, but this climbed to four-fifths this year. At the same time, the professional services firm says today’s employees expect a more flexible working environment and better work-life balance.

Recruitment leader Matthew Jeffery, former head of UKI talent attraction and acquisition at EY, observes “a strong reticence” by employees to go into the office and, if they do, seek to limit it to one or two days a week. He adds: “How much this damages productivity, profitability, office culture, and the learning and development of early talent is highly debatable.”

Royal Mail’s Lisa Scales says flexibility has become “non-negotiable” in the desk-based environment. However, organisations now having the tricky balancing act posed by frontline workforces not getting the same treatment across the board which then causes a “less harmonious environment”. “This is where HR really has become front and centre of business decision-making as the impacts are far reaching and difficult to navigate,” she says. “Candidates now expect remote or hybrid options and are drawn to companies that prioritise work-life balance.”

Oyster’s Sasza Bandiera directly relates problems with hiring, retention and productivity to working from home arrangements. He cites the case of a company he visited, which had just two people working in a 9,000 sq ft office space in Covent Garden with 90 at home. “They’re struggling with everything I mentioned above,” he says. “Some people, some positions in some situations do work effectively from home, but you have to really think about the team as a whole and if the weighting isn’t spot on, then I believe you’ll struggle.”

Impala’s Rob Blackburn, though, reports that clients who require full-time office employees are finding they struggle to attract the best talent versus the competition. And his sentiments are echoed by Talent Locker’s Rich Barker: “Candidates have seen the benefits of working from home, and many are willing to give up a more generous salary for a better work-life balance.”

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recruitment boom that followed for some.

Rob Blackburn, director of Impala Search, says the changes have made the firm “more agile, tech-savvy and people-focused”, while the so-called ‘Great Resignation’ emphasised the importance of fostering a strong internal culture. “We’ve doubled down on creating an environment where our team feels valued, supported and motivated to achieve exceptional outcomes. This has resulted in us not losing any staff for over 18 months now,” he says.

Impala embraces a hybrid model of working, which Blackburn says balances flexibility with the benefits of an in-person interaction. “We’ve seen significant changes in how we work and operate post-Covid, reshaping both our internal dynamics and the way we support our clients and candidates,” he says. “We now spend three days a week in the office and two days working from home, which has proven to be an effective balance.”

Rich Barker, director of Hampshire-based agency Talent Locker, found himself juggling a newborn as well as running a business during the pandemic.

While a challenge, it also taught him the importance of work-life balance, which he’s keen to preserve. “While working from home offered flexibility and more time with family, the office environment is a dedicated space for focused work and collaboration – which can be a welcome escape from nappy changes and crying babies!”

Lockdowns opened the company’s eyes to the benefits of flexible working. “We have since introduced a shorter working week (half an hour less every day), working from home on Fridays with an early finish, and more flexible hours for our team throughout the week,” he says.

“We quickly saw the benefits of an

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T H E BIG STORY: POST- COV I D E R A

employee-centric approach in both satisfaction and productivity. Our team loves the flexibility to fit in gym classes, avoid rush hour or manage childcare commitments.

Teams calls have been a game-changer for this, allowing us to stay connected and productive, even while working from the comfort of our homes.”

Not everyone agrees that the way forward is to instigate home or hybrid models of working permanently though. Sasza Bandiera, CEO of Oyster Partnership, says the agency came back to the office in late summer 2020, with some members of the team on a hybrid arrangement.

“We then went through the same changes I’m sure others did, relaxing the formal attire, different start times and earlier finishes. We then went through the boom period like most and capitalised on that,” he says. “However, when the going got tough, we realised the basics were missing, and quite frankly all the ‘fads’ we were going

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through weren’t conducive to a productive team.”

Over the last 18 months, Bandiera says, only 10% of the team have had a hybrid arrangement, and the firm is back to formal attire, proper start times and normal finishes. “Everything has gone full circle, and I’m pleased, because it’s made a positive impact to our results.”

Managing in a new flexible and people-centric era It’s clear that many agency and direct recruiters believe that they are working in a new post-Covid reality. Flexible working is now seen as a right by many, and new business models offer an opportunity to create a fairer, more equitable world of work. Matt Alder, producer and host of The Recruiting Future Podcast, says remote work and video-interviewing mean talent pools are “genuinely global”.

“This creates new opportunities and new competition for talent,”

he says. “With ageing populations and shrinking workforces being an unavoidable issue for Europe, the UK and the US, this is not a passing trend; it is the new reality.”

But there are issues to address; chief among them is the management challenges that a more flexible and fluid world of work brings. Testimony to the importance of tackling these management challenges is that the Better Hiring Institute, Chartered Institute of Personnel and Development and the Chartered Management Institute will publish a guide on managing remote and hybrid workforces in mid-January, ‘The Future of Management’.

Keith Rosser, director of Reed Screening and who serves on the advisory board of the Better Hiring Institute, says part of the problem is that many managers are “accidental managers” who have learnt on-the-job. “But managing in a hybrid world poses different challenges and opportunities for managers,” he says. “Management needs to evolve. To improve productivity and efficiency it’s important that our managers are supported and trained to know how to get the most out of a hybrid workforce, spot any signs of wellbeing issues and build a spirit of community in hybrid working environments.”

Rosser adds that employers must also put more formal mentoring and support programmes in place, which will also help teach recent employees some of the “unwritten codes” of work.

Ann Swain, global CEO of the Association of Professional Staffing Companies (APSCo), believes flexible working post-Covid has become a “misnomer”, having broadened beyond packages which build in flexibility for caring and other responsibilities. Many young people now see it as a right, and this means management styles, attitudes and practices must

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evolve. While she says whatever model used must work for the business, the change of working practices has been a good thing and should be embraced, allowing more people to return to work and progress their careers.

“There used to be the view that you couldn’t possibly be a manager unless you were in the office five days a week but that has shifted,” she says. “The attitude of wanting everyone in the office to measure what they do does still exist in some places, but that sort of management is becoming out of date.”

Rosser is keen to see such flexibility usher in an era of more people-centric roles, which starts at the job description stage. “In future, jobs should be designed around the outputs required from the job, with adverts stating what the company’s desired results are from the job with greater flexibility around when and where jobs should be done,” he says. “If people want to work 9.30-2.30 and 6-8pm to work around childcare this

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should be generally available, but so often jobs are advertised as standard hours and either in an office or no mention of location, putting people off from applying in the first place.”

He adds that employers should also explore how hybrid working and a person-centred approach can level the hiring playing field for those with disabilities as well as promote more gender-equality.

“Can it remove some of the barriers that existed but also, what new barriers might it bring?” he says. “How can we destroy all of these old barriers that impeded certain groups of people, in less time?”

Kate Shoesmith, deputy CEO of the Recruitment & Employment Confederation (REC), similarly thinks we should use the post-Covid era as an opportunity and break free from ways of doing things that no longer fit how the world of work works for many people.

“We can’t have this perception that better productivity comes

from the maximum number of people working on a Monday to Friday, nine to five. It just isn’t how the world of work works,” she explains. “It’s a 24/7 economy and some people also have more than one employer now. All of these things are quite a challenge from a traditional perspective so we’re going to have to really embrace flexibility in all its forms and accept that people will want to work in different ways.”

Technology: the great liberator Before Covid, technology was often maligned for its negative effect on human contact and relationships – but during lockdowns, it became our saviour. In recruitment, it accelerated the adoption of a range of tools and helped to create new ways of working and performing tasks. Prior to Covid, Rosser said he’d seen attempts to adopt digital meetings and digitise measures like Right to Work, and “it just it wasn’t anywhere”. He believes it also helped to adopt more agile and centralised business models, which in turn helped organisations broaden their scope for recruiting people from across the UK. “This is a positive, and we wouldn’t be anywhere close to these different models if it wasn’t for Covid,” he adds.

Alder says post-Covid there is a realisation that change, particularly technology-driven change, can happen in organisations much quicker than ever thought possible. “The speed of the switch to video at the start of the pandemic shows what is possible,” he says. “And we can expect to continue to see an increased speed of technology adoption moving forward with all of the implications that it brings with it.”

Indeed, video interviewing was a notable example of accelerated adoption during Covid. Euan

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CHANGING THE FOCUS ON FLEXIBILITY “Four years on, and I have literally just upped sticks from living in London for the past 20 years; we’ve moved to the countryside,” says Jen Kinnear, managing director of creative recruitment firm Profiles Creative. “There’s a tractor driving past my window right now,” she adds.

“I feel beyond lucky that I can have both the countryside lifestyle I want for my family and still lead a highly successful and flourishing business out of London.”

The onslaught in 2020 of Covid-19 has allowed these circumstances to unfold, Kinnear believes. “Without the disruption of the status quo that Covid brought, I’m not sure this would ever have happened,” she concedes. “It takes hard work and serious commitment, but I’ve found that you can have the best of both worlds – you just have to be clear that the motivations align.”

What’s more, the disruption to work and life also fostered creativity and innovation in Kinnear’s world, “leading to some more naturally entrepreneurial activity to happen”, says Kinnear, who is also the founder of Triibe Talent. “We’ve launched two challenger recruitment businesses in the UK and US. We’ve also diversified our own service offering to clients and freelancers, and now support our own umbrella and payroll solutions.”

Externally, Profiles Creative’s market has also changed, allowing the company to up their game in new ways. “Seventy-five per cent of our business is supplying freelancers. Almost overnight, previously localised markets had their eyes opening to hiring remote talent and totally levelled the playing field,” Kinnear says. “It’s required a fair bit of educating clients and freelancers about good practice for remote working, expectations around rates, etc – but all of which has given us an opportunity to add even more value to our clients.”

In early 2025, five years on from the start of the pandemic, most of Kinnear’s team members work two days remotely and three days at their office. However, she notes, that will change later in the year: “We are going to be moving to a different pattern and offering more flex. I’m also planning to trial a ‘work from anywhere’ scheme to give high performers an opportunity to travel.”

She adds: “I look at my team now through a different lens. Some of them work better in short, intense bursts but need a lot of flexibility around that. They’ll be working at, say, 6am but we now openly recognise that they aren’t at their best with too much formality after 3pm.” On the other hand, she says, “some have consistent levels of productivity and are happy with a regular desk pattern and want to more firmly boundary standard hours”.

“When thinking about hiring in an inclusive way, my perspective on this has totally changed,” she says. “In terms of who I’ll be hiring in 2025, it will be people who can demonstrate they can flourish in a flexible environment. Where flexibility brings something to their life that makes their desire to excel even greater… It’s a different kind of focus, but the values remain the same: trust is integral. There are fewer safety nets for sure when you hire people and allow a lot of flex, so the recruitment process and understanding their drive is more crucial than ever.”

Cameron, co-founder and CEO at video interviewing and screen software specialist Willo, said back in 2019, experts predicted that video communication might become a norm by 2030.

“Instead, the pandemic propelled us 10 years ahead,” he says, “making video technology a standard tool for everyday communication and recruitment within just a few years.”

Before 2020, using video platforms was unfamiliar or uncomfortable for many people, with concerns ranging from privacy to discomfort about being on camera, or even lacking the necessary technology. “Almost everyone globally had to use video technology at some point – whether for work meetings, connecting with family, consulting a doctor, or even chatting with a neighbour,” he said. “Covid removed those barriers almost overnight because there was no alternative.”

Today, in-house recruiters represent most of Willo’s clients and use video technology in different ways. “Some integrate video interviews right at the start of the process, replacing traditional CVs entirely. Others use video as a supplement to CVs or application forms. Each organisation’s approach is unique, reflecting their specific needs, values and existing hiring processes,” he says.

Impala’s Blackburn explains that pre-pandemic, video calls were rare but now are a cornerstone of daily operations. His agency has invested heavily in digital solutions using Google Suite as its core stack and is introduced to innovative tools almost on a weekly basis to keep it at the forefront of technological advances.

Similarly, Talent Locker has implemented a new tech stack, which Barker says helps them to keep candidates and clients much closer than before. “The ease and convenience of Teams calls has

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almost replaced in person meetings, and the hiring process can be managed completely online, which was basically unheard of before 2020,” he says.

When it comes to processes such as onboarding though, he says while it’s technically possible, he’d be concerned about a new hire’s ability and willingness to network and build rapport with clients if they haven’t had the opportunity to meet or work with them face-to-face. “As recruiters, we are working in a people-centric industry and rely heavily on collaboration and building strong relationships with colleagues, clients, and candidates,” he says.

“While video calls are a great tool, they can’t fully replace in-person interactions.”

Covid’s acceleration of recruiters’ adoption of technology has proven timely, given the rapid rise of artificial intelligence (AI), particularly generative AI tools such as OpenAI’s ChatGPT, Microsoft Copilot and Google’s Gemini. Hello Fresh’s Ahmad believes we will see the rise of the ‘smart recruiter’, where AI is integrated into existing workflows, automating day-to-day tasks and increasing efficiency. “This is something we need to dive deeper into – enabling less admin, more automation and better human-shaped experiences,” he says.

Ahmad adds that when it comes to optimising processes, talent leaders often focus on the ‘big-ticket’ items; however, he urges them to look at how AI can affect the day-to-day. This is where he sees more potential for individuals to become smarter about how they operate.

Going forward, Shoesmith thinks it’s a case of the adage ‘work smarter, not harder’. “How do we embrace the things and tools that are going to make our working life more productive? And that has to be where AI and technology comes

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“How do we embrace the things that are going to make our working life more productive?” in,” she says. “We need to unlock productivity by getting people to use the tools more effectively so they can focus on the things that actually matter rather than getting embroiled in the administration.”

A changed candidate and a changed recruiter Agile, data-driven, people-focused, tech-savvy and smart are all words being used to describe the recruiting landscape post-Covid. In reality, the pandemic turbocharged efforts in these areas and brought the future closer.

From this, both Shoesmith and Swain see a different kind of recruiter and candidate emerging.

While recruitment is still a sales environment, Shoesmith says, a different form of conversation is happening now. “If you are banging through the phone calls, that’s not true business development. It’s not going to be developing your client relationships and it’s not going to

be cementing your reputation with your portfolio of clients,” she says.

“There is a different more consultative, professional services approach. It’s become really important to identify your high-value relationships and cultivate those. I’d say there’s a maturing of the industry that’s happened, and that started pre-Covid.”

Swain agrees that it’s a different sell now based on information and asking and answering the right questions rather than just talking applications. “This does mean we need be looking at a different breed of recruiter: they still need to be smart and curious with a work ethic – that goes without saying – but they aren’t necessarily motivated by money and are more likely to ask about whether they can have a day out a month to do some social involvement work. It’s no longer about a quick hit but a genuine desire to build trustworthy relationships.

“Things needed to change, and they have, but we’re still on the journey,” concludes Swain. “Not everybody’s been on the same bus – some have been cycling behind and some have been rocketing ahead – but we’ve come a long way in the right direction.” ●

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

Reasons to be cheerful in 2025 p3 B I G TALKI N G POI N T

Thoughts on the UK Industrial Strategy p4 Issue 113 Recruitment JANUARY҃ Ma ers FEBRUARY 2025

LEGAL U PDATE

Recent and forthcoming legislaঞon p6 Q& A

DEI and a social purpose in recruitment p7

Temporary workers

Huge constituency of temps on assignment, survey finds A

temporary workforce roughly the size of the popula on of Birmingham worked daily last year to support the economy, according to the latest annual Recruitment Industry Status Report (RISR) 2023/4.

The finding that temporary workers make up such a large cons tuency of people indicates why the government should work with recruiters to ensure there are no unintended consequences from its Employment Rights Bill.

The report, which covers the 2023/4 period, shows that 1,058,300 temporary or contract workers were on assignment each day in 2023, a rise of 8.4% from 976,400 in 2022. Despite a 12% drop in total temporary placements over the year, the increase in the average assignment length, from 15 weeks in 2022 to 22 weeks in 2023, helped to offset the decrease.

“Last year was tough for the recruitment industry, with clients holding off as they waited for lower infla on, interest rates, an elec on and clearer growth signals,” said Neil Carberry, REC Chief Execu ve. “While demand for permanent roles was strong a er the

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pandemic, the current figures show a dip in demand as we await economic stability.”

However, he added that the report highlights the way businesses turn to temporary labour during periods of economic and poli cal uncertainty, while individuals increasingly opt for the flexibility that such work offers. “Our report reinforces the vital role of temporary work as we navigate a period with new regula ons looming.”

RISR also reveals that the number of recruitment agencies held steady across the UK, with a less than 1% rise and fall in the regions and na ons. There was growth in the wider talent sector, which offers different services to clients or employment businesses.

At the beginning of 2024, an es mated 31,247 enterprises were opera ng in the UK recruitment industry. This was up by 5.4% from

Making great work happen

29,635 at the start of 2023. It marks the first increase a er four consecu ve years of decline. Furthermore, there was a 1.9% increase in the number of people employed in the sector between 2022-23.

The sector contributed a total of £44.4bn to Gross Value Added to the economy in 2023-24. z The RISR report is available to read on the REC website for members only.

www.rec.uk.com 07/01/2025 11:17

Leading the industry

the view...

Welcome to 2025!

Neil Carberry,

REC Chief Execu ve, sets out reasons why the sector can thrive this year

L

ast year was interes ng, to say the least. Many recruitment leaders saw their resilience and entrepreneurialism tested by a market that always promised much, but didn’t quite deliver for many.

At the same me, the challenge of adap ng to a new Government with a big agenda created poten al headwinds that will affect the UK later this year and into 2026.

But at this point we need to take a rain check.

A er the November Budget – and the concerns it raised – I saw evidence of unjus fied gloom. In response, you may have seen the REC saying that the market is bigger than the policies of the Government.

We can thrive in 2025. Here’s why.

First, the underlying economics are stronger than they have been for some me. The UK consumer is in a be er place – household balance sheets are roughly in balance.

Organisa ons’ confidence in their own businesses (rather than in the economy overall) has been rising. Infla on is under control and the UK looks poli cally and socially more stable than others in the G7.

These are all key points in the recipe for investment.

Second, the Government knows that only growth solves its problems. From consulta ons on Employment Bill issues in December, to discussions on public sector sta ng, reality bites. That will draw the s ng of some of the things that slowed us last autumn.

Lastly, your clients will have to face facts. The UK has one of the ghtest labour markets in the world – and it is ge ng ghter. As specialists, we are best posi oned to adopt new hiring tech and to advise firms. As our Aim Hire guide for clients set out, that means doing things differently. The economics of bargain-basement recruitment will no longer work – whatever hirers want to tell themselves.

What you do is strategic, high value and much needed.

The underlying economics of demand is there. And there is always a market for good firms with good product and the right mindset.

It’s been a long winter, but spring is close. I hope you and your business have a great year ahead.

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

C A MPA I GN S

What our awards tell the Government Shazia Ejaz, Director of Campaigns at the REC

T

he Government has promised growth and reform of employment rules, so our recent REC Awards 2024 form part our message to the new government about the value the agency sector adds to the economy. This message is do not ignore us.

The award entries show how our members do not just find jobs for people, but fix problems with our labour force and make a di@erence to society. The commercial winners in business who were presented with their welldeserved gongs showcase the immense talent in our sector. But they are not the full story of the awards.

The awards ceremony showcased talented people who are making a di@erence for clients and job seekers.

For example, in 2024 we had a new Sustainability Impact of the Year award to recognise firms leading on the green agenda and the UK’s path towards Net Zero.

We believe that Ga aca winning that award will inspire other recruitment firms to follow its lead.

Our survey of employers last year suggests that diversity, equity and inclusion (DEI) is slipping down clients’ agendas. This is bad for workers and bad for these clients’ businesses. Our awards can educate and inspire business and industry, while also showing the government that our sector leads diLcult conversaঞons about the importance of DEI in recruitment.

Oyster Partnership won Diversity Iniঞaঞve of the Year for its Leading from the Front (LFTF) mentoring programme, which helps women to re-enter the workforce and navigate male-dominated industries.

Hays won Community Impact of the Year for volunteer work, including providing paid volunteering ঞme for good causes, such as beach clean-ups, and skill-sharing sessions in prisons.

So, behind the fun of the awards ceremony is a room of REC members dedicated to great customer service and to making their communiঞes be er. A full list of winners is on our website.

Look out for coverage of the REC Award winners in the next ediঞon of Recruitment Ma ers magazine.

Recruitment Ma ers January-February 2025

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Leading the industry

the intelligence...

The recruitment industry sঞll has hurdles to jump in the AI revoluঞon Mukul Tiwari, REC Research Manager

A

I has revolu onised the UK recruitment industry, offering tools to streamline hiring processes and improve candidate quality and fit. With its capacity to assist in candidate screening, generate job adverts, and reduce bias, AI is a cri cal part of the recruitment strategy for many UK companies.

A survey by the REC, as part of its latest annual Recruitment Industry Status report (RISR) shows that more than 40% of recruiters in the UK use AI in recruitment processes to automate and opmise stages such as candidate sourcing, screening and communica on. A further 26% said that they plan to implement AI in the next 12 months.

REC’s survey reveals a growing adop on of AI in recruitment, parcularly for crea ng job descripons – 90% of AI users leveraged it for this purpose to improve candidate a rac on. But AI usage declines in later stages of the process, such as onboarding (7%) and interview scheduling (7%), reflec ng hesita on to use AI for tasks requiring personal interacon and nuanced judgment.

This interes ng and informa ve survey of 202 recruiters shows that AI tools are most impac ul in recruitment during the early stages, with 85% finding job descrip on tools effec ve for improving visibility and audience reach. Those that used AI for resumé screening (45%) and talent acquisi on (39%) highlighted its

Our RISR survey shows

40%

of recruiters in the UK are using AI in recruitment processes

abili es to handle large data volumes in order to iden fy qualified candidates e ciently.

Again, AI tools are perceived as less effec ve in areas requiring personalised engagement, such as candidate experience, where only 25% of respondents found it helpful. Similarly, few were using it for interview scheduling (11%) and onboarding (8%), reflec ng AI’s limita ons in handling the nuanced, tailored interac ons that are crucial during these stages.

The feedback on AI tools in recruitment highlights significant challenges and hesitancy around their use. AI’s role in assessment and tes ng and in interview analysis had mixed reviews – 14% found AI tools useful in assessment and tes ng, whereas 11% considered them unhelpful. Similarly, 9% recruiters considered interview analysis tools helpful and

6% rated them unhelpful. This reflects scep cism about AI’s ability to evaluate candidates effec vely.

These tasks, being subjec ve and qualita ve, raise concerns about AI’s accuracy and fairness.

Addi onally, AI’s limita ons in iden fying so and interpersonal skills are par cularly concerning.

This was iden fied as a major drawback by 68% of recruitment businesses, while 60% noted issues with detec ng so skills, reinforcing the necessity of connuing face-to-face interviews.

Notably, 61% of respondents cited a lack of trust as a key barrier to adop ng AI tools in recruitment, and 31% raised ethical concerns regarding bias. While AI claims to reduce biases, AI tools have some mes exacerbated biases instead of allevia ng them.

To address these concerns, the recruitment industry emphasises the need for refinement in AI applica ons, with human oversight remaining cri cal. The REC urges the Government to establish quality assurance frameworks for AI tools to ensure adherence to ethical and DEI standards.

The rapid pace of technological advancements means that swi ac on is needed.

AI in recruitment in the UK is having a significant impact, improving e ciency, reducing costs and enabling data-driven hiring.

But barriers such as lack of trust, ethical concerns and regulatory uncertain es must be addressed to foster wider adop on.

January-February 2025 Recruitment Ma ers

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3

07/01/2025 10:24

The UK Industrial Strategy

big talking point

Strategic opportunities

The government’s consultaঞon on its industrial strategy is now closed. What is the REC’s response – and how do others view it?

G

rowth and how to generate it has been a government priority since it came to power – growth is the carrot to the s ck of its high tax budget. A new 10-year industrial strategy – ‘Invest 35’ – is central to se ng out how it intends to achieve this. The principle has been welcomed by business leaders who have been calling for a clear direc on. The document was published in October and the consulta on period ended in late November. So, what do the REC and other industry bodies think of it?

The strategy raises ques ons about complex challenges including skills,

compe on and technology adop on.

The REC’s response focused on the crucial elements for the recruitment industry – worker produc vity, skills development and supply-side reform.

Neil Carberry, REC Chief Execu ve, said: “A strong industrial strategy, led by a capable Industrial Strategy Council, is needed to make up for the failed a empt under the May Government, where skills were overlooked. A er a slow start in its first 100 days, a clearer direc on is emerging from the new government, with promising developments to engage with.”

REC urged the government to

undertake a new Workplace Employment Rela ons Study (WERS), integrate workforce strategy across government, and reform public procurement processes and immigra on policies so all sectors can access the skilled workers they need.

“By closely aligning the recruitment and sta ng sector with the industrial strategy and engaging industry experts, the government can drive high-growth sectors forward, alleviate workforce shortages, and secure a resilient, adaptable workforce to support the UK’s economic transforma on for future genera ons,” the REC said.

Common concerns Similar issues are being raised by other industry bodies. Karan Chhabra, policy manager at the UK Warehousing Associaঞon (UKWA), says that his organisaঞon welcomes the strategy’s focus on supply chains and idenঞfying key growth areas, “but we are disappointed that warehousing and logisঞcs are not considered a priority. These are foundaঞonal to every sector – a crucial part of every supply chain in the UK,” he says.

“We have been calling for a dedicated minister for logisঞcs since the pandemic. We are strategic allies to the government’s key growth sectors, yet warehousing and logisঞcs are barely menঞoned in the strategy. We conঞnue to call for the introducঞon of a dedicated logisঞcs minister, in order to champion the contribuঞons of warehousing and logisঞcs at the highest level of government policy”.

The sector is grappling with talent shortages and rapidly evolving skills needs, as roboঞcs and AI transform warehousing and logisঞcs operaঞons. “We welcome Skills England and reforming the Apprenঞceship Levy, but providing a wider range of skills training must be done in conjuncঞon with employers and industry,” Chhabra warns.

Declan Pang, director of policy and public a@airs at the Road Haulage Associaঞon (RHA), is also concerned about

4

what the strategy does not address. “Logisঞcs and haulage are foundaঞonal because they enable growth. A secure and reliable supply chain is essenঞal to the UK’s compeঞঞveness.”

Skills and workforce diversity are criঞcal issues. “We need vocaঞonal training to create opportuniঞes for people to become HGV drivers and mechanics.” Pang welcomes reform of the Apprenঞceship Levy. “Few new drivers take up the HGV driver apprenঞceship because it is too inflexible,” he says.

Other key issues for the RHA include planning reforms that consider the need for freight and logisঞcs to service new housing developments. TraLc congesঞon is a major concern – 81% of the UK’s freight travels by road, yet several large road projects have been cancelled. Reseমng the UK’s relaঞonship with the EU will be important given concerns about long border delays when biometric tests are introduced next year.

Net Zero requirements should also be considered in conjuncঞon with skills and planning, Pang adds. “The sector faces deadlines for phasing out diesel trucks by 2035 and 2040, but the technology and infrastructure is not there yet,” he says. “We need about 11,000 more lorry parking spaces and there is currently only one public electric HGV charging point.”

Recruitment Ma ers January-February 2025

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07/01/2025 10:24

and social care professionals to the NHS, local authori es and the private sector.

NHS workforce management and procurement systems need reform.

“Our industry can offer its exper se in designing and implemen ng solu ons,” the REC said. “The government should collaborate with the REC and our membership to design a market structure for temporary public service roles that priori ses value for taxpayers and service users.”

A flexible and skilled workforce The REC urged the Government to recognise the value of temps and flexible working pa erns. It highlighted the way that such roles increase diversity by mee ng mul ple needs – par cularly for older workers, those with care responsibili es and with health condi ons. Recruiters are ideally placed to support these workers and their employers and can offer insights.

“As the world of work rapidly evolves post-pandemic, addressing the changing needs of workers – such as engagement, progression, flexibility, and fair pay – will be key to long-term prosperity,” the REC said.

The REC welcomed the focus on the professional and business services (PBS) sector as a key growth sector, saying that the recruitment and sta ng industry is vital. Furthermore, the REC supports the strategy’s focus on skills development.

“As the UK prepares for a decade of significant economic transforma on, this strategy must provide the certainty businesses need to invest, grow and create high-quality jobs,” it said.

Workforce and producঞvity Promo ng growth via a sustainable, resilient and regionally balanced economy depends on a skilled, adaptable workforce, as well as on technology. The recruitment and sta ng industry has a vital role here.

“As the government priori ses investment in cri cal areas… the availability of skilled talent will be essen al to capitalising on these opportuni es,” the REC said. “Ensuring the labour market operates at its full poten al is vital to maintaining the

UK’s compe ve edge on the global stage, and recruiters are central to achieving this.”

This calls for a joined-up approach to boos ng workplace produc vity – something REC members are uniquely qualified to advise on, because they understand workforce needs, and the views of employers and employees.

Skillsets are changing and jobs must be designed with the future in mind.

A new WERS is necessary to provide insights into skills gaps, sectors struggling to fill vacancies and specific sectoral challenges. This new research will ensure that produc vity strategies are informed by today’s reali es.

Skills England will be crucial to developing an agile, demand-driven skills system and bridging the gap between educa on and industry. Priori sing short and modular training alongside appren ceships will benefit temporary workers and those wan ng to update exis ng skills or find a path into work.

The recruitment industry is a fundamental part of the PBS sector. It provides the talent to fill roles in growth areas and the workforce for founda onal sectors, such as manufacturing, logis cs and retail.

“For example, the freight sector, encompassing logis cs, warehousing, and avia on, is essen al to commerce and supports other sectors like retail and health, which rely on robust supply chains to operate,” the REC said.

“Underpinning these supply chains means having the right workforce.”

Another example is the recruitment industry’s role in the NHS. The REC represents nearly 500 agencies supplying clinical and non-clinical health

Supply side reforms On the supply side, the REC highlighted concerns that “well-inten oned” employment reforms in the Employment Rights Bill, plus increases in employer Na onal Insurance Contribu ons and the living wage, risk damaging the flexible and temp labour market and reducing hiring capacity. It’s vital to engage with stakeholders to ensure the strategy remains prac cal, the REC said.

Deregula on and collabora on between mul ple bodies and stakeholders is vital to ensure that the immigra on system allows businesses to access overseas talent and skills.

“By formally incorpora ng immigra on as a strategic element, the UK can address cri cal labour gaps and keep the industrial strategy agile enough to meet current and emerging labour needs.

Reducing the high costs of sponsoring work visas and extending visas from two to at least five years would make it easier for employers to tackle acute labour shortages where domes c talent doesn’t exist,” the REC said.

It called for an assessment of the impact of limi ng the dependents accompanying those on health and social care visas, and a regular collabora ve process for reviewing the Immigra on Salary List and Salary Thresholds.

Lastly, employers need verifiable digital creden als to expedite employment checks. The REC has collaborated with Velocity So ware to speed up ID checks and views this as transforma ve “for enhancing employee protec ons, reducing administra ve burdens, and lowering government service costs”.

The government must now consider the responses. Meanwhile the REC and others will con nue to discuss the key issues and lobby for cri cal areas of concern to be addressed.

January-February 2025 Recruitment Ma ers

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07/01/2025 10:24

New legislaঞon

legal update

Looking beyond the Employment Rights Bill

By Melissa Mhondoro, Solicitor and REC Head of Legal Advice

T

he announcement of the Employment Rights Bill overshadowed legal developments in the recruitment space in the last quarter of 2024. Understandably, a en on was diverted towards the Bill and the sweeping reforms it seeks to bring, yet recruitment businesses should note the following changes and updates which came into force recently.

The Employment (Allocaঞon of Tips) Act 2024 This act and its accompanying statutory code came into force on 1 October 2024.

The act creates an obliga on for hirers to have a policy on ps and aims to ensure that ps are fairly and transparently allocated by agencies and hirers. The act applies to ps paid to the hirer electronically or in cash by a customer.

Agencies have a duty to pass on a p paid by a hirer in respect of an agency worker, subject only to deduc ons allowed by law and within a month a er it is received from the client. Liability for failing to pay a p passed on by a hirer will fall on the agency supplying them.

Ensuring umbrella compliance: a game changer

By Sebasঞen Sauca, Chief Execuঞve OLcer, SafeRec

6

Sexual Harassment Provisions in the Equality Act 2010 A duty for employers to proac vely take ‘reasonable steps’ to prevent sexual harassment of their employees in the course of their work came into force on 26 October. Previously, employers could defend themselves against sexual harassment claims by showing that they took ‘all reasonable steps’ to prevent sexual harassment in the workplace.

The Equality Act’s wide defini on of ‘employee’ means that agencies must comply both for internal staff and for the temps they supply. Hirers are also subject to this duty in rela on to temporary agency workers. The Employment Rights Bill proposes to extend the duty to protect workers from harassment to third par es, so agencies will be obliged, for example, to take reasonable steps to

For recruitment agencies, naviga ng the complexi es of umbrella company compliance is a challenge. With ever-evolving legisla on and heightened scru ny from HMRC, non-compliance can lead to financial penal es, reputa onal damage and tax liabili es.

Now, there’s a solu on. SafeRec eliminates the guesswork and hassle, providing recruitment agencies with a clear path to full compliance.

SafeRec technology ensures every umbrella company in the supply chain meets the highest standards of transparency and accountability at no cost to agencies.

When an umbrella company earns SafeRec Cer fica on, it signifies adherence to the most stringent compliance measures: payslips audited at source leaving no room for manual tampering;

Recruitment Ma ers January-February 2025

RM_Jan-Feb 2025_revised-v2.indd 6

Hirers have corresponding obliga ons to pass on ps to an agency, without any deduc ons. It’s important to note that an agency worker can bring claims against agencies and their clients for breaches of their respec ve du es under the act.

protect agency workers from harassment by a hirer’s customers.

Regulaঞon 22 of the Conduct Regulaঞons and Employment Agency Standards Inspectorate (EAS) Checks The EAS has confirmed that during inspec ons they will assess whether agencies supplying temporary workers have offered to provide copies of a worker’s right to work (RTW) documents to hirers. Regula on 22 requires agencies to offer to provide copies of RTW documents.

The EAS has stated that an offer can be in the form of a statement included in terms of business, confirma on of checks, or general correspondence kept as a record.

Under Regula on 22(6), an agency can supply a worker if they have been unable to obtain copies of other authorisa ons if they have taken all reasonable steps to confirm a worker’s suitability. This does not extend to RTW documents. z For further details on these changes, REC members can contact the REC legal team on 0207 009 2100.

RTI cross-referencing for absolute accuracy; monthly HMRC tax account reviews to verify that taxes are paid to HMRC; and tailored audit reports providing assurance that all taxes for an agency’s workers are correctly calculated, disclosed and paid.

SafeRec Cer fica on gives agencies visibility and confidence in their umbrella supply chain.

This not only protects against liabili es, but also elevates agencies’ reputa on, making compliance a selling point to clients and candidates.

SafeRec empowers agencies to grow their businesses without the fear of compliance risks. It’s not just about mee ng regulatory requirements – it’s about fostering trust, promo ng transparency, and securing a stronger, more credible, future for the recruitment industry. www.rec.uk.com

07/01/2025 10:24

Expert insights

Q&A

What I know

DEI and sustainable employment ma er

Helen Tomlinson is head of talent

Abi Macleod is head of Aspire

Worry about a fall in inclusive hiring.

Why were you shortlisted for the REC 2024 Community Impact of the Year Award?

(UK & Ireland), Adecco Group

REC research shows the use of diversity, equality and inclusion (DEI) best pracঞces in recruitment is declining – 21% fewer companies use nameblind CV submissions, 11.2% fewer use inclusive wording in ads, and 8.3% fewer use diverse interview panels, compared with 2022. With skills and labour shortages, this is no ঞme to restrict access to talent.

Inclusive recruitment fills today’s vacancies, while preparing the UK for future challenges.

It’s fairer and it engages underrepresented groups and talent pools.

Diversity-driven firms work be er.

A 2023 McKinsey Diversity Ma ers report showed that diversitydriven companies demonstrate ‘a 39% increased likelihood www.rec.uk.com

RM_Jan-Feb 2025_revised-v3-FINAL.indd 7

of outperformance for those in the top quarঞle of ethnic representaঞon versus the bo om quarঞle’.

Businesses where the execuঞve teams are ethnically diverse, and those that comprise at least 30% women, tend to outperform others.

Candidates want strong DEI values.

Adecco Group’s Global Workforce of the Future report found that 58% of candidates expect DEI to be a central corporate value – 13% chose their jobs because of the firm’s approach to DEI.

You don’t need to choose between profit, producঞvity and fair play.

A collaboraঞve, informed approach makes it all possible.

Employ with empathy and lead by example.

Skills and fair work are worth fighঞng for.

Recruitment

We are a profit-forpurpose agency, and we are passionate about helping jobseekers find sustainable employment. We have increased our network of specialist partners to build community engagement and the diversity of our talent pool, which has helped our clients deliver their DEI and social value commitments. All our profits are invested into our parent company, The Growth Company, which delivers flexible support, advice and training for employers and helps candidates in disadvantaged groups.

How do you benefit the community?

We are a real living wage employer and currently the only recruitment agency with

Manchester’s Good Employment Charter and Merseyside’s Fair Employment Status.

We deliver free DEI workshops to hiring managers and training in universiঞes and colleges to upskill young people and prepare them for the labour market. Our team also volunteers to help chariঞes.

Does this also benefit you?

Our goals are to help employers diversify their workforce and to become the leading DEI-focused recruitment agency, delivering business benefits with social inclusion.

Every member of our team is completely invested in their work.

They are aligned with our values, which include ‘Do the right thing’ and ‘Empower people’. Half our team are apprenঞces or doing REC qualificaঞons.

January-February 2025 Recruitment Ma ers

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07/01/2025 11:17

Flexible career pa erns

Value capability as much as skills Dominie Moss is the founder of The Return Hub, a leading search and advisory firm in the financial services industry

I

nclusive recruitment isn’t just a passing interest for me – it’s the driving force that inspired me to set up The Return Hub. Too many highly skilled, capable professionals are overlooked because their career paths don’t follow a tradi onal trajectory. But career trajectories are changing. More people choose to pivot, take breaks, or explore different avenues in their career. Non-linear paths are not excep ons; they’re the norm. Yet many recruitment prac ces haven’t evolved, leaving organisa ons at risk of missing out on an incredible pool of diverse talent.

Tradi onal recruitment o en relies on finding candidates who are already

Time out leads to an increase in valuable skills that benefit the work environment including resilience, adaptability, improved ঞmemanagement, emoঞonal intelligence and people management skills The Return Hub performing the same job elsewhere.

This ‘square peg, square hole’ approach overlooks a candidate’s poten al – what they’re capable of achieving, how they approach challenges, and the unique perspec ves they could bring. O en, recruitment processes priori se efficiency over inclusion, which can create significant barriers for candidates with nontradi onal backgrounds.

Hiring managers with compe ng priori es including speed, familiarity and financial targets may uninten onally reinforce non-inclusive prac ces. As search professionals, we have the privilege of helping our clients rethink these

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 2025

RM_Jan-Feb 2025_revised-v3-FINAL.indd 8

priori es, ensuring that their recruitment efforts are inclusive, forward-thinking and focused on long-term success.

This shi isn’t just about filling roles; it’s about future-proofing organisa ons with talent equipped to navigate today’s increasingly complex business environment. Enlightened talent leaders recognise that this is a longer term investment and value the rewards this shi in thinking brings.

Changing the mindset requires more than good inten ons, it demands a collec ve and sustained effort with recruitment at its heart. Forward-thinking organisa ons use skills-based assessments and scenario-driven interviews to reveal quali es such as adaptability and problemsolving. These approaches evaluate not just what candidates have done, but what they’re capable of doing.

Inclusive recruitment does not end with hiring. It should be woven through the en re employee lifecycle. Companies can help individuals to thrive and deliver on their poten al with a considered onboarding process. Examples of this include buddies, targeted mentorship, training and sponsorship, together with clear paths for progression and open lines of communica on. Inclusive hiring is about embedding change in the organisa onal fabric. Recruiters that help companies take bold steps with fresh thinking and commit to the long game will set the benchmark for true inclusion and establish themselves as leaders in their fields.

The REC’s Recruiࢼng for Returners guide offers valuable, industry-agnos c advice for recruiters targe ng this o en-

overlooked talent pool and can act as a framework for recruiters and hiring managers aiming to a ract talented and diverse candidates. Its insights and strategies go beyond returners and are invaluable for fostering inclusive hiring prac ces that unlock the full poten al of the talent pool.

Inclusive recruitment isn’t without challenges. It requires effort, commitment, and a willingness to rethink outdated norms. But the rewards – contribu ng greater innova on, resilience and a compe ve edge – are worth it. By redefining talent and embracing diverse

“Diversity of thought and experience is criঞcal for us to achieve our ambiঞous strategic goals. We want people who think di@erently, who want to do things be er than they’ve ever been done before. Consistency, momentum, and focusing on what you can control are key to driving meaningful change” Deborah Finlayson, chief people oLcer, People’s Partnership experiences, organisa ons can build stronger, more dynamic teams and lead the way in a rapidly evolving world of work. As recruiters, we are perfectly posi oned to help shape this change.

• The Return Hub specialises in placing midsenior level diverse professionals who are looking to relaunch, transiࢼon or pivot their careers. It advises companies on strategies to a ract, assess, hire, support and retain talent. Through its online pla orm, The Career Academy, it facilitates the inclusion and development of overlooked talent.

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 Produc on: Produc on Execu ve: Rachel Young rachel.young@redac ve.co.uk Tel: 020 7880 6209 Prin ng: Printed by Precision Colour Prin ng © 2025 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

07/01/2025 11:17

2025

ENTER NOW Enter these prestigious awards, and be in with the chance of becoming one of the industry’s elite!

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08/01/2025 15:30

E SOCIAL NETWORK CO M M UNITY

WHAT HAVE YOU BEEN UP TO? GET IN TOUCH! From sponsoring teams to giving kids sweet dreams, you’ve been excelling yourselves in the past year…

THE IN GROUP HELPS FIGHT FOOD POVERTY IN LONDON Recruitment firm The IN Group partnered with The Felix Group to package and distribute over 8,000 meals and more than 4 tonnes of food to those in need in the Tower Hamlets community in London.

Volunteers from the recruitment firm joined forces at The Felix Project's Poplar site, working across the kitchen and warehouse to prepare ingredients, package meals and organise supplies for local distribution.

PERTEMPS SPONSORS WARWICKSHIRE FOOTBALL TEAM Norton Lindsey Under-16s, who play in Leamington Spa, have been sponsored for the season by recruitment specialists Pertemps Network Group. The additional support enabled the team to get new kits as they continue their push for success in the MidWarwickshire Youth Sunday Football League.

HEADSTAR VOLUNTEERS GIVE KIDS A BED OF THEIR OWN Leeds-headquartered finance recruitment consultancy Headstar has partnered with Zarach, a children’s bed charity, to tackle bed poverty by providing vital support to local families in need. As part of its Donate A Day initiative, seven Headstar employees helped Zarach deliver more than 40 beds to children across Leeds and Bradford. Additionally, they assembled over 50 bed bundles, each containing a duvet, pillow, sheet, pyjamas, a Christmas book and a festive selection box.

PIN PINEAPPLE DONATES ADVENT CALENDARS TO AD LOCAL FOODBANK [PIC] LO

KINGSTON BARNES SMASHES ITS 2024 FUNDING TARGET Bristol-based recruiter Kingston Barnes proudly announced it has exceeded its £10k target for The Lord Mayor of Bristol’s Children Appeal for 2024, raising an impressive £13,373.50 by organising three charity events in the last years. These included an 11-hour cycle ride, an epic 28-team five-aside football tournament, and a fun-filled Christmas Quiz hosted in the heart of Bristol.

34 RECRUITER

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Ca Catering and hospitality rec recruiter Pineapple Recruitment do donated more than 200 advent ca calendars to a local foodbank to put a smile on children’s faces ove over Christmas. From Pineapple Re Recruitment, (l-r) Rob Jones, Ste Steph Harrison, Kasia Krieger an and Kat Kantorova.

IM AG E S | TH E F E L I X G RO U P

09/01/2025 10:02

CO M M U N I T Y

CAREERS

E

“Although I wanted to do the job very differently, recruitment was what I’d been put on the earth to do” MY BRILLIANT RECRUITMENT CAREER What was your earliest dream job?

If you grew up in Derby in the 1960/70s, you were told you were either going to have a craft apprenticeship or technician apprenticeship. Whilst I didn’t have a ‘dream job’ as such, I knew that wasn’t for me.

Like many, I fell into recruitment. I’d just returned from Italy working as a troubleshooter for a famous fashion brand, and a national agency placed me.

I went back to the agency a few years later when that role failed to live up to expectations, and they offered me a job.

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

Retrospectively, I would say football manager Brian Clough had a huge influence on me in terms of being fearless of larger opposition.

Business-wise, Sir John Harvey-Jones’ common sense approach to resolving business issues is probably my biggest influence.

What do you love most about your current role?

Easy one. Seeing people who are far more talented than me join the business and thrive is a gift that keeps on giving.

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

The epiphany moment when I sat a few weeks into my first recruitment job and realised that, although I wanted to

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

MBC_Recruiter Jan 2025_Recruiter.indd 35

↗

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

PETE SCHOFIELD Group chairman, Ford & Stanley

PETE SCHOFIELD do the job very differently, recruitment was what I’d been put on the earth to do. Sounds cheesy I know, but that’s the moment that stands out.

Laugh or cry, what did your most memorable candidate make you want to do and why?

I rang the vice-president of a large international company. He was in a jungle in Africa and somehow the call via a satellite. He was about to be attacked by a wild boar and told me in no uncertain terms where to go. I later placed him and, as a result, did millions of pounds worth of work through him thereafter.

What would you regard as your signature tune?

My Way by [Frank] Sinatra.

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?

To misquote the author Rudyard Kipling, I learnt that if you can keep your head while all about you are losing theirs, sanity eventually prevails.

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

Integrity, a clear vision, a calm head, trust in your gut feeling and trust in those aro around you. Not everyone will follow your lead but those who are worth leading will. ● Pete Schofield, group chairman at talent services group Ford & Stanley, spoke with Roisin Woolnough

WWW.RECRUITER.CO.UK 35

09/01/2025 10:03

E CAREERS CO M M UNITY

ASPIRE

BERRY RECRUITMENT

International recruiter has appointed Meg Rayner head of talent, focusing on early careers and office support.

With over 21 years of recruitment expertise from the Adecco Group, Rayner held multiple roles, including UK operations manager.

Romy Palmer (right) has rejoined the recruiter almost 20 years after working at the company alongside Carol Grainger and Karen Grillo (left). The trio are now reunited at Berry Recruitment’s St Albans branch, which covers Hertfordshire, Bedfordshire and Buckinghamshire.

BEAMERY Erinn Tarpey has been appointed as the first chief marketing officer at the talent lifecycle management platform. Tarpey will oversee the company’s brand direction, corporate positioning and go-to-market strategies for its solutions and services.

36 RECRUITER

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CARRINGTON WEST The built environment and technical recruitment specialist has promoted three of its senior team. Kevin O’Shea (left) is now director of the town planning, property and housing teams. Amanda Ansell (centre) has been

STEM specialist recruiter SThree has appointed Rakesh Patel to managing director – UK, France and Belgium. He takes over from Tom Way, who has stepped down after more than 20 years’ service at SThree and two years as managing director.

Patel has also been a longstanding staff member of SThree, starting with the business as a trainee recruiter in 2003. Since then, he has held leadership roles including senior business manager with Huxley, and partner with Progressive before leading SThree’s customer success, MSP and project services business in the UK, France and Belgium.

Jelte Hacquebord, chief commercial officer at SThree, said: “His extensive experience – spanning 21 years – across multiple sectors and regions, including the UK, Europe, India and the Middle East, along with his passion for ensuring our customers and our people remain at the heart of everything we do, position him perfectly to drive success.”

promoted to marketing director, after joining the company in 2020. Finally, Emily Christmas (below right) has been promoted to head of HR.

CAROOLA GROUP The North-West-based employment and accountancy firm has appointed Andrew Webster commercial director to accelerate its growth plans.

With more than 20 years’ industry experience, Webster previously spent nearly five years as managing director at Workwell Enterprise.

CODATECH The recruitment back-office software provider has announced two senior hires.

Sam Radion joins as head of sales in Tenby, Wales. George Bendle joins as product lead in Hampshire.

HEIDRICK & STRUGGLES Nirupam Sinha joins the global leadership advisory and on-demand talent solutions firm as chief financial officer (CFO). He joins from Checkout.com, a globally regulated payments company, where he was also CFO.

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

IM AGES | ASPIRE / BEAM ERY / BERRY RECRUIT M ENT / CARRINGTON WEST / PINEAPPLE RE C RU I TM E N T / STH RE E

09/01/2025 10:04

HR STAR Cheltenham-based full service human resources consultancy has hired Polly Reed and Abi Bilton as people administrator and people adviser respectively.

GREEN PARK The global talent advisory firm has announced five new hires. Simon Hayes has joined the board practice having previously led the financial services board practice at Odgers Berndtson.

Philippa Futter joins from search specialist Leathwaite; Adam Davidson comes from a public sector search firm into Green Park’s government faculty; David Sayers has rejoined the CFO practice after several years as MD of a specialist research business; and David Curtis also rejoins within the executive interim practice after running his own business.

solutions. Chow will focus on the deployment and expansion of Morgan McKinley’s operations throughout the region.

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CONTACTS

The professional services firm has appointed Mark O’Connor MD of its data, automation and AI practice.

EDITORIAL +44 (0)20 7880 7603 Editor DeeDee Doke Contributing writers Sue Weekes, Roisin Woolnough Production editor Vanessa Townsend vanessa.townsend@recruiter.co.uk

Senior designer Will Williams Picture editor Jessica Marsh

PINEAPPLE RECRUITMENT The Worcestershireheadquartered hospitality and catering recruiter has appointed Robert Jones into a new business development manager role, reporting to business manager Kasia Krieger. Jones has held a variety of management, sales and customer service positions in both hospitality and recruitment.

ICP SEARCH The global executive search and talent consultancy has added two new advisers to its board. Simon Green (left) has held leadership roles in global sports, technology and media businesses. Dr Jacob Naish (right) is an expert in elite performance culture.

MORGAN MCKINLEY Part of Org Group, the global professional services recruiter has named Evelyn Chow as its new client services director for South-East Asia for talent

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THE EDUCATION NETWORK Part of the Pertemps Network Company, the specialist education recruiter has appointed Genna Sinclair special educational needs and disabilities (SEND) recruitment manager to cover the Northern region.

Sinclair brings more than eight years’ experience in complementary roles and the last five spent in a similar role at another regional agency.

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. © 2025 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.

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E THE LAST WORD CO M M UNITY

“Our role cannot be just to place individuals; it is to partner with businesses as they navigate their own growth into maturity”

Alan Furley Growing pains: lessons from the front line of tech scale-up hiring ’ve long argued in this column that as recruitment leaders, we’re not just filling seats. It’s not hyperbole to claim we have a pivotal part to play in shaping the teams and cultures that will drive the future of the UK’s economy; and nowhere have I learned this more than in the tech start-up and scale-up space over the past five years.

At ISL Talent, we’ve realised that who you hire in the scale-up transition is even more critical than in the early phase, where start-ups grow from the ‘infant’ stage to an adolescent, in evolving into the adult they will eventually become.

early stages, but rarely scales well. As businesses grow, they need to transition to a deliberate design – an intentional approach of crafting a culture that aligns with long-term objectives and supports sustainable growth.

Strategic workforce planning is at the heart of this cultural shift. It’s about more than filling roles; it’s about building a cohesive team that can adapt to evolving challenges, innovate and thrive.

Career development: traditional career ladders may not exist in mid-tier organisations, but we can develop lateral pathways and skill-building opportunities to help retain top talent.

Psychological safety: we can be firm about the need for creating better cultures by ensuring people know the value of intentional hiring practices, management training and team-building strategies to ensure retention.

Creating a foundation for scale

From adolescent culture to ‘deliberate design’

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Recent interactions and debates have only reinforced these areas for me, giving us impetus to offer true business solutions we would not have countenanced 10 years ago. Examples include supporting founders on performance management processes.

– changing employment regulations, shifts in the hiring environment and the growing influence of AI in talent acquisition.

As recruitment leaders, we know the cost of a bad hire or the impact of cultural clashes. Our role, therefore, cannot be just to place individuals; it is to partner with businesses as they navigate their own growth into maturity, ensuring their talent strategies align with their broader goals and they have the teams they need to maximise impact.

So, while there will certainly be a lot of negative commentary around as we head into the next quarter, I, for one, am seizing this opportunity to grow and develop to ensure our business is a partner that helps shape the future for good. ●

Market knowledge and driving value

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Of course, let’s not also forget the external pressures

ALAN FURLEY is CEO, ISL Talent

I

Start-ups often grow their cultures organically, driven by founders’ networks and immediate operational needs. This can fuel harmony and agility in the

38 RECRUITER

In our work with tech scale-ups, there are three areas I believe are applicable across most recruitment practice.

Diversity & inclusion: recruitment must continue to champion varied perspectives but encourage leaders to create environments where employees feel valued and empowered.

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JAN/FEB 2025

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Empowering Recruitment Businesses to Scale and Succeed At Recruitment Entrepreneur, we invest in and partner with ambitious start-up and scaling recruitment businesses, supporting them on their journey to success and eventual exit.

The strategy for our portfolio businesses in 2025, is focused on diversifying into new markets and sectors, strengthening client relationships through tailored solutions, and expanding senior OHDGHUVKLS FDSDELOLWLHV WR EXLOG VFDOH DQG YDOXH %\ EURDGHQLQJ RXU SRUWIROLRȇV VHUYLFH R΍HULQJV DQG maximising existing client relationships, we aim to uncover new opportunities for growth.

With a proven track record of advancing and developing entrepreneurial talent, we’re committed to providing the resources, expertise, and strategic guidance needed to build resilient, high-growth recruitment businesses.

If you want to start or scale your business in 2025 and be part of this journey, get in touch.

www.recruitmententrepreneur.com

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