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Business intelligence for recruitment and resourcing professionals

Aug/Sept 2020

INCORPORATING Recruitment  Matters 

www.recruiter.co.uk

Swimmer Liz Johnson dives into disability employment gap

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SPECIAL RT REPcO e in the

Finan e Covid-19 ag

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05 Does your company match

E COMMUNITY 39 My brilliant recruitment

TRENDS

10 Workplace Insight

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Guy Hayward on respect and inclusion, and Alex Arnot advises on rebooting your business Tech & Tools The latest recruitment technology and services

rt Special Repo

recruiters

INTERACTION

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most over-used it words when 2020 GAME CHANGERS comes to SPECIAL FEATURE: coronavirus describing the as the pandemic. But and the effects months go by the be felt across to continue , and indeed UK economy world, it is a much of the in the word that many sector will agree recruitment The largest is accurate. on in the monthly contracti record in April, economy on for work a rise in claims than during benefits faster on and the Great Depressi workers million more than 9 receiving furlough indeed are payments, these times. unprecedented the midst of However, in economic this tale of general the it is perhaps on, devastati al stories of individu will have recruiters that e. most resonanc of my “I spoke to one . He had clients yesterday ent for been in recruitm says at one point began to bite, maybe 35 years,” managing which is a recruitment half of her 80 business rates, Amanda Hobson, 50 Services, IONS had no he needs help, butLOCAT industry clients great director of Easypay OFFICE and HEAD provides A survey of break even, business at all. temps out to a company that ent are conducted Recruiter readers although things funding to recruitm up, he is is probably five during the lockdown gradually picking agencies. “He retirement, everyday confirms the still losing money.” years away from if stories he said that of Heartbreaking experiences and basically nt confined retireme not to and are recruiters up such as this he was closer tion it in. He has down the country, to this construc he would pack he when out course. of saying with 74% recruiter, about 20 temps have 120 Hobson, as the c “has the pandemi According to would normally lockdown had the £10k effects of the out. He has with small grant to help

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Although as in areas such logistics and healthcare, have done 2020 pharmaceuticals GAME CHANGERS other sectors SPECIAL FEATURE: relatively well, hospitality, such as retail, are still travel and leisure the bottom bumping along little sign of at best, with g to the recovery. Accordin ent & Employm Recruitment (REC) Confederation’s published in ‘Report on Jobs’ record drops June, following were “further in April, there in both marked drops” and temp billing permanent have although • nearly 70% in May. And ion of the for (Associat applied APSCo’s Staffing government’sJobs Professional Covid-19 London Coronavirus Companies) e published Retention Schem gh’ Vacancy Tracker, a small (CJRS), the ‘furlou in June, showed ent increase in recruitm when initiative of 1.8% in May small activity for the first quarter • over 40% Fund compared to said job Business Grants of the year, APSCo 19 openings remained • 29% Covid- Fund down”. “significantly Bounce Back UK begins to virus Even as the • 15% Corona of the ption FASTER open up areas Business Interru clear ALEX ARNOT is T e economy, it PAYMEN MyNonExec and the Loan Schem is founder of than 30 are not out of CLIENTS board adviser to more FROM d back recruiters with figures recruitment companies • over 11% claime woods yet, Pay number of Statutory Sick showing the for a vacancies dropping to • under 2% applied ific scheme 318,000 in May, less than s certainly arise. Alex Arnot, Scotland-spec of vacancie director and number the non-executive half for local than 30 tech comparison • 1% applied adviser to more in March. In LEASE/RENT the 2008-09 businesses, support in Spain talent and even during FURLOUGH an optimistic note. the number strikes financial crisis, that there never fell below “I am not saying of vacancies times ahead aren’t tough 400,000. all the won’t be However, amidst and that there • nearly 65% h according , but what I nies tough decisions doom and gloom, CJRS/furloug you canHALF of the compa provide thatOVER TAX am saying is to those that taff, JUST financial by havingfurloughed staff, HELP • 38% Small mitigate these have recruiters with is ion robust plans. advice, there Business Grants really strong, support and A HALF putt expans do can we will s UNDER ted virus tiated egotia Things will improve, it’s the hold, renego much that recruiter • 18% Corona Fund on But they not only out of this. plans cts and to ensure that Bounce Back effects come start or supplier contra wholeases virus mitigate the financial c, smart people t staff go rus pandemi who are the A THIRD let • under 7% Corona planning now of the coronavi ption UNDER take Interru take to ss to going ready Busine who are but emerge e NCINGed ones advantage.” Loan Schem e of the undoubt that ‘first mover’ advantagREFINA ry will G EXISTIN that OF Statuto ities opportun • nearly 3%

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INCORPORATING Recruitment  Matters 

TEMPORARY

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THE BIG STORY: Liz Johnson The Paralympic swimmer and founder of The Ability People on redressing the employment gap for people with disabilities 21 Getting on with the job Despite the pandemic and possible second wave, recruiters around the world are doing what they do best – recruiting 25 SPECIAL REPORT: Finance As economies emerge from global lockdown, how is recruitment faring financially?

71.59% SIZED ARE MICRO OYEES 1 TO 30 EMPL

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up for Recruiter’s HOT 1OO? Act now to get your recruitment firm considered for this year’s HOT 1OO Recruiters adapt to virtual ways of working – LinkedIn, BAE Systems Building trust with clients and candidates is a priority Lord Sugar invests in fourth recruitment firm Apprentice finalist Scarlett Allen-Horton’s Harper:Fox Partners receives the entrepreneur’s backing Start-up Spotlight: Surya Recruitment Alka Graham on starting up the green energy recruiter during the pandemic Contracts & Deals

23.86% MEDIUM ARE SMALL TO OYEES 31 TO 249 EMPL

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FEATURES

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2020 AUGUST/SEPTEMBER

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N E WS

UPDATE

Is your company on fire? BY COLIN COTTELL

WE LCO M E

LEADER

hat is ‘normality’ to you? And how do you know that you’ve returned to it? Most of us are looking for a return to a bit of normality as the world, including the UK, dips and dives through the chaos that is Covid-19. But go back to everything the way it was before we were pitched into the fog? The odds are that we can’t, even if we wanted to – too many people have died, too many will have lost jobs, and too many businesses may have experienced unaltering changes. What we need to insist on is a new and changed recognition from government of critical staffing “What we need issues – social care, anyone? – that to insist on is a new and changed should be explored with a view toward recognition from the future, not an government of inquiry into the past. We also need critical staffing to insist on a issues” pragmatic approach to business from government that focuses on building business resilience instead of garnering headlines for expensive, flamboyant programmes may not leave anyone better off ultimately. Hopefully, our gyms will open safely, tourism can pick up steam, and all of the other damaged industries will regain momentum. But life in the UK cannot go back to ‘business as usual’ for government.

ACT NOW FOR your company to be considered for this year’s Recruiter HOT 100, the highly regarded league table of UK recruiters – so advises Sue Dodd, director of Agile Intelligence, who is compiling this year’s prestigious report. Now in its 14th iteration Recruiter’s HOT 100, produced in association with Agile Intelligence, ranks UK recruitment businesses by productivity, providing recruitment businesses with invaluable business intelligence that ranks their ability to get the most out of their most valuable asset – their staff – against their industry peers. As the UK and the wider world slowly emerge from lockdown restrictions, this year’s HOT 100 will prove especially invaluable to owners of UK recruitment businesses. “Wherever you look, staff are the key to your future recovery once the economy begins to motor again. And to understand and measure that improvement in productivity, there are few better benchmarks than the HOT 100, based upon gross profit per head,” says Dodd. Based on 2019/20 corporate accounts that predate the lockdown, the 2020 Recruiter HOT 100 will be especially fitting to provide an excellent benchmark against which your recovery can be measured.” The 2020 Recruiter HOT 100 will be a timely gauge of what can be achieved with good, well-motivated staff. To be considered, your recruitment business needs to have: a sales turnover of at least £5m, a minimum of £1.5m in GP (net fee income) and an average headcount of at least 20 employees over the year of review. Then email your latest audited accounts to hot100@ agile-intelligence.co.uk. Entrants will be sent a short questionnaire. Deadline for entries is Friday, 18 September. Please note: global search/ headhunters are not included in Recruiter’s HOT 100.

DeeDee Doke, Editor

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UPDATE

38,652 FOLLOWERS AS OF 15 JULY 2020

Recruiters adapt to new virtual way of conducting business BY COLIN COTTELL

THE TREND FOR business to be conducted virtually as a result of the coronavirus pandemic means “selling has changed more in the past 90 days than in the past five years”, according to LinkedIn’s US head of search and staffing. Speaking at EngageX, Bullhorn’s online staffing industry conference, Greg Brasher (pictured) said the pace of change for those working in sales and recruitment was unprecedented. “So much has happened in a more condensed period of time than we’ve ever seen before,” he said. In this environment, Brasher said, the ability to build trust with clients and candidates must be a priority. Following his presentation, he told Recruiter: “Covid-19 has accelerated

‘virtual everything’ in many areas – from selling to recruitment. Connecting with customers and clients 100% virtually – which many of us have had to do in recent times – presents many new challenges, particularly around how to build trust when you can’t meet each other in person. In times of uncertainty, trust is such a defining factor in relationships. “We know that essential soft skills, such as active listening, relationship-building, problem-solving and confidence, are the top skills that customers highly value in sales professionals. They are also critical skills needed to excel in recruitment too. Professionals will need to over-index on these skills

and adapt the way they express them virtually to convey trustworthiness, responsiveness and expertise – which are the top qualities that customers and clients value most.” He said he had no doubt that professionals will be able to quickly adapt to this new way of working. “We will see more companies invest in skills development and learning opportunities, which is good news for employees and will also benefit businesses too,” he said. “We’re also likely to see the implementation of digital solutions accelerate as companies look to sales intelligence tools which can help their teams build trust, shorten sales cycles and improve their success rate.”

BAE Systems engineers 800 apprenticeship roles BY DEEDEE DOKE

BAE SYSTEMS WILL bring on 800 apprentices, with most joining between September and January, following a recruitment drive that started before the Covid-19 pandemic hit the UK earlier this year. With 70% based in the North of England, those selected from the original 9,000 applicants will begin their careers on one of the 25+ apprenticeship training programmes in the company’s Air, Maritime and Electronic Systems divisions. The available apprenticeships reflect a healthy set of defence-related assignments for BAE Systems in the company’s order book where “our government customers are still committed clearly to continuing the work we’ve got”, said Richard Hamer, BAE education director who is responsible for setting the UK education and skills strategy, when he spoke with Recruiter. “We’ve got big projects to deliver.”

The biggest chunk of the apprentice roles will be based in the company’s submarines business, with the second highest number going to the air business. Four each will go to the Land UK and Shared Services businesses. Geographically speaking, 63 will be roles in Scotland, with 361, the largest number, based in South Cumbria, another 205 in the North-West, and the third highest number, 102, located in the South-East. Most of the new apprentices will be local to their home areas, Hamer said. Because of lockdown, the company handled screening and interview processes differently for the nearly 2,000 shortlisted candidates, using remote interviewing channels. Some applicants were only interviewed by telephone. Others had a pre-recorded initial interview, followed by a phone call. BAE Systems also deployed current apprentices to conduct the video interviews to increase candidate engagement.

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THOUGHTS FROM… GREG BR ASHER H EAD OF SE A RC H A N D STAF F IN G , L IN K E D IN , US, ON O N E O F T HE CON SE QUE N C E S OF T HE PA N D E M IC

“I’ve been working on this very firm handshake for, you know, 40 years, and now I can’t use it anymore.” MARK CAHILL UK M D M A N POWE R

“Half the people we speak to really don’t want to go back into the office.” BOR IS JOHNSON U K PRIM E M IN ISTE R

“As the economy recovers we know that the jobs that many people had in January are not coming back.”

S T A R T - U P

S P O T L I G H T

I M AG E S | I STOC K / PA L HA NS E N

SURYA RECRUITMENT BY COLIN COTTELL A health pandemic and an economy on the verge of a deep recession hasn’t deterred Alka Graham from launching Bristol-based green energy recruiter Surya Recruitment. After joining TimesTwo Investment’s programme, designed to accelerate the

growth of recruitment start-ups in January, she explains: “We had already developed the brand – the message of which was ‘we need to find new ways to resource a changing world’. “So as we headed into lockdown we were already ready to go, and as things started to roll-out we realised

Lord Sugar invests in Apprentice runner-up’s recruitment firm BY VANESSA TOWNSEND

OPENING A NEW office and bringing new people onboard are among the priorities for recruitment business owner Scarlett Allen-Horton following Lord Sugar’s investment in Harper:Fox Partners. The 2019 BBC TV The Apprentice runner-up spoke to Recruiter after announcing the news that Harper:Fox is the fourth recruitment business in Lord Sugar’s portfolio of companies. Although not able to disclose the actual amount, Allen-Horton said the investment was “significant”, and would enable Harper:Fox, a senior leadership talent and diverse executive recruitment solutions for the UK and international engineering and manufacturing industries, to expand more into new markets, especially renewable energy and technology, and venture capital and private equity companies involved in those areas. Allen-Horton said Lord Sugar had “kept in touch with me since The Apprentice and during lockdown”, throughout which she said Harper:Fox had been “fully operational”. Operating from a small London office, Allen-Horton said her new partnership with Lord Sugar would enable her to expand the main Midlands office in Solihull as her headquarters, just South of her home city Birmingham. When asked about how many staff she would be recruiting, Allen-Horton said: “Covid obviously put everything on hold. It will probably be in double figures but over 18-24 months now.” In a statement, Lord Sugar said: “I was impressed with Scarlett throughout The Apprentice process, and we stayed in touch afterwards … I liked Scarlett’s approach and her recruitment industry offer, so it made sense to me to see if Scarlett would be interested in working with me, and I’m very happy she was.”

that everything we stand for about challenging the status quo to increase the talent pool in the energy and renewables energy sector was still relevant.” Graham says she and her resourcing manager Leon Simpson “are hugely passionate about helping the green economic recovery and supporting businesses with the best talent possible as we all emerge in a different way from the pandemic”. Having worked in the energy sector for more

Find more daily news stories at recruiter.co.uk/news

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than a decade, and with her colleague also an expert, she says their contacts “are the best in the business”. Surya can also offer the sector “a real choice” by finding people from different backgrounds, “something that is desperately needed”. “We want to be pioneers and help others achieve success in their field. And we want to make a real and meaningful difference in the world by placing incredible people in some of the world’s most important jobs.”

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CONTRACTS

CONTRACTS & DEALS

Cornerstone OnDemand Henkel, a global manufacturer of consumer goods with more than 52,000 employees, has launched a new recruitment platform thanks to Cornerstone OnDemand’s Cornerstone Recruiting. The platform aims to streamline application processes and improve the candidate experience.

Kingsbridge Group Kingsbridge Group, provider of specialist insurance services to skilled contractors, freelancers and the recruitment industry, has entered into an agreement to buy IR35.io, an online IR35 status assessment tool.

Resume-Library US job board Resume-Library has partnered with SNAPP Resume to launch a new Amazon Skill – ‘Find me a job’. So anyone who has access to the Alexa platform can find jobs on Resume-Library by asking ‘Alexa, find me a job!’.

Acorn Rail Acorn Rail, a division of recruiter Acorn, has received a trackside principal contractors licence from Network Rail. Acorn Rail will discharge principal contractor duties during construction work on behalf of Network Rail, and also permits Acorn to tender for all maintenance, labour or contract work issued by the national body.

Techconsult UK North-East-based specialist engineering and technical staffing company Techconsult UK is aiming for growth following a management buy-out (MBO) led by two of its incumbent management team. Originally part of Norwegiancompany Techconsult Norway, the Teesside-based business has been acquired by managing director Steve Guest and finance director Sarah Taylor.

W t Wagestream Fuller’s, the premium pubs and hotels business, has teamed up with Wagestream to give team members the ability to draw up to 30% of their earned wages in advance.

DEAL OF TH E MO NTH

Bright Network Technology recruitment platform Bright Network, which connects employers with graduates, has received a £3.5m investment from private equity managers Maven Capital Partners. The transaction also includes investment from private equity firm Seneca Partners. Bright Network is led by chairman Zach Miles, former CEO of multi-national recruitment company Vedior, and James

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Uffindell, Bright Network’s founder and CEO. The network has around 280,000 graduate or student members and client organisations include Goldman Sachs, EY, Dyson, P&G and the armed forces, to name a few. Maven originally invested in Bright Network in July 2018, alongside existing and angel investors to support the launch of a new Software as a Service (SaaS) solution.

Tempo Recruitment platform Tempo has secured £5m in a funding round led by the Adecco Group. Tempo’s end-to-end platform uses technology to simplify the recruitment process, with machinelearning used to match jobseekers to potential employers and video interviews used for screening. Tempo has raised more than £8m in investment since it was launched in 2017. The latest funding round will be used to invest in technology and to expand further in the UK, with plans to increase the headcount from 35 to 50 in 2020.

More contract news at recruiter.co.uk/news

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WO RK PLACE

INSIGHT

The Workplace BY GUY HAYWARD

10 RECRUITER

we all work in can achieve this by creating a programme of change that is sophisticated, serious, thorough, meaningful, and an approach that we as a sector can collectively deliver. Not as competitors of each other, but as a collective force of companies. Imagine this, for instance – Recruiter editor DeeDee Doke, Neil Carberry from the REC, Ann Swain from APSCo and David Head from TALiNT Partners coming together and sitting down to discuss and draw up this programme of change. Imagine the ideas and innovation that these four people and the organisations they so proudly represent would have. Real power for change… changes that were here to stay and support our black colleagues and the black community. I would offer to chair the meeting. What an opportunity we would have! Four people’s ideas to address so many things. How we invest time and influence to make a difference in local black communities? What are our grass root initiatives? As a sector, what is our communications strategy to the black community? What

“Imagine the ideas and innovation that these four people and the organisations they so proudly represent would have” is our approach to shortlisting jobs? Do we anonymise CVs? How do we attract more black people into our sector? How are careers managed? The list of questions is endless because the topic is huge. Only collectively will we make a difference and move to answering the questions. An unwavering commitment to Respect and Inclusion – and to change. I love the multi-cultural society that that my kids are growing up in. I also know that the journey I have been on over the last couple of weeks is a journey that I have taken them on too. Age 14 and 10, I want them to be part of this programme of change too. ●

ON MONDAY 25 MAY 2020, George Floyd was murdered. A black man from Minneapolis killed by a white police officer. For eight minutes 46 seconds the officer knelt on his neck… defenceless, lying on the floor with his hands tied behind his back, pleading with the officers, saying ‘I can’t breathe’. Brutal and barbaric. Sadly, an echo of past treatment of black people at the hands of the police. Eric Garner, Michael Brown, Freddie Gray, Alton Sterling… the list goes on. I can’t claim to know how black people felt watching the death of George Floyd, but I know my instinctive reaction was to recognise a sickening level of inequality and racism. I also know that I wasn’t close enough to the severity and scale of the problem. It touched part of my life but with self-reflection I sat on the outside as a white, middle-aged man. I have found myself in a world of learning and understanding. I know many others have too. I know I want to do something about it… to bring ever-lasting change to systemic racism. And I know that the sector

GUY HAYWARD – redefining the modern workplace CEO, Goodman Masson

AUGUST/SEPTEMBER 2020

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T R E N DS

INSIGHT

ASK THE EXPERT WE JUST SURVIVED THE FIRST SIX MONTHS OF 2020. HOW DO WE REBOOT READY FOR 2021? If you haven’t already done so, file away the business plan you started this year with – the environment we are now confronted with is unlikely to bear any resemblance to the one you planned for!

Time is finite – make the most of it Following such a sharp economic contraction, competition for any remaining pie is bound to increase. Recruitment business owners will be working day and night as they try to save their companies and many employees, either out of loyalty or conscious of the need to pay the bills, will also go the extra mile and beyond. However, time is finite and with so many people working harder, simply doing more of the same is unlikely to make a dramatic difference in performance in the short term. To reboot effectively you need to focus ruthlessly on activities that generate the greatest results. As a company owner, you should be ensuring your team are being as efficient and effective as possible before driving revenue yourself. Hammer home the message that long hours only matter if recruiters are doing the right things and doing them as efficiently as possible.

Innovate or be left behind Challenging economic times usually drive the greatest innovations. The less companies (recruitment businesses and clients) have to lose, the more they become agile and daring; and having the shackles off can be a game changer. So, while stripping back current activity to relentlessly repeat the most effective activities is critical make sure you also encourage the team to set aside time for experimentation and radical ideas. Don’t simply look internally for innovation, however. You can and should be completing my four-point service check over the phone or video call to help identify opportunities: ● What are we doing that you wish we weren’t? ● What are our competitors doing that you wish they wouldn’t? ● What are our competitors doing that we should be doing? ● What are we doing that you wish our competitors were doing?

I believe in the importance of having a three-year plan, however right now planning further than two years ahead is unlikely to serve its usual value. For now, use

The SME Coach your 24-month plan to set your targets for 12, 6, 3, 2 and 1 month. In the shorter term, look at both best and worst case scenarios. Given how fast the situation is changing, review and reassess both activities and targets monthly if not fortnightly. While cashflow is critical, the next priority is to keep as consistent and dependable a baseline of revenue as possible. Focus on protecting existing revenue streams: broaden your contact base at any clients still hiring, gold plate the service you provide them with, improve your terms and think about what else you can do to reaffirm the value you deliver. Improved terms for a contractual agreement with clients may also be worth considering. More challenging is judging whether a course of action that is not currently delivering results is worth persevering with – especially innovations you and the team are trialling. While there is generally a lag between investing in activity and seeing results, set interim targets ie. if this activity is to deliver £xx,000 then within two weeks we should have spoken with xx people and have y expressions of interest.

Diversify and grow With such a catastrophic impact across the majority of markets globally, many of the companies that used niche strategies so successfully are now looking to diversify. Sectors such as med-tech, and specialisms such as programming or data science, will quickly become even more competitive than they already are. Recruitment companies need to decide whether to try to carve a niche or target sectors that have been hit by the pandemic but are likely to recover fast. ●

Plan, execute, reassess

Alex Arnot

ALEX ARNOT is founder of MyNonExec and board adviser to more than 30 recruitment companies

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ABOUT US

CONTACT US

ReWorked is a brand name of Pendragon Consultancy. The leading UK based consultancy of expert advisors on contractor engagement and compliant employment solutions

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T R E N DS

TECHNOLOGY AND SERVICES

Rise and rise of video interviewing Engaging with engineers Engage is a new platform designed to support the country’s engineers whose careers might be disrupted by Covid-19 by providing tailored content to maintain their professional competences. Not-for-profit skills organisation Enginuity has partnered with Filtered, whose Magpie platform intelligently filters content. It steers engineers towards videos, articles and other material focusing on emerging engineering technologies as well as on transferable skills such as communication and resilience. Magpie generates a personalised ‘skills signature’, described as the knowledge and skills most likely to equip a particular individual for the future. enginuity.org/innovation-lab/engage/

Commuting time is of the essence Totaljobs reckons that in the post-Covid-19 world, location and commute will be even more critical as people adjust to travelling again. Earlier this year it added the TravelTime feature to its website that allows the jobseeker to click a ‘commute time’ button and see a summary of transport modes for the fastest route. According to Stephen Warnham, job expert at Totaljobs, almost nine in 10 candidates say the commute is one of the most important factors when deciding whether to apply for a job. “We’ve seen an immediate 10% increase in job applications,” he says. “Being able to filter search results by commute time means jobseekers have a tangible way of calculating what their daily routine could look like, whether by car, public transport, cycling or walking.” www.totaljobs.com

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Video interviewing was already gaining traction before the Covid-19 but there is no doubt about its place in the recruiter’s armoury today. One of the latest services to be launched is Screenable, which aims to support the recovery by offering recruiters free credits, giving them the chance to earn more through a referral programme. Recruiters are given 20 free credits and only need one per video interview. It also aims to be easy to use for recruiters and candidates, with automated features such as acceptance or rejection letters. Recruiters set up an account and add details of the companies they are recruiting for. They can create their own questions for the interview or use pre-existing ones and invite candidates for interview. They are notified via the hub as soon as interviews are completed. Screenable.co

TECH & TOOLS BY SUE WEEKES

A look at some of the new services to help recruiters and employers Secure signing via live video Recruitment companies can now sign legally binding documents via live video, with digital signature provider Secured Signing’s Video Signing tool. Live Video Signing comes with even stronger identity verification features, making it difficult to dispute contracts. Managing director Mike Eyal said the goal is to provide simple, secure signing in one easy-to-use tool. “The signed document has an access link to video session recording that is password protected and can be viewed after signing meeting has ended.” securedsigning.com

Bringing dream jobs closer The Covid-19 era has witnessed the launch of Remote-jobs.com. Online recruitment practitioners Jamie Mistlin and Anna Taylor have been frustrated by how many jobs are locked into a single location, which they say often restricts recruiters to a pool of candidates within a 25-mile radius. Remote-jobs.com allows recruiters to advertise any type of remote roles and gives them the facility of categorising the ‘remote level’ the job provides. It spans ‘100% remote’ to ‘ad-hoc remote’, which could be one to two days per month. “Our mission is to help companies unlock more talent by being more remote-friendly,” says Mistlin. “Remotejobs’ remit is to put more opportunities in front of relevant talent whose dream job could be with an employer 250 miles away.” remote-jobs.com

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16/07/2020 09:27


INTE R AC TIO N

C

VIEWPOINT

New ways of working Becoming more flexible out of lockdown BY LORNA DAVIDSON

he coronavirus pandemic has changed the world of work for ever. We already know from headlines of recent weeks that employers of all sizes are planning to downsize or, in some cases, lose their offices completely to reduce overheads, but also because they have seen the effectiveness of remote working. We are also beginning to see huge swathes of workers being laid off, led by the airline, automotive and retail industries. This trend will only accelerate as the UK Government’s furlough scheme starts to wind down. A survey by the polling company YouGov found that 51% of businesses were intending to make redundancies within three months of the scheme’s expiry. Only 34% were confident that all staff would be kept on. We recently ran a survey of our own staff asking them how they wanted to work going forward. Over 90% said they wanted to carry on working from home because they felt there were benefits in doing so. While wanting remote working to become the norm, they did want some time in the office but probably only once or twice a month for team days. Another emerging trend is the increasing demand from employers for flexible workers. Companies are busy rewriting their business plans with the need to police their costs top of the agenda for the foreseeable future. By flexible working, I am not referring to changing people’s working hours or giving them a day off in the week.

LORNA DAVIDSON is founder & CEO of redwigwam.com

What I mean is businesses being able to hire flexible workers to meet specific needs or carry out certain urgent tasks. Companies can dial up and dial down subject to their requirements without having to take on the overhead. One household name recently asked redwigwam to provide it with flexible workers. The brand doesn’t know when it will be at full capacity again but needs help to cover territories where they have gaps. Flexible working helps to create adaptable business models. Flexible working also benefits workers in different ways. For some, it can offer a safety net if they suddenly lose their job; for others it can provide additional income alongside their full-time role while, for some, it can provide all the income they need. Some companies, such as Kellogg’s, Morrison’s and Tesco, have already embraced the benefits of hiring flexible workers alongside their regular staff. Trust is going to be crucial as we start to map out the new world of work. I have always trusted my staff, but many organisations are still tied to the old instincts of 9-5 and presenteeism. Equally, workers are going to need to trust their employers more and understand the scale of pain many of them have been through during recent months. Good two-way communication between employer and workers has never been more important. The pandemic has turbo-charged some of the changes that were starting to come into the workplace. Many workers don’t want to go back to the way things were. Many like remote working while others are keen to take more control of their lives, something that is possible through flexible working. There are already over 5m people who work flexibly. This number is rising along with the growing acknowledgment of businesses that a truly flexible workforce provides the best platform to emerge successfully from this dreadful pandemic. ●

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15/07/2020 17:07


I N T E R AC T I O N

SOUNDBITES

WEBCHAT IR35 WILL CRIPPLE THE ECONOMY I’m commenting in response to your article, ‘Parliament deals final blow to anti-IR35 private sector roll-out’ (recruiter.co.uk, 2 July). Many small companies fear being pulled into this, as contracting businesses consider them as they do single employee contractors. So how can a three-man company survive if a staff member can only get contract work that pushes them inside IR35? They are taxed at source but their income is income for the company, not them as individuals. How can salaries for the other two staff members be taken from this income?? If this goes ahead, lack of clarity to small companies who exist on contracts from large organisations will need to close. Many of them took out Bounceback loans from government, which the government themselves have provided guarantees for. So if these companies go bust, how are the banks/ government going to get this money back? IR35 will not bring income to the government; it will reduce it and further cripple the economy. Lynne McGowan

How should the recruitment industry respond to the Black Lives Matter movement? NADIA EDWARDS-DASHTI FOUN D ER A N D MA N AG I N G D I REC TOR , H A RRIN GTON STA RR

“The recruitment industry should give the Black Lives Matter movement the respect it deserves – by taking a knee and being proactively anti-racist. It spurs me on to do more in the industry to promote diversity & inclusion not for quotas or board room demands but for its truest form. For me that is supporting the technology industry in becoming the best it can be through building teams within the companies that are really diverse and inclusive in thought, communication, innovation and action. We should be proactive in investing in talent creation and partnering with universities to invest in people and the future generation of work. The movement is bigger than one industry but each of us have our active parts to play. If we all contribute then change will come.”

R APHAEL MOK ADES FOUN D ER A N D MA N AG IN G D I REC TOR , R A RE RECRUIT MEN T

“In recent weeks, there has been a lot of talk about race. Now it’s time for some engineering. If recruiters are serious about race here is what they need to do: • Ensure that their candidate pools at least match the ethnic diversity of their market in their geography – and working that out means market mapping by race • Ensure that their shortlists are the same • Monitor the success of the people they put forward, and hold clients accountable – ‘You ask for diversity on shortlists but you take 42% of our white candidates and only 11% of our ethnic minority ones • Demand hard, factual feedback on any ethnic minority candidates not hired. ‘Didn’t fit’ and ‘something not quite right’ are not acceptable reasons for not hiring and are often code for bias.”

SUKI SANDHU OBE FOUN D ER A N D CEO, AUD EL I S S

“Firstly, by acknowledging our failure. As an industry we have not helped shift the dial when it comes to ethnic minority inclusion. Full stop. Our clients are getting the blame, but we have nowhere near worked hard enough as an industry to break the system that keeps putting white candidates on top. Secondly, by taking action. This is a decisive point in history and a moral obligation, so we simply can’t ignore it. People are demanding change, and in business at least we are in a position to help deliver it. So I challenge every recruitment company to look at everything they are doing – top to bottom – and find out exactly why black and other diverse talent is missing from their candidate pools, long lists, short lists and placements. Then to do something about it.”

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TH E B IG STO RY: L IZ JOHNSON

Paralympian Liz Johnson set up The Ability People to redress the employment gap for people with disabilities. Colin Cottell found out more

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T H E BI G STO RY: L I Z J O H N S O N

“I felt the need to do so everybody gets that opmething about the fact that not they love, or even that portunity to do something that they often the world makes are capable of, because so judgements about peop le”

A

fter years competing at the highest level as an international swim mer, with its early morni ng starts in the pool an d a punishing schedule, old habits clearly die hard for Paralympian Liz Joh nson. After rising at 6am an d working until 8.30am, she has just returned from a 25km cycle ride. “I got a bit lost and missed the turning, so I did about an extra 8km than I pla nned to,” she says over Zoom. “It depen ds on my schedule, but I try to get out on my bike almost every day to keep mo ving and for a bit of fresh air.” Having been born wi th cerebral palsy, Johnson went on to enjoy a stellar sporting career , winning medals in the pool in three Paralympic Games and three internation al paralympic championships, bot h world and European. Although she retired from competitive swimmi ng before the Rio Paralympics in 2016, it is clear that she

is as determined as ever to live life on her own terms. “Yeste rday I mowed the lawn, but it probab ly took me at least four times as lon g as it took my neighbours to do the irs, and we started at the same time. Eve rything just takes more time.”

changed tack early on to become a for-profit social enter prise consultancy that assists organisa tions to recruit people with disabiliti es, or who have a physical or mental im pairment. “I felt the need to do something about the fact that not eve rybody gets that opportunity to do som Taking the recruitmen ething that they t plunge lov e, or even that they are While others in her capable of, position might because so often the have been content to wo rld makes remain on the judgements about peo motivational speaki ple,” says Johnson. ng circuit while “Obviously we need doing some comme to make a profit,” ntating and she continues, “but that mentoring athletes, aside, it is about Johnson is using changing the way tha those same qualitie t peo ple think. It’s s of drive, about helping them determination and understand resilience that took difference and norm her to the top in sw alise it, so that in 10 imming and that yea rs’ time we’re not ha she needs to call on ving this every day to make conversation where a splash in a different peo ple are pool. unjustifiably not get In September 2018, wi ting the th ex-Morgan opportunities, or the McKinley director an level of pay that d industry veteran the y require, or the type Steve Carter, Johnso of role that they n plunged into the are qualified for and competitive world of abl e, willing and recruitment when wa nting to do.” she co-founded The Ability People (TAP). However, Johnson say Originally a recruitm s “the real spark” ent agency, TAP for action was discov ering that the

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TH E B IG STO RY: L IZ JOHNSON

Liz Johnson

employment gap for people with ● SEPT 2018 TO PRESEN speaking to someon disabilities was over T e, or even sending 30%, a figure she The Ability People coin a dra wing. “You end up wi describes as “horrific” fou nder th the and one that had and managing directo same information abo remained high for sev r ut the candidate, eral years. “I ● SEPT 2016 TO PRESENT but assessing people wouldn’t be living up ’s skill sets and to my Channel 4 & BBC TV rep sui tability in more tha responsibilities if I did orter n one way allows n’t do it,” she adds. and commentator the m the best opportunity to Although TAP began show you life as a ● SEPT 2015 TO PRESENT their capability.” traditional recruitm ent agency placing Dame Kelly Holmes Tru Educating hiring tea candidates, Johnson st, ms iss an says it soon You th Sport Trust Athlete im portant aspect of TA became apparent tha mentor P’s wo work t a change of rk – for ● JUL 2015 TO PRESENT example, helping the strategy was necessar m un d der erssta y. tan nd d Federation of Disability that some people find “We quickly realised Sport makin ng eye that while we Wa les Board member contact very difficul could find the talen t. The me t with disabilities embers of ● 2008 TO PRESENT, MT TAP’s 14-strong team, and diverse talent, if C UK all of wh who organisations om m have Corporate speaker a disability themselv didn’t have the cultur es, an d wh who e and the o work ● 2004-12 remotely, also advise environment and the on mak kin ing processes set up g Paralympic swimmer buildings and facilit for people with disabi ies more accessible, lities, even if all ● 20 04-07 an d on modifications, suc the stars aligned an h as noise d they got through BSc Business Managem levels for those with the process and got ent, hearing the job, once they Swansea University impairments, as we joined the organisatio ll as advisin sing n, they wouldn't g on flexible working. TA have that authentic P recently inclusive y launched Podium, a marketpl experience anyway. ace platforrm ” m that connects employers And so it was decide with freela lan d that rather nc cer erss,, who want to work fro whom it has a relati than placing candid onship, using job m home ates it would be e. boards and making Johnson says organisa better to work in par use of its tions T tnership with TA AP P has worked with have see consultant’s extensiv recruitment teams n a range e networks. and recruitment e of benefits. Not only by Alongside clients suc organisations. Accor employin h as HSBC and ding to Johnson, ng more people, who otherw Chelsea FC, TAP also very often it is the sel ise wouldn works in ection process n’t ’t have got through the pro partnership and adv that prevents people cess, but als ises RPO Guidant with disabilities lso o indirect benefits. Th and its clients. getting the roles the ese include more ir talent deserves, staff within the clie Having “always had citing the example of nt organisa an affinity with a big bank the ation disclosing a disability the business world”, company worked wi , changes in Johnson could th, where attitudes to disability have gone into many candidates had to an , the use o different areas of swer online off language and “norm business, but after bei questions in a certai ali ng invited to sin g diff n way to progress ffe ff ere ren nc ce” e”. . speak at an event org TAP also sources can to the next stage. anised by Carter, didates, although only for clie Johnson says the cha “The problem was tha nts that itt has t they had t a lot of diverse consulted with previo afterwards was one candidates took the those “where all usly, or wiith questions literally, the stars aligned at and as a result they the same time”. didn’t score high “He had similar frustr enough on the onlin ations, but e tests to unlock he was coming at it the next level,” she from the view explains. of where are these peo To level the playing ple, and why field, Johnson do they not come thr says, employers sho ough uld offer candidates recruitment compan a range of options, all ies, and why owing them to can’t we access this choose the one with talent pool? which they feel Whereas with me it most comfortable. For was, why do example, you think these people because some neuro aren’t in -diverse candidates work? We are like Yin tend to answer quest and Yang; ions literally, or I am more dealing wi may be particularly th the anxious, they can people side, the practi lose out when asked calities to send in their and the developmen responses to question t of s on video, she product, whereas Ste suggests that organ ve isations should gets involved in the offer a choice of tradit ional CV, video, strategy side, and is brilliant with ideas. But

“You end up with the same information about the candidate, but assessing people’s skill sets and suitability in more than one way allows them the best opportunity to show you their capability”

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T H E BI G STO RY: L I Z J O H N S O N

ultimately we want to end up in the same place.” And so TAP was born, with Johnson and Carter bot h directors. Despite having no exp erience in recruitment before, Johnson says the skills that enabled he r to succeed in elite sport are the sam e that are needed to prosper in recruitm ent consultancy. “The skill sets don’t cha nge when you move into a different area. It is having those things

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like adaptability and resilience, “The thing that frustr motivation and perspe ates me more ctive, which has tha n anything is people allowed the practical see it as a aspects of the job choice. And it’s not a to organically evolve choice. . Accessibility should Although Johnson say be there for all s she has never because of age, gender personally experienced , sexual direct orientation ability, wh discrimination of the ate ver – that’s type, ‘You can’t the thing that shocks come through this doo me and frustrates r because you me more than anyth have a disability’, “th ing.” e reality is you At the same time, she experience it every sin is keen not to gle day. It con c demn employers. “A becomes the norm so lot of the time until you stop and peo p ple's reluctance to compare yourself to get involved or your friend or a ma m ke that move is no peer, you don’t even t because they know you are being don d ’t believe it’s not discriminated agains the right thing to t. It is very subtle, do, d or even that they don and people don’t eve ’t even think n realise they are tha th t it’s not beneficia doing it”. l, they are just fea fe rful that they migh Johnson says having t get it wrong, or, cerebral palsy or they might offend gives her invaluable or they might insight into the upset, so it's kind of challenges that people bridging that gap, with disabilities rea re lly, to give people face. “I could go full the opportunity to pelt at something embrace what we all for a while, but then know is right.” eventually I will Johnson says she is no have days when I don t naïve enough ’t even leave the to think that her pu house or get out of my bli c pro file as a pyjamas – that Par Pa alympian hasn’t is the trade-off,” she helped the says. business. “I am fortun Similarly, Johnson say ate that I have a s the fact that platform, and a voice colleagues have a dis and an experience ability or that can come togeth impairment themselv er to lead the es, including cha rge.” However, “you brain and spinal cor can have all d injuries, and those things and if the neuro diverse condit product doesn’t ions is a worrk they don’t matte competitive advantag r”, she adds. e. Alt A hough in recent mo “Anybody with any kin nths Covid-19 d of has hit the company, with business “a difference, or anybody that bit sstagnant”, Johnso n says it is doesn’t fit society’s no rms fortun t ate in having “qu ite low has to be constantly overrheads”, and she remains confident problem solving, ada ptable it will emerge out the other side. and resilient, because they Loo Lo king beyond the pandemic, in an see things from a diff erent ideal world, Johnson says: “There would angle, and ultimately that be no need for anybo dy to work in helps us end up with a diver ersity and inclusion , except maybe better product or ser vice.” for peo pe ple who can facilit ate conver ve sations and suppor Long way to go still t those who have never been exp osed to difference Despite being genera lly or a par p ticular situation optimistic that emplo before, and yers are don’t know how to rea ct. starting to understa nd the “We always say, ‘You value of an inclusive can’t be blamed for not knowing som ething that you workforce, and a sm all but haven’t needed to kn ow before’, but in welcome fall in the terms of leading the charge so that disability employmen t everybody gets a fair crack, hopefully gap to 28.6%, Johnson that sh shouldn’t be needed in the future,” says much remains to she says. “But,” she add s, with a laugh, be done. “I thin nk that is a long way off, sadly.”

15/07/2020 17:10


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F EAT URE: B U S I N E S S AC T I V I T Y

DOING WHAT THEY DO

BEST

With the spectre of a second wave lurking in the background, recruiters worldwide are getting on with the job of hiring. Colin Cottell investigates ecruiters’ famed optimism to look on the bright side has been sorely tested since Covid-19 began to wrap its tentacles around the global economy and attempt to squeeze the life out it. “I would say it’s been the most challenging time in my career, absolutely,” says Alicia Barker COO of international recruiter Staffing 360 Solutions, whose brands include those covering both professional and commercial staffing in the US. However, as many of the lockdown restrictions

R

I M AGES | SHU TT ER STOCK

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introduced at the height of the pandemic have gradually eased across large parts of the world, and economic activity has begun to pick-up in countries as geographically diverse as China, the US, Germany and Canada, there are signs that that sense of optimism, albeit tempered by the shadow that the virus is far from defeated, is beginning to return. Ray Mayhew, vice president of business development at RSS Staffing, based in Ohio in the US, says the company took a significant hit in April after the governor announced a mandatory shutdown, with the number of hours worked by its temps dropping from 18,000 a week to 10,000. However, as soon as parts of the economy were allowed to open up, and after furloughed workers were brought back by employers, temps were needed again and things started to pick up, he says. Mayhew says demand for blue-collar workers in manufacturing, distribution and general warehousing is strong, and now makes up 80% of the company’s business compared to 60% normally. In contrast, he says clerical and white-collar hiring remains subdued. “Employers are maintaining their staff but not adding to them,” he says. A big problem is the government paying people up to $1k a week until the end of July, Mayhew says. “When we call them up, either they are not responsive, or they will engage with us up to a point, or they say they are going to start, but then they don’t show up to start the assignment,” he explains. Barker says her company’s commercial division faces the same problem, with 350 open vacancies in the US’s North-East region that it is struggling to fill. On the other hand, Mayhew says Covid-19 has created a whole new category of jobs, including part-time nurses to monitor the temperature of staff and help them complete health questionnaires, which they

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FE ATURE : B USINESS AC TIVITY

must do at the start of every shift. Another new role is for sanitisers, whose job is to clean everything, including doorknob handles. Charles Pfauwadel, vice president Asia for global workforce solutions provider for the energy, process and infrastructure industries Airswift, says the picture varies across the 10 countries the company serves, from its six offices across the vast region that extends from the North of China to the South of Indonesia. Although 100% of the company’s staff are back at work either in the office or working remotely, in terms of levels of business activity, he says China, which was the first to go into lockdown and the first to come out, and Singapore are the nearest to being back to normal. South Korea, where Airswift’s office remained open throughout the

lockdown, is also well on the road to recovery. In contrast, Mayhew says Thailand and Indonesia, “where there was very little communication from the government, that really turned off a number of companies, and where our activity pretty much stopped for six to eight weeks”, are “still behind” when it comes to companies hiring and projects. While he takes encouragement that across the region things are moving in the right direction, Pfauwadel says one obstacle in the way back to normality is

continuing restrictions on travel between countries. “We run a business where mobility is really important and there is virtually none between countries at the moment.” While the worst effects of the pandemic may be over, Pfauwadel says the effects are being felt in other ways. Not only are more companies taking longer with the selection process – five, six or even seven interviews is becoming increasingly common – the expectations of rising levels of unemployment there is also growing

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F EAT URE: BU S IN E S S AC T I VI T Y

pressure from unions and governments to hire locals rather than foreigners. David Taylor, managing director of global specialist telecommunications and technology recruiter FirstPoint Group, which has 10 offices around the globe serving 160 countries, says the picture is mixed but generally improving. “Asia is certainly picking up for us, particularly across South-East Asia; Africa is still mostly in full lockdown; Europe and the UK are starting to come out of it. For us the US is still in the middle of it.” Taylor says he is expecting to return to normal levels of business in a few months, and in expectation of this he says the company is hiring consultants across all its regions.

MARKET DELAYS Barrie Carlyle, regional vice president business development Canada at talent consultancy Right Management, says the labour market is in a bit of holding pattern supported by financial support

from the Canadian Government for both employers and employees. Carlyle says the effect has been to put a dampener on the market. “It really affects talent management because nobody wants to make a decision, so things aren’t being cancelled – they are being delayed.” Carlyle says another factor slowing the market is people who have been laid off. While normally “they would be active in the market”, he says many of them “are sitting on the side lines saying ‘Nobody is hiring right now, I will sit and wait’ ”. However, he cautions that if there is a second wave in October and this hits the economy, this might not turn out to be the best approach. A big drag on the market’s return to normal is the continuing restrictions on cross-border travel with the US, says Carlyle. Ash Holmes, practice lead – real estate development and construction management at Impact Recruitment, based in Vancouver, Canada, says his company is fortunate that British Columbia was affected less by coronavirus than places further East, such as Quebec, where most construction was shut down. Although Holmes says levels of activity and hiring are on the up since the low point of the lockdown, he says the nature of that hiring is very specific. “No one is hiring right now to build what we call their bench strength – that is not really happening; they are hiring when they need someone and when a project is active.” Holmes says one break on activity is bigger companies who are still working out their back-to-work plans… and which of their staff can return to the office. Staffing 360 Solutions’ Barker says the company is definitely seeing an uptick in its business in the US. “We are not at a low point anymore,” she says, with some of the brands back up to preCovid levels. Barker says the company’s commercial staffing business, where it is supplying contract workers to essential businesses, such as food

manufacturing is particularly strong. In contrast, Barker says employers are still very hesitant on permanent hiring. “Unfortunately, I think the US is holding its breath, waiting to see what happens in September and October when the flu season hits. They are still very tentative.”

STRONGER SENTIMENT Brad Lamb, founder of IT recruiter Venturi, a company that serves the German market, says that after about six weeks “when it was difficult to get a commitment from employers to make hiring decisions, things started to improve at the end of May”. But, he adds, “as bars, restaurants and shops started to reopen, there appeared to be stronger sentiment from German companies to hire, and candidates were more willing to move”. Although Lamb says business is not quite at the same high it was a year ago, “I would hope it would translate into more and more momentum as the week pass”. Ben Jones, sales director of NonStop Recruitment, which has offices in the Czech Republic, Switzerland, Germany, Luxembourg and Romania, says from seeing a 50% reduction in vacancies, June saw vacancy levels recover to about 75% of normal. That said, some sectors, particularly automotive in the Czech Republic, are still struggling, with only 20% of the normal number of vacancies. Uncertainty about the virus and a possible second wave is continuing to put a brake on the market, he says, with candidates reluctant to move. “If a second wave happens, they worry they will be out of a job because they are a junior member of staff,” he explains. While the spectre of a second wave and predictions of an economic recession to end all recessions undoubtedly casts a shadow over the industry, for now at least recruiters around the world are keeping their fingers crossed and getting back to doing what they do best. ●

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PRESENTS

REVEALS ALL

THE PODCAST

INTRODUCING

OUR MAGAZINE'S VERY OWN PODCAST Featuring Recruiter editor DeeDee Doke, alongside the sector's newsmakers, this podcast provides straight talk about the issues, the events and the trends across the dynamic UK and global recruitment industry.

OUR FIRST EPISODE: IR35: Countdown to April 2021 Featuring Dave Chaplin of Contractor Calculator and IR35 Shield

WILL BE COMING SOON TO A PODCAST PLATFORM NEAR YOU...

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CO M M U N I T Y

CAREERS “Any recruiter interviewing in the future should ask their prospective employer what they did during the pandemic to protect staff” MY BRILLIANT RECRUITMENT CAREER What was your earliest dream job? To be a commercial pilot. I spent two brilliant weeks with BA on work experience, loading planes and working in the cargo warehouse. Sadly, a hearing defect meant I couldn’t secure my dream job.

What was your first job in recruitment and how did you come into it? Recruitment was suggested to me by a friend. I knew from my first interview that I wanted a career in the sector; selling a solution and managing the expectations of multiple parties really interested me.

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

MATT COLLINGWOOD Managing director, IT recruitment specialist VIQU

MATT COLLINGWOOD

I enjoy ‘changing lives’, seeing colleagues grow and develop.

emailed all of them, offering to introduce IT volunteers. VIQU received requests for over 250 IT volunteers to configure laptops, run desktops and roll out products like Microsoft Teams. For example, a Trust had stopped all patient visitors, including a ward for end of life patients. VIQU mobilised engineers to configure 200+ iPads and, dressed in PPE, they visited wards, showing patients how to use them so they could spend time with loved ones.

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

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

When Covid-19 hit, Oscar Research provided me with its database of public information, which included the names of the CEO and head of IT for each NHS Trust and blue light service in the UK. I

The network engineer who lived 100 miles from the client site and assured me it wouldn’t be a problem, but failed to mention his plan to park his caravan in the car park of the FTSE 250 company.

Steve Priestnall has helped steer my career, whilst Richard Elwell has assisted me with self-improvement, including NLP. Also my business partner, with whom I’ve grown two brilliant businesses.

What do you love most about your current role?

I M AG E S | I STO CK

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What would you regard as your signature tune? Battle Without Honor or Humanity by Japanese rock musician Tomoyasu Hotei. It certainly gets the heart going!

What has been your sanity go-to during the lockdown so far? PT sessions over Zoom and gardening. I’m also now a beekeeper! Most importantly, I check in with friends and colleagues every day.

What have you learned about recruitment during lockdown? Covid-19 will leave a legacy of how agencies treated their staff – mass redundancies, pay and commission slashed. Any recruiter interviewing in the future should ask their prospective employer what they did during the pandemic to protect staff. As told to Roisin Woolnough

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E CAREERS CO M M UNITY

AMROP PARTNERSHIP Global executive search and board leadership firm Amrop Partnership has made a number of appointments to its global leadership team. Annika Farin (managing partner, Hamburg, Germany) takes on the position as global chair to lead the strategic development of Amrop’s activities in 47 countries. Oana Ciornei (managing partner, Amrop Romania), Marie Högstedt (managing partner, Amrop Sweden), Adam Saunders (founding partner, Amrop in the UK) and Jarle Trandokken (partner, Amrop Delphi, Norway) have been elected to join the global board.

CV-LIBRARY UK job board CV-Library has appointed Barry Sacks as global chief technology officer, from 1 June. Sacks

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brings 25 years of experience leading a variety of start-up, SME and blue-chip organisations, having worked throughout the UK, Europe, Australia and the US.

HEARST TELEVISION Sinan Sadar has been promoted to the newly created position of director of news talent recruitment at Hearst Television. In his new role, Sadar will work closely with Hearst

Global talent consultancy Sheffield Haworth has appointed Tim McEwan as managing director, talent development and advisory services. McEwan previously had a 10-year career in the British Army, then moved to global asset manager Henderson (now Janus Henderson Investors) as global head of leadership and learning. In 2013, he established TMD International, advising several organisations across financial services, technology, hospitality, construction and pharma sectors. In 2015, he was appointed a Fellow in Management Practice at The University of Cambridge’s Judge Business School where he collaborates with the Executive Education department. His teaching is focused on leadership, culture and high performance in teams.

Television news and human resources management and station executives to find top talent to join the company’s news operations throughout 26 media markets.

HORTON INTERNATIONAL Executive search consultancy Horton International has appointed

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

Dafydd Wright as managing partner of its Oxford-based Global Healthcare arm.

INTERACTIVE INVESTOR Direct to consumer investment platform interactive investor (ii) has appointed Libby Jones and Anna Clifford as chief people officer and head of talent, respectively. According to the company, the two positions will specifically support the on-going expansion of ii and ensure it continues to attract and nurture talent.

AUGUST/SEPTEMBER 2020

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division at property recruitment agency Rayner Personnel. Jervis will be responsible for attracting individual recruitment agencies to partner with Rayner as licensees to leverage the brand.

Redactive Publishing Ltd 78 Chamber Street, London E1 8BL 020 7880 6200

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

Contributing writers Colin Cottell, Sue Weekes, Roisin Woolnough Production editor Vanessa Townsend vanessa.townsend@recruiter.co.uk

Art editor Sarah Auld Picture editor Akin Falope

SANDERSON

KEYSTREAM Keystream, a healthcare, government and charity IT recruitment consultancy, has made three new key hires. Natalie Drew heads up a new life sciences desk and Richard Roberts-Jones is launching a health-tech/ fit-tech offer. Georgia Nield will be working on new business development across Keystream to open up new accounts.

PEDERSEN & PARTNERS Cassie Owen has joined executive search firm Pedersen & Partners as client partner, covering the retail & luxury segment across the MENA region. She will be based in Dubai, UAE.

RAYNER PERSONNEL Russell Jervis has been appointed managing director – estate agency

Current managing director of independent recruitment business Sanderson Jon Ball (above left) will step into the CEO role, following Mike Beesley (above right) stepping down after 41 years of service to the company. Beesley, who co-founded Sanderson in the late 1970s with Keith Dawe, is leaving to concentrate on other interests, including a recruitment investment business he founded alongside Dawe in June 2019 called TimesTwo Investments.

SHEFFIELD HAWORTH Executive search and talent consulting firm Sheffield Haworth welcomes Sam Wallace as managing director to the consulting, technology & services practice, based in Los Angeles, in the US.

SIGMAR RECRUITMENT Irish-based Sigmar Recruitment has appointed Mike McDonagh director of the company, signalling Sigmar’s ambition to grow marketshare and respond to the recovery from the Covid-19 crisis.

ADVERTISING +44 (0)20 7880 6231 Senior sales executive Joanna Holmes

PRODUCTION +44 (0)20 7880 6209 Senior production executive Rachel Young rachel.young@redactive.co.uk

PUBLISHING +44 (0)20 7880 8547 Publishing director Aaron Nicholls aaron.nicholls@redactive.co.uk

RECRUITER AWARDS/ INVESTING IN TALENT AWARDS +44 (0)20 7324 2771 eventsteam@redactive.co.uk

joanna.holmes@redactive.co.uk

RECRUITMENT ADVERTISING Recruitment@recruiter.co.uk

+44 (0)20 7880 6215

CIRCULATION and SUBSCRIPTIONS Recruiter is the leading magazine for recruitment and resourcing professionals. To ensure each issue of Recruiter magazine is delivered to your desk or door, subscribe now at https://subs. recruiter.co.uk/subscribe. Annual subscription rate for 12 issues: £35 UK; £45 Europe and £50 Rest of the world • Recruiter is also available to people who meet our terms of control: http://bit.ly/RecruiterCC • To purchase reprints or multiple copies, or any other enquiries, please contact subs@redactive.co.uk or +44 (0)1580 883844 CONTRIBUTIONS Contributions are invited, but when not accepted will be returned only if accompanied by a fully stamped and addressed envelope. Articles should be emailed. No responsibility can be taken for drawings, photographs or literary contributions during delivery, transmission or in the editor’s hands. © 2020 Redactive Media Group. All rights reserved. This publication (and any part thereof) may not be reproduced, transmitted or stored in print or electronic format (including but not limited to any online service, any database or any part of the internet) or in any other format in any media whatsoever, without the prior written permission of Redactive Media Group. Redactive Media Group accepts no liability for the accuracy of the contents or any opinions expressed herein. The publishers cannot accept liability for any loss arising from the late appearance or non-publication of any advertisement for any reason whatsoever. ISSN 1475-7478

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E THE LAST WORD CO M M UNITY

“As soon as lockdown was announced, my clients flew into panic mode. No one had a clue what was happening”

Daniel Cornwell Three months in hospitality hell – and the road ahead

aying that we’re in ‘extraordinary times’ doesn’t really cut it. After more than 11 years running SPE Resourcing and concentrating on senior hires for UK hospitality businesses, I’ve never seen more courage, strength or invention on display from those bearing the brunt of the coronavirus’ economic meltdown. Covid-19 is the largest threat we have ever faced. The past couple of months have been an incredible test for every business I know. Yet we’re doing what we can to survive. I’m using my skills and leveraging my network to help find the light at the end of the tunnel, even if it may appear distant and uncertain. Back in mid-March, I had an idea of what was coming. The lockdown. A week before PM Boris Johnson gave the order, I cancelled all work with our suppliers. Every role we were recruiting for went

S

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on hold. Calls stopped. It was like nailing boards to a window before a storm. As soon as the lockdown was announced, my clients flew into panic mode. No one had a clue what was happening, only that they had to stop trading overnight. I said that we would step in to support them for free. And as the dust settled on tens of thousands of bars, restaurants, pubs and hotels, SPE struck a partnership with Harri – a tech developer that builds platforms to allow employees to stay in work and start planning for recovery. As a result, their Hospitality Unite website got an added push from our contacts. Then something strange happened. Our support of Harri earned me a spot on BBC Breakfast news. This was extremely surreal. I went live at 7:07am on a Saturday, spoke about the state of the hospitality industry, then waited for a message or two

from a few people who might have been watching. Instead, I must have received around 250 notifications. All before lunch. It was an amazing response. We kept to our word in April, barely making a call that had anything to do with recruitment. In the meantime, I listened, observed, supported and reacted to the concerns of senior figures in our sector. And it was in May that we began to spot the need for interim hires – people to fill the specific skills gaps that many businesses will suffer from as they adjust and reopen. The British public could spend as much as £3.38bn in the first week of the hospitality relaunch. A huge number. But things will look very different. Prices will shoot up for even basic meals on-site. Bookings will probably be mandatory, while customers are going to have to deal with a time limit on

how long they can sit with a pint or a plate of food. To capitalise (or continue at all), brands need a team to help them bounce back fast. Finance specialists. Property managers. HR experts. Those who drive operations, marketing, and health & safety – they will determine which businesses go the distance. SPE is connecting businesses with individuals across the country on an interim basis, giving hospitality brands the best possible shot at success in the ‘new normal’. A second wave of coronavirus could kill this now fragile sector, yet we’re going to keep fighting. We have to try to stay relevant. And if we can get our clients through this, hopefully we will all be around to enjoy the sector we love come the new year. ●

Daniel Cornwell is the founder of SPE Resourcing

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83%

Of contractors we surveyed said they have not yet been spoken to about IR35 by the business or businesses they contract for.

MAKE SURE YOUR RECRUITMENT AGENCY IS PREPARED FOR THE CHANGE! ;MXL-6FIMRKHIPE]IHRS[MWETIVJIGXXMQIXSKIXTVITEVIH– speak to the experts for a FREE IR35 education session.

Get in touch with our agency support team: 01925 694 521 | agencies@brookson.co.uk | brooksonone.co.uk/recruitermagazine

*Conducted by Brookson Legal, between 15th April 2019 – 30th June 2019. Based on 502 Brookson contractors working in the private sector.

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