Business intelligence for recruitment and resourcing professionals
INCORPORATING Recruitment Matters
What recruiters can learn from child entrepreneurs
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18 COV ER IMAG E | PAL HA NSEN
05 ‘Spend more time on
Snack A-TA-tack Snack food giant Mondelēz revamps its talent acquisition function 24 It’s child’s play Recruiters can learn a lot from the very young in terms of creativity
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Artificial intelligence can help to combat bad recruitment behaviours Tech & Tools Embedding video in the recruitment process
INCORPORATING Recruitment Matters
18 THE BIG STORY
business development’ Recruitment Sector Barometer advises doubling down on this area Hudson RPO at heart of recruitment Firm well-positioned as RPO takes centre stage APSCo helps to design and deliver human capital MBA Organisation links up with Cranfield University and Grant Thornton Start-up of the Month: The Thrive Team Martin Grady on launching the search-and-selection, transition coaching and training provider This was the month that was... Contracts & Deals
E COMMUNITY 30 Community: Upstart
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Code Nation boot camp for tech talent Social Network The Workplace: Guy Hayward Workplace Innovation: Mark Braithwaite Business Advice: Alex Arnot My brilliant recruitment career: Simon Pearce, Simon Nicholas Associates Movers & Shakers Recruiter contacts The Last Word: Heather DeLand
INTERACTION Viewpoint Mark Staniland, regional managing director, Hays Soundbites
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WE LCO M E
e’re living in an angry period. Reading my chosen national newspaper on a recent Saturday, I was struck by just how angry the whole front section was. The topics were different – Brexit doom, another stabbing, Mike Ashley’s latest temper tantrum, an unremarkable demonstration of fury in a series of hundreds from the US president, etc – but anger was omnipresent and the common thread. As it is too much in life right now. As a country, as a world, we need a shot of feel-good and can-do purpose. Worryingly, this collective rage reﬂects a collective feeling of impotence that’s hard to shake, like a horriﬁc M25 tailback on the global highway, or the worst bureaucratic tangle you’ve ever encountered, or waiting six months for a roofer to come and repair your roof. What can we do about anything? This thought leads me to a current, related bête noire. Have you noticed the barrage of ‘awareness-raising’ campaigns under way? All about good causes, no doubt, but ‘awareness raising’ assumes no action points, as in “Ah, I now know why X is a worthy cause and can beneﬁt my business. Thanks for telling me.” Awareness isn’t good enough. Awareness is not a commitment. Acknowledgment – understanding, taking onboard – is the ﬁrst step towards commitment. Acknowledgment of the conditions causing anger in our world must be made to make change. Acknowledge, then act.
‘DOUBLE DOWN ON DEVELOPMENT TIME’ BY COLIN COTT COTTELL
THE RESULTS OF the latest Recruitment Sector Barometer suggest that recruitment companies should consider “doubling down” on the time they spend on business development, according to Alex Arnot, who compiles the Barometer in conjunction with Recruiter. The Q2 2019 Barometer shows conditions in the recruitment sector are becoming “more challenging”, says Arnot, with an increase in the number of respondents citing the economic performance of their sector as contributing to a tougher trading environment. In these circumstances, and “with the scarcity of candidates easing slightly”, Arnot, who is an adviser to more than 30 recruitment companies, says that increasing business development activity could be a good option for staffing businesses. Despite the environment caused by Brexit uncertainty, which “is delaying hiring plans in all areas of the economy”, Arnot says the latest Barometer results “remain solid, with a net positive of respondents expecting growth and year on year increases in proﬁt”. However, the results show a deﬁnite dampening in sentiment, reﬂected across the Barometer’s metrics: Although still in positive territory, the Arnot Score, a measure of industry optimism, has fallen to its lowest level since the Barometer began in Q4 2016. There was no segment of recruitment – across contingent, executive search, permanent, temporary, or contract – in which directors expected their businesses to perform better in Q3 2019 compared with the same quarter last year. Fewer than 10% of recruitment ﬁrms have raised their fees in the last 12 months. The net percentage of recruitment companies hitting or exceeding their revenue or proﬁt target for the most recent quarter has fallen to the lowest levels since Q1 2017. Although Arnot acknowledges that Brexit uncertainty is having a negative effect on the sector, he remains optimistic: “Once the current impasse is resolved there is every chance that employers will need to accelerate their growth plans again,” he says. When that will be is, of course, anyone’s guess.
DeeDee Doke, Editor
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Hudson RPO well-positioned as the RPO process moves centre stage BY COLIN COTTELL
THE GLOBAL CEO of Hudson RPO has told Recruiter that the rebranded company is perfectly positioned to take advantage as recruitment process outsourcing takes an increasingly prominent role in “the future of recruitment”. After completing the sale of Hudson Global’s recruitment agencies and talent management businesses last year, “we have got down to what we think are the ‘crown jewels’”, said Jeff Eberwein (pictured). “We have got to a position where we have a clean company just focused on RPO and RPO-related work – which we think is the future of recruitment – and with cash and a good global RPO business. We are excited about where we are going.” RPO represents the future of recruitment, said Eberwein, because “it produces better outcomes for clients, and it saves clients money”. The RPO market, already worth $5bn (£3.8bn) globally, is also growing fast, he said, with projected annual growth rates of between 10% and 15% a year. Hudson Global rebranded as Hudson RPO in December 2018. Eberwein said the fact that RPO was now Hudson’s sole business rather than making up only 15% of the company had several advantages. These included getting the investment in sales, marketing and branding, and business development that it needed but didn’t receive before. “Now that it
is our sole remaining business, we are starting to make investments in the business for growth,” he said. With cash in the bank following the sales of its non-core businesses, Eberwein revealed that the company was already “having initial conversations with targets”. However, he said the purpose of any acquisitions the company made in the future was
‘Crown jewels’ put Hudson RPO at heart of the future of recruitment, says CEO
“not just to get bigger, but to give us something different”. This could be a geography or sector that Hudson wasn’t currently in, or giving it access to a market specialism or expertise, Eberwein said. The company has also launched a programme to boost organic growth by improving its technology offering. “It is increasingly important to our business and clients that we use the latest technology tools, such as artiﬁcial intelligence, that are changing how recruitment is done,” he said. Darren Lancaster, CEO EMEA Hudson RPO, said that in addition to its core markets of the US, the UK and Australia, the company’s key growth markets were Germany, France and Belgium, as well as Asia including China. Key sectors are life sciences, engineering, manufacturing, and ﬁnancial services. Lancaster said he expected to see staff numbers grow during the year. Currently Hudson RPO employs between 350 and 400 staff around the world, although the ﬁgure ﬂuctuates. Lancaster said agencies would continue to play an important role [as suppliers to its managed service providers] as part of our service”. He added: “The way in which we manage them, educate them, and treat them is key to our service offering as well, but in terms of what our clients require it is a lot more broad in terms of services than a transactional recruitment agency dealing with the hiring manager.”
Find more daily news stories at recruiter.co.uk/news
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APSCo helps to launch human capital MBA BY DEEDEE DOKE
THE ASSOCIATION OF Professional Staffing Companies (APSCo), Cranﬁeld University School of Management and Grant Thornton are collaborating on the design and delivery of an executive MBA in human capital that will welcome its ﬁrst cohort in September. Aimed at “the whole of the talent eco-system” – including agency and in-house recruiters, technology specialists and HR and recruitment process outsourcing professionals – the executive MBA meets the requirement of the Level 7 Senior Leader Master’s Degree Apprentice Standard. It was modelled on an existing Cranﬁeld MBA for the defence export market, and replaces an MA in HR that Cranﬁeld previously offered.
“If we’re going to call this [recruitment] a profession – and it is a profession – we need a relevant and important qualiﬁcation,” APSCo CEO Ann Swain told Recruiter. “I think it’s hugely important to have qualiﬁcations at every level… This [qualiﬁcation] will help with succession planning, and help attract and keep people in the business.” Themes of the two-year programme will include data-driven people strategies, talent acquisition, HR technology, leading a recruitment or staffing business, strategic change management, commerciality, emotional intelligence and inﬂuencing the top team. The course will be delivered at both Cranﬁeld, near Bedford, and Grant Thornton offices in
London, over three days for 11 months both years. A unique feature of the programme is the potential for ﬁnancial support. The full cost is £27,000 for the two years. However, eligible organisations will be able to use £18,000 of their Apprenticeship Levy towards the overall cost, with the remaining £9,000 payable by the company to Cranﬁeld over two years. At the same time, bursaries will also be available to the ﬁrst 30 APSCo members to enrol. For companies without an Apprenticeship Levy pot of their own, Swain said she had reached agreement with some umbrella companies and managed service provider businesses for potential contributions from their levy pots to support executive MBA candidates – an option allowed under a law change that took effect on 1 April. Swain said that APSCo will not gain ﬁnancially under the arrangement. This executive MBA could be the culmination of Swain’s long-term drive to ensure that a higher education degree featuring recruitment as a discipline is in place. Previous efforts with other universities ultimately did not pan out. She attributed these disappointments to timing, the longer periods proposed for the programmes, and internal issues at the institutions involved. Swain said she was “really pleased” with the progress of this new venture, adding, “It’s the right thing to do.”
I M AG E S | I STOC K / PA L HA N S EN
STA RT-UP OF THE MONTH THE THRIVE TEAM Search-and-selection specialist Martin Grady and experienced HR professional Alison Trodd have joined up to launch The Thrive Team, a search-and-selection, transition coaching and training provider. Grady brings a 20-year search and selection background to the new business, having worked for firms such as Stonehouse Search and Selection, Hawker Chase Executive, ARM Consulting, MEG Recruitment Solutions, Matchtech and Manpower. Trodd has been in HR for more than 30 years, working for the NHS, the BBC, Boots and Butlin’s.
The Thrive Team places senior leaders in roles commanding salaries of between £80,000 and £200,000, says Grady. But its support of the candidate does not stop when the placement has been made. Once a candidate accepts a role, the firm transitions them into that role during their gardening leave and notice period through coaching, so that they can be immediately effective in their new role. This coaching can cover a range of topics including emotional intelligence, their wellbeing – including mental health awareness – and issues they may have at home.
“What that’s doing is helping them hit the ground running, and from the client perspective it’s taking the risk out of the hire,” Grady told Recruiter. “We’re often asked in recruitment: what’s the guarantee? And this is our guarantee, that they will have the right fit for the role and the culture, and they will absolutely be thriving in their new role.” Asked about future plans for the business, Grady added: “We’ve got an associate pool, but we will take on permanent people and then grow it.” WWW.RECRUITER.CO.UK 7
THIS WAS THE MONTH THAT WAS… Here is a round-up of some of the most popular news stories we have brought you on recruiter.co.uk ruiterr was published since the April issue of Recruiter M A R C H •‒‒‒‒‒‒‒‒‒‒→ T H U, 2 1 M A R C H 2 0 1 9
TUE, 26 MARCH 2019
HMRC SHOULD NEVER HAVE GONE AHEAD WITH ‘SLAM DUNK’ LORRAINE KELLY IR35 CASE
ESTONIA’S LATEST RECRUITMENT DRIVE FOR TECH TALENT LEADS TO FURNITURE SHORTAGE
After HMRC lost an IR35 Tribunal case against TV presenter Lorraine Kelly, industry experts have said that HMRC never had a strong case and shouldn’t have gone ahead with it. TV presenter Kelly successfully appealed a £1.2m tax bill for engagements with ITV breakfast programmes covering the period September 2012 to July 2017. Judge Jennifer Dean concluded that control was the key factor. “The level of control falls far substantially below the sufficient degree required to demonstrate a contract of service and we are satisfied that the factors strongly indicate that the contract was one for services.” Graham Fisher, group CEO at Orange Genie, told Recruiter that the big lesson for HMRC was the need to take an holistic approach with IR35. He said in this particular case, “there are a whole series of facts that if anyone who looked at it in any other way than to raise taxes, I think they would be saying ‘this case shouldn’t be going ahead’…”. Commenting on the tribunal decision, ContractorCalculator CEO Dave Chaplin said: “The ruling was a slam dunk for Ms Kelly, and it’s astonishing given the level of ultimate control she exercised that this one ever got to court.” An HMRC spokesperson said: “We are disappointed that the First Tier Tribunal has decided that the intermediary rules (also known as IR35) did not apply in this case. We will carefully consider the outcome of the tribunal before deciding whether to appeal.”
Estonia is renewing its efforts to recruit IT professionals and match them with top tech companies operating in the country. In August 2018, an alliance of Estonian organisations launched a recruitment campaign entitled Career Hunt, in partnership with a number of IT companies. The campaign aimed to find technology specialists from the UK and encourage them to apply for senior positions at tech industry firms, such as Microsoft and Skype. This year Estonia is once again welcoming tech specialists to apply for interview. Those who pass the initial screening rounds in their interviews will fly to Estonia for a five-day all-inclusive tech tour including exclusive VIPshortcuts for job interviews. And in an interesting footnote, Estonia has almost become a victim of its own success as being a leading global hub for tech start-ups. Work Estonia reports there is a massive shortage of office equipment needed to furnish the growing number of co-working spaces and company headquarters in the capital Tallinn. “We need hundreds of chairs for new employees, but even IKEAs in neighbouring Latvia and Finland can only offer us a combined weekly supply of 20 chairs,” says Kaarel Kotkas, CEO of online identity verification company Veriff. With this latest drive from Career Hunt, Recruiter is predicting a rise in start-up furniture manufacturers in and around Tallinn in the coming months.
TUE, 26 MARCH 2019
WATCH OUT FOR THE WARNING SIGNS OF ADDICTION, RECRUITERS ARE ADVISED Recruiters have been urged to be alert to the warning signs of cocaine dependency among their workforce due to the “massive problem” the sector has with consultants taking the Class A drug. Research by Public Health England revealed a 19% increase in the number of adults starting treatment for crack cocaine addiction in the last three years. Late last year, Recruiter revealed ﬁndings from The Cabin, a leading addiction facility in Thailand, which showed cocaine was the number two substance addiction treated among their UK clients. And speaking to Recruiter, April’s Recruiter cover proﬁle Paul Flynn said he thinks the recruitment sector has a “massive problem” with consultants taking the drug. Touching on the scale of the problem, Flynn told Recruiter: “Anyone who runs an urban-based recruitment company – notably a London, Manchester, Birmingham-type company with staff between the age of 22-40 – could ﬁnd cocaine will be getting used in their company in the week, on a night out or in some kind of social setting.” Flynn urged recruiters to look out for indicators that people may have a problem with cocaine dependency. These include frequently failing to turn up for work on Monday or Friday, a stressed negative attitude on Tuesday, heavy drinking and an erratic way of communicating with fellow workers.
IM AGES | ISTOCK / SHUT T ERSTOCK / ALAM Y / PRE S S AS S O C I ATI O N
T H U, 4 A P R I L 2 0 1 9
KATIE PRICE TO RECRUIT A COUPLE TO CLEAN AND LOOK AFTER HER KIDS Fancy swapping the world of recruitment to work for Katie Price? The Sun is reporting the reality TV star is advertising for a nanny and cleaner to look after her five children. The new recruits – who Price stipulates must be a couple – will also act as housekeepers from Monday to Friday working from 7am to 7pm every weekday. They get to live in an annex of Price’s West Sussex mansion. More: https://bit.ly/2uVy7iI
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W E D, 3 A P R I L 2 0 1 9
RECRUITERS PLOUGH ON DESPITE BREXIT CHALLENGE
TUE, 2 APRIL 2019
NEW RULES ON PAYSLIPS COULD LAND RECRUITERS IN TROUBLE Failure to comply with two amendments to the 1996 Employment Rights Act coming into force from 6 April could see recruiters run the risk of being named and shamed by government for failing to pay the National Minimum Wage. Stephen Jennings, partner solicitor at Tozers Solicitors, explains that two amendments to the Act ensures that employees and workers, including those under casual or zero-hours contracts, must receive correctly detailed written, printed or electronic payslips. Jennings told Recruiter the rules apply to all workers, not just employees, including agency workers and zero-hours workers – anyone other than the genuinely self-employed. In 2018, eight recruiters were among hundreds of employers named and shamed by government for failing to pay NMW.
While they are preparing as best they can, recruiters have unsurprisingly slammed Parliament for failing to provide any clarity over how Britain will actually leave the European Union. In a week in which Parliament failed to reach a consensus on Britain’s direction post-Brexit, and with Prime Minister Theresa May committing to meeting with Labour leader Jeremy Corbyn in a bid to break the Brexit deadlock, as well as asking the EU for an extension to the deadline, Recruiter spoke to agency leaders for their thoughts on events in Westminster. Former Apprentice winner and managing director of Hyper Recruitment Solutions Ricky Martin described the entire Brexit process as a “shambles”. “It seems the politicians are more interested in playing one-upmanship for their own agendas than to actually protect the state of the nation. Parliament, for once, needs to agree, get this sorted, and fast! Stop messing about with the country and grow up.” David Taylor, MD at First Point Group, also benefits from having operations on the Continent: “As we have a wide European office base it will not affect us that greatly in terms of interaction with clients and candidates. “However, we have already reviewed our funding positions, reviewed our taxation positions and compliance up to a hard Brexit scenario. I hope it doesn’t come to that – and ideally a second referendum with whatever parliament agrees to. Revoking Article 50 seems to be the only way to settle the matter with the country or it will roll on and on, damaging the UK’s reputation.” And Lisa Graham, director at E1EW, said she is “sick to the back teeth” of the whole situation. “We are not prepping anything as we are so small it won’t affect us. The only thing I will say is, get on with it so businesses in general can crack on and start investing in projects, which will create opportunities across all sectors for recruiters.” More: https://bit.ly/2UrTDtM
Find more daily news stories t i att recruiter.co.uk/news it k/
MON, 8 APRIL 2019
RECRUITERS WARNED OF CANDIDATES BEARING FALSE DEGREES Recruiters have been urged not to take degree certiﬁcates at face value in light of the closure of 75 websites that fraudulently offered UK degrees. Careers organisation Prospects released a statement revealing the number of sites that have been closed down since 2015. Prospects adds it has investigated more than 200 potential cases of degree fraud in the last four years. Commenting on the implications for recruitment agencies, Chris Rea, who leads the degree fraud team at Prospects, told Recruiter: “Fraudulent certiﬁcates often have dated terminology or spelling errors, but the only way to truly spot a fake is to make the proper checks with the awarding body. “As a matter of course, recruiters should have a system in place that checks degrees, just as they would a reference. Be up front with candidates that their degree will be veriﬁed and request original documents. A photocopy isn’t good enough. Let employers know that you have this in place. It will reassure them of the credibility of your processes and the people you put in front of them.” More: https://bit.ly/2KnJ1Iz
CONTRACTS & DEALS Cornerstone OnDemand Global industrial and consumer business group Henkel has selected Cornerstone OnDemand’s Learning, Performance and Recruiting suites in a bid to bolster training of staff and improve employee engagement and efficiency. Oberon Solutions Recruitment, payroll and HR services provider Oberon Solutions has secured a “significant” funding package from Lloyds Bank Commercial Banking. Lloyds Bank CB has provided Oberon with a working capital facility that it says will support cashflow, enabling the business to focus on expanding its client base. The Winchester-based firm plans to grow by more than 300% over the next 12 months and the business expects to create up to 90 jobs over the next two years.
New Street Group Consulting and people solutions business New Street Group has acquired executive search and leadership consultancy Wickland Westcott for an undisclosed sum. New Street CEO Doug Baird said: “The acquisition of Wickland Westcott further enhances New Street Group’s capability to support organisations seeking intelligent, assessment-led resourcing solutions. This acquisition will allow New Street Group to meet these growing demands, while adding further depth and breadth to the services already offered to our clients by our resourcing businesses Interim Partners and BrightPool.”
Remit Group Training provider Remit Group is to partner with Hewlett Packard Enterprise (HPE) to recruit and train eight new IT sales apprentices at its new office in Circle Square, Manchester. Remit Group currently supports HPE’s apprenticeship programme at its Bracknell office and will recruit these new apprentices to work in its inside sales department, while undertaking the IT technical sales Level 3 apprenticeship standard.
Ferris Slater Ferris Slater, a cyber security recruitment & cyber security training provider based in the North-West, has been awarded £30k funding by Rosebud, a subsidiary of Lancashire County Council and the EU Development Fund. The firm says the funding will drive growth across both its cyber security recruitment and cyber security training services.
DEAL OF T HE MONT H
CRG Medical Services CRG Medical Services, a provider of staff and forensic medical services to police forces across the UK, has secured two contracts. The contracts will see the firm take over services at 12
p10 contract deals.indd 10
new locations, across five separate counties: Bedfordshire, Cambridgeshire, Hertfordshire, Norfolk and Suffolk, as well leading on delivery of integrated healthcare services in to HMP Chelmsford.
Simply Jobs Boards Simply Jobs Boards has joined the Northern Powerhouse Partners programme. The programme, which has a membership made up of institutions and businesses across a range of sectors, aims to promote major projects and initiatives in the North, and works to enable cities and towns to pool their strengths in order to thrive.
Sirenum UK-based technology solutions provider for temporary staffing agencies Sirenum has entered a strategic partnership with Wagestream. Wagestream enables workers to withdraw earned pay in advance of payday for a one-time fee. ProActive Rail, a provider of staff to the transport industry in Greater London, is the first joint customer of the two businesses to take advantage of the integration.
More contract news at recruiter.co.uk/news
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AI CAN HELP SOLVE THE BAD BEHAVIOURS It’s not just a dating issue… Ghosting, catfishing and submarining are rife in recruitment BY ADRIAN EZRA
ad dating behaviours and their corresponding terms such as ‘catﬁshing’, ‘ghosting’ and ‘stalking’ have become the buzzwords of the past year, driven by the rise of online dating platforms and growing cultural inﬂuence of millennials. Jobseekers are just as likely to encounter these bad dating behaviours in the hunt for their dream job as you recruiters are for your dream date. In fact, some 90% of job hunters claimed to have experience at least one of these notorious ‘recruiting sins’:
• Kittenfishing (experienced by 30% of jobseekers) – Making the job seem a bit better than it really was to grab a candidate’s interest.
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• Catfishing (29%) – Making the job seem a lot better than it actually was, to the point where the job description didn’t match the reality. • Rostering (25%) – Keeping the candidate waiting for ages before letting them down because they were actually the second-choice candidate. • Slow fade (24%) – Gradually paying the candidate less and less attention over time. • Ghosting (23%) – Suddenly ignoring the candidate and cutting off all communication. • Submarining (23%) – Ignoring the candidate for a certain amount of time, then reappearing like nothing happened. • Player (21%) – A recruiter who promises someone they’re the lead candidate while speaking to others.
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was the only candidate but was actually speaking to others on the side. • Being clingy (16%) – Contacting the candidate too often/won’t leave them alone. • Stalking (15%) – Knew all about the candidate from their social media feed even though they’d never spoken.
Can we fix it? The growing disconnect between what jobseekers want and how recruiters are perceived as operating means a clear proportion of jobseekers experience frustration when looking for a job. At the same time, the research wasn’t all bad news for the recruitment world, as 22% said they found recruiters to be laid back, helpful and constructive, also known as ‘breezing’ in the dating world. This highlights the true scale of the issue: the recruitment industry is ripe for disruption. Artiﬁcial intelligence (AI) is expected to create $13tn (£9.8tn) in value for businesses by 2030. There is no doubt I M AG E | SC I E N CE P H OTO LIBRARY
• Cushioning (19%) – Promising s/he
that the future of recruitment lies in AI and machine learning that will massively increase efficiency and transparency for both jobseekers and hiring managers. This is imperative when attracting the emerging wave of talent, as millennials in particular are increasingly drawn to businesses and jobs that offer greater transparency above other factors. Considering that millennials are one of the proportionately largest generations represented in today’s workforce, and therefore the future of many recruitment opportunities, it is even more important that businesses know how to communicate with them. The deployment of machine learning in the industry has the potential to eliminate the ‘recruiting sins’, such as the vast number of already ﬁlled job adverts that are still circulating online, which add to the time-consuming process of seeking and completing applications – a problem that 35% of people found when searching for jobs online. However, there is still a way to go to tackle more challenging problems such as the lack of feedback candidates receive after interviews, as 31% of job hunters have experienced. This is hugely damaging to the trust between candidates and recruiters and ultimately leads to a multitude of missed opportunities. AI can put an end to ghosting, catﬁshing and stalking, and make people’s job hunt much easier and enjoyable. ●
ADRIAN EZRA is CEO and founder of JamieAi
The deployment of AI can drastically revamp the recruitment process, which is so ripe for disruption, given the array of bad recruitment practices that are reported across the board. As AI is expecting to create $13tn in value for businesses by 2030, there’s never been a better time to embrace the latest developments.
Collectively, a third of job hunters go through agencies and/or recruiters and experience numerous bad behaviours while job hunting. These notorious behaviours have a close resonance to millennial dating sins such as ghosting, catfishing and stalking.
As the disconnection between jobseekers and recruiters widens, the use of AI will pave the way for increased trust, accuracy and transparency, eliminating the bad habits that have slipped into day-to-day practices in recruitment.
As AI hits the sector these factors must be at the forefront of most business agendas, ultimately revamping the job-hunting process for both the jobseekers and companies seeking better results.
Despite sometimes turbulent experiences, just over 20% of jobseekers found their experience to be helpful and informative. With the help of technology, this can increase. Research of 500 job hunters conducted by Atomik Research in January 2019 on behalf of JamieAi. WWW.RECRUITER.CO.UK 13
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T R E N DS
TECH & TOOLS
Video becomes the new CV star How video embeds itself into the recruitment process SUE WEEKES
For anyone marketing themselves online, video has become impossible to ignore. It has long been used on corporate and agency sites but not always in the most imaginative or powerful way. Historically, video has been expensive but platforms such as HireCast from Enhance Media and Hinterview are making it more accessible and much easier for recruiters to exploit its beneﬁts.
THE CASE FOR RECRUITMENT VIDEO According to recruitment video specialist Hinterview, job ads with video embedded can score 800% higher engagement rates. “On every metric, video is more effective than text and static images,” says Giles Guest, director of Enhance Media, a digital marketing agency that specialises in recruitment. Recruiters who fail to see video as part of their own and their client’s marketing mix risk being left behind. Moreover, with video-interviewing embedding itself into the recruitment process, they might soon find that the candidate is
more adept at using this powerful medium than they are.
major employers such as John Lewis and Mott MacDonald.
NEW GENERATION VIDEO PLATFORMS
NOT JUST FOR BRANDS
In the past video was not only expensive but producing even short pieces could be a lengthy process. Alongside this, Guest points out that traditional video had “other flaws”. “It was too generalist, was no longer innovative and didn’t give users the chance to control their own experience,” he says. So the company set about creating HireCast, an interactive video tool, which incorporates elements such as video-within-video, slideshows, Google Maps and other documents. It is already being used by
Video isn’t just for organisations to market themselves and their jobs but for individual recruiters, too. Hinterview offers a video-interviewing platform and its tools are also used for business development and pitching to clients. “But what we’ve seen recently is recruiters are using it as a tool to market themselves on LinkedIn and create brand awareness for their agency,” says Andy Simpson, CEO and co-founder of Hinterview, adding that ‘Hintros’ are typically 40 secs to a minute long.
THE RISE OF ONLINE VIDEO There is no shortage of statistics that show video’s increasing dominance online for recruiters who want to build a business case for using it. One third of those who use the internet are YouTube users who watch 1bn hours of video a day. Figures released from Cisco in February this year predict that, globally, video traffic will be 82% of all internet traffic (both business and consumer) by 2022. I M AG E | G E T T Y
“Video has become part of a client’s daily process and, for this reason, they’re producing incredibly effective Hintro recordings.”
video, the easier it is and the better result you’ll see. Stay away from anything scripted and just be yourself.”
VIDEO IS THE FUTURE DIFFERENTIATE YOURSELF In-house and agency recruiters should consider carefully how video should be used and what messages they want to get across. The HireCast team asks the company what are the challenges and then produces storyboards. Guest urges companies to “be bold” and use video as a differentiator. “Don’t just do what the market has done with video,” he says. “There’s a whole new vision and approach around video and you can achieve so much more success if you look for it.” For individuals, the message is to be “natural and consistent”, says Simpson, who adds: “The more you embrace
Those at the coalface of video in recruitment believe the medium is only just getting started. “Hiring managers are increasingly expecting more from their recruitment providers and sending black & white CVs just doesn’t cut it any more,” says Simpson. Meanwhile, more platforms that help recruiters embed video into their marketing activity will emerge. Enhance Media has three new services it is bringing to market under the HireCast brand but Guest adds it also wants to partner with advertising agencies to bring innovation to the whole market: “Video will change the shape of recruitment communication.” WWW.RECRUITER.CO.UK 15
INTE R AC TIO N
Rewriting the employment rule book Why organisations should adopt a culture of reverse mentoring BY MARK STANILAND
ust a few of the eye-opening statistics about our ageing workforce include that the average age in the UK is now 40, 10 years older than it was in 1974. By 2030, it is estimated that half of all adults in the UK will be over 50 and with employment at its highest level since 1971 and birth rates falling, the average age of the workforce will continue to increase. As the normal retirement age of sometime in your 60s becomes a thing of the past, it won’t be long before four generations of employees are working together in the same workplace. Positively, organisations are starting to realise this and beginning to take action. These actions include preventing an early exit from the workplace, encouraging later life working and supporting intergenerational workforces. Tackling these issues is requiring open-mindedness, agility, and a willingness to try new things and write a new rule book. One effective way of kick-starting intergenerational working is reverse mentoring. It’s a concept where the traditional image of the mentor is turned on its head, and senior or older members of the workforce are coached by millennials and Generation Z. Reverse mentoring reinforces
+ MARK STANILAND is regional managing director at Hays
p16 Viewpoint.indd 16
the idea of lifelong learning, fosters diversity and skills development, as well as being a clear example of how to support different generations working together. Adopting a culture of reverse mentoring encourages every generation to learn and share their own unique experiences. Millennials, and even more so Generation Z workers, have what we call ‘a natural software mindset’. We would deﬁne a software mindset as a combination of embracing, learning and implementing technology and then adding human value to maximise the technology and injecting creativity. Younger generations are inherently more IT-savvy, which means they have so much to offer the rest of the workforce, which is less familiar or conﬁdent with technology. Business leaders need to see this an opportunity to position these generations as mentors in their organisation, especially as organisations invest more and more in new technology. Reverse mentoring is in fact relatively easy to implement and requires no great expense for an organisation. At Hays, for example, one of our directors is about to have her third reverse mentoring session and if successful we would look to communicate this more widely and perhaps consider putting a structured process in place. The most crucial factor is that both parties engaging in the mentoring session need to begin on a level playing ﬁeld. For example, the more junior employee needs to feel that they can express their thoughts and opinions to their more senior counterpart without feeling uncomfortable. Equally, those engaging with their mentor need to come into the process with an open mind. Reverse mentoring allows not only the older mentee to beneﬁt, but the process provides an opportunity for younger staff members to spend time with senior leaders in their organisation. In doing so younger generations can develop their own leadership skills, adapt their communication skills and boost their conﬁdence by working with senior leaders they may not usually get exposure to. By combining the knowledge of junior and senior you may ﬁnd that innovative new ideas really begin to come to fruition within your organisation. ●
I M AG E | I STO CK
I N T E R AC T I O N
L ET T ER S/ WEB CHAT
NOT ONLY INVESTMENT BUT MORE ADVICE NEEDED FOR YOUNG JOBSEEKERS Your article (‘Investing in our young will create a better workplace’, recruiter.co.uk, 18 February) reminded my that in the mid-1990s, my high school trialled a pilot scheme of developing employment portfolios, designed by the student, with a CV and other certificates or examples to show potential employers, including letters of reference from teachers. I think this would still be useful today in secondary schools in England, and would allow students time to get used to the idea of what employability means in different contexts/industries. ALEX MCVICAR
In France, a new mentoring website was created to help students gain a better understanding of what skills they will actually need in the workforce. It enables students to chat to professionals about their job. Called MyJobGlasses, it’s a great idea, which could definitely be of some use elsewhere. We also go in to schools to speak about job boards from around the world to help students look for work. Clearly we don’t learn about job searching tools at school, and yet most of us end up needing them at some time or other. BOB FINDER, JOBBOARD FINDER
JOB-SHARING CAN SOLVE LOTS OF RECRUITMENT ISSUES In response to your article ‘New focus on wellbeing aims to boost teacher recruitment and retention’ (recruiter. co.uk, 18 March), it’s good that progress is being made to increase flexibility and that job-sharing is mentioned. So often it’s only about flexibility and part-time work but job-share can solve many recruitment issues. We know the value of jobsharing to help recruit and retain skilled staff. EXECJOBSHARE
A recent poll of more than 2,000 UK workers found that 56% of people don’t agree that recruiters add anything to the recruitment process. Do you agree? MARK BURTON D IREC TOR , RECRUI T MIN T
“Recruitment agencies act as a vital soundboard for HR departments and carry out the all-important and time-consuming due diligence process on candidates. The job application process can be really daunting. I recently saw a candidate who had had just one interview in 17 years. The support we gave them was crucial to the success of their next interview, and they got through to the second stage! Agencies have a bad reputation of churning candidates. At Recruit Mint, each appointment goes through a 17-step process – taking the time to really understand the employer’s needs and a candidate’s strengths and weaknesses. The beneﬁts? Happy, motivated staff and candidates, time saved and a thriving business!”
L I S A G R E E N H A LG H D IREC TOR , F I N L AY JUD E A S S OCIAT ES ( FJA )
“I believe that agencies are invaluable to a worker during the recruitment process. FJA takes the stress away from the recruitment process and gives the candidates access to more jobs/clients in one single application. Often, we have access to opportunities and hiring managers, which would not be accessible without coming through FJA. We deal with the entire process – we chase hiring managers, arrange the interviews, keep all parties updated and negotiate the offer. All the candidate has to do it trust their consultant – what could be easier?”
ADAM WALKER D IREC TOR , RED L I N E
“From candidate and client feedback, survey research and Google reviews, we know a knowledge-led approach, with a real understanding of the market, technology and customer base will enthuse the candidate community. A high-service approach to identifying, attracting, selecting and securing talent really makes a positive difference to candidate engagement, and ensures efficiency of the complete recruitment cycle. If companies invested the time and energy to understand their candidate community the percentage would be far higher in the survey.” WWW.RECRUITER.CO.UK 17
TH E B IG STO RY: TALENT ACQU ISITION AT MONDELĒZ
I MAG E S | PA L HA NSE N
talent rofessionalising the on in a cti fun ) (TA n itio acquis ion rat multi-national corpo gh of ou en n would be more tha TA st mo for a challenge professionals. e time, But what if at the sam a es tak der the company un the of g rin ctu major restru tion is business? That situa d for foo of nty ple ing vid pro for – ion thought – and act head of bal glo ee, nd Jennifer Ca , and her nd bra yer plo em d TA an ati elēz Intern onal. food company Mond team at global snack ek,” says Candee, gh any day of the we “Restructuring is tou Most er’s med as one of Recruit who in March was na time. “It’s a d on sec the Recruiters for Inﬂuential In-House of your ways of have to relook at all challenge because you want to lose what ance, and you don’t working and govern ” she adds. at, ilt and has been gre has already been bu Belvita, Toblerone, , eos Or Creme Egg, Home of the Cadbury , Mondelēz other popular treats Triscuit and hosts of d structure to one ved from a centralise International has mo following a major , its phical business un made up of 13 geogra siness. bu bal glo last year of its strategic review late the division of m fro ed ult res nt ishme The company’s establ eri Am can grocery in 2012 into a North US-based Kraft Foods the global d an ed the Kraft name business that retain . The name cts du pro ck h-growth sna umbrella for the hig for ‘world’ and diﬁcations of words ‘Mondelēz’ – using mo pany-naming the winner in a com ‘delicious’ – emerged d as a brand use t However, it is no contest held by Kraft. ducts. name for any of its pro to enable the end of 2018 was at g rin ctu tru The res , Candee says. “We ser to the consumer” Mondelēz “to get clo we can bring ich the agility with wh wanted to… increase feel and bal glo the g ile continuin things to market wh bal brand.” maintaining the glo e are ripples of this chang A few months in, the ys around plo em gh Mondelēz, which reverberating throu globe. And the oss acr ies d 100 countr 80,000 staff in aroun on itself. company’s TA functi not least within the and beverage year stint at brewing Fresh from an eightjoined in April ee nd bal head of TA, Ca ﬁrm SABMiller as glo the most part, it r “Fo . TA professionalise 2017 with a remit to ld get,” she says. function as you cou was as centralised a plexity d by the additional com Far from being daunte ver, we ho g, rin y-wide restructu resulting from compan ost feels alm “It ge. llen cha rated by the Candee seems invigo y now. It pan nt com a completely differe s. like I have started in say she w,” e it better this way no she is all good. I really lik , ure uct str w ne ces Mondelēz’s While Candee embra and have ase wc sho “to it rem her original remains focused on excellence (COE)”. of tre cen e tru TA as a to professionalise Mondelēz, the move When she arrived at . But there un beg y house had alread and bringing TA in had brought y the n he “W . work to do remained a big job of
P18-23 recruiter feature.indd 18
sn a at09/04/2019 16:12
T H E BIG STORY: TA L EN T ACQUI S I T I O N AT M O N D E L Ä’ Z
nack k c a t-t
ts of Finding talent in all par ing a the globe while undergo o mean major restructuring is n the feat. Colin Cottell met snack talent acquisition trio at ho are food giant Mondelez w rising to the challenge
P18-23 recruiter feature.indd 19
TH E B IG STO RY: TALENT ACQU ISITION AT MONDELĒZ
TA in-house, they had really done so with a lot of their HR staff, which was ﬁne; it worked a bit but then they didn’t have the full TA knowledge and expertise.” Candee soon set to work to rectify this, and within the ﬁrst eight months, Nigel Barker and Bonnie Grant had been hired as regional talent leads for Europe and North America respectively. Also hired was executive talent lead Julia Markell, who heads up the new in-house executive search function.
Building foundations Hand in hand with having the right senior talent in place, Candee’s next critical task was forming the foundations of the TA function that she wants to build. One of the ﬁve TA pillars (see p21, top right) that Candee highlights is employer branding, where big changes are afoot, according to Gemma Beech, Mondelēz’s global talent attraction & candidate experience lead. With the company’s employer brand previously having been largely based on the heritage of its iconic products, work is underway to develop a new and different employer brand
P18-23 recruiter feature.indd 20
proposition (EBP). “Historically, we haven’t done a lot about describing the employee experience,” explains Beech. However, assuming the new EBP gets board approval, the public will see employees as brand ambassadors, telling their stories about what it is like to work at Mondelēz. “We have loads of fantastic stories to tell. We are just not doing a great job telling them,” adds Beech. Following the restructuring, Beech is also exploring ways of better incorporating local needs into EBP. For instance, it’s difficult to get women into sales roles in India, where cultural norms discourage women from such careers. So a localised approach to attracting women to sales jobs there might stand a better chance of success than “a blanket campaign around driving awareness in sales across the organisation”, Beech says. However, she says, “it’s a new way of working for us, and we are all learning as we go. It’s ﬁnding a way to ensure that our ears are open to local needs”.
Building capability Another important change introduced under Candee’s leadership was setting up an in-house executive search function, formally established in January 2018. Heading up the seven-strong team, Markell says the aim was “to create the muscle internally” and maximise the advantages to having search in-house. One such advantage was savings of US $3m (£2.29m) in the ﬁrst year from not using external executive search ﬁrms. With 28 roles ﬁlled in-house and just seven by external partners, Markell says the next stage is to become “much more heavily integrated
T H E BIG STORY: TA L EN T ACQUI S I T I O N AT M O N D E L Ē Z
FI VE PI LL AR S O F TA media 1. Employer branding and es mm gra pro 2. Process and ces our res and es iliti 3. Capab ancing 4. Developing and enh n capabilities of TA functio ies log hno tec 5. Tools and as enablers
M O ND EL EZ IN TE RN AT IO NA L 2 0 18 n (£2.57bn) • Net earnings: $3.38b bn .94 • Revenue: $25 s: 300 • Number of recruiter ,000 in 80 und aro s: yee plo • Em ies around 100 countr JENNIFER CANDEE (PICTURED RIGHT)
with the broader talent agenda… this will help us understand succession planning capability and bench strength and so forth so that we are able to operate in a much more strategic way”. Building capability within the global function is key, says Candee. And within this, the Global TA Academy has a special place, with innovative new ways of training the order of the day, under the leadership of global TA capability development manager Tracy Quinn. Changes include moving away from training large numbers of people across the globe to training in much smaller groups known as ‘squads’. “Questions can be asked in real time, and the training is really hands on, so the training can be embedded,” Candee says. Cross-pollinated learning is also a feature. “So we might take a couple of superstars from the Latin American squad and have them showcase what they are doing to China or the Middle East,” she adds. Onboarding is another area where Candee’s inﬂuence can already be seen. As she explains, “everybody was having a different onboarding practice locally, so global onboarding was desperately needed”. After one-and-a-half years and a huge amount of work, Candee says line managers “now have a pack that arms them with everything they need, and links to local sections”. In addition, a new platform allows a new hire or mentors to see what others in the same position are doing. A pilot run in the UK used virtual reality to also provide candidates with “a sneak peek at the organisation before you even join”, Candee says. Giving recruiters the right tools and technology has also been a priority. Investments included a LinkedIn Recruiter licence for all 300
global • April 2017 to present, n and itio uis acq nt head of tale lēz nde Mo nd, bra yer emplo International d of talent • 2006-16, global hea talent bal glo and acquisition BMiller SA er, nag ma n itio acquis ruiting, rec • 2005-06, director of Quiznos Sub HR and • 2001-04, director of ancial Fin ic ubl Rep , ing recruit Corporation JULIA MARKELL (PICTURED LEFT)
cutive talent • 2017 to present, exe ndelēz Mo acquisition lead, al Internation ng (interim) • 2016-17, executive hiri Diageo ourcing • 2009-16, various res BP s, role manager GEMMA BEECH (PICTURED CENTER)
talent • 2019 to present, global experience attraction & candidate tional lead, Mondelēz Interna raction att nt tale s iou • 2013-19 var ndelēz Mo s, role ng ndi bra & leads International
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WE’LL BE THE JUDGE OF THAT!
As modern day communication specialists we are asked to cover a lot of ground; from social media gurus to employer brand experts and that’s why at the RMAs we’ve created both team and individual awards. Before you can dust off your glad rags though, you need to enter first! Check out some of our brand new categories: RECOGNISING EXCELLENCE IN RECRUITMENT MARKETING AND TALENT MANAGEMENT
AWARDS CEREMONY 30 OCTOBER, THE BREWERY.
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T H E BI G STORY: TA L EN T ACQUI S IT I O N AT MO N D E L Ē Z
“We are on a brilliant journey, but we have a huge energy and passion around us, and I think the sky is the limit” Mondelēz recruiters across the globe. A new global customer relationship management (CRM) system was also installed. Looking ahead, Candee is looking forward to the introduction of Workday, which she describes as “the full human capital management system”, in 2020.
Building governance Alongside the more operational aspects of TA, Candee appears most exercised by the effects of the recent restructuring on global strategy and governance, “the ways of working with all of these different locations and regions, and global versus local, and particularly how do we all partner and work together and not be siloed, and work in an integrated fashion with talent management. “The challenge is that we have been a very centralised function, but now you have folks that report into different people [within their own business units].” Candee says it is essential that governance is “very clear about what needs to be global and what needs to be part of a global function”.
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Among the aspects of TA that Candee says must remain global are those that maintain efficiency and effectiveness, such as global end-to-end processes, global technology and the global employer brand. The key is to provide that local agility, Candee says, while at the same time ensuring that “the guardrails of global tools and technology are in place to provide the consistency we need as a large multinational even at a local level”. Candee was heartened by the reaction of the TA practitioners around the world, who told her they feared they would lose their connection with the global TA function as a result of the corporate restructuring. “I was thrilled… because it meant that we did build something great, and I was able to tell them ‘That’s not going to go away’, and that is beautiful,” she says.
Building for the future Looking to the future, Candee has a whole shopping list of what she wants to achieve: integrated talent management covering both internal and external talent, rigorous use of data analytics, and development of AI – all this, while also having “the change management and mindset to go from something that is reactive to something that is proactive and that helps the business go in the right direction”. If that appears a tall order, it appears perfectly suited to Candee’s relentless, driving ambition. “We are on a brilliant journey, but we have a huge energy and passion around us, and I think the sky is the limit for us. If you are not continually striving for something continually better, you have kind of lost the will,” she says. There seems little likelihood of that in this particularly delicious world. ●
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B USINE SS C RE ATIVITY
Recruiters could do a lot worse than learning from child entrepreneurs, as Roisin Woolnough explains p24-26_feature.indd 24
BU S I N E S S C R E AT I V I T Y
eard of ‘The Wolf of Walthamstow’, real name Nathan John-Baptiste? A child innovator, he launched his own business with £5 when he was only 12. Three years later he had 11 employees and was reportedly raking in over £1k a week. His business, called the Walking Talking Shop, was a very simple one – selling sweets and drinks to schoolkids in three different London schools. He would advertise his daily offerings via Snapchat in the morning, take orders and complete the transaction at lunchtime in the boys’ toilets. It all went swimmingly until his school got wind of his venture and shut it down. Such entrepreneurial success is unusual in a child, but not as unusual as people might think. There are actually quite a few child entrepreneurs out there with very successful business models and some started even younger than John-Baptiste – as young as four in
Some of the most successful entrepreneurs born in the 2000s ● Noa Mintz, born 2000, founder of Nannies by Noa ● Mikaila Ulmer, born 2005, founder of Me & the Bees
Lemonade ● Moziah Bridges, born 2002, president and creative
director of Mo’s Bows ● Shubham Banerjee, born 2001, creator of Braigo, a
Brailler printer ● Bella Tipping, born 2002, founder of Kidzationz ● Cory Nieves, born 2004, CEO of Mr. Cory’s Cookies ● Rose Dyson, born 2000, creator of Pura Cosmetics ● Jenk Oz, born 2005, CEO of the website iCoolKid ● Brennan Agranoff, born 2000, creator of HoopSwagg ● Rachel Zietz, born 2000, creator of Gladiator Lacrosse ● Isabella Dymalovski, born 2002, founder of Luv Ur Skin ● Henry Patterson, born 2004, founder of Not Before Tea SOURCES: COMPARETHEMARKET.COM/BUSINESS-INSURANCE/CONTENT/ENTREPRENEURS-BORN-THIS-MILLENNIUM/
I M AG E S | I S H U T T ERSTOC K
the case of Mikaila Ulmer, founder of Me & the Bees Lemonade. Drew Welton, MD at Bamboo Crowd, a recruitment company that specialises in innovation consultants and growth strategists, thinks children are able to be bold and ambitious because they are not afraid to put their ideas into action. They are not held back by fear of the unknown or by ﬁnancial commitments, such as mortgages. “Part of the beauty of these young entrepreneurs is that they have no fear. Rather than being held back by industry norms, they are able to run with an idea and just go for it. They don’t over-think things.” Something that also works in the younger generation’s favour is their familiarity with technology – social media in particular. “This generation are so plugged into social media,” says Drew. “They really understand the power of it.” As tech is driving innovation in every sector, recruitment included, understanding its potential is very important. Simon Chuter, innovation adviser at the Sussex Innovation Centre, agrees with Welton that children are unencumbered by fear, and are therefore free to innovate without constraints. They automatically see the possible and believe it will happen, rather than looking for pitfalls and worst-case scenarios. “Children don’t have ideas and think of all the reasons why it wouldn’t work,” he says. “They ﬁnd reasons to do things and look for the positive. Adults, however, can suffer from paralysis by analysis. They look for so much data, research and validation that they don’t take an idea forward.” To be a successful innovator, you need to have ﬁve key skills, according to the authors of The Innovator’s DNA: Mastering the Five Skills of Disruptive Innovators. Those ﬁve skills are: associating, questioning, observing, experimenting and networking. Chuter says children are innately good at these ﬁve skills, particularly the ﬁrst four.
Associating Chuter describes this as the ability to connect seemingly unrelated questions or ideas and see new opportunities. Children naturally give their imagination free rein, hopping from one idea to the next. “They are less held down by dogma, by rigours of previous thinking,” says Chuter. “Innovation can be beaten out of people, by education and work, but children have the space and permission to play with ideas and explore.”
Questioning Starting around the age of two or three, children constantly question what they see before them, asking why? why? why? all the time. James Silverman, co-founder at rec-to-rec company Hunted, says innovators are also natural questioners. “Hunted’s ethos is to ‘question everything you think you know’. Just because things have been done in a certain way for a long time doesn’t mean an improvement isn’t possible.” Silverman thinks that the process of asking question after question enables innovators to get to the nub of an issue. “Breaking complex processes down into their most simple form is how you may discover there is in fact another way of doing things.”
Observing This is about looking at how something happens. Chuter thinks children are very good observers and at looking at problems from a new, fresh angle. In the business world, this means observing what is going on for customers – what are their key issues? What works for them? What doesn’t? “When you can ﬁnd a value proposition that meets a customer needs, that’s the holy grail,” says Chuter.
Experimenting Central to innovation is the desire to experiment – to do something differently. Steve Beckitt, founder of recruitment technology company SourceBreaker, and winner of WWW.RECRUITER.CO.UK 25
BUSI NE SS CRE ATIVITY
When children have an idea, they naturally want to test it out and they don’t just test it once or in one particular way. They keep at it, often trying lots of different permutations. “Children want to play with an idea and see how it can be done,” says Chuter.
Networking Recruiter’s Recruitment Industry Entrepreneur of the Year in 2018, says the recruitment industry desperately needs to cultivate the desire to experiment. “One of the big difficulties for recruiters is that the old fashioned ways of doing things still works – cold calling and sending emails. So it’s often difficult to get recruitment companies to try different approaches, particularly if they’re making a good amount of money already.”
Networking tends to be viewed as something that adults do, consciously. When it comes to innovation, though, adults can be held back by a desire to keep their ideas to themselves – in case someone else steals their idea or out of fear or being laughed at. If children have a good idea, however, they want to share it and solicit feedback. This is essentially, unconscious networking. “While networking is the most adult trait in The Innovator’s DNA, children actually feel less precious about sharing,” says Chuter.
Demonstrate to end-hirers your commitment to professional and ethical recruitment
There is a lot that recruiters can learn from child entrepreneurs. However, Beckitt thinks in order for innovation to ﬂourish, agencies need to create the right environment for ideas to come to the surface and be allowed to grow. “In recruitment, there are constant time pressures to hit targets and deliver on what they need to do, so people don’t think they can step away and have head space,” he says. “There is a relentless work ethic and people get caught up with the routine, doing the same thing over and over again and it makes money. Recruiters are probably at their most innovative at the start of their career, but then it almost gets hammered out of them.” He would like to see agencies give people the time and space to be more creative and think about how to do things differently and how to improve on what’s already done. But that rarely happens unless the culture allows it. ●
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THE VIEW AND THE INTELLIGENC E
The productivity puzzle and ways to solve it P2 BIG TALKING PO INT
How to create the next generation of leaders P4 LEGAL UPDATE
Changes to right to work checks P6 Issue 73 May 2019
Upcoming training and events P8
I R 3 5 R E FO R M S
Time running out to get the IR35 rules right, the REC warns I
t’s taken longer than anticipated but the government has now published its IR35 ‘Off Payroll Working Rules’ consultation. This sets out several proposals for improving the reform, before the changes come into effect for the private sector in April 2020. The REC has consistently argued that agencies should not bear responsibility for a client’s decision on who falls into IR35 status. The consultation includes some movement on this, with the government saying that liability for unpaid tax and National Insurance Contributions will rest with the party that did not fulﬁl its obligations. Details on this issue include: • Possible legislation to make it mandatory for end clients to share their IR35 determination – and the reason for it – with the worker. • To demonstrate compliance, all parties will be required to communicate the IR35 determination of the contractor to the next party in the supply chain.
@RECPress RM_May_2019.indd 1
• HMRC will go after the end client if: • the end client is the one who failed to give the correct determination/provide the evidence for that determination • the end client failed to communicate the IR35 determination of the client to the agency • the end client is the only entity in the supply chain operating in the UK. The government has also proposed that small companies in the private sector should be exempt from having to determine the IR35 status of individuals and is using the consultation to clarify how this applies to non-corporate entities. This means agencies supplying the contractors are likely to need to systematically check the status of the client they are providing services to.
“Overall, these changes will not be easy to implement by April 2020.”
As both the issue of liability and small business exemption may well add complexities for agencies, the REC has committed to continued engagement with HMRC and Treasury to ﬁnd workable solutions. “The clock is ticking on getting the rules around IR35 right so that they work well for individuals and recruitment agencies,” says Tom Hadley, the REC’s director of policy and campaigns. “Overall, these changes will not be easy to implement by April 2020. We hope government does not drag its feet in publishing the ﬁnal legislation and businesses are given at least six months from the ﬁnal legislation to prepare. The REC will be working closely with our members and government to ensure the changes are workable and that compliant businesses are not penalised.” Ornella Nsio, REC stakeholder engagement manager
www.rec.uk.com 04/04/2019 16:31
L E A D I N G T H E I N D U S T RY
the view... Here’s a question to ponder, says NEIL CARBERRY, REC chief executive: what will recruitment look like in 20 years?
hanges in how we work will mean recruiters adapting what we do. More ﬂexibility will be essential, whether we’re working towards securing a candidate their dream job or supporting clients to ﬁnd the right people for their business to grow. There is likely to be no one dominant pattern to how people work, and helping companies to explore the possibilities with candidates, in what will be an increasingly candidate-driven market, will be an essential skill for recruiters. Reaching wider in our search for the right person and helping clients construct the right approach will help them retain staff, but also meet their goals on skills development, diversity and inclusion. How we will manage this kind of change needs to be thought about now. Clients are increasingly asking questions about it. To help you get there, we’re delighted to invite you to join us at TREC 2019. The REC’s annual Talent, Recruitment & Employment Conference on 4 June is where we bring the sector together with clients to discuss the big challenges and opportunities we share. It’s the ﬂagship event of our Good Recruitment Campaign, which commits to good practice and the strategic importance of recruitment, and focuses on the long-term value generated by the sector. And now in its sixth year, the day is jam-packed with great speakers, panel sessions and roundtable discussions so that you can share ideas with peers and be inspired to make positive changes. I’m delighted that Bruce Daisley, vice president of Twitter and best-selling author of The joy of work will be our opening key note speaker. Bruce will be joined by business leaders such as Tony Danker of Be the Business, the organisation set up by FTSE CEOs to address people and productivity, and inspirational speakers like adventurer Bonita Norris. Some of the hot topics that we’ll be covering include the future of jobs and the changing world of recruitment; looking at ways of creating a positive candidate experience; creating a strong employer brand; embedding HR and recruitment technology; and ﬁnding ways of designing the talent acquisition function of tomorrow. What sets TREC apart from other HR conferences is that it is practical, engaging and focused on the future – you’ll get to have your say and have your questions answered. I hope to see you there. To register your interest, visit rec.uk.com/TREC2019 If you want to keep up to speed with all things recruitment then follow me on Twitter @RECNeil
2 RECRUITMENT MATTERS MAY 2019
It’s time everyone viewed ﬂexibility more positively, says TOM HADLEY, REC director of policy and professional services HADLEY ’ S C O MMENT
Flexible work is good work With the jobs market in ﬂux, worker expectations and employer needs constantly evolving, and political scrutiny on employment practices intensifying, now is the time to ramp up one of our core campaigning messages: ﬂexibility and good work go hand in hand. The Matthew Taylor Review into modern working practices has energised the debate around what constitutes ‘good work’. Taylor himself agreed that ‘two way’ ﬂexibility can beneﬁt both individual and employers. We agree, and our latest ﬂurry of external meetings with employers, business bodies, trade unions and government departments have been an opportunity to land the core message that ﬂexible work is good work. We will crank this up to 11 over the coming months. Here’s how: • Showcasing ‘good work’ in action – REC members across a range of sectors are providing fantastic support to workers and contractors. Examples include targeted Employee Assistance Programmes for temporary staff, circulating ‘know your rights’ fact sheets and ‘celebration days’ to recognise individual contributions. • Challenging negative pre-conceptions – The best way to do this is to amplify the voice of individual workers who choose to work via an agency. As well as producing great data, our research increasingly focuses on telling good and authentic stories from the 1 million plus out on assignment on any given day. • Driving social innovation – How can we further enhance opportunities for people on ﬂexible contracts? Making the Apprenticeship Levy into a broader skills levy that beneﬁts more workers is a campaigning priority and we will continue to provide government with practical solutions to emerging labour market challenges. • Inﬂuencing client behaviour – A core aim of our Good Recruitment Campaign is to drive good practice in the way that employers manage their contingency workforce. This can be as basic as ensuring better inductions for agency staff – a core theme of our work with the Royal College of Nursing (RCN) in the Health & Social Care sector. The steady decline in the availability of temporary workers – as ﬂagged in our monthly ‘Report on Jobs’ – has increased the need for client organisations to embrace new approaches. Now is the time for the recruitment sector to lead the way and decisively show that ﬂexibility and good work go hand in hand. You can follow Tom on Twitter @hadleyscomment
the intelligence... Puzzling productivity BY JOSH PRENTICE, RESEARCH OFFICER
he UK’s jobs market has been incredibly strong over the past few years, with ﬁgures from the ONS showing record high rates of employment and the lowest unemployment rates since the mid-1970s. But while the UK has a relatively strong labour market compared with the rest of the G7, according to comparisons from the OECD, the productivity of that labour is relatively low. According to the ONS, in 2016 the gap between the UK’s productivity and that of the other six G7 countries, in terms of GDP output per hour worked, was 16.3%. The gap widens to 26.2% when comparing the UK with Germany. What’s more, the UK has been losing ground on most of the G7. According to the same ONS release, the UK’s productivity had grown by just 1.6% between 2007 and 2016 compared with 5.7% growth in Germany and 9.1% growth in the USA. In fact, of the G7 countries, only Italy performed worse during the same period. The most concerning aspect for the UK is what’s known as the ‘productivity puzzle’. The UK, along with the rest of the G7, experienced relatively strong productivity growth before the ﬁnancial crisis, but has seen slow rates of growth since then. In 2016, the UK’s levels of productivity were 15.6% lower in reality than they would have been had its pre-downturn rate of growth continued. That gap for the rest of the G7 – its productivity puzzle – was only 8.7%. So why has the UK’s productivity growth seen such a
AVERAGE DEBTOR DAYS CONTINUE TO NUDGE HIGHER Average number of debtor days: RIB Lower Quartile Recruiter Average number of debtor days: RIB Median Recruiter Average number of debtor days: RIB Upper Quartile Recruiter
64.3 59.7 52.1 42.4 33.2 2015
53.2 50.0 44.8 36.0
According to the ONS, in 2016 the gap between the UK’s productivity and that of the other six G7 countries, in terms of GDP output per hour worked, was 16.3%. The gap widens to 26.2% when comparing the UK with Germany.
slump in the years since from 2007? There are many factors at play, but one issue is the UK’s poor track record of investing Sustained, targeted investment is in training and skills. A recent study needed, both from the government by the Social Mobility Commission and the private sector, if this issue reported that the UK has relatively is to be resolved. Recruiters have a low spending on vocational skills part to play in this. As the experts compared to its main competitors. on their local labour market, they In fact, the UK remains below the EU are in a unique position to provide average on the proportion of GDP information about where the skills spent on training and education, the shortages are and where activity proportion of employees accessing needs to be targeted. The REC training, and spending per supports them in doing this employee on training courses, through comprehensive as well as other measures. research and timely Government spending on data, and its campaign adult skills also appears activities focus to be falling over The growth on empowering time, and this lack in UK recruitment agencies of investment is reﬂected in productivity the British workforce’s skill between 2007 to upskill the country’s temporary workforce. In turn, levels – England was ranked and 2016 this will allow them to ﬁll the 14th for literacy and 18th gaps in the labour market and for numeracy by the OECD’s boost productivity. Survey of Adult Skills.
The latest information from Recruitment Industry Benchmarking’s RIB Index shows that the median industry recruiter has continued to experience a rise in the average number of debtor days – up to an average of 52.8 across 2018. Set into historical context, the average for the median recruitment rose from 42.4 days in
2015, through 44.8 days in 2016 to 50 across 2017 – and far from improving in 2018, the ﬁgure continued to rise to 52.8. Encouragingly, however, those with a tight rein on debtors – as evidenced by the performance of the lower quartile recruiter – rose from just 33.2 to 37.1 days over the same period. Conversely,
those most challenged by debtor days – the upper quartile – saw the average rise from 52.1 to 64.3. As market uncertainty is set fair to continue, the importance of benchmarking performance against other recruiters to maximise performance cannot be underestimated.
BELINDA JOHNSON runs employment research consultancy, Worklab, and is Associate Knowledge & Insight Director of Recruitment Industry Benchmarking (RIB). The RIB Index provides bespoke conﬁdential reports on industry benchmarks and trends. See www. ribindex.com; firstname.lastname@example.org: 020 8544 9807. The RIB is a strategic partner of the REC.
MAY 2019 RECRUITMENT MATTERS 3
THE LEADERSHIP CHALLENGE
big talking point
How recruiters can help create the next generation of leaders The fast-changing world of work means it has never been more important to ﬁnd leaders and managers up to the job. But where do you start?
he UK currently has too many untrained managers and leaders ill-equipped to tackle the catalogue of challenges facing business today. Improving productivity and driving business growth; responding to technological change, economic uncertainty and Brexit risks; ﬁnding talent and supporting employee wellbeing; they are all dependent on a new approach to leadership. The REC’s latest Future of jobs whitepaper, ‘Leadership 2025’, explores what this looks like.
What makes a good leader? When giving evidence to the REC’s Future of jobs commission, the Chartered Management Institute identiﬁed speciﬁc behaviours that future leaders will need to demonstrate, including the ability to share their thinking, admit mistakes, encourage people to raise issues, and uphold company values. The pace of change ﬁrms are navigating also puts a premium on inspirational, high-visibility leaders. Technology has a role to play in the way expectations of leadership are shifting too. It will automate more and more administrative tasks, and offers the potential to provide data
4 RECRUITMENT MATTERS MAY 2019
on just about anything about an organisation. This will free up managers to focus on areas where human judgement is required. But it puts good judgement skills in the spotlight, and managers will need a more people-centric style and the ability to think ahead. And the increasing emphasis on project-based work – characterised by collaboration and complexity, innovation and creativity – requires not only strong leadership, but also leaders to be team players.
So how do you ﬁnd the right people? The REC highlights that it will become increasingly critical to nurture talent from within businesses, offering clear routes of progression into senior roles and removing the barriers that stand in the way. But, as ever, good recruiters can – and will need to – help them to do so. Many of the barriers are those related to diversity and inclusion. Inclusive hiring will drive inclusive leadership, as will helping to promote ﬂexible working. And recruiters are well placed to ask the important questions that will prompt changes in hiring behaviour. Some recruitment ﬁrms are going the extra mile to create networks to help improve conﬁdence among candidates and drive best practice among clients, which in turn will help lead to industry wide change. For example, interim management specialist Green Park has launched a diversity initiative with the ambition to effect an extra 150,000 diverse hiring choices over the next ﬁve years. It is doing this by working with organisations across all sectors to understand and share best practice, as well as providing practical tools and guidance. Similarly, Harvey Nash’s senior women’s network (Inspire) and ethnic diversity programme (Engage) have focused on reaching a wider talent pool to diversify shortlists and
THE LEADERSHIP CHALLENGE
THE LEADERSHIP CHALLENGE AND THE REASONS TO ACT £84bn – the cost of poor management to UK employers, according to the OECD 2.4 million – the number of ‘accidental managers’ – promoted because they are good at what they do, but who have no training and skills to manage people, according to the Chartered Management Institute 43% – the proportion of line managers surveyed by the CMI who rate their own manager as ‘ineffective’ 36% – the proportion of middle managers who say they fully trust their leader 1.5 million – the number of extra women who need to be managers by 2024 to close the gender gap
provide candidates support. Insight from those networks is now being used to help its clients shape their own recruitment and development strategies.
Driving good recruitment at all levels Innovation in senior level recruitment will be as important as ever, so the pressure is on executive search ﬁrms to get it right. But recruiters need to drive good recruitment practice at all levels to make a real difference. And that includes working with schools and colleges to create a grassroots talent pipeline.
EIGHT WAYS RECRUITERS CAN HELP 1. 2. 3.
Drive innovation in senior level recruitment
Promote diversity and inclusion
Spread the word on ﬂexible hiring
Work with schools and colleges to create a grassroots talent pipeline
Drive good recruitment at all levels Create networks to drive sector and industrywide change
Use feedback from candidates and those leaving their roles
Practise what we preach to develop great leaders in the recruitment sector
6% – the number of top management positions held by BAME employees, despite them making up 12.5% of the UK population In response to a key recommendation from the Future of Jobs commission, the REC set up its Future of Jobs Ambassador network. This is designed to build a bridge between education and the world of work, by giving recruiters the opportunity to play a proactive role in providing work experience placements, jobs, advice and coaching. But it needs more businesses to get engaged, and young people still need more visibility of the different jobs and career paths on offer.
Practise what you preach Importantly, recruiters also need to inspire clients to change by being great leaders themselves. If clients can see recruiters who are genuinely passionate about their role and in it for the long haul, fostering longterm relationships with openness and honesty; if they can see their partners adapting to the changing business environment and embracing best practice, they will listen to the advice they have to offer. This opens up the opportunity for recruiters to play a genuine consultative role. But to do so, recruiters need to demonstrate their understanding of the sector and their client’s needs. And they should be able to provide the bigger picture around the external political, regulatory and labour market developments that will impact on clients and hiring activities. Effective workforce planning must become the norm. And by prompting clients to look ahead, recruiters will be giving ﬁrms a ﬁghting chance to secure the future leaders with the right skills to battle any challenge that comes their way.
MAY 2019 RECRUITMENT MATTERS 5
R I G H T TO WO R K C H E C K S
Changes to right to work checks By PATRICK MILNES – legal advisor, REC
n January this year, the Home Ofﬁce made some key changes regarding how right to work checks can be completed for non-UK nationals by both employers and recruiters. The Home Ofﬁce guidance contains two signiﬁcant updates: • Employers and recruiters are now able to use the Home Ofﬁce’s new online right to work checker to establish their statutory excuse to avoid liability for a civil penalty in the case that a worker is found to be working illegally
ATLAS PAY GTP PARTNERS WITH CARDNO TO FACILITATE PLACEMENT OF CONTRACTORS IN EMERGING MARKETS
6 RECRUITMENT MATTERS MAY 2019
• It is now acceptable to use a short-form birth certiﬁcate or adoption certiﬁcate as proof that an individual has the right to work in the UK. With regards to the online checks, these are currently only available to non EEA nationals who hold either a biometric residence permit or a biometric residence card, or EEA nationals with a passport or national identity card with settled to pre-settled status.
REC ofﬁcial business partner Atlas Pay GTP has leveraged its international footprint to secure a contract with London based Cardno, an international organisation that supports and facilitates NGOs and large infrastructure projects around the globe. Cardno operates in a range of sectors from international development to mining and sustainable resources. A core part of Cardno’s business is placing high calibre
The online checking service works by allowing individuals to view and share their Home Ofﬁce right to work record with relevant parties, which the prospective employer and recruiter will ﬁnd useful. In order for the check to be sufﬁcient to establish the statutory excuse, the person performing the check will need to retain evidence of the fact that an online check has been done. This can be done by saving or printing the ‘proﬁle’ page of the individual, including their picture, conﬁrming their right to work in the UK and retaining this securely to provide as evidence in the case of illegal working allegations. The other change means that it is no longer a requirement when using a birth or adoption certiﬁcate as part of a right to work check for the certiﬁcate to be the long-form version. Employers and recruiters will now be able to also use short-form certiﬁcates, but should still note that the certiﬁcate alone will not be sufﬁcient evidence of right to work. In order to be valid, the certiﬁcate must be combined with an ofﬁcial document which gives the individual’s UK National Insurance number and their name, and was issued either by a government agency or a former employer. These two changes came into force on 28 January 2019 and this article is only applicable to checks carried out from the above date.
professionals in a variety of roles supporting international infrastructure projects. This creates numerous challenges relating to the remuneration of contractors and staff, especially in emerging markets. In response, Cardno tested several payment methods, particularly in countries with underdeveloped ﬁnancial infrastructure where employees were forced to carry large amounts of cash across borders.
Atlas Pay GTP, which has bank partnerships in over 30 countries, is implementing a prepaid MasterCard programme with Cardno, enabling them to transfer funds to staff and contractors quickly, easily, and securely. The Atlas Pay GTP programme also gives Cardno increased control over the expensing of those staff, reducing the time and cost required for internal administration.
I N S P I R AT I O N To keep up to date with everything the Institute of Recruitment Professionals is doing, please visit www.rec-irp.uk.com
DENIS O’DRISCOLL, founder of
What I know
BEHIND THE SCENES AT THE INSTITUTE OF RECRUITMENT PROFESSIONALS
RICHARD JONES, executive search
interim management specialist Corvin Fox, on releasing business potential
director at Forward Role, on effective executive recruitment
Getting help from experts is as important for your own business as it is for your clients
I realise I’m continually developing, and my team are too. It never stops.
You’ve been recruited to develop the FR Exec arm of Forward Role. What do you want to achieve?
I supply experts, so I know what value they can add. I get a huge kick out of ﬁnding the right interim manager to help in a turnaround or drive new business – and seeing the results. But when I started my business, my background was in the food and drink industry, which I set out to serve, and I had experience as an interim manager. But I didn’t understand recruitment quite as well as I thought. Getting in a recruitment expert to help made no end of difference to our business performance. We achieved our ﬁve-year plan within a year. We’re now REC accredited and have a lot of training under our belts. And I still have a business coach, because
Success requires personal commitment
Forward Role is already a highly respected brand in the sector, with a mix of high growth private-equity backed businesses and large FTSE clients. I joined because I was impressed by their delivery record, and the way they combine state of the art tech with traditional search methodologies. My remit is to continue to scale the proposition into the transformation and change sectors and wider PE market.
Finding capable leaders in the current climate is difﬁcult. It’s where having a big network is important, as is taking a personal interest in hunting out success stories. But don’t necessarily judge a candidate by their last performance either – different styles suit different jobs. It’s why I won’t put someone forward without meeting them ﬁrst. CVs can’t beat the personal touch. Getting a sense of what they’re about and how capable they are is vital for getting the right ﬁt for both the candidate and the company.
What’s the best way to help clients ﬁnd executives to lead their own change projects? In today’s digital age everybody is looking at some element of digital transformation and change, but technology is just the enabler. The people responsible for making change happen have always
been in high demand. Some clients talk about transformation and the desire to change, but it’s when a client truly commits to change and can clearly articulate the strategy that they have the opportunity to create the most compelling story for the market and engage with the best change leaders.
You’ve had several roles working in-house as a recruiter, how much does that help? You should never underestimate the importance of understanding the vision, objective and culture of your client, while knowing your clients’ competition, strategy and the broader market. Working in-house has enabled me to see far beyond a one-off hire and has widened my perspective on offering different solutions, the need to track talent and the importance of becoming a trusted partner.
MAY 2019 RECRUITMENT MATTERS 7
Upcoming training The courses over the next two months that will help you to perform at your best, and deliver for your team 1 May
Recruitment Law: Supplying Limited Company Contractors (London)
Balancing Act (London)
Essential Skills for Permanent Recruiters (London)
Advanced Management Skills (Manchester)
11 June Introduction to Recruitment Practice (London)
25 June Successful Account Management (London)
12 June Telephone Sales (Bristol)
26 June Management Essentials (London)
13 June Interviewing Skills (Swindon) Perfect Client Meeting (London)
2 July Customer Service for Recruiters (London)
18 June Start Up Your Own Agency (London) Business Development Planning (London)
3 July Interviewing Skills (London)
2 May Recruitment Law: GDPR (London) Social Media Recruiting, Mastering LinkedIn (Birmingham) 8 May Introduction to Recruitment Practice (Birmingham) 14 May Business Development Planning (Newcastle) Start Up Your Own Agency (London)
23 May Recruitment Law: Supplying Limited Company Contractors (Leeds) 4 June Social Strategy & Branding (Birmingham) 5 June Essential Skills for Temporary Recruiters (London) Management Essentials (Birmingham)
Upcoming events Navigating Brexit series… in Manchester (8 May), Edinburgh (22 May), Cambridge (6 June), York (19 June), Birmingham (27 June) Preparing for IR35 series… in Southampton (16 May), London (23 May, 16 July), Leeds (18 June), Norwich (25 June), Birmingham (2 July), Manchester (10 July)
Webinars: 9 May: Talking Recruitment 5 June: Health & social webinar Sector meetings at the REC, London: 14 May: Construction 15 May: Life sciences 11 June: Industrial 26 June: Professional services 3 July: Education 4 July: IMA
4 July Telephone Sales (London)
TREC 2019 The Talent, Recruitment & Employment Conference What: The ﬂagship event of the Good Recruitment Campaign When: 4 June Where: Grand Connaught Rooms, London
For more information, visit www.rec.uk.com/training-and-events
8 RECRUITMENT MATTERS MAY 2019
The ofﬁcial magazine of The Recruitment & Employment Confederation Dorset House, 1st Floor, 27-45 Stamford Street, London SE1 9NT Tel: 020 7009 2100 www.rec.uk.com
Membership Department: Membership: 020 7009 2100, Customer Services: 020 7009 2100 Publishers: Redactive Publishing Ltd, Level 5, 78 Chamber Street, London E1 8BL Tel: 020 7880 6200. www.redactive.co.uk Editorial: Editor Pip Brooking Pip.Brooking@rec.uk.com. Production Editor: Vanessa Townsend Production: Production Executive: Rachel Young email@example.com Tel: 020 7880 6209 Printing: Printed by Precision Colour Printing © 2019 Recruitment Matters. Although every effort is made to ensure accuracy, neither REC, Redactive Publishing Ltd nor the authors can accept liability for errors or omissions. Views expressed in the magazine are not necessarily those of the REC or Redactive Publishing Ltd. No responsibility can be accepted for unsolicited manuscripts or transparencies. No reproduction in whole or part without written permission.
CONGRATULATIONS TO OUR 2019 SHORTLIST AGENCY RECRUITMENT LEADER OF THE YEAR
» Charlie Appleyard: Director, Annapurna Recruitment » Saffa Ayub: Founder / Managing Director, Bramwith Consulting » Sasza Bandiera: Managing Director, Oyster Partnership » Rod Carmichael: Managing Director, CarmichaelUK » Debbie Caswell: COO, Search Consultancy » Tanya Loosemore: Managing Director, RGB Recruitment » Raj Tulsiani: CEO / Co-Founder, Green Park IN-HOUSE RECRUITMENT LEADER OF THE YEAR
» Craig Morgans: Head of Talent Acquisition, HR
BEST APPRENTICE / SCHOOL LEAVER RECRUITMENT STRATEGY
» Able to Enable: Barclays in partnership with Capp & Co
» DATS Apprenticeship Scheme: DATS Recruitment » Greene King » Purple People Academy: Learning Curve Group IN-HOUSE INNOVATION IN RECRUITMENT
» Community Values and Giving Back: New Directions
» Student Recruitment Reimagined:
PwC in partnership with Amberjack » SAP Employer Brand Team Sponsors Rob Cross: SAP
Shared Services, Learning & Development, The AA
MOST EFFECTIVE EMPLOYER BRAND DEVELOPMENT
» The Audley Way - Forget cocoa. Think Mojito…:
» Adrian Thomas: Head of Executive Recruitment, RECRUITMENT INDUSTRY ENTREPRENEUR OF THE YEAR
» Toby Babb: CEO, Harrington Starr » Nicholas Barton: Founder / CEO,
The Barton Partnership » Mark Beavan: Head of Agency, That Little Agency » Danny Brooks: CEO, VHR » Robert Chingwalu: Owner / Manager, East Point Care » Richard Cooke: Managing Director, Seven Resourcing Ni Lockwood: L k d Founder F d / Director, Di t Intuitive I t iti » Nina Interim & Exec Search BEST CANDIDATE EXPERIENCE
» Building What Matters: Engineering, Exceptional
Audley in partnership with Omni RMS
» This is world moving - Employer Brand:
Bombardier Transportation in partnership with TMP Worldwide » Love your everyday: Bupa Dental Care in partnership with Blackbridge Communications » Clearly Hastings Direct: Hastings Direct in partnership with That Little Agency » Roc Search EVP: Roc Search » SAP Employer Brand: SAP » Ready for ANYTHING?: The AA in partnership with PeopleScout BEST IN-HOUSE RECRUITMENT TEAM
» Recruitment Team, Bupa Dental Care » Careers @Evolution: Internal Recruitment Team,
Candidate Experience: Atkins in partnership with Amberjack » MRL Academy Programme: MRL Consulting » Strategic People
Evolution Recruitment Solutions » JCB » Optimus Search » Global Employer Brand Team, SAP » The Sodexo UK Recruitment Team, Sodexo
BEST GRADUATE RECRUITMENT STRATEGY
BEST RECRUITMENT AGENCY MARKETING TEAM
» Discovery Portal: Accenture
» Acorn Recruitment » Darwin Recruitment » Fircroft Engineering Services » Harrington Starr » Meet Recruitment » PMP Recruitment » Rullion » Talent International
in partnership with Capp & Co » Take Centre Stage: Chivas Brothers in partnership with Pink Squid » Beat the Game Changers: Vodafone in partnership with Pink Squid
BEST CANDIDATE CARE
» Bramwith Consulting » CarmichaelUK » Grovelands » Intuitive Interim & Exec Search » MLC Partners » PeopleScout » Service Care Solutions » Social Personnel BEST CLIENT SERVICE
» ASAP Pertemps » BOWER Talent » Bramwith Consulting » Class People » Darwin Recruitment » fdu » ISE Partners » Kite Human Capital » Net Talent » The Barton Partnership » Trust in Soda BEST BANKING / FINANCIAL SERVICES RECRUITMENT AGENCY
» Broadgate Search » Grovelands » Harrington Starr » Investigo » Morgan McKinley » Paul Harper Search & Selection R b tW Walters lt » Robert » Sanderson BEST ENGINEERING RECRUITMENT AGENCY
» Astute Technical Recruitment » CarmichaelUK » Core Talent Recruitment » Fircroft Engineering Services » Gap Technical » Rullion » The Green Recruitment Company » VHR
BEST INTERNATIONAL RECRUITMENT AGENCY
MOST EFFECTIVE BACK OFFICE OPERATION
MOST EFFECTIVE COMPLIANCE OPERATION
» Amoria Bond » Fircroft » Hamlyn Williams » Leap29 » NES Global Talent » Opus Talent Solutions » Robert Walters » Talent International » The Green Recruitment Company » VHR
» Eames Consulting Group » Extrastaff » Fircroft Engineering Services » Goodman Masson » Gravitas Recruitment Group » Liquid Personnel » Marlin Green » Seven Resourcing
» Coyle Personnel » Day Webster » Liquid Personnel » NES Global Talent » Rullion
BEST IT / TECHNOLOGY RECRUITMENT AGENCY
» Amsource Technology » Darwin Recruitment » Finlay James » Hunter Bond » La Fosse Associates » Lorien » Rullion » Talent International » Trust in Soda » Xpertise Recruitment BEST NEW AGENCY
» Carestaff Bureau » (GXFDWH6WDIĆQJ » Jark Ipswich » Marks Consulting Partners » Signify Technology » Source Group International » Vertus Partners » Xplore Pharma BEST PROFESSIONAL SERVICES RECRUITMENT AGENCY
» Annapurna Recruitment » Bramwith Consulting » Morgan McKinley » Oakleaf Partnership BEST PUBLIC / THIRD SECTOR RECRUITMENT AGENCY
» Day Webster » Gravitas Recruitment Group » MLC Partners » PeopleScout » Peridot Partners » Sanctuary Personnel » Social Personnel » The Finegreen Group BEST TEMPORARY RECRUITMENT AGENCY
» Acorn » Amoria Bond » ASAP Pertemps » Coyle Personnel » Day Webster » ERSG » gap personnel » PMP Recruitment
OUTSTANDING OUTSOURCED RECRUITMENT ORGANISATION
» Amberjack » Biffa in partnership with GRI » Green Park » NES Global Talent » Omni RMS » PeopleScout » Hovis in partnership with Seven Search & Selection » Volt Consulting Group
RECRUITMENT AGENCY OF THE YEAR – MICRO (UP TO 10 EMPLOYEES)
» BOWER Talent » Greybridge Search & Selection » InfoSec People » Mase Consulting » MLC Partners » Neaves & Neat Employment Services » Octopus Personnel » TalentHawk
RECRUITMENT TECHNOLOGY INNOVATION OF THE YEAR
» 4MAT » Amberjack » Capp & Co » Chris Curd Design » CloudCall » Hinterview » Morson International » Syft
RECRUITMENT AGENCY OF THE YEAR – SMALL (11-49 EMPLOYEES)
» Amsource Technology » Baltimore Consulting » Camino Partners » DMJ Recruitment » EMEA Recruitment » Hunter Bond » Hyper Recruitment Solutions (HRS) » Marlin Green » The Green Recruitment Company » Totum Partners » Trust in Soda » Venari Partners
RECRUITMENT INDUSTRY SUPPLIER OF THE YEAR
RECRUITMENT AGENCY OF THE YEAR – MEDIUM (50-249 EMPLOYEES)
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» UK Recruitment/Brand Awareness Campaign:
Bombardier Transportation in partnership with TMP Worldwide » Summer Campaign: Harrods in partnership with Pink Squid » Make every journey better: Heathrow in partnership with Blackbridge Communications » How far will Curo go for Microsoft contractors: Microsoft in partnership with Curo Talent » The AA Ready for ANYTHING? Challenge: The AA in partnership with PeopleScout » Beat the Game Changers: Vodafone in partnership with Pink Squid
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E UPSTART EARPIECE CO M M UNITY
HELPING TO CODE THE NATION BY COLIN COTTELL
“100% of those who started these courses have completed it, ending up with a qualification equivalent to a GCSE – for some, it’s the highest educational qualification they have ever had”
fter working in IT and technology recruitment for 30 years, Andy Lord, co-founder and CEO of AIM-listed IT, digital and technology recruiter ReThink, came to a rather sobering conclusion. Although he says he owes a debt of gratitude to the industry for which “I have a lot of love”, it had lost sight of its original purpose. With the war for talent “raging and raging and raging”, and official predictions ANDY LORD CEO OF CODE NATION that by 2020 there would be a 1m shortfall in the talent needed just to handle known projects, Lord says that the industry’s “sole purpose in life had ended up being to move people from one place to another to Lord, that this was a full-time project that another”. needed a full-time CEO – a conclusion that led Not only did this give people “an inﬂated to Lord leaving the company he had founded: view of their own worth, with some people “It was done in the nicest possible way that with only 12-18 months’ experience enjoying you can when you are a CEO of a company, and salaries of up to £50k, but it also risked more you say ‘I am going to quit and do something and more projects being offshored, and forced that I really love’.” more people to consider bringing in more people Although the US was the inspiration, Lord says from Europe”, says Lord. that from the start his vision was different. Not for Following a discussion with business partner David Muir, him the typical US boot camp model, where about two previously a partner at KPMG, Lord says they both arrived at thirds of the way through the course provider “becomes a the inevitable conclusion: “No matter how you cut this and recruitment business, and sells you to the highest bidder”. do the maths, the challenge is there aren’t enough people.” “The ﬁrst thing was to make it more business-led, rather Lord says his search for potential solutions went right than led by the course provider, and to get employers to tell across the globe, and in particular to the US – “leaders in us what the curriculum should look like,” he explains. His agile working” – where he says he ﬁnally found his second guiding principle was to make it free to hire a inspiration: the boot camp. Although a relatively new graduate from Code Nation, something that he accepts “is concept in IT/technology in the UK, Lord explains the boot massively disruptive in an industry where everybody else camp is ubiquitous in the US. “When people talk about a charges £5k”. However, Lord says this is on condition that career in tech, the next question is, ‘Which boot camp are employers (or Code Nation’s pledgers) agree to come and give you going to go to?’,” he says. students an inspirational talk. “They talk about what it is really like to work in tech, the kind of projects people might Birth of a new Nation be working on, the hours and the environment – there are And so, funded in its early stages by ReThink, which remains some organisations where people still wear a shirt and tie, a minority shareholder, Lord says Code Nation was born, and others where they work in shorts and smoke with him and Muir the co-founders. It was soon clear, says e-cigarettes.”
I M AG E S | I STO CK
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Code Nation’s pledgers include AO.com, BAE Systems, N Brown Group and Moneysupermarket Group. Code Nation courses are divided into two categories. The ﬁrst, Develop Your Skills courses are subdivided into two subjects: software development and cyber security. Mainly aimed at unemployed people on beneﬁts, these students are often joined by employees sent by their companies. The ﬁrst Develop Your Skills course started in Chester in November 2018. Develop courses last for three weeks. According to Lord, 100% of those who started these courses have completed it, ending up with a qualiﬁcation equivalent to a GCSE – for some, he says, “the highest educational qualiﬁcation they have ever had”. The second category is Master Your Skills courses. The ﬁrst Master course in software development is already up and running. The ﬁrst Master course in cyber is due to start in July. Master Your Skills courses run for 12 weeks.
John Cleary, CEO and founder of Manchester-based software company Createk, says: “The reason we wanted to work with Code Nation to hire graduates [is because] we could see they were investing in people – in the way they worked, the community that they put in place, the way the alumni come back and give talks – the way they come in and enthuse the next generation of developers. It was a full package, something we hadn’t seen elsewhere.” L-r: John Cleary with graduate Olivia Atkinson
softer skills. “These are the sort of things that businesses told us would make them want to hire a techie person,” says Lord. They include communication skills, a great attitude, how to do a presentation, the ability to think laterally and to work in teams of all sizes, as well as a collaborative “Let’s solve it together” approach. “When they pop out the other end, it’s these things that make them employable, not just the fact they have learned to code. We call it business readiness, and if I could patent it I would. It runs through all our curricula.” One of the more exotic aspects is yoga. “Not because we want a load of yoga bunnies, but because it gives people an opportunity to get away from their desk and press the reset programme on their brain, which allows people who have been thinking a certain way to solve a problem.” Students also discuss self-limiting beliefs, says Lord. “These are the things that you think are holding you back,” he explains. “We have had people in tears saying ‘My dad said I will never amount to anything, so I am doing this to prove him wrong’.” Impostor syndrome – the belief that you don’t really deserve what you are getting, and that you will be found out at any time – is also covered. With graduates ﬁnishing
Personal empowerment Although 60% of Code Nation training is around the technical aspects, which is important, Lord says that running throughout is an emphasis on
John Cleary and Olivia Atkinson
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the course commonly starting on £23k or £24k, there is a bit of ‘How on earth do I deserve that if I have only had 12 weeks’ coding experience?’. Lord says to counter this, tutors “do a real good retro” of their achievements on the course, building their conﬁdence to the point where they believe ‘You know what, I am a coding rock star’.”
Developing rock-star coders Lord says that even if a person has never done any coding before, this doesn’t necessarily bar them. “We have a saying ‘Not everybody can be a coder, but a good coder can come from anywhere’. We take all comers.” Consequently, before being accepted on the Develop software course, these individuals will be asked non-technical questions, such as ‘What do you think this might lead to?’. Lord accepts that three weeks is not long enough to persuade an employer that a person is a software developer. “Absolutely not,” he says. However, he counters, “it is long enough to inspire an individual to say ‘This is a career I would really like to have’.” And equally, he says the three-week basic course can be an effective gateway for progression onto the longer Master course, where students can enrol as apprentices under the government’s Apprenticeship Levy scheme. Under this, employers with a salary bill of at least £3m a year can use the levy to pay for the cost of the Master course, while employers with smaller salary bills can access up to 95% of the £6k cost from the government’s central levy fund, meaning that from April 2019 they only pay £300. Lord explains that it is through the Apprenticeship Levy and students paying
CO D E N AT IO N B O OT C A M P A W IN N E R Man Lee Cheung from Bolton says Code Nation’s boot camp-style learning approach has paid dividends, enabling her to secure a junior developer apprentice role at AO.com. Not only did Code Nation help her with funding, by securing a BAME scholarship that allowed to complete its 12-week Master coding course, she says the way the course was run really worked for her. “I found the subject hard to learn independently, so the boot camp style learning is what I needed to sink my teeth into it.” Cheung says the one-to-one support provided by Code Nation staff, which included helping her secure an apprenticeship at AO.com, also made a big difference.
privately that Code Nation – “an unashamedly commercial entity with a huge philanthropic vein running through us” – makes its money. He says that while not everyone who ﬁnishes the Develop course goes on to become an apprentice, the fact that they have completed the three-week course means that a quarter of those graduates go on to the Master course as apprentices paid for by eager employers. “They have done a whistle-stop tour through Java and Swift, and they have passed the course. But more importantly, they have turned up every day keen and enthusiastic,” says Lord. Lord says that whether it’s the three-week or the 12-week course, partnering with Code Nation not only appeals to employers’ altruistic instincts, but crucially also to their self-interest. “If you want to make a difference to somebody’s life, either way, here is a talent pool that you have probably never had put in front of you before,” he says. Lord says he gets particular satisfaction from providing opportunities for people who otherwise are in danger of missing out. “We have taken people who are perhaps sat at home saying ‘if only someone would give me a chance’, and taken them and put them into highly paid apprenticeships in the fastest growing industry in the world. That is why we love what we do – that is the most important thing I can tell you today,” he says. ●
32 RECRUITER 20192015 40 RECRUITER MAY AUGUST
CO M M U N I T Y
SOCIAL NETWORK WHAT HAVE YOU BEEN UP TO? GET IN TOUCH!
From turning the ofﬁce red, cycling to Japan and helping turn kids into book-reading fans, you’ve been busy since the last Recruiter… ATHONA RECRUITMENT TOTS UP FUNDRAISING TOTAL
FUTURES STAFF HAVE A LAUGH AND RAISE £500 FOR COMIC RELIEF
Staff at Athona Recruitment raised £11,035.28 for Alzheimer’s Society last year. Tina London (below, right), director of Athona Recruitment, hands over the cheque to Mussara Gray, Alzheimer’s Society community fundraiser, Essex.
Staff from Horsforth (near Leeds)-based recruitment company Futures dressed in red and took part in a mass bake sale on Comic Relief Day [15 March]. BBC Radio Leeds joined them to test their baking live on air and spoke to them about their fundraising. The firm raised £256, which was then matched by managing director Tom Liptrot to make a total of £512.
CLASS PEOPLE BRING BOOKS TO LIFE FOR PUPILS Staff at education recruitment specialist Class People may no longer be at school but they have continued their tradition of dressing up and being silly to raise awareness for World Book Day.
SERVICE CARE SOLUTIONS CHIPS IN TO CHARITIES Preston-based recruiter Service Care Solutions is donating £4k to five charities thanks to an innovative CSR (corporate social responsibility) initiative. When an employee does some exceptional work, they are given a poker chip with their name on. For every chip in the box at the end of the year, Service Care Solutions donates £1 to that charity – and staff can win great prizes if their chip is pulled out. Below: SCS director Chris Musgrove with Paul Bradley, CSR committee chair
n and Ben L-r: Roger Uttley OBE, George Culle Hill MBE, Cook (Hairy Handlebars), Richard p) Giles Daubeney (Robert Walters Grou
ROBERT WALTERS AIMS TO BREAK THE CYCLE ABOUT MEN’S HEALTH Rugby legends joined global recruitment consultancy Robert Walters at its HQ in London’s Covent Garden to launch its world-wide employee wellbeing initiative ‘Break the Cycle’ in support of the Movember Foundation. Helping to set the benchmark will be the Robert Walters’ sponsored Hairy Handlebars – George Cullen and Ben Cook – and their 6,000-mile cycle from Robert Walters London HQ to their offices in Tokyo. I M AG E S | A M E LI A AL L EN PHOTOG RAPHY
Gethin Roberts, owner and MD at Drivers Direct, hands over the cheque to Janette Drew, community fundraising manager for the NSPCC.
DRIVERS DIRECT STAFF HAVE A BALL TO RAISE FUNDS FOR NSPCC Provider of temporary and permanent drivers to commercial organisations Drivers Direct has raised £2.5k for children’s charity the NSPCC at the company’s annual charity ball in London.
@RecruiterMag instagram.com/recruitermagazine/ recruitermagazine.tumblr.com/
E CAREERS CO M M UNITY
The Workplace BY GUY HAYWARD
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instinctively what is right to wear. With a third of UK workers saying that their company has started to adopt casual dress codes in the office I wonder if our industry, that we love so much, has been left behind here. What is clear is that what you wear to work is meaning less and less; it is possible to be promoted, inﬂuence people and make deals without being suited and booted. As proven at Google, this attitude towards dress plays a role in talent attraction. We know it does when hiring at Goodman Masson and we know that Goldman Sachs took the bold decision to enter the world of casual dress for their technology and engineering staff because of competition for talent. Why don’t we all do this? It could be rather liberating. As a CEO of a long-standing client said to me recently: “Thank the Lord we have moved on from pin-striped suits and bowler hats. The working environment has changed in so many ways, yet the change in dress code takes it still further. My people express themselves in their own personal way and I have no doubt they are more relaxed and engaged.”
“It is possible to be promoted, inﬂuence people and make deals without being suited and booted” My parents don’t understand it – my dad deﬁnitely doesn’t – but in today’s world of the modern workplace, going to work in what you feel good in really is a must. And we’re not talking about a casual Friday that started out as Aloha Friday in Hawaii all those years ago. ●
WHY DRESS DOWN on a Friday when we should be able to dress down every day? And why business casual when surely, we should be able to wear what we choose… including jeans and even shorts in the summer? I agree with my ﬁrst point and I’m becoming increasingly convinced of my second. I love one of Google’s principle philosophies: ‘You can be serious without a suit’. It speaks volumes for how the company’s ‘casual culture’ has evolved and contributed so much to their success and employer brand. It’s an employer brand that now serves them so well, with the ability to have choice and hire the very best. A desired outcome surely for us all. I’m intrigued why companies would stick to formal dress codes. ‘Your clothes reﬂect your company and inﬂuence your brand identity’ is often the answer you hear. I would think what reﬂects better is your ability to deliver… to meet the demands of your clients, along with high levels of service quality. This doesn’t require a suit – and if it is face to face, I can’t imagine that anyone would choose to wear ﬂipﬂops. Broadly speaking, we all know
GUY HAYWARD – redefining the modern workplace CEO, Goodman Masson
IM AGES | ISTOCK
CO M M U N I T Y
BRING ON THE BRILLIANCE Mindset is the new must-have for leaders BY MARK BRAITHWAITE
↗ MARK BRAITHWAITE is the Asia-Pacific managing director of global executive search firm Odgers Berndtson and author of Leadership Disrupted
MINDSET, RATHER THAN SKILL-SET, is the necessary focus of leadership today. As technology-driven change gathers pace, some companies are taking advantage of the wave of disruption, while others are overwhelmed and heading for extinction. It is predicted that 40% of current Fortune 500 companies will cease to exist within the next 10 years. To assess what it takes to stay ahead, I interviewed 70 leaders of top global companies for Asia-Paciﬁc with combined revenues exceeding $1tn (£760m), mostly regional CEOs but a few CEOs of Western multinational companies based in Asia. The idea was to ﬁnd out how they are being disrupted, what they’re doing differently to ensure future success and how leaders can stay effective in a world where the pace of change is unprecedented.
Cut in half
“Some companies are taking advantage of the wave of disruption, while others are overwhelmed” I M AG E S | I STO C K
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Many of the CEOs said that ‘at least half’ of their senior management teams were totally unsuited to the current business environment. While they had the skills and experience, these senior executives were inclined to stick with known strategies rather than seeking to innovate and lead their businesses through disruption. It’s not possible for every large company to replace half of its management team –half the world’s management workforce would suddenly become redundant. Finding good talent is already hard and halving this pool would be disastrous. But managers need to do more than simply adapt to digital transformation – they need to pivot the disruption itself and take it further.
First steps, long game It seems people fall into three groups: welcoming change and progress; not welcoming change, but willing to come along; resistant to change. So you might think the answer is to coach and retrain the second group and eject the third. But unfortunately there’s no way of knowing who ﬁts into which group until their effectiveness is tested – and that doesn’t show up in any interview or CV. The task is much more demanding; we have to predict the mindset of a person from subtle clues and through assessment tools. As a result, the relevance and precision of assessment tools is growing as companies begin to look at mindset above skill set, both to look at existing employees and to assess new hires. Leaders who welcome change, and those who react, are experimenting with new business models and setting sail into uncharted waters.
Moving the dial Smart and highly successful people can be humble. In fact, our interviews suggest that success is increasingly reliant on humility – and other qualities of the desired new mindset, like agility and authenticity. Acknowledging you are not perfect is the ﬁrst step. Beyond this, we found that many multinational companies are looking to bring in external expertise to help them move the leadership dial. As one CEO said: “As a company, we work as a leadership team with external coaches, to work out what is important as leaders. We cannot direct any more; we have to inspire.” While this requires a new mindset from the CEO and leadership team, inspiring and delivering change through the organisation requires an even bigger cultural shift. Getting management and workforces to embrace change quickly is a real issue.●
E BUSINESS ADVICE CO MM UNITY
ASK THE EXPERT I’m billing £600k and am thinking of setting up my own recruitment business. What advice would you give me? Growing your own agency is among one of the most satisfying feelings there is. As a strong biller you will likely have many of the attributes needed to build a recruitment business but the more the agency grows the more new skills you will need to acquire or bring in to support you. At start-up stage, one big biller makes a huge difference to the bottom line as well as setting the standard for the rest of the team. Each biller’s contribution reduces as a percentage of total revenue as the company grows and for the founder(s) that means the leadership role becomes increasingly important and time consuming.
Shared traits of successful recruitment consultants and recruitment leaders The characteristics you will almost certainly possess as a successful recruiter that you should continue to nurture as you build your business include:
The SME Coach New skills to acquire The three main areas where I ﬁnd successful recruiters struggle to adapt to leadership roles are: • Self-awareness – The skills needed to manage a 25-person recruitment business are quite different to those needed for a 10-person business, and those are different to running a two-person start-up. Not everybody is able to adapt and evolve as the needs of the business change and that is one of the key reasons so many recruitment company owners ﬁnd that they cannot break through a certain pinch point. Few people have all of the diverse skills needed to grow a business; successful leaders recognise their weaknesses and surround themselves with people who will plug those gaps. • Resilience – Growing a business can be a lonely journey, with a stream of frustrations and dead-ends you cannot imagine until you take on the challenge. It can sometimes be more wearing than rewarding. The best recruitment leaders are realistic about how difficult it is and learn from set-backs, but always keep in mind their successes and how far they have come without dwelling on failures. • Experience – You only know what you know and if you haven’t built a company before then there are masses of potential potholes that can set you back. Seek advice from people who have been and there and done it across a wide range of recruitment companies as they can help you to avoid the big mistakes as well as show you the path to most likely success. ●
• Drive – Until a recruitment company hits say 20-30+ employees, when you tend to have more management support, the demands of running the business can feel relentless and require boundless energy. You will be constantly planning, ﬁghting to keep your best staff, looking for better staff to hire, mentoring, building new business etc. It is all consuming. • Decisive – There are so many pressures on a recruitment company director’s time that leaders need to be decisive. Plans need to be focused and executed without distraction or detour; all activities need to be prioritised so that time is spent where it will deliver most value; money needs to be spent where it will deliver the greatest long-term reward; changes in course need to be decisive but occasional. • Accountable – SME recruitment leaders expect to grow their business every quarter but the more the company grows, the more reliant they are on others to deliver that growth and sometimes individuals will fall short. The best leaders recognise that the responsibility for missing target is theirs – they are accountable for recruiting and retaining staff, for motivating consultants, for providing the tools and training consultants need etc.
ALEX ARNOT is founder of MyNonExec and board adviser to more than 30 recruitment companies
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Advertorial A DV ERTO R I A L T R U S T I D
Is your recruitment agency protected against fraudulent identity documents used for Right to Work?
s a diligent Recruiter, you no doubt have a process in place for making Right to Work checks and you’re aware of the risks of employing illegal workers. But the first step in any Right to Work process is to ensure that the documents you’re seeing are genuine. And this is no easy task, with countless different identity documents issued globally and many thousands of fraudulent ones in circulation.
the total fake documents. As our chart shows, our technology also identified a large number of French, Portuguese, Nigerian and Dutch documents.
At TrustID, our technology helps our customers check hundreds of thousands of identity documents annually. We regularly analyse our customer data to highlight trends across industries and fraudulent document types and over the last 2 years, our analysis shows that the need to have a robust and reliable document validation process has never been greater. Read on for some highlights from our recruitment customers’ data: 1) The number of fraudulent identity documents continues to grow. In 2018, the expert document analysts in the TrustID helpdesk team saw a 55% increase in the number of fake and fraudulent identity documents identified by our technology, compared to 2017. But the growth in fake IDs from the recruitment sector grew even faster, at 83% year on year. 2) Recruitment agencies see a high proportion of fake documents Our customers in the recruitment sector continue to find a significant proportion of the fake documents: in 2017, recruitment agencies accounted for 19% of all fraudulent documents whilst in 2018, they made up 22%. In fact, recruitment, construction and payroll / umbrella services have been the highest referring sectors for the past 2 years.
If your organisation doesn’t have reliable way to identify the fake ID, you may be the unfortunate agency who takes the candidate on. Protecting your business from fraudulent identity documents can be quick and easy. Our ID validation services are easy to implement, simple to use, affordable and help you to store a complete audit trail of document checks. And our expert helpdesk team are also on hand to offer advice or help with anything suspicious. To find out more, or for a free no-obligation trial of our systems, please get in touch. ●
3) Fraudulent IDs come from all over the world Last year, our recruitment customers identified fraudulent ID documents purporting to be from 26 different countries across Europe and beyond, particularly passports, visas, ID cards and biometric residence permits (BRPs).
4) If at first they don’t succeed… In our experience, when a candidate unsuccessfully tries to gain employment using a fraudulent ID, they may simply head down the road to the next employer or recruitment agency and try again. Our helpdesk team have seen one particular identity document 5 times from 5 different customers.
TrustID 9 Greyfriars Road, Reading RG1 1NU For further information please visit: www.trustid.co.uk Telephone: 0118 466 0822 Email: firstname.lastname@example.org
British passports and BRPs were the fake identity documents most commonly identified by recruiters last year: they made up 35% of
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“I get to go to some awesome places and meet some super-interesting people” MY BRILLIANT RECRUITMENT CAREER What was your earliest dream job?
A pilot – at 15 I joined the air cadets for or a few years and watched d Top Gun. I’ve logged about 35 hours in a light aircraft under instruction. ion. My plan wass to move to the Caribbean an and ﬂy tourists ourists on island hops ops around the peninsula. nsula.
SIMON PEARCE managing director, Simon Nicholas Associates
What was your first job in recruitment ment and how did you get into it?
What would you consider to be the most brilliant moment o of your career?
I registered with an agency for [construction] site work. I worked on site for about a year as a temporary worker and was offered a role in the agency’s office as receptionist.
I once donned a pair of glasses, a briefcase and transformed myself into Simon, health & safety man. There was a key project in Nottingham at the Experian building. I entered a room with 30 chairs. All the subcontractors sat down; the guy at the end of the table was the one I wanted to meet – let’s call him ‘Dave’. He started to work his way around the table and asked if I could tell him about the roof systems, as he believed that was why I was there. I told him I wanted to meet him as I work in construction recruitment. He asked how I got in and I told him I used my initiative. He said come back next week and he’d speak with me for 10 minutes.
Who was your role model in life or recruitment? Elon Musk – I admire his ‘never-give-up’ attitude and the margins of risk that he operates under. He reignites our desire to explore and achieve the impossible, making it possible.
What do you love most about your current role? Engagement with people is what it is all about. I’m on site every week and love nothing more than walking on to a project, hearing about industry experiences, the historical elements of the building... I get to go to some awesome places and meet some super-interesting people.
What’s your top job to fill at the moment? We have key workstreams in retail and distribution needing senior-level project managers inside the M25.
What’s your signature dish? I don’t cook. But if I did – stew and dumplings, even in the summer!
Laugh or cry: what did your most memorable candidate make you want to do and why? I was on site and encountered a lad who told me he was just a labourer. I asked him what he wanted to do and he said he wanted to be site manager. We asked the site manager what he did to get the job, and he told us he went to night school when he was an electrician, qualiﬁed and gained experience as a site manager. The labourer in question became an assistant site manager 18 months later and works with us freelance – not bad for just a labourer.
What’s the best or worst interview question you’ve ever heard? I asked a candidate: what’s your biggest weakness? He said: “Big Mac and fries!”
What would your theme tune be? You’re the Best from The Karate Kid ﬁlm.
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3R The recruitment start-up specialist provider has appointed Oli Gokgol as business improvement manager.
to regional director for Canada.
BOLD IDENTITIES The Yorkshire-based recruitment sector web developer has appointed Mike McGloin as US director.
CORDANT PEOPLE The Cordant Group ﬁrm has promoted Dana Cripps from brand manager to brand director.
AIRSWIFT The global workforce solutions provider for the energy, process and infrastructure sectors, has made several appointments across its North America business. Kati Greenall has been appointed to the new position of vice president strategic accounts. To bolster this new level of service for clients and contractors, Jason Goodall joins as strategic accounts director. Troy Trevino is appointed as ﬁeld operations manager in North America and Albert Kahlow moves from regional director of the Middle East
Cereal and snacks giant Kellogg’s has promoted talent and diversity director for Europe Ben Lamont to HR director for Kellogg’s in the UK and Ireland. Lamont started his career in ﬁeld sales at FMCG [fast-moving consumer goods] giant Pepsico. Following a nine-year stint at Pepsico, which included a decade as a talent acquisition manager, he moved to Kellogg’s in Manchester, becoming a manager in its organisational effectiveness team before working his way up to European recruitment and diversity manager. He then went on to lead the company’s talent and diversity activity across the continent.
E1EW David Liddle joins the multi-sector recruiter as senior recruiter, engineering and trades.
DELTRA GROUP The programme, project, and change staffing specialist welcomes new associate director Abdul Yoki.
Executive public sector recruiter welcomes Julia Roberts as head of its education and not-for-proﬁt practice and Chris Bernard as partner within its regulation practice.
HEIDRICK & STRUGGLES The global executive search
Email people moves for use online and in print, including a short biography, to firstname.lastname@example.org
ﬁrm has appointed eight new consultants across its offices worldwide. These are: Chris Careccia, partner in Miami Beach/New York; Valerie Corradini, principal in San Francisco; Nancy McGee, principal in San Francisco; Samantha Smith, principal in New York; Matthieu Galian, principal in Paris; Ming Luo, principal in Beijing; Jiat-Hui Wu, partner in Singapore; and Ed Zheng, partner in Shanghai.
MARLIN HAWK The global executive search ﬁrm welcomes client partners Carrie Magee, who is based in Atlanta, and Ricky Lam, who is based in Hong Kong.
Redactive Publishing Ltd 78 Chamber Street, London E1 8BL 020 7880 6200
CONTACTS EDITORIAL +44 (0)20 7880 7603 Editor DeeDee Doke
RANDSTAD The recruitment giant has appointed Rebecca Henderson and Karen Fichuk to its executive board. Henderson, currently CEO of Randstad Sourceright, will be responsible for global businesses, which include Randstad Sourceright, Monster, RiseSmart and Global Client Solutions, while Fichuk will become CEO of the group’s North American business. Linda Galipeau has stepped down as an executive board member to pursue her career outside Randstad.
RUSSELL TAYLOR GROUP The technical recruiter welcomes Daniel Flack as regional trades manager for its London and South of England operations.
SPIRE HEALTHCARE The independent hospital group has appointed Shelley Thomas as its new group human resources director.
Romuald Restout joins the recruitment marketing platform as vice president of product.
+44 (0)20 7880 6215
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Contributing writers Sue Weekes, Roisin Woolnough Production editor Vanessa Townsend
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E THE LAST WORD CO M M UNITY
There will always be more people who don’t get the job than those who do
Heather DeLand Recruitment excludes people and we can’t change that
een on the conference circuit lately? Been playing agenda bingo? If so, ‘inclusion’ is one of those squares that you always get to blot. Put that together with AI and #futureofwork and you’ve got yourself a winning card every time. But on this occasion I need to talk about Exclusion. Exclusion is the very nature of recruitment. Every recruitment process, no matter what techniques you use or how many steps there are, is an inverted pyramid. Loads of people narrowed down to fewer people, narrowed down to a shortlist and then to a hire. There will always be more people who don’t get the job than those who do. You have no choice but to exclude. Human beings have quite helpfully adapted to bucket up stimuli into manageable, sorted groups, for ease of decision making. And ease is what you’re looking for if you’re trying to go from 100
to eight down to two. So give yourself a break on the morality of it. Humans are, well… only human. You can’t underestimate how difficult it is to go through this process of exclusion and then expect to achieve diversity at the other end. So the question is, how can you preserve the healthy variety of your candidate pool?
Become mindful of bias Accepting that bias exists is far more fruitful than trying to weed it out. It’s not realistic to ask a person operating at the volume and complexity that recruitment often requires to do that without using some tools and techniques to support. Do unconscious bias training. Make everyone attend, including the C-suite. Ban un-diverse shortlists. Ban un-diverse interview panels. These are blunt interventions but they certainly accelerate cultural shift, if you can convince your leadership or client to put them in place.
Be less human Someone faced with a big CV sift can’t help being tempted to cut corners, work fast and act on instinct. A study by theladders.com indicates that the average recruiter spends just six seconds reviewing a CV. It’s simply not long enough to think. I force myself to do a proper score card on each CV screen, even though it increases my workload. I’m a fan of the competency-based interview, a technique that drives focus on evidence rather than ‘chemistry’ or cultural ﬁt. And there’s a Chrome plugin that allows you to turn everyone’s LinkedIn photos into pictures of dogs – so you cannot judge candidates on their appearance.
Measure for the future, not the past Typically, we’ve measured three areas in candidates: capability, results and behaviour. They have a decent correlation to performance under two
conditions: 1) that people have had the opportunity to develop the requirements and 2) that you know what will be required in the role in two years. On the ﬁrst one, emerging talent and people from less represented backgrounds are going to struggle to get your attention. And on the second one – hand on heart, does anyone really know where their business will be in two years? Broaden your measures to include factors like passion (genuine desire to do the job), purpose (alignment with the business and its work) and mindset (a belief that you can grow). It can help you focus on including people with potential, who need a less traditional way of expressing their talent, who can truly take an organisation forward – allowing you to exclude and include for the right reasons. ●
Heather DeLand is executive creative director of TMP
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