THE VIEW AND THE INTELLIGENCE
More work on diversity needed p3 BI G TALKI NG POI NT
Poliঞcal promises – what to watch p4 Issue 106 RecruitmentNOVEMBER҃ Ma ers DECEMBER 2023
LEGAL U PDATE
Know the data processing rules p6 Q& A
Lessons from experience p7
Modernising regulaঞons
Rewrite law to reflect work trends E
mployment law needs to be rewri en to reflect the varied ways people work and to clarify the rights and responsibili es of agencies and agency workers – however, we must not throw the baby out with the bathwater. This is what the REC’s updated Manifesto for Growth will tell poli cal par es as we head towards the next general elec on. Given the importance of a healthy labour market to economic growth, we hope the REC’s manifesto will be eagerly an cipated by the main poli cal par es. They are already making announcements about how they intend to manage a modern workforce. Labour has published a New Deal for Workers and the Lib Dems have a Fair Deal, which calls on businesses to commit to promote skills, equality, good governance and support for local communi es. Agencies and agency workers are currently unclear about how flexible working is affected by the Working Time Regula ons and Health and
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Safety Regula ons – especially since neither recognises agency workers. This complicates issues such as calcula ng holiday pay and managing health and safety at work. “This confusion cannot con nue when it impacts the rights of workers and hampers agencies’ efforts to meet their clients’ demands for a flexible workforce,” said Shazia Ejaz, the REC’s Director of Campaigns and Research. “We must nurture our world-class temporary workforce. We need laws that are relevant for all kinds of work. Every business wants less bureaucracy and more clarity – and agencies are no different.” There needs to be genuine twoway flexibility for both employer and employee, she added. “That’s why it is important that all par es sign up to crea ng a Single Enforcement Body (SEB) that will give workers clarity about their rights.” The REC will also push poli cal par es to introduce regula on
Making great work happen
for umbrella companies and joint employment models to prevent them avoiding compliance by disguising remunera on and dodging employment law. However, the REC does not believe that poli cal par es should overhaul all the rules in the next 12 months. It supports the view of Margaret Beels, Director of Labour Market Enforcement, that increasing awareness of employment status and associated protec ons, and clarifying some of the key terms in employment ma ers, may increase individual confidence without fundamentally reforming employment status. “The post-pandemic employment world does not look or feel like 2019,” said Ejaz. “Forcing employee, worker or genuinely self-employed people into one status box is unworkable and reflects an old-world view of work.” The REC Manifesto for Growth will be published on the REC’s website in November.
www.rec.uk.com 01/11/2023 17:42
Leading the industry
the view... Prepare for change ahead, but be opঞmisঞc about opportuniঞes, says
Neil Carberry,
REC Chief Execuঞve
I
t was a pleasure to see so many REC members at the Recruitment Agency Expo in October. A er a year that has been more challenging for all of us – especially businesses which are perm-led – it was good to discuss business with such a wide range of people from across our profession. As always, I was impressed by the resilience and op mism I encountered. We have had a slower year, but the complexity of the labour market and persistent shortages in some sectors means there are s ll opportuni es. The October labour market data showed this, with vacancies s ll well ahead of pre-pandemic levels, even though unemployment was rising. Helping candidates and clients navigate complexity like this is our thing! Another source of opportunity in 2024 is likely to be the belief clients have in their own businesses. Our JobsOutlook survey has shown a posi ve trend in this confidence over the autumn – it’s very possible that lower infla on in the first half of next year will unlock some of that leading to increasing demand for recruiters. All this said, recruitment business owners do need to exercise sensible cau on and retain their perspec ve on the wider picture. In temp, with interest rates high, poor client payment prac ce can really damage your business – so prac sing the best client risk assessment ma ers. And ge ng unsure clients to buy will be the skill that underpins your business in both temp and perm – inves ng in those business development skills really ma ers. It was great to see over 700 REC members at our sessions with Greg Savage on this in September. And then there’s the big poli cal change that this autumn’s by-elec ons suggest we will see, probably in late 2024. A Labour Government – tradi onally more suspicious and prone to placing new costs on our sector – will require careful naviga on. But the role of the REC on all these issues is to be by your side, protec ng and enhancing the contribu on your business makes. And that’s just where we’ll be and what we’ll do.
If you want to keep up to speed with all things recruitment then follow me on Twi er @RECNeil
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CAMPAIGNS
AI could help us flex to overcome labour shortages Shazia Ejaz, Director of Campaigns
at the REC
T
hat our Overcoming Shortages campaign was highly commended by judges at the Memcom Awards 2023 in September shows the value that peers place on our leadership on addressing labour and skills shortages. A er all, many of the membership bodies at the awards ceremony are searching for ways to help their members a ract and retain workers in the ghtest jobs market for a genera on. Our 2022 Overcoming Shortages report set out how government and business must act to create a sustainable labour market. Its publica on was a lever for our campaign. It informs the conversa ons we have with poli cians, journalists and affected organisa ons from freight companies to the NHS. It influenced our submission to the Chancellor before his Autumn Statement this year and frames our conversa ons with other business stakeholders. Shortages are to a certain extent entrenched – as shown by the nearly three million job pos ngs in the country, according to our data. But more change is on the way and the labour market, employers and candidates must flex. Change happens fast these days. Since Overcoming Shortages was published there has been a surge in the use of, and interest in, ar ficial intelligence (AI). It is commonly accepted that AI applied well can improve resilience, reten on and profitability. The Prime Minister has said that he wants the UK to be the best country in the world to start, grow and invest in tech businesses. Perhaps this was behind MPs’ sugges ons at the Conserva ve Party Conference that technology could solve labour and skills shortages. It may not cure an NHS winter crisis or find seasonal workers in the short term, but technology will help us to hire, train and retain great workers. Possible inspira on may come from Canada, where labour and skills shortages have hit accommoda on and food services since 2021. Canadian businesses have been working with educa onal ins tutes and inves ng in technology and automa on to alleviate the impacts.
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01/11/2023 16:38
Leading the industry
the intelligence... The lesson of the 2020s is that organisa ons that champion EDI a ract be er workers who can offer new perspec ves – and their customers respond favourably to it Mukul Tiwari, REC Research Manager You would hope that by now all employers understand that equality, diversity and inclusion (EDI) is vital for talent acquisi on, as well as for organisa ons that wish to innovate, reflect consumer demographics, support their compe veness, raise employee sa sfac on and boost financial performance. The recruitment process presents a terrific opportunity for companies to benefit from EDI. Implemen ng equitable and inclusive prac ces when sourcing, screening, interviewing and selec ng candidates will significantly improve diversity hiring outcomes. But a recent REC/Savanta survey shows that some organisa ons are lagging on EDI. They need to catch up quickly if they are to succeed and thrive. Inclusive job ads are a first step to welcome candidates from all backgrounds. Our survey found that most UK employers encourage diversity in recruitment through inclusive job adver sement text (55%) and sta ng their interest in diverse candidates (29%). However, using the job adver sement to state interest in diversity is rela vely less popular in private and small-scale organisa ons (0-49 employees) – around 67% of employers either do not do this or have no informa on about its use in the organisa on. Name-blind CV reviews help to prevent unconscious bias based on gender, ethnicity or age, while diverse interview panels bring in different perspec ves when assessing applicants. REC research shows that only one in five (19%) of respondents have a policy of name-
19 %
REC research shows that only one in five (19%) of respondents have a policy of nameblind CV submission and 20% use diverse interviewing panels.
blind CV submission and 20% use diverse interviewing panels. When asked about future pracces, 11% said they intend to adopt a diverse interviewing policy, but only a further 1% plan to remove names from CVs. Overall, 80% of employers do not use name-blind CV screening or have no informaon about it. Similarly, 56% of the employers we surveyed do not use diverse interview panels. The data indicates that employers are beginning to emphasise EDI in their recruitment processes, but there is s ll a long way to go. Our sta s cs were derived from a sample of 167 individuals who either work in the HR department or are part of management/senior management teams. The survey was conducted in June 2023. An inclusive recruitment process expands access to talent. A er all, the best person for the job may
come from an underrepresented background, but an organisa on will get the chance to hire them only if they are encouraged to apply and are evaluated fairly. Diverse teams also boost innova on and can reflect an organisaon’s customer base more authencally. Employees who feel valued are also more engaged, produc ve and likely to stay. Organisa ons will have to embed EDI principles throughout their recruitment process – from sourcing to selec on – if they wish to build a truly diverse workforce. Biases exist, but a considered strategy and commitment to equitable prac ces can lead to posi ve outcomes. Recruitment presents opportuni es for a company to live its EDI values, not just proclaim them. We hope to see more progress on EDI in our next survey of employers in 2024. November-December 2023 Recruitment Ma ers
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01/11/2023 16:38
Poli cs
big talking point
Threats and promises An elec on is coming – and produc vity and the workforce are key issues for every party. What should recruiters watch for?
C
hange is in the air. There is a UK general elec on looming in 2024 and it is likely that last month’s party conferences were the last before UK voters go to the polls. All the main par es were keen to announce what they would do in power and economic growth is the ho est topic. Of course everyone wants more of it – but how will they achieve it, and what will this mean for the labour market, workers’ rights (and, therefore, recruiters)? At the Conserva ve Party Conference, the REC’s CEO Neil Carberry discussed green skills with the Rt Hon Chris Skidmore and Employment Minister Guy Opperman and par cipated in events on labour market par cipa on, youth unemployment and the wider skills agenda. These will con nue to be important issues for any future government. So what are recruiters keeping an eye out for? “Talent scarcity is s ll a challenge, so the developments I’ll be watching for will revolve around economic policies, labour and employment regula ons, educa on and training ini a ves, immigra on policies, healthcare and benefits, tech and AI advancements, and post-Brexit response strategies,” says Sandeep Bhandal, VP Marke ng, Insight and Social Impact, The Adecco Group.
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Where do the par es differ?
Economic growth and produc vity have been a rallying cry and a source of disappointment for the Government. Prime Ministers Boris Johnson, Liz Truss and Rishi Sunak each tried various policies to increase these – with limited success. Now Labour has entered the fray. Regional transport stole the news at the Conserva ve Party Conference, with the scrapping of the proposed high-speed train (HS2) link from Birmingham to Manchester. Employers and commuters in Northern English ci es have long complained that poor rail services reduce the region’s produc vity and growth, so promised investment in local services across the country are unlikely to thrill those hoping for radical change. Another key theme was balancing business’s need for a flexible workforce with greater workers’ rights. The Labour Party wants to ban zero-hours contracts, clamp down on self-employment claims and end qualifying periods for basic rights. The Labour Conference passed a mo on sta ng that Labour in power would immediately implement its ‘New Deal for Working People’ in full, introduce ‘widespread’ rollout of sectoral collec ve bargaining and a ‘fully resourced’ Single Enforcement Body and simplify union recogni on.
The Government promised to increase the Na onal Living Wage to at least £11 an hour next year. It has not yet created a Single Enforcement Body, but it recently passed a Predictable Working Act giving workers rights to request a predictable working pa ern, although this is unlikely to come into force un l next September.
Welfare to work and labour shortages
All par es are striving to tempt, enable or, failing that, force people back into work, with varying combina ons of carrots and s cks. Mel Stride, the Secretary of State for Work and Pensions, told the Conserva ve Conference that “we are trialling a far more demanding approach with [Universal Credit] claimants at par cular risk of becoming long-term unemployed. This includes far more frequent work-focused requirements, with firm sanc ons for those who fail to fulfil their commitments, and more support for those who need it.” This is accompanied by “reforming our sickness and disability benefit assessments… to take account of the modern workplace”. Other sessions focused on retaining older workers in the workforce by promo ng employer-sponsored financial MOTs for 45-55-year-old employees to help them assess whether they can afford to re re or not.
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01/11/2023 16:39
Industrial strategy
Labour promised to tackle ‘worklessness’ to reduce the welfare bill. Liz Kendall, Shadow Work and Pensions Secretary, highlighted people who leave work because they can’t afford childcare. She talked of ‘tailoring’ employment support to individual and local needs and extending the role of Job Centres to help people progress their careers, reforming Universal Credit and championing equal access for disabled people. The Lib Dems argued that they would empower people to enter the job market by ensuring that flexible working is open to all, with employers required to state this in job adverts. They also talked of nego a ng ‘low-cost, fast-tracked work visas’ for key economic sectors. “Monitoring any adjustments the par es may make in labour laws, immigra on regula ons, and employment policies is vital,” Bhandal comments. “These can all impact recruitment prac ces, especially if there are changes in work visas, employment rights, or discrimina on laws. For example, the current asylum seeker entry programme means it can take up to three years for asylum seekers to receive a decision. Yet, as of November 2022, there were over 230,000 refugees in the UK, many of whom could help solve our labour dispari es and fill both low and high skilled occupa ons.” www.rec.uk.com
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The Government wants the UK to be the next Silicon Valley. However, in a recent survey by MakeUK and accountancy firm RSM, business leaders complained that our tax and regulatory regimes make UK industry uncompe ve and said the lack of an industrial strategy is a weakness. Labour has published an industrial strategy with four central missions: delivering clean power by 2030; caring for the future; harnessing data for the public good; and building a resilient economy. Shadow Chancellor Rachel Reeves spoke of “securonomics” – securing the UK economy by rebuilding domes c industry. The Lib Dems have promised to develop an industrial strategy that will incen vise businesses to invest in clean technologies to grow the economy, create jobs and tackle the climate emergency. They also plan to bring down trade barriers and forge stronger rela onships with trading partners.
Skills and levelling up
The Ins tute of Government highlighted a er the Conserva ve Party Conference that “the levelling up agenda no longer looks like a Government priority”. The Government wants to reform A-levels, but this is unlikely to happen before the elec on. Labour is focusing on this area, with Labour leader Sir Keir Starmer (below) talking about smashing the “class ceiling”. Shadow Deputy Prime Minister Angela Rayner highlighted levelling up and the party’s New Deal for Working People to deliver this. Both Labour and the Lib Dems plan to reform the Appren cehip Levy.
Statistics 6.1 million
There were people on Universal Credit in July 2023. ONS
Two-thirds of business leaders believe an industrial strategy would lead to investment in skills, research and development, and decarbonisaঞon. Make UK and RSM
44% of businesses believe the current tax and regulaঞon system is unfavourable to compeঞঞveness. Make UK and RSM
Labour wants a “growth and skills” levy to fund specialist colleges that equip workers for local industries, par cularly in renewables, nuclear, engineering, compu ng and modern toolmaking. Meanwhile, the Lib Dems’ ‘Fairer Society’ paper talks of a Skills and Training Levy and a Training Tax Credit to incen vise private sector training. “As we approach the elec on, I’d expect to see Labour making the Levy reform a key issue – they’re likely to want to spotlight perceived shortcomings in the government’s levelling up ambi ons, par cularly concerning access to opportuni es for all,” Bhandal says. “We’d like to see a modular approach to reforming the levy, emphasising easy qualifica on updates, specialised training and support for temporary and part- me workers, in addi on to a focus on green skills and other re-skilling ini a ves. There’s no doubt in my mind it would lead to a more purposeful, mo vated and future-proof workforce.” The future is uncertain, but change is coming no ma er who is in power. Recruiters should be watching carefully – as is the REC campaigns team. November-December 2023 Recruitment Ma ers
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01/11/2023 17:43
Employment law
legal update Understand your data processing responsibili es By Rachel Davies, REC Solicitor Different types of data require different kinds of processing. Recruiters need to know the rules
M
any recruitment businesses know that they can process data only if they have a lawful basis for doing so, but fewer are aware of their legal obliga ons over processing and retaining different kinds of data, such as special category or criminal offence data. Special category data is defined in Ar cle 9 UK GDPR (the Regula ons) as data that reveals a person’s racial or ethnic origin, health data, gene c data, certain biometric data, informa on about sex life or sexual orienta on, poli cal opinions, religious beliefs, philosophical beliefs, and trade union membership. Because of the sensi vity of this data, it has been given extra protec on. You must establish whether it is necessary to process it and confirm there is no less intrusive alterna ve. You should iden fy the appropriate lawful basis for processing in accordance with Ar cle 6 of the Regula ons which provides six bases: consent; contractual obliga on; legal obliga on; vital interest; public task; and legi mate interest.
Return on effort directly impacts profitability By Wilson Reed, Product Markeঞng Manager, Bullhorn
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Work smarter, not harder – recruitment leaders need to help people produce more with less effort. Crea ng a playbook that accurately depicts what success looks like for team members is a great way for recruitment leaders to build a repeatable and scalable process for their business. This involves inspec ng the data to unlock the secret of what makes your top performer successful. How many jobs are they working? How many CVs did they submit? How many interviews are they facilita ng? Find your perfect ra o of ac vity to money – and share this with the rest of the team to replicate. Great leaders are in short supply. To ensure that your leaders are as effec ve as possible, and use their me efficiently, ensure they never have to waste me gathering unnecessary data. Instead, they should focus on providing real- me impac ul
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The correct basis will depend on the type of data and the purpose for processing it. To process special category data, you should apply one of the 10 addi onal condi ons in Ar cle 9(2) of the Regula ons. The provisions that would typically apply to recruiters are either explicit consent or exercising the obliga ons or rights of the controller, or the data subject, in the field of employment or social security law. Recruiters who rely on the la er will also need to ensure they have an appropriate policy document in accordance with Schedule 1 of the Data Protec on Act 2018. It must contain a brief descrip on of the data being processed, details of the condi ons for processing, a brief explana on of the procedures in place and a brief descrip on of the reten on and erasure policy. Recruiters may also need to conduct a data protec on impact assessment (DPIA). Criminal offence data has special protec on, although it is not in the special category. During the recruitment process,
a work seeker may declare an unspent criminal convic on which, provided it is unspent, is not afforded the same protec on as spent convic ons under the Rehabilita on of Offenders Act 1974. Data rela ng to unspent convic ons can poten ally be shared with a client, but there must be a lawful basis for processing it. Businesses will also need to determine a lawful basis for processing data about criminal convic ons as in the case of special category data – most probably for exercising the obliga ons or rights of the controller or the data subject in the field of employment law. They would then need to adopt an appropriate policy document and may need to conduct a DPIA. Recruitment businesses should therefore not adopt a blanket approach to processing data.
and meaningful coaching to help their team members achieve growth. Everyone should understand what is required of them and how to achieve it. They should be accountable for their contribu on to the company’s objec ves. You must create ver cal transparency to ensure accountability from everyone in your organisa on. This means that, regardless of their posi on, everyone has clear expecta ons and the tools they require. Should an issue arise, you must know that you did everything you could to encourage success. Ask yourself whether your team is currently opera ng at its maximum poten al? Are your leaders effec ve and efficient? Are all team members accountable for their performance? If not, it’s me to consider making a change to maximise return on effort in your business. www.rec.uk.com
01/11/2023 16:42
Experience
Q&A
What I know
Life lessons from founding and leading recruitment businesses
Kim Barnes-Evans is Founder and Managing Director of The Agency Core values stay the same.
crea ve these days when recrui ng for our clients and I have been in u lise social media recruitment since 1988. Since then I have and referrals. Look a er people; set up new offices listen to people, be for large recruitment consulta ve and companies and also manage everyone’s established two successful recruitment expecta ons. Having a good reputa on, a businesses of my good brand and strong own. For me it’s about communica on with finding the right everyone is key. candidates for our clients and building long term rela onships Get the right with both. I’ve seen people round you. many changes in I’m a believer that legisla on, social you must surround media and technology yourself with the and I’ve worked right people. My through various market team are all members condi ons including of the REC and I recessions and the invest in ge ng the pandemic. We all need best external support to adapt, but we must for my business also remain true to where required. ourselves, our cra , I’m extremely and our core values. proud of what we do because every day we make a real Labour shortages difference to peoples’ are today’s main lives. I feel blessed challenge. every day! We have to be more
www.rec.uk.com
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Clive Hutchings is Execuঞve
Director & Founder at STR Group You’ve recently joined the REC Board. Why? I’ve spent 30 years in the recruitment industry and have helped to found a business that has grown to 150 people in the UK, US and Europe. Half our business is now outside the UK. I’ve always been a member of the REC – it promotes recruitment businesses, across all sectors and has the ear of the government. I want to spread knowledge of good recruitment and help others do what we do. I’m currently on an extended period of leave and will return refreshed with a slightly adjusted role, so I will have more me to dedicate to the Board.
What drives you? I’m challengeorientated. I get sa sfac on from achieving things I set
out to do. I’m also really interested in people. I’ve just finished a solo camping trek along the West Highland Way, which was amazing. I met lots of people and learnt so much about myself; what makes me happy, red or anxious. I’ve now signed up to do a mountain leader course. I’ve also built a woodshed, laid the founda ons for a garden office, and con nued to rebuild my home – all out of my comfort zone. I’ve made lots of mistakes and learnt a great deal.
What will you bring to the Board? I understand the stresses that recruiters face daily and how hard it is for owner managers to jump from a small to a medium-sized business. I can also share knowledge of star ng a business from scratch and growing it overseas.
November-December 2023 Recruitment Ma ers
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01/11/2023 17:23
Progress and change
Reflecঞons on my ঞme as Chair of the REC Sarah Thewlis REC Chair 2020-2023
I
stood as a candidate for Chair in September 2020. It seems strange to think back to that me. We had just finished the first na onal lockdown, we were in the middle of local lockdowns, and the prospect of an effec ve Covid vaccine was s ll some way off. It was an unprecedented me. There have been more unprecedented mes since. As Chair, I wanted to make the following things happen: • ensure we supported the regions and the four na ons; • make progress on diversity and inclusion; • con nue building up a posi ve reputa on for the industry; • make REC membership the jewel in the crown and the first choice for recruiters. I also wanted to make sure that the new governance arrangements, with a smaller Board and professional and lay members, would be effec ve and provide leadership and scru ny to the execu ve. Despite Covid and the lockdowns, we have made progress in all these areas. I had hoped to spend some me visi ng regions and the four na ons, but sadly this was not possible to the extent I had hoped. I enjoyed being part of the members’ events that I did get to. All the contact that I have had has been posi ve, and the two awards evenings we held were brilliant: the energy and excitement and the opportuni es showcased in those events are hard to describe, but they demonstrated recruitment at its op mis c best. We have made steady progress on diversity and inclusion and it’s good to see the plans moving forward. As part of this, there is an event planned for members on
Recruitment Ma ers
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The official magazine of The Recruitment & Employment Confedera on 20 Queen Elizabeth St, London SE1 2LS Tel: 020 7009 2100 www.rec.uk.com
Recruitment Ma ers November-December 2023
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28 November (you can view more details on the website). The area where we have made most progress is the industry’s posi ve reputa on. During the pandemic, it was fantas c to see how recruiters were suppor ng logis cs, the NHS, social care, the vaccine rollout, educa on and IT – the list goes on. There were so many examples of how members were able to make a difference by pivo ng business to support the na onal community. The REC has increasingly become a go-to voice on key people issues, and our impact has grown significantly. Our Recruitment and Recovery report in 2021, for example, opened a wide range of new discussions – not just with governments and the media, but also with the wider business community. Research shows that our industry is es mated to have added directly £43bn in gross value added across the Bri sh economy1. The recruitment sector’s contribu on to the UK economy is also set to eclipse £51.3bn by 2025. Someone finds a permanent role through a recruitment agency every 21 seconds. So, it’s necessary and good that our voice is heard and heeded. Poli cal and governmental change over the next 12 months is likely, but I know that the REC will con nue to make its presence felt. Corporate membership con nues to thrive, with over 90% of members renewing each year. It’s good to see that people value what the REC does. We s ll have some development work to do with individual membership but, again, there are plans in place. Although there is s ll work to do, the
new governance structure is se ling well. The Board is where healthy and robust discussions take place. I am very grateful to my fellow members past and present for their ac ve contribu on to this. My successor Michelle Mellor has been part of that governance journey and I know that she will do a great job as the new Chair. Her commitment to the recruitment industry and its role is impressive. I have witnessed first hand her passion, though ulness and integrity. I leave the Board in great hands. Having been a CEO myself, I know that the rela onship between the Chair and Chief Execu ve is crucial to any governance structure. I want to thank Neil Carberry for his competence, professionalism and humour. It has been a delight to work with him and a privilege to be supported by him. The same is true of his senior leadership team, whose strength and capability has constantly been growing. The new governance structure has given them the opportunity to show their skills and at the same me enable the Board to provide appropriate input and scru ny. The past three years have been different from what I expected. We have had to face unexpected challenges — Covid, the cost of living and the fall-out from the war in Ukraine. But I have found my me in office very rewarding. I have had a unique chance to serve an industry that makes such a difference to the economy and to individuals. It has been a privilege, and I thank you for giving me such an opportunity. 1
REC report: Recruitment and Recovery 2021
Membership Department: Membership: 020 7009 2100, Customer Services: 020 7009 2100 Publishers: Redac ve Publishing Ltd, 9 Dallington St, London EC1V 0LN Tel: 020 7880 6200. www.redac ve.co.uk Editorial: Editor Ruth Pricke . Produc on Editor: Vanessa Townsend Producঞon: Produc on Execu ve: Rachel Young rachel.young@redac ve.co.uk Tel: 020 7880 6209 Prinঞng: Printed by Precision Colour Prin ng © 2023 Recruitment Ma ers. Although every effort is made to ensure accuracy, neither REC, Redac ve Publishing Ltd nor the authors can accept liability for errors or omissions. Views expressed in the magazine are not necessarily those of the REC or Redac ve Publishing Ltd. No responsibility can be accepted for unsolicited manuscripts or transparencies. No reproduc on in whole or part without wri en permission.
www.rec.uk.com
01/11/2023 16:49