Wednesday - 19 November 2008
Analysis 

Soundbites 23rd July 2008

Published: 23 July 2008   

John Maxted Chief executive, Digby Morgan

"To be honest, because we specialise solely in the HR sector, this isn't something that we worry about at all. In fact, for some years we have operated a policy of proactively helping our consultants with their personnel career development and on many occasions this has meant introducing them to clients as potential in-house resourcing specialists. This has been especially well received by our graduates who've been with us for two or three years and are considering a logical next step up the career ladder. And, of course, 'what goes round comes round' and most of them end up as both clients and candidates of Digby Morgan's in the future."



Gill Bell Head of HR division, Handle Recruitment



"The really good consultants — the ones that we don't want to lose — are the ones who enjoy the buzz, demands, autonomy and rewards that only a consultancy can really offer. We're not worried about losing our stars and would only really expect consultants to consider in-house roles once they've reached that stage in their careers and their lives when they'd rather have a more regular and predictable routine or, perhaps, want to move from the sales environment into a more strategic talent management or HR role. So as long as you continue to build and develop your team then it should never be a problem."



Alex Morris Managing director, Cerebra Recruitment



"Those of us who think they will not lose their staff are the most at risk of doing so. I do believe, however, that traditional in-house resourcing departments do not offer enough financial incentive to attract our best employees. There are two types of recruiters: those who thrive in an in-house role and those who thrive in a traditional agency. As an agency, we are only looking to attract and retain those who suit our business and therefore I do not think that there is too much risk."



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