Recruiter- November/December 2022

info@fcsa.org.uk www.fcsa.org.uk

Would you agree that late autumn 2022 has become a season of ‘if you don’t laugh, you’ll cry’ episodes? For instance, take our government – please (as the old joke goes)! What new miracles will be unveiled at the delayed Budget announcement on 17 November? Our current ignorance may turn out to have been bliss.

A closer brush with both the ‘laugh or cry’ and UK staff shortages phenomenon came at a stop at an international fast-food chain restaurant near my home where I occasionally feed my chocolate-chip cookie addiction.

“What new miracles will be unveiled at the delayed Budget announcement on 17 Nov?”

A sign at the entrance proclaimed that there was no lobby or counter service due to “technical issues”, ie. staff shortages. The long and the short of this is that I ended up walking, in between cars, through the drive-through lane to order, pay for and pick up my cookies, at three different service points.

The worker at the pay window was the guy who ultimately prepared and handed me my bag of cookies. Staff shortage personified. He stared at me. I smiled. What else could I do?

What has your autumn thrown at you? Make the most of the rest of 2022!

Businesses hire more overseas workers

THE NUMBER OF UK businesses employing skilled workers from overseas has risen by 64% in two years, according to new analysis.

The figure is calculated from the increase in businesses holding sponsor licences to employ migrant workers on Skilled Worker visas.

Despite the rise, however, only a small minority of UK employers are currently able to fill vacancies with overseas workers, according to immigration specialists A Y & J Solicitors.

Data analysed by the firm shows that currently, 48,470 UK firms hold Home Office licences to employ migrants on Skilled Worker visas. House of Commons statistics show that there are 1.4m private sector employers in the UK, meaning only 3.4% are able to employ migrant workers on the most popular visa route, despite acute labour shortages across many business sectors.

The data does show that there has been a significant increase in the number of firms who have gained sponsor licences in the past two years. In September 2020, 29,514 enterprises were registered to sponsor applicants.

Yash Dubal, director of A Y & J Solicitors, said: “The rise in businesses who are looking overseas to fill labour gaps is significant and a result of Brexit and the manpower shortages in the UK. Businesses now have to be licensed to employ any overseas workers, not just those from outside the UK, so the rise [in licence applications] was to be expected. However, the historic levels of staff vacancies that firms are experiencing have forced more to look overseas for staff.

“The skills pool is global now and firms no longer just compete within the UK for talent. To stay competitive, they need to look internationally.”

Office for National Statistics figures show that between June to August 2022 there were 1,266,000, job vacancies in the UK, a decrease of 34,000 from the previous quarter.

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Generation Aviation: recruiting a workforce fit for the future

THE GOVERNMENT HAS launched a new recruitment campaign intended to encourage the next generation into aviation. The move is part of a strategy to create a more sustainable, open and diverse aviation sector.

The campaign will help deliver training, outreach schemes and opportunities for those looking for a career in the industry, the Department for Transport (DfT) said.

Generation Aviation is part of a 22-point plan to support aviation as it recovers from the pandemic and forms part of the wider aviation strategy ‘Flightpath to the future’. The recruitment campaign builds on £1.5m announced by the government last summer to boost recruitment into the sector.

In a statement, the DfT said: “Before the Covid-19 pandemic, the air transport and aerospace sectors contributed at least £22bn to gross domestic product (GDP) each year and provided at least 230,000 jobs across all regions of the country directly.

“However, there are several challenges ahead, from decarbonisation to changing travelling patterns following the pandemic.”

The new campaign will help boost recruitment into the sector by: ● raising awareness of aviation careers, such as through its

£700k Reach for the Sky programme, which will fund outreach programmes and events to educate young people from all backgrounds on the opportunities on offer in aviation

● signposting training, careers and opportunities to people looking to enter or move up in the industry, including through the relaunched Aviation Skills Recruitment Platform (ASRP), which has already received £600k in funding ● championing the sector to

AS OF 3 NOV 2022

celebrate its successes and promote it to a wider audience, including through the incumbent and new aviation ambassadors, inspiring representatives of the aviation sector, and the breadth of opportunities

● driving research and data to articulate the issues facing the sector and inform decision-making on its future resilience.

“For the sector to successfully adapt, it requires new skills and a robust pool of talent across a wide range of science, technology, engineering and mathematics (STEM) fields and other critical roles. This campaign will see government and industry work together to build a workforce that is open, diverse and accessible,” the government said.

The campaign was launched on 31 October at London’s Heathrow Employment & Skills Academy, where in an opening address transport minister Baroness Vere said: “The aim of Generation Aviation is, quite simply, to build an aviation workforce fit for the future – a future that can only be realised by a new generation of aviation workers, from all corners of the country, representing the rich diversity of modern Britain.”

Heathrow’s learning and inclusion director Jason Knight said: “A successful aviation sector connects countries and continents. It acts as the global gateway for leisure, commerce, and families and is a central pillar for local communities and the national economy.”

He added: “To support this, Heathrow has set two major targets, creating 10,000 jobs and apprenticeships and 15,000 ‘experience of work days’ by 2030.”

The government is also working with Aerobility, a charity helping people with disabilities get into flying, led by Department for Transport director of aviation Ben Smith.

Said Marcus O’Shea, head of fundraising, marketing and communications at Aerobility: “We change lives by providing anyone, with any disability, with access to the magic and wonder of flight. We do this because taking the controls of an aircraft drives a focus on capability and encourages our flyers to ask the question ‘If I can fly an aeroplane, what else can I do?’

“It is our mission to ensure as many people as possible can access the benefits and opportunities provided by the aviation industry, which is why we are delighted to announce the Equal Skies Charter as part of the week’s activities. Equal Skies will work with the aviation industry to increase accessibility and deliver a more diverse workforce.”

Warning on use of emotion analysis technology

The Information Commissioner’s Office will issue guidance on biometric technologies and their use in spring 2023, while it is currently warning organisations to be wary around the risks of using emotion analysis technology before putting it into use.

The ICO is worried that organisations are making critical decisions about people without appreciating there is no scientific evidence that biometric technologies, said to analyse emotions, work.

Biometric information is based on physical and behavioural characteristics, such as facial movements or heartbeats.

Emotional analysis technologies process data such as gaze tracking, sentiment analysis, facial movements, gait analysis, heartbeats, facial expressions and skin moisture.

Examples include monitoring the physical health of workers by offering wearable screening tools or using visual and behavioural methods including body position, speech, eyes and head movements to register students for exams.

The ICO said in a statement: “Emotion analysis relies on collecting, storing and processing a range of personal data, including subconscious behavioural or emotional responses, and in some cases, special category data.

“This kind of data is far more risky than traditional biometric technologies that are used to verify or identify a person.

“The inability of algorithms that are not sufficiently developed to detect emotional cues means there’s a risk of systemic bias, inaccuracy and even discrimination.”

ICO deputy commissioner Stephen Bonner said in a statement: “As it stands, we are yet to see any emotion AI [artificial intelligence] technology develop in a way that satisfies data protection requirements and have more general questions about proportionality, fairness and transparency in this area.”

Researchers at Cambridge University recently raised similar concerns about some of the claims made for AI image-analysis systems used to assess a job candidate’s personality. They suggest that some uses of AI in recruitment are little better than an “automated pseudoscience” similar to discredited beliefs that personality can be deduced from facial features or skull shape.

They say it is a dangerous example of “technosolutionism”, which means turning to technology to provide quick fixes for deeprooted discrimination issues that require investment and changes to company culture, said Dr Eleanor Drage, a co-author of the report from Cambridge’s Centre for Gender Studies.

Bonner told the BBC that the ICO was warning companies: “If you go and buy this technology without any evidence that it’s actually working and then there’s harm for individuals, we’re going to step in.”

Farewell to three industry grandees

THREE RECRUITMENT INDUSTRY leaders have died this autumn after long and high-profile careers in the sector: Aidan Anglin (top, middle), Tony Berry (top, below) and John Rowley (top, above).

IT recruitment leader Aidan Anglin died suddenly at the age of 57 on 6 September. At the time of his death, Anglin was the chairman of Specialist Talent Group, non-executive chairman of Digitech Resourcing and CEO of IT specialist DP Connect. Previously, Anglin was a corporate director and chair of the finance committee at the Recruitment & Employment Confederation (REC), managing director at Adecco Technical Staffing and MD also at MSB International.

He is survived by his wife Clare and children Ava and Tom. Donations to the British Heart Foundation were requested in lieu of flowers.

Tony Berry, 81, was chairman of the eponymously-named Berry Recruitment Group (BRG). He passed

away in October after a long illness.

After qualifying as a management accountant with Guinness he joined Bovril then took a position at an office cleaning company where he remained through the 1970s.

In 1981 he bought a controlling stake in recruiter Blue Arrow in St Albans, Hertfordshire. He grew this company quickly and acquired a number of other businesses including Manpower and Brook Street.

Berry was once voted ‘Best Dressed Man in the City’, and his generosity and largesse were legendary.

As well as working in his recruitment business, Berry was a long-time director of Tottenham Hotspur and was club chairman in 1991-92. He had been born in Edmonton, North London, and not only supported Spurs but played for their youth team before being told by the manager Bill Nicholson that he wouldn’t make the grade.

He captained Edmonton Cricket Club for years and also served as its president, and it was on a cricket tour to Bournemouth where he met his wife Marion.

They had children Spencer and Jemma, both of whom work in the family business along with Jemma’s husband Chris Chown, who is MD.

Spencer Berry said: “So many people attended the funeral to pay their respects – there was standing room only. We heard so many wonderful stories about him from all sorts of people. He will be sadly missed by everyone at BRG and by his many friends and colleagues.”

Among those to pay tribute was Claude Littner, businessman and star of TV’s The Apprentice: “Every so often, not too often, you meet someone special. Tony Berry was special... Friends for 30 years, wish it could have been longer.”

Executive and entrepreneur John Rowley died on 17 September at the age of 78 in Nottingham.

His son David said Rowley was stricken with Alzheimer’s disease several years ago, which intensified near the start of the first Covid-19 UK lockdown in March 2020.

Remembering the first day of his recruitment career on 5 April 1969, John Rowley’s subsequent career spanned a number of C-suite roles at recruiters including the Corporate Services Group (CSG), which merged with Carlisle Group to become part of the Impellam Group, the Netherlands-based recruitment conglomerate Vedior, Select, Parkhouse Recruitment, the SOS Group and Premier Recruitment.

He hailed the rise of niche recruitment and had been looking to expand CSG into emerging markets abroad during his threeyear tenure at the Luton-based headquarters. As Recruiter wrote in a 2007 cover profile of Rowley: “During Rowley’s watch, Vedior opened offices in Australia, Hong Kong, Malaysia, New Zealand and Singapore. The Select/Vedior model of specialising in niche recruitment businesses is set to be repeated at CSG where Rowley has been revitalising and redefining individual speciality brands within the group’s existing portfolio since he took up his position.”

He also served as an individual director on the REC board.

David Rowley, now sales director with Select Recruitment Specialists, said his father was “a huge influence” on his own career. “I learned everything I know from him, watching him, listening to him,” he told Recruiter.

Until he became ill, John spent time on the golf course and enjoying his Bentley cars.

He is survived by his wife Ann, children David and Joanne, and grandchildren Elisha, Jack and Teddy.

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CONTRACTS & DEALS

House of HR

House of HR, a leading provider of HR solutions in key European staffing markets, has made four new acquisitions. The acquisitions are: French company StaffMe, active in the digital staffing market; the German company LD Personalvermittlung, a provider in healthcare staffing solutions with a focus on doctors; House of Covebo, a subsidiary company of House of HR, has expanded further in The Netherlands with FID and Bis People – two acquisitions in temporary employment niches that will further amplify its strong positions in the Netherlands.

Gi Group

Multinational staffing company Gi Group Holding has acquired UK industrial recruiter Encore Personnel. Gi Group said the acquisition of Encore would allow the company to consolidate its position in the UK’s driving, industrial and manufacturing sectors. Headquartered in Milan, Gi Group is active in more than 100 countries.

Focus Cloud

European IT recruitment group Focus Cloud has acquired specialist Microsoft recruitment firm Cognitive Group. Together, they have formed a new global brand, the Focus Cloud Group, which will provide global recruitment solutions across the major cloud platforms Microsoft, Workday, SAP, Salesforce and ServiceNow, as well as the life science and cyber security industries.

DEAL OF THE MONTH

Macildowie

Nottingham-headquartered recruitment and retention consultancy Macildowie has announced the latest step of its longterm growth plan with the acquisition of Signet Resources.

Founded in 2003, Maidenhead-based Signet Resources specialises in delivering permanent and interim recruitment & resourcing solutions in HR, marketing, accounting & finance and commercial operations.

The deal will see Macildowie acquire 100% of the shareholding of Signet, and Signet’s team, led by managing

director Nicky Pusey and director Vanessa Pegg, will join Macildowie Group’s 75 strong workforce, a statement from Macildowie said.

Commenting on the acquisition, James Taylor, CEO of Macildowie, explained that ‘Building Great Futures’ “is a key part of Macildowie’s vision. We believe that this acquisition will enable both companies to deliver an even greater breadth of service to their already loyal customers and clients, while also enhancing the long-term career opportunities of all of our employees”.

Jobmatch Sweden

Jobmatch Sweden has announced its partnership with Hapro Jobb og Karriere in Norway, partly owned by Norwegian municipalities and the major bank DNB. The partnership gives Jobmatch the opportunity to reach the right companies and organisations through Hapro’s presence in Norway. Hapro is one of Norway’s competence centres and offers employment help, courses and labour market services.

JobTeaser

JobTeaser has acquired its Nordic counterpart Graduateland, based in Denmark, allowing the French HR tech scale-up to secure a key position in the Nordic countries. A company statement from JobTeaser said the acquisition was part of its European expansion strategy and its ambition to offer the largest pool of young talent across Europe. This union will also allow the development of new features and services on its platform thanks to Graduateland’s expertise and technology.

Morson Talent

UK Power Networks has appointed Morson Talent, part of the Morson Group, to support its people agenda and drive diversity within its workforce. As part of a three-year, multi-millionpound contract, Morson will supply UK Power Networks with a strategic managed service provision (MSP).

Wundertalent

SaaS, tech and enterprise sales recruitment agency Wundertalent has secured £100k in funding through private investment and asset management firm T&M Investments. Headquartered in Manchester, with a presence across the UK, the US and Europe, Wundertalent will now ramp up its growth by investing in sales, marketing, R&D and creating 10 new jobs within its team over the next 12 months. The company was founded by Jay Andrew Odeka and Matt Williams.

More contract news at recruiter.co.uk/news

The Workplace

‘PRODUCTIVITY IS NEVER an accident. It is always the result of a commitment to excellence, intelligent planning and focused effort’ – a valuable piece of advice from Paul J Meyer, the guru and pioneer in business improvement. Are you measuring productivity in your business or team? Do you know not only your financials on a per head basis, but also all the key input activities – and how they are trending? This data has never been more important, as we experience an economic phase of rising inflation and interest rates, which will bring with it some headwinds that challenge us.

Being aware of your net fee income (NFI) per head is paramount – and the per head bit is really important. Most recruitment businesses have been hiring over the last 12 months, combine that with an extremely healthy market, and an increasing company NFI line can become delusional – a rising tide lifts all boats, so make sure your boat has a realistic set of instruments!

Other weekly/monthly key metrics to measure include:

● Number of roles registered

● CVs submitted

● 1st interviews

● Time to hire

● Conversion rates

Make sure you only present data on metrics vs a target, as well as analysing trends by reporting month-on-month, quarter-on-quarter, year-on-year etc. Make sure you have real clarity on what the monthly or quarterly trend is; this is what should be driving so many of your decisions around performance management and investment.

Measure lost revenue – both in terms of placements lost to counter offers/multiple offers and of candidates on your database who have been placed by a competitor. Highlighting and creating awareness of this in your team will not only focus the mind but will alert you to any learning & development needs and also give you the opportunity to set an improvement target in this area.

The effective deployment of recruitment technology should have a significant impact on productivity.

Automate as much as possible – as a minimum:

● CV screening

● Auto responses

● Video offering

● Auto posting

● Coding

● Management of sales leads

● Campaign management

TARA RICKS

Have an objective of synchronising all platforms where possible and ensuring all is optimised for mobile. We all know recruitment tech is developing at speed, and we can already see machine learning supporting productivity acceleration through the analysis and subsequent prediction of trends and client/candidate behaviours.

An effective and consistent suite of reporting in your business will support productivity. Regularly review what your reporting looks like.

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GUY HAYWARD – redefining the modern workplace CEO, Goodman Masson

Improve the candidate and the client experience, and you will improve sales and increase productivity levels. If you are not already, I would highly recommend using the Net Promotor Score method. NPS is a widely used market research metric that typically takes the form of a single question, asking respondents to rate the likelihood that they would recommend your business. If you include the verbatim comments option, you can solicit valuable information and intel, all hugely useful to create awareness and set a plan to improve where necessary.

Finally, do not let any of this be a shock to new hires! Don’t let their first day be the first time they hear about the productivity measurements and expectations in your business. Have a really great onboarding plan that supports productivity from the get-go – with the emphasis on the support structure around them that not only allows them to understand what looks good (as it’s measured) but also has the expertise to improve their skill set, constantly.

And (definitely finally) – remember, if productivity falters, the answer is ALWAYS in your data, so measure it! ●

WELLBEING AND RECOGNITION

Employee wellbeing and recognising achievements are woefully untapped and hitting employers where it hurts – in their profits

Recruiters, possibly more than most professions, see the value in performance recognition, especially when it comes to financial incentives that reward achievement.

However, employee recognition is “one of the most effective and affordable wellbeing strategies [that is] woefully untapped”, according to a 2022 report from Gallup, ‘Amplifying Wellbeing at Work and Beyond Through the Power of Recognition’.

Describing wellbeing as both “a universal need of employees… and a high-stakes foundation to organisational outcomes”, the report notes that wellbeing or the lack of it influences outcomes with “serious price tags, including hindering employee productivity and engagement as well as leading to burnout and turnover”.

And the report goes on to say, “it’s one of the simplest tactics at leaders’ fingertips”.

The report focuses on a large-scale study by Gallup and Workhuman of more than 12,000 employees across 12 countries, which demonstrated that fulfilling employee recognition is associated with better employee wellbeing across four key dimensions:

● Increased overall life evaluations

– Employees are as much as two times as likely to evaluate their lives and futures positively.

● Reduced levels of burnout –Employees are up to 90% less likely to

report being burned out at work “always” or “very often”.

● Improved daily emotions –Employees are up to two times as likely to report having experienced a lot of gratitude the previous day and about 40% less likely to report having experienced a lot of stress, worry and sadness.

● Better social wellbeing – Employees are seven times as likely to strongly agree that they have meaningful connections or a best friend at work, and as much as 10 times as likely to strongly agree that they belong.

When organisations weigh costly Employee Assistance Programmes and health insurance offerings, they often overlook the most accessible and affordable ways to promote wellbeing: by simply recognising their employees for who they are and what they do. Workplaces shape wellbeing every day, for better or worse, by the way they treat their employees. Leaders who strategically incorporate recognition into their culture can drastically improve employees’ perceptions that they’re valued, cared for and respected as people. Also, recognition can spark cultural transformation and help workplaces achieve exceptional performance; when recognition is part of leaders’ wellbeing efforts, the outcomes and return on investment (ROI) are extraordinary.

Conversely, the costs of neglecting wellbeing are real and significant, for

employees personally and for their employers: ● $20m (£17.44m) of opportunity loss for every 10,000 workers due to low wellbeing and its drain on performance ● $322bn (£280.89bn) cost globally in turnover and lost productivity when low wellbeing shows up as employee burnout (see source below box right, p15).

In the UK, the survey found that 24% of respondents rated at least three of the five pillars of recognition (see box, p15) as fully fulfilled. Of the 12 countries surveyed, the UK emerged on top alongside Norway, which also achieved 24%. The two bottom slots were held by Ireland, at 14%, and Finland with 12%.

Wellbeing is about a life well lived; it is about being fulfilled in the aspects of life that matter most

When it comes to recognition, the study found a big difference between perfunctory and genuine, “and employees can tell the difference”, the report said. “They know whether you mean it – and they want to feel valued for their authentic selves… This is why organisations should be

deliberate in how they institute and scale recognition.”

Sadly, the survey results reflected a disconnect between organisational leaders and employees around the subject of recognition. Members of the Gallup Chief Human Resource Officers Roundtable revealed that 65% of CHROs strongly agree that their organisation cares about the overall wellbeing of their employees, but only 24% of their employees concur. “The consequences of appearing apathetic about wellbeing are overwhelming, particularly burnout and attrition. The onus is on leaders and managers to show employees, with real and meaningful actions, that they care,” the report said. ●

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FIVE ESSENTIAL ELEMENTS OF WELLBEING

Employers can make a difference in every one of the essential elements of wellbeing. Yet many simply go through the mechanics of providing jobs and paychecks without ever realising that work can be so much more.

Career wellbeing refers to how people spend their days and whether or not they generally like what they do with their time.

Social wellbeing refers to people’s relationships with others and whether or not they have meaningful connections and positive interactions with others.

3

Financial wellbeing refers to people’s economic activity and standard of living and whether or not they have the funds they need to provide for themselves and/ or their family.

4Physical wellbeing refers to people’s health and physical condition and whether or not they have the energy and endurance to be productive each day.

5Community wellbeing refers to people’s daily environment and whether or not they feel satisfied, connected and engaged with the areas in which they live.

Source: Rath, T & Harter, J: The Five Essential Elements of Well-Being, Gallup.com. Retrieved from https://www. gallup.com/workplace/237020/five-essential-elements. aspx

Excerpted from ‘Amplifying Wellbeing at Work and Beyond Through the Power of Recognition’, Gallup and Workhuman

TECH & TOOLS

IN FOCUS: Embracing data and intelligence analytics

Few business cases today are made, or decisions taken, that aren’t backed by data and intelligence. And both agency and in-house recruiters know that they must be increasingly data-driven in their actions. Moreover, data and intelligence enables recruiters to be more transparent and accountable, which is increasingly important in areas such as diversity & inclusion.

Using data and intelligence effectively isn’t necessarily straightforward though and it relies on getting the right data, at the right time and for the right purpose. While data has proliferated in recent years, many recruiting teams’ ability to make strategic decisions with that data hasn’t kept pace, believes Amit Bhatia, co-founder and CEO of Datapeople, which launched one of the first recruitment analytics platforms in 2015.

He acknowledges that there is

the same hunger for analytics and a desire to be informed by data as other business units to act as a true strategic partner, but this is sometimes easier said than done. “For recruiting teams, even getting an accurate answer to questions like ‘How have average applications changed?’ or ‘Where do candidates disproportionately drop-off in our funnel?’ take an enormous amount of time and effort to answer.”

Joseph Buckley, manager, data science at Bullhorn, which acquired data and analytics company Cube19 last year, believes the industry has come a long way towards embracing analytics.

“Agencies have more access than ever to data that can meaningfully impact their business, and it’s the most accessible and user-friendly it’s ever been,” he says, but adds: “The key challenge facing businesses now is converting this grand dataset into business value.”

Deciding what to measure is key to this. When it comes to agency performance, Buckley says much depends on the unique needs of each recruitment business, but all agencies would be well-served by measuring and monitoring gross margin, fill rate and time-to-fill. “Optimising quality metrics and ratios is a far more effective way to increase output than exerting 10% more effort,” he says. “As agencies continue to face talent shortages, we’re seeing many more businesses prioritise redeployment rate.”

Also, he adds, recruiters should recognise the delicate balance between quality and quantity. “There is a lot of complexity within a sales target, and not all interviews are created equal. Overworking a job with an uncommitted client might look good on the stats, but don’t be surprised to find that your neighbour who booked fewer interviews against better qualified jobs, or created more opportunities

with each precious candidate, makes more placements by month end. It’s at this point that analytics becomes insight.”

Bhatia says key metrics for teams that use Datapeople include job score (how likely a job is to perform in the market), source performance (what sources are and aren’t producing qualified candidates), and drop-off rates (where candidates are falling off at each stage in the hiring process).

“Datapeople also allows users to filter the data to see how different office locations, departments, teams, recruiters, and hiring managers (and more) are performing,” he says.

Toby Culshaw, talent intelligence leader, Amazon Worldwide Stores, and author of the recently published book Talent Intelligence: Use Business and People Data to Drive Organisational Performance, urges recruiters to learn how to position data, both quantitative and qualitative or anecdotal. “Learn how to identify the root cause of the problem and use the data to really frame this,” he advises. “Be clear about whether you are using the data to mitigate the pain of a symptom or to challenge the root cause. Finally ensure you are presenting this to someone who has the power and authority to act upon this information.”

He also recommends recruiters think as “holistically as possible” about data sources from across HR and how they interact with each other: “How is our talent funnel impacted by our external perception? How does that relate to

our employee engagement data? How does our promotion velocity translate to attrition and how exposed does that leave us to competitor approaches, and how will we mitigate this if competitors ramp up their hiring?”

Buckley similarly advises recruiters to take a holistic approach and reminds them that good use of analytics goes beyond setting key performance indicators (KPIs) and automatic reporting. “It is crucial to conduct experiments across every stage of the recruitment process and identify opportunities to significantly increase through-put (and satisfaction), including examining client relationships as well as contractor retention.

“During 2020, most recruitment ratios (such as fill rate, interview-toplacement) improved year-on-year for myriad reasons, ie, only the most committed clients were hiring, while fewer jobs meant more attention could be paid to their service. It’s crucial such lessons aren’t forgotten; challenge your clients on slow or non-committal processes, and your recruiters to take a quality lead approach in an industry where high effort is all but guaranteed.” ●

IN BRIEF

Building in digital right-to-work checks

Asynchronous video interview platform provider Willo is incorporating a facility to conduct digital government-approved right-to-work checks into its existing technology. Third-party digital identity service provider systems are often external to a company’s systems while Willo’s authentication system is built in as a step in the asynchronous hiring process. Willo.video

Assessing newcomers to the world of work Modern Hire is launching a preconfigured assessment tool aimed at candidates with limited job experience who are embarking on the world of work. The Graduate Virtual Job Tryout (VJT) is an extension of its science-based VJT simulation and text-based assessment technology that measures competencies and likelihood to stay in a role. It is specifically designed for entry-level positions across the globe. www.modernhire.com

Personalising the employee experience

Employee experience platform LumApps is introducing an “employee data layer” to help understand employee preferences for more personalisation in the workplace. The layer synchronises information from various channels, devices and applications across the business and translates it into a holistic view of each employee, taking the “power of consumer personalisation” and applying it to employee experience. www.lumapps.com

Identifying an agile mindset HireVue is unveiling a pre-hire assessment tool that claims to measure a candidate’s agile mindset in just under 30 minutes. It aims to identify candidates with a propensity for faster thinking, efficiency and more flexible ways of working. The questions and games measure: people agility; results agility; mental agility; and change agility. The Agile Mindset Assessment aims to find employees externally and internally who have the talent to move into future upskilled roles. www.hirevue.com

Fast-track payroll software

Following the acquisition of Australian-based business FastTrack360, The Access Group has launched Access FastTrack360 cloud-based payroll and billing system for recruitment agencies. The system is designed to cater for the complex needs of agencies and can be uniquely configured to a business as well as sit alongside existing Access Pay and Bill software and outsourced solutions. It can connect with major recruitment CRMs and be integrated with candidate and client portals. www.theaccessgroup.com

Making a difference

How to mentor in a hybrid world

There has never been a more important time for mentoring and coaching. The hybrid world has seen the way we work turned upon his head. The upside is flexibility and the possibility of a better work-life balance. The downside is the danger of becoming isolated and unsupported.

There is no doubt that, for many, personal development and growth in the job have stalled over the past two and a half years as we’ve moved out of the office. So, here are some top tips about how to support your people in the hybrid world through mentoring and coaching.

Listen, don’t tell The first rule is to listen deeply. Don’t tell your mentee what you would do. Try to properly understand what the challenges are that they are facing. Don’t direct them. Try to get them to discover themselves what the solutions might be.

Ask questions “What are your options?”

“What is your gut telling you is the right thing to do?” “How have you solved a situation like this in the past?” “What is the worst thing that could happen?”

Look beneath the surface Consider what might really be going on below the surface with the person you are trying to help. There is a rationale behind every human act but it’s not often the thing which is most obvious. What’s really going on? A reluctance to do something may be because your colleague doesn’t have the skills or the experience to do it, but they might not say that. Unhappiness at work is often unhappiness at home. People tend to do the things that they are comfortable with, rather than the things they may need to do to progress.

Everyday actions Focus on helping your colleague to work out what are the everyday actions they need to do to take small steps towards their goal. Breaking things down is the key to progress. Big goals are scary. To take the first steps in the right direction you need to point your toes.

Chat without action is delusion Try to agree on clear and simple actions, which your colleague is going to take as a result of your conversation. Write them down so that you can review progress the next time you both talk. Ask the question: “How are we going to know that we’ve made progress?”

These top tips work well in the face-to-face world as well as the hybrid world. While logistics might determine that you meet your mentor online, the quality of the conversation will be so much better if you can also meet in person for a coffee. This is especially true at the start, in the middle and at the end of a set of mentoring conversations. Most of all, remember: if you do these conversations well, they will make the world of a difference. Talking things through with a mentor is an essential not a luxury if we’ve to maximise performance in the hybrid world. ●

WEBCHAT

PLENTY STILL TO DO WITH DIGITAL RTW SCREENING

In response to ‘Are you ready for digital right to work identity screening?’ (recruiter.co.uk, 29 Sep 2022), the key issue here is Identification Document Validation Technology (IDVT) delivered by Digital Identity Service Providers (IDSPs) is only allowed when dealing with in-date British and Irish passports.

For the estimated 1 in 5 British/Irish jobseekers without in-date passports (holding out-of-date passports or birth certificates), the only route is face-to-face/postal to get a job, which has the potential to create a second-class jobseeker less able to take remote work opportunities.

This has been picked up by ministers and MPs. Jobseekers relying on the OCS [ownCloud Classic Server] can only fulfil this by providing an online share code, which those in digital poverty are struggling to do. Plenty still to work out! Keith Rosser, director group risk/director of Reed Screening

Good point, Keith. Several of our clients outside of Digital Identity Certification Scheme (DICS) use a feature in our platform to accept an expired ID doc as a valid proof of identity. Combined with facial biometrics and other signals, this promotes inclusion when perhaps some households can’t afford the £75 for a new passport.

David Pope, marketing director, HooYu

“In 2022, we significantly increased the number of staff working at Hunter Bond. With that came the introduction of many employees from different cultures, nationalities and ethnicities. We now manage employees from diverse backgrounds across three different continents and time zones. Our greatest business learning, which we will apply in 2023, is the ability to individually manage and be understanding of all employee cultures. Moving forward we will be committed to making diversity & inclusion a part of everything we do, including how we communicate to our clients, candidates, and how we continue to build our workforce globally.”

MANAGING DIRECTOR, LORIEN “My greatest business learning is the power of positivity. I passionately believe that we create our own environment, and I think we’ve proven that this year by adapting to some very uncertain market conditions while still managing to grow as a business. If you and your people believe in your product, your capability and your potential, then I believe you create a virtuoso culture that strives for more. Because at the end of the day, people make the difference. I would like to take that optimism into 2023 – if you and everyone around you believes the sky is the limit, then there’s no distance you can’t go, and no situation you can’t overcome. Positivity feeds creativity, and creativity feeds progress.”

ED ROSSITER

FOUNDER AND CO-CEO, PHOENIX

“Employees of the future will want the freedom to work from anywhere they want and the hours they want, while also having the ability to be part of an office-based culture and create relationships with their colleagues in person. This year reinforced to me that we are social beings that crave interactions and connections. ‘In-real-life’ meetings are difficult to recreate, and to me they are what build culture. Understanding of both sides of the coin is what I will be carrying into 2023.”

“What has been your greatest business learning in 2022 to apply in 2023?”

A N D

For a growing number of companies, profit alone is no longer the mantra of business. B Corp recognises firms that are reinventing the world of work for good

t’s been half a century since US economist Milton Friedman famously argued “the business of business is business”.

The highest good in Friedman’s analysis is for managers to maximise profits for company shareholders, with wider goals, such as curbing pollution, best left to governments.

But with global challenges from climate change to rising income inequality, there’s a growing group of companies reinventing business as a force for good. It’s called the B Corp, or Benefit Corporation, a certification for businesses committed to social and environmental gains alongside shareholder profit.

The B Corp label is for companies what Fairtrade is for bananas – a signal to customers of a sustainable business. The movement’s mission is the creation of a more “inclusive, equitable and regenerative” economic system, said Chris Turner, executive director at B Lab UK, the non-profit that manages the B Corp certification. This represents, he says, “a radically different system to the extractive and exploitative one which is currently engrained in | law and orthodoxy”. Ultimately, the aim is shared wellbeing on a healthy planet.

If this sounds a bit like the sort of thing you might read in a Green Party manifesto, take note: 39 UK-based recruitment agencies have already signed up. Last month, Acre, a sustainability recruiter in energy, business and finance, announced it had achieved B Corp certification.

CEO Richard Wright said the company, since its inception in 2003, had always tried to be a “good” business and its values were closely aligned with the B Corp agenda.

Wright said: “The purpose of B Corp is to drive businesses to do things better and value profit

equally to people and planet.”

It’s about business owners taking a broader view of their responsibilities rather than just making money – that’s the future, he said.

How did B Corp start?

Like most big ideas B Corp started small. Two friends, who previously worked together at a start-up footwear company, co-founded B Lab with a private equity investor.

The first 82 companies were B Corp certified in the US in 2007. Today – 15 years later – there are more than 5,000 certified B Corporations in 85 countries, including Ben & Jerry’s, Patagonia, the Body Shop and The Guardian newspaper.

In the UK, where B Corp arrived in 2016, there are more than 900 B Corporations. This equates to a tiny proportion of the total 2.7m businesses. But membership grew 85% last year, according to B Lab UK.

Getting certification is tough. Firms must pass a comprehensive assessment to qualify. Criteria include how it is governed, transparency, employee benefits, carbon footprint and impact on local communities where it operates.

Chris Biggs, relationship director of corporate banking at NatWest, said: “We are seeing an ever-increasing proportion of our clients developing credible, quantifiable and often very socially impactful ESG [environmental, social and governance] strategies.”

In some cases, these have been ratified externally through the B Corp certification process, he said.

“Whether B Corp certified or otherwise, an ability to articulate a commitment to a business’s ESG

“Consideration for people, planet and purpose always has been at the forefront of our decision making”

CASE STUDY THE GOOD BOARD

Among the businesses to achieve B Corp certification is The Good Board, an executive recruitment and leadership development company.

CEO Louise Gatenby said: “We have always believed in business as a force for good and wanted The Good Board to be able to demonstrate that belief in action, we also wanted to be part of a progressive, purposeful and inclusive community who are trying to make the world a better place.”

Gatenby, who spent her early career at Mars, has 25 years’ experience in recruitment. She is also a board member of WeMindTheGap, a social mobility charity, and Coleg Cambria, one of the UK’s higher education colleges.

Within a year of being set-up in January 2020, The Good Board was B Corpcertified. Going through the certification process was tough but “brilliant” for a new business, said the company boss.

“It made us define our purpose, impact, ways of working, values, culture and strategy much more clearly and much earlier that we would have done without going through

such a positively challenging and rigorous process.”

Practical examples of being a sustainable business, include setting up as a virtual office to minimise commuting and office emissions, a travel policy that encourages use of public transport (no flights) and using recycled printer paper.

“However, given a relatively limited carbon footprint as a service-based business, our biggest impacts are in the way we work with our clients and candidates,” said Gatenby. For instance, at least half of every longlist comprises candidates from underrepresented groups.

What’s more, the recruiter will turn away new business. “Before we take on a new mandate, we ask ourselves if we deliver a great outcome, what positive change will that create and if we can’t answer that question, we don’t take on the work,” she said.

“For us B Corp isn’t a stamp of approval; it’s about being part of a movement and a community who share our belief in the important role business has to play in creating a more equitable and sustainable future.”

strategy is becoming an increasingly important part of tender processes – and recruitment/ talent acquisition businesses are no different in this respect.”

B Corp certified recruiters

In addition to Acre, the new wave of recruiters who are B Corp-certified include f1 Recruitment, SR2 –Socially Responsible Recruitment, The Good Board and Hire and Higher among others. They share a mission to make the business of business more than just business.

F1 is a trailblazer for a more inclusive and diverse workforce in digital, communications and sport marketing. The focus is on improving representation of black, Asian and minority ethnic communities, lower socio-economic groups and those returning to work after career breaks for caring reasons.

In December 2021, f1 achieved B Corp status. Founder and CEO Amanda Fone said it was a natural fit for the company: “For many years we have been putting societal change at the heart of our business objectives alongside our commercial goals.”

She added: “We want to help influence the diversity of talent that works in our sectors and ensure that this diversity stays in these sectors until they reach the very top roles.”

Bristol-based SR2, a specialist IT recruitment firm, shows making a profit and making a difference aren’t mutually exclusive. The company, founded in 2017, has a £28m turnover and 65 head count – and scooped this year’s Recruiter Award for best medium-sized agency.

Founder and MD Chris Sheard, who also was named Recruiter’s Industry Entrepreneur of the Year, said: “Consideration for people, planet and purpose always has been and always will be at the forefront of our decision making

HOW DO YOU

BECOME CERTIFIED AS

B CORP?

The first step is to complete a detailed B Corp online self-assessment. There are about 200 questions ranging from charitable giving and employee benefits to water usage. A minimum score of 80 points is required to pass.

An independent B Corp analyst will check if a company’s assessment score accurately represents actual performance. Companies will be asked to submit evidence to support their answers.

To complete the certification –which can take more than a year –a company must amend its constitution, or Articles of Association, making it the legal obligation of directors to consider the impact of their decisions not just on their shareholders but also on their workers, suppliers, society and the environment.

The annual cost is based on turnover ranging from £1k to £50k-plus, so it is affordable for smaller companies. To maintain B Corp certification, a company will need to recertify every three years and publish an annual report on its progress and goals.

Amanda Fone, founder and CEO of f1 Recruitment, says the toughest part of achieving B Corp is the “collation of all the relevant documentation, forensic audit of our internal processes and policies and evidencing the results from our social change”.

B Lab encourages companies to complete the organisation’s online self-assessment tool, even if they don’t follow through to accreditation. “Our goal is not for every company to be a B Corp but for every company to act like a B Corp,” said a spokesman.

at SR2. It’s what our success is built on.”

SR2 has a double bottom line that measures its contribution to society as well as monthly turnover figures. “For me that feeling of giving back, donating £50k or so to an underrepresented charity, for instance, will always trump a big number in my bank balance.”

Why aren’t more recruiters B Corp-certified? “The perception of recruitment is very money and profit-driven, old-school sales that’s all about money and the bottom line. Many would consider B Corp and recruitment as something of an oxymoron,” said Sheard.

Louise Gatenby, CEO of The Good Board, agreed becoming a B Corp is a big commitment and likely to challenge established ways of working. So, what are the benefits of being B Corp-certified? Gatenby said: “It has helped us attract and retain great people, it has opened much broader conversations with potential and existing clients and candidates. I think it has certainly helped us build credibility and trust and to engage with a range of stakeholders, collaborators,

connections who all share our passion for positive change.”

Fone agreed a better way of working can be good for business, saying: “Our client list has grown since we became a B Corp, and it’s a reason for clients wanting to recruit through us. Becoming a B Corp is a long-term commitment – it’s not simply a badge to be worn; it’s a standard to be lived on a daily basis and a set of values to be maintained and exceeded.”

Wright added: “The benefits of working with a strong purpose agenda and a desire to make an impact ultimately drives a better bottom line. That is how we view business. Although shareholders may need to compromise in the short term, they will ultimately win over the long term.”

But Sheard warned: “The two can go hand in hand. That said, if you’re considering becoming B Corp certified to boost profits, then you are kind of missing the point.

“If every business in the world considered people, planet and purpose over shareholders’ back pockets, then quite simply the world would be a better place.” ●

PAYMEGREEN SHINES AN ETHICAL LIGHT IN THE UMBRELLA INDUSTRY

What is PayMeGreen?

PayMeGreen is a family-run business focused on the improvement and sustainability of fair pay and reward to help improve workers’ commitment. It is one of the first dedicated umbrella and payroll solutions companies to be working primarily with the ‘green’ sector of healthcare, education and

renewable energy. We started PayMeGreen to reinforce the idea that any business, in any industry, can contribute to the preservation and care of our planet.

What makes PayMeGreen a ‘green’ company? Everything! We have partnered with B Corp accredited, environmental membership group

Ecologi and animal welfare charity Humane Society International to preserve wildlife and rehabilitate the rainforests all over the world.

Our team’s personal and professional efforts are focused on growing a company forest, while reducing tonnes of CO2. As an organisation we have a very low carbon footprint by having a virtual office, cycle-to-work

Karolina de Walewska, director of payroll solutions firm PayMeGreen, explains why an ethical and green approach is the only way forward for any business operating today but especially in the umbrella sector

scheme and printing only by request, o setting our personal carbon footprint at the same time. Our team is given an extra holiday day to actively work with their chosen charity and cause. We are dedicated in finding new ways to continue our e orts in being a green company and giving back. PayMeGreen’s mission and focus is to primarily work only with companies that that reflect our own values and ethics.

How would you describe the current condition of the umbrella market?

Negativity surrounding the umbrella industry has severely a ected smaller companies to survive. We believe in transparency and gaining an accreditation organically by having a thorough Employment Rights Assessment audit conducted by ERA Services. We divert any funds required for a ‘badge’ back into our Green Mission.

What can new customers expect when they join PayMeGreen?

Our company provides daily payroll and advance salary pay. is has proven to be a unique o ering, with personalised account managers and a payroll manager to execute any request within minutes. Our mission is to find a way to help contractors in everyday situations and support during these di cult financial times, including o ering advance pay of up to 70% of their salary. It’s important to note that this isn’t an interest loan, or any form of lending. We are simply aiding individuals within the healthcare and educational sectors to receive their salary once their shifts have been completed.

Our onboarding process is under 30 minutes, and we pride ourselves on our personalised and attentive customer service. Every new customer is granted a ‘Green Gold

Club’ membership. is is a rewards platform that o ers discounts and deals with thousands of brand names such as Apple, orpe Park, e Four Seasons Hotel to name but a few. However, most importantly, we aim to help healthcare professionals by sourcing discounted medical supplies such as gloves, stethoscopes and much more since these items are not provided by the NHS or medical bodies. With such high costs, by supporting individuals to obtain these items without running up debt, we can take this initial worry away from the individual.

What is your background?

Born to an English father and Polish mother, I’ve been lucky enough to have attended schools both in Poland and here in the UK, and as a result, I have been exposed to di erent cultures and experiences. My passion for ethics, financial markets and fiscal responsibility, coupled with my underlying interest and hobby for Art history, has led to me achieve

two degrees from the London School of Economics (LSE) and University College London (UCL).

What was your reason for starting PayMeGreen?

I’ve worked in almost every sector from hospitality and fashion to construction and fine art since I was 16. I believed that taking internships or part-time jobs in various roles and markets would give me insight, experience and also learning a range of skills that were crucial to start by own company. With a degree in Economics from LSE, I felt confident that such financial experience, as well as working for a family-based business, would cement the final requirements. During this time, I was faced with an ethical dilemma on an acquisition deal in Central America, which may have resulted in devastating natural consequences and loss of wildlife.

Due to my father’s diagnosis of cancer, I was given the opportunity to take over the day-to-day running of the company. is gave me the platform to execute my vision and ideas in early 2020 – namely, finding a way never to be at that ethical dilemma in Central America again and carving a vision for real change and opportunity.

So, with a rebranded name of PayMeGreen, I knew it would be a force for change and good, and a successful example for the umbrella industry, helping everyday people in sectors that make a di erence in the world. With active guidance from the UN Framework Convention on Climate Change through COP, I am confident that PayMeGreen will only do bigger and better things for the UK, professionals and our planet.

To find out more, please contact Karolina de Walewska

T: 07908 308 552

W: www.paymegreen.io/

On 29 September 2022, recruiters gathered at the Recruiter Awards to celebrate achievements and party the night away!

THE VIEW AND THE INTELLIGENCE

BIG TALKING POINT

Ma

Focus on the future

A manifesto for ‘growth growth growth’

Former Prime Minister Liz Truss was steadfast (for a few weeks) on her plans for growing the economy through radical tax cuts and the ‘sunse ng’ of EU legisla on. A few weeks on, and at the me of wri ng we have a new PM and a new Chancellor, and a u-turn on almost of all of the tax-cu ng proposals the previous Chancellor announced in his ‘mini-budget’. So much drama c poli cs in the pursuit of “growth growth growth”, as the (now former) PM put it in her speech to party conference. However, it doesn’t have to be as di cult as this. With poli cal change in the air – and sugges ons that there could be a general elec on sooner than 2024 – the REC has published its ‘Manifesto for Growth’ to guide the di fferent poli cal par es on what to include in the manifestos they intend to offer to the electorate. The document sets out four key requests.

1. Make sure the skills system encourages fi rms to invest more, not less: reform the Appren ceship Levy, create local delivery networks; and use a tax credit system to reward fi rms that do the right thing.

2. Create a Future Workforce Strategy, outlining the skills that the UK will need over the coming years. Use that to inform policy decisions that will boost economic growth.

3. Extend work visas to at least fi ve years and establish an immigra on route for entry-level skilled workers in

sectors with shortages. Immigra on should be seen as a tool to alleviate skills gaps, alongside boos ng growth and interna onal investment.

4. Ensure that employment laws re ect modern ways of working and are effec ve at protec ng workers. The government has published the Retained EU Law Bill as a mechanism for replacing EU legisla on. New laws should deliver clarity for employers and fairness for employees. This test should apply to all new regula ons, and we should review and update current legisla on where necessary. The REC will set out its view on legisla ng for our industry shortly.

The UK jobs market is at a cri cal point and it has never ma ered more to our shared prosperity. Labour shortages, rising in a on, economic uncertainty and interna onal supply chain issues all play a part in this. This manifesto sets out policy measures that any government could take to enhance UK investment, boost produc vity and promote economic growth.

Leading the industry

the view...

It’s become a cliché to say the mes we live in are unprecedented. But things become clichés because they are rooted in truth. This autumn, we con nue to deal with the effects of con ict in Ukraine and central Asia, supply chain issues caused by Covid and in a on spreading from energy prices to the rest of the economy.

In this context, a steady hand on the ller is essen al for businesses and governments alike. The much-hyped ‘mini-Budget’ didn’t exactly achieve this, although, as I am wri ng this, policy changes and interven ons from the Bank of England appear to have calmed things down, and the interven on on energy prices will help to reduce the speed of any immediate slowdown.

For us as recruiters and sta ng professionals, economic turbulence usually means a quieter market. Yet the data we see remains remarkably robust. Growth is certainly slowing from the post-pandemic sugar rush, but the market remains strong.

The big ques on is why. Falling consumer confidence might be making candidates wary of moving jobs before it affects clients, but it is more than that. The scale of the shortage of labour in the UK means that serious commentators are star ng to speculate that the jobs market may be decoupled from the economy because the supply of labour is so scarce.

That raises an interes ng paradox for recruiters. On the one hand, it means there is a more posi ve market and candidate journeys remain key. On the other, it creates a client base that, while it s ll needs to hire, is facing a tough market. Businesses are changing fast and their skills needs are changing with them.

As I set out at my recent presenta on at the Recruitment Agency Expo, this is where recruiters can make a difference. Successful firms and professionals can square this circle for clients by adding value in new ways and delivering excellent candidate care. They can offer the trusted advice of someone who has a map of a di cult maze. It’s a harder market for clients to hire in –that is why they need us.

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

CAMPAIGNS

We need poli cal clarity and regional input in skills policies

Shazia Ejaz, Director of Campaigns at the REC

Within 49 days of her premiership, Liz Truss’s government had certainly made an impact –although not exactly as they planned. On 23 September, the former Chancellor delivered his not-so mini, and highly conten ous, budget. Just over three weeks later, a new Chancellor with a new fiscal plan undid almost everything previously announced. Now we have a new PM and, at the me of wri ng, we are wai ng for further clarity. At present, it seems that the basic rate of income tax will remain at 20p. Cuts to stamp duty and Na onal Insurance are the only tax measures from September’s fiscal plan that remain. The cap on energy prices for households is now guaranteed only un l April next year and the government is consul ng with businesses to understand which organisa ons may require further support a er 31 March 2023, when the Energy Price Guarantee for business ends. In our Budget submission, we called on government to review the applica on of IR35 rules and clarify employment status for tax, because the off-payroll working rules are hard to understand. Plans to repeal changes introduced in 2017 and 2021 have been scrapped, but issues with IR35 remain. Now is the me for government to undertake a full review of IR35, establish the long-awaited Single Enforcement Body and introduce umbrella company regula on.

We await detail on the Investment Zones that Kwasi Kwarteng announced, but in our Overcoming Shortages report we called for more devolu on and collabora on at regional and local level. Local businesses, local authori es and local people are the experts in their areas.

That’s why we’ve asked government to expand Local Skills Improvement Plans across England and give more power over skills policy to devolved governments and regional mayors. Local recruiters can play an important part in those partnerships. If the government is commi ed to levelling up, it can’t be a postcode lo ery. Reforms and funding need to be widespread across the whole country.

Employers are in a difficult maze – and recruiters have the map to guide them, says Neil Carberry, REC Chief Execu ve

Leading the industry

the intelligence...

Futureproof your business in challenging mes

As we enter the fourth quarter of 2022, employers’ confidence in the UK’s economy, and their ability to make hiring and investment decisions, con nues to fall. Job vacancies are also reducing as economic uncertainty increases. In many industries, the economic picture is troubling although, that said, the labour market remains strong.

Given rising in a on and interest rates, it is no surprise that hiring is cooling down a er the “sugar rush” caused by rapid recovery a er the pandemic lockdowns. Data from the O ce for Na onal Sta s cs suggests that there were 34,000 fewer job vacancies in June and August than in the previous quarter – the largest quarterly fall since June to August 2020. Nonetheless, there are s ll more job vacancies than before the pandemic, and the UK economy con nues to face labour and skills shortages.

In addi on, the unemployment rate in June to August 2022 decreased to 3.5%, the lowest figure since May to July 1974. The number of people unemployed for up to six months decreased to a record low, and the number of people unemployed for over 12 months also con nued to decrease. However, economic par cipa on is also falling – the economic inac vity rate increased by 0.4% to 21.7% in the same period.

According to the Bank of England, the current in a on rate is at 10.1%, and it is expected to peak at 11% in October. The cost-of-living crisis has been

3.5%

The unemployment rate decreased to 3.5% in the period June to August 2022.

exacerbated by a labour market that hasn’t been able to respond to the needs of the economy. Employers are offering higher wages to a ract job applicants, so higher costs are passed on to consumers. The economic outlook has le many businesses unsure about future developments.

The REC has produced pieces of research and prac cal guides to help businesses through the changes in the industry. Our recent publica on Futureproof your recruitment business provides a detailed guide to help your organisa on develop resilience and adapt in challenging mes. The REC is also publishing a series of guides on Employee Engagement to help businesses recruit and retain talent during future high-impact events. The economy may be unpredictable, but there are ac ons you can take to help your business through any forthcoming crises.

The latest edi on of the REC’s

10.1%

The current infla on rate is at 10.1%, according to the Bank of England.

annual Recruitment Industry Status Report 2021/22 also discusses some of the cash ow management issues that are challenging businesses. It will be published later this year and will deliver insights into how other organisa ons are adap ng to common challenges. It will also provide guidance on ways to manage uncertain es and shape the future of your organisa on. In the current economic climate, futureproofing your business is the key to staying compe ve in your market.

big talking point

Green shoots

ESG should by now mean something to everyone. If you are concerned about climate change, reducing waste and cu ng energy costs, that’s ESG. Suppor ng clients in their journey to achieve net zero and ensuring that you treat your customers fairly also falls under ESG.

And, increasingly, ESG means fulfilling legal obliga ons, from the type of power you use to statutory repor ng of carbon emissions. Further pressure comes directly from clients and, some mes, candidates. People want to know what a business is doing to reduce its carbon footprint, whether it is telling the truth, and how it is contribu ng to society.

Recruiters may not run blast furnaces or mine natural resources, but they are directly affected. At the very least, they have o ces, travel and energy use to monitor and account for. Then, recruiters provide services to organisa ons that need to report on their supply chains, so need answers that reassure their stakeholders. We are all connected in a big ESG chain.

“We have a two-pronged approach. The first is our own sustainability journey, from improving the accuracy and scope of our data collec on through to inves ng in the development and training of our staff and our associates, as well as making our o ces sustainable. The second, which

is equally important, is how we support clients in their green journeys,” says James Levey, Compliance Director at ManpowerGroup.

“Our clients expect us to have a sustainability agenda, so we need to be able to ar culate this. We also have a social contract with our workers, so must consider their career progression, and we have to s tch ESG into our governance structure. We must understand our data and engage with landlords and suppliers to report our own environmental impact – for example, we recently included the refridgerants in o ce hea ng systems and this increased our scope 1 emissions for 2021 repor ng.”

His firm is commi ed to reaching net zero by 2045, with a 60% reduc on in scope 1 and 2 emissions (ie. emissions from sources directly or indirectly controlled by the company) by 2030. Key ‘levers’ for this include using electric cars, increasing renewable energy in o ces, managing business travel and property more e ciently, decarbonising commu ng, and engaging with suppliers to reduce scope 3 emissions (those indirectly produced for the company’s ac vi es by others within its value chain). “It’s also about engaging hearts and minds,” Levey adds. “You can’t shi a problem elsewhere.”

Externally, recruiters can make an impact as advisers. Most sectors are s ll struggling with talent shortages, and ESG factors may be a differen ator for candidates. Recruiters hear their views

and can advise employers on how to become an a rac ve ESG proposi on.

There is also a rapidly developing range of ESG-related roles requiring people with skills that are currently scarce. These skills will be crucial to economic growth, and recruiters not only need to know where to look for them, but also what to tell clients who need them (o en for the first me). Employers may need help to understand what they need and what “good” looks like. Recruiters need to be one step ahead to provide this.

Mark Edwards, Chief Execu ve of engineering and technology recruitment firm SERT, is tackling both skills shortages and his firm’s social agenda by moving directly into providing training and appren ceships in green power and heat engineering. “We’re aiming to create the largest green army in the UK by upskilling people to install domes c energy systems and retrofit exis ng housing stock,” he explains.

“I’ve spent years in recrui ng in the engineering sector seeing how a lack of skills can set industries back by genera ons, and hearing people bemoan skills shortages, so it was the proudest

moment of my career when we decided to provide solu ons directly,” he says.

The drama c pivot was prompted by lockdowns, when a facility his company let to energy companies for training was suddenly empty. At the same me, experienced engineers were being put on furlough or made redundant. He saw an opportunity.

“Nearly all the firms training people to fit green energy systems are in the North West and the colleges that provided training were closed during lockdowns. We are near Portsmouth, where there is a lot of depriva on, and we saw a chance to train young people for a job that should last their whole lives,” he adds.

“We now have three centres – one each for gas and electricity, plus a renewable centre based in three classrooms at a local secondary school.”

The effect on local kids was inspiring, he adds. “We installed two heat pumps in the school. About 10 pupils walked in, looking unengaged. One asked how much he could earn installing a pump. I told him £40,000. I may as well have said he could be a premiership footballer – he came alive,” Edwards recalls.

Local employers are now asking

to upskill their teams and a housing associa on wants the firm to train its tenants. Edwards found the experience personally rewarding as well as profitable. “It’s knocked the edges off me, because it’s such a human story. It shows how recruitment can offer value and alignment with local society that extends beyond profits,” he says.

In addi on to frontline staff, businesses need experienced compliance o cers, risk managers, accountants and internal auditors who can evaluate green projects, monitor progress and ensure that regula ons are implemented. Others require PR and marke ng people who understand green or social ini a ves, and s ll more need people with skills in training exis ng staff, or people who can run social outreach programmes.

Legisla on is a key driver of change and recruiters should be one step ahead, thinking early about where demand surges will occur. The UK’s TCFD (Task Force on Climate-related Financial Disclosures) is already requiring about 1,300 premium-listed firms to report their performance against sustainability criteria. Others are being encouraged to do the same and it is likely that it will be extended. Companies will need people who can collect and manage data, understand their organisa on’s impact and report on it.

The ‘s’ of ESG is also developing fast. Next year, financial services companies will gain a new duty of consumer care. This will require them to prove that the products and services they offer are fair to customers and to assess and monitor the en re ‘customer journey’ end to end. This means from the algorithms that select products for par cular customers, to call centre staff and the support they offer.

Similarly, legisla on on data privacy, money-laundering and modern slavery looks set to become more comprehensive. These rules may become more complex if the UK takes a different approach to the EU, since those trading in both jurisdic ons will have to abide by all of them. One thing is clear. ESG is a growth area and recruiters are a vital part of the mix. There are opportuni es as well as responsibili es think about.

Employment law

legal update

Digital right-to-work checks:

On 30 September 2022 the Covidadjusted right-to-work (RTW) checks ended. This was the temporary measure introduced by the Home Office during the pandemic to allow recruitment businesses to check a candidate’s iden ty documents remotely. It was widely welcomed by the industry, and many hoped it would become a permanent feature of the statutory right-to-work guidance.

However, the government decided to take a different approach and has introduced digital RTW checks. This provides an alterna ve method of checking, using the services of a third-party iden ty service provider (IDSP), which validates checks using iden ty valida on technology (IDVT).

At the same me, it streamlined the process

a

blessing or a curse?

for RTW checks for people of all other na onali es. Manual checks are no longer permi ed and instead should made online via the Home Office. The excep on is for applica ons pending or in appeal. This last change simplified a previously cumbersome process, but can the same be said for the introduc on of digital checks?

IDVT requires a candidate to hold a valid Bri sh or Irish passport. Those without this will need to be checked manually, which is problema c if the employment business and candidate are geographically far apart. This also places people on lower incomes at a disadvantage, because sta s cs show they are less likely to hold an in-date passport. Having to a end the employment business’s offices in person, or post their

documents, creates an extra cost for the candidate who needs to prove their RTW. It could be argued that some Bri sh and Irish ci zens could become more difficult candidates to onboard than their overseas counterparts who can be checked via the Home Office’s online service.

IDVT also creates a cost for the employment business. Fees differ from supplier to supplier and, depending on how many checks are conducted, these could run into hundreds if not thousands of pounds. This will make a sizeable dent in the employment business’s bo om line.

The changes are not all nega ve. Digital checks undoubtedly create benefits – they increase the poten al for na onal recruitment in the same way that the adjusted checks did. They may well also save me, allowing consultants to focus on more profitable ac vi es.

It is also true that IDVT significantly reduces the risks associated with fraudulent documents; a huge advantage when considering the poten al financial and criminal penal es that these expose employment businesses to. However, this liability will remain even when using an IDSP, so it’s important to choose a supplier carefully, paying par cular a en on to the level of checks they provide. The safest op on is to use a cer fied IDSP. The REC currently has business partnerships with two of these, Amiqus and TrustID.

While it is too early to assess the impact and future of RTW checks, more work needs to be done to ensure the system is fair for all, regardless of their na onality.

Tips for growth and preparing for economic challenges ahead What I know Q&A

Pivot quickly. We’re celebra ng our 20th anniversary this month with our staff and their families and one reason for our success is that we’ve always pivoted our service in response to regulatory challenges. We’ve focused on what we do well –supplying blue-collar construc on workers in the UK – while evolving and adap ng when necessary.

Technology is key. When the business launched we had a Rolodex ‘system’. Now our tech stack incorporates CRM with our integrated pla orm that automates and records all the basic checks before we engage the contractor. We offer our clients full transparency of their supply chains, including

S44 determina on (should the Single Enforcement Body come knocking). This removes the burden of compliance, allowing consultants to do what they are skilled at.

Prepare for challenging mes. Further automa on will be essen al. We need to be in the best place to deal with challenges such as rising costs. Some of our tradesmen are earning 50% more than in 2019 and we’re paying our newest office trainees 15% more basic salary than this me last year. It’s also important to value your people and let them make decisions. Almost half our team of 38 have been with us for more than six years, and six people have been with us for more than a decade.

You are growing. Is business booming? We’ve doubled our headcount in the past year. A er the first Covid lockdown, the tech market accelerated. It’s exci ng working with organisa ons across Europe and the UK that are building innova ve products.

Is economic uncertainty damping demand? It’s slowed down. Some clients paused projects in the summer – although many have re-started. Candidates are also being selec ve. We have a responsibility to try to ensure that we offer them roles in robust companies. The market for our candidates is s ll excep onally ght and most can expect mul ple offers and counter-offers – and the scale of these counteroffers is astounding.

Economic pressures may affect this, but we advise candidates to expect counter-offers and think in advance about their response.

What do candidates want?

Most companies are thinking about what they offer. More are promising experience and leadership opportuni es and packages that include training. Wellbeing is a bigger issue than ever. Companies have to be more proac ve and flexible. This doesn’t always mean homeworking. We’ve found in our own team that younger workers benefit from being together, sharing stories and learning by osmosis. We’ve hired 11 starters recently and it’s been great seeing them together in the office. It’s hard to replicate the buzz at home.

New courses

If a client or candidate started talking about IR35, would you feel confident having that conversa on? Whether you supply PAYE agency workers, limited company contractors, umbrella workers, or a combina on of all three, a great temp recruiter needs to know the requirements when it comes to compliance.

Recruitment essen als: Successful Account Management (One day)

This course is aimed at consultants who are currently working with large accounts and are looking to build on their established rela onships, or consultants new to account management.

• Understand what successful account management is all about.

• Iden fy why customers stop buying from their compe tors.

• Understanding the value of compe tor knowledge in a mul -supplier rela onship.

• Iden fy value-added service and the meaning of value to your key customers.

WEBSITES

Gone are the days when websites were merely online shopfronts for agencies or employers to showcase their wares. Agency and in-house recruiters know they must ensure that their websites deliver value on every level, especially for the candidate. It also needs to reinforce their brand and mark them out as experts in their field.

So, what are must-have features for candidates today and how can recruiters ensure their websites over-deliver in terms of expectation and performance?

Recruitment website specialist

eploy conducted research on 700 UK recruitment teams to identify those organisations with a peak performing site. These are characterised by sites where candidate quality and quantity are consistently rated as ‘high’. In eploy’s sixth annual 2021-22 Candidate Attraction Report, it reveals that peak performing careers sites are:

● five times more likely to have a chatbot

● four times more likely to have career pathways and job search and apply

● three times more likely to have ‘how the recruitment process works’, employee stories, learning & development, and interview hints and tips

● two times more likely to have employee videos, FAQs, diversity & inclusion, team landing page, and awards and ratings.

Candidate-centric

CASE STUDY: Sentinel and Venn Digital

IT recruitment specialist Sentinel wanted a new website to accompany its rebrand and briefed Venn Digital to create a site with a modern recruitment functionality, clean design and improved user experience to encourage lead generation.

Venn Digital used its core Recruiter product to build the site, which has been honed over 10 years. Search engine optimisation was a key consideration so the site has the ability to track and monitor activity, allowing for continuous improvement. It made an impressive start, increasing keyword visibility by 672%, reducing bounce rate by 40% and increasing pageviews year-on-year by 226%.

content

Even though peak performing sites are on average three to four times more likely to have candidate-centric content, Chris Bogh, eploy chief technology officer, says most careers sites still tend to focus on content that is more “company-centric”.

“The clear connecting feature of candidate-centric content is that it’s designed to be valuable and useful for the candidate throughout their evaluation process, from first enticing them to apply, right through the application and assessment stages.”

Timely promotion of the content is crucial. “So, for example, if you are emailing out invitations for interviews, include links to your interview hints and tips content,” says Bogh. And he reminds recruiters that today’s candidate is used to “retail-grade” online experiences: “Your career site should offer far more like interview booking, the ability to join talent pools, onboarding and digital signing.”

The focus throughout the project was on the candidate and client journeys on the site. By updating the functionality and design, Venn Digital enhanced the user experience specifically for the recruitment sector. This functionality includes candidate dashboards, CRM integration and tailored job search.

The recruitment company requested personalised features and, in response to this, Venn Digital built consultant profiles and created additional fields within the job search for an improved user experience. This, alongside the candidate dashboard, supports the candidate journey.

A future-proof website was essential for the Sentinel brand. Well-defined sectors were split out on the site and designed with SEO in mind. This means the site can continue to grow and evolve with the brand itself.

“Working with the team at Sentinel, we were able to build a website that converts whilst complementing the new branding,” says Venn Digital. “Now they have a functional user-first website that consultants can use as a lead generation tool. The recruitment company quickly saw repeat visits, reduced bounce rates and increased sessions.”

Recruitment website design and development company Access Volcanic has a similar message for recruiters who are lagging behind when it comes to the candidate journey: the site must guide them from initial interest to application. “It needs to be as easy as possible to navigate and apply for open roles as in most instances this will be the primary objective of the website, and vital in our post-pandemic world where even more interactions are exclusively online,” says Luke Patterson, Access Volcanic business development manager.

“Given the candidate-tight market, we are currently experiencing, it’s also important that the website offers ways to stay in touch via job alerts or a candidate portal to help attract and convert passive jobseekers.”

Once a candidate identifies a suitable vacancy, the online application process is critical, but Bogh acknowledges that there can be a trade-off here between making the application process as frictionless as possible and gathering enough information to allow you to make an informed decision for progressing or rejecting the candidate. “There’s a lot of talk about ‘one-click apply’, which is often a misnomer for a long-winded application form with one button to apply. Also, does the candidate need to register first before they can apply?”

This may depend on the type of candidates visiting the site and the roles advertised so ensure the web development company’s technology can be fully configurable. For example, eploy’s system enables customers to design their application processes so that they automatically adapt to the type of candidate applying, for example, internal versus external candidates, as well as for the vacancy itself.

Brian Whigham, managing director of recruitment website design and marketing specialist Venn Digital, agrees sites should be optimally designed for the candidate experience, and this includes giving

both passive and active jobseekers multiple chances to engage. “For example, application, CV drop, register and apply, download our report. Give users multiple conversion points on every page,” he says, adding: “Ensure features such as ‘remote working,’ ‘radius search,’ and ‘salary search’ are included as easy-to-use filters to optimise the candidate journey.”

Whigham says that some recruiters still overlook usability due to the pressures of building a website. “Tools, such as Recite Me, which we have recently partnered with, ensure websites can provide more inclusive and accessible experiences. Ultimately, this best practice also supports ranking factors in search engines like Google.”

Patterson also stresses the importance of digital inclusion when it comes to usability. “Our team of designers take into account

the way that all users will interact with a website and in consultation with our clients strive to deliver more inclusive and accessible candidate experiences,” he says. “We are really passionate about building recruitment websites that consider the needs of a diverse population, removing as many barriers as possible that might impede their job search.”

Eploy has had its candidate portal technology independently reviewed by the Digital Accessibility Centre to the WCAG 2.1 AA standard, which covers the entire candidate journey. As well as ensuring technical compliance with the standard, the review includes end-to-end testing by users with a wide range of disabilities, including blind, low vision, dyslexia, colour blindness, mobility impairments, learning difficulties,

deaf, Asperger Syndrome and anxiety and panic disorder.

Don’t forget your brand While candidate experience must be top of mind, it is also important to remember that the website must be consistent with the agency or employer brand. As Whigham says, recruitment agencies must ensure that the brand strategy is clearly represented. “If you’re a specialist in a certain sector, you’ve got to have plenty of proof and examples of your expertise beyond just client logos,” he says and adds: “Supporting content, such as videos, podcasts, downloads, and guides, add value to the user. Going this extra mile, shows you have a deeper understanding of your market value.”

Of course, as well as being optimised for the candidate, sites must also be optimised for search engines, especially Google. Most recruiters won’t have time to become search engine optimisation (SEO) specialists, so it is vital they work closely with their web

Ensure the site has sufficient candidate-centric compared to company-centric content (it should be weighted towards information focused on the candidate) and that it provides a smooth and compelling candidate journey from end-to-end. 2

Remember how digitally savvy candidates are today and aim to match the experience they have on high-profile consumer sites. Build in plenty of interaction and opportunities for them to engage with you throughout the recruitment process.

That all said, also take steps to ensure the website and all of its content is digitally inclusive.

Regularly review the site and ensure a constant flow of new content. Don’t rely just on new job-postings but add new longer form and evergreen content, too.

Use the site to reinforce your brand and mark yourself out as experts in your field with thought leadership pieces and blogs. Use blogs to create thought-leaders within the organisation and encourage them to build their profile.

While you probably don’t have time to become a search engine optimisation (SEO) expert, work closely with your web development company or other experts on this and ensure you understand basic metrics on your site’s performance like bounce rate and keyword visibility.

development company or another third-party expert to ensure the site is optimised. They should be aware of key metrics about their site such as ‘bounce rate’ (the number of people that visit the site but choose not to stay on it), keyword visibility and page views, and quiz developers on these.

“An intuitive content management system [CMS] will help agencies easily refresh and optimise their website content themselves, taking the manual lifting out of SEO with tagging,” says Patterson, adding: “Understanding what’s working on your website is fundamental to making improvements and understanding the return on investment.” (For the importance of data and analytics, see pages 16-17.)

At a time when all business systems and processes need to be regularly reviewed, websites are no different. It is also important to ensure a consistent flow of new content. Eploy’s research shows that companies who regularly create and update their careers site content report better results than those whose content remains static.

Whigham recommends a review every three months and that recruiters take a seasonal approach. “Like in retail, each ‘season’ should have fresh content, new themes, and a clear campaign to push and showcase across your site,” he says.

Recruitment sites are fortunate in that the flow of new job vacancies provides a regular stream of new content, but Patterson also advises recruiters review the ‘evergreen’ content to ensure the messaging remains aligned to the company mission, that any people quoted or in photos are still in the business and any new specialisms represented. He adds: “Plus, of course, new content helps to increase and maintain page rankings with the search engines, reducing the spend on other candidate sourcing tools such as job boards.” ●

WHAT HAVE YOU BEEN UP TO? GET IN TOUCH!

Fundraising, donating, sponsoring, replanting and employing – you have certainly been busy since the last Recruiter…

BETTER CONNECT HELPS PEOPLE IN YORKSHIRE INTO THE JOB MARKET

Yorkshire-based non-profit firm Better Connect has celebrated the success of its Action Towards Inclusion (ATI) project at the Majestic Hotel in Harrogate. ATI is a partnership between Better Connect and 30 organisations across the voluntary and community sector, helping people across Yorkshire secure employment.

The Better Connect Team (l-r): Joe McKenzie, Hannah Prole, Natasha Babar-Evans, Christine Brass and Alex Kelley

Recruitment

SR2 TAKES ON THE JURASSIC COAST

In October, socially responsible recruitment firm SR2 sent a few of its team to the stunning Dorset coastline to run a combined distance of 220km, battling 40mph winds and steep inclines. Huge congratulations to Nath, Marius, Gina, Mike, Steve, Liv, Elliot, and Caitlin and Char (l-r pictured above), all who raised just under £2k for the Thames Valley Air Ambulance. SR2 was also the sponsor for charity partner Young Bristol at the National Association of Boys & Girls Clubs Awards. Co-founders Alicia Teagle and Nathaniel Smith were honoured to present the Young Person of the Year Award to an inspiring young lady who had overcome many challenges in her life. In its fifth year, SR2’s total charity donation figure now exceeds an incredible £200k.

AMBA HELPS SAVE THE FOREST IN MADAGASCAR

Workplace technology provider Amba pledges £25k towards a new reforestation programme – The Lumina Forest Project – in Madagascar to plant 30,000 trees and support the local community with stable jobs and healthcare benefits. Alongside its own investment, the company is encouraging its clients and partners to join in and maximise the impact The Lumina Forest Project can have.

FRONTLINE SCORES WITH COMMUNITY PARTNERSHIP

Careers specialist Frontline Recruitment, with offices across the East Midlands, has signed a landmark partnership deal with one of the biggest amateur football leagues in the UK. The deal is Frontline’s biggest-ever Community Partnership.

MY BRILLIANT RECRUITMENT CAREER

What was your earliest dream job?

A professional cricket player. I was really into cricket at a very young age. I went to my first test match when I was five and fell in love with the sport. Sadly, I realised quickly that my skills weren’t quite up to it!

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

I started out as a trainee IT recruitment consultant at Annapurna Recruitment after attending a graduate recruitment fair. I wasn’t looking to get into recruitment because I didn’t really know much about it. I was looking for a sales position, but the directors sold me the dream, and I guess the rest is history.

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

In recruitment, without a doubt it would be my first boss Charlie Appleyard. He’s a very inspiring guy whose philosophy is to make the most of every day and every opportunity life throws at you.

What do you love most about your current role?

I love the variety that my job offers. We have big ambitions and we’re constantly trying to evolve and innovate in the ways we operate. I also take a lot of joy in witnessing the growth and development of the team.

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

Winning the Best New Agency at the

ROB BLACKBURN

Recruiter Awards in 2021 was a definite highlight. I was fortunate to win the same award at my previous company so to repeat the feat with my own agency, only a few years later, felt incredible and very surreal.

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

In my first year I had a candidate interview for a CTO position. After spending the first 30 minutes slating his old boss, he then began crying when discussing his previous job. Needless to say, the client wasn’t impressed.

What would you regard as your signature tune?

A Certain Romance by the Arctic Monkeys. They broke onto the scene in Sheffield when I was a teenager and I’ve followed them ever since.

What was your sanity go-to during Covid-19 and various lockdowns?

We got a French Bulldog called Pepper at the start of lockdown that kept us on our toes! She also forced us out on twice daily walks which got us off the sofa and kept us sane.

What did you learn about yourself during the pandemic?

I have learnt that I could never work in a fully remote role. I love the hybrid model we now have. I welcomed my first daughter just over a year ago, so it allows for a more flexible work and home-life balance. Yet ultimately, I feel at my happiest and most productive when around others as I feed off their energy. As a young company building our culture that office time is very valuable.

●

Rob Blackburn spoke with Roisin Woolnough

“I love the variety that my job offers. We have big ambitions” ↗

11 INVESTMENTS

David Forsdyke joins the group of boutique recruitment brands in the role of investment director, after a 22-year stint at PageGroup, most recently managing director for Michael Page across London and the South-East.

BT GROUP

The telecommunications giant has appointed Athalie Williams as its new chief HR officer.

Global technology, professional and digital talent solutions provider Lorien, part of the Impellam Group, has promoted Annelise Smith to managing director for its Managed Solutions business.

Smith steps up following seven years leading Lorien’s recruitment process outsourcing (RPO) and managed service provider (MSP) portfolio of clients. She comes to the role with 18 years’ industry experience, including 11 years specialising in the design, implementation and delivery of complex outsourced recruitment models at Lorien and Guidant Global.

As MD for Lorien Managed Solutions, Smith takes on Lorien’s outsourced division at a pivotal time in its evolution, according to the company, with rising demands from clients every year for managed solutions that can support digital transformation in an evolving market.

HEIDRICK & STRUGGLES

The global executive search firm has appointed Jonathan McBride as global managing partner of its global Diversity, Equity and Inclusion (DE&I) practice.

CHERRY PROFESSIONAL

The Nottingham-based recruiter has hired Simon Wassall as strategic adviser.

ARQIVA

The UK communications infrastructure and media services company has appointed Sarah Jane Crabtree chief people officer.

BEAMERY

Katie Obi joins the talent lifecycle management company as chief people officer, joining from IT service management firm Rizing.

CLYDE MUNRO DENTAL GROUP

Jo Hood and Karen Diamond join the dental group to lead its new dedicated in-house recruitment team in Scotland.

CONEXUS MEDSTAFF

The international healthcare professional recruitment and staffing agency has appointed Gavin Megnauth as chief information officer.

FORSYTH BARNES

Clare Trotter-Mullins joins the recruiter as director of performance, working with teams in the UK and US.

HORTOR

Andrew Derrick joins the global resourcing consultancy as business

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

growth consultant to support its expansion across financial services and the FinTech sectors.

continue to support the Omni board in a consultancy capacity.

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CONTACTS

EDITORIAL

+44 (0)20 7880 7603

Editor DeeDee Doke deedee.doke@recruiter.co.uk

Contributing writers

HOWGATE SABLE

Experienced travel and tourism executive Jeannette Linfoot joins the executive search firm as an adviser to its travel and leisure practice.

ISOURCE GROUP

The IT, digital and change management recruitment specialist has appointed Chris Moseley as account manager.

MACMILLAN DAVIES

Amy Smith joins the HR recruitment consultancy associate director and head of interim recruitment in London.

PERRETT LAVER

Dr Nicole Shea joins the international executive search firm as its new managing partner, Germany, to head up its growing presence in the country.

REALM RECRUIT

The legal recruitment consultancy has promoted four members of its specialist team. Kelly Reid and Paula Pawlowska have both been promoted to associate directors. Within the marketing team, Lucy Cade has progressed to senior marketing executive and Katherine Memery has been promoted to principal marketing and PR executive.

THOMAS INTERNATIONAL

The global talent assessment platform provider has appointed Luke McKeever as its new CEO and Jennie Drimmer as chief sales officer.

Rachel Masker, Sue Weekes, Roisin Woolnough

Production editor

Vanessa Townsend vanessa.townsend@recruiter.co.uk

Senior designer Will Williams Picture editor Akin Falope

ADVERTISING

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PRODUCTION

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Senior production executive Rachel Young rachel.young@redactive.co.uk

PUBLISHING

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

RECRUITER AWARDS/ INVESTING IN TALENT AWARDS

+44 (0)20 7324 2771 eventsteam@redactive.co.uk

NICHOLAS ASSOCIATES

The recruitment and staffing solutions company has appointed Michael Alderson as business manager, spearheading growth from a new Leeds office.

OMNI

The recruitment services provider has appointed Louise Shaw as MD, following the retirement of current MD Martin Wainman, who will

VERTIV

The digital infrastructure provider has appointed Cheryl Lim as its CHRO, reporting directly to CEO Rob Johnson.

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CONTRIBUTIONS

Contributions are invited, but when not accepted will be returned only if accompanied by a fully stamped and addressed envelope. Articles should be emailed. No responsibility can be taken for drawings, photographs or literary contributions during delivery, transmission or in the editor’s hands. © 2022 Redactive Media Group. All rights reserved. This publication (and any part thereof) may not be reproduced, transmitted or stored in print or electronic format (including but not limited to any online service, any database or any part of the internet) or in any other format in any media whatsoever, without the prior written permission of Redactive Media Group. Redactive Media Group accepts no liability for the accuracy of the contents or any opinions expressed herein. The publishers cannot accept liability for any loss arising from the late appearance or non-publication of any advertisement for any reason whatsoever. ISSN 1475-7478

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Bethany Warren and Milena Maneva

Does not being physically present in the workplace negatively affect women’s career progression and heighten the glass ceiling even further?

When we were sent home to work at the beginning of the pandemic [2020], we naively thought it would be for a couple of weeks or months, not a year. Fast forward to now and organisations are now trying to figure out this new way of working. As employees, we need to understand how to adapt and make it work for us.

Post-pandemic, jobseekers and employees are re-evaluating what they are looking for at work, and one big shift they are adamant about keeping is flexibility. This creates new challenges for many businesses that are still experimenting with a mix of in-person, hybrid and remote work, and struggling to ensure that their hybrid environments are equitable.

‘Proximity bias’ – the inequities in work between in-person and hybrid or fully remote employees – has emerged as a top concern for executives, business leaders

and hybrid and remote staff when it comes to post-pandemic work. Hybrid and remote employees can feel like their career trajectory lags through their in-office peers, simply because they are less visible.

At the same time, recent research from McKinsey and Mercer global trends reports flag up that a majority of respondents, especially women, say they want the continued flexibility.

Can proximity bias be mitigated or prevented? At a recent Women in Resilience discussion, our members considered preferred working arrangements in the post-Covid world, the many positives of the new hybrid world and how to be seen while working from home.

Positives of working hybrid include that it is location agnostic, and time saved from travel can be used for other productive activities. Also, working from home ‘humanises’ people – pets and children seen in the

background of Zoom or Teams meetings have become widely accepted as their presence reflects different aspects of colleagues’ lives.

So, hybrid workers, especially women, should take note of some tips for ‘being seen’ and building your brand while working from home:

● Take every opportunity to be seen

● Meet key stakeholders face-to-face at every given opportunity

● Engage more often with colleagues and stakeholders, using any excuse to speak with them

● Respond quickly to emails, even if it’s a holding response

● Try to spend casual chat time with the team, and value less formal time with colleagues in the office

● Value team building; one of our panellists said they have a ‘Fri-yay’ devoted to these activities

● Network and build connections both in person

and via professional social networking sites

● Attend conferences, seminars and meet more people from your professional fraternity

● Take part in industry working groups

● Ask your team when they are going to be in the office and plan your days according to this

● Open a meeting with a personal comment, something remembered from a previous meeting about others’ personal lives

● Step outside your comfort zone and be comfortable with failure

● Take one step at a time, and slowly push the boundaries.

● Take opportunities; don’t wait for them to come to you. ●