GR October 2022
Replacing Recruiters – Act now on ED&I
Act Now on ED&I
From the editor
There have been few times while editing this issue, its content has been uncertain. The past few weeks have been turbulent to say the least and consequently articles have been commissioned and scrapped with very little notice.
For the recruitment industry, the main focus has been the hokey-cokey dance around IR35. A source of contention, frustration and confusion ever since the legislation was first generated, promises of a review, of dismantling and finally leaving everything as it is has choked The Global Recruiter’s in-tray with increasingly amazed and angry opinions.
At the time of it seems pointless to speculate what will happen around IR35 – or anything else for that matter – but the new PM and new Chancellor will do well not to bring yet more uncertainty to this area. As has been demonstrated countless times, this is not a minor policy area to be kicked around the playground, there are serious implications for businesses and individuals as well as for the management of the UK’s workforce more generally.
Whatever happens next it is to be hoped that the government will be serious about addressing the way the flexible workforce can work. We wait to see if those hopes materialise.
*<a href="https://gochaps.co.uk/">Visit Chaps online</a>*
> Warm welcome for PM
> US Expansion
> FDM Group boost
> Broadbent expansion
> Home workers
> North America expansion for Petroplan
> Davidson expands tech division
> Digital skills required
REC message for the new PM
European AI & data science recruitment firm expands into the USA
Collaboration with Salesforce to boost global workforce of CRM specialists
UK’s oldest executive search firm launches in Scotland
New data reveals that men are more likely to work from home if they are given the choice
Petroplan bolsters LNG services in North America
Australian recruiter makes two hires to deliver more for clients
New study from OECD & Randstad shows need to focus on digital skills
A Transforming Labour Market
View from WEC: Bettina Schaller, President, World Employment Confederation on the Platform Economy.
Platform work is at its core just one of the many ways of organising work. In recent years, thanks to digital technology, it has been made available to a wider group of workers and, as with other ways of working, has raised a host of questions as to how we maximise its benefits while also managing the risks for workers, citizens and society.
Common questions relate to a raft of issues including fundamental principles and rights at work, terms and remuneration, occupational safety and health, social security, social dialogue, grievance mechanisms and labour market intermediation.
A recent research paper produced by World Employment Confederation in cooperation with the International Organisation for Employers (IOE) seeks to address some of these issues and place the emergence of platform work, and the current policy debate surrounding it, within the context of the wider economic and social transformations impacting labour markets around the world.
Diverse forms of work in the Platform Economy analyses the regulatory context, benefits and challenges surrounding platform work and makes a series of policy recommendations to ensure that this new way of doing business and organising work contributes to the delivery of four key UN Sustainable development goals: SDG#5 Promoting employment for women, SDG#8 Decent work and economic growth, SDG#9 Igniting innovative business models and SDG#10 Reducing economic inequalities.
Benefits for workers
It is clear that digital platform technologies have brought significant benefits for workers, consumers, businesses and societies in both developed and developing countries. They were critical in mitigating the damages caused by Covid-19 and offered us a glimpse of the future economy: sustainable labour market participation with a diverse contingent of workers and entrepreneurs able to make a positive impact through new business models that offer them income, flexibility and purpose.
By lowering barriers to entry, platform work has provided workers with access to decent work, flexibility and a pathway to formalised work through skill development. And there has been significant progress in platform business models, policy development and worker advocacy to secure workers rights and protections and expand regulatory coverage.
In exploring the trends towards flexibility and security the report stresses the importance of considering the full implications of platform work in providing access to work and income, delivering important and much needed services and creating a level playing field for citizens and firms.
Platform work is challenging to define. It has multiple manifestations and comprises a complex, heterogeneous ecosystem of businesses and activity. Given this diversity of business models, work settings and contractual arrangements, any policy intervention will be complex and needs to be multifaceted and focused on the right regulatory level.
Reform processes are underway at both local and national level but experience suggests that rather than seeking ubiquitous solutions, it is better to take a focused, nuanced approach that will deliver improvements to platform work for workers, communities and economies while avoiding the introduction of measures that have potentially harmful and unintended consequences.
And while the diversity of platforms and experiences suggests that there is no ‘one-size-fits-all’ approach in setting standards, generic classification has been shown to have detrimental effects for workers – reducing access to work and flexibility and failing to deliver on greater security.
The IOE/WEC report concludes that tripartite and bipartite social dialogue at all levels will need to acknowledge and integrate the diversity of platforms and platform workers and incorporate their variety of needs and traits into similarly diverse frameworks at national level. Governments, employers and business member-based organisations and platform companies will all have a role to play in shaping the approach.
The fact is that the platform economy currently employs a relatively small proportion of the global labour force – some 4 per cent. It nevertheless offers a powerful force for creating economic opportunity and income – especially for those sectors of society that are sometimes left out of and left behind by the traditional labour market organisation. It will be interesting to observe how promising developments and social innovation in the public and private sector will continue to shape outcomes for this modest but enduring feature of our labour markets.
“The IOE/WEC report concludes that tripartite and bipartite social dialogue at all levels will need to acknowledge and integrate the diversity of platforms and platform workers and incorporate their variety of needs and traits into similarly diverse frameworks at national level. Governments, employers and business member-based organisations and platform companies will all have a role to play in shaping the approach.”
*<a href="mailto:email@example.com">Contact MIT today</a>*
Diversity: Adam Tobias, Co-Founder Inventum Group discusses the state of Equity, Diversity and Inclusion in Recruitment.
The focus on ED&I in the recruitment sector is nothing new. Over the last five years or more, either because of client pressure, or a genuine desire to make a positive impact, recruitment firms have been discussing the importance of engaging diverse and underrepresented talent and levelling the playing field in a more inclusive and equitable way.
Every day I hear about new initiatives from recruitment firms on social media extolling what they are doing to be more inclusive. Dialogue is very important – the more we normalise conversations about equity, diversity and inclusion, the faster barriers will be broken down. However, in our industry we’ve talked a lot but not taken enough action.
Market conditions impacting ED&I
Over the last 18 months we have seen unprecedented demand for recruitment services. Even those of us who have been in this industry for more than 20 years haven’t witnessed the frenzy for talent that we have experienced in this post-lockdown job market. Whilst there are certainly clouds on the horizon with significant economic uncertainty ahead of us, job flow continues to be strong, and I believe our industry will remain buoyant in the short to medium term. There are simply too many unfilled vacancies across almost every industry and job sector in the UK.
"Even those of us who have been in this industry for more than 20 years haven’t witnessed the frenzy for talent that we have experienced in this post-lockdown job market."
These market conditions have had an impact on the effectiveness of ED&I initiatives. On the one hand, clients, and therefore recruiters, have been screaming for talent. There has been less imperative to ensure that processes are inclusive because, for want of a better term, we’ve needed ‘bums on seats’. Right now! On the other hand, companies are considering talent that perhaps they wouldn’t have previously, for the same reason.
I would argue that now is absolutely the best time to encourage clients to think differently about talent, and open candidate requirements to reach wider, more diverse talent pools. Clients must be more flexible in this highly competitive job market. In very simple terms, the less requirements there are in a job specification (in terms of skills, experience, background, education etc) the more diverse the talent pool will be. So, there is an opportunity to help your clients, fill more roles AND provide more opportunities for talent that may not have been considered previously, for whatever reason.
Make no mistake – there is still huge underrepresentation in the UK job market. Women, ethnicity minorities, disabled talent, candidates who are less privileged economically and educationally, there is a long list of disadvantaged groups, individuals with diverse characteristics that continue to face barriers in the workplace. If we want to see real change then we must make it happen and not continue to take a passive stance, assuming that ED&I initiatives are someone else’s problem and that we won’t change unless we are forced to.
In a recruitment context, the organisations that take a lead in ensuring inclusive processes and proper representation, will naturally reap the benefits. For me, inclusion in the employment market can be viewed through three lenses: ethics, risk and performance. Ethics – doing the right thing, what is fair and equitable and ties very much into an organisation’s purpose. Risk – mitigating the threats to our business if we don’t become more inclusive. Performance - the benefits we’ll see if we do take a proactive approach.
Where to start?
Often the most pressing question recruitment organisations face when considering equity, diversity and inclusion is where do we start? It can feel overwhelming – we are being bombarded with content and advice from all corners. There is a lot of information and some very strong opinions. When I speak with recruitment firms, I’m often confronted with a genuine fear about saying or doing something that is going to cause offence. There doesn’t always appear to be an obvious path to take, especially when resources are limited. Let’s be clear, ED&I should not be the hobby of the HR team, or of well meaning (and often well informed and knowledgeable) individuals who are given neither the budget nor the influence to fundamentally change the way most recruitment firms operate. An ED&I strategy is the responsibility of the leadership team – without the buy in from leaders, strategies lack authority and momentum.
The first step should be about asking ourselves some questions about our aims and intentions:
Support from experts
It is also important to seek guidance from experts. We wouldn’t sign a contract without speaking to a lawyer or post our financials without input from our accountant – it’s the same with building a coherent and joined up ED&I strategy. There isn’t a one-size-fits-all approach; nuances, context and an appreciation of specific market conditions are fundamental in creating a robust strategy. Too often I see recruitment firms make a hash of their strategy from the off, created in a hurry with little budget, planning or useful data. The danger is that the strategy is confusing and disjointed, and everyone gets complacent or worse, ‘diversity fatigue’ sets in.
Training is key – you can’t expect your people to all be aligned and understand what you are trying to achieve without making it clear and providing the right learning and development support. Recruitment firms must communicate the reasons for an ED&I strategy, what processes need to change, how this change is going to be implemented, and what changes individuals need to make in their day-to-day work.
So, whatever your motivation, I believe now is the perfect time to take your approach to ED&I more seriously, and actions really do speak louder than words. Start at the beginning, ask yourself what you want to achieve and think about how you can get there.
For the CEO of Cognitive Group, the cultural connection that he felt the two businesses had really sealed the deal. “There’s always been the potential to take Cognitive Group into global markets, but we hadn’t found a partner that really fit with our business culturally,” Jon explains.
“As a company, our people-first culture is one of our biggest strengths,” he continues. “We have a ‘C-for-life’ model that we live by, which essentially means we are constantly asking ourselves and those around us, ‘what behaviour will make this customer, contractor or colleague work with Cognitive for life?’. It’s the latter group of peers that can often be overlooked in a recruitment business, but from day one we’ve recognised that we’re only as good as our people. This focus has worked for us so far and it translates into a combination of staff retention and company growth.
“We have a ‘C-for-life’ model that we live by, which essentially means we are constantly asking ourselves and those around us, ‘what behaviour will make this customer, contractor or colleague work with Cognitive for life?”
The Tech Frontier
Technology: Jonathan Kestenbaum, Managing Director, Technology Strategy & Partnerships at AMS asks if technology will replace recruiters.
The world of recruitment has changed dramatically in just a few decades. What was once an entirely human-centric endeavour, with people wading through printed resumes, making calls on telephones and searching Rolodexes for contacts, has morphed into the digital world of AI, applicant tracking systems and chatbots. In fact, the global recruitment software market was valued at US$2.55 billion in 2021, and it is expected to reach a value of US$3.85 billion by 2028. To put this growth into perspective, 2017 figures stood at US$1,753.2 million and was projected to reach US$3,095.8 million by the end of 2025.
This technological shift is also reflected in the wider working world with the World Economic Forum famously predicting that some 85 million jobs would be lost to automation by 2025, but with an additional 97 million created through new technology. With figures like these, there has been a lot of fear about AI and automation in the jobs market, with people worried about technology replacing humans. However, in my view, this will absolutely not happen. Instead, jobs will evolve, while technology will take over some tasks – particularly tedious admin ones.
Combining people and process
What’s important is that people will remain the decision-makers, while tech will be used to guide and suggest. Keep in mind that recruitment is a deeply human process, rooted in the ability to connect, communicate and empathise with others. Think about how talent professionals source and screen applicants, understand and articulate an employer’s brand and then match the two together – and then try to imagine a non-human process doing so.
When applying this to jobs in talent acquisition, the role of the recruiter will become more strategic, more efficient, and ultimately more enjoyable. It’s good to think of talent technology as something that complements the human skills talent professionals bring. By using talent technology to bring in efficiencies and remove administrative tasks, recruiters and talent acquisition professionals can focus on more strategic goals.
The pandemic might have accelerated the pace of digital change, but human skills and qualities remain very much the future of work. We fundamentally believe that the future will be a combination of tech and touch. In other words, technology will not replace people - but it will make them more strategic. Technology will compute and people will engage, allowing us to have deeper, more meaningful conversations.
The evolution of recruitment roles
There are a number of ways that we can predict the impact of technology on people operating in the talent acquisition arena. The easiest way is to look at how it’s impacted a similar industry, for example sales. Here, the evolution of technology has seen sales development representatives, account executives and heads of sales increasingly use tools like Salesforce or Outreach to streamline their day-to-day tasks. Sales professionals haven’t disappeared with the rise of tech, they’ve just become more efficient, optimised and data-driven.
The flipside of this rise in technology is, of course, the candidate experience. Applying for a new job is potentially a life-changing decision. If you get through to an interview, you’re looking for cultural fit, you’re looking to understand the vibe of an organisation. You can’t get this without speaking to someone who works there and connecting with the human element of an organisation. This means that while technology can be an enabler of recruitment, the people element is and will remain crucial.
We’re only beginning to see the impact technology has on recruitment processes, with workflow technology the main focus. There are many more layers and dynamics that will come into play as technology evolves. This means that being ‘tech savvy’ will be a unique skill for recruiters moving forward. The ability to understand technology and optimise recruitment processes around it will be a valuable skill both now, and in the future.
What tech should recruiters focus on next?
When deciding what tech will help elevate your solutions to the next stage, it’s a good idea to start by re-establishing what type of organisation you are and pinpointing where you are on your digital transformation journey. As a case point, Disney has very different talent acquisition challenges to Deloitte, so it’s about understanding your own brand and requirements and not looking to others.
Secondly, you need to tie technology to key performance indicators and measure against that. When the tech is in place, you might want to question whether it has decreased your time to hire, improved diversity and inclusion or increased the quality of candidates, depending on your current business needs. Ultimately, the success or failure of digital transformations and technology adoption depends on the culture of the company using it and the employees leading it. When technology fails, 99 per cent of the time it is because the business hasn’t changed its processes and the people around it. Your people – including your candidates and clients – need to come on the journey with you, otherwise the investment will be wasted.
As I’m sure you’re aware, there’s an abundance of talent technology out there at the moment, which can make it difficult for those in the industry to hone in on what’s the right tech for their company and existing processes. At AMS, this is something we are acutely aware of and to help cut through the noise we are evaluating over 1,000 TA tech organisations and have created a rating system that aims to help companies identify the right combination of tech for their needs. We’re working with talent technology vendors to get their platform AMS Verified, opening up access to the latest market data which allows them to improve their software.
Expediting the talent technology review process with pre-vetted solutions will be the step forward for those progressive leaders that want to get much-needed technology in place more efficiently and effectively. Meanwhile, vendors can focus on addressing true market needs, pursuing the right opportunities and getting more meaningful results.
If you’re interested in learning more, then I highly recommend that you read our latest whitepaper, Exploding Digital Myths in Talent Acquisition, which debunks some of the most common myths surrounding talent technology and explores how tech-enabled tools, when used accurately and embedded properly, can uplift workforce strategies, and delivering better faster and more dynamic decisions.
In Defence of WFA
Opinion: Alex Dick, CEO of Alexander Lyons Solutions believes a work from anywhere (WFA) policy can transform your business.
One member of my team recently took some leave and hopped on a train to attend the Edinburgh Fringe Festival. During the journey, she got her head down and finalised some important work, ensuring everything was wrapped up so she could fully enjoy her time away. This was time well spent, ensuring her weekend was stress-free. As for me, I know the standard of work she delivers will be the same whether she’s in an office, on a train, or even halfway across the world!
That’s why the ability to work from anywhere is so crucial. It gives employees the freedom to get their work done in the environment where they feel most comfortable. It’s a policy we’ve operated as a business since first opening our doors 11 years ago. And while the concept is relatively new to many businesses, it’s already shaping the future of the working world, with Forbes reporting that 61 per cent of workers prefer to work completely remotely.
Why Work from Anywhere?
For many traditional recruitment businesses, the thought of letting recruiters work away from the office is unthinkable – typically because their management teams don’t trust them to do their jobs if left unsupervised. In offices like these, my colleague would have been forced to work late and get everything finished the night before. Surely this is not the most productive or professional option for everyone involved?
It’s vital to always keep in mind that you will get the best out of your employees if you treat them like adults rather than like schoolchildren. That means nobody should be stuck in an office if that environment doesn’t get the best out of them.
Accommodating individualism by introducing a WFA policy will not only produce confident employees, but it will allow your business to experience a range of benefits, including low operating costs, improved performance and, of course, better turnover. Also, you can hire from anywhere in the world, so you’ll never be short of top talent!
This is not a subjective opinion. Assorted studies show that the quality of output increases when teams adopt a work from anywhere model – Stanford University reports that home workers are 13 per cent more productive than those based in offices.
So why then is WFA still a gamble that legions of businesses aren’t willing to take?
Do you let your recruiters work from anywhere?
- Depends on individual
For many recruitment businesses, the loss of control when employees aren’t in sight is simply too much for them to handle, but the reality is, you can’t sustain a business with a strict authoritarian approach. If your staff feel like ‘Big Brother’ is micromanaging them, they will become fed up and eventually move to another, more open-minded employer. That’s why you need to trust the people you hire and empower them to make the crucial decisions required for their job. After all, why did you hire them in the first place if not to do work to the best of their ability?
There will be challenges along the way, that is inevitable. Any ambiguity regarding the ‘do’s and don’ts' of working within the WFA model you lay out will likely result in errors or even misuse, either knowingly or not. It is therefore vital that your employees are clear on your operational expectations.
It is also essential to have safeguards in place so that employees do not slip into unhealthy habits when working on their own. You should suggest regular breaks and walks, and encourage them to work in different settings – all of which could help to safeguard their mental health and physical wellbeing. Furthermore, if effort is put into building a working culture of honesty and flexibility, your employees will be more likely to come to you with any problems they’re experiencing. This means they can be dealt with immediately, rather than growing and causing more issues down the line.
So, it’s imperative that your metaphorical office door is always open. If a member of your team is feeling overwhelmed, you need to work through it together and offer your support and respect, regardless of where they’re located. Do not let them be in any doubt that they have someone to turn to if they need to share a problem or concern. If you utilise these suggestions, then the transition to a WFA culture should prove successful and transformative for your business and employees alike.
Although the benefits of the WFA model are clear, there is still a lot of misunderstanding regarding the opportunities it provides and the challenges of implementing it. That’s not a surprise given that office working is ingrained in our psyches, and that we’re taught to accept that a business can only be successful if everyone is brought together under one roof.
This doesn’t have to be the case. For example, swivelling your office chair around and asking a colleague a question may be the traditional way of getting an answer, but that doesn’t mean it’s the only way. Technology has allowed us to progress far beyond this. From picking up the phone and leaving a message, to having a video call with someone on the other side of the world, there are so many more options, all of which serve to increase the flexibility of every recruitment consultancy’s work environment.
Remember, whether it is becoming a more attractive place to work, reducing employee stress levels, or increasing business productivity, there is much to be said for introducing a WFA policy. While rewards and benefits are always a bonus, nothing will motivate people more than the ultimate gift of time and freedom.
“It’s imperative that your metaphorical office door is always open. If a member of your team is feeling overwhelmed, you need to work through it together and offer your support and respect, regardless of where they’re located. Do not let them be in any doubt that they have someone to turn to if they need to share a problem or concern.”
The Recruitment Network: Getting your business to achieve its true potential.
In my experience, high performing recruitment business leaders tend to have a common obsession…
They maintain this healthy fascination with positively squeezing the life out of every part of their business in order to continuously generate greater levels of performance and net contribution.
That’s a good thing. It makes the machine run efficiently and drives bottom line profitability.
This is less about quantity and more about quality.
Less about time, and more about outputs.
All about productivity.
And here’s how to do it…
Productivity Management - getting more from what you are already doing
What is your current productivity per head? How does that stack up against what you were doing last month, last quarter, last year?
How does that stack up again what other recruitment agencies are doing?
Average GP per head (NB: this is per total headcount, not just per fee earners) is one of the critical metrics and a sign of how well your business is performing at any given moment in time. Look at the direction it is going in and understand what it is telling you about how your business operates.
What patterns are you seeing over the course of the year? Are there periods where there is a clear trend downwards / upwards?
What is causing this?
Have you figured out how to maintain that average GP figure yet, whilst you are building headcount?
There are of course many ways to maximise productivity across your business, but let’s start with 3 of the most obvious…
Increase Performance - how do I get more ROI per headcount?
Think about the type of business you are wining / working. Look at the net yield of each customer you have and each role your consultants are working on, instead of revenue and GP.
Change your league tables to reflect net yield of each of your consultants whilst you are at it!
Start getting fixated on the bit that sits between activity (inputs) and revenue (outputs) and measure conversion ratios. Create a monthly objective to improve each conversion point by 1% and put in plans to drive conversion performance at every stage of the marketing, sales and delivery process.
Increase Capacity - how do I give my recruiters more time?
I have always been a huge fan of the “always on recruiter” concept. The idea of even though a consultant may work a fixed number of hours each week, the clever blend of both offshoring / nearshoring and automation technology can mean they are actually working even when they are not in the business.
Time is one of the most precious commodities when it comes to running any people focused business, so to be able to create more capacity per head has to be a top-of-the-agenda item for any recruitment business leader.
Automating different parts of the workflow, scheduling activities for outside of non-core hours (when candidates and clients are actually engaging), outsourcing components to be able to turn up / turn down delivery capability, simply increasing the size of the net you are casting at the top of your funnels, all just mean recruiters can spend even more time doing those activities that generate the biggest ROI.
Increase Scope - how do we expand our footprint?
One of the most overlooked and under-capitalised areas of a recruitment business is their account penetration. Looking customers in (emotionally and contractually) and then increasing your share of their wallet.
Look at your top 20 clients. Do you actually know what percentage of their total recruitment spend (for your specific niche areas) do you actually have?
Have you ever asked?
Not knowing this basic question puts you are at risk of not only wasting the opportunity, but potentially losing the client for good, as other agencies look to increase their market share with your top clients. Maximising CLV (Customer and Candidate Lifetime Value) has never been so important as it is now.
You also need to keep a good eye on what is really going on in your markets right now.
Which parts of your market, which customers, are going to be the “fast-movers” as the economy evolves over the next 6 to 12 months? Which ones will be the “hibernators” or worse, the “non-starters”?
What parts of your market will require a big contract / temp drive over perm hiring? What is causing that? Where is the opportunity? Are you ready for it?
So, look at productivity across your business. Measure contribution and yield and get fixated on positively squeezing the life out of everything you do.
It just makes good sense!
What is your current average GP per head in your business?
- No idea!
- Less than £80k per head
- £80k to £120k
- £120k to £180k
TRN are connecting recruitment professionals
"The Recruitment Network is the organisation to be involved with if you are a serious recruitment professional or owner who wants to look to the future and drive your business forward.
They have created a knowledge sharing network that is second to none. It is not about one or two individuals with experience, it is about connecting professionals from across our industry to learn, grow, develop best practice and innovate together...there is real value.
Joining has been one of my best decisions in recent years."
Barry Smyth, Founder, MCS Group
Tossing out anything and everything that anchors daily performance.
Every day, thousands of pounds worth of profit are leaving your business through wastage.
You may not see it, but it is happening, and the accumulative effect means that your business growth becomes slower, your ability to invest reduces and your bottom line profitability is performing at sub-optimal levels.
Wastage is caused by a number of things, but some of the most common areas include:
- Processes not working as they should
- Systems / tech not returning an ROI.
- Conversion time from jobs on to placements too slow.
- Inefficient fill rates.
- Client contribution below minimum company standards.
- Internal culture not driving high performance.
- Too much time spent on underperforming customers.
- Cross selling / up selling opportunities being missed.
Plug the performance leaks in your business by running a waste management campaign for each of the areas above.
Add this to some of the ideas we talked about before on productivity management and watch the immediate impact it will have on your bottom line.
Free TRN events
Every month, TRN host a series of free roundtable events for Recruitment Leaders. Come and join us this November – you don’t have to be a member to get involved.
Business Development Strategies roundtable
Time: 10:00 - 10:45 (GMT) Wed 2nd Nov 2022
Hiring and retaining recruiters
Time: 09:00 - 09:45 (GMT) Thu 3rd Nov 2022
Scaling up: Strategies for growth
Time: 09:00 - 09:45 (GMT) Fri 4th Nov 2022
Time: 14:00 - 14:45 (GMT) Mon 7th Nov 2022
Onboarding, Training and Developing Employees Roundtable
Time: 09:00 - 09:45 (GMT) Tue 8th Nov 2022
The Ultimate Brand and Social Media Strategy
Time: 09:00 - 09:45 (GMT) Tue 15th Nov 2022
360 Vs 180 Vs 120 Modelling Roundtable
Time: 14:00 - 14:45 (GMT) Tue 15th Nov 2022
Flowstate - how to create time to do our most productive work
Time: 10:00 - 10:45 (GMT) Wed 16th Nov 2022
Free TRN events
Key Account Management: Maximising Client Lifetime Value
Time: 09:00 - 09:45 (GMT) Tue 22nd Nov 2022
Time: 14:00 - 14:45 (GMT) Tue 22nd Nov 2022
Commission Structures and Incentives, including EMI Schemes and Flowering Shares
Time: 09:00 - 09:45 (GMT) Tue 29th Nov 2022
The Waste Elimination Checklist™
Waste and inefficiency cost you time and money and as business leaders we should be eliminating waste from our business. The checklist we built came from 100’s of recruitment business leaders who identified areas of waste and inefficiency that they felt could and should eliminated.
Review all the statements in the checklist and consider where waste exists in your business.
Having completed the checklist, identify the low hanging fruit and eliminate the areas of waste that will have the biggest positive impact on productivity.
Giving The Right Support
Supply Side: How a partnership with Emplomind has enabled Rayner Personnel to support mental health across their business.
Joshua Rayner is a specialist in UK Property Recruitment, who has come to be known as an advocate of mental health support within the recruitment industry. Here, Joshua discusses what mental health means to him and his business, and how a partnership with the wellbeing startup Emplomind allows him to take care of his people at Rayner Personnel.
Q: Tell us a bit about what Mental Health means to you personally?
A: Mental Health has come more into focus since the pandemic, which revealed the extent to which people struggle with depression and anxiety. I had personally been interested in this topic for a while, but the pandemic has made Mental Health an even bigger focus area for me and my business.
As a business leader in the recruitment space, my upbringing to some extent had been based on working 110 times faster and harder than my competitors and peers. This approach certainly has played a part in the success but it has also come with its own challenges around my mental health and the impact on my family.
In recent years I have looked at how I can improve my work-life balance and that of my people, instilling support culture into Rayner Personnel.
In fact, this has had a huge bearing on the success of our Associate Model.
Q: What is it that drove you to tackle Mental Health at Rayner Personnel?
A: We have a unique business model. It is based on us having highly motivated, hungry individuals who want to own their own book of business and territories in the property sector.
At Rayner Personnel, our people are self-employed and they love this model because they are ultimately in control of their success. It’s a combination of being the master of your own destiny and that work-life balance that appeals to our people.
However, we totally appreciate that this model comes with its own challenges and at times is a rollercoaster of emotions.
Therefore, my focus was to provide best in class support in terms of the tools they need to do the job. When it comes to technology, our people have access to tools such as JobAdder and various job boards. On top of that, and the training we provide, we wanted to ensure that they had access to external support from a coaching and wellbeing perspective.
Q: How do you think it affects your employees, your company culture and employer branding?
A: Our model is not for everyone. Therefore, our vetting process when looking for new associates is very much a wart- and-all conversation. This helps us instil trust and openness early on when we take on new associates.
Trust and flexibility are hugely crucial to the success in our model. And it works both ways, so any initiatives we look at are collaborative and are based on engagement from our associates. So as an organisation we like to think we have a very open environment which new associates feel and understand early on.
This company culture ties in with initiatives supporting our people’s mental health. All of us have access to therapy, coaching, and psychoeducation through the Emplomind app. Therefore, mental health is never a taboo at Rayner Personnel – we discuss it openly and encourage our people to seek support any time they need it.
Q: When researching partners to support the wellbeing of your people what was important to you and why did you land on Emplomind?
A: Our mission and tagline as a business is to make Mondays matter. In terms of our core day to day activity, this can be translated into ensuring that we are helping candidates into roles where they are motivated and engaged. However, in reality it goes much further than that as we know how working in a role that you are not satisfied with can impact your mental wellbeing.
Therefore, it was important we found a partner who shared some of our values. Emplomind immediately stood out in this respect as their mission of supporting employee wellbeing fitted naturally with us.
Aside from the aligned values it was important for us that the immediacy and diversity of wellbeing support was available to our people. In Emplomind we found a partner that could enable our people to connect with dedicated counsellors and coaches in line with our people’s often busy schedules through both chat support and video.
In terms of features, the Emplomind app ensures anonymity and safety. We believe that this solution removes the barrier many people feel when they consider seeking help. In fact, Emplomind’s own data confirms this: 48 per cent of their users declare that they have never consulted a psychologist before.
Q: What was your employee’s reaction to the introduction of Emplomind?
A: As I mentioned, we have a culture of trust and openness. However, we were still a little sceptical around how this would be received.
Upon discussing Emplomind and then subsequently launching, we were surprised at how many people came up to us to share stories around either their own mental health or stories of people close to them.
We know our people well, but this was an eye opener to us that by just putting this conversation front and centre within our organisation really gave people that permission and trust to share.
Q: What do you see as an outcome from focusing on mental health in your business?
A: This is one area that I have to be honest and say I struggle with. Working in recruitment we can often be very focused on activity, KPI’S outcomes etc. With this, I am not sure we are ever going to be able to put a number on the success of focusing on mental health.
However, what I can say with confidence is that I know that the focus on Mental Health is the right thing to do and that already we are seeing how this gives permission for our people to be even more open and transparent with us, therefore the only outcomes I see are positive.
I think this trust, flexibility and openness are then also felt by the clients and candidates we work with.
To find out more go to: Emplomind
*<a href="https://www.therecruitmentnetwork.com/">Visit the Recruitment Network online</a>*
**Coming together is the beginning.
Keeping together is progress.
Working together is success.**
Learning to Learn
Skills: Teri Etherington, Talent Development Manager at APSCo on why recruiters should be constantly developing their skills.
Recruitment is notoriously known as a career that people fall into accidentally, it is certainly how I entered the sector. It’s a rarity to hear of a planned move into a career in the sector although, I am delighted to see this now starting to happen. Those outside recruitment often struggle to see the career and professional development opportunities, but if there wasn’t the chance to grow, why have so many leaders who ‘accidentally fell’ into the field gone on to run global businesses?
The fact is, there’s a wealth of growth potential in the sector for anyone with the drive and motivation to progress. The chance to manage teams, open new desks, support expansion into new fields or drive international growth are all viable opportunities for anyone in the sector. But you must have the right mindset to achieve this.
There’s a common misconception in recruitment that you need to be one of the big billers to work your way up to a leadership role. The requirements of someone at this level vary significantly from a consultant role. You have to be able to shift from a focus on sales and your individual contribution, to a mentality of being able to nurture talent. In some sense, you have to stop becoming the recruiter that you’ve always been and learn how to manage others and equip them to do better than you did.
While this transition may come easy for some, for others it’s a skill that requires development. Unfortunately, though, we commonly see big billers promoted into leadership roles who aren’t ready, with limited guidance or training opportunities. There is an onus on employers across the staffing sector to succession plan leadership development effectively (and that is a whole other article in itself), but professionals in the field also own the responsibility to manage their own professional growth. As someone who has experienced first hand the benefits of training, here’s some of my own advice for those looking to expand their skills and further their career in recruitment.
Own your development
It’s all too easy to allow your employer to dictate your training and development requirements, after all, they’re often the ones investing in the training. But for those serious about their career, waiting around for guidance from someone else isn’t advisable. Your employer should be able to provide advice on areas for development, and these may become apparent during one-to-ones, but as an individual it’s important to look at what steps you should be taking to expand your knowledge.
That doesn’t mean that you need to invest in costly training courses or dedicate several days to off-site training (though there is a real benefit in these). There are so many ways to learn. I for one am an avid fan of listening to podcasts to help my professional growth. There’s a wealth of podcasts that provide eye-opening insights that can help you learn new approaches to your job. The Diary of a CEO is one such example that I find valuable, but there’s also a range of recruitment and leadership focused podcasts out there.
Spending half hour here and there purely on learning something new will pay dividends in the long run. But you need to want to learn and I think that’s where there’s a real barrier for many professionals.
“Spending half hour here and there purely on learning something new will pay dividends in the long run. But you need to want to learn and I think that’s where there’s a real barrier for many professionals.”
Learning how to learn – or at least how best works for you as an individual – is an important part of everyone’s professional progress. What works for you will be different to your peers, but accessing a combination of training delivered in different styles that you find engaging will be more beneficial than sticking to rigid structures that don’t appeal to your personal style. It’s difficult to really absorb something new if how it is delivered doesn’t resonate with you.
Don’t stop learning, even in a leadership position
One thing I’ve seen in the past that should, in my opinion, be avoided at all costs, is a level of complacency in professional and personal learning once you reach a leadership position. There’s always more to learn and while you may think you have all the skills you need to do your job, how can you stay relevant if you don’t keep learning?
Aside from the fact that no one person can know everything, the world is changing at such a rapid pace that it’s important to keep pushing yourself and challenging your own thinking, regardless of your seniority. In any role where you’re managing a team of people, there’s always something new to learn about effectively engaging your teams. Individuals are fundamentally different, so while your management style may have worked for one, it’s unlikely to work for all.
For anyone looking to grow as a manager in recruitment, I would highly advise looking into dedicated leadership training to help you get the best out of people and help you thrive in the position. With recruiters often shoe-horned into management roles without training, there’s an experience gap in many lower and middle-management levels that can hinder your potential to grow. Yes, learning on the job is a good way to develop your skills, but when you first started out in recruitment were you just given a job title and left to get on with it? Or were you trained by experienced recruitment trainers?
It is important that all leaders are equipped with the tools and skills needed to succeed. In recognition of the need to provide the tangible skills development for the recruitment sector, APSCo launched a new CMI Management Level 5 Advanced Leadership programme earlier this year which was designed specifically for the recruitment sector.
The course has been developed to address the challenges recruitment leaders face at mid-to-senior level and equip them with the skills and confidence to take their management to the next level and effectively lead teams in a fast-paced environment. The new training is an extension of the popular Fast Track CMI Level 3 Leadership qualification which has been incredibly popular and delivered to new managers or those obtaining management training for the first time. Prior completion of Level 3 isn’t necessary to undertake the CMI Level 5 qualification.
Committing to long-term growth
One of the reasons we offered the CMI Level 5 Advanced Leadership programme was to provide those who are on a growth path with the skills needed to excel during this transition. Becoming a truly successful leader doesn’t happen overnight, it’s a long journey that requires guidance, support, and individual dedication. As much as companies in the staffing sector must commit to supporting the development of their people, recruiters themselves should take control of their aspirations by continually adding to their repertoire. Training is not just about the chance to get that next promotion, it’s an opportunity to become a better version of yourself.
Professional growth opportunities in recruitment are rife. For those in the sector, it’s important to take the reins of your own career and ensure you have everything you need to excel, from a growth mindset to external training.
Social media: Martin Bate, Head of Permanent Recruitment at Orion, discusses why a LinkedIn profile shouldn’t look like a Facebook profile.
Your LinkedIn profile could be under scrutiny by potential employers at any given moment. Whether you’ve just applied for a job and an employer is digging for dirt, or one of your clients is having a browse, there’s always someone watching and thanks to the private browsing mode, you may never be aware they were even on your profile. So, of course, it’s essential to not treat your LinkedIn as a social media profile.
“During the past two years, we have all experienced a shift in culture in the way we work as well as a change in the way we attract talent,” says Martin Bate, head of permanent recruitment, Orion. "While some people are regular users of common social media outlets, you don’t need to a be technophile to create an attractive brand for yourself on LinkedIn.
“In the past, the resume was everything,’ he adds. “Nowadays, it is becoming less important, making the LinkedIn profile the main source. Additionally, our team are regularly arranging interviews based solely on LinkedIn profiles. Next time you search for an applicant or apply for a role, reflect on the effectiveness and professionalism of your profile. It doesn’t need to be war and peace, but get the relevant buzz words in your content, not forgetting to keep them updated and relevant to your skills, knowledge, and sector.”
Here are a few pointers to make LinkedIn effective, as well as what might be better kept on your Facebook profile.
Don’t fall victim to oversharing
LinkedIn provides many ways to discover and converse with many people within your field. But are you oversharing on the platform?
It’s an easy way to make contacts, but it can be even easier to make enemies. Debates can often be sparked over many topics, such as company policies and even politics. Of course, many people have different views and discussing such things can get very heated. In some cases, you might see angry comments come your way. And you’re speaking for your employer as well as yourself, so oversharing on sensitive topics could also direct anger towards them.
Do choose an appropriate picture
Your LinkedIn profile picture is arguably the first element of your profile that will be seen. Perhaps you’re appearing in searches, or someone is browsing employees within your company. Regardless of the reason, it’s sure to stand out. In this instance, it’s a must to have an appropriate and professional picture, one that you most likely wouldn’t choose for your social media profiles. Opt for a photo where your face takes up approximately 60% of the photo but be sure that your striking suit is on show – especially if this is your workday attire of choice.
Don’t forget to keep communication flowing
You may enjoy sharing posts on social media, but if you’re not an avid Instagram user, it can be easy to reply to comments and messages late, or even to completely forget about them. On LinkedIn, it’s important that you don’t fall into this habit. Connections are highly important on the platform, especially in online professional networks. So if you aren’t keeping the ball rolling by forming relationships, you won’t be able to reap the benefits. Commenting and connecting with others from across the globe could offer you endless opportunities.
Do share your successes
Sharing your accomplishments is something you can share on both LinkedIn and your Facebook or Instagram page. After all, it’s a platform to raise your profile and showcase the many the development of your skills and the achievements you have made. It could be a new job, a promotion, or starting a new chapter in a different city — but whatever success comes your way will undoubtedly be celebrated by Linkedin users.
Don’t waste your network’s time
You may resort to Facebook to post regular updates on your week, whether that’s where you went for your lunch or how your weekend away went. But this is something to keep on Facebook. While you may want to talk about the good times you’ve had, you must think before you post on LinkedIn. Is it relevant to the working world? Will this boost your business profile? Not only could it be an irrelevant post that people will simply scroll past with no interaction, but it could also annoy some of your connections. People don’t want their time wasted, so if your content is only Facebook-worthy, people may remove you from their network and it could cause you to miss out on opportunities in the future that would enhance your career.
Do keep your profile public
Your personal life is something you may want to keep hidden when it comes to your social media profiles. However, you should keep your LinkedIn profile public. The platform isn’t one for sharing anything personal, but for details that you do wish to be hidden, there are settings to hide this information. There are countless people who can boost your career, but if your profile isn’t visible to them, they won’t be able to discover you. Since your social media is far more likely to include personal information, it’s better to keep private mode on these profiles.
It's important to separate your LinkedIn from social media platforms. By slipping into the habits that you might be used to on Facebook and Instagram, you may jeopardise your employability and reduce the likelihood of climbing the career ladder. But these simple dos and don’ts can help you boost your online presence on LinkedIn and avoid any trouble.