Recruitment Matters Issue 16 June 2013
Trade Association of the Year
What’s inside The 2 -3 Intelligence and REC talk Ferenaz Lalji
The growing lack of UK drivers and updates from the Ciett conference
Kevin Green (second from left) joins a Ciett panel discussion on global talent shortage
Numbers boost to recruitment revealed at annual Ciett Conference When hundreds of recruitment professionals gathered last month in Toronto for the annual Ciett conference (the International Confederation of Private Employment Agencies), they were welcomed with some heartening industry statistics. One year ago, Ciett outlined its ambition to build better-functioning labour markets around the world, and to support this drive Ciett made a series of pledges on behalf of the industry. Now, one year in to Ciett’s five-year commitment to global labour markets, significant progress has indeed been made. In the past 12 months, Ciett reports that the private employment services industry has supported 46 million people in their job life (93% of its year one target) and created 3.1 million new jobs (97% of its year one target). It addition it has served 4.5 million companies and up-skilled 11.6 million people.
The results one year in reflect the importance of the private employment services industry to global labour markets. In particular, the global pledges demonstrate the capacity of the industry to bring young people (under 25s represent 26% of agency workers worldwide) and lower-skilled people into work. This is an essential role given that the ILO is projecting global unemployment to reach 12.6% in 2013 representing an increase of 3.5 million young people since 2007. Fred van Haasteren, Ciett president, commented: “The pledges reflect the positive contribution to labour markets. We have not reached 100% across the board, but given the on-going economic situation, this is not surprising. The pledges were designed to be ambitious and having set that high bar, it is a positive to have made so much progress, even while the economy is still faltering in many parts of the world.”
4-5Global recruitment The challenges of setting up a business abroad
6Business Matters
The REC’s new Legal Partners and credit insurance details
Institute of 7 Recruitment Professionals We speak to Jonathan Benjamin, winner of Executive Search Consultant of the Year at the IRP awards, plus tips from Adrian Gun, CEO of Matchtech
best events 8 The and training The latest REC spotlight event, the new REC Audited Education scheme and start-up courses
www.rec.uk.com RM p1_june.indd 23
05/06/2013 13:54
Leading the Industry
the intelligence Fig 2: Current UK C & C+E licence holders by age Over 60 10%
Apr 11
40-49 34%
Total test passes 000s
RM_02_june.indd Sec1:24
Apr
Jul
Oct
Jan 13
Mar
27.5 25
Add to that the cost of entry – a 21-year-old hoping to become an LGV driver needs to find more than £2,000 to qualify before they can drive their first shift. Then there is the issue of driver’s negligence insurance (DNI), which increases agency costs and reduces margins. It also impacts on younger drivers who must hold their licence for two years and complete 180 driving hours to get DNI cover. Any significant spike in demand over the next two years will expose the dramatic shortage and when that happens, the only way endusers will be able to source sufficient drivers will be through sudden and significant hikes in pay. End-users of agency drivers should work closely with recruitment and insurance partners to mitigate such risks by gradually tapering up wages for CPC-qualified drivers, splitting or subsidising the cost of CPC training with agency suppliers and dialling back reliance on DNI to help young people into the sector.
20
2 Recruitment Matters June 2013
Jan 12
30
Apr 11
2009
Oct
32.5 30-39 24%
30
2008
Jul
Fig 2: Median permanent placement salary
50-59 21%
40
2007
3.5 3
50
2006
4
20-29 11%
Fig 1: Total C & C+E test passes 2005-2012
2005
4.5
£000s
Statistics recently obtained via a Freedom of Information request to the DVLA show the number of people getting their C or C+E HGV licence has dropped from a high of 48,227 in 2005 to just over 25,000 in 2012 (see Fig 1, below). This near 50% drop in new qualified drivers is reflected in the REC/KPMG Report on Jobs, which has shown a shortage of drivers nearly every month for the past two years. It’s also an ageing workforce: 65% of current C and C+E licence holders in the UK are over 40, 24% are in their 30s and just 11% in their 20s (see Fig 2, above right). There are nearly as many over 60-year-olds there are under 30-year-olds – unheard of in any other sector of the UK economy. Recruiters had plugged the gap in the UK driving workforce by sourcing competent, compliant drivers from EU nations due to the historically higher UK wages. However, wages have been stagnant for nearly five years, with average hourly rates hovering around £8.50, up only 20p from the 2006 average of £8.30 – a 2.4% increase over a period where inflation has at times topped 5% and rarely dipped under 3%. Overtime rates have also declined, and whereas an agency driver in 2005/06 could expect a higher weekend rate and a premium once they topped 40 hours a week, increasing numbers of end-users are now offering a slightly higher basic salary with a seven-day flat rate and no overtime option.
Fig 1: Median permanent invoice value
£000s
REC senior policy advisor Ben Farber considers the lack of qualified drivers in the UK workforce
2010
2011
2012
Jul
Oct
Jan 12
Apr
Jul
Oct
Jan 13
Mar
Further signs of recovery Last month I discussed how revenues are improving for recruiters – particularly for the contract segment which pleasingly saw further improvement in March (the permanent and temporary figures were complicated by Easter being in March this year, and April last). This month I want to look in more detail at the drivers of revenue growth for the permanent sector. It is by looking at the drivers of revenue that recruiters can understand what they need to do to improve their profitability. Figure 1 shows that median permanent invoice value is now within a smidgen of the highest value for 18 months, recovering more than 13% from the nadir seen in October last year. There are two reasons for the welcome increase in invoice value. Firstly, as can be seen in Figure 2, thankfully the median permanent placement salary has been increasing from the disappointing trough seen at the end of 2012, and is 7% higher than the placement salary in March last year, which was the lowest figure we have seen in the last two years. But of course the placement salary is only part of the equation. As important as it is to the successful candidate, the revenue to the recruiter depends on the multiple of that placement salary they get paid! That the median average invoice value to permanent placement salary has partially recovered from the slump that we saw at the turn of the year, and is now slightly above the average for the last two years. It is the desired combination of improving placement salaries and recovering invoice to placement salary that is driving the increase in invoice value. We would encourage all recruiters to look at the drivers of their revenues, and their costs, and compare them against their peers, to ensure that they continue to do well in the current challenging economic environment. • Chris Ansell is chief financial officer at Recruitment Industry Benchmarking (RIB). The RIB Index provides bespoke confidential reports on industry trends. See www.ribindex.com; info@ribindex. com: 020 8544 9807. The RIB is a strategic partner of the REC.
www.rec.uk.com 05/06/2013 13:55
Leading the Industry
Ciett conference updates From Tom Hadley, the REC’s director of policy and professional services This year’s Ciett World Conference has been an opportunity to see how the international market is performing, and overall the outlook remains encouraging. Richard Walquist, chief executive of the American Staffing Association (ASA), pointed to “13 months of continued growth in the US,” while Neil Smith, president of the Canadian Federation (ACSESS), highlighted robust growth in most sectors, including the public sector where “agency work continues to provide a key outlet for government bodies and other employers”. The ongoing benefits of flexible staffing within a streamlined public sector is also a key industry message in the UK. The market in many European countries (eg. Holland and France) is more downbeat, although the picture is much brighter in markets such as Switzerland and Ireland. The industry in Russia has successfully pushed back on trade union calls for a complete ban on temporary work, although barriers still exist. Further afield, activities are being ramped up in Latin America to boost industry growth and lift regulatory barriers. The World Cup and Olympic Games in Brazil will provide a key driver. There are huge growth opportunities in the Asian market, with positive developments flagged in China, Japan and India. The new government in Japan is driving a de-regulation agenda to help lift barriers for agencies. There are around 10,000 agencies in India and the sector is growing 20% a year. It is estimated that by 2025, 10% of the overall workforce in India could be working in a flexible capacity through agencies. That’s a lot of workers! Discussions with the Chinese Federation have been equally enlightening. Get this: there are apparently 50,000 agencies operating in China – and we thought the UK was a diverse and ‘unconsolidated’ market! Again, this highlights the crucial role of the national federation in raising standards and enabling compliant businesses to differentiate themselves in a crowded market. As well as the global industry ‘health-check’, discussions have also touched on a number of specific areas that are of direct relevance to the UK industry. From pressure on temp to perm fees in America, to procurement issues in Canada and the proactive compliance drive in India. In fact, one of the benefits of taking part in this type of international events is the realisation that ‘hey, we are not alone!’ • You can follow Tom on Twitter www.twitter.com/@hadleyscomment
www.rec.uk.com RM_03_june.indd 25
The View As I write this I am in Toronto for this year’s Ciett World Employment Conference, the event we held so successfully last year. As I listen to the speakers from the four corners of the world, it’s apparent to me and to some others that the UK has the most successful labour market in the world. With economic output still 3% below 2008 levels, little economic growth for 18 months and austerity radically reducing public sector employment, we have still created 488,000 new jobs in the last year and kept unemployment below 8%. This is a remarkable success story. While I think we still have too much regulation and that government should leave our sector alone, it’s only when you hear of other governments trying to ban temporary work that you realise how much room we actually do have to run our businesses. However, the two reasons why our market is so successful must not be forgotten. The first is that people are keen to work flexibly – be that as an interim, contractor, part-time, fixed-term contract or in a temporary role. This creates a dynamism that other job markets just don’t have. Secondly, and just as importantly, is the UK recruitment industry itself, which is the engine of job growth and fluidity. While it’s clear we have a lot to learn from other federations and markets, it’s also clear that we must protect what makes us so successful. • For further information on the 2013 Ciett World Employment Conference, go to www.ciett.org • You can follow Kevin on Twitter www.twitter.com/@KevinGreenREC
Recruitment Matters June 2013 3
05/06/2013 13:56
The Big Talking Point
The importance of understanding recruitment practices abroad cannot be underestimated, says RM editor Francesca Steele
H
ow important is it to set up an office abroad or to source candidates from beyond your own borders? Increasingly so, according to industry professionals. In his book The World is Flat, Thomas
Top tips for setting up abroad • Hire good partners. “You can’t do it all on your own,” says Tony Goodwin. “ Identify people who are hardworking and will be in it for the long term. In recruitment you have to create work. That takes a lot of determination and energy.” • Find employees who are willing to learn. “They have to learn your ways, as well as you learning theirs,” says Goodwin. • Read the business papers to find out where the next gap in the market is. • Think about what the benefits and difficulties are, both for the local employees and the consultants you are sending there from the UK. Will they have to learn a new language? Will they have a better tax status? And how long do you expect them to stay? • Have a clear hierarchy. Working abroad can mean some things get lost in translation so it’s important to start with a solid base.
4 Recruitment Matters June 2013
RM_4-5_june.indd 26
Getty Images
Going global Friedman, New York Times columnist and Pulitzer Prize-winning author, argues that globalisation requires us to move faster in order to keep up with the competition. Single events, such as the fall of the Berlin Wall, as well as more incremental changes, including the growing influence of the internet and the rise of China and India, have made us – and the labour market – more competitive. Nowhere is
A major overhaul of labour law is underway in South Africa, including a curtailing of the use of flexible staffing options (temp, fixed-term contract, part-time), whether outsourced to our industry or handled directly by the client The Federation of African Professional Staffing Organisations
this more evident than in recruitment. Social networking sites such as LinkedIn and Twitter have created a global labour force, opening up the conversation between candidates, clients and industry professionals all over the world. This may be a very good thing. But just how practical is it to set up or source abroad? Getting to know your local market is paramount as a starting point from the legal and tax implications to social niceties. But success can also be about finding the right niche, according to Tony Goodwin, founder of international recruiter Antal. He saw a golden opportunity after the Berlin Wall fell, and set up offices in Poland and Hungary after researching the local market. “People these days are obsessed with local market research, but I think the most important thing is to export British practice – especially, of course, if you’re recruiting for English-speaking clients,” says Goodwin. As Even Hagelien from the Norwegian Federation of Service Industries observed at last month’s conference for Ciett (The International Confederation for Private Employment Agencies), although understanding the specific needs
www.rec.uk.com 05/06/2013 13:57
“Out of adversity comes good ideas” Tony Goodwin, founder of Antal Back in the late 1980s, when I was recruiting accountants, it seemed to me like a really saturated marketplace. Plus, of course, we were going into a recession. But out of adversity comes good ideas. I started avidly reading the FT and learnt that Coca Cola was opening a plant in West Poland. And I saw that BMW was opening abroad too. I just thought, they will need accountants and staff. A good friend said at the time you don’t speak Hungarian. But I thought in any case that the base business language should be English. I ploughed on despite scepticism from others. First, I tried employing language graduates and second or third-generation Poles at our offices in London. Transplanting the actual offices abroad came later. Doing it remotely was a challenge at first, but I was adamant that we had to tune in to the local market rather than an expat one, while at the same time exporting best practice standards from the UK. It’s good to get people on the ground but they have to understand the way you work and be willing to learn. I have really good experiences of employing local people, especially the Chinese, who work really hard. But you have to make sure you look for people with the right work ethic. It’s important still to export those standards I think. Britain has a much better reputation abroad than it does in the UK. People trust us. In April 1993, we started trading and we now have 118 branches in 35 countries, although some of those are franchised. You have to learn to weather the storm. During the last recession we went from 22 offices to 11, and from 423 staff to less than 150, in less than six months. But now we’re thriving again. There was definitely a gap in the market when I started, but there are still gaps to be found abroad. You just have to be proactive. Recruitment is all about creating work and you just have to keep on doing it. And the name? Antal means Anthony in Hungarian.
of individual locations is important, “international networking” is vital both understand our differences and also the fact that “the recruitment industry across the world faces a number of common challenges”. For example, the general consensus across different member nations at the Ciett conference was that raising overall perception of recruitment is paramount if the industry is to secure the proper regulatory framework that enables recruiters to operate at an optimum level.
There is a big political debate in the news at the moment about private employment services delivering poor services to the public employment service. The demand for civil servants is also growing Swedish Staffing Agencies
www.rec.uk.com RM_4-5_june.indd 27
Understanding and encouraging the implementation of regulations is key to setting up abroad, says Denis Pennell, managing director of Ciett. “For instance, if you look at Tunisia, a national trade union (UGTT) is holding back any discussion regarding the adoption of industry regulation, while in Russia or Turkey, private employment agencies are still waiting for proper regulation.” The economic crisis has curbed migration, but also offers new opportunities, he adds. “What we have seen recently is, because of the economic crisis and the ensuing high level of unemployment, cross-border activity has had to reduce since 2008,” he explains. “But there is a contradiction in terms, because what we are also seeing is people leaving countries such as Spain to go to Germany and the UK, where there are jobs. So there is potential for more migration, if only the proper regulations exist. “We try to educate our members, but most importantly we work with the European Commission to make sure rules are as appropriate as possible – for example, to ensure that the 2008 European Work Directive, which
encourages equal rights for agency workers, is properly implemented.” As many personal stories show – see Tony Goodwin’s account, above – work migration can be good both for business and for personal development.
We are one of very few countries where recruiters need a licence to trade as an agency and you are liable for a hefty fine if you do not have one. We also have Europe’s youngest workforce and are therefore very attractive to multinationals – Ireland is home to nine out of the top 10 technology and pharmaceutical companies National Recruitment Federation of Ireland Recruitment Matters June 2013 5
05/06/2013 13:57
Legal Update
Say hello to the REC’s new Legal Partners Lewina Farrell, REC solicitor and head of professional services, introduces the REC’s new Legal Partners to benefit members The REC is proud of the legal service it has provided to corporate members for a number of years. As part of their corporate subscription, members have unlimited access to a helpline (which answered 14,000 queries in 2012), an online legal guide which includes over 900 FAQs, 40 model documents (including contracts and policies for use with clients, workseekers and the members’ own employees), a series of AWR fact sheets and a number of webinars. We regularly give legal updates to members at free REC sector meetings throughout the UK. As part of the AWR campaign we delivered over 100 seminars and are currently presenting a series of workshops which deal with Pensions Auto-enrolment – for further, details please see here: http:// www.rec.uk.com/regions-sectors/sectors/ pensionstoolkit/pensionsworkshops. Of course, on occasions members may need additional legal support which we cannot give as part of their corporate membership. For example, we cannot review or amend documents
for members, draft letters or other documentation or represent members at employment tribunal claims, debt recovery or other disputes or litigation. Nor can we advise on corporate structures or disputes between directors and/or shareholders. We are therefore delighted to announce two new Legal Partners to supplement and enhance the REC legal service. The two new Legal Partners are Brabners Chaffe Street LLP and specialist debt recovery law firm, Francis Wilks & Jones LLP. The REC has negotiated discounted rates for corporate members who instruct these Legal Partners. In addition, the Legal Partners will take no-obligation calls from members before they agree to instruct them (members should speak with the
Lewina Farrell Helpline team first who will advise you when this might be appropriate). The new paid-for services include employment tribunal support, document review, tender support and debt recovery, as well as other commercial, corporate, property and litigation services. The REC legal team has worked for a number of years with Brabners, in particular the employment team headed by Paul Chamberlain. Brabners have offices in Manchester, Liverpool and Preston. To contact Brabners, members can call Simon Bloch on 0161 836 8861 or Emma Clarke on 0161 836 8951 or make an enquiry via http://www.brabnerschaffestreet.com/ contact Francis Wilks are based in London. They are debt recovery specialists, and members who instruct them can benefit from reduced court fees. Members can contact Mat Howat at Recruitment@ franciswilksandjones.co.uk • See details at http://www.rec.uk.com/ academy-for-business/partner/ LegalPartners
Business development: Contingency plans for a difficult economy What do you do if a client goes bust? The highprofile demises of companies such as HMV and Comet show that even high-street stalwarts are no longer safer. Of course, if you have supplied goods to HMV you may be able to make some recoveries under your “retention of title” clause, where goods can be reclaimed from the customer if they haven’t been paid for. However, a service provider such as a recruitment company may just lose money on services already provided if the client is no longer able to pay. “In every significant insolvency there will be a recruitment company that has lost money,” warns Tom Rolfe, managing director at LDPA Credit Insurance, who comes from the
6 Recruitment Matters June 2013
RM_06_june.indd 28
recruitment sector himself. The full extent of the risk to the recruitment sector is greater than it may seem at first, he adds. “Retailers may not use many agency staff in their showrooms – but they will use agency staff in their warehouses, as forklift drivers, as packers, as delivery drivers. They may also use agency staff in head office or support operations – call centres, help lines and so on.” Credit insurance helps to protect your company against bad debts and late payments, as well as assisting you to negotiate competitive finance. What is more, if you are an REC member you are entitled to discounted rates with LDPA. • For more information about LDPA, call 01275 872 553 http://www.ldpa.co.uk/recruitment.php
www.rec.uk.com 05/06/2013 13:58
Inspiration
Behind the scenes at the Institute of Recruitment Professionals
Things I Know
This month we speak to Jonathan Benjamin, Adrian Gunn, who won Executive Search chief executive, Matchtech Consultant at the 2012 IRP Awards You have to keep reinventing yourself Name: Jonathan Benjamin Agency: RedLaw Years in recruitment: Four Specialism: Legal How did you get into recruitment? I was an unfulfilled solicitor. I trained, qualified and then spent three years marking up documents. I was bored, met with some recruiters to look for a new position and eventually became more interested in what they were doing, so it evolved quite naturally. What appealed to you about it? The fact that you are master of your own destiny. I liked the entrepreneurial side of things. I had some sales experience and it just seemed like a much more proactive way to work than what I had been doing before. Was it difficult? Oh, yes. I was thrown in at the deep end, but I enjoyed it. What led to you setting up your own company? At that time in the market there wasn’t so much headhunting. Everything was a lot more contingent on advertising and I felt like I was spending too much time writing. I just thought why don’t we ring more people? So I decided to set up on my own. I built it up the division so it was one of the most profitable. I was a director and then the business got sold. And then in 2008, just after Lehman’s collapsed, my colleague and I resigned to set up RedLaw. That was a difficult year for the economy and labour markets. Were there times when you regretted your decision? It was certainly touch and go. We were both starting families at that time, and we had to contend with some legal issues when we set up. But I’ve learnt not to be put off by short-termism and we were both confident in our abilities. Sometimes in a difficult market you can be successful if you strive to be more professional than your competitors. Today we are profitable and now have 12 staff, having started with just two! What advice would you give to other recruiters? What I’ve often found is that many recruiters have only a superficial knowledge of the market. We spent hours really understanding our market. Our approach is much more consultative; on occasion we’ve even advised people not to move, for instance. Personal relationships are key.
www.rec.uk.com RM_07_juneA.indd 29
I joined this company 25 years ago as a trainee and I’m now chief executive. The journey has been very interesting. The group has evolved over the 25 years. I may have only worked for one company but that company has morphed; it’s a very fast-moving industry. When I started you went down the street and registered with one recruiter like an estate agent. Now you can upload your CV to hundreds of sites. It’s more competitive. To move up you’ve got to be able to understand how to adapt. As I’ve got further up in my career I’ve learnt too that the best billing consultant doesn’t always make the best manager. If you want to move up you have to develop leadership skills. Delegation is important Recruitment people are notoriously bad at delegating. When I left my role in operational management in 2002 to become group business director, it was a very difficult transition because I had to work with the operational management team that I had just left. But the business and your career are dependent on working within a team and structure. In recruitment you’ve got two customers The candidate is more important than the client in many ways even though they don’t pay the bills. Permanent recruitment is a numbers game The harder you work, the more you earn, generally speaking. For 10 years I didn’t have a two-week holiday because it seemed to really affect my contacts’ pipeline. If I want to be lazy in one week I can be but a month later I will see that come through in my pay packet. Nowadays it’s bit easier, though, if you want to take a break because technology allows you to keep in touch and keep those contacts warm. You are master of your own destiny I was lucky because I had several managers who were keen for me to improve my skills. But you have to make it happen yourself. I would go to the manager and say I want to try this, a new sector for example, or suggest specific clients that I want to work with. To keep up to date with everything the Institute of Recruitment Professionals is doing, please visit www.rec-irp.uk.com
Recruitment Matters June 2013 7
05/06/2013 13:58
Events and training
Meet your MP: the REC Spotlight Events In April, the REC launched a new series of regional roundtable events, REC Spotlight, which for the first time brought together local MPs and REC members to discuss labour market concerns at the local level. The first meeting took place in Bristol and was a huge success. The second event took place in May in Derby and was equally successful, with Sandra Mayfield, general manager of operations at Teachers UK, observing: “The Spotlight event was really informative and it was an excellent opportunity to talk to our local MP about the jobs market and network with
The most recent REC Spotlight event in Derby other recruiters in the area.” Lasting two-and-a half hours, these events are designed to shine a much needed spotlight on the important questions facing the industry and businesses. They provide opportunities to feedback into the local political debate on policies affecting employers and the recruitment industry, and to hear from REC policy experts, local MPs and decision makers on how central and local government action will affect them. They are free to both REC & IRP members. • Further details can be found at http://www.rec.uk.com/events
REC launch new quality standard for recruitment in education REC Audited Education is the new audit scheme run by the REC to provide quality assurance of recruitment agencies that supply teaching and non-teaching staff to schools, academies and education providers across England and Wales. The new scheme replaces the Quality Mark, which the REC managed on behalf of the Department for Education from its inception in 2002 to its conclusion. When developing the scheme the REC gathered input and advice from leading unions, local authorities, education organisations, and individual schools and academies to ensure the scheme addressed the issues of most importance to them.
General secretary of the Association of School and College Leaders (ASCL), Brian Lightman, says: “Schools and colleges take the quality of support staff very seriously and it is important that they can rest assured they are making safe recruitment decisions in sourcing supply staff. That is why the ASCL supports the REC’s work on compliance in this area.” General secretary of Voice, the union for educational professionals, Deborah Lawson, says: “Supply teachers need to know that the agency they are using is serious about compliance. We welcome the work of the REC in raising standards in the sector.” • See details at www.rec.uk.com/audited
Recruitment Matters The official magazine of The Recruitment and Employment Confederation Dorset House, 1st Floor, 27-45 Stamford Street, London SE1 9NT Tel: 020 7009 2100 www.rec.uk.com
8 Recruitment Matters June 2013
RM_08–june.indd 30
Fancy setting up your own recruitment agency? The REC’s three-day start up your own agency programme helps you to understand exactly what’s involved. This course covers the fundamentals that you need to set up a commercially viable recruitment consultancy, providing an insight into the typical issues commercial businesses face and how they can be addressed. The next three-day courses will take place on the 2 July to 4 July and the 30 July to 1 August. See more details at http://www.rec.uk.com/ recruitmentbusinessacademy/ StartupRBA.
Membership Department: Membership: 020 7009 2100, Customer Services: 020 7009 2100 Publishers: Redactive Publishing Ltd, 17 Britton Street, London EC1M 5TP. Tel: 020 7880 6200. www.redactive.co.uk Publisher: Anne Sadler. anne.sadler@redactive.co.uk Tel: 020 7880 6213 Consulting Editor: Liz Banks liz.banks@rec.uk.com Editorial: Editor: Francesca Steele francesca.steele@redactive.co.uk. Production Editor: Vanessa Townsend Production: Deputy Production Manager: Kieran Tobin. kieran.tobin@redactive.co.uk Tel: 020 7880 6240 Printing: Printed by Southernprint © 2013 Recruitment Matters. Although every effort is made to ensure accuracy, neither REC, Redactive Publishing Ltd nor the authors can accept liability for errors or omissions. Views expressed in the magazine are not necessarily those of the REC or Redactive Publishing Ltd. No responsibility can be accepted for unsolicited manuscripts or transparencies. No reproduction in whole or part without written permission.
www.rec.uk.com 05/06/2013 13:59