Recruiter - August 2015

Business intelligence for recruitment and resourcing professionals

www.recruiter.co.uk

IN-HOUSE INFLUENCERS 2015

DISRUPTIVE TALENT Why your business needs it

Gregory Allen, Lloyd’s Register

Adrian Shooter, The Co-operative Group

Colette Feeny, Groupon

Kevin Hough, LV=

Matthew Jeffery, SAP

Dominic Ryalls, HSBC

Jennifer Candee, SABMiller

Kevin Blair, Cisco Systems

Steve Bonomo, Adidas

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August 2015

INCORPORATING Recruitment Matters

TOM FORREST Meet Digby Morgan’s new MD

SOCIAL ENTERPRISE Contract Scotland fills CV gaps

Graham Thompsett, Jaguar Land Rover

Joanne Hannant, Virgin Money

15/07/2015 13:16

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C R ONT ENT S 41

ING PORAT INCOR itment Recru ers Matt

20 A

NEWS

05 Untapped reserves Finding talent in Asia can mean recruiters have to go back to basics

06 Finalists revealed 2015 Investing in Talent Awards shortlist is out

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06 Firms follow talent Where talented people migrate to, companies are often not far behind

07 Brady’s killer question Karren Brady gets to the point in her interviewing

07 Star recruit: Yanis Varoufakis 08 This was the month that was...

10 Contracts & Deals

B

TRENDS

12 The Numbers Talent: What’s on their minds?

14 Insight Embracing ‘Disruptive Talent’

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Tech & Tools Next-generation applicant tracking systems

C

INTERACTION

18 Agency View: Toby Babb 19 Soapbox: James Ballard 19 Soundbites

D

FEATURES

20 THE BIG STORY Meet the 2015 11 Most Influential In-house Recruiters and find out how they have pushed the in-house resourcing function to new heights

32 Growing for the future Discover the top NFI growth sectors in the Deloitte/APSCo 2015 Recruitment Index

E COMMUNITY 35 Social Network 36 Careers Agency/In-house 41 My brilliant recruitment career: Tom Forrest 43 Business Advice 44 Employability 48 Movers & Shakers 49 Recruiter Contacts 50 The Last Word

“Let’s focus on those recruiters with more sinister reasons for change and the real reasons lurking behind” M A T T

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C H U R C H WA R D

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W E LCO M E

UPDATE

Untapped reserves WE LCO M E

LEADER

D

o you know any ‘Disruptive Talent’? For some time, we’ve been hearing about the need for new recruits to demonstrate cultural fit with the organisation that is considering hiring them.

Personally, ‘cultural fit’ is a frightening concept except when applied to work ethic and purpose.

Too often ‘cultural fit’ means ‘We always do it that way’, status quo and pressure to rein in ‘out of the box’ thinking instead of the complementary skills, talents and ways of thinking “Daring to the expression was be different intended to convey. has never In this issue, see mattered more in terms what business psychology of employer consultant Gideon brand and Schneider of OE helping Cam has to say businesses to be employers about Disruptive Talent, and why of choice” having it within your company benefits your business.

Actually, you need look no further than our third annual list of the 11 Most Influential In-House Recruiters and our shortlisted nominees for our 2015 Investing in Talent Awards for truly Disruptive Talent, and we mean Disruptive in the best possible way.

Daring to be different has never mattered more in terms of employer brand and helping businesses to be employers of choice.

BY DEEDEE DOKE

FORGET CANDIDATE relationship management (CRM) systems and social media — even today’s recruiters fighting the global war for talent sometimes must go back to ground-level basics to pinpoint potential candidates for their clients’ jobs.

While emerging talent markets such as China and India offer millions of people to potentially fill jobs, reaching untapped reserves that live outside the most sophisticated metropolitan areas takes a bespoke approach.

Chong Ng, president, Asia Pacific, Korn/Ferry Futurestep, recently told Recruiter about just such a campaign. “We’re currently working on a programme for a big consumer firm, setting up something for them in the Middle East, and we are to recruit the staff for a plant over there out of Asia,” Ng said. “This is a blue-collar worker solution we’re doing for them to get a couple of hundred blue-collar workers into a ‘green field’ operation.”

To recruit those workers, Ng said: “We will be literally driving from village to village, and approaching the village elders. This obviously is a completely different approach to what we would do here in Europe where we have CRM solutions, and we have social media talent attraction.”

Cities identified as Tier 1 and Tier 2 are the most sophisticated in terms of the professional skills available and overall business maturity, with Tiers 3 and 4, less so. “If you look at some of the larger economies like India and China, once you get out of four or five major city centres into Tier 3 and Tier 4 cities, you’re in quite rural areas… where the villages are,” Ng explained.

“Interestingly enough, there is technology, but it’s not laptop-based technology; it’s mobile-based technology. So how you interact with those people, how you reach them becomes a different proposition.”

Also, the level of talent in those more rural locations is “almost one generation behind what we can get in Tier 1-Tier 2 cities”, Ng conceded.

But “clients are accepting” of less sophistication when recruiting for roles there, Ng added, “because it aligns with the market itself; the market is not quite developed”. ● Recruiting staff in rural Asia can be an interesting proposition

Be disruptive this month.

DeeDee Doke, Editor IM AGE | ROBERT HARDING

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UPDATE

2015 shortlist for Investing in Talent Awards is out The shortlist has been announced for Recruiter’s second annual Investing in Talent Awards. These latest honours include categories for Best Recruitment Agency to Work For — moved over from the Recruiter Awards for Excellence — for large, medium and small agencies.

The Awards highlight excellence in how recruitment businesses take care of their staff, temporary workers and contractors. The winners will pick up their prizes at an Awards lunch and ceremony on 17 September at The Brewery in London. Visit investingintalent.co.uk to book your table now.

Best contractor care (International/Global) MSELECT Phaidon International Tangent International Best contractor care (UK) Caritas Recruitment Grovelands Morson International Best employee share/equity scheme La Fosse Associates Phaidon International Best temporary workforce care – specialist Caritas Recruitment Team24 Best workplace environment Ashton Consulting (UK) Concept Resourcing Digital Gurus Evolution Recruitment Solutions Goodman Masson Opus Professional Services Group Most effective diversity & inclusion strategy Kaleidoscope PageGroup TXM Recruit Most effective employability strategy Gi Group LoveLocalJobs.com Most effective flexible working strategy Caritas Recruitment Firefly Human Capital Nicoll Curtin Recruitment Most effective pay & benefits strategy (UK staff) Goodman Masson Phaidon International Your World Recruitment Group 6 RECRUITER

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Most effective professional development for newcomers Amoria Bond Eden Brown Eximius GCS Recruitment Specialists PageGroup Phaidon International Purple Consultancy Total Assist Venturi Most effective professional development for managers &/or executives Amoria Bond Eden Brown PageGroup Most effective team motivation event Blue Arrow Group Goodman Masson Most innovative benefit Goodman Masson The SR Group Best recruitment company to work for — Small (fewer than 50 employees) Cognitive Group Core Atlantic GTI Recruiting Solutions Henderson Scott Instant Impact Loopdynamic MSELECT Novo UK Recruitment RedLaw The Asoria Group TXM Recruit Best recruitment company to work for — Medium (fewer than 100 employees) Caritas Recruitment Digital Gurus Evolution Recruitment Solutions GCS Recruitment Specialists La Fosse Associates Nicoll Curtin Recruitment People Source Consulting Resourcing Group

Best recruitment company to work for — Large (more than 100 employees) Amoria Bond Goodman Masson Morgan McKinley Phaidon International Robert Walters Search Consultancy Most inspiring newcomer Reece Hempstead — Sensible Staffing Tom Rankin — Understanding Recruitment Michael Rooke — Nicoll Curtin Freddie Short — Opus Recruitment Solutions Sean Wright — Eden Brown Most inspiring team leader/ manager Chris Kimmins — One Step Recruitment Joseph Knowles — Eden Brown Ben Jones — NonStop Recruitment Cian Loughnane — Nicoll Curtin Alex Marshall — Total Assist Group Most inspiring recruitment leader David Bloxham — GCS Recruitment Specialists Steven Bourne — Loopdynamic Matthew Churchward — The Asoria Group Simon La Fosse — La Fosse Associates Sue Ticquet — Team24 Colin Woodward — Contract Scotland

OF RESPONDENTS CALCULATE AND PAY COMMISSION MONTHLY, ACCORDING TO THE DELOITTE-APSCO 2015 RECRUITMENT INDEX

Business heads to where the talent migrates SARAH MARQUET

Talent is changing the labour market to suit its wants, according to Paul D’Arcy, a senior vice president at job search engine Indeed.

Many years ago, locations of natural resources and, later, industries dictated the locations of jobs. Now, in the internet age, jobs are increasingly where the talent is. “So what we see,” D’Arcy told Recruiter, “is that where smart people and talented people — people in particular with very technical skills, where they migrate, companies are following from all around the world and jobs are being created.”

Silicon Valley, California, is such an example, he said: “Yes, there are many technical companies in Silicon Valley but companies from all over the world have opened development offices there to tap into that talent pool, whether or not they have operations in that market for any other purpose.”

Yet London, not Silicon Valley, is the top destination in the world for talent, he said.

Citing research from Boston Consulting Group, he said London is followed by Paris, New York and Sydney. The UK as a whole was the third most desirable talent destination.

But to harness that growth, and to secure the necessary talent, companies in London or considering setting up in London should consider the “incredible demand around the world for increased flexibility”.

The demand for flexible working and, due to talent shortages, the power to make it happen is the other way talent is changing the face of work.

“Companies that ignore the importance of flexibility do so at their own peril. For most organisations, there are two ways to attract talent that are the strongest drivers — compensation and flexibility. You need to pay well and/or offer flexibility and if you don’t do either of those, it’s very hard to attract talent.”

Find more daily news stories at recruiter.co.uk/news 16/07/2015 10:57

THOUGHTS FROM…

JO MALONE MBE FR AG R ANC E ENTREPRENEUR AND FOU NDER OF JO LOVES

“To be successful is not just thinking outside the box… but often it is about recreating the box, time and time again”

Answer Karren Brady’s question correctly and you could get hired

Brady’s killer question COLIN COTTELL

PHIL PARRY C HA IRM A N OF MARITIME INDUSTRY RECRU ITER SPINNAKER GLOBAL

“We have to accept that the UK will never produce as many seafarers as it did in the past, but it is crucial that we at least maintain the current level of seafaring expertise. This is not just about providing jobs for Brits, although that is important, but is about providing a pipeline of experts to supply the shore side industry in the UK”

IT IS OFTEN said that recruitment isn’t rocket science. But few can have boiled hiring down to its essentials quite as far as Karren Brady (Baroness Brady of Knightsbridge) vice-chairman of West Ham United Football Club, businesswoman and one of Lord Sugar’s advisers on BBC’s The Apprentice.

Brady told recruiters attending Recruitstock, the FIRM’s (Forum for InHouse Recruitment Managers) annual learning event in the New Forest in June: “I only ask one question in an interview. I tell candidates ‘I will ask you this one question, and if you can’t answer it, the interview is over’, and then you can ask me anything you like. I always say to them ‘Tell me something about my business I don’t already know’.”

She continued: “They should know something about my business, otherwise why should I employ them. And depending how they answer that [question] we carry on.”

Brady recalled how when she first started out in business, people would walk in for interview, “and I would literally go ‘No’ ”.

“People would turn up in trainers and with tattoos, and I would think ‘you’re never going to work here’,” she explained. “I always think that you should dress appropriately, so if you want to work in a bank you wear a suit, if you want to work in a bakery you wear something completely different.” ●

CHRIS SALE M ANAG ING DIREC TOR OF PRISM RECRUITMENT, CO M M E NTING ON ‘SOCIAL MOBILITY NEEDS B O OST I N LEGAL AND ACCOU NTANCY SE C TORS’ ON RECRU ITER .CO.UK

“If you try and favour some groups you are by definition discriminating against others.

So therefore candidates who are fortunate enough to have parents willing to stump up exorbitant sums to put their children through private education are to be discriminated against? Candidates who get good A Levels and get into ‘elite’ universities are to be discriminated against? Yes, that’s obviously fair...”

I M AG E S | G E T T Y / R EX

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STAR R E C R U I T

YA N IS VA ROUFA K I S

Greece’s bold, brash ex-finance minister left his role after describing the country’s creditors as ‘economic terrorists’. He eschewed the usual ministerial limousine by turning up to cabinet meetings on a high-powered motorbike.

Recruitment entrepreneur Graham PalferySmith advises on Varoufakis’s next career move.

“It has got to be something like the diplomatic corps or PR. With his incredible skills and finely honed talent, I think he is a natural. He should consider a role

as PR adviser to George Osborne or Mark Carney.

With those skills, he could also become a recruiter — that might be something to consider.

a popular US TV crime drama series about a motorcycle gang.

I think he should wear a bandana more often. Finally, there is always Strictly Come Dancing.

“Alternatively, “I don’t see him given his love of in a position of motorbikes, he responsibility could become again, but one of the leads in anything is Sons of Anarchy, possible…”

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THIS WAS THE MONTH THAT WAS… Here is a round-up of some of the most popular news stories we brought you on recruiter.co.uk since the last issue of Recruiter was published J U N E •‒‒‒‒‒‒‒‒‒‒→

TUE, 6 JUN 2015

TESTING MOBILES TO DESTRUCTION Got a candidate who loves tech and loves breaking stuff? Then TigerMobiles has the perfect job. The mobile phone comparison site is recruiting a person to test the latest smartphones to destruction, to help customers make better decisions.

The job description states: “We’re tired of boring mobile phone reviews, so we’re looking for something a bit different. And more explody. With possible fire. Whatever.

It’s probably not that dangerous (although the word destruction does appear in the job title, so…).”

• In an update, the company revealed it had attracted more than 12,000 applications from across the globe, with one applicant even sending the firm a parcel containing a smashed up phone.

More: http://bit. ly/1IP5h5c 8 RECRUITER

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FRI, 12 JUN 2015

HOME OFFICE REJECTS SKILLED WORKER REQUESTS AS QUOTA EXCEEDED Visa requests by employers wanting to bring in staff from overseas across a range of occupations are being rejected because the June limit had already been exceeded just two weeks into the month, the Home Office confirmed to Recruiter.

The limit on Tier 2 visas covering skilled migrant workers earning less than £155.3k a year was set at 20,700 a year in April 2011. The annual figure was then broken down in monthly figures resulting in a quota of 1,650 in June. And according to the Home Office, the June limit was exceeded.

To qualify for a Tier 2 visa, someone from outside the EU coming to the UK to work must have a certificate of sponsorship from a UK employer, meet English language requirements and have at least 70 points under the UK’s points-based immigration system.

MON, 22 JUN 2015

TUE, 30 JUN 2015

RECRUITMENT TEAM’S COMMERCIAL WORK ON HOLD

BRADY LOVES AN ENTHUSIASTIC BUNCH

An award-winning initiative by Birmingham City Council’s recruitment team has been put on hold because of massive restructuring at the council.

The success of the initiative, which saw the team sell its recruitment expertise to outside employers, was recognised in May when the council picked up Recruiter’s Best Public Sector In-house Recruitment Team Award, sponsored by H1 Healthcare, at May’s Recruiter Awards, in association with Anderson Group.

The team’s traded activity with both outside bodies and internally generated £380k for the cash-strapped council in 2014.

However, Glen Knott, senior HR practitioner for people resourcing and in-source at the council, explained that with budget cuts forcing the council to reduce its workforce by up to 7,000, the recruitment team had been asked “to focus all its energies on the massive internal task of organisational downsizing affecting Birmingham”.

“We don’t know when we will be returning to the commercial work,” he said. “We are going to review it in a couple of months after we have got this internal work out of the way.” ●

A candidate’s track record and how bright they are figure highly in many a recruiter’s decision-making process. However, according to Karren Brady (Baroness Brady of Knightsbridge), vice-chairman of West Ham United Football Club, businesswoman and one of Lord Sugar’s advisers on BBC’s The Apprentice, they are trumped by one thing: enthusiasm.

“I only look for one thing, and that is enthusiasm. I cannot and will not work with unenthusiastic people no matter how bright they are, no matter how good their track record is.”

More: http://bit. ly/1gsgEoF

More: http://bit.ly/1J8KK7i

“I only look for one thing, and that is enthusiasm. I cannot and will not work with unenthusiastic people, no matter how bright they are” KA R R E N B RA DY

More: http://bit.ly/1JQdswN

Find more daily news stories at recruiter.co.uk/news 16/07/2015 11:16

TUE, 14 JUL 2015

Mark Braund, chief executive of technology recruiter InterQuest, has announced his departure but will remain as a non-executive director at the company. •‒‒‒‒‒‒‒‒‒‒→ Chairman Gary Ashworth told Recruiter the group would be looking for “a different driver to race the car around the track”, following Braund’s exit from InterQuest. More: http://bit.ly/1HwNj34

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DAYS

←‒‒‒‒‒‒‒‒‒‒• J U L Y

TUE, 7 JUL 2015

RECRUITERS SLAM SCHOOLS MINISTER GIBBS Education recruiters, who say there is “huge demand” for teachers, have hit back at schools minister Nick Gibbs for saying there is no teacher recruitment crisis. Gibbs, the minister of state at the Department for Education, was quoted by TES magazine as saying he did not think there was a crisis, though admitted there was a challenge but that the government was “managing the challenge”. However, education staffing specialists have told Recruiter the suggestion demonstrates an alarming lack of understanding. ●

FRI, 3 JUL 2015

TAKE HAPPINESS SERIOUSLY “Happiness, happiness, the greatest gift that I possess,” sang comedy legend Ken Dodd. But these days, happiness is no longer a laughing matter, with a growing number of employers treating it with the degree of seriousness and solemnity it deserves.

Google is credited with starting the phenomenon by appointing a chief happiness officer (CHO). No doubt this is a developing trend, so recruiters who want to stay ahead of the curve need to be prepared. Should you be asked to write a job description for a CHO, however, perhaps it might not be a good idea to use the following: “The CHO is responsible for the contentment of individuals, sort of like an HR manager on steroids,” wrote Josh Kovensky, a journalist and blogger on talent matters. Now that’s an image to make everyone smile.

60 % OF GREEKS VOTED TO REJECT THE TERMS OF AN INTERNATIONAL BAILOUT

M

MON, 6 JUL 2015

More: http://bit.ly/1KUFSZq

RECRUITMENT HOLD IN GREECE Uncertainty around Greece’s membership of the euro has caused a recruitment stoppage there, along with an increased desire among doctors and engineers to leave the country for the UK and Germany, recruiters say.

On 5 July, more than 60% of Greeks voted to reject the terms of an international bailout, that at the time was causing concerns that the debt-ridden country would be forced to leave the single currency.

Commenting on how the situation was affecting the country’s job market, Nicholas Vasilikiotis, a partner in executive search firm Stanton Chase’s Athens office, told Recruiter while recruitment had not completely ground to a halt, a recruitment freeze was taking hold. ● More: http://bit.ly/1HMRJ4R

More: http://bit. ly/1RosVei

I M AG E S | G E T T Y / PA / R EX

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90%

CONTRACTS

IS THE STAKE THAT EMPRESARIA NOW OWNS OF INDONESIAN CONSULTING GROUP PT MONROE

CONTRACT & DEALS

Air Energi Global oil & gas recruiter Air Energi has won a five-year contract with BP Iraq to supply contingent expatriate personnel for operations at the Rumaila and Kirkuk oil fields. It is the company’s largest deal in the region to date, and the first with BP.

Capital Strategy Recruitment Capital Strategy Recruitment has won a contract with business outsource firm Sigma Financial Group to help find more than 700 new employees to support its expansion into Birmingham.

Redditchheadquartered Sigma is creating 200 administration and contact centre roles this year. A recruitment drive for a further 500 posts will be completed by the end of next year.

The Curzon Partnership and Trinitas Search Partners Executive search firms The Curzon Partnership and Trinitas Search Partners have merged to form a new company – CurzonTrinitas. Both companies specialise in the energy and infrastructure markets.

Futurestep Global recruitment solutions provider Futurestep was selected by business communications company Avaya to provide a recruitment process outsourcing (RPO) solution across Europe, the Middle East and Africa (EMEA) and Asia Pacific (APAC). Avaya is looking to fill about 500 internal and external roles this year.

InterQuest Group IT, analytics and digital staffing specialist InterQuest Group has been named as the primary supplier to the European Banking Authority (EBA) and the European Insurance and Occupational Pensions Authority (EIOPA), following a formal tender process.

Empresaria International staffing specialist Empresaria Group has increased its stake in executive search recruiter PT Monroe by a further 10%. Empresaria now owns 90% of the company. PT Monroe specialises in executive search in Indonesia for the consumer goods, health, industrial, professional and technology sectors.

DEAL OF THE MONTH Global people management business Penna has enjoyed double-deal success over the last month. It has acquired recruitment advertising and communications business Career Café, trading as 360 Degrees Advertising and 360 Education.

Roger Juniper, chief executive of 360, now joins Penna to support the transition and merger.

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Meanwhile, Penna has also entered into a marketing arrangement with the Chartered Institute of Public Finance and Accountancy (CIPFA), the accountancy body for the public services

AUGUST 2015

HCL Social Care Social care staffing specialist HCL Social Care has been awarded an exclusive four-year outsourcing contract with Birmingham City Council for the recruitment and management of children’s agency social workers. The contract will be supported by HCL’s managed services technology solution HCL Clarity.

Ideal Recruit Salford-based Ideal Recruit has bought specialist recruiter Neville Gee for an undisclosed sum.

Neville Gee operates in the engineering and technical, industrial, financial, sales and aerospace sectors, while Ideal Recruit operates in the industrial, commercial and driving sectors.

providing education and training in accountancy and financial management. The deal will see the two joins forces to provide finance professionals for organisations in the public sector.

Resource Solutions Group International recruiter Resource Solutions Group has won a contract with Seattlebased computing manufacturer Cray to recruit professionals for its European operations. The deal covers Cray’s immediate staffing needs, as well as supporting its long-term growth strategy in the Europe, Middle East and Africa (EMEA) region.

Veritas Recruitment Solutions Leeds-based Veritas Recruitment Solutions has won contracts to recruit renewables specialists on behalf of renewable energy technology construction companies GMI Energy, Oakapple Energy and EcoLogic Living in Carlisle. It has also been appointed to support Tockwithbased Duncan Renewables as the company expands into the Lake District.

Watson Moore and Axon Resourcing Financial staffing specialist Watson Moore has merged with finance, IT, HR and executive level recruiter Axon Resourcing, with both names to be retained.

The business is led by executive chairman David Moore and managing director Andrew Edwards, with Virginia Mellers as operations director and Derrick Watson leading the firm’s newly formed national chief financial officer practice.

More contract news at recruiter.co.uk/contract news 16/07/2015 11:16

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THE NUMBERS

TALENT: WHAT’S ON THEIR MINDS? Professional social network LinkedIn’s recently published 2015 Talent Trends report explores how talent approaches the job search journey from ‘start’ to ‘hired’

O

T HE SURVEY OF MORE THAN 20,0 0 0 P R O FE SSI O NALS I N 29 C O U NTR I E S R E V EA L E D :

70% 49%

48%

Both active and passive talent spend time on activities to strengthen their professional brand and increase their future career opportunities.

MOST COMMON PROFESSIONAL DEVELOPMENT ACTIVITIES IN THE LAST MONTH BEFORE ANSWERING THE SURVEY:

O O O O O O

70% of the global workforce is passive talent

Compensation matters ranks highest for most respondents (49%) when making a final job decision

Professionals are always improving their professional brands

O

39 39 38 35 33 %

Researched new job opportunities

Active talent is not always unhappy talent, with 48% of active talent reporting they are satisfied in their jobs

When in doubt, reach out The next time you hesitate to reach out to talent, remember that a vast majority of professionals, both active and passive, are interested in hearing from you. Respondents answered the following question: How interested are you in talking to an in-house corporate recruiter or a headhunter for a search and staffing firm about a new job opportunity?

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%

Updated CV

%

Networked for professional purposes

%

%

Updated professional profile on LinkedIn

Explored professional development activities, like learning a new skill

B B

5O B 7O B TALENT’S INTEREST IN HEARING FROM A CORPORATE RECRUITER

46 ————• 27 ———• 20 ——• 5 —•

TALENT’S INTEREST IN HEARING FROM A STAFFING RECRUITER

43 ————• 30 ———• 21——• 7 —•

%

%

● ● ● ●

Extremely and very interested Somewhat interested Not very or not at all interested Don’t know

16/07/2015 11:04

See your recruitment agency through Eploy.

It’s your business. You know what it needs to succeed.

If you want to achieve your goals, you need to visualise WKHP ȴUVW :LWK (SOR\ 5HFUXLWPHQW 6RIWZDUH \RX FDQ set your targets‌ then smash them.

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Jane Emerson

Jobs on this week : 28 Perm GP this month : ÂŁ21,886 Perm GP target : ÂŁ20,000

Connected calls : 65 CV’s sent this week : 53

Brad r d Whitehead ead d

Jessica Smith

Connected calls : 50 Jobs on : 22

Sarah Fry

Placement GP this month : ÂŁ26.4K Interviews this week : 35 Candidate meetings this week : 5

Team Stats CV’s sent

Team GP this month : ÂŁ127,687 Jane Emerson Sarah Fry Brad Whitehead Sienna Holmes Jessica Smith John Wyatt

ÂŁ28,265 ÂŁ26,451 ÂŁ21,886 ÂŁ18,431 ÂŁ16,760 ÂŁ15,894

178% 178 %

Tom

105 5%

Brad

98% 98 % 143% 143 %

Jessica John

Team CV’s sent vs Target

eploy.co.uk/see REC.08.15.013.indd 13

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INSIGHT

EMBRACING ‘DISRUPTIVE TALENT’ HR, recruiters and headhunters increasingly find themselves working in markets that are undergoing transformation at breakneck speed. Facebook, Uber and the iPad are examples of companies, products and services that disrupted existing markets overnight, boosting the fortunes of the companies that introduced them and in some instances destroying competitors.

T

his kind of disruptive innovation comes from the remarkable minds of those individuals who we at OE Cam have termed ‘Disruptive Talent’. These are the innovators who find new ways of doing things; they challenge the status quo and see commercial opportunities that no-one else sees.

In the past, such talent may have been overlooked due to their unusual approach but now their potential to revolutionise the firms in which they work is being recognised.

There is a definite need for Disruptive Talent, but recruiting and working with such individuals is challenging.

Those with brilliant minds and game-changing innovations often act differently to their peers, which can make them difficult to work with, leading to the perception that they are stubborn or even temperamental.

Therefore, companies seeking to harness such ability must be careful that they have recruited disruptive ‘talent’, not just those who are plain disruptive. They must also have a programme in place to integrate such people effectively into the workforce, capitalising on their strengths and

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placing teams around them who can compensate for their shortcomings.

Companies across a wide range of industry sectors made the decision to implement a Disruptive Talent programme in response to changes that had already taken place in their markets, playing catch-up in order to stay afloat. Others have taken a preemptive approach, realising if they do not find innovative ways of operating, others surely will. Finally, there are those who set themselves ambitious goals of increasing marketshare or profits and have seen Disruptive Talent as the way to make this happen.

Every business can benefit from Disruptive Talent, so the right time

to commit to such a programme depends mostly on internal appetite for innovation and radical thinking.

Whether recruiting Disruptive Talent externally or internally, it’s important to use a tailored assessment strategy as the conventional approach can misfire. Traditional psychometrics look to identify predictable behaviour, reducing the risks associated with employment by determining how a candidate will perform.

However, those with Disruptive Talent can often act in ways that suggest they are unsuitable. Such people are often the ‘outliers’ on multiple measures of behaviour and performance, and therefore

IMAG E | ISTOCK

16/07/2015 10:06

➊ UNCOVER

➋ BUILD

➍ ENCOURAGE

➎ TA I L O R E D

➏ APPETITE

THERE IS A DEFINITE NEED FOR

DISRUPTIVE TALENT, BUT RECRUITING AND WORKING WITH SUCH INDIVIDUALS IS CHALLENGING

↗

➌ TEST

the recruitment approach needs a combination of psychological insight, sector knowledge and an understanding of what type of Disruptive Talent best suits the needs of an organisation.

There have already been some great examples of Disruptive Talent delivering significant growth to the bottom line of major UK businesses. For instance, Disruptive Talent programmes have delivered significant new revenue streams to a food business, transformed an underperforming international finance firm and enabled a FTSE 100 retailer to overcome creative difficulties in its team to great effect.

To make the first step towards a Disruptive Talent programme and realise these benefits, it is important to go beyond simple psychometrics to recommend suitable candidates. The most crucial insights are uncovering the individual’s patterns of behaviour, their accomplishments, their development needs and the associated risks.

Such insights help in designing integrated programmes to manage Disruptive Talent within a business — giving HR, managers, peers and the talented individuals themselves the tools to maximise their positive impact on the business. ●

GIDEON SCHNEIDER is a business psychology consultant for OE Cam, specialising in leadership development, coaching and assessment gideon.schneider@oecam.com

For more www.oecam.com/disruptivetalent

P OWER POINTS: IDENTIFYING D I SR U PTI V E TALE NT

1

2

3

4

5

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UNCOVER EVIDENCE OF TALENT

INTENTIONALLY BUILD IN AMBIGUITY

TEST FOR INFLUENCING SKILLS

ENCOURAGE CANDIDATES TO BE DISRUPTIVE

TAILORED RECRUITMENT STRATEGY

INTERNAL APPETITE

Use exercises that are not clearly defined.

This prevents good thinkers from ‘cracking’ them too easily

Test how candidates deal with challenges cognitively as well as emotionally. Give them space to use their imagination without telling them what to do

Use exercises that require candidates to convince you of matters that are difficult to prove

See how they perform, think and create under pressure, and ascertain if any negative behaviours displayed are demonstrated for the right reasons

You won’t be able to identify Disruptive Talent through standard recruitment processes and assessment programmes, so it’s important to develop a tailored recruitment strategy to help find unique individuals

Make sure there’s an appetite internally to identify Disruptive Talent and then integrate them into the business effectively. Without this proper internal commitment, Disruptive Talent can often not work out in the way intended

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T R E N DS

TECH & TOOLS

Next-generation applicant tracking systems More functionality for recruiters SUE WEEKES

DEFINED: APPLICANT TR ACKING SYSTEM (ATS ) An ATS automates the recruitment process from end-to-end. It imports applications from different sources, filters and processes them and helps the recruiter arrive at a shortlist. It will automate specific tasks such as sending out rejection letters or invites for interview. A core function is CV parsing or extraction where the software extracts the information held in the CV and makes it easier to store and search it. Next-generation ATSs’ other functionalities may include reporting and analytics tools, the ability to create talent pools and better engage with passive and active candidates, intelligent software to match individuals with jobs and social and mobile recruiting methods.

Many suppliers put the term ‘next generation’ before their applicant tracking system (ATS) but what does this actually mean?

Traditional ATSs imported candidates’ applications, helped the recruiter to process and manage them, and performed basic administrative tasks. The new generation of systems offer far more functionality, and recruiters can expect to be tempted by features such as intelligent search

F IVE KEY POINTS

and match, the capability to build external and internal talent pools, tools for candidate engagement and communication, job posting out to the social web, tracking and analysing the most effective recruiting channels and accessibility in the mobile space.

Historically, some ATSs have failed to live up to even basic user expectations. So clarity is needed on what recruiters can expect from a system that potentially offers such enhanced functionality.

➊ BASIC BLUEPRINT

➋ WHICH SOFTWARE MODEL?

➌ WHAT ELSE DO YOU WANT?

➍ INTEGRATION ISSUES

Before getting carried away with the idea of installing an all-singing, all-dancing ATS, go back to basics. Too often recruiters replicate existing offline processes rather than use technology to improve them, says Lisa Scales, co-founder of ATS technology developer TribePad. Look at the pain points of existing processes and work backwards from an overarching goal, she says.

“An ATS should make the recruitment process more efficient, not inhibit it. Ask: ‘Why do we do we do this?’

‘Does it add value?’ ‘How can tech help us achieve our resourcing aims?’.”

The priority should be “quick and easy workflow” for both candidates and recruiters, says Andy Headworth, founder of Sirona Consulting. He adds providing a good candidate experience, including those accessing from the mobile environment, is also imperative.

When it comes to buying a new ATS, most recruiters are opting for the softwareas-a-service (SaaS) route, which works like a monthly subscription.

The big advantage of SaaS is that it eliminates the need to invest in expensive hardware upfront as it runs across the web. It also allows you to scale the number of users up and down depending on business requirements.

Future upgrades will be automatic.

It is a far lower maintenance and agile approach to buying software than loading it onto local systems and having to maintain and upgrade it yourself.

That said, keep an open mind when talking to vendors and choose the right model for the business.

Having drawn up a blueprint of basic functionality, assess what features of the new breed of systems will be of most value. It may be reporting and analytics facilities so you can gain accurate metrics on recruitment costs.

If you have a focus on internal mobility, how will it provide transparency of your global internal talent pool?

Headworth points out that an ATS is capable of being the “central hub” of all aspects of the recruiting process but warns: “There is now no limit to the technologies, just to the way people are using them.”

So think carefully about what might help you to bring more efficiencies to the recruitment process, as well as improve the user and candidate experience.

Integration remains a big issue for recruiters — discuss this with the ATS vendor at the outset. Ask the vendor how a particular system can integrate with existing systems such as HR or back office, but could equally be third-party products such as screening or videointerviewing modules.

“An ATS is likely to be in situ for two to three years, so it makes sense to be able to integrate it with different products,” says Headworth.

Some ‘next-generation’ ATSs already have modules for distinct tasks built in, removing the hassle of integration. If opting for products from a different vendor, Scales warns that the two factors most affecting integration are the skill of the tech team and depth of the integration: “It’s not just integrated/ not integrated. There are variations on level of integration.”

I L L UST RAT I O N | ISTO C K

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➎ DON’T UNDERESTIMATE THE CHANGE Implementation of a new ATS should be accompanied by a proper change management exercise as it can alter the way the recruitment team works.

Ensure the vendor includes a proper training package, and make the training accessible to everyone using the system.

Headworth says recruiters can have low expectations of capability, especially if they’ve had a previous bad experience. It also helps if those at the top of the organisation champion the new system and the benefits it can offer to the business.

Scales says the reality is that most recruiters are trying to take a more farsighted approach with their ATS but adds: “Unless there is strong direction at the top to ensure that change and transformation can happen, then they are fighting a losing battle.”

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C

INTE R AC TIO N

AGENCY VIEW

KPI culture?

Time for a change TOBY BABB

ey performance indicators [KPIs] have long been the scourge of the recruitment industry. I have lost count of the number of people I have interviewed who have cited the principal reason for leaving their current company as a “KPI culture”.

Unequivocally there are always numbers that drive results. By and large, the more that you do the more that you get. Best intentions will always precede a KPI being set but so often these are legacy numbers that fail to be either attainable or based on any evidence around the individual’s market or capability.

Management set KPIs because they want people to achieve successful billings. They are set to help you get better return on investment [ROI] from your work. Why then do they have such a negative connotation and feature at the top of the list of reasons why people move on from recruitment companies?

After the 2012 Olympics I became fascinated about how British cycling coach Dave Brailsford, British rowing team chief coach for men Jürgen Grobler and Rob McCracken, performance director of the British Amateur Boxing Association, were seen as visionaries by using data (KPIs)

K

+ TOBY BABB is director of financial services and commodities technology recruiter Harrington Starr

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“I’m a big fan of numbers. I believe firmly that they give the story to unlock performance”

to get Gold medal performance. These guys were changing the face of sport through numbers and had none of the negative connotations around how the numbers were being used as sticks.

I started to do some digging and met with the British Olympic Association and sports analytics businesses Prozone and Opta, and read all I could about data in business. The results showed a very clear difference between how data is used in recruitment and how it is used in sport and wider business.

KPIs should not be generalist. They should not be on legacy data. They should not be sticks.

Case study: I was fortunate to discover recruitment analytics firm cube19 early in its life span, and met up with founder and chief executive Dan McGuire. These guys understood performance science; KPIs need to be tailored and individualised. They need to show the story of the person rather than that of the mean.

With compelling data to back up advice and show where focus needs to be shined on quality, quantity or direction, you can genuinely help the individual to achieve their potential.

We felt that a world-class data tool could be used to dramatically improve individual performance and worked hard to explain the benefits to the team.

And so cube19 became a tool that all of the consultants sought out rather than feared being judged by. The data has become a key part of how the consultants find answers. They are a force for the better rather than a stick to dodge, be wary of, or fake phone calls or interviews to avoid rebuke!

I’m a big fan of numbers. I believe firmly that they give the story to unlock performance.

If you are doing well, the numbers will be able to tell you why. If you are doing badly, the same applies. If you want to do better, the numbers will tell you how. It’s time KPIs become Performance Science! ●

AUGUST 2015

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16/07/2015 11:19

T WEET I N T E R AC T I O N

SOUNDBITES SOAPBOX

YOUR NAME’S NOT DOWN — SO YOU’RE NOT COMING IN!

“Do you have a mentor currently or are you looking for one? If so, what business skills and personal qualities would you want them to have?”

JAMES BALLARD

CR AIG HUNTER

‘You’re not on my PSL, so I can’t work with you.’

Every agency recruiter has probably heard these words before on several occasions in connection with the dreaded PSL [preferred supplier list]. Personally, I think the recruitment team with no authority to look at vacancies on a case-by-case basis, to review by which methods and by which sources they should gain supply, is missing a big trick — and often the best candidates.

In today’s world more and more specialist agencies are developing search-orientated ways of sourcing and deep established niche candidate relationships that suit specialist recruitment. I understand that direct functions and larger classical transactional agencies can fill a volume of hires, but are they best placed to find the best candidate for specialist requirements?

Often a niche candidate in a candidatedriven market may work with just one specialist agency to find their next role, especially when already in a job, and without the time, nor desire to actively look for a new role.

H EA D OF RES OURCI N G , P RI ORY G ROUP

So if we don’t make the most of this more agile world then surely, on occasion, we will miss the best possible candidates for our roles.

A PSL, after all, is by definition a preferred supplier list — not the supplier list. Surely the priority must be to appoint the best possible candidate? Not to purely be a control function. ●

“So if we don’t make the most of this more agile world then surely, on occasion, we will miss the best possible candidates for our roles” + JAMES BALLARD is managing partner of HR, technology and change recruiter Annapurna Recruitment, winner of the 2015 Recruiter Awards for Small Recruitment Agency of the Year, Best Professional Services Recruitment Agency and Best Candidate Care

“Good mentors to me are people that you gravitate towards as a result of their commercial expertise.

Previous/current peers and managers that you aspire to be like or admire for their professional achievements or way of thinking. It’s often useful to have a trusted second opinion from someone who has hindsight of a similar challenge you’re facing or just a great sounding board for development.”

DEAN GILBERT S EN IOR RES OURCIN G MA N AG ER , S K A N S K A UK

“I have had a few mentors in the past who have helped me greatly in my career but at this time do not have a specific individual or individuals. For me, having a mentor with commercial acumen, who has challenged and changed ways of thinking from a different background to myself, is key. Someone who would come at things from a different angle is important in helping me understand my own development. It’s important to have someone who fosters relationships, has an open, honest demeanour and not afraid to tell you the truth — both good and bad.”

DARREN RYEMILL CH I EF EX ECUT IV E, T H E OP US P ROF ES S ION A L S ERV I CE S G RO U P A N D REC RUIT ER’ S 20 15 RECRUI T MEN T EN T REP REN EUR OF T H E Y E A R

“I guess the honest answer is that I don’t feel I need one. Up until now I always have found a way to get the advice or guidance I need through other means. When discussing the issue with people I often ask who is Bill Gates’ mentor? Or Sir Richard Branson’s? Or Lord Alan Sugar’s? I don’t know if they have one, but I guess not.

My own potential failings as a person immediately seek me to fall back on my mantra of ‘Follow the advice of the people you want to emulate’. And sadly, in my circles, I don’t have any billionaires that pop in and ask if I have a spare hour so they can mentor me. Therefore, I take guidance and advice and other lessons from a wide range of people and things — a kind of ‘more complete’ mentoring in my eyes.”

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TH E B IG STO RY 1 1 MOST INFLU ENTIAL IN-HOU SE RECRUIT ERS

Becoming a true business partner to the organisation is just one area of focus this year for the top in-house resourcing influencers.

Scott Beagrie introduces the latest 11 to make up the list WELCOME TO RECRUITER’S 2015 list of Most Influential In-House Recruiters, now in its third year.

Last year, we remarked on how different some of the in-house recruiting challenges and priorities were compared to those discussed in the inaugural 2013 list but this year distinctions were less apparent.

There is a still an emphasis on reducing agency reliance and shifting to direct sourcing models. But also high on the agenda are upskilling teams in social recruiting skills, building and managing the online brand, maximising new recruitment channels, and big data and analytics.

Overall, it looks as if the remit of the in-house recruiter is becoming clearer and many are well

20 RECRUITER

advanced in their mission to become a true business partner to the rest of the organisation.

This year you’ll see a few familiar faces from our previous Most Influential lists. Such drive and constant desire to innovate, improve practices and ensure resourcing is placed firmly at the centre of the business meant that certain individuals simply couldn’t be left out.

We also try to feature a spread of industries and sectors but have included two banks this year, reflecting the general challenges that the financial sector faces.

Join us in congratulating our 2015 Most Influential 11 for spearheading best practice and helping to move the in-house resourcing function forward. We look forward to hearing your views.

4

TOP OF THE IN-HOUSE TALENT TREE

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► One major change to the methodology used this year was the creation of a candidate shortlist and asking them their main aims and achievements during the past year, as well as their objectives going forward.

As usual though, intelligence was gathered from a range of sources in the public domain and assisted by discussions with industry experts. Metrics such as cost and time savings, where practical or applicable, were collected.

There will always be a degree of subjectivity in a list of this nature but consistent with other years we aim to apply a set criteria that qualifies a person for inclusion. This is primarily based on the following: the size, scale, scope and challenge of the position and effectiveness in the role; ability to be strategic and add value, and position the resourcing function central to the business; the degree of innovation or change brought to the current and/or previous organisation; perceived influence both internally and externally; and extent to which the individual is considered an industry visionary, trailblazer or thought leader. Occasionally other factors were taken into consideration such as unique challenges brought by specific industries.

THE MOST INFLUENTIAL 11

MET HOD OLOGY

IM AGE | PET ER SEARLE

↗

A A íA SCOTT BEAGRIE is a regular contributor to Recruiter.

He launched Personnel Today’s Top 40 Power Players in HR in 1999 and continued to compile the annual list for several years after he left the magazine in 2003.

Gregory Allen GLOBAL HEAD OF RESOURCING, LLOYD’S REGISTER

A former colleague cites one of Allen’s global resourcing attributes as understanding that a small change on one side of the world can make a massive impact on the other. And when you operate in 180 countries and provide professional services across a range of sectors including energy, marine, rail, drilling, consulting and management systems, this insight has to be finely honed. Since Allen moved into the role in 2012, the 250-year-old company’s workforce has grown by 50%, and as well as updating recruitment practices he has flipped the recruiting ratio from 80% agency to 90% direct.

Lloyd’s Register (LR) has also reviewed its global employee value proposition to encourage candidates to self-select as to whether LR is the right place for them and Allen, winner of Recruiter’s In-House Recruitment Leader of the Year Award 2015, remains resolutely focused on candidate experience and employer brand. LR uses a ‘customer thermometer’ to gather candidate experience metrics and ensure the LR brand remains intact. “We measure what matters,” he says. ⦁

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TH E B IG STO RY 1 1 MOST INFLU ENTIAL IN-HOU SE RECRUIT ERS

DIRECTOR OF TALENT ACQUISITION EMEA, CISCO SYSTEMS

Having previously held roles at Salesforce and Oracle, Blair is used to working for companies whose technologies have been pivotal to the development of the internet. Some 18 months into the role he will have to draw on all his wealth of experience to ensure that Cisco, which is seeking to challenge Amazon’s dominance of the cloud computing market, will find the critical talent it needs. “Cisco is constantly evolving, which can present challenges when hiring because we’re often tasked with recruiting in non-traditional markets that often lack familiarity with the Cisco brand,” he explains.

His difficulty is compounded by one facing the entire tech industry and that is how to increase the diversity of the workforce Cisco requires at all levels to ensure it maintains competitive advantage in the long term (only 23% of the workforce are women). As a result of activity generated with STEM [science, technology, engineering and maths] students, it reports high levels of diversity at entry level but it is the appointment of a new leadership team, which is 50% female and the message that conveys, that may ultimately have the greatest impact on populating the talent pipeline with more women. ⦁

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THE MOST INFLUENTIAL 11

Kevin Blair

Steve Bonomo VICE PRESIDENT, GLOBAL TALENT ACQUISITION, ADIDAS

There is probably no fiercer rivalry in the world of business than between Adidas and Nike. In a bid to topple Nike’s ascendancy, the German sportswear manufacturer has stepped up efforts to secure world-class design, marketing and digital talent. Notably, it has poached three of Nike’s most celebrated designers to its ranks, sparking legal claims and counter claims. Bonomo acknowledges that competitors are getting stronger, more aggressive and are coming after Adidas’ talent. But he reckons the sports brand is better positioned than ever to “push back”. It has spent the past 12 months defining its strategy to support the overall business aims, hiring an international corps of recruiters to proactively search out top talent. Sourcing, internal recruiting, referrals generation and talent pooling has enabled the team to deliver 70% of its total global hires. Additionally, candidate experience is now central and going forward its aims include “building out” the organisation in

AUGUST 2015

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T H E BI G STORY 11 MOST IN F L UEN T IA L I N - H O U S E R E C RU I T E R S

Europe, Latin America and Asia. It is also focusing on upskilling recruiters, defining career paths and providing skills and management and leadership development opportunities. Bonomo says as the market is constantly altering, “intelligent” recruiters are required: “Our teams pick up on the changes and adjust rapidly to address the [new] environment.” ⦁

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Jennifer Candee HEAD OF GLOBAL TALENT ACQUISITION SABMILLER

Candee’s appearance in Recruiter’s inaugural list had everything to do with the development of an impressive social recruiting strategy. As well as building on this with a 200% increase in followers over the past 12 months, she merits inclusion for her internal initiatives.

She has led development of an internal executive mobility job board platform, called ‘Open’, used across 80 countries and 70,000 employees. By increasing the transparency of the global employee population, it is already credited with making key executive hires that wouldn’t have been identified otherwise. Phase two already has approval and will be extended to the first line executive grade.

Overall direct sourcing savings in 2015 are reported to be $7.6m (£4.9m), having saved $8.9m in 2014. Yet there is still a raft of objectives for the coming year. Her biggest challenge to delivering the function’s goals is the brewers’ structure with the talent acquisition function sitting within its markets rather than centrally or regionally. “The undertaking of each goal-project means everything must be done through influence, collaboration and consensus,” says Candee, who devotes significant time to sharing knowledge on the conference circuit. “Part of influencing is to give back and increase the learning of the overall talent acquisition function.” ⦁

THE MOST INFLUENTIAL 11

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TH E B IG STO RY 1 1 MOST INFLU ENTIAL IN-HOU HOU SE RECR RECRUIT ERS

Colette Feeny

THE MOST INFLUENTIAL 11

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AUGUST 2015

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DIRECTOR OF TALENT ACQUISITION EMEA, GROUPON

The former ‘king of the daily deals’ site wants to graduate to an online retail marketplace competing with the likes of Amazon. The scale and volume of hires required is one of the major challenges it faces but Feeny, who knows all about finding talent for evolving digital brands — she was formerly talent acquisition leader at LinkedIn — remains unfazed. A raft of initiatives has helped the company hire 1,700+ people in 2014. Recruiter roles have been redefined and clear career paths created, and teams have been upskilled and trained in areas such as social talent.

The online talent brand has started to build across a number of channels. A software engineering recruitment team has been created from scratch in Dublin and a software engineering intern programme introduced. This has all led to agency reliance being reduced and job board costs halved. Meanwhile, Feeny’s innovations have included ‘pimp your profile’ sessions that enable employees to build their personal brand and act as brand ambassadors for Groupon. She has also launched awards for ‘Great Hiring Managers’. Specific aims for the next 12 months include raising the visibility of Groupon as “a serious player” in the software engineering talent marketplace.

Overall, Feeny and her team have to recruit 1,500 people annually so there can be no let-up in activity with a campus hiring and employee referral programme also in the pipeline. ⦁

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T H E BI G STORY 11 MOST IN F L UEN T IA L I N - H O U S E R E C RU I T E R S

Kevin Hough

HEAD OF RESOURCING, VIRGIN MONEY

Virgin Money has embarked on a journey to change the perception of banking, and this begins with its people. So when the bank decided to recruit a creative entrepreneur to challenge traditional thinking, it needed a recruitment process that would equally challenge the norm. Having produced The World’s Most Creative Interview, which used an immersive theatre experience to assess key characteristics in the role, all eyes are on what Hannant and her team will do next. Hannant, who worked on the project with TMP Worldwide and executive search firm Audeliss, describes the interview as “very Virgin” but not “very banking” and is exploring how the experience can revolutionise recruitment across the organisation. It has begun by redesigning its approach to customer service recruitment with the creation of Dr Virginia Helpenmosten and her Institute of Wonderful Experiences, who will be looking for people with the ‘V-Gene’, an extra special ingredient that great customer service people have. “In other words, we have created a character who helps us tell our story to candidates in a fun and quirky way,” says Hannant. And you have to admire one of her keynotes for recruitment success: “Ditch the HR speak and get everyone focused on finding brilliant people.” ⦁

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THE MOST INFLUENTIAL 11

Joanne Hannant

GROUP HEAD OF RESOURCING, LV=

Hough doesn’t appear to have heard of the phrase ‘job done’. After successfully spearheading the shift to a direct recruiting model, the next piece in the jigsaw is convincing the business to partner with them “to another level” to unlock the true potential of its resourcing proposition. Meanwhile, having proved it can do a great job of direct hiring even for notoriously tough but critical roles such as actuaries, the award-winning in-house recruitment team has been restructured to focus on the broader remit of ‘talent acquisition’. “It is about how we operate, deliver and interact with candidates, and how we leverage our talent pipelines,” he says. Hough points to the function being seen as providing “centre of expertise” delivery by the rest of the business and offering a “best in class service”; it is his desire to apply the highest customer service standards to the business and the candidate that sets him apart. Alongside this, the future is never far away from his talent agenda. “We may need to recruit for roles that don’t even exist yet,” he says. ⦁

åH H H

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TH E B IG STO RY 1 1 MOST INFLU ENTIAL IN-HOU SE RECRUIT ERS

Matthew Jeffery

I M AG E | P E T E R S E A R L E

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J JJ

THE MOST INFLUENTIAL 11

VICE-PRESIDENT GLOBAL HEAD OF SOURCING & EMPLOYMENT BRAND, SAP

The exuberant Jeffery reappears in the Most Influential 11 after a frenetic year at SAP. A new mobile responsive careers site has been launched, sourcing hubs have been set up in key global locations and the global talent community has grown to a gargantuan 400,000 people. A dedicated video editor was recruited to create more than 40 employee stories to provide the authentic voice of the company, multiple social media channels have been set up, big data analytics are in place and a real-time candidate feedback facility introduced for graduates, along with bespoke online assessments. In short, Jeffery covers all bases when it comes to modern recruitment methods but his actions are always for the right reasons: to serve the business. Hiring managers wanted a pipeline of talent that they could tap into; Jeffery responded by merging the employment brand team with global sourcing, so the two now work hand-in-hand. He wants to ensure these pipelines supply talent for years to come. But the greatest challenge will be sustaining the momentum and innovation, he says: “Average recruitment is easy; great recruitment is very hard.” ⦁

R !R Dominic Ryalls GLOBAL HEAD OF EXECUTIVE RESOURCING, HSBC

With so much speculation about HSBC’s future, including whether the headquarters will relocate out of the UK, the bank will need the very best leadership and executive tier in place to steer its course. Just as well then that it has a heavyweight in charge of global executive resourcing in the form of Ryalls.

Initially, he held an EMEA interim position at HSBC before being made global resourcing head in October 2014. He also spent three years as head of executive resourcing at Barclays. For the past 12 months he has been building out the global executive resourcing function ensuring that both the candidate and hiring managers are at the heart of everything. This means putting in place a team with a “consultative, hightouch, concierge approach”, he explains. While there may be over-arching challenges ahead — what will be the impact on employer brand if HSBC reverts to the Midland name in the UK, for instance? — Ryalls never loses sight of one of the core issues that affects day-to-day recruitment in the finance sector: “How we ensure that regulatory changes and assessment methodologies enhance the candidate and hiring manager experience rather than hinder it.” ⦁

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S S

Adrian Shooter DIRECTOR OF EXECUTIVE TALENT, RESOURCING AND DIVERSITY, THE CO-OPERATIVE GROUP

Few were in doubt of the task that Shooter faced when he made last year’s list with The Co-operative, then a tarnished and ailing brand. What a difference a year makes: the group has turned around a £2.5bn loss to £200m profit, it has regained public respect, addressed cost and control issues, and has a renewed purpose and business strategy. Shooter has led some of the key changes that have helped make this happen: crucially, the appointment of a new board and group executive members, replacing 50% of the top 100 through executive hiring. It isn’t just the scope of Shooter’s job that is complex but also the scale of it: The Co-operative has 4,500 retail outlets and 68,000 employees. It hires 20,000 people annually and has more than 50 resourcing professionals and key partners. To ensure delivery, he has led a people and technology transformation of the resourcing function that forms part of a larger HR transformation. Shooter reckons the biggest challenge going forward will be ensuring a completely new technology and process platform can deliver “the step change” in the attraction and hiring experience that is required. ⦁

b

T H E BI G STORY 11 MOST IN F L UEN T IA L I N - H O U S E R E C RU I T E R S

THE MOST INFLUENTIAL 11

Graham Thompsett

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HEAD OF GLOBAL RESOURCING, TALENT ACQUISITION, JAGUAR LAND ROVER

To deliver on ambitious growth plans, which involves expansion of its UK facilities and overseas, Britain’s largest luxury automotive company needs to source the very best people if it to successfully stave off the challenge of its German premium rivals. Enter Thompsett, who says of his new role that it presents the opportunity to “significantly move the needle forward” in terms of talent acquisition. Development of new factories in the US and Eastern Europe are reportedly in the offing, as well as the creation of 1,300 new jobs at JLR’s Solihull factory to help build a new SUV model. Thompsett claims the talent function needs to become much more of a strategic solutions provider to the business and align “seamlessly” with the organisation’s workforce planning function to support its global expansion. With the successful launch of the business, factory and vehicle in China behind him, the former VP of HR for Chery Jaguar Land Rover (after nine years there) will undoubtedly be ultrafocused on the new job in hand. His lengthy to-do list includes bedding in a new recruitment process outsourcing model with Adecco Pontoon, growing the resourcing influence internationally, and the creation of an international centre of excellence incorporating executive hiring. ⦁ WWW.RECRUITER.CO.UK 29

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15/07/2015 16:42

Issue 28 August 2015

RECRUITMENT MATTERS The View and The Intelligence A fairer immigration system and the strength of word of mouth jobseeking p2-3

TREC2015 Guest blogger Andy Headworth reports back from the REC’s successful talent conference p4

Legal update and the IRP The rules on charging fees under the Conduct Regs and inside the IRP p6-7

NOAKES: NEW REC CHAIR The REC Council has elected a familiar face as chairman this year – vice-chair Simon Noakes, director of Bespoke Recruitment (Construction) Bespoke Recruitment (Construction) director Simon Noakes has been elected chair of the Recruitment & Employment Confederation (REC) Council. He replaces outgoing chairman Neil Smith. Noakes has worked in the recruitment industry for 18 years, including 14 years as the director of Bespoke Recruitment (Construction).

He has

@RECPress RM new_AUG_15 .indd 1

been a member of the REC Council since 2008 and has been joint vice-chair since 2012.

Noakes says he is optimistic about the REC’s future.

“The REC has an impressive track record and as chair I’m looking forward to helping the organisation achieve even more,” he says.

“As the professional body for the industry, the REC has a vital role to play in professionalising recruitment and representing our members’ interests. I’m delighted to take up this role because it means I can help shape an industry that I am passionate about.”

Events and training Just a selection of all those who have been awarded a Certificate in Recruitment Practice – a Certfie p8

REC chief executive Kevin Green says he’s happy to have a familiar face in the chair’s seat: “We have set ourselves ambitious targets for the next few years. We want to position the REC and our members at the heart of labour market debates, and we will continue to drive up standards in our industry. As chair of our council, Simon will play a central part in helping us achieve those goals.”

The REC’s annual general meeting in June also saw six new directors join the council.

Simon Conington, Karen Davison-Renouf, Janette Withey and Steven Street all join as corporate directors, while Amanda Franks and Marshall Evans are new individual directors.

Jeannette Barrowcliffe, finance director, Meridian Business Support Ltd was elected vice-chair of the council.

For more information about the AGM and to download the 2014 Impact Report, visit www.rec.uk.com/agm2015

www.rec.uk.com 15/07/2015 17:26

Leading the Industry

THE VIEW UK businesses deserve a fair immigration system, says Kevin Green, REC chief executive

The UK faces a skills crisis.

Our data shows that almost all businesses have limited capacity and say that it’s getting harder to find the talent they need. Organisations across the economy are affected – from engineering and IT to education and medical care.

This is holding back the recovery by impeding business growth.

Despite the need for talent, the Coalition government introduced a cap on the amount of skilled migrants from outside Europe that could be sponsored by UK organisations to work in this country.

Last month, the cap was reached for the first time and all applications for roles that are not on the government’s shortage occupation list, and paying less than £46k, were rejected.

At a time when vacancies are at record levels, we are turning skilled people away.

Not only that, our government is considering measures that will make it even harder for businesses to bring in talent from abroad.

The Migration Advisory Committee (MAC) is currently conducting a review for the government into the visa system and is considering: • Increasing salary thresholds for certain occupations, both for highly specialist experts and new entrants

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Recruiters can help working-class applicants fill skilled roles, says Tom Hadley, director of policy and professional services at the REC

• Raising the minimum salary level that migrants would have to be paid in order to be considered for sponsorship • The possibility of limiting the length of time occupations can be classed as having ‘shortages’ • The introduction of a ‘skills levy’, which would apply to businesses recruiting from outside Europe to fund apprenticeships in the UK. It is absolutely right that the government looks to improve opportunities for the next generation of UK residents, but this is a long-term process. Business growth is being constrained right now so a fair and sensible immigration system is needed to provide an interim solution to the UK’s skills needs.

The REC is calling on the government to: • Reinstate the two-year post-study work visa for all STEM graduates • Expand and regularly revisit the Shortage Occupation List to reflect current skills shortages • Implement a streamlined and low-fee Tier 2 visa application process for SMEs. The government must fix the immigration system and enable UK businesses to recruit the people they need.

This will accelerate economic growth and create more jobs for British workers.

You can follow Kevin on Twitter @kevingreenrec

THE POLITICS OF RECRUITMENT The Social Mobility and Child Poverty Commission recently published a report showing that working-class applicants struggle to find jobs in law, accountancy and financial services. In 2014 as much as 70% of jobs in these sectors went to graduates who had been to a selective state or fee-paying school. While the report recognised that some businesses are committed to ’recruit[ing] the brightest and best, regardless of background’, we clearly need to do more.

This issue is not confined to law and finance. At our last Marketing, Media, Comms & Creative Industries (MMCC) sector group meeting, we discussed how hiring procedures need to evolve in these fields as well. Unpaid internships, for example, are an enduring problem. Individuals from all backgrounds should have the opportunities to ‘break through’, and employers should seek to improve the ways they bring in future generations of talent.

The Commission’s chair Alan Milburn called the report ‘a wake up and smell the coffee moment’, and the report’s recommendations include: shaking up attraction strategies to encourage applications from all socio-economic backgrounds; providing students with more support to navigate the selection process; and challenging definitions of talent.

In all these areas recruiters have the expertise to help make change happen. This is the message we took to a meeting with the new Employment Minister Priti Patel, and it’s at the heart of our Good Recruitment Campaign. Recruiters can help their clients to review hiring procedures and criteria so that factors such as which school a person went to are less of a ‘filter’. It was encouraging to hear some of the UK’s leading firms recognise this at our TREC conference.

Improving hiring practices is central to public policy objectives around boosting inclusion and social mobility. The ‘politicisation’ of the good recruitment agenda gives us a great opportunity to demonstrate our industry’s contribution to the highest levels of government as well as to the UK’s business community and the population at large.

You can follow Tom on Twitter @hadleyscomment

www.rec.uk.com

15/07/2015 17:26

20%

THE INTELLIGENCE How important is word of mouth for candidates? asks Nina Mguni, senior researcher at the REC Are you aware that one in five workers plan to leave their job within the next year?

This is unsurprising. In the last four months, we have seen a record number of reported vacancies in the Labour Force Survey. As of June, the Office for National Statistics reported 734,000 vacancies, an increase of 12.6% from last year. And with the exception of construction, mining, real estate and wholesale all sectors have seen year-on-year growth in vacancies.

This bodes well for candidates. But recently published research by the REC found some interesting data on candidate behaviour. The

STILL GROWING BUT IT IS SLOWING For some time we have talked about continuing revenue growth for UK recruiters; that continued in April and we now have 16 consecutive months of growth. However, April saw a sharp fall in revenue growth to 8.4% – the first time it was not in double digits since December 2013.

Indeed, more than 25% of RIB members saw revenue declines in April (Figure 1).

www.rec.uk.com

RM new_AUG_15 .indd 3

candidate strikes back found that 19% of people surveyed found their last role through word of mouth. This suggests that people’s views and opinions about an employer and the employer’s recruitment process will influence decision making.

Our research found that one in four people (24%) talked to people within their professional network about an organisation’s recruitment process; and one in 10 (10%) had advised a friend or family member not to apply for a job at an organisation because of a poor application experience.

Some of these proportions increase when looking at younger age groups.

Almost one in three (29%) 25–34-year-olds have talked to someone within their professional network about the job application process.

One in five people aged 18–24 have advised a friend or family member not to apply

RECORD NUMBER OF REPORTED VACANCIES

AS OF JUNE ONE IN FIVE WORKERS PLAN TO LEAVE THEIR JOB WITHIN THE NEXT YEAR

for a role because of a poor application experience (20%).

Candidates are much more assertive about what to expect from the recruitment process. In focus groups, candidates shared anecdotes about what a positive candidate experience looks like.

It is important to note that there was at least one person in each of the focus groups that had withdrawn from the recruitment process despite being offered to progress to the next stage.

So what should recruiters, and their clients, be doing to get it right? Our report asked candidates to identify

Figure 1: Recruiter turnover growth 40

734,000 12.6% AN INCREASE OF

the single most important improvement that employers can make.

The top three reasons selected were: provide feedback for unsuccessful candidates (34%); provide more feedback throughout the application process (22%); and reduce the average time between interview and decision (12%).

These are simple improvements but will be significant in getting the recruitment process right for candidates.

Because, in truth, with so much choice for good candidates, employers cannot afford to get the recruitment process wrong.

vacancies up 12.6% in Marchto-May compared with 2014.

Within that total, Manufacturing vacancies are DOWN 3%, Construction UP 30% and Transport & Storage UP 47% compared with March-to-May 2014.

■ Upper Qtile ■ Median ■ Low Qtile

30 20 10

%

CANDIDATES OF CHOICE

0 -10 -20 May 13

Aug

Nov

Feb 14

Easter was considerably earlier in April this year compared with 2013, which may have had some impact – we await the May figures with interest to see if revenue growth bounces

May

Aug

Nov

Feb

Apr 15

back to previous double-digit levels.

We note that the Office of National Statistics is still reporting a double-digit increase in vacancy growth, with seasonally adjusted

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.

RECRUITMENT MATTERS AUGUST 2015 3

15/07/2015 17:26

The BIG talking point

TREC 2015

TREC 2015

TREC GUEST BLOGGER ANDY HEADWORTH SHARES THREE HIGHLIGHTS FROM TREC 2015: 4 RECRUITMENT MATTERS AUGUST 2015

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1

People that have left your organisation provide the most honest feedback about your company and your employer brand, so try your best to speak to them.

Colm Coffey, UK people director at KPMG, said that as part of a company-wide restructure, they sought the opinions of ex-employees – and those that had left between six to nine months ago were the most honest with their feedback. Hardly surprising (they had nothing to lose), but brave of KPMG to seek them out and ask!

www.rec.uk.com

16/07/2015 15:47

2

Building a flexible workforce is not as easy as it sounds.

Unconscious bias from line managers and senior managers is having a detrimental effect on companies trying to implement flexible working practices.

Inferred perception versus

the actual reality is causing issues around recruiting and retention.

Johnny Campbell from Social Talent explained further. He said a line manager who has employees sitting in front of them in their offices can see and monitor what they are doing; the same line manager

cannot ‘see’ what their remote workers are doing or how hard they are working.

They then develop unconscious bias to the people they can see instead of the ones they can’t.

Instead of measuring their outputs, as they should, they remained focused on their inputs.

3

The best quote I have heard from a long time.

The quote was from Peter Cheese at the end of the day, and it made everyone laugh (nervously!): “HR brings too much Powerpoint and not enough Excel to the table.”

As for myself, did I get enough value out of attending TREC2015 to want to pay to go again next year?

Absolutely – it was excellent and it should be on your agenda for next year.

For more information Read Andy Headworth’s full account at WWW.REC. UK.COM/CORPORATE-BLOG

www.rec.uk.com

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RECRUITMENT MATTERS AUGUST 2015 5

16/07/2015 15:47

Legal update

CHARGING FEES UNDER THE CONDUCT REGS The REC Legal Helpline occasionally receives enquiries from members asking if they can charge fees to work-seekers. This article reminds employment agencies (EAs) and employment businesses (EBs) when they can charge fees and when they cannot. By Lewina Farrell, solicitor and head of professional services at the REC Regulation 5 of the Conduct of Employment Agencies and Employment Businesses Regulations 2003 (the Conduct Regulations) prohibit EAs and EBs or any person connected to them from making the provision of workfinding services conditional on the work-seeker using any chargeable service eg. CV writing or training.

If a work-seeker uses services which can be charged for, the EA or EB must ensure that the work-seeker can cancel or withdraw from using the services by giving written notice (including by email), without being penalised in any way. The notice period is five days, or 10 days for services relating to the provision of accommodation.

Conduct Regulation 13 then provides that before providing or arranging the provision of any services to a work-

seeker for the first time, an EA or EB must notify him/her which services they charge a fee for. Where providing a service which may be charged for, the EA or EB must also inform the work-seeker of the amount of or method of calculation of any fee for those services, the identity of the person to whom it is payable, a description of the services and a statement that the work-seeker has a right to withdraw from those services by giving the notice period applicable (see above). The

EA or EB must also confirm whether any refunds or rebates are payable and how they are calculated. Where none applies there should be a statement to that effect.

If an EA or EB offers any gift or makes an offer of any benefit to a work-seeker, as an inducement for him/ her to use its services, it must make clear the terms and conditions on which the gift or benefit is offered. For example, if you offer vouchers to work-seekers who register for temporary work, but the vouchers will only be given once a number of hours work is performed, this condition must be made clear to the work-seekers before they register.

In short, EAs and EBs cannot charge an individual for finding work for him/her (instead an introduction or transfer fee is charged to the

hiring client). The EA or EB can charge for other services provided the individual is not obliged to take these services from the EA or EB and provided s/he knows what the charges are and how they are calculated before agreeing to take the additional service.

There should be a genuine choice in taking the service ie. the individual should be able to source the same service from elsewhere without any penalty from the EA or EB. S/he should not be automatically enrolled in any scheme or deemed to have taken a particular service even if s/he can opt out later as this takes away the element of choice.

We have been waiting for some time for new Conduct Regulations. However, we understand that the above provisions will remain in any new regulations.

NON-STANDARD CONTRACTS: ARE YOU COVERED? Non-standard contracts give recruiters an increased responsibility, essentially allowing potential employers to pass the blame onto the recruiter if any issues arise.

This means recruiters bear a greater level of risk with any non-standard contract placed, which they need to protect themselves from. As you might expect, this increased risk leads to higher insurance

6 RECRUITMENT MATTERS AUGUST 2015

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premiums, so recruiters need to be cautious when seeking insurance.

One particular issue that needs to be investigated closely is the way that an insurer determines where liability lays in the case of workers using a nonstandard contract. Peter Stoll, director of recruitment at Jelf Insurance Brokers, tells us that for some insurers

“covering non-standard contracts is considered an extra on recruiter policies”.

This means that the recruiter has no choice but to seek legal advice for each non-standard contract it places – costing time, resource and of course money.

He goes on to explain that as the preferred insurance partner of the REC, Jelf has no such contractual liability

exclusions, and that it is included within the cost of the policy itself. This means that if a recruiter enters into a non-standard contract (either intentionally or otherwise) there is no restriction to cover.

Peter and his colleagues go that extra mile to check each contract, so their clients can avoid having to seek legal advice and the potential costs involved.

www.rec.uk.com

15/07/2015 17:26

Inspiration

BEHIND THE SCENES AT THE INSTITUTE OF RECRUITMENT PROFESSIONALS

The View

Dan Whitley is a senior enior ampion client director at Campion ates Willcocks & Associates Ltd, and winner of the IMA Interim Consultant of the Year at the 2014

van John O’Sullivan an at is the chairman ment Elite Recruitment Network

AWARD WINNER

THINGS I KNOW

Firstly, congratulations on winning interim management consultant of the year! How has the rest of the year been?

The year has been extremely busy so far. As a business, Campion Willcocks covers consulting, interim management, resourcing and permanent recruitment. In 2015, we have been working with many new clients and this has kept me more than occupied. So it’s been an exciting period for Campion Willcocks – and for me personally.

We need to start attracting the best I think it’s about properly trained people. I still don’t think there are kids in the playground or at university saying “I want to be a recruitment consultant”. There’s a job of work there in harnessing great people. Then you can talk about training and qualifications that will raise the profile of the industry.

What are the biggest challenges in the sector right now?

I would say that the biggest challenge is the high level of competition for top talent. For the last few years, the main focus of major banking clients has been regulatory change and cost reduction; whilst this has not diminished, we are now starting to see far greater strategic investment, which is both positive and reassuring for the UK banking market as a whole. Demand for talent is not an issue but the availability of resource is the wider consideration here.

What has winning an IRP Award meant for you?

Winning the award has been fantastic in terms of raising my profile in the market with candidates and clients alike, both longstanding and new. Since winning the award, I have had a number of direct approaches as people have searched for my details online. It has been wonderful to receive this recognition after many years working in the industry. It’s also been great to win the award on the first attempt; indeed, it’s the first professional award I have ever entered.

What would you say to someone who is thinking about entering this year’s IRP Awards?

Your entry will involve reaching out to clients. You’ll need to collect case studies of assignments from a variety of clients, as well as supporting testimonials. The judges are looking for an individual who consistently provides a first-class service so input from clients and candidates is essential.

Audited recruiters are the future I would picture a world in a few years where major companies only use supplier recruitment companies who are properly audited and professionally accredited and invest in their staff. I can’t help but feel the recruitment industry – right now – has a huge opportunity to professionalise itself. I think we’re still regarded out there as a lower service offering than we are.

The industry needs to keep talent There is no doubt that the number one issue for recruitment companies at the moment is finding their own talent. Many, many people left this industry during the last recession. Suddenly, every recruitment company has a three-to-four year growth chart underpinned by finding, securing and retaining the best people. I don’t know anybody who is really cracking that well at the moment.

A great recruiter is more than its database A recruitment company’s deliverable is not just its ability to deliver a list of people, it’s the ability to harness those people and get them to work for the companies they’re working for. All technology has done is make a global database. I think clients will no longer pay big money for punting a CV along from someone they could easily find themselves. A great recruiter brings the ability to influence those candidates and to work in a consultative way and make the two match up.

To keep up to date with everything the Institute of Recruitment Professionals is doing, please visit www.rec-irp.uk.com

www.rec.uk.com

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15/07/2015 17:26

Events and training

CERTFIE Congratulations to everyone who earned a Level 3 Certificate in Recruitment Practice (QCF) in June. We thought we’d kick things up a notch and ask our talented h a ‘Certfi Certfie’ e – here are some som of the best class to send through

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.

el

RIDI AWARDS For more information To find out when the next Level 3 Certificate in Recruitment Practice (QCF) class is, visit WWW.REC-IRP.UK.COM/QUALIFICATIONS

The Recruitment Industry Disability Initiative (RIDI) is playing a key role in promoting inclusive hiring practices. Information on entering this year’s RIDI awards – which recognise the contribution that recruiters are making in this area – can be accessed at the following link: WWW.RIDIAWARDS.COM/

RECRUITMENT MATTERS

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 Editorial: Editor Michael Oliver michael.oliver@redactive.co.uk. Production Editor: Vanessa Townsend Production: Production Executive: Rachel Young rachel.young@redactive.co.uk Tel: 020 7880 6209 Printing: Printed by Precision Colour Printing

The official magazine of The Recruitment & Employment Confederation Dorset House, 1st Floor, 27-45 Stamford Street, London SE1 9NT Tel: 020 7009 2100 www.rec.uk.com

© 2015 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.

8 RECRUITMENT MATTERS AUGUST 2015

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www.rec.uk.com

15/07/2015 17:26

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REC.08.15.039.indd 39

Recruitment Agency Expo (North) Wednesday 30th September & Thursday 1st October RACS Group - Stands C17 & C19 Z ^ DĂƌŬĞƟŶŐ Ͳ ^ƚĂŶĚƐ ϯϬ Θ ϯϮ E ͕ ŝƌŵŝŶŐŚĂŵ TES SEN Show Friday 9th & Saturday 10th October RACS Group - Stand 147 Z ^ DĂƌŬĞƟŶŐ Ͳ ^ƚĂŶĚ ϭϮϭ ƵƐŝŶĞƐƐ ĞƐŝŐŶ ĞŶƚƌĞ͕ >ŽŶĚŽŶ

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15/07/2015 17:29

2015 RE C RUITM ENT INDEX

or UK recruiters focused on net fee income (NFI), the education, healthcare, social work and blue-collar/ industrial sectors proved to be the places to be over the last year, according to the newly released Deloitte-Association of Professional Staffing Companies (APSCo) Recruitment Index 2015.

Against a backdrop of 83% of the more than 200 respondents to the Index survey reporting NFI growth in the past year, responses from companies operating in the above sectors were particularly encouraging, with all reporting NFI growth and no decline.

More respondents operating in the information, communication &

F

technology (ICT) arena reported NFI decline than in any other sector. ICT recruiters made up 40% of the total survey respondents.

The survey took place in April and May. The full report, subtitled ‘Investing in talent towards future growth’, was shared exclusively in July with survey participants and Recruiter.

Thushani Lawson, head of Business Infrastructure & Professional Services Research for Deloitte Insight, analysed the survey results for the report. A major point that emerged in her view was the growth reflected in the sector this year over last, even though last year had shown significant growth as well, Lawson told Recruiter.

In next year’s study, she said, a

key area she will be keen to follow is “whether the growth can be sustained in the future”.

Productivity benchmarking was a key feature of the 2015 Index, with two different considerations included as metrics: NFI per unit of compensation and NFI per fee earner.

The NFI per unit of compensation ratio is the total fee-earning staff compensation (gross salary and commission associated costs, including

RESPONDENTS’ PROFILES

2B

SIZE

The latest Deloitte/APSCo Recruitment Index reveals significant growth in many sectors, offering encouraging signs for the future of the industry

BY DEEDEE DOKE

2% 11%

31%

56% ● ● ● ●

More than £100m NFI £10m > £100m NFI £2m > £10m NFI Less than £2m NFI

RECRUITMENT METHOD

GROWING FOR THE FUTURE

Permanent

96% 83%

Contract Executive search Executive interim RPO services

35% 17% 12%

PARTICIPANT SIZE

200+ recruitment firms

32 RECRUITER

p40_41_recruiter_feature.indd 40

AUGUST 2015

16/07/2015 11:20

AGILE/FLEXIBLE WORKING

8%

6%

SHARE SCHEME

●

Attracting and retaining talent through attractive non-salary and commission benefits are particularly important.

●

CAR SCHEME

HEALTH CLUB MEMBERSHIP

Left the business after more than 12 months Left the business after less than 12 months

15%

00m

NFI

FI

an £

Mor

e th

> £1 £10m

£2m

> £1

0m N

NFI £2m

Le s s

than

Av e

The 2015 Index marked its third year. ●

15% 9%

11% ra g e

Given the challenges relating to headcount identified among firms, it will be important to consider how these churn rates can be kept low and improved where necessary.

18%

▶ RECRUITER CHURN RATES

18%

23%

COMPETITIVE EMPLOYEE PACKAGES

6%

36%

G

12%

28%

TRIPS

6 G 6 G 8 G G PRIVATE HEALTH

NFI

15%

LUNCHES

15%

24%

PRIZES

G G G 15%

100m

18% employers’ National Insurance Contributions) divided by the total NFI produced. The metric indicates the fee-earner salary and commission costs of producing NFI and consequently the NFI that is available to contribute to overheads, reinvestment in the business and dividends.

On average, Deloitte’s analysis of the survey results found that the share of NFI that is paid to fee earners is: ● 31% across contract recruiters surveyed ● 36% across executive interim recruiters ● 35% across permanent recruiters ● 39% across retained executive search recruiters.

For instance, if £10k NFI is achieved, an average contract recruitment fee earner could expect to reap £3.1k with £6.9k being kept by the business.

In terms of fee-earner productivity, NFI generated per fee earner figures revealed averages ranging from a low of £91.4k in the media & marketing sector to a high of £243.2k in pharmaceuticals.

Median NFI per fee earner figures showed a high of £132.5k in the blue-collar & industrial sector, with pharmaceuticals close behind at £131.9k. The lowest median NFI per fee earner of £67.4k was found in the business administration, support & human resources sector, with media & marketing some distance away at £92k.

83% INCREASE 69% INCREASE

6% STATIC 69% STATIC

11% DECREASE 20% DECREASE

● ●

2015 NFI results 2014 NFI results

◀ GROWTH IN NET FEE INCOME

The results from this year’s survey show a continued positive trend seen in the previous survey. The majority (83%) of organisations reported growth in net fee income (NFI) or gross profit over the past year. The proportion of recruiters who experienced a decline has halved this year compared with 2014. There are still some variations across firms but the general tone is very positive.

WWW.RECRUITER.CO.UK 33

p40_41_recruiter_feature.indd 41

16/07/2015 11:20

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www.itris.co.uk 15/07/2015 16:44

CO M M U N I T Y

SOCIAL NETWORK WHAT HAVE YOU BEEN UP TO? GET IN TOUCH!

E

From charity fundraising to surprise days out, you’ve been showing us what you’ve been doing apart from recruiting CHOCOLATE DIPPERS VIA A Coventry-based Concur Engineering employees got a ue bit cheeky when their colleague was out of the office recently, dipping into her supply of chocolate. We wonder if they got into trouble?

TW E E T PIRATE AT № 10 VIA

Synarbor CEO and recruitment Pirate Dean Kelly visited Number 10 (Downing St), and along with other business leaders met with Prime Minister David Cameron and Chancellor George Osborne. He was keen to make a case for the role of agencies within education recruitment and — as a co-founder of the Pirates (Recruitment Directors Lunch Club) — the recruitment industry as a whole. Arrrr, we couldn’t agree with ’ee more, Dean!

Hire Immigrants@hireimmigrants Jul 7 #Migrants fare better in #UK jobs market than in the #EU @ RecruiterMag http://ow.ly/PaDDV #migration #hr Darren Ledger@DarrenALedger Jul 7 @hireimmigrants @RecruiterMag I’m not sure why, but I find the whole concept of a business called Hire Immigrants a little disturbing.

GREEN FINGERS VIA Fused Recruitment@WeAreFused Jun 29 Catching up on all the latest from @RecruiterMag on our lunch break today! #Recruitment #IndustryNews

Green-fingered staff at Scottish recruitment specialist Brightwork are helping develop a nature trail and tranquil garden for children and support workers at Barnardo’s Scotland in Edinburgh.

TEMP-TING CAKES VIA

GRAND DAY OUT VIA Some of the Opus Recruitment Solutions ladies relaxing trackside at the British Grand Prix, a surprise incentive based on employee performance across the group.

Oxfordshire-based Allen Associates held its own Temporary Workers’ Week in June to celebrate the contributions temps make to the businesses they work for, as well as the wider community. And what better way than with cake, we say!

Allen Associates consultants Hannah Bush (far left) and Eleanor Bromage (second from right) are pictured with Kate Fletcher, HR adviser at John Wiley & Sons based in Oxford, delivering branded cupcakes to two of their temps, Petar Mitrovic and Karen Iles

Ovid Marks Recruit@Ovidmarksrec Jul 1 @RecruiterMag strategy meeting in the garden, and a read of this month’s mag @RecruiterMag instagram.com/recruitermagazine/ recruitermagazine.tumblr.com/

WWW.RECRUITER.CO.UK 35

p43_recruiter_social.indd 43

16/07/2015 10:10

E CAREERS CO M M UNITY

Agency recruitment careers Selling yourself or selling your company at an interview

BY TARA LESCOTT

↗ TARA LESCOTT is managing director of rec-to-rec agency Recruiter Republic

As the market for experienced recruitment talent, both in-house and agency, continues to tighten we are seeing employers of all sizes become far more strategic when it comes to engaging talent.

The days of a one-sided interview, verbal offer and a handshake are long gone, and the companies that have developed a smart, engaging and high-touch recruitment and offer process are the ones successfully converting interviews into new hires.

Equally, recruiters who think they can turn up to an interview with no preparation and get a great offer just for being there are in for a shock!

The recruiters that are achieving the best offers from the best firms have evolved their approach at interview and know how to demonstrate their core skills, highlight common goals and show a real commercial understanding of how they add value through fee generation.

So if you’re going to learn from the best, here are our tips:

EM P LOY ER S CA N D I DAT E S The ability to attract experienced recruiters starts with understanding what consultants want to ‘experience’ when they meet your company for the first time. They don’t want an interview in a back room with a director or two. They want to take the pulse of your business, understand your business values, learn about the journey you’re on and visualise themselves in your business day-to-day. When you do decide to make an offer they should already want to join your team, and as long as you present your offer personally and stay in communication constantly you will have a great new team member joining your firm.

Think of an interview as you would a client meeting. You research who you are meeting, look into the company, their results and news. You go in fully prepared to ‘sell’ as well as handle any concerns or objections and always close at the end of the meeting. This translates almost exactly into an interview environment.

QU IC K T IP S

➊ Research both the company and contact ➋ Clearly articulate your key objectives for a career move

➋ Create a bullet point list of your company

➍ Sell how you add both instant and long-term value — specialist knowledge, core skills, management capability and key relationships

goals and milestones in terms of fees, headcount, branches and specialisms, and be prepared to share it

➎ If you like a company tell them — don’t act coy

➌ Bring more junior people into the

100% certain

interview process — we are in the age of peer-to-peer recommendation, so let them interact with people of a similar age and depth of experience

➏ Don’t accept an offer unless you are

The market is strong. Great firms are opening their doors and making amazing offers for exceptional candidates. Offers and reward packages are at an all-time high, with salaries increasing by up to 20% in some areas, ➍ Issue offers within 24 hours and present thresholds shrinking, commission percentages personally growing and guarantees extending to around six months. It’s a great time to explore your ➎ Stay in touch constantly during resignation and notice period — effectively personal options or expand your team.

If you’re going to do either, then give yourself starting the onboarding process on day of acceptance, including a social engagement the absolute best chance of getting what you want. ● with their new team.

36 RECRUITER

p44-45_recruiter_careers.indd 44

AN ANALYSIS of data compiled through Recruiter Jobs, the job board for Recruiter magazine, reveals big variations between the market for both in-house and agency recruiters around the UK. Analysis of activity in Marketing and Automotive sectors on Recruiter Jobs in June reveals variations across key metrics.

M AR KE T IN G

5% — the increase in applications for roles in the marketing recruitment sector in June 2015, compared to May 2015 Most (92%) applications were for roles at the recruitment consultant level, followed by senior consultant (0.05%) and in-house roles (0.03%) Most of these applications were for jobs in the Greater London area (33.33%), followed by West Midlands (12.16%) AUTOMOTIVE

TOP REGIONS

8B B WEST MIDLANDS

7.95%

SOUTH-WEST

12.50%

TOP REGIONS

➌ Know your numbers — all of them!

QUICK TIPS

➊ Pull together your core values and ensure everyone in your organisation can clearly articulate them

RECRUITMENT JOB ACTIVITY

50% — the increase in applications for roles in the automotive recruitment sector in June 2015, compared to May 2015 Most (75%) applications were for roles at the senior recruitment consultant level, followed by area/branch/ sector manager (25%) Most of these applications were for jobs in the Greater London area (10.45%), followed

by East and West Midlands, and South-East and North-East England (all 8.96%)

9B NORTH-WEST

9.19%

WEST MIDLANDS

9.56%

B

AUGUST 2015

16/07/2015 11:07

CO M M U N I T Y

CAREERS

In-house recruitment careers Graduate recruitment: a new age in Old Skool

Find your next move in recruitment on jobs.recruiter. co.uk

BY ANDREW MOUNTNEY

↗ ANDREW MOUNTNEY is founding partner at in-house recruitment specialist Aspen In-House WITH INCREASES IN ADVERTISED JOBS

B

GREATER LONDON

15.68%

B

SOUTH-EAST

12.05% WITH INCREASES IN ADVERTISED JOBS

B

GREATER LONDON

9.56%

This year appears to be a watershed for many graduate recruitment functions, under-funded and underresourced through the economic recovery.

Some common themes have emerged this summer: roles are still open for September’s intake, there’s a lack of candidates for them, management are still adding new headcount to programmes, and business leaders and graduate recruiting professionals alike are dissatisfied at the state of this year’s campaigns.

As graduate recruitment leaders take stock it appears that the 2016 campaign is going to see significant hiring for graduate recruitment professionals. Here’s my take on what that will mean.

RETURN TO THE OLD SKOOL… We’re seeing a focus on hiring all-round recruiters who can do it all: build relationships with universities, screen and select, manage assessment and onboard. It’s very pre-2008 and marks a change after years of funding-based decisions have been breaking the selection process up.

9B

SOUTH-EAST

9.19%

companies. Growing technology businesses are quick to adopt dedicated graduate programmes, as are many medium-sized businesses. Roles setting up new programmes are attractive to graduate recruiters and are further competition for traditional employers struggling to fill roles.

INTERNATIONAL SKILLS ARE VALUABLE

The new range of employers also often offer geographical diversity.

The roles we are seeing are broad, with coverage of Europe and often EMEA [Europe, Middle East and Africa]. This, for many, is a great opportunity to travel and broaden their experience for leadership roles in the future. In many cases technology companies are the drivers here.

FLEXIBILITY IS PREFERRED There’s

been a clear rise in contract roles but many are going unfilled.

Organisations are keeping lean permanent headcount and augmenting it in the busy times. But if everyone’s busy at the same time, well, that’s a challenge for many.

A WORD FOR DIVERSITY It’s a key

… BUT A COMFORT WITH TECHNOLOGY

Many campaigns now use video and other technology-driven screening techniques, and organisations are looking for recruiters who are comfortable with that.

MORE COMPETITION CREATES

p44-45_recruiter_careers.indd 45

E

area to demonstrate experience in. Whether focused on traditional areas such as gender, race or disability, or emerging areas such as choice of university partners based on social mobility, or developing appropriate school leaver and apprenticeship schemes alongside those for graduates, it’s a feather in the cap if you’re heading to interview.

OPPORTUNITY Hiring more graduates — and competitors doing the same — is not the only challenge; a challenge is also posed by new schemes from employers FINALLY SALARIES They are not who previously have not been in increasing with demand yet — but the graduate market, as well as new watch this space. ●

WWW.RECRUITER.CO.UK 37

16/07/2015 11:07

SHOW 2015

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Launching in November, a major new event for the recruitment profession and industry in the heart of London that will inspire, inform, engage â&#x20AC;&#x201C; and entertain!

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More than 2,200 visitors registered

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15/07/2015 16:45

Expect: • Content sessions that will inspire you to greater success • Networking with thousands of peers, clients and suppliers from the UK and abroad over two packed days • Opportunities to do business on site • Easy access to the event at our central London location from all over the country • To pay nothing to get in...

What’s not to like? Register your interest in attending or getting involved now at: www.recruiter-show.co.uk Exhibition and sponsorship opportunities now available.

Contact: Tom Culley, Business Development Manager T: +44 (0) 20 7880 7607 E: tom.culley@recruiter.co.uk Event and registration enquiries: T: +44 (0) 20 7880 6226 E: emilia.tosner@redactive.co.uk

Recruiter Show - not just another show For mo re inf orm ati on , vis it:

recruiter-show.co.uk

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0161 713 1732 or visit our website www.originem.co.uk

15/07/2015 16:47

CO M M U N I T Y

CAREERS

E

“Seriously, this guy with an investment bank did this whole interview talking like a pirate” MY BRILLIANT RECRUITMENT CAREER Earliest dream job: Captain of the England football team. It hasn’t happened yet — but there might still be an opportunity, you never know.

Never say never.

y ’ is m out e on ith iPh do w y M n’t ‘ca ol to

at Joslin Rowe [now Randstad Financial and Professional], investment management team.

I came into it when I literally fell through the door! I wanted a job in the City, started going to some agencies and thought, ‘I could do this!’ They had a job, and that was it. My life was changed forever. Turned out I was pretty good at it, and I loved it. That was it — a fateful day in 1999.

↗

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

TOM FORREST is managing director, HR recruiter Digby Morgan

Tom Forrest

What do you love most about your current role? What excites me is I can see the world of work is changing. Technology — everything is disrupting the way we go about our work. Being in HR recruitment puts you right at the forefront of that. It’s an exciting time to be looking at human capital and all aspects of it.

What has been the most brilliant moment of your career? Being asked by [Randstad UK and Middle East chief executive] Mark Bull to join the UK leadership team and to run Digby Morgan. The proverbial ‘tap on the shoulder’ — a great moment.

Your ‘can’t do without’ office tool? It’s my iPhone.

Stay-cation or holiday abroad?

Holiday abroad, definitely! South of France with my family, Croatia with my mates to a music festival we go to — two types of holiday.

I M AG E S | A K I N FA LO P E / ISTO C K

p49_recruiter_brillcareer.indd 49

make you want to do and why?

Outside the office, where would you like to interview a candidate or be interviewed? I’d like to be interviewed by you [editor DeeDee Doke] on stage at the Recruiter Investing in Talent Awards, having just won an award!

What is your top job to fill at the moment? It’s amazing — recruiters.

Basically, there’s a great opportunity in the market here, and we’re growing, but we need more people. So I’d love to get more people on board here at Digby Morgan.

Laugh or cry — which did your most memorable candidate

Laugh, without a doubt. There’s a day on 19 September called ‘Talk Like A Pirate Day’. Seriously, this guy with an investment bank did this whole interview talking like a pirate. He didn’t get the job but he made our day.

What’s the best or worst interview question you’ve ever heard? I’ll tell you what, I think we’ve found out a lot more about candidates for entry-level jobs by asking them the last song they listened to on their phone before they arrived at the interview than we had using a [assessment] test or competency question. It’s amazing what an insight it can give you into someone, asking that question.

Make us an offer we can’t refuse.

M D DeeDee, you sound like a lot of fun, and I’ve got a spare ticket to Croatia, so an please feel free! Otherwise, come and pl join the Digby Morgan revolution, I jo would say. ● w WWW.RECRUITER.CO.UK 41

16/07/2015 10:12

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CO M M U N I T Y

BUSINESS ADVICE

E

PIRATE TALK During the recent Recruitment Directors Lunch Club season the 20 assembled founders, or Pirates, debated ‘Reasons to thrive in recruitment — not just the money’ etting great raw talent is always a challenge; to see that investment leave, for whatever reason, doesn’t make great economic sense.

The group explored points which they as business owners should be covering to ensure the talent we have has many, many reasons to want to stay and to not think the grass will be greener elsewhere — and also not to stay because of ‘golden handcuffs’.

Founding partners Gary Goldsmith and Dean Kelly put together the following list for the group of everything a recruitment business owner who aims to be an employer of choice should consider and offer employees:

# The Boss

# Feeling Invested In

Inspirational — fair and honest — visible — believable and likeable

G

Gary Goldsmith & Dean Kelly

Everyone who works for you should receive appropriate training and motivating management — feel part of the team — feel like a person not a number (they know you) — get told ‘well done’ and ‘thank you’

# The People Where colleagues become friends — working with people you admire — working with people you can learn from — you like your workmates — you relate to your peers

# The Environment The office and set-up are great — the tools are great — regular investment is made in the work place — breakfasts/ fruit/chocolate

# Perceptions

# The Opportunity

# Taking Pride

A successful business — regular advancement — working in a dynamic space — a career path that is exciting — a career path that is believable/achievable — recruitment from within first — it’s a career not ‘a job for now’!

Doing something well — being recognised as being good — doing something worthwhile — it’s a career not a job (again)

↗ GARY GOLDSMITH and DEAN KELLY are the founding partners of the Recruitment Directors Lunch Club (RDLC). Contact them @RDLC_PIRATES on Twitter

Doing a job that is valued (clients, colleagues, friends) — working for a well-received/known brand — feeling needed and respected

# Culture Where being good is cool — where helping happens freely — where doing more than the minimum is a driver — where you are asked questions and listened to — where you can change things and make a difference — everyone is motivated — healthy competition

# Fun IM AGE | PAL HANSEN

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16/07/2015 10:12

E EMPLOYABILITY CO M M UNITY

RECRUITMENT SOCIAL ENTERPRISE MAKES WORK EXPERIENCE A FULLTIME SOLUTION

BY GRAHAM SIMONS

S

ometimes both client and recruiter recognise a candidate’s potential but the candidate fails at interview because of a lack of sector-relevant work experience. So how do recruiters tackle this problem?

For Colin Woodward, director at construction staffing specialist Contract Scotland, the solution has been to set up his own social enterprise.

Back in 2012, inspired by a talk given by social enterprise leader Muhammad Yunus on the merits of such enterprises, Woodward went away to think about ways he could launch one that fit the world of recruitment.

The goal of a social enterprise is to act as a business that trades to tackle social problems, improve communities, people’s life chances or the environment, and generate money from selling goods and services in the open market. Any profits are then reinvested into the business or local community.

Given this aim, Woodward identified a group he could help with a social enterprise that suited his for-profit business. That group comprised candidates that lack the necessary work experience to land a job.

“It’s about trying to help people understand what the shortcomings are in their CV that prevents them going from sending a CV to actually getting a job,” Woodward says, explaining the concept of his social enterprise.

“If they’re out of work, we’re looking to give them the work experience that 44 RECRUITER

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L-r: FES surveying director Jim Anderson welcomes David Bernard as he starts his new placement

will enable them to be of some use in the future,” he adds.

Typical candidates, according to Woodward, would be fresh graduates yet to gain any work experience — construction graduates that ended up working outside the sector and therefore don't have relevant experience — or foreign graduates with no experience of working in the UK. And while clients are not under any pressure to take on candidates permanently, under Woodward’s social

“If they’re out of work, we’re looking to give them the work experience that will enable them to be of some use in the future” enterprise an introductory fee of £750 is charged if a client takes on a candidate from a placement into a permanent job.

The fee helps pay for the operational costs of the running of the social enterprise.

Since the enterprise’s January launch, two candidates have turned a placement to a permanent job, including a quantity surveyor graduate who was working in events but wanted to get back into construction.

Under the social enterprise the

Recruiters can get in touch via www.contractscotland.co.uk 16/07/2015 10:13

Above: Director Athole McDonald (r) with new placement Robert MacMaster. Left: Chris Fawcett (l) on site with project manager Graham Mitchell at Colorado Group

candidate was placed with Forth Electrical Services (FES) and after a few weeks working there was offered a fulltime job, which he then accepted.

But Woodward is keen to point out the secret to the success of his social enterprise has been to ensure that every candidate gets the most out of their placement, such as getting work in their preferred discipline. This is achieved through a meeting between candidate and client where they discuss what exactly the candidate would like to gain on their placement before it takes place.

Woodward says he advises candidates: “Tell them [the client] what you want to learn, and then if they can give you that opportunity then you can agree to start on an unpaid basis and what the terms would be, how many days a week and how long you are prepared to commit to it based on the stage they are at the moment.”

That conversation is key, as recruiters need to keep track of how many hours people on placements work, Woodward adds.

“You need to be aware of how many

hours somebody can work if they’re claiming jobseekers’ allowance because if someone is working more than 15 hours then they wouldn’t be able to claim jobseekers’ allowance.

“Some people are working, some aren’t working, some are in quite reasonable jobs and some are stacking shelves in Tesco or running call centres.

“You’ve got to be flexible according to what the candidate is currently doing and ultimately help them achieve what they want to do.”

Woodward says his social enterprise model can work for any agency.

“I don’t see any sector barriers.

What you’re looking for really are the candidates that aren’t able to find themselves sustainable employment, and you’re looking for the clients that would give them the opportunity if the opportunity didn’t involve paying them money to do it.

“Once you’ve got those two together, you’ve got the opportunity to be able to work with candidates who otherwise you wouldn’t necessarily find a job for and also enhance the relationship with the client because you are seen to be putting something back and you’re seen to be helping those less fortunate than yourself.”

And there are other advantages for recruiters in setting up a social enterprise other than addressing sector skills shortages, Woodward says.

“If they remember we were the ones that got them the job in the first place, then when they come to look for their next job, they’ll think of getting in touch with us to find the next opportunity.

And if it means that, hopefully we are best placed to work with them going forward.” ●

1 2 3 4 5 6 7 8

Tips for setting up a social enterprise Funding options include grants from initiatives including the Big Lottery Fund and various trusts and foundations, debt or equity finance or community finance provided by community development finance institutions (CDFIs) and credit unions. However, you don’t need to seek external funding to launch your social enterprise — recruiters can self-fund Fees from permanent placements made can be ploughed back into running the social enterprise Don’t pressure clients into making placements permanent but be proactive in persuading them to work with you Identify clients most receptive to working with your social enterprise Stay in touch with candidates you helped gain work experience — they may remember your help further down the line and want you to find their next role Be patient when persuading candidates to take on job shadowing — these are candidates new to the job market so they may have unrealistic expectations Ensure candidates and clients speak to one another so candidates take the right work experience from their placement Social enterprises can work for any recruiter and in any sector

WWW.RECRUITER.CO.UK 45

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16/07/2015 10:13

E RECRUITMENT WWW. RE CRUITE R .CO.UK

View the latest jobs at www.recruiter.co.uk To place your advertisement E: emmanuel.nettey@redactive.co.uk or T: 020 7880 6234

RECRUITER REPUBLIC

Creating unique opportunities in recruitment

MANAGEMENT OPPORTUNITIES IN LONDON Associate Director Construction and Property | Permanent Division

Principal Consultant / Practice Manager HR Search / Retained Search

Managing Consultant / Team Manager Property Division

Senior Consultant / Account Manager HR into Retail, Hospitality & Luxury Consumer Goods

Regional Director Construction Division

Senior Consultant / Principal Consultant International HR Leadership

Divisional Manager Interim Appointments Construction & Property

Executive Search Consultant CFO Practice

Director Construction

Managing Consultant / Associate Director Senior Finance (FD / CFO level)

Associate Director Surveying Appointments

Head of Contract Division Finance into Commerce & Industry

£50K to 60K Base + Bonus + Comm + Bens OTE £125K + Join an outstanding Àrm operating exclusively within Construction and Property recruitment and lead a team of 15 consultants. This is a multi-award winning business that can offer great career progression.

Ref: 2364

£40K to 45K Base + Bonus + Comm + Bens + G’tee OTE £100K + Lead a high performing team of 5 consultants that offer specialist recruitment solutions to London’s top surveying clients. Great support from a well-connected Director that will develop your career.

Ref: 2365

£60K to 70K Base + Bonus + Comm + Bens + G’tee OTE £110K + Join an established senior management team to lead the Construction division across the UK. Fully responsible for the P&L of this business, this non-billing role will see you take ownership of teams based in several key cities. Ref: 2277

to £50K Base + Bonuses + Bens + G’tee OTE £100K + Join an admired search practice to lead their interim offering to their established clients. You will have unrivalled access to all the key decision makers from top tier construction and property clients both in the public and private sector. Ref: 2291

£70K to £100K Base + Bonus + Comm Mid-size high performing independent agency focused on Property have a great opportunity for a proven construction recruiter to build and lead the construction offering to the market. You will have the freedom to build the division and targets to earn an equity holding in the business. Ref: 2209

to £60K Base + Bonus + Comm + Bens + G’tee OTE £100K + Join an established and entrepreneurial practice that has a fantastic role for an experienced Property Recruiter to lead their Surveying Division. Great scope and investment to build a large team and gain equity in this highly proÀtable business. Ref: 2174 46 RECRUITER

£28K to 42K Base + Bonus + Comm + Bens + G’tee OTE £85K + High performing HOT DESK (20K pm) within a market leading independent Àrm. This team working under a relaxed managementstyle and enjoy great tools. You will inherit 30+ major key accounts with agreed terms and strong job Áow. Ref: 2176

£30K to 40K Base + Bonus + Comm + Bens + G’tee OTE £90K + Join an established senior team offering contingency and retained search solutions for global brands, Àlling international HR leadership roles. Long established business, strong brand and relaxed management style. Inherit existing business. Ref: 2171

to £65K Base + Bonuses + Bens + G’tee OTE £150K + Join a leading global search practice within their CFO practice with option to focus on a preferred vertical. Impressive tools and brand with mature operating model. Would suit Senior Contingency Recruiter looking to break into Search or existing Search specialist. Ref: 2267

£40K to £50K Base + Bonus + Comm (to 50%) + Bens OTE £100K + Mid-size high performing independent agency focused exclusively on Senior Finance offer fast track route to Directorship as they expand all vertical markets - very strong in Technology, Energy, Retail, Luxury Brands, FMCG. Progressive and dynamic environment.

Ref: 1956

to £48K Base + Bonus + Comm + Bens + G’tee OTE £90K + Join an established and entrepreneurial practice that has historically been perm focused. Take over existing Contractor base and build out a team. Brilliant options to fast track for ambitious Recruiters and potential equity available. Ref: 2174

AUGUST 2015

WWW.RECRUITERREPUBLIC.COM REC Aug15.indd 46

£40K to 70K Base + Bonus + Comm + Bens OTE £125K + Join an elite Àrm operating exclusively within HR recruitment and lead the development of their existing HR search practice as it separates from contingency business. No KPI management style but real commitment to high quality service. Ref: 1641

LONDON | 0203 301 0789

CAMBRIDGE | 01223 792190 16/07/2015 12:56

View the latest jobs at www.recruiter.co.uk To place your advertisement E: emmanuel.nettey@redactive.co.uk or T: 020 7880 6234

W W W. R E C RU I T E R .CO.U K

RECRUITMENT

E

PLAN YOUR NEXT MOVE

on the move

New features available through your smartphone See the latest job listings View all the jobs from the website Search or browse to find the right opportunities Create and update your live email job alerts View jobs directly from your email alerts Save and apply for jobs Save jobs to your profile Email jobs to yourself or friends Apply for the right jobs first using your saved CV Keep track of all your jobseeking activity

Âť Go to www.recruiter.co.uk/jobs WWW.RECRUITER.CO.UK 47

REC Aug15.indd 47

16/07/2015 12:13

E CAREERS CO M M UNITY

A D EC C O : The recruitment giant has appointed Christophe Catoir as regional head of France and member of the firm’s executive committee. He succeeds Alain Dehaze, who takes up his role as chief executive of the whole group from September.

CAPI TA: The business process management and outsourcing solutions firm is aiming to grow its sales teams with the appointment of Ben Jackson as director of talent acquisition for group sales and transformation.

CI E TT: The International Confederation of Private Employment Agencies has appointed Natalia Shuman from Kelly Services to its board.

A L EX A N D ER M AN N S O LUTIO N S : The talent acquisition and management solutions company has hired Linda Turner as its new bid director.

DE LOI TTE : The professional services firm has promoted Stevan Rolls to partner for global talent. He was previously UK head of HR at the firm.

BARRACUDA SEARCH: Richard Hollister has been appointed director of marketing and events at the specialist retail executive search firm.

48 RECRUITER

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p56-57_recruiter_peoplemoves.indd 56

FIREFLY HUMAN CAPITAL:

HEIDRICK & STRU G G L E S :

Barney Stupples joins the finance staffing specialist as managing director.

The international executive search firm has taken on François Kouroriez as partner in its Boston office. Joining its healthcare practice as partner is Greg Lovas, while Samantha Carey has been appointed partner for healthcare services and life sciences. Rejoining the firm is Paul Groce as a partner within the firm’s New York office.

FIRST NAMES GROUP: The trust, fund and corporate services provider has hired Helen Baxter as head of talent management.

A R GY L L S C OTT: Sophia Cooper has joined the specialist recruitment consultancy as internal recruitment manager.

EY: Multinational professional services firm EY has made Maggie Stilwell managing partner for talent.

Stilwell has been a partner in the firm’s fraud and dispute services (FIDS) practice since 1996, and has more than 19 years’ experience, particularly focusing on contract disputes. Her new role will see her continuing to develop EY’s people culture, to ensure the firm is seen as an employer of choice by both existing and new recruits.

After graduating from Edinburgh University, she qualified as a chartered accountant in 1994 and joined EY 18 months later.

E XI MI US E N E R GY: Jordan Rosenfeld joins the energy staffing specialist as team leader for its new power practice division serving the UK, Europe, Africa and the Americas.

MICHAEL PAGE IN D IA: Sebastien Hampartzoumian, senior managing director for the global recruiter’s

Email people moves for use online and in print, including a short 16/07/2015 10:14

India operations has been relocated to Singapore. He is now responsible for the group’s operations in India and Singapore as senior MD, PageGroup Singapore and India.

KORN F E RRY: The global executive recruiter has appointed Stig Dahlgaard Berntzen as senior client partner in Norway.

L E ATHWAI T E: The executive search firm has launched a new management consultancy service, which will be led by Andy Gregson.

L E TTE RBOX RECRUIT ING:

N ATUR A L MOTI ON : The games and animation technology company has appointed Peter Lovell head of talent acquisition.

THE IN V EST|R GROUP: Luke Williams is appointed group chief executive for the company that invests in highgrowth, specialist professional staffing and recruitment firms.

The commercial recruitment specialist has promoted Natalie Wood to managing director and Alison Porter to financial director.

N ORMAN BROADBENT: Scanes Bentley, previously non-executive chairman at the executive search firm, is now executive chairman.

N ORRI E J O HNSTON RE CRUI TMENT: The global executive search firm has appointed Graham Oates chief executive.

J IG S AW ME DI CAL : Julie

RAN DSTAD SOURCERIGHT:

Mercer joins the specialist recruiter as projects and compliance director.

The global talent firm has hired Carrie Corbin as director of employer brand.

YOUR NEXT MOVE A selection of vacancies from recruiter.co.uk Chase R2R Resourcer/junior 360 recruitment consultant Recruitment-to-recruitment £18k-£23k + commission scheme Oldham Fresh Partnership Senior recruitment consultant £25k-£35k + bonus Cwmbran, South Wales Recruiter Republic Recruitment consultant £25k-£30k + commission Gibraltar

CONTACTS EDITORIAL +44 (0)20 7880 7606 Editor DeeDee Doke

RECRUITMENT ADVERTISING +44 (0)20 7880 7556 Giorgio Romano

deedee.doke@recruiter.co.uk

giorgio.romano@redactive.co.uk

Reporters Sarah Marquet, Graham Simons sarah.marquet@recruiter.co.uk graham.simons@recruiter.co.uk

Contributing writers Scott Beagrie, Colin Cottell, Sue Weekes Production editor Vanessa Townsend vanessa.townsend@recruiter.co.uk

Creative director Mark Parry Picture researcher Akin Falope ADVERTISING +44 (0)20 7880 7607 Business development manager Tom Culley tom.culley@recruiter.co.uk

Senior sales executive Lisa-Jane Parker

PRODUCTION +44 (0)20 7880 6209 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 7880 6236 Events Rebecca West rebecca.west@redactive.co.uk

lisa-jane.parker@recruiter.co.uk

CIRCULATION and SUBSCRIPTIONS To receive a regular copy of Recruiter, the leading magazine for recruitment and resourcing professionals, telephone +44 (0)20 8950 9117 or email redactive@abacusemedia.com • Recruiter is also available to people who do not meet our terms of control: Annual subscription rate for 12 issues: £29.99 UK; £35 Europe and Rest of the World • To purchase reprints or multiple copies of the magazine, contact Abacus e-Media T: +44 (0)20 8950 9117 or email redactive@abacusemedia.com CONTRIBUTIONS

ROC SE ARCH: The ICT and engineering consultancy has promoted Trevor Doran to sales director — head of engineering. He joins recent fellow promotion Gavin Dent, permanent divisional head, on the board.

S PHE RE : Ben Steer has been

For more jobs, people moves and career advice go to

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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. © 2015 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.

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Total average net circulation between 1 July 2013 & 30 June 2014 – 18,994.

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Scan here to get your own copy of

16/07/2015 10:14

E THE LAST WORD CO M M UNITY

Matt Churchward Why recruitment consultants really change jobs Over the past 11 years I have changed jobs, started a business, had people leave my teams and hired people from other businesses. In all instances there is one overriding question that needs to be addressed: Why do you want to move? I don’t mean the reason that is proffered at first-stage interview but I mean the real motivation.

Now while I agree that the majority of the time these reasons will be heartfelt and logical, this blog doesn’t do ‘heartfelt’. So let us instead focus on those recruiters with more sinister reasons for change and the real reasons lurking beneath. We have all met them. Again, I must reiterate that in most instances, the following are genuine reasons but this is recruitment, and we are a cynical bunch, so here are my top 10: wasn’t given the ➊ “Icorrect tools to

succeed” Did you have a phone and a computer? If so the only tool lacking is initiative. Real Reason: Not very good at job. ere weren’t the ➋ “Th career opportunities I

was promised” Are there no managers or directors in the business? Is it run entirely by consultants? There is progression. Just not for you.

Real Reason: Not very good at job. e commission ➌ “Th scheme wasn’t good

If you come in under a threshold each month then no, it is probably not great.

Real Reason: Not very good at job. e commute is ➍ “Th getting too much” –

You did interview in person for the job and do the same commute, right? You were challenged by your employer as to whether you could handle that commute? Real Reason: Not very good at job.

“The company is not growing” – Well, it won’t if you don’t bill anything!

Real Reason: Not very good at recruitment.

“I have achieved what I was brought in to do” Really? It says here on your CV it was a permanent role not a contract. Real Reason: Not very good at recruitment.

“The culture has become too KPI [key performance indicators] driven” This has not seemed to have affected your colleagues who make phone calls and work hard.

Real Reason: Not very good at recruitment.

“The training was not what was promised” Training doesn’t include someone actually doing your business development calls on your behalf. Real Reason: Not very good at recruitment.

➎

➏

➐

e market was bad” ➒ “Th The wrong market?

Real Reason: Not very good at recruitment.

didn’t get enough 10“Isupport from my

Making this list brings back memories of being asked why I wanted to start my own business.

“To expand skill sets and get exposure to different elements of business, not just the sales,” I replied.

Real Reason: Not very good at recruitment.

Even in 2008 plenty of financial recruiters were still making money. Real Reason: Not very good at recruitment.

manager” You just said you prefer autonomy in your job.

And if your personal scenario fits one or more of those above, do not despair — your perfect company can often be just around the corner.

Just make sure you talk about what you could achieve in a more suitable environment and not why you didn’t in another. ●

+ Matt Churchward is director at The Green Recruitment Company

➑

enough” You have to make deals to earn commission.

50 RECRUITER

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