Recruiter - March 2016

Business intelligence for recruitment and resourcing professionals

March 2016

INCORPORATING Recruitment Matters

INCLUDEED CONNECTIFIER

T&S RULE CHANGES An expense too far for umbrellas?

PONTOON UK Zain Wadee’s brilliant career

BEAMERY

INTO AFRICA How to improve the success of assignments

www.recruiter.co.uk

Five products with the power and potential to change the world of recruitment

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CLUSTREE RARE CONTEXTUAL RECRUITMENT SYSTEM

09/02/2016 14:44

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09/02/2016 11:47

20

C R ONT ENT S 41

ING PORAT INCOR itment Recru ers Matt

COV ER IMAG E | P ETER C ROWT HER

A

NEWS

05 EU nurse registration worsens shortages...

Recruiters warn NMC its process hinders nursing recruitment 06 ...while language test

for overseas nurses branded ‘too tough’ Over-complex tests result in fewer nurse applicants

07 O2 fishes for store staff from a different pool Mobile phone provider O2 wants new-breed staff for its new-look stores

07 Thoughts from...

James Dovey, Josh Graff, Jeff Grout and Paul Jacobs

07 Star recruit: Michael Dugher, ex-Labour MP 08 This was the month that was...

10 Contracts & Deals

B

TRENDS

D

FEATURES

20 THE BIG STORY Game changers

Five recruitment products that could radically change the way we hire

26 T&S: an expense too far?

With uncertainty still surrounding rule changes, the future of intermediaries is also unclear

32 Speak easy VoIP is a clear channel for flexible communications

09

E COMMUNITY 37 Social Network 38 Careers Agency/In-house 41 My brilliant recruitment career: Zain Wadee 42 Employability 44 Business Advice 48 Movers & Shakers 49 Recruiter Contacts 50 The Last Word: Gregory Allen

12 Insight Assignment Africa

15

The Numbers

17

Tech & Tools

Social recruiting

50

Responsive careers sites

C

INTERACTION

32

18 Agency View: Nanci Stanger 19 Web chat 19 Soundbites

I M AG E S | I STO C K / P ETER SEAR LE

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11/02/2016 15:20

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09/02/2016 11:56

W E LCO M E

UPDATE

WE LCO M E

LEADER

P

icture this: an individual — gender is not important here — shoots him/herself in the foot.

Triumphant with success, our shooter then reloads and shoots themselves in the same foot, again and again and again.

Which brings me to this point: regressive tax regimes that are viewed by the masses as inherently unfair and overly grasping of hard-earned money typically prompt a predictable response — those believing their money is under threat will try to hold on to as much “It’s high of it as they can. time the Middle-class UK stopped shooting itself businesses and in the foot, tax individuals wise — again continue to be the and again and focus of the government’s tax again” avoidance shooting party, as the impending implementation of the Finance Act 2015’s travel & subsistence measures underscore.

Is there any doubt this nihilistic approach to taxation keeps a large chunk of the UK’s most entrepreneurial working population and businesses under heel? It’s time the UK stopped shooting itself in the foot, tax wise — again, again and again.

On a brighter, lighter note: if I ran the world, all workplaces would adopt Point 13 of Recruit Recruit’s Mission Statement: “We believe a workplace with a dog in it is an altogether better place.” Give us a shout if you need a dog walker during the day!

EU nurse registration worsens shortages COLIN COTTELL

NURSE RECRUITERS HAVE called on the Nursing and Midwifery Council (NMC) to up its game, claiming the way it registers nurses from the EU is inefficient, bureaucratic and slow, and worsens the UK’s nurse shortage.

At the same time, NHS trust officials have told Recruiter the NMC has recently improved to a “good” standard after responding to their concerns.

Melinda Moolman, managing director, More Medical Associates, an agency that specialises in recruiting EU nurses, told Recruiter in her experience, registering a nurse from the EU takes the NMC between three and six months. However, she added: “It can easily take a year.” Without being registered by the NMC, a nurse is unable to work in the UK, despite having a job offer.

Another recruiter, who did not wish to be named, told Recruiter that the average time taken was around 60 days. The MD of a nurse agency, who also wished to remain anonymous, told Recruiter this was “incredibly damaging” for the NHS and other organisations, such as care homes, which are already struggling to recruit nurses. Some nurses who are waiting for their registration to come through “just give up”, she added.

“If a nurse is offered a job [pending a decision by the NMC] the employer can’t re-advertise the role, which either means they are short-staffed or they are spending money on agencies because technically the post has been filled,” she explained.

Nadra Ahmed, chairman of the National Care Association, told Recruiter: “People fail to see why it is so slow.”

Cont. on p6

DeeDee Doke, Editor

IM AGES | SCIENCE PHOTOLIBRARY

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UPDATE

29,093 FOLLOWERS

Cont. from p5 Recruiters also claimed the NMC’s administration was “unbelievably chaotic” and criticised its poor record-keeping, and inconsistent advice and information.

Recruiters blamed the NMC’s registration process, which consists of several stages. Stage one is to acknowledge receipt of the application, and stage two is to assess that all necessary documentation, such as employer references and police clearances, are complete and in good order. Should there be a problem with the documentation provided, the NMC has to write to the applicant, meaning the whole process starts again, explained an NMC spokesperson.

The NMC has a combined target of 70 days for stages one and two, and according to MNC Council papers, in December this was achieved in 86.3% of EU/overseas applications. This represents a dip in performance on previous months, resulting from increased EU volumes, and complexity of cases, and the temporary loss of experienced staff.

However, this 70-day target does not include the time taken to actually make the decision to register an EU nurse. Previously unavailable figures provided to Recruiter by the NMC, show that in December 2015, the proportion of EU nurses actually registered within 70 days of their initial application was 75%.

According to the NMC, in the 12 months up to 30 September 2015, 12,781 applications were received from EU nurses, with 9,038 joining the register.

Moolman called for a speeding-up of the registration process. “The person who receives the documents [stage one of the process] should check them and inform the candidate that the documents are correct or not — for example, if a document is not signed. This should not wait until [stage two of the process] three months down the line,” she suggested.

In a written statement, the NMC said: “It is a matter of public protection that we give every application the appropriate level of scrutiny before we will register anyone who trained outside the UK.” The NMC spokesperson defended the organisation’s performance: “It is mostly not a process we have control of. It does mainly hinge on people getting their documentation to us in the right form.”

They went on to explain one reason for the length of time taken to register EU nurses was because the NMC had to carry out manual checks to verify the quality of EU nurses’ qualifications, something they did not need to do for UK-qualified nurses.

Barbara Stuttle, director of nursing at Colchester Hospital University NHS Foundation Trust, told Recruiter the NMC had listened to concerns her trust had raised with the NMC over its slowness in registering EU nurses. “It has got quicker”, and the NMC’s performance in this regard was now “good”, she said. ● 6 RECRUITER

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AS OF 10 FEB 2016

Overseas nurses language tests branded too tough SARAH MARQUET

New language testing applied to overseas nurses wishing to register with the UK’s Nursing and Midwifery Council (NMC) has been branded overly academic and to the detriment of recruitment.

The requirement, effective 19 January this year, is designed to ensure nurses can effectively communicate in a high standard of English and captures all non-EU and some EU nurses, regardless of whether they are native English speakers or not.

Directors of private healthcare facilities, who gathered at a recent forum run by recruiter Liquid Personnel, said the reading, writing, speaking and listening tests were resulting in overseas recruitment pools drying up considerably.

Recruiter cannot disclose the names or organisations involved but the consensus was that the testing, though crucial, was too hard. Some said overseas nurses were paying considerable sums to receive training in how to take the written test and were able to score the necessary minimum seven out of nine in that test, but were receiving lower scores in the other two parts.

Candidates must score at least seven in each of the four International English Language Testing System tests. If they score lower on any section they fail, although they can resit as often as they can afford.

One forum attendee, a native Brit, took the writing test and

scored five. She claimed the questions were irrelevant, such as discussing the economic impact of global warming. Writing test examples on the British Council’s website ask candidates to analyse and compare different graphs, for example.

Aside from Liquid Personnel’s event, recruiters have voiced similar concerns. Jane Grimwade, Jane Lewis international business manager, and a Synergy Medical spokesperson both told Recruiter not only would the test cost the candidates and increase hiring times, but also increase pressure on healthcare providers.

Alison Humphries, Liquid Personnel recruitment director, added effective communication was a core nurse skill, “and this needs to be weighed against the practicalities of administering an assessment … that genuinely predicts good performance on the job”.

Jackie Smith, NMC chief executive and registrar, told Recruiter in a statement English proficiency was essential for patient safety and level seven was necessary to prove this.

She added nurses from the EEA only have to pass the test if they cannot otherwise prove sufficient knowledge of English.

The test is subject to a change. org petition, which asks for a reduction in the necessary score, an exclusion for nurses who studied in the UK and to reduce the requirement for nurses who have three or more years’ experience in the UK healthcare industry. ●

Find more daily news stories at recruiter.co.uk/news 11/02/2016 13:38

THOUGHTS FROM…

O2 is looking for a new kind of employee to staff its new-look stores

JOSH GR AFF

UK COU NTRY MANAGER , LINKEDIN

“Every individual is now an entrepreneur, whether they realise it or not.”

PAUL JACOBS

CO - FO UNDER AND CO-MANAGING DIREC TOR , LOV E WO RK LIFE, SPEAKING ABOU T RECRUITMENT

“You can’t make money emailing all day.”

O2 fishes from a different pool DEEDEE DOKE

JAMES DOVEY

TA LE NT ACQU ISITION MANAGER , OLIVER SAND E RSON, SPEAKING ABOUT FLEXIBLE WORKING

“If we take care of our team, our team will take care of us.”

JEFF GROUT

BU SINESS CONSULTANT

“The right job in the wrong organisation is always the wrong job, but the wrong job in the right organisation often becomes the right job.”

I M AG E S | I STO CK / PA

STA R RECRUIT

BEN LATREUILLE, FOUNDING PARTNER OF WILTON & BAIN GROUP, OFFERS INSIGHT INTO POTENTIAL NEW ROLES FOR FORMER LABOUR MP MICHAEL DUGHER: “When he lost his job in the January shadow Cabinet re-shuffle, Michael Dugher, the Labour MP for Barnsley East changed his Twitter bio to read, ‘sacked by Jeremy Corbyn for too

ASKING IN ITS ADVERTS if candidates want to be a DJ one minute and a teacher the next, mobile phone service provider O2 is “fishing from a different pool” for a new type of employee to staff its new-look stores.

As it aims to step up the frequency of its customers’ visits and provide a more “connected” experience, O2 is recruiting newcomers from industries such as fitness, hospitality and music who love both technology and “delivering a stand-out, hands-on customer experience”, according to Bridget Lea, O2’s general manager for stores.

O2 wants to “turn the stereotype [of both mobile phone store and employee] on its head”, Lea told Recruiter. “We felt we weren’t leading from the high street; we wanted to interact with customers in a radically different way.”

Customers typically visit a phone shop every two years to arrange new contracts and obtain new phones. O2 wants to increase the regularity of their visits, potentially by helping visitors learn about and play with new technology, from virtual reality to new connected devices. The new store clerks will offer roving tutorials and help customers build their own “connectedness” through interactive ‘inspire’ zones.

To recruit new staff for new concept stores in London and Manchester, O2 went out with non-O2 branded ads asking the DJ/teacher question. Online testing scrutinised candidates’ behavioural, communications and creative styles. A video interview followed. Assessment centres took place in two popup shops with a variety of scenarios in which paid actors interacted with candidates. The pop-up experience was intended much straight talking, prepared to challenge the to look for personality honest politics’. board. and if candidates could “For his next role, Better still, Dugher perhaps he should could look for an NED “educate [customers] in consider a stint in role in a tech firm. In business. These days a challenger brand a not sales-like way”, people who challenge environment, companies Clare Dunning, HR the status quo are in are continuously seeking demand. They bring with new ways to break the business partner, told them diversity of thought mould, and disruption is Recruiter. and are often seen as a the norm. catalyst for innovation “Here, his political She said fewer than and change. experience, ability to 40% of the new recruits “The same is true in grasp a brief and knowing the boardroom, where a when to ask the right came from current O2 good NED [non-executive questions should all stand director] must be him in good stead.” mobile shop staff. ● WWW.RECRUITER.CO.UK 7

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THIS WAS THE MONTH THAT WAS… Here is a round-up of some of the most popular news stories we have brought you on recruiter.co.uk since the February issue of Recruiter was published J A N U A R Y •‒‒‒‒‒‒‒‒‒‒→ T H U, 1 4 J A N 2 0 1 6

FRI, 22 JAN 2016

LOOKING FOR A REALLY COOL JOB? HEAD FOR THE ANTARCTIC

ADECCO, HAYS, RANDSTAD REMAIN TIGHT LIPPED OVER M&A WHISPERS

British Antarctic Survey (BAS), which carries out research in the polar regions, has launched a recruitment drive, aiming to attract tradespeople for its research stations.

A BAS statement said it was specifically looking for carpenters, builders, mechanical services technicians, electrical services technicians, steel erectors and chefs willing to relocate to Antarctica, though did not say how many people it wanted.

Sharing the locale with penguins, seals and whales and icebergs, successful applicants would be in post from four to 18 months.

More: http://bit.ly/1onv2Ck

TUE, 19 JAN 2016

W E D, 2 0 J A N 2 0 1 6

APEX RESOURCES STRIPPED OF REC MEMBERSHIP FOR BREACHES OF CODE OF PRACTICE

LINKEDIN HAS ‘TRANSFORMED’ RECRUITMENT, CAAN SAYS

Blue-collar recruiter Apex Resources has been stripped of its Recruitment & Employment Confederation (REC) membership for repeated breaches of the trade body’s code of practice.

The REC revealed Apex repeatedly breached its Code of Professional Practice by failing to effectively respond to an allegation of nonpayment to a temporary worker.

It also revealed it resolved 116 complaints against recruitment agencies last year, 28 of which resulted in formal investigations.

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

8 RECRUITER

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Three global recruitment firms — Adecco, Hays and Randstad — declined to comment on rumours of a possible acquisition among them.

At the end of January, UK publications This is Money and the Financial Times reignited rumours Swiss firm Adecco or Dutch firm Randstad might be making a bid for Hays, the UK plc.

While Adecco declined to comment on the speculation, a company spokesperson told Recruiter it was not looking for “transformational acquisitions”.

Also declining to comment on the rumour, a Randstad spokesperson told Recruiter: “Our strategic outlook on M&A [mergers & acquisitions] is focused on creating leading positions in the markets in which we operate, looking at bolt-on deals and at the professionals segment.”

Hays declined to make any comment.

More: http://bit.ly/1PuMX6f

Professional networking site LinkedIn has “absolutely transformed” the recruitment industry, serial recruitment entrepreneur James Caan said at an event celebrating the platform achieving 20m members in the UK. Referring to the industry in which he built the first stage of his fortune, Caan said: “Recruitment is an industry I love and I think LinkedIn has absolutely transformed the industry.” Acknowledging some recruiters were wary of the platform and the impact of social media upon their work, he added: “I would urge that rather than fighting change, embrace it.”

More: http://bit.ly/1PqN7oZ

20M MEMBERS IN THE UK

Find more daily news stories at recruiter.co.uk/news 11/02/2016 13:27

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TUE, 2 FEB 2016

Hays appoints Harrington FD for UK & Ireland •‒‒‒‒‒→ Recruitment giant Hays has appointed John Harrington as finance director for UK & Ireland.

Previously shared services director at Hays, Harrington succeeds Chris Stamper. According to a company statement, Stamper left for a new challenge at the end of January. More: http://bit.ly/20SLjx3

DAYS

←‒‒‒‒‒‒‒‒‒‒• F E B R U A R Y

FRI, 5 FEB 2016

QUATTRO RECRUITMENT NAMED ON NMW SHAME LIST

MON, 1 FEB 2016

W E D, 3 F E B 2 0 1 6

£1BN BIOMASS PLANT TO CREATE 1,700 JOBS IN WALES

SNOOZE YOUR WAY TO A JOB WITH SEALY

Work is about to begin on a £1bn combined food and power plant on the Welsh island of Anglesey, which is set to create 1,700 jobs, including 500 permanent roles, by 2018.

The plant, to be built on the site of the former Anglesey Aluminium site near Holyhead and run

by Orthios Eco Parks, is expected to create about 1,200 construction jobs, according to the BBC. More: http://bit. ly/1KSk5xi

Norwich-headquartered recruiter Quattro Recruitment has been ‘named and shamed’ in the government’s latest list of employers failing to pay National Minimum Wage (NMW).

The latest list, published by the Department for Business Innovation & Skills (BIS), reveals Quattro failed to pay £2,239 to 431 employees.

However, in a statement released to Recruiter, Quattro contends that the public humiliation stemmed from the deduction of a £5 deposit for a security key fob to workers who were paid NMW during April 2012 and March 2015.

Quattro added once the matter was brought to their attention they immediately refunded the 431 workers their deposits, regardless of the fact that they may have already refunded them at the point they returned their fobs.

(For comments on this story, see p19.)

Bed manufacturer Sealy has already received nearly 300 applications for a job advert it has placed for a ‘sleep ambassador’.

The role, for an initial three-month period, involves testing Sealy’s new range of beds, pillows and duvets for 2016, as well as trialling a number of ‘sleep experiences’ including testing sleep-aids and snoozeenhancing diets and lifestyles.

A Sealy spokesperson told Recruiter 288 people had already applied for the role [as of 3 Feb], adding the position was open to all comers — even insomniacs.

More: http://bit.ly/1T2JCuu

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

288

•‒‒‒‒‒→

I M AG E S | A L A M Y/ISTO C K

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CONTRACTS

EMPLOYEES FROM AON HEWITT WILL JOIN TRUEBLUE FOLLOWING AN ACQUISITION BY TRUEBLUE’S PEOPLESCOUT

CONTRACT & DEALS

Synarbor UK education recruiter Synarbor Group, which in November 2015 received an undisclosed investment from private equity investor Sovereign Capital, has acquired a controlling stake in North Yorkshirebased Just Teachers.

Managing director David Jones and operations director Caroline Cafferty stay with the business, along with the existing management team to help expand Just Teachers into new locations and markets. Two non-operational shareholders sold their interest. Financial terms of the deal were not disclosed.

Angela Mortimer Group The Angela Mortimer Group, a Londonfounded PA and office support recruiter, has acquired Geneva, Switzerland-based DS Partners for an undisclosed sum.

DS Partners supplies Geneva and nearby towns with PA and office support staff, and will continue to be led by Véronique Dewally. Its brand will remain, as will all staff.

The deal was Angela Mortimer’s first foray into the Swiss market.

Frazer Jones Global HR recruiter Frazer Jones, part of The SR Group, has acquired New Yorkbased boutique HR recruiter Maximum Management Corporation for an undisclosed sum.

The deal gives Frazer Jones its first US office and complements its global offices in the UK, Europe, Middle East, Asia and Australia.

The Maximum Management brand will remain and will continue to be run by Melissa Brophy and Nancy Shield.

DEAL OF THE MONTH

Airswift Energy recruiters Air Energi Group and Swift Worldwide Resources have merged to form Airswift Holdings, with former Adecco UK & Ireland chief executive Peter Searle becoming CEO of the $1.2bn (£840m) turnover firm (see also Movers & Shakers, p48). The

Mercer Global health, wealth and careers consultancy Mercer has acquired the Positive Ageing Company, an independent UK adviser on issues surrounding the ageing workforce.

Mercer also acquired CPSG Partners, a US-listed Workday services partner. Financial terms of both deals were not disclosed.

Kea Consultants London-based executive search firm Kea Consultants’ co-founder Caroline Sage has led a management buy-out (MBO). She bought out co-founder Hephzi Nicol, who has now left the firm. Sage is now the majority shareholder.

merger will see Airswift offer contract and permanent recruitment services, resource consultancy, as well as global mobility and managed solutions across 57 operating locations globally.

Proactive Technical Recruitment Proactive Technical Recruitment, part of recruitment group nGAGE, has acquired technology recruiter Light Source for an undisclosed sum.

Light Source’s former managing director Ryan Cool joins Proactive, along with all the business’s staff.

Light Source, which recruits for the solid state lighting industry, has merged into Proactive’s technology business unit. The Light Source brand is to disappear.

TrueBlue’s PeopleScout RPO Global workforce solutions provider TrueBlue’s recruitment process outsourcing (RPO) firm PeopleScout RPO has acquired the RPO business of business process outsourcing firm Aon Hewitt for an undisclosed sum.

Aon Hewitt’s 650 RPO employees, based in the US, Canada, India and Poland, joined TrueBlue. PeopleScout president Taryn Owen continues to lead the company.

SP O NSO RE D BY

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MARCH 2016

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TRE NDS

INSIGHT

ASSIGNMENT AFRICA: COMPLEX AND EVOLVING

#1 GETTING STARTED:

When companies consider what it means to do business in Africa, the answer is often: “It’s complex.” But as a continent on the up, Africa has huge growth potential, so developing strategies to cope with that complexity is crucial

Ask yourself what the biggest challenge for your organisation is when moving employees into or within Africa, and what support you can provide or improve to address that challenge.

LISA JOHNSON

C

rown World Mobility research on global mobility into and within SubSaharan Africa shows companies are increasingly investing across the region and moving employees and their families to support their business initiatives.

Our survey, in which 20 organisations across a range of industries took part, revealed the top destinations to be Accra in Ghana, Lagos in Nigeria plus Johannesburg and Cape Town in South Africa.

The latter is not surprising. South Africa recently made it into the top 50 most competitive world economies for the first time in the 2015-16 Global Competitiveness Report from the World Economic Forum.

The report also suggested Africa’s middle class — now more than 315m people — is the world’s fastest growing, consequently generating a consumer boom.

So, the incentive to do business in Africa is huge. But what are the challenges?

THE BIGGEST CHALLENGES HIGHLIGHTED IN OUR RESEARCH WERE:

● security (94%) ● the ability of the employee and their

family to adjust to the local culture (56%) ● the employee’s willingness to accept the assignment in the first place (56%) 12 RECRUITER

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Additionally, the complexities for the continent continue to be driven by inconsistent infrastructure — whether it is the electrical supply, telephone lines, transportation networks, quality education and training, high unemployment figures or challenging government regulations.

Meeting those challenges, however, is increasingly important as investment in Africa continues to grow. Here are five things to consider to manage and improve the success of assignments into the region:

6S

94

%

56

%

#2 SECURITY: If ‘internal security briefing predeparture’ is your company’s primary approach to addressing security preparation for employees or contractors and their families, try and find one more way to improve this support. Reach out to current and past assignees and ask for their input.

Ask team members on the ground to brainstorm quick wins and next steps.

S

#3 BRIBERY AND CORRUPTION: There’s no getting away from the fact that bribery and corruption issues still exist across Africa. In our survey, 17% said assignees had encountered a need for local ‘fixers’ to facilitate movement

56

%

S 11/02/2016 12:59

#4 ADJUSTING TO THE LOCAL CULTURE: This was cited as a top challenge for both assignments into Africa and assignments/transfers within Africa.

It is not uncommon for managers of assignees and employees themselves to undervalue cross-cultural training support. Settling-in services, especially for regional moves, are often eliminated or not offered in the first place — despite the fact that getting up and running in an environment where the local infrastructure is not consistent or familiar is challenging.

Some companies are developing welcome packs, orientation support in the new location and formal onboarding processes for assignees. What else can your programme offer?

#5 IMMIGRATION: It is clear that no company has found an easy route for the immigration challenges that occur in many African locations. The findings indicate that improving communication, expectation setting and the accuracy of the paperwork process are good steps to managing the unavoidable requirements and addressing employee limbo. But a long-term strategy for some companies with longterm investments in Africa is to become known for their local recruiting and development programmes. By focusing on training the next generation, skills gaps can eventually be met. Is this possible (even on a small scale) for your organisation? It is one thing to meet a requirement around local hiring quotas, but it is another to become highly regarded for your strategy and outcomes in the local communities.

Since the possibilities in Africa are enormous — and visible progress continues to be made — these complexities must become part of the strategy. It’s time to embrace complexity.

1

DRIVERS FOR INTERNATIONAL ASSIGNMENTS INTO AFRICA

Technical skills shortage

2

Emerging market expansion

3

Developmental assignment

↗

through bureaucratic situations in their host country, for instance. How will you prepare employees for these issues? Begin a conversation between your risk and compliance specialists.

You may want to include local HR and business leaders in key assignment locations or the assignees themselves.

It is important to understand what else would be useful and what the company’s position is on dealing with what some of the employees and their families will encounter. ‘Don’t ask, don’t tell’ does not sound like a strong policy.

LISA JOHNSON is global practice leader, Consulting Services, Crown World Mobility — a global company, which helps corporations manage talent across the world. She has more than 18 years of experience in the industry

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better than the black stuff

discover the ultimate in recruitment software REC.03.16.014.indd 2

happy st patrick’s day www.itris.co.uk

09/02/2016 11:57

T R E N DS

THE NUMBERS

EARLY DAYS FOR SOCIAL RECRUITING STRATEGIES Ownership of organisations’ social recruiting strategy lies with talent acquisition and resourcing teams, say more than half of respondents to a recent social recruiting survey by Carve Consulting and The FIRM [Forum for In-House Recruitment Managers].

The same percentage of respondents (51%) also reported their organisations have a social recruiting strategy in place, findings of the February 2016 ‘Carve Consulting Social Recruiting Index Report’ (CSRI) reveal.

Yet nearly 40% of respondents reported their organisations had no such recruiting strategy in place.

Completed through an online questionnaire between December 2015 and January 2016, the survey drew responses from 178 recruiting and human resources professionals spanning multiple industries in the UK private and public sectors. Nearly 80% were from the UK, with the second and third highest response rates earned

by India and the US, respectively.

A KEY TAKEAWAY:

O

NO SOCIAL RECRUITING STRATEGY

51%

SO M E O F TH E OTH E R F IN D IN GS :

40% 45.75% O O 57%

A lack of strategic buy-in at senior management level, not lack of skills, is holding organisations back

O

SOCIAL RECRUITING STRATEGY

O

do not track return on investment [ROI] on social recruiting SOCIAL MEDIA IS PROVIDED FOR:

In-house recruiters: 57% Hiring managers 41% Leadership teams 42% All employees 29%

O

of respondents don’t have budgets allocated specifically for social recruiting

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T R E N DS

TECH & TOOLS

Responsive approach to candidates Isn’t it about time you took an honest look at your careers site?

SUE WEEKES

Work for us

DEFINED: Responsive design is where a device is optimised to be used across a range of different devices from desktop to tablets and smartphones. It means the site will re-size and adjust to whatever screen size the candidate is using. There remains debate about the ‘responsive versus adaptive’ design approach; the latter is where the design adapts to pre-defined screen and device sizes, and can provide a more dedicated experience across different devices. According to Jamie McGregor, business development manager at 4MAT, which provides website design and development and digital services to employers and recruiters, the responsive approach will generally cover most of what modern sites need but there may be a small percentage that want a different experience and workflow for mobile, which an adaptive approach might provide. Discuss this with your website developer.

When individuals click a tab that says ‘Work for Us’, they have high expectations of what follows. They want to learn about the culture of the company, its mission, people who work there and, of course, current vacancies. They want the site to load quickly and be easy to navigate on a device of their choosing.

4MAT’s McGregor believes many employers fall down on the basics.

Attraction and hiring are still viewed as separate processes and “not connected parts of an overall journey”. So if you haven’t reviewed your careers site recently, it’s high time you did.

F IVE KEY POINTS

➊ USE IT YOURSELF

➋ FIND AND APPLY WITH EASE

➌ SELL YOURSELF

➍ INVEST IN GOOD CONTENT

➎ MAKE SURE IT’S

Access your website as if you are a candidate; run through all potential experiences such as browsing for jobs, finding out about the company and applying for vacancies.

“Get a feel for it as a user journey,” says McGregor.

“It gives a far better way of deciding where to bring in changes. Think of the candidate as a customer: if a recruiter wouldn’t be happy with the experience, then it’s not meeting the needs of the modern candidate.”

Dan Kirkland, head of operations at recruitment technology developer TribePad, also recommends asking recent hires what they think. “After a couple of weeks many of them will be comfortable enough to give you honest feedback,” he says.

One of the big questions to ask is, how easy/difficult is it to find and apply for jobs? Kirkland says: “You only have two seconds to make an impression; if they can’t find what they are looking for in that time, you’ll lose candidates,” he says, adding that employers must make sure the search includes keywords and location, and the ability to share their jobs on social media networks.

Nick Leigh-Morgan, founder of the free recruitment applicant tracking system iKrut, says application forms are still too lengthy, “or candidates are forced to create an account”, he says. “An applicant should be able to apply in 30 seconds maximum.”

“To attract the best candidates, you have to sell to them as much as they are selling to you,” says LeighMorgan, who believes many organisations don’t apply the same thinking to their careers site as they do the rest of their company’s web presence.

McGregor agrees and says that even in industries where the e-commerce model now rules, such as retail, there is still a “shocking disparity” between how companies engage with customers compared to candidates: “If employers took the same trouble with their candidates as they did their customers, their hiring statistics would look very different.”

Relevant, updated content is what will get you noticed on search engines. Many firms set out with good intentions but quickly find regular updates require time, effort and money. But as McGregor points out, not only will fresh content bump you up the Google rankings but also make you less reliant on job boards to promote your agencies, so saving you money.

Leigh-Morgan says profiles of current and recent hires outlining their experiences within the organisation are a musthave and also recommends making vacancy lists more interesting by using videobased job descriptions to supplement the words: “Seeing and hearing their potential boss would be a big plus and make the company look very innovative.”

Test your site in the mobile space. It is imperative it is optimised for viewing across a number of different devices, especially mobile.

“Over 20% of candidates are now applying for jobs on their mobiles and, if it is difficult on the first page they land on, they’ll go somewhere else,” says Kirkland.

Don’t just review the first page in the mobile space, but go through the process of finding and applying for a job. To make this part of the process easier, make sure candidates can apply by taking their details from another social profile or by pulling their CV from cloud storage services like Dropbox or OneDrive.

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

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RESPONSIVE

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C

INTE R AC TIO N

AGENCY VIEW

How LinkedIn do you need to be?

It’s important not to stick to one social media channel

BY NANCI STANGER

or companies and candidates alike, LinkedIn has long since been the place to be for all things recruitment related. Candidates can upload their CVs; companies can advertise jobs. For a long time it appeared to be the perfect professional networking ecosystem. But as we move through 2016, there are rumblings that the business-specific social network could be running past its sell-by date.

A fascinating article by Matt Churchward (‘The Last Word: Can’t see the blog for the trees’) appeared in December’s issue of Recruiter. In it, he argued that LinkedIn was in danger of falling victim to ‘information overload’ and asked the question: when does information become too much information? And he’s not alone. Throughout 2015 analysts began to ask questions about LinkedIn, sparked by a low share price and rumours of a ‘Facebook at Work’ spin-off on the horizon. So in 2016, just how LinkedIn do you need to be to find online success in the recruitment market?

F

It can also be a great tool for candidates seeking to cast themselves in the spotlight. Even if they are still working with traditional CVs (and we recommend they do) it is beneficial to be able to view a LinkedIn profile alongside it, if only to see how the public stacks up against the personal.

But, like all things, do it in moderation

Where candidates and companies go wrong on LinkedIn is that they expect too much from it, or they place too much emphasis on the platform.

Because LinkedIn’s range of products and services You absolutely, 100% need to be on LinkedIn has grown dramatically in recent years (blogging, With over 400m global users, LinkedIn is now over 12 years news, timeline) there is a temptation to use old. It pre-dates Facebook, and in the words of TechRepublic it in a way more akin to Facebook, and this is has ‘become the de facto tool for professional networking’. problematic. Endless blog posts, inspirational quotes, individual and company level selfpromotion and constant ‘connecting’ could actually be deemed over-exposure and do your brand more harm than good.

Candidates are now also catching onto the fact other routes to market are available to them, such as going direct to online jobs boards or recruitment company sites. Since the invention of LinkedIn, other social media sites have developed to make online networking much more informal and organic, and increasingly platforms such as Facebook, Twitter and even Instagram can be useful in the search for fresh candidates.

From content to conversation

+ NANCI STANGER is managing director of Stanger Kirkwood, a recruitment firm specialising in the welfare-to-work and skills training arenas

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Over the years LinkedIn has itself set new standards in online networking, forcing many other sites and indeed recruitment professionals themselves to improve their service. Its aesthetically pleasing layout and front-end content management system make it a dream to use. The concept has revolutionised the way business people network, and it remains a particularly useful — and important — tool for the recruitment sector.

But with social networking developing and the pool of online platforms growing, recruiters and candidates alike are finding new ways to connect. As content turns into conversation online, the business-specific platform is in danger of getting stuck in an age of broadcast media, noise and self-promotion. Yes, it’s important to be linked in during 2016.

But be linked in across the entire web, not only on this single channel. ● IM AGE | ISTOCK

11/02/2016 13:00

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

SOUNDBITES WEB CH AT

“How can an organisation balance internal and external recruitment to ensure staff progression but also bring in new ideas and skills?”

FIRE UP THE QUATTRO ARGUMENT: TO SHAME OR NOT TO SHAME I read your article ‘Quattro Recruitment named on NMW shame list ‘(5 February, 2016) with interest.

Although this is unfortunate, I do not feel that Quattro can state that they work to help alleviate ‘exploitation’ of low-paid workers when this matter should have been thought of from the start.

It is not generosity to give back once highlighted — only if done off their own backs.

If the keys were lost would Quattro be at a financial loss? Surely the agreement should have been if they [the contractor] lost it they would have to pay rather than take from people who already, I assume, struggle for money as they’re not working.

Seems like a cheap trick on the unemployed, and small independent companies go under the radar and should be highlighted!

RORIE ROSE

Poor Quattro, that’s just unfair. Maybe they should have demanded £5 cash from individuals for their fobs. Sadly, according to the rules, that’s ok and would sit beneath the NMW rules radar!

Poor policy that lets down workers in their pursuit of finding a job. Not one ounce of consideration has been given to Quattro who appear to have adopted a common sense approach.

They’ve found a suitable worker who effectively they’ve loaned the £5 to until their first payday. I guess there was some form of signed agreement from the workers that they agreed to the ‘mini advance’, which saved them the embarrassment of not possibly having the £5 upfront.

Quattro should be applauded for their generosity, and those inspectors and their superiors reprimanded for the abuse of public funds.

ANTHONY MARK

ADRIAN THOMAS D EP UT Y D I REC TOR , CA BIN ET OF F ICE, A N D FORMER N E T WO R K R A I L H E A D OF RES OURCIN G A N D G S K IN T ERI M H R CON S ULTA N T

“There is no right or wrong answer, but there is a right approach based on 1) knowledge of your existing workforce and 2) strategy, the future of the organisation.

These two factors, and balancing them, come together to form a strategic workforce plan. Internal hires are generally easier to retain, usually have a lower cost, get up to speed quicker and often display a loyalty with the organisation. External hiring will bring fresh thinking, quick upskilling and, if diversity is high on the agenda, can allow you to impact the make-up of the existing workforce. The key message is that it should be underpinned by intelligence and data, and be clearly called out in the strategic workforce plan.”

ROB BROWETT MA N AG IN G D I REC TOR , T EACH ER AC T I V E

“Most of our staff came to us with no experience. In recruitment, it’s people’s innate skills that really make a difference. Any sensible management team has to be finely tuned to new ideas and changes in the market but keep the focus on developing the talent they already have on board. Taking on someone with recruitment experience — and not just from within your own sector — can, and should, add new perspectives and some healthy self-reflection, but it needs to be part of a wider ongoing conversation about direction.”

BARRIE SANDERSON MD, P URE S EA RCH

“The key is strategic planning. There’s two sides to this; the first is developing existing staff. It increases performance and sends a positive message. The second is a hiring strategy that plans where new roles will emerge in line with business growth — that’s where the opportunity lies to bring in new ideas and skills.

Employees shouldn’t see external hires as a threat, but a complementary addition that will drive success.

A solid talent pipeline alongside a measured external recruitment strategy will preserve high retention, improve company attractiveness and, ultimately, mean that recruitment is proactive not reactive.”

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TH E B IG STO RY GAME CHANGERS 20 16

Welcome to the third annual showcase of Recruiter magazine’s Game Changers, featuring five products with the power and potential to radically alter the way we recruit. Sue Weekes looks at what’s behind them It’s no surprise that big data, artificial intelligence and machine learning all feature in this year’s line-up, demonstrating how these technologies are embedding themselves in recruitment products. Our chosen products all perform different tasks but, significantly, have one thing in common: their accessible frontends hide extremely clever algorithms that behind the scenes are liberating recruiters to do something that was previously unachievable or extremely difficult to do. And that is precisely what technology should do.

ILLUSTRATION PETER CROW THER

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CLUSTREE WHAT IT DOES

Clustree uses real-life career histories to help recruiters make better hiring decisions. It has analysed 40m existing career pathways from all over the world and around 100 industries, with the information coming from a range of websites that gather public data on employees.

Based on the information, its algorithm identifies a shortlist of the best candidates for a particular position in a recruiter’s internal database. It doesn’t just work for recruitment and internal mobility; the data from the pathways also informs decisionmaking in succession planning and compensation and benefits. The software can also help with retention by identifying high-risk positions.

HOW IT CAME ABOUT

Two years ago, Bénédicte de Raphélis Soissan, chief executive and founder of Clustree, was working at a small consulting firm and wanted to evolve her career but didn’t know what she could, should or wanted to do. So she personally analysed 500 profiles of professionals with similar characteristics to hers.

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TH E B IG STO RY GAME CHANGERS 20 16

She felt recruitment and HR had become too reliant on simply cloning existing processes, and they should be looking at the ‘reality’ of how people move through their careers. She also wanted people to be inspired by the career achievements of those who they could see had either attended the same school as themselves or worked at the same company.

Bénédicte de Raphélis Soissan

HOW DOES IT CHANGE THE GAME?

It’s not just the amount of data that Clustree draws from that makes it such a powerful tool — it is its relevance to recruiters and candidates. If the future is about data-based decision-making, recruiters will want this tool in their armoury. ◯

INCLUDEED WHAT IT DOES

Includeed provides employers with insight into the effectiveness of their diversity and inclusion (D&I) policies and practices. Crucially, it also tells them what poor performance in this area could be costing them. The platform has formulated ‘best practice’ criteria based on information aggregated from more than 70,000 global professionals surveyed at more than 1,000 companies and in 75 countries.

To assess D&I in an organisation, those from all levels (including the C-suite, managers and employees) complete

Sandrine Cina

an online survey and obtain an ‘inclusive score’ (a 30% score would mean 30% of the aggregated ‘best practice’ criteria are being successfully implemented). Includeed’s algorithms then use this score to calculate the potential losses from an HR, procurement, sales and legal standpoint. For instance, research finds one factor taken into account for an HR loss is that organisations, which don’t have inclusion, have 33% higher staff turnover. The software can also calculate an organisation’s return on investment on its D&I efforts.

HOW IT CAME ABOUT

After six years of working on D&I in Switzerland, founder and CEO Sandrine Cina and her colleagues realised a more comprehensive solution was needed.

She says she was aware that a lot of data and best practice existed in this area with studies and research by universities, consultancies and other organisations. Yet nowhere was this information aggregated. Also, at conferences she regularly heard D&I professionals wanting real calculations of losses and costs. Includeed is currently in its pilot programme.

HOW DOES IT CHANGE THE GAME?

Organisations that fail to build diverse workforces now have nowhere to hide. Includeed provides a highly accessible way for individual companies to look inward and measure their progress in this area.

And while other D&I platforms tend to focus on one or two areas of diversity, such as increasing the number of women or ethnic minorities, Includeed takes into account the seven diversity dimensions of age, gender, ethnicity/origin, physical challenges and disability, psychological challenges, sexual orientation and religion. The cost analysis means D&I will get the ear of the board — but the message also needs to reach frontline recruiters. ◯ 22 RECRUITER

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TH E B IG STO RY GAME CHANGERS 20 16

RARE CONTEXTUAL RECRUITMENT SYSTEM (CRS)

Raphael Mokades

WHAT IT DOES

Rare’s system allows true talent to come to the surface regardless of background. The software behind the system makes use of two measures: academic outperformance (how well a person has outperformed others in their cohort) and disadvantage (factors such as whether a person had free school meals and whether they are the first person to go to university in their family). Some of this information is collected from the candidates themselves, if they consent, while other information comes from Rare’s own bespoke databases. Two candidates may have done equally well at A level but the system will flag up that one outperformed fellow students, and a recruiter can see their personal context. This then provides a recruiter with additional information so they can decide whether or not to interview a candidate.

HOW IT CAME ABOUT

CRS was launched last September by specialist diversity firm Rare Recruitment, founded by Raphael Mokades. In 2013, international law firm Clifford Chance sponsored the research report, ‘Social Mobility and Graduate Recruitment’, which analysed the admissions processes of the top 30 universities, all of which use contextual data. Rare realised the evidence base for using contextualisation in university admissions was strong, and went back more than a decade to analyse how these same processes might be applied to graduate recruitment.

Having established that contextual data could be of significant benefit to graduate recruiters, Rare set up the Contextual Recruitment Working Group. A number of organisations including King’s College London, University of Oxford, University of Cambridge, BCG, Civil Service Fast Stream, Slaughter & May and Barclays provided input into the algorithms behind CRS. HOW DOES IT CHANGE THE GAME?

Quite simply, it makes the recruitment process fairer. While most likely to be applauded for levelling the playing field for disadvantaged candidates — and quite rightly so — any system that brings a new layer of objectivity has to be held aloft. Even if a person hasn’t come from a disadvantaged background, finding out they significantly outperformed their peer group is an extremely valuable piece of information for a 24 RECRUITER

recruiter. Although tailored for graduate hiring and undergraduate work placements, its algorithms have wider applications and could considerably level more recruitment playing fields out there. ◯

BEAMERY WHAT IT DOES?

On the surface, Beamery is a clever CRM (candidate relationship management) system that helps recruiters build a rich relationship with a candidate before and during the recruitment process. What elevates it is the artificial intelligence and machine learning behind it that offers recruiters a high level of automation to build a customised experience for the candidates in their database. For instance, using the information it holds on the candidate, it can automate the creation of a highly personalised email in seconds (and 10 customised emails can be sent to 10 different candidates who are shortlisted for the same role).

It synchronises social, professional and email data for particular candidates so a recruiter has plenty of context on which to base conversations/contact with an individual. As a recruitment marketing platform, it allows recruiters to easily create micro sites and landing pages for specific roles and campaigns while

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CONNECTIFIER Ben McCann

WHAT IT DOES

Like other people aggregators, Connectifier cleverly indexes information from social and professional networks across the web and brings them together in one place. Already, it has managed to collate 400m candidate profiles. It claims to provide email and phone numbers with many of its profiles, which it reckons drives its response rate up two to four times higher than LinkedIn’s InMail. The system is 100% software driven with almost no manual intervention required. It will display and rank candidates that it believes are the best fit for a role and provides a number of different ways to contact people. One version of the software features an auto-search browser plug-in (Connectifier Sidebar) that pops up when viewing profiles on a site such as GitHub or LinkedIn to show additional profile information including email addresses and phone numbers.

HOW IT CAME ABOUT

Connectifier’s founders John Jersin and Ben McCann were engineers at Google, where they realised that whenever a team was short-staffed, and Google’s recruiters couldn’t fill a position fast enough, that team would have a very hard time meeting their goals that quarter. They concluded that if one of

John Jersin

the most dynamic and successful companies in the world faced these challenges, surely others did as well and set about developing a product. As well as Jersin and McCann, the team draws from talent from the likes of Amazon, Berkeley National Lab, Microsoft Research, NASA and Stanford University. Founded in 2013, Connectifier publicly launched last year.

HOW DOES IT CHANGE THE GAME?

Connectifier is one of several products that is democratising the sourcing process but it is doing so on a scale and speed that will concern its rivals and delight those trying to search out talent. It is being compared to LinkedIn but gives a far more holistic view of candidates and in just a few years has already equalled it in terms of number of profiles (400m).

And given the great software minds behind it, there could be far more to come. ◯

its analytics focus on engagement, allowing a recruiter to see when and if the candidate has opened an email or visited a landing page.

HOW IT CAME ABOUT

Sultan Saidov

Beamery began as a garage project by Abakar Saidov, Sultan Saidov and Mike Paterson who previously worked in the corporate world. In their roles they were responsible for building teams and mentoring but were frustrated with what they saw as the bureaucracy and ineffectiveness of corporate hiring.

They launched their first recruitment platform Seed Jobs but Beamery was an ongoing project focused more on artificial intelligence and machine learning, and the two merged in 2014.

HOW DOES IT CHANGE THE GAME?

Beamery’s view is that an individual is not a candidate or a customer, but both. It is a marketing platform built from the ground up for recruitment and shows that automation may remove some of the human aspects of the recruitment process. However, this should mean the interaction with the candidate is far richer and meaningful. ◯

Mike Paterson

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Abakar Saidov

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RO UNDTABLE

T& S RULE CHANGES

AN EXPENSE TOO FAR FOR UMBRELLAS? With the long-awaited new rules on travel & subsistence (T&S) expenses only weeks away from implementation, Recruiter brought together recruitment professionals from a variety of sectors to debate the implications at a roundtable event sponsored by Anderson Group and chaired

by Recruiter editor DeeDee Doke

The impending ruling on changes to travel & subsistence expenses provoked much debate among those at the roundtable

ROUNDTABLE PARTICIPANTS

● Peter Ball Commercial manager, SkyBlue Recruitment ● Jon Carey Operations director, Morgan McKinley ● Andy Chamberlain Deputy director of policy and external affairs, the Association of Independent Professionals and the Self Employed (IPSE) ● Paul Day Group finance director, Passionate About People ● David-James Marker Finance director, Grovelands ● Barry Roback Director, Anderson Group ● Gethin Roberts Managing director, Drivers Direct Recruitment ● Adam Shulman MD, Simply Education ● Chair: DeeDee Doke Editor, Recruiter/recruiter.co.uk

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LIKELY IMPLICATIONS OF LEGISLATIVE CHANGES ⦁ Fewer workers engaged through umbrellas ⦁ Movement of workers out of umbrella status into limited companies ⦁ More agencies offering PAYE option ⦁ Employers may decide to employ workers direct, while outsourcing candidate sourcing and administration to third parties

PHOTOGRAPHY | AKIN FALOPE

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SPONSOR

BARRY ROBACK, director of umbrella and accountancy solutions provider Anderson Group, explained the T&S legislation would mean that from 6 April umbrella companies and other intermediaries will no longer be able to pay workers T&S expenses free of tax and National Insurance between their home and place of work. That is, unless they can show there is no supervision, direction or control (SDC), or right of SDC over how those workers do their jobs. In most cases, Roback said, that will be unlikely.

“It is going to be a very brave organisation that argues there is no SDC in the supply chain… it is always there in the contracts,” said Roback.

This legislation, combined with another piece of legislation contained in the Finance Act 2015 that replaces the system of dispensations allowing T&S expenses to be paid tax-free with a new regime, means that even if workers pass the SDC test, umbrellas will “no longer be able to operate

an effective payment structure”.

“If you thought the end was nigh for umbrellas companies, it absolutely is,” said Roback.

ADAM SHULMAN, managing director of teacher agency Simply Education, said that with 95% of its teachers working through umbrellas, “and most teachers under SDC”, the legislation “is going to have a big impact”, albeit lessened by only 40% of its teachers actually claiming T&S. In response, Shulman said, the company was “toying with the idea of the PAYE route”, where supply teachers would be paid directly by the agency.

Shulman acknowledged the potential effect on the agency’s margins as supply teachers seek to make up the drop in their take-home pay by requesting reimbursement for their expenses. “The reality is we are going to have to pay if a teacher wants an extra £5 to travel to a particular school,” he said.

GETHIN ROBERTS, MD of Drivers Direct Recruitment, said the legislation posed problems for his agency. “We are supposed to ask clients whether the worker is under SDC, which is easier said than done at 3am in the morning when they are short of drivers,” he said.

The situation wasn’t helped by HM Revenue & Customs being “very vague” about when drivers do and don’t come under SDC. By reducing the take-home pay of drivers, Roberts added, the new legislation risked exacerbating the UK’s estimated shortfall of 48,000 drivers.

DAVID-JAMES MARKER, finance director of regulatory compliance and risk professionals recruiter Grovelands, said the company was looking at “options that might be viable for our clients”. One option was the directly employed model, he said, although this raised issues around Grovelands’ lack of HR expertise to deal with pay issues surrounding a temporary workforce, and the reaction of its contractors, of ▶ WWW.RECRUITER.CO.UK 27

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RO U N DTA B L E SPONSOR

whom currently 60% operate through personal services companies and 40% through umbrella, “for whom it would be a complete change”.

JON CAREY, operations director of financial services recruiter Morgan McKinley, said that with only 8% of the firm’s contractors working through umbrellas, the direct impact of T&S legislation on the company would be limited. Carey predicted that around half of these would set up their own limited companies, with the other half being taken onto Morgan McKinley’s own books. “I am relatively comfortable where we are and in our ability to deal with it,” he said.

PAUL DAY, group finance director at staffing group Passionate about People, said the new legislation “was not unbeneficial”. “It makes the supply chain more transparent by removing umbrella status,” he explained. Day said the group’s multi-sector logistics and technical recruitment business Omega Resource Group wouldn’t take the risk of continuing to engage contractors through umbrellas. “The reality is, most workers will be PAYE or limited companies where they can,” he said. As for Datum RPO, the group’s recruitment process outsourcing subsidiary, Day said: “There is a possibility clients would look more favourably at employing workers directly themselves, with the sourcing of candidates and administration outsourced to Datum RPO.” ANDY CHAMBERLAIN, deputy director of policy and external affairs at the Association of Independent Professionals and the Self-Employed (IPSE), said he was concerned that in response to the loss of tax-free T&S expenses, contractors risked “being pushed into limited companies” by umbrella providers.

At the moment, Roback explained, limited companies would only be caught by the T&S legislation if they failed to meet criteria for Intermediaries Legislation [IR35], ie. were deemed to be falsely self-employed. However, he predicted that the outcome of the current review of IR35 would most likely be in the introduction of an SDC test,

effectively unifying the T&S and IR35 legislation.

Chamberlain said if the government then “came down heavy on PSCs [personal services companies]” so they failed the new SDC test, umbrella workers who had switched into limited companies would in effect be going from the frying pan to the fire.

“They may be able to rearrange their engagement so they are outside IR35 legislation, but one thing they won’t be able to do is carry on as before, otherwise they will be caught,” said Chamberlain.

Carey acknowledged the point. “With the shift into the limited company space and the review of IR35, I might be sitting here in a year’s time with a far more worried look on my face,” he said.

However, Roback said that agencies and hirers shouldn’t be unduly

IR35 REVIEW Should this result in a similar supervision, direction or control (SDC) test to the one being introduced in April as part of the T&S legislation, many workers who operate through limited companies are likely to fall under the T&S legislation, possibly as early as 2017.

This legislation, when combined with the abolition of the dispensation regime already enacted by the Finance Act 2015, means that even if workers do pass the SDC test, intermediaries will “no longer to able to operate a workable payment structure”.

concerned about PSCs “who get an IR35 call wrong”. In the absence of debt transfer of unpaid taxes up the supply chain to agencies and to hirers, “to be crude, that is their [contractors’] problem”, he said.

But Carey said he disagreed because of the potential bad publicity to clients if only by association. “The banks are not very forgiving in circumstances where they feel they have exposure,” he said.

PETER BALL, commercial manager at SkyBlue Recruitment, the internal recruitment group for construction firm Carillion, said the company was “keen to understand how the legislation will affect governance of its £40m annual spend supply chain”. With this in mind, he said SkyBlue was working with its existing umbrella suppliers to ensure all workers are engaged, not only in a way that is legally compliant, but is also in line with Carillion’s ethics that protect its brand reputation, while also minimising the risk “of losing good workers”.

“Post-April, I think we will certainly see more governance in there and more questions will need to be asked of agencies on our PSL [preferred supplier list]. We have to categorically deal with Carillion direct, and say ‘no this is too risky for you, you cannot turn a blind eye to this’,” said Ball. The internal review was also taking into account possible changes to IR35.

“We are taking a long-term sustainable view, because we don’t necessarily want to do all this work now and have to change it later.” ● WWW.RECRUITER.CO.UK 29

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Issue 35 March 2016

RECRUITMENT MATTERS The View and The Intelligence

Big talking point

The talent search

Apprenticeships

p2-3

Legal update and the IRP p4

Our 500th apprentice

Scale up p6-7

With Sir Clive Woodward p8

NHS SPENDING CAP HURTING AGENCIES Almost three-quarters of healthcare recruiters say tough new restrictions on agency spend is biting hard.

A new survey published by the Recruitment & Employment Confederation (REC) says almost threequarters of agencies are having trouble finding doctors and nurses to fill temporary vacancies.

Eighty per cent of respondents say they’ve only been able to fill about half the requests they receive from NHS trusts, with doctors and nurses reluctant to come in at short notice.

@RECPress RM_MAR_16-A.indd 1

The government introduced a slew of spending restrictions on the NHS last year designed to curb its spend on agency staff.

By April, NHS trusts will not be able to pay agency doctors and nurses more than 55% more for a shift than a permanent member of staff.

REC chief executive Kevin Green says the results come as no surprise.

“We warned the government that rushing in these caps would exacerbate the staffing crisis faced by the NHS and that is exactly what is happening. Experienced

doctors and nurses are choosing to work for private healthcare providers, seeking opportunities abroad, or changing careers altogether

to maintain their salary and flexibility,” he says.

NHS spend on agency staff accounted for 2.9 % of the NHS’s overall annual expenditure in 2014/15, the REC says.

www.rec.uk.com 10/02/2016 10:11

Leading the Industry

THE VIEW

How will global labour trends affect the UK? asks Tom Hadley, REC director of policy and professional services

Why should you invest in your own talent, asks Kevin Green, REC chief executive

The REC is forecasting that our market will grow by 21% during this and the next two years.

We already have skills and talent shortages in recruitment and this is proving a major constraint on the growth of our industry.

It’s clear this is only going to get worse as recruitment businesses scale up by looking to hire new staff.

So without factoring in the number of consultants leaving our profession, we now need at least 20,000 new people to join our industry in the next two and half years.

We need to make recruitment a career of choice. We have a great story to tell, but is the message getting thorough?

At the REC we are already proactively taking a positive story about a career in recruitment to schools, colleges and universities, but the industry needs to do more so that more young people are aware of the wonderful opportunities in recruitment.

If you want to go into schools, then please sign up to our youth employment

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TALKING FUTURE TRENDS AT THE ‘UNITED NATIONS OF JOBS’ charter at www.rec.uk.com/ youth At the REC we’re doing our bit. We have more than 600 young people on recruitment apprenticeships and we hope to double the number during 2016.

We have recently defined a career routeway which maps out how individuals can progress in our profession.

We have qualifications available from entry level resourcers right up to a recruitment leader/directors.

This year as part of our growth plans for the Institute of Recruitment Professionals (IRP), we have a new online CPD tool which will enable individuals to test their knowledge and skills so they remain up to date.

We deliver more than 400 training courses a year and we expect this to grow.

So the REC is helping its members attract and retain the critical talent we need to succeed.

Recruitment offers so many great opportunities, that we just need to shout about it a bit louder.

You can follow Kevin on Twitter @kevingreenrec

The recent Future of Work forum hosted by the OECD in Paris brought together academics, trade unions, business leaders and government ministers from around the globe. This ‘United Nations of Jobs’ was an opportunity to reflect on key labour market trends that will impact recruiters in the UK and across the world.

Angel Gurria, OECD Secretary General, set the tone, declaring that “developments like the ‘gig economy’ are challenging the very notion of what a job is”. How can policy makers reflect this ‘Brave New World’ of work?

US Labor Secretary Thomas Perez argued that “sharing different national approaches on labour market policies is the key way forward”.

Delegates spoke about flexibility, skills, automation, change, inequality and digitalisation as some of the challenges associated with the future of work – but the outlook was largely upbeat. According to Stefano Scarpetta, Director for Employment, Labour and Social Affairs at the OECD, “technology can drive job creation – for each new high tech job, five complementary jobs could be created”.

A core message of the REC’s Flex Appeal was that the future of work will to a large extent be driven by worker choice, and it was encouraging to hear OECD delegates recognise this idea. As the pace of change accelerates some jobs will be lost, new jobs will emerge and existing jobs will change. Recruiters can play a pivotal role in helping employers, jobseekers (and policy makers!) make sense of this everchanging world of work. In the words of Marco de Rossi, founder of the Oil Project: “Social media and technology are providing new channels but recruiters are here to stay... at least till the robots take over!”

You can follow Tom on Twitter @hadleyscomment

www.rec.uk.com

09/02/2016 16:14

35%

THE INTELLIGENCE

In his Summer Budget the Chancellor George Osborne announced plans to introduce an apprenticeship levy as part of a wider strategy to invest in Britain’s future. The levy, which comes into effect in April 2017, is intended to help fund employer apprenticeship schemes in England and ensure that big business takes on the cost of training workers.

According to government data, the number of employees attending a training course away from the workplace fell from 141,000 in 1995 to 18,000 in 2014. During the last Parliament, the government made some headway in

NO LONGER SLOWING – NOW SHRINKING Last month I talked about slowing revenue growth – now the picture is much more worrying, with median RIM Recruiter revenue growth now lower than it was a year ago by 2.7% (Figure 1).

This is the first time recruiter revenues have been falling for more than two years.

Some recruiters are seeing

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addressing this talent deficit by delivering 2.2 million apprenticeships.

This Parliament, with the help of the levy, the government is aiming for a 35% increase, with a plan to raise £3bn a year – that’s £12bn over the Parliament – to fund 3 million post-16 apprenticeships starting by 2020.

The levy will work by passing on a charge to employers on their payrolls (through the PAYE system) at a rate of 0.5%. However, a £15k allowance will mean employers will only have to pay the levy on pay bills over £3m. The charge will, therefore, affect less than 2% of UK employers.

Levy-funded training is not new. The World Bank has identified 62 levy regimes already operating in countries including Denmark, The Netherlands and South Korea.

Opinion is nevertheless split over the levy’s introduction in England.

According to the latest CBI/Accenture Employment Trends Survey, only 16% of

THIS PARLIAMENT, WITH THE HELP OF THE LEVY, THE GOVERNMENT IS AIMING FOR A 35% INCREASE, WITH A PLAN TO RAISE £3BN A YEAR

employers believe the levy to be the right approach to tackle the UK skills shortage; 47% are also concerned about it being costly and bureaucratic.

EEF, the manufacturer’s organisation, supports the move in principle as a means of securing future generations of workers. However, with the cost of a four-year apprenticeship estimated to be as high as £90k for highly technical occupations and a current budget allowance of only £2,567 for each of the 3 million apprentices the levy is intended to fund, manufacturers are sceptical it can really deliver the skills they need.

Employees, too, may ultimately find themselves paying a price. The Office of Budget Responsibility (OBR) expects the levy to reduce wage growth by 0.7% over the

Figure 1: Recruiter turnover growth

16% ACCORDING TO THE LATEST CBI/ACCENTURE EMPLOYMENT TRENDS SURVEY, ONLY 16% OF EMPLOYERS BELIEVE THE LEVY TO BE THE RIGHT APPROACH TO TACKLE THE UK SKILLS SHORTAGE.

47% ARE ALSO CONCERNED ABOUT IT BEING COSTLY AND BUREAUCRATIC

next five years, begging the question whether it will lower the prosperity rather than raise the productivity of the nation. Either way, the levy is coming and businesses need to prepare.

divergence in revenue growth demonstrates the importance of bench marking performance against other recruiters to maximise performance.

40 ■ Upper Qtile ■ Median ■ Low Qtile 30 20 10

%

DIANA BEECH, SENIOR RESEARCHER, SUMS UP INDUSTRY OPINION ABOUT THE FORTHCOMING APPRENTICESHIP LEVY

0 -10 -20

Dec 13

Feb

May 14

a much rosier picture, with a quarter of RIB members seeing revenue growth of over 15%, although a much

Aug

Nov

Feb

Sep

less fortunate quarter are seeing revenues falling by more than 17% on a year ago. This extreme

Nov 15

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 MARCH 2016 3

09/02/2016 16:14

The BIG talking point

APPRENTICESHIPS

THE BIG 3 As the REC celebrates 500 apprentices, now is the perfect time to consider helping someone launch their recruitment career. Recruitment Matters looks at why apprenticeships are great for business

HOW TO HIRE A RECRUITMENT APPRENTICE Apprenticeships in recruitment have been designed with your needs in mind. The REC has devised a comprehensive set of resources to ensure that you have all the facts at your fingertips.

FIND A PROVIDER Any training provider can deliver apprenticeships, but they have to be approved to do so by the REC. They include: • Total People – www.totalpeople.co.uk • Create Skills Ltd – www.create-skills.co.uk • MiddletonMurray – www.middletonmurray.com • learndirect – www.learndirect.co.uk • DFPF – People 1st - www.people-1st.co.uk

FINDING AN APPRENTICE • The usual way recruitment businesses proceed is for you (as the prospective employer) to make direct contact with one of the registered providers, and talk to them what you want. This may mean you ask them to find you an apprentice, or it may mean you have someone in mind already.

Whatever circumstances you have, the provider will help you work through funding options. They manage the whole programme on your behalf.

Want to know more? Visit www.rec-irp.uk.com/apprenticeships and start your apprenticeship journey.

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WHY ARE APPRENTICESHIPS SO GOOD? HERE ARE THREE BIG REASONS: EARN WHILE YOU LEARN Apprenticeships are unfairly maligned as less work for less pay. The truth is apprentices are just as important as the rest of your team.

Recruitment apprentices are expected to carry out the same role as every other consultant. They will meet clients, interview candidates and run desks. They know exactly what the job entails before their qualification finishes.

They will also complete a qualification – generally the Level 3 Certificate in Recruitment Practice – while getting paid the apprenticeship wage. It’s a win-win situation.

YOUR COMPANY, YOUR STYLE Recruitment apprenticeships are a great opportunity to instil your business values.

Your apprentices will learn the habits that make your business successful and be

more inclined to grow and develop. They form a sense of loyalty and build an acute understanding of what your business wants to achieve.

A WEALTH OF FUNDING OPTIONS Funding may be available to help with training in England.

The main funding route is through the Skills Funding Agency. The amount of funding available will depend on your geographical location, the age and the previous academic achievement of the apprenticeship candidate, as well as the size of the employer. * The amount of funding for an Apprenticeship and eligibility is dependent on many areas, but mainly on the job role and the age of the apprentice.

The table opposite summarises the amount of funding available for different age groups.

www.rec.uk.com

09/02/2016 16:14

APPRENTICESHIPS: THE FACTS Building skills

82%

of UK employers take on apprentices to build the skills capacity within their business.

Increased employee satisfaction

88%

of apprentice employees believe they lead to a more motivated and satisfied workforce, leading to greater loyalty and quality.

Lower recruitment costs

75%

of apprentice employers say the programme has helped cut recruitment costs; 80% say that apprentices will play a bigger part in their future recruitment policy.

Attractive to customers

81% Separate funding arrangements apply in Wales, Scotland and Northern Ireland. Grants of up to £1.5k

are also available to eligible small and medium-sized companies who take on 16-24-year-old apprentices.

of consumers favour companies that employ apprentices.

Reduced staff turnover

80%

of employers feel that apprenticeships reduce staff turnover.

Greater productivity

81%

AGE

FUNDING

16 – 18

Up to 100% of the cost of the training is funded

19 – 23

Up to 50% of the cost of the training is funded

24+

Contribution to the cost of the training if the apprentice is aged 24 or older

of apprentice employers say they make their businesses more productive. The average apprenticeship completer increases business productivity by £214 per week.

Source: Employer Guide to Apprenticeships www.gov.uk/topic/further-education-skills/apprenticeships

MIDDLETONMURRAY IS ONE OF THE REC’S APPROVED RECRUITMENT APPRENTICESHIP SUPPLIERS. CHIEF EXECUTIVE ANGELA MURRAY EXPLAINS WHY APPRENTICESHIPS SHOULD BE SEEN AS VALID AS UNIVERSITY STUDY...

In some cases, young people see the choice between an apprenticeship and a straight university education as a very simple one, and one rather than the other leads them down an obvious path to their end career goal.

However, it’s not a case of ‘one size fits all’, and for the

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majority of young people, it can be difficult to decide on one set career path at such a young age.

For many, an apprenticeship isn’t instead of university, it’s very much giving people, who already have the choice, an alternative. This could be an alternative to a gap year or a

work experience year before they actually join university, and gives them a year’s worth of industry experience which might shape the course that they end up studying at university.

Some young people I come across just want to leave school before their A-level

examinations and they’ve never even considered university. In the case of a young person in this position, an apprenticeship can still be a fantastic steppingstone because it can provide an alternative academic route which can get them to the point where they are educated to degree-level.

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10/02/2016 10:11

Legal update

LEGAL ISSUES WHEN EMPLOYING CHILDREN AND YOUNG PEOPLE

By Lewina Farrell, solicitor and head of professional services at the REC There are specific requirements when engaging children or young people for work. This includes the age at which they can work, the hours they can work, the rest breaks they need and of course what to pay them.

Age: Children can leave school at 16 but must do one of the following until they are 18 • stay in full-time education; • start an apprenticeship; or • work or volunteer for 20 or more hours per week while in part-time education or training.

Pay: All workers are entitled to be paid the relevant national minimum wage for their age. For 16 and 17 year olds this is currently £3.87 per hour, rising to £5.30 for 18 to 20 year olds and £6.70 for 21 and over. Apprentices under 19 (or aged 19 and over in the first year of their

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apprenticeship) are entitled to £3.30 per hour.

individual must be paid the relevant NMW.

Work experience and internships: Anyone undertaking a work experience, internship or training programme is entitled to be paid the NMW if they are a worker as defined in section 54(3) of the National Minimum Wage Act, except where there are specific exemptions.

Those exemptions include training schemes funded

by Government or work experience not exceeding one year as part of certain higher or further education courses. There are no legal definitions of work experience or internship but it doesn’t matter what the role is labelled – what is important is the activities being done. If they are working, rather than for example, shadowing someone, and an exemption does not apply then the

Working time: An individual over the school age but under 18 ordinarily cannot work more than 8 hours a day and 40 hours per week. An opt out is not available. They can work longer hours in limited circumstances where this is necessary to either maintain continuity of service or production, or respond to a surge in demand and provided that (a) there is no adult available to perform the task and (b) their training needs are not adversely affected.

Age discrimination: It is direct age discrimination to refuse to provide workfinding services or to engage someone because of their age. It is indirect age discrimination to apply a provision, criterion or practice to all applicants but which results in people who have a protected

characteristic, being placed at a disadvantage in comparison to people who do not have that protected characteristic.

With age this is demonstrated by the use of language such as “must be a recent graduate” versus “must have X years of experience”. It is far better to identify the skills required for the role. From April 2016, businesses must be careful not to employ or agree only to supply under 25 year olds simply to avoid the national Living Wage which applies from 1 April 2016.

Right to work in the UK: All individuals, irrespective of age, must have the right to work in the UK. When engaging a student from outside the EEA there are restrictions on the hours they can work.

Further details on all of these issues are available from the REC Legal Guide. www.rec.uk.com/legalresources/legal-guide

www.rec.uk.com

09/02/2016 16:15

Inspiration

BEHIND THE SCENES AT THE INSTITUTE OF RECRUITMENT PROFESSIONALS

The View

David Bamgbade e is a brand manager at CRG Resourcing and winner of Best nt Candidate & Client e Experience at the 2015 IRP Awards

Rebekah Mayes is an apprentice recruiter at Miller Group. She is the 500th person to undertake a recruitment apprenticeship through the REC

AWARD WINNER

APPRENTICE

Congrats on the win. How has 2016 started?

It’s been very exciting. We’ve brought on some new contracts, and things are looking very busy for us for the rest of the year.

What’s your background?

I was employed with a company called Convergys, who do the marketing for phone company Vodafone since September 2012. I adapted well to the sales role and became very target driven. Customer service was essential in that role, which made me realise I could further my experience into a career in recruitment.

What makes a good candidate and client experience?

I would say building a really strong relationship with our clients to a point where it’s more about the relationship than the money side of things. I don’t differentiate clients from candidates – I want to build a relationship where my candidates work for me and don’t want to let me or the organisation down. It’s all about building and maintaining those relationships.

What makes a good recruiter?

A good recruiter is one who puts aside the monetary respects of the position. What a lot of recruiters tend to do is put a value above a client’s head and forget the relationship aspects of the recruitment journey. You often find recruiters greet clients with “How are you doing?” without really caring too much about the answer. We want people to show a genuine interest in the clients and candidates. When you get to that point where you’re interested in people, the results speak for themselves.

What does the future hold for you?

The future is bright, and there are a lot of exciting things happening within the organisation right now – but I can’t say much. It’s going to be a big year for CRG. I think any company always aims to be better year-on-year. It was a great 2015, but we want it to be a better 2016. We’ve got a good leadership team and recruiters and support staff, with good people comes good results.

What interested you in becoming an apprentice?

The main reason was to succeed and be good at what the role entails, while generating a revenue and developing myself along with the tools that the Miller Group have to make my job easier giving me more time to build a relationship with clients and candidates.

What about recruitment interested you?

The work is varied and changes from day to day and even from minute to minute especially with technology, developing a relationship with people and most of all helping them find the career they are looking for.

How have you found your apprenticeship?

I have enjoyed myself and my tutor Elayne is a pleasure to work with. I look forward to her coming to see me to complete my assessments. I find I have adapted well and know more about recruitment every day as I am working in the office experiencing the recruitment role at Miller Hospitality.

What sort of goals do you have?

My goal is to become a senior recruitment consultant and gain experience to succeed and further my career to become as successful as possible and enjoy it!

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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09/02/2016 16:15

Events and training

BUSINESS GROWTH THE REC’S NEW MAN IN SCOTLAND

DON’T MISS OUR MASTERCLASS WITH SIR CLIVE WOODWARD JOIN SIR CLIVE WOODWARD AND A PANEL OF EXPERTS FOR AN ENGAGING MASTERCLASS IN LONDON. It features keynotes on the future of recruitment business growth, panel discussions about the digital revolution and what it means for recruitment businesses and growing a successful business overseas It ends with an insightful keynote from Sir Clive Woodward, one of the

biggest names in UK sports administration and an expert on developing high performing teams and practices crucial to business success.

Sir Clive’s keynote incudes an exclusive Q&A session – providing delegates with a chance to probe his views further.

When: 16 March 2016, 12:30pm – 5:30pm Where: The Royal Horseguards Hotel, London Price: £99 + VAT for REC & IRP members, £189 + VAT for non-members

Glaswegian Kevin Deed has spent 20 years growing businesses.

He brings experience and expertise to the REC as our new national account manager in Scotland.

Kevin cut his teeth in financial services before setting up a successful HR consultancy in 2009.

His role with the REC is to engage Scottish agencies and help develop their businesses.

He is an expert in operations and talent strategy, with strong knowledge of Scotland’s unique and varied labour market.

Talk to Kevin today about how to join the REC and what we can do for your recruitment business.

T: 07525 122 992 Email: kevin.deed@rec. uk.com

SAFER RECRUITMENT WORKSHOPS We have launched a new suite of courses on Safer Recruitment and Warner Interviewing. These courses will ensure that your organisation has access to high quality training to help you put in place robust policies and procedures to recruit appropriate staff to work with children and/or vulnerable adults.

With the government’s focus on safeguarding resulting in Child Sexual Exploitation being escalated to the level of a National threat in 2015, organisations need to ensure that they recruit the best skilled and most appropriate staff. There are three courses available to support your strategies in relation to this. Please see

the workshop name below online to see more detail, pricing and special offers: 1-Day Safer Recruitment Workshop 1-Day Accredited Safer Recruitment Training, for the Education Sector 1.5-Day Safer Recruitment and Warner Interview Training

All the courses will be delivered by Deborah Gregory, a leading accredited trainer in Safer Recruitment, with many years’ experience of managing safe staffing, providing advice and guidance around safer recruitment and delivering safer recruitment and Warner Interview training.

Book now at www.rec. uk.com/saferrecruitment

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

© 2016 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.

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www.rec.uk.com

09/02/2016 16:15

Expert opinion SPO NSO RE D COLUMN T E L E C O M S W O R L D

Being more productive in recruitment is about having more engaging conversations.

Whilst talking with recruiters at the recent Agency Expo I was surprised that there was very little conversation about telecoms systems. In the excitable chatter of CRM upgrades and specialised job board start ups I found myself thinking are recruiters missing the point?

At the core of all these ground breaking advances in recruitment technology is simply the recruiter and their ability to communicate. Hosted IP Telephony, or VoIP as it’s better known, is the main telecommunication system used within the industry today, but are recruiters really getting the most out of it?

Being a fully online system VoIP removes the ‘complex telecoms’ from the equation all together and its simplicity empowers recruiters to manage their own communication flow. In an industry where communication is key harnessing the unique features of VoIP encourages natural and engaging conversation between agents, clients and candidates. Soft phone applications free recruiters from their desks making remote working possible. Click to call integration makes telephone key pads obsolete, allowing calls to be made with a simple click freeing up time. And taking full

My advice to anyone investing in VoIP is to look beyond the offers and sales pitches and start with you. Addressing your own communication needs as a recruiter is the starting block of any productive recruitment strategy. Get a blank piece of paper and using the MoSCoW method plan out your communication priories.

The end goal is to fully understand what you Must have and Should have before you start looking into what you Could have and getting disgruntled by what you Wont be able to have. Through this method you become self aware and ultimately invest in the features that are right for you and not just the sales rep.

+ Aaron Main VoIP Expert, Telecoms World

My hope in writing this is to encourage more conversation about how recruiters engage with their telecoms systems. In the same way the latest CRM will enhance your ability to recruit, the latest VoIP system will enhance your ability to have engaging conversations. ●

Aaron Main VoIP Expert Telecoms World www.telecomsworldplc.co.uk aaron@telecomsworldplc.co.uk 0800 669 6669

↗

The short answer is No, I don’t think they are. However this is not the fault of the recruiter or the industry, I think the product itself has not been marketed correctly. VoIP is predominantly sold to recruiters as an effective way of reducing call charges, when in actual fact this is merely its side effect. Due to this miss-guided marketing many recruitment companies never fully realise the potential of their own systems. At its core VoIP is a feature rich communication tool that, when fully exploited, has the ability to enhance every aspect of how a recruiter works and communicates. All they have to do it understand how best to implement it, which inspired me to write this.

advantage of specialist plugins, such as real-time wall board analytics, make KPI tracking easy and effective.

In fact once you start delving deeper into the features of VoIP the fact that your calls are cheaper doesn’t even bare mentioning.

TELECOMS WORLD We endeavour to make hosted telephony a key element of the recruitment industry growth in the UK. With strong foundations in non-geographic numbers and online call management, we have become a driving force in the future of business phone systems. Using the latest cloud technology and API infrastructures, our mission is to rollout the easy-to-use and fully functional VoIP systems that recruitment agencies are calling for.

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11/02/2016 14:12

IT & TE LE CO M S VOIP

SPEAK EASY IT’S HARD TO BELIEVE that Skype

— a computer application for communicating over the internet using video or voice, whose name has even become a verb — first appeared on the scene back in 2003.

In the years that followed consumers and businesses were keen to take advantage of the communications nirvana it seemed to offer: potentially free chat with anyone anywhere in the world, internet connection permitting.

Skype brought liberation from costly phone charges and a taste of telephony of the future.

Fast-forward 13 years, and voice over internet protocol (VoIP) telephony, which uses the internet for voice communication instead of a traditional phone line, is big business. The VoIP services market is predicted to be worth more than £93bn by 2020, according to Transparency Market Research.

Many recruitment agencies, especially small to medium-sized ones, have already made the switch.

For those yet to make the move, the growing number of suppliers can make it a bewildering market. Guy Deterding, managing director of Kamanchi, an IT service provider for recruiters, says if the cost case for migrating to VoIP is compelling — “and it generally is” — it is often the first solution they look at that “gets the nod”.

The typical cost model for VoIP is little or no upfront cost and a monthly fee per employee/s and a low perminute cost. Providers are usually transparent about their costs on their websites, so research pays off.

A single user monthly fee can be found for as little as £2.99, then rates of 0.5-1p per minute to landlines and 8-8.5p to mobiles. From the same supplier, a multi-user option for five and 10 people is £5 and £7 per month respectively. Just like traditional

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Communicating over the internet instead of a traditional phone line offers great flexibility and cost savings to recruiters. Sue Weekes investigates the options as more of the business world looks to speaking to each other this way

telephony, cost will depend on a number of factors such as usage but in theory it should save money. And, of course, there is no line rental fee.

The flexibility benefits are as important as the cost savings to most recruiters though. Rob Walton, chief executive of VoIP business phone provider VTSL, agrees that giving consultants the opportunity to work from anywhere, on any device, just like they are in the office, has huge appeal.

“And VoIP also connects multiple sites together on one network, so recruitment firms with more than one office are able transfer calls on a network regardless of location,” he explains.

Walton adds that VoIP’s geographic and international numbering capabilities are also greatly valued by recruiters as it means a recruitment consultant could make a call to a candidate in Germany from a German number, even though they are based in London. “Our

recruitment clients use this to open up new markets without having to set up a physical office,” he says.

Roger Vigilance, marketing director of internet telephony company Vonage, agrees that being able to choose your area code is one of the most popular features with recruiters. “It means from one location you can have several numbers and reach out to different parts of the country or world. Or if you are based in Manchester but want to present a London number, you can,” he says.

“If you are mobile, you can effectively take your desk with you as people can call the landline but you answer on a mobile. There is a lot of agility that comes with VoIP.” Some agencies, which have already installed VoIP, are failing to exploit its potential though. Neil Barrall, director of telecommunications service provider Telecoms World, believes this is because of how VoIP has been

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IT & TE LE CO M S VOIP

marketed: mainly pushed on price with cost-effective calling being its unique selling point.

Barrall describes this as merely its “side effect”. He goes on to say: “At its core, VoIP is a next-generation, feature-rich communication tool that has the ability to enhance every aspect of how an industry operates and communicates. In an industry where communication is key, harnessing the potential of VoIP encourages natural conversation between agents, clients and candidates.”

Barrall explains that the aim should be “to remove” the telecoms from the equation altogether, allowing communication to simply flow. Soft phone applications that free recruiters from their desks, click-to-call features that make telephone key pads obsolete and real-time wall-board analytics that make it easier to track key performance indicators are among the features he cites which facilitate this. The Akixi call statistics plug-in for VoIP is one of the most popular features among its recruitment agency client base.

When it comes to looking for a supplier, Walton says it is imperative to find one with a track record in the recruitment industry and one that delivers network services as well as telephony. “Also check that the VoIP platform is fully featured, wellsupported and constantly updated,” he says. “And get a demo. See for yourself if the features are easy to use and that the phones are intuitive.”

Quality can be an issue if your broadband line has to cope with a lot

of data and voice traffic at the same time, so it is important to assess your usage requirements before meeting with a provider. Walton admits that IP telephony does sound different to an analogue telephone system but this “doesn’t mean it is bad or unreliable”.

If your current broadband line isn’t good enough, a number of options are cheaper than a leased line, such as Asymmetric Digital Subscriber Line (ADSL) and Fibre to the Cabinet (FTTC).

“Which is best for you depends on the number of employees you have, phone usage and use of real-time applications,” Walton says.

Barrall also emphasises that much depends on the size of the business and says FTTC opens up smaller businesses to the advantage of VoIP without the need of a leased line. That said, he warns that your traffic will be travelling along the tube with that of others, so there is the possibility of congestion. Those with heavier usage may need to consider FTTP [Fibre to the Premise], he says. “This only carries your web traffic, allowing you to maintain a high quality of service while operating over 50 users at a time.”

In future, VoIP could become more integrated with recruitment software products, although Deterding adds that some recruiters tend to pick up on the advantages of tighter integration with the CRM only after they have installed it.

More forward-thinking recruiters have already seen the value of the integration, says Raymond Pennie, founder and director of Kyloe Partners, which is Bullhorn’s first European system integration partner.

“The mix of ease-of-use and calls being easily added to the CRM makes the phone easier to pick up,” says Pennie, harking back to Barrall’s earlier sentiments about removing the telecoms system from the process.

He adds that the introduction of Skype for Business as part of the Microsoft Office 365 software tools and services has had a major impact on industry decisionmaking. He is also keenly awaiting the introduction of Bullhorn’s Pulse Talk, which will use predictive intelligence to prioritise call lists, to its own CRM that will fully integrate VoIP into the recruitment process.

The idea of changing a telephony system may seem like a big step for some agencies but it is certainly time to explore the opportunities VoIP can offer. “BT and other European carriers plan on phasing out ISDN [Integrated Services Digital Network] by 2025,” says Walton.

“So the world is definitely going VoIP. Even if you are still using a traditional system, it is more than likely your recipient is using a VoIP line.” ●

G E T TING THE M OST OUT O F VOI P

1 2 3 4 5 6 7 Decide what you want to achieve with VoIP, such as getting different area code numbers to build business overseas 34 RECRUITER

p40_42_tech.indd 42

Consider which features are important to you, such as a virtual receptionist or a call statistics plug-in

Assess your usage requirements before meeting with a provider

Find out whether your broadband connection is good enough for what you want to achieve

Consider the benefits of integrating VoIP with your CRM

Ask for a demo of all the features

Quiz the provider on the support and service package

MARCH 2016

11/02/2016 13:46

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09/02/2016 12:08

CO M M U N I T Y

SOCIAL NETWORK WHAT HAVE YOU BEEN UP TO? GET IN TOUCH! From ruff recruits to charity pursuits, here’s what you’ve been getting up to outside recruitment RECRUIT RECRUIT BARKS UP THE RIGHT TREE VIA Meet Bodie and Lola – part of the Recruit Recruit team (yes, so good they named it twice, they tell us).

After all, as point 13 of the company’s Mission Statement says: ‘We believe a workplace with a dog in it is an altogether better place.’

Recruit Recruit says Bodie (black coat) and Lola (brown coat) not only provide a calming influence on the team — until the tennis balls come out — they also possess many traits that suit the recruitment industry and sum up the recruiter’s approach to business.

And as they’re gundog stock they can always hunt out, and retrieve, any quarry. Apparently, that’s how they find the candidates that other agencies can’t…

E

ACORN REWARDS #SELFIEFORCHARITY WINNER WITH £500 VIA Leading multi-specialist recruitment and training agency Acorn has rewarded the winner of its recent #SelfieForCharity campaign with a cheque for £500 to be donated to their chosen cause.

Cardiff-based Panasonic Manufacturing UK was the overall winner and has chosen to donate the £500 prize to bereavement support charity, The Lullaby Trust. The Lullaby Trust was chosen by Panasonic as the Purchasing Department’s Team Leader; Mike Gallagher was raising funds for his partner’s sister-in-law Natasha Greenway, whose baby daughter Pennie Olive sadly passed away in July 2015.

(L-R) Emma Greenway, Maria Larcombe and Natasha Greenway ©Ian Cook

PAGEGROUP GERMANY DRESSES (CANDIDATES) TO IMPRESS VIA PageGroup employees across Germany have donated business clothes to a social welfare initiative of the Protestant churches in Frankfurt am Main. The organisation will distribute the donated clothes to jobseekers with limited means so that they can wear proper attire for their next job interview. “The first impression counts — especially in job interviews,” says Goran Barić, managing director of PageGroup Germany. “The qualifications count first, of course. But an appropriate outfit provides the candidate with more self-confidence.”

TW I TT E R NICOLL CURTIN’S NEW PAD VIA IT and change recruiter Nicoll Curtin recently moved into its new London office at 155 Fenchurch Street.

“While this is the third move for the company, this was the first one where we were really able to put our employee’s needs first,” explains James Johnson, Nicoll Curtin’s CEO. “Previous moves have been more about growth.

However, for us to keep the best people, we need to ensure the environment matches their needs. Our new office was designed around theirr needs — outdoor areas, big windows, comfortable shower areas, and great technology are a few of the features that were requested.”

Cerian Williams, Nicoll Curtin’s director of strategy, felt it was important that the new office had a modern design and came equipped with cutting-edge technology. “From the new Evoko room-booking systems to the clever touch TV screens to help with our learning and development, everything is aimed at making people’s lives more comfortable when they’re here.”

Looks wonderful — when can we come and visit?!

p45_recruiter_social.indd 45

QXRS Limited@QXRecruit Feb 2 Congrats@msi_group_ltd second overall fastest growing pvt owned #Recruitment Agency in #UK.#fast50@RecruiterMag

new London offi ce at 155 Fenchurch Street

@RecruiterMag instagram.com/recruitermagazine/ recruitermagazine.tumblr.com/

WWW.RECRUITER.CO.UK 37

11/02/2016 13:46

E CAREERS CO M M UNITY

Stop doing what you’ve always done It’s time for recruiters to own their employer brand

RECRUITMENT JOB ACTIVITY

BY TARA LESCOTT

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

LIKE MOST PROFESSIONS, our industry sometimes suffers from a lack of attention at home even though we’re supposed to be experts at offering advice about recruitment, candidate experience and employer branding externally.

You know the hairdresser with the bad hairdo and the chef who lives on beans on toast? That’s us! Recruitment and talent teams across the UK are so caught up in ‘doing the do’ that we often feel we can’t afford to stop and reflect and start asking ‘Why?’ With the market so short on talent it is essential that agencies and talent teams now address the very real barriers that are preventing them from attracting great new talent. It starts with accepting and understanding why recruitment professionals are attracted to new employers and, possibly more importantly, what puts them off.

The top five factors on which employees rate new employers are:

1 MANAGEMENT STYLE

2 OPPORTUNITIES FOR PROFESSIONAL DEVELOPMENT

3 WORKING FOR A FIRM OR WITHIN A TEAM WITH SHARED VALUES

4 BEING PART OF A CULTURE OF SUCCESS

5 PAY, REWARDS AND BENEFITS

And guess what — it’s in that order. That’s right — recruiters rarely move for money (although in a market that’s short on talent it nearly always results in an increased package). It’s the softer side of your business that will either attract or repel a potential new team member.

So with the above factors in mind, how does your company score against the key qualities newcomers will be assessing your firm against? Do you even have an objective view?

Some great tips for exploring this are: ●

●

●

Ask for feedback Go back to the last 10 people your firm interviewed and ask them to do a telephone survey with you about how they would rate your firm on the above five points and what impressions the company made around those themes Go shopping View your website, career pages, social media accounts, online reviews and Google search results. What messages (good, bad, ugly or non-existent) can you find around these core employee factors?

Talk to your people Survey or interview current staff and ask them to clearly pitch your company attributes across your five key attraction areas as above.

The results may be alarming, amusing or horrifying but they will highlight what you need to change or improve. This is your ‘before’ shot. Go about re-setting what your company should be promoting around management style, progression, values, culture and rewards. Re-educate your teams on what those core aims should be and how best to communicate them. Develop real case studies to demonstrate how you cater for new and existing employees around these areas, and make sure they are clearly communicated online, in person and during interview.

Last, but not least, you need to constantly gain feedback to monitor, review and action where needed. If you don’t feel you have enough time or adequate resources, then spend some of your budget on outsourcing some of this work. It really is essential.

So stop pushing out the same old adverts, conducting the same old interviews and stressing about expanding your headcount. Take control and really own your employer brand. ● 38 RECRUITER

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ANALYSIS of data on Recruiter Jobs, Recruiter magazine’s job board, reveals demand is outstripping supply for recruitment roles so far this year.

M O ST JO BS A DV E RT IS E D

The job board saw a 16% uptick in the number of active users in January when compared to December. However, the number of jobs fell 13%.

Demand was particularly hot among in-house recruiters, who accounted for 37.12% of all users. This was followed by recruitment consultants (17.98%) and headhunter/executive search (7.38%).

The largest amount of jobs on offer were, however, recruitment consultant roles, which accounted for 61.2% of all jobs. Next highest were senior consultant (19.57%) and area/branch/ sector manager (8.66%).

When looking at application data though, rec-to-rec is the hottest sector, topping the list by attracting 13.75% of all applications. This was followed by accountancy (9.53%) and sales (7.66%).

REC-TO-REC APPLICATION DATA

13.75% Location-wise, within the UK, SouthEast England was the hot spot for both jobs and applications, accounting for a respective 22.61% and 22.48% of all advertised roles and applications.

MARCH 2016

11/02/2016 14:15

CO M M U N I T Y

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

E

Asking the right questions It’s time to challenge the candidate experience

BY ANDREW MOUNTNEY

↗ ANDREW MOUNTNEY is founding partner at in-house recruitment specialist Aspen In-House

16%

UPTICK IN THE NUMBER OF ACTIVE USERS

RECRUITMENT CONSULTANT

61.2%

S S 9S SENIOR CONSULTANT

DEMAND AMONG IN-HOUSE RECRUITERS

19.57%

37.12%

AREA/BRANCH/ SECTOR MANAGER

8.66%

ADVERTISED ROLES

22.61% 22.48% APPLICATIONS

SSouth-East

ASKING THE RIGHT questions during an interview appears to be more important than ever — and we don’t just mean the interviewer, we mean the candidate.

The discussion over the quality of many candidate experiences rages on. While in the main it has got better, improvement has come at times to the detriment of the reality of work portrayed. A welcoming candidate experience may leave you excited about the opportunity but it can leave you open to failing to ask the challenging questions you should.

This has manifested in many in-house recruiters taking roles they think are different to the description they heard at interview.

Here’s some questions we believe recruiters should be asking and why.

What does the business see the role of talent acquisition as? ● It’s great to hear from a head of recruitment that a direct model is being built, but at what stage is the business with that? ● If the business is not bought in, where are they on that journey and how will it affect you?

What tools do I get? ● Innocuous maybe but if you’re coming from a company where you can download any Google Chrome browser extension you want when you want, how are you going to feel in an environment where Explorer 6.0 is the browser of choice and downloading anything to your work machine is off limits?

Why is this role being hired? ● An old one and springs to the ‘growth versus replacement’

argument but even new roles present a challenge. Is this a reactive hire to transact long outstanding roles in a business with no budget, or part of a longer-term plan?

What do you mean by direct sourcing? ● The variety of definitions astounds us, here are some we have heard: ◯ We use our careers site ◯ We have an ATS [applicant tracking system] that stores CVs we go back to ◯ We use job boards ◯ We only have LinkedIn; an ATS would be a waste of money ◯ Each recruiter should use their network and Boolean skills to find candidates; we have no budget for anything else That’s pretty diverse. You need to check that your experience aligns.

What’s next for the person who gets this role? ● It’s basic personal development, but the most common in-house recruitment professional looking for a new job is the one who is stuck at the top of their role, no internal scope for development, no opportunity to manage and so no chance to do so elsewhere.

A business that talks about development and opportunity as part of their candidate experience may not have it in each role.

It’s your career and you know you are being judged. It’s good to want to work for a particular business, but do not be afraid to make sure it’s the right one for you right now. ● WWW.RECRUITER.CO.UK 39

p46-47_recruiter_careers.indd 47

11/02/2016 14:15

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CO M M U N I T Y

CAREERS

E

“From the age of about 8 until 16, I wanted to be a lawyer” MY BRILLIANT RECRUITMENT CAREER What was your earliest dream job? From the age of about 8 up until

st mo do e Lik ots I trip Sc e a lov me ho

What was your first job in n recruitment and how did d you come into it? Marketing ting executive at IT recruiter Elan n Computing (now Experis). I had just completed an MSc in marketing eting and was looking to move down to London from Scotland.

What do you love most about your current role? I really do love

↗

16, I wanted to be a lawyer.

For some reason, I changed my mind at the 11th hour while completing my university application forms. s.

I often wonder what a career er in law would have been like!!

otel

es’s H m a J St

ZAIN WADEE, managing director, recruitment process outsourcing company Pontoon UK

Zain Wadee

Outside the office, where would you like to interview a candidate or be interviewed? I have a

the variety of my current role. I still have a huge amount of client contact but also enjoy the people aspect of my role — building winning teams and a progressive, modern culture. I also relish the commercial side of my role.

penchant for conducting interviews in hotel bars. A long-time favourite has been the St James’s Hotel and Club in Mayfair.

What would you consider to be the most brilliant moment of your career? We had to overcome a

to our culture, as well as the culture of our clients, which at times can be a tough ask. Any client-facing role can be tough to fill.

number of obstacles to make it happen, but integrating the hyphen [RPO] business with Pontoon is a real high.

What is your ‘can’t do without’ office tool besides your phone? one?

My iPad.

Do you prefer a staycation or holiday abroad? I definitely prefer going abroad, although like most st Scots I do love a trip home and yearn to spend time in the Western Highlands. hlands.

When I go abroad Italy and Greece ece are firm favourites, although I do enjoy njoy a bit of winter sun in the Far East. t.

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

p49_recruiter_brillcareer.indd 49

What’s your top job to fill at the moment? We need people who align

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

More impressed, than laugh or cry.

A recent candidate had pursued a

couple of long-term careers outside of recruitment but passionately wanted to get into the staffing sector. We didn’t have a specific role for him but we were impressed by his drive and passion, so offered him a temporary assignment and will shortly be hiring him on a permanent basis.

What’s the best or worst interview question you’ve ever heard? I once interviewed a salesperson who unbeknownst to me also ran his own recruitment-torecruitment company. The interview was going well and I would likely have offered him a role until I asked ‘Do you have any further questions?’. He then attempted to ‘sell’ one of his candidates. You could say he was wa being entrepreneurial but I just didn’t think it would work in d corporate solutions sales!

Make m me an offer we can’t refuse Now that we’re Pontoon UK, we can offer unri unrivalled global opportunities. If you really want a global career, come to us. ● WWW.RECRUITER.CO.UK 41

11/02/2016 14:17

E EMPLOYABILITY CO M M UNITY

READY TO RECRUIT WITH PRET’S APPRENTICESHIPS SARAH MARQUET

S

andwich chain Pret A Manger’s apprenticeship scheme is both a talent pipeline and an employability scheme that boosts the confidence of young people, its school leaver programme manager Kate Nicholls says.

Nicholls, who has been with the company for nearly 20 years and in charge of the programme since its inception in 2012, told Recruiter that without targeting young people, Pret would be “missing a massive opportunity”.

“We know there is some amazing talent out there.

This is our next generation and if we don’t start talking to young people about what we do, then we’re missing a massive opportunity.”

But some young people need extra help, specifically around confidence in the workplace.

Programme recruits are given a permanent job and treated like any other employee, except that once a week they attend training in Pret’s London headquarters. There, they are taught softer skills such as how to work with their managers, how to work in a team, how to give and receive feedback.

Other specific skills, such as food production, are learned in-shop. Nicholls declined to give specific detail into the various study modules, citing commercial sensitivity.

The programme — an advanced level three apprenticeship — has so far helped 56 young people gain employment, with greater numbers being put through each year.

Nicholls says there are no plans to significantly

42 RECRUITER

New recruits on the apprenticeship scheme attend training once a week at Pret's London HQ. Bottom right: Kate Nicolls

expand the programme and stresses it is not a fasttrack programme to hoist graduates up the career ladder faster than other recruits.

“If you fast track them then you’re in danger of creating some animosity around it. They’ve got the same opportunities as everyone else, and if they prove themselves and are capable then the opportunities are there,” she says.

Of the first trainee cohort, one is now an assistant shop manager, while six subsequent programme graduates are now team leaders and another works with the HR team.

In addition to the programme, the company takes part in Islington Council’s employability days during which representatives visit schools in the borough to show how to write a CV and personal statement, and help with job interview practice. ●

“We know there is some amazing talent out there. This is our next generation and if we don’t start talking to young people about what we do, then we’re missing a massive opportunity”

MARCH 2016

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11/02/2016 14:19

CEO Angela Middleton (centre) with two of MiddletonMurray's apprenticeship trainees

MIDDLETONMURRAY’S JOB GUARANTEE SARAH MARQUET

G

uaranteeing every candidate a job — not just an interview, but a job — might seem like a bold claim even for those in the recruitment industry but for MiddletonMurray, its employability scheme is doing exactly that.

And a recent office move, from Sidcup to the heart of London, frees up significant space to double its capacity for trainees.

Set up by chief executive Angela Middleton in 2002, the company diversified into providing training in 2008, sensing a niche market and winning a Department for Work and Pensions contract to train newly unemployed professionals.

As Middleton explains to Recruiter, that contract was the “main springboard” for her business’s direction.

By 2010 it had won a contract to work with NEETs — young people not in education, employment or training.

Middleton points out her business is much more flexible in its provision of apprenticeship places than colleges, which generally offer only two intakes per year.

Taking on a new cohort of up to 75 16-18-year-olds every three weeks, MiddletonMurray initially gives them training and support to help them overcome barriers to work, before setting them up with an apprenticeship.

In addition to the oft-cited confidence barrier, Middleton says factors include preconceptions such as ‘there are no jobs’, ‘I have no experience’ and ‘I don’t have the right qualifications’.

Another factor is people sometimes just don’t know what they want to do, she explains. And that is where the MiddletonMurray training begins — helping people to really narrow down what they want to do, or what industry they want to work in.

Rated ‘good’ by education watchdog Ofsted, the training programme gives the young people the tools they need to then start an apprenticeship within, or close to, their chosen field. This is where

“Her business is much more flexible in its provision of apprenticeship places than colleges, which generally offer only two intakes per year” the MiddletonMurray offering comes full circle — its recruitment expertise allows it to match the programme graduates with companies willing to take on apprentices.

Middleton says about halfway into the six-week programme, employers seeking apprentices are invited in and the young people put through their paces in a Dragons’ Den-style selection process, chaperoned by the MiddletonMurray tutors.

All going well, they start the following Monday on paid work experience for six weeks and if all is still well, the placement converts to an apprenticeship.

With five offices in and around London — Sidcup, Canterbury, Romford, Sandwich and Central London — the company originally had capacity to take on 75 young people for each training programme. But the recent move of its head office functionality from Sidcup into Central London has freed space to double that.

Part of that expansion will include a similar offering to recent graduates who, according to Middleton, face many of the same barriers to work.

Unlike the pre-apprenticeship training though, the graduate programme will be chargeable, she says.

The job guarantee, however, comes with one caveat: the people have to really want to find work, and they have to be prepared to take MiddletonMurray’s advice on board. ● WWW.RECRUITER.CO.UK 43

p50_51_recruiter_employability.indd 51

11/02/2016 14:19

E BUSINESS ADVICE CO M M UNITY

EXPANDING BUSINESS: MEET AMERICA In the world of recruitment, the challenges posed by international borders need to be tackled head-on as both businesses and workers increasingly look overseas for their next opportunity.

At CV-Library we recently launched a US brand, Resume-Library, in the first step toward becoming a global business. Aiming to open up opportunities for our clients and candidates in the US, our first venture into international business relations has come with its own unique challenges.

The idea you can create a carbon copy of a UK business and make it a success anywhere else in the world is wrong. Here’s what you need to know about taking a business global, and tackling recruitment in the US.

Lee Biggins The SME Coach

International expansion Be honest about your history: Looking back on CV-Library’s launch, my biggest regret was around the specialist programming language we used to build the website. So instead of copying it for Resume-Library, we started from scratch with a more commonly used language. Putting this historical ‘lesson learnt’ into action was critical in deciding how to get started with the US brand.

Consider the cultures: The US seems a natural choice when expanding from the UK, mainly down to the relative lack of language barriers.

But speaking the same language and understanding cultural nuances aren’t the same thing. What’s more, researching and understanding the market won’t make a lick of difference if you’re indifferent to cultural disparities. Due diligence in this area is essential to building up a reputable brand overseas.

Use what you have: Being successful in the UK is no small feat — use the knowledge, experience and the network you have built up in the UK to support your international expansion. There’s power in harnessing the knowledge of your team, and sharing that across international borders. Having proven experience behind the launch of a new brand can make or break its success.

Recruitment in the US

44 RECRUITER

↗

Understand the industry’s history: While recruitment agencies and online job boards are the norm in the UK, it’s a different story in the US. Speaking to candidates, we’ve uncovered that many job hunters have had negative experiences with job sites in the past, creating a huge obstacle to overcome for Resume-Library. Understanding the industry’s local history and bringing something fresh to the table is key when looking to expand internationally.

Cultural differences? Start with the details: Americanisms! There’s more than spelling changes to consider — there’s a different tone of voice, different meaning for common words and a big one that’s easy to forget: there’s more than one language. If you’re joining the recruitment game in the US, you should: have Spanish-speaking experts to hand; be clear about which time zone you’re working on;

and have American linguistics down! These seemingly small details are very important.

Add some pizzazz: When venturing into the US, having the knowledge isn’t always enough — a bit of a sparkle is needed too. But it’s also important to strike the right balance. At the end of the day, the culture is different, and you simply need to be aware of how business operates in the US. Every region of the UK has its own unique characteristics, so imagine the anomalies across the 50 US states. Immerse yourself in the culture, bring in experts and adapt your existing practices to take your business across international borders.

It may not be easy, but it’s certainly exciting.

On a final note, as a business leader looking to grow and expand, it’s important that your current business is in a strong position, and that you’re prepared to let go of some control. Invest time in developing a senior management team that you trust entirely — you’ll have to step back from the day-to-day details of the business for a while as you focus on expanding, so you must be confident that things will keep going in the right direction when you’re away. ●

LEE BIGGINS is founder and managing director of CV-Library

MARCH 2016

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11/02/2016 14:20

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10/02/2016 12:29

E CAREERS CO M M UNITY

A XON MOOR E: Phil Grinhaff

COATS: The industrial thread

and Rich Winsland have been appointed directors at the financial recruiter.

and consumer textile crafts business has hired Valerie Hayden as HR director, Asia.

BA N K O F A MERI CA:

E AME S CON S ULT ING GROUP: The international

David Kelly joins as senior recruitment manager.

B EN C HMA R K HOS PI TAL I TY IN TER N ATION AL : The hospitality group welcomes Kimberly Atkinson as director of HR at its Hotel Zelos location in San Francisco, US.

B OY D EN : Jason Lee joins the global executive search firm in Hong Kong as a partner within its global technology and industrial practices.

recruitment and search consultancy has promoted Kelly Fordham to partner.

F I RST RE CRUIT MENT GROUP: The multi-sector recruiter has appointed Daniel Turner as director of permanent recruitment.

F I VE TE N : Michael Joyce joins the recruitment group as chief financial officer.

Peter Searle has been appointed chief executive of Airswift Holdings.

The $1.2bn (£840m) turnover firm formed following a merger of energy recruiters Air Energi Group and Swift Worldwide Resources.

Searle was previously CEO of recruitment giant Adecco’s UK & Ireland operation, a role he left last autumn.

When Recruiter spoke to Searle on his departure from Adecco last September, he said he was exploring the possibility of setting up a global mobility company as his next challenge.

CA R MIC HA EL F I SHE R: The international executive search firm has made David Evans general manager within its Sydney office.

GRASSROOTS RE CRUI TME N T: The North-

C ERTES : The IT recruiter has appointed Scott Daly as director to lead its new Stokeon-Trent office.

48 RECRUITER

MARCH 2016

p56-57_recruiter_peoplemoves.indd 56

West based recruitment process outsourcing provider has appointed Steven Byrne as business development director.

HARVE Y N ASH: Rachael Hanley-Browne joins the international professional

recruiter as head of leadership consulting within its Londonbased executive search team.

its consumer & retail practice group.

HAYS: The recruitment

Gallagher joins as director to lead the multi-sector recruiter’s new engineering division.

giant has appointed John Harrington as finance director for UK & Ireland.

IIC PART NERS: Giuseppe Milito, managing partner of search firm Stones International, is the global executive search organisation’s new leader of

KPI RECRUIT IN G : Keith

MANPOWERGRO U P : The global recruiter has made John ‘Jack’ McGinnis executive vice president and CFO, reporting into chair and chief executive Jonas Prising.

Email people moves for use online and in print, including a short 11/02/2016 14:20

N A K A MA GROUP: The international recruiter has appointed Sharon Koelewyn as associate director of its Hong Kong office.

N IC OL L C U RTI N : The IT and change staffing specialist has hired Sumeya Ibrahim as head of big data and data science technology.

N R L : Rebecca Graves joins the technical and engineering recruiter’s board of directors.

as vice president for global executive recruiting.

S HE F F I E L D HAWORT H: The executive search and talent management company has appointed Erik Matson as managing director of its global insurance practice, and John Budriss as executive director of corporate officers within its technology practice.

S HI LTON S HARPE QUARRY (SSQ): The international legal recruiter has promoted consultants Laila Coffey, Laura Field and Matt Franklin to directors.

S PHE RE LO NDON: The digital recruiter has appointed Kevin Board as associate director to lead its new tech division.

S RI : Max Dawson joins the sports staffing specialist to lead its new Canadian practice.

Redactive Publishing Ltd 17 Britton Street, London EC1M 5TP 020 7880 6200

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

RECRUITMENT ADVERTISING +44 (0)20 7880 7607 Tom Culley

deedee.doke@recruiter.co.uk

tom.culley@recruiter.co.uk

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

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

Creative director Mark Parry Picture editor Akin Falope

P ED ER S EN & PARTN E RS : The international executive search firm has appointed Dean McHugh as a regional client partner within its Asia Pacific team. In Munich, Gary Williams has been promoted to partner and equity owner of the firm.

QP S EMP LOY ME N T GROUP: The Wisconsin-based recruiter has promoted Mark Immekus to president and chief sales officer, and Dan McNulty to president and chief operating officer.

career platform welcomes Peter Andrew Schloss to its board of directors.

YOU R NE X T M OV E A selection of vacancies from recruiter.co.uk Major Players Senior recruitment consultant IT £25-£40k London Fresh Partnership Recruitment consultant IT – warm desk £25-35k + bonus Birmingham BBA Reman In-house recruitment manager to £60k + bonus London

rachel.young@redactive.co.uk

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

ADVERTISING +44 (0)20 7880 7607 Sales manager Tom Culley tom.culley@recruiter.co.uk

Senior sales executive Josh Hannagan josh.hannagan@recruiter.co.uk

ZHAOPIN: The China-based

PRODUCTION +44 (0)20 7880 6209 Production executive Rachel Young

Sales executive Joe Elliott-Walker

RECRUITER AWARDS/ INVESTING IN TALENT AWARDS +44 (0)20 7880 6236 Events Rebecca West rebecca.west@redactive.co.uk

joe.elliott-walker@redactive.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 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. © 2016 Redactive Media Group. All rights reserved. This publication (and any part thereof) may not be reproduced, transmitted or stored in print or electronic format (including but not limited to any online service, any database or any part of the internet) or in any other format in any media whatsoever, without the prior written permission of Redactive Media Group.

Redactive Media Group accepts no liability for the accuracy of the contents or any opinions expressed herein. The publishers cannot accept liability for any loss arising from the late appearance or non-publication of any advertisement for any reason whatsoever. ISSN 1475-7478

Total average net circulation between 1 July 2014 & 30 June 2015 – 18,667.

Recruiter is also sent to all REC members

For more jobs, people moves and career advice go to

SAP: The software company has hired Roopesh Panchasra

● recruiter.co.uk/jobs ● inhouserecruiterjobs.co.uk ● internationalrecruiterjobs.com

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Scan here to get your own copy of

11/02/2016 14:20

E THE LAST WORD CO M M UNITY

Gregory Allen NEETs are our next competitive advantage

I recently found myself sitting in a gutter with Louise Rafferty from hyphen [now Pontoon], with two large glasses of un-oaked Portuguese Chardonnay, discussing the merits of recruiting the young.

“You should hire the graduates based on their values,” she said. I nodded, thinking for a minute, in the veil of my distant sobriety…

But something really struck a chord.

As a recruiter, I sit in the front line of my company’s drive and delivery of diversity & inclusion. Making sure we just hire the right person for the job, with the relevant skills and behaviours, regardless of their background. Embracing their differences to bring greater value to my organisation’s company goals.

But what Louise said made me think of diversity of mindset, of values, of generation. As we move to 2020, Gen Y [born 1977-94] will make up about 20% of the management of UK organisations. And just today I received a brochure all about Gen Z [born 1995-2012].

It is right to celebrate and value the decision-making and behavioural styles of each generation. I am proud to class myself as a Gen Y mind in a Gen X body. (Well, more a Gen XXL body, but you get my drift.) I also see the frustration of our Baby Boomers in the

50 RECRUITER

next generation and the one after that.

I see new schemes being developed — post A-level, post GCSE, apprentices, graduates — all delivering one true goal. How we manage and measure the entry of young people into the corporate world. How we fit them into the one role and, it’s the company’s hope, that they will fit in for the next five, no 10, no 20 years — just like our parents did.

Jobs for life. Therefore these schemes are developed and measured to drive them to run fastest… jump highest… respond quickest — and lose all their individuality along the way.

The fundamental equation for Gen Y was always IQ+EQ+SQ = Gen Y, reflecting quotients of intelligence, emotion and spirituality. It was this spirituality quotient that made them unique.

Whereas I do recruitment, and perhaps will now do this in five or six companies in my career, Gen Y will do five or six different jobs in their career life.

They are not after being the top in their game. They are after doing something

they value and seek value in. Once this has gone, and they no longer feel the value in what they’re doing, then they make the decision: it’s time to move on. I think this is why Louise’s comment struck a chord with me.

So what if they will have many jobs? What are we measuring them for, or to do?

Why not let their experiences and successes be our guide to determine ‘fit’ for the role, and their behaviours to determine alignment to the corporate culture. Let us, as organisations, give them great work to do, thank them for doing it and then develop them for their next role, understanding we are only renting their time, not expecting their loyalty.

Then it is all quite simple.

Just hire them. Enjoy the diversity of thought, behaviour and value they bring. As the late, great Whitney Houston told us: “Children are the future, teach them well and let them lead the way.”

Be the first to do this for the NEETs [not in education, employment or training], and this will be a battle won in the War on Talent. ●

+ Gregory Allen is global head of resourcing at Lloyd’s Register and winner of In-House Recruitment Leader of the Year at 2015’s Recruiter Awards

MARCH 2016

IM AGE | PET ER SEARLE

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