Recruiter - September 2016

Business intelligence for recruitment and resourcing professionals

September 2016

INCORPORATING Recruitment Matters

www.recruiter.co.uk

TARA LESCOTT How a reshuffle can invigorate your team

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NO JOKING Acorn’s Leroy Brito in the spotlight THE LAST WORD Toby Culshaw asks is diversity doomed?

10/08/2016 09:19

Driving your success

by Microdec

Imagine having a personal assistant dŚĞ ŶĞǁ WƌŽĮůĞ ƐŽŌǁĂƌĞ ďƌŝŶŐƐ ƚŽŐĞƚŚĞƌ ƚŚĞ ĐůĞĂƌĞƐƚ ĂŶĚ ŵŽƐƚ ŝŶƚƵŝƟǀĞ ƵƐĞƌ ŝŶƚĞƌĨĂĐĞ ǁĞ ŚĂǀĞ ĞǀĞƌ ĚĞƐŝŐŶĞĚ͕ ǁŝƚŚ ƐŽƉŚŝƐƟĐĂƚĞĚ ĚĂƚĂ ŝŶƚĞůůŝŐĞŶĐĞ ƚŽ ƌĞĚƵĐĞ LJŽƵƌ ĂĚŵŝŶ ĂŶĚ ŐƵŝĚĞ LJŽƵ ƚŽ ǁŚĂƚ ŶĞĞĚƐ ƚŽ ďĞ ĚŽŶĞ ŶĞdžƚ͘

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With more than 30 years’ experience of helping our clients grow, ǁĞ ŚĂǀĞ ĚĞǀĞůŽƉĞĚ WƌŽĮůĞ ƚŽ ĂƐƐŝƐƚ LJŽƵƌ ǁŽƌŬŇŽǁ ƉƌŽĐĞƐƐĞƐ͕ ensuring consistency in your teams and maximising the ĞīĞĐƟǀĞŶĞƐƐ ŽĨ LJŽƵƌ ƐƚĂī͘

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C R ONT ENT S 41

ING PORAT INCOR itment ru c e R

Matters

A

NEWS

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05 Randstad acquisition

18 THE BIG STORY The 11 most influential in-house recruiters

Monster purchase will force recruiters to look at their own service offering 06 Eames looks to growth Firm to focus on building contracting and bulking up 06 PageGroup’s builds on rainbow alliance Support is growing for LGBT initiative 07 Dive deep for talent Recruiters must open their doors to overlooked potential

Driving and executing change is a key theme in deciding who are the top in-house resourcing influencers for 2016

E COMMUNITY 37 Social Network 38 Careers Peer-to-peer 39 Careers Time to reshuffle your cabinet?

41 My brilliant recruitment career: Leroy Brito 42 Employability 44 Business Advice 48 Movers & Shakers 49 Recruiter Contacts 50 The Last Word: Toby Culshaw

12 Insight

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Tech & Tools New 3D technology is opening up new worlds

C 16 17

39

The aftershocks from a cyber attack can often be more distressing than its initial impact say insurers

TRENDS What advantages do ondemand platforms have?

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31 Dealing with the fallout of a cyber attack

07 Star recruit: Len Goodman, outgoing Strictly Come Dancing judge 08 This was the month that was...

10 Contracts & Deals

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FEATURES

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50

INTERACTION Agency View: Derek Mackenzie Soundbites

I M AG E S | A K I N FA LO P E / SH UTTER STO C K / ISTO C K / G ETTY

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UPDATE

WE LCO M E

LEADER

I

s M&A activity in recruitment dead?

Oh no, it isn’t! Randstad’s headline-grabbing $429m purchase of Monster shrieked ‘thrust’ from the rooftops. And UK stalwart InterQuest also put its money into building a bigger beast with its acquisition of boutique professional services search firm Rees Draper Wright.

Agility has also been vibrantly evident recently, particularly in recruitment firms that relied heavily on oil & gas for their bread and butter. On the heels of Airswift’s evolution into “Spencer infrastructure Ogden is capitalising on and global mobility, Spencer its Singapore Ogden has and Houston revealed its own locations trek into ‘the final to spin frontier’ and into a new cleverly, is direction” capitalising on its Singapore and Houston locations to spin into a new direction. (I can hear the London to Houston side of an early conversation: “Houston, we have a problem. Oil & gas is drying up. What else have you got going in Houston?

NASA [National Aeronautics and Space Administration]? Space? Aerospace?

Engage warp factor!”

Recruiters are living proof that when the going gets tough, the tough get going.

Monster deal logical move for Randstad

BY GRAHAM SIMONS

RANDSTAD’S ACQUISITION of careers site Monster is a “logical” step for the recruitment giant as innovation in industry technology forces recruiters to reassess how they offer their services, an industry analyst has said.

So says recruitment industry analyst and adviser and former Jobsite group marketing director Felix Wetzel, commenting on Randstad’s 9 August announcement that it is to buy global job site Monster Worldwide in a deal worth $429m (£330.6m).

According to Wetzel, the Monster acquisition makes sense as recruitment agencies are coming under increasing pressure from traditional job boards and new players offering recruitment services.

“They use technology to scale and offer lower rates,” Wetzel told Recruiter.

“Their CV databases are ready-made and permanently refreshing talent pools. Randstad buying Monster, therefore, is a logical step.

“Randstad becomes self-sufficient in terms of candidate attraction and more advanced in terms of technology. Combining Monster’s B2C [business-to-consumer] and Randstad’s B2B [business-to-business] focus and mindset creates an entity that is better placed to compete with the up and coming disruptions and threats from companies such as Indeed and Coople,” he added.

Meanwhile, Joe Slavin, managing director and ‘Chief Monster’ of Monster from 2002 to 2005, a key period of its iconic heyday, told Recruiter on the day of Randstad’s announcement, the deal is also great news for Monster.

“I think ever since the banking crisis [started in 2008] Monster has had a hard time of it. I think a change in ownership will be of benefit. There’s going to be a new set of hands, a new set of eyes looking at things,” said Slavin.

“The world is changing and maybe this will be the catalyst for change for Monster because the share price has been battered for quite a while.”●

DeeDee Doke, Editor

I M AG E S | G E T T Y

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UPDATE

32,069 FOLLOWERS AS OF 11 AUGUST 2016

Eames puts growth top of the agenda DEEDEE DOKE

A HEIGHTENED EMPHASIS on building financial services Eames Consulting Group’s contracting business and strengthening the firm’s systems and processes will be two key areas of focus for Eames chief executive Guy Day as he takes on his new responsibilities.

Appointed in July after 18 months with the company in Asia, Day told Recruiter that growth is firmly on the agenda, and ensuring a solid foundation of systems, processes and customer relationship management (“a lot of ‘behind the scenes’ stuff ”, Day says) is in place will support the company’s drive forward. “We need to be progressive, slick and professional,” he said. “There are a lot of changes we need to put in place around our foundation and the way we think, and making our directors more profit-accountable.”

However, he added, “It isn’t going to be a revolution – it’s more of an evolution.”

Day’s ascent to CEO is one of several key appointments made recently at the 130-staff company: new chief financial officer Roland Perry joined in June, and Duncan Kennedy (formerly of Phaidon International) is now director of Hong Kong.

Also, former CEO Matthew Eames remains with the company as founder and executive director with a portfolio that includes internal

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hiring, culture, business development for sales teams and work with the company’s executive search unit.

Described by Day as “an ideas guy, a dealmaker”, Eames told Recruiter that Day’s “natural progression” from chief operating officer to CEO was giving himself the “opportunity to look at things I enjoyed doing”. Day and Eames agree that they have complementary skill sets which benefit the business and that they discovered a natural chemistry when they began discussions to bring Day on board in 2014.

For Day, the move has meant moving house from Hong Kong to the UK after nearly two decades in Asia, where he first worked at Michael Page, then took on managing director and CEO roles with multi-sector professional recruiter Ambition. Asia remains a key territory for Eames, with plans to grow headcount over the next three years from the current 25 in Singapore to 40 and the current 15 to 30 in Hong Kong, Day says.

But both Day and Eames emphasise that the company has “quite a lot of demand” from Europe – “not a postBrexit trend”, Day said – including a special project under way in Poland.

“There’s plenty of work to do.” ●

Guy Day

Matthew Eames

Support grows for PageGroup’s LGBT initiative DEEDEE DOKE

Sixteen months into PageGroup’s formalisation of support for its LGBT employees, the Pride@Page network has 116 members including LGBT staff and ‘allies’, says the company’s associate director for diversity & inclusion in the UK. Even more importantly, the company’s clear support for LGBT employees has encouraged some who had previously not disclosed their sexuality even to their families to finally do so, Sheri Hughes has told Recruiter.

“That’s what we want – for people to be themselves,” Hughes said.

Measures to keep Pride@Page visible both internally and externally have included a week of celebrating LGBT and ally role models within the company’s network and incorporating network member and ally identification into signature blocks.

Next year, Pride@Page will be involved at Student Pride events as ensuring that potential new recruits understand the company’s “acceptance without exception” culture is crucial to PageGroup’s future success.

The company has to nurture cultural evolution at entry level especially “because we grow organically”, Hughes explained.

“We are a genuinely evolving business, and our culture is very different to what it was years ago – even when I joined 13 years ago,” Hughes said.

“It’s tough to find people, and tougher to hang on to them. This is the right thing to do for our people. If it ends up being commercially beneficial, then happy days.”

Find more daily news stories at recruiter.co.uk/news 11/08/2016 14:22

THOUGHTS FROM… CONOR D’ARCY

A NALYST FOR RESOLU TION FOUNDATION, WH O CAMPAIGNS FOR MORE EQUAL PAY

I M AG E | R E X

“You can look at limiting pay at the top or controlling it by having things that, say Theresa May has mentioned, things like having workers on boards, or shareholders being able to vote down pay packages.

“But I think we also need to look at how do we boost the pay of that typical worker? They’ve had their pay squeezed for so many years. Get them back to where they were pre-crisis.”

Deep dive and spread your net

Recruiters should cast their nets to catch talent

I M AG E | G E TTY

GRAHAM SIMONS

CLAIMS OF A ‘WAR FOR TALENT’ mask the fact that recruiters and employers too often don’t recognise talent when they see it, suggests a leading inhouse recruiter in the construction and support services industries.

As part of broadening their views of ‘talent’, recruiters should cast their nets to catch talent among graduates that missed out on top degrees, as GUY DAY CEO, EAMES CONSULTING GROU P well as people from sectors outside their company’s area of specialism.

According to Jon Hull, head of resourcing at Carillion, the UK’s current “My success is entirely driven by who I hire demographics have worked against the construction and support services firm. He explained that UK engineering is suffering from too few women around me.” studying STEM (science, technical, engineering and mathematics) subjects and not enough graduates gaining top degrees.

SHERI HUGHES Hull was speaking on In-House Recruiter’s recent inaugural webinar, A SSO CIATE DIREC TOR – OPENPAGE, PAGEGROU P ‘Dive deep and spread your net wide’, hosted with jobs and recruiting marketplace Glassdoor. Consequently, Hull questions why employers “Our business is taking ownership of it would limit their search to graduates with top degrees, potentially leaving [diversity & inclusion]; an HR team can’t do it.” two-thirds of graduates without a graduate role, when there are currently plenty of vacancies they could fill successfully.

Hull said: “Really, a degree grade is just a snapshot moment. My view is JAMES TINDALL DIRE C TO R , AD IDEM CONSULTING AND FORMER T EA M that there isn’t really a war for talent – we just don’t know how to spot it G B O LYM PIAN ON SIMILARITIES BETWEEN SUCCESS A S A RE CRU ITER AND ON THE HOCKEY PITCH when we see it.” And it doesn’t help that a high percentage of engineering graduates do not end up choosing a career in engineering, with female “Going into something like recruitment or engineers in particular opting for accountancy or law, Hull added. sales means you’ve got to have that drive, But one sector’s loss can be another’s gain, says Robert Stone, head of that real sense of will to win, that competitive talent at marketing and communications agency McCann World Group, nature – that always comes through. I think who was also speaking during the webinar. with the hockey training and the Olympic Stone argues that in order to create a truly diverse skill set among process, it was always the case of ‘what can I the workforce, businesses need to stop hiring directly from competitors do better?’ – reviewing what you’ve done and start hiring candidates with more transferable skills, with the and looking at how others are doing it, Metropolitan Police proving a fruitful hunting ground for McCann. whether they are doing it in a way that you “Most people find that… really strange because we’re a creative and could improve on.” communications agency,” Stone says.

“However, you would be surprised STA R RECRUIT how many LISA GRAHAM, DIRECTOR thinking, what skills a From saying “If you E1EW, OFFERS INSIGHT welder can bring to bear have to grind your weld to transferable skills INTO A POTENTIAL ROLE in the world of judging make it look good you are FOR LEN GOODMAN, dance? a grinder not a welder”, to actually apply to WHO RECENTLY The first skill that comes the Strictly comments of some of our different ANNOUNCED HE IS TO to mind is attention to “you have more rise and LEAVE AS HEAD JUDGE OF detail. fall than an auctioneer’s disciplines like project THE BBC’S STRICTLY COME A nice tidy weld joint will gavel” all trip off the management and DANCING TV SHOW demand the same level of tongue in the silky detail as any cha-cha-cha. manner of a top judge, service teams from “Len’s current role is a far Get your feet in a muddle confident in his feedback people that have cry from his first career and you will trip up, just and his appreciation of path as an apprentice as a bad weld will cause quality. actually worked in welder. However, he has everything to fall apart.

Whether it is on the managed to transfer His ability to come up dance floor or on an the Metropolitan those valuable first skills with the time-honoured engineering jig in a Police.” ● into an amazing career in cutting phrases will have workshop, if it’s good dancing.

Now you are probably

been a skill first honed in the workshop.

enough for Len it will get a SEVEN!”

To download the webinar, go to: http://bit.ly/2aM7gJr

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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 August issue of Recruiter was published J U L Y •‒‒‒‒‒‒‒‒‒‒→

MON 1 AUG 2016

ENFORCEMENT OFFICERS NEED BETTER TRAINING TO CRACK DOWN ON MODERN SLAVERY The Government has been urged to put more resources into the recruitment and training of enforcement officers to crack down on modern day slavery. The call follows a review to mark the first anniversary of the Modern Slavery Act which recommends better training for police officers, investigators and prosecutors to tackle the issue.

More: http://bit.ly/2aZAs0w

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RANDSTAD MUCKS-IN TO HELP SCOTTISH ISLAND RESIDENTS’ TEACHER SEARCH

TUE, 19 JUL 2016

NEW LINKEDIN RULES CUT BACK THE NETWORKS OF THE MEGA CONNECTORS LinkedIn has started automatically removing many connections made by so called ‘mega connectors’ – LinkedIn members with more than 30,000 connections.

The move was revealed by Irina Shamaeva, partner and chief sourcer at executive search firm Brain Gain Recruiting, on her blog. A mega connector herself, Shamaeva said she was sent an email from the professional network advising LinkedIn was going to reduce all mega-connectors’ networks, including her own.

Expanding on what mega connectors

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can expect following LinkedIn’s action this week, Shamaeva said the changes would affect connections made by mega connectors more recently. In terms of how these relationships would be affected, Shamaeva added the move would mean mega connectors would lose relationship notes, the ability to send messages, notifications about job changes, all endorsements, as well as recommendations shared between the mega connector and their connection.

More: http://bit.ly/2aLBhPw

Recruitment giant Randstad offered its services for free after residents of a remote island off the West Coast of Scotland had to resort to Facebook ads to find a teacher for the new academic year.

Parents on the tiny Hebridean island of Muck, 2.2 sq mile island and home to just 61 people, launched their own online search for someone with a love of the outdoors who can cope with the “unique” lifestyle this Scottish island has to offer.

Randstad marketing director Adam Nicoll told Recruiter he had been “round the houses” to get a copy of the vacancy’s spec to distribute to teachers on Randstad’s extensive database.

More: http://bit.ly/2bcaWse

IM AGES | GET T Y / ALAM Y / SHUT T ERSTOCK

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FRI, 5 AUG 2016

Property recruiters positive after BoE interestt rate cut Property staffing specialists in the UK are hopeful the decision to cut interest rates by the Bank of England will be a shot in the arm for the sector and boost recruitment numbers in the process.

The Bank of England announced it was cutting interest rates from 0.5% to a record low of 0.25%. This is the first time rates have been cut since 2009 and follows the UK’s vote in June to leave the European Union.

More: http://bit.ly/2b3Avvi

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DAYS

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TUI UK AND IRELAND TO DELIVER

TUE, 9 AUG 2016

SPENCER OGDEN AIMS HIGH WITH NEW DIVISION

2,000

Streamlining its recruitment processes for millennials makes good business sense for KPMG, as it proves the professional services firm has listened to feedback, says a spokesperson.

KPMG’s new streamlined approach, known as Launch Pad, also enables students to gain new skills, network with existing KPMG staff and partners, as well as their peers.

A KPMG spokesperson told Recruiter in a statement it made good business sense for the firm to listen to views and feedback about graduate recruitment, and transform its practices to show graduates of all ages the firm takes their views on board.

Spencer Ogden is reaching for the stars with its latest division launch.

The international energy, engineering, and infrastructure recruitment firm has announced the launch of its new international space, aerospace, and defence department.

The group said the new division represents a “logical step” that will leverage its global presence in the UK, the US, and Asia to supply talent to major engineering and manufacturing organisations all over the world.

The new division is led by Chris Taylor, who ran Adecco brand Modis’ UK and European engineering teams, who joins Spencer Ogden as associate director, the UK division will be run from the company’s Bristol office, which will also open today.

On an international level, the new division will be incorporated into Spencer Ogden’s existing offices in Houston and Singapore. They will be run by Chris Tedder and Tom Reid respectively, Reid will focus on space and aerospace recruitment across Asia, while Tedder concentrates on jobs in all three departments across the US.

More: http://bit.ly/2aCZ91M

More: http://bit.ly/2aABHH4

NEW APPRENTICES BY 2020 T H U, 4 A U G 2 0 1 6

TUI TO LAUNCH OVER 2,000 APPRENTICESHIP SCHEMES Leisure travel firm TUI UK and Ireland is to deliver more than 2,000 new apprentices by 2020.

New apprentice schemes to be launched cover roles for aircraft engineers, digital experts and IT specialists. Also on the horizon is a new kind of apprenticeship scheme in collaboration with the Industry Skills Board for pilots that sees changes to the funding system for would-be pilots.

More: http://bit.ly/2bc2aMs

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KPMG LISTENS TO GRADUATES AND CHANGES HIRING PROCESS

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$429m

NE WS

CONTRACTS

THE FIGURE RANDSTAD WILL PAY TO ACQUIRE GLOBAL JOB SITE MONSTER WORLDWIDE

CONTRACT & DEALS Planview buys Innotas Enterprise portfolio management software provider Planview has acquired cloud solutions provider Innotas.

The deal creates a $185m (£139m) global work and resource management company, with more than 700 employees.

Dillistone secures deal with Alexander Hughes Dillistone Systems, a technology provider to executive search firms and strategic recruiting teams, has secured an order for its FileFinder Anywhere software from the Parisheadquartered global executive search firm Alexander Hughes International.

FileFinder will now be deployed in all Alexander Hughes’ 55 offices throughout Europe, the Americas, Asia/Pacific, as well as the Middle East and Africa.

Syft closes seed fund Online recruitment platform Syft has closed its seed investment funding round of £2.65m from Profounders Capital, the start-up founders of Gamesys and Velocity, alongside angel investors including Lord Young and former heavyweight champion of the world David Haye.

Launched in November 2015, Syft is an online recruitment platform for the hospitality and events sector in London giving employers direct access to fully vetted and rated staff via its app.

InterQuest acquires Rees Draper Wright Technology staffing specialist InterQuest Group has acquired boutique professional services search firm Rees Draper Wright.

Established in 2003, Rees Draper Wright places senior talent into the consulting and advisory sectors globally, from offices in London and Manhattan, New York.

Working with Rees Draper Wright’s existing management team and co-founder Richard Draper, who are all being retained following the acquisition, InterQuest will help Rees Draper Wright establish a new interim division within the business.

Heidrick & Struggles buys JCA Global executive search firm Heidrick & Struggles has acquired London-based executive search advisory firm JCA Group.

JCA Group is led by founding partners Jan Hall and Emma Fallon, and has 40 employees, including eight partners. Hall becomes chairman in the UK for the newly combined Heidrick & Struggles/JCA Group. In this role, she will lead H&S’s CEO & Board Practice in the UK and serve as co-head of the CEO & Board Practice in Europe, alongside Sylvain Dhenin.

DEAL OF THE MONTH

Matchtech secures deal with DONG Energy Engineering recruitment firm Matchtech has secured a 60-month Framework Agreement with offshore wind power firm DONG Energy Wind Power. The contract, that began on 1 August, will run until August 2021, with the expectation of roughly 50 full-time contractors being hired per year through the framework agreements.

The agreement sees

Matchtech place a number of wind turbine engineering and project management support professionals over the next five years to support DONG Energy, a Danish energy company, founded a decade ago, develop, build and maintain wind farm projects across Denmark.

Matchtech is part of the newly rebranded Gattaca Group.

Trust Tech looks to buy MTrec Japan-based staffing business Trust Tech has announced plans to acquire North East provider of staffing and training solutions MTrec.

Trust Tech says the acquisition marks its first significant acquisition outside of Japan, following a recent acquisition in Hong Kong, and will help the company establish a presence in the UK and European markets. The acquisition is expected to complete on 30 August.

Retinue agrees 3-year housing deal Multi-sector recruiter Retinue Solutions, a part of nGAGE Specialist Recruitment, has announced a threeyear contract with social housing landlord Yorkshire Housing.

The contract, agreed in January, will support Yorkshire Housing in continuing to attract talent through an agency partnership model.

Coople partners with Lancaster London Hotel Flexible staffing app Coople is to partner with the Lancaster London Hotel.

The Lancaster London has contracted Coople to supply staffing across its food & beverage department, which incorporates predominantly its event suites but also restaurants and bars as well, via its ondemand staffing app.

Online hiring app Coople, launched in the UK this year, provides flexible staffing solutions for businesses in the hospitality, events, promotion, retail, logistics and commercial sectors, and aims to enable companies to find reputable, skilled staff within minutes.

Randstad signs $429m Monster deal Randstad said it is to buy global job site Monster Worldwide in a deal worth $429m (£330.6m).

Under the terms of the definitive agreement, Randstad will pay $3.40 per share in cash. Randstad will finance the deal and through existing credit facilities, adding it will now reduce the pace of its mergers & acquisitions (M&A) activity in the medium term. According to the group’s statement the cumulative impact of the deal and other acquisitions on Randstad’s revenue will be €2bn ($2.22bn) on an annualised basis. (See p5)

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TRE NDS

INSIGHT

RISE OF THE MACHINES On-demand platforms are potentially disruptive forces for the recruitment industry. Felix Wetzel explores what advantages these new entrants have over traditional recruitment agencies.

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enture capitalists have invested substantial amounts of money into so-called on-demand staffing platforms: Atomico put $42m (£31.8m) into Jobandtalent, Accel led a $10m (£7.5m) investment round into JobToday, while Goldman Sachs Private Capital together with One Peak Partners injected €20m (£16.6m) into Stafffinder (now re-branded as Coople). Will these platforms disintermediate the recruitment agency, as predicted when job boards first came onto the scene? Will they eradicate job boards by combining matching technology with the business model of recruitment agencies?

It is a selfcleansing system, where good people and good employers rise to the top

Marketplaces for tech talent

Jobandtalent, Coople and JobToday focus predominantly on temporary and shift jobs in hospitality, logistics and retail in specific locations. All three see themselves as a ‘mobile first’ offering and follow the same charging model, yet at a lower value, as recruitment agencies. But instead of human recruiters, it is technology that matches people with jobs, and worker and employer communicate directly via the platform.

At Coople, employers can rate workers and vice versa. “It is a selfcleansing system, where good people and good employers rise to the top,” explains David Klein, managing partner of One Peak Partners.

“Managers spend 40-50% of their time interviewing and handling administrative tasks such as payroll.

We make this more efficient for them: workers are paid via Coople, and the employer only receives one invoice at the end of the month instead of having to pay each worker separately.”

Yann de Vries, a partner at Atomico, says: “These mobile marketplaces can optimise flexibility and productivity for workers and employers as [they display] jobs by proximity, location and availability.”

Traditional recruitment agencies will be disadvantaged when it comes to growth. “The new players can

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On-demand staffing platforms

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scale much faster than traditional recruitment businesses as they are not reliant on branches,” explains Klein.

De Vries agrees: “With the matching technology in place [and] the product and platform developed, they can become truly global players. Workers and employers in London and Sao Paolo face the same difficulties.”

While Coople and company serve a candidate-rich market and focus on minimising the pain for the employers, other platforms such as Hired.com and LandingJobs.com, work in candidatedry markets such as IT. Their focus is on improving the candidate experience.

Sophie Adelman, head of sales EMEA for Hired.com, outlines their model: “Candidates apply to be part of our marketplace. We select the top 5% through a combination of human curation and machine learning algorithms. Then we allocate a talent advocate who acts as their personal career coach.”

Expanding job boards Some job boards are also offering recruitment agency services.

“At eTeach, schools can choose if they want a light-touch service of advertising a job and dealing with the

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Enhancing recruitment agencies Obviously, recruitment agencies are evolving, too.

“We see a lot of interest in our just-in-time delivery platform from start-ups and established recruitment agencies,” says Roderick Smyth, chief executive and founder of Tempbuddy.

This company sells an on-demand staffing platform to recruitment agencies, “especially in markets of high-frequency staffing like education with supply teachers, and health care with nurses and doctors”.

In his view, existing recruitment agencies have an advantage over new entrants as they enjoy worker and client relationships. Also, most crucially, existing agencies are compliant with existing legislation and have compliance integrated into their workflows.

What was never seen as a competitive advantage can suddenly prove a barrier to entry. But it won’t last for long, and Smyth urges agencies to be fast in embracing new technologies, updating their platforms and adjusting their approaches and cultures. “My advice is: move fast, leverage your existing assets, and take the market.”

But will it be enough? According to investors and industry commentators the impact of new technologies in recruitment has only just begun.

According to De Vries, “the recruitment space will see a lot of disruption over the next 10 years. With interactions moving to mobile, and artificial intelligence enhancing the matching, it will be easier for workers and employers to engage and do it without any middleman.”

Bill Boorman, founder of the recruitment unconference community (tru), agrees: “The real challenge to the recruitment sector will come from tech. This is real disruption… if the biggest taxi company in the world owns no cars, the biggest retailer no stock, the biggest hotel company no rooms, who is to say the biggest recruitment business won’t have any candidates. Be warned.” ●

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POWER POINTS: ON-DEMAND PLATFORMS It will be easier for workers and employers to engage without any middleman VCs have invested substantial amounts of money into ondemand platforms Job boards and aggregators will compete with recruitment agencies, all the way to headhunting & RPO services Recruitment agencies that stick to the old ways will ultimately fail Human interaction isn’t enough anymore as new players have embraced consultants and changed their roles to that of coaches

↗

applications on their own, or if they want us more involved. Our latest product release is an applicant tracing sysytem (ATS) that helps schools take the worry out of recruitment by better tracking and improving time management,” explains Paul Howells, chief executive officer and founder of eTeach.

It’s not only job boards that are evolving but also aggregators. Indeed launched Indeed Prime, which appears to be modelled on Hired.com.

In the words of Bill Richards, managing director, Indeed Prime is “a speciality job site that provides employers with top talent based on coding skills, education and work experience”.

According to Richards, Indeed Prime’s services should be available to clients in the coming months.

This indicates that, suddenly, recruitment agencies are finding that their candidate suppliers have become competitors.

FELIX WETZEL is a recruitment industry analyst & adviser.

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10/08/2016 09:21

PENSIONSJOBS Securing your role in pensions Pension Jobs helping you es to attract the best candidates for your vacancies. ite forr pensionsjobs.com is the ȯcial recruitment website n, the Pensions and Lifetime Savings Association, the voice of workplace pensions in the UK.

KEEP CALM AND

JOIN PERTEMPS Is Brexit causing uncertainty in your workplace?

Not at Pertemps. In fact, we are predicting record growth again for 2016. We have branches across the UK looking for the most aspiring perm consultants – why not join our family?

If you are professional, talented and target-driven, come and work for a business that is heading in the right direction and see for yourself why our employees continually vote us the best recruitment agency to work for.

Contact chris.murphy@pertemps.co.uk for more details.

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10/08/2016 11:28

T R E N DS

TECH & TOOLS

Virtual Recruitment New technology is opening up recruitment to a 3D world of possibilities SUE WEEKES

According to consultancy and professional services firm Deloitte Global, virtual reality will have its first $1bn (£752.4m) year in 2016, with around $700m in hardware sales and the rest from content. VR allows users to immerse themselves in a virtual environment and has a number of potential applications for recruitment even though it is still early days in its development. Capita and JWT worked with VR specialist Visualise to use the technology in a recruitment campaign for the British Army and, following this, applications rose 65% and 41% in February and March, respectively, compared to the same period last year. “It’s standout, innovative and has so much potential to inspire candidates,” says Will McMaster, head of production at Visualise. So what do recruiters need to know?

POSSIBLE APPLICATIONS An obvious use is to give an individual a real-life view of what it is like to work in an organisation and to do the job for which they are applying.

Recruitment platform provider Meritocracy has joined forces with Samsung Italia to beta-test a new VR tool that not only shows what the organisation’s workplace is like, but also allows them to experience the culture.

“Anything that can be done to let candidates know more about the company they want to work for is a good thing,” says Riccardo Galli, founder and chief executive of Meritocracy.

VR could also be used in video interviewing and

skills-testing. Daniel Betts, marketing manager at eTeach, has been exploring the use of VR for some time and suggests it could have real benefits when it comes to assessing practical skills in potentially harmful industries with minimum risk to employer and candidate.

“As with most technological advances, real innovation comes from trialling and optimising,” he says. “Don’t be afraid to be the first to experiment and test different scenarios.”

a clear set of objectives. “VR is not an end but a means,” says Galli.

“We have to use it carefully to deliver messages that make the jobseeker’s experience better.” Betts agrees, and says that VR is a “wasted resource” if it isn’t aligned with a business strategy. “For instance, while capability testing might be right in the oil & gas or nuclear industries, for example, it wouldn’t be required in more low-skilled roles,” he says.

WHY USE IT?

CANDIDATE EXPERIENCE

As with any technology, recruiters need to think about what they want VR to achieve. It is easy for technologies such as this to be labelled ‘gimmicky’ if they aren’t accompanied by

For many individuals, VR will be a new experience so it is essential to help them feel comfortable with the technology and its purpose. “You wouldn’t want

WHAT IS VR? Virtual reality (VR) is a highly realistic computer-generated 3D environment with which individuals can interact and immerse themselves. At the more sophisticated end, it involves the use of headsets, gloves and other pieces of technology to create the illusion of reality and enable people to use their senses in the environment. More simply, it could involve a realistic 3D image on a website that a person can view and interact with.

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

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potential employees feeling disorientated by the experience,” says McMaster.

Explain the equipment and the process and how it will benefit the candidate by giving them a unique insight into the organisation.

Having raised a certain expectation, make sure both the VR and the organisation deliver on any claims.

“Try to design the scenarios to be as realistic as possible so you give someone an accurate look at the job they might potentially be involved in,” he adds.

IS IT EXPENSIVE? Yes, but it could also be more affordable than you think and, as with all technology, the cost is likely to come down.

“We’re getting tech products that are of a higher quality than 10 years ago, but the price is coming down, too,” McMaster says. Bear in mind that some VR projects will involve video and filming so the associated costs can inflate the budget. Ensure the provider is completely transparent on cost before

you commit, and take the trouble to understand what you are paying for upfront.

IMMERSE YOURSELF IN VR Recruiters who want to find out more should do some research and explore uses to date, such as the British Army campaign.

Also attend events where you can see the technology in action. Betts says that VR is becoming “deeply ingrained” in the start-up scene and so connecting with some small but progressive companies will help you to get ahead of the competition. They may also be keen to partner and experiment with potential clients in the recruitment industry so you can learn from each other.

“Recruiters should task VR technology partners with challenging the boundaries and presenting what is possible. Use their creativity,” says McMaster.

“It’s such a collaborative process… I’d definitely recommend bringing partners into the equation really early in the process for their ideas and expertise.”

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C

INTE R AC TIO N

AGENCY VIEW

Bring on the experts Changing times call for agile and specialist recruiters

BY DEREK MACKENZIE

ow can a predominantly UK-focused, technology recruitment business cope with Brexit –or any constitutional change of such magnitude for that matter? The answer?

Through the traits that alway define the best recruiters: agility and resourcefulness.

Agility is a key skill of any successful recruitment business and as professionals, we are all aware that changing economic factors can dramatically affect hiring practices. I’ve found that unearthing talent creates opportunities, whatever the prevailing market conditions. So what if a seismic change happens to the UK tech recruitment market over the next few years and the focus shifts from candidate to client-driven?

Dexterity will be our strength. 360 recruitment professionals are constantly balancing the search for candidate talent with investment in client networks. In essence, 360 recruitment consultants wouldn’t exist if the ability to build and develop client relationships was lacking.

Right now, no ‘seismic shift’ has taken place across the UK technology recruitment market; what we have seen is an uplift of contractor recruitment (felt similarly across several market sectors). In reality, this subtle shift was first felt in Q4 of 2015, possibly down to pre-emptive caution pending the EU Referendum or the putative signs of a slowing global economy, perhaps both. The actuality in the tech market has been that hiring perm talent started to get tougher as 2015 drew to a close.

H

+ DEREK MACKENZIE is managing director of technology recruiter onezeero.

Brexit will do nothing to alleviate the ‘war for talent’ for the best technologists out there – but nor does this represent an insurmountable problem for a specialist 360 recruiter. Where pressure is exerted on perm supply, opportunity arises for contract and that appears to be the case at the moment. With pre-defined talent networks encompassing both permanent and contract candidates, expert consultants will identify the opportunity to leverage roles for both. What’s crucial is that we draw no conclusions about a significant trend for contract over perm, as the needs of each customer will differ widely and these will evolve over time.

The key behaviours needed to seize opportunities during any period of change, I believe, include: • Specialise – find the candidates our clients can’t.

Recruiters must be maestros in their chosen field and build relationships through creative, tailored activities, not transactional, KPI [key performance indicators] chasers.

• Talk – shatter the notion that tech and online tools are our primary sources for finding talent or engaging with our clients. During periods of change and volatility, companies and individuals will be affected in different ways and should be addressed individually. We need technology and analytics but an expert recruiter also needs creativity and refinement.

• Best opportunities – Unlearn the notion that the primary purpose of a recruiter is to fill a job and recognise that our purpose is to find the best people the most appealing opportunities.

Now, more than ever, as external factors in the UK shift, we mustn’t lose sight of the core principles of specialist recruiters: these must remain constant to ensure we to continue to succeed. Through investing in the practices that underpin 360 recruitment, we can create opportunities and strategies to provide the foundations to accommodate change. ●

“We need technology but an expert recruiter also needs creativity and refinement” 16 RECRUITER

SEPTEMBER 2016

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IMAG E | ISTO C K

11/08/2016 10:42

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

SOUNDBITES S OA P BOX / W EB CHAT COMMERCIAL VIEW NEEDED Regarding your article ‘Property recruiters positive after BoE interest rate cut’, (recruiter. co.uk, 5 Aug), it would have been nice to see the view of some commercial property recruiters, after all commercial is where most property industry professionals (RICS Chartered Surveyors) work, and indeed where most of our pensions and investments are tied up.

It would have been even nicer to have taken a viewpoint from outside the capital.

There are literally millions of buildings outside of the London residential market and most people would probably understand that London has its own market and unique drivers of it.

ANDREW PEARSON

KPMG TEST WAS GRUELLING I was in KPMG’s inaugural Business Foundation Programme in 1998. The hiring process lasted weeks, including three exams, a full day’s assessment centre (in-tray exercise, verbal/numerical reasoning and psychometrics, lunch at which you were being reviewed by previous year’s intake) HR interviews, line manager interviews and then partner interview at the final hurdle.

Thankfully I passed and enjoyed several years with the business, but I recall saying in interview when asked what would I do if I wasn’t successful in my application, ‘I would have to plead with my current employer to keep my job, because they’re wondering why I’ve had to book the last six consecutive Fridays off. So they’ve clearly twigged I’m interviewing somewhere’.

Glad this has been streamlined.

ADAM NICOLL

SAY GOODBYE TO THE CHEAP SELL Regarding your piece ‘UK recruitment startups rise by 10% on previous year’ (recruiter. co.uk 28 Jul), the growth in start-up recruiters is even stronger this year. Clients want great niche recruiters that will give them the best candidates.

The days of selling cheap and in bulk have gone.

PAUL DEWICK

What is the best way of growing your business in an economic slowdown?

MATT ROWLEY, S EN IOR H OS P ITA L I T Y CON S ULTA N T, RH UBA RB RECRU I T M E N T

“Probably the most effective effort we did was to purposely narrow the focus of our new business development onto the most profitable niche market within our sector – in our case this meant moving away from targeting new generic hospitality recruitment clients and instead to a tight focus on recruiting private chefs for ultra-high net worth clients in London.

“We still recruit generically across all hospitality sectors but our new focus is on high value niche markets, and this approach has helped carry us through.”

AMANDA FISACKERLY, D IREC TOR F IZ Z RECRUIT MEN T

“Take time to analyse your customer base. Think laterally about similar shaped businesses that reflect your most frequent and profitable customers’ businesses. Day-to-day, focus on your most frequent and profitable customers. Do the basics well, and do it often.

“Cut out time-wasteful work or work you know, deep down, you won’t win.

“Use that time to create and execute a succinct marketing plan to generate new business with current and dormant customers, and the new group of potential customers you identified. Breathe, relax, and believe you will succeed.”

ANDREW DEVERELL-SMITH, CEO AND FOUNDER , DEVERELL SMITH

“In an economic slowdown the challenges change and the aim is to adapt to them. You have to play to your strengths and put your clients’ challenges above your own to create a win-win plan, whereby if you help them you maintain a solid source of business.

“Understand their changing needs and adapt to ensure your service is a necessity during cutbacks. In recruitment this can mean taking a more consultative approach to help clients restructure and build and maintain higher performing, streamlined teams.

“Internally you must manage morale and momentum to ensure you maintain a positive, opportunity-seeking working environment.

Communicate frequently and celebrate all achievements big and small.

“So long as you can rise above the negative mindset, remain flexible and open to new opportunities and face the challenges as they come, you will come out stronger at the other end.”

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11/08/2016 14:23

TH E B IG STO RY 1 1 MOST INFLUENTIAL IN-HOU SE RECRUI T ERS

LEADING THE RESOURCING CHALLENGE Driving and effecting change is a key theme for deciding who are the top in-house resourcing influencers this year. Scott Beagrie introduces 2016’s list WELCOME TO RECRUITER’S 2016 list of Most Influential In-House Recruiters, now in its fourth year.

A clear theme emerging from this year’s list is the role resourcing functions increasingly play in helping organisations transform and accelerate their processes and operations in the face of an ever-changing and unpredictable world. The ability to drive and effect change has always been one of our judging criteria, but this year it emerged as a dominant theme.

It is also evident that resourcing heads know this is a continuous challenge, with all of them having ambitious sets of objectives for the year ahead to ensure they secure the right talent to serve the business needs.

Data and analytics, diversity and talent pipelines were among the preoccupations for many, while confronting the challenge of

18 RECRUITER

managing social media and other channels seems well under control. The shift to direct resourcing models continues and, in many cases, the metrics to back this up are even more impressive. It is about far more than just cost-savings, though, but ensuring the resourcing function is perfectly aligned with the strategic direction of the organisation.

Although we try to avoid singling any of the 11 out, we would like to commend both Kevin Hough and Adrian Shooter who have achieved the ‘Red Rum’ award for making the list three times on the trot.

As we point out each year, you may not necessarily agree with our selection but we hope you can join us in congratulating them. We look forward to hearing your views. Next year, the Most Influential list will celebrate its fifth anniversary.

Who do you think should be on that list?

SEPTEMBER 2016

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10/08/2016 09:22

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

↗ SCOTT BEAGRIE is a regular contributor to Recruiter.

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

MET HOD OLOGY

THE MOST INFLUENTIAL 11

► Information and data was gathered from a range of sources in the public domain and assisted by discussions with industry experts.

Having arrived at our selection, we then asked individuals what they saw as their main achievements during the past year and main objectives going forward. Wherever possible, metrics such as cost and time saving were collected. As always, there will be a degree of subjectivity in a list of this nature but consistent with other years we apply a set of criteria that qualifies a person for inclusion. This is primarily based on the following: the size, scale, scope and challenge of the position and effectiveness in the role; ability to be strategic and add value, and position the resourcing function at the heart of the business; the degree of innovation or change brought to the current and/or previous organisation; perceived influence both internally and externally; and extent to which the individual is considered an industry visionary, trailblazer or thought-leader. Industry or company-specific challenges are also taken into consideration where appropriate.

Tom Baker GLOBAL HEAD OF RESOURCING AT IMPERIAL BRANDS (FORMERLY IMPERIAL TOBACCO GROUP)

A direct resourcing recruitment process outsourcing (RPO) model has delivered a reduction in agency hiring from 45% to less than 6% in core markets but this is only one strand of Baker’s strategy to drive resourcing improvement at the organisation.

Baker describes Imperial Brands as being on a “transformational journey” and claims that it is trying to achieve a level of change in five years that many of its FTSE peers would encounter across a 15-year period. In addition to leading his team to deploy a global resourcing model and policy, he has ensured the ‘Bring It On’ employer brand is maximised across digital and social channels, while the resourcing function’s activities are underpinned by a robust shared services supporting model. An imminent Workday system deployment is among his preoccupations going forward, as well as developing an enhanced entry-level talent proposition for both undergraduate and MBA hiring. With the company operating in 70 diverse global markets, he also wants to make better use of internal mobility. Baker says HR is among the functions playing catch-up at an “accelerated pace”, so the scale of change and absorption of the legal and cultural differences across its different geographies continues to be a challenge.

Added to this, there is the matter of enhancing the employer brand of a “shadow” product group. Baker’s enthusiasm for his role remains undiminished though. “They [the challenges] certainly help keep me excited, challenged and engaged,” he says. ⦁ WWW.RECRUITER.CO.UK 19

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10/08/2016 09:22

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

Kevin Blair

GROUP HEAD OF RESOURCING, LONDON STOCK EXCHANGE GROUP (LSEG)

As group head of resourcing in one of the country’s most famous financial institutions, you may have a strong employer brand on your side but winning the war for top talent in this fiercely competitive sector is far from easy. And no one knows what the post-Brexit challenges might be. Since being in role for two-anda-half years though, Barker has ensured the group’s resourcing function has extremely solid foundations on which to build. Over the past 12 months, the resourcing models he inherited have been streamlined and a global community of practice (CoP) has been established with international colleagues to develop best practice in delivering around 600 hires per annum globally (5,551 employees worldwide). A resourcing centre of excellence has also been set up with a team of experienced resourcing specialists in each international hub. A group-wide graduate programme has been developed and a global applicant tracking system (ATS) implemented across the group. The latter will help with one of Barker’s next goals, which is to increase the proportion of internal moves across the group to improve career opportunities and achieve further cost efficiencies. He also wants to attract more female candidates and is committed to improving the gender mix across key roles. Top technology talent is crucial for the future, and Barker knows competing for this with the technology industry is a major challenge, so he intends building a dedicated pipeline. “When we meet candidates, they are excited by the professional and career opportunities at LSEG,” he says. “The challenge is to raise awareness with great talent who might not initially think of LSEG.” ⦁

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THE MOST INFLUENTIAL 11

Nigel Barker

GLOBAL TALENT ACQUISITION LEADER, CISCO SYSTEMS

It is no surprise that Cisco is one of the organisations leading the way when it comes to making use of data and analytics. Fittingly, Blair and his team have been focused on improving their ability to predict hiring demands and spikes, using data points to refine predictive analytics and ensure it has the right recruiters in the right place to find the talent the business needs. Blair’s love of technology was highlighted in an interview with Recruiter earlier this year when he enthused about the power of his dashboard, and how it was helping to change the face of recruitment at Cisco. There is more to him than bits and bytes though. The team has invested considerable time and money in developing proactive sourcing skills, which is paying off, and there is a major focus on candidate experience. The technology sector is more fiercely competitive than ever but few know it like Blair: he spent a combined total of seven years at Oracle and Salesforce before being headhunted in 2014 for Cisco. When it comes to the challenges of digital skills shortages, he has ensured the company is well positioned to articulate what Cisco is and sometimes more importantly, he says, “what we aren’t”. “It’s becoming even more important that we keep our message fresh as we evolve as a business,” he says. He wants to further build on the improvements to the candidate and hiring manager experience, particularly around the digitisation of these processes. The experience should be uniquely Cisco, as well as engaging for both sides, he reckons, with “continuous and high touch connection points” throughout. ⦁

SEPTEMBER 2016

10/08/2016 09:23

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

Melanie Hayes RESOURCING AND DEVELOPMENT DIRECTOR, COMPASS GROUP UK & IRELAND

Building a great resourcing team is one thing but building a similarly great team for learning and development, apprenticeships, talent, diversity and resource network (for a pipeline of temporary labour) would represent a herculean task for many. Unfazed by the challenge, Hayes has also managed to implement a business-partnering model within each team to ensure activities are fit for purpose. It has paid off, with achievements including: a 30% increase in hires delivered by a new resourcing model; introduction of a new onboarding and learning portal; creation of a Unit Manager Academy; and a new leadership talent development programme.

Hayes has also tackled some of the key recruitment issues head-on, chief among them diversity. Women in Food and LGBT networks have been set up, and Compass will be further developing these and its BAME [Black, Asian and minority ethnic] and disability employee resource groups and committees. Compass is heavily committed to apprenticeships, pledging to increase numbers from 500 to 1,500 per annum (Hayes is a member of the government’s new Apprenticeship Delivery Board). A new careers site, implementation of new selection processes and expansion of the ATS to deliver self-serve access for site managers are on the list going forward – plus she wants to look at how attraction tools and techniques can help address the continual skills shortage the industry faces. ⦁

THE MOST INFLUENTIAL 11

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SEPTEMBER 2016

10/08/2016 09:24

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

Kevin Hough THE MOST INFLUENTIAL 11

GROUP HEAD OF RESOURCING, LV=; TALENT ACQUISITION LEAD AT PEPSICO (FROM SEPTEMBER 2016)

When Hough leaves LV= for his new role as UK talent acquisition lead at PepsiCo, he has every right to tick the ‘job well done’ box. Not that this industrious team player is likely to. He has always been keen to credit others around him for the resourcing department’s considerable achievements, which has seen it gain the recognition others crave: being perceived as commercial and proactive outside of the function. The past year has seen Hough busy embedding the resourcing team’s operating model and launching the new employer brand, while fresh initiatives have included setting up of a South Coast in-house recruiter network with Rebecca Clothier from cruise line Carnival UK. The aim is to promote stronger networking and group learning between recruiters at all levels. Hough has ensured LV= will continue to be seen as progressive internally and externally after his exit, with a strong focus on technology going forward.

In addition to stepping up of video interviewing, it is pushing boundaries by using the music platform Spotify for recruitment campaigns. His immediate challenges at PepsiCo will be those associated with joining a new industry, team and business, he says. “Having seen what they deliver, they are an amazing team. So I’m looking forward to going on another journey.”⦁

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

Ruthie Penfold

HEAD OF RESOURCING, CARILLION

Jon Hull’s strategy of pipelining talent to better meet the staffing demands of the £4.1bn construction and facilities management company has seen a time-to-hire of nearly zero in its Highways division. In other divisions it fell by 10% in only months after he implemented his strategy. Joining from Sodexo in January 2015, he felt the company required a proactive rather than reactive approach to recruitment. His team work closely with Carillion’s resource planners, which enables them to build a picture of future recruitment needs and they are expected to have identified between six and 10 people for each role from the pipeline. Some 4,500 hires were made last year. He has upskilled the resourcing team who use content-based social media not only to identify candidates but also to keep them warm and interested with relevant content (it can take six months between winning a project and it actually starting). This alongside other online brand-building work helped Carillion become one of LinkedIn’s Top 20 Most InDemand Employers in the UK. The resourcing team has already made the shift from transactional to strategic and he wants to build on its position as a true business partner in tune with the organisation’s commercial drivers. Central to his continual recruitment and pipelining strategy is buy-in from hiring managers, whose stop-start approach to recruiting he is managing to change. His sell to them is that, ultimately, they are being “handed more choice”.⦁

24 RECRUITER

THE MOST INFLUENTIAL 11

Jon Hull

DIRECTOR, TALENT ACQUISITION, SHAZAM

Anyone looking for an example of how to perfectly align the recruitment function with the organisation’s mission and product would do well to follow Penfold’s approach. Shazam – a music identification app – has grown up in the 24/7 world, and it still operates in the manner of a fast-paced start-up, although the number of annual hires would belie that comparison. It ships its product every month and continuously re-evaluates its roadmap. Hence, Penfold is big on continuous improvement, and recruitment processes are constantly iterated and evaluated. When she joined in 2013, she transitioned the team to truly partner the business, which included comprehensive recruitment training for the whole organisation, encompassing branding. Employer branding has been her primary focus for the past 12 months, alongside workforce planning. Shazam is also implementing “unconscious bias” training across the organisation and embarking on a number of initiatives to boost the number of female engineers.

Next up for Penfold, who ranks in LinkedIn’s top 10 most viewed profiles for HR professionals in the UK (10 Power Profiles), is up-skilling everyone again in areas such as interview style. She wants to further build on the brand by getting more people to blog about the great work they do and speaking at events. Creating the next “all-singing, all-dancing iteration” of the careers page is also a priority. Through it all, she also has to battle the war for talent in reverse: her constituents are highly popular with headhunters and many receive multiple approaches a week. ⦁

SEPTEMBER 2016

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

Cath Possamai THE MOST INFLUENTIAL 11

DIRECTOR OF TALENT AND RESO RESOURCING, CAPITA

Given just one of Possamai’s initiatives in saved the organisation anisation around £500 £500k in search fees (creating an external executive pipeline), while another (creation of a dedicated internal executive search function) slashed the number of external partners Capita worked with from 24 to two, it would be easy to focus on the costsaving side of her activities. Reporting directly to the board makes attaching bottom-line value to her activities essential but her work goes far deeper than this. It includes a talent reviewing and succession process for the top three layers of all Capita divisions which culminates with a ‘Talent War Room’ session with the main board, the Capita Leadership Standard and quarterly senior leader inductions (attended by either the CEO or chief operating officer). Meanwhile, current projects include cascading the talent review and succession planning process down to the next two layers, introduction of a portal to ‘industrialise’ mentoring across the business and driving up internal mobility. Her pet project, though, is development of an HR and talent analytics tool, which collates all of its data including contractor and employee engagement and customer satisfaction into a single data warehouse for interrogation. There is no doubting that her work to date has earned her the recognition and trust of the board but she believes the tangible data from the tool will help further convince them to “support, adopt and cascade” resourcing initiatives when required. “It is game-changing,” she says. ⦁

Samantha Ramsay HEAD OF RESOURCING AND EMPLOYER BRAND, HOUSE OF FRASER

In two years, a transformation programme spearheaded by Ramsay has cut time-to-hire in retail by half and reduced cost-per-hire in head office by three quarters. The word ‘transformation’ is often used all too loosely but not in this case. At House of Fraser it has involved a new team and structure, review of all processes, new applicant tracking system (ATS), fresh employer brand, new careers site, creation of online and offline assessment model for volume recruitment, introduction of video-interviewing and live chat functionality and lastly removal of agency spend across retail. In an interview with Recruiter two months ago, Ramsey admitted to being a “self-confessed” transformer rather than someone who likes the day-to-day and has clearly wasted no time in establishing an entirely new resourcing infrastructure to take the organisation forward. Keen to learn from other departments, she wants to change the way recruiters “think and behave” and grow the recruitment team into marketing experts, as well as encouraging every employee to become brand ambassadors. Ramsay also plans to introduce an “experience-based referral programme” linked to its brand advocacy concept, which aims to deliver a 10fold increase in the number of hires via referral. ⦁

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

James Ryding HEAD EAD OF O TALENT ACQUISITION, EASYJET YJET

Direct ect sourcin sourcing runs at 43% att th the low costt airline carri carrier and internal rn moves account cou for more e th than one e tthird of all hires. ires. But Ryding wants to continue working “up the value chain”, hain” as he h puts it, to ensure his team ea proactively roactiv build builds on what has been en achieved d and cont continues to be a true eb business partner.

His team takes care of the day-to-day, he says says, which has allowed w him sufficient

time for planning and ensuring the airline is well positioned for the next few years. His aim is to make the proposition of working at easyJet equally as clear and compelling as its customer proposition of easy and affordable travel. Making things look simple generally means lots of hard work behind the scenes though.

Ryding reckons the recruitment team has the same responsibility for making this appear the case for candidates as customer service teams do for passengers, and innovation is the key to achieving this at low cost. He’s mindful of another major challenge post EU-referendum.

Carolyn McCall, easyJet’s CEO, openly supported remaining in the EU and the airline recruits thousands of peo people from across Europe. Added to this, the there is already stiff competition for talent in the marketplace. “If we want to win that t competition we have to let people peopl know what’s great orking her about working here, and then make it easy for them to e engage with us and find out more,” h he says. “We also can’t ignore e our m most important resource – our existing isting c customers and employees.” ⦁

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

THE MOST INFLUENTIAL 11

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

Shooter has notched up the achievement of making this list for three successive years. Over the past two years, he has been instrumental in establishing some of the key measures that have transformed the brand in the period and with many of the fundamentals now in place has allowed him space, he says, to create “magic” in the recruitment process and bring the Co-operative’s “unique purpose and culture” to life.

A new resourcing service went live in March, with newly-created roles for its resourcing team of more than 50. The team is supported by a new Oracle, Fusion and Taleo solution said to be a UK first, while specific candidate marketing teams, which marry brand, sourcing, marketing and innovation, aim to bring “the Co-op difference”. Resourcing business partner roles have also been created to work strategically with business divisions. The combined effect of this work has increased candidate numbers and improved candidate experience, he reports. His teams are also relishing the new approach and environment in which they work, too, with resourcing clocking the highest engagement scores across the group. Businesses such as Funeralcare, General Insurance and Legal services (amounting to 15,000 colleagues in 1,000 locations) have been the focus for the past year and Shooter and his team are turning their attention to its 3,000 retail stores with 55,000 colleagues. He says they will be using social sourcing, the Coop brand and an enhanced Employee value proposition to try to create a retail hiring experience that is “second to none”. ⦁

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Issue 41 September 2016

RECRUITMENT MATTERS The View and The Intelligence

Member of the Month

Legal update and the IRP

Events and Training

Thoughts for the new government p2-3

Informatiq Consulting Ltd

The law of the gig economy p6-7

IRP Awards judges’ tips p8

p4

AN UBER CHANGE The government must act to ensure freelancers are protected, according to new research by the Recruitment & Employment Confederation (REC).

‘Gig economy - The Uberisation of work’, explores the impact of digital work platforms such as Upwork, Task Rabbit and Freelancer.com. These act as marketplaces, matching freelancers with a wide range of project-based work.

Almost a third of all UK employers are predicted to use digital work platforms by 2021. The REC has called on policy-makers to ensure that the ‘gig economy’ is fair to self-employed workers and businesses, and to secure benefits for the UK economy.

REC chief executive Kevin Green says the gig economy can’t be ignored.

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“The gig economy is predicted to add £45 billion to the UK economy and create work for 766,000 people. Gig working is heading for the mainstream,” he says.

“This is good news for employers who will welcome tools that help them access the global talent market. The UK is close to full employment and businesses across the economy need to react to

skills shortages. Current uncertainty around how the UK’s relationship with the EU will affect the jobs market is another driver for innovation.

Bill Richards, UK managing director of job site Indeed, says the gig economy will only

THE REC’S RECOMMENDATIONS TO THE NEW GOVERNMENT • Ensure that gig workers and businesses have recourse for instances of bad practice • Clarify the legal and tax status of gig workers and ensure they get the same protections as other self-employed workers • Look to services such as the Low Pay Commission to determine fair pay for gig workers • Ensure the same rules governing the recruitment industry apply to digital work platforms, so that businesses can compete on a level playing field.

grow in future.

“The gig economy is disrupting traditional notions of employment. Only 13 per cent of British people think they will be working in traditional 9-to-5 jobs by 2025. Online job search and the rise of digital work platforms is creating a wealth of opportunities for the temporary market, with flexible working patterns a driving force behind the gig economy.”

The report follows research

by LinkedIn that found 16 per cent of its 20 million UK users moved from large to small companies between March 2015 and 2016.

University of Oxford economist Dr Craig Holmes says the survey reflects current market trends.

“The improving economic outlook will certainly have been important in the growth of small enterprises, while cutbacks in public sector are one of the factors behind the growth in independent consultants and contractors,” he says.

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Leading the Industry

THE VIEW

This is what the REC wants the new government to think about, says Tom Hadley, REC director of policy and professional services

Let’s not forget how resilient our economy is, says Kevin Green, REC chief executive Eight weeks on from the EU Referendum, the consequences of a vote to leave are becoming more apparent every day. While there has been some shortterm pain as employers come to terms with the shock outcome, it’s clear that businesses are still hiring. Either way, this is a time for recruiters to focus on demonstrating value, both to clients and candidates.

The REC’s Report on Jobs for June showed that employers were cautious in the runup to the referendum, with permanent hiring slowing but flexible resourcing performing strongly. The data for July shows how employers reacted to the vote, with perm hiring clocking its worse monthly performance for seven years.

But a large part of this comes from an emotional response.

The economy performed strongly prior to June 23rd, with GDP accelerating in Q2. EU negotiations will not start until next year and will be painfully slow. The government has said it is not going to review employment legislation any time soon.

For now, our trading relationship with Europe remains the same and immigration policy has not been altered.

We need to talk-up the resilience of our economy, reiterate to clients that nothing will change in short term, and highlight that talent remains in short supply.

GETTING IN WITH THE IN-CROWD Our new prime minister Theresa May is someone the REC knows well. Having visited our offices, May is supportive of our work on compliance and stamping out forced labour and human trafficking. The new government has moved quickly to reassure markets and business while also seeking to create an inclusive social agenda focusing on everyone benefiting, not just the privileged few. The REC has already made representations and we are meeting officials and new ministers. Our message is very simple: we believe in free trade and we need people to do the jobs available.

While the situation remains unclear, let’s make sure that recruiters are presenting the industry in the best possible light. Our advice is, don’t cut your investment in people.

In fact, now is the time to galvanise your team, develop better skills and enhance capability to win business.

The REC is here to help with bespoke training and qualifications.

The recruitment industry is agile, dynamic and responsive, three crucial attributes that are needed when the times are a-changin’.

If you want to keep abreast of all that’s new about employment and recruitment why not follow me on twitter at @kevingreenrec

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It’s been an interesting time on the political front. If the last few months had been written up as a satire in the style of The Thick of It, the script would have been dismissed as the work of a deranged fantasist.

As well as taking stock of the EU referendum vote, recent weeks have seen a heightened engagement with the legions of incoming ministers. The fact that the REC represents more than 80% of the UK recruitment industry by turnover is an important marker and our commitment to professional standards and to working with government to drive effective enforcement is also an important bridge-builder. Our jobs market data and regular research are also key to positioning our voice on key labour market challenges facing the incoming administration.

Our core message is that we are ready to work with government to build a post-EU jobs market that provides opportunities for individuals and gives UK businesses the skills they need to compete on a global level. REC members have told us that retaining membership of the single market would boost business confidence and have underlined the need for clarity on the status of EU workers already in the UK. Our data shows that even before the referendum, candidate shortages were a major problem in many sectors. So we will be impressing on the new ministers that the need to ensure recruiters can access the people they need has not changed.

Over the coming months and years, government will be in a position to review EU-based regulations. However, the steer from REC members is that the priority should be to re-evaluate domestic employment and tax regulations currently in the pipeline, such as IR35 and the apprenticeship levy. We need to create the best possible regulatory landscape, one that facilitates growth and job creation while maintaining effective enforcement to protect the interests of compliant businesses.

We are starting from a strong base and our ongoing influencing work has involved giving evidence over recent weeks to the Low Pay Commission and to the Work & Pensions Select Committee. Our aim is to help build a successful post-EU jobs market; the insight of REC members will continue to drive our messages to the in-crowd of incoming ministers.

You can follow Tom on Twitterr ment @hadleyscomment

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THE INTELLIGENCE DIANA BEECH, REC SENIOR RESEARCHER, REFLECTS ON LIFE AFTER BREXIT FOR UK RECRUITERS On 23 June, the UK voted to leave the European Union (EU).

On assuming office, the new UK prime minister, Theresa May, infamously proclaimed that “Brexit means Brexit”, but what exactly does this mean for the UK recruitment industry?

In short, we don’t yet know. The UK is not going to leave the EU overnight. After invoking Article 50, the UK will have two years to negotiate the terms of its withdrawal. Only then will it become clear if the UK will have continued access to the single market, which allows for the free movement of goods, services, money and people.

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In the meantime, the UK is facing a significant period of uncertainty. Economic forecasters have already cut the UK’s predicted growth rates from pre-referendum levels. Just last month, the International Monetary Fund cut its UK growth forecast by almost a full percentage point, down to 1.3% for 2017.

The looming prospect of Brexit will inevitably affect business and consumer confidence. Data from the jobsearch website Adzuna revealed an initial post-referendum dip, as employers noticeably held off from hiring. Job postings on the site fell 26% from 39,000 on the Monday prior to the referendum to 29,000 on the Monday immediately after the result. A post-vote study by the site also found that finance vacancies were hit particularly hard – down 14% on the previous year.

More recent data from Adzuna nevertheless suggests

26% DATA FROM THE UK DAT D JOBS J OBS SITE CV-LIBRARY OB SHOWS S HOW THE KEY SECTORS FOR JOBS SECTO S GROWTH IN THE WAKE GROW G OF BR O BREXIT WERE LEGAL

JOB POSTINGS TINGS ON O ADZUNA UNA FELL L 26% FROM M 39,000 39,00 00 ON THE MONDAY NDAY PRIOR OR TO TH THE HE REFERENDUM ERENDU NDUM TO 29, 29,000 9,000 000 ON THE HE MONDAY NDAY IMMEDIATELY EDIATEL LY AFTER ER THE RESULT ULT

37.5% 32.8% 32% CATERING CATE C

AND E A EDUCATION

a return tto normality ormality lit for f UK employers. The site reports that from 2-8 July there was a 16% week-on-week rise in the number of jobs advertised, with the number of vacancies posted since the referendum having grown on average by 1.4% a day. The UK jobs market is at least remaining resilient amid the threat of uncertain times.

For UK recruiters, then, it’s a case of ‘business as usual’ while employers seek to maintain recruitment levels. Data from the UK jobs site CV-Library

shows h th h k the key sectors for jobs growth in the wake of Brexit were legal (37.5%), catering (32.8%) and education (32%).

New CV registrations on the site also increased by 10.8% nationwide, which suggests fears over Brexit are yet to hamper job-hunters’ ambitions.

For now, at least, cautious optimism is the order of the day, as recruiters continue to help British businesses hire the talent they need and fill more than one million unique positions currently being advertised.

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Member of the Month

INFORMATIQ CONSULTING LTD

TOP OF THE CLASS Recruitment Matters: What’s your background?

Dan McCarthy: Before recruitment, I was a foreign exchange trader for a couple of investment banks in the City of London. I mainly traded European currencies during some turbulent times in the late 80s and 90s. I then joined Informatiq Consulting in 1998 as a recruitment consultant and then took responsibility for growing some of our biggest client accounts, leading teams and developing new initiatives for the business.

so it’s a mix of larger global organisations and smaller specialised companies. But it’s mainly the more technical people that we tend to focus on. What we try to do is establish very strong relationships with clients and really understand their business. It’s a combo of not just finding the skills they need but the right person too.

RM: What does Informatiq focus on?

DMC: Our focus is on IT and engineering sectors primarily throughout the UK,

RM: When you’re not running a recruitment company, you’re helping the REC deliver its

DMC: I do miss the excitement of a busy day, but I think recruitment makes up for that.

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recruitment qualifications.

How did that come about?

DMC: There was a fairly big review of qualifications in 2010. After the review, there was a restructuring of the qualifications. The REC asked for applications from people to be a chief examiner. I

applied and interviewed, thankfully successful, for the level 3 and level 4 units, on both the awarding and examination committees.

In June 2014 I was elected chair of the qualifications committee, so I’ve been doing that for a couple of years. My two-year tenure is coming to an end.

RM: How do you find IT recruitment?

DMC: I think it’s been the same as long as I’ve been in recruitment – just the label attached to the skill has changed over the years. There’s always the latest version of something that a client wants, a new process, a new way of doing things. Recruitment is about relationships with clients and candidates and if you can establish those relationships, you will have success.

RM: Forex trading is a pretty fast-paced industry.

Dan McCarthy is a director at Informatiq Consulting Ltd and the outgoing chairman of the IRP’s Qualifications Committee. He tells recruitment matters why being a qualified recruiter will soon become the norm.

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RM: Were you always interested in the qualifications side of things?

DMC: If you look at my schooling, I never had an interest in the quals aspect [laughs]. But I’ve been involved in helping Informatiq staff through their REC qualifications and mentoring them. I saw this as the next step up from there. I thought it would give me a greater understanding of the industry and the marketplace as a whole. It was an attractive proposition.

it’s a great piece of work.

The REC and IRP have demonstrated they’re the leading professional body in the recruitment industry and the people on the qualifications committee know the industry inside and out. They have developed an extremely robust, exacting and fair process for writing course materials, delivering exams, and ultimately delivering pass or fail results.

That robust method has been tried and tested and has been accepted in the industry as something worth having.

RM: There’s been a shift in

RM: What advice do you

the way recruitment presents itself, with more and more people seeing it as a career of choice. How do you see this evolving over the long term?

have for recruiters taking qualifications at the moment?

DMC: That change has been quite dramatic and the REC and IRP have proven they can move recruiters through their entire career, from start to finish. The REC’s Career Routeway has achieved that and

DMC: I think some people assume they know it all already, but everybody needs to put the time in to learn the course material. The most important thing – the thing we see more than anything

else when marking papers and awarding results – is that people haven’t read the question. Making sure they read the question and making sure they know what they’re being asked rather than regurgitating a piece of text they’ve read is crucial. If the students could see their examination paper after it’s been marked they would kick themselves. I think we find that quite frustrating. You get the feeling that someone knows their stuff, but haven’t been accurate in their answer.

RM: How do you see the rest of the year playing out?

sides of the debate and that people were a little bit scared of the consequences of either decision. I think it’s settled down pretty quickly and we’re almost back to business as usual, and that will continue for some time. I think we need strong leadership, both politically and within business, to take advantages of the opportunities in front of us. Any firm decision and action is still a long way away from happening. There are winners and losers all the time in recruitment, whether it’s a boom or a tough market place. But the future looks pretty good to me.

DMC: I think the initial reaction to the EU referendum was just a reaction to all the misinformation from both

“MAKING SURE THEY READ THE QUESTION AND MAKING SURE THEY KNOW WHAT THEY’RE BEING ASKED, RATHER THAN REGURGITATING A PIECE OF TEXT THEY’VE READ IS CRUCIAL”

www.rec.uk.com

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Legal update

GIG ECONOMY What does the gig economy mean for employment law?

Asks James Coupe, REC legal executive Employment law is continually having to play catch-up with the new and innovative ways that businesses choose to engage with the workforce.

Changes in technology, society and ways of working mean that some of the key concepts of employment law, slowly built up over decades, can be challenged by radical, disruptive working practices.

Right now, mobile apps connecting end-users to the services they want to use have caused some controversy around the distinction between workers and the self-employed. At the time of writing, a legal challenge surrounding the employment status of drivers for the Uber car hire service is being heard in the Employment Tribunal.

The lawyers for the drivers argue that the way in which Uber exercises control over the drivers and the way it deducts money based on customer

complaints mean that the drivers are workers. Uber maintains that the drivers are free to work whenever they want and are self-employed.

Uber has faced legal challenges in other jurisdictions. Class action suits in California and Massachusetts alleged that Uber was in breach of local labour law around contractor/ employee status. Both suits were settled out of court earlier this year. However, it is best to avoid any premature conclusions – American law operates differently to UK employment law, it provides different rights, and can vary state-by-state.

As a high-profile Californian company valued at tens of billions of dollars, it is easy to fixate on Uber and its competitors like Lyft.

However, companies with similar app-based strategies are cropping up in a whole variety of sectors. TaskRabbit

connects individuals with tradespeople to carry out DIY and other household tasks; Upwork allows business to find designers, writers, and programmers; Scholarly connects students in the USA with tutors; and there are dozens of other companies.

We don’t yet know what decision the Employment Tribunal will reach about the employment status of the Uber drivers – selfemployed drivers, workers, or even employees – or whether that decision will be appealed. For businesses, however, it is important to be aware that the use of new technology platforms doesn’t automatically nullify the rights and responsibilities provided

by UK employment law. Taking advantage of the opportunities provided by smartphones, Wi-Fi, satnavs, tablets and wearable computing, will no doubt be important to the success of many businesses,

with scope for greater efficiencies, managing surges in demand while potentially providing work-seekers with flexibility. However, the underlying legal principles used for determining employment status still apply.

Recruiters who supply temporary staff should always consider what the reality of the contractual arrangement is, even when it uses cuttingedge high-tech knowhow.

Look beyond the technology or terminology used by the client, and avoid applying blanket rules based on the sector, pay, or job title. Getting it wrong can have a significant impact on your bottom line, if you find that your “self-employed contractors” are deemed to be agency workers or employees, with all the potential implications for their rights, holiday pay, sick pay, maternity/ paternity leave, pension auto-enrolment, tax, NICs, and everything else.

BUSINESS PARTNER: MAKING TAX DIGITAL Last year’s Budget set out the government’s bold vision to transform the tax system and bring an end to the tax return.

By 2016, government intends to give every individual and small business access to their own secure digital tax account, like an online bank account, that enables them to interact with HMRC digitally. By 2020, businesses and individual taxpayers should be able to register, file, pay and update their information at any time, and at any point in the year. For

the vast majority, there will be no need to fill in an annual tax return.

HMRC will collect and process information affecting tax in as close to real time as possible, stopping tax due or repayments owed from building up. Individual and business taxpayers will not have to wait until the end of each tax year before knowing how much tax they owe, avoiding any surprises and helping them to plan their financial affairs with more certainty. And taxpayers

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will be presented with a complete financial picture of their tax affairs in their digital account, and be able to see and manage all of their liabilities and entitlements together. The government aims to achieve this bold vision for the future of the tax system by 2020.

Official REC Business Partner and FCSA Accredited accountancy firm, First Freelance, has been offering contractors a ‘real-time’ overview of their business and personal finances for

some time, using cutting-edge technology, accessible from any device, anywhere.

Supportive of HMRC’s plans, First Freelance is already well placed to help individual and business tax payers meet any future tax reporting requirements.

To find out more about HMRC’s plans for Making Tax Digital, or First Freelance services for contractors and agencies, contact: Mark BealPreston on 0207 148 1580 or visit www.firstfreelance.com

www.rec.uk.com

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Inspiration

BEHIND THE SCENES AT THE INSTITUTE OF RECRUITMENT PROFESSIONALS

The View

Laura Garratt tt is an ager at account manager Chefs Jobs UK

Zakk Rockett is a a consultant at Extra nt Talent Recruitment

#CERTFIE WINNER CERT RP STUDENT How did you get into recruitment?

I’m from a hospitality background, and I love dealing with people. I’m highly competitive and I love learning, so I like that I have a job that involves those things but is intrinsically involved in an industry that I’m interested in.

How did you get into recruitment?

At the start, I didn’t see myself getting into the industry, but I got offered a chance to work as a trainee recruiter, so I thought I’d give it a go and I found out I was really good at it and fell in love with it.

What do you enjoy about your job?

Every day is different - you’re always wanting to go out and win business. It’s the aim of ‘wanting to do the best’ that speaks to me. You’re always wanting to do more and push yourself, whether it’s learning a new skill or anything else.

What do you love about the job?

It’s a mixture, really. I love trying to fill jobs for companies and finding candidates for that job. It’s great when you get good feedback from clients and when a candidate says, “this is a great job and I’m really happy”. I find that really fulfilling.

What’s your role at Chefs Jobs?

I’m part of a fantastic team. I recruit chefs on a temp basis, from everything from sous to head, from Kent to north of Yorkshire – we work all over.

Where do you work?

I work for Extra Talent Recruitment - it’s a really great company to work for. We’ve gone through a big rebrand exercise and have changed the business to improve ourselves. As a company, we always try to improve and that feeds through to us as individuals too. It’s why I recently completed the Level 3 Certificate in Recruitment Practice.

What are you noticing in your sector right now?

There is a huge chef shortage nationwide, so we’re seeing a high demand. We’re in the height of summer and everyone’s going out to eat and drink. The chef shortage is making it difficult at the moment, but you’re always really busy.

Chefs Jobs is on track for a record year having just put up a record quarter.

How did you find the Level 3 Cert RP in Recruitment Practice?

It was really enjoyable. You get to know the theory behind your day to day job and that backs up what you’re doing. It shows what you’re doing is correct and gives you a great insight into what’s going on. It’s taken my role to the next level.

What would you say to yourself on your very first day?

I’d be honest! You’ll have a lot of balls in the air but go on and keep pushing and keep in touch with candidates. You need to keep up those relationships. Don’t leave one of them behind.

How did you find the Cert RP? I really enjoyed it - it was full of really valuable knowledge and taught me a lot of new techniques that I brought back to my day-to-day work. The course was hard, and there was a lot of hard work and dedication needed for the exam, but it’s really paid off.

Sounds like you would recommend it?

I would definitely recommend it. I feel like everything I’ve learned, I’ve put into my work. Doing the course and the qualification makes you really stand out among other recruiters.

I’m looking into doing the Level Four Diploma in Recruitment Management because I enjoyed the Level Three so much.

It sounds like you’ve found your career of choice?

I can see myself being in recruitment for a long, long time.

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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Events and training

IRP AWARDS - JUDGES’ TIPS Recruitment Matters asked last year’s IRP Awards judges to give a tip to those entering this year CLARITY “Be succinct and stick to the brief. Entries that didn’t do as well this time around went off on tangents and didn’t follow the entry criteria.”

BRING IT TO LIFE “The entries I enjoyed reading the most were the tangible ones. There was a lot of ‘we’re very good at this’ without giving evidence. Some of the entrants who stood out gave case studies and specific examples. It doesn’t have to be paragraphs, it can just be two or three lines.

Everyone who entered was fantastic, but it’s the little things that differentiate you and make

a very big difference to the judges”.

CHECK AND DOUBLE CHECK “Poor spelling and grammar doesn’t help you – get someone who doesn’t know your organisation or anything about you to read your entry – do they understand what you’re trying to say? Does it make sense to them? This is a better idea than getting someone internal to check it, as they already know what you’re trying to say.”

BE IMPACTFUL AND INSPIRING “Putting together your entry

is like crafting your CV. It has to be impactful. Fill it with output based information and what you have actually achieved. I don’t want to know how you’ve done it, I want to know the impact. Evidence from employees, clients and stakeholders confirming your achievement are key. I want to be inspired.”

and innovative things, and think they’re everyday things.

But you’ll be surprised at the difference it can make using these in your entry. It shows you go above and beyond.”

Our judges also told us last year that they saw “fantastic and really innovative ideas, from some great personalities I’d like to meet. It was great to come across some agencies I SHOW YOUR hadn’t heard of before. There DIFFERENTIATOR were some great examples of “It’s really important to see agencies and individuals who that special ‘nugget’ about you are going above and beyond”. as an individual. What are the “It just shows what a great things you do that go above and industry recruitment is.” beyond in a typical day? You’re Find out more about the probably doing very different awards at IRPAwards.com

RECRUITMENT MATTERS

Membership Department: Membership: 020 7009 2100, Customer Services: 020 7009 2100 Publishers: Redactive Publishing Ltd, 17 Britton Street, London EC1M 5TP. Tel: 020 7880 6200. www.redactive.co.uk Editorial: Editor Michael Oliver michael.oliver@redactive.co.uk. Production Editor: Vanessa Townsend Production: Production Executive: Rachel Young rachel.young@redactive.co.uk Tel: 020 7880 6209 Printing: Printed by Precision Colour Printing

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

© 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.

8 RECRUITMENT MATTERS SEPTEMBER 2016

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10/08/2016 16:19

INSURANCE

Insurance experts say the initial impact of a cyber attack is distressing but the ensuing aftershocks can be catastrophic, reports Colin Cottell

I L L UST RAT I O N | S H U TTER STO C K

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INSUR A NCE

INDIVIDUAL RECRUITMENT BUSINESSES are losing tens of thousands of pounds as they come under attack from cyber criminals as never before, according to insurers specialising in the recruitment sector. Successful cyber attacks this year have included cyber extortion, and phishing attacks that have resulted in losses of between £1,000 and £25,000.

However, the initial financial losses have been equalled if not dwarfed by the cost, time and effort of dealing with the fallout, say insurers.

Although the exact number of cyber attacks on recruiters is difficult to pin down, insurers tell Recruiter the number is on the increase. Sharon Sinfield, senior account executive at insurance brokers Stackhouse Poland, says she is aware of three damaging cyber attacks on recruitment businesses this year.

However, Sinfield says she believes the true number of damaging incidents to be even higher, citing figures from insurance company Hiscox, showing that around 70% of companies keep any breaches to themselves for fear of damage to their reputation. “I think it is probably underreported,” she says.

Peter Stoll, director of the recruitment unit at insurers Jelf Manson, agrees recruitment businesses are facing an

increasing cyber threat. “For every attack that is successful probably 10 are attempted but are spotted,” he adds.

Jamie Eaton, regional director at insurance brokers Bluefin Professions, says cyber security “is a hot topic in recruitment at the moment”.

“Recruitment is fairly data heavy, recruiters hold lots of information about candidates, and it is a fast-moving sector that relies on the internet and technology. All of these factors put the recruitment sector at increased risk of exposure to the cyber threat.”

Sinfield agrees. “Imagine the amount of data held on one person’s CV – it’s a gold mine. We think that recruitment agencies should take cyber security very seriously.”

Insurers tell Recruiter that the cyber threat to recruitment businesses fall into three main categories

Phishing This is where payroll or accounts departments receive an email purporting to be from a senior executive (usually from a financial director or a managing director) asking them to transfer funds, often to a supposed supplier. Although the email looks like it comes from the FD or the MD, Stoll says there are usually

subtle differences in the email, such as a slightly different spelling. However, in the rush of a busy accounts departments, sometimes this gets missed, and the transfer of monies goes through.

“Some recruitment companies and umbrella companies have lost money,” says Stoll. “They are not huge amounts of money, but they are large enough to cause a problem, anywhere from £5k to £10k.”

“Cyber criminals don’t care who you are, they will target you regardless,” adds Andy Wells, corporate account executive at business insurers Caunce O’Hara. That said, recruitment companies – most of whom are small- to medium-sized enterprises – can be more susceptible to phishing attacks because of “the general atmosphere of trust between staff ”, and a lack of financial protocols that are often a feature of larger companies.

And once money has been illicitly transferred, recovering it is a tall order, says Wells. “As soon as that money gets transferred it has within minutes gone through 20 or 30 bank accounts in various parts of the world, and it can’t be traced.”

Insurers also tell Recruiter that when money is lost in this way, recruiters shouldn’t expect to receive any help from their bank, particularly when it resulted from their own carelessness.

In another incident, Sinfield says a recruiter who carried out some internet banking on what they thought was their bank’s own website later discovered they had inadvertently allowed someone to transfer funds from their business account.

Cyber extortion Cyber extortion occurs when cyber criminals gain access or hack into

POWER POINTS Beyond taking out cyber insurance, insurers advise recruiters there are a number of things they can do to reduce the risk of a damaging cyber attack: - Staff training. Train staff to be aware of suspicious emails, and how to deal with and report possible attacks - Introduce a call back procedure for email requests for transfer of funds 32 RECRUITER

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- Better IT housekeeping, including regular and comprehensive backing up of data - Get an outside company in to test your IT security, and to advise on remedial action - Purge your data records regularly.

Removing out-of date records will mean that should sensitive data be stolen fewer people will need to be contacted. It should

also mean a lower insurance premium, as many insurers use the number of records held to work out the premium - Encrypt data including data held on mobile phones, and other portable devices - Make sure your disaster recovery plan includes your IT systems. This will allow you to get back up and running as soon as possible after a cyber attack

SEPTEMBER TEMBE 2016

10/08/2016 16:15

INSURANCE

to an organisation’s IT system. After encrypting the data so that it is unreadable and unusable, they blackmail the organisation concerned, threatening that if they don’t pay them money they won’t get their data back in usable form.

Sinfield says she is aware of one recruiter who was the victim of cyber extortion this year. She says the recruiter refused to pay up after being reassured by their IT provider that its backups were adequate. However, “It turned out the IT provider hadn’t been conducting the backups properly and, as a result, this recruiter lost a considerable amount of data, and a lot of money trying to put the information back into the system.”

Data theft Recruiters and umbrella companies hold vast amounts of sensitive data, particularly on candidates, such as address, national insurance number, salary details, and bank account details.

“The big risks and the big costs are definitely down to breaches of data security,” says Stoll.

Under data protection legislation organisations have a duty to keep their customers’ data safe and secure. They are also expected, although not required by law, to report serious data breaches to the Information Commissioner’s Office (ICO). In December 2015, the EU agreed to new data protection rules due to be introduced by the end of 2017 that could see fines of up to 4% of global turnover.

Although this is up in the air after the UK voted to leave the EU, “that is not inconsequential”, says Stoll.

Insurers say that some of the biggest risks of data breaches come through lost laptops, data sticks, mobile phones and other mobile devices, many of which are not encrypted. Another big risk is disgruntled staff, says Sinfield.

In one case, she says a former member of staff in a recruitment company, who didn’t have his access removed when he left, was able to hack into his former

employer’s database.

Insurers say that while the initial disruption and cost of cyber attacks can be considerable, this can be dwarfed by the fallout from the initial incident.

“People make the assumption that their software or IT provider is giving them protection against cyber crime, but what usually turns out to be the case is that the help their IT provider can give them in the event of being held to ransom or a breach of data security is generally quite limited. It might be to only get the system up and running again and not deal with the consequences of the breach,” says Sinfield.

Cyber attacks that result in customers’ data being compromised or stolen can prove particularly costly. According to Wells, just notifying customers that their personal data has been compromised or stolen costs an average per £35 per person.

Businesses would also be expected to contact the credit rating agencies to put a warning on the files of those who have been affected. Sinfield says the cost can be as high as £125 per person. There can also be legal costs, particularly where the ICO becomes involved. Multiply this by the number of people in a typical database held by recruiters, and the sums soon begin to add up.

On top of this, there is the cost of business disruption, with denial of service attacks that could stop a recruiter carrying out its day-to-day business adding to the concern.

Other significant costs are for IT forensics (at up to £1,500 a day per IT expert) to investigatre and repair an organisation’s IT system caused by a cyber attack. Another big expense can be the cost of bringing in PR experts to deal with the media and to manage the inevitable bad publicity that arises when

customers’ data is stolen or otherwise compromised.

Insurers recommend that recruiters take out specialist cyber liability cover that is designed specifically for cyber risk. Although professional liability insurance, for example, may cover a business for breaches of its internet security, it is unlikely to cover risks such as cyber extortion, penalties or fines, or PR costs. With cyber liability insurance the sum insured is also likely to be higher. ●

I NDUSTRY V IE W Peter Stoll, director of the recruitment unit at insurers Jelf Manson: “For every attack that is successful probably 10 are attempted but are spotted” Sharon Sinfield, senior account executive at insurance brokers Stackhouse Poland: “Imagine the amount of data held on one person’s CV – it’s a gold mine”

Andy Wells, corporate account executive at business insurers Caunce O’Hara: “As soon as that money gets transferred it has within minutes gone through 20 or 30 bank accounts”

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10/08/2016 16:15

Compliance

YOUR ULTIMATE

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10/08/2016 09:58

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10/08/2016 09:59

CO M M U N I T Y

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

E

From cycling pain in Spain to hitting sixes in the rain, here’s what you’ve been getting up to outside recruiting…

CONCEPT RESOURCING WINS AWARD FOR CHARITY SUPPORT VIA In association with partner Concept Resourcing, the Midlands Air Ambulance Charity hosted its AIR25 Celebration Party, Recognition Awards and Charity Ball early in July, raising an amazing £158k. The money will fund 63 lifesaving air ambulance missions. Dudley-based Concept Resourcing, which specialises in IT, engineering and public sector, also won the Business Partnership Award for its loyal support of the charity. “The recruitment company has gone above and beyond to raise over £35k, which has helped to fund 14 lifesaving air ambulance missions,” said Hanna Sebright, chief executive of Midlands Air Ambulance Charity.

SELLICK PARTNERSHIP KNOCKS CHARITY FUNDRAISING FOR SIX VIA Finance and legal recruitment specialist Sellick Partnership hosted the eighth annual Manchester Professionals’ Cricket League (MPCL) at Timperley Cricket Club earlier in July.

Sponsored by Spire Manchester Hospital, this year saw 18 businesses from across Greater Manchester compete in a nine-week cricket league to help raise funds for St Ann’s Hospice and The Lord’s Taverners. The final amount raised during this year’s tournament will be announced at the annual MPCL Awards Lunch at The Lowry Hotel in Manchester on 14 October.

Jo Sellick, MPCL founder and Sellick Partnership’s managing director, at the crease

L-R: SARAH LEWIS, ADAM TIBBETTS, CHRIS SHORT, LAURA TURNER AND LUCY DAVIES

CLASS PEOPLE HELPS SCHOOL ‘GO FOR GOLD’ VIA Education recruiter Class People has linked up with Wooton-under-Edge primary school The British School to offer sponsorship through its ‘Class People Foundation’ programme. Class People chief executive Lynis Bassett, herself a former teacher, handed over a cheque for £500 to the local primary school at the end of their school production ‘Going for Gold’, to which Class People was invited.

TW I TT E R

NRL STAFF ENDURE THE PAIN IN SPAIN VIA NRL chief executive Andrew Redmayne and divisional manager Daniel Redmayne have completed the aptly named ‘Spain Pain 2016’, a gruelling 1,000km cycling trip in aid of the Cystic Fibrosis Trust, raising over £2.4k. As part of a team of six, the NRL tough guys cycled in 40 degrees heat covering 64,000 ft of climbs and descents over five days from Santander in Northern Spain to Faro in Southern Portugal, averaging a gruelling 130 miles per day.

Recruiter Awards @RecruiterAwards Jul 26 Interested in inspiring an innovation culture? Join our morning event on the 5th October http://ow.ly/aikc3022U

Daniel Redm ay Andrew Redm ne (3rd from left), ayne (4th fr om left)

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

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10/08/2016 09:29

E PEER TO PEER CO M M UNITY

Peer to peer: using social media to enhance your employer brand

BY CHRISTOS TSAPROUNIS

OUR MOST POPULAR social media post to date is our camper van being hoisted into our Manchester HQ. Who would have thought that a picture from a recent archive would have done the trick? Here are some tips on building your own employer brand:

➊ BEFORE YOU START

➋ CHOOSE WISELY

With so many social media to choose from it can be tempting to try to have a presence on most of them. Fight the fear of missing out and concentrate on the ones that your target audiences are using.

“Fight the fear of missing out on social media and concentrate on the ones that your target audiences are using” 38 RECRUITER

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SEPTEMBER 2016

↗

Be able to articulate your culture, your company values and your employee experience in an honest and genuine way. At Auto Trader we took several steps: first, we conducted research on what our current employees think; second, we did in-depth interviews with external candidates from our potential target market and identified the gaps between their perception and our reality. At the same time we built a relationship with our consumer brand team to create synergies and a consistent yet flexible approach that is appreciative of different audiences.

CHRISTOS TSAPROUNIS is head of resourcing & development, Auto Trader UK

➌ CONTENT IS KEY

Our key objective was to bridge the gap between external perceptions of Auto Trader as an employer. We are a digital technology business, and our engagement survey, regular team ‘health’ checks and online reviews validate our current and former employees’ really positive experiences here. We have a plan but we don’t always stick to it as we found that spontaneous, genuine and fun content works much better on social media.

➍ MANAGE RESPONSE

Social media is all about interactive communication – be careful not to try to push out content and fail to respond and engage. Assign responsibility to different people in your team for each of the media you are using and set standard response times, preferably real-time during working hours. We worked closely with our communications team on a

consistent tone of voice that represents our business as well as allowing some flexibility for individual creativity.

Beware of trolls, and talk to your security team on how to effectively deal with them.

➎ ALLOW YOUR COLLEAGUES TO TELL THE STORY

Who better to showcase your culture but your colleagues across your business?

Your next recruit is likely to be in their network already. Start with your colleagues that are active on social media. For instance, we found the 100 most viewed profiles on Linkedin (a free feature on your account) and are running a workshop on how they can support us while boosting their own profile. Don’t limit yourself to your current employees – reach out to your alumni network, suppliers such as recruitment agencies and community groups with an interest in your business.

Building your employer brand is definitely not about being an overnight internet sensation. But when you start getting more likes, shares, comments and followers, your efforts are paying off.

And if you get trolled – well, then you know you made it. ●

IMAG E | AKIN FALOPE

10/08/2016 16:15

CO M M U N I T Y

CAREERS

E

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

Is it time to reshuffle your cabinet?

BY TARA LESCOTT

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

SO IT’S BEEN an interesting period since 23 June to say the least! We have a new prime minister and a new cabinet.

The DNA of the Conservative Party and our government has changed forever and yet underneath this is a foundation supposedly built on the traditional shared values of the Conservative Party – but somehow it all feels totally different.

Despite the worries about Brexit, a renewed energy and optimism seems to be growing because we do love it when people are confident and truly own their plan, and so far a lot of people feel happy that, finally, there is a plan.

The recent referendum, and subsequent fallout, has shown us that conflicting interests, opposing agendas and visions of glory without a supporting strategy can create total chaos.

(If you don’t believe me, talk to Boris Johnson). But out of every implosion a new opportunity is born, as Theresa May has recently discovered.

Recent developments have proved there is always time for a new start, a reset, a reinvention of what went before. So how is your recruitment organisation structured today? Are your key stakeholders in sync with each other? Do you share the same vision? Do you have the right people in the right roles to get you to where you want to be? Are you and your people confident in your plan?

We are all so busy running day-to-day business and firefighting the usual issues that we can sometimes neglect the thinking time we need to ensure our businesses are poised to deliver and take advantage of emerging opportunities. What recent events have taught us is that we must protect and cherish the good, and deal head-on with the bad. What is certain is that in the months ahead we will be faced with some definite challenges but also some great opportunities. Is your team fighting fit and ready for it? It’s time to review the following: STRUCTURE Forget how you have always done it. What does your business need now? Are the roles within your company structure necessary? Do they add real value and are they appropriate for the challenges ahead? Do you have the right people in the right role and focused on the right areas?

If you need to move, add or remove people, then do it and do it quickly.

SHARED VISION Do you even have a vision? If you do, is it shared by everyone on your team? Do they own their own vision within that?

Take a stock check on this – can your team articulate the vision? Can they talk about it with passion?

If not then revisit it, recommunicate it and invigorate your team with it. If you’re going to invest your time in only one thing it should be this.

GO FORWARD WITH CONFIDENCE We’ve all been here before.

Those of us here today have survived a major recession.

So restructure if needed, acquire the talent you need to take advantage of changing opportunities, reset your course and go for it. There will be bumps along the way for sure, but we’re recruiters – we do this every day. Out of every industry and role function out there, who better to deal with uncertainty, changing needs and commercial opportunities than we resilient recruiters?

Be brave, recruiters – we’ve got this! ●

WWW.RECRUITER.CO.UK 39

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10/08/2016 16:16

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10/08/2016 10:00

CO M M U N I T Y

CAREERS

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‘You can die on stage but with recruitment you just pick yourself back up’ MY BRILLIANT RECRUITMENT CAREER What was your earliest dream job?

I wanted to be a stand-up comedian.

↗

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

LEROY BRITO, lead recruitment consultant – permanent, Acorn Recruitment

That was 10 years ago. I was initially working for a sales company and a sales recruiter would come in and look at the top sellers. I built a relationship up with him and then eventually joined that [his] company.

Leroy Brito

What do you love most about your current role?

What strengths have you picked up as a stand-up comedian that have helped you in your work as a recruiter?

I just started, so I am still getting to know the team but the level of performance among the recruiters here has really impressed me.

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

Can I say the day this interview gets published?

Do you prefer a staycation or holiday abroad?

I would opt for a holiday abroad – somewhere hot.

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

I would usually choose a coffee shop, just so I can understand the candidate properly, get to know them and see what their motivations are.

What’s your top job to fill at the moment?

of senior roles including a CTO [chief technical officer] role for a fintech [financial technology] start-up company.

Resilience is the key strength that has helped me from being a stand-up because you are going to get knocked back in recruitment. You are also going to get knocked back in stand-up.

You can die on stage, but with recruitment you just pick yourself back up. The next day you can crack on.

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

I have to say both at the same time. I had a senior candidate who forgot she was supposed to be doing a telephone interview and turned up to the client’s address. So she had to do the telephone interview in her car. She was eventually invited back for a second stage interview and got the job.

Make us an offer we can’t refuse...

I can offer you – and your readers – two-for-one tickets to my show if you quote Recruiter.●

I am working of a number IM AGES | SHUT T ERSTOCK / M ICHELLE HUGGLESTON PHOTOGRAPHY

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E EMPLOYABILITY CO M M UNITY

PAGEGROUP TELETHON IS GOOD (WORK) EXPERIENCE

BY GRAHAM SIMONS

C

onsultants at international recruiter PageGroup have helped a charity secure 70 work placements for less advantaged students from Tower Hamlets in a single afternoon telethon.

Education charity Tower Hamlets Education Business Partnership (THEBP) challenged PageGroup consultants to hold a telethon to secure some of the 1,000 work-experience placements it is seeking for Tower Hamlets students aged 14 to 18.

The charity promotes work experience among students to give them greater confidence and insight into the world of business. The ultimate aim is to help them forge careers at large firms located in the London borough of Tower Hamlets.

PageGroup consultants, with the help of Tower Hamlets mayor John Biggs, managed to secure 70 of the 1,000 placements target. The charity had already managed to secure 300 placements before the 21 July telethon.

Expanding on the importance of the work placement scheme, Helen Sanson, THEBP director, explains that work placements at big City employers are hard to come by for students from less advantaged backgrounds. This is due to the fact that often, opportunities are reserved for friends and family of staff.

Sanson explained that considering the levels of child poverty and inter-generational worklessness in Tower Hamlets, the team wondered how they would ever improve “social mobility unless we get big companies like this to start saying ‘ok, we’ll take students on work experience, we’ll open their eyes, we’ll show them a different path. We’ll raise their aspirations to give them an opportunity’.”

Consequently, the charity set itself a target last

PageGroup aims to help secure 1,000 placements for THEBP

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“You must get students who are committed”

year of 750 placements coming from big businesses and corporates, a target that Sanson says was “smashed”. So this year the charity upped the stakes to 1,000.

To make sure students and schools get the most of the placements, the charity consults with schools to confirm students are genuinely committed to the experience, Sanson says.

“We rely on the schools to support us with that.

When we have really, really prestigious placements, we say to the schools ‘You must get students that are really committed and really want to work in this sector’.

“It’s so important that the students do turn up, do a good job. Otherwise our programme loses some of its momentum. We would lose our reputation. The company would become disappointed and think ‘Oh, I’m not doing that again’.”

Sanson adds that generally the programme works well, and experiences a lot of repeat business with firms. “Once we’ve made a link with the company, they usually take more students next time and keep going.”

Ahead of the telethon, Megan Hunter, the charity’s senior manager and HR manager, briefed PageGroup consultants on typical daily activities

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and proving you can do that, maybe you could become a manager yourself.”

But it was PageGroup’s close relationships between its consultants and clients that paid dividends in securing so many placements in such a short space of time, says Simon Lindrea, regional director, banking & financial services at Michael Page.

Lindrea explained the agency selected which consultants would take part based on how close they were to their client base. Clients were very receptive to calls on the day, even among the “larger companies who we thought would already claim to be running their own similar schemes. It was an easy call”.

And it appears PageGroup consultants enjoyed the day, Lindrea added. He also hinted that the 70 placements may just be the start. He said: “It was something different for the team for a couple of hours.

They threw themselves into it and there was a real buzz throughout the office. We really enjoyed working with THEBP and it was a great excuse to call our clients.”

He added that although the team managed to confirm 70 placements within the allocated 90 minutes, many calls were still being returned, and that number could rise. “We expect more to come in over the next few days,” he confirmed. ● students could carry out. She explained these could include data inputting, taking minutes, franking, mail distribution, designing signs, notices, preparing meeting rooms, photocopying, filing and scanning.

Hunter also described how recruiters could “up sell” offers of placements from blue-chip clients in the City.

She urged consultants to consider how clients could double the placements they offer, so if a company offers placements to a sixth-form college, they should be asked if they could offer similar placements to an under-16 group. Similarly, if a company offers placements to a girls’ school, clients should be asked if they could make a similar offer to a boys’ school.

“Really what we want them to do is build up the basic skills, at least typical office admin skills, and that becomes the launch pad for a more senior job in an office,” Hunter said.

“Getting hold of those basic skills is essential to our students; they would not get them at school and they would not get them at home.”

The opportunity to manage people on work placements is also a great selling point for clients, Hunter says, as this can prove a useful management tool for more junior staff.

“We always try and sell this scheme to employers as a chance for junior staff at that organisation to practise their own management skills because, by supervising or managing work-experience students

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E BUSINESS ADVICE CO M M UNITY

THE LIFECYCLE OF A RECRUITMENT CONSULTANCY PART 3 THE NEXT STAGE - MATURITY With the growing pains of the start-up and momentum phases over and the business more than six years old and with 20+ staff, the primary challenge now facing your company is to create capital value.

TO CREATE CAPITAL VALUE THE COMPANY OWNERS SHOULD: ● Build a strong senior management team or set up a board – a company dependent on any one individual for its continued success is fragile. A senior management team or board will retain much of the tacit knowledge that would otherwise be lost with the departure of a key individual. The board is likely to consist of a chief executive, finance director, HR director, and sales director. If not already employed, a non-executive adviser is also a very common hire at this stage. ● Diversify to show scalability – the ability to expand into new geographies or sectors (though ideally within a niche) provides continuing opportunities for growth, avoiding the stagnation that will occur if the company doesn’t progress beyond its core market. ● Create boxed profit and cost centres – clearly defined operational units in the business (such as accounts, marketing, IT, sector 1, sector 2, and so on) make it easier to plug in new revenue-generating centres or outsource/divest certain elements of the business.

Alongside these operational challenges are intangible challenges including: ● Avoiding stagnation – most successful recruitment businesses are built on the energy and passion of the founders. As the organisation grows, your influence becomes diluted, and senior staff can find career progression challenging due to bottlenecks in senior roles, for example. Fresh blood can help maintain and renew the organisation’s vitality. ● Maintaining identity and purpose – the vision and values that originally made the company successful can become lost, or less appropriate, as the company scales up. Consultants without a vision and values will simply chase the fastest and easiest pound – a rapid road to lost reputation.

Advice to create capital value

44 RECRUITER

The SME Coach

● Invest in retention – your best employees are key to your continued success. Training and development helps retain staff as well as improving productivity. But be creative and find out what these staff would really value – from extra holiday for long service or exceptional performance, through to enterprise management incentives (EMI) shares. ● Document processes throughout the business – processes that are written down can be executed even if an individual leaves, ensuring continuity. Every part of the business needs to become process driven and those processes documented. This should also lead to a greater continuity of performance. ● Keep setting targets for three years ahead – the vision will engage staff and set expectations helping to avoid stagnation. ● Refresh the vision and values – periodically invest in a review of the brand to ensure that you stay relevant to clients, candidates and employees. Incremental evolutions in the ethos of the company can be achieved by publicly recognising the behaviours you want to encourage. ●

↗

● Continue to pursue growth – growth will create new opportunities and challenges for the team, reducing staff turnover. Diversify into new geographies and sectors, building on your core competencies. If you just try to stay still, you will end up going backwards as everyone around you looks to move forward.

Alex Arnot

ALEX ARNOT is a nonexecutive adviser to more than 20 recruitment companies

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EXECUTIVE BRIEFING

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Guy Hayward, CEO, Goodman Masson

Tom O'Loughlin, Executive Director, Nicoll Curtin

Duncan Powell, Sales Director & Co-founder, Yolk Recruitment

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400+ live jobs listed 10/08/2016 10:06

E CAREERS CO M M UNITY

A DVA N C E: Shaun Critchley becomes sole managing director at the contractor and recruiter services provider.

appointed Trish Stratford as chief executive - professional staffing.

BUI L DI N G CAREERS UK: Martin Thompson has joined the Manchester branch of the multi-sector recruiter as recruitment manager of its major civil and highways division.

A L EX A N D ER D AN I E LS : Henry Evans joins the multisector recruiter to head up its specialist accountancy mentorship programme.

CI PD: The HR trade body has hired Brad Taylor as its head of people.

COOPL E : Jacques de la Bouillerie and Matt Knight join the London-based ondemand staffing platform as UK managing director and chief marketing officer respectively.

E AME S CON S ULT ING GROUP: The international

B ER RY R EC R UI TME N T G R OUP : The multi-sector recruitment firm has hired Justin Howe as operations manager.

B LU ESTON ES I N VE STME N T G R OUP : The investment platform for specialist recruitment businesses, has

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recruitment and search consultancy has appointed Guy Day as chief executive and Duncan Kennedy as director of its Hong Kong office. (See p6)

E DGAR STE WART: The Edinburgh-based multisector recruiter welcomes Sara Zorriasatein to the board of directors. She has been at the company since October 2015, most recently leading

Liquid Personnel has promoted Alison Humphries to managing director.

She was previously sales director and has been with the social work and healthcare staffing specialist since January 2015.

Humphries, who is also chief examiner for the Recruitment & Employment Confederation (REC), is a former non-executive director at procurement, supply chain and logistics recruiter Cast UK and director at engineering, manufacturing and professional services recruitment agency JAM Recruitment.

She has also held director posts at Penna, Hays and Robert Half.

Edgar Stewart’s recruitment spin-out Cyrus.

FRAZ ER JOHN RECRUIT MENT: The Manchester-based recruiter has promoted Anna Chenery and John Mackey to senior partners.

HEIDRICK & STRU G G L E S :

ENCORE PERSONNEL: Joe Burrows joins the industrial recruitment firm as business development manager of its Leeds office.

The executive search firm has appointed Simon Pollock as head of practice of media and entertainment.

HIGHFIELD PRO FE S S IO N AL SOLUT IONS: The Hampshire-based built environment and engineering recruiter welcomes Andy Davis as divisional manager of infrastructure and engineering and Katie Nolen as divisional manager of UK construction and civil engineering.

Email people moves for use online and in print, including a short 11/08/2016 09:20

IMP EL L A M: Alison Wilford has been appointed group finance director at the managed services and specialist staffing provider.

She succeeds Darren Mee, who left the company at the end of July 2016 to pursue other interests.

IN S IG HT E XE CUTI VE G R OUP : Robert Parker joins the London-based corporate and public sector recruiter as head of property and facilities management recruitment.

based recruiter as managing director.

PATH S E L E CT ION: The Warwickshire-based recruiter has promoted general manager Chris Folly to managing director.

STARK BRO OKS: The management and executive level recruiter has appointed Steph Hamilton as senior manager in its Manchester office.

RAI N CON SULTANCY GROUP : The Manchesterbased multi-sector recruitment firm has promoted Chris Hickey to director. He has also become a shareholder.

RUBI CON CONSULT ING: IN STITU TE OF DI RE CTORS : David Winterburn, managing director of Yorkshirebased executive search and selection firm Burns Tempest, has been appointed as a fellow.

J A M R EC RUI TME N T: The engineering, manufacturing and professional services recruiter has promoted Andrew Crook from recruitment manager to head of advanced engineering and manufacturing.

J OB R A P ID O: The recruiter operating in the online recruitment industry welcomes Jean-Pierre Rabbath as vice president of products and analytics.

L IN S C O : Neil Hammans has been promoted to finance manager by the Nottinghambased multi-sector recruiter.

N OW TEMP GROUP : Gareth Green joins the Huddersfield-

The Birmingham-based multi-sector recruiter has promoted Ash Stone and Ricky Ollivierre to associate directors. They were previously senior consultants.

YOU R NE X T M OV E A selection of vacancies from recruiter.co.uk Amberjack Global Client partner HR, rec-to-rec c£25 (dep on experience) Newbury, Berkshire Recruiter Republic Divisional manager Construction £35k-£40k + comms Birmingham SmithCarey Recruitment researcher £highly competitive + bens Berkshire

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 Colin Cottell, Graham Simons colin.cottell@recruiter.co.uk graham.simons@recruiter.co.uk

Contributing writer Sue Weekes Work experience Ella Nawaro Production editor Vanessa Townsend vanessa.townsend@recruiter.co.uk

Acting production editors Mike Nesbit, James Richards Senior designer Craig Bowyer Picture editor Akin Falope

PRODUCTION +44 (0)20 7880 6209 Production executive Rachel Young rachel.young@redactive.co.uk

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

ADVERTISING +44 (0)20 7880 7607 Sales manager Tom Culley

RECRUITER AWARDS/ INVESTING IN TALENT AWARDS +44 (0)20 7880 6236 Events Rebecca West

tom.culley@recruiter.co.uk

rebecca.west@redactive.co.uk

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

CIRCULATION and SUBSCRIPTIONS To receive a regular copy of Recruiter, the leading magazine for recruitment and resourcing professionals, telephone +44 (0)20 8950 9117 or email redactive@abacusemedia.com • Recruiter is also available to people who do not meet our terms of control: Annual subscription rate for 12 issues: £35 UK; £45 Europe and £50 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.

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Scan here to get your own copy of

11/08/2016 09:20

E THE LAST WORD CO M M UNITY

Toby Culshaw Diversity and financial returns: are we doomed to failure?

Many firms are pushing to increase their leadership diversity without addressing core cultural issues, which meant they didn’t have diverse leadership in the first place. Or as one senior female leader put it when we discussed this: “The same problems persist – they are simply hiring men with boobs!”

This in itself, and the positive action around increasing diversity in leadership, is causing some fundamental issues that, ironically, make it even harder today to ensure a diverse and stable leadership: ● Credibility – First-hand conversations with diverse leaders have revealed to me that once in a role they have struggled to be seen as credible leaders and were often simply tarred with the tag that they were hired to increase the diverse leadership rather than because of their abilities. ● Resentment – Many individuals have spoken out over positive discrimination introduced in response to an imaginary glass ceiling, and the over-promotion of diverse candidates that weren’t really ready for senior leadership roles. ● Attrition – Having spoken to a number of leaders who were leaving organisations, it has often surprised me how diversity initiatives

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and the problems above have meant that individuals often leave organisations, blaming these issues as the cause.

Even if a diverse leader had been in place for a number of years before these initiatives, the departing leaders felt that they simply couldn’t continue in their organisation due to peer groups’ questioning of their credibility and the internal resentment within the organisations.

This increased attrition would of course exacerbate the diversity issue even further.

Clearly, organisations that foster true diversity – be it ethnic, gender, demographical, cultural, thought or experience etc – by their very nature will have strong, well-rounded and diverse leadership that will lend itself to more creative solutions, more ambitious practices and ultimately will give you financial returns.

However, this raises another challenge. If yours is not by nature a diverse culture, in any of the ways suggested above, is it possible to actively change your culture to foster a more diverse environment and ultimately get those elusive financial rewards said to result from genuinely diverse cultures?

I recently heard Gurnek Bains of organisational culture consultancy YSC speak about his book

Cultural DNA: The Psychology of Globalization. In this work Gurnek digs into the unique psychological themes, and even the DNA make-up, of certain regions: US, Latin America, Europe, China, India, the Middle East, Sub-Saharan Africa and Australia. He also explores their specific guiding tendencies and themes, and looks at how these themes can directly affect organisations looking to operate within a global environment.

One point that arose here was, particularly in a time of stress, an individual/ organisation would naturally revert to their own individual natural psychological comfort zone.

This could be very hierarchical or very riskaverse organisations, which would naturally close ranks and revert to “what they know”.

This made me ask myself, how does this relate to D&I [diversity and inclusion] and organisations looking to change their culture, challenge their existing ways of working or change what they have always done? Can organisational cultures be

fundamentally changed? Or would companies simply be better off to “play what they have” as it were and simply accept that they cannot be everything to everyone?

This suggests that many organisations could be in for a long and tricky road ahead.

What are your thoughts? Write to us at recruiter.editorial@redactive. co.uk ●

+ Toby Culshaw is head of talent intelligence, Philips International

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