Recruiter - September 2015 by Redactive Media Group

Business intelligence for recruitment and resourcing professionals

BACK IN THE GAME

INCORPORATING Recruitment Matters

CONNECTING THE DOTS Analysing social networks targets skill gaps C-SUITES Senior recruitment careers reignited CULTURE CLUB Gi Group beds in good works

www.recruiter.co.uk

John Callagher returns to his recruitment roots following a highprofile tragedy

September 2015

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12/08/2015 12:52

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C R ONT ENT S 41

ING PORAT INCOR itment Recru ers Matt

COV ER IMAG E | PA L H ANSEN

20 A

NEWS

05 Homegrown nurses An NHS Trust in Cambridge expects to reduce its reliance on overseas recruitment of nurses

06 Jobvite set to expand US company eyes more openings in Western Europe

06 Female technicians How can recruiters help to redress the gender imbalance in tech?

07 Thoughts from... Emma Causer, Simon Stevens and Robert Walters

07 Star recruit: Walter Palmer, DDS 08 This was the month that was... 10 Contracts & Deals

TRENDS

12 The Numbers Agency recruiters: How does your pay compare?

14 Insight Pinpointing a team’s social power needs

Tech & Tools Using social profiles to collect potential candidates

FEATURES

20 THE BIG STORY

John Callagher’s life changed when his wife died of food poisoning in 2012. It was a personal tragedy that kept him out of work for more than two years. Now he’s back in recruitment and working harder than ever

33 Burning questions What information can you legally ask potential recruits and what are previous employers allowed to disclose?

E COMMUNITY 37 Social Network 38 Careers Agency/In-house 41 My brilliant recruitment career: Carlos Pinto 43 Business Advice 44 Employability 48 Movers & Shakers 49 Recruiter Contacts 50 The Last Word

INTERACTION

“Why is it – as with the X Factor curse – those who win the competition may not always turn out to be the real successes?”

G R E G O RY A L L E N

18 Agency View: Ricky Martin 19 Soapbox: Andrew Preston 19 Soundbites

50 IMAGES | PET ER SEARLE / PET ER SEARLE / ISTOCK

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Change is the only constant Compliance is one of the biggest change agents in our industries. At Danbro we’ve built a business that adapts to change and understands what it means for us, our customers and our agency partners. Over the last 15 years more than 600 recruitment agencies have put their trust in us.

There are many beneﬁts for recruitment agencies working alongside Danbro. Whatever sector you operate in, or type of worker you place, we have a compliant solution. By working with our expert team, you can ensure that your contractors are set up quickly and receive the very best ongoing support and beneﬁts, giving you time to place more candidates.

Why choose Danbro? 1. We don’t use the “one size ﬁts all” approach; we know it’s important to tailor our services to suit our customers.

For more information contact us on REC.09.15.044.indd 44

Tel: 01253 600 140

As we oﬀer a full range of services, your contractors will always receive the best advice based on their working practices and personal circumstances. 2. You will have a dedicated Account Manager who will work closely with you and your team to ensure your contractors receive a seamless service. They are also on hand to provide training on a range of topics including; Danbro services and the beneﬁts to your contractors, changes or updates in legislation and social media. 3. Our strong focus on compliance keeps both you and your contractors safe. 4. Our values are at the heart of our business and this in turn ensures that your priorities are what matter to us the most.

Email: enquiries@danbro.co.uk 10/08/2015 16:42

W E LCO M E

UPDATE

Homegrown nurses WE LCO M E

LEADER

taffing in the National Health Service, compliance around the world, umbrella issues and UK immigration – the summer months have found recruiters and government wrestling with weighty, tangled matters that seem to be constants in our world. All recruiters must see our up-to-date guidance from law ﬁrm Lewis Silkin’s Ellen Temperton on what information you can legally ask candidates for and what information can be legally provided by former “This summer employers about their workers – this has found recruiters and in the wake of the Glasgow bin lorry government tragedy last wrestling with weighty, December and the recent fatal tangled accident inquiry. matters” Put this article on your ‘must read, need to know’ list. Another ‘must read’ is Jason Langley’s Insight piece on Social Network Analysis, which will help you and your organisation better understand previously misunderstood or unknown requirements for new recruits. Could this reﬂect a new level of talent mapping? And we further develop our examination of the ‘disruptive talent’ school of thought with columnist Ricky Martin’s take this month on the too-often missed requirement for a ‘purple squirrel’. Make your personal summer last as long as possible.

COLIN COTTELL

THE HEAD OF resourcing at an NHS Trust, which in the last 12 months recruited almost three-quarters of its nursing intake from abroad, has told Recruiter that she expects to reduce its reliance on overseas nurses in the coming years. Recruiter.co.uk recently reported that since August 2014, Cambridge University Hospitals NHS Foundation Trust (CUH) recruited 301 nurses from abroad, compared to only 125 from the UK. In July, the trust’s chief executive Dr Keith McNeil told the BBC that it was “distracting, frustrating and expensive to do international recruitment” and better planning was needed to raise the number of homegrown nurses. Julie Chapman, CUH’s head of resourcing, told Recruiter that measures were now in place at the trust that should ensure the trust didn’t need to recruit nurses outside the UK in the same numbers. “We are in a very different place now,” she said. Chapman highlighted the importance of onboarding. Not only did her team keep in touch with new foreign recruits before they started, said Chapman, but the trust also provided mentors, put on welcoming events, and helped with rent and accommodation, as well as language training. Chapman said that retention has been strong. Only two nurses recruited from Europe had returned home. “It doesn’t appear there is any doubt that people want to stay for the longer term,” she said. The trust also received funding for 20 healthcare assistants to take a university degree in nursing, while more new nurses were beginning coming through on university placements, with 70 newly-qualified nurses starting at the trust this year. Taken together with university recruitment drives, and advertising in the media, these measures would reduce the trust’s reliance on recruiting nurses from abroad. However, Chapman said that the situation remained far from satisfactory, and she highlighted the ongoing difficulty of finding sufficient qualified nurses from within the UK with three or four years’ experience. ●

DeeDee Doke, Editor IM AGE | ISTOCK

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UPDATE

£1,530

MONTHLY BONUS RECEIVED BY RECRUITMENT CONSULTANTS AND MANAGERS - REC REPORT, PLANNING FOR GROWTH

Jobvite seeking European boost after UK opening GRAHAM SIMONS

Bridging gender gaps SARAH MARQUET

IT IS WIDELY recognised a lack of women in technology exists and, although companies are increasingly seeking ways to address their own imbalances, recruiters can do more to help says Vanessa Vallely, founder of women’s network and job board WeAreTheCity. Speaking to Recruiter ahead of her appearance on a Phaidon International-organised panel, Vallely says there is “no silver bullet” to resolving the issue and urged recruiters to network with female technologists in person, rather than relying on sites such as LinkedIn. “There are loads of different tech women’s networks… and I think recruiters need to get to the heart of what those women want by going along to some of those 6 RECRUITER

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SEPTEMBER 2015

events in person,” says Vallely. Women tend to think about changing a job like a journey, rather than a transaction, and want to know about the company as a whole rather than just a speciﬁc role,” Vallely said by way of example. She added: “There are a lot more female tech leaders than there ever was, but we really need to think about how we go about pipelining.” That comes down to networking, she said “and talking to them, not just because they [the recruiter] have a role to ﬁll but just talking… no hard sell.” The Recruiter-supported event, The War for Talent & What Women Want for female technologists, recruiters and HR department representatives, is on 2 September at LinkedIn’s London headquarters.

Jobvite is gearing up to expand its offering beyond the UK to Western Europe and beyond, having just launched its first international operation outside of the US in London, according to the recruitment technology provider’s vice president, international, David Lahey. The US-headquartered firm has opened an office at a facility known as Central Working in London’s digital hub Shoreditch, which will service clients both in the UK and, eventually, across Western Europe. Its system works by enabling employees to share their employer’s vacancies across various social networks. The system also allows employers to track every invitation to apply for a job or ‘jobvite’ through a unique trackable url. Lahey told Recruiter the firm’s three-year strategy is to initially expand into Englishspeaking countries outside of the US during 2015 and then into Western Europe from 2016. “We definitely want to walk before we run and we want to have the base established in the UK,” he said. “In 2017 we’ll start looking at APAC [AsiaPacific]… and Australia and New Zealand,” he added. Jobvite’s expansion into the UK follows a successful round of funding at the end of last year, led by growth equity firm Catalyst Investors, which saw the business raise $25m (£16m) for global investment. Jobvite launched in 2006 in the US and currently has 220 employees.

“We deﬁnitely want to walk before we run and we want to have the base established in the UK”

Find more daily news stories at recruiter.co.uk/news 13/08/2015 14:16

THOUGHTS FROM…

EMMA CAUSER

ACCO UN T DIREC TOR AT BT, ON WHY SHE SE T UP PUB INDU STRY MENTORING SCHEME ATH E NA TO HELP MORE WOMEN INTO MANAGEMENT POSITIONS

“I currently work for BT Sport but my background is in the pub industry which is a very male-dominated industry. I just felt there were a lot of decisions being made about women and where they were eating and drinking by men.”

SIMON STEVENS

CHIE F E X E CU TIVE OF NHS ENGLAND, IN FRONT O F TH E HEALTH SELEC T COMMITTEE

“The size of the provider deﬁcit last year is more than explained, there are many moving parts, but is more than explained by just one thing which is the overspend in temporary staffing in the NHS. The provider sector overspent by more than £1.5bn on temporary staffing. The single most important thing that we’ve go to do is to dial back the spending on agency staffing.”

John Callagher wants to thank industry peers and colleagues for their support

Support systems LONG-TIME recruitment executive John Callagher wants to publicly thank his industry peers and colleagues for their support following the death of his wife Della two-and-a-half years ago. Callagher recently spoke exclusively with Recruiter about his life since his wife of 27 years died of food poisoning from a pub Christmas dinner. “So many people have been fantastic and supportive,” said Callagher, whose career has included tenures at firms such as Kelly Services, SpenglerFox, Grafton Recruitment, Antal International and Alexander Mann Solutions. When his wife died, Callagher was chief executive at life sciences talent consultancy RSA Group. “I would most like to thank the people from RSA, certainly the Stephens family [RSA owners] were magnificent and all the staff.” Callagher is less pleased with Mitchells and Butlers, the pub firm that owned the Railway Hotel in Essex, where Della contracted the food poisoning, their legal team and insurers. “This whole case has been treated like any average insurance claim,” he said. “It was one of the worst days of my life, when we reviewed a formula of when someone dies, how many hours they would have done cooking and ironing, walking the dog, etc.” On 28 July this year, M&B CEO Alistair Darby met with Callagher in person and “apologised personally and on behalf of M&B. He [Darby] also agreed to expedite matters around some legal issues”. However, at press deadline, Callagher said he was waiting to see how matters would progress. ● See The Big Story, p20

STAR R E C R U I T

ROBERT WALTERS

O N H1 2015 RESULTS ON A DAY IN WHICH TH RE E RE CRU ITERS ISSU ED RESU LTS SHOWING D OUBLE-DIGIT UK GROWTH

“There is the beginning of a return in conﬁdence — decent GDP growth. It is regionally based, as well as just London. It is a very favourable backdrop for the British economy after eight years of nothing much happening. It had to happen sooner or later. Our recruitment business is doing well.” I M AG E S | G E T T Y / PAL H AN SEN / R EX

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What career might lie ahead for Walter Palmer, the American dentist who was forced to go into hiding after his trophy killing of Cecil the Lion in Zimbabwe? Kate McCarthy, managing director of McCarthy Retail Recruitment, takes a shot at a prediction: Finding a career when you are the world’s most notorious dentist

can be like pulling beloved Cecil teeth. After taking the lion, we the mantle of the can eliminate a new ‘American professional future Sniper’ with an as either solicitor apparent need or Ambassador. to compensate Through his for certain misguided choices inadequacies in of recreational his barrel size, a activity, he has future in film is resigned himself sadly blocked by to a career closely a face for radio. linked to poaching With a reckless and headhunting disregard for – although his lack the potential of of ethics would world opinion and mean he would legal constraints struggle in our when he shot industry. dead Zimbabwe’s WWW.RECRUITER.CO.UK 7

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

FRI, 3 JUL 2015

MIGRANTS FARE BETTER IN UK JOBS MARKET THAN IN THE EU Immigrants to the UK do better in the labour market and are better educated than immigrants across the EU as a whole, according to a new report by the Organisation for Economic Cooperation and Development (OECD). The report found that 68% of all immigrants in the UK are employed, compared with the average rate across the EU of 62%. Immigrants in the UK are also twice as likely to hold a degree, with one in two educated to degree level, compared with the EU average of one in four. The number of highlyqualified graduates settling in Britain has soared from 25% in 2006 to 48% today. Highly-educated children of immigrants fare particularly well in the UK, with girls who attended tertiary education having an employment rate that is 66 percentage points higher than those who leave school after secondary education. More: http://bit. ly/1EjPhm3

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SEPTEMBER 2015

TUE, 21 JUL 2015

BASSETT, KIRKPATRICK EXIT EMR AND CORDANT GROUP Two heavyweights of the recruitment world stepped down from their posts, with Steven Kirkpatrick (above) leaving Cordant Group and Simon Bassett exiting EMR, part of the FiveTen Group. Kirkpatrick, previously chief executive of Cordant Recruitment, left following a restructure of the recruitment and facility services provider’s management board. EMR also revealed that Bassett, a director at FiveTen Group since 2000, was to be succeeded by Serrol Osman, who joins from digital recruiter Salt, where he was a sales director.

W E D, 1 5 J U L 2 0 1 5

MON, 27 JUL 2015

£75K FINE FOR RECRUITER FOLLOWING YOUNG APPRENTICE DEATH

MORSON GROUP’S FOUNDER GERRY MASON DIES

A recruitment agency was fined £75k for placing a young man in a dangerous work environment where he was subsequently killed in an industrial accident while on an apprenticeship. The Daily Express reports the apprentice Cameron Minshull, who was placed by recruiter Lime People Training Solutions, was dragged into an industrial steel cutting lathe after his overalls became trapped in the machinery. Manchester Crown Court heard Minshull, who was given oversized overalls that did not fit him properly, was cleaning a lathe when he got caught in the machinery, with parts revolving at up to 2,800 times a minute. Minshull was working at engineering firm Huntley Mount Engineering in Bury, Greater Manchester. Owners Zaffar Hussain and his son, Akbar Hussain, admitted corporate manslaughter following Cameron’s death on 8 January 2013 and the company was fined £150k. Zaffar Hussain admitted neglect under health & safety laws, and was jailed for eight months and banned from being a company director for 10 years. His son Akbar, who worked as a supervisor at the firm, also admitted breaking health & safety legislation and was given a four-month jail sentence, suspended for a year, and a £3k fine. Father and son and the firm were each ordered to pay £15k in court costs. Lime People Training Solutions was also fined £75k for placing Cameron in a dangerous work environment and also was ordered to pay £25k in court costs. ●

Gerry Mason, founder of international engineering and design recruiter Morson Group, has died. In a statement issued by his son, company chief executive Ged Mason said that Gerry Mason passed away peacefully on Friday 24 July. Gerry Mason founded Morson in 1969, originally running the company from his home in Eccles, Manchester. Although he retired from his day-to-day role in 1998, he remained an active member of the company board until he passed away, providing advice and guidance for the now globallyoperating business, the statement says. More: http://bit. ly/1Iz7xM5

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

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

Find more daily news stories at recruiter.co.uk/news 13/08/2015 08:11

W E D, 5 AU G 2 0 1 5

Tory member of the Greater London Authority Richard Tracey has urged Transport for London to tap into a talent pool of 364 recently retired tube drivers to work on London Underground during industrial action. “This means we’ll always have a core service even on strike days, and it could be run by retired staff like the fire brigade. It’s an insurance policy for Londoners,” he said. More: http://bit.ly/1M6P240

DAYS

←‒‒‒‒‒‒‒‒‒‒• A U G U S T

MON, 3 AUG

CASTAWAYS QUEUE UP TO MANAGE WELSH ISLAND Candidates from as far aﬁeld as Spain, South America and Asia have responded to a job advert calling for a castaway to manage a remote island off the coast of Wales. The Bardsey Island Trust had been searching for a manager to run the island two miles off the tip of the Llŷn Peninsula since the start of July, with the ad attracting 300 applicants by its close on 31 July. Trust member Caroline Jones was quoted as saying the number was “surprising” given they received just 20 applications the last time the job was advertised. ● More: http://bit.ly/1PgJe83 FRI, 7 AUG

W E D, 5 AU G

JUNIOR CHEFS IN DEMAND AS WE ALL EAT OUT MORE

SCOTTISH CARE SECTOR USES MORE RECRUITMENT AGENCIES

An increased appetite among UK consumers to eat out along with a growing willingness to work flexibly is fuelling demand for junior chefs, hospitality recruiters say. Latest figures from job board CV-Library’s database show job postings in the UK hospitality sector rose by 61% in the last year. The South of England was ahead of the curve, with the South-West posting a 75.3% increase in roles year-on-year and the South-East posting a 73% increase.

61 % JOB POSTINGS IN THE UK HOSPITALITY SECTOR ROSE BY 61%

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

Almost half of Scottish care sector organisations have increased their use of agency nursing staff in the three months to July, according to a survey from independent care sector body Scottish Care. The report, ‘In the Front Line’ (a supplementary report on the use of agency staffing to an earlier document in June), looks into issues affecting recruitment and retention in the care at home, housing support and the care home sector in Scotland, and was carried out over two weeks early last month. According to its ﬁndings, 46% of the 104 organisations surveyed had increased the use of agencies for nurses, with 32% increasing the use of agencies for general care staff. Just 6% increased their use for managerial and supervisory staff over the same period. ●

‘The number was “surprising” given they received just 20 applications the last time the job was advertised’ C A RO L I N E J O N E S

More: http://bit.ly/1M6P240 I M AG E S | A L A M Y / G ETTY / ISTO C K

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CONTRACTS

£54m

IS THE EXPECTED VALUE OF INTERQUEST GROUP’S THREE-YEAR CONTRACT WITH DIXONS CARPHONE

CONTRACT & DEALS

Access Group Integrated business management software provider Access Group has acquired recruitment technology provider First Choice Software for an undisclosed sum.

Acumin Consulting and Red Snapper Recruitment Cyber security staffing specialist Acumin Consulting has merged with criminal justice staffing services business Red Snapper Recruitment. Red Snapper managing director Martin Jerrold was appointed managing director of the expanded group.

CareerBuilder Global human capital solutions provider CareerBuilder has acquired a majority stake in Amsterdambased recruitment software provider Textkernel.

Central Employment North-East based professional recruitment agency Central Employment’s senior managers Paul Ponton, Mark Trett and Steve Hart have conducted a management buy-out. Previous MD Jo Caprelian has retired, while former operations manager Ponton will replace her in the role. Trett, previously business development manager, and Hart, who was industrial manager, join the agency’s board as directors.

Castlerock Recruitment Group Castlerock Recruitment Group, a recruitment and healthcare professionals provider, has won contracts to supply healthcare professionals to Oxfordshire County Council, London Borough of Croydon, the Ministry of Defence, Medway Council and housing organisation Midland Heart.

Sopra Steria Recruitment Recruitment process outsourcing provider Sopra Steria Recruitment was appointed by Leeds City Council as a preferred supplier to provide all temporary and permanent ICT resources across the council over four years.

DEAL OF THE MONTH

InterQuest Group IT, analytics and digital staffing specialist InterQuest Group signed a three-year deal with retailer Dixons Carphone Group to act as

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managed service provider (MSP). The deal expands InterQuest’s original contract, signed in 2010, with Carphone Warehouse to support

SEPTEMBER 2015

Expion Manufacturing, engineering and commercial recruiter Expion has secured a six-figure funding deal with Santander Corporate & Commercial to fund growth.

JPA Holdings Sales staffing specialist JPA Holdings is to sell its Fusion Appointments division to Fusion’s founder and director Gina Van Der Westhuizen and nonexecutive director Martyn Rose. The two companies merged two-and-a-half years ago.

recruitment and admin of non-permanent staff across the merged organisation. The expected contract value is £54m over the period.

The Curve Group Outsourcing and talent management company The Curve Group had its resourcing contract with IT solutions firm for banks and retailers Wincor Nixdorf extended by a further three years.

The JobPost Recruitment agency marketplace TheJobPost received a further funding award of £250k from the UK’s innovation agency Innovate UK, following a £100k grant in December.

Talent Plus US-headquartered global talent assessment and HR consulting firm Talent Plus acquired performance-based talent assessment firm TalentMine for an undisclosed sum. TalentMine operates in the healthcare sector.

More contract news at recruiter.co.uk/news 13/08/2015 08:12

See your recruitment agency?

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THE NUMBERS

AGENCY RECRUITERS: HOW DOES YOUR PAY COMPARE? A new report by the Recruitment & Employment Confederation (REC) offers insight on pay and rewards for consultants and managers working in the UK recruitment sector between April 2014 and April 2015 HERE ARE SOME OF THE FIND I NG S:

Based on the responses of 750 consultants and managers employed by REC members:

AVERAGE BASIC SALARY FOR TIME IN INDUSTRY:

£22,900 £33,960 £41,140

FIVE YEARS OR LESS IN RECRUITMENT

£30,880** AVERAGE BASIC SALARY FOR RECRUITMENT MANAGERS AND CONSULTANTS *BEFORE TAX AND NATIONAL INSURANCE AND EXCLUDING COMMISSION, BONUSES OR OVERTIME

SIX TO 15 YEARS IN RECRUITMENT

16 YEARS OR MORE IN RECRUITMENT

£38,710 £23,810 MANAGERS

CONSULTANTS

32%

£41,180** **

AVERAGE TOTAL SALARY FOR RECRUITMENT MANAGERS AND CONSULTANTS **BEFORE TAX AND NATIONAL INSURANCE BUT INCLUDING COMMISSION, BONUSES AND OVERTIME

DISSATISFIED SATISFIED RECRUITERS WHO ARE DISSATISFIED WITH PAY AND CONDITIONS EARN, ON AVERAGE IN TOTAL SALARY

RECRUITERS WHO ARE SATISFIED WITH PAY AND CONDITIONS EARN, ON AVERAGE IN TOTAL SALARY

£34,640

£45,760

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OF MANAGERS EARN >£40K IN BASIC SALARY

O O O 18%

OF RECRUITERS WHO MAINLY MAKE TEMPORARY PLACEMENTS EARN >£40K IN BASIC SALARY

GENDER DIFFERENCES:

46%

11%

54% CONSULTANTS

OF THOSE WHO MAINLY PLACE PERMANENT STAFF EARN >£40K IN BASIC SALARY

O O

MALE ● FEMALE ●

48%

52%

MANAGERS

TH E SURVEY WAS CONDUC T ED BY COM RES WIT H RESEARCH CONDUC T ED AND AUT HORED BY NINA M GUNI, REC S E N I O R RE S E ARC H E R

13/08/2015 08:12

See your recruitment agency through Eploy. Itâ&#x20AC;&#x2122;s your business. You know what it needs to succeed. If you want to achieve your goals, you need to visualise WKHP Č´UVW :LWK (SOR\ 5HFUXLWPHQW 6RIWZDUH \RX FDQ set your targetsâ&#x20AC;Ś then smash them. (SOR\ +HDGV 8S 5HFUXLWPHQW

Jane Emerson

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

Connected calls : 65 CVâ&#x20AC;&#x2122;s sent this week : 53

Brad r d Whitehead ead d

Jessica Smith

Connected calls : 50 Jobs on : 22

Sarah Fry

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

Team Stats CVâ&#x20AC;&#x2122;s sent

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

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

178% 178 %

Tom

105 5%

Brad

98% 98 % 143% 143 %

Jessica John

Team CVâ&#x20AC;&#x2122;s sent vs Target

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INSIGHT

PINPOINTING A TEAM’S SOCIAL POWER NEEDS As some experts estimate 80% of new hires fail to live up to expectations once in position, finding a new recruit with the correct skill sets — but combined with strong social dynamics — is the challenge of today’s recruiters.

he reasons most often cited for the failure in new hires is a lack of coachability, insufficient emotional intelligence, declining motivation and a mismatch of temperaments. These issues relate more to ‘hearts and minds’ rather than the skills and experience requirements listed on a job speciﬁcation — a contrast with the typical goal of recruitment, which is mostly driven by a need to plug skills gaps and create continuity when a post becomes vacant. However, a new recruit could deliver potentially much more. Imagine if you could recruit staff based on the needs of the whole team. Think about it. For instance, new team members could bring more authenticity to relationships, build bridges between warring fractions and help people in the team feel motivated and enthusiastic. However, far too frequently, the person you believed to be the ‘star’ recruit often turns out to be a pedestrian version of the engaging individual they presented at interview. The 80% rate of ‘expectation failure’ is probably not much of a surprise to experienced recruiters. Social network analysis (SNA), which emerged in the mid-2000s, provides a solution to quantify and qualify social interactions and team dynamics. A strategy for investigating social structures, SNA is the mapping and

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measuring of relationships and flows between people, groups, organisations, computers, URLs and other connected information/knowledge entities, as defined by network analysis consultancy Orgnet. This is not a way to snoop on Susie’s Facebook account or judge someone on Pinterest likes. Rather, it’s a powerful tool that helps recruiters understand the emotional dynamics of the team (or organisation) they are recruiting for. Through a simple questionnaire, asking team members to identify peers who they trust, collaborate with and get motivation from, it builds an alternative organisational chart — one that is based on an organisation’s social power, rather than the command and control approach of an organisational hierarchy. It will come as no surprise to learn that the ‘manager’ and the ‘team leader’ aren’t always the number one ‘go-to’ people for staff who are disgruntled, confused, demotivated or suspicious of organisational intentions. An SNA can pinpoint key opinion leaders (KOLs) and uncover the direction of information flow throughout an organisation: who works with whom, who acts as a hub (or bottleneck) for information and how connected the different departments are with others in the business. For a recruiter, this information can be gold dust. It helps define the true organisational structure in which a new employee will be placed. Yes, a new employee might need to

Social Network Analysis At a group level, SNA provides an insight into team dynamics but at an individual level it quantifies an employee’s social power. For individuals who are more highly connected than their peers and can be considered KOLs, this has significant implications for internal mobility and leadership development. As employee engagement becomes increasingly critical, leadership from charismatic and socially connected managers will be essential.

IM AGE | ISTOCK

13/08/2015 08:13

POWER POINTS SOCIAL NETWORK ANALYSIS CAN BE USED IN THE WORLD OF RECRUITMENT TO:

1 Identify skill and competency gaps through pinpointing the structural capacity and integrity of organisations’ internal networks

↗

JASON LANGLEY is managing partner of the organisational effectiveness consultancy SenseEIA (Engage, Inspire, Apply)

Understand the flow of information between individuals within and between networks

3 Identify skills and management styles required to maximise the productivity of their networks

A TEAM THAT HAS THE CORRECT SKILL SETS, COMBINED WITH be an Excel whizz, have significant management experience or understand market regulations. But they must also be able to break down barriers between accounts and sales, nurture a team that may feel abandoned by management and on a positive note, they could develop strategy with input from KOLs from across the business. It is this ‘emotional content’ of a hire — the social power needs of the role — that can underpin the successful placement of a new employee. This has significant implications for the entire organisation. A team that has the correct skill sets, combined with strong social dynamics, will be more resilient, innovative and productive — the very definition of a high-performing team.

STRONG SOCIAL DYNAMICS, WILL BE MORE RESILIENT, INNOVATIVE AND PRODUCTIVE Of course, recruitment professionals will do all they can to understand these dynamics at the beginning of the search process. The challenge is that social networks are incredibly difficult to see unless you are intimately involved in them. When you are parachuted in, shown an organisational chart and the space where an employee needs to be, it’s

difficult to know that success in the role is dependent on ingratiating yourself with, say, Margaret in accounts. SNA gives recruiters the heads up — an opportunity to select candidates who will add value to the team network already in place. SNA maps out the ‘hearts and minds’ of a team to give recruiters a fresh perspective. It provides access to a team’s social power dynamics, which can illuminate the underlying causes of placement failures. In a world of rapid technological change, this is a source of competitive advantage. And it is the capacity of teams to be resilient, innovative and collaborative that will determine an organisation’s success. ●

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T R E N DS

TECH & TOOLS

Searching for people socially across the networks Using social profiles to collect potential candidates SUE WEEKES

DEFINED: PEO PLE AGGREGATO RS People aggregators use powerful software to capture information from social profiles spread across the internet. Recruiters can perform a one-keyword search across all these sources and typically a list of potential candidates will be returned in ranking order. Sources include popular networks such as LinkedIn, Facebook and Google+ but also specialist and niche sites/ networks, which have more in-depth information about a potential candidate.

Everyone can be found online somewhere but searching out top talent takes time and effort. The emergence of platforms that aggregate — or collect — information from social proﬁles across the web potentially make the task much easier. The IT sector has seen the greatest proliferation of these platforms because of the high number of online hangouts from where information can be drawn, but other sectors are following.

F IVE KEY POINTS

Mike Convey, UK sales director at Monster, which owns the aggregator TalentBin, reports that these platforms are becoming an important part of the “mix of sources” used by its clients. “We’ve seen the migration from professional print to online and now we’re seeing fragmentation according to skillset,” he says. “Certain cohorts are easily found on job boards but recruiters are having to work harder for highdemand talent groups, which is where these platforms can help.”

➊ WHERE DO THEIR STRENGTHS LIE?

➋ HOW ARE THEY BEST USED?

➌ IT’S NOT JUST ABOUT SEARCH

➍ USE INFORMATION WISELY

➎ LEARN HOW

People aggregator platforms have the potential to make recruiters far more time-efficient as the powerful software behind them takes a lot of hard work out of searching. What also sets them apart from the general professional/ social networks is the range of sources and depth of information from which they draw data. In the IT sector, for instance, this can be information from popular techie networks such as GitHub and StackOverflow, where a much more accurate and in-depth picture of their IT credentials and reputation can be gleaned. Another major benefit is that a far higher percentage of returns provide a direct email or phone number for the potential candidate.

Recruiters are using these tools for both one-off appointments and campaigns. They are particularly good for emergent niche skills and young talent, reckons Ben Ritchie, founder of TrendyCoders, an aggregation platform focused on the tech sector. He adds that recruiters are also using ranking data provided by the platform as a “pre-screen” when they need to know people are talented in a particular area. Peter Healey, European sales director of Dice, which owns the Open Web IT talent aggregator platform, says those recruiters that are getting the most out of the tool are using it to engage and pool talent. “Where we see this working is where recruiters are given time and the responsibility for building a pipeline of candidates,” he says. “Some recruiters are just not given the chance.”

Check out the administrative and communication/messaging facilities that come with the platform, as well as the search capabilities. Convey says that features such as dashboards and reporting facilities are vital for monitoring activity and “keeping a firm grip” on a recruiter’s relationship status with candidates. In addition, ask the platform provider about specific features and selling points. Kyle Paice, vice president of marketing at Entelo, which aggregates data across a range of sectors, says its ‘Most Likely to Move’ feature uses predictive analytics to pick up on signs that correlate with a career move, and is popular with recruiters as it can make approaching the person easier.

With such in-depth information and, in some cases direct contact details, recruiters can make a personalised approach to candidates. Healey urges them not to use the information to generate “a mass email list”, nor go straight in “for the kill with a job spec”. Convey agrees and says the depth of information provided allows recruiters to communicate at a much more sophisticated level: “It elevates the recruiter’s position in terms of engaging and empathising with the person.” Paice adds even with a tool like ‘Most Likely to Move’, the approach must be thoughtful. “Use all information to craft smarter outreach,” he says. “It’s the difference between getting excited responses and getting sent to the spam folder.”

Quiz providers on how many and from which networks/ sites data is aggregated, what sectors and countries they focus on, and how they ensure the service is up-to-date. Ask what filters can be applied to searches and how sophisticated the search form is. Recruiters sometimes make the mistake of not getting past the first page of results, which is often “an overfished pond”, says Ritchie. He also advises acquiring some knowledge of the sites that information is drawn from so you understand their relevance to the market. Don’t simply use the platform as a CV database tool. “To approach passive candidates in the way you would an active CV database candidate just won’t be as effective,” says Healey. “Research suggests hot candidates will only respond on the fifth approach, so be patient.”

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

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TO USE TOOLS EFFECTIVELY

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INTE R AC TIO N

AGENCY VIEW

Ultimate game changer Recruiting the ‘purple squirrel’ RICKY MARTIN

uilding the right team and company culture is becoming more and more challenging. We all want to hire people who will bring fresh and innovative ideas to the business but recently, there’s a particular type of candidate that has been capturing our attention — the ultimate game changer, the extreme innovator — the ‘purple squirrel’. These talented individuals often have an eclectic mix of core skills: education, experience and competencies. Suffice to say, a very rare person. These characters are often in huge demand and worth pursuing because they can fundamentally change a company’s direction, performance and proﬁtability — often for the better. Often described as mavericks, they can be difficult to manage and do not necessarily make the best team players. If and when successfully integrated, however, there are signiﬁcant rewards to be had.

Why is there a need for a purple squirrel? One of the obvious reasons behind the increasing interest in these candidates is the recession. While there is an abundance of candidates with the right combination of skills and experience seeking employment, recruiters are

+ RICKY MARTIN is managing director and founder of Hyper Recruitment Solutions. Find out more at www.hyperec.com or @Hyperec_HRS on Twitter

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“Often described as mavericks, they can be difﬁcult to manage and do not necessarily make the best team players”

increasingly becoming more particular about the calibre of person they want. And in such a competitive marketplace it’s no surprise that more and more employers are seeking to do just that.

How do you recruit a purple squirrel?

It is many of the distinctive characteristics of the purple squirrel that can also make them difficult to find, especially through more traditional recruitment methods. Let’s take, for example, business people like Philip Green, David Ogilvy and James Dyson. None of them possess a university degree, meaning that they would have all been missed by more traditional recruitment methods. Therefore, for business leaders looking to recruit this kind of talent, it is vital to understand what attracts these people. Start by asking yourself this question — what extraordinary results would you like your organisation to achieve? Who can make that happen? Think big. This will help determine the kind of person you are looking for, which will ultimately tell you where to look. Adopting this more lateral perspective of the process will lead you to consider individuals who you might not have normally deemed suitable for your vacancy. Remember, game changers know exactly what they want and where they want to be. So, if you’re thinking a generous financial package with few promotion opportunities will help you find a purple squirrel, think again. These are seldom deal clinchers. It is essential to understand the very different motivations, or drivers, purple squirrels can often have. Such candidates are most likely to ask about your company’s vision and values, as opposed to the size of the financial package on offer or if they are entitled to a company car. In summary, hiring a purple squirrel can be a lengthy and challenging process, but I strongly recommend you challenge your searching and hiring techniques. Don’t be afraid to put in the groundwork, be open to new ideas and you will no doubt reap the benefits. ●

IM AGE | ISTOCK

13/08/2015 08:14

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

SOUNDBITES SOAPBOX

BRING IN A NEW MODEL FOR RECRUITING NHS NURSES

“What is your ‘killer’ interview question?”

BY ANDREW PRESTON

When Dr Keith McNeil, chief executive of Cambridge University Hospitals NHS Foundation Trust, described the recruitment of overseas nurses as “distracting, frustrating and expensive”, he painted a stark picture of total reliance on overseas recruitment and out of control costs. The real challenge for NHS providers is to balance quality, safer staffing and slimmer budgets with workforce supply and demand. In practical terms, how will reductions to spend and a focus on attracting only ‘home-grown’ talent be implemented, policed and sustained? Additionally, how will the latter make for a multi-skilled and diverse NHS workforce, capable and proficient in delivering this 24/7 service? While I am in full agreement with Dr McNeil’s call for a more targeted approach, I do not believe the NHS is able to exist on home-grown staff alone — it is simply unrealistic. As we look overseas to recruit all types of people who make up the NHS workforce, the use of agency workers is emerging to be more vital than ever, as continuity of care moves even further towards shift work. What Dr McNeil also failed to acknowledge was how expensive it can be to recruit British nurses. As managing director of de Poel health+care, a temporary labour procurer in the health and care sector, I am acutely aware of the continual challenges faced in this sector involving staff shortages, compliance and patient safety. I believe that NHS Trusts need to engage their temporary workforce in a completely different way. This is not directly through recruitment agencies with a vested interest in higher fees, nor even through managed service providers, but through a neutral vendor model — not affiliated to any recruitment agency. As a truly independent neutral vendor, de Poel health+care has no interest in maximising an agency’s margins — our job is the exact opposite. This model is widely adopted in the private healthcare sector and has been proven over the last 14 years where standardised, transparent pay rates and fixed pound agency margins have been implemented, putting a stop to continuing variation.

ANDREW PRESTON is managing director of de Poel health+care

ADAM HORNE FOUN D I N G D I REC TOR , T H E S A L ES F LOOR

“This is our killer question: ‘We’re a small, start-up, niche brand in a saturated marketplace, so it’s vital we stand out and show something unique to potential clients. Let’s assume I’m meeting 50 people for this position, all of whom are guaranteed to hit the same targets. Leaving sales out of the equation, how would you make sure I pick you?’ This question usually gets different answers out of people when they’re forced to talk about something other than ‘sales’ and ‘targets’ and how much money they want to make. As a start-up, we need people who can add more to the business other than just revenue and sales calls, so those that answer well are able to show they can think on their feet, but also will be good at differentiating our brand.”

JOE HANCOCK D IREC TOR , H A N COCK & PA RS ON S

“I am a believer in allowing a person to show their personality at interview stage. If you can’t fit within a team we’re constructing, as a niche IT recruiter, your technical abilities become almost irrelevant. The core of a person is fundamentally essential to the fit, to both client and contractor. My questions is therefore: ‘What would you put in Room 101*?’ For me this ‘friendly’ question allows a candidate room to be personal, and garners me a little insight into their thought process and perhaps more significantly, their views on the world, in an easy approachable way. It allows a free-flowing conversation. It has never let me down, yet!”

SIMON CURTIS MA N AG IN G D I REC TOR , AUST IN F R A S ER

“My killer interview question is: ‘What question would you like me to ask next?’ It may sound like an odd one, but it’s actually a fantastic tool for assessing candidate engagement and assertiveness. Nine times out of 10, the candidate isn’t expecting to be thrown out of their comfort zone like that and must therefore think quickly on their feet to come up with a response. A great response usually shows that the candidate has diligently researched the role and has come prepared; a poor response generally highlights a lack of interview preparation.” *REFERRING TO T HE BBC T V SHOW OF T HE SAM E NAM E IN WHICH PART ICIPANT S IDENT IFY T HEIR PET PEEVES

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TH E B IG STO RY JOHN CALLAGHER

BY DEEDEE DOKE

PHOTOGRAPHY PAL HANSEN

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“I think there’s a stigma against people having therapy, but I feel no stigma about it because of what I’ve seen”

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TH E B IG STO RY JOHN CALLAGHER

JH John Callagher did not immediately stop working following the death of his wife Della, who died in December 2012 of food poisoning from an ill-prepared pub Christmas dinner. At that time he was in “a dream role” as chief executive of life sciences headhunting firm RSA Group, and he decided to go back to work not long after the tragedy. But soldiering on so soon after this lifechanging event proved to be beyond his endurance. “I went back for a week, and I was crying at my desk and just couldn’t cope,” he recalls. His boss at RSA, Nick Stephens, and in fact Stephens’ family, were extremely supportive to him at this time, Callagher stresses. But the impact upon him of this personal tragedy meant he did not return to full-time work until February 2015. Now the CEO of his own company Search4search, Callagher is truly one of recruitment’s own. The founder and global CEO of international executive search firm SpenglerFox and a former director at its parent Grafton Recruitment, Callagher’s 22 years in recruitment also included senior roles at Kelly Services and Antal International. But it wasn’t his work in the industry that landed him squarely in the glare of the UK’s national media — it was the high-profile circumstances of his wife’s death. Even his passion for recruitment ▶ 22 RECRUITER

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“One thing I’ve learned: because you have a really powerful brand here, it doesn’t necessarily translate that it’s going to be powerful there”

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TH E B IG STO RY JOHN CALLAGHER

wasn’t enough to make his return to work feasible for some time to come. And today, although Callagher and his teenaged daughter Nancy still face an inquest to be held next year into Della’s death, he is back in the recruitment game. He says of his time away from recruitment: “I wasn’t mentally right. I was having treatment and psychiatry, and still am. I will probably be in therapy for a long, long time,” he acknowledged. “I think there’s a stigma against people having therapy, but I feel no stigma about it because of what I’ve seen, and I’ve made sure a number of my family get counselling. The ones who do have it, I think it helps them.” His recruitment-to-recruitment business Search4search and various consulting projects as a non-executive director have put him back on the ‘frequent ﬂyer’ track, with much of his time spent in Dubai. When he is away, Nancy is cared for by her grandparents.

THE DELLA CALLAGHER TRAGEDY A pub chef and manager were jailed in January in connection with the December 2012 death of Della Callagher, who died of food poisoning following a four-course Christmas dinner at the Railway Hotel in Hornchurch, Essex. The Railway is part of the Mitchells & Butlers pub and eatery chain of 1,700 establishments across the UK. Its brands include All Bar One, Harvester and Toby Carvery, among many others. M&B were fined £1.5m after being found guilty of placing unsafe food on the market in connection with

the death of Della Callagher and the food poisoning illness of more than 30 other customers at the Railway on Christmas Day 2012. An investigation into the calamitous Christmas dinner revealed that the food poisoning was caused by bacteria, and that the turkey found to be the source of the mass illness was neither cooled properly after it was cooked nor sufficiently reheated before being served to guests. The Callaghers’ problems continued when they took Della Callagher to Queens Hospital in Romford for treatment on Boxing Day. Healthcare staff said Della Callagher was healthy and gave her an anti-sickness injection. She later died at home in her husband’s arms. The Railway Hotel was closed only on the day of Della Callagher’s funeral.

WHO IS HE?

John Callagher November 2014 – present Chief executive (CEO), Search4search

March 2002 – December 2009 Global managing director, SpenglerFox

March 2013 - April 2014 Independent advisor to the board, RSA Executive Search

March 2002 – December 2009 Director, Grafton Recruitment

August 2011 - February 2013 CEO, RSA Executive Search January 2011 - July 2011 Non-executive director, Ingenium RPO Asia January 2010 - October 2010 Country general manager UK & Ireland, Kelly Services

24 RECRUITER

2001 – 2002 Manager, Nicholson International 1999 – 2001 Partner, Antal International 1993 – 1999 Managing director, Alexander Mann Solutions

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T H E BIG STORY J O H N C A L L AG H E R

“I think that could have gone the other way, but it’s made me more tolerant and value things a lot, lot more” “I always worked around the world — I lived in Hong Kong for a while, and if you look at all the businesses I’ve managed, all were businesses around the world. At SpenglerFox, we had 17 offices. So I was always away from home for two weeks out of four,” he says. For the family, he says, “Dubai was always a preferred location for my wife, daughter and me. When I would work in Dubai we would go to a hotel and have some fun because it’s a fun place. But I do it now because the market is booming in the Middle East, absolutely booming.” He continues: “Interestingly, with the Middle East, there are so many average recruiters, they’re just so average. And they’re all making a good living; they all think it’s party town. They’ve had it their own way far too long anyway. “But I can see a lot of work there,” Callagher says. “I’ve been working on identifying and improving processes for some organisations, some talent mapping, some talent hiring and just educating some of the companies there. And one thing I’ve learned: because

you have a really powerful brand here, it doesn’t necessarily translate that it’s going to be powerful there.” Rec-to-rec is a new sector for Callagher, as he readily admits. “It is a departure — I think I enjoy it actually. I’ve got to be honest, I didn’t think I would. But I have a really good head of consulting, a really good head of research. I have the office in Dubai and I have an office in London.” His new business only works on a retained basis “not contingently. We have different models that gives our time shared risk, so we spread payments over a period of time, which clients seems to like”, he says. And the new business has also put him in the position of working on the front line, from calling candidates and clients to examining team members’ methodologies, delivery ratios and revenues, unlike what he was able to do regularly at the larger businesses he ran. He’s proud of his “good solid team”, and reveals: “We’ve not taken on an assignment that we’ve not delivered on. We have a 100% delivery ratio, as we speak now.” Search4search works across a

variety of sectors, and returning to our discussion of his wife’s death, I ask him if he would ever want to recruit for the hospitality sector, given the family’s horriﬁc experience at a restaurant. “I never thought about that,” he says candidly. “It’s a great question. But no, I can’t blame a complete industry because of the gross negligence of the largest pub chain in the UK.” However, he adds: “What a lot of people did say to me, when it happened, was would we eat out again, would we ever go to restaurants? I made sure my daughter and myself went out again straight away — well, not straight away, but within a couple of months. How do you lead your life?” Does he think this family tragedy has changed his approach to business at all? “I think it’s made me far more tolerant than I once was, interestingly,” he muses. “I think that could have gone the other way, but it’s made me more tolerant and value things a lot, lot more. I work so much harder than I’ve ever done; I used to work hard, but now it’s given me complete focus on what I do. But yeah, it’s changed me as a person, there’s no doubt.” ● WWW.RECRUITER.CO.UK 25

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RE G ULATIO NS

The international movement of talent is full of complexities for stafﬁng agencies — and in the UK, recent legislation means recruiters could be hit with heavy ﬁnes for any incorrect tax payments

BY COLIN COTTELL

GLOBAL

COMPLIANCE 26 RECRUITER

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Coming up fast: EU data protection regulations As holders of sensitive data about candidates, such as health and ethnic data, staffing companies and employers above a certain size — yet to be decided — will fall under the aegis of new tougher EU data protection regulations that are expected to come into force by the end of the year. Penalties for breaches will be significantly higher than those in force today, between 2% and 5% of annual global turnover, although the exact figure has yet to be decided. Another provision will allow for individuals to take private legal action against companies, including the

upplying workers across the globe just got more complicated. That’s the view of Lee Mitchell, operations manager at international professional recruiter Quanta Consultancy Services after the deadline for new HM Revenue & Customs (HMRC) reporting requirements passed on 5 August. After that date any recruitment agency that reports late or sends incomplete or incorrect payment details to HMRC of overseas workers not paid through PAYE (pay as you earn), who are required to pay tax in the UK, as well as UK nationals temporarily working abroad, face tough new penalties. Not only are they liable for a penalty of up to £1k, but for any underpaid tax and National Insurance Contributions (NICs), a sum that could potentially run into tens of thousands of pounds. Mitchell describes the new rules (see box, p29), which required the company to report on 150 of its contractors covering the three months to 5 July, as “fairly onerous”. “Some of the required information is not held on our system, and so we have had to collate it,” he explains. Mitchell says the big concern is that “we have to take the contractor’s word for it” that they are not resident

I M AG E | S H UT T E R STO C K

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for tax purposes in the UK. He adds the company has been advised to get conﬁrmation from a reliable third party such as an accountant. Brian Daly, managing director of international risk and compliance consultancy Crescenzi Consulting, says the new HMRC reporting requirements are “the major current compliance issue” for agencies involved in moving contractors in and out of the UK. “If in any doubt you should still record them on the report because it is at the agency’s risk if they don’t,” he advises. However, Daly and other experts in international staffing compliance say the new reporting rules are only one of many pressing issues currently affecting recruiters who supply talent across international borders. The compliance landscape is constantly

directors, managers and possibly even shareholders that breach data protection rules. The new regulations will strengthen the principle that the organisation providing the data — the data controller — is liable for ensuring that the organisation, which stores or manipulates that data — the data processor — complies with the regulations, even if the data processor is outside the EU.

shifting and recruiters need to keep up with developments or face what can be severe consequences, they warn. Important recent changes include a new requirement in Denmark that anyone supplying an end user must make sure the contractor is using a payroll solution that is compliant with Danish law, says Daly. “Otherwise, the client is allowed to withhold tax from any payments that it makes to the agency, amounting to 35.6% of the invoice,” he explains. An amendment to the French Labour Code in April is another signiﬁcant change. “An umbrella company is not a valid route to market for contractors supplied by a recruitment agency anymore,” says Daly. With the mobility of talent across the globe predicted to rise by 50% by 2020, according to PwC, international compliance “is much more of an issue than it has ever been”, says John Chaplin, executive director at professional services ﬁrm EY. According to Chaplin, recruiters often fail to understand the complexity, not just of immigration rules, but also social security and NICs legislation. “There is a myth out there that as long as you don’t send anybody abroad for six months or more you don’t have to worry about local tax compliance — I am afraid that is a myth.” WWW.RECRUITER.CO.UK 27

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Equally, he adds, “for someone sending a worker to work here for a UK company to assume they don’t have to worry about PAYE is somewhat of a naïve assumption”. A complicating factor, Chaplin says, is that while a worker in a foreign country may not ultimately have to pay tax in that country because of reciprocal tax agreements with their home country, there is still a payrolling requirement, which at the very least requires NI and other employment taxes to be paid. Chaplin says the complexities facing recruiters within the compliance sphere must be seen in the context of the current global economic climate. “Most countries want their pound of flesh, and when somebody works for a local company for any length of time, there can be consequences,” he says. Expanding on the theme, Iain McCluskey, director of human resource services at professional services firm PwC, says: “There is a conflict between the rhetoric of free movement of talent and the reality driven by national tax authorities and immigration departments.” This is having consequences for employers, he says, citing how the Spanish tax authorities

“Recruiters are going to have to employ other mechanisms to allow for the free ﬂow of data ” A N N L A F R A N C E , S Q U I R E PAT T O N B O G G S

New HMRC reporting requirements for recruitment agencies From 6 August, agencies must provide HMRC with personal and payment details of workers from overseas who have to pay tax in the UK, and UK workers working temporarily abroad ie, who are UK resident for tax purposes. The information sent on a quarterly basis must include the workers personal details and payments made to them, as well as the engagements they are working on and those that ended in the reporting period the agency is sending a report for.

sought to charge the UK arm of a Spanish company tax simply because some of its Spanish-based employees worked a few days in a UK branch. “In an ideal world we would have a really mobile workforce, where talent follows demand and opportunity,” McCluskey continues. “But what is preventing this happening is a much more aggressive approach to protecting their tax revenue by national tax authorities and by immigration departments to protect their own country’s residents [from foreign workers].” He cites the UK, Germany, the US and India as prime examples. McCuskey says that not only can this have tax implications, “it can lead to the company not sending the person overseas in the ﬁrst place”. Paul White, chief revenue officer at compliance automation consultancy NowWeComply, says that recruiters supplying workers between different countries are caught between two often competing pressures: higher levels of compliance demanded by clients and driven by regulation, and

commercial pressures for faster results. Not good news for recruiters, says White, with one consequence being they have to employ more compliance staff. Another is, “the process of selling candidates is slowing down”. If dealing with the here and now of compliance is not tricky enough, recruiters in the business of moving talent internationally must also keep an eye out on the future, says Ann La France, chair of global data protection and cyber security practice at law firm Squire Patton Boggs. LaFrance says one issue is a threat to the so-called US/EU Safe Harbour agreement, under which data about candidates is supposed to be protected by EU data protection rules. This could particularly affect recruiters who supply talent to the US, she says. LaFrance explains that after the EU raised concerns over an exemption on grounds of national security that allows the US National Security Agency to trawl through that data on EU citizens, “there is talk of the EU cutting it off ”. If that is the case, LaFrance says, “recruiters are going to have to employ other mechanisms to allow for the free flow of data”. A second related issue is tougher EU data protection regulations that are expected to be adopted by the end of the year (see box, p27). For recruiters that supply talent around the world, the sheer weight and complexity of having to comply with the never-ending stream of rules and regulations can seem a costly and time-consuming burden. But with governments around the world showing no signs of wanting to lighten the compliance load, and if anything in many countries quite the reverse, recruiters would be better advised to accept that it is part and parcel of doing business in the modern, connected world. Chaplin advises recruiters “to give the issue the seriousness it requires”. “Make it one of the goals of your business,” Chaplin goes on to say, “and make it part of how you go to market rather than it just being a back office function, and that means having clear policies, processes and appropriately qualified staff.” ● WWW.RECRUITER.CO.UK 29

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11/08/2015 10:47

Issue 29 September 2015

RECRUITMENT MATTERS The View and The Intelligence

Savage Truths

Legal update and the IRP

Events and training

Recruitment talent, promoting the industry and planning for growth p2-3

Greg Savage predicts a golden age for recruitment p4

How to handle introduction fees and inside the IRP p6-7

Kevin Green’s IRP Awards tips and a new Member Directory p8

RECRUITERS ENJOY PAY BOOST SAYS REC SURVEY REC ‘Planning for growth’ survey finds industry on the up More than half of all UK recruiters and managers enjoyed a pay rise during the last financial year, according to new REC research. The REC’s annual ‘Planning for growth’ survey found 52% of consultants received an average pay rise of 4.9%, up from 3.7 in the previous year. The REC also predicts the UK’s recruitment industry will grow by 18% over the next two years, with the post-recession boom to continue.

@RECPress RM new_SEPT_15-VT sub.indd 1

Chief executive Kevin Green says it’s a great time to be in the industry. “For business leaders, the focus has to be on attracting and retaining talented people so they can take advantage of the opportunities available. Our research describes what motivates recruiters, and it’s clear that it’s not just about pay – they want progression and the benefits of working in a meritocratic industry, as well as the social

and cultural perks,” he says. The survey also found 51% of consultants and managers were satisfied with their pay and reward, while 24% were dissatisfied. Companies whose staff are happy with their pay packet have seen an average of 7.5 staff leave in the past year, compared with 8.6 staff from those reporting dissatisfaction. The survey also drew on salary data from jobs website Indeed. Its VP EMEA

4.8% 3.7% Gerard Murnaghan says staff turnover remains a big concern for companies. “Skills shortages are already having an impact and as the UK economy expands we can expect businesses to come under more pressure when it comes to finding and hiring people. Never has it been more important for employers to attract quality candidates to the positions which help them drive revenue and growth for their businesses,” he says. For more information The ‘Planning for growth’ report is based on a survey of 750 consultants and managers. REC members can download a free copy at www.rec. uk.com/recsalary2015

www.rec.uk.com 11/08/2015 16:01

Leading the Industry

THE VIEW

It’s time recruitment’s voice was heard, says Tom Hadley, director of policy and professional services at the REC

Talent will fuel the golden age of recruitment, says Kevin Green, REC chief executive

It’s a great time to work in the recruitment industry. We are forecasting at least 25% market growth between 2015 and 2017. I also hear from many recruiters that have experienced double digit growth year-on-year. One of the critical challenges for our industry over the next years is how to attract and retain talented people into the industry so that we can meet this growing demand. This is already proving difficult and will only become tougher. It’s the same for recruiters in all sectors and across every region – where do I find talent and how do I keep the people I’ve already got in my organisation. The REC has been working for some time to help attract young people to the industry. Through our youth employment charter we have helped over 20,000 young people in schools, colleges and universities with careers advice and CV writing. At the same time we have been positioning recruitment as a career of choice. To supplement this, two years ago we created our apprenticeships in recruitment, to help members attract new people to the industry, and giving them high-quality training and REC-accredited qualifications at the start of their career. As

TAKING IT UP TO 11 of today we have 347 apprentices working in recruitment business and we expect this to grow to over 800 by the end of this year. Our latest piece of research has been designed to help recruitment leaders with this massive people challenge. ‘Planning for growth’ is all about how to attract and retain recruitment talent. Perhaps the most startling statistic in the report is that only 51% of recruiters and recruitment managers are satisfied with their reward package. What’s more worrying is that 28% are actively dissatisfied. This is a potential iceberg for the industry – just as recruiters need to attract new staff, they may not be able to hang on to the capability they already have. We hope that this report will enable our members to benchmark their people strategy. Are you paying enough, do your incentives stack up, are you investing enough in development, does your culture attract talent? For me as an HR professional it always comes down to your frontline leaders. How good are they at inspiring, motivating and coaching your consultants? This research can help you to get the people side of your business right; and if you can do that you’ll be able to make the most of the golden age of recruitment.

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You can follow Kevin on Twitter @kevingreenrec

How can the government deliver full employment? What does the new political scene mean for the jobs market and how are we positioning our industry? The REC recently spoke at the IntoWork Convention, hosted by the Centre for Economic & Social Inclusion (CESI). It was an opportunity to identify the core challenges and promote the role of our industry. Work really matters – It’s always good to remind ourselves just how much. The employment minister Priti Patel opened her speech by saying: “How can we work together to boost employment and transform people’s lives? We should never underestimate benefit of work for the mental and physical well-being of individuals and its overall value to society.” David Hughes, CEO of NIACE, agreed that for many people “getting a job isn’t just about the pay or the position; it’s about reintegrating into society”. Inclusion and progression are top of the agenda – Achieving full employment means doing more to bring under-represented groups into work – in particular, by halving the disability employment gap. Recruiters have a leading role to play in this and I’d recommend finding out about the Recruitment Industry Disability Initiative (RIDI). Boosting opportunities for progression was also a major theme, with CESI chief executive Dave Simmonds arguing that “it’s not only about making working pay; it’s about building careers that pay better”. Recruiters are already doing a huge amount to help people through the ABC of labour market progression (A job, Better job, Career). Good recruitment can unlock the door – Our JobsOutlook report shows that 74% of employers are planning to hire permanent staff in the next three months. Demand is strong but hiring procedures can create a barrier for under-represented groups. A core aim of our Good Recruitment Campaign is to encourage more employers to work with their recruitment partners to shake things up. It was good to hear the minister recognising the importance of this good practice agenda. This is a great time to amplify our industry’s voice (up to 11!). It’s all part of building the best jobs market in the world. You can follow Tom on Twitter @hadleyscomment

www.rec.uk.com

11/08/2015 16:01

10%

THE INTELLIGENCE What do recruiters think of their pay, asks Nina Mguni, senior researcher at the REC When asked, ‘what do you want to do when you are older?’, I am sure not many people raised their hands and said ‘I want to be a recruiter’. There are more than 96,000 people working in the recruitment industry, but how many of them knew about the careers on offer when they were at school? And yet recruitment offers a lot of the things people say they want out of job. It offers a chance to make a difference to people’s lives. According to our survey for Flex Appeal, 34% of GB adults had secured a temporary agency, freelancer or contractor role through an agency. The industry is entering into boon times. Confidence in the economy has caused an uptick

STILL GROWING STILL SLOWING Last month I talked about how recruiters have been seeing welcome continuing revenue growth, but that in April, RIB recruiters saw revenue growth slowing to single digit growth – the first time it was not in double digits since December 2013. Single digit revenue growth continued in May this year, slowing slightly from 8.4% in April to 8.2% in May

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in the recruitment industry. The industry went from £19.7bn in 2009/10 to £28.7bn in 2013/14. Revenue is forecast to grow at 9% in 2014/15 and a further 9% in 2015/16. Our recent survey on salary and rewards shows that the recruitment industry has shared these gains with consultants and managers. One in 10 people have received a pay rise above 10% in the last year. Between April 2014 and April 2015, consultants and managers received a pay rise of 4.93%, which followed on from a 3.72% pay rise in the previous year and 2.9% in 2012/12. This wage growth exceeds the national average, and accumulated growth suggests that salaries have grown by over 10% in the last three years. On average, a manager receives a bonus of £1,850 a month, while a consultant receives a bonus of £1,010. This figure varies depending on

ON AVERAGE, A MANAGER RECEIVES A MONTHLY BONUS OF

£1,850 A CONSULTANT RECEIVES A BONUS OF

£1,010 ONE IN 10 PEOPLE HAVE RECEIVED A PAY RISE ABOVE 10% IN THE LAST YEAR

length of time in the industry and time in current role. The industry rewards loyalty and experience, with increments in pay and bonus clearly evident with length of time. But our survey suggests that only half of consultants and managers (51%) are satisfied with their total pay and benefits. A significant proportion are dissatisfied or neither satisfied or dissatisfied. This presents a challenge for HR professionals and owner managers in the industry.

Figure 1: Recruiter turnover growth 40

■ Upper Qtile ■ Median ■ Low Qtile

30 20 10 0 -10 -20

Jul 13

Aug

Nov

Feb 14

(Fig 1). We should not be depressed at slowing growth; median revenue growth has now been over 8% for 17 consecutive months. When inflation is near zero, that means more than half of recruiters are seeing

May

If demand for recruitment continues to grow, demand for good recruiters will also grow. We know that this year alone, there are 12.8% more employees in the industry compared to last year. Holding on to staff and attracting new staff will be difficult. The good news is that our research shows that pay and rewards is just one factor that recruiters take into account when thinking about whether they stay or leave a company. Opportunity for career progression, the work environment, the culture of an organisation and leadership within the organisation all entice recruiters to stay or join.

the last two years, with the exception of February this year, which showed small growth of 0.3%. This extreme divergence in revenue growth demonstrates the importance of benchmarking performance against other recruiters to maximise performance.

PLANNING FOR GROWTH

Aug

Nov

Feb

May 15

excellent, sustained levels of growth. However, despite this excellent performance the bad news is that a quarter of recruiters have seen their trailing 12-month revenues shrinking every month for

Chris Ansell is chief financial officer at Recruitment Industry Benchmarking (RIB). The RIB Index provides bespoke confidential reports on industry trends. See www.ribindex.com; info@ribindex.com: 020 8544 9807. The RIB is a strategic partner of the REC.

RECRUITMENT MATTERS SEPTEMBER 2015 3

11/08/2015 16:01

The BIG talking point

INTERVIEW

SAVAGE TRUTHS

Australian recruitment guru Greg Savage e is heading to the UK in October. Boasting more ng than 35 years’ experience, including selling uitment three big global brands, he says the recruitment g. industry is on the brink of something big. Michael Oliver asks him to explain

Michael Oliver: You say recruitment is on the verge of a golden age – what do you mean by that?

Greg Savage: I’m of the view the next five years will be the best in our industry. Typically you hear old-timers talk about the ‘good old days’ and you hear people say agencies are under threat from in-house teams and social media. Those things are a threat, but only if companies don’t adapt. In niche areas like the technology sector, we’re in for cataclysmic skills shortages. The beauty of that is clients are going to find it harder to find the right candidates. The opportunity is there for recruitment companies to

become world champions at finding niche talent, and they’ll make money like never before. But if they don’t, they’ll go bust.

taken steps to achieve that?

recruiters as little more than free advertising. There needs to be a sea change – we’ve got to swim the other way and come up with something clients really, really want. And what they want is hard-to-find talent.

GS: The problem with the UK

MO: That’s easier said than

ms are no better In-house teams than agenciess for finding ecruiters in them. Most recruiters dulging in the UK are indulging e bottom the race to the – who can gett a CV to r, who a client faster, first can get there fi rst. Our industry just isn’t investing in innovation

is that the market’s changed. There are skill shortages, but the industry has hardly changed since the recession and that’s a big problem. Our industry has been dumbed down with clients seeing

done – how would you go about doing that?

MO: Does that mean being

GS: If I owned a recruitment

savvier on channels like LinkedIn, Twitter, etc?

MO: Has the UK industry

“IF YOU’VE GOT A COMPANY OF FIVE OR MORE AND DON’T HAVE AN IN-HOUSE DEDICATED MARKETING PERSON, YOU’RE LOSING OUT”

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company in the UK, I would be going into an industry with hard-to-find candidates.

GS: LinkedIn is important, don’t get me wrong, but it’s becoming a circus. The issue is that most recruiters are relying on one, two or three channels. LinkedIn in particular is swarmed by recruiters spamming the best candidates.

www.rec.uk.com

11/08/2015 16:01

“EV “EVERYBODY IS A CANDIDATE. TH THE VAST MAJORITY OF PEOPLE AR AREN’T LOOKING AT JOB BOARDS BEC BECAUSE THEY’RE NOT LOOKING FO FOR A JOB. BUT IF I CALLED YOU WIT WITH A JUICY OPPORTUNITY, YOU WO WOULD LISTEN” MO: What’s one mistake M y see business owners you m make over and over?

MO: What role does marketing have to play? GS: Recruitment

It’s not targeted, it’s not sophisticated and it’s seen as spam. Recruitment is an art, it’s a seduction. That’s why recruiters need to get back on the phone. The vast majority of people aren’t looking at job boards because they’re not looking for a job. But if I called you with a juicy opportunity, you would listen. Everybody is a candidate and that’s why we need a variety of new skills to get their attention.

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companies should operate as digital marketing agencies, that’s how important it is. If you’ve got a company of five or more and don’t have an in-house dedicated marketing person, you’re losing out. Most recruitment databases are candidate graveyards because they don’t engage with them. If they used marketing techniques – like building a brand – and are willing to work at it, then they’re on the right track.

GS: They hire the wrong GS peop they hire yesterday’s people; heroe they live with longheroes; term mediocrity; they don’t unde understand how important it is to build digital capacity. They seem to gravitate like lemm lemmings to old-school tactic and when they don’t tactics, work they’re encouraged to keep doing it. It’s like this: peop tell me social media is people trivia whereas a telephone, trivial; howe however, can be used to save a life, propose marriage or close a £10m deal. It all comes down to the user. Yes, you can post pictures of your bacon sandw sandwich on social media but c also use that to build you can mu a multi-million dollar brand. It’s not the tool that’s trivial, it’s the user. MO: Talent acquisition is a big thing in the UK recruitment industry – what should owners and managers bear in mind when they’re hiring new people?

GS: We need to hire digital natives, people who are familiar with online arenas and are prepared to learn. As well as that, I would be hiring

people who have empathy, and good connections in an industry. Business owners have also got to think of the next rung of leadership. If they sell up and go, their client base goes with them because they’re the brand. If you build up leaders, you ensure the longevity of your brand.

MO: What’s in store for your masterclasses in London and Manchester this October? GS: Recruiters will get a kitbag of tools that will help them build their billing and a reinvigoration for why this business is important. Managers will get a clear understanding of how to build an asset and swim against the tide. A lot of training is a waste of time because it doesn’t enthuse people into making changes. My goal is to have someone email in a year and say “That was the best £200 I spent.” It’s not just hot air, there are gems in there based on my own experience.

For more information The Greg Savage Masterclasses are coming to London and Manchester on 19, 20 and 21 October. To book your space, visit www.rec.uk.com/savage

RECRUITMENT MATTERS SEPTEMBER 2015 5

11/08/2015 16:01

Legal update

INTRODUCTION FEES By Lewina Farrell, solicitor and head of professional services at the REC

The REC Legal Helpline regularly receives calls from members who are in dispute with their clients about introduction fees. Employment agencies and employment businesses must comply with the Conduct of Employment Agencies and Employment Businesses Regulations 2003 in their dealings with clients and work-seekers. Interestingly, those regulations do not require employment agencies supplying individuals for direct engagement by a client to agree terms with that client. However, it makes good commercial sense to do so in order that all understand what service will be provided, the fees for that service and the payment terms. Of course, basic contract law requires that to claim an introduction fee, the agency must show that there is a contract between the client and the agency. First the business must send terms to the client – the REC recommends that

agencies send the terms as soon as a client approaches them with a possible instruction (simply attach a PDF to an email). There may be some negotiation about rates and payment periods but once terms have been agreed these changes should be incorporated into the terms. The agency then needs to know that the client accepts the terms, and the easiest way to do this is by getting signed terms from the client. In the absence of signed terms, the agency should get an email acknowledging acceptance of the terms. Without any acknowledgement the agency

will have to argue that there is an implied contract with the client and that can be difficult. Too often agencies send CVs having sent terms either late or not at all. If this happens and the client takes the individual on directly, the agency will have to demonstrate that it is the effective cause of the engagement. That means were it not for the agency’s involvement the client would not have engaged the candidate. This is more difficult when clients instruct more than one agency, accept direct applications or source candidates via LinkedIn or other social media sites. An agency can show it is the effective cause by showing further instructions from the client to produce a shortlist, arrange interviews, check out references etc. Where the client does this it is clear they require the agency to provide a service. Again, however, without signed terms it can be

difficult to prove either that terms were agreed or what those terms are. To summarise: • Send your terms at the earliest opportunity – do not wait until you have already sent CVs, or worse when invoicing the client. • If you agree to vary the terms ensure that these changes are incorporated into the terms. • Chase the client to sign the terms but if you cannot get a signature chase acknowledgment that the client accepts the terms. • Know if the client has instructed more than one agency – agree what will happen if more than one agency submits the same CV. It is not just first past the post. For more information REC members can contact the legal helpline on 020 7009 2199 or legal@rec.uk.com

NON-STANDARD CONTRACTS: ARE YOU COVERED? Non-standard contracts give recruiters an increased responsibility, essentially allowing potential employers to pass the blame onto the recruiter if any issues arise. This means recruiters bear a greater level of risk with any non-standard contract placed, which they need to protect themselves from. As you might expect, this increased risk leads to higher insurance

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

“covering non-standard contracts is considered an extra on recruiter policies”. This means that the recruiter has no choice but to seek legal advice for each non-standard contract it places – costing time, resource and of course money. He goes on to explain that as the preferred insurance partner of the REC, Jelf has no such contractual liability

exclusions, and that it is included within the cost of the policy itself. This means that if a recruiter enters into a non-standard contract (either intentionally or otherwise) there is no restriction to cover. Peter and his colleagues go that extra mile to check each contract, so their clients can avoid having to seek legal advice and the potential costs involved.

www.rec.uk.com

11/08/2015 16:01

Inspiration

BEHIND THE SCENES AT THE INSTITUTE OF RECRUITMENT PROFESSIONALS

The View

Ceri Pryce is Impellam lam Group’s learning & ger development manager and was the top vel student in May’s Level 3 Cert RP exams

Amanda Franks is a director at Frankly Recruitment

TOP STUDENT

WHAT I KNOW

I understand you have a role with training recruiters – what areas do you cover? I am one of three Learning and Development specialists supporting the development needs of seven of the brands within Impellam Group. My responsibility is supporting delegates with more than six months’ experience, and I also deliver the Leadership Academy, a year-long programme developing the future leaders of our business.

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

Why did you choose to complete the certificate? Impellam Group is part of the REC’s Accredited Induction Scheme, which means we deliver our own in-house training that has been designed to cover the content of the Certificate syllabus. I have responsibility for delivering this to recruiters wanting to complete this qualification. It was therefore important to practise what I preach, sit the exam and support delegates from a position of understanding what it is like to go through the process. The fact that I achieved top student is a bonus as this helps to gain buy-in from my delegates; it tells them that they are in good hands! How did you find the course and exam? The course is packed full of invaluable processes, approaches, concepts and skills that every recruiter needs to be successful in their role. There is a lot to learn in preparation for the exam, which does take dedication, especially when you have commitments outside of work, like a two-year-old child! I found that revising in small chunks and taking any opportunity to pick up the learning materials, including my commute to and from work, really helped. Would you recommend the course? Absolutely! Gaining the qualification helps you to differentiate yourself from others in your industry, it shows a commitment to working to high standards and I guarantee that you will learn from the materials written by leading industry experts.

Audited recruiters are the future I would picture a world in a few years where major companies only use supplier recruitment companies who are properly audited and professionally accredited, and invest in their staff. I can’t help but feel the recruitment industry – right now – has a huge opportunity to professionalise itself. I think we’re still regarded out there as a lower service offering than we are. The industry needs to keep talent There is no doubt that the number one issue for recruitment companies at the moment is finding their own talent. Many, many people left this industry during the last recession. Suddenly, every recruitment company has a three to four-year growth chart underpinned by finding, securing and retaining the best people. I don’t know anybody who is really cracking that well at the moment. A great recruiter is more than its database A recruitment company’s deliverable is not just its ability to deliver a list of people, it’s the ability to harness those people and get them to join the companies they’re working for. All technology has done is make a global database. I think clients will no longer pay big money for punting a CV along from someone they could easily find themselves. A great recruiter brings the ability to influence those candidates and to work in a consultative way and make the two match up.

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

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11/08/2015 16:01

Events and training

IRP AWARDS

THREE REASONS TO ENTER THIS YEAR’S IRP AWARDS WITH REC CHIEF EXECUTIVE KEVIN GREEN 1: GETTING RECOGNITION FOR YOUR PEOPLE I think it’s really important that your people get recognised. Recognition for a job well done but also recognition for being best in class, whether that is temp consultant of the year or perms consultant of the year or actually just recognising that you’ve got

some great people in your back office team.

2: DIFFERENTIATING YOUR BUSINESS FROM YOUR COMPETITORS Clients are really interested in this competitive market with working with the best recruiters and I don’t think that there is any better way

to differentiate your business from your competitors than winning the award. Not just any award, but an award backed by the REC, your professional body, your trade body. So I think that getting an IRP Award will help you market, promote your product, your services, your organisation to your clients.

“CLIENTS ARE REALLY INTERESTED IN THIS COMPETITIVE MARKET WITH WORKING WITH THE BEST RECRUITERS AND I DON’T THINK THAT THERE IS ANY BETTER WAY TO DIFFERENTIATE YOUR BUSINESS FROM YOUR COMPETITORS THAN WINNING THE AWARD. NOT JUST ANY AWARD, BUT AN AWARD BACKED BY THE REC”

3: GETTING RECOGNITION FOR BEING GREAT We are all in the business of attracting talent. People who work in the recruitment business want to work in the BEST recruitment business, so why don’t you get recognition for being a great organisation to work for, one that develops their people, that actually incentives them and awards them effectively. The submission deadline is on 1 September, enter today! For more information please visit www.rec-awards. com and follow us on Twitter @irpawards

NEW MEMBER DIRECTORY SETS BAR FOR RECRUITMENT SEARCH The REC has relaunched its online Member Directory, featuring a number of improvements. It now offers candidates and clients more options when searching for recruitment companies to work with. REC head of marketing Chris Howard says the new directory offers unprecedented access to

REC members. “We wanted to make the Member Directory as easy as possible for candidates and clients to get access to. The functionality we’ve embedded includes a tie-up with Google Maps, as well as a filtering system based on region or sector,” he says. “Users will also be able to undertake a search based on the proximity to their own

location, as well as finding REC Members who have achieved our REC Audited status, are members of our IRP Advocacy scheme, or have won one of our IRP Awards in the past.” Howard says the new Directory is a win-win-win for members, clients and candidates. “For us, this was about giving REC members the

best possible platform to shout about their REC membership and the filters help candidates and clients find exactly what they’re looking for as quickly as possible.” For more information Check out the new Member Directory at www.rec. uk.com/directory

RECRUITMENT MATTERS

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

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

© 2015 Recruitment Matters. Although every effort is made to ensure accuracy, neither REC, Redactive Publishing Ltd nor the authors can accept liability for errors or omissions. Views expressed in the magazine are not necessarily those of the REC or Redactive Publishing Ltd. No responsibility can be accepted for unsolicited manuscripts or transparencies. No reproduction in whole or part without written permission.

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11/08/2015 16:02

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Billy Thurlow ďŝůůǇ͘ƚŚƵƌůŽǁΛƌĂĐƐŐƌŽƵƉ͘ĐŽŵ

Adam Jordan ĂĚĂŵ͘ũŽƌĚĂŶΛƌĂĐƐŐƌŽƵƉ͘ĐŽŵ

Head Office RACS Group House, Three Horseshoes Walk Warminster, Wiltshire. BA12 9BT

REC.09.15.039.indd 39

Lewis Scane ůĞǁŝƐ͘ƐĐĂŶĞΛƌĂĐƐŐƌŽƵƉ͘ĐŽŵ

0845 604 0571 info@racsgroup.com racsgroup.com

13/08/2015 13:49

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REC.09.15.040.indd 40

10/08/2015 16:39

RUL E S O F R E C RU I T M E N T

ENSURING YOUR RECRUITS ARE FIT FOR THE JOB

BY ELLEN TEMPERTON

Are candidates legally required to disclose sensitive information, such as health issues, to recruiters?

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WWW.RECRUITER.CO.UK 33

IMAG E | R E X F E AT UR E S IMAGE

p33_34_recruiter_feature legal.indd 33

13/08/2015 13:00

RULE S O F RE C RU ITMENT

POWER POINTS 1

⁄

Consider the nature of the job and the potential harm it could cause to others.

2⁄

Ask whether there is any information that could help you reduce those risks.

3⁄

Is there any other, less intrusive way of reducing that risk?

Weigh up the impact of asking for the information against the benefit of the reduced risk to ascertain whether it is justified.

4⁄

he tragic story of a Glasgow bin lorry driver involved in a crash that killed six people last year is back in the press as a Fatal Accident Inquiry heard that the driver had a history of dizziness and blackouts. Harry Clarke’s employer, Glasgow City Council, has since said that he would not have been given the job had it known about his medical history. It begs the question as to what can be done in the recruitment process to unearth relevant problems, and indeed what employers can do during employment to assess someone’s ability to perform their role.

APPLICANTS: What do they have to tell employers? Unfortunately for recruiters, employers cannot compel candidates to provide information but they can make offers of employment conditional on certain checks or information being provided. The potential employer must be able to justify any check with regards to the requirements of the role in question.

FORMER EMPLOYERS: What information can or should they provide? Former or existing employers are not likely to be under a speciﬁc obligation to provide references, unless there is a contractual commitment to do so. Where references are given they should be truthful not misleading and accurate so far as the former employer’s duties to the employee

↗ ELLEN TEMPERTON is partner, Employment Team, and head of the employment data protection and privacy group at law firm Lewis Silkin. 34 RECRUITER

are concerned. At the same time they should not misrepresent the position to the putative employer. Medical information or other sensitive personal data should not be handed over by the former employer to the new employer without the candidate’s explicit consent. At best a former employer might comment in a more general way or say nothing at all about attendance levels that would raise questions in the reader’s mind.

POTENTIAL EMPLOYERS: What information can they access? When recruiting new members of staff, employers are allowed to request such medical reports, questionnaires, background checks, qualifications and references as are necessary for the job in question, so long as they are justified by the requirements of the role in question. Under the Equality Act 2010, potential employers should not generally ask applicants about their health before offering them work. In the case of someone to be employed as a driver, asking health questions up front would be permissible because medical information is necessary to assess whether someone is able to carry out a function intrinsic to the job. For any kind of job, it is still permissible to offer employment subject to satisfactory health checks. That does not mean that offers can be withdrawn following receipt of information about a candidate’s health which an employer does not like; the information disclosed must impact on the ability of the candidate to perform the role, and the possibility of making reasonable adjustments to the role should be considered to avoid falling foul of disability discrimination legislation. Where medical reports are sought, specific information needs to be given to the candidate: the employer should notify them that they intend to apply for a medical report, and the candidate will have to give their express written consent,

Check your data protection responsibilities in relation to any personal data obtained.

5⁄

which should be sent to the medical practitioner with the report request. Employers should be aware that medical information is sensitive personal data, and so data protection issues will arise in the processing of candidates’ and employees’ health details. Medical questionnaires are only as reliable as the candidate; information could be withheld.

EMPLOYEES & CURRENT EMPLOYERS It’s all very well to do a thorough check on someone joining your organisation, but for many roles, it will be equally important to ensure that information remains up to date. In some industries health and safety requirements may be such that various health and fitness tests are required periodically, as well as other forms of testing such as alcohol and drugs testing which are justified by health and safety requirements. Whatever the sector, it is recommended that employers check that the use and application of such tests or check-ups are justified and proportionate to the requirements of the job. For transport workers such as the bin lorry driver, this could perhaps have taken the form of an annual doctor’s check-up including a sight test, or a requirement to re-sit driving tests every few years. In addition a provision in the employment contract could require the employee to inform the employer if certain relevant health concerns appear. An employee’s breach of provisions like this could, for example, entitle the employer to discipline the employee or treat to it as a breach of contract. ●

CONCLUSION While this area is not straightforward, employers are able to ask for medical reports and ongoing information where they are satisfied that it is justified for the role in question.

SEPTEMBER 2015

p33_34_recruiter_feature legal.indd 34

13/08/2015 13:01

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10/08/2015 16:40

Expert opinion SPO NSO RE D COLUMN A N D E R S O N G R O U P

Did you feel the earth move? George Osborne delivered his first unencumbered Conservative budget for 19 years in July and with it, shook the very foundation of the UK temporary labour supply chain.

e all understand the need for the tax burden of running UK PLC to be shared by everyone. But in attempting to fulfil this aim and by ‘levelling the playing field’, between so called regular employees and contingent/temporary workers, the Government now risks destroying the ‘golden goose’ which has laid the egg of recent economic recovery. I am not suggesting for one minute that a dynamic temporary workforce is the sole reason for the UK’s current economic strength. But equally, let us not underestimate the economic value of having such a powerful tool as a flexible workforce. Just ask our EU cousins and see if they agree. In addition to having regulations to allow for such flexibility, you also need to have a workforce willing to give up employment rights and job security, in order to become flexible and ‘temporary’. The traditional argument goes that the higher rates paid to temporary employees (as compared to an equivalent full time employee) is enough to compensate. But in the real world, where hirers themselves now dictate the price and margin they are willing to pay for temporary labour (rather than allowing market forces alone to dictate), we need a more holistic view of the temporary supply chain, to ensure its continued good health by having workers who want to make that choice. HMRC believe that the tax advantages currently enjoyed by temporary workers, particularly when dealing with Travelling and Subsistence (T&S) expenses, is unfair. But to whom? Don’t full-time employees have the right to receive tax free payments to compensate for travelling to and from a temporary work site and for the extra costs incurred while working there?

But HMRC has chosen to compare temporary workers to Agency workers who, because of draconian tax laws dating back to the 1970s, are unable to claim such expenses. (HMRC deem every single assignment of an Agency worker to be discrete from the next, thus breaking the 40% T&S rules). These regulations were first applied at a time when the supply chain looked very different and may well have been appropriate for their day. But there is now a vast proportion of temporary workers who have made a conscious decision to become ‘temporary’ and we should not underestimate the benefits this has for our economy. A peripatetic worker (habitually nomadic) simply does not have a regular workplace and therefore the current T&S rules are inappropriate. But to group them for tax purposes with Agency workers demonstrates a true lack of understanding of today’s labour supply chain. Not allowing such workers to claim T&S expenses while working at a ‘temporary’ workplace is grossly unfair and jeopardises the very sector that has helped lead UK PLC out of recession. Why would a temporary worker choose to remain so, if the tax system so clearly penalises them? Of course, the current rules need some amendments – far too many low paid workers are being herded into arrangements which take an unfair advantage of the current rules. But surely the answer is to recognise and then discriminate between the truly peripatetic worker – one who has made a conscious lifestyle choice to work in this way – and those who are simply an Agency worker in disguise. ●

+ Barry Roback, director, Anderson Group

IN NEXT MONTH’S EXPERT OPINION: I will examine how the proposed changes are likely to impact on the temporary labour supply chain.

↗ ANDERSON GROUP specialise in providing employment management solutions to recruitment agencies and their temporary contractors. For further information please visit: www.andersongroup.uk.com Telephone: 0333 8000 800 Email: enquiries andersongroup.uk.com

36 RECRUITER

p36 Expert opinion.indd 36

SEPTEMBER 2015

13/08/2015 11:05

CO M M U N I T Y

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

From charity fundraising to surprise days out, you’ve been en showing us what you’ve been doing apart from recruiting ng DOWN AND DIRTY VIA Following the recent sad news that a colleague was diagnosed with cancer, staff from Cardiff recruitment agency IntaPeople tackled one of the toughest obstacle courses in Wales to raise money for the Velindre Cancer Centre. The Dirty Dozen Race in Monmouthshire consisted of 20 military style obstacles and a 12km run, which saw the IntaPeople team get wet, muddy and extremely sweaty. Mmm, nice…

GOOD MORNING PAGEGROUP! VIA

On 16 July, over 70 PageGroup employees hit the streets of London to raise buckets of cash for its charity partner, Teenage Cancer Trust. Some e of them even dropped by the Good Morning Britain studios to say hello ello to presenters Phillip Schoﬁeld, Amanda Holden, Lorraine Kelly, Richard hard Arnold and Kate Garraway. Although they didn’t manage to get themselves ves on air, the enthusiastic fundraisers did get donations from the lovely presenters, resenters, contributing towards an amazing £6k in just one day. CLIMBING HIGH VIA Super fit staff from Frazer John Recruitment scaled the summits of 10 of Manchester’s tallest buildings for the Mustard Tree charity, which supports homeless and marginalised people across the city. The Manchester 3000 is a 3,000ft stair climb up (and down) the top 10 tallest and most iconic buildings in Manchester. The team had estimated finishing the challenge within five hours, but in the end, despite aching calves and burning thigh muscles, they smashed it in under three hours!

TW E ET Recruiter Magazine @ RecruiterMag Jul 31 What’s your most useless skill on your CV? Shar.es/1sPQ0D #MyUselessResumeSkills #recruitment #CV Kevin Hough@kihough@ RecruiterMag clearly not on my cv but could play “London’s burning” on the recorder with my nose when younger #mumwasproud

JUMPER JAPES VIA Employees of Australian multi-sector recruiter The he Recruitment Company recently donned their best Christmas jumpers for some midwinter festivities.

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

WWW.RECRUITER.CO.UK 37

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13/08/2015 08:16

E CAREERS CO M M UNITY

Agency recruitment careers The market returns for senior hires BY TARA LESCOTT

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

Post recession and throughout the economic recovery we have seen a huge increase in the number of career opportunities for fee earners at all levels, as companies large and small fight to gain marketshare in an industry that is once again incredibly buoyant. In fact, some would say the market is now totally candidate-driven with recruitment consultants of all levels enjoying access to highly attractive opportunities — and in real volume! What we hadn’t seen until quite recently was much appetite for senior leadership hires, which has caused many a senior manager much frustration. The recession saw a brutal exercise in stripping as much cost out of recruitment businesses as possible, and saw non-billing headcount shrink dramatically, leaving the emerging workforce desperate to expand but with too few resources in terms of management, technical expertise and training. Private limited companies (PLCs) in particular have resisted adding non-fee earning headcount back on to their profit & loss statements, and risk a drop in profits. Many small to medium-sized business are also trying to finally realise their exit plans and are readying for sale, and again have resisted adding costs that don’t directly lead to fee income. Fortunately, 2015 has already shown some real change in sentiment here and the second half of the year looks to improve considerably. Recent months have seen a whole host of C-suite appointments across the industry, and this in turn has started to reignite career opportunities in middle and senior management, as new managing directors and chief executives set about implementing change programmes, including global expansion and new sector specialisms in the rebalance of temporary vs permanent fee income. Finally, more options are again becoming available for non-billing managers, branch managers, area managers, business development managers, regional managers and directors — fantastic news for those candidates at this level who have been frustrated by the lack of opportunities available for them. It’s also great news for aspiring managers who perhaps currently lead teams or divisions and want to take the next step. Want a non-billing role? The market’s changing — are you ready for interview? ● Recent surveys we carried out have returned some very interesting statistics for the UK: ➊ For every fee-earning recruitment professional seeking new opportunities there are 28 relevant opportunities available in their sector/location, with a peak in London at 36 ➋ For every non-billing manager seeking new opportunities there are now eight relevant opportunities available in their region/sector with a peak in London at 12 ➌ Average salaries have increased by 15% on average with peaks in London & Cambridge at 20%

So great news for the industry and we hope this will lead to the design and implementation of recruitment innovation, greater investment in developing talent and supporting recruitment professionals in their careers.

RECRUITMENT JOB ACTIVITY ANALYSIS of data compiled through Recruiter Jobs, the job board for Recruiter magazine, reveals applications for jobs were up 20% across the board in July, as compared to June. But which sectors and which locations were the most popular?

Interim management saw the highest increase (300%) in applications for roles in July, followed by construction & built environment (188%) and IT (129%). The recruitment-to-recruitment (rec-to-rec) sector, however, saw the most activity, accounting for 14.89% of all applications in the month. July was the first month this year the rec-to-rec sector sat at the top of this table, a spot typically reserved for the sales sector, which generates an average of 12.13% of the total number of applications per month.

14.89%

12.13%

G E O G R AP H Y

When looking at the geography of applications, international locations topped the table, though only when considering percentage increases. Applications for jobs in the US and The Americas increased 309% month-onmonth, followed by Asia and Australia (233%) and Wales (133%). International applications only accounted for 23.64% of the total number though, second behind Greater London, which scored 27.71%. The Greater London area has, every month this year, sat at the top of the table with an average of 22.43% of applications. Greater London’s percentage of applications in July was down 4% month-on-month.

38 RECRUITER SEPTEMBER 2015

p46-47_recruiter_careers.indd 46

AP P LI CAT IO N S

13/08/2015 08:16

CO M M U N I T Y

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

In-house recruitment careers Engage yourself in the new role of a sourcer BY ANDREW MOUNTNEY

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

CONSTRUCTION & BUILT ENVIRONMENT

INTERIM MANAGEMENT

188%

300%

INFORMATION TECHNOLOGY

129% WALES

133% 309%

23.64%

US AND THE AMERICAS

27.71%

p46-47_recruiter_careers.indd 47

ASIA & AUSTRALIA

233%

Sourcing has been the constant when hiring for talent acquisition functions in the last few years but the role of a sourcer is changing. Organisations are typically investing in sourcing technology tools for their teams, and as a result regard identifying potential hires as less of a challenge than engaging those individuals. So that’s where the new sourcer gets traction. Is a sourcing role just an entry-level job to get in-house from agency? Historically, it was the equivalent of the agency resourcer. But today’s sophisticated sourcing functions have long-term career paths. Sourcing is often sat separately to recruitment, with defined responsibilities, which may include some of the following: ⦁ Pipelining for niche skills as opposed to working only open requirements ⦁ A focus on building shortlists as opposed to filling jobs (Work with a diversity target in the shortlists) ⦁ Supplying analysis on target markets by structures of direct competitors, size and diversity of talent pools What does that mean organisations are looking for in a sourcer? This can differ wildly from one team to another. Read the role description in detail and look for giveaway signs. ⦁ Is the role short-term? Does the ad focus on hiring particular skills? (The employer may just want your network as a short-term solution to getting heads into a particular business area. Check this fits with your experience and you’ll be comfortable with the focus) ⦁ Does the advert focus on technical sourcing skills? (A company may directly or indirectly be referring

to required experience of LinkedIn Recruiter, Boolean sourcing, x-ray searches, and clear evidence you know how to find people others cannot) ⦁ Is the word ‘engagement’ referred to over and over again? (This means pick up the phone and talk to candidates demonstrating an empathy with our culture!) Why is there so much talk about engagement? If everyone has similar tools for finding people and are then trying to connect with them in the same way (usually an Inmail), poor engagement is the reason response rates are lower than wanted. There are opportunities for people who not only find people, but speak with them and are strong at selling an opportunity appropriately. Which CVs get interviews for sourcing jobs? The ones that keep it simple and demonstrate that sourcing is what the applicant wants to do. ⦁ Clear evidence you have the appropriate techniques to find talent: Boolean, x-ray, plus sites you target with these ⦁ Metrics. Great sourcers know their numbers and deliver them consistently; they demonstrate their impact through time-toshortlist, volumes of candidates generated in defined timeframes, candidates added to candidate relationship management and applicant tracking systems ⦁ Show that you engage with candidates and work with them in the process. Demonstrate your involvement to offer stage, and how you support candidates in ways such as briefing calls, screening and assessment, speaking with them regularly. ● WWW.RECRUITER.CO.UK 39

13/08/2015 08:17

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multi-lingual capabilities, sophisticated integration options, and social media enablement combined with scalability through a web-based The latest Adapt system brings us

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Global Vision Connecting people and processes everywhere. Chosen by the world’s leading recruitment organisations for its multi-lingual and multi-cultural capabilities, Adapt enables global businesses to connect their ofﬁces and streamline operations via an intuitive cloud platform. Feature rich specialist recruitment software, Bond Adapt, is 100% conﬁgurable and fully scalable for effective global deployment. By managing the entire placement cycle, Adapt improves productivity, providing global organisations with the right tools to maximise their business performance.

E sales@bond.co.uk

One world. One future. Bond International Software www.bondinternationalsoftware.com

REC.09.15.048.indd 48

10/08/2015 16:45

CO M M U N I T Y

CAREERS

“I was a temp working for a police station as a driver, r, ttaking mail evidence from station to station” MY BRILLIANT RECRUITMENT CAREER Earliest dream job: I left school

t ors you w or n ‘if st t Be estio e an wha b u ? e q uld nc be ’ co plia you ap uld wo

when I was very young. I had dyslexia so I didn’t do well in exams. I just wanted to get out, work and earn money. I can’t really remember if I thought ‘oh this [recruitment] will be an ideal job for me’.

for a police station as a driver, taking mail evidence from station to station, which I loved. After that ﬁnished — because it was only to cover for a policeman who was ill — the man at the recruitment agency said ‘Would you like to help me? I’ve just had a big contract’. It was called Horizon Recruitment and they offered me a job as a consultant.

What do you love most about your current role? I enjoy helping people ﬁnd work — especially people who need help more than others. I have a soft spot for people who are a challenge to get back into work.

What has been the most brilliant moment of your career? Horizon Recruitment made me contract manager with client [catalogue business] Gratton. Gratton used ﬁve agencies because there were more than 300 to 400 temps working there. Within a year I had won the whole contract for Horizon.

Your ‘can’t do without’ office tool? Mobile phone. I’m always on it 24-7.

Stay-cation or a holiday abroad? Either is great but I like to go abroad to let my head rest for a bit. I M AG E S | I STO C K / V IC TO R D E JESUS/UN P

p49_recruiter_brillcareer.indd 49

↗

What was your first job in recruitment, and how did you come into it? I was a temp working

CARLOS PINTO is contracts director, Candelisa People

Carlos Pinto Outside the office, where would you like to interview a candidate or be interviewed? We have opportunities to go to the actual client and do interviews at the factories or where the client is based but we have also done interviews for perm positions at restaurants and hotels.

What is your top job to fill at the moment? I’ve got two high-quality positions to ﬁll — electrical maintenance engineers and they’re on £25 an hour. They’re really hard to ﬁnd but they really are top jobs to source.

Laugh or cry — which did your most memorable candidate make you want to do and why? There’s a young man

who was going through a bad time, kicked out of his house, no contact with his wife because he didn’t have money. He had a drug problem and was living on the streets. We got him a job. He’s earned some money. The other day he told me he’s gone back to his family. He sees the children. He buys them ice cream.

What’s the best or worst interview question you’ve ever heard? When they ask you ‘if you could be an appliance what would you be?’.

Make us an offer we can’t refuse. One of the things we offer is if a business needs a member of staff, we promise that we can ﬁnd someone one hour from receiving their call. ● WWW.RECRUITER.CO.UK 41

13/08/2015 08:17

ADVERTORIAL

WHAT DO RECRUITMENT CONSULTANTS WANT AND IS IT OUT THERE?

he recruitment world is changing and recruitment consultants themselves want more. Yes they still want to earn good money, but they also want a rewarding career and a better work life. And they can afford to be picky. With thousands of vacancies advertised for recruitment consultants you could argue that they are spoilt for choice. But are they? What is the discerning recruitment consultant actually looking for, and importantly does it exist...

Consultants want: • The best opportunities open to them • Investment in technology • Marketing and social media spend • Work/life balance *UHDW EHQH¼WV • Fantastic incentives • Structured career paths • Fun and recognition combined • The freedom to do the job properly with support when needed

Unashamedly Specialist

The market is developing and so are the demands clients have of a recruitment business. They want the specialist expertise that many of the boutique consultancies can bring, but they also want reassurance as to ½RERGMEP WXVIRKXL VIEGL ERH EGGIWW XS ER increasingly global and mobile talent pool. Consultants know this and they also know that to be successful they must address these demands. 'SRWYPXERXW XLIQWIPZIW [ERX XLI ¾I\MFMPMX] that working for an independent can bring. They like the entrepreneurial feel and the relaxed but commercially agile approach. However they also want to have access to the best incentives, a secure environment and fantastic career opportunities; in effect a corporate rewards structure.

REC.09.15.050.indd 50

This has given rise to consultants who are searching for independent specialists within corporate structures. And there are surprisingly not many of these about. Kellan Group is one such brand. An AIM PMWXIH FYWMRIWW MX LEW XLI ½RERGMEP GPSYX XS QEOI WMKRM½GERX MRZIWXQIRXW EGVSWW XLI group (in fact they have just rolled out a number of high investment projects in IT and marketing), introduced market leading MRGIRXMZIW ERH E FIRI½XW TVSKVEQQI QER] would be envy of. Not many people will have heard of them. And there is good reason for that. Their reputation lies in their market leading FVERHW ERH XLIWI LEZI QSWX HI½RMXIP] FIIR heard of: Berkeley Scott, RK Accountancy & Finance Professionals, Quantica Technology and some smaller niche brands. They ½IVGIP] KYEVH XLI MRHITIRHIRGI SJ XLIWI brands which puts them in a unique position. But what unites Kellan Group is their shared values and culture. Kellan see culture in a different way. They passionately believe it’s about uniting their people behind a common goal, relying on their colleagues as a support network, enjoying their work and valuing each other’s skills. It’s about working with people they like and having fun with them, whilst doing a job they can all be proud of. In fact it is everything that recruitment consultants are asking for.

49% of recruitment FRQVXOWDQWV DUH QRW VDWLV¼HG ZLWK WKHLU FXUUHQW EHQH¼WV DQG LQFHQWLYHV* Recruitment done properly

Despite the urban myth, recruitment consultants are values driven individuals who [ERX XS [SVO MR ZIV] WTIGM½G WTIGMEPMWQW This means that they want to be truly consultative. And whilst all accept the commercial realities of being a recruiter, XLI] EPWS [ERX XLI ¾I\MFMPMX] XS FI WIPIGXMZI even if by doing so it means they have to GLSSWI RSX XS EGGITX E WTIGM½G ZEGERG] They want to work with candidates and companies with the most ambition and to make a positive difference. Above all they

want to place the very best candidates into the best companies in a transparent and honest way. In short, supported to work how recruitment is supposed to be done – properly. So recruitment consultants have huge choice, but not much variety. With the average consultant knowing what they want but often faced with limited options, brands such as Kellan Group make for a refreshing change. *Planning for growth: attract and retain talent for your recruitment business is based on a survey of 750 consultants and managers conducted by ComRes for the REC.

Mark Darby

CHIEF OPERATIONS OFFICER FOR KELLAN GROUP.

“

Kellan as an organisation operates in three primary sectors – the hospitality and PIMWYVI WIGXSV XLI ½RERGI ERH EGGSYRXMRK sector, and the IT and telecoms sector. We provide the opportunity to work in some of the strongest and most respected brands within the marketplace. We’re PSSOMRK XS WMKRM½GERXP] MRGVIEWI XLI RYQFIV of people that work for our organisation, whether they be experienced senior managers, highly successful recruiters or people beginning their journey in our business. Having gone on that journey from trainee recruitment consultant to recruitment consultant, team leader, now managing and leading operations, I’m able to work closely with people and really understand the opportunities that they have. It’s a challenging environment to work in and it’s where people develop some real success. As part of that success we have created a great place to work, a fun environment where we celebrate success and achievement in a highly motivational and proactive culture. We run all kinds of incentives; we take people all around the world. We run lunch clubs, we have what we call ‘magic numbers’, so bonuses on top of bonuses. We generally do celebrate success very well. Whether you’re an experienced recruiter, whether you’re a graduate, whether you come from any of the core operations within which we trade, what is key for us is that you bring the ambition, resilience, drive, tenacity and energy to our organisation.

”

11/08/2015 17:02

CO M M U N I T Y

BUSINESS ADVICE

THE IMPORTANCE OF SME LEADERSHIP The role of a leader is crucial in any organisation but especially so in small- and medium-sized enterprises (SMEs). For an SME, the decision to allocate one person to develop a new revenue stream is a significant commitment, while in a corporate it is hardly noticeable. Losing an employee or a client is likely to have a far more noticeable impact on revenues in an SME than in a large firm, while capital investments can have a worrying effect on cashflow. Within a corporate, the governance frameworks to protect the organisation already exist; in an SME, you are constantly balancing risk and reward, and where you allocate your time as you focus on the business-critical issues. The quality of a leader will ultimately determine the organisation’s success. The cliché that ‘leaders are born not made’ is nonsense. SME leaders have three roles, and you can improve at each one. The first is to take responsibility for the finances, without which you won’t have a business. The second is to make good decisions that enable your business to compete successfully in a crowded industry. And the third is to inspire your team, encouraging them to feel invested in you and the company so that they will work harder and stay around for longer. The skills for each of these three roles can be developed. If you follow these five tips you will be on the right track.

Alex Arnot The SME Coach

T IP S FOR SUCCESSFUL LEADERSH I P

3 4

CLARITY OF VISION

ONGOING COMMUNICATION & ENGAGEMENT WITH THE TEAM

CONSISTENCY

SHARING THE BURDEN

ONGOING DEVELOPMENT

Employees look to their leaders to set an example. You must be controlled and disciplined in your own behaviour and attitude if you want your employees to be the same. Furthermore if you are inconsistent this will waste your resources, frustrating your employees and causing them to question your commitment to your most recent decisions. Consistency stems from your three-year vision and annual planning.

A business’s needs evolve as it grows. Leaders understand they cannot meet all those needs themselves, so empower those around them. Your business will grow faster if you recognise the strengths of individuals, delegate and give them the chance to grow. Devolving responsibility will reduce staff turnover, enabling you to grow with the business. To improve your delegation, try writing down EVERY task you get involved with for one week and identify any that could be done as well (or better) by a junior member of the team, thereby freeing you up to work on the things that will make a bigger difference to the business.

You, your team and your business will go stale if you don’t invest in training and coaching. Check out the government’s Business Growth Service, which offers a range of resources to help fast-growing SMEs. One such resource is matched funding for training costs up to £2k per senior manager.

You need a clear vision for the business, broken down into a three-year plan (see Recruiter July 2015, p43). For your team to help you achieve the vision, you must share it with them at least once a year. Growth mapping tools, available online, can make your vision clearer and easier for your team to engage with. Tempting as it may be, don’t oversell the future to your team; keep it high-level but with enough detail to convince the sceptics and show how they will benefit from this exciting future.

↗ ALEX ARNOT is a non-executive director to 18 fastgrowth companies

People work for SMEs because of the opportunity to make a tangible difference. Recognising their contribution and the results will make your team feel more invested in the company and loyal to you. Sharing details of the company’s performance and recognising individual contributions verbally, with small gestures and financial rewards, will all help. The most successful leaders encourage all their employees to come up with ideas that will grow the business and then give them the opportunity to implement those ideas.

GREAT RECRUITERS DON’T ALWAYS MAKE GREAT LEADERS High billers aren’t necessarily the best leaders, especially if their success is due in part to a ‘selfish’ streak. Look for individuals who are respected by their peers, who look to develop and support colleagues, and who look for ways to improve the business as a whole. WWW.RECRUITER.CO.UK 43

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13/08/2015 08:17

E EMPLOYABILITY CO M M UNITY

GI GROUP EMBEDS ALTRUISM IN COMPANY CULTURE BY COLIN COTTELL

he chief executive of multi-sector recruiter Gi Group is proud of the company’s record in helping disadvantaged individuals to ﬁnd employment. Among a host of achievements, last year the company put 759 unemployed people through sector-based work academies around the country, with 45% going on to work for Gi on its clients’ sites. But Jess Watts admits the company’s success in this area came about more by accident than by design. “We almost fell into a greater awareness of this area, initially through our apprenticeship programme that began several years ago,” he explains. Gi’s initial efforts have since morphed into a number of company-wide initiatives to help various disadvantaged groups, ranging from prisoners to the long-term unemployed and people with disabilities. “There has been a genuine culture change,” says Watts of the company, employing around 300 staff across 76 UK sites and which in 2014 generated revenue of £273m. Gi staff took the initiatives to heart, Watts says, “because they genuinely feel they are adding something through their skills”. Among the various strands of its work with those who face barriers into employment, the company has developed its own work-experience programme called Inspire. During 2015, the company plans to put 50 people through the programme, Watts says, 44 RECRUITER

Jess Watts, chief executive, Gi Group UK

and six people have been taken on permanently or on long-term contracts so far this year. Another initiative is Gi’s partnership with HMP Sudbury, where staff deliver presentations about the roles it has available and then interview prisoners. If successful, inmates can work for Gi on day release, with the job continuing after their release. The company also provides the longterm unemployed with pre-employment

“People really want to use their expertise to help — whether it is the long-term unemployed or disabled people or whoever” training, including the opportunity to gain a qualiﬁcation. Watts says this makes a big difference when it comes to persuading employers that “they are worth taking on”. He accepts that the strength of the UK labour market has contributed to the company’s success, with employers more inclined to give those they might not previously consider a chance. However, he is clear that it goes much deeper than that. “People really want to

SEPTEMBER 2015

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13/08/2015 08:18

Business in the Community Give & Gain Days are just one of the initiatives that Gi Group's employees take part in

use their expertise to help — whether it is the long-term unemployed or disabled people or whoever,” he says. Watts says the company is tapping into a high level of genuine social consciousness among its predominantly young workforce. “I don’t think there is any way I could get them to do any of this simply as part of marketing or PR activity. Employees also like to see their own company hiring people from a range of backgrounds as it reﬂects well on them as an organisation.” At the same time, he recognises this would not have been possible without the company’s support. “Giving people time off to support the company’s charity Help for Heroes, to attend Business in the Community ‘give and gain days’, as well as running training courses for employees has gradually got under people’s skin, and they are now keen to put something back,” he says. The company has supplemented this general sense of altruism by adding organisation and rigour to the initiatives. For instance, as a matter of course, people with disabilities, both TO P I M AG E S | B USIN ESS IN TH E CO MMUN ITY

p52-53_recruiter_employability.indd 53

mental and physical, are identified at the enrolment stage of the firm’s apprenticeship programme, and then provided with targeted additional support — so people with dyslexia are given 25% more time during exams, for example. Gi Group has also set up a corporate and social responsibility committee, which co-ordinates the various initiatives under a broader strategy: The Emerging Talent Programme. Volunteering plays a big role in the company’s efforts to support those facing barriers into work, with employees spending 1,400 hours volunteering in 2014. This included groups of senior managers mentoring pupils in schools in disadvantaged areas, and helping with CVs and their interview skills, says Watts. When it comes to embedding such behaviour into company culture, Watts is not a great supporter of targets for individual staff. The only specific target, set at board level at the beginning of the year, is to recruit a minimum of 50 people into the company’s work

1 2 3 4 5 6 7

Tips for embedding employability initiatives • Lead from the top. It is vital that employability initiatives are championed at the top of the organisation. • Helping disadvantaged groups into employment requires more than platitudes and fine words. Make sure initiatives are properly funded. Last year Gi Group allocated more than £350k to its employability programme. • Whether it is going into prisons or in building relationships with schools and colleges, give staff the time they need to volunteer as part of their job. • Involve as many employees as possible. Last year, 371 Gi Group employees spent a total of 1,400 hours in volunteering activities. • Be patient. It takes times to build successful employability initiatives. • If you want to inspire other organisations to follow your example, make sure you practise what you preach. Then don’t forget to tell others about it. • Don’t get hung up on targets. A few high-level targets can be a good idea, but staff are more likely to be motivated by the desire to help others and by their work being recognised. Entering awards can also inspire and motivate.

experience scheme and to ﬁnd jobs for at least 10% of them internally. No targets have been set for placing different groups with clients, Watts says. And in his view, there is no need. “My feeling is that the task here is to try and make this process as much a part of our normal operation as we possibly can. I think that one of the things that characterises the company’s approach is that people are more than happy to embrace it.” ● WWW.RECRUITER.CO.UK 45

13/08/2015 08:18

E RECRUITMENT WWW. RE CRUITE R .CO.UK

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

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AUGUST 2015

www.kellangroup.co.uk/WorkForUs 13/08/2015 08:09

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

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

RECRUITMENT

0118 932 0100 ǁǁǁ͘ƌĞƐŽƵƌĐŝŶŐͲƐŽůƵƟŽŶƐ͘ĐŽŵͬǁŽƌŬͲĨŽƌͲƵƐ Featured in the dŚĂŵĞƐ sĂůůĞǇ dŽƉ ϮϱϬ ϮϬϭϱ

Permanent Recruitment Team Manager - Derby Are you looking... ...for a great opportunity with a company who invests in their people? ...for a challenging role developing a high performing dynamic permanent recruitment team?

^ĞŶŝŽƌ ƉƉŽŝŶƚŵĞŶƚƐ ǆĞĐƵƟǀĞ Ͳ ĞƌŬƐŚŝƌĞͬ ĞƌďǇͬtĞƐƚ >ŽŶĚŽŶ Are you... ͘͘͘ƉƌŽǀĞŶ Ăƚ ƌĞĐƌƵŝƟŶŐ ĞǆĐĞůůĞŶĐĞ ĨŽƌ ĞƐƚĂďůŝƐŚĞĚ ƐƚƌŽŶŐ ĂŶĚ ĞǆĐůƵƐŝǀĞ ƌĞůĂƟŽŶƐŚŝƉƐ͍ ͙ƐŽŵĞŽŶĞ ǁŚŽ ŝƐ ůŽŽŬŝŶŐ ƚŽ ďƵŝůĚ ŽŶ ǇŽƵƌ ĐƌĞĚŝďŝůŝƚǇ ĂŶĚ ŐƌĂǀŝƚĂƐ ƚŽ ĚĞǀĞůŽƉ ǇŽƵƌ ĐĂƌĞĞƌ ǁŝƚŚ ůĞĂĚŝŶŐ ƐĞĐƚŽƌ ĞǆƉĞƌƚƐ͍

tŚĂƚ ǁĞ ŽīĞƌ ǆĐĞůůĞŶƚ ƌĞŵƵŶĞƌĂƟŽŶ ƉĂĐŬĂŐĞ ;ŽƉƉŽƌƚƵŶŝƚǇ ƚŽ ĞĂƌŶ Ɛŝǆ ĮŐƵƌĞƐͿ High investment in personal development ďŝůŝƚǇ ĨŽƌ ďŝůůĞƌƐ ƚŽ ĞĂƌŶ ĂŶ ĞǆƚƌĂ ϭϮ ĚĂǇƐ ŚŽůŝĚĂǇ ŽŶ ƚŽƉ ŽĨ ƚŚĞ ƐƚĂŶĚĂƌĚ Ϯϱ Annual clothing allowance KƉƉŽƌƚƵŶŝƟĞƐ ĨŽƌ ŇĞǆŝƟŵĞ ĂŶĚ ŚŽŵĞǁŽƌŬŝŶŐ

/ŶƚĞƌĞƐƚĞĚ͍ ůů ǇŽƵ ŶĞĞĚ ƚŽ ĚŽ ŝƐ ĐĂůů ZĞďĞĐĐĂ ĂŝŶƚŽŶ Žƌ >ǇŶŶĞ DŽƐƐ on 0118 932 0100 or email your CV to ƌďĂŝŶƚŽŶΛƌĞƐŽƵƌĐŝŶŐͲƐŽůƵƟŽŶƐ͘ĐŽŵ.

Together we can... Deliver Achieve Have fun Succeed

PLAN YOUR NEXT MOVE

on the move See latest job listings Create job alerts by email Save and email jobs from mobile Apply for jobs by saving your CV to your profile Keep track of your activity

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

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E CAREERS CO M M UNITY

A L L EN A USTIN : The US executive search ﬁrm has appointed Brian Johnston as senior partner and healthcare practice leader.

Matt Jones was also promoted to VP operations, Europe at the recruitment process outsourcing ﬁrm.

CORDAN T RE CRUIT MENT: The multi-sector recruiter has hired Mark Sheldon, former MD of recruitment giant Hays’ accountancy and ﬁnance business, to lead new consultancy Savant.

A R GY L L S C OTT: Chris Russell has joined the specialist recruitment consultancy as managing director for Argyll Scott Thailand. A RVATO UK : The business outsourcing ﬁrm, part of the Bertelsmann Group, has promoted Julie Griggs to head of talent.

E AME S CON S ULT ING GROUP: Ruth Foster moves

Chris Kenneally is the new group chief executive of the Cordant Group. Kenneally moves from CEO of Cordant Services division to the newly created post in a restructure of the recruitment and facility services provider’s management board. The restructure also saw former Adecco UK managing director Steven Kirkpatrick, who was previously CEO of Cordant Recruitment — the group’s recruitment arm — leave the business.

GRANGER REIS: The executive search ﬁrm has promoted Lucy Kendall to director of client and people development from head of business improvement. HARVEY NASH: The

B P : Trisha Conley has been made HR vice-president, Fuels North America and head of country HR, downstream at the oil giant.

from partner and senior manager of HR operations to director of HR and operations at the international recruitment and search consultancy.

E MR: Simon Bassett has left

HEIDRICK & ST RUGGLES:

C EN TR ICA : The energy

the FiveTen company. Serrol Osman succeeds him as MD.

company has promoted Mark Lawton to senior resourcing partner.

GARTH WI L LS RE CRUI TME N T: The

Gregg McDonald has joined the international executive search ﬁrm as a partner within its industrial practice in Atlanta. Meanwhile, Andrew LeSueur was made partner at the executive search ﬁrm in New York.

C IELO : Kami Bond joins as senior VP of people & culture. 48 RECRUITER

SEPTEMBER 2015

p56-57_recruiter_peoplemoves.indd 56

multi-sector recruiter has appointed Sharon Phillips director.

global executive search and leadership services organisation has appointed Richard Goddard MD for South-East Asia.

HEWLET T PACKARD : The global IT company has promoted Peter Ramsay to director for global executive talent acquisition. H I L L : The housebuilder has hired Clare Smithson as head of HR. HODES: The employer branding consultancy has appointed Roopesh Nair as its president and CEO.

INFINIT Y RESO U RC E S INT ERNAT IONAL : The international oil & gas recruiter has made Alan Golightly CEO. Previously chief operating officer at the Aberdeen-based company, Golightly takes over from

Email people moves for use online and in print, including a short 13/08/2015 08:19

Martin Finnie, who has moved to work in South-East Asia.

KOR N F ER RY: Wilson Zhang was appointed senior partner and office managing director within the global executive search ﬁrm’s Guangzho office in Southern China.

MA C D O N AL D & COMPAN Y: Martin Halim and Richard Wilson join the ﬁrm’s real estate and built environment sector staffing specialist’s residential division as associate director and director respectively.

P E DE RSE N & PART NERS: The international executive search ﬁrm has appointed Christiana Kyriacou as country manager for Cyprus. Souveek Chakraborty joins as client partner and head of its Mumbai, India office. Isabel Carrasco joins as country manager for Chile.

moves from retail HR director to group HR director at the supermarket chain.

Emmanuel Dupil has been made senior MD for its Middle East and African operations at the global recruitment ﬁrm.

YOUR NEXT MOVE

S MI TH & S MIT H: The public relations agency has appointed experienced recruitment marketer Jo Lee as creative marketing director. She was previously head of marketing and digital media at Meridian Business Support, having been with the multi-sector recruiter for more than a decade.

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

TAL E N TMARK GROUP: Andreas Reimer is a new client partner at the life sciences executive search ﬁrm.

sarah.marquet@recruiter.co.uk graham.simons@recruiter.co.uk

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

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ADVERTISING +44 (0)20 7880 7607 Sales manager Tom Culley Senior sales executive Lisa-Jane Parker

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Contributions are invited, but when not accepted will be returned only if accompanied by a fully stamped and addressed envelope. Articles should be emailed. No responsibility can be taken for drawings, photographs or literary contributions during delivery, transmission or in the editor’s hands. © 2015 Redactive Media Group. All rights reserved. This publication (and any part thereof) may not be reproduced, transmitted or stored in print or electronic format (including but not limited to any online service, any database or any part of the internet) or in any other format in any media whatsoever, without the prior written permission of Redactive Media Group. Redactive Media Group accepts no liability for the accuracy of the contents or any opinions expressed herein. The publishers cannot accept liability for any loss arising from the late appearance or non-publication of any advertisement for any reason whatsoever. ISSN 1475-7478

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executive search ﬁrm has hired Morten Nielsen as global MD within its life sciences practice.

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Reporters Sarah Marquet, Graham Simons

CONTRIBUTIONS

WI TT/KI E F FER: The US For more jobs, people moves and career advice go to

deedee.doke@recruiter.co.uk

aaron.nicholls@redactive.co.uk

TMP Worldwide Resourcing executive Generalist, HR, rec-to-rec up to £20k Bristol

Recruiter Republic Team manager – Surveying £40k-£45k + commission + bens London

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

Creative director Mark Parry Picture researcher Akin Falope

A selection of vacancies from recruiter.co.uk

Wavelength International Recruitment consultant Healthcare/medical £competitive + benefits Sydney, Australia

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

vanessa.townsend@recruiter.co.uk

N R L : The technical recruiter

PAG EG R O UP: Pierre

CONTACTS

Contributing writers Colin Cottell, Sue Weekes Production editor Vanessa Townsend

MOR R IS ON S: Clare Grainger

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13/08/2015 08:19

E THE LAST WORD CO M M UNITY

Gregory Allen Strike gold with silver medal winners

I have been looking at the formulas my organisation uses when recruiting staff. Running through the whole recruitment process, each formula concluded with the number 1… the Hire. For example, 10:6:4:1 (shortlist 10, ﬁrst interview 6, second interview 4, appoint 1). This made me look at the procedures again. The whole process concluded with the 1 — the Winner. I started thinking about candidates who had stuck with the organisation all the way through the process, just to come second and ending up, in effect, with nothing. Consider silver medal winner Louis Smith in the 2012 Olympics and the games’ poster boy, Tom Daley, who earned a bronze; they were not gold medal winners, but top athletes nonetheless. When Daley won his bronze, he and his team jumped in the pool together in a celebratory spirit, and he behaved as if he had won a gold medal. He was proud of coming third! Check out his reaction online at YouTube (‘Tom Daley, bronze’). This made me think about how some of the genuine talent we discover through our recruitment process sometimes come second or third — perhaps having behaviours that are better than their skill set. So what do we do with our silver medal winners? How do we celebrate their successes too?

50 RECRUITER

Too often, someone is not hired only because there is just one role to ﬁll, rather than because of their ability. Yet these people have followed every instruction, and have engaged more and more with your company the further along the recruitment process they are taken. Our company has recently hired senior people who came second, after our ﬁrst choices failed in the role. The second choices turned out to be the more successful. This raises several questions: What should we be doing with our silver medal winners? And how do we make them want to celebrate getting as far as they did in the recruitment process, and to encourage them to try again because, as they say, “there’s always Rio”? Why is it — as with the X Factor curse — those who win the competition may not always turn out to be the real successes? We have questioned, measured and tested these silver medallists. We have served them the full

employer value proposition; we have engaged them in the role and in the future of the company. To fulﬁl its core roles, a company usually has more than one position and more than one department. If that is not the case now, then it may be the case in the near future. Why set out to attract new people from scratch, when we know not only what ‘good’ looks like but where ‘good’ is? I am now looking at how we use social tools and candidate relationship management (CRM) systems, to track and talk to our silver medal winners. These candidates know us and our culture, and are aligned to our values. They have already demonstrated their commitment; we need to reciprocate. By doing this, we will show we are supporting the business by having people ready to come on board when they’re required, instead of wasting time and money on going through the whole recruitment process again.

This might not happen today or tomorrow or even this year. But one day we will be ready to embrace our silver medal winners with the gold standard of a role with the company. And that will always be good for everyone. ●

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

SEPTEMBER 2015

IM AGE | PET ER SEARLE

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