Issue 54 October 2017
RECRUITMENT MATTERS The View and The Intelligence Future of Jobs
p2-3
Big Talking Point
Legal Update
GDPR
Masterclass: More Savage Truths p4
Tribunal fees
What’s in the new law? p8
p6-7
THE REC GU
IDE
IS THE
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Is the recr
uitment in
dustry regu
The UK recru regulated. itment industry is heav The main ily statutory governing rules recruiters are:
RECRUITMENT INDUSTRY REGULATED?
The Employme nt Agencies Act 1973 Conduct of Employme nt Employme nt Businesses Agencies and (Conduct Regul Regulation s 2003 ations) Employme nt (Miscellane (Northern Ireland) Orde ous Provisions) r 1981 Conduct of Employme nt Employme nt Businesses Agencies and (Northern Regulation Ireland) 2005 s
According to these regu recruiters lations, must: provide writte workers, includn contracts for their agency ing terms and conditions not charge a fee to anyon temporary or permanent e seeking a job
not withhold
payments
not make unlaw
from pay
not stop some one from worki ng elsewhere not supply an someone takinagency worker to replac e g part in indus trial action .
Recruiters must also follow othe legislation r to workers are: ensure that agency paid holiday
not forced to work longe hours a week r than 48 paid at least the National Minimum Wage protected under healt h and safety laws.
t agency is a member Recruitmen of the t & Employme nt Confederat it must adher e to ion (REC), Practice, which the REC Code of Profe ssional goes beyon d the statu For example, tory rules. the code requi res members to:
be honest and agency work transparent with ers and clien ts agree writt en contracts clients for all placemen with ts safeguard
against discr
imination
comply with all relevant statutory and non-statu legislation, tory guida nce.
or wages due
ful deductions
lated?
THE REC CO PROFESSIO DE OF NAL PRACTI If a recruitmen CE
To become a REC mem ber, agencies must pass a test to prove they meet and they must these standards, pass again every two years to retain mem bership. The REC can inves potential breac tigate hes of the code when a complaint is made to us, or when allega are made in tions the public domain. Investigati ons can result in disciplinary sanct expulsion from ions, such as REC membersh This mean ip. s that agenc y workers have recou and employers rse if some thing goes wrong.
For full deta ils see www .rec.uk.com/co or to find a REC member de in your area www.rec.uk.co visit m/memberdir ectory
NEW FACTSHEET REFUTES CLAIMS The Recruitment & Employment Confederation (REC) is pushing back against claims the recruitment industry in the UK is unregulated. It has released a factsheet that details the laws and standards the industry must adhere to. The factsheet also refutes any comparison with the unregulated ‘gig economy’. The REC says as the Matthew Taylor review recognises, the recruitment industry is properly regulated and covered by a substantial legislative framework. “REC members have
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committed to uploading the highest operational and ethical standards, and we want to raise awareness of what the REC badge represents,” it says. “The recruitment industry is
covered by various legislation, and is enforced by several different enforcement bodies. This can make it difficult to understand how the recruitment industry differs from gig economy platforms
WHAT YOU CAN DO WITH THIS FACTSHEET REC members are committed to uploading the highest operational and ethical standards. We want to raise awareness of what the REC badge represents. • Share this factsheet with clients and demonstrate your expertise and status as an REC member. • Promote your knowledge of the law covering recruitment. • Demonstrate that the recruitment industry is regulated by a substantial legislative framework.
such as Uber, TaskRabbit and UpWork.” The REC is also calling upon members to use the factsheet with clients and candidates. “REC members have committed to uploading the highest operational and ethical standards, and we want to raise awareness of what the REC badge represents.” “We want your clients and candidates to appreciate that as an REC member you follow a professional code that goes beyond the legislation,” it says. The factsheet is available for download at www.rec.uk.com/regulation
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Leading the Industry
THE VIEW
Will we become an automation nation? asks Tom Hadley, REC director of policy and professional services
Here are four areas of focus heading into autumn, says Kevin Green, REC chief executive The summer is a distant memory as we enter the hectic autumn period. The good news is the jobs market remains strong, with growing employment and declining unemployment. In fact the major issue for business is finding quality candidates for the jobs available. This shows what a dynamic, agile and flexible jobs market can deliver in the face of political turmoil and economic uncertainty. As I travel the UK talking to recruiters the key question for many business leaders is: how can we continue to grow? My advice is simple – focus on four areas to achieve more. 1. Seek to differentiate your organisation in the minds of your clients, and do that by exceeding their expectations every day. For starters, you need to deliver good candidates, great service and an organisation which cares about helping clients achieve more. However, the best agencies go way beyond this. Clients expect more from their recruitment partner nowadays – they’re looking to you for expert advice and insight about the jobs market, knowledge about what their competitors are doing, and to help them answer the fundamental question: how can we get better at attracting the people we need? 2. Remember we’re all in human capital businesses – the only real asset we have
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LATEST VIBES FROM THE FUTURE OF JOBS is the people we employ. To get the best out of your team, you have to be prepared to invest in them. That means constantly developing the skills of your consultants to make sure they are the best they can be. It also means ensuring that your team leaders are fantastic coaches who can provide feedback every day, which helps your people improve. 3. Provide a great candidate experience. In the REC’s 2015 report, ‘The candidate strikes back’, we revealed that over 80% of candidates are not asked for feedback about the hiring process. This is astounding – if the customer of the recruitment process is the candidate, how can we possibly get better without this feedback? Provide a quality process, and develop metrics to help you improve. 4. Demonstrate to staff, candidates and clients that great systems, processes and above all professionalism matter to you. Be robust on how you do things and hold your people to account. Cutting corners just doesn’t work in the long term. If you focus your efforts on these four drivers of performance you won’t go far wrong. Follow me on Twitter @kevingreenrec for all things recruitment.
Recent news that driverless trucks could be trialled on our roads as early as next year have brought to light the potential of artificial intelligence (AI). This is happening! The long-term implications for skills and employment is just one of the areas being covered in our Future of Jobs commission. Speakers at a recent commission meeting argued that we are likely to exponential growth in AI capability and that the vast majority of people and institutions are underestimating the impact this will have. It was also argued that this is not necessarily a bad thing; one possible outcome being that jobs and careers as we know them will disappear, which will free people up for other pursuits. Driverless vehicles are the canary in the coalmine when it comes to the impact of AI. The fact that the car industry has invested billions gives a strong indication that it is simply a question of “when?” This will put 1 million driving jobs are at risk but might well enhance road safety. Massive changes are already occurring in the banking sector where thousands of back-office jobs are being replaced. The same is true in other service sector industries – including recruitment. High-skilled sectors like law and healthcare will also be disrupted as AI capability improves and provides more reliable diagnostics than any human can. Jobs requiring empathy – such as care – are often thought be safe. However, even this is open to challenge. For example, trials in Japan have shown that older people preferred being looked after by robots! The fundamental changes that AI will engender will drive demand for other roles. We will be looking at this in more detail when our commission presents its findings in the autumn. But one initial conclusion is that government and business need to do more to plan for different scenarios – including some of the more extreme predictions. Representative bodies like REC have a key role to play in fuelling future-facing reflections on these seismic changes and on what kind of jobs market we want to see emerge. This is the core aim of the whole Future of Jobs project.
You can follow Tom on Twitter nt @hadleyscomment
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7%
THE INTELLIGENCE WITH REC SENIOR RESEARCHER, THALIA IOANNIDOU Tense Brexit negotiations and declining staff availability put a strain on businesses In the face of ongoing uncertainty relating to the negotiations around the UK’s withdrawal from the EU, business confidence in economic conditions has deteriorated. According to the REC’s latest survey of employers (JobsOutlook, September 2017), sentiment across the last quarter of June to August has fallen markedly, with confidence in economic conditions at the worst level since the EU referendum in June 2016. Specifically, 7% more employers thought economic conditions were worsening rather than improving, a complete reverse of the figures in the same period in 2016. Ongoing political and economic instability appears to have particularly hit the
smallest employers, which form the backbone of UK plc. Despite employers’ deteriorating economic outlook, confidence in making hiring and investment decisions remains stable. However, employers are increasingly concerned over candidate supply to meet their needs, as staff availability in many areas of the jobs market declines at quicker pace. Particularly, the availability of candidates to fulfil permanent job roles continued to decline sharply in August, with the rate of deterioration slightly quicker than seen in the previous month. Meanwhile, supply of temporary staff fell to the greatest extent in 20 months. As such, employers are increasingly turning to recruitment agencies as it becomes harder to find the people they need. As September’s Report on Jobs report shows, there are two distinct trends at play. Businesses need people with the capability to steer a
7% MORE EMPLOYERS THOUGHT ECONOMIC CONDITIONS WERE WORSENING RATHER THAN IMPROVING, A COMPLETE REVERSE OF THE FIGURES IN THE SAME PERIOD IN 2016. ONGOING POLITICAL AND ECONOMIC INSTABILITY APPEARS TO HAVE PARTICULARLY HIT THE SMALLEST EMPLOYERS, WHICH FORM THE BACKBONE OF UK PLC.
course amid ongoing political and economic instability, which is creating high demand for roles like financial directors, analysts and professionals in compliance and HR. Meanwhile, there is a well-documented shortage of people to fill blue-collar roles such as drivers, electricians and construction, and this being exacerbated by a fall in net migration from the EU. With a scarcity of candidates and existing skills shortages being exacerbated by Brexit, it is unsurprising that employers are having to offer more money to secure the people with the skills and talent they need. Growth of permanent starting salaries
DEBTOR DAYS CONTINUE TO INCREASE
Figure 1. Median debtor days – quarterly average
The latest information from the RIB Index, sponsored by Bluestones Group, shows that the median industry recruiter is still experiencing a rise in the average number of debtor days. Set into historical context, the average median number of debtor days across 2014 was 40.2, rising to 42.4 across 2015 and 44.8 in 2016. The sharp increase since Q4 2016, when it stood at 45.9, may be attributable
46
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50 49.3
48
44.3
44
42.9
WITH A SCARCITY OF CANDIDATES AND EXISTING SKILLS SHORTAGES BEING EXACERBATED BY BREXIT, IT IS UNSURPRISING THAT EMPLOYERS ARE HAVING TO OFFER MORE MONEY TO SECURE THE PEOPLE WITH THE SKILLS AND TALENT THEY NEED.
accelerated for the fourth month running in August. Notably, it was the quickest rate of pay inflation seen since October 2015. Pay for temporary staff also increased at a faster pace, rising at the steepest rate for 16 months in August. While the working population in general has experienced a pay squeeze since the EU referendum owing to rising inflation and slower economic growth, there are clearly opportunities now for those with particular skills to earn more by moving jobs. For employers, however, the sustainability of this trend is of increasing concern particularly given the declining productivity and the uncertainty around labour arrangements and the trading relationship with the EU. is set fair to continue, the importance of benchmarking performance against other recruiters to maximise performance cannot be underestimated.
42 40 38 Median debtor days - quarterly average 36
Q1 2015
Q2
Q3
Q4
to the significant recent increase in the number of clients invoiced by the median recruiter. It billed 11.0% more clients in Q1 2017 and 13.8% more in Q2 2017 than in the
Q1 2016
Q2
Q3
Q4
Q1 2017
Q2
same periods last year. A notable 34.4% of clients were new in Q2 2017, compared to 32.1% in Q1 and 30.1% across 2016. As market uncertainty
Belinda Johnson runs employment research consultancy Worklab, and is associate knowledge & insight director of Recruitment Industry Benchmarking (RIB) – part of the Bluestones Group. The RIB Index provides bespoke confidential reports on industry benchmarks and trends. See www.ribindex. com; info@ribindex.com: 020 8544 9807. The RIB is a strategic partner of the REC.
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The Big Talking Point
MASTERCLASS
MORE SAVAGE TRUTHS They’ve sold out venues across Australia, New Zealand and South Africa. Now the Savage Brothers are bringing their SPRINT Tour to the UK. Recruitment Matters editor Michael Oliver caught up with Greg Savage to find out why only some recruiters are ready for the future
Michael Oliver: Two years ago when you last held an event with the REC, the UK recruitment industry was worth more than £30 billion, economic growth was high and the idea of leaving the EU seemed farfetched. Things have changed significantly since – is it still the golden age of recruitment? Greg Savage: Globally, the predictions I made about the market splitting into winners and losers has come to pass. The golden age is still there, but for fewer and fewer players. I see a large group of recruiters chasing each other to the bottom because they
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the UK market?
You’ve got a very big recruitment market, massive skill shortages plus the double-whammy of Brexit and a very uncertain political environment. That’s thrown a little curry into the mixture, adding fear into the mindset of recruitment business owners. It will be harder to become more future-fit, because when under pressure many recruitment owners retreat to what they know. In fact, now is the time to disrupt and try new tactics. Those who do will be served well.
GS: I think the UK is in the
MO: That race to the bottom
midst of a perfect storm.
idea is interesting – what
have not changed their talent acquisition tactics.
MO: What does that mean? GS: It means they’ve churned out the same tactics, competing on price and speed. All that will do is speed up the demise of a lot of recruitment businesses. Machines will do resumé (CV) spamming cheaper and faster. We have to get much smarter. Much more consultative
MO: How is that playing out in
mistakes are UK recruitment businesses making?
GS: They’re making a wide litany of mistakes: they are hiring the wrong sorts of people, namely those who are considered ‘good on the phones’. It’s an obsession with the UK industry – smashing the phones. Don’t get me wrong, you need those skills, but it’s a much more sophisticated job than that. Recruitment companies are not investing in coaching structures – it’s a command structure driven by KPIs. They’re important, yes, but that’s not enough to differentiate the offering.
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candidates has changed. They’re treating jobs the way they treat buying cars or phones. They want an image of an organisation and they want to be drawn to it. So, recruiters have got to start using consumer tactics. Recruitment is merging with marketing. If you have six members of staff, your seventh should be a digital marketing expert whose job it is to build a content marketing strategy. Building a strong brand within a niche is critical.
MO: What’s the first step? GS: We like to say that people GS: It’s
MO: If they’re not investing in their people, what are they doing?
GS: They’re still retaining yesterday’s heroes and allowing people to say “Well, I’m an experienced recruiter, I don’t need to use social media” or embrace new technology. Those people are becoming a drag on recruitment businesses. The other big problem in UK recruitment is the lack of training – you either sink or swim, and that seems to be a badge of pride with UK businesses. They live with 50% turnover and that’s treated as normal, and it shouldn’t be.
seen as an expense rather than an opportunity. The reason a company should buy good tech is to find good candidates and improve the candidate experience. I wish it was a rule that when any recruitment business bought a new piece of technology, it was for the benefit of the candidate rather than saving money. We need to think of highly-evolved sourcing tactics – there’s a head-inthe-sand attitude in the UK (and elsewhere, don’t get me wrong!) about social media and building a brand. It’s amazing how many recruiters are reluctant to get on board with those concepts.
MO: What’s precipitated the shift to social?
MO: Why so much reluctance to new technology?
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GS: The behaviour of
have to self-disrupt and question everything they do – slaughter some sacred cows and take some strength and go against the tried and true. And yes, it can be taught, but the pupil has to be willing and not a sceptic.
MO: But there are challenges there too?
GS: Yes – in recruitment, being busy is seen as a badge of honour. The way to be ‘busy’ is to throw ads on job boards, send emails and answer calls. We need to teach recruiters the right way to hunt for candidates. Then there’s the seduction part of recruitment, where recruiters need to be taught not to spam but to tell a story and empathise with candidates; to bring previously inaccessible candidates into the recruitment process. That takes significant finesse, which most recruiter’s lack.
MO: Thinking ahead to October and November’s Savage Sprint Tour, what do you want UK recruiters to bear in mind when they attend? GS: They need to come with an open mind and with an attitude that says “I need to get better, reskill and upskill”. They need to want to forge a career in recruitment. A lot of things we talk about is about the next three to five years, so we need career recruiters. The final thing they need to bring is a willingness to execute and take action. I am cynical about training because it’s often left in the room, but the Savage Sprint makes a huge effort to have delegates write down action points about what they are going to do in the marketplace.
MO: And the feedback has been popular?
GS: The Sprint Tour is a proven product. We’ve delivered it 20 times or more to 3,000 recruiters, and the feedback has been universally popular. This leaves me confident we will hit the mark in the UK. This isn’t just a morning’s training – this is an attempt to recalibrate how recruiters look at their job.
SCALE UP MASTERCLASS DATES London – 31 October Manchester – 1 November Glasgow – 2 November London – 7 November Visit www.rec.uk.com/ savagetour to book
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Legal update
TAX EVASION OFFENCES
THE CRIMINAL FINANCES ACT 2017 – IMPACT ON RECRUITERS (OCT 2017) By Lewina Farrell, solicitor, head of professional services at the REC The Criminal Finances Act 2017 (the Act) will come into effect on 30 September 2017. The Act will make organisations criminally liable for failing to prevent the facilitation of tax evasion offences in the UK or overseas (tax includes Income Tax, National Insurance and VAT). Originally conceived to counteract particular activities within the financial services sector, it has been drafted quite broadly so will impact across all industry sectors including recruitment. The Act will introduce two new offences: 1. The failure to prevent the facilitation of UK tax evasion offences; and 2. The failure to prevent the facilitation of tax evasion overseas where such evasion is criminal under local law. A ‘relevant body’, which is any organisation (whether a company or a partnership), will commit an offence if it fails
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to prevent the facilitation of tax evasion by an ‘associated person’. A person is associated with a relevant body if they are an employee, agent or any person who performs services directly for or on behalf of the relevant body. In recruitment ‘associated person’ could include payment intermediaries such as umbrella companies, CIS intermediaries and similar third parties. Investigatory and recovery powers The Act will enhance the investigatory and recovery powers of the enforcement bodies (including HMRC, the National Crime Agency, Serious Fraud Office and the Director of Public Prosecutions). These include unexplained wealth orders, disclosure orders and further information notices following a Suspicious Activity Report (SAR).
Penalties The penalties for engaging in any facilitation of tax evasion will include: • Unlimited financial penalties; and • Orders such as confiscation order or serious crime prevention orders. Defence to alleged offence An organisation will have a defence if it can show that: 1. it implemented ‘reasonable prevention procedures’ to prevent the facilitation of tax evasion; or 2. it was not reasonable in the circumstances to expect it to put such prevention procedures in place. Prevention procedures are any procedures that are designed to prevent any associated person from committing a tax evasion facilitation offence. HMRC have produced draft guidance on the different
types of procedures that an organisation could implement depending on its size and industry focus. HMRC has also set out six guiding principles to consider when setting up reasonable prevention procedures. These are very similar to the principles relating to bribery offences and include: 1. Risk assessment; 2. Proportionality of risk based prevention procedures; 3. Top level commitment; 4. Due diligence; 5. Communication (including training); and 6. Monitoring. Steps for recruiters to take Recruiters must know who their payroll partners are and how they engage temporary workers/contractors. They will also have to consider if they will allow staff to claim commission for referrals to those companies and if as an organisation they will continue to receive referral payments. So: • Review your current risk assessments; • Conduct appropriate due diligence to identify any risks of an associated person committing a tax evasion facilitation offence; • Deliver training to all staff and ensure that all recruitment consultants understand the new offence; • Update policies, staff handbooks and contracts; • Regularly check implementation of those policies.
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Inspiration
BEHIND THE SCENES AT THE INSTITUTE OF RECRUITMENT PROFESSIONALS
The View
Bradley Carton n is a specialist consultant at BPS World
Toni Cocozza is the founder and chairwoman of DP Connect
IRP AWARDS
WHAT I KNOW
What did winning Recruitment Apprentice of the Year mean to you? Just being shortlisted is a big achievement and winning the award is something I’ll never forget, it’s something I’ll always hold with me.
Not for the faint-hearted I think people underestimate how tough this job is. This is one of the toughest jobs you can do. You’re not only responsible for getting the right person in to do a job for someone else, you’re motivating your candidates to be the best they can be. We forget we’re on targets, placements, deals.
What was it like winning in front of 500 of your peers? It was a weird feeling, I remember I had a massive smile on my face. I started getting extremely nervous when I got on stage and saw how many people were out there! It was a really surreal moment. What’s changed for you since your win? I was a resourcer for a bit, and now I’m a consultant with BPS World. Since my win I’ve gained so much more confidence and self-belief that I’ve been taking on bigger challenges. The immediate change was the excitement of my ‘15 minutes of fame’ – I saw my name around LinkedIn a lot more. On a personal level, it helped a lot. I’m thinking bigger now and it’s changed how I look at things. How’s your year been so far? I’ve had a really big year so far. We have a highest billers club each quarter and I’ve made it for both quarters so far in 2017, and I got a promotion as well, which is great. I love the buzz and the excitement when you find a great candidate for a position you’ve been recruiting for. Nothing beats that I think. Also the competition side of recruitment – the KPIs and the thrill of seeing your name at the top of the leader board. What did winning an IRP Award mean to you? Winning at the IRP Awards and being recognised for your hard work by your peers is a feeling you can’t really describe.
A fresh pair of eyes One of the things I’d advise businesses to do is bring help in early. There are a lot of good things available for people to access – groups, non-execs etc. I didn’t have that for 10 years of running DP Connect – I was just making it up as I went along. You don’t need to give away your business, you just need to get out into the industry and mingle with everyone. Gold The key to running a good recruitment business is treating your staff like gold. Your business is your people, and you must do everything in your power to keep them happy and influence them. The best people to look for are those who have the right attributes to do the job – the attitude, the drive, the ambition – rather than the experience. I love working with someone with a big chip on their shoulder. I don’t care if you’re the rich boy who doesn’t want to work for dad’s company, a working mum, or someone with dyslexia. You need a drive and a passion to make this job a success. Equal partnership I believe in an equal partnership between consultant, candidate and client. The candidate is important because I have to do a good job by them, but I always remember that the client pays. But if I do a good job, a candidate will only need to use me once, while a client will use me more than once. On top of that, many candidates have gone onto be clients. Listen to Toni on the Scale Up podcast at www.rec.uk.com
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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Personal data
GDPR – WHAT CHANGES ARE COMING? REC legal services executive Najat Jebari takes a look at the upcoming regulati0ns The processing of personal data is part and parcel of recruitment. Recruiters process candidate and client data on a daily basis. Therefore, it’s essential that recruiters get to grips with the new EU General Data Protection Regulation which will come into effect from 25 May 2018. Data protection law has been around for many years. The first Data Protection Act (DPA) in the UK was introduced in 1984. This was subsequently replaced by the 1998 Act. So, how much of the GDPR is actually new? How does the GDPR compare to the Data Protection Act (1998)? What are the similarities and differences? We outline the key areas of change below.
genetic and biometric data and will omit criminal convictions and offences from its definition of sensitive personal data. 3. Subject Access Requests – changed The rules around Subject Access Requests (SARs) will change in the GDPR. The GDPR will remove the fee that is chargeable under the DPA and will reduce the time limit during which a business must respond to a request to one month, down from the 40 days currently available under the DPA. 4. Right to data portability – new The right to data portability will be a completely new right under the GDPR, allowing
1. Personal data – enhanced The GDPR will enhance the definition of personal data as it will now also include identification numbers, location data and online identifiers to reflect technological advances in society. 2. Sensitive personal data – enhanced The GDPR will now include
individuals to receive their personal data in an organised, machine-readable format. 5. Right to erasure – changed The GDPR will explicitly outline the right to erasure and will no longer require individuals to prove that the processing of their personal data caused them substantial damage or distress, which is currently a requirement under the DPA. 6. Record-keeping requirements – new The GDPR will place a new obligation on organisations to maintain internal records of all data processing activities.
require organisations to adopt measures that adhere to GDPR data protection principles, such as data minimisation and pseudonymisation. 9. Data protection officer – new The GDPR will create a new obligation for some organisations to appoint a data protection officer who will be responsible for ensuring the organisation’s compliance with the GDPR. 10. Penalties – enhanced The GDPR will levy higher fines than the DPA. Monetary fines will increase to €20 million (£18.2 million) or 4% of the annual global turnover of the previous financial year (whichever is higher).
7. Accountability principle – new The GDPR will introduce a new ‘accountability principle’ in an effort to increase accountability What is the REC currently and effective governance in doing? data processing. We have created a GDPR hub for members. It includes 8. Data protection by design FAQs, factsheets, guides and by default – new and webinars developed The GDPR will encourage a by our legal team. We are ‘privacy by design’ approach also in discussions with the to data protection known as Information Commissioner’s data protection by design Office to develop recruitment and by default. This will specific guidance for our members. We will be releasing this in the coming weeks. In addition, we are running a series of GDPR seminars this autumn, which will provide you with a detailed understanding of the GDPR and the business critical steps you need to take to fully prepare Find out more about our GDPR seminars at www.rec.uk.com/gdpr
RECRUITMENT MATTERS
Membership Department: Membership: 020 7009 2100, Customer Services: 020 7009 2100 Publishers: Redactive Publishing Ltd, 78 Chamber Street E1 8BL. 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
© 2017 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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