THE VIEW AND THE INTELLIGENC E
Offering leadership through Brexit uncertainties P2 BIG TALKING PO INT
The importance of local intelligence P4 LEGAL UPDATE
RECRUITMENT MATTERS
A question of health P6 Issue 78 October 2019
TR AINING
Upcoming training and events P8
T H E FU T U R E O F JOB S
How do we get the future right? W
hen Boris Johnson took office as Prime Minister he promised to be a game-changer for Brexit. At the time of print, the UK looks likely to leave the EU without a deal on 31 October. Predicting the future is challenging, especially beyond this date. But one thing that we can be sure about is the need to build a better bridge between education and the fast changing world of work. So 65% of children entering primary school today will end up working in new job types that don’t yet exist. New generations of workers will move away from the 9-5 jobs of the past, and flexible working will become the norm. It’s one of the reasons why the REC is calling for the Apprenticeship Levy to be reformed into a training and skills levy that could be used to fund training for those on temporary contracts. The prospects are promising. The now Chancellor of the Exchequer, Sajid Javid, wrote in the Financial Times in June, promising to “broaden the
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“65% of children entering primary school today will end up working in new job types that don’t yet exist.” Apprenticeship Levy into a wider skills levy, giving employers the flexibility they need to train their workforce, while ensuring they continue to back apprenticeships”. The recruitment sector can play a leading role in influencing future labour
market policies and shape the changes coming our way – as long as it has a strong collective voice. By spreading the good recruitment message and helping clients and individuals adapt and thrive, recruiters will have earned their continued growth. And they have a vast collective base of expertise to use to get ahead of the game. To support them, the REC has launched the Future of Jobs Observatory – a platform for thought leadership on the future of work. The Observatory also provides a hub for the REC’s network of Future of Jobs Ambassadors – forward-thinking recruiters who visit schools and colleges to help future generations with CV tips, interview skills and career advice. These ambassadors will showcase the work they are doing as part of the REC’s annual Future of Jobs Summit in central London on 6 November. National and international speakers will also look at how work is changing, what the impact of AI and new tech will have on work, and how recruiters, businesses and policy makers can prepare. For more information get in touch with Neal: neal.suchak@rec.uk.com
www.rec.uk.com 11/09/2019 09:40
L E A D I N G T H E I N D U S T RY
the view... It’s time for us to own our own destiny, says NEIL CARBERRY, REC chief executive
A
nnually, Collins English Dictionary publishes its word of the year. Last year ‘single-use’ came to prominence, reflecting concern for climate change. If they were to look at everything written about business this year, surely one phrase would stand out: ‘Brexit uncertainty.’ Writing this a few weeks back, I’m not going to try and be Mystic Meg on how things look as you read it, in this Brexitmonth edition of Recruitment Matters! But, as the deadline draws near, firms are trying to work out how to navigate what lies ahead. As we see in REC’s data, this has led to a gentle decline in hiring and investment decisions (see p3). Perhaps more concerning is whether the Brexit focus is distracting us from bigger changes. Before ‘Brexit’ became Collins’ word of the year 2016, we were discussing how the rate of change was speeding up, how automation and tech were all changing the way we work. It has always been the role of recruitment professionals to provide leadership and insight on an uncertain future. You’re the change specialists. That’s what employers tell us all the time. In our August JobsOutlook survey, 87% of employers said they use recruiters primarily for their expertise. So what can we do to show some leadership? Thinking beyond Brexit – clients want to know what Brexit will mean, but also how to use this moment to reshape for the future. Our Future of Work conference on 6 November will focus on what’s next. Being champions of brilliant recruitment – as feedback from members and client businesses involved in REC’s Good Recruitment Campaign suggests, there is lots of room for innovation on issues like inclusion, improving employer brand or workforce planning. Thinking big – as recruiters, our specialism should make us leaders in recruitment and selection technology, tied to great customer service. Supporting you on this will be REC’s priority – starting with some innovations on how we get our product to you, which we are excited to tell you about soon. The world of work will continue to evolve in spite of our embattled politicians and whatever happens with Brexit. I’m proud of the role our industry is playing as leaders, supporting businesses and candidates to thrive in challenging times. We’ll navigate them together. If you want to keep up to speed with all things recruitment, then follow me on Twitter @RECNeil
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Are recruiters ready for the challenges and opportunities of Brexit? asks TOM HADLEY, REC director of policy and campaigns HADLEY ’ S C O MMENT
The final countdown In the words of a follically-blessed Scandinavian rock band, it’s the final countdown. With the 31 October Brexit deadline now looming large, how are recruiters preparing and what are the emerging priorities? Our latest poll shows that 48% of REC members have undertaken some no-deal preparations but have plenty still to do, while 43% have made no preparations and only 8% feel well-prepared. This mirrors the feedback from other business organisations. As one REC member pointed out during a recent webinar: ‘It’s hard to prepare, when we have no real idea of what we should be preparing for!’ Our regional Brexit Workshops – clocking up over 3,500 miles and counting – webinars and sector groups have enabled us to engage directly with over 1,000 REC members. In addition to the threat of a worsening economic climate, the main concerns flagged by recruiters include reduced access to EU labour, complexities around right to work checks and difficulties in sharing data between the UK and the EU. Key ‘prompt’ questions that recruiters are asking themselves include: • If I have clients in the EU, how will I continue to provide them with services? • What are operational implications linked to data transfer and currency fluctuations? • How can we best reassure and inform staff and workers on settled and pre-settled status? • How might hiring activities be impacted by no-deal and how can we spread risk by looking at new sectors or overseas markets? • What new opportunities can be seized, for example linking high demand roles and increasing need for innovative recruitment solutions? But how are clients gearing up? Feedback from regional workshops is that employers are preparing in three phases: maintaining stability, managing costs and building a platform for future growth. The opportunity is there for recruiters to provide the staff and skills needed for stability and improved productivity, and strategic advice on broader workforce issues. Our goal is to facilitate this through access to the latest market data and best practice intel. The overriding priority is really about mindset: our industry is renowned for its resilience, so let’s set a proactive and optimistic tone to the way we approach economic and political challenges ahead.
“8% of REC members feel prepared for a no-deal Brexit”
You can follow Tom on Twitter @hadleyscomment
www.rec.uk.com
10/09/2019 16:45
£35bn
the intelligence... Building confidence in the economy
Britain’s £35bn recruitment industry is at the heart of prosperity and the flexible jobs market is a key strength.
BY THALIA IOANNIDOU, RESEARCH MANAGER AT THE REC
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he UK is due to leave the EU on 31 October. At the time of writing, Prime Minister Boris Johnson wants to re-negotiate the deal that had been rejected three times in Parliament in order to remove the Irish backstop, but asserts that if such an agreement is not possible the UK will leave the EU on World Trade Organisation rules. With that deadline fast approaching, businesses continue to look for a pragmatic plan that builds confidence in the economy and tackles long-standing issues. Headline jobs numbers remain positive but wider concerns about the economic outlook impact on businesses’ hiring intentions. Despite remaining firmly in negative territory, employers’ confidence in the prospects for the UK economy had started to show signs of improvement following the extension to the Brexit deadline. But amid political uncertainty, employers have remained cautious about hiring and investing. Latest data from the REC shows that employers’ confidence in making hiring and investment decisions fell by 1 percentage point to net: 0 in May-July. Employers’ sentiment about hiring permanent staff increased by 2 percentage points in the short term and by 2 percentage points in the medium term, compared with the previous quarter. And while hiring intentions for temporary agency workers remained unchanged in the short term, there was a 4-percentage point decline in the medium term.
RECRUITERS SEEK EFFICIENCIES IN A TIGHTER MARKET 0.0%
-0.7%
-0.5% -1.0% -1.5% -2.0%-2.5% -3.0%
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The latest information from Recruitment Industry Benchmarking’s RIB Index shows that net fee income (or NDR/GP), the total amount earned in fees, declined by 2.8%, year-on-year, for the average RIB recruiter in Q2 2019.
Having achieved positive growth in NDR in each quarter across 2017 and 2018, a dive into negative year-onyear growth in Q2 2019 means that businesses started looking at their costs in order to remain profitable. As anticipated, they
reacted by trimming their largest overhead – their employee base – with numbers down 0.7% year-on-year. As headcount reductions tend to lag a month or so behind negative NDR growth, we can expect to see that further adjustments will have been made early in Q3 2019.
-2.8% NDR versus last year (%)
Employees versus last year (%)
NDR versus last year (%) and total employees versus last year (%), for the median RIB recruiter: Q2 2019
www.rec.uk.com
It is noteworthy that, according to the same survey, more than three in four (77%) UK employers have either little or no surplus workforce capacity, and that includes 45% of public sector hirers (up from 34% a year earlier). Meanwhile, employers of permanent staff continued to express concern about the sufficient availability of appropriate candidates for hire, with health and social care, engineering and technical, and hospitality being the skills areas of most concern. It is in uncertain times such as these when recruiters’ role as trusted advisers to business becomes even more important. When surveyed
in May-July, nine in 10 (87%) employers who recruit temporary agency workers highlighted the importance of a recruitment agency’s geographical and/or skills expertise when selecting their agency partners – up from 70% a year earlier. The knowledge and expertise of recruiters is invaluable in helping employers source the staff they need for their business to grow and the REC’s newly launched Workforce Intelligence series, in partnership with labour market analysts Emsi, is designed to help (see p4). Britain’s £35bn recruitment industry is at the heart of prosperity and the flexible jobs market is a key strength. The challenge for the prime minister is to find a clear, realistic and effective path to boosting business confidence and meeting the economy’s needs and skills requirements. To find out more about the REC’s monthly labour market insights and the Workforce Intelligence reports, visit the REC website.
BELINDA JOHNSON runs employment research consultancy, Worklab, and is Associate Knowledge & Insight Director of Recruitment Industry Benchmarking (RIB). 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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LOCAL INTELLIGENCE
big talking point
MAPPING GROWTH ACROSS THE FOUR NATIONS (2013-2018)
SCOTLAND
The word on the street 2%
4%
NORTHERN IRELAND
The REC has partnered with Emsi UK to provide detailed local job market data. Here’s why that data could help grow your business hether you are looking for growth or worried about retaining current clients, knowledge is power. Recruitment businesses need to be wellinformed of labour market conditions and they need to be able to have strategic conversations with clients to offer real value as a business partner. It’s not enough to have a basic idea of the trends affecting the industry as a whole. The UK is a big place. Regions are experiencing varying rates of growth, across different sectors. Current pressures and challenges play out in different ways. It all depends on the kind of businesses and jobs in the mix. And the differences are set to grow.
A regional approach Economic uncertainty in the run up to Brexit has affected and will continue to affect businesses in any number of ways. How much they feel the impact of the decreasing availability of EU workers will depend on which sectors are dominant in their area, while the knock-on effect that one large, struggling employer can have on their local supply chain and recruitment prospects can be significant. On the positive side, areas are also increasingly proactive in pursuing opportunities for growth, building on the successful businesses (or universities) they’re home to and what they see as their particular strengths. Each nation of the UK has its sights set on improving
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ENGLAND
10% 6% WALES
lacklustre productivity and implementing strategies to boost growth. In England, this started in earnest in 2011 when the government introduced local enterprise partnerships (LEPs) – with local authorities, education establishments and businesses working together to focus on improving local conditions for growth. They, in turn, have supported new enterprise zones, which offer businesses tax breaks and government support to unlock development sites, attract new businesses and create jobs. And eight new ambitious metropolitan mayors, most recently in Sheffield and North Tyne, are eager to spearhead regeneration
87% - the number of employers who prioritise a recruitment agency’s geographical and/or skills expertise when selecting their agency partners.
15,480 - the number of jobs created in Manchester last year, compared to 10,848 lost in Nottingham.
8% - the fall in health and social work jobs in North Yorkshire, despite the sector fuelling growth across England and Northern Ireland. www.rec.uk.com
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LOCAL INTELLIGENCE
and improve their region’s employment records. Now we’re starting to see the arrival of local industrial strategies too. The first, for Greater Manchester, launched in June, focusing on how the local area will support continued growth in areas of strength: health care and innovation; advanced manufacturing; digital, creative and media; and clean growth. This growth plan will have a clear impact on skills needs, as well as client and candidate expectations. And as more areas realise their different priorities, recruiters’ need to improve their local knowledge to match. Already, according to the REC’s JobsOutlook in August, 87% of employers who recruit temporary agency workers highlighted the importance of a recruitment agency’s geographical and/or skills expertise when selecting their agency partners – up from 70% a year earlier.
TOP 10 LOCAL ENTERPRISE PARTNERSHIPS IN ENGLAND FOR JOBS GROWTH 2013-2018 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.
Digging deeper But it’s not just differences between regions – but also within regions – that matter. The REC’s new Workforce Intelligence series – in partnership with Emsi UK – provides detailed data and insight on key issues such as jobs and job posting trends, industry growth and headline occupation categories. And comparing the available reports shows how uneven growth can be. The North East region, for example, was hit particularly hard following the recession – and it’s the only area to post a net decrease in jobs in the 10 years since. But different industries and localities in the region have had very different experiences. Since 2015, highly specialised jobs in education and professional/scientific roles have fallen by 13% and 28% respectively in the North East LEP, but administrative and support services saw an increase of 23%. And while 2,650 jobs were lost in Newcastle last year, 820 were created in Sunderland. Differences in performance can be seen across other regions too. Last year the East Riding of Yorkshire saw more jobs created than its neighbours of York and Harrogate
5% - the fall in construction jobs in Birmingham & Solihull, compared to a 22% increase for sector in the South East LEP.
3,200 - the number of new accommodation and food service jobs expected in the Sheffield region over the next three years – double what the national trend would suggest.
7,400 - the number of arts, entertainment and recreation jobs created in the Liverpool region over the last three years – 6,000 more than the national trend would suggest. www.rec.uk.com
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Hertfordshire Worcestershire Cambridgeshire and Peterborough Cheshire and Warrington Greater Manchester London Humber Coventry and Warwickshire South East Midlands Greater Birmingham and Solihull
19% 16% 15% 15% 14% 14% 13% 13% 12% 12%
combined. Meanwhile, Bromsgrove led job creation across the Birmingham and Solihull LEP, but a fall in employment in Tamworth, Redditch and East Staffordshire contributed to a picture of slowing growth overall.
Onto a winner? Focusing in on sector performance and health & social work has fuelled jobs growth across England and Northern Ireland, but it’s worth noting it was one of the worst performers in North Yorkshire (down 8%). No sector offers a guaranteed bet for growth. Similarly, just because a sector is suffering in one area, it doesn’t mean that that’s the case across the board. Despite the fall in professional/scientific roles in the North East, growth in the same sector has helped drive Cheshire and Warrington into one of the top five performing LEPs in England (see table above). Construction jobs may have fallen by 15% across Birmingham and Solihull between 2015 and 2018, but the sector comes top for growth for the South East LEP, which covers parts of Essex, Kent and East Sussex (up 15% for the same period). And if you need further proof that different sectors present different opportunities in different regions, look at the rest of the top five performing LEPs: for Hertfordshire, growth has been driven by wholesale, retail and motor repair industries; for both Worcester and Greater Manchester, it’s transportation and storage; and for Cambridgeshire and Peterborough, it’s the accommodation and food service sector. London perhaps surprisingly only ranks sixth for jobs growth, but here it’s driven by the creation of jobs in information and communication. Every region is unique. And by deepening their understanding of local labour market dynamics, recruiters can better support clients and candidates. At the same time, whether they are looking to diversify, specialise in certain sectors or expand into new territories, the REC’s reports can help them make better informed decisions about the direction and growth of their own business. Visit www.rec.uk.com for more information.
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SECTION 60
legal update
Can I ask questions about a candidate’s health during the recruitment process? By BUNMI ADEFUYE, Senior Solicitor at REC
T
his question is commonly asked on the legal helpline. Section 60 of the Equality Act 2010 (Equality Act) states that when an application is made for work, you must not ask about the candidate’s health before offering work or on a conditional basis where you later turn down the candidate based on the answers given. Although if you make an enquiry about a person’s health, this will not automatically give rise to disability discrimination under the Equality Act
ARE YOUR CONSULTANTS FIGHTING FIT?
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as there are exceptions where questions can be asked before offering work: • to assess if s/he needs adjustments to be made to attend an interview (such as ramp access, auxiliary aid if the person is deaf) • to assess whether s/he can carry out a function that is intrinsic to that role (eg. you can ask, ‘do you have any health issues that will prevent you from operating a forklift?’) • monitoring diversity – but you must actively use the information to monitor diversity; it is not enough to collect the data and store it • taking positive action based on a protected characteristic (eg. women being encouraged to apply for
What lies ahead is increasingly uncertain, but recruitment is a vibrant and resilient market – it grew by 11% last year. The number one issue we hear from members is it is difficult to recruit your own staff – so now is the time to think about what you can do to grab the opportunities and challenges the future throws your way. Start with your team – are they tuned up and ready for the fight ahead? Most importantly, do you have any solid contingency plans in place to ensure your best consultants
roles in engineering and technology) • fill a role that requires a person to have a protected characteristic (eg. a deaf person to work with other deaf people) If none of the exceptions apply, health questions should not be asked prior to registering a candidate or offering employment. If there are any disclosed conditions, you must consider whether they could amount to a disability under the Equality Act and whether reasonable adjustments can be made. An automatic rejection of the candidate could open you up to a discrimination claim unless you can show that your decision can be objectively justified. If you ask for information in circumstances which are not covered by the exceptions, there are two possible consequences: • The Equality and Human Rights Commission has authority to investigate and take action; and • If a candidate is unsuccessful after providing health information and pursues a disability discrimination claim in an Employment Tribunal, the burden of proof is reversed so you will have to prove that you did not discriminate against the candidate. Recruiters and employers have to be careful not to ask blanket health and disability questions before providing work finding services or offering a role to a candidate.
are not poached by your competitors? We always suggest recruitment businesses build a successful employee retention strategy, based on three pillars: training, recognition and rewards. • Train your consultants to make sure they’re at the top of their game • Get them recognised to boost their credibility among your clients • Reward them for their contributions to your business growth and to keep up performance
It sounds challenging but it all starts with one simple step. A skills audit. As an employer, here’s what you can do: • Invest some time to understand your team’s career aspirations and carry out a ‘core’ skills audit to see where the gaps lie. Then map these with your company’s vision and growth plans to see where you need to invest to tune up your team and make them fighting-fit. Find out more at: www.rec-irp.uk.com/ membership
www.rec.uk.com
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I N S P I R AT I O N To keep up to date with everything the Institute of Recruitment Professionals is doing, please visit www.rec-irp.uk.com
JAMES MILNER, executive director
manager at Redline Group, on developing a rewarding career
Success has everything Recommendations are to do with talented more important than people. targets.
What would you tell someone just starting in the industry?
Our success has grown over the years through recommendations. We need to retain that as we grow. Our ambition is to be the UK’s number one IT recruiter, but we’re never going to be huge – we need to balance volume with our focus on strong relationships.
We try to balance strong experience with Embrace technology nurturing raw talent. as early as possible Our directors have all been here for over 10 years to keep ahead of the and they still look after competition. clients. Their experience provides good role models to the rest of the business. But we’ve also had great success at hiring junior people, training, mentoring and promoting them. I’m not just talking about graduates – if you’re switched on, work hard and can build great relationships, education doesn’t necessarily come into it.
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NATALIE TYLER, sales and marketing
at The Bridge, on building a successful agency
The Bridge has recently been named by the London Stock Exchange as one of the most dynamic and fastest growing SMEs in the UK, and I genuinely believe the team we have is the best I’ve worked with in my 16 years in recruitment.
www.rec.uk.com
Q&A
What I know
BEHIND THE SCENES AT THE INSTITUTE OF RECRUITMENT PROFESSIONALS
For us that means AI and data-driven products that improve productivity. We’re quick to trial new job boards and search technology. But we’re keen to involve the whole office to find solutions that work. And now we’re owned by Morson Group, we’ve got a wider network to tap into, too.
Take time to learn as much as possible. Success doesn’t come over night. You have to put in the work, understand your clients and candidates, and learn from those around you. Recruitment is tough but incredibly rewarding. When someone new joins my team I always tell them that it will be a rollercoaster ride, but you will have fun and love what you do. The highs always outweigh the lows.
What’s your best candidate story? My candidate was in a great career for over 10 years at a small technology company. He got to a point where there was no room for progression and needed a challenge. He applied for a position I had with a technology company.
Unfortunately, office politics were bad and he felt he didn’t fit in. Six months later, visiting a client to discuss a new role, my candidate popped into my mind. Understanding the role, the company and the culture, I knew that he was perfect for it. In short, he’s still happily working there now. This was a ‘win win’… I should have charged a higher fee!
What do you think makes you a good recruiter? I am business-minded, sales-orientated and a driven individual. You have to run your own desk and team the way you would run a business. Sometimes I can’t switch off, but that’s because I am passionate about what I do.
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TRAINING & EVENTS
Upcoming training See the year out in style by supercharging your professional development October 2 Successful Account Management (London) 8 Telephone Sales (London) 9 Recruitment Law: GDPR (London), Recruitment Law: Managing PAYE Temp Workers (London) 10 Consultative Selling (Leeds), Recruitment Law: Understanding the Essentials (Edinburgh) 15 Business Development Planning (London), Introduction to Recruitment Practice (London) 16 Recruitment Law: Supplying Limited Company Contractors (Birmingham) 17 Interviewing Skills (London), Social Strategy & Branding (London) 22 Essential Skills for Temporary Recruiters (London) 23 Essential Skills for Permanent Recruiters (London), Management Essentials (Newcastle)
November 5 Start Up Your Own Recruitment Agency (London) 6 Recruitment Law: Supplying Limited Company Contractors (London) 7 Recruitment Law: Understanding the Essentials (London) 12 Business Development Planning (Edinburgh), Introduction to Recruitment Practice (London) 13 Essential Skills for Temporary Recruiters (Birmingham) 14 Essential Skills for Permanent Recruiters (Birmingham), Successful Account Management (Bristol) 18 Telephone Sales (London) 19 Candidate Sourcing & Management (London) 20 Balancing Act (London), Customer Service for Recruiters (London) 21 Social Media Recruiting - Mastering LinkedIn (Glasgow) 26 Advanced Management Skills (London)
Upcoming events 2-3 October – Recruitment Agency Expo, NEC, Birmingham The largest and longest running event in the UK for recruitment industry leaders. REC chief executive Neil Carberry will be opening Day 2 with his session on Climbing the Ladders and Avoiding the Snakes – the Future for Recruiters. 6 November – Future of Jobs Summit, REC, London This annual REC event brings together thought leaders and industry experts to discuss how we can prepare for the future world of work. Hear too from the Future of Jobs Ambassadors about the work they are doing with schools and colleges.
December 3 Management Essentials (London), Perfect Client Meeting (London), Start Up Your Own Recruitment Agency (London), Telephone Sales (Birmingham) 4 Essential Skills for Temporary Recruiters (London), Recruitment Law: Supplying Limited Company Contractors (Belfast) 5 Essential Skills for Permanent Recruiters (London), Recruitment Law: Understanding the Essentials (London), Social Strategy and Branding (Manchester) 10 Business Development Planning (London) 11 Recruitment Law: Supplying Limited Company Contractors (Cambridge) 12 Develop and Win: Tenders and Large Contracts (London)
SEMINARS Preparing for IR35 series… in Newcastle (2 Oct), Aberdeen (3 Oct), London (8 Oct), Belfast (13 Nov) and Cambridge (20 Nov) Talking recruitment webinars: 9 October, 11 December
For more information, visit www.rec.uk.com/training-and-events
RECRUITMENT MATTERS
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
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Membership Department: Membership: 020 7009 2100, Customer Services: 020 7009 2100 Publishers: Redactive Publishing Ltd, Level 5, 78 Chamber Street, London E1 8BL Tel: 020 7880 6200. www.redactive.co.uk Editorial: Editor Pip Brooking Pip.Brooking@rec.uk.com. Production Editor: Vanessa Townsend Production: Production Executive: Rachel Young rachel.young@redactive.co.uk Tel: 020 7880 6209 Printing: Printed by Precision Colour Printing © 2019 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.
www.rec.uk.com
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