Tag Archive: recruitment


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By Russell Adams, AdMore Recruitment– Specialists in Retail and Hospitality Recruitment, Search & Selection, Talent Management and Career Development.

For most people handing in your resignation is a difficult experience. There are plenty of things to consider if you want to have a smooth resignation that leaves you with a positive outcome and maintains your professional reputation. My advice relates to the scenario where you are leaving to join another company however there will be circumstances where this isn’t the case. If you are resigning without a job to go to make sure your CV is up to date and that you have researched the market thoroughly so that you are fully up to speed when you start your job search. Please see my previous blog on how to conduct your job search.

So what aspects need to be considered when resigning?

Are you sure?

It may sound obvious but it is a decision not to be taken lightly and you must be sure you are making the right decision. Your decision should be firm and final and you can then focus on navigating the resignation process. Before talking to anyone in your current organisation, you should first wait until you have your new offer confirmed in writing. Make sure you are totally happy with all aspects of the offer or contract and ask for further information if needed before you resign.

Timing is important.

You do not have to resign the second your offer letter arrives. Clearly, your new employer will be keen for you to resign quickly so you can start with their business as soon as possible but waiting 24 hours might be wise. You may need to think about bonus payments that are due to you and if so you may need to delay your resignation until the money is on your account (check your contract for clarity on this). If this is the case, make sure your new employer or the agency managing your offer is aware of this well in advance.

Wherever possible, your resignation should be done face to face, even if this means travelling to see your boss in person. This will ensure your notice period begins immediately and will sit more comfortably with your line manager. You should be very careful about who is aware of your intention to resign. A sense of betrayal will be felt in any case but for your boss to hear on the grapevine is likely to make things particularly difficult. The same is said once you have resigned – if it has not been announced yet internally it is probably best not to post it on Facebook!

Have a clear plan.

It is important that you have a strategy for what objectives you want to achieve. There will be some obvious aims, for instance ensuring that positive relations are maintained, that the door is kept open so you could return in the future and being seen to have dealt with the situation professionally. A key objective is the negotiation of your notice period and leaving date. One important aspect that people often forget is to dig out their contract to fully understand any obligations and restrictions. You may find that during your employment that you have been issued with a new contract and so it is important to review all these documents. I know of numerous examples where candidates have been wrong about their notice period which will not go down well with your new employer.

The resignation letter.

It is important that you give your employer a resignation letter when you verbally resign so that your notice period officially begins. Your letter should be short and to the point, stating that you are resigning effective on month/day/year in order to take another position. You do not need to provide any detail about the company or role you are moving to.

The resignation meeting.

It is important that you try and take the emotion out of the meeting and act professionally. Although you may feel a sense of satisfaction from telling your boss what you really think you have to analyse what there is to be gained from being negative. You should prepare yourself for a number of reactions ranging from congratulatory handshakes to out-and-out anger. Your line manager may take this news personally and knowing your departure will reflect badly on them could cause a negative reaction. Try not to point out the reasons why you are leaving but rather the reasons why you are taking on the new role. You should also be prepared that they may try and persuade you to stay. Generally it is not advisable to accept counter offers but of course there are occasions where this might be the right thing to do. Please see my previous blog When is right to accept a counter offer?

Depending on the type of role you hold within your company, you should be prepared that you may be escorted from the premises immediately and not be permitted to return to your desk. This is more likely in senior positions or when you are leaving to join a competitor. If you suspect this may be the case, you should clear personal details/contacts from phones and e-mail and discretely clear your desk of essential items before you resign. You should also be prepared to negotiate on your notice period. If you wish to reduce your notice you are likely to have to provide some commitment about what you will achieve before leaving (a structured handover or training your replacement, for instance).

Exit Interview.

In many businesses you will be invited to an exit interview. This may be quite different to your resignation meeting, as it will be conducted by HR and will probably be less emotive, designed to elicit feedback about what could have been done differently to retain you. As with the resignation meeting you should try and remain positive. Think carefully about how you can convey your views in a constructive and positive manner. Think about what you have to lose by being negative – it is great to give feedback and examples but also remember that sometimes things are better left unsaid.

References

By behaving in a professional and positive way you are much more likely to be able to call on referees to provide a reference in either a professional or personal capacity.

Notice period.

Having handled yourself in a professional and diplomatic way during the resignation process it is important that you maintain this attitude when working your notice period. Your behaviour and performance during this time will be scrutinised and you don’t want your previous reputation to be undermined by finishing on a low. It may well be this is the thing that people remember and not your achievements over the previous few years.

Resigning is a difficult process but handled in the right way you will maintain a strong reputation and ensure that you leave on the best terms possible. It is a small world out there, particularly where you work in specialist fields or sectors, and you never know when your paths may cross again with former bosses and colleagues.

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Shane Horn – Senior Partner, AdMore Recruitment – Specialists in Retail and Hospitality Recruitment, Search & Selection, Talent Management and Career Development.

The Competency Based Interview is now widely used and so you will undoubtedly face one as you move through your job search process. Ultimately, this is an opportunity for you to demonstrate your skills and ability to do the job you are being assessed for. You can view a more detailed description here

So what is the best approach and how do you ensure that you walk away from the meeting confident that you have performed well?

  • Plan and prepare.

This may sound obvious, but interviews take practice. There will be a number of questions you will naturally ready for, but there will be many that are designed to challenge you. The key here is to have examples ready but you must deliver them in a natural way. A good interviewer will be able to spot a formulaic, pre-planned answer, and will ask you again if they want to challenge you further. You may be able to give an example of dealing with a difficult situation, but can you name three? Can you name one outside of a work situation? You can learn more here

  • Understand what the competencies are that you are going to be questioned on.

Most companies, unfortunately not all, will supply you with a list of core skills, or competencies that you will be assessed on. Most will appear on a well written job profile, but if you don’t have them, ask. A good agency will be able to help, as they will most likely have had candidates in the process before. A direct hiring manager will also have access to the information. If they don’t want to supply the information, try to understand why. I don’t know of anyone that hasn’t got a job offer because they wanted to be fully briefed.

  • Use the CAR approach

You may have the best examples to give, however if you can’t articulate them, you will fall down. You may have heard of STAR, but CAR – Context, Action, and Result is a lot simpler to remember. The easiest approach is to set the scene of the example, tell the interviewer what you did, and what the result of this was. This will allow you to tell a story in a natural style, and to talk through your situation in a clear way. It also allows the assessor to question you – this is a good thing! The more the interviewer questions you, the more engaged they are.

  •  Don’t allow the interviewer to put you off your game!

Some classically trained interviewers will follow the ‘script’, showing no emotion and won’t even ask you any questions. They may have a huge amount to get through in a short period of time. Don’t let this put you off! Be confident in your ability to answer the question. There should be an opportunity at the end of the interview to build rapport so use this time wisely.

  • Expect the unexpected

More and more clients are aware that many questions can be prepared for, so expect a few curve balls. Most recently, a client of mine asked “what piece of living room furniture would you be?” Not technically a competency based interview, but one that will make you think. Also, I have known interviewers to throw a role-play into the middle of an interview to show evidence of the example a candidate gave. So be prepared to be able to back up what you say! Some of the oddest interview questions of the last 12 months can be found here

We haven’t covered general interview tips, but you can find more information here and here

I would be interested to hear of any other key points you may have, or any testing questions you may have been asked.

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By Russell Adams, AdMore Recruitment– Specialists in Retail and Hospitality Recruitment, Search & Selection, Talent Management and Career Development.

When asking candidates what type of business they wish to work for, one of the most common responses is that they are looking to work for a people focused business. On further probing, I often find that candidates struggle to articulate exactly what a people focused business means to them and a large proportion find it difficult to talk through what elements of culture they would look for in this type of business. I think in many instances, candidates tell me what they don’t want in an organisation rather than what they do want. They tend to focus on things that they don’t like about the organisation they currently work for as opposed to the desirable elements of a people focused business. What I also find very interesting is that they often don’t look at it from the perspective of cultural fit. Their desire may sometimes be a little ideological – that they want to work for a paternalistic company who treats it employees incredibly well putting them above any other objectives, without considering whether that is the culture that would best suit their own values and behaviours. The balance of these objectives against other business objectives will vary and businesses can be very different in their approach with different people suiting different cultures. What is clear and understandable is that individuals want to work in a culture where they are valued, feel empowered and rewarded for what they do.

In my view, a people focused business is one where the ideology of the organisation is that by hiring, engaging and rewarding great people you will be able to more effectively achieve the company objectives. Surely all businesses act in this way? As we are all aware, this is far from the truth.

So what exactly does a people focused look like and what are the signs to look out for?

  • A supportive culture. A people focused business is one where people are truly at the centre of its actions. One where the individual gets out as much as they are putting in. It will be a business where people feel listened to and this may manifest itself through forums and surveys as well as the openness of the culture.

 

  • Strong internal communications. High levels of communication are important in ensuring you are engaging and motivating your workforce and should lead to a greater sense of belonging and working towards a common goal. Again a great step in maximising the potential of your people.

 

  • A training and development team. Many businesses talk about the development they provide but when you ask about specific programs that are in place or budgets allocated they can provide little evidence. Truly people focused businesses will invest in people with the belief that this will increase productivity, aid retention and lead to stronger long term profits.

 

  • A structured appraisal system. Linked to the development of people is having a structured appraisal system that provides a sense of purpose, clarity of expectation and provides transparency and structure to Line Managers about how they manage their people. Again, this is a good indicator about the focus the business places on its development strategy.

 

  • Strong benefits and conditions. It is not only about how you treat and manage your workforce but also how you reward them. To attract and retain the best people, it is important that the benefits package is designed to support the individual.  This is not about necessarily offering the highest salary in your sector but is about what else you can do to provide the individual with a work/life balance to try and ensure you get the best out of them. This could range from gym membership to time off to support a local charity. All these elements are designed to improve the emotional and physical well being of the individual with the view that this will improve their productivity and contribution to the business.

 

  • A Wellness policy. The more cutting edge people focused businesses may have gone a step further and have introduced a Wellness policy. This area is growing in popularity and involves taking a more holistic approach to the care and well-being of your employees. The advocates of this philosophy believe that taking a more involved and caring approach will have significant benefits longer term not only in terms of the loyalty and motivation of the workforce but also in productivity.  Businesses introducing such schemes are likely to have a strong people focus.

 

  • Effective performance management. A people focused business isn’t about having a soft culture where poor performance is tolerated. It is about having an open, transparent culture where expectations are clear. Again, it is not about what is said but the actions that are taken.

 

  • A robust selection process. Placing importance on recruiting the right people who culturally fit the organisation and share the right values is a sign that people are really at the heart of the company’s strategy.

Many businesses will describe themselves as people focused but are they really? Whilst the list above provides some indicators, ultimately it is about culture and about behaviour.

I saw one business recently describe itself as a people focused business that does what ever it takes to deliver. So, what does it do when these elements conflict? What happens if getting that result has a negative impact on their people?  To really understand if a business is people focused you need to talk to their employees and focus on not what it says, but what does it actually does. A useful website to visit is http://www.glassdoor.co.uk which provides employer reviews by existing and previous employees.

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By Russell Adams, AdMore Recruitment– Specialists in Retail and Hospitality Recruitment, Search & Selection, Talent Management and Career Development.

Having recently read a number of blogs on this subject I feel compelled to write this as I believe most articles are very one sided in their viewpoint. Most are focused on outlining to candidates the many reasons why, when they resign, they should not be tempted to stay by a counter offer. I don’t think I have read anything explaining the reasons why you SHOULD accept a counter offer but here’s the thing – there are times and there are circumstances when the right thing to do is to stay put.

To me it all comes down to the individual’s motivations for leaving the organisation in the first place. Often individuals are very happy in their careers, working for a company they respect, where they are paid well for the job that they do, where they are culturally aligned and where they feel valued. Sometimes the missing piece and hence their desire to move on is purely driven by their ambition to take on a more senior role with more responsibility. If the counter offer entails gaining that promotion and taking on that responsibility then why not accept?

You can ask why had the promotion not happened already however sometimes (particularly in the current market) there has to be a reason or a rationale to make things happen. Your resignation may just be that catalyst that makes things happen.  Only you as an individual will know how well you have been looked after and how genuine your employer’s intentions are.

As has been well documented, I would also caution people from accepting a counter offer based on either pure promises  or increased salary alone. This is an important and difficult decision for people to make, often with two competing parties putting you under significant pressure to stay or to accept the other role.  Certainly, these situations are rarely as clear cut as many articles suggest.

My advice if you are unsure is to talk to people you trust who are impartial to the situation and who will try and make you see the situation in a balanced and unbiased way.

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By Sophie Mackenzie, AdMore Recruitment– Specialists in Retail and Hospitality Recruitment, Search & Selection, Talent Management and Career Development.

I was recently asked for some advice by a friend who had been headhunted. The salary on offer constituted a significant uplift and, although he didn’t know a great deal about the company in question, he was understandably intrigued enough to attend an interview. As the process progressed, he started to weigh up his options and subsequently came to me for my perspective as a recruiter. As is often the case, his head was spinning as the approach had come out of the blue (he was not actively looking for a new role) and what he needed was a reality check so he could consider the offer rationally.

So, here is the advice I gave him which I hope will come in useful if you ever get the call!

  • Firstly, I must clarify what I mean by headhunted. Being headhunted in its purest sense is when you have been specifically targeted by an organisation (usually a competitor) for a specific role, usually based on a recommendation or based on research which indicates that you are a proven top performer. The approach could come from the company directly, indeed some blue-chip companies are now hiring ex-headhunters to join their in-house teams to set up their own internal ‘search’ function. Most likely, the approach will be made by a search firm that has been engaged by the company. This is different to being contacted by a recruitment agency who have identified that you may be suitable for one of their client’s vacancies.

 

  • When you receive a headhunt call, it is worth establishing the credentials of the person calling. By nature, if you are not active in the market, it can be hard to track you down and so search firms may need to take a cloak and dagger approach in order to make contact, often calling you at your workplace. They should say who they are and which search firm they work for, even if at the initial stage they cannot reveal the name of their client. Bear in mind that you may also be asked to sign an NDA (non-disclosure agreement) if the brief is confidential.

 

  • A search is generally done in response to a specific role so the company should be able to give you a detailed brief, if not a copy of the Job Description. The top search firms will produce a detailed overview of your experience, skills and behavioural qualities which they will submit to the client if you are included in their shortlist and as such they will need to meet you face to face.

 

  • Usually you will be headhunted because of your specific skillset/client base/black book/track record and the approach will probably come from a competitor who knows about you. In this case, you should know a lot about the company but it is still really important that you do your research. This is even more important if you do not know the company. You need to find out what their market is, how they are performing financially, who their clients/customers/major accounts are, what their growth strategy is and most importantly (and harder to find out), what they are like to work for, how they treat their employees, what opportunities there are to progress internally. This is where you need to hone your research skills. Use the internet to find out company information and to read latest press releases, news articles etc. Scour the company website for latest annual reports. Glassdoor.co.uk is a useful source of information about company culture as it collates reviews from current and former employees (although generally at low to mid levels). The most powerful method of finding out about them is to speak to your network – do you know anyone who has worked for them recently or who works for them now?

 

  • Keep your ego in check! It is hugely flattering to be properly headhunted, particularly on the back of a specific recommendation of your work. It is easy to get swept away as you are ‘wooed’ by your suitor showering you with compliments, offering you all manner of riches and generally making you feel very special. This will be all the more powerful if you are feeling a little disgruntled in your current role – perhaps a promotion has been promised but not delivered or the company is not paying out bonuses. It may be a fantastic opportunity but you should still do your due diligence before you make any decisions. Equally, be careful not be too aloof – just because you have been approached doesn’t mean that you are guaranteed the job – you are merely entering the selection process and so you will still have to prove your worth.

 

  • In the words of Jessie J, “it’s not about the money, money, money”! If it is just about the money then be very careful indeed. If you heart starts to race thinking about the salary on offer, stop and think. Then, get a blank piece of paper, a calculator, your P60, current contract and details of your benefits package and start to do your sums. You need to compare the new offer and your current package like for like. Separate each element of your package out and work through them line by line. How do the car allowances compare? Does the new offer include personal mileage? What about health cover – does it include cover for all the family or just you individually? How are bonuses calculated, when are they paid and how much has typically been paid out in recent years? What impact will a move have on your pension, share scheme, equity? Only by doing this exercise, will you really have an accurate picture of what this move will mean for you financially.

 

  • If you currently work for a large organisation and the headhunt has come from a smaller company, weigh up the relative opportunities presented by staying in your current company (strong brand on your CV, more opportunities laterally, more security) versus making the move to a growing business (more rapid progression, bigger role).

 

  • “Discretion is the better part of valour”. ON NO ACCOUNT, feel tempted to tell your current boss/colleagues that you have been headhunted. While this may give your ego a gentle stroke in the short term, it could plant the seed of doubt in the mind of your employer. Equally, breaking the confidence of the search firm may seem inconsequential, however be aware that reputational integrity, once lost, is almost impossible to recover. These firms have the ears of the most senior HR and Line Directors in your industry and it is prudent to maintain a positive relationship, even if you decide not to pursue the approach.

 

Clearly, this advice is equally relevant whether you have been headhunted or have applied for a role however the big difference with a headhunt call is your state of mind. If you apply for a role, you will have spent time preparing your CV and generally getting in to the mind-set required to find a new role. You will be ready to leave your current company and chances are you will have drawn up a list of your target employers.

A headhunt call, by its very nature, will catch you unawares and you need to understand the steps you need to take if you decide to proceed so you can ultimately make the right decision for your career.

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By Jez Styles, AdMore Recruitment– Specialists in Retail and Hospitality Recruitment, Search & Selection, Talent Management and Career Development.

I thought about writing this blog at 3.30am last night. I had been up for over an hour with my two year old twins whom have been very unsettled by a recent house move. Probably somewhat naively I assumed that our relocation from Kingston to Wokingham would have little impact on the kids. You always hear how children are quick to adapt and given their age I thought they would barely notice any difference. Mum and Dad were still around so what was the problem?

What I hadn’t appreciated was that my little girl has developed a genuine affection for her friends in the various playgroups she attends and that she has reached a point where she craves interaction with the people she knows. Our little boy, being a boy, is a bit oblivious to people but does like his routine. He knows what he likes (Peppa Pig, hiding & big slides) and in Kingston he knew when he was arriving at a favourite playgroup. Overnight they have lost their structure, routine, friends and probably some security through familiarity. Reflecting on this at 3.30am I felt a little stupid, how could I not have foreseen this when day-in day-out I witness a mixture of good and bad new-job-on-boarding processes for the candidates I talk to.

Recruitment consultants are generally paid by companies once a candidate starts in their role. What you may not appreciate is that there is generally a ‘rebate period.’ In essence if a candidate leaves within a certain timeframe the recruiter will have to pay part of the fee back to the company. Rebate periods can be as little as 4 weeks and as high as 12 months. It is a bit of a bone of contention in the industry as recruiters often feel powerless to control how an employer on-boards their employees; and this on-boarding is often what makes or breaks a successful transition. Indeed, I read a stat recently that suggested that 22% of employees leave their job in the first 45 days of employment. However, I don’t want to get in to a debate about that as there are plenty of good reasons why rebate periods exist, I would prefer to concentrate on what we as recruiters can do to ensure a successful job transition. If you are a candidate due to start a new role it is worth bearing in mind that we recruiters (that are focussed on long term relationships…) can/and should offer post placement support:

  • Get the basics right.

Arguably on-boarding starts with the overall candidate experience through the hiring process but the first tangible difference a consultant can make is to ensure a candidate receives a full offer and contract PRIOR to starting. Do not be afraid to push your consultant if you are concerned about any detail in the contract. For example, if you have a query about the pension scheme it is best to get this ironed out prior to starting and through your consultant. You will not have time once you have started to get in to the detail and many employers will assume that as you have started that you will have no queries.

  • Put solid foundations in place:

Ask your consultant to set up a coffee chat with your line manager prior to starting; this is particularly important if the notice period ranges from 3-12 months. It is crucial that you work on your relationship with your new line manager prior to starting.

  • Map the business:

Meet your consultant for a coffee prior to starting your new role and ask them to map the function or indeed the wider business for you. Not only should your consultant be able to talk through the organisational structure but they may also be able to provide insight in to specific individuals, personality quirks, likes/dislikes, interests and as always the politics. This should ensure that you are able to develop a targeted networking plan.

  • Build your network:

Ask your consultant to introduce you to any other relevant contacts they may have in the organisation. That may be through a simple LinkedIn introduction or through an exchange of contact numbers. The chances are the consultant will have placed other people within the business so the contacts should be warm!

  • Seek external support:

At a more senior level your consultant should be able to connect you to a mentor. This would ideally be someone who has operated in similar roles that has a genuine passion for coaching.

  • Talk, Talk, Talk:

Do talk to your consultant over the first few weeks. We do want you to do well, not just be because it means we get paid but because most of us actually like people! If you have any problems your consultant may be able to offer solutions that are not immediately obvious. Do not be afraid to ask for advice about cultural or personal nuances that you have encountered.

So if I was to apply my own advice to my children’s recent change, what I should have done was take the kids to a few playgroups in advance of the move and ideally put the foundations in place for a few friendships. It sounds so simple on reflection…ah well on to the next parental mistake!

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Further blogs on how candidates can leverage their recruitment consultants:

What should your Recruitment Consultant really do for you?

10 Questions every candidate should ask their recruitment consultant

A Candidate’s Guide to Working with Recruitment Consultants

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By Sophie Mackenzie, AdMore Recruitment– Specialists in Retail and Hospitality Recruitment, Search & Selection, Talent Management and Career Development.

This recruitment issue is as old as time itself however it still occurs regularly and causes no end of consternation for everyone involved.

For the in-house recruiter, it places them in the middle of two battling agencies – never a good place to be!

For the agencies, it can be a frustrating problem which can ultimately end in loss of revenue.

The biggest victim in this is the candidate (although they are often the culprit – I will explain shortly…) as this can put them in a very uncomfortable position, damage their candidate ‘brand’ and even potentially jeopardise them getting a new role.

We have been asked by clients several times recently for advice on what they can do when this situation occurs so we thought it was worth sharing our thoughts. As ever, no hard and fast solution but perhaps if more people understood the consequences, we could reduce the frequency with which this still occurs.

Why it happens

There are several reasons why this happens:

An agency sends the CV of a candidate to a client without their permission or knowledge.

Sadly there are plenty of agencies who are still doing this. I understand why – in a competitive market when clients are using multiple agencies for the same vacancy, the process becomes more about speed than quality. Combine this with the micro-managed agency environment where consultants are measured on the number of CVs they send out, it is simply not conducive to any focus on quality or service. This is compounded when the client is happy to use the agency purely as a ‘CV shop’. There is simply no need to add any extra value. There are major issues with this approach. Firstly, it creates risk for the candidate. They may not want their CV to go to a particular client for confidential reasons. It also damages their brand as they are no longer in control of themselves a s a ‘commodity’. For the client, this means that they are looking at CVs of candidates who may or may not be interested in their brand, may not be culturally right and may not even be interested in the job!

A candidate forgets – or lies – about having sent their CV

Looking for a new job is a complicated, time-consuming and bewildering business.  Candidates are overwhelmed by non branded ads on job boards so, when they submit their CV, they have no idea which role they have applied to. Some agencies use this submission as permission to forward their CV straight to the client without speaking to them first so they may never know who has seen their CV. I’m sure we have all had the experience of having spent an hour on the phone, covering a candidate on a role, selling in the company, covering any objections and getting their permission to submit their details, only to find a week later that they went on to the company website and submitted their details direct! Grrr! Often this is done without realising the consequences although occasionally, a candidate will think they are increasing their chances by letting their details be submitted by rival agencies. These things happen and all of us involved in the process need to help candidates navigate these pitfalls by being as explicit as possible about what our actions will be so they can keep track.

One agency submits the CV on the ATS portal, one agency sends it direct to the hiring manager

In theory and when used correctly, an ATS should alleviate this issue, especially if the client adopts a first past the post policy or uses the duplicate alert function correctly. The problem of course is when agencies (that are most likely not on the PSL) bypass this process and send CVs directly to line managers.

So, what to do?

  • If you have an ATS portal, honour it. If agencies submit CVs direct to line managers but the candidate has already been legitimately uploaded to the portal, favour the agency that is a. on the PSL and b. is following your process correctly.
  • Use the duplicate alert on the ATS and penalise agencies that bypass this without your permission eg. by using their own email address rather than the candidate’s.
  • Be wary of CVs that are submitted very quickly after giving out a job brief. Has the agency actually spoken to the candidate? Have they given their permission to submit their application? Asking further qualitative questions about a candidate will help you gauge what value the agency is adding (why are they looking to leave their current role? What interests them about your business? How will they fit culturally?)
  • Ask for a cover sheet to accompany each CV. This is something we used when I worked in-house and it became very clear which agencies really knew their candidates. I know they are the bane of most recruitment consultant’s lives, but too bad! The information on a standard cover sheet is information that a good consultant should be getting in the initial registration call so it really shouldn’t be an issue to complete it.
  • When the CV is submitted by two of your favoured agencies, ask everyone to be transparent. If the candidate experience is important to you, ask the candidate who they want to represent them. Chances are they will favour the agency that had added the most value and who has spent the most time speaking to them about the company/role. By feeding back to both sides, any agency who isn’t adding value will understand that this is really important to you and your recruitment brand and will hopefully do better next time. The agency who ‘wins’ this particular battle will feel justified in spending time doing their jobs properly.
  • Beware of any agency who deals with this situation aggressively – chances are they are treating the candidate in a similar way which is simply unacceptable. In these situations, a good agency will put their own interests aside and ensure that the candidate is protected. Sadly, they often lose out because of this.

All of us working in recruitment have to accept that you will win some and lose some. Those of us who are trying to maintain high standards of integrity will take this on the chin. I like to think that the laws of karma will prevail…here’s hoping!

By Sophie Mackenzie, AdMore Recruitment– Specialists in Retail and Hospitality Recruitment, Search & Selection, Talent Management and Career Development.

Previous Blog Links:

https://admorerecruitment.wordpress.com/2013/02/26/winning-hearts-and-minds-how-to-build-your-influence-in-an-in-house-role/

https://admorerecruitment.wordpress.com/2012/11/08/a-match-made-in-heaven-how-to-get-a-psl-that-works-for-you/

https://admorerecruitment.wordpress.com/2012/10/23/how-to-win-the-heart-of-an-in-house-recruiter/

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small-vs-large

By Russell Adams, AdMore Recruitment– Specialists in Retail and Hospitality Recruitment, Search & Selection, Talent Management and Career Development

I wrote this last night, full of excitement about tomorrow night’s Recruiter Awards, for which we have been shortlisted in the Best Newcomer category. The awards have given me a rare chance to reflect and have made me think about the growth of AdMore so far and how critical attracting the right people is to our future growth. We have been able to recruit some fantastic people, some of the best in our market but we will need many more people of this calibre to really help the business grow.  So why is it that people choose to work for a small, growing and successful company like AdMore rather than a large corporate organisation?

  • Your role will be broader and you will be able to do a lot of different things

One of the frustrations many individuals have working in large organisations is that the scope of their role is often too narrow and that is very easy to find yourself being pigeon holed. In a small, growing business you are more likely to be involved in a broader range of tasks and have the opportunity to participate in larger projects. With limited resources, your remit is also likely to be wider, offering a more interesting role incorporating Marketing, Social Media and PR for instance, in addition to your day job. With a smaller business you will also gain a greater exposure to senior people and to individuals with significant levels of experience, more so than you would ever get in a large corporate and this is likely to help you gain experience quicker and learn more from those around you.

  • Greater job satisfaction

Arguably, with less people you are likely to have a higher profile and it is clearer to everyone in the business when you have done a good job.  You are much less likely to have to jump through lots of different hoops to progress and are much less likely to have to fight against the politics of big corporate organisations. Being valued, recognised and rewarded for the job you do has a real impact on job satisfaction.  Performance in a small business is very transparent so as well as being recognised for your successes there is also nowhere to hide from your failures.

  • You’ll have more responsibility

In a small business more trust and faith has to be placed on the individuals, decisions are often required to be made quickly and so accountability for these decisions is there for everyone to see. This may not be to everyone’s liking but it does help individuals learn quickly and cope with high levels of responsibility and decision making.  Many individuals like this trust and freedom and the accountability that comes with it. This is great for developing your character and will also look good on your CV.

  • You’ll be given more opportunity

Joining a small but growing business should also present more career opportunities. This is particularly the case if you join at the ground level and the business expands rapidly.  Your close relationship with the executives and the breadth of knowledge you have of the business is likely to open up more senior roles as the company expands and hires more people. In undertaking a much broader range of roles you can also increase your marketability from a future career perspective. Small businesses are much more reliant on a number of key people and this also gives some security to the individual as the business is much more likely to be reliant on their knowledge and contribution.

  • The culture will be great and so will the perks

As most businesses get bigger, they will tend to put more rules and regulations in place in order to try to manage the increasing size of their workforce. As the business grows beyond a particular size it becomes very difficult to manage discretion and flexibility and these are often replaced by policies and procedures which, it can be argued, have a negative effect on employees.  Large organisations with shareholders to satisfy are constantly looking of ways to cut costs and be more efficient and changes they make have a huge impact because of their scale. These cuts will often be made to perks or cultural aspects and certainly the downturn has seen many businesses cut back in these areas. Small businesses can offer that flexibility and they often offer more perks, whether that be gym membership, a pool table in office or flexi-time. These perks are ranked strongly by potential employees as being important.

  • You will hold the values more strongly

Small businesses often have very strong cultures based around the values of the founders. In a smaller business it is easier to hold true to these values and not compromise in the way that big businesses often have to.  If you can find a business where culturally you fit and one where you really share its values then how the business behaviours and operates is much more likely to ring true.

  • You will learn the art of prudence

In a smaller business there tends to be a more natural focus on how to do more with less. You will develop a mind-set of how to achieve more not only with less money but also less time; Small businesses don’t have the time or the resources to be inefficient otherwise they simply won’t survive.  These skills in the current environment are very attractive and again will increase your marketability when you come to look for another position.

  • It’s easier to make stuff happen

Arguably, one of the greatest reasons is that it is just easy to make things happen – a lack of red tape, politics, procedures and other restrictions means you can just get stuff done. If you are not making the decisions yourself you will certainly be close to those who are and so it is much easier and quicker to influence these people and galvanise those around you to take action and make sure that the business moves forward. This allows you to focus all your time and energy on what needs to be delivered and not on how it needs to be delivered.

Don’t get me wrong, there are benefits to working for large organisations whether that is paid training or the opportunity to work internationally in the same way there are risks of working for a small business whether this be job security or a lack of training and development. Working for a small company will be appropriate for people at different times in their careers but as you can see above people should seriously consider the benefits they may gain by working for a small, growing and successful business. Ultimately for me it comes down to your faith in the business – so do your research thoroughly. Don’t just rely on your own perception but canvas other people in the market – what is their reputation out there?  If the opportunity arises to join a business with a great product or proposition that has a strong track record of success and is really moving forward then you should really consider getting on board for the ride…

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recruitment

By Sophie Mackenzie, AdMore Recruitment– Specialists in Retail and Hospitality Recruitment, Search & Selection, Talent Management and Career Development.

Next month, one of my colleagues celebrates his 10 year anniversary in Recruitment. He can hardly believe it has been that long. Like the rest of us at AdMore, Recruitment was his ‘second’ career following graduation and a successful period in the Retail and Hospitality industries.

Without doubt, few people choose to begin their career in our industry – often it is something that is suggested by a recruitment consultant who spots the potential, the spark, of someone who could be a success in this challenging role. Arguably, having previous career and overall life experience is of huge benefit in recruitment, not only because it enables you to empathise with the challenges and choices faced by people in their working lives but because it gives you some credibility with candidates and clients – so important in an industry which has very low barriers to entry. It will be interesting to see what impact the new Recruitment Apprenticeship which has been launched recently will have on encouraging young people to choose recruitment as career however there remains the issue of how we try to change the perception of the industry and position it as a career of choice rather than something that is ‘fallen’ into.

To kick off our little crusade, here’s my Top Eleven Best Things About a Career in Recruitment – other blogs to follow (along with the Top Ten Worst Things About a Career in Recruitment!?).

1. Wheeeeeeee!

People often refer to the rollercoaster of recruitment and it really is the best analogy to describe the ups (and downs) we experience on a daily basis. The highs are great – making an offer to a candidate (providing they accept), giving the good news to your client or hiring manager, knowing that you have found a solution for your candidate/client and are a step closer to hitting your target.

2. The people you work with

Ok, I can just imagine the collective eyebrow being raised and of course, we all know people who fit the stereotype of recruitment consultants. However, in my experience, the majority of people I have worked alongside in recruitment have been great fun, bright, hard working and incredibly positive. It is rare to find people who don’t moan about their lot (although many in recruitment have good reason to) but in recruitment, the over-riding characteristics are resilience and the determination to succeed. These are infectious qualities and preferable to other cultures where people complain constantly about their job but do nothing to change it.

3. Variety is the spice of life

Working in recruitment is interesting because, to be any good at it, you need to know your industry sector inside out. You need to understand the job roles that you are hiring, the company culture and the idiosyncrasies of the recruitment process. You have the privilege of hearing about candidates’ career history, family situation and aspirations along with any issues they have faced along their way. Every person you deal with is unique and this provides constant interest (and challenges which I will cover in my follow up blog Top Ten Worst Things about a Career in Recruitment!?).

4. Reward and Recognition

Recruitment can be financially lucrative for the top performers and if you are working for a company who pay acceptable basic salaries in addition to bonus or commission, you can make a healthy living. Senior in-house recruitment positions command significant salaries along with the benefits associated with working for large corporate businesses. Over and above the purely financial recognition, recruitment agencies are generally places where success is celebrated and when you are doing well, your achievements will be well publicised.

5. The challenge

Although the mechanics of recruitment are fundamentally simple (get briefed on vacancy, find candidate that fits, make introduction to client), in reality there is so much more to it than that. People are unpredictable and the real challenge is understanding this, anticipating any changes or pitfalls, planning or reacting accordingly and using your influencing skills to get a positive result. Recruitment tests your inter-personal skills every day and if you love people (warts and all!), this is a great career for you.

6. Stretch yourself

The longer you work in recruitment, the more experience you have of dealing with people at all levels and at all life stages. The challenges outlined above make you question yourself daily and having to use insight and empathy with your candidates and clients means that you develop your own skills accordingly. These inter-personal skills often spill over into your wider personal relationships. There is always something new to learn whether that is about what motivates people or about the new technological developments that are impacting how we source candidates.

7. Problem solving

When a client briefs you on a role, it is because they have a problem which needs a solution. Perhaps there are issues with performance in a role and a new skillset is required. Perhaps the ‘gap’ is holding the growth plans of the business back. Finding a solution to this problem requires more than finding a ‘bum for a seat’. You need to ask the right questions to understand the brief. You need to know what impact the hiring manager and the company culture will have on the search process. You then have to find someone who will have the right mix of skills, experience and behavioural qualities to truly ‘match’ the brief. The search process can be like an intricate jigsaw puzzle…for those who are intellectually curious; it is an interesting and rewarding process.

8. Accountability

The funnel analogy is widely used in recruitment and, although less so when recruiting senior level positions, it is a case of the more you put in, the more you get out. This isn’t just about volume; it is about the quality of each conversation, the quality of the contacts you make and the relationships you build. It is a very transparent industry – you can measure your own activity and often trace results back to their source. There are always lots of different factors which can affect your performance but there is rarely anyone else to blame. This makes you truly accountable for your results.

9. Entrepreneurial spirit

To be a success in recruitment you need to be commercial in everything you do – this is something that you can learn along the way but the ability to spot opportunities and an entrepreneurial spirit certainly gives you a head start. Recruitment consultants are often described as running their own virtual franchise, meaning that you are responsible for developing and growing your own sector and increasing your personal ‘brand presence’.

10. Relationships

When you get it right and are able to build genuine relationships with your candidates and clients, the role is really rewarding. This requires honesty and trust on both sides. There is nothing better than knowing you have helped someone develop their career and even if you haven’t been successful in placing someone, if you can give them some good advice and act as a sounding board, they will remember you. The litmus test is someone picking the phone up to you , sometimes years later, when they are either ready to make a move or are ready to brief you on a vacancy.

11. Talking to people

One of my colleagues (who shall remain nameless) was always in detention for talking in class and this was one of his suggestions about why he loves his job. Clearly, this is not about the ‘gift of the gab’ as this can have the opposite effect but there is no doubt that you need to enjoy talking to people. If you do, you will build rapport easily, ask the right questions, get the right answers and be able to sell yourself and your opportunities effectively. People are fascinating creatures and we are lucky to be able to spend our working lives talking to them!

If you would like any advice about a Career in Recruitment, please contact us.

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By Sophie Mackenzie, AdMore Recruitment– Specialists in Retail and Hospitality Recruitment, Search & Selection, Talent Management and Career Development.

Previous Blog Links:

In House recruiters: How to nurture the relatinoship with your recruitment agency

Be beautiful or useful

Winning hearts and minds: how to build your influence in an in-house role

Hokey Cokey

Photograph: Hulton Archive/Getty Images

By Shane Horn, AdMore Recruitment – Specialists in Retail and Hospitality Recruitment, Search & Selection, Talent Management and Career Development.

I’m an odd recruiter. Not in the sense that I don’t fit the traditional image we all know (and love?!) but because I went in-house, came back out again, and am far better because of it.

My recruitment agency career was going well – I had managed teams, moved to a search firm but still had an itch to scratch. The Holy Grail was an in-house role – how great would that be? No more business development days (fancy dress was not my bag!), no more internal arguments about candidate ownership, no more end of the quarter panic to hit your numbers. No, it would be great. Lots of jobs to fill, with warm line managers who wanted to work with me – heaven!

I really enjoyed my time in-house. It opened my eyes to the issues faced by my clients, which, without the experience I would have no idea of. I had many recruitment consultants ask me; “what’s it like? It must be great working in-house.” Or; “how did you make the move, I am keen to but always get rejected.” Oh, if only they knew! The role of an in-house recruiter is complex, where you are often accountable to multiple stakeholders. It is frustrating and rewarding in equal measure. It is impossible to understand the challenges that are faced everyday unless you have seen them yourself.

What I learnt very early on is that you can’t walk away from a problem. You can’t look at a tough job to fill and say ‘you know what, I don’t fancy working on that’. You can’t put it at the bottom of the pile and hope it goes away. Your clients (the majority just down the corridor) want results, and in some cases can’t understand why a shortlist isn’t forthcoming within 24 hours of the brief! You need to be on top of your game constantly. Who knows who will walk round the corner next and need to know why they haven’t seen any CV’s. You have to give answers and responding with “the market’s tough out there” just doesn’t cut it. Control was also an issue, as it is in any recruitment campaign, but in-house, the variables were huge. If it wasn’t a line manager going off PSL or a recruitment consultant not following process, it was a role cancelled at the last minute or issues getting salaries signed off. Fire fighting is something that is often talked about, but at times, it was a raging inferno and all I had was a garden hose!

Saying all this, I certainly felt valued in my role and felt a part of the HR team. Though my particular role was lonely at times (I would find myself calling recruiters on my PSL for a chat!), I did feel I was making a difference and that I was supporting the business move forward. With an outsider’s point of view, I felt I brought a commerciality to the role and certainly improved the process. So, why did I leave? Something was missing and ultimately it was this that led me back to the shark infested waters of agency recruitment.

What I missed most was the variety offered by working with both client and candidate. I admit, I may have been unlucky with my move in-house as I am sure there are many of you who have the variety I craved. But, as agency recruiters we build relationships on both sides and I really missed this. I missed updating with people to understand how they were doing, helping to shape their careers and offering advice. I missed talking about the wider market with clients, understanding their challenges and looking to help where I can. I also missed the commercial aspect. Reading an article in the press, keen to share that with my network and add some value.

My role now is more varied than ever before, and this is down to the fact I worked in-house. I’m involved in assessment centre design, CV re-writing and job profiling, something I wasn’t in the position to do before making the move. Previously I was in the rut of filing jobs, and didn’t really view recruitment as anything more than that. I feel I now work better with clients, and understand their frustrations and demands. I am certainly treated better – like I still have the old school tie!

By performing both roles I can understand what role is better suited to me, what plays to my strengths. More importantly I was able to join a firm that mirrored my values and beliefs.  I am sure the tag ‘failed recruiter’ sticks with many  in-house people after moving on from an agency because they end up treating recruiters how they were treated.  NOT ALL AGENCIES ARE THE SAME!  It’s not all about sales targets, and constant no finish line mentality. I am sure if more in-house recruiters thought about moving back over the fence the market would be all the better for it. You can still work with clients as if you were part of their HR team, and you can add real value to a business and make a difference – you just need to find the right agency for you. Have a look around, you never know, you might be tempted back to the dark side!

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