The classic burnout problem has been an ever-present thorn in the side of many professionals today – be that the ones at the start of their career journey or the seasoned veterans – and in some industries has long been seen as the price to pay for a richly – or even moderately – successful career. Where suggestions of a radical change to this way of (work) life would have been met with more than a little pushback 5 years ago, the general sentiment around it has now changed significantly, with whispers around the detriment of this ‘always on culture’ to personal and professional health having gradually turned into full-blown conversations since the dawn of the post-pandemic era and leading to the high demand for flexibility we see in the discourse among professionals today.

This topic of flexible/remote/hybrid working has been the buzz of the working world for much of the post-pandemic period, and although initially met with some pushback, most companies have now found themselves having to toe the line, whether that be to meet the expectations of the talent they are looking to hire, keep themselves in contention hiring-wise or keep existing employees happy. Younger professionals, particularly the Gen Z cohort, have been the prime advocates for this change in working practices, largely as a result of the burnout problem prevalent during – and exacerbated by – the pandemic. In an effort to counteract the effect that rising pressures on business have had on employee wellbeing, they have asked for respite in the form of flexibility – and after some initial resistance, employers now seem to be warming up to it.

But 4 years down the line, the question has to be asked: Is it all that it’s cracked up to be?

Flexible Working – A Double-Edged Sword?

Some would argue that the answer to this question is a resounding yes, as the rise of a tech-centric way of working has proven to be key in establishing new, healthier and cheaper ways of working and living in a demanding and economically tumultuous time. The dreaded long commutes to work are a thing of the past for many, as are the headaches that fitting one’s work schedule around pressing personal and care needs brings on a weekly basis. The freedom and balance that such schedule offers cannot and should not be understated, and for over 75% of respondents of our latest Salary Survey report said to be currently uninterested in making a move any time soon, it was found to be their biggest reason for inertia.

The other side of the argument, however, is that perhaps surprisingly, it is proving to be somewhat problematic. As instrumental as it has been in breathing a new lease of life into careers across the country, it has ended up having quite the opposite effect for some. The rapid progression of technology during and post-pandemic has no doubt brought people more together and more connected than ever, but as this has as much intrapersonal implications as it does interpersonal, it consequently means multiple aspects of an individual’s life also become tethered to one another, blurring the lines between home and work. The near-seamless transition that a flexible way of working provides between these otherwise set boundaries – with the speed and ease of communication that email and digital video technology provide – make connecting with colleagues and employers as effortless and as easy as it is with family, friends and loved ones. Team members can reach one another with a simple Zoom or Teams call and are each only an email or text message away, and suddenly it almost feels like one is expected to be available round the clock. Without the physical barriers that dictate the end of a working day and the start of another, people are finding it harder to compartmentalise work life and personal life and as a result, are as switched on and connected mentally as they are digitally to colleagues and employers even after working hours. The FOMO that it can generate as a result is seriously detrimental.

Toby Pochron, employment director at law firm Freeths signals the practicality issue inherent to a flexibility-oriented work life, a rather ironic actuality – considering it was meant to eliminate rather than add to the ‘always-on mentality prominent in work cultures across the industry:
“Workers, for example, are constantly connected to not just friends and family but colleagues and employers through the same devices. The ever-present ability to check emails, for example, is a major problem. Once emails are checked, if “urgent” things are identified, there is a temptation to deal with them immediately, even if that means outside working hours.”

Does Flexible Working Boost Or Hinder Productivity?

An even more poignant reality to discuss is its impact on productivity, and how, despite the general perception around the degree of autonomy flexible working offers, it can be a driver of burnout through the restrictive way in which it forces some employees to live their work life. A study conducted by the University of Essex and the University of Chicago found an interesting pattern with regard to the productivity levels of employees working in an IT company during the pandemic, noting that although working hours rose in that time – by roughly 30% – including an 18% increase in out-of-hours working, overall productivity did not significantly change. Technology was found to play a key part in setting this pattern, as the sharp rise in meeting hours and email traffic meant there was a greater cost to pay for seamless collaboration and communication, a cost that came in the form of their autonomy –a factor found to be one of the biggest drivers of burnout. As one might expect, this naturally leads to the behaviours normally associated with burnout, such as regular working out of hours – to compensate for a perceived lack of professional efficacy, and a resulting chronic exhaustion that only serves to compound the productivity problem and ultimately the business’ bottom line.

Such issues put significant strain on mental and emotional resources and also make formal and informal working relationships difficult to build or maintain for an employee, which leads to a distinct lack of engagement with and increased distancing from work life – another common sign of burnout. Dr. Christoph Siemroth, one of the researchers involved in the above study, remarked on its impact on general capacity to build interpersonal relationships both in and out of work: “Additional evidence for this view is that employees networked less – they had fewer contacts with colleagues and business units both inside and outside the firm.”

This has a particularly marked effect on new employees trying to find their feet during onboarding processes and get the balancing act of juggling work and personal responsibilities in a new and unconventional work lifestyle right. The lack of person-to-person contact and informal interaction (which is often crucial to building relationships with colleagues and a strong sense of stability in the early days of one’s tenure) present in a virtual meeting compared to a physical one, can lead to a disconnect between trainee/manager and employee and make integration an even bigger challenge, exacerbating burnout as a result. Employees already part of the furniture aren’t immune to this intrinsic issue within flexible working either, as the nature of virtual collaboration dictates that working relationships are the focus of any interpersonal interaction made, with any informal talk kept to a minimum to prioritise productivity.

So, when the evidence points to a clear trend, counterintuitive as it may seem to imply that flexibility can be detrimental to overall professional wellbeing, it is pertinent to ask at this junction: what are the reasons it’s doing more harm than good?

The Work-Life Balance Conundrum

Employers are falling into the all too common trap of defining what work-life balance means for their employees, when one of the most pertinent things about flexible working is the term’s inherent applicability to all lifestyles – whether that be in the form of a fixed hybrid schedule, a malleable working schedule or a fully remote one. Not every employee wants the lines between their work and personal life blurred, while some need the two to be closely linked, in order to allow for a work pattern that best supports their preferred style of working.
A study conducted by Gallup to investigate the preferred work styles amongst the U.S. workforce highlights the importance of allowing employees to decide what a healthy flexible working arrangement is for them. When asked what work schedule would be the most ideal out of a choice of a 9-5 job (with a clear divide between work and personal life) and a blend of the two throughout a working day, the results showed that out of all participants, 50% preferred the former (termed splitters) while the other 50 chose the latter (termed blenders). What was even more interesting was that out of a survey of large-company CHROs, they found that HR leaders repeatedly underestimated how much of their workforce wanted to be splitters.

While the former set of results did vary by work type, the key takeaway from the research was that employees not working in their preferred ways were more likely to report experiencing burnout, be less engaged and most importantly to hiring managers – on the market for a new job. Making the choice for your workers or team regarding what manner of flexible working suits them best is counterproductive to individual productivity and can cause the aforementioned issues exhibited by individuals struggling with burnout – issues that, out of all the burnout symptoms, have been shown to be among the top 10 that impact health and longevity.

Your Team: Understanding Your ‘Splitters’ And ‘Blenders’

Your goal therefore as an employer when approaching flexible working should be to understand on what spectrum each member of your workforce lies – whether they lean towards the splitter or the blender type – and devise an informed solution that best addresses their needs. This is especially important where a neurodiverse employee is concerned, as they largely depend on this kind of support and understanding from their employer in order to thrive at their job. The best way to approach doing this is to make it a leadership problem first before an employee one, as due to the systemic nature of the problem of burnout, its root causes must be tackled at the top first before any resulting effects can be seen on the workforce.
As such, the onus is on a company’s leaders to begin by cultivating an environment that prioritises strong relationships and builds autonomy, belonging, competence and individual gratification from work, as this has been shown according to research, to mitigate burnout in workforces. This can and should be done by incorporating this into any programmes undertaken by leadership figures in the business, and going a step further to make it part of formal coaching, as this helps to make the concepts of risks and consequences of burnout real to leaders, and offers a more bespoke and systemic approach to resolving individual-specific challenges with resolving burnout in one’s team. A core part of this is involving and utilising employee perspectives and experiences, as this will best inform the solutions you intend to craft for your own workforce.

When this is done, you put the control and autonomy that can otherwise feel out of reach, back into your workers’ hands, thereby enabling them to work in a way that best suits them, and tighten any gaps present in employer-employee/colleague relationships to build the support systems that a workforce needs to keep them afloat should things become difficult to manage individually. And most importantly, you heal that fracture that appears in their self-worth as a result of the sense of professional inadequacy burnout causes, as well as the physical and mental exhaustion it can lead to.

Perhaps most pertinent to the discussion hiring-wise, is its profound impact on retention efforts – as at the end of the day the simple math is – the less unhappy and burnt-out employees are, the less likely they are to be watching out or actively searching for a new job – an undesirable situation for any employer to be amidst a widespread skills shortage problem. As far as recruitment is concerned, it significantly broadens your reach to otherwise shut-out segments of the talent pool unable to find what best suits their needs flexible-working-wise, and keeps you front of mind to the kind of professionals your company may find annoyingly elusive.

About Clayton Recruitment

Clayton Recruitment has been partnering with organisations across the country since 1989 and during that time has built up an excellent reputation for trust and reliability.

With specialist divisions covering Commercial, Financial, and Engineering appointments, on a permanent basis.

Click here to speak to one of our experienced specialists or call 01772 259121 for more information on how our exceptional recruitment experience can help you hire talent for your team.

As one of the most important documents in the first stage of a candidate’s job search (alongside the LinkedIn profile), the CV is arguably an inexhaustible topic of discussion for hirers and professionals alike, particularly where relevance, structure and formatting are concerned. And although these are still very much pertinent, an equally crucial – and often overlooked – aspect of CV crafting is the skill of knowing what has no place on it, and what can be detrimental to its effectiveness.

Spending time reviewing and improving your CV is undoubtedly time well spent, although you should never just cram it with additional points if they aren’t going to add value to any application or to enhance your profile.

Ensuring there is the right amount of information on the document to demonstrate suitability for the role is important, but it’s a fine balance to ensure that it is to the point and not full of distractions or waffle – especially when you consider that hiring managers and recruiters take only a few seconds to scan the document and make a decision to progress, or not.

As such, it’s always worthing considering what information serves little to no purpose in your CV and worse, is potentially squandering your prospects altogether…

Less is More

Starting with the often-overlooked but opening information, things like your age, marital status, and arguably personal hobbies should not be in your CV as they not only hold little relevance to the position (and thus, little value to a hirer ) but they can potentially prove detrimental to your efforts, as in having them present they waste the precious time your CV has been afforded to catch a hiring manager’s eye, and can introduce an unconscious bias towards applicants of certain age groups or demographic.

If you do want to add in a short section about interests outside of work, it’s usually best to give this no more than a few lines – you can always leave talking about this personal element in your profile to the interview itself. These should also fit in with the professional persona you wish to portray = so talking about how you love going out with your friends on an evening, or a vanilla ‘I like doing exercise’ are taking up precious real estate on the page that can be much better-utilised.

Cull the Obvious

Similarly, any notices informing employers that ‘references are available upon request’ are unnecessary and should be taken out. This is already implied through your job application itself and so is an obvious fact that doesn’t need reiterating in your CV. The same thing applies to any ‘salary negotiable’ statements – this is not new or unexpected information to employers and is needlessly taking up space. Ultimately, any generalist information that doesn’t communicate what the hiring company will be looking for in your CV shouldn’t be included and failure to keep your CV clutter-free can give off the impression that little effort has gone into tailoring it for the role, and that it is being used as a catch-all document for multiple job applications.

If you’re wondering why that might be that off-putting to recruiting companies, it is because it is one of the tell-tale signs of a spray-and-pray job application approach. And whether intentional or not, it is a surefire way to get yours binned.

Avoid the Jobseeker Jargon Trap

Pertinent to this is the common mistake of peppering a CV with all sorts of jargon and cliches, which is just as damaging to a candidate’s prospects if not more. When writing a CV to present as compelling a narrative of your professional journey as possible, the use of certain phrases or buzzwords to ‘doll up’ one’s profile can be a tempting move (and it may be the case that these have slipped into your vernacular simply due to ignorance); however, is an all-too-familiar ploy to employers, and an eyesore they will readily want to avoid, especially if such statements or phrases aren’t backed up by any quantifiable evidence.

The language you use to highlight your skills and suitability is every bit as important as the information it is trying to convey and requires just as much thought and consideration. As such, a sense check of where your CV leans more on generic statements instead of measurable results, and how it can be better-written is essential if you’re aiming to craft one that catches the eye.

With the widespread adoption of the likes of ChatGPT and other AI tools, it’s also worth considering how such tools can help (or hinder) in this regard.

If you do choose to utilise an AI tool to support, it is a well-known no-no to write the whole document from scratch, simply because it increases the likelihood of fabricated details being added to your draft. A better approach would be to do it section by section, beginning with your personal statement, then your experience & responsibilities, then your achievements, and so on. This not only helps to avoid having false information but it also makes it easier to spot it as you work through your draft section by section, should it still be added in, and allows you to better format your CV while doing so.

Click here for more information on how to avoid the jobseeker jargon trap.

Filter Out the Chaff

This applies to any other kind of passive language present in your CV or anything speculative, such as extensive lists of job roles and responsibilities without any relevant accomplishments. A career is not something that just happened to you and should never be treated as such by the language you use to describe why you are a good fit for the role.

Your CV should be filled with examples where you actively take credit for your work and achievements to quantify your value as a potential hire, and where this is absent it signals a lack of confidence in your suitability as a candidate to hirers, which can seriously hurt your chances of employment. Remember that employers will want to ensure their investment in a candidate is going to yield encouraging results, and if your CV doesn’t give them the impression that you are worth that investment, they will waste no time with time consuming interview process.

Finally,

When it comes to the communication of information through any media, what is said is so often what comprises the subject of discussion, when it is really how such information is structured and conveyed and – at times, what is omitted – that tends to make the difference in how it is processed and interpreted.

This is what underpins the skill of CV crafting and where the ones that top the pile shine – no matter the role, specialism or sector in question. When every second counts with your prospects on the line, your CV needs to sell you in as clear and compelling a manner as possible – a feat we as recruiters are very much aware can be tricky at times, even for the most experienced of professionals. That’s why at Clayton Recruitment, our expertise goes beyond  the often perceived ‘transactional’ process of matching CVs to open roles.

We are every bit as committed to empowering the professionals we work with to present themselves as the first choice hire, whether that be at the initial screening or interview stages. If your next career move seems to be very much on the horizon but needs clarity with regard to the way forward, we are here to help. Give us a call on 01772 259 121 or contact us here.

About Clayton Recruitment

Clayton Recruitment has been partnering with organisations across the country since 1989 and during that time has built up an excellent reputation for trust and reliability.

With specialist divisions covering Commercial, Financial, and Engineering appointments, on a permanent basis.

If you are building your existing team or looking for your next career move, we can help. And, if you are currently employed, you can be assured of complete confidentiality, professionalism, and honesty throughout the process – as standard.

Click here to speak to one of our experienced specialists or call 01772 259121 for more information on how our exceptional recruitment experience can help your career aspirations.

If you have started the new year with a feeling of discontent with your current role, you may have already started to consider what those crucial next steps look like.

At this crossroads, there are a number of options available, but crucially they boil down to two choices.

1. Speak up and express your unhappiness with your current employer. Depending on the root cause, it may be something that can be addressed and overcome or worked through. There may be a lateral move internally for example that would be worth considering, or a review of your working arrangements.
2. Consider other opportunities in the market. Whilst general hiring trends indicated a dip in the sector in 2023, vacancies were by and large still above pre-pandemic levels, and there are most certainly a wide range of roles available to those looking at pastures anew.

If you have found yourself in the second category, either by proxy, if all elements have been explored in option 1, or you feel it is simply the right ‘time’ there is also another route available that has seemed to gain momentum in the last 12 months – returning to an ex-employer.

The Boomerang Phenomenon

If you have ever considered the possibility of returning to a former employer, you’re not alone. Welcome to the intriguing concept of “boomerang hires” – a phenomenon that is reshaping the way we view career trajectories – and one that has gained popularity in recent months.

As the term coined implies, put simply it means returning or circling back to a previous workplace – whether that’s because you are seeking a fresh start somewhere else, or are aiming to rediscover a company culture that you once thrived in.

According to a recent article in the Harvard Business Review, research has shown that boomeranging was previously quite rare. However, more recent studies have found that across a wide range of industries, nearly 20% of workers who quit their jobs during the pandemic have since returned to their old employers.

These boomerang individuals present a big opportunity for businesses who are starting to look at this option as a strategic recruitment tool, and also present a solution to the industry-wide skills shortage that continues to be a challenge for companies in the hiring market today.

(It also consequently presents a major risk with respect to retention, as new hires may be increasingly liable to boomerang back to their previous organisations.)

As far as jobseekers go, however, as with any move, there are obvious benefits as well as challenges to consider >>>

Familiar Territory

Perhaps boomeranging’s biggest selling point is the familiarity it offers. Starting a new job is so often filled with uncertainty around things like fitting in, making a good first impression, and adapting to a new company culture, all of which can slow down that bedding-in process and affect performance in those first crucial weeks on the job, especially if it’s one very different to what the norm used to be.

Making a return to familiar territory expedites this acclimatisation period, as not only is there far less of a learning curve skill-wise during the onboarding process compared to your first time as a new starter, but the knowledge and understanding you have of the business’s ways of working and dynamics helps to bypass many of the above challenges and quickly hit the ground running.

Refreshed Perspective

Career growth often entails exploring different opportunities and gaining diverse experiences and at times a step back may be needed in order to take a leap forward. Some employees leave their previous employers in search of better prospects in their line of work, only to realise that the grass isn’t always greener on the other side and consequently, return with not only a refreshed perspective but also a great deal of experience and know-how their previous employer can greatly benefit from, particularly if they joined a competitor.

This puts returning employees in a great position when it comes to career prospects, particularly if the relationship between both parties pre-departure was built on mutual respect and as a result, they are better placed to get a job offer that reflects their value to the hiring company in the form of a higher position or opportunities for progression.

When to Think Twice…

It is crucial to remember, however, that these benefits are very much dependent on the kind of company and working environment you are returning to. If the reasons for your initial departure centre around an unhealthy company culture, a lack of growth opportunities, flexibility or limited upward mobility, returning by no means guarantees or even promises any significant changes. Some companies are resistant to change, and if the reasons that prompted you to leave remain unaddressed, chances are you will be facing the same challenges upon your return. Before deciding to boomerang, it’s imperative you assess whether your ex-employer has taken steps to improve the aspects that initially led to your departure – or whether you have overcome those reasons yourself.

Salary Growth Limitations

One of the most likely reasons a move back to a previous employer is ever on the cards is the prospect of salary growth and improved compensation. As discussed earlier, it is one that professionals can often feel more entitled to considering the skills, knowledge and experience they are bringing with them upon their return and certainly now more than ever in the current market, with the average salary increase for job hoppers higher (14.8%) found to be higher than those of professionals that stayed put (2-4%). However, a word of warning here – as a decision to boomerang based on salary incentives alone is an ill-advised one. Boomerang employees who expect their salary to match the increase they may have achieved after leaving may face disappointment, as employers will be hiring a lot more for fit rather than solely skill and will see this strategy coming from a mile away. There’s also the fact that even if you do get the salary increase you’re looking for, it may turn out to be the only silver lining in your move back if you happen to be returning to colleagues unhappy with the circumstances around which you and your employer parted ways.

Water Under The Bridge

Another note to consider is how and under what circumstances you left your previous employer. Was this on good terms?  This is a key thing to take into consideration when exploring the idea of returning to a previous employer, as that may dictate the terms of your relationship with present employees should you decide to boomerang. Remember that it is not only old relationships you will be returning to when you do, but also the impression you left on colleagues with your exit. With any luck you will have resigned gracefully, so a return back to the fold will be seamless – and welcome.

This also swings both ways. If feelings of bitterness or uncertainty are present due to redundancy or parting on bad terms, then it can be difficult to turn over a new leaf without harbouring a grudge or even a sense of guilt, especially if your departure was recent. According to certified life and career coach Emily Liou, a good way to determine if boomeranging is the best decision is to consider the following:

• If your return is driven by ego, i.e. a desire to prove a point that they should’ve never let you go.
• If there is a strong sense of scepticism regarding the integrity of the management.
• If there is a loss of respect for the employer due to how previous layoffs were handled.

If the answer is ‘yes’ to one or all of these, it is probably not the best move to return.

Context, however, is always key no matter what way you look at a dilemma of this nature as another angle worth considering is the reason for your exit if you were laid off. If such reasons are economic and the departure was handled with respect and sensitivity, then yes, a move back can possibly be on the cards – if it is in line with present career aspirations.

Keeping Career Goals On Track

Perhaps the most important thing to consider of all is where a possible return is going to take you career-wise. Judging by where you are at present in your career, will it bring an upward trajectory to your career growth in the next few years is this more of a lateral move?

Whatever your reasons for or against a move back, remember that your future career goals and objectives should take absolute precedence in your decision-making and should be the biggest driver of any desire to move roles, or indeed, boomerang.

To this end, a regular check-in and period of self-reflection regarding your progress is paramount. Your vision for your development as a professional, and the path to get you there should always be clear and if it isn’t then a snapshot of what it currently looks like is in order. Our simple checklist can help to identify where that gap between aspirations and reality is and help you get a sense-check of your present objectives, so that you make the best decision for your career, whether that be a boomerang move or otherwise.

Unsure of Which Direction to Take?

If you’re stood at those crossroads and find that you need more guidance than a simple checklist can provide, a bit of expert advice to make those next few steps in the right direction can be hugely valuable.

At Clayton Recruitment, we work closely with hundreds of professionals who are either actively searching for a new opportunity in the market, as well as those who aren’t quite at that juncture yet.

We don’t believe in recommending roles that aren’t a good fit for your skills or aspirations, and will always provide an honest (and impartial) service which means putting ALL options on the table so that you have all bases covered.

About Clayton Recruitment

Clayton Recruitment has been partnering with organisations across the country since 1989 and during that time has built up an excellent reputation for trust and reliability.

With specialist divisions covering Commercial, Financial, and Engineering appointments, on a permanent basis.

If you are building your existing team or looking for your next career move, we can help. And, if you are currently employed, you can be assured of complete confidentiality, professionalism, and honesty throughout the process – as standard.

Click here to speak to one of our experienced specialists or call 01772 259121 for more information on how our exceptional recruitment experience can help your career aspirations.

Finding a lasting solution to the industry-wide skills shortage continues to be a challenge for businesses in the hiring market today. Despite the evolution that the Great Resignation has sparked in hiring practices across the UK and the many approaches adopted by hiring teams to combat the increasing skills gap, acquiring the talent one needs to keep their business competitive in a cut-throat market proves to be as elusive a pursuit as ever. One approach however that has gained huge traction in recent years amongst companies is the recruitment of Boomerang Hires – a practice that involves rehiring employees who have previously left the organisation – and to employers bereft of options and under pressure to keep their business afloat, it shows a lot of promise.

Why Is An Ex-Hire Worth It?

Purely from a cost perspective, it is a tantalising prospect – as they not only require far less onboarding than your usual new hire but their familiarity with the business’s modus operandi and established dynamics means you get something close to what any recruiting company is looking for in a new hire – one that slots in seamlessly into the business structure and hits the ground running performance-wise in as short a timeframe as possible. And, in some cases, perhaps the icing on top of the cake is the experience and expertise your company will be gaining twofold with their return.

Little wonder then that this has quickly become a hit with employers in recent times, and although not a new phenomenon, it’s certainly an increasingly prominent one. A HBR report released this year revealed that 28% of new hires in organisations studied were found to be boomerang hires that had resigned within the past three years. And this isn’t due to the trigger-happy response we’ve now come to expect from employees in the Great Resignation era either – businesses have become not only open but actually intentional about recruiting ex-hires as part of their hiring strategy. When necessity dictates diversity of approach, we begin to see the most interesting of them come to the fore.

High-Risk, High-Reward

There is however, an inherent risk that comes with it, considering the boomerang hire phenomenon cuts both ways for a hiring company, as any new hire (boomerang employees included) employed is also susceptible to boomeranging back to their previous employer, or in the case of the latter, leaving your company hung out to dry a second time, and can make retention a very counterproductive and unwelcome by-product of this hiring approach. When discussing the boomerang hire as a solution to the skills gap problem, a few things ought to be kept front of mind. Firstly, how can you avoid being on the wrong side of the boomerang hire equation and secondly, how can you leverage the value it provides to inform a hiring strategy that effectively addresses the skills shortage within your business?

First Things First

If you are considering going down the boomerang hire route hiring-wise, then know that it requires a significant amount of groundwork to be laid first and should not be viewed as a band-aid fix for a turnover problem. Making an offer convincing enough for an ex-employee to return first requires a thorough understanding of where your company has missed the mark with regard to employee satisfaction in the past, and what steps must be taken to address it both before and after the boomerang point.

This firstly involves a mutual understanding between management and workers of why employees are leaving in the first place, and acknowledging the part the company has played in it. The goal of this is to address existing pain points within the company – and in particular, beyond salary and benefits, so as to avoid the trap of making a glorified counteroffer to ex-hires when the time comes to reach out. As research shows that compensation concerns do not tell the full story of why employees opt to leave, and that there are often underlying and unspoken factors at play, the act of encouraging employees to voice out their concerns serves to inform your decision-making and will likely pay off when approaching ex-hires down the line.

Whatever the area of improvement involves, whether that be investing in the professional development and growth of your employees, providing opportunities for upskilling, mentoring programs, and continuous learning initiatives or simply rebuilding the company culture from the ground up – addressing them not only allows you to perform the open-heart surgery your business needs, but also sets the foundation for a better overall employee experience and keeps the possibility of any new hires boomeranging to an absolute minimum.

An Open Door Requires Open (And Honest) Communication

This endeavour to maintain an open and honest dialogue between both parties should also be applied at every stage of the leaver process, especially before an employee exit, when they, and particularly their reasons, need to be treated with dignity and respect. A sit-down with departing individuals to discuss and understand what led to their decision, raise concerns, and provide assurances that the door will always be open for them should they wish to return, can be a great way to end the working relationship on a positive note and build the sense of trust and openness that is so crucial for later discourse to be fruitful. Be wary of the classic blame game that can arise in such discussions, as this can sour the relationship and leave a bad aftertaste in the mouths of both parties. Succumbing to the temptation of assigning blame or pointing fingers does your future hiring efforts no good here, even if it may feel like the most natural thing to do in the spur of the moment.

Following this should be a genuine effort to keep the lines of communication open between both parties after departure, in order to extend the quality of the employee experience post-exit and ensure a smooth transition for a return if and when it does happen. This could involve investing in an alumni network of sorts to maintain relationships between existing former employees, provide networking opportunities and most importantly, give ex-hires a means to reconnect with their former employer should the need for it arise.

This is particularly useful when bearing in mind the timing of communication. Research suggests that the one-year anniversary of a former employee’s departure is the optimal time to reconnect and make a re-hire offer. This isn’t only because it’s when they’re most likely to boomerang back to their previous employer, but it’s also because it represents the ideal and least awkward time for employers to take that first step of reaching out. For any employee strongly considering making a 180 in the other direction especially, it can be a godsend.

Protect Your Assets – Old And New

When considering what constitutes a worthwhile offer, this will largely depend on the flexibility of your company. The key thing to bear in mind here is the balance that must be struck between making an offer worth considering – pay and promotion-wise – and making one that doesn’t come at the expense of your present employees. While it is certainly true that a pay rise can sweeten the deal, it cannot be the meat of the argument pitched to an ex-hire. Failing to keep existing employees front of mind puts the trust, commitment and relationships built at risk, as it sets an unwelcome precedent that anyone within the business can play the victim card, leave the company high and dry and get away with it with a fatter salary in the end. What is best practice in such scenarios is to make the suggested changes outlined above the heart of your proposal and the crux of the conversation with the ex-employee. Only when this is done with a focus on prioritising equity in the company, can the boomerang hire approach bring immense value to all parties, new or old.

This same level of care must be taken when looking at the other side of the boomerang hire as a strategy, as largely the same rules apply with new hires, especially considering the amount of overlap between the reasons employees opt to boomerang and the biggest drivers of the Great Resignation today. Any perceived gap between what is promised and what is delivered by new recruits, whether that be explicit contractual breaches or an unspoken violation of agreement terms, is going to get heads turning in the opposite direction wondering if the grass really is greener on the other side. This is particularly important when discussing the more intangible aspects of a contract, such as promotions, benefits, or progression opportunities as these sit at the heart of an aspiring professional’s demands in the current day and age. When expectations begin to differ from reality here, it becomes increasingly difficult for a new hire leaving behind a lot of social and company capital to justify sticking with their decision and avoid boomeranging.

The best way, therefore, to eliminate this risk and address any issues brewing under the surface is, perhaps unsurprisingly, regular communication between management and new recruits, whether in the form of check-ins or stay interviews, to get a clear picture of what their experience has been so far compared to the specifics of the job pitched to them at the interview. This helps to bring any disparities to light and enables management to address highlighted discrepancies and misunderstandings early before they evolve into actual psychological contract breaches or a growing resentment towards management for a perceived set of broken promises. This can be further buttressed by a conscious effort beforehand to outline to candidates what is to be expected from a position on offer in interviews, and ensure the right picture is painted from the onset.

Does The Shoe Fit?

Boomerang hires present a fantastic opportunity for employers to approach the skills gap problem from a unique angle – one that offers a lot of value for businesses willing to play their cards right and enables them to bolster their workforce without many of the risks that recruiting a new hire carries. But while they are a unique solution, they only tick some of the boxes that a hiring company will have its eye on and can leave a lot to be desired when applied at scale. They don’t, for example, take into account the changing needs of your business hiring-wise, the changes that will already have taken place in their absence or how the role has evolved to best serve the business’s needs since they left. Unlike a new hire, who is more malleable at the very start of their tenure, and easier to adapt to business demands, a boomerang hire will already have their own ways of working set in stone and can become a square peg in a round hole if not considered carefully beforehand.

Second Chances Require A Second Thought

An equally crucial aspect of their return to look at is the state of their relationship with any existing employees and where this leaves your team morale should they be accepted back into the fold. As it is clear from the data that the reasons for an employee’s departure can at times be vague and ambiguous, there is the risk of unearthing old grudges amongst your current workforce if the cause for resignation was a disconnect between an existing and former employee, especially if it was not made clear beforehand by the boomerang hire pre-departure. The phrase ‘fool me twice’ rings true here for any employer with a boomerang hire at or near the top of their candidate shortlist, as they should only be re-hired if it is absolutely clear the second chance will not be squandered. Without a clear picture of what exactly led to their exit, you are potentially jeopardising the trust and stability of your team.

The Only One-Size-Fits-All-Solution

For hiring problems that present a longstanding challenge to companies looking to add the right skillset to their teams, the services of a specialist recruiter are the future-proof solution. The grasp they have on the market and the experience and know-how they possess in sourcing the talent a business needs, whatever the scale of change present in their hiring practices, provides far more value in the long run than what any boomerang hire can offer. Particularly in a market where change is thrust at us at an extremely rapid rate, the guidance and support they can provide to navigate the hiring process can be invaluable. What the right boomerang hire cannot solve with all its pluses, a specialist recruiter can do with minimal hassle and much, much more.

About Clayton Recruitment

Clayton Recruitment has been partnering with organisations across the country since 1989 and during that time has built up an excellent reputation for trust and reliability.

With specialist divisions covering Commercial, Financial, and Engineering appointments, on a permanent basis.

Click here to speak to one of our experienced specialists or call 01772 259121 for more information on how our exceptional recruitment experience can help your career aspirations.

As a successful professional, be it a Senior figure, Manager, or board member, you are a primary driver of success for your company, determining its growth. Ultimately, you are pivotal in creating your company’s story and building a pathway to its goals. Hopefully, you are experiencing current success and business is doing well – but don’t fall into the trap of overlooking areas where you could improve. It’s easy to become complacent, and before you know it, you will start to slip backwards. So how can you ensure you don’t fail to grow? In the current climate with market forces, as they are, you must strive to remain successful – and the key to that lies in planning. 

Sometimes it’s natural to overlook areas where you could make improvements if the company is experiencing overall success. It’s easy to miss opportunities to progress. Alternatively, you may feel that your business is suffering due to market forces out of your control and you’re unable to take a step forward in the current climate.

However, there are always ways to improve and move forward – and that involves taking a step back, first of all, to review your company holistically; its customers, systems, processes, and people to reassess your goals and ensure you are making the most of your business. 

Talk To Your Clients:

It doesn’t matter how qualified your employees are or what specialist services you provide if you don’t focus on customer service first. Customers define your business, so your priority is to ensure you understand their needs (and indeed challenges).

You can do this by conducting surveys and research – both quantitative and qualitative –  to gain valuable insight. Just ensure that your surveys facilitate honest feedback, or you’ll be wasting your time, and theirs. Having a spotlight on your customers’ thoughts about your service will allow you to leverage the elements that you’re already doing well, as well as focus on any hot spots where you need to reflect and make improvements. It’s essential to take the extra step to make your customers feel valued and unique, so make sure you talk to them and listen to (and address) any problems they have. That way, you will inspire loyalty – and loyal consumers won’t just come back to you – they will recommend their friends and colleagues to you too.

Come Out Of The Bubble: 

In a volatile market – where the economy is impacting all facets of running a business,  one of the quickest ways for a business to stunt its growth and cripple its potential is to conduct business blindly. By that, we mean lacking awareness of what your clients’ needs are, how they have changed over time, and how your competitors have responded to such needs to stay ahead of the curve. It can be tempting to get wrapped up in the business-as-usual of today, respond to immediate needs, and push anything deemed important but not urgent – however this can have disastrous consequences for your company. Opportunities to capitalise on market changes, strike deals with highly after clients or scale business operations can pass you by if you fail to pay attention to how your competitors are conducting their business in the market. Coming out of your ‘bubble’ to look at other companies in your market and/or region can really impact how you trade competitively. As the saying goes, ‘no man is an island’ and if you’re looking to increase market share, you need to fully understand where and with whom that market is buying from.

This makes the presence of a regularly updated and detailed target persona an absolute must in your business strategy as it will ensure you have a Unique Selling Point that is consistent. A target persona consists of who your clients are, where their interests lie, what pain points they have, what they want from your services, and much more. Having this level of insight into your target market enables you to not only address their problems at the right time, but it also allows you to make your marketing and specifically your branding effective by communicating your USP at every touchpoint of the buyer cycle. This helps to create a strong brand that utilises both its position and performance in the marketplace to develop a reputation for being an excellent company to do business with. 

Lack of an EVP: 

Going back to red flag number one, a company’s culture, people strategy, and EVP (Employee Value Proposition) live or dies by its values as that forms the foundation for its competence in attracting, retaining, and developing top legal talent. As legal professionals are now becoming increasingly demanding in their search for the ideal employer, one of the biggest mistakes any company can make in today’s market is failing to consider the priorities and preferences of its employees or jobseekers they are looking to attract. Without such a foundation, it is incredibly easy for a company to slip into reactive mode and allow external factors such as economic pressures, market changes, and consequently, business performance to dictate how it treats its employees.  

And even though you will hopefully have ironed out your values as a business at this point, it does not guarantee immunity from making such blunders. The key to a strong EVP is the ability to create and sustain a positive, productive workforce, and that is only made possible through a regular, honest, and thorough review of your people strategy, to ensure your company culture and environment remain the focus of it, and not the business goals – no matter the external or internal situation at hand.

According to Brett Minchington, who coined the phrase Employee Value Proposition in the first place, this comes down to largely five elements:

• Fair pay

• Personal development and growth

• Meaningful work, making a contribution

• Good reputation

• Working with friendly colleagues

Your work environment should have employees feeling valued, respected, and motivated and should regularly facilitate open communication, effective collaboration, and a healthy work-life balance. We have seen a big shift in the market in recent years towards flexibility, hybrid working, and employee satisfaction so ensure that your EVP focuses on these areas while remaining aligned with your goals for business growth. 

Consider Your Leadership Contingent – Are They Suitable For That Role? 

The last few years have been challenging for the legal sector. Dealing with the fallout of the pandemic, increased workload, and the impact of overworking on employees’ well-being means that many companies also now need to uplevel their leadership skills alongside recruiting new hires into their teams to lead their business moving forward.

In turbulent times, everyone looks to great leaders for guidance. Leadership resonates throughout a business, and the quality of your leadership can be the difference between your business’s ultimate success or failure.

A successful law firm requires leadership that is transparent, emotionally intelligent, resilient, empathetic, focused, and inspiring.

If you believe your leadership could develop in some of these areas further, take steps now. Training in personal development and upskilling where needed will enable you to lead from the front. Failure to invest in leadership will result in good ideas coming to nothing, so start at the top. 

Invest In Building A Top Team 

A high-performing team is what any employer would want. A high-performing team of solicitors that is efficient, drives profits and gets results is no doubt the utopia that business leaders strive for, which requires excellent leadership, support in their development, and constant engagement (even before any recruits join the business).

Developing a high-performing team that works collaboratively will enable your company to achieve its goals, both short and long-term. It will create a positive mindset and ethos of encouragement and positivity that will allow your business to excel and grow, keeping you ahead of the pack in a competitive marketplace and making your company attractive to further top talent.

As part of this, professional development should play a significant role in ensuring your team keeps ahead of trends. Training and development of both hard and soft skills will not only instill a sense of pride in specialist knowledge and ability but also make employees feel valued by the company. This, in turn, will lead to better staff retention saving you the costs of hiring and onboarding new employees. Additionally, happy staff are more productive, so you will see positive developments in the bottom line. In a working environment where individuals are part of a capable team, the quality of an individual’s sense of purpose in understanding big goals is enhanced. They feel ‘included’ in decisions, and their ideas and concerns are listened to and acted on. 

Keep On Top Of (And Ahead) Of Tech  

Many sectors today are growing at a rapid pace. If you’re standing still in terms of digital competence, then you might as well be going backwards. Using digital strategies to facilitate and drive your business growth allows you to reach a much larger number of potential clients than ever before. As well as building your client base, if you regularly post industry articles online, you will develop a reputation as being an authority in your specialist areas – attracting both top talent to want to work for you as well as establishing you as a credible company in the eyes of competitors. Your website should also reflect your forward-thinking by embracing new technology. Refining your online platform will make it more responsive, and maximizing your SEO will enable you to reach more viewers online, as well as offer you the opportunity to connect and network with others – crucial in moving forward. Additionally, a social media strategy will enable you to reach more clients, develop relationships and strengthen existing ones, gain insight into competitors, and demonstrate your industry knowledge. 

Plan For Headcount Growth Early 

As companies consider their strategy and business objectives, whether that’s on a quarterly basis as a checkpoint, or a typical 1-, 3- and 5-year plan, any kind of compound growth inevitably goes hand in hand with the need to increase headcount and upskill where required.

Companies may have their own Hiring Managers whose remit is to attract new talent to the business, or this may fall to HR in some cases. Either way, reaching out to a specialist recruiter as those strategic discussions are taking place will undoubtedly pay dividends in the long run to get a true birds-eye view of the market, your competitors, the movement of talent (and scarcity which may impact your plans) – invaluable insight that you can readily tap in to.

Ultimately, a strategic plan is the tool that will enable you to move forward and grow your business. Using your knowledge of what has worked well previously, you can build a pathway to achieve your ultimate goals, avoiding strategies that have failed in the past. A good plan will move you from where you are now to where you want to be. Including milestones, and achievements will keep you focused on the end goals and provide you and your team with motivation along the way. Make your strategic plan achievable (but aspirational) and timely – and don’t be afraid to amend it as you progress if your business’s requirements change.  

About Clayton Recruitment

Clayton Recruitment has been partnering with organisations across the country since 1989, and during that time has built up an excellent reputation for trust and reliability.

With specialist divisions covering Commercial, Financial, Marketing and Engineering appointments, on a permanent basis.

Whether you are looking for your next career move, or your next hire as a business owner or HR professional – we can help. Call us on 01772 259 121.

In today’s competitive job market, it’s more important than ever for candidate profiles to stand out. With digital channels such as LinkedIn (often seen as an online CV) and video platforms becoming the norm, it’s quite normal to consider where the traditional CV lies in all of this. Is crafting a 2-4 page document still worth your time and effort as a jobseeker?

In short – absolutely.

The CV (Curriculum Vitae) continues to play a crucial role in the job application process. It serves as a summary of an individual’s skills, qualifications, and experiences, showcasing their suitability for a particular role. But have you ever wondered how this document came to be and how it has evolved over time?

Here we look at the history of the CV, from its humble beginnings to the digital age, and explore its impact on the job search process – and its future.

The Birth of the CV

The origins of the CV can be traced back to the Renaissance era, specifically to the genius mind of Leonardo Da Vinci. In 1482, Da Vinci, in search of work, crafted a letter to the Duke of Milan, outlining his skills and experiences in various fields such as engineering, sculpture, and bridge-building. This letter is often considered to be the first official CV on record. Although Da Vinci did not secure the job he sought, his innovative approach to presenting his qualifications set a precedent for future job seekers.

The Middle Ages: Portfolios and Personal Profiles

While the concept of a formal CV did not exist during the Middle Ages, there were instances of artists and inventors creating portfolios to showcase their work. These portfolios, often referred to as sketchbooks, contained designs, sketches, and examples of their craftsmanship. One notable example is Villard de Honnecourt’s portfolio, which dates back to the 13th Century and includes architectural drawings and mechanical designs. These portfolios served as a visual representation of the artist’s capabilities and can be seen as precursors to the modern-day CV.

The 20th Century: Newspapers and the Rise of the Modern CV

In the early 20th century, job applications predominantly relied on newspaper advertisements. Applicants would submit handwritten or typed resumes, which included personal details such as age, height, weight, and marital status. These characteristics, as you would imagine, were often used as discriminatory factors in the hiring process. However, as societal norms progressed, legislation was implemented to address these biases. The inclusion of hobbies and interests in resumes became popular in the 1960s, allowing job seekers to showcase their personality and interests beyond their professional qualifications.

The Internet Age: Online Job Boards and the Power of LinkedIn

With the advent of the Internet, job searching underwent a significant transformation. Online job boards, such as Monster.com, emerged in the 1990s, providing a digital platform for job seekers to submit their resumes and connect with potential employers. The rise of social media further revolutionized the job search process, with LinkedIn leading the way as a professional networking platform. Launched in 2003, LinkedIn allowed individuals to create online profiles, highlighting their skills, experiences, and professional achievements. It became a valuable resource for recruiters and job seekers alike, providing opportunities for networking and job discovery.

The Future of the CV: Multimedia Resumes and Personal Branding

As technology continues to advance, the CV is likely to undergo further changes in the future. Multimedia CVs, incorporating elements such as videos, infographics, and interactive content, have gained traction in recent years. These dynamic platforms offer job seekers a unique opportunity to showcase their skills and creativity in a visually engaging format. Additionally, personal branding has become increasingly important in the job search process. Job seekers are encouraged to cultivate an online presence through social media platforms, personal websites, and blogs, allowing them to showcase their expertise and stand out from the competition.

The Role of the CV in the Modern Job Application Process

Whatever the design and format, the CV has become an essential tool for both job seekers and employers in the modern job application process. It serves as a snapshot of an individual’s qualifications and experiences, providing employers with valuable insights into a candidate’s suitability for a particular role. However, the evolution of the CV has brought about new challenges and considerations. Job seekers must adapt to changing trends, ensuring that their CVs align with current expectations and industry standards. Employers, on the other hand, must navigate through a vast pool of applicants, leveraging technology and innovative recruitment strategies to identify the most qualified candidates.

Changing Candidates’ Approach to Job Searching

The evolution of the CV has also influenced how candidates approach the job search process. Job seekers are now more proactive in building their personal brand and online presence, recognising the importance of networking and showcasing their skills beyond the confines of a traditional CV. They are leveraging social media platforms, professional networking sites, and online portfolios to engage with potential employers and demonstrate their expertise. Additionally, the accessibility of online job boards and digital application processes has made job searching more convenient and efficient, allowing candidates to explore a wider range of opportunities.

The Impact of Technology on the CV

Technology has played a significant role in shaping the evolution of the CV. The shift from paper-based CVs to digital formats has streamlined the application process, making it easier for candidates to submit their credentials and for employers to review applications. Applicant Tracking Systems (ATS) have also become prevalent, enabling employers to efficiently screen and manage large volumes of documents. However, it is important for job seekers to optimize their CVs for ATS compatibility by using relevant keywords and formatting techniques.

Other AI-focused platforms that can help jobseekers appear on the market almost weekly – and whilst it becomes hard to see what is truly useful and what is a distraction, there is certainly more in development that can help to elevate your profile.

The Importance of Continuous Learning and Adaptation

As the job market continues to evolve, it is crucial for both job seekers and employers to stay abreast of industry trends and adapt their strategies accordingly. Job seekers should invest in continuous learning and skills development to remain competitive in a rapidly changing landscape. Employers, on the other hand, must embrace innovative recruitment practices, leveraging technology and data-driven insights to identify the best talent. The CV, as a reflection of an individual’s qualifications and experiences, will continue to be a fundamental tool in the job search process, but its form and presentation may continue to evolve.

Conclusion

The evolution of the CV from its humble beginnings to the digital age exemplifies the dynamic nature of the job search process. Leonardo Da Vinci’s letter to the Duke of Milan marked the birth of the CV, setting the stage for centuries of innovation and adaptation. From portfolios in the Middle Ages to the rise of online job boards and professional networking sites, technology has continually shaped the way job seekers present themselves and connect with potential employers. As we look to the future, multimedia CVs and personal branding will likely play an even greater role in the job search process. However, amidst these changes, the fundamental purpose of the CV remains the same – to showcase one’s qualifications, experiences, and potential to prospective employers.

We have a number of resources and guides about what to include in your CVs (and indeed, what to leave off) – CLICK HERE TO ACCESS THOSE.

Whether printed and taken into an interview, uploaded to a role profile online, or sent as a PDF speculatively to a potential employer, the 2-3 page document certainly has to work hard to confidently ‘sell’ your suitability for the job in question. That’s why it’s also worth enlisting the help of a specialist recruiter to represent you in the market. A good recruiter will take the time to get to know you – your skills and strengths, and how to leverage these when talking to a hiring manager. They will also help to bring your 2-D document to life, talking to the hiring companies about your suitability, how they envisage you fit in with the culture, and the driving force behind your move.

About Clayton Recruitment

Clayton Recruitment has been partnering with organisations across the country since 1989, and during that time has built up an excellent reputation for trust and reliability. With specialist divisions covering Commercial, Financial, and Engineering appointments, on a permanent basis.

If you are looking for your next career move, we can help. Call us on 01772 259 121 or email us here.

In the last few years, and notably since the pandemic, the hiring landscape across the World of Work has presented a number of challenges.

Some businesses were forced down a redundancy route, whilst others, despite the appetite and budget to grow, were met with an apathetic talent pool and skills shortage.

What is a common challenge for all businesses, almost irrespective of market conditions, is the importance of getting hiring decisions right – the first time.

That said, with competition for the best talent on the market the fiercest it’s ever been, the time, resources and money spent on training a new hire make the investment stakes in recruitment & onboarding far too high for the hire in question to underperform. Not only does this put your company in the awkward position of restarting that recruitment process to look for a replacement, but it also means that possibly more time & resources will need to be spent to avoid such an issue the second time round.

Here we look at the real cost of a bad hire in the current market and what you as an employer can do to mitigate any risks in your recruitment process.

The Consequences of a ‘Bad’ Hire

Fact – making the wrong hiring decision costs your business money.

What is shocking is not only the number of poor hiring decisions that are made but how little hiring managers are aware of the true cost involved, especially considering how cut-throat the current market has become in a post-pandemic era. According to a study done by the Recruitment & Employment Confederation, 85% of HR decision-makers admitted their company had hired someone who was not right for the job and despite 33% of businesses not believing it to cost their business anything, it was found in the same report that a poor hire at manager-level with a salary of £42k can cost a business over £132k – more than 3 times the person’s annual salary – when factoring in costs for training, onboarding and more.

Due to significant growth in some sectors, some companies have struggled to find the right talent to meet their needs – which has led to a lot of rushed hiring decisions and consequently, an uphill struggle to adequately replace them. When considering how much time & resources are wasted on a bad hire, how much it takes to find and recruit a new one and the risk factor that virtual interviews and onboarding processes now bring into the equation, having to replace a bad hire is far too costly a venture for businesses to make in 2024.

The key is finding the right candidate for your vacancy who not only ticks the boxes in relation to the role, but who will also fit in with the existing team, who can envisage a long-term future with you, and who has room (and the desire) to grow professionally.

Hiring In The New World – What to Hire for Now?

It starts with establishing what you are looking for in your ideal hire, what they are looking for from you and how you are going to find a sizeable overlap between the two. Only when this occurs will you get the right ‘fit’ – the ideal candidate that wants to stay and build their career at your company.

However, as you will likely have noticed by now, what candidates are looking for has changed somewhat. Flexible and hybrid working now sits near the top of their priority lists as the value of an employer that can offer such arrangements is now very apparent, considering the positive impact it has been shown to have on employee performance due to a greater work-life balance.

Additionally, with candidates now in a time where they are always connected enough to express as well as access a range of opinions however and whenever they wish, they are now increasingly looking for companies with a strong employer brand. Thus, in an industry where reputation rules, how your company comes across on a cultural level to the average candidate is now more important than ever. With increased importance placed on DEI and an imperative now placed on employers to support candidates on all sides of the neurodiversity spectrum, how your employer brand positions your business to compete beyond things like remuneration and job titles and offer such candidates something more, now becomes the difference between a great hire and a bad one.

If you aren’t making the ‘right’ offer to today’s talent, you will find your applicant shortlists filled with candidates who don’t meet your expectations. When the time comes to make a hiring decision, the chance of you making the ‘wrong’ recruitment decision will then be significantly higher due to your reduced talent pool both in terms of volume and ‘quality’.

If you want to know what turns heads amongst candidates, and how to rework your hiring practices to better bridge that gap between what candidates want and what you offer, check out our guide on how to tap into what candidates today are looking for.

The Importance of Head-Turning Job Ads to Do The Heavy Lifting

When it comes to your hiring requirements, and the importance of getting the attention of the right talent the first time around, how your job descriptions are written is key. Despite how much the hiring landscape has evolved in recent years, candidates still rely on engaging and effective job descriptions to determine which role is the best fit for them personally and professionally.

Your job descriptions should not only be informative about the role but should also be easily accessible, communicate your EVP clearly, be transparent about the candidate experience during and after hiring and ensure inclusivity in all stages of the hiring process. It’s also important to consider whether the skills and personality traits you usually look for in your employees have changed. Many specialisms have exploded since the pandemic, you may want to ensure your job adverts aren’t alienating the right talent with hyperbolic language or setting rigid and unnecessary requirements that can deter otherwise well-suited candidates.

Mitigating The Risk By Enlisting The Help Of Experts

Whilst the hire/no-hire decision ultimately comes down to the company in question, using the services of a specialist recruiter will also help to ensure that only the right candidates are short-listed from the get-go. Not only will using a 3rd party save time – especially in the early stages of reviewing CVs and applications, you will also have access to passive talent; widening the net and ensuring that the role(s) in question are visible to a much larger talent pool.

What’s more, many agencies also offer retained services as well as contingency, with additional features designed to impact the likelihood of a successful outcome.

This model is often more rigorous in nature and may include additional features such as:

• Bespoke market mapping
• Salary benchmarking intel
• Psychometric testing
• Video interviews and candidate profiling
• Dedicated Account Manager or team of specialist consultants<
• Regular face-to-face updates and reporting/analysis
• Strategic headhunting
• Integrated marketing campaigns including advertising

Whilst there is no absolute guarantee that your new hire won’t leave through utilising a recruitment agency, the belt-and-braces approach and additional screening will undoubtedly help to mitigate that risk.

Finally

Remember that if you want to avoid making the wrong hire, you need to find candidates who are truly a great fit, not someone who will be looking for a new role in a few months. It starts with plugging in those gaps in your value proposition (and communicating that expertly) but it certainly doesn’t continue without enlisting specialist help in the recruitment process. If you find yourself in a position where your hiring struggles are best dealt with alongside a recruitment expert, you’re in luck. At Clayton Recruitment we pride ourselves on turning such struggles into success stories and with a team of experienced consultants on hand to help, we can deliver you the right fit, first time. Give us a call on 01772 259 121 or get in touch here.

About Clayton Recruitment

Clayton Recruitment has been partnering with organisations across the country since 1989, and during that time has built up an excellent reputation for trust and reliability. With specialist divisions covering Commercial, Financial, and Engineering appointments, on a permanent basis.

If you are looking for your next career move, we can help. Call us on 01772 259 121 or email us here.

The sudden emergence of AI onto the hiring scene has brought in a wave of changes that have transformed how job seekers and recruiters alike approach recruitment and job hunting. With the growing importance of the role of AI in recruitment has come an evolution of a similar ilk in the job search process for candidates on the job market, and in recent months much has been written about how they can leverage tools such as ChatGPT and AI Resume Writer to get the most out of their job search efforts.

However, in order to fully reap the benefits of AI technology as an active jobseeker, a thorough understanding of what exactly AI has brought to the hiring landscape on both sides of the playing field is essential, as one must first know the role of AI in the recruitment process of hiring companies to better understand how it will inform and change your approach to job hunting, as well as understand where it offers many benefits and where it shows its limitations.

Used long since its recent evolution into a highly influential tool for hiring managers, AI has been playing a simple but necessary role in the early stages of the hiring process for over the past two decades, helping companies sort through long lists of candidate applications by automating profile evaluation, and effectively streamlining hiring practices in a variety of other ways to optimise recruitment efforts. And, with how businesses have been forced to adapt in a cut-throat post-pandemic market and economic climate, its importance has only grown.

Shrinking recruiting budgets and growing talent pools have meant that digital technologies have begun playing an increasingly decisive role in the outcome of job seekers’ fates employment-wise. Although in some cases, pertinent (and valid) questions are being asked about transparency and accountability, particularly with how easily it can reflect the biases of its users, and ultimately exacerbate the issue it was meant to eliminate.

With the role of AI in hiring set to only expand in the near future, the importance of being aware of where exactly the winnable battles lie in the job application process – whether that be with the bots or their employers – has never been more crucial for a job seeker.

Beating the Bots

It might come across as stating the obvious considering the nature of the process but automated software used in hiring tends to eliminate far more candidates than those pushed through to the next stages. What is rather surprising from this fact is the implication that it’s rarely the most qualified person who gets the job, as stated by career coach and CV writer Lauren Milligan. This is, unsurprisingly due to the cut-throat efficiency with which AI software operates, and when employed in the initial screening stage in the hiring process, can mean candidates’ dreams of securing a highly desired role are over before it’s even begun, despite pouring hours into crafting the perfect CV or cover letter to avoid such a fate.

This won’t be news to some, however, as many are already aware of how these kinds of AI software, usually known as Applicant Tracking Systems (ATS), operate. Their use of keyword matching, to assess your fit based on the extent of the match between your skills and experience and those listed in the job description, has become common knowledge amongst candidates, but it can mean that applicants who are otherwise very much qualified but without the necessary overlap between the required & acquired skills (usually between 70-80%) get cut out.

Another important, but perhaps less known and yet obvious point about how ATS’ work is the chronological order in which they sort through candidate applications. These systems will usually have a cut-off point on their list of applicants in order to save time and efficiently deal with roles oversaturated with job applications. This can mean that regardless of whether or not you have applied the above tips to your job search efforts, the success of your application can hinge on which end of the applicant list you end up on – in other words, how early or how late you apply for any role. Do it too close to the given deadline and even if you did submit it on time, your application will likely end up being dropped simply because it happened to be below the cut-off point.

To this end, employing AI to cut down on the time spent searching for a role by taking your use of it, is now a necessity rather than an option for active job seekers. Fortunately, with how frankly overwhelmed candidates are today by the number and accessibility of AI tools available to aid them in their job search, getting your application axed early is now a very avoidable fate.

Job seekers have the opportunity to optimise their CV to match the job description as accurately as possible and pass that initial litmus test by employing the use of AI CV writer tools, to help to write, suggest edits to and include the right keywords in their CV. While these tools don’t have a steep learning curve, there are pointers that could prove helpful in utilising them well.

Feeding The Hopper – Getting Out What You Put In

One of the biggest tips when using any AI tool to generate content is to give it as much context and detail as you can, as the quality of the desired piece (to a degree) depends on what information you provide it. So when writing CVs, using AI tools such as ChatGPT and Resume Kicker, it’s a good idea to provide context regarding your background, achievements, education and work experience, making sure to add in measurable results to back up career achievements like percentages, ranges, findings, as these are things AI tools like ChatGPT won’t automatically know or might fabricate if you don’t tell it.

Some other tools like KickResume or Rezi require just the job title and generate job titles that match it in a bullet point format. Obviously, you are free to change this to your liking as long as it accurately reflects your experience and roles.

A Step-By-Step Approach

If you do choose to utilise an AI tool to support, it is a well-known no-no to write the whole document from scratch, simply because it increases the likelihood of fabricated details being added to your draft. A better approach would be to do it section by section, beginning with your personal statement, then your experience & responsibilities, then your achievements, and so on. This not only helps to avoid having false information but it also makes it easier to spot it as you work through your draft section by section, should it still be added in, and allows you to better format your CV while doing so.

Find Tools To Support (Not Replace) Your ’Marketing’

When employing AI to help craft your CV or Cover letter), utilising tools that simulate the keyword-matching process is useful as they can scan your document for keywords/phrases relevant to the job description.

This is where the crux of the issue lies when trying to get past any ATS and as previously mentioned, a failure to do this can make other efforts to get your foot through the door meaningless, even if you do have the right skills and credentials for the role in question.

There is specific software on the market now such as TheProfessional.Me to address just this; with both CV scanning and CV writing tools to analyse your job descriptions and include relevant keywords. There are also browser plugins like Jobanalytics, which work in a similar manner, to ensure that your CV has a high enough keyword match to be considered eligible by the ATS.

Forget Your Formatting At Your Peril

When it comes to CV formatting and layout, keeping this clean and simple is just good advice to ensure your salient points are clear and don’t get lost.  Plus, your formatting must be simplistic so it is as easy to scan as possible  – both physically by a hiring manager and by any ATS platforms used. The reason for this is that ATS’ usually reject CVs with more complex formatting elements such as boxes, tables or graphics and favours CVs with a more traditional layout as they are easier to analyse. While this can undermine attempts from candidates to convey a strong personal brand through their CVs and Cover Letters (more on this later), it is necessary to avoid getting booted by the system automatically, especially if your CV ticks all the other boxes. So be sure to space out your sentences and structure them in an easily digestible format, using bullet points and professional fonts like Times New Roman.

Tidying Up Your Digital Footprint

If you use AI tools to update and refine your CV, you’ll also want to update your online CV too – namely, your LinkedIn profile. Optimising your work experience here is key to include keywords and phrases relevant to the type of role you want. Go into as much detail as you are able and don’t forget to include any tangible results that back up any statements.

Whilst a CV builder can certainly help to lay the foundations, quite simply, this is the one area it won’t be able to finesse as this knowledge lies with you – so be prepared once again to adapt, edit, and personalise your profile accordingly.

Preparation Support For Interviews

As you progress down the recruitment process as a jobseeker, AI tools are flooding the market to help here too. Take ChatGPT for example which can simulate mock interviews or provide a list of questions that it recommends you ask as a candidate looking for a role in a specific practice area.

Google meanwhile has developed its own interview-preparation tool, Interview Warmup where you are asked to ‘speak’ your answers out loud whilst the tool transcribes and then provides insights into what you said.

This is a great tool to not only give you a chance to practice and perfect your responses, but also to learn about your pace, word choices, intonation, and hesitations. Being aware of these (and what you need to improve on) will undoubtedly help you to prepare for the day in question.

However, what such tools won’t give you is insight on the ‘typical’ questions asked by that particular company; what the hiring manager is looking for specifically, any intel on how previous interviews with that company have tended to run, or the inside track on the vacancy, make up of the team, or historic hiring activity.

Can AI Really Do It All?

While AI brings numerous benefits it’s important to acknowledge some potential drawbacks as well – at least for the time being.

CVs and cover letters are still as important as ever to do the heavy lifting when it comes to getting your profile noticed – whether that’s for a direct job application, a speculative send to an employer, or when you register with a recruitment agency to represent you in the market. And, whilst AI tools can certainly give you a foundation on which to build your content, it is unlikely to suitably represent your own personality. Rather, without intervention, you run the risk of producing an identikit CV containing the same words, phrases, and points as another professional applying for the role who has done the same.

Yes – in some ways, it levels the playing field as you no longer have to be a wordsmith to craft a well-honed CV. However, in other ways, as the use of AI becomes more widely adopted, it becomes increasingly more difficult to genuinely stand out.

In Conclusion

AI is revolutionising most industries in some way shape or form, and the world of hiring and recruitment is no exception.

Tools and platforms purporting to make the road to a new role easier appear to launch in the market at a rate of knots, offering all kinds of services from CV writing and screening, to job matching, virtual career advisors, LinkedIn optimisation, and document creation.

Undoubtedly there are numerous benefits to job seekers who often are time-poor, to help at least get a good foundation on their ‘marketing’ collateral. However, it’s important to remember that AI is not a substitute for human involvement or insight.

The human touch and intuition still play a crucial role, especially when assessing soft skills and cultural fit. Registration with a reputable specialist recruitment agency will help to fill this gap, and can help to give you the inside track on hiring, the background to that position being open, other opportunities not advertised in the open market, and support as you prepare to interview.

And,  whilst it is our job to shout from the rooftops why aspiring professionals should use the services of a recruitment consultant to give them a tangible step up and competitive advantage, now more than ever, those who are tapping into the sector expertise of agencies are reaping the benefits and continuing their own journeys of career progression – even if they are dipping their toe into the world of AI.

About Clayton Recruitment

Clayton Recruitment has been partnering with organisations across the country since 1989, and during that time has built up an excellent reputation for trust and reliability. With specialist divisions covering Commercial, Financial, and Engineering appointments, on a permanent basis.

If you are looking for your next career move, we can help. Call us on 01772 259 121 or email us here.

One factor that all businesses face at some point in their future, is the potential disruption that comes with a key individual leaving – be that for another role, or as they head towards retirement.

And whilst you hopefully have a succession plan and strategy in place ready to put into action, realistically it could take several weeks or months before you find a suitable candidate that fits the bill on all fronts.

Enlisting the help of a specialist recruiter will no doubt pay dividends here, and as part of your overall hiring strategy, is key to ensure you kick start the process and find a suitable candidate as soon as possible. This is of particular importance if the leaving employee will directly impact the bottom line with their impending departure.

But if you only hire every now and again, you will also have to go through the process of researching which agency is the most suitable. Which has a good reputation in the market? Which are likely to have a ready talent pool of individuals? Which offers the most ‘value’ when it comes to their fees and terms of business? This in itself can take much-needed time and a concerted effort to ensure the agency/agencies fully understand your business and your hiring requirements.

An Alternative Scenario?

Whilst the impact of a key individual leaving will still be felt by the company, you may be in a position as a business where the first step is to refer to your Preferred Supplier List (PSL). Depending on your prior relationship, the process is likely to be much more simplified, whereby you make contact and are instantly connected to a recruiter who knows you, your business, your ethos, and exactly what you need.

They may even have someone in the pipeline already who’s ideal for you.

Which of the above scenarios do you prefer to be in?

When you’re busy running your own business, we know all too well that time is often, money – and is a scarce resource in itself. Streamlining processes, without compromising on your requirements or cutting corners is key – and establishing a PSL may prove invaluable to get the best out of your hiring efforts.

In this blog, we look at the many benefits it can provide:

Time-Saving

We’re sure you’re well aware of how time-consuming and exhausting looking for the right candidate can be, and this is firstly, and perhaps most obviously, where having a PSL can be advantageous, as it will help to save you a potentially inordinate amount of time in the whole process – especially as you will have built up that trust with the recruiting agency already.

A good recruiter will have the network connections, industry knowledge and insider information on candidate movement in your specific area of expertise. They should also have a talent pool of passive candidates not presently searching for roles, but are already engaged and have built up their own trust of the recruitment brand as a credible resource when that sentiment changes. Agencies will also have a wider awareness of your competitors – who are also operating within the same market and are on a growth trajectory or looking to back-fill roles where individuals have left.

Having this at the fingertips helps to speed up the entire process and eliminate potential sources of stress for your recruitment team. Additionally, your PSL will provide you with a list of pre-approved agencies who have already committed to an agreed rate and service level, so there will be no need for further lengthy negotiations. As a result, what might take you weeks or even months to achieve can frequently be actioned in a matter of days.

Reduced Costs & Increased Value

Whilst recruitment costs are still a consideration, having a PSL in place can create a huge amount of value and a cost reduction for your business in a number of ways.

With a PSL in place, organisations can significantly expedite the end-to-end process. Instead of starting from scratch with supplier evaluations and negotiations each time a need arises, they can turn to their trusted list of pre-approved suppliers, saving valuable time and resources.

Such agreements often enable organisations to negotiate favourable terms and pricing with their preferred agencies too – especially if there is a volume of hires required (and an exclusivity clause in place).

Having gone through a vetting and selection process prior, companies will also ensure a level of quality and reliability in the services they procure. In turn, this mitigates certain ‘risks’, ensuring that the agency in question adheres to legal, professional, and any regulatory standards – and ultimately negates the likelihood of costly disruptions down the line.

A Re-Focus On Core Competencies

Embracing a Preferred Supplier List empowers companies to redirect their invaluable internal resources towards honing and excelling in their core competencies – whether that’s in a HR or hiring capacity, or if the key employees within the business are involved in the wider process.

This strategic move frees them from the time-consuming and resource-draining tasks associated with advertising, CV reviewing, shortlisting, negotiation, and management of the process. As a result, teams can channel their expertise and energy into innovating, strategising, and delivering exceptional value to their clients and stakeholders.

In this way, a PSL becomes not just a cost-saving measure but a catalyst for organisational growth and excellence, ensuring that the company remains agile and competitive in its area of expertise.

Continuous Improvement In Your Supply Chain

PSLs offer a dynamic framework that goes beyond initial supplier selection and contract negotiation. They facilitate a culture of continuous improvement among suppliers. This ongoing process involves regular performance evaluations and feedback mechanisms that encourage suppliers to consistently enhance their quality and service levels.

Through periodic assessments and audits, businesses will identify areas where suppliers excel and areas in need of improvement. This data-driven approach allows for constructive dialogue, helping agencies continually understand the business’s evolving needs and expectations.

Through periodic assessments and audits, businesses will identify areas where suppliers excel and areas in need of improvement. This data-driven approach allows for constructive dialogue, helping agencies continually understand the business’s evolving needs and expectations.

Moreover, the feedback loop in a PSL fosters innovation. Agencies will proactively propose new ideas, technologies, or process enhancements that can benefit the business and impact the hiring strategy more widely. These innovations can lead to more efficient operations, cost savings, and better outcomes, all of which contribute to a stronger partnership for all parties.

PSL Vs. Exclusivity

A PSL and an exclusivity agreement are two distinct but equally valuable arrangements that a business can employ to optimise its supplier relationships and get the most out of these for a successful outcome; namely, a new hire that is a great fit on all fronts.

If a PSL is not a desired route, an alternative option would be an exclusivity or agreement granted to a single agency with exclusive rights to hire for a particular role/roles.

While both options offer advantages, they do serve different strategic purposes. A PSL provides flexibility by offering a range of pre-vetted options for various needs, promoting competition and potentially lower costs. Exclusivity agreements, on the other hand, foster deeper, exclusive partnerships with agencies, which can be beneficial when a specific hire is needed, ensuring consistency and a focused supplier relationship.

Ultimately, the choice between a PSL and an exclusivity agreement depends on the business’s specific needs, priorities, and the nature of its supplier relationships. Both approaches aim to enhance efficiency, reduce risk, and create value, but they do so through different means.

In Conclusion

If you are responsible for hiring within your company – either wholly, or as part of your role, one of the choices you have as part of your hiring strategy is whether you go it alone, or enlist the services of a recruitment specialist.

This decision may be based on a number of variables including budget, speed (the need to get the position filled quickly), and the potential scarcity in the market of the hire(s) in question.

External factors may also impact the decision. The current market, still impacted by headwinds from the pandemic, is undeniably tough as we enter a new year against a backdrop of economic uncertainty and a much-publicised skills shortage. Attracting (and then retaining) talent can be arduous at the best of times, but balancing squeezed budgets, keeping existing staff engaged, and still focusing on growth and expansion is certainly a big ask for companies who also have the ‘day job’ to do.

Consideration of a PSL, an exclusivity agreement, or even a retained recruitment service is worth doing – each with their own unique benefits and advantages but all focused on a collaborative approach to sourcing the next hire for your company.

About Clayton Recruitment

Clayton Recruitment has been partnering with organisations across the country since 1989 and during that time has built up an excellent reputation for trust and reliability.

With specialist divisions covering Commercial, Financial, and Engineering appointments, on a permanent basis.

If you are looking for your next career move, we can help. Call us on 01772 259 121 or email us here.