When discussing the biggest drivers of change in the digital age over the last decade, it can be said that the influence that social media holds in this regard is almost unparalleled. Not only has it transformed how we communicate, work, network and collaborate but it has been directly responsible for so many success stories – both on a personal and corporate level, with social proof now being a key (and highly coveted) attribute in brand (and reputation) building, and directly responsible for ‘lead’ generation and growth.

Social media in general is now integral to businesses’ understanding of their market’s behaviour (and that of their customers/clients) and consequently their own value as a business. Many companies today are well aware of its influence, and that these channels of communication are often the first place prospective customers can find them to get a sense of whether they are the right company to work with – as well as future employees.

Where Does It Fit In Your Hiring Strategy?

As far as hiring is concerned, it has now become an indispensable tool, given the potential scale of its reach, as well as the accessibility and cost-efficacy it offers compared to other traditional marketing means. With over 80% of jobseekers known to use social media in their job search and 73% of millennials (18-34 age group) having acquired their last position through a social media platform, its role in recruitment is only set to grow in the coming years, making the need to understand how best to leverage its value even more of an imperative.

As such, we have outlined in this blog how you can utilise it to bolster your brand and business impact and highlight your company to candidates as the employer of choice.

Picking Your Channels

A big part of effective marketing of your business on social media involves deciding what channels are best suited to support and further bolster your efforts. Not all channels will work to this end, and if not selectively picked, you could find yourself speaking into the void, with little understanding or clarity about whether or not your target market has a presence there, or whether it’s a good fit for certain demographics over others.

LinkedIn remains the clear choice for any business looking to expand their reach and give their content maximum visibility to establish their brand as thought leaders and experts in their field – but also as an employer of choice that celebrates the success of their people, and champions individuals.

Facebook is also a worthwhile investment reach-wise, particularly for building local organic brand awareness and community engagement.

Instagram meanwhile offers a real opportunity for businesses to showcase their company culture, and show rather than tell the personality behind the professionals.

X (‘formerly Twitter) works best for more real-time commentary and trend-oriented discussions, as well as quick updates.

TikTok may not be the first channel that springs to mind when it comes to a recruitment focus – but there is no denying that it is a formidable force with global reach and attention, particularly amongst the younger demographics such as Gen Z who will soon become the dominant workforce cohort within the next year or so. Employee-led content could be utilised here if you have brand advocates, as well as being able to bring the working environment and culture to life.

Whatever channel you decide to utilise, it’s crucial that you ensure it facilitates and supports the growth of your business, as a social media strategy done right offers an immense opportunity to not only influence the conversation amongst your target audience but gain a significant advantage over competitors and earmark your company as trustworthy experts.

Using Multi-Media to Build a Robust Content Plan

LinkedIn is a natural vehicle to build your profile – your company page is easy to follow and allows you to share the level of clients you work with and your company culture but your employees’ profiles are an even greater channel of communication for your company’s brand – as the platform itself favours individual and user generated form of content, particularly those that aim to establish thought leadership among their audience.

Building a robust content plan that incorporates multimedia elements such as videos, photographs, podcasts, and compelling content is instrumental in conveying the essence of your business and creating a compelling narrative that resonates with candidates – these can be huge convincers of what it could be like to join your company; therefore, communicating consistently is key.

Showcasing your company’s achievements, CSR activities, and the personalities behind your team through engaging multimedia content can significantly influence talent’s perception of your business and attract top candidates looking for a collaborative and supportive work environment.

Authentic Employer Branding

Sharing authentic and relatable content about your company culture, values, and employee experiences can provide potential candidates with a genuine understanding of what it’s like to work at your company. This could include employee testimonials, “day in the life” features, and insights into your company’s mission and vision. Highlighting real stories can help build trust and connection with your audience, ultimately attracting talent who resonate with your company’s ethos and shared values.

There are several ways in which this can be brought to life too. A robust content plan that incorporates multimedia elements such as videos, photographs, reels/stories etc can all play their part in conveying the essence of your company and creating a compelling narrative that resonates with candidates.

Engaging Content Strategy

Beyond traditional job postings, a compelling content strategy can include a mix of industry insights, thought leadership articles, and behind-the-scenes looks at your company. By sharing valuable content that goes beyond recruitment pitches, you can position your company as an industry leader and an attractive place to work. This approach not only engages potential candidates but also reinforces the expertise of those who work there (‘future colleagues’) as well as the wider culture and demonstrable ways of highlighting you are on the pulse of the latest topics across the sector.

Interactivity and Engagement – Not Just Broadcasting

Incorporating interactive elements such as polls, quizzes, and Q&A sessions into your social media strategy can foster engagement and dialogue around your employer brand – although this will need a little more thought and resources than posting/broadcasting your content out to your network.

Interactive content encourages participation and can create a sense of community among your target market. This engagement can attract individuals who are not only interested in potential job opportunities but also align with your company’s values and culture – and can get involved in discussions that interest them (and also position your brand as being at the forefront of such topics).

Spotlighting Your Brand Advocates

Empowering your existing employees to be brand advocates on social media can significantly impact your employer branding efforts. Encourage them to share their work experiences, achievements, and industry-related content. Employee advocacy not only amplifies your employer brand to a wider audience but also provides an authentic and relatable perspective on your company, showcasing what it’s like to be a part of the team.

A varied multi-media approach is key here, and cross-channel marketing can also be extremely effective in bringing this to life.

Utilise Targeted Advertising

Leveraging social media advertising allows you to target specific demographics and skill sets – although will come at a cost, albeit one that can be controlled in line with budgets and outcomes. Tailoring your content to resonate with the talent you want to attract can significantly enhance your recruitment efforts. By using targeted advertising, you can reach potential candidates who align with your company’s values and requirements, as well as basic information including location (if you are offering office-based roles) as well as job titles, level of seniority, experience etc.

A Golden Opportunity or Added Complexity?

Social media presents an unparalleled opportunity for businesses to showcase their Employer Value Proposition, engage with talent, and shape a compelling employer brand.

As the number of social media users continues to soar, with platforms like Facebook, Instagram, LinkedIn, X, and TikTok boasting billions of active users, the potential to connect with and engage candidates through these channels has never been greater.

One caveat with this rising phenomenon, however, is the added layer of complexity it adds to the recruitment side of things, as it now becomes an imperative for a business to factor it into their hiring practices and when it comes to navigating and understanding the evolving demands of talent attraction and retention in the sector, it can become even more challenging.

Knowing When to Call in the Experts

While these strategies are effective in enhancing your employer branding and attracting talent, partnering with a recruitment specialist can further augment your efforts. A recruitment specialist can offer valuable insights, industry expertise, and a network of potential candidates, streamlining the process of finding the right talent for your business.

Their understanding of the market and access to passive candidates can provide a competitive advantage in securing top-tier talent that aligns with your company’s culture and requirements – and those who have been operating for some time will almost certainly already have an engaged network of professionals on their own social channels who know, like, and trust them – and utilise their services when it comes to finding a new role in the market.

By combining these modern recruitment strategies with the expertise of a recruitment specialist, you can maximise your chances of attracting and retaining the talent you need to drive your organisation forward.

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.

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

Building an exceptional workforce goes beyond simply recruiting the right individuals for the job. It involves creating a comprehensive onboarding plan that integrates new employees into the organisation’s culture and equips them with the tools for long-term success. 

What’s more, it doesn’t just facilitate success at the initial integration stage – it involves incorporating mechanisms that enable employees to not only thrive but also continually evolve and excel throughout their tenure within the organisation. An effective plan of action empowers employers and managers to utilise the onboarding process as a strategic tool to not only assimilate new hires but also to enrich and fortify the company culture, motivate and inspire teams, and significantly bolster staff retention.

So, what exactly should your onboarding strategy entail? Here’s what you need to know about building a robust plan.

Employee Orientation vs. Employee Onboarding

Employee orientation and onboarding are distinct processes that play crucial roles in integrating new employees into the organisation. Employee orientation is typically a one-time event focused on familiarising new hires with the company’s policies, practices, and facilities. During this process, human resources personnel and partners formerly introduce employees to both the physical and hierarchal layout of their work environment.

On the other hand, employee onboarding is a more extensive process that spans the employee’s entire journey, from their initial introduction to their full integration and productivity within the organisation. When done right, effective onboarding not only accelerates the integration of new hires but also contributes to building a strong employer brand, fostering employee engagement, and ultimately leading to a more productive and cohesive team.

How to Design an Onboarding Plan

Research has consistently shown that a well-structured onboarding process significantly impacts employee satisfaction, retention, and overall team success – with a strong onboarding process said to bolster hire retention by 92% and productivity by over 70%.

While there’s no one-size-fits-all strategy for onboarding, there are some steps you can use to improve your chances of the right results for your team.

1.    Decide on an Optimal Onboarding Strategy

First, it’s worth considering how you’re going to deliver your onboarding experience to new hires. Traditionally, onboarding takes place within the office, consisting of regular face-to-face meetings, training opportunities, and induction processes. Since the shift to hybrid and remote work, 1 in 4 UK workers now work a hybrid work week (as of 2023), making efforts to both understand and cater to the preferences and needs of hires and employees vital to not just retention but general employee wellbeing.

As such, the trick in designing a flexible but successful onboarding plan lies in figuring out where to incorporate virtual elements, and what aspects require face-to-face interaction. This is best informed by the input of the new hires themselves, as they are best placed to offer pointers on what makes for the best onboarding experience.

2.    Assign Each Staff Member an Onboarding Buddy

Because onboarding is a long-term development strategy for each employee, it requires as much of a social support system as a professional one, primarily in the form of someone to turn to for any questions, advice or company, especially considering the learning curve of a new hire is rarely linear.

Although seemingly insignificant, an onboarding buddy can prove key in integrating a new employee, as they can often be the difference between a rocky and frustrating start and a much smoother onboarding experience.

Regular communication should therefore be encouraged between the new hire and their onboarding buddy, in order to build an authentic, transparent relationship – this will be the bedrock on which any further dynamic between the two will be built. Some companies use informal coffee chats and video calls between staff members and their “mentors” to help further integrate new hires into the company culture and track their progress – the onus is on you to make whatever changes are most practical to foster a healthy relationship.

3.    Prioritise Regular, Transparent Communication

Establishing a culture of open communication from the outset is essential for fostering a supportive and inclusive work environment. Team members should be able to feel like they have a voice, and can contribute to their own development by suggesting areas where they feel they need to improve, or requesting training opportunities where necessary. They should also feel comfortable opening up about any struggles with workload, burnout or a sense of disconnect felt with the team or company goals.

Regular one-on-one meetings between employees and their managers provide a platform for such discourse and enable both parties to productively discuss progress, address challenges, and identify opportunities for growth and development. It is vital that each employee knows how their performance will be evaluated, and what kind of qualities they need to demonstrate in their day-to-day work.

4.    Set and Regularly Update Goals

In light of the fact that up to 33% of employees leave within their first 6 months with a new company and that 86% of respondents in a survey last year expressed willingness to switch jobs despite potential damage to their CV and reputation, it has become increasingly imperative for partners to be exceptionally attuned to the engagement and satisfaction levels of their staff members, especially in the wake of the effects of the Great Resignation.

This necessitates providing each team member with a clear and compelling vision of their future within the business and actively supporting them in setting and achieving their career goals. Regular one-on-one meetings with line managers should serve as a platform for encouraging employees to candidly discuss their strengths, areas for development, and aspirations, thereby fostering an environment of open dialogue and personal growth.

As an employee’s role within the company evolves, the individuals or teams responsible for their onboarding should collaborate with them to expand and refine their goals to ensure that they consistently perceive themselves as progressing in a meaningful and purposeful direction. This proactive approach not only cultivates a sense of alignment and purpose among the staff but also reinforces their commitment to the business’s long-term success.

5.   Focus on Employee Development From the Get-Go

Creating a plan for employee development as part of your general onboarding strategy will ensure you can retain your top talent for longer, and achieve the best results from every member of your team.

Having clear communication and documentation around career paths, professional development, and objectives around progression demonstrates to new professionals that there is investment in the long term. The regular meetings with your new starters should also touch upon their professional development – where they are currently on that career path, as well as their future aspirations and goals.

In Conclusion

Hiring a new individual is a huge investment of time, money and internal resources so it’s imperative to ensure that once that individual joins your company, their onboarding process is designed and focused on their long-term career (and not solely focused on the inevitable HR administration and initial IT setup!).

Of course, the success and retention of your new hire starts with ensuring that all important ‘fit’ from the outset. Using the services of a recruitment specialist can help here as they have the time and resources to ensure a deeper understanding of not only your challenges and objectives as a hirer, but the career aspirations and goals of the professionals they help as well. What’s more, many recruiters offer alternative services such as ‘retained search’ which may include elements such as psychometric testing, video profiling and virtual interviews which are all focused on that ‘fit’ giving you a head start on your onboarding process, and ensuring that individual is in it for the long run.

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.

Following the pandemic businesses across the country have gradually started to find their feet, slowly but surely accepting and adapting to the multitude of changes the post-pandemic market has thrust on our shoulders. Employers have recognised and respected the change in status quo concerning the expectations set out in current client and employee demands and seem to be reworking their hiring strategies accordingly to keep up.

Last year however, wasn’t quite the year of progress many would’ve envisioned, and while it’s certainly true that finding the right talent in today’s market is rarely ever a straightforward task, many will agree that few years have brought more challenges when it came to both the recruitment AND retention of top talent.

The UK saw as many as 1 million vacancies go unfilled nationwide in these 12 months, and despite the sharp rise in the availability of candidates on the back end of the year (in part due to widespread concerns over job security), the hiring appetite across the country had notably reduced, with permanent staff appointments rapidly declining in Q4 and businesses hesitant to commit to new hires due to continued economic uncertainty. The candidates that did make the shortlists were either not considered adequate enough or lacked the necessary skills companies looked for in their hires, with an Xpert HR report revealing that poor quality applicants and a well-documented skills shortage were, according to surveyed employers, the biggest reasons for this difficulty in hiring.

From a retention perspective, it is very much a similar story, with 26% of respondents admitting they struggled to keep a hold of new hires, 44% saying they struggled to compete with competitors’ salary and benefits packages, and 58% of HR professionals saying they were offering more appealing pay and benefits to tackle this issue. Undoubtedly, this points to a clear shift in demands and priorities of younger professionals, in particular work-life balance and a greater sense of purpose in the work they do on a day-to-day basis.

For any business intent on growth this year, there is therefore no better time than now to put your recruitment process under the microscope and lay the groundwork needed for it be successful – particularly against a backdrop of continued economic uncertainty and a skills shortage still prevalent in the sector.

Recruitment can be, and often is, a laborious and multi-faceted process, but here are 7 steps to ensure you start on the right path this coming year >>>

1. A Focus on Flexibility

A direct and perhaps one of the biggest consequences of the widely reported skills shortage is the sudden shift of the industry towards a more digital tech-oriented manner of working and the incorporation of such tools into business practices – something that’s sure to change demand for certain skillsets in a variety of sectors. What is poignant about this fact however, is how it will actually emphasise the need for soft skills in the near future. With AI technology set to spearhead the streamlining of procedures and more work to be commoditised, what will be highly sought after by employers skills-wise is the ability to deal with human beings, and the qualities that best serve that purpose.

However, if some of the inflexibility found in businesses across the sector continues to persist, the search for talent of this calibre will only get harder. A paper published last year by Harvard Business School and Accenture revealed that a huge number of skilled hidden workers are shut out of employment simply due to the lack of flexibility present among employers today. Hiring companies risk being oblivious to the reservoir of talent right under their noses if they fail to adapt to the changing demands of today’s professionals.

It therefore serves your business far better to begin looking at how you can better serve the candidates you want working at your company. Whether this requires a sit-down with your recruitment team to discuss how such accommodations can be made and communicated throughout the hiring process or a talk with your management team to improve existing business practices to better support its employees, it is a must for any company seeking to remain attractive to prospective candidates.

2. Update Your Hiring Strategy with a Focus on Candidate Care

As you begin to rework your hiring and business practices with your candidates in mind, the central theme of empathy should be the thread that runs throughout your hiring process, as this is what virtually all job seekers are looking for at the end of the day.

Show your candidates you have their best interests in mind and are invested in delivering the right level of support at every stage of the application process, by implementing strategies for better candidate care. This could involve simplifying interview processes to enhance accessibility through the option of flexible interview locations or the use of screen readers during assessments. This could be especially ideal if you’re looking to hire remote and hybrid employees.

Remember to implement and establish channels of communication with your candidates throughout the hiring process too. Regular communication is key to a good candidate experience.

3. Refine Your Employer Brand

Your employer brand is what gives your company the edge over the competition in your search for talent. It’s how you ensure you appeal to candidates with what your business has to offer, whether that be an excellent salary and benefit options, a sense of purpose, shared values or great career development opportunities.

Despite its recognised importance in any successful hiring endeavour today, many companies still struggle to utilise it effectively to position themselves in front of their target audience. If you find yourself questioning the efficacy of your brand, then a good starting point will be to define what makes people actually want to work with you. Ask your team members what convinced them to continue with the company, and what they find most appealing about working there.

• Do you have a supportive leadership team?
• Does the company offer excellent opportunities for professional development and growth?
• Does it foster an employee-centric culture that eliminates many of the problems professionals encounter in the workplace, such as burnout?

Once you know what makes your business unique, the next step is to get it publicised as much as possible.

Don’t forget that existing employees can help here – particularly those that are engaged and are already good advocates for the business and brand.

By giving them a voice to provide prospective candidates with insights into the employee experience, you add much more credibility to your message and get the attention of the right individuals. Use testimonials, success stories and positive feedback to your advantage and make them known on social media as often as possible to expand your reach

4. Review Your Digital Footprint

Establishing a compelling employer brand is pivotal for attracting top talent, but its effectiveness hinges on strategic exposure to the right audience. A strong digital presence is essential for any business today. Presently, approximately 86% of job seekers incorporate social media into their job search, and prospective candidates frequently turn to the web for insights into a company’s culture through reviews.

Ensuring that your website provides an insider’s perspective on your business operations is crucial for the credibility and authenticity of your employer brand. Clearly articulate your values, mission statement, and vision to engage the interest of potential candidates while maintaining a consistent presence across the social channels frequented by your target candidates. Don’t forget to assess and update your appearance on job review boards too.

5. Spark the Interest You Want Through Your Job Descriptions

Your job descriptions are one of the first things potential candidates will examine when deciding whether they want to work with you. With this in mind, it’s important to ensure you’re conveying the right information. Don’t make the mistake of putting off potential hires by listing too many unnecessary or “preferred” skills.

Highlight only the characteristics and qualities you know you’re going to need most. At the same time, make sure you’re avoiding any language in your descriptions that may show unintentional bias towards a specific audience.

When writing your descriptions, don’t forget to showcase reasons why your candidates might want to work for you. Draw attention to your unique company culture, your salary package, and even the available training opportunities in place.

More help to ensure these turn the heads of the right people can be found here.

6. Bring in the Experts:

When it comes to attracting talent, undoubtedly the best tool you can possibly have in your arsenal is the services of an expert in the field – one that takes the time to understand your company’s business needs, and acts with your best interests at heart, while giving you the support you need at every step of the process. This is what makes the expertise of a specialist recruitment partner so invaluable for hirers as not only can they position your business in front of the right candidates – a task becoming increasingly harder by the day in today’s market – but they also work with you to build a talent pipeline and ensure your recruitment process remains efficient and effective even when not actively hiring. Amongst several other benefits that come with such partnerships, perhaps one of the most beneficial is that the longer you work with them, the better they can understand the needs of your business, and the better the fit and quality of candidates they can find for your company as a result.

At Clayton Recruitment, we work with businesses such as yours to make this a reality, no matter the staffing requirement asked of us, and are committed to adding real value to the businesses that partner with us for their hiring needs. Our team make it their mission to ensure you get nothing less than the support and the talent you need to make your recruitment endeavours successful – and are on hand to provide guidance throughout the process wherever necessary. If you are currently weighing up your options and feel that your hiring efforts could do with a little extra help from a recruitment expert then there is no better time than now to get in touch with our team for an informal chat about how we could help. Give us a ring on 01772 259 121 today 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.

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 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.

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.

Hiring amazing talent in any industry starts with attracting the right people.

Yet, as reports of the Great Resignation rumble on, and we continue to see an ongoing transformation of the workplace, capturing the attention of amazing new candidates isn’t easy.

According to current industry data, 95% of employers say they find it extremely difficult to fill the gaps in their team, thanks to today’s competitive market.

And, with many businesses continuing to press ahead with their hiring for the coming year, those in charge of hiring need to work harder than ever to make their listings stand out amongst the clutter.

It all starts with writing the most effective job descriptions.

Even as the hiring landscape evolves, candidates still rely on engaging, informative, and powerful job descriptions to determine which company best fits their needs.

The best job descriptions combine critical insights into an available role, with a touch of marketing and a behind-the-scenes look at company culture. It’s not enough to list the required skills and experience under a quick summary of what a job entails.

To attract loyal, engaged employees to your teams, you need to highlight information that matters to top talent. Today’s job descriptions should focus on the benefits you can offer as an employer, your commitment to diversity, equity, and inclusion, and a clear overview of why jobseekers should choose your business over dozens of competitors.

Today, we’re exploring how employers in the industry can turbocharge their job descriptions and ensure they’re attracting the widest selection of talented professionals.

What is a job description’s function, and is it still important?

Job descriptions are simple documents outlining the essential responsibilities involved in a role. They highlight the qualifications and experience a candidate needs to excel in a position, describe the type of work they’re going to perform, and offer insights into the benefits of a role.

Job descriptions have grown increasingly critical over the years as employers struggle to find the best talent. Today’s employers are now using job descriptions to outline the key components of a role and essentially put their best foot forwards to qualified candidates.

An effective job description ensures your brand can attract candidates and fill crucial skill gaps. In fact, 52% of job seekers in a recent Indeed research report say job descriptions directly influence their decision on whether or not to apply for a role.

Job descriptions help you to outline exactly what you need from a new employee, so you can make the right decision about whom to hire first-time around. These documents also:

• Give candidates a clear idea of what to expect from a role
• Act as a guide when making hiring decisions
• Communicates the expectations aligned with a role
• Form the foundation for interview questions

What are the Core Components of a Good Job Description?

Many businesses have a unique process for writing job descriptions. Those responsible for hiring within the company may work with existing employees to build descriptions based on feedback from staff and, importantly, what they need the employee to deliver in that role.

Others leverage the skills of specialist recruitment agencies like ourselves to boost their document’s performance. According to Indeed, to write an effective job description, companies must find the right balance between providing concise, straightforward information, and using the right details to engage, excite, and intrigue candidates.

Typically, your job description will include the following information:

A Title & Summary

The first component of a good job description is a role title and a summary of what the position entails. Highlight the nature of the role (whether it’s permanent, full-time, or contract) and how you expect your employee to work (in-office, remote, or hybrid). Keep in mind flexible working options could make your job descriptions more attractive. 76% of professionals say they’d like to work fewer traditional hours and want a flexible approach to when and how they work.

Remember to use a specific, easy-to-understand job title to avoid confusing your potential candidates with jargon. Talk to your specialist recruitment agency if you’re unsure what your title and summary should be – especially in order to widen the net and attract more suitable candidates.

An “About Us Section

This section is where you can really ‘sell’ your business and provide an introduction to who you are. Whilst some businesses can rely to some extent on the weight of their brand and reputation in the market, the best talent these days are looking for evidence of an empathetic, inclusive, and reliable employer – so focussing on how you bring this to life is paramount. You can highlight your company’s culture, vision, and purpose here and give your potential candidates an insight into your values, such as a commitment to innovation, collaboration, and evolution.

The “About Us” section is also a fantastic space to highlight critical DEI information. 50% of employees currently believe their employer isn’t doing enough to promote diversity, so highlighting how you address this from the get-go will undoubtedly pay dividends amongst jobseekers in the market.

The Role and Responsibilities

Your job description is important in setting expectations for your potential employees. You should outline the core purpose of the role straight away and what your team members will be responsible for in this position. Make sure your list of responsibilities is as clear as possible, with no industry jargon, unclear acronyms, or confusing language.

Be precise and let team members know what kind of systems and software they will be working with, what projects they will be assigned to, and what the short and long-term objectives of the role might be.

Competencies and Skills

This section of the job description tells your interested candidates what characteristics you’re looking for in an employee. Essentially, it’s a checklist of everything a good employee will need to perform well in the role. Avoid listing educational requirements and skills that aren’t entirely necessary here, as it could stop potentially good candidates from considering your opportunity.
Create a list of specific skills and qualifications your team member will require. Highlight whether they need experience working with certain programmes or platforms, and draw attention to any on-the-job training you can offer. You may also want to outline some basic traits you’re looking for, such as punctuality and proactivity.

The Benefits and Salary

Finally, you’ll need to show your candidates what’s “in it for them” if they decide to join your team. Provide an insight into the kind of salary your candidate can expect. You can choose a salary “range” if you’re open to negotiations. Just make sure it’s in line with the average for that job role in that particular region.

Don’t forget to draw attention to benefits too. Many employees find benefits to be just as attractive as a good level of remuneration. For instance, maybe you can offer flexible and remote work, a four-day workweek, or access to in-house therapy and mental health support.

A good way to make your benefits more attractive is to write them in a way that helps your candidates envision what it might be like to work with you. For instance, instead of writing “4-day work week”, write, “Start your weekend early every week with a four-day schedule, so you have more time for family and friends.”

Remember to discuss your decisions with the recruitment agency working with you on the role. They speak to candidates daily, so they can tell you exactly what the candidate you are looking for wants in a role.

Top Tips for More Compelling Job Descriptions

Writing effective job descriptions for candidates in today’s current market isn’t just about ensuring you include all the right information. In competitive markets, it’s important to look for ways of making your job descriptions more compelling and actively ‘sell’ the role to jobseekers.

Here are some quick tips to help you attract more candidates.

1.  Improve the Opening Section

It’s becoming extremely difficult to make job descriptions stand out these days. Your potential candidates will be scanning through job listings daily. That’s why it’s important to make sure you instantly grab your talent’s attention.

A good way to make your descriptions more compelling is to focus on the benefits the candidate can expect immediately. Rather than starting with a phrase like “The ideal candidate will”, talk about what your employees will get from you. For instance, “This role gives you a unique opportunity to work with world-class clients on a flexible schedule.” Focus therefore on ‘what’s in it for them’ rather than your list of stipulations and requirements.

2.  Communicate Your Compelling Culture Clearly

Jobseekers are a lot pickier about where they work in today’s jobs market. With that in mind, it’s important to highlight the culture of your businesses straight away, so talent can determine whether your company really fits their needs. Introduce your brand’s vision and mission, values, and commitment to building a diverse workforce.

Discuss the culture employees can expect, introducing concepts like remote work opportunities, flexible schedules, and team-building exercises. Consider including genuine insights and quotes from your existing employees. This is a great way to demonstrate your company’s credibility and authenticity.

Whilst a written job description can only do so much to demonstrate such things as ‘culture’, why not include links to your website, or even better…a dedicated landing page focused on hiring where you can include such things as employee testimonials, videos that highlight the working environment, and any other feature of your company that you believe is attractive to potential new hires.

3.  Make Information Easily Accessible

Job descriptions need to be informative, but candidates don’t want to be overwhelmed with huge amounts of text and complicated words. Consider cutting down on lengthy sentences and switching to bullet points where possible. This will help your candidates scan your content and find the necessary information to determine whether they should apply.

Experimenting with different kinds of content is a good way to make your job descriptions a little more engaging. Alongside paragraphs and bullet points, again, link to videos to provide insight into your business with statements and stories from current employees. Show candidates the office space, and let them hear the hiring manager’s voice to make your content more memorable.

4.  Double-Check Your Content is Inclusive

As demand for diverse, equitable, and inclusive employers continues to rise, it’s more important than ever to double-check that your content doesn’t include any evidence of bias. Unconscious bias can easily creep into job descriptions and prevent crucial talent from applying.

For instance, you may use words like “young go-getter” or “experienced veteran” without malicious intent, but these terms alienate whole age groups within your candidate pool. When writing your job descriptions, watch out for any language which might make your description less appealing to a specific gender, age group, or ethnic group.

If you’re worried your diversity message isn’t clear enough, talk to your recruitment consultant, who will be able to advise you on how to include your commitment to DEI, and ensure your job descrptions don’t inadvertently trip you up.

5.  Be Transparent About the Candidate Experience

Setting expectations in the job description is an excellent way to save time for your team and your potential candidates. Being open and clear in your job description about what the interview will entail and how decisions will be made shows your candidates that they can expect a straightforward hiring journey with you.

Highlight whether there are likely to be any post-interview tests your candidates will need to complete, and let your potential employees know if interviews will happen in person or virtually. It may also be worth introducing some basic information about the onboarding experience for successful candidates.

(It’s also worth reading our blog on ‘ethical recruitment’ here to ensure that all your recruitment practices ensure the highest standards of professionalism, fairness, and transparency).

6.  Ask for Feedback

As employee and candidate expectations change, it can be difficult to consistently update your job descriptions in a way that generates real results without a little help. Fortunately, there are various places where you can cultivate feedback. Ask your existing team members for help in making your job descriptions stand out. They can tell you what benefits make your role more compelling and what information you might have missed.

Speak to your specialist recruitment agency for advice on how to make your job listings stand out. After all, these professionals have years of experience reviewing and communicating job descriptions to the market in order to help companys attract top talent.

The Mistakes to Avoid in Your Job Descriptions

Writing the most compelling job descriptions can be a complex process, particularly in today’s competitive hiring landscape. It’s easy to stumble into several potential mistakes, which could mean you miss out on the most valuable talent for your team.

Aside from following the steps above to make your descriptions more compelling, it’s also worth ensuring you don’t fall victim to any of the following common errors:

1.  Using the Wrong Job Title

As businesses continue to rely on “marketing” strategies to attract new talent to their team, recent trends have emerged among organisations trying to make their descriptions more compelling. For instance, some companies try to showcase their unique personality and culture by switching out job titles with more inventive but unusual ones. You may have already seen listings for various sector “superstars” or “rockstars”.

While weird and unusual job titles can be fun, they’re also highly confusing. Most people in today’s digital landscape are actively looking for job descriptions which include specific keywords. Using unfamiliar ones can make your efforts counterproductive as they can prevent candidates from finding your posts. Additionally, complex job titles can make it harder for employees to determine whether they’re applying for the right roles. It’s worth sticking with titles you know your current employees within your specific sector are familiar with.

2.  Using Hyperbolic Language

In an age where candidates are looking for more genuine, honest, and empathetic employers, they’re increasingly less likely to apply for roles where company’s use a lot of superlative and hyperbolic language. Telling your candidates that working with you gives them a chance to be part of the “best company in the world” won’t increase your chances of attracting talent.

Instead, focus on the clear, authentic benefits you can offer. Don’t just tell your candidates your company is the best in the world. Highlight what makes your job offer special. Can you provide flexible working schedules, consistent education and training, and access to unique benefits no other business can offer?

3.  Failing to Include Relevant Information

While candidates in today’s fast-paced environment have less time to browse through job listings, this doesn’t mean you can “skip” parts of the job description. Failing to include important information means you’re less likely to attract candidates because they won’t know what to expect from your role.

Make sure you highlight all of the position’s key responsibilities, the benefits on offer, and any other information that might be necessary for candidates. Include details where relevant too. For instance, what makes it flexible if you’re listing a “flexible” role? Can team members work from home whenever they like, or will they be able to change their schedule easily?

4.  Alienating Crucial Talent

In a competitive labour market, you cannot afford to accidentally alienate qualified people from your role. With this in mind, it’s worth double-checking that you’re not driving possible candidates away. For instance, it might be a good idea to remove any requests for a specific number of years of experience from your job descriptions.

Experience is great, but it’s not the only factor determining whether potential employees will thrive in your role. Adding requests to your job descriptions for an employee with five years of experience in a specific practice area can prevent qualified candidates from applying.

A candidate with an excellent growth mindset and two years of experience may be better for your business than someone with ten years of experience and a laid-back attitude. Focus on the skills you need your employees to have and the results you want them to achieve instead.

5.  Failing to Get the Right Help

As the UK jobs market continues to suffer from significant changes, it’s harder than ever for businesses to find the talent they need without a little extra help. Ultimately, going it alone isn’t an option if you want to attract the right talent as quickly as possible. No matter how big or small, every company should consider working with an expert.

Working alongside recruitment specialists will help you to enhance your job descriptions, build your talent pipeline, and increase your access to talent. Not only can their team of consultants give you tips on improving your job listings based on their extensive experience, but they can also ensure your listings reach the right people by promoting them on the correct channels.

Final thoughts

Designing the ideal job descriptions is one of the most important things you can do as an employer trying to attract the very best talent. In such a competitive market, it’s crucial to ensure your job descriptions not only show your would-be employees what they can expect from your role but also give them insight into culture and benefits.

If you struggle to update and enhance ineffective job descriptions, contact your recruitment agency for help. They’ll be able to provide behind-the-scenes insights based on years of experience working with similar businesses– and will also help to further market your role and your company when liaising with potential candidates.

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.

The employee performance review has received a lot of criticism in recent years. Traditional employee appraisal processes have been causing headaches for both managers and employees, yet most employees believe performance reviews are ineffective at driving performance. 

There’s still a place for the annual performance review. But success-driven organisations know it must be part of a bigger performance conversation strategy. 

Regardless of whether you’re conducting an annual appraisal, a quarterly review, or a monthly performance check-in, performance conversations can be challenging if a consistent review process isn’t followed. 

A goal for all business managers is to create a positive experience that motivates employees and consequently drives high performance. 

Before we dive into the tactical side of performance reviews, it’s important to understand what it is and why it is important. This will give you the foundation you need to start using them more effectively in your business. 

What is a Performance Review?

A performance review is a two-way, individualised conversation between managers and employees about performance impact, development, and growth; related to the objectives set for an individual. It is a critical component of an organisation’s overall performance management strategy. 

Traditionally, performance reviews have occurred once a year and have focused on evaluating past performance. 

But reviews are now changing. 

Modern performance reviews work well when they happen monthly, where logistically possible, and focus on driving and improving future performance through motivational and developmental feedback. 

The classic performance review has taken a lot of flak over the past several years. Yet, the reality is, performance conversations are a crucial part of effective employee engagement and retention strategies, especially in the current economic climate. 

How Performance Reviews Improve Individual, Team, and Business Success

Why are performance conversations important? Because they have a big impact on the success of your employees, teams, and general business. 

Discussing performance isn’t always easy. It’s tough for managers to give feedback and even harder for employees to receive it. How employers handle these conversations plays a huge role in an employee’s engagement and overall experience. 

Performance conversations will often make or break trust. An open, honest, and regular dialogue helps build trust among employees, managers, and your individual teams.  

Ongoing performance conversations can boost employee success by: 

• Helping employees identify their needs, goals, and challenges. 
• Informing line managers on challenges, obstacles, and decisions before they impact performance. 
• Opening opportunities to discuss feedback, celebrate recognition and reinforce alignment. 

Performance conversations help managers evaluate team performance by giving them a clear picture of that of their team members. They’ll know where the team is strong and where the team needs help or development. 

If employees aren’t aligned and on a clear path to success, organisations will have difficulty achieving important goals and objectives. Performance conversations allow managers to connect employees to the bigger mission, vision, and goal of their employer. 

They also give managers and leaders the data to make important decisions about compensation, promotions, development, role changes, exits, etc. 

Knowing all the benefits a performance review can bring, what are the key elements that make up a successful review?  

The Vital Elements of Performance Reviews

Performance reviews give employees and managers a chance to discuss how they meet their objectives and do better together. 

Delivered well, they can engage and motivate employees to maximise their efforts. Delivered poorly, they can send employees down a disengagement spiral—and even decrease performance. How do you choose the right performance appraisal method? Below are a few elements to consider.  

Frequency Is Critical

Our experience as a specialist recruiter for over 25 years in the industry has shown that successful businesses, and those highly coveted by professional candidates, ensure performance conversations happen more frequently. They also make them more engaging too. 

Managers and employees equally contribute to the discussion, and employees are as invested in the preparation. 

While there isn’t a one-size-fits-all solution for all performance discussions, every conversation should promote trust by reducing anxiety while creating clarity for all concerned. 

Performance conversations like these aren’t only about performance; they can also address: 

• Career growth, development, and training 
• Business objectives versus time 
• Changes or key messages from senior leadership 
• Recognition 
• Peer feedback 
• Customer feedback

Make Them Future Focused

Old-school style performance reviews would often look at the past, what happened versus what didn’t, mistakes made, values not aligned, and the list goes on. Unfortunately, something that happened months ago could have been continually repeated because it wasn’t addressed at the time.  

Contrary to what you might think, this isn’t exactly motivating for an employee who hasn’t been given an opportunity to change because they weren’t given feedback at the time. 

However, employees do have the power to change what happens in the future—and this is where the bulk of your performance conversations should focus. It’s good to reflect on the past, but managers and employees should also spend time looking forward.  

Make Them Transparent & Objective

Performance reviews can be anxiety-inducing for any of us. One of the best ways to reduce anxiety is to bring employees into the process early and involve them in the preparation and planning.  

Managers should work with each employee to create a clear, shared, and collaborative agenda with main discussion points. Both parties should know exactly what to expect. And if you have implemented the suggestions about frequency, there really should not be any surprises. 

Reviews have no excuse not to be objective. Today we have a huge volume of data to use alongside our ability to base our assessment on behavioural observation versus our judgment about what we think we saw or heard. Managers can come prepared with data from various sources such as recent recognition, 360-degree feedback, talent review ratings, one-on-one notes, goal progress, observational coaching, feedback, and more. 

Every statement made should be fueled by data or observation—not by a  manager’s personal opinion. 

To recap, here are some key differences between traditional performance reviews and modern performance reviews.  

Traditional Performance Reviews

These tend to be a six-month or annual affair. It is generally one-sided, with a line manager informing the employee what they did wrong and right, focusing on developmental feedback. 

This is usually subjective with a grading that either does or does not result in a salary increase.  

Modern Performance Reviews

Everything a traditional review isn’t. They happen every month or quarter at least and involve two-way conversations and focus on the future.  

They review recent performance and involve coaching to impact the employee’s development and growth. The conversation is always based on data and facts. The conversation is then followed up the next month too.  

Preparing To Run A Performance Review

There is nothing worse than being unprepared at work. Even though our knowledge and experience can get us through most situations, somehow, that never seems to work when interacting with another human being.  

What makes it even more critical to prepare in advance is the impact your lack of planning has on your employee. Always approach any performance conversation with thoughtful preparation and lots of data and examples.  

Making Time & Setting Expectations

You have a lot of responsibilities on your plate as a manager in a company and conducting performance reviews with each team member can be time-consuming. But the payoff is worth the investment, and it’s critical that you carve out appropriate time for each member of your team. 

If you forgo important performance conversations, you risk missing out on new opportunities for promising employees, and the negative actions of under-performers will go unchanged. 

You begin setting expectations the moment your invite arrives in their inbox. Hot tip: Don’t just send a calendar invite out of the blue; a personal email works so much better. 

Schedule the meeting at least one week out, or ideally at the end of your last review. You want to give yourself adequate time to look into an employee’s recent performance.  

Make it clear what will be covered in the meeting; a clear agenda works well. Employees should have a complete understanding of what will be discussed, one of the many benefits of conducting reviews regularly. 

These topics should be a part of any performance conversation:  

Current performance: Both parties should enter data on how the employee performs against the objectives originally set at the start of the year. Have your employee consider current barriers and if there’s anything you can do to help them. 

Make sure you get an update on why they are failing or achieving their objectives so far. 

The original performance objectives were set in good faith between the two of you, and they play a big part in determining whether the employee is succeeding or failing.

Career goals: Employee performance is usually fueled by their view of the future. Motivated employees continually push themselves and seek additional responsibilities and the potential of their next promotion. Get employees to consider where they want their career to go and how those motivations impact their performance.  

If there are performance issues, make sure your employee understands that it’s about developmental feedback and a plan to move forward. 

When employees aren’t achieving goals or objectives, these meetings can help determine why and how to help an employee improve.  

Start on the right foot by aligning expectations for the meeting itself.  

An employee should know their role in preparing for the meeting. They should review the agenda, add topics they’d like to cover, and know where and when the meeting will occur. 

Second, employees should know what to bring to the meeting and what information might be referenced or pulled into the discussion from the manager’s side. 

Finally, employees should have a clear idea of their responsibilities after the meeting and how their manager plans to help them succeed. 

Above all, managers and employees should have a shared understanding of what good performance looks like.  

When necessary, managers should clarify each employee’s role and how the business perceives their contributions. By aligning expectations with your company’s established performance criteria, your employees won’t feel misguided or alarmed when their review begins.  

Select Your Setting

Depending on the culture in your business, there may be a standard procedure or way of conducting reviews. If in doubt, a private setting is best. It demonstrates to your employee how important they are and the level of respect you have for them. 

Catch-up chats are fine in communal areas; performance reviews are different.  

How long should the review be? That is up to you, and remember it is key to make your staff member feel important. Managers in a fast-paced work environment are often stretched for time, but this is one area to allow more time. An hour is a time frame to consider. 

If it is physically possible, choose a training room or conference facility away from your own office. Neutral ground, no matter what you are discussing, is always best so that all parties can have at least a few minutes of processing what has been said before they return to their desk. 

For example, suppose you are meeting with specific developmental feedback, and creating an improvement plan. In that case, you’ll want to choose somewhere private, so your team member can focus on the plan and less on what others might overhear.  

The Power of Questions

As a manager, it is your role to lead the review and ask questions to reveal what is related to the objectives. 

One of the easiest ways to do this is to list performance objectives and related questions. 

Brainstorm a list of open questions that encourage more than a yes or no answer. These generally start with who, what, where, why, how, and when. 

Always build rapport and put your employee at ease. Though you might feel awkward carrying out a review, remember your team member is feeling that too. 

Here are a few examples of questions you could use. 

• What results from last month are you most proud of? 
• How did you achieve X, Y, or Z? 
• What disappointed you about your performance? 
• What will you stop, start, and continue next months? 
• Tell me more about what happened with A, B, or C? 
• What roadblocks are in your way? 
• What impact has your performance had on the business? 
• How can I support you as your manager? 

Using questions like this will give you more information and data to add to what you already have. Performance conversations should be two-way, so make sure you’re facilitating a discussion and actually listening.  

Remember to take notes so you have a record of how the discussion proceeds. As human beings, we have an innate desire to be heard. Asking questions, listening, and taking notes demonstrates this to your team member. 

Listening to your employees helps you learn and understand rather than simply giving someone equal air time. Ask follow-up questions to help you dig deeper and paint a fuller picture. 

Now is the time to focus on feedback, both developmental and motivational.  

The Gift of Feedback

I know some people think there is irony in this phrase, yet the truth is, how can we improve unless we are given feedback on how we perform and how to get better? 

Successful business owners employ a coach to improve their performance. The good news is that you can become a performance coach for your team. 

Mastering the art of giving feedback is one of the single most important things you can do as a manager.  

Feedback comes in two forms. Motivational feedback is when you’re congratulating or praising a team member for something they’ve achieved or done well. Developmental feedback is where you highlight a performance issue or behaviour that requires development to improve. 

Of course, the key lies in balancing the two types of feedback and how they are delivered. 

Many managers focus on developmental feedback only, which the team interprets as only noticing ‘the bad things.’  

Sometimes the manager does this because they appreciate developmental feedback. They think that others prefer this style too – or more commonly, they had managers who didn’t give motivational input, so they’re not accustomed to its benefits.  

On the other end of the scale, some managers praise a lot but don’t offer enough feedback for development. They don’t know how to give good developmental feedback, and so avoid giving it. Many managers haven’t been sufficiently trained in giving feedback or have had poor role models in their past managers. As such, no one knows where they’re going wrong or how their performance could improve. 

It isn’t helpful to give vague or ambiguous feedback to your team members, whether it’s positive (motivational) or negative (developmental).  

Yes, it can be helpful to tell someone they are doing a great job, yet it’s far more beneficial to let your team member know exactly what performance traits you have seen that has contributed and want to see them continue to use. 

As a generalisation, it’s easier for individuals to receive motivational feedback compared to developmental. However, suppose you invest time nurturing your relationships with each team member and stocking up their emotional bank account with sufficient motivational feedback. In that case, it is then easier for them to handle the developmental side. 

Too often, managers focus on what an employee can improve first and consider praise as a second thought. While this can be quickly rectified if you see someone every day, it’s not always the case if some of your teams are now working remotely. 

Research from the CIPD suggests that anything from five to six pieces of motivational feedback to one developmental is the right balance. This will vary by individual, and there is no better person than a manager to know which team members need more praise than others. 

As the review ends before developing a follow-up process, let’s discuss a topic that is often pushed aside, the conversation around compensation and benefits.  

The Compensation Conversation

We are currently in a volatile hiring market, which is highlighting discrepancies in salaries and compensation in some companies. 

Interestingly, a recruiting MD colleague in an aligned sector shared with me how a candidate he was working with was made a counteroffer from her current employers when she submitted her resignation.  

They offered to increase her salary by 35%, and, with one of their star performers about to leave, they were also willing to consider remote working – something they had refused a year earlier.  

The employee took up the offer from a new employer as her trust in her current company had been ruined. 

This isn’t a one-off occurrence. 

If compensation conversations are not commonplace in your organisation, maybe they should be. 

If a high-performing employee asks for a pay rise or additional benefits, be prepared. No matter who’s making the request, your star performer or an average one, you’re likely to feel taken aback or annoyed at being put in this position. 

Don’t react with the common platitudes I am sure all of us has heard; “not my decision”, “if it were up to me, of course, I would give you an increase.” 

Depending on the size of your organisation, you may have flex; however, take stock as you plan your next steps. 

Be curious and use the time-tested strategy and phrase, “Tell me more.” Then listen and take notes.  

Ask open questions to uncover as much information as possible, depending on the individual’s explanation and reasons why you can then make a case or not for their request. 

Ensure your employee feels heard and agree when you will get back to them. Though you might have been ‘miffed’ at their request, remember it won’t have been easy for them to raise the issue in the first place. 

As a first step to handling the situation professionally, are you paying the ‘going rate’ for the role and responsibility? If you are unsure, ask your current recruitment partner, who will know the answer. 

If you are underpaying, then be prepared for the consequences in the current market, which will be losing a good employee with knowledge and experience of your business and how you operate. With reports that over 79% of professional businesses gave their people a pay rise in January this year, wages and general remuneration are being scrutinised more closely than ever, in part because of the current economy and cost of living crisis. Consider therefore that, for the sake of a small pay increase, in the bigger scheme of things, is it worth losing a valuable employee? 

The conversations have happened, so what next? 

Post Review Follow Up

One of the common errors in managing effective performance reviews is the lack of follow-up. A great conversation happens, and then no follow-up communication occurs, and the impact gets lost. 

Your employees need support to achieve the next steps you have agreed to together. Ideally, put a development plan in place with milestones, timelines, and actions. 

Plan in the diary your next meetings and agree on what all parties will do between meetings. 

Follow this process, and you will have a comprehensive and fair process that will benefit your employee, team, and overall 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 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.

The COVID-19 Pandemic taught businesses many things. How to adapt (and quickly), how to navigate unchartered territories, and most of all, how to be as prepared as you can for the unexpected. Those businesses that had business disruption plans in place were naturally given a head start, while others arguably had their fingers burnt when the world turned upside down.

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 it will undoubtedly be small and medium-sized businesses that are the most at risk from disruption as the required skill set and knowledge will be concentrated amongst a few key individuals.

Put simply, companies without a succession plan risk losing revenue, reputation, and relationships, and whilst it’s hard to find the time to plan for the future when you are busy running the day-to-day, putting a clear strategy in place will only help to protect the business when the time comes to put it into action further down the line.

Here we look at the 9 steps to take to start a succession plan for your business:

1. First things first: look for signs your key people are thinking of leaving

Individuals can choose to leave your company for a variety of reasons. They may be looking for a new opportunity or challenge in their career, want to move into another specialism or sector perhaps, or simply have become dissatisfied in their current role.

The first step to planning for the future is to be ever aware of the warning signs your top talent is thinking of leaving.

This might include:

• Avoidance of long-term projects and growth
• Visible signs of the stress connected to the role
• Signs that the individual is not as creative or intuitive as usual
• Performance is beginning to suffer

In today’s changing employment landscape, issues like disengagement, burnout, and even “quiet quitting” are becoming increasingly common. Fortunately, if you can recognise these signs ahead of time, there are still things you can do to re-ignite your staff’s passion for your company and prevent them from seeking other employment options.

If that is not an option, or all avenues have been exhausted and the individual has progressed to handing their notice in, you might want to consider step two…

2. Consider whether a counteroffer is the way forward

When you are faced with the prospect of losing a key individual from your business it can be tempting to enter straight into negotiations to counteroffer. Not only can it be expensive to replace key people, it can also damage morale and affect client relationships. If there is a glimmer of light that the decision can be reversed, it is no surprise that many employers go down this route to mitigate any collateral damage.

However, business leaders should think twice before making a counteroffer as there are both pros and cons that should be considered.

There are times when negotiations are worth entering into, especially if that individual can still see a future at the company, still finds the culture and working environment a ‘fit’, and any identified obstacles can be overcome.

However, if the counteroffer is based around salary expectations, take heed. Will offering an increase lead to an imbalance across the rest of the team? Will it start a snowball effect with other individuals? Can you actually afford the increase?

Finally, it is also worth noting at this point that any negotiations around encouraging a key individual to stay will not be relevant if the reason for leaving is retirement. However, with a presumed notice period that will be required in this instance, following the next steps are still key as that person works through those final months (or years).

3. Review your current team in depth

As a business leader the structure of your company should always be reviewed periodically. Of course, you may have an ongoing hiring plan in place to fill certain ‘gaps’ or around a growth strategy as you increase headcount. But consideration should always be made around highlighting key individuals across the business that are likely to cause some element of disruption if they were to leave suddenly (either enforced by the business or due to extenuating circumstances).

A good starting point would be to look at ‘vulnerable’ vs. ‘critical’ positions

• Vulnerable = There is no identifiable successor. Risk is loss of functionality and knowledge as there is no obvious replacement.
• Critical = A leaver in this category would significantly impact a company’s operations. All leadership positions are critical by this definition – in particular CEO, CFO type roles.

Assuming you prioritise planning for the departure of these roles first, ask yourself if there is someone else in the business that can take on those responsibilities for example. What would happen to that individual’s clients or project work? What clients are a flight risk and would potentially follow that individual to an alternative company – one of your competitors perhaps?

These are the initial key questions when putting a succession plan in place: understanding the risks and ensuring that business continuity is key.

4. Develop your future leadership team

At any given point, having a pipeline of future leaders in the business is incredibly important – whatever the size and structure. Having clear progression paths in place is a good starting point so individuals can envisage their future at the business, supported with robust training and upskilling where needed as part of the wider package of benefits and employee support.

When it comes to creating a succession plan, however, more careful consideration needs to be taken when assessing the exact skills and experience needed  – applicable whether you are planning to move people into that role from within or recruit externally.

You need to consider for example:

Key skills that may be lost  – If the individual leaving is a business leader or managing director, there are a certain set of skills that come with, and are expected from that seniority. Business acumen, entrepreneurship, strong financial control, and managing a team are all essential skills that you would hope their successor would have. Above all, someone who has experience in change management would be ideal to take the business from its current state to a desired future state – executing change, mitigating risk, and minimising resistance.

SPOFs – ‘Single Point Of Failure’ – an acronym that originates in the world of IT, it refers to a component or part of a system that, upon failure, would cause the entire system to fail or significantly impact its operation. In business terms, therefore, you need to consider if any individuals have sole knowledge of a particular process or system or hold a set of critical skills that no one else in the business currently has. To see these, quite literally walk out of the door, may significantly impact your business, so ensuring that knowledge is shared is good practice.

Using notice periods to your advantage – if a successor has been identified, and there is a notice period for the leaving individual to serve, it may be worth considering if there is an opportunity for the two to work side-by-side for a period. Obviously, you will need to consider internal costs here and the impact on the incumbent role and responsibilities if you have an individual mirroring a new role, but the time spent shadowing or preparing for the shift of responsibilities could be a sensible move in the long run.

5. Active management of client transitions

Unless the individual is leaving your business is because of retirement or to cease employment altogether for other reasons, there is always the risk of your own customers following that individual to one of your competitors.

So what can you do to mitigate the risk (and impact on your bottom line)?

Once again, the starting point is taking time to analyse your book of clients, particularly those who you would class as ‘high-value’. Do these have a team of people that you deal with regularly, or is it just one individual? Understanding these relationships is key, as is ensuring that all leads and client data is shared internally through your database or CRM.

If it is appropriate, ensure that the client has contact with a number of people within your business, not just a single person. Regardless, open and transparent communication with your key clients is vital to uphold those valued relationships, maintaining service quality, and contribute to client satisfaction with the proposed changes ahead.

From an internal point of view, and if there is a formal transition in place between leaver and successor, make time to transfer knowledge about that client. This should be on a deeper level than the information found on a CRM. Ongoing projects, key individuals, processes, and how they like to do business are all vital nuggets of information that will equip the person taking over the relationship with the inside track over and above facts and figures on a much more personal level.

6. Creating an external comms plan that maintains stability

By now it is evident that clear communication to all stakeholders is a key part of continuity and succession planning. Creating a plan that also addresses ‘the market’ is also key here – particularly if the individual leaving is senior, a managing director, or a CEO for example.

The objective of general external communications is to mitigate any potential damage to the company’s brand and to reassure clients and potential clients about the continuity of service.

And, whilst a smooth and well-managed transition can have a positive impact on a business’ brand, a poorly executed or mishandled succession process can actually tarnish its reputation.

Communicating future plans here is key – when people observe a well-prepared and seamless transition of key personnel, it instills confidence in the company’s ability to maintain consistent service quality, fostering trust in the brand and reinforcing its reputation for reliability.

What’s more, succession planning allows a business to strategically position itself by identifying and developing talent in specific sectors or industries. By aligning succession plans with the company’s strategic objectives, it can communicate its expertise and wider value proposition to clients and stakeholders. This further strengthens the business’ brand reputation as a trusted authority in those areas in which is operates.

7. Focus on internal communications and vision

Having a clear roadmap for the future; setting a vision and the steps in place to get there is crucial for any professional business, whatever its size or sector. Engaging team members, ensuring efforts are aligned, and facilitating personal growth and development are key elements of successful internal communications.

When a key individual has given their notice to leave, it may very well lead to discontent and worry – albeit temporary – on the supposed disruption ahead. It’s therefore vital to be completely transparent with the remaining team about what plans are in place, and how they will affect the business in the short, medium, and long term.

Some key areas to focus on in your communications include:

Providing a clear roadmap ahead –  outline the future strategic direction particularly if this will change as the individual departs.

Engage in 2-way communication – encourage team members to share any concerns, thoughts, and ideas openly about what the future will look like.

Promote personal growth opportunities – ensuring the remaining team members can still see opportunities for their own growth, progression, and personal development is crucial.

Visualise the vision – where you can, make your company’s vision tangible and relatable.  Use visual aids, and real-life examples to help team members connect on an emotional level.

Managing change communications is a critical aspect of successfully navigating organisational transitions and ensuring the smooth adoption of new initiatives and significant changes, including the departure of key individuals. Done well, this can help your remaining team transition with clarity, understanding, and engagement for the road ahead.

8. Consider hiring strategy as structure changes

Depending on the role in question, you may not want to hire someone external – rather, promote from within. This has clear benefits – these individuals are already a good fit for your business, understand your tech stack and processes, and may already have fostered good relationships with key clients.

However, external hiring may be needed to back-fill the role of the successor for example. A shift around of roles and responsibilities internally inevitably leaves gaps somewhere – so consideration of what a revised or likely business structure should be taken to feed into a plan around hiring.

If you are responsible for hiring within your business – either wholly, or as part of your role in HR for example, 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 – but there are clear advantages to engaging early with a sector-specialist to give you a head start as you continue to focus on handovers and the transfer of knowledge of your departing employee.

9. Keep internal admin up to date

Job descriptions and the roles and responsibilities of individuals are likely to change over time – particularly if they progress along a defined career path, or the business changes and roles have to flex to accommodate those.

It is therefore prudent to keep documentation up to date to make it easier to recruit into that role when the time comes – be that from your internal talent pool or externally.

Even if the ‘new’ role may change with the departing individual, it at least allows you to benchmark and assess areas of the role that may need to pass to the successor.

And, ensuring that key processes are documented and shared internally is crucial if you don’t want to end up with SPOFs in the business who take that knowledge with them as they depart.

Conclusion

Whilst it’s not always the case that business leaders get a heads up on when the key individuals of their team are leaving, it is still worth having succession planning as part of the annual strategic review – particularly if a SWOT analysis is conducted where this could be classified as a very real threat to business-as-usual.

Where reasons for leaving are around retirement or taking a more permanent step back from current responsibilities, as much time to plan ahead should be taken. Using notice periods strategically to help document processes and pass the baton over to a suitable successor is time well spent.

And, if there is no one in the wings that look like they have the right skills and mindset to take on additional or alternative responsibilities, engaging with a trusted and reputable  recruitment specialist as soon as you can is key to ensure you kick start the process and find a suitable candidate that is the right ‘fit’ from the outset.

Successful succession planning is about putting solid plans in place before key individuals leave – not scrambling to fill gaps and manage ripples of worry or discontent as they walk out of the door. And, as Vijay Parikh, Owner of Harold Benjamin Solicitors wrote recently for The Law Gazette whilst succession planning may not be something on many senior leader’s agenda, it is an absolute necessity, like any other future planning for a successful business.

In short, it’s never too early to start thinking about putting a strategy in place  – even if it only comes into force sometime in the future.

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.

The concept of having a shorter workweek isn’t a new one by any means. Industries have long since recognised the benefits it can provide for employees and their business, with the (then-revolutionary) idea of a 5 day work week first being

Until recently that is.

On Trial – The 4-day Week

The idea of a 4-day, or 32-hour work week had begun to garner mainstream attention in the last few years, with six countries (Canada, Australia, Ireland, the UK, New Zealand and the US), already experimenting with it over the past year. In June 2022 we saw the introduction of the first UK 4-day workweek trial, (piloted by organisations 4-Day Week Global and Autonomy) in which 61 companies and 2,900 workers participated, which sought to achieve the same results as the current working week structure and find a better common ground between employers and employees..

And with the results of the trial having been published in February 2023, we now have a glimpse into how it could work across a variety of sectors in what has been heralded by and large as a resounding success.

One of the biggest selling points of the 4-day week notion to employers is the increase in productivity that workers experience. Contrary to how counter intuitive it can appear at first, research from a study conducted by the University of Auckland has shown that a shorter workweek can give rise to greater levels of productivity from employees compared to a standard 5-day workweek. The study involved a New Zealand company, Perpetual Guardian, which trialled a four-day workweek for two months and during the trial, employees reported feeling less stressed and more focused, which led to an increase in their productivity levels.

Similarly, in the pilot, many employees reported improved work-life balance, reduced stress levels, and better overall well-being, with 60% of workers finding it easier to combine their work with caring responsibilities and 62% better able to juggle work with their social life. And it’s showing very encouraging signs business-wise as well, as key metrics show that companies’ revenue, by and large, hadn’t changed over the trial period, but instead showed a healthy increase (35% on average) compared to data from similar reports in previous years. The number of resignations in participating companies also saw a significant decline (57%), highlighting the true value of the benefits that the 4-day workweek structure provided to employees.

The most persuasive statistic of all when considering the longevity and permanency of such a working arrangement is that 92% of companies (56) that participated decided to continue with the model, (with 18 of them making it permanent). It certainly seems to offer a new perspective for employers and employees to find common ground when attempting to strike that delicate balance between increasing productivity & sales whilst also creating a more supportive work environment.

Research Associate at University of Cambridge, Dr. David Frayne, attested to its effectiveness:

“We feel really encouraged by the results, which showed the many ways companies were turning the four-day week from a dream into a realistic policy, with multiple benefits. We think there is a lot here that ought to motivate other companies and industries to give it a try”.

What Still Remains Unanswered?

But which questions do the results still not answer? And what are the implications for the working world at large should this become a new reality?

Perhaps the first thing that springs to mind when looking at all the positive discourse regarding the results of the trial is, ‘’can it deliver on the promise it’s showing?’’ While it’s certainly no pipedream to believe it can, considering the trial’s outstanding results, it does highlight a need for a touch of pragmatism when assessing the 4-day workweek’s feasibility and in particular for sectors where it has proven difficult to implement or has just not been successful when doing so.

Take customer-facing businesses for example.

Unlike other professional services that often involve project-type work (which gives employees a greater degree of flexibility when it comes to deadlines), companies in this line of work must have a certain number of staff on-site to take care of the more hands-on aspects of the role and ensure a smooth running of the business.

Naturally, there are bound to be scheduling challenges that arise because of this when implementing the model as customer needs must still be managed effectively, and the business must ensure that communication between teams and with customers is maintained at all times, meaning the idea of a three-day weekend every week for some companies is just not feasible. Certain sectors such as education, healthcare or public transport may argue that this is just not feasible at all.

And even if staffing and logistics issues could be overcome within these sectors, not all can guarantee a productivity increase (and money on the bottom line) to make up for the reduced hours of a 32-hour workweek particularly as such businesses or public services will have to take on extra staff to cover any shortfalls, meaning extra costs overall.

One such company that ran into several of these practical issues when implementing it across their business is Engineering and Industrial supplies company Allcap. Despite reducing the frequency of their staff’s three-day weekend to once every fortnight (due to the nature of their business), they found adapting to the 4-day workweek model difficult, particularly with the increase in daily workload. Employees found it difficult to benefit from the extra day of rest that they had available, as their new week structure now meant that they had gone from ‘’10 normal working days to 9 intense ones’’, making them exhausted by the end of their week. Added to this was the difficulty in finding enough staff to cover for the absences of employees on their free day when holidays, sickness and caring responsibilities were all factored in. Ultimately, and with two months of the trial still planned in, Allcap was forced to abandon across its main trade sites.

Mass Rollout Or Mass Walkout?

As seen from numerous other examples in the trial results, it is certainly not a one-size-fits-all approach and not all businesses can afford the wiggle room needed to adapt to it, which raises valid concerns about its applicability on a larger scale.

Its scalability isn’t the only question mark about it either, as there is the concern of how sustainable it can be over longer periods of time than just the 6 months, considering the unknown long-term impact of a 4-day workweek’s intense work pattern on the physical and mental well-being of employees.

Could the exact reasons for pushing ahead with the pilot around staff wellbeing lead to a worsened state in the long run? It does very much depend on the sector, the type of work being conducted, and the expectations of the customer base – and on that basis it is harder to see how this could be rolled out en masse irrespective of these nuances.

So what next for the trial? And where does all this leave us with regards to the current state of affairs?

Post pandemic, it is clear that there is a growing focus on greater flexibility from employees who are more mindful of when, where, and how they work. In turn, there has been much narrative from businesses around hybrid, flexi, remote-working and analysis of these changes on the impact of business performance and productivity.

Undoubtedly, there has already been a seismic shift in working patterns as numerous companies move to more flexible means of working   but is a further shift to a shorter week on top of this a step too far – at the moment at least?

“Even as the value of the pound goes up and down, the value of people’s time doesn’t.”

Summed up nicely by the above quote from Programme Manager Alex Soojung-Kim Pang at 4 Day Week Global, perhaps the biggest litmus test for the 4-day model, and currently its biggest barrier to a much-anticipated systematic change, is how well it can fare in not just the current economic climate, but an ever-changing one.

With vacancies harder to fill, and potentially more staff on the books (for some sectors) to accommodate a 4-day workweek, it simply isn’t an option at the moment for some, and whether it can still be as viable and as practical in unfavourable conditions remains to be seen.

One thing is for sure though, change won’t happen overnight.

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.