In a skills-short market, businesses across all sectors are looking more closely at their strategies for attracting and retaining their talent. And whilst a focus on employer branding has been a part of business DNA for a number of years (prevalent in the early 1990s and usually straddling both the marketing and HR functions), the last decade has seen a new phrase coined that takes the concept a step further.

The Employer Value Proposition (EVP) has become somewhat of a buzzword more recently – especially as businesses operate in an increasingly competitive and borderless world that is economically volatile.

Pioneer of employer branding research, Brett Minchington defined an EVP in 2005 as “a set of associations and offerings provided by  an organisation in return for the skills, capabilities, and experiences an employee brings to the organisation.”

In simple terms, it is the way that businesses differentiate themselves in their particular market allowing them to not only attract and recruit ‘right fit’ new employees but also impact the engagement and retention of existing staff members.

Why Your EVP Could Be Your MVP

While there seems to be more jargon and acronyms than ever – what is clear is that it is more important than ever for businesses to communicate the compelling reasons why future hires should choose to work with/ for them.

In the past, many businesses assumed the key to a successful EVP was simply offering their team the best salary and benefits. However, teams today are looking for more than just financial value in their careers.

As attitudes to the workplace have changed, so have priorities as professionals now have more opportunities than ever to consider where, how, and when they work.

Vacancies offering fully remote or hybrid contracts means that staff are no longer restricted by geography when assessing new opportunities in the market, and with the net cast wider – so too are the opportunities (and indeed, competition).

Fundamentally you need to communicate all the specific and unique benefits an employee can expect to receive when they join your business. These should seek, where possible, to differentiate yourself from competitors operating in the same region and/or practice area; describing (and making tangible) what the business stands for – vision, culture, and working environment.

According to Gartner, a leader in people management, an EVP can massively strengthen your position in the hiring landscape and improves your chances of retaining talent, decreasing annual employee turnover by just under 70%, whilst increasing ‘new hire commitment’ by nearly 30%.

The War For Talent Is Over. Talent Won.

The quote above by PwC’s US Chairman, Tim Ryan in October last year continues to do the rounds as the UK’s drought of talent is still felt across many industries and professional sectors. As highlighted in a recent article on Maddyness, UK unemployment rates remain at a historic low of 3.75%, and with vacancies still at heady heights (compared to pre-pandemic levels), there remains a disconnect between demand and supply.

Furthermore, those businesses that were proactive in securing talent by offering inflated salaries may no longer have this option against a backdrop of economic uncertainty, and squeezed budgets.

And whilst this may on the surface start to level the playing field between small and medium-sized companies who couldn’t compete on price, the challenge around standing out on the things that matter very much remains.

Creating a stand-out working culture and work environment, and offering staff a holistic package of perks and rewards is only the first step, however. Finding innovative, bold, and creative ways to communicate this externally (and through internal channels) is key – and should go beyond one-dimensional lists on websites and job descriptions.

Attracting The New Generation Of Talent

It is a well-publicised fact that Generation Z, the youngest generation to approach the working world, will soon surpass Millennials as the most populous generation on earth. By 2030, this group will make up 30% of the workforce, bringing new demands, expectations, and priorities for employers to consider.

Often raised by innovative millennials, Gen Z is the most diverse and educated age group in the professional world today. Born into a connected, digital, and empathetic world they spend approximately half of their waking hours interacting with technology. Shaped by an era of social feeds and internet culture, the slew of powerful social justice movements they’ve witnessed in recent years have given them a unique sensibility and a strong stance regarding ethical business practices and equity.

Generation Z undoubtedly has several valuable characteristics to bring to the workplace, yet their approach may cause certain challenges for business leaders as they aren’t motivated or moved by the same things as their millennial parents (we looked at some of these recently in our detailed guide on Motivating Gen Z Employees).

What has been already noted, however, is that this demographic cohort (known colloquially as ‘zoomers’) is emerging as the ‘sustainability generation’ – impacted massively by global events like the Pandemic which, according to Forbes, didn’t start the sustainability revolution necessarily, but certainly put it into overdrive (with Gen Z in the driver’s seat).

Attracting and retaining this generation will therefore need to focus on green and eco-credentials, and general CSR initiatives as part of a wider employment proposal that is demonstrably ethical, moral, and has a societal purpose. 

CSR & ESG – as easy as ABC?

Employer value propositions are evolving, due to shifting business priorities, working patterns, and employee values as well as external factors like the economy and political landscape. A focus on well-being and wellness initiatives, work-life balance, diversity, and inclusion are continuing themes setting value propositions apart across the professional landscape, alongside programmes and statements centred around Corporate Social Responsibility (CSR).

But with a new acronym on the block for businesses to get their heads around – ESG… it’s no wonder there is some confusion around where they should place their focus amidst this ‘alphabet soup’ of initiatives.

Corporate Social Responsibility (CSR) is a business approach designed around making a social impact and focus beyond profits. It is designed (or should be) to benefit society and the local community as well as the environment for the collective good – and in turn will also, by proxy, enhance the company’s image, generate more business, and earn customer and employee loyalty.

It is generally split into 4 areas:

1. Environmental
2. Ethical
3. Philanthropic
4. Economic

All are aimed at providing benefits to both the general public as well as company shareholders and employees.

Environmental, Social, and Governance (ESG) isn’t quite the same – although according to a Harvard Law School study in 2021, both terms do appear interchangeable. Rather, this programme is more data driven, and increasingly  an act of corporate compliance; defined as ‘a set of standards measuring a business’s impact on society, the environment, and how transparent and accountable it is.’

In brief, the three areas or factors look at:

• Environmental – a business’ impact on the environment, such as carbon emissions, waste management, and resource usage.
• Social – a business’ impact on society, including issues such as labour practices, human rights, and engagement with the local community.
• Governance – a business’ management and oversight, such as board and management structure, executive compensation and remuneration, and shareholder rights.

ESG has become increasingly important for investors and businesses as stakeholders demand greater accountability and transparency on sustainability and ethical issues. The key difference therefore compared to CSR, is that it is viewed as the outcome (measured and reported on) of a business’ sustainability, whilst CSR focuses on their voluntary actions to improve its impact.

An even simpler comparison by Akepa:

• CSR: a general sustainability framework, mainly used by companies
• ESG: a measurable sustainability assessment, popular with investors

In Conclusion

As a Managing Director, Manager, or Hiring professional within a business, getting your head around the many acronyms and initiatives is the first hurdle in understanding the evolving values that current (and prospective) employees have when it comes to their employer.

Understanding what these shifting ideologies are is critical when it comes to retaining, engaging, and attracting talent  – although it is equally as important not to pay lip service or view things like your EVP as a box-ticking exercise.

What is clear, is that embracing CSR (Corporate Social Responsibility) has become a necessity for businesses around the globe, not least because it remains high on the agenda of both Millennials and Gen Z employees who are ever critical of their employer’s ethical stance, reputation in the market, and values that they hope will mirror their own.

In a LinkedIn News article from earlier this year, it was reported that these demographic cohorts actively consider “conscious quitting” if the company doesn’t align with their values. It also highlighted research from KMPG which stated that 46% of employees want their employer to ‘demonstrate a commitment to environmental, social and governance’, with 1 in 5 turning down the offer of a new role if they felt a disconnect.

Clayton Recruitment’s Commitment

Of course, CSR, ESG, EVP, and any other business-related acronym are relevant to all businesses – ours included.

As a prominent Northwest employer that has been in business for nearly 25 years, we also recognise the importance of our own value proposition when it comes to our people and our community.

Our commitment to CSR can be seen here, where we detail our approach, programme, and statement of intent as we strive to become a socially responsible business, both internally and externally – making a positive impact on our people and workplace, our clients and suppliers, our local community, and our local and global environment.

The purpose of our programme is to sustain a business that is successful and respected in its ethical standing by our stakeholders. These include candidates, clients, investors, regulators, suppliers, and the wider community.

We are particularly passionate about supporting causes that have roots and impact here in the UK, and in the Northwest. One initiative that we have recently joined and committed to is Ecologi, a certified B-Corp social enterprise, and platform for Climate Action; helping individuals, families, and businesses become Climate Positive.

This market leader is certainly gaining traction and publicity, and we are delighted to join the other 40,000 members in taking simple, but impactful climate action. This year we have committed to fund the planting of trees in the UK for every placement we make and are also involved in the Beta trial to calculate our carbon footprint, and put plans in place to reduce our emissions.

You can see the impact of Ecologi’s work and their UK reforestation projects here.

In addition, Managing Director, Lynn Sedgwick and Performance and Development Director, Louise Kearns joined the Good Growth Programme in February this year, ran by Lancaster University and supported by Boost, Lancashire’s Business Growth Hub.

The 5-month Programme was underpinned by world-leading research produced by Lancaster University Management School and focused on business strategies that are centred around the environment, community, and social justice. It was a great chance to connect and collaborate with other SME leaders and contribute to solving local and global challenges.

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, Industrial, and Engineering appointments, on both a permanent and temporary basis. If you are looking for your next career move, we can help. Call us on 01772 259 121 or email us here.

The job market is evolving more rapidly than ever. The recent surge in the development and use of AI and digital technology has ushered in a highly competitive period that has seen a spike in demand for its incorporation in hiring practices and also to combat skills shortages gathering pace in certain sectors. Throw in a tumultuous economic background and it is clear that candidates today still find themselves having to navigate uncertain waters, in order to stay visible and attractive as a prospect to hirers.

Nothing epitomises this more than the well-documented skills shortage widely seen across several industry today. A recent article in Fortune focused on this particular challenge being experienced across many sectors and is likely (according to the Future Of Jobs Report by the World Economic Forum) to get worse before it gets better – referring to a ‘skills gap is so big that nearly half of workers will need to retrain this decade’.

And whilst employers are already feeling the impact and squeeze on their hiring and business objectives, employees too are well aware of the need to keep pace with the changing landscape and ensure their employability in the long-term. Upskilling and reskilling have become the talk of the town amongst professionals today, but one thing that most commentators agree on the likelihood of a skills-based revolution, where certain soft skills are quickly rising in importance.

While functional or hard skills are an ever-crucial skill area for professionals to develop, they are often given the lion share of attention, sometimes at the expense of some core soft skills that have proven to be crucial for career success. Regardless of whether you’re a fresh graduate or a seasoned professional, these are skills that will make the most difference in accelerating your career, as they equip you with the necessary qualities to help you manage your mind, communicate well consistently, and influence your team to improve their performance.

This is particularly pertinent when discussing the future of work for professionals across a variety of industries, as the role of AI and digital technology in streamlining processes, commoditising work and automating less complicated aspects of the job, is only set to increase going forward. In such a scenario what will be left for aspiring candidates to shield themselves from the resulting job slash is the chance to prove their worth in the high-value or newest aspects of their line of work, among which is the human-to-human interaction necessary for effective client and relationship management.

Considering this increasingly becoming the general consensus around the impact of digital technology, it’s clear to see where the demand is going skill-wise.

Soft Skills for Growth

A highly desirable aspect of a professional’s skillset is the ability to manage themselves and their relationships with others through profound self-awareness, effective communication, willingness to listen and capacity take on feedback. And it isn’t just required to excel in your role, it is indispensable for personal and professional growth.

Here at Clayton Recruitment, we assist candidates in developing their careers where we consistently share the softer skills that need to be developed. Below are the ones most important to build:

Self-Awareness

One of the key challenges when managing and developing a team is a lack of self-awareness from the employee.

You will hear the term emotional intelligence shared in many circles. The term was defined as a person’s ability to manage their feelings and to express those feelings appropriately and effectively.

(The original book on this topic by Daniel Goleman, is definitely worth a read).

Who has not come across a colleague in the business who has zero idea about their impact on others? A candidate once approached us looking for a new role because of the behaviour of a new manager in the business; yes, managers can lack self-awareness too.

It appears that every morning the manager in question would appear with a sore head, grumbling and snapping at people. The individual had no idea how his behaviour affected the team.

Self-awareness also covers motivation, empathy, self-regulation, and appropriate social skills.

Communication Skills

All professions include varied people with effective communication skills and some that don’t hold the ability to have a conversation. Summing up a procedure to employees with jargon-free lingo are all expected skills for someone to hold. However, talking over a team member in a meeting does not demonstrate communication excellence.

A large part of being a great communicator is the ability to listen. We can all tell the difference when someone hears the words you are saying or when they are actively listening.

As an experiment, notice how often people have their phones open during conversations or look over your shoulder at other people and what’s going on when speaking with you; worse, they sit on the edge of their seats waiting to interrupt.

Active listeners, meanwhile, pay close attention to meeting presenters, offer up clarifying questions or responses, and refer back to notes in future discussions. They do not need things repeated to them because they heard them the first time, making active listeners respectful colleagues.

Openness to Feedback

This might sound like a different soft skill, yet a lack of openness to feedback often indicates an individual is stuck in a pattern and unwilling to learn.

The ability to accept developmental feedback is critical for all of us; otherwise, how will we improve? Think about it; constructive feedback will help you do the best job possible when it comes to your role, and yet often, people take it personally and react defensively; when this happens, feedback is not heard.

No one is ever perfect, no matter how long they have been in a role. Reflecting on this, when did you last ‘overreact’ to feedback?

Growth Mindset

Having a growth mindset leads to the ability to accept feedback. Individuals with a growth mindset see feedback as the gift that it is.

Their mind is focused on what is possible rather than what is not. No matter what role, you will encounter roadblocks, disappointments, and other situations that might frustrate you. A soft skill critical to your ability to persevere is having a growth mindset.

Dr Carol Dweck conducted the original work on this several years ago. Her book is well worth reading to identify if you have a growth or fixed mindset.

For instance, someone with a growth mindset who did not achieve their billable target would look at this as an opportunity to double down and focus on what they could do differently in the next quarter.

Whereas someone with a fixed mindset would see this differently, complaining that the target was too high, the clients they were working with were demanding, and the list of complaints goes on.

Adaptability & Flexibility

The last few years have been a challenge for many, yet certain employees have stood out above others; Two words describe them.

• Adaptable
• Flexible

No matter your role in your business, the ability to adapt to change and a positive, flexible attitude about what is happening never go unnoticed.

Many people have no idea how negative they can be when something does not go their way. Worse still, they become a classic mood hoover.

Fact: Our business landscape is changing, and no matter what role you hold in an organisation, you have to be willing to adapt and change.

Analytical & Creative Thinking

Analytical and creative thinking are reported to be the two most important skills for employees in 2023 according to the Future of Jobs Report, with over 70% of businesses surveyed as part of the research, citing these as the most valued core skills. A purposeful increase in both of these cognitive skills clearly reflect the increasing importance of complex problem-solving in the workplace.

Analytical thinking is the ability to approach complex problems or situations in a systematic and logical way, breaking them down into smaller components, analysing the data, identifying patterns and relationships, and using that information to draw conclusions and make informed decisions.

It is of particular value in roles that require problem-solving, critical thinking, and decision-making skills such as data analysts, business analysts, financial analysts, engineers, scientists, strategists, and management consultants, among others.

Employees who display these skills are deemed to make sound judgments and decisions, and solve problems effectively. Analytical thinking is also useful for identifying trends, opportunities, and potential risks in a business, which can help organisations to innovate and stay competitive.

As a jobseeker, there are several ways you can highlight these skills during the process – starting with your CV; using relevant that demonstrate your skills here such as:

• “data analysis”
• “problem-solving”
• “critical thinking”
• “research”
• “logic”
• “strategic planning”
• “quantitative analysis”

Simply put, if you can provide concrete examples of when you have applied analytical or creative thinking, all the better.

In your interview, be prepared to demonstrate your skills and discuss specific examples of how you have used analytical thinking to solve problems or make decisions. You could even prepare a case study or work sample that showcases your analytical thinking skills.

Technological Literacy

Technological literacy is also deemed to be one soft skill that is growing in prominence and importance across a variety of sectors and roles. However, it is not just about using technology for everyday tasks like sending emails or using social media. It also involves having a deeper understanding of the underlying concepts and principles of technology, as well as its societal, ethical, and environmental implications.

In today’s fast-paced and constantly evolving technological landscape, technological literacy has become increasingly important in many industries and professions. Jobs in fields such as engineering, software development, digital marketing, and healthcare require a high level of technological literacy, as employees need to understand and use various types of software, hardware, and digital tools.

Moreover, technological literacy is essential for individuals to participate fully in a rapidly changing society and workplace.

Demonstrating technological literacy is relatively easy to do on your CV and during the interview process – although it is important to list those that are relevant for the job in question. It is a good idea to include specifics here such as level of qualification so a hiring manager can assess your exact competencies from the get-go. Additionally, be prepared to talk about examples where you have used your skills to solve problems or improve processes. This is arguably where you will stand out as a candidate… focusing on the impact these skills have had in your previous roles.

In Summary

Amongst the many developments we have seen emerge in the past few years, such as the gradual shift towards greater flexibility in the work life of professionals, the incorporation of AI technology into business and hiring practices and the transition of the industry away from established traditional norms comes a particularly pertinent point of discussion – and contention – one that has (and will continue to) influenced how businesses will operate in years to come: The well-documented skills shortage experienced by companies across the market.

Having an awareness of what these skills ‘are’ exactly is important – particularly if you are to be successful in your hunt for a new opportunity (and know the areas where you yourself may need to upskill).

Upskilling is more than just a buzzword doing the rounds – it is very much centred on the wider issues of skills shortages and ever-changing working conditions and environments that are affecting jobseekers and employers alike. And it seems like the focus on the importance of soft skills in giving you a competitive advantage (again, in your capacity as a jobseeker or employer) is not going away.

Simply put, soft skills focus on developing a positive can-do attitude. A well-worn statement perhaps – yet developing abilities like this will help you navigate most things that are thrown your way while making you stand out as a potential new hire for a company (as well as being areas to focus on if you are indeed in the hiring seat, and looking for a standout candidate to bring on board).

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.

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.

What jobseekers look for in an employer has changed significantly since the pandemic, with work-life balance being the theme that has taken centre stage in job discourse amongst candidates. As the importance of employee satisfaction has grown massively in recent years – whether that be in the form of hybrid working or strong DEI practices – the value of career fulfilment has become a staple part of the modern professional’s priorities when searching for the ideal employer. 

Today it’s not at all uncommon for employees to be left with a lingering sense of stagnation after spending a few years building their skills in their current role, and consequently view the option of jumping ship as the only way to experience real progress in their career, in part due to the negligence of their employers to ensure their continued growth with a long term development plan of any sort.

The resulting high turnover rate is what has brought the idea of Employee Development Plans into focus for businesses, as it provides a range of solutions that can benefit all parties on an individual, collective and corporate level. Such plans centres on work-related skill development, and is owned by both the employee and the line manager. As a continuing process that is consistently and regularly reviewed and updated, an EDP should aim to ensure ongoing employability through improving the individual’s workplace soft and hard skills, and industry knowledge. A good plan will strive to create a series of actions designed to help the individual develop and grow within the context of their career, while also developing their capabilities and meeting the needs of the employer. 

EDP: Goal & Objective

As mentioned above, the goal of Employee Development Plans is not just to meet the needs of the individual – when done right it should also help employers effectively tackle the problems that are brought about by a lack of professional and career growth, the biggest of which, is replacing key skills and people your team without having to invest so heavily. The difficulty of doing so in today’s market is no secret to any Hiring Manager or Partner and while utilising the services of a specialist recruitment agency can mitigate this, it is still very much advisable to eliminate other causes of persistent turnover issues by demonstrating a genuine commitment to your employees’ professional development. This in turn will create and facilitate a productive workforce that gives back that same level of commitment across the business because it: 

• Meets their career/professional needs. 

• Provides that sense of security and support they need from their employer to thrive as individuals. 

It also ensures your company doesn’t constantly run the risk of being hit by a skills shortage, and helps avoid additional costs involved in recruiting, onboarding and training up new staff. 

 With the importance of an Employee Development Plan in a businesses people strategy now established, let us look at what makes a great EDP. 

How To Create A Great Employee Development Plan 

 There are 6 key points to consider when mapping out Employee Development Plans, and although not exhaustive, are certainly a good place to start:

1. Where does the skill gap lie?

•  Begin with an audit of the individual’s skills and see how their existing skillset aligns with the demands of their current role. You’ll want to consider how your clients’ needs have changed over time, what skills the role will demand of the individual in question and how the role will develop/evolve based on this. Knowing where the employee needs to be at the end of the training will enable you to measure progress, and gauge what the next step forward will be at each stage. 

 2. What training and development is required? 

•  Leading on from the initial skills audit & your vision of the role, your next step should be to establish what the employee’s personal and professional goals are. This is important because it encourages them to develop a holistic view of their own growth. Remember that the goal at this stage is alignment between their professional goals and the business needs, and the best way to achieve this is to have employee buy-in right from the start. Having them understand their perspective on where their competencies, capabilities and flaws lie, as well as how to build a training plan that addresses all aspects of their growth makes them more likely to be invested in an EDP. 

 3. Building Your Action Plan: 

•  The next area of focus should be the training itself – what training courses, qualifications or knowledge the employee will need. The 70/20/10 rule can prove helpful in this regard – 70% of learning should come from experience on-the-job, 20% from other colleagues and 10% from training and courses. This is important as it helps the individual avoid viewing the training as separate to their daily work lives. Any training scheduled should be built into the role itself or based on already established relationships with others. 

 4. Why this needs to be done: 

• Transparency and communication of long-term goals helps to instil a sense of belonging and ownership in the employee. Making them aware of how their learning and development will benefit not only their own career but also the wider business can provide them with clear guidelines and focus on how they can contribute in their role. It will also give them a sense of place – how they fit into the company as a whole – and help them build a sense of pride in their work. This in turn will fuel productivity and accountability for their own progress in their training.  

5. When is it needed? 

•  It is advisable for managers and employees to have agreed achievement milestones put into place. These can reflect the overall aims of your business where appropriate. Monitor progress regularly to encourage and provide direction to the individual, and to show support on their journey. 

 6. How can progress be measured? 

•  Methods for measuring training and development can be in the form of formal appraisals, informal meetings and open discussions. The method chosen may depend on the goal(s) and the timeliness set. For short-term training it may be appropriate to have a 1:1 with the employee at an agreed time (for example, after completion of a training course). For more long-term goals, or where several employees require the same upgrading of knowledge, it might be more beneficial to have an open discussion on progress. 

 Staying Ahead to Stay on Course 

 A regular and thorough review of the latest and most relevant, procedural and practice development processes is paramount to the continuity and eventual success of the EDP. Ensure you do your due diligence in establishing where training needs to be updated, improved or changed and don’t forget to change training needs as the requirements of your company develop and expand. Encourage your employee to offer suggestions on where development needs should be considered and where the training can improve. Regular meetings to discuss and record progress, as well as reflect on what is and isn’t going well should be conducted to ensure smooth and successful progression. 

EDPs present a fantastic opportunity to address longstanding needs of both employees and employers and ensure lasting success through a continuous alignment with individual and practice progression. The long-term benefits are undeniable, as the value of having employee satisfaction from a real sense of involvement, and employer commitment and satisfaction shows in the effect a that skilled, up-to-date workforce – who are committed to your business and are future-proofed – can bring .

Of course, the entire process can be made much less of a burden – and significantly more successful – by getting the right hire through the door first time. The best EDP is no substitute for effective recruitment and as a business your best shot at maximizing the value of your EDP is to recruit individuals whose career goals and aspirations run parallel to those of your business from the get-go.

That’s why our team at Clayton Recruitment are on hand – we take the stress and complications out of recruitment for your company so that you can focus on what really matters. If you feel that the time has come to make an important hiring decision regarding your team, get in touch with 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.

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.

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.

The term “Neurodiversity” is not exactly new – although there is still arguably some uncertainty about what it means, and how specifically it is relevant to the world of work.. The topic has become a much-discussed aspect of DEI in recent years and the impact of its cultural recognition and widespread advocacy – having made many aware of the potential that lies untapped in this group of individuals – has seen the term not only find its way into everyday vernacular, but also spark a change in company hiring practices, with a genuine attempt now seen from businesses to understand and embrace the value such talent can offer, and strive to support them by adapting their hiring practices. 

But despite the focus on the latest update of today’s DEI initiatives, the question remains: has all the buzz translated into a real change in the fate of cognitively diverse professionals when it comes to employability?  

As widely acknowledged, diversity plays a pivotal role in recognising and embracing the inherent differences in human brain functionality. It should, therefore, be clearly reflected in a company’s recruitment process if they genuinely aim to empower neurodivergent candidates and support their success at every step of hiring. The significance of accommodating neurodiversity cannot be underestimated, as it profoundly influences the potential success of these individuals in any position they occupy. However, the question remains, do most recruitment processes today truly embody these principles?

Are Businesses Just Paying Lip Service?

The latest ONS research revealed that the employment rate for people with autism in the UK sits at just 29%, a figure lower than the rate for those with other kinds of impairment, with unemployment rates for the neurodivergent community overall at 30-40%, according to a study from O2. A later report written by Auction, an IT consultancy, as part of a survey to investigate neurodiversity in work, found that a third of people with autism admitted that going through traditional recruitment processes was the most difficult part of their career. 

The aforementioned study, conducted by O2, cited an institutional lack of awareness, training, and support as the reason behind the disproportionately high unemployment rates for neurodivergent individuals. It was also found in a recent EqualTech report by SpartaGlobal that just 21% of survey respondents actually work for businesses that tailor their recruitment practices to neurodivergent candidates, despite 87% of them stating that neurodiversity will be an absolute priority for their companies in 2023. 

So, are employers simply paying lip service? While a lack of commitment to changing engrained recruitment processes to support neurodivergent individuals is a plausible (and apparent) reason for the disparity in expectations and reality, another probable one is the failure of employers to make this aspect of their DEI initiative part of a structured, wider recruitment strategy. Efforts to adapt hiring practices for the benefit of neurodivergent candidates are more often seen in only some stages of the recruitment process, rather than at every point possible, ultimately leading to a disjointed and ineffective approach. 

Eliminating Unconscious Bias In Hiring

Take blind hiring for example. It is a DEI strategy employed to eliminate unconscious biases that can arise from relevant but unnecessary information (such as names, age, years of experience, or level of education) that employers pick up at certain stages of the hiring process. It makes the employer unable to discriminate against candidates because of the lack of information that triggers unconscious biases.

While its value is clear, with successful implementation increasing the likelihood of candidates from minority or disadvantaged groups making it to the interview stage, its potential cannot be maximised unless it is supported by complementary strategies at other stages of the hiring pipeline. One such strategy is the targeted recruitment of neurodivergent candidates through the use of a talent pipeline, which addresses the fact that the strategy of blind hiring cannot increase the diversity of interview pools if not many candidates from the neurodiversity community apply in the first place.  

Building the Foundation for Holistic & Bias-Free Hiring

When talking about implementing complementary strategies, certain things must be set in stone. To begin with, a business must be clear on its objectives for its recruitment process. As the starting point and the thread that will be running through your entire recruitment process, how well your objectives are clearly defined and communicated throughout your team will determine the quality of the changes you make in your hiring practices and how effective they will be in facilitating the achievement of said objectives. Whatever that objective may be, whether it’s to improve efforts to adhere to corporate social commitments through an inclusivity-centric process, or to simply improve workforce productivity across the business, it must be well-conveyed and well-supported by the leadership team in the business at all levels. 

Creating Your Target Persona

Once clear, your objectives should inform the creation of your target persona. The profile you create to represent your key target will not only give you a concrete idea of the skillset you are looking for in your ideal candidate but will also give you the opportunity to test and falsify pre-existing notions and ideas about what you believe is needed to be successful in the role. Are there any assumptions about the importance of social skills or personality traits in the performance of the role? What impact would it have on performance if these skills were absent? Critically assess your selection criteria to eliminate possible biases that can creep in, and ensure it is fully justifiable. 

 It is your target persona that will then determine how you rework and adapt your hiring practices, at every point of the entire recruitment journey. This aspect is where organisations tend to err in meeting the needs of neurodivergent candidates. The true purpose of the hiring process, which is to assess the necessary competencies and traits required for the role, as well as the candidate’s willingness and aptitude for growth, is only partly acknowledged, and at certain stages of recruitment.

This leads to the many flaws still seen in hiring practices, such as the emphasis on social interactions in interviews, which can be particularly difficult for some neurodivergent individuals who struggle with social cues and communication (verbal and non-verbal). 

Stage One: Effective Job Descriptions 

Any recruitment process built to facilitate the success of neurodivergent candidates must be reworked and adapted from the starting point to the endpoint; in other words, it must begin supporting candidates before they get to the interview stage.

Its success starts right from when candidates read the job descriptions that advertise these roles, and get both the information and the accessibility they need to proceed with the application, not simply one or the other. This involves things such as the kind of language used, as well as the choice of terminology to describe the skills required for the role. With job descriptions that are designed to cater to neurodivergent candidates, the watchword to follow is clarity; your choice of words should clearly and plainly describe the role and the requirements necessary to be considered for progression. Outline which ones are must-haves in a simple and presentable format (a simple bullet point of skills required works best here) but avoid unnecessarily broad and generic phrases like “must be a good communicator or “must have strong teamwork skills’’, especially if they are not traits required to be effective in the role. They attach an unneeded sense of exclusivity to the required competencies that can mislead candidates into thinking they are not adequately qualified to apply.

You can add in a section clearly listing skills that are desirable, but take care not to bloat your job advert with a skill wish list, as this can equally be as off-putting to neurodivergent individuals. 

Consider An Accommodation Statement

Another good way to demonstrate your willingness to support applicants is to explicitly let them know you intend to do so through an accommodation statement. This is a crucial but often overlooked aspect of job adverts (if they’re even included at all), as it can help to eliminate the source of their worries when considering applying. Letting them know that they will receive the necessary support and accommodation should they need it, helps to break down the initial mental barrier that can prove problematic during this first stage of the hiring process.  

Stage Two: Review & Interview

Whist an adapted ‘traditional’ application process is still the best method of assessing candidates for some businesses, unconscious bias does remain an issue at this stage, and the adoption of alternative evaluation methods can help to mitigate this. In addition to the practice of blind hiring suggested previously, you can consider using a scoring system against a set of questions. This approach puts the focus on experiences and skills that can be overlooked in favour of good CV writing skills or a first-class honours degree. Other methods like video submissions, workshops, and telephone applications are approaches you can and should be open to – the onus is on you to experiment and get creative with your recruitment practices! 

The interview stage has always presented the biggest challenge to overcome for neurodivergent candidates. And, whilst it’s not realistic to discount this stage in its entirety, they should not be the sole evaluation method, but balanced with other assessment techniques in order to provide a fairer and more accurate appraisal of candidates. For example, consider assigning less weight to interviews in the overall evaluation process and couple them with a work trial instead, to allow for a more skills-focused assessment of suitability for the role. 

Equally as important, is your level of proactivity in offering reasonable accommodations during this stage. Not only does this create the optimal conditions needed for the interviewing candidate to perform at their best, but it also helps to quell any anxiety that may arise because of the occasion. It also communicates a willingness as an employer to do everything you can to see that individual succeed. Whether this involves arranging for flexible interview locations, permitting the use of screen readers during online assessments, or even providing interview questions via chat during virtual interviews or before an interview to enhance accessibility, you should ensure you’re well-prepared to facilitate their success. 

Stage Three: Post-Interview Process 

Following the interview or review stage, the focus should be on providing constructive and prompt feedback to candidates. Avoid the common mistake of ‘ghosting’, and instead communicate your reasons for your decision on the outcome of their application process, openly and transparently. Let decisions made on their suitability be made primarily based on the competency demonstrated for the role, and avoid making hasty judgments based on what might be perceived as ‘awkward’ moments, unconventional body language, or a perceived lack of social skills, as these may not have any impact at all on the candidate’s ability to perform the job effectively. By building this two-way line of communication you are not only fostering transparency across the recruitment team but are also improving your hiring process. 

The recruitment process for any individual can be overwhelming – and the same applies for the business owners or hiring managers themselves, particularly when market conditions are challenging. Recruiting under pressure can mean that processes aren’t followed in the same manner, including ethical recruitment practices and standards, albeit temporarily. In short, practices designed to ensure the highest standards of professionalism, fairness, and transparency is key. 

Stage Four: Onboarding 

Although it is one of the less obvious aspects of the recruitment journey when the contracts are signed and the start date has been agreed, onboarding is a process that requires just as much attention and preparation as any other stage when welcoming a neurodivergent employee into your team.

Onboarding neurodivergent employees is not a one-size fits all approach. Employers need to be acutely aware of how their new recruit works, in order to understand how best to engage and optimise the potential their talent brings. 

Educating the existing team with diversity awareness training in advance of a neurodivergent colleague starting is crucial, as it will ensure that colleagues know how to communicate with the individual, learn about and understand particular characteristics and preferences while respecting their privacy & dignity. It also helps them avoid making presumptions about what the best way to carry out the onboarding process is. For example, common icebreaker activities that are used to help introduce new employees to the team can be quite stressful and anxiety-inducing for neurodivergent individuals and often end up becoming counter-productive. A better way to approach it would be to speak with your new starter beforehand to find out how best they would like to meet their new team members and ideally have a conversation with the management or other senior figures about their new colleague so that the team better understands what to expect in the short, medium, and long term. 

As such, a line manager or management team that is willing to be supportive and patient enough to train up their new employee is key to the success of their onboarding. They need to know that no matter the need, their manager is always approachable and available to help. This is also where the help and input of colleagues to help the new employee ease into their new environment can be instrumental. Quick but regular check-ins via email or inviting them out for a bite at lunchtime can go a long way in helping the individual to settle in and quickly feel part of the team.

And Finally

Much is written about the importance of organisations reviewing (and amending) their recruitment process to enable cognitively diverse candidates to showcase their strengths. However, recognising the value of neurodiversity in the workplace and facilitating their success, is just the beginning of a larger journey towards fostering an inclusive and thriving workplace culture. Efforts to support neurodivergent candidates should extend beyond the recruitment process, as neurodiversity should be embraced as an asset that brings out the unique perspectives and talents of all employees. This is how you as an employer can build an inclusive culture in the workplace and maintain a supportive environment, to ensure your workforce is fully optimised. 

In a much-documented skills-short market, ensuring that the proverbial net is cast far and wide is critical for businesses to remain competitive, and their hiring objectives on track. Revaluating your recruitment process is an easy way to tap into the wide range of neurodiverse talent who may have been overlooked for employment, or put off reaching out proactively by that critical first experience and interaction with your company and brand.

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.

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.

Whether the news of your soon-to-be ex-employee leaving represents a big blow for your company or a possible weight off your management team’s shoulders, the reality of employee turnover is and has always been an unavoidable part of business, come rain or come shine. But like all inevitabilities, how it is prepared for and dealt with determines what it brings for a company, and this rings true for any business looking to thrive in a market filled with unpredictability. 

So, if you’ve just had your talented and likeable senior team leader come and tell you they are leaving to go and work for a competitor, how do you react? Do you panic and wrack your brain for a way to make them reconsider their decision? Or do you perhaps treat the issue as something to avoid losing time and resources over, and wish them the best of luck as they depart for pastures new? 

 Do you make keeping them a priority, and should you even try? 

 If that individual is a big asset to the company – reliable, motivated, hard to replace (or expensive), and now planning a move to one of your biggest competitors (and perhaps with a time-sensitive caseload on their plate) you will be tempted to offer them the moon to stay. Additionally, the true cost of losing an employee can be prohibitive – hiring fees, recruiting time, onboarding and training – not to mention the nose-dive in morale for other employees who see a valued and talented colleague walking out the door. 

 But a word of warning. A counteroffer may not be the solution it initially appears, as all angles of the situation need to be looked at before going down that route.  

Why Employees Leave 

What you should be wary of when looking to convince the employee to reconsider their decision, is going into the conversation with a financial incentive in mind as your bargaining chip. Research states that 50% – 80% of employees that accept counteroffers end up leaving their employer within 6 months due to the same issues that led to their initial decision. The fact is that it’s rarely a salary issue that sees employees leave to take up another job offer, so the chances that an offer of increased salary will keep them at your company are slimmer than you might think.  

Rather than an issue of compensation, the following are the biggest reasons employees typically begin embarking on a search for pastures new: 

Lack Of Career Progression

If an employee feels they have climbed as far up the career ladder as they can with your business, they are going to start casting their net elsewhere to discover better opportunities. A survey last year conducted by Go1 discovered that 60% of employees that were found to consider leaving their job in 6-12 months’ time, cited a lack of career prospects as their main driver. When a promotion has long been deserved but is not forthcoming, employees will begin to look for it elsewhere.  

The same can be said for job satisfaction from a more micro perspective. When an employee’s work doesn’t provide the necessary stimulation for growth or progress that it should, it leads to the dangerous drops in work ethic that the resulting boredom brings. Perhaps your Sales Manager has been dealing with the same clients doing similar work for several years and yearns for a new challenge. Or your Administrator has been hoping for promotion to Team Leader for some time but hasn’t been successful. If an employee doesn’t feel stretched or challenged in their job, they become disinterested and disengaged. Then disinterest quickly transforms into boredom, and this eventually manifests in a search for something else to extend their capabilities. 

Poor Management 

People don’t quit their jobs; they quit their bosses, and this remains the case today for businesses across all sectors. Poor management practice can do a lot of damage, – killing employee morale and impacting engagement levels – and consequently make the work environment a barrier to, rather than a catalyst for employee success. A workplace that doesn’t encourage ‘out of the box’ thinking or is inflexible with its staff is not going to facilitate success on an individual or collective level, and this is especially the case with working professionals today, with whom working with an employer that shares and lives out similar values to theirs is now much more of an expectation than a luxury.  

Employees need to feel valued and respected. They need to look forward to coming to work and enjoying their job. Having these aspects of the work culture in place enables them their drive not only their own career progress but that of the business too. 

Better Work Life Balance 

Some things money just can’t buy, and this is one of them. Even in a period where flexibility and healthy work-life balance is high on the priority list of many employees. The nature of the work life involved in the many sectors and professional services – as well as the prevalent workaholic culture that pressures many into sacrificing their own well-being for their company’s success – inevitably drives many employees to look towards leaving a position to try to claw back some time for themselves and their family.  

Asking The Right Questions

The best way to approach the conversation is by asking a few questions to get a good indication of why your employee is considering leaving. Keeping them general to begin with is best, as not everyone will be willing to discuss their reasons for leaving a job.  

A simple “What’s go you thinking of leaving’’ followed by a question asking whether they’d like to discuss it is a good way to get the conversation started. Asking questions can help you understand the underlying issues that have gotten your employee to the point of seriously considering leaving. Ideally, discussing these concerns can help you identify problems that you have the ability to address and  retaining your employee. 

And, even if they remain unconvinced, you will at the very least have learned  from their experience and can make improvements for future employees. Regardless, by addressing the issue and doing your best to find a resolution, you have ensured that you’ve done everything you can to take appropriate action.  

Making Your Counteroffer 

If you intend to make a counteroffer, start by asking your employee the following questions:  

1. Do they enjoy working at your company
2. Can they envision a future there? 

 If the answer to both questions is yes it is worth considering a counteroffer. Begin by offering non-financial incentives to encourage them to stay, as we’ve already that these are unlikely to solve the issues at hand. Instead, consider the following alternatives:

• Foster a workplace culture that embraces diversity and inclusion. 
• Explore flexible working hours, including options such as flexitime for employees experiencing stress or other options, such as working from home. Employers who are more open to alternative working arrangements tend to be more respected by their teams and see better levels of staff retention. 
• Assign them a role that plays to their strengths. Is there an opportunity to move the employee into a position that better suits their skillset and ability? Is there a project/case they could lead on which would challenge them? 
• Provide mentoring opportunities – a great mentor can provide invaluable insight, support and guidance to an employee who is struggling with their career. 
• Address management issues promptly, as there’s no excuse for poor behaviour in the workplace at any level. Bullying, harassment or just downright rude bosses or staff need to be dealt with ruthlessly. 
• Consider hiring additional staff to alleviate workload pressures. If workload overwhelm is the issue, then a temporary or permanent staff addition can reduce pressure on current employees, and lead to an increase in productivity, as well as fewer absences due to stress. 
• Establish a clear progression pathway. Everyone wants to feel they can achieve their career ambitions through their work and see tangible progress.  
• Develop an employee development plan that shows a clear training, development and progression route for each employee. This will give individuals something to aim for and ensure they are more likely to stay and grow with your company. Remember that taking tangible actions is crucial for the success of your counteroffer.  

Potential Pitfalls To Be Mindful Of 

Even more important to consider than the pros of a counteroffer are the potential drawbacks involved. The following should be considered before proceeding:  

• Could offering a salary increase create imbalance across the team?  
• Will other team members pressure for a salary rise when word gets out – and if so, can you manage expectations? 
• Will you get a reputation in the market for overpaying that could lead to unsuitable candidates clamouring to join your business for the wrong reasons? 
• Can you even afford an increased financial offer in the first place? 
• Is there a real chance of the employee taking your offer for granted? Could they continue performing at previous levels or become complacent, even arrogant, because they got their way?

Moving Forward

Whatever the outcome, you may want to consider ways to improve staff retention going forward; improving company culture, opening lines of communication to provide transparency and most importantly, valuing your employees. Using conversations around why an employee wants to leave can be a strategic opportunity to reflect and make improvements internally. 

As a Manager of Leader in the business, you should always be on alert for the signs that key individuals may be a ‘flight-risk’. In today’s changing labour market, issues like disengagement, burnout, and even “quiet quitting” are becoming increasingly common. But 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…hopefully long before the conversation around resignation and counteroffers is even on the table. 

Moving On? 

If despite reasonable negotiation, the employee still intends to leave, it is best to agree to part ways amicably and wish them well. Remember, life is about change. If it’s time for them to move on, let them resign gracefully. Don’t be tempted to behave childishly – that will only get the rest of your team thinking about starting their own covert job hunt. 

 Instead, consider celebrating their contribution with a kind Thank You gesture. That’s the best way to build trust and successfully manage your remaining team. 

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.