When it comes to selling your value to recruiters and hirers alike, there is always some due diligence and preparation needed in order to ensure your digital profile is up to date and really sells the value you will offer to a new employer.

Getting your CV up to date and reviewed is the most obvious first step as this humble document is still the main catalyst to displaying and demonstrating your skills and experience.

However your LinkedIn profile is often seen as the digital version of your CV and more often than not, will be viewed in parallel with any documents you send directly in the application for a new role. Ignoring this as a marketing channel to ‘sell’ you and your suitability is a mistake some jobseekers make – but the truth is, it should be given the same care and attention as your physical CV, if not more.

As the world’s biggest professional platform with over a billion users currently registered, LinkedIn is the place to broadcast your value as a professional and if utilised properly, can convey this in the most interactive and engaging of ways  ways that a CV alone can never achieve. The benefits it can provide and the edge it gives candidates willing to invest in maximising its potential are numerous and at times, it can be the only thing one actually needs to get a foot through the door of prospective hirers, particularly if you aren’t actively looking for a new opportunity, but would be open to speculative conversations about what’s out there.

Here we look at why a polished LinkedIn profile is indispensable to your job search in the modern age and the quick, easy wins you can amass using a well-crafted profile to help earn – and cement – a place in a hirer’s shortlist.

Headlines And Pronouns

When talking about selling yourself, fewer things make more of a difference in your efforts than a strong first impression. As the first piece of text a recruiter or potential hiring manager will see and the second thing that will tell them about who you are, your headline is what will give the first impression of your skills, credentials and suitability for a role, and you have no more than 220 characters to make it count.

It might be tempting to go with a simple “ Executive at X Company” but to hiring companies this is of little – if any – value. Rather, it is best, according to Mimax Senior Talent Partner Margaret Buj, to go with one of the below formats. You can choose any of the 3, depending on your PQE level, experience and skills but you’ll notice that each one concisely showcases your value in some way to prospective employers. This is because the key to writing a headline that captures attention, whatever the structure used is to succinctly paraphrase what you do and what you bring to the table.

Role & Specific achievement, e.g. Solicitor at BLM.  X (significant) deals closed/X high-profile cases won.

Role & Years of Experience in practice area(s) and region, e.g. Solicitor at BLM. 5+ years of experience in dealing with insurance litigation, housing disrepairs and property damage in Liverpool.

Role & what your expertise is, e.g. Senior Manager at BLM. Business Ethics & Management, London.

You can also add a few other things that make it easier for hirers to identify you in your headline, such as pronouns. The use of pronouns lets hiring managers, colleagues or online connections know how to address you and avoid any misconceptions.

Fix Up – Look Sharp

We live in an era where by and large, seeing is believing, and it is well-documented how influential imagery and media can be in any context, let alone when you want your profile to be viewed by potential hirers.

As such, a profile photo is more of a necessity than a luxury to your job searching efforts should you be looking to remain as visible as possible to prospective employers. As it is right at the introduction section of your profile, it is very likely the first thing people will see immediately after they land on your page and whether consciously or subconsciously, the first thing with which you will be assessed both as an individual and a professional.

Now, to some this is seen as a potential hurdle to their job-searching efforts, as a photo can be a source of discrimination, considering it can also display ethnicity, age, gender, religion and more. While it is an unfortunate reality that certain individuals, hirers included, can write off a potential candidate with unconscious bias, it still serves you well to include a well-taken photo in your profile. There are a few reasons for this:

Firstly, from a purely technical standpoint, profiles without a photo on LinkedIn are categorised by the algorithm as incomplete and are therefore less likely to show up in the search results to hirers and/or recruiters looking for profiles similar to yours.

They also appear inauthentic, as profiles usually tagged as fake are those assumed to be the ones without a photo to showcase proof of identity.

A photoless profile can also lead to a perceived lack of professionalism or ability to utilise LinkedIn, as to many hiring managers, it can be inexcusable to not have one considering the level of technology candidates have at their disposal to get one of good quality.

On that note, it is only photos of such standard that will be deemed acceptable and not just any photo will do, so deliberate effort must be taken to ensure a photo that showcases a good blend of professionalism and personality is used. Remember that your photo is what will most strongly be associated with your professional image and reputation, and what you carry everywhere with you, whether on LinkedIn, another platform or in real life. If your photo is taken on an evening out with friends from several years ago, then it is absolutely right to review and replace with something that illustrates who you are on a professional platform.

Are You Easy To Contact?

If your profile has garnered the attention of a recruiter or hiring manager, and boxes are being ticked on potential suitability for a role, the next step is to make direct contact.

The quickest way to kill your chances of being selected however is a failure to include basic contact details like a phone number and an (appropriate) email address – something a surprising number of candidates still fail to check.

Make sure these are all present and clearly visible in your profile, and that the email address provided is as professional and easy to read as can be. Avoid the likes of informal addresses like tenerifedan69@gmail.com or something indicating personal information as this can trigger subconscious biases. Ensure that this sense of professionalism is reflected in other details present in your profile such as your LinkedIn URL and any possible links to portfolios or achievements and keep them short, clean and easy to access.

If you wish to add anything you have written such as white papers written papers or links to any recorded work done at conferences or events, then you can include them in your featured section. Regardless of where you add them though, make sure these are present in your profile if possible, as they give recruiters a chance to see more of what you can dover and above generic job descriptions and your ‘About’ section.

Your About Section

Contrary to what some may think, this is not a simple regurgitation of what skills and credentials you’ve got on your CV. It is your opportunity to buttress your case for your suitability and is what people will be next interested in if your headline catches their eye.

Think of it as an extension of this part of your profile – if your headline sparks the interest then your About section will do the heavy lifting when it comes to converting that interest to action. Therefore, make the best use of the 2000 characters you are given in this section to write relevant, useful information that sells your skillset and any successes you have seen (that is attractive to potential employers).

Some examples of ‘what good looks like’ from LinkedIn themselves can be found HERE which may give you an idea of how to give yours an upgrade.

Putting Your Best Foot Forward

Underneath your photo and headline you will see buttons that allow you ‘add profile section’ or add a frame to your profile picture. Both can be useful in providing more information on your job-seeking status, as well as adding more depth and insight to your personal profile and achievements.

The ‘open to’ button will give you three options, but as a jobseeker the one to select is ‘open to work’. If you are currently not employed this is one of the easiest ways to let recruiters and hiring managers know you are a potential candidate without even clicking on your profile. Failure to have to take this step can actually keep you out of an employer’s shortlist, as it may lead them to assume you are not open to any potential opportunities. However it goes without saying that caution should be taken if you are currently employed and your current employer is not aware of you looking for a new role.

In the ‘add profile section’ you can add core information (education, skills), recommended (certifications, courses, links to white papers or presentations you’ve delivered), and additional (pro bono work, languages spoken, test results and more).

Whichever section you choose to enhance, we recommend that you write this first person to avoid sounding pretentious, and to give readers a little flavour of your personality. Do you volunteer? Can you speak Russian? No one wants to hire a robot, and these added extras can help to make you more of an attractive prospect to would-be recruiters and employers.

That said, ensure that, whatever you choose to add either in this section or throughout your profile, they tick the below boxes:

Does it showcase your competence as a professional?

Does it communicate your value, with supporting evidence?

Does it help you stand out?

Walk The Walk And Talk The (Right) Talk

Equally important to your job-searching efforts is what you actually say and do on the platform, as this can often tell hirers and recruiters a lot about who you are and whether or not you are worth their attention, without even clicking on your profile.

The content you post, repost, share and take the time to comment on communicates how you want others to interact with you on the platform, whether you are aware of this or not.

Therefore, ensure that you have no track record of any ill or inappropriate communication on your profile and the content you interact with. Get rid of any comments that are distasteful, controversial, or aggressive in nature and keep your feed as clear of such content as possible. This is not to say that personality is unwelcome on LinkedIn but it should not be at the expense of your professional reputation and especially, your job-hunting prospects.

Instead, focus on sharing content that showcases and demonstrates your commitment to professionalism, growth and value in your area of expertise. This will tell anyone who sees you on the platform through your interactions that you are a communicator who likes to stay on top of their game and has a finger on the pulse of the industry and specialism.

Do you share (and comment on) 3rd party news relevant to your practice area? Do you champion awards or events linked to your current company, or the wider industry? If so – it’s always worth glancing at your own feed from time to time to sense-check how those looking at your profile see your activity and how you interact with your own professional network.

Similarly, if you list networking or relationship-building as a skill, but your feed is like a ghost town – there is also a disconnect, so will need amending where necessary.

It’s Not (Just) What You Know…

Following on from this point, capitalise on endorsements from colleagues and clients as these can be significant green ticks to employers and recruiters. Social proof remains a great influencer in people’s decision to ‘buy’ or in this case, get in touch to find out more information and whether online or otherwise, should not be dismissed as a waste of space to include in your profile.

Any recommendations or endorsements you have acquired, you should be adding regularly and if you don’t have any, don’t be afraid to ask. You will be surprised how willing people can be to give you a recommendation (especially if you offer to give one back in return).

Finally,

The key to building a standout LinkedIn profile starts with all of the above but it certainly doesn’t stop there. Your reputation is only as good as the amount of investment you put into maintaining it, and this applies on LinkedIn just as much as it does in real life, so establish a routine that helps you stay on top of your online presence and keeps your status up to date.

In today’s dynamic professional landscape, maintaining an up-to-date LinkedIn profile is not just a formality; it’s a strategic necessity. Your LinkedIn presence serves as a digital representation of your career journey, skills, and aspirations. It’s often the first impression you make on potential employers, recruiters, clients, and collaborators. By keeping your profile current, you signal to others that you’re actively engaged in your field, open to new opportunities, and committed to professional growth.

Furthermore, a well-maintained LinkedIn profile can enhance your visibility, credibility, and networking capabilities, ultimately opening doors to unexpected opportunities and fostering meaningful connections.

So, whether you’re actively job hunting or content in your current role, investing time in curating your LinkedIn profile is a proactive step towards shaping your professional narrative and advancing your career journey.

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.

When the time comes in your career to think about a move to pastures new, the steps involved to kickstart the process are generally conventional and familiar to most.

The first step, of course, is to decide whether to go it alone and spend time researching opportunities in the market, your region, and your particular specialism and apply to vacancies advertised.

The alternative is to enlist the help of a reputable recruitment specialist who will search the market on your behalf, and present you with (often exclusive) roles that are designed to be the absolute best ‘fit’ for you and your requirements from your next employer.

Either way, there are usually a number of steps you yourself will need to take to ensure you are prepped and ready to apply for roles that pique your interest.

Designing a CV with Clout

It goes without saying that the most important document in your job-seeking armoury will be your CV – although a cover letter and possibly a video pitch may also be required depending on the role in question and the expectations of the hiring company in question.

CVs are not a new concept. Far from it.

This document has been connecting qualified candidates with their ideal roles for centuries. In fact, according to The National Careers Service, the first curriculum vitae emerged in 1482 – written by a certain Leonardo Da Vinci when he applied for a local painting job.

The nature, style, and general role of the CV has changed since then, however. Whilst connections and status were crucial components of the CVs of yesteryear, these days there is more focus on skills, relevant experience, and demonstrable results that highlight capability.

Whilst much continues to be written about the usefulness of this document, for now at least, they remain a vital platform to market yourself as the right candidate for the role.

Mastering the Basics

A hiring manager, business owner, or HR professional will often skim-read a CV before making a snap ‘go/no-go’ decision about whether to progress to the next stage. This means the basic information needs to pop and jump out of the page.

The overriding objective should be to demonstrate suitability for the role in question, and ideally, the document should flex if you’re applying to more than one at a time – ensuing each is tailored to the specifics.

There are many guides as to what to include on your CV, but in our experience (of nearly 25 years and counting), the basic elements include:

1. Up-to-date contact information
2. Clear, concise formatting and layout
3. Accurate grammar and spelling – a non-negotiable
4. Selling points – achievements, relevance, USPs, experience (if it is relevant!)
5. Facts and evidence
6. Personality – what are your interests, passions, values?

Putting Pen To Paper

There are no two ways about it. Crafting a well-honed CV is a skill, and whilst you may be the most qualified and relevant individual in the pile of applications, failure to ‘sell’ yourself adequately may mean you are overlooked.

The Internet is saturated with ‘how-to’ guides, layout templates, and more recently, tools that utilise AI to write your CV for you (although the jury is still out on the effectiveness of this).

But mastering the basics is only the first part of the task in hand. You need to pay careful attention to the language you use as you highlight your skills and relevance – being mindful of clichés, hyperbole, and baseless language that actually could hinder your progress in the long run.

Cut The Clichés

The copy on your CV has to work hard to sell ‘you’, your relevant skills and experience, and give an initial indication of what you are like as a person and potential employee.

It can be tempting to fall into the trap of peppering your document with well-known clichés – in fact, you may not be aware that the phrases that spring to mind are even clichés in the first place. But taking time to weed out these overused (and often baseless) phrases may get your document to the top of the pile.

Here are the top 7 overused phrases that we come across, that you may wish to rethink (and suggestions of when, how, and why they need a little more care and attention)

1. Hardworking and motivated: Your CV should have detail throughout that highlights specific accomplishments, experiences, and contributions that show your dedication and work ethic. This could be successful projects you have contributed to or won for your current employer, sales figures and productivity metrics, or even additional certification and training you have undertaken to enhance your skills and knowledge.

2. Excellent communication skills: Again, consider how to showcase your communication abilities through specific achievements or experiences. Have you been a keynote speaker at a firm event for example, or run an internal forum? Are you involved in pitching for new business, or act as spokesperson for your current employer with the media? All are demonstrable examples that showcase the skill in question.

3. Team player: Undeniably, employers will want to hire individuals that collaborate and work well with others – but dropping this statement on with little substantiation is pretty meaningless. Again, look for ways to bring this to life with concrete instances of teamwork. Have you worked as a team on a particularly complex project? Do you undertake any CSR initiatives, or are part of a professional ‘group’ outside of the day job that involves working with others? All are great examples of how teamwork is pervasive in a professional business.

4. Detail-oriented: Whatever your particular specialism, this skill is crucial across many sectors and roles as it can significantly impact the overall quality of services provided to your customer base – even if that is internal or to other stakeholders in the business. Highlighting instances where your attention to detail made a difference is key – whether that work is in creating pitch documentation, part of your accounting or audit role (where attention to detail in a pre-requisite), or in compliance or regulatory matters.

5. Results-driven: This phrase is most certainly over-used (usually with no examples of said ‘results’) yet there are other variances that can also demonstrate the same point. ‘Achievement-oriented’, ‘goals focused’, and ‘outcome-driven’ are more specific and impactful. Are you able to talk about sales or marketing strategy here focused on ROI, or strategic planning utilised to get the best possible result for your customers and/or company? Examples, again, are key.

6. Works well under pressure: Depending on your sector and role, high-pressure situations are common, and the ability to work effectively in such conditions is an attractive trait to a future employer. Instead of just dropping this phrase on with no explanation is a big no-no however. Instead, discuss how you handled challenging situations and tight deadlines; your involvement in high-profile projects, or how you adapted to unexpected developments and had to adjust your strategy.

7. Exceptional organisational skills: Most roles in a professional business require some level of organisation, whether that’s managing your own time effectively, a team of other employees, or preparing for a presentation/pitch. By using specific examples, especially those that are relevant to the role you are applying for, you provide concrete evidence of your capabilities and enhance the effectiveness of your CV and profile.

In Conclusion

Crafting an impressive CV requires going beyond generic statements and clichés and instead presenting a compelling narrative of your professional journey. By showcasing specific, relevant, and quantifiable evidence of your skills and accomplishments, you can create a CV that stands out and captures the attention of potential employers or clients.

If you have enlisted the help of a specialist recruiter for your job search, you will often find that your consultant will help to review your CV and role applications to ensure they stay on track, and work hard to move you further along in the process. Of course, the other benefit here is that the recruiter will further help to demonstrate your suitability verbally to those responsible for hiring – enhancing your profile far beyond a 2-3 page printed document.

And finally, even if some of the highlighted statements do creep in (even verbally as you move to interview stage) remember to always use concrete examples and measurable outcomes to demonstrate your abilities, skill, and above all, why YOU are the company’s next hire.

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.

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

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

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

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

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

What is a Performance Review?

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

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

But reviews are now changing. 

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

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

How Performance Reviews Improve Individual, Team, and Business Success

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

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

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

Ongoing performance conversations can boost employee success by: 

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

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

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

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

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

The Vital Elements of Performance Reviews

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

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

Frequency Is Critical

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

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

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

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

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

Make Them Future Focused

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

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

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

Make Them Transparent & Objective

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

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

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

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

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

Traditional Performance Reviews

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

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

Modern Performance Reviews

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

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

Preparing To Run A Performance Review

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

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

Making Time & Setting Expectations

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

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

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

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

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

These topics should be a part of any performance conversation:  

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

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

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

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

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

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

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

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

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

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

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

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

Select Your Setting

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

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

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

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

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

The Power of Questions

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

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

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

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

Here are a few examples of questions you could use. 

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

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

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

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

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

The Gift of Feedback

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

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

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

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

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

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

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

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

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

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

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

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

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

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

The Compensation Conversation

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

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

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

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

This isn’t a one-off occurrence. 

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

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

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

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

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

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

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

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

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

The conversations have happened, so what next? 

Post Review Follow Up

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

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

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

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

About Clayton Recruitment

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

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

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

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

The truth is that the interview process lasts a lot longer than you might think…

According to a survey shared in Entrepreneur, approximately 46% of workers plan on finding a new position in 2023. And, despite the uncertain economic climate, those considering a move are just as confident in their job prospects as they were six months ago.

If you’re one of the many likely to take the next step in your career path this year, it’s important to think carefully about how you will make the right impression from day one – after all, getting through the interview process and being offered a role is very much stage one. And whilst there is (rightly) much cause for celebration, even after a hiring manager has offered you a role in their business, it is still crucial that you validate their decision that they made the right choice in hiring you.

The first 30 days in a new role can be both nerve-wracking and exciting in equal parts. There are new processes and technologies to get used to, new people to meet, and new expectations to live up to. Plus, this first month will likely form part of a formal probation period where your employer (and you) will be assessing suitability and ‘fit’ as a new employee.

Knowing how to orient yourself in the first month in your new position not only improves your chances of impressing your boss, but it could also mean you start experiencing the full benefits of your new job much faster.

Step 1: Form Crucial Connections

Internal networking is one of the most important things you can do during the first few weeks in a new role. Getting to know the people you work with will improve your experience with your new employer and make you feel more comfortable in your position.

Communicating with others is also a great way to capture the attention of your managers and senior leaders. During your first couple of weeks with a new company, find out who you will be working with regularly, and commit some time to get to know each colleague.

It’s also worth finding out who you should be approaching if you have questions or concerns about your role. Discover when your contacts are most likely to be available, and determine how they prefer to communicate (E.g. in person, email, chat, or video).

For individuals who are working remotely, technology has advanced at lightening speed over the last few years – so there is no excuse to not reach out and get to know your team members, albeit virtually.

Step 2: Learn as Much as You Can

Even new starters who bring with them lots of previous experience, there will still be a lot of learning to do in the first month with a new employer. You’ll need to become familiar with the internal processes you’re expected to follow, the policies you must adhere to, and the general workflow of the people around you.

Focus on expanding your knowledge in areas relevant to your role. For instance, asking for more information about the clients your company serves or how your team manages projects and deadlines might be beneficial. Read up on the documentation given to you during your onboarding session, and consider asking for extra training if necessary.

It’s also worth paying attention to your surroundings, so you can learn how to embed yourself into the company culture. Consider the company’s values and how you can showcase them in your work. Ask yourself how people communicate and collaborate so you know what to expect when connecting with others.

Step 3: Confirm Expectations

Hopefully, during the hiring and onboarding process, your new employer will have given you some insights into what kind of work will be expected of you and how that work will be assessed. However, it may be helpful to confirm the expectations of your manager or supervisor with them.

Arrange for a one-on-one meeting with your manager if this has not been covered during the onboarding process, where you can discuss exactly what your leaders will be looking for when evaluating your work. Make a list of key performance metrics your business will monitor when assessing you.

It might be helpful to arrange additional meetings with your manager, bi-weekly or monthly, during the first stages of starting your new role. This will allow you to collect feedback and ensure you’re adhering to the expectations set for you. Many businesses will have a formal performance review system in place, particularly for new starters – but if not, do ask for regular feedback. You don’t want to get to your probation review in 3 or 6 months time and learn things aren’t going as planned….especially when it will be too late to do anything about it.

Step 4: Find the Best Time to Ask Questions

When starting a new role, it’s tempting to ask many questions straight away. Asking questions is a great way to learn and show you’re invested in succeeding in your new position.

However, there’s a time, a place to ask, and a time when you need to listen.

Focus most of your time on what’s happening around you. If you have questions or need clarification, write down what you need to know. Prioritise the information you need first and ask yourself when it might be best to put certain questions off until you have a chance to meet with your manager face-to-face.

Step 5: Constantly Demonstrate Your Value

Once you know what’s expected of you in your new role and clearly understand the company’s vision and mission, you can begin to demonstrate your value. During the first 30 days of a new role, you have a unique opportunity to prove to your hiring manager that they made the right choice when selecting you.

Start implementing strategies for quick wins based on what you know about how your work will be evaluated. For instance, if you know your manager is concerned about ensuring projects are completed on time, plan your schedule carefully, and keep them up-to-date with your progress as you complete each task.

Show your commitment to constantly improving and growing by volunteering for extra training sessions, asking for a mentor to guide you, or requesting feedback whenever possible.

In Conclusion

The first 30 days of your new career can be critical to your long-term career plan. Regardless of whether you’re starting in a position with a new company, or you’re exploring the new responsibilities that come with a promotion, be prepared and know how to put your best foot forward. By learning what to focus on from day one, discovering which skills and habits you need to demonstrate, and letting go of the things that might be holding you back, you can impress your manager which will affirm in their mind that they made the right decision.

The good news is that there are a number of time-tested strategies that you can implement from day one.

As well as the top tips already mentioned, we have also produced a more in-depth guide to provide you with everything you need to know to streamline the transition into a new role. From habit-forming, to the types of questions you should be asking, the guide will ensure that you will be ready to hit the ground running, and make the right first impression in your new company. CLICK HERE TO DOWNLOAD.

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.