Executive search – ‘worst-case’ interview scenario?

Everyone gets nervous before an important meeting or interview. It doesn’t matter how much you may have prepared, there are some common intrusive thoughts that always manage to worm their way into your head the night before and cause you to think about possible escape routes should the worst happen. Through our executive search experience, we can help.

But worry not, you don’t need a getaway car parked around the corner to survive an awkward interview. There are tried and tested things that you can do to overcome these embarrassing moments. And who knows, if you flip the situation successfully it could work in your favour and become an example of how you have managed uncomfortable situations.

The person that you are meeting isn’t focused on you

If you notice that the other person is frantically typing on their laptop and hasn’t said in advanced that they may be taking notes or replying to a work email, then your brain may go into overdrive and wonder whether they are mind-numbingly  bored in your presence.

Read the situation and your audience, and if you’re still not confident that you’ve got their attention then politely asking questions to advance the conversation could resolve any worries that you may have. If they need to rearrange to a more appropriate time, then this gives them chance to do so

Being too early can be just as awkward as being too late

When travelling to an interview you can sometimes misjudge the traffic and end up an hour early…. It’s better than being late and although tempting, it might not be the time to show them how keen you are!

The chances are that whoever you are meeting is busy and won’t be sat waiting around for you an hour before (or after) your scheduled appointment, so if you know that you’re going to be too early go and grab a latte and steady your nerves. 15 minutes is plenty early enough to get there.

You forgot your presentation or interview materials

This problem can be easily resolved by planning properly. Try not to rely too heavily on paper materials, which can be misplaced or lost. Instead, ensure that you have an offline copy of your work ready and waiting on your laptop that you will be able to bring up regardless of the wifi situation.

And if your laptop dies, make sure that you’ve sent an email to yourself with all of the key documents on, so you can at least access them on your phone as a last resort. After your meeting, ask the person that you’ve been with if they would like you to email over a copy of any document that you’ve just used so they will be able to access them when reviewing your meeting.

Everybody has at least one awkward interview story, and how you deal with any embarrassment can say a lot about you and how successfully you manage situations. Also, a little bit of humour can go a long way, and we can all be united in our common awkwardness.

To have a chat about your executive search, contact me at carl@refind.co.uk.

You can view more about Carl Hinett our Executive search of HR professional’s specialist here.
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Let’s talk about time management

We’ve all heard of it and, although it’s something that comes around like clockwork, whenever it’s time for a performance review, it’s still something that we ironically don’t always have the time to work on, me included.

It’s easy to be ‘busy’ at work, but are we busy in the right context? Or are we all just busy being fools? And how can we make our time at work more productive?

Alleviate pressure

We live in a world where we are always switched ‘on’. Our smartphones constantly alert us to any new messages and emails, our smartwatches vibrate all day long and alert us whenever we make so many steps, and we always seem to be on the computer where there is no shortage of information being directed our way.

There’s pressure from our peers, directors, business owners and employees asking us questions, and there’s no longer an off switch for anyone.

So, how can we implement some simple structure that will help alleviate some of this pressure?

Plan, plan, and then plan a bit more. It’s not the most revolutionary answer I’ll admit, but it works.

Most people don’t plan for the following day, but you’ll be surprised at how effective setting aside time to assess the rest of your week can be.

Get organised

Create your own spreadsheet or write a list of all of your tasks for the week, whichever method works for you, and take a break every hour to assess what you’ve achieved since you last checked over your list. You will either be amazed at how much you’ve done, or surprised at how much you’ve procrastinated!

Treat your time like you would your finances – keep a close eye on them!

The most important thing is to be honest with yourself, and question how you should delegate your time. Doing this will help you identify your biggest waste of time, so you can change it!

To have a chat about your executive search, contact me at carl@refind.co.uk

You can view more about Carl Hinett our Executive search of HR professionals specialist here.

Want to hear more about our senior HR professionals golf society? Sign up here.

Nice guys finish last…or do they?

Being kind is important
Being kind is important

It’s nice to be nice, right? I always try to help people out – in both my personal and professional life. I recently read a blog by Gary Vaynerchuk about kindness and why it’s so important in business.

He says, “I want to build big businesses and buy the Jets, but I want to do it by being a good guy. I have zero interest in building the biggest building by tearing other people down.”

And it really resonated with me – being kind and helpful is at the core of re:find and how all of us here think and work. It’s important for us to do a good job and help people. There is a stereotype in business that ‘nice guys finish last’, but I just don’t believe that’s true. We can’t physically place all of the candidates we meet, but we can help, give our expertise, or even just point someone in the right direction and this costs nothing!

Being kind is important

I think being kind is important for lots of reasons:

  • It’s nice to be nice! It makes you feel good to be kind and help people out.
  • People don’t forget your kindness. If you look after someone, they remember it – which could end up helping you out in the future.
  • Most of my clients are candidates I have worked with previously and built long-standing relationships with through being helpful and kind.
  • Employees/colleagues like and respect you. If people like and respect you, they’ll work harder, do a better job and the team will be happier and more productive.
  • It’s rewarded – someone is always watching. Even when you think something hasn’t been noticed, it probably has.

When you strip back the titles and status

When you strip back titles and status, we’re all just people – and who wants to deal with someone who’s a bit of a t***!? Being kind gets people on side, which is important in business. Whether it’s dealing with clients, candidates or team members. If you get on well with a client, they’re more likely to continue using you. If you look after a candidate, they’ll remember your kindness. If you look after your team, they’ll work hard and be loyal – people don’t leave their companies, they leave their managers.

Ultimately, we’re all human and we all appreciate someone being decent and looking after us. So, I’d encourage everyone to be kind – you get a lot more out of it than you might think!

If you would like to discuss further, email me at sam@refind.co.uk.

You can view more about Sam Perry our Shared Services Executive Search expert here.

How to lose friends and alienate people…

How to lose candidates and alienate people
How to lose candidates and alienate people

We are in the 21st Century and candidates SHOULD be at the centre of what we do. Let’s be real for a moment. Candidates are key to our success – they are the one thing that stands between success and failure as a recruiter.

But I would be bold and say 40% of recruiters treat their candidates like shit. Treating a candidate badly can destroy the reputation of you/your business. Any press isn’t always good press and trust me candidates talk. And they talk even more when they have had a bad experience.

 

So, here’s what not to do:

1.   Sell them the dream…

I get it…recruitment marketing is a hot topic right now, everyone is getting training on how to write engaging job adverts, how to be witty and get candidates attention etc. That doesn’t mean you have a to be a billy bullshitter. Don’t sell the candidate the dream – unless of course, the job is Chief wine taster at an exclusive hotel in the Bahamas – because who would turn that down?

Anyway, my point is, be honest with a candidate when talking about a role. Yes, tell them all the good things about the role, but tell them all the bad things too! Talk them through the client’s challenges and shortcomings.

Jobs aren’t all about flexible working and table tennis tournaments, sometimes companies are in a bad situation, don’t have the best brand etc. and that’s ok, in fact, some people like that about a job!

 

2.   Force a candidate into a role they aren’t sure on

Picture this. After hours of searching on LinkedIn and your job boards, you come across the holy grail of candidates. Your purple squirrel, glittery unicorn, whatever you want to call them. They are the perfect candidate for your role.

You pick up the phone, excited to tell your candidate about their dream job. But to your shock, they aren’t keen.

Newsflash. Just because they are perfect for the role, doesn’t mean the role is perfect for them. Respect their decision.

Don’t try and push them into going for an interview. Don’t even push them to apply if they aren’t keen. You look desperate and pushy.

You risk them being offered the job and turning it down, or worse, you risk them leaving in that elusive rebate period. You also risk them thinking you are a bit of an idiot and that you only care about your fee.

 

3.   Drag your candidate into an ownership war with another agency

It is the most frustrating thing in the world when you spend time qualifying, meeting and briefing a candidate on a role, send them over to your client…only to get the dreaded email response.

‘ We have already received this CV from Cowboy Recruitment, sorry’.

The candidate has not been spoken to by Cowboy Recruitment about the role (they claim!) so doesn’t know how her CV is already in the process.

There are two ways of dealing with this:

–       Politely step away from the situation and allow the candidate decide how they wish to proceed in the process.

–       Demand that the candidate calls the other recruiter immediately and tell them how terrible they are, whilst simultaneously emailing you to confirm that you have the right to represent them on the role.

I advise the first. Step away and allow the candidate to decide how they process. Naturally, there is some subtle influence you can have on this, but doing the second option makes you look like a petulant teenager.

Candidates also don’t need the reminder that they are simply just a fee to you – it makes you look greedy. Show them you are supportive and have their best interest at heart.

 

4.   Call your candidate in the morning on the day they are due to start their new job and then every day for the next 3 months

Your candidate isn’t an 18-year-old teenager who may or may not turn up to work, depending on how pissed they were the night before (apologies to any sober, reliable 18-year-olds).

You don’t need to ring them the day they start their job. A simple call the afternoon before, to check they have everything they need or the following day will suffice.

Candidates are intuitive, they will sense that the fact you are calling them every day means they are a flight risk. Also, their first few weeks are really full on. Give them some space and allow them to settle in, then check in with them.

 

5.   If your candidate doesn’t get offered the job….ignore them

In my opinion, this is the worst possible thing you could do to a candidate and it is the most damaging thing for your reputation.

Nobody really likes to tell a candidate they didn’t get the job…but it is not acceptable to ghost them. Other unacceptable ways of delivering feedback include emailing, leaving a voicemail, or getting your resourcer to give the feedback instead.

Don’t be a terrible human being. Your candidate has worked hard for you, they have understood the brief, done their research, spent 2-3 hours of their time with your client to represent you to the best of their ability. The least they deserve is some honest feedback.

 

6.   Give vague feedback

Almost as crappy as giving no feedback, is giving vague feedback. If you are giving feedback on your opinion to a candidate, don’t be afraid to tell them the truth.

Think their CV needs some work? Tell them.

Don’t think they interview well? Tell them.

They don’t have the right skills for the role? Tell them.

You get the gist.

A separate challenge is when a client gives vague feedback about a candidate. It is ok to push back on your client and ask for further detail or examples of what the candidate did.

Feedback should be constructive. Tell them what they did well, where they fell down and how they could improve.

Candidates may not always agree with the feedback, but they will be appreciative of the feedback nonetheless.

 

7.   Only communicate by email

If you are afraid to pick up the phone to speak to a candidate, you are in the wrong job. Pick up the phone and speak to them, what is the worst that could happen? It takes as much time and effort to speak to someone on the phone as it does to type out that email.

Contacting people exclusively by email is impersonal, impractical and to be totally honest, just bloody lazy! I don’t care if your candidate isn’t based in the UK and there is a time difference, or if they are travelling, or you are ‘super busy’…pick up the phone!!

Now I’m sure some of you are reading this, thinking it all seems pretty obvious. I’m also sure a lot of you reading this are guilty of doing one of the above things.

We are all guilty of letting standards slip from time to time, but let’s do our best not to become one of the clichés in those recruitment bashing posts we see on Linkedin!

 

 

For all things interim management, change & transformation, get in touch with us via the info form below, and if you would like to feature in our ‘Insiders Story’ blog, email me on kate@refind.co.uk.

 

You can view more about Kate Wass our executive interim specialist here.

Insider Story – Resourcing Transformation at Gowling WLG

For August’s instalment of Insider’s Story, I met up with not only one of my favourite HR professionals, but one of my favourite people in general, to talk about ‘resourcing transformation’.

The wonderful Jo Franklin, Head of Resourcing for Gowling WLG, agreed to sit down with me and have a chat about the huge ‘resourcing transformation’ journey they have been on.

She explains how they have transformed their resourcing strategy and well and truly stepped out of the ‘Wragge & Co shadow’.

Gowling WLG has been on quite a ride over the past few years…

What was once Wragge & Co, then Wragge, Lawrence Graham & Co, (before joining forces with top Canadian law firm Gowlings) and finally Gowling WLG was born.

Jo joined the business post-merger in the early part of 2016. They had gone from being in the Top 25 to overnight becoming a part of a major international law firm. As a result of this, their resourcing and talent strategies needed some serious development and she was in responsible for resourcing transformation.

“ It was a testing period”, Jo admits “as I joined, three of my most experienced team members were going on maternity leave. All of that knowledge and experience leaving at a time of considerable change!”

The Transformation

The vision was clear; to make Gowling WLG a recognised brand in the marketplace, to compete against the top law firms and to secure the best talent across lateral, business services and early talent.

The perception that the resourcing team was very much an administrative support function was something that Jo wanted to change. As around 60% of the team’s time had been spent on recruitment admin, they wanted to adopt a business partnering approach and get more stakeholder facetime.

Jo says, “We wanted to have a position in the market where we could source directly, because of our reputation.”

To put this into perspective in the legal sector, agency hire rates sits at around 60-70%. Jo had set herself a target of direct sourcing at 60%.

In order to achieve this, the team needed to look at a number of things including Employer Brand, EVP and Internal Engagement.

How did you do it?

One of the key pieces to landing any big transformation is to engage with your people and to take them along on the journey. They wanted to focus on their people, rather than the work they do.

Gowling decided to undertake 360-degree feedback to determine their true employer values.

This consisted of 12 workshops with people across the brand, from trainee to partner level. It also involved leadership interviews and market research to understand what made working at Gowling WLG different and unique.

From this developed an employer value proposition (EVP)framework upon which the new careers site would be based.

Headed up by the team members returning from maternity leave, they employed the service of two specialist agencies to convert their EVP into attraction messaging and built their careers site around this.

In order to meet their own challenging direct sourcing targets (60% of all offers), their social media and direct hiring activity needed to be supported by a creative, informative and content-rich careers website.

This is Gowling WLG’s first full careers site. For several years, the firm has had an early talent website, but the offering for fee earners and business service professionals was limited, and the team was keen to promote their new enhanced apprenticeship programme. Now they have detailed information on the firm, its culture and all the different job families in one place, which is presented in a creative and engaging way.

‘You can’t just tell people what your values are’

A common mistake that many organisations make is just announcing what their Values and EVP are, rather than engaging with people, which can alienate people and leave them feeling unsure of their identity.

Rather than just announcing firm values, it is far more effective to live and breathe them, and they slowly infiltrate into the business as usual.”

There must be a mindset change for any transformation to be implemented successfully.

Jo and her team did this through empowering the people around them.. Rather than focussing on what was wrong with the current approach, they demonstrated how great things really could be by sharing knowledge and helping people to understand that there are other ways of attracting great candidates…

Jo says, “Don’t tell people, let them experience it”

Developing a ‘Dream Team’

Jo recognised that in order to truly provide a value-add service to the business, developing her team’s offering was key.

At the time of joining, their agency spend was substantial…

Due to previously having a limited view of forthcoming requirements, the firm had become used to a reactive approach to recruitment and this was going to be a huge change for them.

Proving the model worked and providing tangible results in the first few months was vital, both in the quality of candidates introduced and time to hire.

One of the key hires to the team was Chris Lake, who had an exceptional track record in direct resourcing, having worked for a legal agency for 6 years prior to joining Gowling WLG.

Jo empowered the team to start taking a more forward-thinking approach. They began to identify and map the key markets within the firm’s key sector areas, understanding the active candidate market but more importantly building a picture of passive candidates that could be developed into a talent audience for the future.

The resourcing advisors started to build trust with key stakeholders and taking time to understand their business objectives and working with managers to plan for skills gaps and provide competitor insight and analysis to build credibility.

‘This wasn’t an original solution’

Now Jo, whilst undeniably fantastic, isn’t a part of some kind of secret recruitment magic circle!

The direct sourcing model isn’t an original solution, however, it’s usage within the legal sector is limited within the Top 100 law firms. In addition to this, varied results and methods are evident across the sector – i.e. direct sourcing limited to business services/non-fee earner roles or paralegal level recruitment in some firms.

What is clear, however, is that Jo has opened her stakeholders’ eyes to ‘what could be’ if they trusted in her and her team.

By really engaging with your people, being armed with knowledge and taking a genuine interest in your stakeholders, you can build fantastic relationships.

This doesn’t necessarily happen over-night. Jo herself will admit it has been in huge part down to her teams’ sheer persistence, determination and energy to truly add value that this transformation has been such a huge success

Where are they now?

12 months after Jo and Chris joined the business, Gowling WLG had succeeded in reducing its cost per hire by 41%. The time to hire for the new direct talent strategy 30% lower than for previous hires through recruitment agencies.

The success has continued with the team meeting their direct hire targets year on year, producing real and credible savings on agency spend, whilst still focusing time on building relationships with their key agencies to help with niche roles. By April 2018, they had exceeded their initial 60% goal.

The team were also delighted to receive a prestigious HR in Law award in May for their careers site, which they are now extending out to their international offices, the first being Dubai.

I’d like to say a huge thank you to Jo Franklin for taking part in my Insiders Story series! To find out more about life at Gowling WLG, visit their careers page at: https://gowlingwlg.com/en/careers

For all things interim management, change & transformation, get in touch with us via the info form below, and if you would like to feature in our ‘Insiders Story’ blog, email me on kate@refind.co.uk

You can view more about Kate Wass our executive interim specialist here

Shared Services, want to attract the best talent to join your business?

Shared services
Credit: The Office, NBC

I recently published an eBook called “Why Top Performing Shared Services Talent Won’t Join Your Business & What To Do About It”. In this eBook, I explain why it is that big reputable brands (which have world-class shared services centres) still find it difficult to recruit and retain the best talent. Even though these brands may believe that “everyone loves our brand and it’s a nice place to work…” this isn’t necessarily the truth.

Is that the message you are giving off to a passive candidate market?

With over 75% of shared services professionals passively looking (and not actively seeking) a new role, then it’s no wonder that it’s difficult to attract and retain the best talent!

Delivering the right message to shared services professionals

Candidates are being increasingly selective over their future employer, and considering that Monarch Airlines, Carillion, Toys R us, House of Fraser, and Maplin (just to name a few!) have gone into administration during the past year, why would you want to leave your cushy job where you’ve worked for years, and where Betty knows how to make the perfect cup of tea, for somewhere that isn’t as secure and may be at risk of joining all of the companies mentioned in the previous sentence?

It’s important that shared services give off the right message, follow the right process and keep up with their competitors when it comes to recruiting.

The most desired Shared Services assignments in the past 12 months that I’ve managed have been within newly created roles. But why is this?

Is it because there isn’t an expectation there, or because they feel the company are performing well by creating these new roles?

Newly created positions offer a chance for candidates to put their stamp on a role and make it their own. As these positions are created due to demand for a certain skillset within a business, they also provide candidates with a sense of feeling wanted and allows them to see these roles as a challenge and the chance to pursue something new.

It’s all about how you deliver the message, and how this message is perceived by your potential future employees!

So the big question is, how do you excite people to work for your shared service centre if the role is replacing someone who lacked motivation, was bored and didn’t enjoy coming into work….

It’s all in your message.

How you get this right in your Shared Services team!

And I have just the thing that can help you with this… In my free eBook, I examine the steps you can take to stay ahead in the field.

If you would like your free copy, email me at sam@refind.co.uk

You can view more about Sam Perry our Shared Services Executive Search expert here

Don’t Judge a HR consultant by their CV

Don't judge a HR consultant by their CV
Credit: New Girl, Fox

How often have you read an amazing HR consultant CV only to find that the candidate is much better on paper than they are in real life…

 

Or maybe you’ve had the opposite experience – where you’ve decided to give a bit of a rubbish CV a chance to then be blown away once you’ve met the candidate!

 

I was recently talking to a client who, after recruiting for a number of Interim HR roles, has come to the decision that you can’t judge an interim on their CV. They had interviewed a range of candidates and actually found that the candidate they offered the role to was the least attractive on paper.

 

While CVs can be a great indicator of a candidate’s potential, it’s important to recognise other factors as well in order to give a complex and more rounded view of the individual you’re putting forward for a role.

 

I think it is also important to recognise that more often than not, HR professionals are very modest folk. They tend to downplay their experience and not really shout about their achievements. By contrast, I also know a number of interims whose CVs are ‘all singing, all dancing’, but having met and probed that individual, there is little substance to back up the experience.

 

There are certain traits that don’t really translate onto a CV that are often crucial to a position, such as how well they deal with change, how well they interact with large groups of people, and of course the ever elusive ‘cultural fit’.

 

It’s only when you meet a person and have the chance to talk to them that you will get a sense of these things.

 

A CV can only really be used as a checklist to tick of the skills someone has against the requirements of a role, however, it’s important to recognise that you don’t interact with a CV every day in the office. It’s not a CV that offers to make you a cuppa – it’s a person!

 

People are much more than a one-sided word document. It’s difficult to give a flare of personality to a formal record, especially if you work within a traditional industry. Meaning that often the true character and spirit of a person can get lost during the early stages of the recruitment process.

 

The standard job application practice that includes a CV and a cover letter can be very weak and doesn’t really give you much to go on regarding the quality of a candidate. Very few people thoroughly read a cover letter and most are likely to simply scan your CV for key areas of experience they are looking for to suit the role they are recruiting.

 

It’s also common for candidates to have their CV ‘proofread’ by multiple people before sending it off to a recruiter, so it’s more likely that your CV is a reflection of your mates’ clever editing rather than your rich career history.

 

It’s important for both candidates and clients to trust their recruiter and see this process as a collaboration and a partnership. A CV should be seen as an effective ‘first touch’ in the candidate screening process. And they do still have their place in recruitment, as simple things such as spelling and grammar errors can be a clear indicator that someone isn’t right for a role.

 

I can recall a number of occasions where…in true Love Island style, I have said to a hiring manager, ‘Now this guy doesn’t look like your type on paper, but…’.  The hiring manager has gone on to hire the HR consultant because ultimately they have trusted that I have done my job properly and I am confident that they are right for the role.

 

But of course, this topic begs the question – if you can’t judge a HR consultant by their CV…how do you decide who to speak to and qualify? Whose CV do you send to your stakeholder and who’s do you reject?

 

For all things interim management, change & transformation, get in touch with us via the info form below, and if you would like to feature in our ‘Insiders Story’ blog, email me on kate@refind.co.uk

 

You can view more about Kate Wass our executive interim specialist here

HR consultants – how do you beat stress?

HR consultants - how do you beat stress?
Beverly Hills 90210, Fox Broadcasting Company

Ahh, stress. It’s something that unites us all regardless of occupation or lifestyle. For HR consultants, life can be very busy and things happen which totally change your plan for the day.

 

One bad email can be all that it takes to set it off, and then next thing you know you’re awake at 3AM unable to sleep. We can’t always avoid stress, but we can work on improving how we respond to it. The good news here is that just as we have a stress response; we also have useful relaxation responses that we can call to action at any sign of trouble – perfect for all busy HR consultants.

 

Go for a walk

Getting away from your desk and moving around can help clear your head, and thanks to something called ‘involuntary attention’, walking around a green open space can actually put your body into a state of meditation. Meaning that when you return back to work, you’ve been able to reflect on your day and see everything with a fresh pair of eyes.

 

Eat a snack

Stress eating isn’t all bad – it just depends on what you reach for in the fridge! Pick something that will fill you up and not just give you a sugar rush for an hour, as feeling like you’ve run out of nourishment can actually contribute to a feeling of stress. Whilst it’s tempting to reach for Redbull and a Mars Bar, these foods can be counter-productive! Foods great for concentration include avocados, nuts, complex carbs such as brown rice and sweet potato and dark chocolate are great options

 

Put a record on

Or a Spotify playlist, depending on what’s available to you in your office. Classical music may seem like the most obvious option for destressing, however, any music that you love will have the same effect and flood your brain with feel-good neurochemicals. My personal favourites are Kisstory or an 80’s playlist.

 

Chew some gum

Not only does this ensure minty-fresh breath, but studies have also shown that chewing gum can actually relieve anxiety, improve alertness and reduce stress when multitasking – a win-win for anyone that loves gum as much as I do.

 

Have a nap

Another technique that is popular with companies such as Google and Nike is the power nap. Research has shown that when people are able to take a power nap at work, they encounter fewer feelings of stress, have better cognitive response rates and improved memory.

 

As a HR consultant, do you have any tips on how to relieve stress? Let me know in the comments below.

For all things interim management, change & transformation, get in touch with us via the info form below, and if you would like to feature in our ‘Insiders Story’ blog, email me on kate@refind.co.uk

You can view more about Kate Wass our executive interim specialist here.

Business services: do millennial’s want a job or an experience?

Business services: do millennial's want a job or an experience?
(Adventureland, Miramax)

Working in recruitment you hear the word ‘experience’ a lot…Usually, in business services positions, it is within the context of what a candidate can bring to a position, or specific experience a client requires: what previous experience do they have, how much experience is required for a role, that kind of thing.

 

But, as more and more millennials enter the workforce, I’ve noticed that this word is now being used more commonly to describe what a company can offer you…There are a still lot of lazy stereotypes regarding a millennial workforce, but if you want them to want to work for your business services company (or any other company!), you may want to take some notes – starting with the end of these tired stereotypes.

 

Millennials are the first digital natives to enter the working world and this hasn’t been lost on us recruiters. The differences between this generation and their predecessors, however subtle, can have a huge impact on what someone expects from a job.

 

Whilst millennials want essentially the same as everybody else; enough money to live comfortably, career progression, a friendly team and a good work/life balance. How these areas are prioritised is slightly different…

 

Increasingly, a higher value is being given to a positive work culture over what a starting salary may be. Millennial workers are frequently less engaged by the prestige of a company, as they are more inclined to work somewhere where they believe their work is meaningful and the company that they work for has a strong social purpose. Just because a company is a reputable brand, it doesn’t necessarily mean it’s a desired workplace.

 

In a current candidate-driven market, millennials are being more and more selective over their future potential employer.

 

You may have noticed recently that a lot of business services companies are now online so that they can showcase who they are and what they are about directly to a young, digitally engaged audience. Technology has changed, and it now allows millennials more access to research companies, check reviews and identify other employees via platforms such as LinkedIn.

 

Whilst each millennial worker is different, generally, they all want purpose over a paycheck (with a dash of success thrown in there!). They are likely to search for opportunities that will enable them to learn, grow and develop, and if companies want to get the best of the next generation to work with them, they will need to adapt in order to survive…

 

In such a competitive market, recruitment is a two-way process and companies need to sell their opportunity as much as the candidate sells themselves.

 

But what do you think? Do you work in business services or are you a millennial? Let me know your thoughts in the comments below or email me at sam@refind.co.uk.

You can view more about Sam Perry our Shared Services Executive Search expert here.

Is ‘robotic process automation’ taking recruiters jobs?

Is 'robotic process automation' taking recruiters jobs?
Is ‘robotic process automation’ taking recruiters jobs?

Is ‘robotic process automation’ taking recruiters jobs? If you’ve worked in shared services, then you’ve probably heard about RPA.

 

But what exactly is Robotic Process Automation? RPA refers to a growing trend across shared service centres all over the world whereby we now have robots that can perform more and more intelligent tasks. Whilst automation has been around for a while, thanks to the rate at which technology is changing we now have intelligent software systems that can process and data quickly and more efficiently than their human counterparts.

 

RPA is like a software robot, or artificial intelligence, that can perform human tasks and is designed specifically to perform a vast range of repetitive functions and communicate between other systems, in much the same way that humans do.

 

Once implemented, this software is a cheaper, more accurate and more efficient option for many businesses. Robots don’t sleep so they can work through the night, they won’t call in sick or be late on Monday morning and you don’t have the expense of having to provide them with benefits.

 

In some areas headcount can be reduced by more than double land with human error eliminated, it’s a no-brainer for most onshore…

 

More than 50% of shared service centres have plans to implement RPA in the future. But why? The main purpose of companies creating SSC’s, is to eliminate costs and improve efficiencies. Robots perform better than humans once rapidly trained, so it’s no wonder the stats are so high.

 

 

Some of the benefits of RPA include:

  • Reduced costs – between 30% and 80% savings
  • Improved efficiency
  • 24×7 work
  • Agility
  • Increases customer and employee satisfaction
  • Improved compliance
  • Human error eliminated

 

Robotic process automation will be the future of Shared Services. It will eliminate manual processing, reduce errors and inevitably saved time & costs. It will also provide a better service; software robots act in the same way as human beings and are trained extremely quickly to process data in a certain way, although they don’t make errors. Over time this software becomes more intelligent as it is self-learning and identifies trends, meaning that any unusual information that may have previously gone unnoticed will be flagged up by the robot.

 

RPA won’t work in everyone’s favour. It reduces headcount within a SSC, meaning redundancies for some, and initially, these transformation projects will be a big cost for businesses. Also, because of the complexities of changing existing systems, they don’t always work. There needs to be a solid strategy behind it with all stakeholders engaged in the project, as most transformation can fail if not implemented correctly. This is something that we’ve previously highlighted in these blogs (https://refind.co.uk/how-hr-is-preparing-for-digital-transformation/ & https://refind.co.uk/change-management-learning-secrets-success/).

 

Not all suppliers are in favour either, as sending invoices electronically may cause issues to supplies current accounting processes.

 

Some examples of how RPA is used.

 

Finance & Procurement

  • 3-way matching.
  • Invoice processing.
  • Cash allocation.
  • Credit status
  • Parsing

 

HR

  • Processing starters and leavers
  • Applicant screening
  • Recruitment feedback/rejection emails
  • Data management
  • Saving on recruitment costs

 

Payroll

  • New starters/leavers
  • Contractual changes
  • Attendance/absence records
  • Holiday records
  • Deductions such a pension, salary sacrifice etc.
  • Expenses

 

What are your experiences with robotic process automation? Has your business benefited from new technology, or has it caused problems in your workplace? To discuss you can email me at sam@refind.co.uk

You can view more about Sam Perry our Shared Services Executive Search expert here.