Being a relatively sporty person I don’t watch very much TV, but one Saturday morning I found myself channel-surfing for about 15 minutes. I was amazed at how many of the ads were about getting in shape. Some of the “promises” they made were:
“Six-second abs.” “Easy shaper.” “Incredible — a miracle!”
“Quickly turn your flabby abs into that sexy six-pack!”
My favourite was one that claimed that “visible results” could be achieved in two three-minute sessions. Excuse the language, but a phrase from my childhood captures my feeling for these claims: “What a load of c**p!”
If you want to know why so many goal setters don’t become goal achievers, you can pore over a bunch of enlightening academic studies about goals, or you can watch webinars for hours on end. Where did we ever get the crazy idea that getting in shape is supposed to be quick and easy? Why do we think that there will be almost no cost and why are we surprised when working out turns out to be arduous?
In the search industry we see the impact of this kind of thinking all the time. We recently received a call from a HR Director who was dealing with the integration of people and systems after their company had made a large acquisition. They had concerns over one of the senior Directors and his management style and the CEO had suggested they get an executive coach to work with the Director. They hoped to see a dramatic change in him within a couple of months. Could we help us and when could we start?
Like anybody who buys miracle products to help them get in shape, they wanted a miracle coach to immediately change the Director.
It was pointed out that he was a 56-year-old executive and just as with diet and exercise, his behavioural habits took years to develop and wouldn’t go away overnight. We all set goals to get some aspect of our lives in shape. All too often, we fail to meet them. Why? There are five major challenges that we usually underestimate:
Time: “This is taking a lot longer than I thought it would. I don’t have time for this.”
Effort: “This is a lot harder than I thought it would be. I’m tired. It’s just not worth it.”
Distracting events: “I had no idea I would be so busy this year. I’ll just have to worry about this later.”
Maintenance: “After I got in shape, I celebrated by drinking beer and eating curry. Now, for some unexplained reason, I’m back to where I started. What am I supposed to do? Go on some kind of diet for the rest of my life?”
Rewards: “After I lost weight, I thought that everyone would fall in love with me. I still can’t seem to get a date, so why bother?”
We often confuse the words “simple” and “easy.” The changes we help people make are generally very simple. However, they are never easy. Just as with diet and exercise, changing behaviour involves hard work and takes time.
During the next year, he will be barraged with distracting events that will take him away from his efforts to change. He needs to realise that lasting leadership development is a lifelong process. A temporary change in behaviour to “look good” in the short term will only create cynicism if he doesn’t stick with it. We can help if he is willing to put in the time and effort. If not, hiring us would probably be a waste of everyone’s time.
Look in the mirror. Not just at how you look, but at who you are. If you want to be a better leader, a better professional, or just a better person, don’t kid yourself. To achieve meaningful goals, you’ll have to pay the price. There’s no product, no diet, no exercise program, and (I hate to admit it) no executive coach who can make you better. Only you can do it. If your source of motivation doesn’t come from inside, you won’t stick with it. This may not be good material for a Saturday morning infomercial, but its great advice for any real achievement.
Friday 26 November 2010
Tuesday 16 November 2010
Life on the roller coaster!
In a market that can’t seem to work up whether it’s shackled down by lead weights and sinking to the bottom of the ocean or bobbling along on the surface; everyday seems to bring a new discussion.
For much of the early part of the year our clients put us on pause until we had had the election, and finally once that was out of the way we saw a distinct upturn across all of our market sectors. However, like a candle with a damp wick, the announcements of the budget cuts and the Spending Review soon snuffed out that initial post election optimism.
Fortunately for us, we have little exposure to the public sector and now that the business world has finally digested what it believes the full impact of the spending review to be, we have again seem a shimmer of cautious optimism from clients.
Why cautious? The VAT rise in the New Year will again hit much of the construction and retails sectors although many expect the rise to be spread across the supply chain before reaching consumers. Talking with my colleagues across Europe has shown that many of the CEE states, Germany and Scandinavia are bucking the trend and performing well, giving rise to business opportunities for UK companies in those markets, whilst Ireland’s problems are well documented.
Putting a wet finger up in the cold early winter air to offer you a prediction for 2011 is a mugs game and one which for the moment I will pass on, but many clients feel that the UK has many of the fundamentals in place to deliver a slow growth economy and improve upon previous year’s performances.
If you would like to talk with one of the Directors about how InterSearch in the UK can work with you then please contact us at www.intersearchuk.com
For much of the early part of the year our clients put us on pause until we had had the election, and finally once that was out of the way we saw a distinct upturn across all of our market sectors. However, like a candle with a damp wick, the announcements of the budget cuts and the Spending Review soon snuffed out that initial post election optimism.
Fortunately for us, we have little exposure to the public sector and now that the business world has finally digested what it believes the full impact of the spending review to be, we have again seem a shimmer of cautious optimism from clients.
Why cautious? The VAT rise in the New Year will again hit much of the construction and retails sectors although many expect the rise to be spread across the supply chain before reaching consumers. Talking with my colleagues across Europe has shown that many of the CEE states, Germany and Scandinavia are bucking the trend and performing well, giving rise to business opportunities for UK companies in those markets, whilst Ireland’s problems are well documented.
Putting a wet finger up in the cold early winter air to offer you a prediction for 2011 is a mugs game and one which for the moment I will pass on, but many clients feel that the UK has many of the fundamentals in place to deliver a slow growth economy and improve upon previous year’s performances.
If you would like to talk with one of the Directors about how InterSearch in the UK can work with you then please contact us at www.intersearchuk.com
Wednesday 27 October 2010
Making life easier for whom?
Following last week’s blog I received a number of comments and a link to a vociferous debate which was taking place on another LinkedIn forum. It too was intrinsically linked to the PSL debate but had been expanded to take in CV management systems. Rather than repeat the debate chapter & verse, I’ll tell you a brief tale of our experiences of them.
Following a number of major presentations to a global infrastructure group a couple of years ago we were selected to join their PSL as the sole recruiter at senior (non Group) board level. Terms were agreed and we were set up on their CV management system and following a few minor teething problems (clerical vacancies!) we started on our first assignment for the company. When it came to presenting the shortlist reports along with the candidate’s CV’s their system wouldn’t accept/recognise anything other than the CV. Presenting that shortlist to the line managers resulted in a swift telling off by the recruitment team. The line managers selected those that they wanted to interview based upon the reports, which were then rejected by the system as the CV’s didn’t match the recruiters key criteria template for the role.
Eventually we negotiated a way around this for other future assignments but after a year working with them we decided not to renew the agreement when we were asked to. The CV system is still in place but the number of firms who have passed through the same PSL process is a worrying sign of their view on their recruitment suppliers.
Our role is to work with companies and recruitment teams to deliver a service that goes beyond CV shuffling, but when so many companies these days use comparable systems, we have to ask who they are being implemented for? At senior level they negate the value that we add by running search processes but at the high volume end of the market their value becomes apparent.
If you are interested in talking with any of the heads of our practice groups then please contact us at www.intersearchuk.com
Following a number of major presentations to a global infrastructure group a couple of years ago we were selected to join their PSL as the sole recruiter at senior (non Group) board level. Terms were agreed and we were set up on their CV management system and following a few minor teething problems (clerical vacancies!) we started on our first assignment for the company. When it came to presenting the shortlist reports along with the candidate’s CV’s their system wouldn’t accept/recognise anything other than the CV. Presenting that shortlist to the line managers resulted in a swift telling off by the recruitment team. The line managers selected those that they wanted to interview based upon the reports, which were then rejected by the system as the CV’s didn’t match the recruiters key criteria template for the role.
Eventually we negotiated a way around this for other future assignments but after a year working with them we decided not to renew the agreement when we were asked to. The CV system is still in place but the number of firms who have passed through the same PSL process is a worrying sign of their view on their recruitment suppliers.
Our role is to work with companies and recruitment teams to deliver a service that goes beyond CV shuffling, but when so many companies these days use comparable systems, we have to ask who they are being implemented for? At senior level they negate the value that we add by running search processes but at the high volume end of the market their value becomes apparent.
If you are interested in talking with any of the heads of our practice groups then please contact us at www.intersearchuk.com
Thursday 21 October 2010
So just what is the point of a PSL?
The Preferred Supplier List (PSL) has been around in one form or another for as long as anyone in this office can recall - and that’s actually quite a long time!
Over the years InterSearch in the UK has been on a few and come off a few, both through clients and our own choice. Interestingly there is a vast difference between those sectors where all the companies seem to have them and others where they are few and far between. The pharmaceutical sector falls very firmly in the former camp and making in-roads into these companies appears on the surface nigh on impossible,
My colleague who works in the sector has found that once you delve a little deeper invariably there is a difference of opinion between the line managers who are becoming increasingly frustrated by their roles being unfilled, whilst those charged with recruitment refuse to go outside of the PSL, which patently isn’t delivering the expected results. The subsequent request to us to “just send us some CV’s” is met with a polite decline.
So, back to the original question; What is the point of the PSL?
The simple answer in most cases seems to be cost. We were recently asked to complete a long PSL application by one of Europe’s largest distribution/logistics firms that focused solely on lowest cost without a single reference to delivery methods, quality standards or relationships between our two firms.
For many companies they are a great idea and if created and managed properly they can work to the benefit of both parties, but equally many companies have scrapped them and decided to focus on closer less formal and more successful relationships with their search firms.
If you are interested in talking with any of the heads of our practice groups then please contact us at www.intersearchuk.com
Over the years InterSearch in the UK has been on a few and come off a few, both through clients and our own choice. Interestingly there is a vast difference between those sectors where all the companies seem to have them and others where they are few and far between. The pharmaceutical sector falls very firmly in the former camp and making in-roads into these companies appears on the surface nigh on impossible,
My colleague who works in the sector has found that once you delve a little deeper invariably there is a difference of opinion between the line managers who are becoming increasingly frustrated by their roles being unfilled, whilst those charged with recruitment refuse to go outside of the PSL, which patently isn’t delivering the expected results. The subsequent request to us to “just send us some CV’s” is met with a polite decline.
So, back to the original question; What is the point of the PSL?
The simple answer in most cases seems to be cost. We were recently asked to complete a long PSL application by one of Europe’s largest distribution/logistics firms that focused solely on lowest cost without a single reference to delivery methods, quality standards or relationships between our two firms.
For many companies they are a great idea and if created and managed properly they can work to the benefit of both parties, but equally many companies have scrapped them and decided to focus on closer less formal and more successful relationships with their search firms.
If you are interested in talking with any of the heads of our practice groups then please contact us at www.intersearchuk.com
Tuesday 5 October 2010
Why companies watch your every Facebook & Twitter move.
The recent banning and fining of a number sports stars for tweeting rude comments about their lack of selection has once again brought attention on modern networking sites back into focus and a reappraisal of how they’re used by commercial organisations.
Once upon a time companies could afford to be rude. I might grumble to a few friends and walk to the next shop on the high street but there was little else that I could do. These days I’ll still grumble to my friends, but now I do it online, using social media websites like Facebook and Twitter.
Today one witty Tweet, one clever blog post, one devastating video - forwarded to hundreds of friends at the click of a mouse - can snowball and kill a product or damage a company's share price. It's a dramatic shift in consumer power. But what if companies could harness this power and turn it to their advantage?
Social media is quickly becoming a customer relationship management system, as companies have for the first time access to people's minds in near real-time. It may be all the buzz, but I suspect that in reality only a few firms understand it and know how to use it, it's been of peripheral interest for most. Few realise that using social media has become much more than customer service and reputation management.
Most importantly, it can act as an early warning system when something goes wrong. But for many companies social media tools are poorly integrated into the corporate structure, if your system tells you that your customers are unhappy about a product or service, it can be critical that the tool immediately alerts the team in charge of it.
It also makes business sense. Good use of social media can reduce complaints and costly calls to a service centre. But there are dangers that the obsession with social networking can make management lose focus. If a company needed a random tweet to alert them to a problem, surely something was wrong in the first place.
Even in normal times social media marketing has its quirks. I was told that the single most important rule is to try to sound genuine, "don't push... and don't pretend you are hip". Just as readers can quickly tell whether a CEO's blog is really written by the boss or the PR team, Twitter and Facebook don't lend themselves to spreading the corporate message.
As companies are getting to grips with social media, the very business model of customer relationships looks set to change. Consumers are spending their attention on social media but firms don't know how to repay them properly. There's no manual for that yet and there probably never will be.
After all, what works today, might not work tomorrow.
Once upon a time companies could afford to be rude. I might grumble to a few friends and walk to the next shop on the high street but there was little else that I could do. These days I’ll still grumble to my friends, but now I do it online, using social media websites like Facebook and Twitter.
Today one witty Tweet, one clever blog post, one devastating video - forwarded to hundreds of friends at the click of a mouse - can snowball and kill a product or damage a company's share price. It's a dramatic shift in consumer power. But what if companies could harness this power and turn it to their advantage?
Social media is quickly becoming a customer relationship management system, as companies have for the first time access to people's minds in near real-time. It may be all the buzz, but I suspect that in reality only a few firms understand it and know how to use it, it's been of peripheral interest for most. Few realise that using social media has become much more than customer service and reputation management.
Most importantly, it can act as an early warning system when something goes wrong. But for many companies social media tools are poorly integrated into the corporate structure, if your system tells you that your customers are unhappy about a product or service, it can be critical that the tool immediately alerts the team in charge of it.
It also makes business sense. Good use of social media can reduce complaints and costly calls to a service centre. But there are dangers that the obsession with social networking can make management lose focus. If a company needed a random tweet to alert them to a problem, surely something was wrong in the first place.
Even in normal times social media marketing has its quirks. I was told that the single most important rule is to try to sound genuine, "don't push... and don't pretend you are hip". Just as readers can quickly tell whether a CEO's blog is really written by the boss or the PR team, Twitter and Facebook don't lend themselves to spreading the corporate message.
As companies are getting to grips with social media, the very business model of customer relationships looks set to change. Consumers are spending their attention on social media but firms don't know how to repay them properly. There's no manual for that yet and there probably never will be.
After all, what works today, might not work tomorrow.
Wednesday 22 September 2010
Should you be worried about age discrimination?
In the twenty something years that I have worked in recruitment I’m pretty sure that almost every client I have worked with who’s above the age of 40 has asked the same question at some point: Do I need to make myself look younger on my CV? The fear that they are being skipped over for younger candidates is clearly a widespread concern among today’s job seekers, just as it has been for many years.
During these conversations I almost certainly encourage those with 30 or more years of work experience to edit their CV’s and to only include what’s most relevant on them. There was a recent article which caused me to wonder whether age discrimination is really as rampant as is made out.
There was one passage in particular that stood out:
The number of people aged 25-34 living with their parents jumped to 13.4% in 2010 from 12.7% in 2008 … whilst the poverty rate for adults age 25-34 living with their parents was 8.5%, but in that case they are considered part of a household. If their status was determined solely by their own income, 43% were below the poverty threshold for a single person.
The article also reported that those aged 25-34 suffered the highest unemployment rate of any age group in August 2010 whilst those aged 55 and over actually had the lowest rate of unemployment.
Please don’t misunderstand me; I’m not suggesting that age discrimination doesn’t exist, there have been enough law suits in recent years to show that it does, but if colouring your hair and buying a trendier interview suit will help you feel more confident during your job search, then go for it.
However, the reality is that with the current economic downturn affecting the UK & Europe, younger workers are facing a job market that’s just as tough as it is for older workers — and in many cases the younger ones have an even harder time finding roles because of their lack of experience. With more than 13% of the young worker population still living at home with their parents, it’s clear that even many with jobs are not making enough to find a house deposit and live independently.
These statistics show that the job market has been tough on everyone in the jobs market. If you would like to increase your odds for an interview and to the job offer stage then you need to ensure that your CV is tailored to each and every position that you apply for. For help in creating a strategy that overcomes the “age issue” on your CV, talk with one of our Directors at www.intersearchuk.com
During these conversations I almost certainly encourage those with 30 or more years of work experience to edit their CV’s and to only include what’s most relevant on them. There was a recent article which caused me to wonder whether age discrimination is really as rampant as is made out.
There was one passage in particular that stood out:
The number of people aged 25-34 living with their parents jumped to 13.4% in 2010 from 12.7% in 2008 … whilst the poverty rate for adults age 25-34 living with their parents was 8.5%, but in that case they are considered part of a household. If their status was determined solely by their own income, 43% were below the poverty threshold for a single person.
The article also reported that those aged 25-34 suffered the highest unemployment rate of any age group in August 2010 whilst those aged 55 and over actually had the lowest rate of unemployment.
Please don’t misunderstand me; I’m not suggesting that age discrimination doesn’t exist, there have been enough law suits in recent years to show that it does, but if colouring your hair and buying a trendier interview suit will help you feel more confident during your job search, then go for it.
However, the reality is that with the current economic downturn affecting the UK & Europe, younger workers are facing a job market that’s just as tough as it is for older workers — and in many cases the younger ones have an even harder time finding roles because of their lack of experience. With more than 13% of the young worker population still living at home with their parents, it’s clear that even many with jobs are not making enough to find a house deposit and live independently.
These statistics show that the job market has been tough on everyone in the jobs market. If you would like to increase your odds for an interview and to the job offer stage then you need to ensure that your CV is tailored to each and every position that you apply for. For help in creating a strategy that overcomes the “age issue” on your CV, talk with one of our Directors at www.intersearchuk.com
Wednesday 15 September 2010
An everyday tale of stress and how to manage it.
As the working world returns to some form of normality after the summer break it seems obvious that Stress is the hot topic of the month as I have received a number of emails offering me workshops on how to manage it for our employees, one to one counselling, legal advice and all sorts of other emails that received the delete button treatment. Whilst I have no qualifications in stress management, there were a couple that appealed to me, though they are far from new or original, and I offer them up to you:
A lecturer when explaining stress management to an audience, raised a glass of water and asked; 'How heavy is this glass of water?'
Answers called out ranged from 20g to 500g.
The lecturer replied, 'The absolute weight doesn't matter.
It depends on how long you try to hold it.
If I hold it for a minute, that's not a problem.
If I hold it for an hour, I'll have an ache in my right arm.
If I hold it for a day, you'll have to call an ambulance.
In each case, it's the same weight, but the longer I hold it, the heavier it becomes.'
He continued, 'And that's the way it is with stress management’.
If we carry our burdens all the time, sooner or later, as the burden becomes increasingly heavy, we won't be able to carry on. '
'As with the glass of water, you have to put it down for a while and rest before holding it again. When we're refreshed, we can carry on with the burden.'
'So, before you return home tonight, put the burden of work down. Don't carry it home. You can pick it up tomorrow.
Whatever burdens you're carrying now, Let them down for a moment if you can. So, my friend put down anything that may be a burden to you right now. Don't pick it up again until after you've rested a while’.
And from another round robin email, here are some great ways of dealing with the burdens of life:
* Accept that some days you're the pigeon, and some days you're the statue.
* Always keep your words soft and sweet, Just in case you have to eat them.
* Always wear stuff that will make you look good if you die in the middle of it.
* Drive carefully. It's not only cars that can be "Recalled" by their maker.
* If you can't be kind, at least have the decency to be vague.
* If you lend someone £20 and never see that person again, it was probably worth it.
* It may be that your sole purpose in life is simply to be kind to others.
* Never put both feet in your mouth at the same time, because then you won't have a leg to stand on.
* Nobody cares if you can't dance well. Just get up and dance.
* When everything's coming your way, you’re in the wrong lane.
* Birthdays are good for you. The more you have, the longer you live.
* You may be only one person in the world, but you may also be the world to one person.
* Some mistakes are too much fun to only make once.
* We could learn a lot from crayons... Some are sharp, some are pretty and some are dull. Some have weird names, and all are different colours, but they all have to live in the same box.
*A truly happy person is one who can enjoy the scenery on a detour.
They all, in their own home spun philosophising way, offer a few gentle thoughts on the quality of life and how to perceive those problems. If you have any that you live by and would like to add, then drop me a line and I might just run a follow up to this in a week or so!
A lecturer when explaining stress management to an audience, raised a glass of water and asked; 'How heavy is this glass of water?'
Answers called out ranged from 20g to 500g.
The lecturer replied, 'The absolute weight doesn't matter.
It depends on how long you try to hold it.
If I hold it for a minute, that's not a problem.
If I hold it for an hour, I'll have an ache in my right arm.
If I hold it for a day, you'll have to call an ambulance.
In each case, it's the same weight, but the longer I hold it, the heavier it becomes.'
He continued, 'And that's the way it is with stress management’.
If we carry our burdens all the time, sooner or later, as the burden becomes increasingly heavy, we won't be able to carry on. '
'As with the glass of water, you have to put it down for a while and rest before holding it again. When we're refreshed, we can carry on with the burden.'
'So, before you return home tonight, put the burden of work down. Don't carry it home. You can pick it up tomorrow.
Whatever burdens you're carrying now, Let them down for a moment if you can. So, my friend put down anything that may be a burden to you right now. Don't pick it up again until after you've rested a while’.
And from another round robin email, here are some great ways of dealing with the burdens of life:
* Accept that some days you're the pigeon, and some days you're the statue.
* Always keep your words soft and sweet, Just in case you have to eat them.
* Always wear stuff that will make you look good if you die in the middle of it.
* Drive carefully. It's not only cars that can be "Recalled" by their maker.
* If you can't be kind, at least have the decency to be vague.
* If you lend someone £20 and never see that person again, it was probably worth it.
* It may be that your sole purpose in life is simply to be kind to others.
* Never put both feet in your mouth at the same time, because then you won't have a leg to stand on.
* Nobody cares if you can't dance well. Just get up and dance.
* When everything's coming your way, you’re in the wrong lane.
* Birthdays are good for you. The more you have, the longer you live.
* You may be only one person in the world, but you may also be the world to one person.
* Some mistakes are too much fun to only make once.
* We could learn a lot from crayons... Some are sharp, some are pretty and some are dull. Some have weird names, and all are different colours, but they all have to live in the same box.
*A truly happy person is one who can enjoy the scenery on a detour.
They all, in their own home spun philosophising way, offer a few gentle thoughts on the quality of life and how to perceive those problems. If you have any that you live by and would like to add, then drop me a line and I might just run a follow up to this in a week or so!
Wednesday 8 September 2010
Is it all about the money?
Despite stories to the contrary, the recruitment world mirrors the real world!
We too have seasons that match the working world. The New Year, following a traditional quiet December has historically always been busy. There tends to be a hiatus over Easter followed by a spurt leading up to the summer break, which brings us to where we are now: September.
Economic concerns are still reflected in the market but we have successfully wrapped up a number of assignments and helped clients with the contract negotiations. In three of the four assignments the candidates have promptly been countered offered by their existing employer. Fortunately our consultants have addressed this issue with the candidates right back at their first meeting with them and discussed it again with them leading up to our clients offer; with the result that in each case they have declined the counter offer. In fact, one was counter offered three times. In many ways this is very satisfying as it shows that we really have found the right person.
Yes the candidates were offered uplifts on their original salaries but in each case the candidates were making the decision to move for career reasons. It’s not always purely about the money.
So what happens next? I take no credit for this piece but I did think that it gave a different perspective of the relevant issues:
• We are watching you. Suspicions confirmed. We want to make sure that you leave quietly. With dignity. No drama. You would be surprised at the stupid things people do when they leave a company.
• We are watching your internet traffic. Don’t even think about leaking something or sending out company information.
• We are thinking of letting you go early. Some HR people will tell you to stay home during your notice period. Don’t be offended. We’ll pay you. Enjoy the time off before you start your new job.
• If you’re really great, we might want to counter-offer you and tempt you to stay. Never accept this offer. Never. We will always wonder when you’re going to threaten to quit again (because we suspect it was just a fake threat) for more money.
• Co-workers and colleagues will bug you and ask for the real scoop. It’s not your job to expose the soft underbelly of an organisation. Stick to your story. You’re leaving for personal reasons.
• We will ask you to participate in an exit interview. This a pointless exercise. You have the right to say no. HR rarely does anything meaningful with the data. Managers assume sour grapes. Employees are too afraid to burn bridges. If you have any questions about your benefits, use this meeting to clarify your questions — and leave without burning a bridge.
Tuesday 3 August 2010
Beach towels
So here we are once again at either the happiest or most frustrating time of the year.
Yes, it’s August.
The world is divided into two camps; those who disappear off on holiday and those of us left holding the fort. Whilst the good news is that I can get to work considerably quicker than at any other time in the year, the bad news is that the assignments that we are running slow to a crawl as assorted decision makers within clients pack their bags and head off to holiday villas scattered around the world.
Many of my colleagues across Europe think that we’ve lost the plot by remaining ‘open for business’ in August whilst they leave one secretary to man the ‘phones. Which of us is right is one of those age old questions that could be debated ad infinitum.
Suffice to say I’ll still be beavering away over the next few weeks tidying my desk and preparing for the September onslaught of new business. If you’re lonely and want to discuss one of those crucial recruitment issues that pop up at the most inconvenient of times, then rest assured that one of us will be here to talk to you.
Enjoy the summer and I’m off for an ice cream!
Yes, it’s August.
The world is divided into two camps; those who disappear off on holiday and those of us left holding the fort. Whilst the good news is that I can get to work considerably quicker than at any other time in the year, the bad news is that the assignments that we are running slow to a crawl as assorted decision makers within clients pack their bags and head off to holiday villas scattered around the world.
Many of my colleagues across Europe think that we’ve lost the plot by remaining ‘open for business’ in August whilst they leave one secretary to man the ‘phones. Which of us is right is one of those age old questions that could be debated ad infinitum.
Suffice to say I’ll still be beavering away over the next few weeks tidying my desk and preparing for the September onslaught of new business. If you’re lonely and want to discuss one of those crucial recruitment issues that pop up at the most inconvenient of times, then rest assured that one of us will be here to talk to you.
Enjoy the summer and I’m off for an ice cream!
Wednesday 21 July 2010
Locations, Location, Location - AKA does life exist outside of a Capital City?
In my previous blog we were discussing the issues around candidates relocating and over the last ten days it has come to our attention that there are wider issues around where businesses are based and the general perception of those locations.
As a southerner living in Birmingham, England’s official second city no matter what Manchester might claim, I thought that hosting the major global events such as the G8 Summit and Eurovision had placed the City on the world map. This just goes to show how wrong I can be.
My ire was raised by the discovery that there are currently three searches for top Global and European roles, which are to be Birmingham based, being conducted by two London and a German based search firm. This surprised me as Birmingham has offices for most of the UK’s top search firms (including InterSearch) who by rights would probably expect to be asked to pitch for these assignments. Yet, the decision was made to choose London based firms. Do those recruiting companies believe that whilst they can base their businesses in Birmingham, it is bereft of the expertise to recruit its Executives? Or is approaching a firm in a country’s capital the default option?
This led me to wonder; do the other major European countries have this same default option or is it a peculiarly British thing?
Your thoughts and comments on the matter would be welcomed.
As a southerner living in Birmingham, England’s official second city no matter what Manchester might claim, I thought that hosting the major global events such as the G8 Summit and Eurovision had placed the City on the world map. This just goes to show how wrong I can be.
My ire was raised by the discovery that there are currently three searches for top Global and European roles, which are to be Birmingham based, being conducted by two London and a German based search firm. This surprised me as Birmingham has offices for most of the UK’s top search firms (including InterSearch) who by rights would probably expect to be asked to pitch for these assignments. Yet, the decision was made to choose London based firms. Do those recruiting companies believe that whilst they can base their businesses in Birmingham, it is bereft of the expertise to recruit its Executives? Or is approaching a firm in a country’s capital the default option?
This led me to wonder; do the other major European countries have this same default option or is it a peculiarly British thing?
Your thoughts and comments on the matter would be welcomed.
Wednesday 7 July 2010
Relocation, Relocation, Relocation
These days it seems hard to escape Phil & (The Right Hon) Kirstie on their numerous, and it appears never ending, TV programmes about moving house locally or across the country. One of their oft repeated mantras is that the couples need to talk to each other about what they are expecting from their move, as opposing views regularly lead to major stress levels for the couples and the whole move collapsing.
This has (unexpectedly) hit home twice recently as one assignment collapsed after a candidate accepted a role then discovered his other half wouldn’t move and another was nipped in the bud when the candidate withdrew early in the interview process for many of the same reasons.
Over the many years that I’ve been doing this job it’s an issue that has cropped up endlessly and when I’ve been recruiting international roles it is one of the first questions that I ask candidates. The conversation goes something like this: ‘Have you discussed relocating with your wife/husband/partner?’ ‘Yes, I have and we’re agreed it’s best for my career.’ ‘That’s great news, but have you really discussed relocating. The impact upon your children’s education? Setting up home in a new region? The change in culture and languages?’ My role is not to stop candidates progressing through the interview process but simply to ensure that they have addressed “in detail” all of the issues not simply touched on relocation in a general conversation.
The fact is that relocating in the UK or globally is a big decision and really does need to be thrashed out before starting the job application process. Fortunately we have been able to resolve both assignments successfully before the situation became unmanageable.
If you would like to discuss with one of the Directors any issues about recruiting and relocating employees then please don’t hesitate in contacting us at www.intersearchuk.com
This has (unexpectedly) hit home twice recently as one assignment collapsed after a candidate accepted a role then discovered his other half wouldn’t move and another was nipped in the bud when the candidate withdrew early in the interview process for many of the same reasons.
Over the many years that I’ve been doing this job it’s an issue that has cropped up endlessly and when I’ve been recruiting international roles it is one of the first questions that I ask candidates. The conversation goes something like this: ‘Have you discussed relocating with your wife/husband/partner?’ ‘Yes, I have and we’re agreed it’s best for my career.’ ‘That’s great news, but have you really discussed relocating. The impact upon your children’s education? Setting up home in a new region? The change in culture and languages?’ My role is not to stop candidates progressing through the interview process but simply to ensure that they have addressed “in detail” all of the issues not simply touched on relocation in a general conversation.
The fact is that relocating in the UK or globally is a big decision and really does need to be thrashed out before starting the job application process. Fortunately we have been able to resolve both assignments successfully before the situation became unmanageable.
If you would like to discuss with one of the Directors any issues about recruiting and relocating employees then please don’t hesitate in contacting us at www.intersearchuk.com
Wednesday 30 June 2010
The eternal jargon conundrum!!
Whilst carrying out some research on a number of clients last week, I was surprised by just how much clichéd jargon they had all managed to cram onto their web sites home page. Whilst I do fully appreciate that the web editors want to portray the company in its best light, do they really believe that people these days are impressed by, or even fully understand, phrases such as: “leveraging deep seated industry expertise” or “an enhanced global delivery model” or “an empowered pool of outward thinking individuals who deliver customer centric solutions”
Surely it must actually be simpler and will ultimately deliver a more “customer engaging experience” if they stuck to simple English? A quick snap shot of colleagues and friends on their reaction to these web sites reveals a near unanimous decision to move onto an alternative company. None of these companies offer a product that is unique and so a potential customer has just walked away with a negative impression and taken their potential business elsewhere, knocking onto the sales and profit figures.
This over use of jargon is not exclusive to big conglomerates or to small businesses starting out and trying to make an impact, but still seems wide spread; so whilst I go and re-check our own web site for inappropriate jargon, if you have a few choice examples then please let me know and I’ll write a follow up piece next month.
Surely it must actually be simpler and will ultimately deliver a more “customer engaging experience” if they stuck to simple English? A quick snap shot of colleagues and friends on their reaction to these web sites reveals a near unanimous decision to move onto an alternative company. None of these companies offer a product that is unique and so a potential customer has just walked away with a negative impression and taken their potential business elsewhere, knocking onto the sales and profit figures.
This over use of jargon is not exclusive to big conglomerates or to small businesses starting out and trying to make an impact, but still seems wide spread; so whilst I go and re-check our own web site for inappropriate jargon, if you have a few choice examples then please let me know and I’ll write a follow up piece next month.
Thursday 10 June 2010
Culture eats strategy for breakfast
Last weekend I was sitting around with a couple of friends, who all work in a diverse cross section of businesses, discussing the current economic situation and how it impacts upon each of us, when the subject line of this blog was dropped into the conversation.
The instant response from most of us was: no! Or words to that effect.
However, once you actually start to dissect it and think about it, then yes it does make an awful lot of sense. Strategy, as always, comes from the top and really it doesn’t matter how good or how cutting edge your strategy is; if you don’t have the people with the right attitude (culture) the there is little or no chance of the strategy working! Unless you have a massive personnel change first.
Over the years, whilst discussing recruiting for them, I’ve heard an endless number of clients tell me how unique their culture is and I’ve always wondered about it. I vividly recall the consolidation phase that the big accountancy firms went through and the fallout from the ‘mergers’ as the cultures between the firms clashed. I started working with a client when it only had 3 employees and watched it grow to 100+ and helped it develop its own culture from scratch rather than by buying firms to create itself. The MD really did have the opportunity to shape the strategy and culture of that business; but was it unique? Or was he creating a culture that simply mirrored his own personality?
After much discussion and batting ideas back and forth, the majority of us had changed our opinion from a definite no to a fairly clear yes.
So, if you ‘d like to discuss with InterSearch in the UK how we can work with you to help develop your culture and strategy through the recruitment of key personnel, then contact one of the Directors at www.intersearchuk.com
The instant response from most of us was: no! Or words to that effect.
However, once you actually start to dissect it and think about it, then yes it does make an awful lot of sense. Strategy, as always, comes from the top and really it doesn’t matter how good or how cutting edge your strategy is; if you don’t have the people with the right attitude (culture) the there is little or no chance of the strategy working! Unless you have a massive personnel change first.
Over the years, whilst discussing recruiting for them, I’ve heard an endless number of clients tell me how unique their culture is and I’ve always wondered about it. I vividly recall the consolidation phase that the big accountancy firms went through and the fallout from the ‘mergers’ as the cultures between the firms clashed. I started working with a client when it only had 3 employees and watched it grow to 100+ and helped it develop its own culture from scratch rather than by buying firms to create itself. The MD really did have the opportunity to shape the strategy and culture of that business; but was it unique? Or was he creating a culture that simply mirrored his own personality?
After much discussion and batting ideas back and forth, the majority of us had changed our opinion from a definite no to a fairly clear yes.
So, if you ‘d like to discuss with InterSearch in the UK how we can work with you to help develop your culture and strategy through the recruitment of key personnel, then contact one of the Directors at www.intersearchuk.com
Wednesday 2 June 2010
The ‘Oh no, not another world cup blog’ Blog!
Having absolutely no interest in football (I’m a Leeds fan after all!) I’m already bored with the daily information overload that it’s almost impossible to escape from. With 11 days to go until the start, we’ve gone from drip feeding World Cup News (hereafter known as WC News!) to a veritable cascading torrent of it. I’m dreading what it’s going to be like if we reach the semi and finals.
All of which leaves me to find something else to write about. Have you seen the price of beer these days? When I were a lad…..
In all seriousness there are some key issues floating around that will have a major impact upon our economy and recruitment issues thereafter. The new government(s) has already announced some tough cuts in budgets that are already having an impact upon infrastructure funding and the public sector is now realising that it cannot continue to carry so many employees who for years have been playing the system. Which commercial organisation would have written into an employment contract an allowance of 21 days sick leave?
Fears of a double dip recession are still very real and it places even more importance on ensuring that your business either currently employs or goes out and recruits the best person for the job; whether that’s someone from a competitor or someone who comes in with a fresh perspective.
Whilst we have seen an upturn in assignments won in April and May, we’ve also seen a sharp rise in discussions about interim management as clients discuss holding off permanent recruitment until they are truly confident in their own market economy. Either way, InterSearch in the UK has the consultants with the expertise who can work with you to deliver the best employee to your business.
All of which leaves me to find something else to write about. Have you seen the price of beer these days? When I were a lad…..
In all seriousness there are some key issues floating around that will have a major impact upon our economy and recruitment issues thereafter. The new government(s) has already announced some tough cuts in budgets that are already having an impact upon infrastructure funding and the public sector is now realising that it cannot continue to carry so many employees who for years have been playing the system. Which commercial organisation would have written into an employment contract an allowance of 21 days sick leave?
Fears of a double dip recession are still very real and it places even more importance on ensuring that your business either currently employs or goes out and recruits the best person for the job; whether that’s someone from a competitor or someone who comes in with a fresh perspective.
Whilst we have seen an upturn in assignments won in April and May, we’ve also seen a sharp rise in discussions about interim management as clients discuss holding off permanent recruitment until they are truly confident in their own market economy. Either way, InterSearch in the UK has the consultants with the expertise who can work with you to deliver the best employee to your business.
Thursday 27 May 2010
It’s good to talk!
There’s little more frustrating than not being able to talk with someone who you really need or want to talk with. The longer that you both go without having that all important conversation, the more the subject matter gains in importance, quite possibly to the extent that it has now grown into a mountain of a problem from what was a little molehill.
No matter who you are or what your job is, at some stage of everyday you will inevitably have to talk with a colleague, a customer or someone who might have an influence on your future. Which is where we come into this blog!
As a search firm we’re proactive and tap candidates on the metaphorical shoulder to discuss our client’s opportunity with them. From there the conversation either comes to a stop as they decide that what we’re offering isn’t for them or we move forward and start discussing CV’s.
Now this is what puzzles me. There are endless web sites and firms who will advise you on how to write and present your CV, usually for a fee, and yet we’re staggered by the number of CV’s which we receive that have no contact details on them. The telephone number might be on the original email (rarely post these days) but equally it’s as likely to not be on it. Our only way of contacting that candidate is through the original email and asking them to call us. Naturally we point this out to candidates and have been told on a number of occasions that they’ve been advised to leave these details off as they might be discriminated against because of their location, which you can tell from the address and dialling code!
Forgive me, but this is simply hokum and exceedingly poor advice. I, along with most clients and fellow recruitment consultants, do not have time to try and track down candidates contact details if they won’t supply them on the original CV. Candidates will miss out on opportunities and discover that when the ‘phone doesn’t ring; silence isn’t golden.
As I said: It’s good to talk.
No matter who you are or what your job is, at some stage of everyday you will inevitably have to talk with a colleague, a customer or someone who might have an influence on your future. Which is where we come into this blog!
As a search firm we’re proactive and tap candidates on the metaphorical shoulder to discuss our client’s opportunity with them. From there the conversation either comes to a stop as they decide that what we’re offering isn’t for them or we move forward and start discussing CV’s.
Now this is what puzzles me. There are endless web sites and firms who will advise you on how to write and present your CV, usually for a fee, and yet we’re staggered by the number of CV’s which we receive that have no contact details on them. The telephone number might be on the original email (rarely post these days) but equally it’s as likely to not be on it. Our only way of contacting that candidate is through the original email and asking them to call us. Naturally we point this out to candidates and have been told on a number of occasions that they’ve been advised to leave these details off as they might be discriminated against because of their location, which you can tell from the address and dialling code!
Forgive me, but this is simply hokum and exceedingly poor advice. I, along with most clients and fellow recruitment consultants, do not have time to try and track down candidates contact details if they won’t supply them on the original CV. Candidates will miss out on opportunities and discover that when the ‘phone doesn’t ring; silence isn’t golden.
As I said: It’s good to talk.
Wednesday 19 May 2010
Cross border co-operation
As I mentioned in my blog a month ago, the world is getting smaller moment by moment and at the heart of this change has been the continual advancement of technology, enabling you to Skype each other or run live video conferences, rather than conducting all of your communication by email.
However, all of these technologies have a limiting factor and that’s because nothing beats the one to one human contact that meeting in a room together offers.
As companies increasingly spread their global wings, the need to recruit accordingly inevitably rears its head and that’s where InterSearch has a trump card. With offices in 45 countries we can pull together a team wherever you or your needs are. This week we had a classic example of exactly this when I headed out to Paris to meet the HR Director of a client that was moving its Head Office. Putting aside the fact that I turned up an hour late (thanks for that Eyjafjallajökull) my colleagues from the European offices and I have been able to put together a co-ordinated search process that will target candidates in four countries in order to deliver a comprehensive shortlist and the best candidate for the job.
It became apparent that they wouldn’t have trusted the assignment to a firm that didn’t have consultants in situ in their target countries, nor one that couldn’t manage the co-ordination of those consultants to the advantage of the HR Director.
If you would like to discuss what InterSearch can do for you then contact one of our directors on 0203 1300 390 or www.intersearchuk.com
However, all of these technologies have a limiting factor and that’s because nothing beats the one to one human contact that meeting in a room together offers.
As companies increasingly spread their global wings, the need to recruit accordingly inevitably rears its head and that’s where InterSearch has a trump card. With offices in 45 countries we can pull together a team wherever you or your needs are. This week we had a classic example of exactly this when I headed out to Paris to meet the HR Director of a client that was moving its Head Office. Putting aside the fact that I turned up an hour late (thanks for that Eyjafjallajökull) my colleagues from the European offices and I have been able to put together a co-ordinated search process that will target candidates in four countries in order to deliver a comprehensive shortlist and the best candidate for the job.
It became apparent that they wouldn’t have trusted the assignment to a firm that didn’t have consultants in situ in their target countries, nor one that couldn’t manage the co-ordination of those consultants to the advantage of the HR Director.
If you would like to discuss what InterSearch can do for you then contact one of our directors on 0203 1300 390 or www.intersearchuk.com
Tuesday 11 May 2010
The only decision is indecision.
A week ago we were in the midst of the build up to the first general election that would genuinely be contested since the labour government came to power in 1997. The excitement of having the leadership debates was still fresh in our minds as we all trooped off to the polling stations to mark our X on the local and national ballot papers.
And now here we are a week later and we’re no further closer to knowing which party will be in power and who will be leading us onwards to a brighter economic future.
All of this made me wonder what on earth would happen if we all tried to run our businesses this way? Can you imagine your employees voting on whether the MD or the FD was offering the right pay rise and then when the votes are tied calling in the part time 16 year old trainee post room clerk to make the decision?
Whilst the three parties try and buy the favours of each other in order to either cling onto power or move into the power hot seat; the economy bounces around like an infant on a 1970’s space hopper. As with any business, whether it’s public sector, privately owned or a PLC, decisions and tough decisions at that, have to be made. For all our sakes, let’s hope that this mess is resolved.
And resolved quickly.
And now here we are a week later and we’re no further closer to knowing which party will be in power and who will be leading us onwards to a brighter economic future.
All of this made me wonder what on earth would happen if we all tried to run our businesses this way? Can you imagine your employees voting on whether the MD or the FD was offering the right pay rise and then when the votes are tied calling in the part time 16 year old trainee post room clerk to make the decision?
Whilst the three parties try and buy the favours of each other in order to either cling onto power or move into the power hot seat; the economy bounces around like an infant on a 1970’s space hopper. As with any business, whether it’s public sector, privately owned or a PLC, decisions and tough decisions at that, have to be made. For all our sakes, let’s hope that this mess is resolved.
And resolved quickly.
Thursday 29 April 2010
It’s all about timing
As any great comic over the centuries will tell you, the secret to great comedy is in the timing. Whether that’s Chaplin or Connolly, it’s usually the pauses and interruptions that make joke or the tall tale work.
In some respects recruitment is no different. It does not matter which side of the table you are on, the ability to hit the perfect moment is an art form, but just as the ability to tell the perfect joke needs planning and practice, so the ability to deliver the perfect candidate needs planning at the outset.
The place to start is the start date! That of course is the day that you want the candidate to start and then to work backwards through the process, ours and yours, until you reach the ideal date to start the assignment. Unfortunately experience over many years tells us that inevitably once you have mapped out that process you will find that you should have started quite a while before you actually did.
We have a number of key client relationships that work because we meet for half an hour three or four times a year, even or especially when they’re not recruiting, for a catch up with their line managers and the HR team. As a consequence, when the client does sign off an assignment we are already ahead of the game because the dialogue has enabled us to update target lists and to understand the ethos behind the recruitment.
If you would like to be one step ahead of the game and more importantly your competitors then please feel free to have an informal discussion with one of our director. www.intersearchuk.com
In some respects recruitment is no different. It does not matter which side of the table you are on, the ability to hit the perfect moment is an art form, but just as the ability to tell the perfect joke needs planning and practice, so the ability to deliver the perfect candidate needs planning at the outset.
The place to start is the start date! That of course is the day that you want the candidate to start and then to work backwards through the process, ours and yours, until you reach the ideal date to start the assignment. Unfortunately experience over many years tells us that inevitably once you have mapped out that process you will find that you should have started quite a while before you actually did.
We have a number of key client relationships that work because we meet for half an hour three or four times a year, even or especially when they’re not recruiting, for a catch up with their line managers and the HR team. As a consequence, when the client does sign off an assignment we are already ahead of the game because the dialogue has enabled us to update target lists and to understand the ethos behind the recruitment.
If you would like to be one step ahead of the game and more importantly your competitors then please feel free to have an informal discussion with one of our director. www.intersearchuk.com
Wednesday 21 April 2010
The value of global coverage
Rumour has it that the world’s a small place, and getting smaller by the day as technology shrinks commuting times across the globe whilst opening up our ability to communicate with a customer or colleague on the other side of the world.
The automotive world has long been an exponent of global platforms, after all Mondeo is derived from the Latin mundus which means “world”, and it prides itself on working with both local and global suppliers. Our world is no different. These days it’s rare indeed that companies only have single country markets, as they seek to expand their reach into and to develop new territories.
Whilst sending an expat to be the Country Manager is still extremely common, these days the majority of the management layers below are local nationals, recruited to give the company presence in that market. It is always a bold step moving into new some unknown territories, so, what better way to ensure that your local staffing capabilities are the equal to your own than by using a firm that can deliver true global standards and can deliver the same service levels and reporting procedures wherever your presence in the world is?
These days as multi-nationals demand consistent and seamless employment contracts they turn to InterSearch to work with them to deliver the employees that will drive their business forward in good and bad times.
InterSearch WorldWide has a network of offices across 45 countries and is currently managing cross border assignments for clients that involve nearly half of them. The assignments span a broad cross section of sectors and include: Automotive, Biotechnology / Life Sciences, Capital Equipment, FMCG, Environmental, Energy/Utilities, Engineering and Constructions, Pharmaceuticals and Professional Services.
If you would like to discuss how InterSearch in the UK can help you with your business wherever you are in the world, please contact one of our Directors at www.intersearchuk.com or call them at 0207 969 2766
The automotive world has long been an exponent of global platforms, after all Mondeo is derived from the Latin mundus which means “world”, and it prides itself on working with both local and global suppliers. Our world is no different. These days it’s rare indeed that companies only have single country markets, as they seek to expand their reach into and to develop new territories.
Whilst sending an expat to be the Country Manager is still extremely common, these days the majority of the management layers below are local nationals, recruited to give the company presence in that market. It is always a bold step moving into new some unknown territories, so, what better way to ensure that your local staffing capabilities are the equal to your own than by using a firm that can deliver true global standards and can deliver the same service levels and reporting procedures wherever your presence in the world is?
These days as multi-nationals demand consistent and seamless employment contracts they turn to InterSearch to work with them to deliver the employees that will drive their business forward in good and bad times.
InterSearch WorldWide has a network of offices across 45 countries and is currently managing cross border assignments for clients that involve nearly half of them. The assignments span a broad cross section of sectors and include: Automotive, Biotechnology / Life Sciences, Capital Equipment, FMCG, Environmental, Energy/Utilities, Engineering and Constructions, Pharmaceuticals and Professional Services.
If you would like to discuss how InterSearch in the UK can help you with your business wherever you are in the world, please contact one of our Directors at www.intersearchuk.com or call them at 0207 969 2766
Thursday 15 April 2010
The work life balance
Fortunately for almost all of us the days of the Victorian workhouse are long gone and we have managed to establish enough common sense in our working lives so that 20 hours days are a thing of the past.
The debate about the work life balance first came to the fore in the mid 70’s and has raged ever since. Once upon a time it focused mainly upon women’s role in the workplace and how their home life impacted upon their performance. Today many of those anomalies have been eradicated except, according to a recent Sunday Times article, in the financial district of the City where law suits are still rife.
So, have we at last managed to reach equilibrium? Unfortunately almost certainly not. There are still far too many fathers who complain (or in many cases are too afraid to do so) that they see too little of their children because they leave home before their child is up and return after they’re already in bed. From this the phrase “weekend father” has become a widely adopted term and many still feel pressurised to put in the extra hours to earn extra salary or because it is their own business.
Then there are the big corporations. It’s not that long ago that I worked for a Divisional MD who threw his toys out of the pram when his staff went home before 6.30pm rather than at 7pm. We pointed out that many were sitting around the office being seen to be there rather than working and that many were tired and fed up of constant near 11 hour working days. The thought that if they went home and saw their families might mean that they’d come back in the morning happy never occurred to him and he refused to countenance it. The net result is that almost all of us left the company fairly rapidly.
What had once been accepted as an occasional occurrence had become expected and the balance had gone.
The debate about the work life balance first came to the fore in the mid 70’s and has raged ever since. Once upon a time it focused mainly upon women’s role in the workplace and how their home life impacted upon their performance. Today many of those anomalies have been eradicated except, according to a recent Sunday Times article, in the financial district of the City where law suits are still rife.
So, have we at last managed to reach equilibrium? Unfortunately almost certainly not. There are still far too many fathers who complain (or in many cases are too afraid to do so) that they see too little of their children because they leave home before their child is up and return after they’re already in bed. From this the phrase “weekend father” has become a widely adopted term and many still feel pressurised to put in the extra hours to earn extra salary or because it is their own business.
Then there are the big corporations. It’s not that long ago that I worked for a Divisional MD who threw his toys out of the pram when his staff went home before 6.30pm rather than at 7pm. We pointed out that many were sitting around the office being seen to be there rather than working and that many were tired and fed up of constant near 11 hour working days. The thought that if they went home and saw their families might mean that they’d come back in the morning happy never occurred to him and he refused to countenance it. The net result is that almost all of us left the company fairly rapidly.
What had once been accepted as an occasional occurrence had become expected and the balance had gone.
Wednesday 7 April 2010
That all important X
In the middle of January I wrote a blog (http://theintersearchintheukblog.blogspot.com/2010/01/already-fed-up-with-election.html) about the number of times that the election was starting to come up in conversations with clients, despite the fact that there wasn’t a date for it at that time. Well as we all now know, after yesterday’s announcement, we do now have a date. May the 6th, the same day as the local elections in many parts of the country.
Now it’s not my place to tell you, or to advise you, where to place that X on the 6th but simply to point out that now that the speculation is over can we please get on with running our businesses and making a few decisions?
At the moment the parties are firing broadsides and counter claims against each other about what they will or will not do to help stimulate the economy and put UK plc back on a firm trading footing. This election, probably more than most in the last decade or so will be won or lost or by whom the voter believes will do more for the pound in their pocket. So, the price of fuel which continues to rise inexorably and NI contributions will be much to the fore, whilst funding for big infrastructure programmes is likely to be hit by whichever of the parties wins on the day.
However, despite all the arguments that will rage and the promises that will be made and inevitably broken, yours and my daily routine will go on. Businesses will continue to trade and export goods across the globe.
The global economic indices have been more positive recently, and whilst the rest of the global economies will keep half an eye on our decision making, their businesses will try and take advantage if we sit on our hands.
To thrive, businesses need employees and with staff retention and recruitment back on boardroom agendas again, InterSearch is ideally placed to help you whichever party rules the land on 7th May.
Now it’s not my place to tell you, or to advise you, where to place that X on the 6th but simply to point out that now that the speculation is over can we please get on with running our businesses and making a few decisions?
At the moment the parties are firing broadsides and counter claims against each other about what they will or will not do to help stimulate the economy and put UK plc back on a firm trading footing. This election, probably more than most in the last decade or so will be won or lost or by whom the voter believes will do more for the pound in their pocket. So, the price of fuel which continues to rise inexorably and NI contributions will be much to the fore, whilst funding for big infrastructure programmes is likely to be hit by whichever of the parties wins on the day.
However, despite all the arguments that will rage and the promises that will be made and inevitably broken, yours and my daily routine will go on. Businesses will continue to trade and export goods across the globe.
The global economic indices have been more positive recently, and whilst the rest of the global economies will keep half an eye on our decision making, their businesses will try and take advantage if we sit on our hands.
To thrive, businesses need employees and with staff retention and recruitment back on boardroom agendas again, InterSearch is ideally placed to help you whichever party rules the land on 7th May.
Thursday 1 April 2010
GL, GLS, GLX or Ghia?
I well remember the many years I spent working with colleagues who recruited Sales Reps, sorry Sales Execs as they’re called these days, and the constant back and forth negotiations between client and candidate about those all important suffix’s on the back of the Cortina/Mondeo in the offer letter.
Oddly twenty odd years later the debate on what you’re called in your job still rages on, whilst sometimes I feel that it has overtaken in importance what you actually do in your job!
Take me for example: I’m a Recruitment Consultant. Simple really, does what it says on the can. Actually it’s not. I’m a Head-hunter. Or a Search Consultant. Or, heaven forbid, a Human Capital Management Consultant. Then moving into the commercial world I wish that I had a £1 for every discussion as to whether a candidate was (for example) a Sales Director, a Director of Sales or a Business Development Director.
To most of us these are trivial issues and yet there is an almighty emotion tied up in these discussions for the individuals involved and the perception as to what the difference makes to your career. It is simplistic to think that the UK is alone in having these issues, talking with my global InterSearch colleagues they exist almost everywhere.
So as we head off to into the long Easter break, I’ve just promoted myself to Assistant Vice President Client Talent Sourcing Management.
Have a great Easter.
Oddly twenty odd years later the debate on what you’re called in your job still rages on, whilst sometimes I feel that it has overtaken in importance what you actually do in your job!
Take me for example: I’m a Recruitment Consultant. Simple really, does what it says on the can. Actually it’s not. I’m a Head-hunter. Or a Search Consultant. Or, heaven forbid, a Human Capital Management Consultant. Then moving into the commercial world I wish that I had a £1 for every discussion as to whether a candidate was (for example) a Sales Director, a Director of Sales or a Business Development Director.
To most of us these are trivial issues and yet there is an almighty emotion tied up in these discussions for the individuals involved and the perception as to what the difference makes to your career. It is simplistic to think that the UK is alone in having these issues, talking with my global InterSearch colleagues they exist almost everywhere.
So as we head off to into the long Easter break, I’ve just promoted myself to Assistant Vice President Client Talent Sourcing Management.
Have a great Easter.
Wednesday 17 March 2010
The art of transparency
There is little that riles most of us more than being told that something isn’t what we thought it was or what it seems. A number of the low cost airlines seem to have made a real art out of this. The £9.99 return fare to Barcelona turns out to be £150 once you have added taxes, insurance and the cost of a seat on the plane and then god forbid if you want to take a bag with you or check in at a counter! No wonder most of us are left fuming by it all and would much rather the true cost was shown up front before we click through all the options.
This lack of transparency hit home to us recently when we were asked by a potential client for advice about a fee that they were being asked to pay by another recruitment company. Having agreed the original percentage placement fee and offered a candidate the role, the placement invoice arrived with a hefty addition to it as the recruitment company valued the candidates company car at £10,000 which was added to the invoice, boosting the fee handsomely thank you very much!
The fact of the matter is that this was in a tiny clause hidden away in the contract that the client had agreed to and signed. Equally, £10,000 is a disproportionate amount in relation to the actual car allowance and more importantly to the base salary. There are a number of other recruitment firms which add into the fees guaranteed bonuses, healthcare and pension contributions. Lovely adds on from their side of the table but clauses that are not going to win them many friends.
Our view is that our long term client relationship is paramount and as a consequence we only use base salaries and in many cases we work with clients on a fixed fee basis. No hidden extras, no subterfuge, clear open and transparent. Isn’t that the type of firm that you would rather work with?
This lack of transparency hit home to us recently when we were asked by a potential client for advice about a fee that they were being asked to pay by another recruitment company. Having agreed the original percentage placement fee and offered a candidate the role, the placement invoice arrived with a hefty addition to it as the recruitment company valued the candidates company car at £10,000 which was added to the invoice, boosting the fee handsomely thank you very much!
The fact of the matter is that this was in a tiny clause hidden away in the contract that the client had agreed to and signed. Equally, £10,000 is a disproportionate amount in relation to the actual car allowance and more importantly to the base salary. There are a number of other recruitment firms which add into the fees guaranteed bonuses, healthcare and pension contributions. Lovely adds on from their side of the table but clauses that are not going to win them many friends.
Our view is that our long term client relationship is paramount and as a consequence we only use base salaries and in many cases we work with clients on a fixed fee basis. No hidden extras, no subterfuge, clear open and transparent. Isn’t that the type of firm that you would rather work with?
Thursday 11 March 2010
First Impressions
It was said a long time before I was born that you only have twenty seconds to make an impression on someone; whether that is face to face or via a letter. Obviously this was before email and why handwriting was so important and why so many firms used graphology to assess candidate’s suitability.
Whilst the world has moved on to email as very few people actually write letters, let alone thank you notes at Christmas, this old adage hasn’t changed one bit. Those twenty seconds after you walk through the door for an interview or a bid meeting are so important. How you dress for them, how you present yourself, what you say and how your body language expresses itself.
So why do so many people get it wrong right from their first foray into the business world? Complacency? An I know better attitude? Or simply bad advice? I’d go so far as to suggest a combination of all three if our experiences over the last few weeks are anything to go by.
This year we believe that approximately 30% of all CV’s that pass across our desks have no contact details. In almost all cases the candidates have been told that they were advised to leave them off by firms that they have paid to write their CV’s. The concept of how to contact these candidates seems to have bypassed these firms as the emails rarely have contact details on them either.
Candidates who turn up for interviews having carried out none of their own research on the person or firm that they are about to meet; expecting instead to be able to wing it through the interview. They didn’t!
In the current economic climate there are high numbers of candidates chasing each position. Without preparation and getting the basics right from the start of the application process you simply won’t be able to make that first impression.
And first impressions count!
Whilst the world has moved on to email as very few people actually write letters, let alone thank you notes at Christmas, this old adage hasn’t changed one bit. Those twenty seconds after you walk through the door for an interview or a bid meeting are so important. How you dress for them, how you present yourself, what you say and how your body language expresses itself.
So why do so many people get it wrong right from their first foray into the business world? Complacency? An I know better attitude? Or simply bad advice? I’d go so far as to suggest a combination of all three if our experiences over the last few weeks are anything to go by.
This year we believe that approximately 30% of all CV’s that pass across our desks have no contact details. In almost all cases the candidates have been told that they were advised to leave them off by firms that they have paid to write their CV’s. The concept of how to contact these candidates seems to have bypassed these firms as the emails rarely have contact details on them either.
Candidates who turn up for interviews having carried out none of their own research on the person or firm that they are about to meet; expecting instead to be able to wing it through the interview. They didn’t!
In the current economic climate there are high numbers of candidates chasing each position. Without preparation and getting the basics right from the start of the application process you simply won’t be able to make that first impression.
And first impressions count!
Wednesday 3 March 2010
Social Networking
I don’t think that I’m stepping out of line if I said that social networking is the phenomenon of the last three years and that these days it is almost impossible to escape its daily influence on our professional and private lives.
There are endless social networking sites, ranging from YouTube and MySpace which are predominately aimed at a younger generation to the likes of Facebook and Bebo for personal networking and LinkedIn, Viadeo and ecademy which are aimed at the business networker. Then there is of course Twitter.
The fact that you are reading this – if anyone is reading this – means that you are already an integral part of its existence. Whether you have signed up to one of the sites or receive daily spam asking you to change your Facebook password, you cannot have escaped its influence on the way that we interact with each other.
So far this year my colleagues and I have been invited to six business briefings on how to maximise social networking to our best advantage. Whilst attending one might almost certainly be worthwhile, attending all six would use up quite a few hours of our working time and in reality add very little to our knowledge. So, which should you choose?
Whilst not wanting to be responsible for wasting hours of your time, I’d suggest that LinkedIn is the place to start, but have a look at the others and the many that I haven’t mentioned before committing yourself. All offer different routes for you to put both yourself and your company in front of a much wider audience. They offer the ability for you to sell yourself or your products and for the wider community to see what you can offer them. There are many successful businesses out there that have used them. Why not you?
And finally.
A quiet word of warning. These are all public sites, so be a little careful exactly what you post on them. Many potential employers use them to check out candidates and aren’t likely to be hugely impressed with candid photographs or graphic descriptions of nights out!
There are endless social networking sites, ranging from YouTube and MySpace which are predominately aimed at a younger generation to the likes of Facebook and Bebo for personal networking and LinkedIn, Viadeo and ecademy which are aimed at the business networker. Then there is of course Twitter.
The fact that you are reading this – if anyone is reading this – means that you are already an integral part of its existence. Whether you have signed up to one of the sites or receive daily spam asking you to change your Facebook password, you cannot have escaped its influence on the way that we interact with each other.
So far this year my colleagues and I have been invited to six business briefings on how to maximise social networking to our best advantage. Whilst attending one might almost certainly be worthwhile, attending all six would use up quite a few hours of our working time and in reality add very little to our knowledge. So, which should you choose?
Whilst not wanting to be responsible for wasting hours of your time, I’d suggest that LinkedIn is the place to start, but have a look at the others and the many that I haven’t mentioned before committing yourself. All offer different routes for you to put both yourself and your company in front of a much wider audience. They offer the ability for you to sell yourself or your products and for the wider community to see what you can offer them. There are many successful businesses out there that have used them. Why not you?
And finally.
A quiet word of warning. These are all public sites, so be a little careful exactly what you post on them. Many potential employers use them to check out candidates and aren’t likely to be hugely impressed with candid photographs or graphic descriptions of nights out!
Wednesday 24 February 2010
Why search?
I’ve lived and worked through four, or is it five, recessions now and have seen how the continual advancement of technology has changed the way that whole recruitment market works. I vividly remember a postal strike in the 80’s which meant that a client gave us permission to fax CV’s across rather than post them! And yet today we and certainly our younger consultants live in the electronic age where email or blackberry rules the roost. In fact we had to explain to a mid twenties consultant what a fax was. The thought of trying to explain what a telex machine was to him, was one explanation too many.
It’s a fact that whatever you do for a living your job has changed dramatically over the last few years. To me, Sunday morning is a mug of coffee, toast and The Sunday Times. Five years ago the appointments pages were a heavy two sections. These days it’s a few pages and mainly public sector appointments. So, why such a significant change?
In my view the reasons are simple and fundamental to the success of any recruitment project. Recruiting the right person in these challenging economic times has become ever more important and many more companies realise that advertisements are here today and in the recycle bin tomorrow.
True story: I was retained to recruit a senior Director for a client and about the eighth candidate that I spoke to got the job. However, during our first, second, third and probably fourth conversation he told me to me that he was very happy where he was. The fact that a couple of other candidates recommended him kept pushing me back to talk with him. Two months after the first conversation he finally agreed to meet me for a chat over a cup of coffee and two weeks later he resigned from his company and now works for my client.
If the client had advertised, he would have skipped the advert and my client wouldn’t have recruited the star that they did. Search is about persistence, about fine tuning your process and above all it’s about cherry picking the best candidates that meet the brief.
It’s a fact that whatever you do for a living your job has changed dramatically over the last few years. To me, Sunday morning is a mug of coffee, toast and The Sunday Times. Five years ago the appointments pages were a heavy two sections. These days it’s a few pages and mainly public sector appointments. So, why such a significant change?
In my view the reasons are simple and fundamental to the success of any recruitment project. Recruiting the right person in these challenging economic times has become ever more important and many more companies realise that advertisements are here today and in the recycle bin tomorrow.
True story: I was retained to recruit a senior Director for a client and about the eighth candidate that I spoke to got the job. However, during our first, second, third and probably fourth conversation he told me to me that he was very happy where he was. The fact that a couple of other candidates recommended him kept pushing me back to talk with him. Two months after the first conversation he finally agreed to meet me for a chat over a cup of coffee and two weeks later he resigned from his company and now works for my client.
If the client had advertised, he would have skipped the advert and my client wouldn’t have recruited the star that they did. Search is about persistence, about fine tuning your process and above all it’s about cherry picking the best candidates that meet the brief.
Wednesday 17 February 2010
And the moral of the story is…
Now here’s an interesting one.
At the end of last week one of my colleagues was approached by a firm that we know of but have never managed to win work from. A year ago they retained a generalist search firm that knows little about their market sector to recruit a senior department manager for them. One of the reasons that they won the assignment was that they agreed a significantly reduced fee; naturally attractive to the recruiting company.
Six months later the client cancelled the project as the initial shortlist that had been submitted was rejected along with a couple of interviewed candidates and there appeared little chance of the search firm unearthing anyone else who matched their brief. So, they resorted to Plan B. The MD then placed the role with a number of mainstream recruitment companies across the country for a database search and on a success only fee of 15%.
Six months on, or twelve months since this whole process started, the client is no nearer recruiting this key role and the position is still vacant adding extra pressure on their existing personnel.
Which is where we came in. My colleague was asked to join the merry throng of recruitment firms already working on the assignment, but to search the role at an agreed fee of 15%. Not too surprisingly he very politely declined.
The problem here is two fold. Those recruitment firms that agreed to look at filling the position on a success only basis will have lost interest as newer roles at better fees will have dropped into their in-trays and now be the focus of their attention whilst the other role drops further and further down the pile. More importantly the brief to the original search firm handed the recruitment of a key position to a firm that had little or no expertise or knowledge of the client’s business streams, whilst focusing only on the perceived up front cost.
And the moral of the story is that whilst we understand that every single business in the UK has a duty to focus upon its costs in these difficult times, the need to find and retain the search firm that has the right expertise is increasingly important in the current economy and that process will in the mid to longer term almost certainly save the recruiting company money.
At the end of last week one of my colleagues was approached by a firm that we know of but have never managed to win work from. A year ago they retained a generalist search firm that knows little about their market sector to recruit a senior department manager for them. One of the reasons that they won the assignment was that they agreed a significantly reduced fee; naturally attractive to the recruiting company.
Six months later the client cancelled the project as the initial shortlist that had been submitted was rejected along with a couple of interviewed candidates and there appeared little chance of the search firm unearthing anyone else who matched their brief. So, they resorted to Plan B. The MD then placed the role with a number of mainstream recruitment companies across the country for a database search and on a success only fee of 15%.
Six months on, or twelve months since this whole process started, the client is no nearer recruiting this key role and the position is still vacant adding extra pressure on their existing personnel.
Which is where we came in. My colleague was asked to join the merry throng of recruitment firms already working on the assignment, but to search the role at an agreed fee of 15%. Not too surprisingly he very politely declined.
The problem here is two fold. Those recruitment firms that agreed to look at filling the position on a success only basis will have lost interest as newer roles at better fees will have dropped into their in-trays and now be the focus of their attention whilst the other role drops further and further down the pile. More importantly the brief to the original search firm handed the recruitment of a key position to a firm that had little or no expertise or knowledge of the client’s business streams, whilst focusing only on the perceived up front cost.
And the moral of the story is that whilst we understand that every single business in the UK has a duty to focus upon its costs in these difficult times, the need to find and retain the search firm that has the right expertise is increasingly important in the current economy and that process will in the mid to longer term almost certainly save the recruiting company money.
Wednesday 10 February 2010
The first signs of spring!
As we batten down the hatches against the second coming of winter which is being forecast for the next week, it seems an appropriate time to reflect back on the first six weeks of 2010.
Despite the bitter chill blowing across the land, we have started to witness a mild thaw in recruitment freezes as discussions on the hiring of new employees is starting to creep back onto boardroom agendas. The number of recruitment inquiries since the start of the month has increased from one a week in January to one a day and I have a candidate who has three job offers to consider; albeit that none offer a salary uplift on his previous role before his redundancy. But it’s a start.
Whilst trying to gauge the general economic feeling amongst clients we are also seeing an increase in enquiries to recruit overseas, as companies continue to look at expanding into new international markets for their products. The ability to use the global InterSearch network has opened a few new doors as clients appreciate the value of utilising a seamless cross border search firm.
The energy sector is continuing to buck many of the trends and show growth across most of its business streams whilst the consumer goods food sector keeps it company both at the multiple sector and amongst some luxury chocolate brands.
Easter must be on its way!!
Despite the bitter chill blowing across the land, we have started to witness a mild thaw in recruitment freezes as discussions on the hiring of new employees is starting to creep back onto boardroom agendas. The number of recruitment inquiries since the start of the month has increased from one a week in January to one a day and I have a candidate who has three job offers to consider; albeit that none offer a salary uplift on his previous role before his redundancy. But it’s a start.
Whilst trying to gauge the general economic feeling amongst clients we are also seeing an increase in enquiries to recruit overseas, as companies continue to look at expanding into new international markets for their products. The ability to use the global InterSearch network has opened a few new doors as clients appreciate the value of utilising a seamless cross border search firm.
The energy sector is continuing to buck many of the trends and show growth across most of its business streams whilst the consumer goods food sector keeps it company both at the multiple sector and amongst some luxury chocolate brands.
Easter must be on its way!!
Wednesday 3 February 2010
The latest thing. Or is it?
Do you have problems keeping up with the latest business trends that do the rounds?
Me too!
Some are now so out of fashion that sooner or later, just like that old cardi you’re hiding away in the cupboard, they’ll come back into the mainstream.
There are a number of useful tools that have come out of the NLP market place that are now used to enable HR professionals to asses current and potential employees. However, what I thought was a new one to me has popped up in two recent client meetings.
EI. Or Emotional Intelligence. EI describes the ability, capacity, skill or a self-perceived ability, to identify, assess, and manage the emotions of one's self, of others, and of groups. As I understand it different models have been proposed for the definition of EI and some disagreement exists as to how the term should be used. Despite these disagreements, which are mainly highly technical, the ability EI and trait EI models enjoy support in the literature world and have successful applications in different domains.
So: something new for me to get my teeth into. At least so I thought until I mentioned this to a different client who then proceeded to tell me that EI is old hat! The phrase was apparently first coined in the early 80’s or possibly even earlier which definitely doesn’t make it the new kid on the block.
Me too!
Some are now so out of fashion that sooner or later, just like that old cardi you’re hiding away in the cupboard, they’ll come back into the mainstream.
There are a number of useful tools that have come out of the NLP market place that are now used to enable HR professionals to asses current and potential employees. However, what I thought was a new one to me has popped up in two recent client meetings.
EI. Or Emotional Intelligence. EI describes the ability, capacity, skill or a self-perceived ability, to identify, assess, and manage the emotions of one's self, of others, and of groups. As I understand it different models have been proposed for the definition of EI and some disagreement exists as to how the term should be used. Despite these disagreements, which are mainly highly technical, the ability EI and trait EI models enjoy support in the literature world and have successful applications in different domains.
So: something new for me to get my teeth into. At least so I thought until I mentioned this to a different client who then proceeded to tell me that EI is old hat! The phrase was apparently first coined in the early 80’s or possibly even earlier which definitely doesn’t make it the new kid on the block.
Wednesday 27 January 2010
Bouncing back!
Hurrah!
Let’s break out the champagne, the canapés and set off the fireworks.
Why? Haven’t you heard the news?
The UK is officially out of recession. Yesterday’s ground breaking news that the economy grew by 0.1% was heralded by a Government fanfare as it quietly forgot that its original forecast for growth was 0.5%. So really rather disappointing in truth and quite possibly a sign that its continued forward years forecast will be equally difficult to achieve.
But let’s face facts; we’re all a lot happier now aren’t we? The reality of the situation is that we’re all going to have to continue to work every bit as hard as we have done for the last twelve months in order to try and sustain our own businesses, before any forecast or actual growth has an impact upon what you and I do on a daily basis or upon our lifestyle.
There is no doubting that it will still take us years to claw back the damage that the last two years of recession has inflicted upon the UK economy, but whilst the impact has been across a broad spread of sectors, signs of a pick up in the logistics and distribution sector are a very gentle indicator that just maybe the economy is starting to turn.
With a second thought we can, without appearing too gloomy, keep the champagne corked for another quarter and choose a good bottle of sparkling wine instead!
The bounce might only just be starting but it might be here at last.
Let’s break out the champagne, the canapés and set off the fireworks.
Why? Haven’t you heard the news?
The UK is officially out of recession. Yesterday’s ground breaking news that the economy grew by 0.1% was heralded by a Government fanfare as it quietly forgot that its original forecast for growth was 0.5%. So really rather disappointing in truth and quite possibly a sign that its continued forward years forecast will be equally difficult to achieve.
But let’s face facts; we’re all a lot happier now aren’t we? The reality of the situation is that we’re all going to have to continue to work every bit as hard as we have done for the last twelve months in order to try and sustain our own businesses, before any forecast or actual growth has an impact upon what you and I do on a daily basis or upon our lifestyle.
There is no doubting that it will still take us years to claw back the damage that the last two years of recession has inflicted upon the UK economy, but whilst the impact has been across a broad spread of sectors, signs of a pick up in the logistics and distribution sector are a very gentle indicator that just maybe the economy is starting to turn.
With a second thought we can, without appearing too gloomy, keep the champagne corked for another quarter and choose a good bottle of sparkling wine instead!
The bounce might only just be starting but it might be here at last.
Wednesday 20 January 2010
Already fed up with the Election!
And it's not even taken place yet!
Last week was a challenge in trying to talk with clients as the UK felt like the Mary Celeste. So many companies reported that employees had stayed at home during the snow that hit most parts of the country, that many appeared to being managed by the caretaker and the tea lady.
At last, as the snow has turned into rivers, employees have been forced to return to their offices and switch back into work mode.
And the topic of conversation that keeps cropping up? The election. More specifically the fact that whilst there appears little doubt as to which party will win it, no-one seems to have much of a clue what their economic policies are and how they will affect all of our companies.
The result? Inertia. We have been told that a number of assignments that were due to have been signed off in December and January are now “on hold” whilst CEO’s rethink the first quarters business strategy as they try to second guess what changes the election result might have.
Meanwhile back in the engine room, line managers are tearing their hair out as they continue to work with the thinnest of resources.
Just as a levee will break with spring flood waters; so this ‘sit on the fence and wait to see’ will break once businesses have more confidence in the economy. It feels as though we’re in the last furlong, but stumbling rather than sprinting towards the finishing line.
Last week was a challenge in trying to talk with clients as the UK felt like the Mary Celeste. So many companies reported that employees had stayed at home during the snow that hit most parts of the country, that many appeared to being managed by the caretaker and the tea lady.
At last, as the snow has turned into rivers, employees have been forced to return to their offices and switch back into work mode.
And the topic of conversation that keeps cropping up? The election. More specifically the fact that whilst there appears little doubt as to which party will win it, no-one seems to have much of a clue what their economic policies are and how they will affect all of our companies.
The result? Inertia. We have been told that a number of assignments that were due to have been signed off in December and January are now “on hold” whilst CEO’s rethink the first quarters business strategy as they try to second guess what changes the election result might have.
Meanwhile back in the engine room, line managers are tearing their hair out as they continue to work with the thinnest of resources.
Just as a levee will break with spring flood waters; so this ‘sit on the fence and wait to see’ will break once businesses have more confidence in the economy. It feels as though we’re in the last furlong, but stumbling rather than sprinting towards the finishing line.
Friday 8 January 2010
January’s snow news!
As we finish the first week of the New Year buried in snow, the big question on every businesses lips is – just what does 2010 hold for us all?
Now, I’m no Mystic Meg but on the basis that surely it cannot get any worse (can it?) then the early signs must portray a more positive outlook. Talking with other recruiters we believe that we have all seen the end of corporate slash and burn as businesses trim staffing levels as heavily as possible to leave themselves lean and mean and in survival mode.
The early consensus amongst many of us is that we saw some initial indicators of economic life in early November as clients started asking us to meet with them and discuss not just single position assignments, but on a number of occasion’s assignments for multiple roles.
However, before we all start jumping up and down with glee and popping the champagne corks, I’d like to add a quiet note of caution. The tenders are still all in client discussion and have yet to be signed off. We haven’t lost them, but we haven’t yet won them. Clients are naturally cautious beings and are waiting to see which way the economic wind blows. The assignments will go live; we simply don’t know when!
As we finish the first week of the New Year buried in snow, the big question on every businesses lips is – just what does 2010 hold for us all?
Now, I’m no Mystic Meg but on the basis that surely it cannot get any worse (can it?) then the early signs must portray a more positive outlook. Talking with other recruiters we believe that we have all seen the end of corporate slash and burn as businesses trim staffing levels as heavily as possible to leave themselves lean and mean and in survival mode.
The early consensus amongst many of us is that we saw some initial indicators of economic life in early November as clients started asking us to meet with them and discuss not just single position assignments, but on a number of occasion’s assignments for multiple roles.
However, before we all start jumping up and down with glee and popping the champagne corks, I’d like to add a quiet note of caution. The tenders are still all in client discussion and have yet to be signed off. We haven’t lost them, but we haven’t yet won them. Clients are naturally cautious beings and are waiting to see which way the economic wind blows. The assignments will go live; we simply don’t know when!
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