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Asking for a salary increase is something that everyone is likely to do at some point in their career. However, having to have ‘that conversation’ can feel unnatural and the experience can be intimidating and awkward, even if you have a good relationship with your manager.

If you’re struggling to pluck up the courage to broach the topic of a pay rise, try following our tips below:

Have a Realistic Figure in Mind

When you’re working out how to get a higher salary, it’s important to know your worth so that you have a realistic figure in mind when you begin negotiations.

Do your research to find out if your salary is in line with the market average, establishing what the range of pay is for both newly trained and experienced staff in the role. 

Do this by:

• Using a salary checker – the big recruitment websites such as Totaljobs, Indeed and Reed all have online tools that will show what the average salary is for your sector
• Speaking to a recruiter
• Looking at jobs boards to see what salaries are being offered
• Asking other professionals in similar roles to give you an idea of their earnings
• Check if the market rate for your salary differs depending on where you live in the country.

If you’re offered a smaller pay rise than you hoped for, try compromising by asking about a bonus scheme (if you don’t already have one in place) to increase your earnings based on performance or professional training courses to increase your knowledge and skills.

Build your Case

Gather evidence and prepare examples of your achievements that you can confidently summarise, for example:

• Initiatives you have implemented and their impact on company results
• Extra responsibilities you have taken on
• Innovation you have introduced that is reliant on your skills for success
• Training and qualifications you have gained 
• Your job milestones – top salesperson of the year, say, or winner of a recognition award, or securing the account of a leading client
• How you have developed other team members
• Lack of disciplinary action

The more evidence you can gather to back-up your proposed pay rise, the better. Discuss market factors that justify your pay rise, such as a skills shortage in your sector and high demand for your skills or qualifications.

Ensure you Ask in the Right Way

When asking for a pay rise, keep it professional at all times. Don’t be demanding and don’t speak negatively of anyone else within the business. Start by talking about why you enjoy working for the company and summarise your recent progress. For instance, you should avoid saying things like:

“I work harder than XX and I know that he’s on more money than me.”

This comes across as bitter and you don’t want to be seen as gossiping about your colleagues’ salaries. Speak calmly, reasonably and present your case clearly.

“Thanks for meeting with me today. I’ve really enjoyed being part of the [XX] team. I’ve been working here for [X] years and I’m proud of the contribution I’ve made. As you know, my targets were to [XXX]. I’m excited to share my results with you and discuss my salary.”

Conclude by getting to the point. “Given my dedication to the company’s success over the past 12 months, and my achievements, I’d like a review of my salary. Based on my research of salaries in my sector, my experience and skills, a X% increase is appropriate.”

Timing is Everything

Think carefully about when to ask for a pay rise. Don’t broach the subject publicly as it will put your manager on the spot (and will appear unprofessional); an appraisal, review or other formal meeting is the ideal setting for this conversation. Find out if you are allowed to discuss a rise outside any performance review; if not, you will have to wait. 

If possible, don’t choose a time when your boss is under pressure, or the company is in financial difficulty. More positively, and where you can, plan your meeting for the end of a big project, say, or after you have received an award, passed exams, or achieved another milestone. Request your meeting at least a week in advance and be clear about your objective so they have time to plan too.

Be Prepared to Negotiate

This is a negotiation, so be ready to answer questions, provide further evidence or to receive a counteroffer from your boss. This is where your research and preparation are worth their weight in gold. If you are told that the figure you have requested isn’t possible, summarise why it is reasonable and in line with the market, and ask for an explanation.

Be ready to compromise. Threatening to quit if you don’t get what you want is a risky strategy.  

Instead, find out if there is a package of benefits that the company could offer you to accompany a lower pay rise.

You have successfully applied and are now just one step away from your dream job. The interview is a great opportunity to show what you can do. Unfortunately, there are also some traps lurking here that you can fall into. We have summarized 6 tips for your next job interview and tell you the most common mistakes so that you can fully concentrate on the interview.

Do Research

If you prepare and do your research, you can score points in the interview. Be aware of the products and services offered, the company values and philosophy, and the turnover of the company. Also find out about the competitors and the target group. With your in-depth knowledge, you can show HR management that you are interested in the company and have prepared yourself well.

Plan your Journey

The journey is the first hurdle on the way to the interview and should therefore be planned carefully. Find out about the route, make sure you plan enough time and, if in doubt, leave yourself a buffer. This way you are relaxed and can fully concentrate on the conversation. The following applies to video interviews: test the technology, find a quiet place with an attractive background.

Choosing the Right Outfit

Choosing what to wear for an interview isn't easy: you don't want to be overdressed or overdressed. Basically, we can advise you to dress according to the industry, but you should not disguise yourself and slip into another role. You should feel comfortable in your own skin and radiate this to the outside world. Clean clothes should be a requirement no matter where you applied. In a large corporation or a bank you should appear serious, in a medium-sized company or a start-up a shirt, blouse and jeans are usually sufficient.

Appearance in the Company & Self-Confidence

Body language provides constant information about our emotional state and our behavior. These signals are picked up and evaluated by the people around us, especially in a professional context. Gestures, facial expressions, eye contact, posture and way of speaking are the important points. When we feel tense or nervous, it can have a negative impact on our body language - for example, when we don't make eye contact. A posture that is too tense can quickly be perceived as unsympathetic or aggressive.

A good method is to mirror the interlocutor. This creates trust and sympathy in the subconscious. However, you shouldn't delve into every move made by the recruiter. Spending more time observing the movements instead of paying attention to the questions is suboptimal. But if you know the basic principle, you can apply it in a targeted manner and build sympathy.

Be Authentic and Honest

Authenticity pays off - always! Your potential employer wants to get to know you and nobody else. So, let your personality shine and be honest. Little lies might seem like a good idea at first, but they aren't. The truth is always the best choice, avoiding unpleasant surprises or even losing your job.

Answer the Questions Specifically

You should express yourself clearly and precisely when answering questions in the interview and not beat too many words around the bush. Please take a moment before you answer. Do it discreetly by taking a sip of water and then responding to the question. Filter out the core of the question and formulate the appropriate answer. Make sure to create a casual atmosphere by smiling or even giving some humorous answers. Also keep in mind that talking bad about the job or even the department head is by no means well received. So think about good answers to unpleasant topics and try to create positive parallels to your current professional situation.

Conclusion

The interview is a great opportunity to show what you can do. Unfortunately, there are some pitfalls lurking here that you should definitely avoid. With these 6 tips you are guaranteed to make a great impression and get the job! We keep our fingers crossed for your next job interview! As recruiting experts, we have a direct line to employers from a wide variety of industries and are happy to support you in getting a little closer to your dream job.

Searching for candidates with the ideal mix of qualities, including a solid education, relevant work experience, and the appropriate technical skill sets and expertise, is a crucial component of an efficient hiring strategy. Another factor to consider is culture fit, which is equally vital, if not more so.

Hiring for culture fit is about bringing employees into the mix whose beliefs, behaviours, and values align with those of your organization. This is not the same as hiring people who merely share similar backgrounds and experiences. It’s essential to include diversity while hiring for culture fit because different perspectives and experiences will help your company improve and scale.

Finding someone who shares the same outlook and attitude as his or her possible co-workers is a key component of determining whether a candidate is a good cultural match while conducting an interview.

Why Does Company Culture Matter?

Establishing a solid culture that you can promote to candidates right away provides potential employees an idea of what it's like to work for your company. Before wasting any more of either party's time, they can search elsewhere if they don't think they would perform well in that environment.

A applicant who isn't a good fit might end up going through the full process and being hired if your hiring procedure doesn't take your culture into consideration, simply because neither party was aware of the mismatch. A strong business culture that can be effectively articulated to candidates should be an essential component of your hiring strategy given the high cost of staff turnover.

Your company culture not only aids in bringing in new talent but also aids in keeping the talent you already have happy and working for you rather than leaving for the competition. One of the primary causes of job satisfaction and employee engagement is a happy, healthy workplace, which is why your hiring strategy should include a focus on cultural fit.

The best talent may be attracted by fantastic salary and benefits, but it takes much more to keep them for the long run. Your staff members will be more devoted and enthusiastic about supporting the accomplishment of your corporate objectives when they perceive that they matter to you and are genuinely invested in your company.

Why Culture Fit Should Be Included in Your Hiring Strategy

Here are some of the most important reasons your company can benefit from emphasising culture fit in your hiring approach.

Increased Employee Satisfaction

Employee happiness increases productivity, engagement, and drive for achievement.. That's a critical combination in any industry, where employees are entrusted with your company's health. In an ideal world, who wouldn't want to enjoy going to work every day?

High-Level Performance

Workers are eager to take on new challenges and responsibilities when they feel like they belong. Their willingness to go above and above helps the entire team. The result? High-level performance from your employees.

Decreased Turnover    

Employee turnover is expensive. People remain in positions they enjoy. Happy workers are 12 percent more productive at work and have a stronger sense of ownership over the long-term success of the business. They want to remain and continue to fulfil their roles.

Lower Stress Levels

Lack of a cultural fit for a job is a major contributor to workplace stress, which can be reduced by aligning the values of the organisation with the employees. Stress can damage relationships between coworkers and prevents employees from performing their jobs effectively. Be aware of how new recruits will affect (and be affected by) existing dynamics because cohesive teams produce more.

Employee Loyalty 

Everyday participation at work shouldn't make employees dread it. Employees identify with the company's success and contribute to the broader purpose and goals of the firm if they perceive themselves as valuable team members. If they feel accountable to both their company and their coworkers, they are less likely to leave. Excellent hires infuse their teams with fresh energy, inspiring creativity and innovation and igniting motivation.

The Wrong Cultural Fit in the Workplace is Bad for Business   

Customer care suffers when you hire someone who doesn't fit your culture; this effect extends beyond management and other employees. An entire office's morale can be negatively impacted by one employee, which increases the risk of poor performance.

Maintaining the good name of your business depends on hiring for cultural fit. Dissatisfied cultural fits frequently become disengaged at work. You can save money in the long run by weeding out candidates who don't fit your culture throughout the recruitment process.

The culture and objectives of your organisation cannot be taught to someone. However, you may ensure the success of your company and the pillar of your fundamental values by hiring the best applicant.

It is obvious that finding the correct cultural fit for your company can have a good influence in a variety of ways.

How To Hire For Culture Fit

After learning how crucial company culture is and how a poor match can damage your entire organisation, you may be asking yourself, "How can I prevent these issues? How am I meant to determine whether a candidate will fit into my culture before they have even started working for me?

There are a few things you may do to gain some understanding before making a further investment, even if there is no perfect way to ascertain a candidate's genuine attitude and personality before you contact with them on a daily basis. Although it's not impossible, it does require a little more time and money up front, but in the long term, it will be well worth it. Pay attention to these pointers while hiring for culture fit:

Clearly Define your Company Culture and Values

Clearly defining your vision and values is the first step in making sure a prospective hiring is compatible with your company culture. Obtain buy-in from the entire organisation and document your corporate culture in your employee handbook so that it is constantly accessible.

Reference your Company Culture and Values in Job Description

Make sure your job postings mention your culture and utilise language consistent with company values right from the start. Candidates should know after reading your job description whether they would fit in with your workplace and should apply or not.

During the interview process, talk about these principles and what it really means to be a member of your company's culture.

Be open and honest about the environment that exists at work every day. Inform potential hires about any cultural efforts your team members can take part in and how they help to create a positive, healthy work environment. Examples include a business wellness programme or regular social outings.

Ask Culture Fit interview Questions 

To find out if their responses are consistent with your values, ask candidates "How would you manage yourself if presented with XYZ ethical challenge" or "How would you treat a fellow employee in XYZ situation" during interviews in order to identify if their mindset would align with the businesses.

Get to know Potential Candidates on a more Personal Level

In a formal interview situation, it might be challenging to evaluate someone's personality and moral character. Before spending money on hiring a top prospect, take them out for lunch, coffee, or to a company-wide social function to evaluate how they get along with other team members.

Focus on Company Culture During Onboarding

While onboarding should go over processes and daily job duties, it is also the perfect opportunity to discuss your corporate culture. Don't assume that your new hires are aware of your company's principles or how you expect them to conduct themselves and treat others; instead, be sure to clarify everything to them before they begin working in their new position.

Check-in with New Hires

To make sure your new hires feel like they are integrating into your culture and are at ease in your workplace environment, check in with them at the end of their first day, week, and month. If there is an issue, it may ideally be dealt with immediately this way rather than escalating or spreading.

An important factor in determining a company's success is its culture. It is essential for enhancing productivity, performance, and employee engagement. Employees that feel more a part of their workplace are happier, have higher levels of job satisfaction, are more devoted, work more, and are more likely to stick with their organisation. Cultural compatibility is crucial for this reason.

You’re in the interview and they ask you, “why are you applying for this position?”… or “why did you apply for this job?”…

Are you prepared with what you want to say?

It's one of the most straightforward interview questions, and how you respond could determine whether you get the job or not.

The employer will be able to see from your response how excited you are about the chance and what made you want the position. There are two main reasons why employers ask candidates such questions as "why did you apply for this job?" or "why are you interested in this position?" They'll check to see first if you've done your homework and are aware of what their job entails. Second, they want to know if you have considered your career and know what you want.

Focus on the position for which you are interviewing when responding to this question. Instead of expressing reservations about your current work or employer, try to focus your conversation on the prospects you see with the new employment. Confidence and professionalism will be communicated by positively structuring the dialogue.

There are a few general measures you may take while you get ready for the interview, though you should definitely develop an answer to this question that highlights your distinctive abilities and traits in relation to the position:

1. The Position

By preparing for this question prior to the interview, you'll be able to respond to the hiring manager's question quickly and professionally. You must first comprehend the position's responsibilities in order to formulate a response. It is a good idea to read the job description in its entirety before the interview. Will you be interacting with customers? Are you going to be in charge of accounting-related duties? This information is crucial for understanding which of your qualifications are most pertinent to the position and for effectively expressing your reasons for applying for it.

2. Research the Company

Be careful you read the job description and research the firm before the interview. You might express a specific interest in the position to the interviewer by demonstrating that you did your research on the organisation and its business strategy.

• The company website: Begin with the “About Us” page, and look for company press releases, blogs or social media profiles.
• Outside media coverage: Find recent news stories or press releases related to the organization.
• Personal networks: Consider reaching out to your own connections to learn about the company culture and inner workings.

3. Structure your Answer

Condense and organise your response after researching the company and the job description in relation to your background. Even while writing down your response can help, you get better at it, you should be ready to speak out even if you don't have the information in front of you. Instead of memorising it, keep in mind a few important points you wish to make.

Consider including the following three pieces of information in your response while preparing your response:

How would this job help you improve professionally?

How does the job fit in with your long-term objectives?

What makes this job unique?

What about you makes you a particularly good fit for this organisation or job?

Your response should demonstrate that you read the job description in its entirety and thoughtfully considered if the employment was actually a suitable fit for you both now and in the future. Finally, it shows that you are more interested in that particular position than other comparable roles.

4. End your answer with a question

Ending your response with a pertinent question for the interviewer is a great strategy to differentiate yourself from other job candidates. The interview becomes more conversational when you conclude your statement with a question. Additionally, it demonstrates that you're not afraid to seek clarification when necessary.

When it comes to efficiently recruiting prospects, you need some hard data. You can spend all the time you want writing an excellent job description. A candidate's decision to apply for a job may or may not depend on some of this information. Is the position in a place they are willing to relocate to or work at? Does it have any particular experience needs that most people don't meet?  

The location and type of role are both necessary information, but some of this data may be more optional than others. We are specifically discussing the salary range.  

The underlying question is: Should salaries be mentioned in job descriptions in order to attract top people with high potential? The inclusion of a wage can attract interest in your position in the current, fiercely competitive employment market where businesses are vying for skilled candidates. 

When looking for a new career, money may not be everything, but it is undoubtedly significant. When looking at job listings, candidates prioritise the job's details above salary information, although 61 percent of candidates still expect to see compensation information among the top three things. Many businesses still choose not to disclose compensation information in job postings, frequently out of concern that doing so would put them at a competitive disadvantage or fuel employee animosity.  

However, there is a rising global movement to turn salary transparency into the law, not just a new standard. The reason for this is that a growing body of research demonstrates that employers who are open about their pay scales may draw better, more diverse talent, making compensation transparency a realistic means of promoting an equitable workplace.  

A salary range in your job descriptions can be beneficial, but it can also be harmful. It has been said that having a salary lessens the other's advantage in the market and bargaining position. On the other hand, some businesses feel that disclosing their salaries to applicants enables them to be open and honest (building trust). Knowing the advantages and disadvantages of both sides can help you decide whether or not you want to list it.  

It’s a hot-button topic right now and you’re looking for answers so read below to find out.

Reasons against including a Salary in Job Descriptions 

Concerns over how Existing Employees will React 

Existing employees will pay attention to companies that post new job listings. The ability for other employees to see a new hire's wage is another drawback of putting it in job postings; when this happens, morale and workplace cohesion may suffer. They might check the ad to see the qualifications that their employer is seeking. They may feel underpaid and slighted if they learn that the starting salary is higher than their own. Employees may then start looking for other positions or requesting raises as a result. This may raise personnel turnover and wage costs in the short run. 

Competitive Advantage 

Businesses that operate in competitive industries compete for the best talent to fill open positions. The claim is that if a company mentions a salary in a job advertisement, a rival may notice it and offer more money (and/or benefits) to entice that person, diminishing competitive advantage.  

Higher Paid Positions Assume Salary Negotiations 

The compensation negotiation procedure is expected of applicants for senior, management, and director level positions. Candidates at this level typically assign a value to their own knowledge, experience, network, etc. As a result, they are more inclined to disclose to the employer their desired compensation in their application (through a CV, cover letter, or other means) and to discuss it once the position has been extended to them.  

Provides More Negotiating Power 

If a job is advertised without pay, the employer has the negotiating position. Some companies believe that giving candidates the upper hand when negotiating a compensation package is to include a salary rate in their job descriptions. This allows businesses to raise salaries for preferred candidates who may have turned down the salary listed, and, on the other hand, to cut salaries for those candidates who aren't as desirable. 

Salary Shouldn't be the Deciding Factor 

Employers are seeking experts and skilled individuals that will not only be qualified but also fit into their business. Candidates are more inclined to focus on income when it is included in job ads and either ignore other benefits of working for the company (if it is too low) or become ignorant of the fact that the company culture is not a good fit for them. According to this reasoning, it discourages applicants who are "money-focused" and draws in those who think they are qualified for the position and the company. Reasons for including a salary in job descriptions 

Reasons for Including a Salary in Job Descriptions 

Transparency 

Candidates seeking a new position want to work for a company that values its employees and is open and honest with them. For the majority of these applicants, it all begins with the job advert. Even though their corporate culture and ethics mention it, organizations risk giving the impression they are not open and honest with their employees by omitting the compensation.  

Company and Candidate Time Saved

The role, location, and compensation are the first three main considerations for candidates while looking for a potential new job or career opportunity. The candidate can concentrate more on the business and the job description if the compensation is disclosed.  As a result, businesses may devote more time to reviewing applications and less time to attracting candidates. You can use a salary rate as a screening method to filter out applicants you wouldn't be able to afford or who might not have the qualifications for the position. 

The Focus is more on the Candidate and the Role 

A candidate who has responded to a job advert with a salary has accepted the salary on offer. Therefore, this gives companies more time to explore the candidate’s experience, abilities, qualifications, etc; thus, making more informed hiring decision. 

Creating a company vision may be simple, but getting your employees to buy into it is tough. Even the best employees can struggle with this at times, and may require direction on how to best match their vision with the company's.

Employees must closely align with their company's values and goal in order to attain this vision. Only 40% of millennial employees polled felt closely linked to their company's vision, according to Gallup's 2016 research, How Millennials Want to Work and Live. This gap will almost certainly result in a lack of direction and disgruntled staff.

Here is how to get your valued employees to align with your company vision:

1. Set clear company goals

Every company needs a set of clearly stated objectives that employees may follow and match with their personal objectives. This allows them to prioritise their tasks and concentrate their efforts in the most effective way possible. The more specific the objectives, the better!

2. Hire the right culture fit

Hiring people that fit your company's culture minimises turnover, increases job happiness, and improves the quality of work you do. Employ people who have the necessary skills and personality attributes for your company's culture, not just those who meet the job description.

3. Play to employee strengths

According to Gallup's "State of the American Workplace" report from February 2017. They discovered that focusing on an employee's strengths rather than trying to improve their faults is far more effective. Know your employees' talents so you can align them with the company's goals.

4. Get top management to involved

Employees must hear the company's vision at all times in order to become aligned with it. During the hiring process, the vision should be communicated, incorporated into the onboarding process, and then continually reinforced during their employment. When this happens, employees are more likely to have a sense of belonging and are less inclined to leave. Top management must be actively involved and regularly communicate and remind staff of the company's objectives.

Video interviews are an important part of the hiring process and are becoming more popular and they're definitely here to stay. Understanding the requirements of a video interview will help you feel more at ease and succeed during the process. In this article, we'll go over what a video interview is, how to prepare for one, and how to handle any potential issues that may arise.

Choose a Suitable Location

It's important to choose a quiet and appropriate environment for your video interview. If you want an interviewer to focus on you, go somewhere with few interruptions. Select a wall with a neutral background and, ideally, no photographs or artwork behind you. Make sure you have adequate lighting, either from natural light or from a nearby light source. Set up your camera so the upper third of your body is clearly visible to the interviewer.

It is critical that you have a stable internet connection at your location. Whether you're concerned about your home's internet speed, ask if your local public library has a private room that you may reserve. Even if they have better internet, coffee shops and other communal locations should be avoided.

Dress Appropriately

You want to make sure that you're dressed appropriately for you if video interviews, it doesn't have to be the traditional suit, but make sure you're wearing something smart and also make sure there's no distractions in the background. Research the company culture before your interview, so you have a good idea of what's appropriate. Position the camera so that you are looking up slightly and centred on the screen. While it's likely that the interviewer will only see your upper half, it's still a good idea to wear professional trousers or a skirt in case you need to stand up for any reason.

Arrive Early and Review your Setup

You want to give a really good first impression to your next potential employer and it’s a sign of professionalism for you to arrive on your video interviews approximately five minutes before they start. This gives you time to review and ensure all your technology is working before the interview, make sure you have a strong internet connect and to make sure that you've got the right link. Ensure you check the camera and audio on your computer or phone and if you're going to wear headphones throughout the interview, ensure sure they're compatible with the software.

Use Video Interviews to your Advantage

 You've got a lot of great resources that you can have open while she sat at home. During your interviews, you can have the company website, you can have your resume open in front of you. You can have the interviewers LinkedIn profile, actually using all the things to your advantage should make a great first impression and make sure you got there in the smash video interviews.

To Conclude

It's imperative that you are able to check all the things that you can control within the interview; however, we do understand that some things do go wrong with doing video interviews. That is part of doing them remotely, but control of the controllable.

A job interview is an opportunity for the organization to find out what it wants to know about finalists for a position, but it is also an opportunity for each finalist to find out what he or she wants to know as well. Interviewing is a two-way street.

As much as the hiring manager wants to know more about the individual they hire, the individual wants to know about the hiring manager, future co-workers, and the organization. A finalist that neglects to prepare and ask questions during an interview misses opportunities to impress the hiring manager and to gather more information that will inform the decision to accept a job offer.

This is a scenario-based question that really should be answered on an individual basis. It depends on the specific information you want to get out of the interview or the interview, or if you just want to see if it's a good fit. However, there are a few things that you can stick to consistently.

To begin, make sure your queries are tailored to the individual you're interacting with. Going on a call with HR and asking them questions regarding technological environments can appear to be poor judgement at times.

Second, I believe you should make sure to ask thought-provoking questions. The questions should allow you to get the information you require and desire from the interview. It is today, more than ever, used as a two-way street. Future growth opportunities, firm expansion plans, strategy, technology plans, points, ambitions, and realistic roadmaps are all good things to ask.

The most important thing is that you're demonstrating an interest in the position and showing that you've done your research beforehand and gathering the information that you need to make an educated decision at the end of the interview on whether it's the right fit essentially.

There is no right or wrong answer to which questions to ask; just make sure you've thought about them ahead of time. Before going into an interview, I normally recommend preparing six to eight questions. The reason for this is that some of these issues are likely to be covered throughout the interview, and you don't want to be left speechless when it comes to the questions part at the end.

Finally, I usually prefer to end an interview with a question, such as 'do you have any reservations about anything I've done or said today?' This just allows you to manage any objections that are voiced and maybe offer them a cause to rethink their thoughts or opinions.

Franklin Fitch is proud to have been awarded a 2-star accreditation from Best Companies, representing "outstanding" levels of employee engagement. 

For the 2nd year in a row, Franklin Fitch has been named an Outstanding Company to Work for! 

We are beyond proud to share that Franklin Fitch is now...

- An Outstanding Company to Work For.

- #23 Best Company to Work for in the UK Recruitment Sector.

- #31 Best Mid-Sized Companies to Work for in the UK.

- #13 Best Companies to Work for in London.

We are ecstatic with our Best Companies rankings; achieving "outstanding" levels of employee engagement indicates our leadership team's vision, our company's ethics, and our people's dedication.

Our people are our most valuable asset, and we're grateful to know that they feel valued. Thank you very much to everyone who participated in the survey and for all of your hard work in driving Franklin Fitch forward.

We couldn't be prouder of this achievement. We consider our people to be our biggest asset, and knowing that they feel engaged at work is very important to us. Having an engaged workforce encourages people to feel connected to each other and our aims at Franklin Fitch, meaning we all want to work towards a shared goal.

Looking forward, we're already getting started on analysing and implementing the feedback from the Best Companies survey. This data will provide invaluable insights into what we can do to make Franklin Fitch the very best place to work - because that's the standard we're aiming for. 

This feedback comes at a great time for us, as we've got ambitious growth plans moving forward. We want to reach 100 heads by November 2023, and are looking for talented people to join us on this journey. Do you think this might be you? Are you keen to hear more about what it's like to work at Franklin Fitch? Get in touch with us today!

Whether you're actively looking for new work or happy in your existing position, it's a good idea to keep your CV updated on a regular basis. As your career progresses, you may acquire valuable new talents, experiences, and attributes that will appear on your CV. It's a good habit to examine your CV on a regular basis to highlight your most current accomplishments and eliminate any outdated information.

Your CV will most likely be your first opportunity to impress hiring managers, so it must effectively highlight your talents, experience, and qualifications. According to studies, recruiters spend only seven seconds on average looking at a CV before assessing whether or not a prospect is suited for the position. As a result, first impressions are crucial to success. So, before you start looking for a job, clean up your CV and give it a makeover.

Here are 4 keys things to keep in mind when updating your CV on a regular basis: 

Tailor to the Specific Job

One of the most important things to remember when writing a CV is to personalise it to the job description and company you're applying to. No two positions are the same, and no two CVs you submit should be the same. It's a good idea to do some research to make sure your CV is optimised for the employment role you want. Look at job ads and job descriptions for the role you desire and underline common keywords that you can use in your CV.

Examine company websites and professional networking sites for talents, qualifications, and values that are significant in your chosen field. Locate relevant keywords in a particular job description to include in your CV. Where applicable, add those keywords throughout your skills section and other areas. When you apply to a second job, spend an extra 10 minutes repeating this process rather than sending in the same CV, and you’ll have a much higher chance of success.

Make it Easier on the Eyes

Don't only change the text on your CV; pay attention to the design as well. CVs are summaries of your whole professional and academic experience, plus a little more, so expect them to be rich. Make sure there's plenty of white space so the hiring manager can easily read it. Use clear titles for the various subsections so that they can skip right to the bits that are most interesting to them.

Other design components should also be considered. Choose a legible font and avoid using too many colours. Use clean columns to keep things organised, and if you haven't done, insert bullet points beneath career history and other relevant parts.

Remove Unnecessary Information
When you add a new piece of information to your CV, you can generally remove an old piece of information. Remove prior positions that are no longer relevant to your target position to make room for more information about your professional goals. You can consider eliminating your school achievements and solely mentioning your degree-level qualifications as your job progresses. This can free up space for you to emphasize more professional achievements that recruiters will find more impressive.

Proofread

The value of proofreading cannot be underestimated. A single spelling or punctuation error could turn off a hiring manager, so double-check, triple-check, and quadruple-check your CV before sending it out.

In today's job market, your ability to acquire your desired job is no longer only determined by your technical abilities. Every job has essential hard skills and experience necessary for the work. Despite the importance of these abilities, there are specific "soft talents" that employers seek for when employing new employees.

While technical skills are commonly discussed during interviews, it is becoming increasingly important to assess a candidate's prospects of integrating into the company's culture and work environment. Soft skills include human characteristics like as communication, time management, teamwork, and work ethic.  Soft skills are more important than ever.

Here are 10 soft talents that employers are looking for if you're thinking about improving yours:

Creative Problem-Solving Skills

Within companies, problems will always arise. Employees who can solve problems and identify solutions are more valuable to a company than those who find problems but no solutions. Some managers prefer to have an issue given to them together with possible remedies at the same time.

Be an Effective Communicator

Employers value individuals who can communicate well both verbally and in writing. It is impossible to overstate the impact of excellent communication. Employees must be able to communicate as well as listen in order to work effectively with bosses, co-workers, and clients in the workplace. An excellent communicator can inspire others, explain complicated situations, and provide vital feedback.

Leadership Skills

Leadership is not simply being the one in charge and leading a team. It's your ability to persuade other employers, especially your peers, to hire you. Employers want employees who can collaborate with others, explain their expert viewpoints, and persuade them to make decisions that are in line with their ideas. Persuasive leaders travel from project to project, use their abilities to ensure that their portion of the project is completed on time.

A Positive Attitude

A positive attitude can go a long way toward turning around a department or company. It's crucial for businesses to have that energy in the office since having employees with a positive attitude can be contagious. It keeps individuals going when they're stressed, makes difficult job appear less challenging, and can make a workplace more pleasant.

Adaptability

Even without the challenges of the past few years, change is an important part of the modern workplace. Due to the rapid growth of technology, we are constantly doing things differently. Adaptability allows us to be more flexible and adapt to change. Many of us dislike change but learning to adjust to constantly changing needs and goals in the job while maintaining a positive, problem-solving mindset can make you an invaluable asset to your business. It will also help you stay relevant in your profession so that you can continue to be a valuable contributor in the future.

Time Management

This is an important soft talent that benefits both you and your employer. Time management refers to the ability to organise your schedule on a daily and weekly basis in order to complete jobs on time and efficiently. Taking care of any of these concerns and managing your time will show management that you are dependable and that you will give them your all every day.

A Strong Work Ethic

A strong work ethic is the will to work hard and achieve success. Finding and hiring people with a strong work ethic is critical to any company's success. A strong work ethic is difficult to instil and even more difficult to maintain if one does not already exist. Having a strong work ethic is incredibly valuable in any profession or business. Employers prefer to hire people who will work to their full potential. It's not about being perfect; it's about being trustworthy and professional, as well as respecting your co-workers and workplace.

Emotional Intelligence

The ability to notice, assess, and respond to your own and others' emotions is referred to as emotional intelligence. This soft skill, like communication and adaptation, goes beyond understanding and controlling your own emotions to placing yourself in others' shoes for optimal collaborative production and success. It can also aid in stress management, conflict resolution, and the assessment of nonverbal cues.

Teamwork

Employees used to look for jobs that matched their desire to work independently or in a team setting. Those who believe they know how to do the job and don't trust others to do their part might cause stress in the workplace and reduce overall efficiency.

Much of the work in today's workplace is done in groups; while employees must be able to work individually (sometimes as part of a team), you will almost certainly be part of a group working toward a common goal. Now you must be able to complete all of this while not in the same room as your co-workers. Learning to trust others, collaborate, and provide and accept feedback is a challenging talent to master, but if you can, you'll be well ahead of the competition.

Perform Under Pressure

Working under pressure requires dealing with constraints that are frequently beyond your control. Last-minute adjustments, impending deadlines, and a lack of expertise required to complete your job are all possibilities. When urgent needs emerge, you can keep your calm instead of being stressed out and overwhelmed if you have work under pressure skills. And no matter where you work, there will surely be times when you are required to work under pressure.

To Conclude

At each step of the job search, it's critical to cover both your hard (technical) and soft (transferable) skills. Consider how you'll express these abilities in your CV, and practise describing them in person before your interview. To give your future employer a greater understanding of your traits and abilities, include real-life examples of how you've used your soft skills.

Keep in mind that you offer a lot more to the table than just technical abilities. Soft skills are valued by employers since they show your personality and attitude. It's a big part of who you are!

As a recruiter, much of the advice I've seen published about the hiring process is aimed at the candidate, and how to make your profile more appealing to a client. The current job market, on the other hand, is very candidate driven, with each candidate we see having multiple opportunities and offers. As a result, it is now more important than ever to make your company and job as appealing as possible.

Below are some tips on how you can go about ensuring you maximise your possiblities of securing high quality candidates in the hiring process:

1. Strong Job Advert

A job advert is one of first impressions a candidate will get of a both you as a company, and then about the role. Knowing this, you need to really make your advert stand out from the rest. Use your advert to sell back to common desirables that candidates in your market often look for. If you have really strong benefits, include them! If you have a great development programme, mention this! By doing this and putting a little bit more time into your advert, it will not only increase the number of responses, but increase the quality of people.

2. Have a Good Hiring Process

The current market moves very fast for good candidates. If your interview process is too long, or too straining on the candidate’s time, this can be the reason for losing a candidate to a company with a faster process. It may be hard to hear, and although WE may know that your company and the opportunity you have is amazing…the market is filled with hot job opportunities who are all looking for your good candidate. Is not doing that technical test really going to affect you in the long run, or are you going to be more affected by losing out on good candidates?

3. Choose the Right People to Interview

It’s all well and good to shorten and improve the length of your hiring process, but it is then important to be selective about who you are putting in to interview candidates. From previous experience, this person needs to be able to truly represent your company, be a good advocate for your brand, and give a good first impression. By only choosing the decision makers to conduct the interviews, this can lose rapport with the candidate who may want to get a sense of what the company is like from someone more junior.

4. Competitive Salary, and a Strong Offer

The most obvious way to secure good candidates, but something I see getting overlooked way too often, is the importance of paying a competitive salary. This is something that we as recruiters can definitely help you with as we have extensive market knowledge and will have insight into what salaries competitors are paying, and what good candidates are expecting. It is easy to think your job opportunity is amazing even at an average salary rate, and although this saves you money, it will not appeal to candidates who are financially driven. The national average in the US for a salary increase is 14.8%, meaning candidates will expect a good offer for them to consider leaving. On top of this, it is important to make your first offer strong. It is extremely hard to go to a candidate with a second offer after you have already low-balled them. They will ask questions like…If that flex was there to start with, why did they try and offer me lower? Do they really appreciate my value by offering me lower than we originally agreed?

5. Use Us Recruiters!

Although potentially a bit biased, one of the best bits of advice I can give regarding securing good candidates in a tight market, is to utilise your chosen agencies…this really is what we are good at! As recruiters, we have extensive market knowledge and can help add value to your hiring. We also build up strong relationships with candidates and are trained negotiators, so will actively help you secure the candidate through knowing their selling points and lowering their expectations if needed. We also have the time and resources that are required to find those candidates that aren’t on job sites and aren’t going to reply to your job adverts. Don’t miss out on an entire pool of candidates, let us help.

Are you stuck deciding whether to take that great new job or accept your boss' counteroffer and stay where you are?

These enticing offers can cause you to seriously reconsider your decision to leave, whether they offer you a promotion, more flexibility and responsibility, or a pay raise. But that's exactly the point.

On the one hand, it's a fantastic issue to have. If your boss/employer is willing to up the ante in order to keep you, you're obviously doing something right. Moving on to a new company, on the other hand, may provide you with additional benefits and opportunities that your current employer does not provide.

It can be difficult to decide whether to accept a counteroffer, and there are numerous factors to consider. Your decision will most likely have a significant impact on your career and should not be taken lightly.

Why do companies make counter offers?

Is your current employer making a counteroffer because they are concerned about losing a valuable employee or for other reasons? In a candidate-led market, where competition for talent is fierce, counteroffers are becoming increasingly common. Counteroffers are understandably, incredibly flattering, and can evoke lots of new emotions that make you wonder why you ever wanted to leave your employer in the first place. However, keep in mind that a counteroffer from your employer or a senior executive within the company is not about you.

Aside from salary, the costs of advertising your job, filling the vacant position you leave, and training a new hire can total tens of thousands of pounds. Furthermore, many IT and digital jobs are currently difficult to fill due to current skill shortages. Such difficult positions can remain open for months or even years, inadvertently costing companies money by delaying them from meeting their objectives. Employers do not make counteroffers because they like you and will miss having you around. Although their counteroffer may make you feel special, the main reason businesses make counteroffers is to save money.

Why You Might Accept a Counteroffer

Over 50% of employees accept counteroffers. At the time, it can seem like the right decision as you won’t have to master the working methods of another company or build relationships with new colleagues. Being offered more money is one of the most common reasons that employees will accept a counteroffer. This will work well if you are satisfied with your current position, like the company, and get along well with your work colleagues. You get to stay in a place that is comfortable for you, and you are fairly compensated for the work that you do.

Accepting a counteroffer should be done with caution, as the employer may question your loyalty to the company, and you may be perceived as only interested in financial gain. 80% of employees that accept a counteroffer leave within six months and 90% within a year. Proving that money isn’t always enough to overcome the problems that made you want to look for a new job in the first place.

Why You Shouldn’t Accept a Counteroffer

Unfortunately, there are more reasons to turn down than accept a counteroffer.

Consider the Reasons for Wanting to Leave

Getting a raise is, at best, a temporary fix. Only 12% of employees resign for financial reasons; poor work-life balance, a lack of career development opportunities, and a lack of benefits are increasingly motivating factors to leave. So, chances are you're looking for a new job for other reasons than a higher salary, and these reasons aren't going away with a higher salary. Consider why you started looking for other opportunities in the first place. Most likely, salary was a factor, but it was not the only one. Perhaps you felt stuck, with few opportunities for advancement, or you realised you were comfortable but not reaching your full potential.

Trust is Broken

Accepting a counteroffer will almost certainly harm your relationship with your current employer. Your resignation will be interpreted as a lack of dedication to the company. The desire you expressed to leave may indicate that you are not as loyal or committed as other employees, which may have an impact on your career development as you may be passed over for promotions in favour of co-workers who have not attempted to leave.

Will Things Really Change?

The frustration, suffocating feelings, and dissatisfaction that drove you to look for new opportunities will remain, and the raise in pay is unlikely to make them any less unbearable. Whatever turned you off about your job before the new offer will irritate you even after you accept it. Perhaps you were passed over for a promotion or were simply not given the opportunities to advance. You most likely expressed these concerns to your employer at some point, but they were not effectively addressed. These issues are likely to persist after you accept the counteroffer and will eventually force you to resign – this time for good.

Will my Job Security be Affected?

Accepting a counteroffer significantly reduces your job security. Your boss has worked hard to keep you from leaving, but you can bet that when it comes time to make redundancies or reduce personnel, you'll be near the top of the list because you've already tried to jump ship. This desire to leave may indicate that you are not as loyal or committed as other employees, which may have an impact on your career development as you may be passed over for promotions in favour of co-workers who have not attempted to leave.

Making a Final Decision

It can be difficult to decide whether or not to accept a counteroffer. It is critical to consider each of the previously discussed points and create a list of pros and cons. You may discover that you require additional information about your potential new employer. In this case, it's often best to consult with your recruiter so you have all the information you need to make the best decision for your personal and professional development.

Coming from a university background completing a BSc and MSc in Sport and International Business, you see both sides of university life. The relatively easy undergrad where every day is a weekend, there are no ties or commitments, and heaven forbid you get two one-hour lectures back-to-back. Then there's the full-on, demanding MSc, where you're drowning in deadlines and your workload triples.

You must develop strategies to help you deal with the news pressures and workloads. This can be a valuable learning experience in dealing with real-world pressure and stress. The coping strategies you learn here will help you manage and reduce stress later in life. You work hard to meet deadlines and maintain a work-life balance with sports and social circles, and then one day you turn in your last assignment and the adult world knocks.

This gives you some breathing room as you try to find your way. Trying to find that path can be difficult and perplexing at times. I'd advise you to keep an eye out for potential opportunities that will allow you to develop whatever qualities are important to you. Recruitment seemed like a no-brainer to me. Coming from a hardworking family, recruitment allowed me to continue to build on the skills I learned in my master's programme and previous experiences in my current line of work.

Coming from a social and sporting background, recruitment allowed me to continue to evolve social aspects of my life by developing communication styles. It gave me the ability to take on personal responsibilities and manage my own workload. Recruitment is a profession that rewards hard work, and it is often said that "what you put in, you get out." It is not an easy journey, and I would not recommend it to everyone, but it can be a highly rewarding and exciting career.

To be successful in this field, you must be resilient and willing to roll with the punches. No recruiter is finished after their first day, and I doubt they ever will be. Be prepared for highs and lows. You must enter this field with an open mind so that you can absorb all the necessary information and learn from those around you. You'll get into the swing of things once you've found your feet and your own style. Then success will begin to arrive, and your efforts will be rewarded. Dividends will be paid on what you have invested. Simply buckle up, brace yourself for the blows, and settle in for the ride.

The battle for talent is at an all-time high with organisations doing whatever they can to attract and retain industry-leading talent. Whether or not you choose to accept this, the reality is that we are currently in a candidate-driven market and if organisations fail to adapt, they risk falling behind in the race to the top.

 I recently spoke with a client who had been struggling to remain competitive due to having a six-stage interview process, and a technical assessment which even their most Senior Engineers were unable to complete. This resulted in candidates being unwilling to go through such a long, drawn-out process or receiving offers from companies with a more streamlined process. Thankfully, they were an adaptive company who were willing to recognise their downfalls and make changes to the way they structured their interview process. Following this, they reduced the size of the process by 50% and have since been thriving ever since.

I've summarised 5 key points in which organisations can do in order to attract and retain the top talent:

1. Get your job description and advert right

A well-written and informative job post that defines abilities and needs should not only weed out unsuitable individuals.

2. Communication

Once applications begin to roll in you must ensure that the candidates are acknowledged and informed on the next step. When you ask someone for an interview, tell them everything they need to know beforehand, including who’s doing the interview, how long it’s likely to last, if there are any tests, and who to contact if they need to change or cancel the interview.

3. Get your interviews right

In some circumstances, two or three step interviews are necessary, but with the current unemployment rate at around 4.1% it is likely that you will be competing with other employers and roles and let’s face it, nobody likes the waiting game created by an unnecessarily lengthy interview process.

Most of us expect to have a couple of interviews for a position. But many more than that and you risk losing Don’t forget about video interviews either – even though things are now returning to normality after the COVID-19 pandemic, a video interview could be much quicker to schedule. And it also means you can recruit from further afield. You could always look to carry out first interviews by video and then bring the best candidates in for a face-to-face later.

4. Remember that one size doesn’t fit all

Always have a plan for your interviews. You’ll want to tailor each one for the candidate you’re talking to. So, make sure you’ve studied every CV – there’s bound to be some specific skill or experience that you’ll want to ask them more about. Having said that, you’ll also want to have some standard questions you ask everyone. This is a great way to help you choose between similarly qualified candidates.

5. After you’ve found your person

You’ve got your perfect candidate. So don’t wait around to make your offer. And when you do, make sure you give them a deadline as to when you want their decision. A couple of days should be enough, although bear in mind they might have other companies interested in them as well – so try to be flexible if they need a bit more time Once they accept, keep in touch with them before they start. This will help make onboarding go much more smoothly.

My advice is therefore aimed towards both clients and candidates. Candidates: You are in demand. Understand your value and do not settle for long drawn-out interview processes where you are made to jump through hoops which even existing employees are not able to. Clients: Adapt. It is a candidate-driven market and I appreciate that you may have traditional processes which you have worked in accordance with for many years, but the most successful organisations are those which are able adapt in an ever-changing and increasingly competitive market.

For some time, the four-day work week and demands for this new style of working to become a reality in the workplace have been gaining traction.

While the five-day week was once a great concept for getting the most out of employees, it was developed during a time when industrial labour was the norm. However, in today’s society modern technology has significantly sped up the way we work, and that the five-day week is no longer necessary.

Across the globe, businesses big and small, have been experimenting with how feasible, productive, and profitable a transition to working four days a week may be. Trials of a four-day work week have been successful in New Zealand, Sweden, and Spain, with the United Kingdom being the most recent country to test the concept in the hopes of achieving the same level of productivity in fewer hours of labour. 30 large companies will be participating in trialling a “4-day work week” for 6 months with researchers measuring not only productivity but also the impact on workers’ wellbeing and assess the program’s effect on the environment and gender equality.  

The UK trial will follow the 100:80:100 model, where workers receive 100 per cent of the pay for 80 per cent of the time - in return for committing to maintain 100 per cent of their previous productivity. As a result, the individual would work approximately 28 hours over four days.

So, what are some key pros and cons of the 4-day work week?

Advantages of a four-day working week

Better Work-Life Balance

Allowing employees to take an additional personal day allows them to focus on personal projects, pursue hobbies, and spend more time with their families, all of which may be beneficial to their mental health.

It seems to reason that having more leisure time, working fewer hours, and spending less time in front of a computer screen will lower stress. Employees who have a better work-life balance are healthier and more productive.

Increase in Productivity Levels

Working fewer hours has been found by researchers to increase productivity. Employees may feel better and more content as a result of spending less time at work, allowing them to focus on their task while they are there. Employees who are happier and more content are more focused on their jobs when they are at work, according to the theory behind a shorter week.

Perpetual Guardian, a significant New Zealand company, experimented with a four-day work week and discovered that not only did productivity increase by 20%, but work-life balance scores improved from 54% to 78%.

Smaller Carbon Footprint

Shorter working hours are associated with a lower carbon footprint, thus cutting our work week from five to four days might be beneficial to the environment as well. Employees will need to commute less if their work week is cut short, lowering their carbon impact. Research published recently by the environmental organisation Platform London showed that moving the economy to a four-day, 32-hour working week—crucially, with no reduction in pay for workers—would reduce the UK’s carbon footprint by 127 million tonnes per year.

Recruitment and retention

Workers demand more flexible work patterns as a result of the growth in hybrid and remote working during the pandemic. This is clearly a bonus that persuades employees to stay at a firm. Employees are encouraged to work week after week when they know they'll get a three-day weekend. It's still a somewhat uncommon benefit, but it may be a terrific way to attract top people and keep them motivated. 

Disadvantages of a 4-day work week

It Doesn’t Suit Every Business Model

Unfortunately, a four-day workweek isn't suitable for every company. It's only a feasible choice for businesses that can convert their entire operation to a new style of functioning. Longer hours and work-related stress.

Difficult to Implement

Changing from a five-day to a four-day workweek is difficult to implement. Schedules must be revised, policies must be amended, and personnel must be informed of the changes. Because this changes the way all areas of your business work, it may take some time to implement.

Increased Deadline Pressure

Workers will have fewer days to finish tasks while working the same or less hours per week. When employees have less time, they may feel more pressure to get things done. On days when you aren't working, work from other companies may still pour in, adding to your stress.

Although the reduced work week has been successful for many European firms, it remains to be seen whether a 4-day week is the solution to the changing 21st century workplace or not.

The four-day approach may not be appropriate for all industries but what research and statistics have shown is that companies who place a greater emphasis on employee well-being, engagement, morale, and productivity reap the advantages.

When you receive a call or email from a recruiter, your first instinct is to hang up or ignore it, but you should view it as a learning opportunity, even if you aren't seriously considering leaving your current position.  

In most circumstances, the experience will help you learn more about yourself as a job candidate and give you an idea of what employers are looking for – information that will prove invaluable when time comes to make a change.  

When given a compelling opportunity, we've seen people, who weren't previously considering a career transition, dramatically transform their perspective — and approach — and end up better off.  

So, if you  are  contacted by a recruiter, consider asking some questions and building a relationship as you never know what you might find out. Below are some questions you should consider asking.

Consider asking:

Why is the position open? Determine whether the position is a newly created one or one that has become unoccupied. If the latter, inquire as to why the prior occupant of the position left and how long the position has been open.  

What skills and experiences do the hiring managers value the most? Request a list of the needed skills and experiences for the position from the recruiter. Having such a list will make comparing the employer's criteria to your own skill set and deciding whether to pursue the opportunity much easier.  

What does the day-to-day of the job look like?  This is a great approach to get past the repetition of a job description and gain a better understanding of what the role requires. Ask questions to help you figure out how you'll spend the most of your time.  

Why did you connect with me? What about my background indicates that I'd be a good fit for the job? The answer to this question can reveal how individuals outside your organisation evaluate your work and successes, as well as how rigorously the recruiter did their homework, which could indicate how well they understand the role they've been hired to fill.  

Is there anything concerning about my CV or background? This is a great tool to see how competitive you are for the job, and it will also give you information to help you plan a strategy for filling any perceived gaps in your cover letter, resume, and interview. 

What kind of flexible work arrangements does the job offer? This is particularly essential knowledge in the COVID era, when many people have become accustomed to working from home and may wish to do so in the future. Understanding the variety of advantages that come with a position in general is also a useful approach to learn about the culture and values of the company. 

What can you tell me about the company's culture? What are the organization's values, and how do they manifest themselves in its work? Organisational culture and values are important considerations for most people when deciding whether to accept a new position. Inquire about details that go beyond what's on the organization's website or in a handbook, such as how the organization's principles are demonstrated in day-to-day activities. Inquire about the company's professional development opportunities, human resources practices, and everything else that goes into developing a healthy organisational culture. 

What work has the organization done to become more diverse and inclusive? What has been done to make the organisation more diverse, inclusive, and equitable? This will be critical in 2022 for applicants looking for inclusive and progressive workplaces. Inquire about training and development opportunities that concentrate on diversity and equality.  

What does the interview process look like and how long does it take? If you choose to pursue the opportunity, the answer to this question should offer you an idea of how much time commitment you'll be required to make, as well as whether it's something worth investing your time and energy in. 

The questions above are meant to be a starting point for assessing whether a potential career is a suitable fit for you and deciding whether you want to pursue an opportunity presented to you by a recruiter. It’s always good to think outside the box and come up with a couple more questions of your own. Moving to a new company can be intimidating, but it's also a fantastic — perhaps the best — way to grow your career. Before making a decision, gather as much information as possible and act on it. 

My name is Patrick Griffiths and I’ve been working at Franklin Fitch for over a year. I’m a Recruitment Consultant and I’m about to tell you about how I made the decision to transition into recruitment. 

Before becoming a Recruitment Consultant, I did something entirely different; I owned my own Fencing company. When I ran my own fencing business, instead of sitting in front of a computer typing on a keyboard, I worked extremely hard physically. I've always wanted to work in an agricultural field, such as forestry or sustainability. Due to this, my parents decided that sending me to an agricultural school would be the greatest option, and I thrived. 

Following my undergraduate degree, I launched my own company and began building and installing fences across the rural areas of England. It was a difficult and gruelling profession, but one that I liked. After a few years of fencing, I've chosen to broaden my professional options and pursue a job in another industry. I was delighted to have found a company like Franklin Fitch; they have a clear career pathway for individuals, tailored to each person to help them develop and excel through learning and training. I learned from my previous career that the more you work, the more you get out of it; and that is already one of the primary parallels between the fencing and recruitment industries. 

My decision to leave fencing was partially motivated by a desire to try something new. When I discovered the recruitment profession, I was astounded at how many transferable talents I had from fencing that I could apply here as well, such as the capacity to communicate with people in a professional setting or delivering excellent service to clients.  

Fencing was physically demanding, whereas recruiting was mentally demanding. You'll learn how to deal with rejection and identify your major motivators in this section. Even if things went utterly wrong occasionally, you must keep going day after day to be successful. I'm delighted I took the plunge into recruitment, and I'm excited to be on my way to being a senior consultant. My strong work ethic sets me apart from people who have never worked before, and my professional expertise also helps me perform better. 

So yes, fencing might be something completely different, but it helped me perform even better in recruitment. Just be brave and make a move if you think recruitment might be the right thing for you to do. 

When searching for a new role, quality over quantity wins every time. I see many candidates who take the approach of submitting hundreds of applications for any role with a relevant title, who then end up frustrated when they receive little to no response. Learning why these are mistakes can help you avoid wasting time and focus on the position perfect for you.

So how can you fix this?

Be Specific – think about your next career move before starting to apply and only apply to roles that are truly relevant and match your skillset. Candidates that use job search sites to apply for many jobs at the same time and have a CV that is overly generic will almost certainly be sent to the bottom of the stack. The CV should demonstrate that the candidate has the qualifications to perform a certain job and that they would be a suitable fit for the position and the firm. This is why individuals who submit many applications rarely receive a response from recruiters. It is preferable to spend time researching the organisation and reworking a job application to meet the job description.

Tailor your CV – this can be difficult to do for every application, but for the ones that you're really interested in and believe you're a good fit for, it's worth it. It doesn't need to be a re-write, a quick re-shuffle of your technical skills and highlighting the skills that match the job specification on the first page makes a world of difference. Take the time to personalise job applications to indicate that you are qualified to fill specific jobs. (Extra Tip: Ask your recruiter if they have any advice on what changes you could make to put you in better stead!)

Follow up – don't let your CV get lost in the pile. If you've applied for a role and you can see a recruiter is managing it, follow up! Send them an email or a LinkedIn message to let them know you've applied and that you've read the job advert and explain briefly why you believe you're a good fit. This really helps you stand out from the crowd.

I'm a firm believer that It's better to do 10 deep applications than 100 shallow ones!

My name is Anthony and I’ve been working at Franklin Fitch for over 3 years. I’m currently a Senior Recruitment Consultant, but prior to taking a chance and embarking upon my recruitment career, I was a DJ in which I performed around the world.

I first started getting into music when I was 12 years old and whilst music was my passion, I didn’t earn money with it in the beginning, so I had to get myself a job. After my A-levels I started working in a law firm whilst listening to drum and bass, house, and techno music. I’ve learned a lot about property law and administration, but realised quickly that that’s not for me as it’s a very black and white world you live in. So, I invested more time into becoming a DJ, travelled from country to country for gigs, and played for a huge amount of people. I’d consider myself a people person as playing to the crowd and talking to people is part of my daily business.

In terms of my journey into recruitment, my first intention was to earn more money and have a regular salary and a structured full-time job. As soon as I’ve started the job, I realised that there are much more similarities to my previous career steps than I thought and the transferable skills, which I learned from performing, helped in my transition into recruitment. Recruitment and law for example both have clients you need to communicate with. So, in both working environments communication and confidence are key to be able to reach your targets.

Both of my prior employment taught me how to be a friendly and social person while remaining professional and appropriate at the same time. Being a DJ entails connecting with the crowd and responding to the music preferences of the listeners. When working with various types of clients on various types of issues, I've also learnt to be versatile. This capacity to adapt to diverse personalities now sets me apart from my co-workers.

Recruitment is a challenging job with a high variety of tasks, but less pressure than working in a law firm for example. Apart from the salary what I love most is that you learn from people about people, you communicate and collaborate. So, within recruitment, I found a job that brings out the social aspect as well as the routine that I was looking for. So don’t hesitate and decide to take a chance and make a change, maybe this is also going to be your future.

The Great Resignation is here, and its real. A new era for the workforce as we emerge from the pandemic. In this new era, we see a critical movement from employees – a change in their hearts and minds about where and how they want to work. According to the U.S. Department of Labor, during the months of April, May, and June 2021, a total of 11.5 million workers quit their jobs. Anthony Klotz, the Texas A&M psychologist who coined the term “The Great Resignation,” believes a major factor in job departures is that people are re-evaluating their relationship to work in the wake of COVID-19. 

Workers have been able to reassess their jobs, working circumstances, and long-term ambitions as a result of the epidemic. Many have experienced “pandemic epiphanies” making workers less likely to maintain positions they find unsatisfactory, and more likely to feel empowered in their search for better (or more fulfilling) roles in the workforce. As a result of this paradigm change, a significant number of people are looking for new occupations, and many firms are striving to fill available positions.

If considering making a change in your career our advice is to critically evaluate each of the following:

• The Job- Is your new position exciting to you? Is it a test for you? It might be the first step toward a new professional path or functional area. Alternatively, you may go into a firm where you've always wanted to work. If you're leaving to perform the same job for greater money, we recommend that you consider the various factors that led to this decision.

• The Purpose- How does the goal of what you're going to undertake align with your own personal values? Consider how your own values connect with the firm, the products they sell, the services they provide, or the personal cause they support. As you invest in the moral good, your purpose will fuel your enthusiasm and transform your career into more than just employment.

• The Leadership- We know that one of the main reasons employees search for new chances is because of their direct or immediate superiors, it is critical to assess new leadership during the change process. Find a leader that will push you to be a greater contributor by challenging, coaching, and supporting you; one who will support your professional goals and objectives, your passion, and is focused on your best interests; one who will not hinder or stop you from advancement due to self-serving motives.

• The Culture- Make sure you're familiar with the company's culture before you start working there. Assess if the firm as a whole invests in its culture and holds the leadership accountable for their behaviour and actions in achieving the stated cultural objectives, rather than merely reading the companies' value statements. It's just as vital to find your people and a sense of belonging as it is to be paid and have opportunities. If you miss the target on this, you'll rapidly become unhappy and demotivated.

Over the last several months, there has been a significant surge in competition for experienced talent, particularly in the Solution Provider and Consultancy market, where demand for individuals with a strong balance of technical competence and client-facing abilities has skyrocketed. Returning to the office and taking advantage of the market are two prominent reasons applicants have offered for quitting. Clients that are taking advantage of the market are doing so by listening to their current employees in order to improve retention, as well as modernising archaic recruitment methods in order to secure the finest personnel.Companies must consider adaptation and flexibility in this new era of the job market if they want to keep people and guarantee that they are satisfied in their roles.

Prior to working in recruiting, I worked as a Sales Negotiator for an Estate Agent. My work involved dealing with vendors and purchases, as well as supporting and guiding individuals through the sales process by identifying potential house buyers' needs and comparing their criteria to available properties in the portfolio to discover the ideal fit.

When the opportunity to pursue my dream of relocating to London arose early this year, I made the transition to recruitment. I was drawn to recruitment, particularly in IT since it provided me with the stability and opportunities for advancement that I desired. I was able to draw on my previous experience working in a sales-oriented environment, and I immediately discovered that I had transferrable skills that I could use in my new position. There were numerous parallels between the two jobs, particularly the challenges experienced while attempting to execute a candidate placement or a housing sale. From the early qualifying conversations to discuss requirements and desires, through the coaching of the induvial throughout the process, giving guidance and assistance, to the initial offer and acceptance of the contract or property, the linear structure of the procedures is directly comparable.

My experience in the real estate sector taught me the value of resilience and how to cope with difficult situations given that recruitment can be deemed one of the tougher industries to break into. One of the obstacles I've encountered, and which I'm sure many other recruiters have as well, is when a placement receives a counteroffer and accepts it. It happens in the home market when someone goes through the full process and then backs out at the last minute, leaving you discouraged, questioning your talents, and damaging your confidence.

However, every cloud has a silver lining and there are some key take away points from situations of setbacks:

• View every setback as an opportunity to learn. No matter how long you've worked in the recruitment market, there's always potential for improvement. Take notes on the process and identify any potential red flags that you may have overlooked. Inquire about the issues that were detected and learn why they occurred; this will guarantee that you don't make the same error next time and can reduce the danger of a setback. If you can spot the red flag sooner in the procedure the next time, you'll save time and resources.

• See how flexible the individual you're dealing with is. To identify what the individual need and how far they are willing to go, and this will allow you to determine boundaries. To learn more, be inquisitive and ask questions. People may need to be pushed to share key details that are critical to your ability to assist them.

• Lean on the more experienced people in your team. They can be your sounding board to discuss issues you may be facing and can provide a wealth of information and expertise on how to cope with setbacks and overcome obstacles.

• Concentrate on what you have control over. Although setbacks are inevitable, how you respond to them is entirely up to you. Don’t allow them to define who you are and what you do next in your career. Because there is no such thing as a flawless approach to recruit, there are always things you can improve and adjust.

• Be accountable to yourself. Determine what went wrong and why it happened. You'll be able to make the required adjustments to guarantee it doesn't happen again once you've had time to think on the process.

Prior sales expertise helped me make the transition into recruitment, but it wasn't necessary because with the right support and training, you can flourish in any profession. I've learned to bounce back from setbacks and have been able to develop professionally and personally as a result.

What does it feel like to be the Best Small Recruitment Business in the land? Hopefully we’ll get to find out in October when the Global Recruiter Awards happen in London.

Why? Because we’re delighted to announce that Franklin Fitch is one of five shortlisted businesses in the running for the long-standing and industry-respected title of Best Small Recruitment Business.

Commenting on the shortlisting, Steven Ewer said:

“In the month that we are celebrating 10 years of Franklin Fitch, it’s great to get recognition from Global Recruiter on our successes over what has been a challenging year to say the least. Despite all the chaos that has been happening around the world, the team here has stuck together and grown across the board.

Headcount has increased in all our locations, and we’ve moved to bigger spaces in both our Cardiff and Austin offices. Most importantly though, we are pleased to have continued to connect brilliant IT infrastructure talent with companies across Europe and the US, building great partnerships along the way.

This will probably be our last year of being eligible to enter this category so it would be great to sign off with a win. There are some brilliant recruitment businesses shortlisted alongside us – congratulations to them as well. I look forward to hopefully celebrating with everyone in October.”

You can view the Global Recruiter Awards shortlist in its entirety here.

For a long time, organisations have focused their efforts and investments on financial capital rather than their human capital. However, with a lot more studies being conducted and evidence showing the significant impact top talent has on business performance, the focus of organisations has seemed to slowly start shifting.

Knowing the value of talent for companies, there also comes a problem with it; talent is very scarce. A company needs to be outstanding in order to make scarce top talent apprised of their existence. The market is highly competitive; the more an employer understands talent’s needs and core motivations, the easier it will become to attract the exact people wanted and needed. Talent is as varied as the many job opportunities out there, so it is of utmost importance to match the right talent with the right job for long-term success. To do so, talent has to be looked at from all different perspectives such as age, gender or geographical location.

Building a strong EVP is one of the key attributes it takes to attract top talent, establishing an outstanding talent magnet position in the market, and communicating it successfully to the target audience. However most companies face limitations, especially when it comes to finding the best and brightest candidates. Therefore recruitment agencies out there can help them tap into different and broader talent pools. Recruitment needs to be a pro-active process, “employers cannot wait for the new talent to find them; they have to go out and look for it”. (Hillenbrand, 2020, p. 4)

Passive jobseekers make up a great share of talent and therefore have to be actively sourced and reached out to. There are many different possibilities on how to reach out to all the bright and different talent out there. Instead of focusing on only a few talent pools, companies should embrace diversity to fill open positions and take advantage of the effect it has on overall business success.

Recruitment agencies act as a middleman, a third party between the candidate and hiring company. Recruiters usually have a deeper talent pool than the in-house talent acquisition teams, as it is their job to have a large database with potential candidates to reach out to. They also do not wait for active applicants but put themselves out there, actively searching for talent. Hiring a recruitment agency is also time-saving, they take on the pre-screening and selection of potential candidates. It also makes the hiring process more efficient, as good recruiters act in the interest of the client and the candidate and think long-term. They know their market, what the client expects from a candidate and what the candidate will be able to deliver.

In order to attract the right talent, it is not only crucial to understand what talent wants, but also where required talent can be found and ways to make contact. Therefore, understanding the channels that are being used by jobseekers to search and apply for jobs will help to implement the right technology when reaching out to potential candidates, which will also differ from geographic location and age. Some information is more valuable than others for candidates when reading a job description. Recruiters ensure the right information is available upfront to an interview in order to increase the efficiency of the hiring process. The more transparency a candidate can get, the better he or she is able to understand what to expect from their potential future job and employer.

In conclusion, recruiters provide you with an exclusive and specific selection of top talent for your business. If you want to find out how Franklin Fitch can support your recruitment process please reach out to Carmen Hiemisch (c.hiemisch@franklinfitch.com or +49 69 971 94 2913).

Source: Hillenbrand, P. “The people-first approach to business building”, McKinsey Digital, 2020, p. 4

written by Carmen Hiemisch

As recruiters, we get the opportunity to speak to a whole host of hiring managers, each facing their own challenges when looking to bring the best talent on board and grow out their teams. Although even the largest, most resourceful companies are still likely to face their fair share of tests, this article will focus on identifying the key challenges faced by SMEs when hiring for their IT/Infrastructure teams, as well as looking into best practices and new ideas on how to solve them.

I am in contact with a range of SMEs, speaking with hiring manages to get to the bottom of what works, what doesn’t and how they have managed to improve and streamline their recruitment processes. Outlined below are some of the key talking points that arose, which will hopefully provide insight and assist in building a hiring process that works for you.

What to focus on when hiring IT/Infrastructure employees?

Believe it or not, a surprisingly large number of hiring managers found putting too much emphasis on a candidate’s technical capabilities was ineffective in the initial recruitment stage. It was an almost unanimous agreement that on reflection, more focus should have been placed on values fit and working attitude. Bringing in someone that shares the values of the company, as well as having a positive can-do attitude can have a huge impact on SMEs.

Having a team of motivators is a sure way to maintain positivity, overcome challenges and create opportunity for innovation. Someone could be exceptionally talented in terms of technical ability, yet if they aren’t invested and motivated to make things work, they’re probably going to be more of a detriment to the business in the long run. As the saying goes, “one bad apple can spoil the bunch”.

Unlike technical skills, mentality can’t be taught. So, when it comes to technical skills vs mentality, let’s call it even. Hitting that perfect balance of technical prowess and personality fit in a new hire is any SME’s dream!

Make your interview process more effective

Giving candidates reasons to buy into the company from the start is crucial for attracting talent (and it only takes 10 minutes). The current market is extremely candidate driven; strong candidates are likely to have multiple other processes going on alongside the opportunity you’re offering. Ten minutes on the phone is all it takes to create a good first impression and make candidates feel like you are valuing their application and are aware that interviews are a two-way street. You are aiming to put your company at the forefront of the candidate’s mind.

Testing technical ability

The interview processes at SMEs are often far more thorough than some of the larger companies I’ve worked with, and why shouldn’t they be? The associated risk of every hire is far greater than in larger and more established companies. Holding some form of technical test, whether it’s an online screen share, or a verbal test in the interview from one of the senior team members is a great way to separate the technically strong from the lesser capable.

There are two big “don’ts” when it comes to testing technical ability. Firstly, jumping straight into a technical interview as a first stage, without previously giving buy-in to the company (yes, this again). This can be hugely off-putting and can give a sense of elitism to your hiring process.

Secondly, putting candidates through a ridiculously long process, just to prove what they’re capable of. The candidate shouldn’t need to be asked the same questions by 4 different people within the organisation. This can give the impression of poor communication and time management within the business, whether this is the case or not. Candidates are often reluctant to commit to such a long process for a job that they ultimately might not land.

One of my clients mentioned the idea of collaboration-based interviews. The way this works is that they get the candidate to participate in a real-life situation. Sit in on a brainstorming session with the team, focusing on how best to overcome a specific, real problem. This way you can test the candidate on how well they collaborate, how confident they are giving their own ideas and how they communicate these ideas to a wider audience. This also gives a positive experience to the candidate as they get a real insight into what it would be like working in the company – and ultimately the team.

Finally, something hugely important for all companies, big or small, is responsiveness and feedback. This is so vital, yet still not on the priority list for many companies. Due to the competitiveness of the industry, candidates can be off the market within a matter of days. If you aren’t providing constructive feedback on profile submissions or interviews within two days maximum and keeping candidates in the loop, assume that your competition is, and expect to be left behind!

How does your tech stack correlate with talent attraction?

I asked each hiring manager: “when choosing your tech stack, do you think about how that correlates with talent attraction and current technical trends for when you’re likely to be growing the team further down the line?” This often prompted the response: “I’d never really thought about it until now”.

Around 90% of the people I spoke to stated that the tech stack was chosen with the sole focus on implementing the best tools for the product, without giving a thought to how their choices would affect the future hiring process. Makes sense! However, keeping talent attraction in mind when discussing technical decisions is no bad thing. This doesn’t mean that you should pick a tool unsuitable for the job just because it’s the “next big thing” but keeping up to date with the latest versions of the tools and technologies that you’re using is likely to appeal to potential candidates when the time comes to grow out the team. Emerging technologies will also keep your product/service scalable as you continue to expand.

Being open to implementing new technologies and offering an element of technical freedom to your IT employees can also be a great way to attract talent, encourage innovation and ensure that your hires have the mindset of continuous development (which is the attitude needed in most successful tech SMEs).

How do you compete with the tech industries “Top Dogs”? And do you need to?

Interestingly, the majority of people I spoke to didn’t feel as though they are competing with large organisations on anywhere near the same level that they are competing with other SME’s. This is due to the belief that the majority of candidates either have the appetite for an SME, or they don’t.

If you have a candidate with their mind set on working in a small, more open environment, how do you attract them to yours? Many thought that it is more effective to focus on offering the candidate intangible benefits such as technical freedom, ownership over projects, the chance to make a real difference on projects and the company as a whole. This would often be more appealing than trying to match the ‘competitive’ financial packages that are being offered elsewhere.

Whilst these benefits will appeal to a “smaller company” minded candidate, it’s important not to use these benefits as leverage to negotiate a lower salary. Underwhelming a candidate with a job offer is a sure-fire way to put them off!

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If you have any questions, comments, or tried and tested methods for attracting talent to SMEs that haven’t been covered here, please feel free to share.

The shortage of cybersecurity professionals is nothing new. The unemployment rate in cybersecurity has been at 0% since 2011 – a fact unmatched by any other industry.  According to Cybersecurity Ventures, there will be 3.5 million unfilled cybersecurity jobs worldwide by the end of the year, up from 1 million positions in 2014.

This issue has only been exacerbated by the pandemic. Businesses globally were forced to adopt a remote working model where employees were often working from personal PCs, laptops and phones with limited antivirus software. 

According to IBM, remote working increased the average cost of a data breach by $137,000. Despite these heightened security threats, many businesses are still cutting their cybersecurity budgets as we move through 2021. 

Even with the ever-growing threat of smarter and more advanced security breaches, the security industry is under-resourced to fight hackers. 

What can be done to address this issue? 

Upskill more people

Sounds simple, but giving people the skills needed to fill these roles is the single more effective way to close this talent gap. It’s clear that there isn’t enough talent to fill the roles needed, so businesses, organizations and educational programs need to take responsibility in training people in the skills needed. 

Organizations already have the wheels in motion for this. Massachusetts-based MassCyberCenter is partnering with businesses, academia and the public sector to train new cybersecurity workers to fill the more than 9,000 vacant cybersecurity jobs.

The NYC Economic Development Corporation has launched Cyber NYC, which aims to grow the city’s cybersecurity talent pool through training and education programs. 

The Cyber Innovation Center in BossierCity, Louisiana, plans to broaden its cyber skills preparation to 10 million students and 50,000 teachers in K-12 across the US – building a pipeline of young cybersecurity talent. 

Build a youth movement

Encouraging and nurturing young people to become future cybersecurity experts will ultimately solve the cyber skills shortage of the future. Instilling enthusiasm and excitement around cybersecurity and STEM from an early age will organically grow a new generation of talent. 

Various organizations are doing this already. Girls Scouts of the USA have joined forces with Palo Alto Networks to deliver the first-ever Girl Scout Cybersecurity badges for girls in K-12. 

The National Security Agency has been educating young people in cybersecurity through their GenCyber program since 2014. The NSA’s summer camp, Camp Cryptobot, runs annual cybersecurity camps to build the next generation of cybersecurity workers. 

Focusing on the impact that a cybersecurity professional can have on people, businesses and even nations can encourage young people to become invested in the industry. Framing cybersecurity as a career that helps people, does good and is morally right is something that young people in today’s world are keen to make time for.  

Diversity and Inclusion

Diversity and inclusion are particularly important in the fight against skills shortages. Untapped talent pools exist that often go unnoticed in the recruitment process.

How can the cybersecurity industry tap into neurodiverse talent pools, for example? Autism affects more than one in 100 people which means a huge amount of talent. However, only 16% of autistic adults are in full-time employment, and out of the ones that aren’t, 77% would like to be according to the national autistic society’s research.

The lack of awareness around neurodiversity often acts as a barrier of entry for neurodiverse professionals looking to enter the cybersecurity space. Educating decision-makers in unconscious bias is one way to create a more inclusive hiring process that can open doors for unnoticed talent. 

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As recruiters in the cybersecurity space, we know too well the need for talented candidates in this space. Do you have a cybersecurity role that you’re struggling to fill? We have a pool of talent that could be the perfect fit for your role, so don’t be afraid to get in touch.  

Franklin Fitch is proud to have been awarded a 2-star accreditation from Best Companies, representing "outstanding" levels of employee engagement. 

In addition to the 2-star rating (out of a possible three), Best Companies recognised Franklin Fitch as one of the following:
London's 30 Best Small Companies to Work For 2021
Recruitment's 40 Best Companies to Work For 2021
The UK's 100 Best Small Companies to Work For 2021

We couldn't be prouder of this achievement. We consider our people to be our biggest asset, and knowing that they feel engaged at work is very important to us. Having an engaged workforce encourages people to feel connected to each other and our aims at Franklin Fitch, meaning we all want to work towards a shared goal.

Looking forward, we're already getting started on analysing and implementing the feedback from the Best Companies survey. This data will provide invaluable insights into what we can do to make Franklin Fitch the very best place to work - because that's the standard we're aiming for. 

This feedback comes at a great time for us, as we've got ambitious growth plans moving forward. We want to reach 100 heads by November 2023, and are looking for talented people to join us on this journey. Do you think this might be you? Are you keen to hear more about what it's like to work at Franklin Fitch? Get in touch with us today!

Diversity and Inclusion have been around for a while, but 2020 was the year that many businesses started to take the matter seriously. The global pandemic raised questions around remote working, coupled with the tragic murder of George Floyd and subsequent Black Lives Matter protests that swept the globe brought matters around diversity and inclusion to the forefront of conversations.

As a business, where is your place in this conversation?  Hiring, retaining and nurturing a diverse workforce that is representative of the wider population is something that all organizations need to invest in.

Widening the diversity of your candidate pool will give you more chance of finding the best person for the job. Combined with studies from McKinsey and the Harvard Business Review which demonstrate that diverse teams have real benefits to business outputs, as well as it being “the right thing to do” – investing in a diverse and inclusive recruitment practice should be at the forefront of every business in 2021.

A diverse recruitment strategy alone isn’t enough – it has to be part of a bigger commitment to move away from the dreaded “cultural fit” to a more inclusive culture that fits around each individual, no matter what their background. Only by nurturing this diverse talent in a culture of inclusion, are you able to tap into the diverse perspectives and thoughts being offered by your workforce.

Hiring and retaining a diverse workforce can’t be done overnight – it’s a long-term commitment. Below, we outline some of the practices we use to hire diverse teams for our clients, as well as internally at Franklin Fitch.

Is your branding inclusive?

A recent study by PWC showed that 86% of female millennials and 74% of male millennials seek out employers with a strong record of diversity. One way to show these millennials of your commitment to diversity and inclusion is by visually showing a diverse workforce in your marketing materials. Are you able to use diverse imagery?

The Flexible Job Index says an estimated 87% of employees want to work flexibly – meaning if you want to have access to the best possible talent, you need to show that your organization is happy to support those who choose to work flexibly. Are you able to show your commitment to flexible working with real case studies? Include these case studies in your marketing materials.

Avoid sweeping statements such as ‘we value diversity and inclusion’  unless you follow them up with specific examples of what you’re actually doing to place value on D&I. What exactly is your organization doing to champion diversity and inclusion? Use real and specific examples in your branding and communications.

Are your job adverts attractive to all?

You can be sure that if an applicant is looking at nothing else – they’re looking at your job advert. Therefore it’s worth spending time ensuring your adverts will attract a variety of diverse individuals to your organization. There are a few easy ways to do this:

• Use a debiasing tool to ensure that gender-neutral language is used. Language such as ‘competitiveness’ or ‘assertiveness’ can discourage women from applying.

• Advertise the role with some degree of flexibility to ensure that parents can apply.

• Focus on competencies, attitude and aptitude rather than formal education/qualifications.

• Instead of including a general equal opportunities statement, be clear in saying that the organizations actively encourage applicants with diverse backgrounds and perspectives and explain why.

• Describe the culture as inclusive and one that aims to fit around individuals – rather than wanting to hire people who fit into a specific culture that could be exclusive. Focus around looking for a ‘values fit’ rather than a ‘cultural fit’.

Make use of the variety of platforms and job boards that actively recruit people from underrepresented groups to advertise your vacancy. As well as listing your vacancy on your company website, utilize identity-based networks to advertise job listings.

Spend time cultivating networks of underrepresented groups by attending events and networking. Are you able to partner with one of these organizations?

How are you ensuring that bias doesn’t creep in when interviewing?

It’s an almost impossible task to prevent unconscious bias creeping in when interviewing someone. It’s not something to feel guilty about – it’s unconscious! But is it important to take steps to prevent it from occurring, and knowing when to recognize it.

Hiring managers are often reliant on ‘intuition or a ‘gut feeling’ when making hiring decisions. These feelings often occur when we like someone because we believe them to be similar to ourselves. Acting on these gut feelings results in a homogenous work culture where everyone comes from similar backgrounds/experiences – the very opposite of what we want to achieve.

The easiest way to avoid unconscious bias when interviewing is to ask competency-based questions. This prevents talented candidates from being filtered out of the interview process because of their diverse or individual differences.

When the final decision is being made, ensure it is made by a panel/group of people, rather than an individual. It’s much more difficult to act on feelings of unconscious bias when in a group.

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Diversity and inclusion is a long game, and isn’t something that can be “solved” overnight. It requires continuous work from organizations large and small. Don’t be afraid of getting things wrong – it’s a learning curve.

If you’re keen to hear more about how we hire diverse teams both in our external recruitment practice and internally at Franklin Fitch, please don’t hesitate to get in touch.

People hear the word "headhunter" or "external recruiter" and immediately take a defensive stance. Yet HR professionals, especially with today's shortage of skilled workers, often rely on the expert knowledge of external recruiters to find suitable candidates for niche vacancies.

In the IT industry, candidates with expert knowledge and skills are needed. Specialist IT recruitment consultants can help, yet the negative stigma surrounding recruiters can make this difficult. So what common ideas about recruiters are true, and which are myths?

Initially, applicants might be unsure whether they want to put their job search in the hands of a recruiter and whether they can trust them – the same can be said for organisations looking to hire. Recruiters are often met with statements such as "we don't need that", "we have our internal recruiter" or even "we already have enough applicants". So where does this initial rejection come from? Below are some of the common misconceptions that we hear about the recruitment industry…

Recruiters ...

1. ... only work with established companies on management roles.

This isn’t true. Time is money, both companies and applicants know that. The selection process - from the initial selection to the interviews - takes time. Not only large companies, but SMEs can benefit from the network and talent pools of recruitment agencies. Recruiters have already established relationships with decision-makers at a variety of companies and organisations, which makes it easier for candidates to get their application seen and heard.

2. ... take a cut of your salary.

This is wrong! The candidates' salary remains untouched, nor is it lowered to compensate for the cost of the recruiter. In fact, recruiters often help candidates negotiate a better salary. Many people simply can't believe it, but it's true - for candidates, working with recruitment agencies is completely free of charge.

3. ... have no idea about the job they’re recruiting in.

More often than not, recruiters specialise in a niche industry that they spend years learning about. At Franklin Fitch, our consultants have in-depth tech and IT training that equips them with the skills needed to fully understand the job spec that they’re hiring for. Our teams stay up-to-date with the latest industry news and developments, which furthers their knowledge and understanding of the IT industry.

4. ... work only to get commission.

Some recruitment agencies indeed work on a commission basis, but that doesn’t mean that money is their only motivator. The goal of every consultant is a long-term partnership with their clients, which can only be achieved after a first-class service has been provided. Adding true value to your client’s team through an excellent hire will foster a solid, long-term relationship. The same applies to the candidates - the satisfaction of all parties is essential for success.

5. ... approach candidates from other companies.

Due to the scarcity of skilled workers in the technology industry, it can be difficult to find qualified individuals for vacant positions. To ensure the best possible shortlist for their client, recruiters often headhunt candidates who are already employed. However, it’s up to the candidate to decide whether or not to apply for the new position. Let's put it this way - recruitment consultants enable further career development and training opportunities for their candidates.

6. ... take forever to get back to you.

This shouldn’t happen, but depending on the company and their application process, it can occur. Rule of thumb: the larger the company, the longer takes the application process. Recruiters keep in touch with their candidates throughout the process and keep them updated on their current application status.

We hope this clarified the most common misunderstandings about recruitment. If you have any questions, feel free to contact us!

What actually makes a real difference in driving greater inclusion and diversity in tech?

This was the question that framed the Tech Talent Charter Inclusion in Tech Festival, which took place at the end of February. We attended the virtual festival as a signatory of the TTC, which ran nine sessions that presented headlines from their 2020 Diversity in Tech Report. The festival shared the key insights and strategies from experts and employers of tech, with a focus on actionable insights.

Day one started by looking at where we are on diversity and inclusion in 2021. Pulling on data and key insights from the 2020 Diversity in Tech report, it was encouraging to see “slow but steady” progress within the tech industry. TTC signatories reported that 22% of their tech engineering roles are occupied by women – up from 17% in 2019.

There is still more work to be done. Although more than 80% of respondents agreed that “initiatives in the workplace to improve gender and ethnic diversity in tech roles are necessary”, 22% would have concerns raising a D&I issue, rising to 32% among ethnic minority groups.

Panellists discussed how unconscious bias training alone is not very effective at changing behaviors. We also need to look at key systems and processes to remove the opportunity for bias to unintentionally creep in.

Tough conversations are the start of meaningful change. While many businesses have the right diversity intentions, reluctance to speak up due to fear of saying the wrong thing often prevents inclusion. These conversations might be tough, but they’re essential in order to close the digital skill gap.

“You need diverse people at the table to help design the solutions”, said Steve McCrystal of Unilever. “We must design for inclusivity”.

Although it’s expected to take time, it’s important to move to a culture where people are genuine allies to their colleagues in different situations from them. This is how we create inclusion at work.

The conversation on day two focussed on diversity outside of gender.  Letting individuals decide for themselves what they need rather than assuming their needs – what one black colleague wants is different from what another wants.

Panellists stressed the importance of such initiatives coming from the top of an organisation. The tone needs to be set by the leadership team that diversity and inclusion is a resource, rather than ‘another thing to do’.

The term BAME is often used when discussing ethnic minorities, yet this category is too broad when looking at diversity in tech workers. For example, Indian tech workers make up a much higher percentage of the workforce than black tech workers.

When thinking about recruitment, diversity and inclusion must be baked in from the start – not as an afterthought. Spending time creating diverse shortlists is essential, which often requires stretching beyond our usual networks.

Take inspiration from digital tech skill training providers who have inclusive and specific approaches and are training black people. 

Day three of the festival focussed on the practicalities of opening more doors into tech. TTC signatories are already making moves to get more people into tech. Across signatories, women represented 25% of technical role holders compared to the UK average of 19%.

The TTC’s ‘Doing it Anyway’ campaign focussed on women who retrained and found new careers in tech. Some of these women shared their insights and experiences on day three of the festival.

When it comes to a career in tech, don’t be afraid to rethink your approach. There are so many different routes into tech – find the learning style and route that suits you.

The phrase “squiggly careers” was used to describe the often non-linear careers that people can have and still be successful. Diversity of experience is vital to bring fresh ideas to the table.

The final takeaways of the festival were around continuing to learn. Don’t be afraid to make mistakes, but be accountable. By acting now, we can improve the future of tech talent so that everyone benefits.

If there is one thing that makes me smile in the morning, it’s knowing that I get to spend the day working with a wicked group of people I’m lucky enough to call my colleagues. And hopefully soon, actually see them in the flesh in the office… madness!

Having people at work who you can call your friends has a lot of benefits. Whether it’s someone to eat lunch with, take a screen break with or even sit next to, work feels more fun with friends.

Research taken from the Personality and Social Psychology Review looked into the connection between forming meaningful relationships at work and our health. The data showed that those with strong relationships with their colleagues reported having better health and wellbeing. So if you and your co-workers feel like a community, the more likely you’ll feel physically and mentally healthy at work. Win-win!

This research isn’t alone. Experts agree that friendly colleagues foster a better work environment. “A department, or company, that works well together, has the most success together”, says corporate veteran and author Andy Teach. “When you enjoy working with your colleagues and look forward to interacting with them, everyone benefits.” High morale at work leads to better productivity.

We wanted to conduct our own research into this theory. We asked the question “what do you love most about your current role?” and the results were as follows:

41% - my team/colleagues

25% - the work itself

18% - the benefits/flexibility

16% - the salary

The majority of people surveyed said that their colleagues were their favourite thing about work. This only bolsters the importance of creating and fostering friendships with your colleagues – it’s more than likely that they’ll be your favourite part of going to work!

At Franklin Fitch, our company culture is something we’re proud of. We’re a tight-knit bunch who work collaboratively across our international offices, and that’s the way we like it.

Can you see yourself working with a team like us? If so, get in touch to find out about our hiring plans. 

Before I started in Recruitment, I used to produce TV shows for Channel 4, Discovery and the BBC.

One of my fondest memories was the time I bumped into Paul Daniels in the corridors of the BBC Studios when he was a participant on Strictly. We locked eyes and he immediately asked if I wanted to see a magic trick, even though he was just about to go on stage. 

I said yes (of course) and he produced a deck of cards from his waistcoat pocket (because naturally, Paul never left home without a deck of cards on his person). 

It was refreshing to interact with someone you grew up watching on TV to be exactly as you imagined them to be. Something you most definitely cannot say for every celeb… 

As January draws to a close and the UK remains in a third national lockdown, it's expected that spirits might be a little low. ​Now more than ever it is so important to look after our mental health, which can be challenging when we aren't able to see loved ones.

Even though a lot of people are working from home, it's still important to try to keep your working day as enjoyable as possible. Some people are working longer hours than usual, so it's essential that you're not hating every second of it. Below, we share our top tips on how to stay happy at work. 

Be Organised 

Keep your desk as tidy as possible and manage your time to avoid stress. If you have a plan for your day you will feel prepared and work effectively.  

Stay active 

Exercising at work can be difficult and it isn’t 100% necessary, but research says staying physically active can improve your mood and performance. Even just standing up at your table or walking around for a few minutes every now and then is better than nothing. 

Self-Development 

Take care of your professional development. In today’s working world experience is key, so ask for training opportunities to develop and improve your skills. 

Ask for Feedback 

In order to improve your skills, it's important to look for constructive criticism. If you ask your supervisors for feedback on your performance you might even be praised, which is always a little motivation booster. 

Talk to your colleagues 

Keeping a good relationship with your colleagues will brighten up your mood every day. It also helps you make yourself more comfortable in your workplace.

If you dread coming into work on a Monday morning, perhaps you're not getting the job satisfaction that you deserve in your current role. We have loads of amazing opportunities available, whether you're an IT Infrastructure professional or looking to start a career in recruitment - feel free to get in touch.

Interested in a career in recruitment but feeling overwhelmed with questions? Want to know more about graduate opportunities here at Franklin Fitch?

We sit down with our Academy Manager, Charlotte, to answer some of the most common questions that she gets from graduates seeking a career in recruitment.

How can I get a job in recruitment?

Stick to the basics, so find a company that fits your ideals, apply and prepare really well for the interview.

What are the typical working hours like? Have you ever been asked to work weekends?

Our standard working hours are 8.30am - 6pm and Consultants do work either side of that, depending on workload. I've never been asked to work weekends, but in recruitment, the more you put in, the more you will get out - but it's completely up to you.

How important is your work environment for your success in recruitment?

It's really important, it's just great to collaborate and bounce ideas off different Consultants with different approaches, tends to make you better in the end. Recruitment is full of lots of highs and lows, so it's good to celebrate those or commiserate those with other Consultants.

How does the Academy work?

It's a team set up to equip Consultants that have no recruitment background with the tools they need to then move on to have a successful career in senior teams in recruitment.

Do I need to know all about IT before applying?

Absolutely not. There is technical training as part of your onboarding here and most of our highest performers had no technical understanding before they came into the business and now they're experts, so don't worry.

What does the first week in the Academy look like?

The first week is fairly easy really, it's geared towards you getting to know everyone in the business and it usually ends with a social event on the Friday.

What is the training like at Franklin Fitch?

The training is a long programme that follows you from trainee all the way through to director-level. It's a multiple-strand approach, so we do variations of classroom, theory, workshops, listening sessions and live coaching depending on your learning style and your individual needs at the time.

What are the incentives like?

The incentives are really varied and really fun! We've done everything from Las Vegas, skiing trips, Dublin, watersports, London nights out - so really varied and they tend to be lots of fun.

How quickly can I progress through the business?

Each stage at Franklin Fitch has a structured career path so it's standardised targets that you can hit. So the short answer would be, as soon as you want to but realistically you're looking at your first promotion within 6-8 months.

Can you actually earn the figures that we see on the adverts?

There are some massive figures going around on some of the adverts out there. The short answer is yes, you absolutely can earn those figures in recruitment. We are confident we'd get Consultants there, but we focus on those smaller steps at first, to get you there. The building blocks to get you to that success.

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If there are any questions that haven't been answered, or you want to find out more about the graduate opportunities that we have at Franklin Fitch, drop Dane a message!

While December might feel like a strange time to be making new hires, it’s actually the ideal month to be hiring new talent into your business before the chaos of January commences. Most businesses tend to be fairly quiet during December, which makes it the perfect time to focus on hiring. Here are a few reasons why….

Franklin Fitch is named as the Best IT/Technology Recruitment Agency at the 2020 Recruiter Awards!

After being shortlisted in three categories in this year’s Recruiter Awards, it was a huge honour to walk away with the award for best IT/tech recruitment agency, especially given that we were up against some great companies within the industry.

The awards evening was held virtually, meaning our whole team were able to watch from their desks (be it at home or in our socially distanced office). We were ecstatic to be recognised for our hard work during what has been a challenging time across the whole industry. It’s safe to say that the Franklin Fitch cheers could be heard a mile off!

A few notes from Recruiter Awards regarding our win:

“To give its clients valuable up-to-date information, building on the traditional salary survey, Franklin Fitch released its Market & Skills Report. Sent to more than 19,000 infrastructure professionals in the UK and Germany, with a diverse response across all demographics, the survey looked into the topics and trends affecting its clients on a daily basis, not just around pay rates, but what talent in the IT Infrastructure space was demanding.”

Comments from the judges:

“An excellent understanding of their sector and adding value with data-driven insights (market and skills report). Consultants have to pass a test on sector – Franklin Fitch also trains its staff in skills relevant to the sector. Showed they care and would add value to the process.”

We were pleased to hear of the positive impact of our previous Market and Skills report given that we are in the process of compiling another one to be sent out to tech workers towards the end of the year.

“We are ecstatic to be announced as the winner of best IT/ Technology Recruitment Agency 2020 in the prestigious Recruiter Awards last night,” says David Annable, our Founder and Director. “It's a testament to the whole team's hard work and dedication throughout one of the toughest periods. I'm humbled by this achievement and very proud of our people and community.”

We have ambitious growth plans for our offices across Europe and the US. If you’re interested in joining the best then we’d love to hear from you!

written by Evangeline Hunt

There is no denying that recruitment has been slow recently. And by recently, I mean the past six months. Covid hit our industry hard, but after what feels like an age, we’re starting to see the light at the end of the tunnel.

Companies are starting to hire again which means now is the time for us to put our foot on the gas. But this might feel challenging after so long out of practice. Getting back into the swing of things can feel difficult, especially as we adjust to the so-called ‘new-normal’.

Maintaining productivity is key during this transition period. We all know what it’s like to experience a lull in productivity – it can be frustrating and demotivating. We’re here to give you our favourite productivity hacks to keep you motivated as you put in that grind!

Organise your day into time blocks

Start the day by looking at your to-do list and assigning yourself specific time blocks for each task. If you have to look for candidates today, assign it an hour – then move in. This will make your hour more focussed knowing you have limited time to get it done, and prevents time wasting and procrastination. It can also just make you feel more organised, which in itself can be a motivator.

We all need breaks

We're only human – and all of us need short breaks fairly often. Don’t be hard on yourself by saying you don’t have time. Taking small breaks will ensure that your working time is more productive – which saves time in the long run.  

Reward yourself

As recruiters we like to be rewarded for hitting certain metrics. But this doesn’t have to come from someone else and it doesn’t have to be for big things. It can be as simple as making a cup of tea after your next CV send out, or having a walk around the office after an hour of work. Small targets will make each task feel small itself – winning!

Don’t start the day with admin

Admin can be done any time of the day, and is actually quite a good task to do when you’ve run out of brain power near the end of the day. Instead, start your day with the most challenging tasks – the things that require the most brain power to get through. It’s only natural to get a little tired towards the end of the day, so having something easy rather than challenging to fill your time later on will seem less daunting.

Learn to prioritise

Prioritisation can sort your never-ending to-do list into something that resembles organisation. It goes without saying that the most important things go at the top… but sometimes there is the temptation to start with the easy stuff. Don’t do it!

Get out of the office

Having a change in environment is so important. On your lunch break try to get outside for some fresh air and to stretch your legs. Changing your environment is important when taking breaks – it can be hard to shut off from work at lunch time if you remain in the office. Besides, fresh air is never a bad thing.

Hot drinks

The thing that unites office workers across the world – a love of hot drinks. We’re not suggesting 27 cups of coffee each day, but caffeine can stimulate your brain and help you focus.

If all else fails, try something a bit more structured

Trying something like the Pomodoro Technique can be an easy way of ensuring your day has some structure. This technique encourages you to break your day up into 25 minute chunks of work separated by a five minute break. It’s a firm favourite of many, so it might be worth giving it a go if you’re finding nothing works for you!

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What is your favourite productivity hack? If we’ve missed a good one we’d love to hear it!

Personal brand has been a buzzword for some time now. So does that make it an actual ‘thing’?

In reality it’s just a snazzy word for your reputation. Everyone has a reputation whether online or offline – some people are known for being experts in a particular field, others are known for having a humorous approach to how they communicate and in other cases it’s a combination of several things. It really is who you are.

Having a solid and respected personal brand is beneficial at the best of times, but in this almost exclusively digital world, it could be the difference between nabbing your dream job and not. Being able to showcase your personality and allowing people to “get to know” before they meet you can be a huge advantage.

As much as we’d like it to, coronavirus isn’t going anywhere in the foreseeable future. The result is a hugely competitive job market and increasing rates of unemployment. While this might seem bleak, your personal brand could be your biggest tool for ensuring you stand out. If you are an expert in something (and everyone is an expert in their chosen career, right?) or feel passionate about a topic, trend or issue you can use your personal brand to showcase yourself.

On that note, we’re here to give you three tips on how to build a successful personal brand.

1. Social media is your best friend

This might go without saying, but LinkedIn is the perfect space to be able to show your level of expertise and knowledge. Write articles, make videos, record podcasts, host a virtual workshop, engage with content from others, have an opinion – you get the idea.

If you’re an IT infrastructure professional, make sure your content is focussed on this space alone. You don’t want to be known as someone who has an opinion on everything, but you do want to be known as someone who has an opinion on all things IT infrastructure – you want to be that guy. But don’t be robotic, be you, make sure your personality shines through.

When recruiters/hiring managers are looking over job applications, LinkedIn is likely to be one of the first places they’re going to look to verify your level of expertise. Do you claim to be an expert in cloud migration? If you’ve recently written, shared or engaged with an article about it, that’s a pretty good indication that you know what you’re talking about.  

Doing the above is a great way to virtually network. Given that we can’t network in person yet, engaging with others online and adding value to their conversations is a great way to get your name out there and maximise your connections. You don’t always need to be the conversation starter but you should try and be involved in them. You never know who might have the next job opportunity for you!

2. Show that you’re adaptable

Coronavirus has changed everyone’s working life in one way or another. For many it was as drastic as losing their job, for others it was adapting to working from home. However it was that you were affected, you want to show that you rose to the challenge and came out on top. With the uncertainty of the future, employers will be looking for someone who can deal with the changing way of the world, so showing you’re adaptable should be a key trait of your personal brand. In that sense as when, showing vulnerability is not a bad thing, people are able to relate to it and will buy into you a lot more.

So how do you do this? You’ve got a few options. Include a section on your CV/resume on how you responded to coronavirus. Write a short post on LinkedIn. Mention it when you have job interviews.

And if you struggled to adapt to the changing way of the world, then it’s all a learning curve. Think about what you could have done differently, and how you can use this moving forward. Self-reflection is essential for development and growth, while also showing you can be genuine and honest with yourself.

3. Don’t be afraid of failure

As humans, we want to avoid failure as much as possible – that’s natural. But the reality is that in order to push yourself one step ahead of the crowd, you’re going to fail a few times.

Most successes don’t come first time around – there’s a lot of trial and error involved. Take any successful brand/person/business and all of them will have stories of trying things that didn’t work.

Walt Disney experienced countless failures throughout his career, but instead of getting him down, he learnt from it. ‘It is good to have a failure while you’re young because it teaches you so much’ says Disney. ‘For one thing, it makes you aware that such a thing can happen to anybody, and once you’ve lived through the worst, you’re never quite as vulnerable afterwards.”

We worry about what people may think but those that are able to get past that hurdle of fear will connect with those who they want to start building relationships with. The others don’t really matter.

And surely, the only thing worst than failing is never trying in the first place?

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Do you think you’ve got an awesome personal brand? We’d love to see it! If you need help building your own personal brand, or have any other ideas on ways to do this, feel free to get in touch.

With redundancies happening across the board due to the current pandemic, it can be even more difficult than normal to make your application stand out in a hugely competitive market. Not to mention the frustration of not getting a response (even when you are promised one).

‘I’ve never seen it so competitive out there’, says Practice Manager Simon Nicholls. ‘With that many people applying for the same role it’s impossible as a recruiter to review all of the candidates, and similarly impossible to get attention as a candidate’.

Despite this, there are things that you can do to make it as easy as possible to make your application stand out. Simon shares his advice below.

1) Make sure the role is a perfect fit for you

It’s common for people to apply to anything and everything when job hunting. This not only wastes your time, but also the recruiter/hiring manager who has to go through the applications. If your profile doesn’t match the job description, you won’t get the job – simple as! With this in mind, you do want to challenge yourself to a role that you know you can do, but requires some brain power and is engaging. Some people suggest your profile needs to match 80% of the job description – this isn’t an exact science and varies every time but might be worth keeping in mind.

2) Apply to the role on the job board/LinkedIn etc

This might sound like it’s a given, but you’d be surprised how many people call/email to say they’re interested in a job but haven’t actually applied yet. Job applications can be tough, so try not to procrastinate and get it done. You’ll be in a much better position after you’ve applied to the role.

3) Track down the recruiter on LinkedIn and send an InMail & Email. This InMail/Email should include a very short overview of your suitability e.g.

"Hi Simon. I've just applied for the ROLE in LOCATION. I feel I am a good fit for the following reasons:
- The rate/salary is in line with my expectations
- I am based near to the location (description)
- I have experience in X, Y and Z and companies A,B and C
- I am immediately available for interviews and starting
Please let me know if we could discuss this role further."

4) Follow up with a call (but at the same time don’t spam call)

It’s all about getting your name heard! (and having the application to back it up…)

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This may not be a sure-fire guide to get your application viewed by decision-makers, but it can sure help. If you have any more suggestions or questions regarding this topic feel free to get in touch!

With unemployment figures rising across the globe, companies run the risk of taking their eye off the ball when it comes to paying attention to the experience that people who are looking at, or indeed applying to opportunities and engaging with businesses.

Even if you’re not actively recruiting at the moment you need to focus on candidates whether they are active or passive. A proactive approach to candidate experience in the current climate will pay dividends down the line.

We take a look at three areas all businesses should continue to invest in and pay particular thought to regarding candidate experience.

Walk in their shoes

It is a tough time for many people at the moment but if we are working in businesses then we need to understand that many people are either not working or seriously want to consider their career options.

Before you dismiss speculative applications, reject messages on LinkedIn (both direct and from recruiters) or ignore social media messages, take a moment. Many people are not purposely trying to waste your time, they don’t know the ins and outs of your business so appreciate their point of view.

Emphatic approaches and processes will position companies as an employer of choice even more so in the ‘new world’.

Communicate

Some things never change. If you have “live” roles and people apply, then you simply have to listen and communicate on a regular basis. People want to understand the process from applying to roles all of the way through to interview and offer stage.

Many of these processes have changed, maybe indefinitely, so this is even more important now.

Recruitment is often a process of rejection. People know this but they want to be told. This doesn’t necessarily mean a dissertation on every application, that’s unrealistic, but ignoring is rude.

Have you been transparent? Does your website explain the recruitment process with clear timescales to manage expectations? Do you have email templates to facilitate communication? Could you pre-record videos from hiring managers that updates on applications?

Oh, if you don’t have live roles and there are still some floating about online then you should take them down. There is nothing worse than presenting an opportunity that simply does not exist.

Technology

We have spoken previously about interviews moving online but this is only one aspect of the candidate experience where technology plays an important part. We’ve forever heard of clunky ATS (Applicant Tracking Systems) that frustrate applicants.

There is no better time to review the experience of your candidates across all technology touchpoints. Are you using a chatbot on your Facebook page? Have you looked at using AI in the screening stage of recruitment? Is the way you do video interviewing secure enough?

Technology’s role in candidate experience cannot be understated. Choice and accessibility are absolutely essential, so you need to ensure that everything you use (and offer) is fit for purpose.

Here at Franklin Fitch, we speak with businesses and advise them on candidate experience. We have the benefit as recruiters to experience the processes across a wide range of companies and industries. The common theme is that the ones who invest time and effort in CX secure and retain the best talent on the market.

In the current climate, it would be remiss to think that it will be “easy” to pick up talent and bad candidate experience can be damaging in both the short and medium-term.

If you’d like to speak to us about our thoughts on best practice of candidate experience, please get in touch.

As well as insisting on social distancing measures needed to get your staff back in the office, even on a more flexible basis, there are a number of things that you can be doing to make the return as seamless as you can. 

There is no doubt going to be a novelty factor in terms of getting back to work and seeing colleagues in the flesh again. But creating a framework for returning to the workplace is key. We know that many businesses have been working extremely hard in putting processes in place, but these need to be flexible and adaptable in line with individual needs and the wider uncertainty that the ongoing pandemic presents.

Mental health

The toll on peoples’ mental health during lockdown periods across the world is largely unknown at the moment. Employers need to ensure that they have resources (and people) who are on-hand to help with questions and concerns as people start getting back on public transport and getting back to work.

Some relevant resources that may be of interest can be found here.

Communication

In many cases communication levels have increased over the past months. The use of technology in the form of Microsoft Teams, Zoom, Google Hangouts and the like has been positive.

It’s essential that this communication is maintained as people return to the workplace. We simply can’t go back to ‘normal’ as employees now expect higher levels of transparency and communication than they did prior to lockdown. Make sure that you outline the how, what, where and when and stick to it.

With a likely more flexible workforce in terms of time and place companies are going to need to make sure that inclusivity of access to leadership and equality in communication is high on the agenda.

• Be empathetic - what is it that people need to know?

• Do you need different messaging for your employees – both those coming back to the physical workspace and those who may be remaining at home?

• Do you need to communicate what you’re doing with customers? What about your suppliers and investors?

The office and technology

Most companies would have carried out the necessary risk assessments in relation to getting back to the office, but the reality is that the workplace is not going to resemble what it did pre-Covid.

If you’re a business that traditionally collaborates together and utilises meeting rooms then you need to plan ahead. Do you forgo the room and stick to ‘virtual’ meetings even if you’re in the same office? Do you need to remove chairs from boardrooms? How can technology play a role in this?

We’ve just picked out three areas here that you need to be thinking about as a business and at Franklin Fitch we have started to see people come back into the office if they feel it’s safe to do so. If you want to find out how we’re doing it then please just drop us a message.

Equally, if you’re doing something that you think is unique in terms of returning then we’d love to hear about it.

As the UK eagerly awaits to hear how Boris Johnson's plans to pull the UK out of lockdown, most of us are continuing to work from home.

For lots of businesses, employees will continue with remote working for as long as possible. Unsurprisingly, motivation could be flagging after so many weeks in the home office and the challenging business markets.

Now, more than ever, it’s important to keep your team engaged while working remotely – not just to keep spirits high, but also maintain an effective workforce.

How best to do that? Here are three simple steps to follow….

Set realistic goals

Lots of businesses operate by setting goals for their employees to meet. The current crisis has impacted most businesses in some way or another, meaning that the goals you set your team may have to be adjusted to suit the current business climate.

Although we can say that it’s ‘business as usual’, it’s likely that most employees are going to be slightly more distracted than usual – not because remote working is distracting, but because we are in a global pandemic and everyone is concerned about the future.

Adjusting your team’s goals will encourage your team to push towards an achievable target, rather than giving up on something unrealistic in these times.

As always, the best way to set goals is the SMART criteria – specific, measurable, attainable, realistic, time bound.

Keep company culture strong

While it might be hard to keep the company culture alive when everyone is working remotely, it can and should be a priority. Keep the usual traditions up, just make them remote.

Friday office drinks can be done over Zoom, run club can happen separately and achievements shared on Strava.

Create fun additional games and challenges to bring teams together – office quizzes, crazy hat day, or new incentives. Doing some teams challenges will remind everyone that they’re not working solo, but are a vital member of the team.

Keeping the social side of work strong is important as without it, the “work” side of the job is the only side. Adding a little fun to the mix will encourage your team to keep logging on, day after day.

Internal communication channels are essential

Having a central internal communication channel where teams can chat is essential. The office comradery can be hard to replicate online, but encouraging you team to engage with these channels will help keep some of that alive.

Wish colleagues happy birthday, celebrate achievements (personal and professional) and make jokes as if you normally would in the office.

Praise your team when they hit targets and make it visible to everyone. Recognising the wins in your team will encourage productivity and efficiency from those being praised, while empowering the rest of the team to do the same.

These are just a few of the things that we've been doing at Franklin Fitch to keep everyone happy and motivated - the possibilities are endless. What are you doing to keep your remote workers engaged?

There is no doubt that the current crisis has impacted us all personally and professionally in some way. Since March, many people around the world have had to adapt their entire lives.

Businesses and leaders have had to shift the way that they motivate their staff; companies that are still hiring have had to ensure they can effectively onboard remotely and more attention than ever is focused on mental health and wellbeing.

But what does a post-Corona world of work look like?

For thousands upon thousands of people, working remotely is nothing new and for many businesses, they operate perfectly well without numerous physical “offices”. So, is it the case that this crisis is just going to speed up the ‘future of work’?

There are three key areas where we could see change happening:

1. Reduced need for office space.

Not everyone likes remote working, we suspect many can’t wait to get back into an office, but the choice will be there. Businesses will look at their costs, their people and their productivity and we will see increased levels of remote working.

This will shine a light on many of those we work with, as companies look to ensure that the infrastructure and security of networks is of the highest standard with workforces spread around locations.

We are likely to see policies and procedures to make remote work more widely available and businesses will realise that they are able to tap into a greater pool of highly skilled workers than they were previously.

2. A new Culture of Collaboration.

In a time of isolation, we have seen increased levels of collaboration. Companies, and indeed, countries have come together to work on solutions for the greater good of everyone – not just their shareholders. Automotive companies have been manufacturing ventilators and breweries have been creating hand sanitiser, just to name a few.

This heightened awareness of threat, in whatever form, should mean that companies and individuals create a Culture of Collaboration that transcends competition and borders – looking at the much bigger picture rather than the short-term shareholder gain.

3. People are going to expect more when searching for roles.

When companies start to hire post-Corona there will be a shift in what potential employees demand from the business they work for. This had already started to happen but will be emphasised much more in the future.

People are going to ask how businesses reacted and coped with the pandemic and what is in place moving forward to support them should it happen again. This builds on the increasing demands around flexibility, remote working set up and commitment to work-life balance, but it will be key.

Companies will be focusing a lot more on their employer brand, not just from an attraction point of view but from a retention and culture perspective. People have long memories, so some companies are going to have to make a significant shift in what they offer to remain competitive.

Or maybe nothing will change?

Some of the biggest companies in the world including Facebook, Google, Amazon and Nike quickly mobilised to set up virtual operations in light of the outbreak, and, to be fair we did here at Franklin Fitch as well (albeit on a smaller scale!). But will they/we stick with these new ways of working?

In reality, probably not 100%.

People, companies and nations will look at the positives and negatives and create a “new normal” that works for their employees and their customers and that will look different for everyone.

The businesses that have a strong culture that is constantly looking to innovate and adapt will realise the good to come out of these challenging times and will as such benefit. Those who believe there is nothing we can learn and revert to type, probably won’t.

What do you think that life after Corona will look like?

“Working from home” is probably the phrase that most populates my LinkedIn feed at the moment. With a pandemic upon us and self-isolation very much in place, everyone has very quickly been adapting to a new way of life.

I know that reading about the stories of others going through similar experiences to my own brings me a sense of comfort and unity. I figured that if anything is important in times like these, those two things are probably towards the top of the list.

Working from home as a concept was always attractive to me; as I work in a sales focused job with a big focus on teamwork and office culture it was something that was not really on the radar for me, and perhaps that was part of the appeal. Given that, it might be surprising to hear that while packing up my desk on that last day in the office, what I felt most of all was a sense of dread. Something that in concept had always seemed positive and shiny, was now an idea that held no appeal for me. 

My experience however, has been very different to my imaginings, and with the third week of home-working now in progress I am still not convinced on where I stand.

The Positives:

1. I have gained over two hours of my day back. I am better rested, have more time for recreation (within the boundaries of social distancing of course!), and overall have seen a definite improvement to my mental and physical health. There are suddenly hours in my day that I never knew existed.
2. My job, which I imagined would be hugely challenging when not immersed in the buzz of the office, is actually fairly easy to do from home. In fact, there are fewer distractions (which I am extremely susceptible to) and as a result I tend to get more done, in a shorter period of time.

The Negatives:

1. Working from home can get lonely. When having a bad day, or getting off a tough call, it’s nice to be able to turn to your left or right, talk it through with a colleague and laugh it off.  Even just talking to someone while making coffee or catching up over lunch gives you an element of social interaction you can’t get at home (and while virtual calls are there, it just isn’t quite the same).
2. My working hours have taken on a life of their own. I no longer have working hours. Countless times I have found myself sending out LinkedIn messages at 11pm or replying to my emails on a Saturday afternoon. Since working from home, recruitment is at my fingertips from the moment I wake up until the moment I go to sleep, and while I am fortunate enough to enjoy what I do, sometimes I end up feeling like I am running on a bit of a hamster wheel.

Overall, I would say my experience working from home has been a bit of a double-edged sword.

The positives have definitely proved to me that working from home can indeed be an extremely attractive prospect but when taking into account that it hasn’t been all work-life balance and metaphorical sunshine, it leads me to believe that my mother may have been right when she warned me about too much of a good thing…

The onboarding process is very important

"We place a lot of importance on the onboarding process,” says Franklin Fitch Founder David Annable. “When employees are physically distanced from their team members and managers it can be easy to feel isolated and disengaged. This is especially true for new employees who haven’t had chance to experience the company’s culture. Ensuring the onboarding process and training has the same impact when done remotely is not easy.”  

Video calls and screen sharing are a lifesaver

Isra Suet joined Franklin Fitch as a recruiter in mid-February. Just four weeks into her new position, she has found herself working from home, conducting all her business and training remotely after the UK government ordered employees to work from home where possible. Video calls and screen sharing have been her lifesaver. 

“The group chats at the beginning and end of every day are a great support,” she says, adding that she particularly likes the fact it isn’t all work and that people discuss their feelings, along with general chats about the current situation. “I’m new to the company so am missing out on all the opportunities to socialise, so this aspect is very important.”  

Fewer distractions

Despite knowing she is missing out on some of the support and camaraderie of the office environment, Isra is finding the positives in home working. “There are very few distractions and minimal noise, which makes it much easier to focus on calls,” she says. 

Vincent Mertens, who managed just two weeks in the Franklin Fitch office before having to work from home, agrees. “Being onboarded remotely is not ideal, but it has been quite positive given the circumstances.” He too believes making calls has been easier without so many people around him, though admits that it will be harder to rectify mistakes as there is no one to hear them.

Maintain as much contact as possible

Charlotte Drury, who heads up Franklin Fitch’s Academy and is responsible for a lot of the training and onboarding, says the key is to keep up as much contact as possible with the new starters and recent joiners. For her, technology such as CloudCall, which makes it easy to listen into calls and provide remote coaching, and Microsoft Teams, which facilitates instant messaging and group video calls, are essential.    

“It is definitely more difficult than doing it face-to-face,” says Charlotte. “But we’ve been doing a lot of screen sharing and peer learning. The raft of technology available gives many more possibilities.”   

Better onboading increases retention

The key, according to Charlotte is to use the expertise of different people within the business, such as letting a colleague who is particularly familiar with Linkedin host a webinar on how best to use it for recruitment. “In the office, the onboarding process would involve introductions to, and learning from, many different people, so we need to try and replicate this as much as possible remotely,” she says.  

According to figures from onboarding specialists, Click Boarding, new employees who go through a structured onboarding programme are more likely to still be with the organisation after three years. In addition, organisations with a standard onboarding process experience 50% greater productivity from new hires. 

First impressions count

So with the old saying ‘you never get a second chance to make a first impression’ still holding true, it is essential you make sure you decide what sort of impression you want new hires to have of your organisation and how best to portray it, whether in person or remotely. With all of today’s technology, there is no reason it should be very different. 

Key tips for remote onboarding: 

1. Make sure internally you know what message you want to share with your new employees and have a plan of how to disseminate it, particularly who is responsible for each part 

2. Ensure new employees have all the required equipment to do their job and know how to communicate with key contacts and who to go to if they have a problem 

3. Organise video introductions to team leaders and members, HR personnel and admin contacts 

4. Arrange all necessary training, including IT, HR, team and role-specific 

5. Set times for future meetings to ensure the new employee doesn’t feel isolated and make sure the goals and targets are clear  

by Claire Shoesmith

Using humour in the workplace makes employees happier, less stressed, more productive and efficient, says Vandad Pourbahrami, a humour and business consultant. In addition, Vandad, from New York-based firm Humor that Works, believes that a dose of humour can refresh, recharge and ignite creativity in your team, helping to remove the feeling of being on an endless cycle like a hamster wheel.

Laughter is the best medicine

“Humour is not just a nice-to-have, it’s a necessity in today’s overworked, overstimulated world,” says Vandad. “Using humour in your leadership and communication style has been proven to reduce stress and prevent burnout long-term.” He also says that leaders who use humour get paid bigger bonuses and find that their new ideas are more easily accepted.[1]

It has long been said that laughter is the best medicine, and given everything going on in the world today, there is no doubt that everyone could use a bit of additional frivolity. As well as lightening the mood, laughter is believed to strengthen your immune system, diminish pain and protect you from the damaging effects of stress. It has also been said that it lightens your burdens, inspires hope and connects people, keeping you grounded, focused and alert.

Humour has a raft of health benefits

“Engaging in humour is effectively a way of sharing your point of view,” says Andrew Tarvin, founder of Humor that Works. “Everyone has their own perspective and sharing it is a way to connect.” Furthermore, humour is often related to things that have happened in the past, and reflection on the past leads to more positive actions in the future.

For those who believe laughing at work is a distraction, Andrew is quick to point out that the average person spends 90,000 hours of their life working and so enjoying some of that time – especially when there are proven health and productivity benefits, is essential. “Humour doesn’t replace the work, it is like the salt of the meal,” says Andrew. “It makes people more engaged and productive.”

Humour helps us see the positive

Laughter also unites people during difficult times. “Incorporating humour and laughter into our daily lives forces us to see the positive in challenging times,” says Vandad. “People who have a ‘how can I make this funny?’ perspective are generally happier, and their joy attracts and unites others.”

So, whether you’re an aspiring stand-up comedian, or simply someone who is good at retelling stories or acting out events, let’s remember that laughter not only lifts our moods, but also increases productivity. It’s a win-win for all

.[1] https://www.humorthatworks.com/benefits/30-benefits-of-humor-at-work/

It’s all about upskilling 

“We are investing in our people from day one,” says Charlotte Drury, who heads up the academy in London. “Recruitment, particularly in London, can be very hire and fire, but for us it is about giving our people the best framework within which to learn and succeed.” 

“Ultimately we see them upskill much quicker and it enables us to expand at a much faster pace.” 

Role plays, one-to-one tutoring sessions, classroom teaching, peer coaching and group breakfast meetings are all in a week’s work for Charlotte, who is constantly on hand to support her team of graduates. Whether she’s listening in to a candidate call to help one academy member ‘seal the deal’, or providing guidance to another on how to handle a specific recurring situation, Charlotte’s presence is a great reassurance for the academy members. 

The level of support is great 

“It’s great to have someone who is solely dedicated to your progress,” says Marima Kauser, who seven months after joining the academy as a graduate has passed her probation and is preparing to move onto one of Franklin Fitch’s specialist recruitment desks. “There’s not many places where you get this level of support.”  

For Charlotte, the academy is all about opportunity. After working in 360 recruitment for two years, she was looking for the next challenge and liked the idea that people entering the academy wanted to progress. While the London academy is still in its infancy – the first graduates joined in late summer 2019 and are just coming to the end of their six-month probation period, Franklin Fitch has been doing it very successfully in Frankfurt for three years. “There is a very clear progression between the academy and becoming a fully-fledged consultant,” says Charlotte. “There are plenty of good role models to follow and people to help with ideas and issues along the way.” 

No cap on the opportunity to earn 

Unlike some trainee schemes where graduates are separated from the rest of the business, the Franklin Fitch Academy members have the opportunity to work alongside, and learn from, other more experienced members of the business. “Even though the academy members are learning, they still have the opportunity to do the whole job,” says Charlotte. “Their opportunity to earn isn’t capped and if they find the right candidate for a high-level position, then the commission is theirs.” 

For Sian Llewellyn, internal recruitment lead at Franklin Fitch, the key to the academy’s success is the combination of opportunity, structure and support. “Our graduates need to be motivated, eager to learn and willing to work hard,” she says. “If you combine those attributes with our proven academy model, the potential rewards for the individual participants are significant.” 

Anyone interested in joining Franklin Fitch’s Academy or simply wishing to find out more about it should contact Dane Keenan.

Video calls and online chats are important social tools for many of us, so why not use them for business too? At a time when meeting face-to-face is being discouraged in a bid to contain the outbreak of Covid-19, many firms are doing just that and using virtual methods, such as video conference calls, to encourage business continuity.

In the recruitment business, interviews are key. They are the chance for candidates to meet their potential employer, get a feeling for the people and the business, and also to showcase who they are and what they can do. For employers, they are the chance to meet the potential employee, get a feeling of whether they would fit in with the office culture and obviously, to quiz them about their skills and experience. Doing this over the phone or by video link rather than face-to-face is a very different proposition.

Remote interviews can save time and stress

“Remote interviewing is nothing new,” says Steven Ewer, head of Franklin Fitch’s UK and US operations, adding that many of his clients have been using it for the initial interview stage for a long time. “Collaboration tools are so strong that actually there is no reason why the quality of your interview process needs to change.”

In reality, remote interviews can save time and stress both for the candidate and the company. Individuals need to set aside less time as they don’t have to travel and can fit a video call into a lunch break or even before work. Similarly, companies can schedule more interviews if they don’t need to spend time showing each person into the office.

That however, is a concern for some people. Steven says he has clients who are concerned that candidates want to see what the office environment is actually like and there is also the issue of how you check technology knowledge that would normally be tested in the confines of a controlled environment. In actual fact, he believes the company culture is the people and you can get a good feeling for that from a video call.

Treat it the same as any interview

“You need to treat a video interview in the same way you would a face-to-face interview,” says Steven, adding that many people forget they can be seen and can become easily distracted. He believes a video interview is preferable to a phone-only interview as it not only helps concentration and focus but you also get a better sense of the individual’s character. He does point out however, that it can be harder to gauge reaction and that body language is hyper-exaggerated on screen – not a big issue, but something to be aware of.

“And if you really want your candidates to see the office, the technology is there,” he says. “You can do virtual walkthroughs if you want and thanks to Google it is now even possible to see into buildings.”

“You don’t miss much by interviewing remotely,” he says. “It’s more of a mental issue.”

Companies need to adapt their hiring processes

Given the current situation – many European countries and much of the US is on lockdown and the majority of office-based staff are working from home, face-to-face interviews are a no go for the time being. Companies that want to hire – and there are still plenty of them – will have to change their recruitment processes and adapt.

There are signs this is already happening. Global downloads of business apps that facilitate remote interviews and working such as WeChat Work, Zoom, Microsoft Teams and Slack have risen nearly five-fold since the start of the year, according to data from app analytics firm Sensor Tower. In the first week of March there were 6.7 million new users across the App Store and Google Play, compared with 1.4 million in the first week of January.

So, gone are the days of being judged on your pre-interview handshake. Now, if you get it wrong, it’ll be the quality of the video backdrop that you’re remembered for. So don’t forget to move away from the drying washing!

We're still hiring

For anyone looking for a position in IT infrastructure or companies with roles to fill, we are still here and busy making the most of the technology on offer to continue hiring both for ourselves and clients as normal. Give us a call on 0203 696 7950 or email info@franklinfitch.com.

Remote interview advice for candidates:

1. Treat it like a face-to-face interview – it is no different
2. Don’t forget that you can be seen – your body language still needs to be positive
3. Practice beforehand. If necessary call a member of your family or a friend to check all your technology is working properly and you can be heard clearly. Provided you feel comfortable, use a headset as it usually makes for a clearer conversation
4. Make sure you have a neutral background, no drying washing etc.
5. Dress as you would for a face-to-face interview

Remote interview advice for interviewers:

1. Prepare in exactly the same way you would for any interview
2. Communicate openly and clearly – allow more time for candidates to move between questions
3. Make you start on time
4. Ensure there are no distractions
5. Emphasise the employer brand and take time to describe the company culture

by Claire Shoesmith

The delay in the implementation of the IR35 reforms will give companies the opportunity to hold on to critical members of their workforce and quickly employ new staff to fill gaps at what is a very uncertain time.

Contract staff can be mobilised quickly and relatively easily, something which is an attractive proposition for businesses in the current environment. The postponement of the IR35 reforms, which were originally due to come in on April 6, were announced by the UK government this week as part of a £330bn package of measures aimed at helping businesses survive the economic uncertainty. The delay – until April 6 2021, will allow firms that aren’t willing to take on permanent staff to continue to issue temporary contracts to fulfil specific needs without the worry of being liable for incorrect determinations.

Perfect timing

Simon Nicholls, Practice Manager for the contract recruitment market at Franklin Fitch, welcomed the postponement, saying: “Delaying the reforms is perfect timing as it will help bridge the gap in the market in the coming months.” He said that demand was so high in some areas of the market that companies are offering contracts with immediate starts after just one video interview.

“In times like this, flexibility in the hiring process is key,” said Simon.

It is important to note that this is just a postponement however and that the changes are still due to come into force next year. At Franklin Fitch we have been preparing for this year’s planned deadline and have done a lot of work to ensure most of the contract roles we work on have been assessed ahead of time using Qdos. (Just to recap, one of the main changes to the IR35 legislation, which is aimed at removing the tax advantages of providing services via a limited company for individuals who are not truly working for themselves, is that the responsibility for determining the IR35 status of the contractor will fall to the company rather than the individual themselves.) Until the new deadline however, it remains the responsibility of the contractors – as it has done for the past 20 years - to make sure their contracts are outside of IR35.

No time for complacency

Still, this is no time for complacency on either side. Businesses need to start preparing now. Anyone seeking advice on how to approach the reforms successfully, should contact our contract team on contracts@franklinfitch.com.

We’ve already successfully helped a lot of our clients and can do the same for you ahead of the 2021 implementation deadline. The time to act is now. Not later.

by Claire Shoesmith

It’s official, the coronavirus is here. Yesterday the UK Prime Minister advised people to avoid non-essential travel and where possible to work from home to help slow the spread the of the Covid-19 virus that has already killed thousands of people around the world. Many European countries and parts of the US are already on lock-down. At Franklin Fitch we are heeding the advice and from today, most of us are working from home.

Thanks to technology such as Skype, Microsoft’s Teams and Zoom Video Communications, to name but a few, remote working is relatively simple. Provided you have access to a computer and an internet connection, most people can continue doing their job in the same way they would in an office. Meetings, document sharing and even interviews (we will return to this in a separate blog) can all be done remotely online – it just requires a bit more planning and perhaps a little more discipline from the individual workers to ensure they remain engaged and motivated.  

It's about collaboration and communication

Some companies had already made the decision for their employees to work remotely before yesterday’s announcement, but it was one that was not taken lightly at Franklin Fitch. Ultimately we are a business built on collaboration and communication, and while this can be successful at a distance, it is something that David Annable, the firm’s founder, believes is even better done face-to-face.

“We are all about collaborative working,” says David. “And what’s the easiest way to achieve that? – to sit at a desk with other people.” For him, there are huge benefits to sitting in an open-plan office surrounded by colleagues doing a similar job. As well as the collaborative aspect, he believes the learning and emotional support provided by nearby colleagues is very important.

“Being present in the office means you are more aware of what is going on with your colleagues and are able to see the visual clues to help you provide the right emotional support at the right time,” he says.

People can work just as well remotely

Still, the government advice is very clear and we fully support the move to reduce close contact in the office, especially when our employees can do their job just as well remotely. We will continue to offer the same level of training and support to our staff and engagement with our candidates and clients via email, phone and video conferencing.

For many, flexible working is nothing new – in fact, according to a study by business payment advisers Merchant Savvy, 61% of global companies already allow their staff to work remotely for at least some of their working week. But for those who usually travel into an office each day and not only enjoy the company of, but also learn from, the colleagues sitting around them, the isolation of home working can be difficult. We at Franklin Fitch are very aware of this and will be keeping in close contact with all our employees, candidates and clients to ensure that not only business continues as usual, but also that their health, both mental and physical, remains strong .

We are open for business

Contact us on 0203 696 7950 or email info@franklinfitch.com

by Claire Shoesmith

Year two can often be an anti-climax, but not for Franklin Fitch’s Welsh operation. Not only are they today remembering their national saint, David, but they’re celebrating a spectacular 212% jump in turnover, 90% increase in headcount and more than 60 placements. 

What do pancakes and job interviewees have in common? The more top-quality ingredients they contain, the better they are.

While this may be a rather tenuous link, for most people chocolate AND banana is better than just chocolate OR banana on their pancake. Similarly, for many roles, being experienced in network infrastructure AND security makes you a more valuable candidate than someone who is only experienced in network infrastructure, but lacks any security experience.

“In the past, if you worked in network infrastructure you worked in network infrastructure,” says Dave Annable, Franklin Fitch’s founder. “Today, for many roles you need to know about network infrastructure and automation and development and understand how security plugs in. The technology is merging.

“Technologists have to be more agile. They have to think about the bigger picture and the impact any changes to the IT infrastructure will have on the whole business.”  

Traditionally pancakes were eaten on Shrove Tuesday, the day in February or March immediately preceding Ash Wednesday, to use up rich, indulgent foods before the fasting season of Lent began. While it has become enshrined in Christian tradition, some believe that it did in fact originate from a pagan holiday, where eating warm, round pancakes – symbolising the sun – was a way of celebrating the arrival of spring.

Pancake races

Today, for many it’s an excuse to overindulge on something that is normally considered a treat. Organisations often hold pancake races, where people run whilst flipping their pancakes in a in a bid to raise money for charity. (Legend has it that the tradition of pancake races stems from the 15th century when a particularly disorganised woman rushed to confess her sins while mid-way through making pancakes.)   

At Franklin Fitch we’re as particular about our pancake toppings as we are about our need for particular skillsets. For one team it’s network security and wireless operations, alongside chocolate and strawberries (the German contingent). For others, it’s automation and artificial intelligence, alongside lemon and sugar (traditional English), or data and infrastructure management, alongside maple syrup and bacon (the US and Canada).

Raising money for charity

This year we will be celebrating Shrove Tuesday by eating pancakes and raising money for The Ocean Cleanup, a charity that is designing and developing advanced technologies to rid the world’s oceans of plastic.

We at Franklin Fitch are passionate about doing our bit to help, especially when we can fill our bellies at the same time!

To find out more about our chosen UK charity click on The Ocean Cleanup or if you’re in Germany, it’s Ocean Care.

by Claire Shoesmith

With yet another school holiday upon us, the struggle to juggle working and childcare rears its head again and with it, the issue of flexible working.

With school children getting an average of 13 weeks holiday a year – that is 65 working days, compared with 28 days (including bank holidays) for most private-sector employees, it is not surprising this is an issue. For many working parents, this can lead them to question their priorities and in the worst cases, to quit their jobs. Offering flexible working can help alleviate some of these issues, and in fact, has been shown to increase productivity and make workers happier and healthier. It’s a win-win for all.

Millennials value flexibility

The way people work has changed a lot over the past decade and the desire for flexibility is no longer just the preserve of working parents. Improvements to technology have made it easier for individuals to work from remote locations and an increased tendency to spread teams around the globe means that 9-5 working is not always necessary. Moreover, Millennials, who account for the largest proportion of workers, have been reported to value flexibility over remuneration, meaning that if businesses want to target the biggest talent pool, they need to be open to flexible working.

As a result, businesses are increasingly providing their employees with the option to decide where, when and how they would like to work and the benefits are being seen on both sides. According to IWG’s 2019 Global Workplace Survey, flexible working could save 115 hours of commuting time a year – equal to 14 million working days. Given the large percentage of workers who cite commuting as the worst part of their day, working closer to home is becoming an increasingly popular option.

Significant tangible benefits

A study by the London School of Economics (LSE) found that in addition to increasing productivity, flexible working also helps to reduce absenteeism and enhances employee engagement and loyalty. It also significantly widens the pool of applicants for vacant roles, as well as helping to retain the existing skilled staff.

As with anything, there are also possible disadvantages. For some, the line between home and work life can become blurred, leading to an inability to switch off. For others, being given the opportunity to work flexibly can fuel a feeling that they owe the company more. There is also the possibility of fewer benefits and lack of career progression prompted by the reduced hours and minimal face-time in the office. Furthermore, missing out on the camaraderie and social aspect of the office environment can have a significant impact on some employees and leave them feeling both uninspired and isolated.

What’s more, one school of thought believes that flexible or part-time working is responsible for a significant element of the gender pay gap. Women who work part-time tend not to progress so far or as fast in their careers and earn significantly less over their working life than men in full-time roles.

Careful management and communication is key

For the employer, giving employees the option to work flexibly is effectively a gamble. After all, what works for one individual doesn’t necessarily work for another. Allowing one employee to work flexibly can lead to resentment amongst others who feel they too should be given this opportunity. In reality however, the success of flexible working depends on the role concerned and the mentality of the individual themselves. If not carefully managed, flexible working can lead to inefficiencies and a drop in quality of work, but with the right management and communication the benefits mentioned above can work for all sides.

As already mentioned, flexible working is no longer just about parents working. It concerns anyone who wishes to work part time, job share or work alternative hours in order to fit around other commitments or simply to improve their work-life balance. (UK employment law stipulates that anyone who has been with their employer for more than 26 weeks has the right to request flexible working. The employer however doesn’t have to grant it.)

Significant progress

While significant progress has been made - more than half of UK workers work flexibly in some way, according to a study by the Chartered Institute of Personnel and Development (CIPD), there is still a lot of unmet demand. The same study also found that 68% of employees would like to work flexibly in a way that is not currently available.

The key to achieving this is about more than individuals requesting flexible working. Instead, there needs to be a change in the habits and mindset of many organisations. There is plenty of evidence to showcase the benefits, it’s now time for society to acknowledge them and challenge the preconceptions about working practices.

by Claire Shoesmith

Three quarters of contractors are planning to leave their positions due to the proposed changes to the IR35 legislation, according to a survey by offpayroll.org. The lobby group cited mistrust of HMRC, having enough cash reserves to see them through whilst not working and confidence that they are in fact legally self-employed and will have no issues getting work in the future.

In a week when yet more protests have taken place against the proposed IR35 reforms – more than 500 protestors gathered outside parliament on Wednesday – we look at what the changes really mean, and whether contractors do actually need to quit their jobs.

What does the reform mean?  

From April 6th, the responsibility for declaring the tax status of a hired employee – one deemed inside IR35 - switches to the organisation rather than the individual. Currently, this lies with the contractor. The aim of the reform is to remove the tax advantages of providing services via a limited company for individuals who are not truly working for themselves. In other words, those employees whose working practices are more akin to those of traditional employees. This is why you will have seen some of the larger banks such as HSBC enforcing policies to prevent the use of limited company contractors.

The market response

Different businesses have approached the reform in different ways. Some businesses, as previously mentioned, are simply stopping using limited company contractors. Others have decided the best route forward is to deem all contracts within IR35 to remove the risk entirely. This is contrary to the case-by-case nature of the policy (and short-sighted in my opinion). 

On the other hand, some companies have educated themselves on the reform and will make a number of small changes to the way they operate and produce their contracts to ensure contractors remain outside of IR35. This, we believe is the way forward. Our aim is to ensure that all contracts are IR35 compliant and we use Qdos Contractor, a specialised tax consultancy business with over 30 years’ experience, to do this. To give some context, their assessment tool was used in the private sector for TFL and The Home Office. They were then audited by HMRC (the worst-case scenario!) and not a single assessment was challenged by HMRC. This is a tool that works!

The impact moving forward - the rise of the Service Provider and the umbrella

A number of banks and financial services companies rely heavily on the services of limited company contractors for project and BAU work. Due to the ad-hoc nature of this work, they cannot simply replace the contractors with a permanent employee. This means that they’ll need to use a service provider to bridge the gap. As a result of this, we will likely see a higher number of individuals contracted by service providers who are willing to shoulder the risk, rather than end-clients. My issue with this is that if the end-client is willing to pay for both the day rate as well as the service providers’ fees, could they not pay this sum to the contractor in order to mitigate the effect of IR35 on their rate? On the flip side of this however, some of the larger banks are now outsourcing their IT abroad meaning the money is leaving the UK economy completely, leaving neither HMRC or the contractors effected better off.

The other option is to go through an umbrella company. This means when the reform comes into force there will be no need to review your contract and you can continue to operate as you did before the reform, as the umbrella company has you covered. Many companies are also significantly increasing rates to cover the higher tax deductions. The downside, however, is that, more often than not, you can end up taking home substantially less than you would have done through a limited company before the reforms were introduced. Especially now that a number of contractors are being forced to pay the apprenticeship levy and the company’s national insurance as well as umbrella fees.

A move to the dark side?  

Some of the contractors I’ve spoken to recently are deliberating a move over to permanent employment. A number of people no longer see the value in contracting if they are put into a higher tax bracket. Many people seem to forget that the reason contractors do earn more than permanent employees is due to their convenience and the risk that they’re willing to shoulder. Contractors receive none of the benefits of permanent employment such as holidays or bonuses and often work outside of normal hours, not to mention their lack of job security. If their take-home pay doesn’t accurately reflect this risk, then it’s no longer worthwhile for them. As a result of this, we could see an increase in contractors seeking permanent roles. 

There are also contractors I’ve spoken to with fewer roots in the UK who are now taking their skill set elsewhere in Europe.

It’s not all bad… 

There could be some positive outcomes for contractors. Firstly, if contractors become less readily available, it could result in companies being willing to pay above market rate for their services. Secondly, in order to make contracts IR35 compliant, companies can make some small changes to ensure it is clear they are employing the person’s services rather than the individual themselves. One of these changes is to offer remote working. This means we could see an increase in the number of contracts offering remote working, which is actually already a common request amongst contractors. 

It’s all speculation

The exact impact of the changes remain to be seen. With less than two months to go until the April 6th implementation date, protests are still ongoing and many groups are continuing to lobby the government.

There are a few things to consider though, firstly the CEST tool for determining IR35 compliance is unfit for purpose and should bear little weight in whatever decision you make. Secondly, every instance should be considered on a case-by-case as HRMC has stated that blanket statements do not constitute as reasonable care. It is also worth noting that so far, HMRC has a notoriously low win rate on all IR35 cases which have been taken to court. It is also very unlikely that small to mid-sized companies will actually be audited by HRMC and companies of less than 50 employees are not subject to this legislation.

At this stage, jumping ship seems like a hasty reaction. As does not considering inside IR35 roles (especially if the rate is increased to compensate tax deductions). Whilst we do try to convince all our clients to access fairly and keep roles outside IR35 where possible, it’s not always the case. As the heading suggests, at this moment in time its all speculation and it requires clients, recruiters and Candidates working in unison to find the best possible solutions.

For anyone concerned about their own position or looking to move into a suitable contract role, do give us a shout at info@franklinfitch.com.

by Claire Shoesmith

The Welsh may have lost to the Irish at rugby at the weekend, but they’re not losing when it comes to business. Cardiff, their capital city, has been named as one of the best places to do business.

In line with the devolution of the political landscape, businesses are now broadening their horizons and operating successfully in regional towns and cities across the UK, according to a study published this week by the Sunday Times. This spreading of the power outside of London coincides with the launch of our new Welsh language website last week and is something that we at Franklin Fitch are passionate about.

Push to keep talent in the city

“Having an office here in the city definitely helps when it comes to recruiting for local businesses,” says Lewis Andrews, practice manager for Franklin Fitch’s Cardiff office. “There is a big push here to keep talent in the city and prevent it from moving to London.”

Once the biggest coal exporting port in the world, Cardiff has transformed itself in recent years from an economy reliant on industrial production to a digital technology hub. According to the 2019 UK tech on the global stage report by Tech Nation, the Welsh capital is considered to be one of the fastest growing tech hubs in the UK with £120m worth of technology investment in the three years to 2018.

Adding weight to this, another report by Tech Nation found that in 2019 alone, Wales’ 3,605 digital tech firms turned over £1.1bn and employed 45,000 people. Franklin Fitch is taking advantage of this upsurge at its Cardiff office, which since opening in March 2018 has grown to five full-time recruiters. Their focus is placing candidates in positions across the southwest of England and Wales, with almost a third of the roles being in Wales itself.

Cardiff is a growing tech hub

The significant growth in the sector has come in part from the city’s high quality of life and affordable cost of living, but also from partnerships with the universities. In addition, the government has invested heavily in technology hubs such as Eagle Labs and the Tramshed in a bid to create Wales’ own specialised tech industry and prevent talent leaving Wales and moving to other cities, including London, Bristol and Bath.

Andrews is quick to point out the benefits of working and recruiting locally, particularly in a city where 80% of the businesses are SMEs. (There are only 6-7 businesses in the city centre that are classified as large, with only four in the whole of Wales with turnover exceeding £1bn.) “There is definitely a push to funnel local talent into local businesses,” he says.

Let’s hope the support is as strong for the local (Welsh) rugby team in their next match against France later this month.

by Claire Shoesmith

Hiring the right person for the right job is not always easy and there are a variety of different factors that need to be considered. Here we look at the impact certification, experience and cultural fit can have when it comes to hiring candidates for the technology market.

Professional Certifications

Today there are hundreds of IT certifications available through a wide variety of independent organisations and IT vendors including Amazon, Cisco, CompTIA and Microsoft. With the average cost of an MCSA standing at around $495, one would be forgiven for assuming that such an accolade does indeed hold some sway when it comes to getting that perfect technology role. The jury is however out.

There have been several studies undertaken to suggest that hiring individuals with professional certifications will be beneficial for hiring managers.

A New Horizon learning article posted in 2017 stated that individuals with CompTIA certifications are 85% more confident in their own ability and 25% better at retaining information than those without. In addition, CompTIA certified staff with less than one year of experience demonstrate more domain knowledge than non-certified staff with three years’ experience.

Furthermore, Bowers (2016) argues that there are several facts that prove IT certifications work. These include employees with certifications being 90% more productive when compared to non-certified peers. In addition, proof of certification has allowed hiring managers to fill positions 25% sooner, which can be considered a brilliant outcome for all concerned, including recruiters.

Despite the arguments outlined above, there are several reasons why IT certifications are not an effective indicator of potential employer performance.

The first of these is that the technology industry moves in such a rapid manner, that a certification achieved in the year previous can become almost obsolete a year later due to the changing nature of the market. Furthermore, the credibility of certifications has been questioned time and time again, as anyone can set up a certification business and issue certificates.

Over the last few years, the professional certification industry has been struggling to resolve issues of cheating, validation of test scores and other problems that question whether a certification is, in fact, a reflection of the candidate’s ability at all.

Experience

Now let's consider the issue of experience. Surely, whilst certifications are of course useful, there is no substitue for on-the-job experience?

A survey conducted by Foote Partners shows that non-certified IT professionals receive higher bonuses than their less experienced, more certified peers – suggesting that experience considerably outweighs certifications. Experience allows a hiring manager to grasp how well a candidate can execute skills that have been acquired in a work setting.

Highlighting real-world examples demonstrates that individuals can apply their technical knowledge in practice.

In contrast to the argument above, there are also downsides to focussing on experience. Work experience can train an individual to perform certain tasks, yet it doesn't necessarily mean an individual has gained any kind of knowledge.

When considering programming an application, an IT professional who has simply learnt on the job cannot tell whether the processes learned at an organisation are ‘best practice’ – they can simply complete the task. As a result, those who have learnt on the job will add less value as they may not be able to identify areas of improvement which those with knowledge and certifications may be able to, and in turn generate increased efficiency for the organisation. 

Cultural fit

The final dimension to be considered here is cultural fit. After all, hiring managers are likely to spend considerable amounts of time with the employee, so the way in which they interract and the impression they make during the interview process is important. Indeed, some argue that cultural fit is infact the most important factor as skills can be learned, but personalities cannot be changed.

According to LinkedIn, workers on average know the ins and outs of a new position after three months. By contrast, personal qualities are much more ingrained and cannot be changed – or if they can, it would take more than three months to do so.

An applicant’s work ethic, honesty and willingness to learn is sometimes considered as more important than any technical knowledge they may have acquired. For example, if a solutions provider is looking for a new hire into their pre-sales team, would they rather hire an outgoing, positive thinker with a great personality to win business or a pre-sales veteran with 15 years experience who is so bored by the industry that he has a hard time forcing a smile when presenting to potential new clients?

Furthermore, the right team formations within organisations can make all the difference, as few jobs are done in total isolation. As a result, teamwork is considered vital for providing high levels of consumer satisfaction.  

Despite this, many suggest that determining an individual's fit for a role based on personality is highly flawed. It usually takes several minutes for hiring managers to get a good sense of someone’s personality. Hiring based on appointing ‘like-minded’ individuals can have many negative implications. ‘Good fit’ within organisations can turn into ‘the same as’ which leads to hiring managers bringing individuals into IT teams because they will get along with everyone, rather than the potential technical benefit that they can provide to the team.

Conclusion

The evidence appears to suggest that there are both benefits and drawbacks of hiring based exclusively on certifications, experience or personality. Following the research conducted for this article, I believe it would be naive to suggest that there is one ‘best-fit’ approach when it comes to hiring.

A hiring manager will place greater importance on each of the three dimensions depending on several factors.

1) the seniority of the hire in mind: when considering a potential candidate for a junior support role, a hiring manager will place considerable value on the personality of the candidate. They will look for an individual who is willing to learn, open to new ideas and has a strong desire for technological improvement.

2) the length of the role: by comparison, the same hiring manager will place significantly less importance on personality when hiring for a temporary senior engineer to implement specific technology. This time they will place more importance on the experience the individual has gained in his/her career to date.

To further complicate the matter, many hiring managers in modern markets simply will not consider candidates for a role if they do not possess certain certifications, therefore arguing that the two factors discussed above are completely irrelevant if they do not hold the required certification.

Employment is tight, organisations are struggling to find highly-skilled technology workers and if we’re honest, the UK isn’t helping itself when it comes to attracting talent – by leaving the EU we just restricted our access to a large number of workers.

Whether it’s the uncertainty around immigration and the right-to-work in the UK post-Brexit, the upcoming changes to the IR35 legislation, or the fact that the technology sector is not good at appealing to a diverse range of employees, there are many reasons that the industry is struggling to recruit.

So what can be done to address this?

David Annable, Franklin Fitch’s founder, believes the key is to embrace the full available range of talent. Whether you’re a baby boomer with substantial on-the-job experience; a generation x’er who’s grown up with IT; a millennial who has had digital technology thrust upon them from birth; or an entrepreneurial and tech-savvy member of generation z, each individual has something to offer.

Immigration has transformed the workplace

Since the end of the 1950s, immigration has transformed the UK. Back then, fewer than one in 25 of the population was born outside the country, according to figures from the Migration Observatory at the University of Oxford. Today that figure is closer to one in seven. With the tight employment market – unemployment is at its lowest for more than 70 years – these overseas workers are essential to the healthy running of the UK economy.

Similarly, the age and gender demographic of the working population has changed significantly, with many tech workers both starting their careers earlier and finishing them later. Employing people with varying levels of experience can add a lot of value to a business, but is something that needs to be embraced right across the enterprise to avoid any risk of discrimination.

A study by CW Jobs found that 41% of IT and tech-sector workers said they had encountered age discrimination in the workplace, compared with only 27% across other industries. Moreover, 29, the age at which IT and tech workers first experienced ageism at work was significantly below the wider workforce average of 41.

Diversity brings benefits

There are benefits to both ends of the age spectrum. Many youngsters start writing code as teenagers because they’re fascinated by technology. By the time they graduate, they already have many years of relevant experience and a good grasp of the latest technology trends. They are generally considered to be open to new ideas and not tied to a particular design or coding approach.

By contrast, more experienced tech workers bring valuable insight from previous roles and in many situations use prior experience to successfully influence how challenges are solved. However, there is also a risk that experience brings a pre-determined mindset entrenched in a particular technology or methodology. In addition, experience often generates an aversion to risk, making these individuals less likely to move to smaller, developing start-ups or to stay in, or move to, a different country where their future may be uncertain.

Gender is an equally divisive issue, particularly in the technology sector. While just over half of the 6.5 million Britons working in professional occupations are women, the ratio falls to just one in six amongst the 998,000 working in IT and telecommunications, according to 2018 data from the Office for National Statistics (ONS). The disparity is even more pronounced amongst programmers and software development professionals where the ratio falls to just one in eight.

It is widely accepted that a diverse workforce is more successful. Whenever there is too much of one type of person and a lack of diversity in ways of thinking, experience levels and perspective, it’s easy for unconscious bias, stereotypes and singular mindset to take over not only individual workplace cultures, but even entire industries.

It's about identifying a need and filling it with the best person

“By failing to appreciate the benefits of a diverse workforce you are placing your business at an immediate disadvantage and potentially missing out on certain valuable skillsets,” says Annable.

“The key in most cases is agility. The technology sector is changing fast, and anyone that is able to do the same will thrive with it.”

by Claire Shoesmith

The actual act of Britain leaving the EU later today is expected to trigger a gradual upturn in the UK recruitment market, according to the latest Recruitment Sector Barometer.

After a long period of uncertainty – Britain voted to leave the EU in 2016 - employers and employees can now at least seek some solace in the fact Brexit is finally happening – even if the terms are unclear.

Although neither side of the negotiating table can say exactly what Britain’s departure means, the future is now marginally more predictable. This will enable businesses to make more informed decisions on discretionary hiring, fuelling the thaw of potential hiring freezes, and allowing candidates some comfort when being approached about new job opportunities.

All this said, we still live in an uncertain post-Brexit world where market conditions may change rapidly in the coming months and years. Businesses will need to adapt and be flexible to suit the conditions. The speed at which particular trade agreements are struck will dictate which sectors grow first and fastest. Agile organisations that are able to adapt quickly to these changes are most likely to seize the opportunities and generate the cash flow to invest in growth.

“Brexit uncertainty has undoubtedly caused many organisations to delay discretionary hiring decisions for the last three years,” the report says. “Boris Johnson’s announcement that, as of 1 February, the UK will no longer be an EU member will be the trigger some organisations need to start recruiting for certain positions.”

The Q1 2020 barometer found that recruitment leaders expect the market to improve slightly during 2020 after a challenging 2019, with net 59% of recruitment companies predicting net profit for the coming 12 months will exceed the prior year. In addition, the barometer found that industry optimism is at its highest level in a year, supported by a general expectation that Q1 2020 will outperform the year-earlier period in permanent and contingent recruitment as well as executive search.

One particularly interesting finding was that for the first time since the barometer began, the most commonly cited ‘top three challenge’ facing recruitment companies was economic conditions (63%), taking over from the availability of candidates (56%), which had until now always topped the challenges rankings.

(The quarterly barometer is conducted by Alex Arnott, specialist recruitment board advisor, in association with Recruiter magazine.)

by Claire Shoesmith

About three million new 50 pence pieces will enter circulation as official tender on Friday to mark Britain’s departure from the EU. Engraved with the message ‘Peace, prosperity and friendship with all nations’ (in our opinion, a rather ironic message for something that sees us leaving a union of nations) and the date of 31 January 2020, UK Chancellor Sajid Javid said the coins mark the beginning of a new chapter for the UK.

For businesses and job seekers however, what that new chapter actually means is still not clear. With just a day to go until the UK officially leaves the EU, uncertainty is still rife.

Aside from a special clock on the front of No.10 Downing Street counting down the final hour before the official 11pm (GMT) exit, Britain’s long-awaited departure from the EU is expected to bring few immediate changes.  

For politicians, it will mark the start of what is likely to be an uphill battle to get a trade deal done by the end of the year. It will also initiate the debate around security and intelligence cooperation, fisheries, data, education and research collaboration. So far, remarkably little is known about Boris Johnson’s specific plans.

For job seekers with British passports it may mean easier access to better jobs with higher pay as competition from rival applicants from outside the UK decreases. The exact rules surrounding the employment of non-Britons post-Brexit are still unclear, with talk of an Australian-style point-based system, which would mean individuals with certain desired skills can remain. Until this is finalised, there is no doubt that competition for the top talent will increase in what is already a tight employment market.

For businesses, the likelihood is that they will have to pay more as they compete for a smaller pool of skilled workers. The UK is already experiencing a technology skills shortage and Brexit is only likely to exacerbate the situation. Organisations will need to widen their reach and consider recruiting outside of their traditional talent pools. They should also consider rethinking their requirement criteria or even employing individuals with less experience and providing on-the-job training to help employees develop the desired skills.

The supply of people is not the only post-Brexit concern. The movement of data and how it is protected is an important issue which needs addressing. For many technology companies data is a precious commodity, so how it is moved to and from the EU once the UK becomes a separate entity needs to be resolved quickly and clearly to prevent any interruptions to business.

One thing that is clear is that Britain must react now and do what it can to maintain its position as a leading technology hub, ensuring it can still attract and rettain the top talent. Any change brings uncertainty, but it also brings opportunity. Whether you’re an organisation or a potential employee, the key is to use this change to your advantage and see it as a chance to innovate, improve and become stronger. That way, if something gets lost along the way, it won’t be you.

by Claire Shoesmith

What has the potential to impact the contract and permanent employment markets in opposite ways at the same time? No, this isn’t a joke, it is a serious question to which the answer is the upcoming changes to the UK’s IR35 legislation.

From April 6^th, private sector companies will be responsible for determining the IR35 status of their current and future contractors. As a result, the number of so-called ‘off payroll’ contractors is expected to dwindle, making it harder for organisations to fill highly-skilled project-based technical roles. To take them on as permanent employees, which would be welcomed in today’s tight recruitment market, organisations will need to pay more to compensate for the loss of the benefits associated with being self-employed (not paying tax or national insurance contributions).

The latest changes to the IR35 legislation are designed to remove the tax advantages of providing services via a limited company for individuals who are not truly working for themselves. In other words, those employees whose working practices are more akin to those of traditional employees.

The changes were introduced in the public sector in April 2017 and are due to come into effect in the private sector in April this year. From then, the responsibility for declaring tax status will lie with the organisation rather than the individual. The change has prompted many large businesses, including HSBC, Barclays and Lloyds, to consider the way they work with contractors and in the majority of cases, to make a blanket statement saying that they will no longer be engaging with contractors via their own personal service companies (PSCs).

While the actual impact of the changes on the private sector are yet to be seen, we can learn from the experiences of the public sector. Nearly three years into the new regime and the changes have been blamed for a series of delays to public sector IT programmes. A report by the Chartered Institute of Personnel and Development (CIPD) and the association of Independent Professionals and Self-Employed (IPSE) published in June 2018 found that nearly three quarters of public sector hiring managers reported challenges in retaining contractors. It also found that more than half believed they had lost contractors due to the legislative changes.

Moreover, figures released by the UK’s Office of National Statistics (ONS) in November showed that after a decade-long boom in IT contractors, the number of freelance technology workers fell by 2.4% to 121,989 in 2018, compared with the previous year.

While the new regime is without doubt the most fundamental change to the operations of IR35 since its inception, it doesn’t necessarily spell the death of the contractor. Many of these highly-skilled and very valuable individuals will be able to continue contracting via their Limited Companies, provided the end clients can provide recruitment agencies with an IR35 status determination. Companies not willing to embrace the changes will look to force contractors into permanent roles or make them switch to Umbrella companies.

 Simon Nicholls, practice manager for the contract recruitment market at Franklin Fitch, says: “We’re seeing a lot of panic from both our clients and the contractors we work with around the IR35 changes. However, if companies have a mechanism to assess IR35 status in a genuine, fair and pragmatic way then it should be business as usual.

“This is where we are educating clients currently in the hope that contractors can continue working in the same way, and clients have access to the vital flexible resources needed.”

As the saying goes, one man’s loss is another man’s gain. In this situation, while the contractor market may be at risk of losing some valuable assets, there’s every chance that the permanent market could reap the benefits as the tight employment market – unemployment is at its lowest for over 70 years - forces organisations to do whatever they can to ensure they attract and retain the best talent.

by Claire Shoesmith

A new year, a new you, or so the saying goes. For some this will mean a new job, for others it will be new resolutions, but for the remainder, it will simply be a continuation of the same, picking up where they left off sometime before Christmas. Even if it’s the latter, there’s no room for complacency. The IT world is constantly changing, and so should you if you want to keep on top of your game and get the most out of 2020.

Whilst we at Franklin Fitch have many skills, unfortunately crystal-ball reading isn’t one of them. However, being involved in two of the fastest moving industries – IT Infrastructure and recruitment, we have no doubt that 2020 is set to be an exciting year. So, what do we expect the first year of the new decade to bring, and more importantly, what can you do to ensure you stay ahead?

Here we look at the five top trends we expect to be dominating the market over the next 12 months and how we believe you can use them to your advantage.

1. A tighter permanent recruitment market

There are several reasons for this: unemployment is at its lowest rate for more than 40 years (the latest figures from the UK’s Office of National Statistics (ONS) released in December show the unemployment rate fell to 3.8%, its lowest level since 1974) and the ongoing uncertainty surrounding Britain’s departure from the EU. The upcoming change to the IR35 legislation is also having an impact, but we will examine this in more detail in another article.

Finding individuals with the required skills and experience to fill roles in cutting-edge sectors, such as serverless and cloud technology, DevOps, containerisation, networking and cyber security has never been easy, but it’s now harder than ever. Not only are there not enough Britons out there seeking these positions, but we are now faced with a likely shortage of skilled migrant workers thanks to the uncertainty around Britain’s future immigration policy. While there is much talk of an Australian-style point-based system, which would allow those with the necessary skills to take these roles, David Annable, Franklin Fitch’s founder, says that all the uncertainty is reducing the attractiveness of the UK as a place for non-Britons to work.

While the tight market makes it more difficult for businesses looking to hire highly-skilled security architects, network engineers or chief information (security) officers, it is also an opportunity for the UK’s top technology talent. 

2. Higher salaries

The knock-on effect of a shortage of candidates is obviously an increase in salaries. With fewer people to fill the roles, particularly in the highly-skilled areas of networks, servers, security or data, it goes without saying that those individuals capable of doing the job will need to be paid more to attract them to, and keep them in, the role.  

3. Candidate-led hiring

Another feature of a tight employment market is that it places the power very firmly in the hands of the candidate. Employers will need to work harder to attract and retain the right people, says Annable.

Training and development will be key to ensuring employees remain engaged and hopefully prevent them being enticed away to other roles. In our 2019 Market and Skills Report, the opportunity to progress featured highly, just behind salary, in the rankings of what candidates consider to be most important when choosing a new job.

4. Increased focus on employee benefits, including flexibility

Getting the right work-life balance has long been a talking point. While no definitive solution to the age-old challenge has been found, organisations have become much more open to alternative ways of working, including flexible hours, job sharing and the option to work from home. This is understandably not an option for all roles, but in today’s tight job market, organisations are going to have to pay more attention to the requests of individual employees and seek to accommodate their demands to attract the top talent. Again this offers a great opportunity for job seekers.

5. Ongoing emphasis on diversity in the workplace

Improving diversity and inclusion is not just a box-ticking exercise. Organisations are at last starting to realise the benefits of a diverse workforce. According to the latest figures from the UK’s Office of National Statistics (ONS), just over half of the 6.5 million Britons working in professional occupations are women. While this is indeed progress, it has unfortunately not filtered through to the IT and telecommunications’ sectors, where the ratio is just one in six.

However, the IT sector fares better when it comes to ethnic diversity, with the latest ONS figures showing that of the 1.84 million professionals who work in science, engineering and technology, 85.1% are white, compared with 87.6% across the UK workforce as a whole.

While the debate rumbles on as to how to achieve increased diversity in gender, ability, ethnicity and sexual orientation, you can expect organisations to try their own variations of quotas and targets to help achieve their goal. For some individuals, this will be an opportunity.

To conclude, there is no doubt that the tight employment market offers highly-skilled IT candidates the chance to shine and move ahead of the curve, but they aren't the only ones. The market situation also creates a significant opportunity for recruiters to face up to the challenge of finding the right person for the right role in a market where organisations themselves are likely to struggle. 

If 2020 is looking like a good year for candidates, then it's also not looking too bad for recruiters.....

by Claire Shoesmith

One of the most important things within the application process is your CV. It’s the first impression you make on a potential new employer. Here are our top tips on how to make it a good one.

Layout 

• Concise personal profile at the top
• Include a list of your key skills (maybe put it in order of expertise, starting with the one you’re most proficient at)
• Don’t make your CV longer than 2 A4 pages (absolute max. 3)
• Keep it simple: clean layout, easy to read font, not too colourful 
• Check on spelling, punctuation and grammar
• Start with your most recent relevant experience

Content 

• Your contact details
• Your work experiences (only mention the ones relevant to your field). 
• Include your education
• List your achievements: mention what you’ve achieved, how you managed to do that and what it took to get there (might be worth to include a complete portfolio of your projects and achievements so far)
• Match your personal skills to the ones required for the role as much as possible (be honest!)
• Don’t include a picture, your age, marital status, children, religion, political affiliation, or hobbies unless they are specifically relevant to the role you’re applying for. 
• Explain any gaps in your CV in a positive way
• Make sure your content is genuine and true 

Nearly there! Do’s and Don’ts before sending your CV out 

Do 

• Check your CV for spelling/grammatical/punctuation mistakes (maybe have someone else read through it) 
• Put the most recent experience first 
• Use the same easy to read font throughout your CV 
• Export your CV as a PDF file so it keeps the formatting wherever you send it

Don’t 

• Don’t leave gaps in your experience - explain why you weren’t working! 
• Don’t include bad grades 
• Don’t lie! 
• Don’t talk about yourself in 3rd person

Done? Perfect! Now send it off and let us take care of the next steps! If you have any further questions concerning your CV before sending it to us, feel free to get in touch. We are happy to help! 

Currently looking for a new role? Feel free to send us your CV or call us to see what opportunities we might have for you! We specialise in IT Networking, Server, Database and InfoSec. 

There are many reasons why Graduates should look to recruitment as their first step into the working environment. The traditional image of recruitment is changing. What used to be a “plan B” career is fast becoming the occupation of choice. Why?

More companies are using recruiters due to the high demand for talented people in the industry. Recruitment consultants use their knowledge, expertise and judgment to match talented candidates to business’ job opportunities. Most companies have realised that their most valuable asset for success is their employees, giving recruiters the change to make a real impact on the economy and business growth.

Agencies are not only seeking the skilled candidates for their clients but looking for the top talent to join their own workforces. There is a significant demand for enthusiastic, ambitious professionals who are self-driven, hardworking and want to “be their own boss”. Recruitment companies are looking for those personalities that can build rapport, handle negotiations, influence and manage relationships.

Here are 8 reasons why recruitment is a good career move for you:

• High remuneration – Recruitment is built on financial incentives for performance, through commission, rewards and trips away. The more activity you create, the more successful you are in delivering the recruitment solutions inevitably means the more reward you gain. Types of incentives at Franklin Fitch includes: Trips to Miami, Las Vegas, Dublin, Cannes, Skiing, Water sports and many more!
• Scope for development – Recruitment agencies don’t want a high turnover, they invest in their staff to help them grow and develop as a successful recruiter with expenses on training programmes, coaching and mentorship. Agencies are moulding their staff into business leaders of the future.
• Variety of work – Recruiting gives you flexibility you may not get in other industries. For instance, one day you may be on the phones working that ‘wolf of wall street’ lifestyle, the next you’ll be out and about meeting clients and candidates, attending meetups, finalising contracts.
• Progression Opportunities – Top performers will advance their career quickly in recruitment, moving into more senior leadership roles. Recruitment is solely judged on performance, not time served or waiting for someone to take a step down.
• Competition is exciting – As a recruiter, you are in head to head competition with other consultants and recruitment companies. You’ll be a successful recruiter if you find competition exhilarating, challenging and enjoyable.
• The opportunity to meet the best – You’ll be speaking with the top talent of whatever industry you choose every day. Allowing you to develop your own specialisms, understand a particular sector inside and out and growing your connections for future job prospects.
• Consultative approach – Recruitment is for people who aren’t afraid to push themselves. You aren’t selling a product, you’re selling people. People are unpredictable and difficult to manage on the candidate and client side. You are developing skills to consult with clients to find out what they need to make their business grow and help them find the candidates who will make that happen.
• Human interaction – A highlight with recruitment is the interaction you get on a daily basis. You spend the majority of your time speaking with clients and candidates, understanding their needs and developing your relationships to help advance your career.

It was a fantastic night at Recruiter Magazine’s Investing in Talent Awards where we were delighted to pick up the award for Best Company to Work For (11-49 employees) as well as being shortlisted for two other awards.

In what was the most competitive category on the night, with 10 consultancies shortlisted, the award recognises the recruitment company “that provides the most effective work environment, incentives, benefits, professional development/training, internal communications, ‘best practice’-orientated management, inclusion, and social responsibility activity.”

The evening didn’t get off to the best start for one of the team, Chris, realising that his newly purchased suit still had the security tag attached. A dash to Oxford Circus was needed, and all was quickly forgotten when the Franklin Fitch name was announced and the team proudly walked up on stage to pick up the trophy.

Dave Annable who collected the award with the team from Hays’ Director of People & Culture, Trisha Brooke reacted to the recognition with pride:

“I was genuinely surprised when we were announced as winners, we’ve been working hard to build a great business, and to receive some external validation and recognition is fantastic. The whole team are bought into our vision and we are committed to the ongoing development of each person working for us, whatever their role.

We have ambitious growth plans for all of our offices in Europe and the US, so hopefully the 2019 awards will see Franklin Fitch feature in the 50 – 99 headcount category!”

We’d like to thank Recruiter Magazine for putting on an excellent evening and congratulate all other winners and shortlisted companies and individuals.

For many, when they hear or read the word ‘Brexit’ they roll their eyes with disillusionment of the ongoing saga. After all, it has been 36 months since the United Kingdom voted to leave the EU and it is still no closer to recognising what that may mean – or even if it will happen.

But it would be remiss not to understand that it affects people. People who have ambition, dreams, careers, relationships and families.

At Franklin Fitch we have a presence in the UK and Europe. We work together, overcome challenges together and celebrate successes together. This is down to our people.

A number of these people are EU citizens living and working in the UK with genuine concerns around Brexit and what it may mean for them. One of these individuals is Oliver Neukamm, who has worked at Franklin Fitch in London since January 2017. He reflected after Theresa May’s recent crushing defeat in Parliament after MPs voted on her negotiated Withdrawal Agreement:

“I’m disappointed and astonished at how the country seems to be dismantling itself.

I’m currently enjoying my work and have had a very successful career to date in the UK. Myself and my partner (a British citizen) are currently in the process of purchasing a property so I want to be here for a while longer!  I’m lucky in the sense that I have the security that Franklin Fitch will support me and sort out any visa requirements should they be needed, but I can imagine that many others in similar situations are more concerned.

From my point of view a ‘No Deal Brexit’ wouldn’t be good for anyone and I personally don’t think it will happen when it comes to the crunch. I hope that the current political purgatory ends as soon as possible to give everyone some clarity and security.”

Oliver’s comments first appeared in the German newspaper, Frankfurter Allgemeine on the 16^th of January.

https://www.faz.net/aktuell/wirtschaft/wie-geht-es-eu-buergern-in-grossbritannien-vor-dem-brexit-15991775.html

Are you a Network Visionary?

The Network Architect

Do you want a thriving IT career? This is the roadmap to becoming a successful Network Architect.

The Role:

Compared to a traditional Network Engineer, who is focused on implementing and troubleshooting, a Network Architect designs computer networks. This means constructing layouts for the usage of hardware and software and creating models to predict future network needs, using network modeling tools such as Opnet, OMNeT++ and NS2. Furthermore, architects are involved in the analysis of business requirements, project planning and budgeting, and often require softer skills including stakeholder management to complement their technical abilities. This requires a lot of diplomacy and consultancy skills.

But, Network Architects are among the highest paid employees in the IT-world.

Skills & Certifications:

The role of a Network Architect usually requires a bachelor’s degree. Furthermore, several network certifications are highly recommended. These include Expert level certifications, such as Cisco Certified Design Expert (CCDE) or Cisco Certified Internet Expert (CCIE). Also beneficial are certifications such as ITIL and TOGAF or even the Cisco Certified Architect (CCAr).

Knowledge in key areas such as cloud computing, virtualization, programming, security and application design are also in high demand.

However, it should not be forgotten that building your experience is as important as having a degree.

If you put in the time and effort into gaining professional skills, certifications and experience in the networking field, the position of Network Architect could be the ultimate goal in your IT career.

As attractive as a counter-offer may seem, you should seriously consider if it’s wise to accept it. If you have already decided to move on from your current job, you shouldn’t let anyone change your mind.

As soon as you hand in your notice, a lot of bosses will try and convince you to stay – the standard counter-offers include higher salary, more training and development, more new technologies, etc.

So your mind starts wandering: “What if they are right?” “Should I give my old job a second chance?” “Who knows, what the new job might be like – it could be even worse than the current one…”

Please stop this thought process right now! Counter-offers have a lot of traps that you might not detect at first. In most cases, people regret accepting counter-offers.

Why does your employer only react to your wishes now?

Counter-offers are quite a common thing – and here’s why:

1. Your boss thinks: “Another company is interested in our employee – maybe we need to change something…” – no one likes to change so some people will try and avoid it for as long as they can.
2. You would leave a gap, which would be very time consuming and expensive to refill.
3. Depending on your specialisation and due to numerous amounts of skills gaps, it can be extremely hard to find the right candidate to replace your position.

Let’s imagine you accept the counter-offer – what happens next?

Your boss is happy you stayed, and he doesn’t have to replace you, so he pays more attention to you and your needs for a while. You might get that pay rise, better working hours and that long-desired bonus. Then your boss eventually realises – you wanted to leave. So, he will keep a close eye on you and what you do: a person that decided to leave once might do it again. Unfortunately, that makes you a very unsafe candidate for any upcoming promotions – because if they invest in you today how do they know you won’t take your expertise to a competitor tomorrow. Chances are, your boss only wants to keep you until he has found the right replacement. Once you realise what’s happening – the job offer you secured back when you decided to leave will be long gone.

Why is your employer only appreciating your value now?

Receiving a pay rise is a nice perk – but was the pay rise really the reason you wanted to leave in the first place? Money is important, but usually there are more reasons for an employee to leave: no career progression, no work-life-balance, not enough appreciation, bad atmosphere within the team, feeling bored or overwhelmed with the tasks. If you are now still considering accepting the counter-offer from your boss, then please make sure you mention the other issues you have within the company – more money alone won’t make you happy. In a lot of cases, and we are speaking from experience, accepting a counter-offer has made candidates unhappier rather than happier.

If you are looking for a new position within IT Infrastructure, contact Xenia Kusainov today or browse our current vacancies here.