As part of our partnership approach, Sanderson Government & Defence are pleased to offer a variety of training opportunities and services to our clients. Most recently, our Head of Talent Consulting for G&D Mollie Hatton provided training to one of our reputable technology company clients.

In order to continue striving to attract diverse talent to their organisation and ensure they minimise bias and ensure a fair selection process, this client recognised a need within their talent community to increase awareness and familiarity around inclusivity, and more specifically inclusive recruitment.

What was the aim of the training and what did it cover

In order to unpack these topics, Mollie focused her training session around four key objectives and topics:

Psychological Safety Awareness

The training session educated participants in the importance of creating a psychologically safe environment during the recruitment process while encouraging an open dialogue, active listening, and empathy.

Mollie covered the impact that this can have on candidate experience as well as highlighting some strategies for creating a safe interview environment and how you can learn from mistakes.

Understanding Communication Styles

Mollie gave participants the opportunity to explore different communication styles including assertive, passive, aggressive and helped them to understand the impact each of these can have on candidate interactions though role-playing scenarios to practice adaptive communication.

This session also provided strategies for adapting communication styles to connect effectively with candidates from diverse backgrounds and recognised the importance of respecting diverse communication practices.

Navigating Multigenerational Organisations

The training discussed the varying opportunities and challenges of working with a multigenerational team as well as highlighting the value of diverse perspectives and experiences.

Mollie guided participants through tactics to leverage generational strengths and how to bridge any gaps through training and mentorship and reverse-mentoring.

Mitigating Bias in Recruitment

Mollie raised awareness of the different unconscious biases that can affect decision making such as affinity bias and confirmation bias.

During the session participants were also introduced to evidence-based strategies to minimise bias at each stage of the recruitment process such as structured interview techniques, blind resume screening and diverse interview panels.

Conclusion

The training session was huge success with participants coming away more confidence and awareness around how to create an inclusive recruitment environment and process plus practical strategies, tips and advice to future proof an inclusive workforce at their company.

Next steps

If you’re interested in conducting a similar training session at your organisation, the Sanderson team are here to help.

Please don’t hesitate to reach out to Mollie to discuss a training programme relevant to you and your company.

[email protected]

Would you like to hear more from Sanderson and learn about the work we do? You can sign up to join our mailing list here for a variety of updates, access to our market leading salary benchmarking data, white papers, reports and blogs PLUS our latest news and event invites.

Like many in my industry, I’ve been closely observing Keir Starmer’s bold approach in bringing talent from various backgrounds into the new Labour government. The most eye-catching appointments have brought private sector professionals into key ministerial positions, such as James Timpson, Patrick Vallance, Richard Hermer, and Peter Hendy. Additionally, Mark Carney’s role as a finance advisor for COP26 has garnered significant attention.

These strategic hires underscore the numerous benefits of recruiting talent from different and diverse backgrounds to drive effective change within government organisations.

Expanding the Talent Pool

Hiring from different sectors significantly broadens the talent pool, providing the government with a wider array of choices and the ability to assess candidates from varied backgrounds. Private sector professionals bring fresh perspectives and innovative approaches, often honed through years of experience outside the civil service. Their industry credibility and understanding can build confidence and serve as an effective bridge between the private and public sectors. These individuals can navigate government processes efficiently while injecting private sector efficiency, sharing knowledge, and acting as catalysts for change.

The Value of Diverse Experience from Different Backgrounds

When private sector professionals transition to public sector roles, their diverse experiences contribute valuable insights. Their exposure to different challenges and solutions can inspire new approaches to longstanding governmental issues. Moreover, their ability to navigate complex industry landscapes can enhance the government’s strategic initiatives, ensuring policies and projects are implemented with a nuanced understanding of the broader economic and social context.

Assessing Transferable Skills

However, a successful private sector career does not automatically translate to effective governance. The assessment process for leadership appointments must rigorously evaluate transferable skills, emotional intelligence, collaboration, flexibility, and leadership capabilities to ensure appointees can adapt successfully to the public sector. This comprehensive evaluation ensures that private sector leaders can effectively navigate the unique challenges of government roles.

Leveraging Interim Appointments

Historically, public sector pay has been a limiting factor in attracting top talent from the private sector. To overcome this, there is a real opportunity to leverage interim appointments, bringing leaders in for 6-9 months to deliver specific projects. This approach allows the government to tap into high-level expertise on a temporary basis, fostering collaboration with civil servants and driving impactful change without long-term financial commitments.

Conclusion

Keir Starmer’s strategic hiring of private sector talent represents a forward-thinking approach that can significantly benefit government operations. By expanding the talent pool and integrating diverse perspectives, the government can enhance its effectiveness and responsiveness.

While challenges remain in ensuring successful transitions, the potential for positive impact is considerable. Leveraging interim appointments further allows the government to harness private sector expertise, fostering a dynamic and adaptable public sector capable of addressing complex issues with innovative solutions. This approach not only addresses immediate needs but also sets a precedent for a more agile and proficient government moving forward.

If you would like to discuss this topic further, please don’t hesitate to contact me: [email protected]

Would you like to hear more from Sanderson and learn about the work we do? You can sign up to join our mailing list here for a variety of updates, access to our market leading salary benchmarking data, white papers, reports and blogs PLUS our latest news and event invites.

Sanderson is excited to announce that following the hugely successful inaugural event last year, we are once again collaborating with Tech West England Advocates and our colleagues at Sanderson iKas Hong Kong to sponsor Tech Mission to Hong Kong for 2024 during 21^st-25^th October 2024.

For any founders and scale-ups in the technology industry, including those in the clean tech, health tech, fintech, AI and robotics space, this unique 5-day will offer an unrivalled opportunity to explore the Hong Kong tech ecosystem as a platform to expand your business into.

What does the event involve?

During the Mission to Hong Kong week tech owners and attendees will enjoy a comprehensive programme including being taken on an eye-opening journey through the thriving tech ecosystem and vibrant city of Hong Kong, visit several science parks with accelerators and incubators, meet counterpart Hong Kong founders and investors, foster vital relationships and gain cutting-edge market insight, participate in a reverse pitch investor event and enjoy dinners and networking evenings with partners such as KPMG, Pitchflix and Eaton Club.

Attendees will also have opportunity to pitch at the official ‘UK Tech Founder Showcase Event’ as part of the StartmeupHK Festival. There will be unique networking opportunities with not only your tech founder peers, but potential investors, influential venture capitalists and potential business partners.

Why Hong Kong?

The Hong Kong business market is ripe with opportunities to build long-lasting relationships in the tech space and is renowned for its connectivity and infrastructure, making it a great destination for large and small tech businesses looking for a gateway to opportunities in mainland China and the rest of Asia.

Speaking to Sanderson i-Kas Country Director for Hong Kong Adam Kennedy, he said:

“We are delighted to continue our support to ‘Mission to Hong Kong’ in 2024. Richard and his team did such an amazing job for last year’s mission bringing together some of the UK’s most innovative tech starts ups to Hong Kong. The mission was such a success in showcasing the scale, quality, diversity, and ambition of our tech community in Hong Kong. The mission provides tech founders with the information and connections to successfully scale in Hong Kong. We thoroughly enjoyed the opportunity to share our insights as recruiters during the programme of events as well as helping the founders grow their businesses in the past 12 months.”

Register your interest today

Could the Tech Mission to Hong Kong Week be the gateway to the Asia-Pacific you’ve been searching for your business?

Find out more and register your interest to attend here.

An experience not to be missed

As last year’s tech founder attendees will testify, this Mission is a rewarding and memorable market entry experience, that opens a wealth of opportunities for expanding into Asia Pacific, via Hong Kong. Take a look at some of the feedback we received following the 2023 Week:

‘Our team met a huge variety of investors, founders and partners and wouldn’t hesitate to return on a similar mission organised by Hewlett Rand for UK Tech Advocates in the future’ Alex Balderstone, CEO & Co-Founder. Kaiku

‘As a direct result of our participation, we are exploring exciting commercial opportunities and partnerships with those we met and we aim to set up our Hong Kong presence during 2024. MCG highly recommend Tech Founders from Start Up and Scale Ups to make the most of this valuable export opportunity.’ Clinton LIU 劉長亮 Liu, CEO, MCG

‘We have garnered significant interest from potential investors, and discussions are currently underway.’ Hao Pang, CEO, Quantum Science Ltd

Would you like to hear more from Sanderson and learn about the work we do? You can sign up to join our mailing list here for a variety of updates, access to our market leading salary benchmarking data, white papers, reports and blogs PLUS our latest news and event invites.

As we move through the second half of the year the economic environment remains a key factor in influencing hiring decisions. But are things starting to look up for Finance Business Partner roles?

Here our Finance Recruitment Consultant Vanessa Swindells offers her view:

The first half of 2024 was relatively quiet, but we started to see signs of improvement in June, which looks set to continue in Q3. There has been an increase in the number of available Finance Business Partner roles, both permanent and contract, with a preference towards permanent hiring.

Requirements for individual hires remain very specific however, we are now seeing an increase in clients seeking candidates with a strong commercial background. This has created more opportunities for candidates to work across different sectors, as clients are becoming more open to speaking to candidates from alternative industries rather than strictly requiring industry-specific knowledge.

The end of 2023 saw an increase in companies trying to get staff back into the office more however, this is an arena where securing fully remote roles generally remains unchanged. Interestingly, due to employees having worked in these remote roles for quite some time, we are now seeing an increase in Finance Business Partners wanting to return to the office on a hybrid working pattern.

If you’re interested to find out more as well as wanting to gain a deeper understanding of Finance & Accountancy job market as a whole this quarter, click here to download your copy of our latest Finance & Accountancy Insight Report today.

Our Talent Insights team are available to help you to understand more about talent trends, challenges and opportunities to make data-driven hiring decisions. Get in touch today if you would like to discuss the production of a bespoke report.

As part of the ongoing partnership Sanderson Government & Defence have with Women Empowering Defence, our Head of Talent Consulting for G&D Mollie Hatton recently hosted a “Perfect on Paper” webinar on to empower military leavers to craft the perfect CV and boost their online presence as they embark on a different stage of their career.

What did the webinar cover?

Upon leaving the military, it can be hard to know what to do next, or how to translate the skills you’ve acquired in your career to date to a different sort of working environment.

This webinar aimed to educate participants by providing practical insights on creating effective CVs, empower job seekers by equipping them with tools for standout CVs and address challenges job seekers may be facing in translating their military experience to a different job types.

Key topics covered

Mollie dived into a range of topics including:

Different CV formats and what makes a good CV

• Emphasising tailoring CVs to specific roles and industries.
• Learning about chronological, functional, mini, and hybrid formats that could be used in a CV.
• The importance of a clear structure and including relevant content.
• How to quantify your achievements and tailor the content to the specific job requirements.

Translating military language

• How to translate military jargon to civilian-friendly terms for your CV.
• How to highlight and emphasise transferable skills.

Optimising social media platforms

• Building a professional online presence and how to enhance your LinkedIn profile ready for your job search and effectively showcase your skills and experience.
• The dos and don’ts of networking.

Effective research techniques

• Practical tips on how to research a company you’re applying for such as their company website, policies and social values and industry specific platforms.

Prioritising reflection and consultation

• Learning how to reflect on your strengths as well as areas for improvement.
• How to identify your goals and objectives and deal with constructive feedback.
• When to seek personalised consultation if needed.

Impact

By addressing key challenges and providing actionable guidance, the webinar this webinar contributes to participants’ future career success by helping listeners to feel empowered to go away and create compelling CVs and profiles.

Listen today!

Don’t worry – you can still listen to a recording of ‘Perfect on Paper’ and start working on your CV today! Just hit the link below and get started.

https://www.youtube.com/watch?v=qCPkp_FCzYA

If you have any follow up questions, don’t hesitate to reach out to Mollie on [email protected]

Testimonials

‘It was so clear and easy to understand. Thank you so much.’

‘Thank you so much for the webinar. I’m at the very start of my military transition journey and your seminar has given me a lot of confidence as one part of the unknown doesn’t seem quite as daunting anymore.’

‘It was absolutely brilliant!’

Would you like to hear more from Sanderson and learn about the work we do? You can sign up to join our mailing list here for a variety of updates, access to our market leading salary benchmarking data, white papers, reports and blogs PLUS our latest news and event invites.

We’re proud to announce that we have been awarded a Gold Armed Forces Covenant Award in the Employers Recognition Scheme Award for 2024.

The Defence Employer Recognition Scheme recognises organisations who pledge, demonstrate and advocate their support for the Armed Forces community, including serving and former armed forces personnel, as well as their families.

We are delighted to have earned the Gold Award, which is the highest level of recognition an organization can receive.

Commenting on the recognition, Managing Director Nick Walrond said: “As a specialist talent and consulting organisation, we proudly support the defence community because we recognise the exceptional skills, dedication, and leadership that Armed Forces personnel bring to the workplace. Their resilience, strategic thinking, and commitment to excellence align perfectly with our core values and drive our success.

Supporting the defence community is not just a commitment; it’s a recognition of their sacrifices and contributions to our nation. By fostering an inclusive environment for veterans, reservists, and their families, we gain invaluable perspectives and enhance our organisational culture.

Achieving the Gold Employer Recognition Scheme is a testament to our dedication to this cause, demonstrating our unwavering support and ensuring that those who serve are valued and empowered in their civilian careers. We are honoured to champion this initiative, reflecting our deep respect and gratitude for the defence community”

Congratulations to the Sanderson Government & Defence team on this fantastic award.

You can find out more about this award here.

Would you like to hear more from Sanderson and learn about the work we do? You can sign up to join our mailing list here for a variety of updates, access to our market leading salary benchmarking data, white papers, reports and blogs PLUS our latest news and event invites.

Let’s face it, people aren’t born into leadership roles.

It’s a jump to be a leader of people and in many industries or functions where technical activities play a prominent role, individuals with high technical expertise and capability more than likely started out in their roles due to their personal interest and passion in the subject matter. They enjoyed the technical challenge and activity but being able to do something at a high level, doesn’t necessarily mean you can inspire others to do the same. Leading people to be successful is a wholly different focus requiring people to cultivate new skills and be open to stepping outside of their comfort zone.

Emerging leaders often also need significant support from their organisation to develop the right leadership competencies and confidence. So, what are some of the ways that your business can support new leaders as they step up in your organisation?

Here I’ll lay out some of the strategies I’ve seen implemented as well as steps Sanderson take when installing a new leader into a company.

Strategies to help your new leaders make an impact  

Organisations should be providing the right environment, time and support to help leaders to succeed, learn and to develop the skills they need to be great. With the right supports in place, can anyone be a leader if they are genuinely open to learning new skills and get the right help to get there? I’d like to think so.

Some of the strategies you could employ to help your new leaders thrive are:

Setting the scene with behavioural assessments

Before you do anything, it’s important to gain an understanding of the individuals current experience and capabilities, including any past exposure to leadership responsibilities. Conducting 360 review processes can be useful here.

Using behavioural assessment methodology and psychometric testing such as Cognisess can help to analyse an individual’s behaviours to understand their strength, and development areas to tailor support to them as an individual as they move into their new leadership role.

Allow them to fail and learn

Organisations should consider proactively supporting the individual and their team to develop and grow. It’s not just about ticking a box when making a new leadership hire or promoting someone, but also actively providing a runway of support, time and guidance to ensure their success.

You want to prioritise an honest and non-judgemental culture of building a new leader’s confidence, letting them ask questions, test their ideas and give them the space to fail and learn with the headspace they need to build on their leadership skills instead of still being bogged down in the day-to-day operations.

Alongside this, a culture of collaboration and team building can help foster knowledge sharing and build employee confidence and strong collegiate relationships.

Every day is a learning opportunity

Training programmes can complement a new leader’s development by providing access to new ideas and broader perspectives.

Companies should provide emerging leaders the time and space to actively engage in training rather than worrying about it taking away from their day job. Implementing robust leadership development programmes can be a crucial step to close the skills gap and foster strong leaders in any organisation.

Help from a friend

Implementing mentorship programmes can be a great strategy to close the skills gap between technically excellent employees and new leaders.

Giving individuals the opportunity to ask questions from current leaders who have walked a similar path, can be hugely beneficial. It is always easier to leap the hurdle if you see it coming!

Find their own style

Emerging leaders should be encouraged and supported in finding a leadership style that works for them, and nowadays we are tending to see more empathetic styles of leadership. Gone are the days where a more controlling style of leading is supported by a business just because that might have been how that new leader was treated when they were first starting out in the workplace. If a new leader has recently moved into the position, we should allow them to maintain a similar level of empathy and interest in their colleagues’ lives, feelings and workloads, and let them lean into a style of leadership which still leaves their team feeling supported and respected.

How Sanderson approaches appointing a new leader

At Sanderson Executive, we focus on assessing four key considerations when sourcing candidates for a leadership appointment. These ensure the best possible fit for the business, provide a platform for the individual’s success and therefore the best long-term outcome for the businesses we support.

We kick things off by reviewing:

Objective fit

We ensure a credible technical fit, assessing an individual’s skillset, experience and successes.

Subjective fit

We explore the candidate’s approach and cultural priorities, their leadership experience and interest, along with their ability to operate strategically.

Motivation

We’ll consider their personal motivations and whether the position genuinely fulfils these desires and both now and int he future.

Practicalities

Lastly, we carefully consider any practicalities that might impact their ability to take on the position along with their appetite to mitigate any of them.

Next steps

Do candidates need to be a perfect fit across all four of these areas?

Absolutely not! Often a balance of strengths and considerations exist for all and it’s important to understand this picture to make the right long-term appointments and shape the individual’s runway for success on joining.

If you’re looking to appointment into your leadership team, let us go the extra mile and help secure your future leader. Get in touch today to discuss your talent challenges.

Would you like to hear more from Sanderson and learn about the work we do? You can sign up to join our mailing list here for a variety of updates, access to our market leading salary benchmarking data, white papers, reports and blogs PLUS our latest news and event invites.

This quarter we have seen a shift in focus in the finance sector towards more commercially focused roles, which can lead to talent shortages.

So how much of an impact will this have on the Underwriting space?

Sharing our snippet from our latest Finance & Accountancy Insight Report, here our Underwriting Recruitment Consultant Alanna Smith shares her view on the current state of the underwriting market:

The need for insurance underwriters has increased this year, particularly in commercial business lines like financial lines, property and casualty, and renewable power. The market has become more competitive for professionals with these specialities due to industry expansion to serve multinational and UK clients. Additionally, the growing focus on sustainability has increased the demand for underwriters as business practices change risk profiles.

Underwriting has evolved with the introduction of artificial intelligence, streamlining many processes. However, underwriting still requires high expertise, as many companies continue to rely on manual underwriting and human judgment for accurate risk assessments. As the industry progresses, the combination of technological innovation and expert human insight remains crucial for companies looking to create and maintain a competitive advantage.

To find out more and to read our Underwriter Specialism Spotlight with an overview of talent pool location, salary ranges and gender splits, download your copy of our latest Finance & Accountancy Insights Report here: https://www.sandersonplc.com/download/q2-2024-finance-accountancy-insights/

If reading this has sparked a need for insights into your market, contact our expert Talent Insights Team today. We use a variety of first-hand research techniques, tools and proprietary data to help you understand more about the trends and opportunities within your market.

At a recent roundtable dinner in London, hosted by HR World and Sanderson Government and Defence a group of HR professionals gathered to discuss the current hot topics in talent acquisition. One prominent theme was the diverse range of resourcing models currently employed within the sector. The discussion covered what these models are, their implications for businesses, and how they can incorporate inclusive approaches to talent selection.

In this article, Nick Walrond, Managing Director of Sanderson Government and Defence, shares insights on the models discussed and provides a detailed overview of the various resourcing models available in talent acquisition today.

Talent Acquisition Resourcing Models

In recent years, companies have sought more efficient ways to access the talent they need, leading many to diversify their offerings to create more effective and tailored services. This evolution has resulted in three broad categories of resourcing models:

1. Inhouse – Talent acquisition services are managed entirely by an internal team.
2. Outsourcing – Talent acquisition is outsourced to a third party, either operated offsite and off-brand or through a white-labelled team utilising your brand.
3. Hybrid – A mix-and-match approach where both internal and external service providers operate alongside each other to meet talent needs.

Let’s explore each of these models in more detail.

The Inhouse Model

An Inhouse model involves setting up internal systems and processes to efficiently handle candidate processing and comply with GDPR requirements for managing personal data. This model necessitates hiring skilled talent acquisition experts and implementing an Applicant Tracking System (ATS), at a minimum.

Advantages:

• The talent acquisition team is fully embedded within the company culture and values, ensuring they understand the organisation’s strategic objectives.
• Enhanced relationships with the talent acquisition team allow for better retention of business information and strong working relationships, leading to the identification of the best candidates.
• Direct engagement with the community being hired for provides a seamless recruitment service.
• Maintains the employer brand throughout the process, making candidates feel connected to the organisation from the start.
• Ownership of candidate data enables proactive engagement with talent pools, particularly beneficial for niche or scarce skills.

Challenges:

• Resource and cost-intensive, often requiring augmentation by external niche and specialist providers.
• Navigating the myriad candidate sourcing routes available can be complex and costly.
• Scaling the inhouse model is challenging, especially during sudden demand surges or natural attrition of talent acquisition experts.

The Outsourcing Model

In the Outsourcing model, recruitment services are managed entirely outside the organisation. The outsourcer handles everything from vacancy approval to onboarding and retention strategies, using their own systems and platforms. This model can operate under the outsourcer’s brand or utilise the client’s brand.

Advantages:

• Flexible pricing model ensures you only pay for the services you use.
• Extended reach to multiple candidate attraction tools and techniques.
• Can provide cost-effective solutions without the need for significant internal investment in people, processes, and systems.

Considerations:

• Deciding whether an externally branded or inhouse branded approach works best.
• Determining ownership of data associated with candidate attraction capability.

The Hybrid Model

The Hybrid model combines elements from both the inhouse and outsourcing models, offering flexibility to invest in an inhouse team while leveraging external partners when needed.

Advantages:

• Flexibility to scale up or down based on demand and support niche roles requiring different approaches.
• Customisable processes to meet business needs with the best resourcing model for each recruitment requirement.
• Potential for a strong partnership with external suppliers, viewed as an extension of the internal talent acquisition team.

Challenges:

• Increased complexity due to the need to bridge the gap between internal teams and multiple external vendors.
• Requires substantial communication and coordination to ensure seamless operation.

Conclusion

The variety of resourcing models in talent acquisition provides organisations with the flexibility to reach a more diverse talent pool and appeal to a wider range of candidates. The best solution for each organisation depends on its specific talent and business requirements, and the chosen method should align with the business’s strategic objectives moving forward.

Ultimately, successful talent acquisition hinges on selecting a model that suits all parties and fosters an inclusive approach to sourcing and hiring the best talent.

Do you have any follow up questions regarding these recruitment models? Or have found yourself wondering which might be the best option for your business?

Then please don’t hesitate to get in touch so we can chat more about your recruitment needs and the bespoke solutions myself and the Sanderson team could provide you in your recruitment processes.

Would you like to hear more from Sanderson and learn about the work we do? You can sign up to join our mailing list here for a variety of updates, access to our market leading salary benchmarking data, white papers, reports and blogs PLUS our latest news and event invites.

There is no question that hybrid and remote working is here to stay but does it create unintended challenges for those entering the workforce for the first time or those early careers roles that require on the job training and support?

Mark Beale, Director of Delivery and Engagement at Sanderson notes ‘The emphasis of our RPO solutions into the financial services sector has evolved over the past 18 months from the ability to deliver high volumes of hires to meet the post-covid surge in demand, to partnering with our clients to deliver strategies that help them retain and develop their early careers talent, creating sustainable succession pipelines for senior and specialist roles.’

A question recently posed to us was, ‘how do we provide a better employee experience so that we can engage and retain more of our early careers talent, particularly with the increase in hybrid and remote working practices?’

To get a deeper understanding of these challenges, Sanderson partnered with a variety of Banks, Building Societies, Insurance, Wealth & Investment companies to understand their approach to this challenge and we have shared our findings in a comprehensive and downloadable report.

Download your copy today via this link.

If you would like to discuss any of the issues discussed in this paper, or have any questions on your own early careers candidates, please don’t hesitate to get in touch.

Would you like to hear more from Sanderson and learn about the work we do? You can sign up to join our mailing list here for a variety of updates, access to our market leading salary benchmarking data, white papers, reports and blogs PLUS our latest news and event invites.