Sanderson’s Senior Consultant Abigail Tittley recently attended the Women in Tech Employer Awards in London. As a specialist in the technology recruitment field and a passionate advocate for women working in the technology space, this was an event not to be missed celebrating companies and individuals making a real difference for women in tech.

We sat down with Abigail to hear all about her key takeaways from the evening and learn more about her work in advocating for meaningful industry change by spreading awareness, tackling unconscious bias and providing a platform for women in tech to share their stories. Here is what Abigail had to say.

DE&I in technology

“Diversity and inclusion are increasingly prominent topics across the tech industry, with a number of businesses around the world launching DE&I Initiatives centred around attracting and retaining underrepresented talent. With less than one-third of the world’s technology workforce being women, I believe there is a continued need to tackle gender disparity in the sector, and celebrate the exceptional achievements that support women through their career.

This month I had the opportunity to do just that and join some my network at the Women in Tech Employer Awards in London. The Women in Tech Employer Awards celebrates employers, allies and exceptional women for advancing gender diversity in the tech industry, commemorating initiatives that promote inclusivity and career growth. Held this year at the beautiful Hilton Park Lane Hotel, it’s a wonderful opportunity to celebrate, network and witness outstanding efforts across innovation, recruitment and leadership.

Here are my key takeaways…

The event was managed wonderfully, looking at companies of all sizes that were committed to gender diversity, treating it as an essential and impactful goal. It was brilliant to see larger businesses, like Experian, setting a high standard by introducing market-leading initiatives that can challenge competitors to change, and influence the industry. Equally impressive, was seeing smaller companies, like Synthace, that are embedding DE&I principles from the ground up, ensuring these values are part of their core framework.

Throughout the evening, I had incredible conversations about the efforts being made to advance DE&I, with many companies building programs centred around apprenticeships. Tech apprenticeships can nurture diverse, capable talent, building the talent pipeline of the future through combining academic and practical experience, equipping students with industry-relevant skills from day one.

So what about myself…

I’ve been working to support Women in Tech throughout my time in the permanent technology recruitment team at Sanderson. I’ve been speaking with women at all stages of their career within the tech industry and showcasing their experiences through social media, building a portfolio of role models to help inspire others and highlight what’s possible, as well as what needs to change. My aim is to keep raising awareness on the challenges women face in tech and the wider workplace, being able to offer practical and actionable advice on improving workplace policies. I want to expand this work by connecting with more women and AFAB individuals, advising businesses on creating positive change, and advocating through podcasts, networking events, and other opportunities as they come along.”

If you would like to find out more about Abigail’s work with women in technology, you can reach out to her on [email protected]

To find out more about Sanderson’s Technology team, please click here.

Have you ever wondered why your younger colleagues prefer instant messaging over phone calls?

Or why team members from earlier generations can be hesitant to embrace the latest software?

As the average lifespan increases and retirement ages rise, today’s workforces are becoming increasingly age-diverse. This presents unique challenges for leaders aiming to get the most from their people, but also a huge wealth of opportunities.

Let’s explore them…

The Strengths of an Intergenerational Workforce

An intergenerational workforce offers numerous benefits, chief among them being diverse professional perspectives.

Each generation is shaped by different cultural, economic, and technological contexts, which influence their attitudes, work styles, and problem-solving approaches.

Looking at each of the different generations, I believe some of their key strengths are:

Baby Boomers

Born between 1946 and 1964, this generation brings a wealth of experience and what I like to think of as a strong work ethic. This can lend itself to offering valuable insights into long-term strategic planning and customer relationship management.

Generation X

Born between 1965 and 1980, this is a generation known for its adaptability and resourcefulness. In my opinion, they excel at managing change and navigating complex challenges, making them excellent problem solvers who can bridge the gap between the more traditional Baby Boomers and the tech-savvy younger generations.

Millennials

This is a generation born between 1981 and 1996 and are often thought as being adept at using technology to enhance productivity and communication, a useful strength in any team. They are typically values-driven and seek employers who align with their personal beliefs and priorities, such as social responsibility and environmental sustainability.

Generation Z

The youngest generation currently in the workforce and born between 1997 and 2012, this is the first truly digital native generation. They value diversity, inclusion, and work-life balance, and they often look for employers who provide opportunities for professional growth and flexibility which is a key skillset and outlook to complement many teams.

Challenges of Managing an Intergenerational Workforce

While a multigeneration workforce brings with it many strengths and opportunities, I think it can also present a few challenges if not managed appropriately.

A few of these challenges might be:

Stereotypes and Bias

Age-based stereotypes can create significant barriers to collaboration and productivity. For example, assumptions that employees from the Baby Boomer generation are resistant to new technologies or that Gen Z employees lack the experience to make critical decisions can lead to misunderstandings and hinder teamwork. I believe it’s essential to actively work against these stereotypes and encourage an environment of mutual respect and understanding.

Communication Styles

I think it would be fair to say that different generations have varying communication preferences. Those from earlier generations may prefer formal, written communication such as emails, while Gen Z employees may favour more informal, instant messaging apps or collaborative platforms like Slack. Understanding these preferences and finding a middle ground is crucial for effective communication.

Varying Expectations

Different generations may have different expectations regarding career progression, work-life balance, and job security. For instance, Baby Boomers might prioritise job stability and long-term employment, while Millennials and Gen Z may focus more on career development opportunities and flexible working conditions.

Strategies for Leveraging Intergenerational Talent

So if we want to harness the strengths of having an intergenerational workforce, what are some of the strategies that businesses can employ to better leverage this varied talent, and ensure that everyone can be the best they can be in the workplace?

Creating a Culture of Respect and Inclusion

I strongly believe that fostering a culture that values contributions from all age groups is critical. This can be achieved by promoting diversity and inclusion initiatives that specifically address age diversity, or even encouraging mentorship and reverse mentorship programmes where employees from different generations can offer their insights and help bridge the generational divide.

Inclusive Communication

Adopting a multi-channel communication strategy can help to facilitate effective communication across generations. This could include combining traditional face-to-face meetings and emails with digital tools such as video conferencing and instant messaging. By providing multiple communication options, organisations can ensure that all employees have access to the information they need in a format that suits them.

Flexible Work Arrangements and Development Opportunities

Offering flexible work arrangements, such as remote working options and flexible hours, can accommodate the diverse needs of an intergenerational workforce. Additionally, providing a range of professional development opportunities, from traditional training sessions to online courses, ensures that employees of all ages can continue to learn and grow within the organisation.

Integrating Age into Your DEI Strategy

Recognising age diversity as a critical component of overall diversity initiatives ensures equitable practices that acknowledge and value the contributions of all age groups. This means developing policies that not only prevent age discrimination but actively promote age diversity as an asset. By doing so, companies can create a workplace culture that genuinely values and utilises the strengths of an intergenerational workforce.

Conclusion

In today’s increasingly age-diverse workplace, I believe that organisations that successfully manage and leverage an intergenerational workforce can gain a significant competitive advantage.

By recognising the value of age diversity, companies can then foster a culture of inclusivity and mutual respect, which can both enhance employee satisfaction and even drive innovation and productivity.

When you acknowledge and value the unique strengths and perspectives each generation brings, organisations can build stronger, more cohesive teams that are better equipped to tackle the challenges of the modern business landscape.

If you have any thoughts on this topic or questions on how you can implement any of the strategies discussed, please do get in touch: [email protected]

Are we going to start seeing an increase in hiring activity in the Technology & Digital sector as we move into 2025?

With more and more contractors open to permanent roles and the ongoing trend we’re seeing of many companies preferring to fill roles by hiring in external talent and focussing on experience over potential (we’re talking a whopping 80% of tech jobs looking for experienced candidates…!) now may be the time to start making your offer as appealing as possible if you want to snap up the top candidates.

In our brand new Technology & Digital Insights Report we explore current market trends and lay out actionable data to help you get ahead of the hiring game.

With a deep-dive into Data Engineers and the key factors both employers and candidates are looking for, this is one not to be missed.

Download your copy in the link below, and get set for the New Year.

At the end of October this year Sanderson were delighted to once again collaborate with Tech West England Advocates and our colleagues at Sanderson iKas Hong Kong to sponsor Tech Mission to Hong Kong for 2024.

This fantastic event takes place every year and offers founders and scale-ups in the technology industry an unrivalled insight into the tech ecosystem in Hong Kong as a potential destination to set up their business.

Attendees enjoy a jam-packed programme from exploring the vibrant city, meeting with Hong Kong accelerators and incubators as well as the opportunity to pitch at the official ‘UK Tech Founder Showcase Event’ as part of the StartmeupHK Festival.

Adam Kennedy, Country Director for Sanderson i-Kas shared his key takeaways from the week and this year’s mission:

“It has been fantastic to once again get involved with this Mission – the event really is the perfect opportunity to showcase the scale, diversity and quality of the tech community here in Hong Kong. And this year’s Tech Mission was no different! We have been able to show once again that Hong Kong really is pushing the boundary on being the biggest research and innovation hub in Asia, and this year’s delegates were incredibly impressed with all the city had to offer, not just the tech ecosystem, and many are now exploring setting up their businesses here.

The week was hard work for all and packed full of activities and networking, but also lots of fun with some great new connections made. We’re thrilled that it looks like we’ll be seeing strong partnerships forming with some of the businesses looking to set up here, and Sanderson can’t wait to work with them to assist in setting up their teams and filling talent gaps as they grow here.”

We can’t wait to see what next year might bring – so watch this space!

You can find out more about the Mission here.

With over a decade of experience in the recruitment industry, Leah leads Sanderson’s Operations Delivery team, who specialise in Contact Centre hires for multiple large FCA regulated clients across the UK.  

The Operations Delivery team are experts in placing high quality candidates in a variety of positions that fall under both the Customer Service and Sales umbrellas, delivering both in volume and at pace, they thrive on absorbing each client’s culture and acting as an extension of their brand.  

Leah and her team understand that every customer is different and as such they will focus on designing and delivering a bespoke solution that successfully meets our client challenges and objectives. 

Here, Leah tells her story of working with a large client in the Financial Services sector who were experiencing an unprecedented demand in sales and customer service hiring, with 525 roles confirmed in Q1.  

What was the challenge?

The client needed a Project RPO (Recruitment Process Outsourcing) partner who could mobilise quickly, adopt their process and technology, understand their culture and values, and deliver a package of 120 hires across some of their key locations. We were selected to do the work due to a combination of the existing relationship with the client and our knowledge of volume hiring capability. 

What did we achieve together?

• Rapid Mobilisation – The talent acquisition team and our team quickly organised a series of workshops to define requirements and agree solutions. Legal and Procurement teams worked swiftly and collaboratively to draft, agree, and sign an agreement within one week, maintaining the momentum of the project
• Orientation and Communication – The whole Sanderson team visited the client, spending time with the talent acquisition team, and meeting recent hires to quickly immerse themselves in the culture, values, and requirements. Both parties ran workshops with senior business stakeholders to explain the purpose of the project, the amended process and the quality control measures in place to ensure that hiring managers received the same quality of service that they enjoyed from the in-house team.
• Execution – We quickly adopted client processes, including brand, technology and diversity monitoring and worked as an extension of the talent acquisition team, providing daily progress reports, and attending team meetings to ensure the smooth running of the project. In addition to delivering the hiring project, we:
  • Invited the client into our offices to show them how we structure delivery and share our approach to talent pipelining and attracting passive candidates.
  • Provided advice, training, mentoring and guidance on the optimum model for talent acquisition at the client.
  • Provided ad hoc, support, guidance, and market intelligence to support our clients talent acquisition transformation programme.  

It is this transparency and partnership that has delivered the most long-lasting results.  

The client has adopted many of our recommendations as part of the restructure and has a renewed confidence that they have the structure, knowledge, and process to continue to deliver an outstanding service to the business in the post pandemic world.  

The immediate results have been exceptional

• Reduced stakeholder involvement (time) by 60%
• Cost per hire reduced by 28%
• Early indications of an increase in employee retention rates

What did the client say?

“The project not only fulfilled an immediate need but gave us a platform to learn and develop. We wouldn’t be where we are today without the contribution of Sanderson.” – Recruitment Manager 

Leah followed on to highlight that:  

“Fostering a strong partnership with our client was vital to the impressive outcomes on this Project RPO, both my teams hard work and our client’s willingness to embrace us as an extension of their team, was key to achieving our shared goals and driving success together. The true testament is the ongoing relationship we still have following the success and the end of the project! If you have any resourcing issues that you would like to discuss, please do not hesitate to reach out to me for an initial conversation on how we could support with a bespoke solution to suit your needs”. 

How Sanderson’s Project RPO Service Can Help You

Sanderson’s Project RPO solutions are designed for businesses who need access to talent acquisition expertise but are not looking to outsource everything. Our solution can be delivered as a “one off” engagement, working as an extension of your in-house talent acquisition team to source, screen and deliver the right candidates or teams as and when you need them. As your resourcing partner, Sanderson will act as a helping hand, saving time for you to navigate your people strategies and day to day BAU.

If you’re interested to find out more, head over to our Project RPO page here.

Get in touch

We’re always open to a chat to discuss how we may be able to help you achieve similar results, so please do reach out.  

Did you know that while 39% of the total Java Developer talent pool is based in London, there are other UK cities quickly gaining traction on establishing their own tech presence?

In this new Monthly Spotlight report we shine a light on this software engineering role and from Bristol to Glasgow take a deep dive into where this talent is based, typical salary ranges for the role and explore what a typical career path would be.

Do your salaries stack up to trends in your region? (Sneak peak: the gap is actually shortening between Northern and Southern salaries due to the rise of remote work…)

In my role I have witnessed first-hand the critical challenges posed by the digital skills shortages in the UK defence sector. This issue is not just a minor inconvenience; it is a significant threat to our national security, our competitiveness on the global stage and even risks the UK falling behind its international counterparts.

The Current Landscape and its Impact on Defence Supply Chains

The UK defence sector employs over 160,000 people, yet 83% of decision-makers fear a technological gap due to a lack of skills and 33% of employers recognise deficiencies in cyber and digital skills. A study by RAND has even highlighted the sector is slower than others in adopting innovative processes and advanced manufacturing technologies. This lag is partly due to a lack of STEM skills, defence acumen, and leadership capabilities.

The Role of Education and Training to Bridge the Gap

While 50% of defence employers are engaging with educational institutions to bridge these gaps, more immediate and innovative solutions are needed.

I believe it’s imperative that we not only focus on developing STEM skills but also enhance defence-specific knowledge and leadership abilities. This dual approach will ensure that our workforce is equipped to meet the complex demands of modern defence programmes.

So how might this be done….

Upskilling the Existing Workforce

One of the most effective ways to address the skills shortage is by upskilling and investing in the development of the existing workforce. We can then not only fill immediate skill gaps but also foster a culture of continuous improvement and adaptability.

This involves:

Continuous Professional Development (CPD): Implementing CPD programmes to ensure employees are constantly updating their skills and knowledge.

On-the-Job Training: Providing practical, hands-on training that allows employees to learn new skills while performing their current roles.

Mentorship and Coaching: Establishing mentorship programmes where experienced professionals can guide and develop less experienced employees.

Utilising Online Learning Platforms: Leveraging online courses and certifications to provide flexible learning opportunities that can be tailored to individual needs.

Collaboration with Other Organisations

Collaboration is key to overcoming the skills shortage in the defence sector. By working together with other organisations, we can pool resources, share knowledge, and develop comprehensive and sustainable strategies to address common challenges and ensure the UK defence sector remains competitive and capable of meeting future demands.

This includes:

Public-Private Partnerships: Engaging in partnerships between government bodies and private companies to create training programmes and initiatives that benefit the entire sector.

Cross-Sector Collaboration: Learning from other industries that face similar challenges and adopting best practices that can be applied to the defence sector.

International Cooperation: Collaborating with international allies to share expertise, training resources, and innovative solutions to common problems.

A Call to Action

In order to start upskilling our workforce and effectively collaborating with other organisations, we must adopt a multi-faceted strategy.

This includes:

Strengthening Industry-Academia Partnerships: Collaborating with educational institutions to align curricula with industry needs and provide practical training opportunities.

Investing in Continuous Learning: Encouraging lifelong learning and upskilling within the workforce to keep pace with technological advancements.

Promoting Diversity and Inclusion: Broadening the talent pool by promoting careers in defence to underrepresented groups, thereby enriching the sector with diverse perspectives and skills.

Leveraging Data and AI for Future Skills Demand: Look at data trends across the sector, not just within individual organisations. AI makes it easier to analyse people movement across skills, sectors, and organisations to help forecast future skills demand and enable collaborative solutions with a solid 2-5 year view.

Finding a Different Type of Individual and Attracting Mult-Generational Workforces: Adopting skills benchmarking testing and removing CVs from the interview process to eliminate unconscious bias and increase social mobility and diversity of hires. Focus should also be paid to Gen Alpha, soon to join the workforce they will seek digitally enabled careers with rapid skills acquisition.

Accessing Talent Through Multiple Routes to Market: Focus on purpose due to high competition for talent from other digitally focussed roles. The defence sector offers cutting-edge technology, complex challenges, and a purpose centred around protecting the nation.

Conclusion

The skills shortages in the UK defence sector are a pressing issue that requires immediate and concerted action.

By fostering strong industry-academia partnerships, investing in continuous learning, promoting diversity, and collaborating with other organisations, we can build a resilient and competitive defence workforce.

As leaders in this field, it is our responsibility to drive these changes and secure the future of our national defence.

If you would like to chat with me further about this issue, then please don’t hesitate to get in touch.

[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 delighted to announce our fantastic Net Promoter Score for Q2 2024.

A Net Promoter Score, or NPS, is a market research and customer satisfaction metric based on a single survey question which asks respondents to rate the likelihood that they would recommend us and our services to others.

In Sanderson’s survey, we asked all of our candidates across both permanent and contract recruitment following one week of their placement whether if based on their experience of working with us, they would recommend Sanderson.

From this survey, we are extremely proud to have gained an outstanding NSP score of 83.

To put this into perspective, NPS survey results are based on a scale of:

• -100-0 = Needs improvement
• 0-50 = Good
• 50-70 = Excellent
• 70 and above = World Class

A score as high as 83 demonstrates the market-leading experience our candidates have when working with Sanderson as well as the strength of our customer loyalty and the true partnerships we have with our candidates and clients alike.

Commenting on this result, Chief Executive Officer Jon Ball said:

“Nothing feels better than getting outstanding feedback from the people we provide with contracts and permanent placements; and nothing is more valuable to our business than the referrals that this performance delivers.

Well done to everyone at Sanderson in every department for scoring a massive 83 Net Promoter Score so far this year.”

We are extremely proud of this excellent result and see it as a testament of the hard work and dedication our team continue to provide. We will continue to strive to keep our score in this fantastic range, as well as constantly look for ways we can improve.

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.

In 2023, the Marine Society & Sea Cadets (MSSC) launched its Future Ready Strategic Plan with a clear vision: to empower Sea Cadets by giving them a user-friendly way to identify their unique skills, explore potential career paths both within and beyond the maritime industry, highlight areas where additional training can enhance their employability and to foster a sense of empowerment and confidence in navigating future career opportunities.

Collaboration and Development

To bring this vision to life, Sanderson Government & Defence are joining forces with MSSC and The British Army’s Specialist Group Information Services (SGIS) to develop a new Artificial Intelligence based application that’s tailored specifically for over 15,000 active cadets and adult volunteers.

The Application will be hosted on the Cadet Portal and will support the development of employability skills, provide signposting to recruitment opportunities as well as offer insights into job roles to enable cadets to better focus their learning and training.

To support this development Sanderson have been actively engaging with the Cadets to support their funding development and are assisting with powering the data and opportunities the cadets and adult volunteers have visibility to in order to help the cadets make informed decisions about career options going forward. These will include things like cover letter templates, interview technique preparation tools and helpful case studies.

G&D team members Lewis Snell and Graham Complin are excited to be working on this project.

Commenting on our involvement, Sanderson G&D Managing Director Nick Walrond said:

“This is a mission that is extremely important to our Government & Defence team. Having recently been awarded a Gold Armed Forces Covenant Award in the Employers Recognition Scheme Award for 2024 (which you can read more about here), we have pledged to continually demonstrate our unwavering support of the armed forces community and ensure that any personnel in this industry, be it serving veterans, cadets just starting out on their journey or volunteers, feel empowered in their career aspirations.”

Benefits for Cadets and Employers

This initiative will enhance the career readiness of Sea Cadets, offering them pathways to work experience or employment. It also provides future employers a clear view of the skills and training the cadets receive, helping to bridge the gap between training and employment.

For Sanderson and our position as a specialist talent and consulting organisation for the defence sector, we are proud to be involved with this initiative as we recognise the exceptional skills, dedication, and leadership that Armed Forces personnel can bring to the workplace and supporting this community is our continued commitment.

Next Steps

Our Government & Defence team will be continuing to work alongside MSSC and SGIS as we work together to help build this Application. Once completed, we are excited to get stuck into the population of the portal to ensure it is full to the brim with useful information.

We look forward to working together and sharing our progress on this exciting initiative as the Application progresses!

If you have any questions regarding this, please don’t hesitate to reach out to Lewis Snell.

[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.

Today is World Clean Up Day (Friday 20^th September) and yesterday the Sanderson team rolled up their sleeves and once again got involved with World Clean Up Day in association with our longstanding client Northumbrian Water.

What is World Clean Up Day?

World Clean Up Day is a global event recognised in the UN Calendar of International Days and aims to bring people together from all sectors and nations to catalyse and drive lasting societal and sustainable change around waste-management processes.

As the movement strives towards a healthier and waste-free world, there have been fantastic results. Since 2018 there have been 211 countries get involved and engage 91million participants (this is equal to 1.13% of the world’s entire global population!) and have seen 543,704 tons of mismanaged waste be removed from our environment.

How did Sanderson get involved?

Sanderson first heard about the important impact of World Clean Up Day from our client Northumbrian Water at their yearly Innovation Festival and collaboration with The Skill Mill, the UK promoter of World Clean Up Day.

With the environment being something that extremely important to Sanderson as one of our Three Core Pillars of being a responsible business and a cause that is close to the heart of all in our CSR Team.

Speaking to Karen Brabin, Account Director in our Manchester office and key CSR member, she commented:

“World Clean Up Day was a no brainer to get involved in. Each year we aim to bring together all our offices throughout the UK and overseas to participate in this great cause, and allow us to do something within the communities we all live in.”

What is Sanderson doing for World Clean Up Day 2024?

The Sanderson team is once again taking to the streets to get involved in the Day.

With people from our office at Bristol HQ, through to our regional offices such as Manchester, and colleagues in our Noida office in India gathered as volunteers this week and headed out in our communities to litter pick and do all we can to ensure our roads, streets and communities are as clean as they should be.

Would you like to get involved? You can find out more about World Clean Up Day here: https://www.worldcleanupday.org/ 

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.