The Power of Empathy in a Talent Services Environment: A Coach’s Perspective

In today’s competitive job market, the role of a talent consultant goes beyond simply matching resumes to job descriptions. It’s about truly understanding the human behind each application and fostering meaningful connections. This is where I believe empathy is a superpower!

What is Empathy?

Empathy is the ability to recognize, understand, and share the feelings of others – the ability to put yourself in someone else’s shoes and see things from their perspective.

There are two main types of empathy:

•  Affective Empathy: This refers to the sensations and feelings we get in response to others’ emotions. It can include mirroring what another person is feeling or feeling stressed when we detect another’s fear or anxiety.
• Cognitive Empathy: Also known as perspective-taking, this is the ability to identify and understand another person’s emotions and thoughts.

Empathy is considered crucial for healthy social interactions and relationships, as it helps individuals connect with others on an emotional level and fosters prosocial behaviour.

How is Empathy Important in a Talent Services Context?

• Building Trust: Empathy helps build trust with candidates. When candidates feel understood and valued, they are more likely to trust the talent services provider and the organisation. This trust can lead to more open and honest communication, making it easier to find the right fit for both parties. Plus, who doesn’t want to be known as the recruiter who genuinely listens and cares as much about their candidates as they do about their bonus?!
• Improving Communication: Empathetic talent consultants can communicate more effectively. They can pick up on non-verbal cues and respond appropriately, making the interaction smoother and more meaningful. This can help in understanding the true motivations and concerns of candidates and ultimately save both parties from wasting time pursuing the wrong opportunities.
• Enhancing Candidate Experience: By understanding candidates’ needs, concerns, and aspirations, empathetic recruiters can provide a more positive candidate experience. This can lead to higher satisfaction and an elevated impression of the company, even if the candidate is not ultimately selected for the position. Happy candidates talk, and word of mouth is powerful.
• Making Better Matches: Empathy allows recruiters to better understand the cultural fit and personal motivations of candidates, leading to more successful placements. This not only benefits the candidates but also contributes to the long-term success of the organisation they’re placed in. It’s a bit like being a matchmaker for careers!
• Fostering a Positive Work Environment: Empathetic interactions contribute to a positive and inclusive workplace culture. This can improve overall employee morale and retention, as employees feel more valued and understood. Think of it as creating a workplace where everyone wants to bring their best selves.

Impact of Implementing Coaching Skills as a Talent Consultant

Incorporating coaching skills into talent consulting practices can significantly enhance effectiveness. Coaching skills can support in building stronger relationships with candidates, understanding their aspirations, and providing valuable feedback. This approach shifts the focus from merely filling positions to fostering long-term growth and development within the workforce.

• Building Relationships: A coaching approach emphasizes understanding candidates’ goals and potential, rather than just their qualifications. This deeper connection helps match candidates with roles that align with their career aspirations, leading to higher job satisfaction and retention rates.
• Empowering Through Feedback: Coaching involves providing constructive feedback, which helps candidates improve and grow professionally. This not only benefits the candidates but also enhances the overall talent pool available to the organisation.
• Identifying Growth Mindsets: Consultants trained in coaching skills are better equipped to identify candidates with a growth mindset—those who are eager to learn and embrace challenges. Such candidates are more likely to contribute positively to the organisation’s adaptability and success.

Benefits of Receiving Individual Coaching as a Talent Consultant

Just as consultants can benefit from using coaching skills, receiving coaching themselves can also be incredibly valuable. Coaching can help consultants develop greater empathy, improve their interpersonal skills, and enhance their overall effectiveness.

• Enhanced Empathy: Coaching helps individuals understand their own emotions and those of others more deeply. For talent consultants, this means being able to connect with candidates on a more personal level, which can lead to more successful placements.
• Professional Development: Receiving coaching can help consultants set and achieve their own professional goals, identify areas for improvement, and develop strategies to overcome challenges. This continuous development ensures that they remain effective and motivated in their roles.
• Improved Communication Skills: Coaching often focuses on enhancing communication skills, which are crucial for talent consultants. Better communication leads to clearer expectations, more effective interviews, and stronger relationships with both candidates and hiring managers.
  Conclusion
• Empathy is not just a soft skill: it’s a powerful tool that can enhance the recruitment process and contribute to the overall success of an organisation. By incorporating empathy into our interactions with candidates, we can build stronger relationships, make better hiring decisions, and create a more positive and inclusive workplace culture.

As a career coach, I am committed to helping talent consultants develop this essential skill and transform their practices. Together, we can create a more empathetic and effective recruitment process. And who knows, we might even have some fun along the way…

Next Steps

At Sanderson we offer Transformative Career Coaching services that are designed to empower individuals and teams to achieve their highest potential, ensuring that they are equipped to navigate career transitions with confidence and meet the demands of their roles, whilst feeling fulfilled by the work they do, with clarity and direction towards a future they are excited about.

You can find out more here

Any more questions? Don’t hesitate to reach out to Chloe O’Keeffe to find out more.

Email: [email protected]

An MSP explained

An MSP (Managed Service Programme) is an outsourcing solution in which a partner takes responsibility for managing the contingent workforce for an organisation.

The contingent workforce can be made up of temporary employees, contractors and consultants deployed under Statement of Work (SoW) agreements.

Typically, an MSP partner will manage the full contingent worker lifecycle from resource planning and approvals, through the end-to-end recruitment process, to onboarding, payroll, extension management and offboarding. In addition, an MSP partner provides market intelligence and guidance, access to great talent, consistency of process, compliance, cost management and reporting across the contingent workforce.

Who may benefit from an MSP?

When they first started, the main appeal of an MSP solution was focussed on the time savings and efficiencies associated with the management of the contingent worker process.

Enterprise organisations with large contingent worker populations (250+), would appoint a partner to ensure that roles had been approved, to co-ordinate the recruitment process and to centralise time keeping and invoices into one, consolidated format.

The introduction of VMS technology has automated much of this process, enabling MSP providers to expand the scope of the service across multiple geographic areas, or, to focus their attentions on cost saving, risk mitigation, and access to high quality contingent talent.

With more agile MSP partners entering the market, size and scale is no longer a barrier to entry for organisations.

What should I be asking before starting an MSP?

The key questions any potential MSP buyer should ask themselves before getting started are:

Are contingent workers a consistent part of your resourcing strategy?

Would you like to access the best contingent talent in the most cost-effective manner?

Is it important that your contingent workforce complies with local regulations and legislation?

Do you struggle to gain visibility of contingent workforce spend across your business?

Does recruiting, managing, and onboarding contingent workers take up more time than you would like?

Ready to find out more?

If you’re looking to deliver real business value from your contingent workforce and are ready to get started with an MSP, download our ultimate guide to getting started today.

Answering all of your questions from what types of MSP are available to you, what the benefits are through to how to get started, this Guide will set you up for success.

Have any more questions? Reach out to Steve Phillips today [email protected]

In a world where everything’s going digital, the need for tech-savvy talent in the defence sector and central government is huge. The government’s push to use AI to cut costs and boost efficiency is a big deal. But getting Gen Z, the digital natives, on board is still a challenge.

Research by PA Consulting and McKinsey reveals a significant gap in awareness and interest among those aged 13-27 regarding careers in government and defence. This highlights the need for a strong employee value proposition that speaks to Gen Z.

What Gen Z Wants

The research found four key things that matter to Gen Z:

• Flexibility
• Mental health and wellness
• Ethical practices and value alignment, and
• Variety.

These are crucial for creating roles that attract young talent.

Showcasing Career Variety

Gen Z loves diverse career opportunities and the chance to try different roles. However, almost half of the Gen Z respondents didn’t know about the wide range of roles in government and defence, such as AI specialists, cybersecurity experts, policy advisors, and project managers. Closing this knowledge gap is the first step to attracting young talent. It’s also important to highlight career progression.

Over a third of Gen Z respondents think the sector offers chances to develop a variety of skills and clear career paths. Investing in training programs and promoting these opportunities can make careers in government and defence more appealing.

Highlighting Meaningful Work

Meaningful work is a big motivator for Gen Z. The research found that many respondents believe roles in government and defence make a positive impact on society. However, there’s a need to better communicate how these sectors tackle global challenges and contribute to a safer, more sustainable future. For example, the government’s AI and digital transformation initiatives aren’t just about efficiency; they’re about improving public services and enhancing national security. Sharing success stories and case studies that show the positive impact of these initiatives can help align the sector’s values with those of potential recruits.

Promoting Flexibility and Wellness

Flexibility and a good work-life balance are top priorities for Gen Z. Yet, only a small percentage of respondents felt that the government and defence sectors offer flexible working conditions. There’s a clear opportunity to build more choice and control into these careers, such as remote work options and flexible hours.

Mental health and wellness are equally important. Creating a culture that prioritises mental health and provides a supportive environment can make a big difference in attracting and retaining young talent. This includes fostering psychologically safe workplaces where employees can learn from mistakes and develop the right behaviours.

Implications of Delayed Evolution

If these changes are implemented too late, the consequences could be significant. The government and defence sectors may struggle to attract the necessary talent to drive digital transformation, leading to a lag in technological advancements and efficiency. This could result in higher operational costs and reduced effectiveness in addressing national security and public service challenges.

Moreover, failing to meet Gen Z’s expectations for flexibility, mental health support, and meaningful work could lead to high turnover rates and low employee engagement. This would not only impact productivity but also damage the sectors’ reputation as desirable places to work, making it even harder to attract future talent.

The tech sector has seen similar consequences when changes were implemented too late. For instance, 70% of digital transformation projects fail to meet their goals. Companies like Nokia and Kodak are prime examples of what happens when businesses fail to adapt. Nokia, once a leader in mobile phones, lost its market share because it didn’t keep up with smartphone innovations. Kodak, despite inventing the digital camera, failed to capitalise on it and was left behind as the market shifted to digital photography. Implementing change when it comes to current and future generations is no less critical, so change is paramount.

The Way Forward

Attracting Gen Z talent is crucial for driving digital transformation in government and defence. This requires a strong employee value proposition that increases awareness of opportunities to this market as well as sharing success stories that the positive impact roles in government and defence can bring.

It’s important to emphasise variety, flexibility, and meaningful work with robust training programmes as well as a supportive culture.

The message is clear – move away from traditional hierarchical career paths and embrace dynamic, fluid career journeys. Above all, communicate the breadth and scope of roles available and the real impact these roles have on both a local and global scale.

By implementing these accountability actions with measurable outcomes, we can ensure that the strategies to attract and retain Gen Z talent are effective.

Get in touch

Would you like to chat about this topic further? Don’t hesitate to reach out to Nick Walrond or Mollie Hatton to find out more and continue the conversation.

Nick Walrond – Managing Director – [email protected]

Mollie Hatton – Head of Talent Consulting – [email protected]

The prospect of living to 100 is now increasingly realistic in today’s day and age.

This is a topic I’ve been exploring a lot as I believe it’s crucial for the UK government and defence sector to get to grips with this and adapt to this new reality if they’re to harness the full potential of a multigenerational workforce.

In my previous blog, I explored the concept of the 100-year life and how advancements in healthcare, lifestyle changes, and technology are enabling people to live longer, healthier lives. In this next instalment, I’m taking a deeper dive into this topic thanks to exciting new research published in Nature Ageing, which reveals that baby boomers are now ageing so slowly that 70 really is the new 60.

So let’s take look…

The Slow Ageing Phenomenon

Recent studies have shown that the biological markers of ageing are shifting, particularly for the baby boomer generation. This research indicates that individuals in their 70s today exhibit health and vitality levels comparable to those in their 60s a few decades ago

This shift can be attributed to several factors:

1. Improved Healthcare: Advances in medical science have significantly enhanced the management of chronic diseases and preventive care.
2. Healthier Lifestyles: Increased awareness of the importance of diet, exercise, and mental well-being has led to healthier lifestyle choices.
3. Technological Innovations: Wearable technology and telemedicine have made it easier for individuals to monitor and manage their health proactively.

What This Means for Society

I believe the implications of this slow ageing phenomenon are profound.

As people live longer and healthier lives, we can expect to see changes in various aspects of society such as:

• Workforce Dynamics: With people remaining healthier for longer, the traditional retirement age may shift, allowing for extended careers and new opportunities for lifelong learning and development.
• Healthcare Systems: There will be a growing need for healthcare systems to adapt to the needs of an ageing population, focusing on preventive care and chronic disease management.
• Social Structures: Communities and families will need to adjust to the reality of multi-generational living, with more active and engaged older adults.

Embracing the Future

As we continue to understand the science of ageing, it becomes clear that our perceptions of age and vitality are evolving. The idea that “70 is the new 60” is not just a catchy phrase but a reflection of the remarkable progress we have made in extending the healthy years of life.

And that means that we must look to the over 50’s as a viable and long-term career group that will be critical to the health of the UK employment market.

More thought needs to be given to attracting and mobilising this generation.

The journey towards a 100-year life is not just about adding years to life but adding life to years. By embracing healthier lifestyles, leveraging technological advancements, and adapting our societal structures, we can look forward to a future where ageing is not something to be feared but celebrated, and where our working lives will extend well into our 70’s for many of us.

What this means for the Government & Defence sector

Specifically, to the world that we service, I think real thought and time needs to be given to the following points:

• How to harness multi-generational talent
• Adapting workforce policies to make them fit the generations (hire to retire policies etc…)
• Improved Health and Wellbeing policies to enable a positive extended working life
• Learning and development initiatives that enable reskilling later in careers

With well documented Digital, Data, Cyber skills shortages across the Defence and Government sectors in the UK now is the time to harness the potential of the extended working life, I really believe it will be a critical skills channel of the future.

If you would like to discuss this topic further, please don’t hesitate to get in touch with me.

[email protected]

In today’s day and age, the prospect of living to 100 is becoming increasingly realistic.

This shift, explored in depth by Lynda Gratton and Andrew J. Scott in their seminal book “The 100-Year Life”, can actually have profound implications for how we approach our careers, education, and personal lives.

This is a topic I’ve been exploring in-depth (as you might have seen in my previous blog last month) and I believe that it’s crucial for organisations, particularly those in the UK government and defence sector, to properly understand and adapt to this new reality if they’re to harness the full potential of a multigenerational workforce.

The Implications of a 100-Year Life

Living longer means working longer, but it also means rethinking the traditional three-stage life cycle of: education, work, and retirement.

Gratton and Scott argue that this model is becoming obsolete and propose instead a multi-stage life where individuals cycle through periods of learning, working, and leisure multiple times.

This approach requires a fundamental shift in how we manage careers and support employees throughout their extended working lives.

So how does this outlook impact organisations in the government and defence sector and what are some of the elements in the workplace they should pay attention to and strategies they can implement in order to support such a multigenerational workforce?

Continuous Learning and Development

Lifelong Learning

In a 100-year life, the need for continuous learning becomes paramount. Organisations must foster a culture that encourages lifelong learning and provides opportunities for employees to acquire new skills at various stages of their careers. This could include offering access to online courses, workshops, and formal education programmes.

Career Flexibility

Employees will likely transition between different roles and industries multiple times throughout their extended careers. Providing career flexibility and supporting lateral moves within the organisation can help employees remain engaged and productive. This flexibility also allows organisations to retain valuable talent by offering new challenges and opportunities for growth.

Financial Well-being and Security

Financial Education

With longer lives come longer retirements, making financial planning more critical than ever. Organisations can support their employees by offering financial education programmes that help them understand and manage their finances effectively. This includes planning for retirement, managing debt, and investing wisely.

Flexible Retirement Options

Traditional retirement ages and structures may no longer be suitable for a 100-year life. Offering flexible retirement options, such as phased retirement or opportunities for part-time work, can help employees transition smoothly into retirement while still contributing their expertise to the organisation.

Health and Well-being

Promoting Physical and Mental Health

A longer life requires a greater focus on maintaining physical and mental health. Organisations can play a pivotal role by promoting healthy lifestyles through wellness programmes, providing access to mental health resources, and creating a supportive work environment that prioritises employee well-being.

Work-Life Balance

Balancing work with personal life becomes even more important in a longer career. Flexible working arrangements, such as remote work and flexible hours, can help employees manage their responsibilities and reduce stress, leading to a healthier and more productive workforce.

Building a Supportive Culture

Intergenerational Collaboration

Encouraging collaboration between different generations can lead to a more innovative and dynamic workplace. Mentorship programmes, where experienced employees share their knowledge with younger colleagues and vice versa, can foster mutual respect and understanding.

Inclusive Policies

Developing policies that support employees at all stages of their lives is essential. This includes offering parental leave, supporting employees who are caregivers, and creating an inclusive environment where everyone feels valued and respected.

Conclusion

I think it’s clear that the 100-year life presents both challenges and opportunities for organisations.

But by embracing the principles outlined by Gratton and Scott, companies can create a supportive and flexible environment that allows their people to thrive throughout their extended careers.

This approach not only benefits individual employees but also enhances organisational resilience and innovation, ensuring long-term success in an age of longevity.

If you would like any advice on how to implement any of these strategies into your own organisation, please don’t hesitate to get in touch with me: [email protected]

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]

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.  

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.

Are we too small to benefit from an MSP? This is one of the most frequent questions I am asked when meeting with HR and Procurement leaders. Initially MSP services were reserved for large, enterprise organisations with contractor populations of 150+ and an annual spend of more than £30m.

Over the past 12 months, we have seen a significant increase in organisations turning to MSP for the first time. Many of these companies have had smaller contingent worker populations, ranging from 25 to 125 and an annual spend in the region of £5m and £20m. This growing trend was confirmed by Staffing Industry Analysts in their 2024 MSP Global Landscape Survey, when, for the first time they added a question as to whether MSP providers had ‘off the shelf’ programs for small to mid-market clients.

There are several reasons why small to mid-market clients are turning to MSP partners to manage their contingent workforce:

Cost Savings

Limited growth and rising costs in the UK economy has placed a premium on cost control and cost savings. The increased visibility of spend, process efficiencies, economies of scale and cost management initiatives delivered by MSP partners can help companies achieve both immediate cost savings and sustainable efficiencies over the term of the contract.

Governance, Compliance and Risk Mitigation

Ensuring compliance with all regulatory and legal requirements for contingent workers, in particular IR35 and AWR in the UK is vital to organisations of all sizes. Many SME clients find the need to balance effective governance with flexibility and agility a challenge and, without dedicated headcount to manage the contingent workforce, turn to MSP partners to help them navigate the process effectively.

Innovation and future proofing

Whilst many SME clients have established talent acquisition teams, Applicant Tracking Systems and sourcing tools as part of their HR Tech stack, it is rare that this investment includes contingent worker hiring. MSP providers provide expertise in HR Technology and can provide advice, implement and support the optimum technology and tools to effectively manage your contingent workers. Furthermore, with an MSP partner you can expect continuous improvement, innovation and future proofing to play a consistent part of the governance process, meaning that your contingent workforce strategy can evolve, adapt and improve over time.

Consistent access to high quality Contingent Talent

A key concern for organisations who are considering MSP for the first time, particularly those with small to medium sized contingent populations is whether an MSP will compromise access to the high-quality contingent talent often associated with specialist recruitment agencies. The right MSP partner can help increase the quality of talent by combining outstanding candidate sourcing with effective resource planning, consistent screening and streamlined processes.

When meeting clients for the first time, we focus less on the number of contingent workers they have and their annual spend (without the visibility provided by an MSP this is often not known), and ask 5 simple questions:

• Are contingent workers a consistent part of your resourcing strategy?
• Would you like to access the best contingent talent in the most cost-effective manner?
• Do you struggle to gain visibility of contingent workforce spend across your business?
• Is it important that your contingent workforce complies with local regulations and legislation?
• Does recruiting, managing, and onboarding contingent workers take up more time than you would like?

If the answer to some of these questions is yes, then MSP could be the right solution.

How Sanderson can help

Sanderson has a long history of helping companies to understand the benefits and successfully transition to MSP solutions. More than two thirds of our MSP clients are ‘first generation’ and cover a wide variety of industry sectors.

Find out more about how we help our clients with our MSP service here, or feel free to get in touch with me if you’d like you like to have conversation about managing your contingent workforce. [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.