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.

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.

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.

Sustainability has long been hailed as a key component for many business strategies and touted as a key factor of importance when job hunters are reviewing their options.

But in 2024, is it now becoming increasingly important for companies to improve their sustainability efforts now that Millennials and Gen Z employees will make up the majority of our workforce over the next 10 years?

Our research suggests that this is certainly the way things are going, with data highlighting that between 2019 and 2023, the percentage of employees who were satisfied with their employer’s societal impact had decreased by 6% in Gen Z and 4% in Millennials, and even that 40% of Gen Z and Millennial workers would look to move organisations based on their environmental policies. With these trends set to persist, organisations will certainly need to continue to engage in sustainability efforts.

In this article we’ll be delving into the evolving sustainability trends and customer attitudes that we’ve been discussing with our clients and seeing in the industry, as well as providing you examples of strategic sustainability initiatives that businesses operating in the UK market should be looking to implement.

Sustainability Trends 

While we’ve been exploring the market and looking at what our clients have been doing around sustainability and improving their sustainable credentials, we’ve noted the following trends in sustainability habits:

The rise of the circular economy

We’re seeing an increase in practices around the concept of the circular economy, which emphasises minimising waste and maximising the use of existing resources.

The UN is even in the process of implementing a global treaty to end plastic pollution, which will have huge impacts on how products are used and produced. Businesses are therefore increasingly adopting practices such as product refurbishment, recycling initiatives, and the use of sustainable materials to reduce their environmental footprint.

Carbon neutrality commitments

Many companies are continuing to pledge to achieve carbon neutrality or to significantly reduce their carbon emissions. This is leading to the adoption of renewable energy sources, carbon offsetting initiatives and the implementation of more sustainable transport options.

Focus on ethical sourcing

Consumers have been demanding greater transparency and ethical sourcing practices from brands and companies. This is leading to increasing pressure on businesses to ensure fair labour practices, the removal of deforestation from their supply chains as well as the need to ensure they are supporting their local communities.

Tech-driven sustainability solutions

Technology continues to play a crucial role in driving sustainability efforts, with innovations such as blockchain enabling transparent supply chains. Data remains critical in understanding and analysing an organisation’s sustainability metrics and AI will potentially have transformative impacts on improving output efficiencies and therefore could even improve profit margins. Also, AI could support the existing push for the use of monitoring technology to help with the reduction of carbon emissions.

Customer attitudes 

When looking at how companies are approaching sustainability and their product offerings, we’ve noticed that today’s customer feels empowered to avoid brands and businesses that don’t align with their values, and sustainability is a key metric they look at here.

We’ve noticed this trend in particular having a direct impact on the recruitment industry as Sanderson has seen an increasing interest in sustainability through our RFPs.

Here are some of the current customer attitudes towards sustainability:

Growing environmental consciousness

There has been a notable shift in consumer attitudes, with an increasing number of individuals prioritising environmentally friendly products and companies that demonstrate a commitment to sustainability. Gen Z and Millennials are known for supporting brands that demonstrate a genuine commitment to sustainability.

Demand for transparency

Consumers are now more informed than ever and expect brands to be transparent about their sustainability practices. They actively seek out information on product origins, environmental impact, and corporate social responsibility initiatives.

Preference for purpose-drive brands

Brands that align with consumers’ values and actively contribute to social and environmental causes are favoured.

What does this mean for businesses like yours? 

These attitudes and trends have shown that environmental policies and sustainability initiatives are of key importance to customer demand and favour. It is therefore imperative for organisations to protect present and future revenue by placing sustainability at the forefront of their identity and strategy.

Strategies your business could implement

Below we explore some strategic insights and suggest strategies that you could start implementing to ensure your business is taking your commitment to sustainability seriously and remains an attractive option for environmentally conscious candidates.

Embed sustainability into your brand identity

Incorporating sustainability into your brand’s core values is key. Companies should then communicate these values consistently across all their marketing channels. Authenticity is key, so ensure that sustainability initiatives are genuine and aligned with your brand’s mission.

Educate and engage your customers

Look to provide transparent information about your sustainability efforts, including product sourcing, manufacturing processes, and your environmental impact. You can then look to engage your customer and community through storytelling and marketing campaigns to raise awareness and foster a sense of connection.

Collaborate for impact

Collective action is essential for addressing complex sustainability challenges effectively, so why not look to collaborate with stakeholders across your supply chain and industry partners to amplify your sustainability efforts and drive systemic change. We’ve seen that some organisations have chosen to run green challenges to improve engagement on environmental issues.

Innovate for sustainability

Embrace innovation and leverage technology to help you develop sustainable products, processes, and business models. You could even look to stay ahead of evolving consumer expectations and regulatory requirements by investing in research and development tools, or putting an emphasis on sustainability teams within your business which will help create exciting new career paths for graduates and the younger workforce.

Concluding thoughts

From everything we’ve discussed, it’s clear that sustainability has evolved from a niche concern to a mainstream priority in the UK market, and that there is a huge drive by younger generations to prioritise it.

It is also clear that businesses that proactively integrate sustainability into their business and marketing strategies stand to gain a competitive advantage, foster consumer trust, and contribute to positive societal and environmental outcomes. By embracing sustainability as a guiding principle, companies can not only drive growth but also make a meaningful difference in building a more sustainable future. We hope these strategy examples are useful and would love to chat about them further with you if you’re after some advice.

The Sanderson approach to sustainability

At Sanderson, we are committed to achieving Net Zero by 2050 and our corporate responsibility to climate change is critical to our future plans. You can find out more about our commitment to being a responsible business here.

Recently, the Sanderson Projects team attended an APM event on ‘Sustainability in Project Management’. This talk provided an engaging insight into layering sustainability into Project Delivery. It served as a reminder that Climate Change continues to have a significant impact on today’s world and we all collectively have a responsibility to improve our carbon emissions to create a better future. You can find out more about our key takeaways from the event in this blog.

Get in touch 

Should you be interested in hearing a little bit more about this, please feel free to reach out and we can connect. We would be very happy to put you in touch with one of our consultants to discuss your current sustainability policy and we can support you in finding ways to improve this.

We’d love to hear from you.

References:

[1] UK Government: Sustainability Policies and Initiatives

[2] Nielsen Report: Consumer Trends in Sustainability

[3] McKinsey & Company: The Business Case for Sustainability

[4] Global Reporting Initiative: Sustainability Reporting Standards

[5] Dyson: 2023 Gen Z and Millennial Survey

[6] PWC: How ai can enable a sustainable future

[7] HRD: Embedding sustainability into your organizations benefits in 2024

[8] PWC: Sustainability reporting 2024: What is coming and actions you can take

[9] SPGlobal: Key 2024 sustainability trends driving the year ahead

[10] PA Consulting: Green jobs of the future: Meeting the demand-supply gap

[11] SP Global: Key 2024 sustainability trends driving the year ahead

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.

Here our Scotland based Senior Consultant Graeme Tainsh offers you his view on the current state of the change hiring market and Project Manager job market in the Change & Transformation space.

The Project Management job market within Business Change & Transformation was unpredictable in 2023. However, hiring demand in 2024 has shown more stability and consistency, albeit at lower levels compared to the hot market. Clients who are recruiting seem more confident in their recruitment needs and resource plans.

In recent months, demand in Scotland has shifted towards the contract market, as clients seek specialist, flexible individuals who can immediately contribute and drive projects to completion. This trend is expected to continue into Q3 and Q4. We have also noticed an increased demand for candidates with experience in data migrations, Artificial intelligence, and Finance Transformation.

The market remains client-driven, with a high number of applications per role and strong competition. However, we anticipate the job market will become more balanced in the year’s second half.

To find out more and to read our Project Manager Specialism Spotlight with an overview of talent pool location, salary ranges and gender splits, download your copy of our latest Change & Transformation Insights Report here. – https://www.sandersonplc.com/download/q2-2024-change-and-transformation-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.

There is a worrying trend beginning to come into the world of recruitment and that is the proliferation of AI bots doing the filtering. I get it, there is a need for more automation, more sifting, more ability to filter to get to the best candidate. But if you take the human element out of a recruitment process you risk alienating the lifeblood of your business, the thing that makes your organisation tick, and probably a subset of your potential customer base – your people!

The rise and risks of Automation in the interview process

But worse still….the AI bot that is dehumanising the selection process is being counter punched by the AI generated cover letter and CV. These can be cleverly structured in 10 minutes by a large language model on behalf of a candidate who is gaming the application of AI at the other end of the process.

This can even roll over into online interviews. Some interviewers in a quest to reduce time and thinking could look to ask AI to generate a series of interview questions for the job role they are hiring for, only then to also be met by responses that are being real-time generated by AI by the candidate at the other end of the call to deliver the best possible response.

A worrying future of AI in recruitment processes?

Research conducted by Bright Minds indicated that 38% of applicants are now using AI to enhance their applications. Let’s face it – that number is only going to increase as AI becomes more ubiquitous and available.

And whilst my framing may be slightly glib, how far away are we from regular instances where AI assessment bots are assessing AI generated applications as a matter of course. Where does this end?

As I referenced in my previous post the recruitment word has changed. The expectation of feedback on a CV has gone, in fact CV feedback that is richer than an acknowledgement is an absolute rarity. More worrying, increasingly interview feedback is disappearing unless you are successful. And whilst AI can definitely reduce the admin burden on both sides of the process, it should be used to free up more time to be spent on human interaction – not less. And I fear that we are into a worrying cycle of less human interaction.

Breaking the AI cycle

The ultimate impact is that the candidate keeps swiping (much like one might when using popular dating apps, only to apply for jobs); and then more successful interviews end in rejection because something better came along for them.

Meanwhile the client keeps swiping too – letting AI assess more and more candidates. This results in more candidates being ghosted, and so the loop becomes a spiral, and the spiral becomes habit and things just simply get worse – until someone breaks that cycle. I believe we need to re-insert high quality human interaction into critical stages in the recruitment process.

I would say this though, wouldn’t I?! In a specialist, talent scarce, sector where human interaction is critical – many stones must be turned over to find the right person for the roles that we engage on. Yet at the same time we are increasingly being asked to comply with processes that have elements of what I have discussed above – because organisations think this works for volume hires – but for me it’s a slippery slope.

There is no substitute for high quality conversations, the building of relationships irrespective of outcome, and professional engagement at every stage of the process.

At Sanderson Government and Defence, we value building long-term relationships and owning the problem through to completion. We know from over 20 years in the talent solution business that this approach builds better teams and makes for a more resilient and cohesive workforce.

If you’d like to chat more about your recruitment needs and the bespoke solutions we could provide you in your recruitment processes, please do 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.