Blue Banner Image for Content

Addressing the Digital Skills Shortages in the UK Defence Sector: A Call to Action

Posted October 21, 2024

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.

Blue Banner Image for Content

Empowering Sea Cadets for Future Careers: A New Initiative

Posted October 8, 2024

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.

Blue Banner Image for Content

Enhancing Inclusive Recruitment Practices: From communication styles to psychological safety in the workplace

Posted September 11, 2024

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

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

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

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

Psychological Safety Awareness

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

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

Understanding Communication Styles

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

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

Navigating Multigenerational Organisations

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

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

Mitigating Bias in Recruitment

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

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

Conclusion

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

Next steps

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

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

[email protected]

 

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

Blue Banner Image for Content

The Bold Approach: Keir Starmer’s Private Sector Hires and Their Potential Impact on Government

Posted September 4, 2024

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.

Blue Banner Image for Content

Perfect on Paper: Mollie Hatton Delivers Training on Crafting the Perfect CV for Military Leavers

Posted August 28, 2024

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

What did the webinar cover?

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

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

Key topics covered

Mollie dived into a range of topics including:

Different CV formats and what makes a good CV

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

Translating military language

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

Optimising social media platforms

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

Effective research techniques

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

Prioritising reflection and consultation

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

Impact

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

Listen today!

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

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

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

Testimonials

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

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

It was absolutely brilliant!

 

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

Blue Banner Image for Content

Sanderson G&D have been awarded the Armed Forces Covenant Gold Award!

Posted August 22, 2024

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

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

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

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

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

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

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

You can find out more about this award here.

 

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

 

Blue Banner Image for Content

Effective Resourcing Models in Talent Acquisition: The Flexibility You Need

Posted August 12, 2024

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.

Blue Banner Image for Content

The North West ‘Cyber Corridor’: What you need to know

Posted June 19, 2024

What the growth of the North West means for the Cyber community

For the tech and digital sectors, the North West region is growing from strength to strength. This is true especially for the world of Cyber security. The need for enhanced Cyber security is now engrained in our day to day lives, from protection against a simple scam to massive company data breaches. On a national level the way that wars are fought and won is changing, they are less in the physical world and more in cyber space.

This short blog aims to provide information regarding the Government’s priority of Cyber security at a national level, how the creation of the National Cyber Force directly supports that strategy and from there how a Cyber ecosystem has been created in the North West region.

The National Cyber Strategy 2022

In 2022 the UK Government released their National Cyber Strategy, enforcing the importance of strengthening Cyber security on a national level and establishing the UK as a responsible and democratic cyber power.

To do this the strategy is built around five core pillars:

  • Strengthening the UK cyber ecosystem, investing in our people and skills and deepening the partnership between government, academia and industry
  • Building a resilient and prosperous digital UK, reducing cyber risks so businesses can maximise the economic benefits of digital technology and citizens are secure online and confident that their data is protected
  • Taking the lead in the technologies vital to cyber power, building our industrial capability and developing frameworks to secure future technologies
  • Advancing UK global leadership and influence for a more secure, prosperous and open international order, working with government and industry partners and sharing the expertise that underpins UK cyber power
  • Detecting, disrupting and deterring our adversaries to enhance UK security in and through cyberspace, making more integrated, creative and routine use of the UK’s full spectrum of levers

This strategy is representative of how the UK will defence itself in Cyber space, how it will boost the tech sector and therefore the economy but mostly also how it will be perceived by other nations. The biggest example of the UK Government’s commitment to Cyber defence is the creation of the National Cyber Force.

The National Cyber Force

In November 2020 the National Cyber Force (NCF) was announced – a partnership between intelligence and defence. A joint venture of GCHQ, the Ministry of Defence (MoD), the Secret Intelligence Service (SIS) and the Defence Science and Technology Laboratory (DSTL).

The aim of the NCF is simple, to protect the UK. It will do this in 3 ways;

  • Countering threats from terrorists, criminals and states using the internet to operate across borders in order to do harm to the UK and other democratic societies.
  • Countering threats which disrupt the confidentiality, integrity and availability of data and services in cyberspace (i.e. supporting cybersecurity).
  • Contributing to UK Defence operations and helping deliver the UK’s foreign policy agenda (for example intervening in a humanitarian crisis to protect civilians).

NCF Headquarters are based in Samlesbury, Lancashire, cementing the North West region as the Cyber hub of the UK. With plans to hold 3000 employees it is both an economic and skills boost. In an area of excellent technical academia and creative minds, it will not only provide alternative career opportunities but also bring a new and exciting diverse workforce for the UK Government/ Intelligence Services which can only bring further benefit.

The aims and objectives of the NCF can directly be related to the national Cyber Strategy. Yes, it will be an intelligence hub for cyber defence but more so it’s collaborative nature with SME’s and academia will mean huge advancements in forward thinking tech and nurturing of skills. The movement towards the North West brings the spotlight to a vibrant digital economy where an exciting ecosystem is starting to emerge.

The Cyber Corridor

The ‘Cyber Corridor’ as it has now aptly been named is much larger than just the stretch between Manchester and Lancashire, it also includes Liverpool, Cumbria and Cheshire and Warrington.

In a report from Lancaster University it is estimated that the North West region has 300 cyber security companies. This is an extensive network of larger providers, SME’s and consultancies supporting all sectors. In support of the joint venture of NCF many large ‘Primes’ have also established a presence in the region where they may typically have been found in the London and South West areas.

Their findings on economic potential shows extraordinary growth of up to £2.7bn per annum in Gross Value Added for the North West economy, and could cumulatively generate £22.4bn in GVA for the North West between 2022 – 2035.

Whilst the North West region has an outstanding Higher Education presence offering Cyber and IT based courses, the skills gap is something that still needs to be addressed. The education and awareness is happening for future generations but this immediate drive for growth depends on those already in the sector. Additionally to that, for the Defence, Government and National Security sectors there is a further reduction in available skilled talent due to security clearances and presence in the region. A large portion of this experienced community are in the South West and London areas where the work has historically been so there must either be an incentive for those to move, which can be costly, or a thought to how we can revolutionise the process for local talent.

How do I get involved?

Get involved in the community! If you’re reading this then you’re already on your way but an active contribution in the network would provide massive benefit.

Membership for the North West Cyber Security Cluster is free to anyone based in the North West with an interest in cybersecurity. Via UK Cyber Cluster Collaboration(UKC3) there are similar clusters for other UK regions.

NWCSC hold regular webinars and in person events across the region for both knowledge gain and networking with your peers. Their next event will be on 28th June in Salmesbury looking at ‘The Fight Against Cyber Threats’.

This is a fast moving sector so I would urge you to be aware of changes within the market and to work with experts in the area, it’s important to keep a keen eye on the action and access to opportunity. Sanderson Government and Defence is very proud to be partnered with several Cyber organisations and to directly support NCF and the wider Cyber network.

Blue Banner Image for Content

Is AI making applying for a job worse than online dating?

Posted June 14, 2024

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.

Blue Banner Image for Content

Unmasking the Imposter: Empowering Women to Lean into Success

Posted May 20, 2024

Imposter syndrome, is a widely researched phenomenon and is a common experience for professionals at varying points in their careers, affecting our self-perception and professional growth.

Picture this scenario: you have tirelessly worked towards your objectives, achieving significant milestones and securing your ideal position. Externally, everything appears perfect. However, internally, you wrestle with doubts about your competence, despite external affirmations of your capabilities. What makes this worse is that, The International Journal of Behavioural Science reveals that unfortunately, approximately 70% of individuals encounter imposter syndrome at some point, highlighting its prevalence.

A primary catalyst for imposter syndrome is often, the toxic habit of comparison. In an era dominated by social media, it is all too easy to view others curated successes and question your own accomplishments or progress. Research indicates that, historically women, in particular, were more susceptible to imposter syndrome, frequently attributing their achievements to external factors rather than recognising their own skills, efforts, and successes. That being said, more recent studies indicate that it affects both men and women nearly equally, although they may experience it differently due to social and cultural factors.

With this in mind, what can you do to combat the overwhelming and grossly unwelcome feeling that is imposter syndrome?

Acknowledging Success

As someone in their late twenties, I have come to realise the importance of consciously acknowledging and celebrating personal achievements, regardless of their scale. Each success, no matter how modest, contributes significantly to our overall growth and self-perception. Finding time in each day to acknowledge successes, can be one of the ways that you can begin to overcome imposter syndrome. I myself have struggled in the past, when it comes to talking openly about successes, as I’ve been consumed with anxiety that it would be considered ‘bragging’, when in reality, sharing successes no matter how large or small can leave you feeling both recognised and empowered.

The Power of Vulnerability

Discussing imposter syndrome can be intimidating, yet there is strength in vulnerability. I have found comfort in sharing my experiences with friends, family, and colleagues. Openness often reveals that many share similar challenges, making vulnerability an invaluable tool for fostering connections and personal development. As humans, we can often be guilty of making decisions based on assumptions. By allowing yourself to be more vulnerable, to can begin gain much more exposure and insight of others experiences and challenges.

Fostering Self-Compassion

Developing self-compassion is an ongoing endeavour. In my journey, I am learning to dispel the myth of perfection and embrace mistakes as vital learning opportunities. By nature, I can be very hard on myself, and have worked tirelessly over the last couple of years avoid feelings and urges to leave on a high, rather than embracing mistakes and using them to better myself. It’s also key to strive to extend the same kindness and understanding to myself that I would offer others.

Building a Supportive Network

Building and maintaining a supportive professional and personal network is vital in overcoming imposter syndrome. This network should include mentors, peers, and friends who can provide honest feedback, encouragement, and share their own experiences with imposter feelings. By seeing how others have navigated similar challenges, you can gain perspective on individuals experiences and feel less isolated in future struggles. Networking groups, professional associations, and social media platforms can be excellent resources for building these connections.

Cultivating a Growth Mindset

Developing a growth mindset, is particularly beneficial for combatting imposter syndrome. This involves shifting focus from proving competence to developing it. Embrace challenges as opportunities for growth, and understand that effort and learning are part of the journey to mastery. By valuing growth over perfection, you can more easily recognise your progress and feel less like imposter.

Setting Realistic Expectations and Boundaries

We often face societal pressures to excel in multiple roles, which can exacerbate feelings of imposter syndrome. It’s important to set realistic expectations for oneself and establish clear boundaries. This might mean saying no to additional responsibilities when you’re already stretched thin or setting aside time for self-care and personal development. Recognising that you cannot be everything to everyone is a crucial step in overcoming imposter feelings.

Practicing Self-Affirmation

Positive Self-Talk Self-affirmation practices can be powerful tools in combating negative thoughts and imposter syndrome. This involves regularly reminding oneself of personal strengths, achievements, and unique qualities. Positive self-talk helps in reframing negative thoughts that contribute to feelings of being an imposter. Instead of thinking, “I don’t belong here,” one might reframe this as, “I was chosen for my skills and I bring a unique perspective.”

Seeking Professional Guidance

Sometimes, the most effective strategy in overcoming imposter syndrome is seeking professional guidance. This can include talking to a mentor, a career coach, or a therapist who specialises in career-related challenges. These professionals can provide personalised strategies and support to help women understand and navigate their imposter feelings.

I recognise that overcoming imposter syndrome is not a one-time event but a continuous process of self-discovery and personal development. It’s about stepping into your power, recognising your worth, and understanding that your voice and contributions are valid and needed. Through supportive networks, a growth mindset, realistic expectations, positive self-talk, and professional guidance, women can not only overcome imposter syndrome but also thrive in their personal and professional lives.

If you have a talent project or require support creating your employer value proposition and talent programme, please don’t hesitate to get in touch.

Click here to book a meeting with Mollie.

 

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.