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]

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]

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.

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]

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

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

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

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

Psychological Safety Awareness

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

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

Understanding Communication Styles

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

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

Navigating Multigenerational Organisations

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

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

Mitigating Bias in Recruitment

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

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

Conclusion

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

Next steps

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

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

[email protected]

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

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

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

Expanding the Talent Pool

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

The Value of Diverse Experience from Different Backgrounds

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

Assessing Transferable Skills

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

Leveraging Interim Appointments

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

Conclusion

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

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

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

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

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

What did the webinar cover?

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

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

Key topics covered

Mollie dived into a range of topics including:

Different CV formats and what makes a good CV

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

Translating military language

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

Optimising social media platforms

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

Effective research techniques

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

Prioritising reflection and consultation

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

Impact

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

Listen today!

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

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

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

Testimonials

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

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

‘It was absolutely brilliant!’

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

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

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

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

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

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

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

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

You can find out more about this award here.

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

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.

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