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.

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 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.

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.

Sadly, and I think this is a direct product of automated processes, ghosting has become more and more common in the hiring process and is one of the biggest pain points for candidates in today’s job market.

What is interview ghosting?

This refers to the ceasing of all communication with a candidate after the interview.

As an interesting aside here, this is an extrapolation of the CV ghosting problem that arose as a product of email/internet/outsourcing (god this makes me feel old) many years ago. When I began a career in recruitment, some 30 years ago, the delivery of a candidate was personally done (often by hand, if not by fax – look it up youngsters!) with an associated conversation, giving the opportunity for full feedback loops to both sides. As a consequence all candidates got feedback on their CV submissions.

We lamented it when this disappeared, and in the main it has not returned – and is probably a product of busy hiring managers not having the time to feedback, processes not having the time to feedback, a lack of appetite for confrontation, or a societal shift to not wanting to deliver bad news.

What is the interview process?

The investment of energy from various parties to get to this point is significant, there is:

• the sourcing of the candidates (either through attraction or search, there is a cost associated with this);
• the processing of the application (manual, automated or otherwise, there is a requirement for people and systems to get the application to the correct person);
• then the review and subsequent organisation of the interview itself;
• and finally the interview, or series of interviews (often involving more than one person and more than one instance)

And then whilst the successful candidate is inevitably engaged (they wouldn’t be successful otherwise), what is the brand damage, and cost, associated with the unsuccessful interviewee’s?

The impact of being interview ghosted

The cold avoidance of full and frank feedback is disorientating and discouraging for the candidate. It is hard for them to not feel as though their time and efforts have been wasted, and inevitably they feel taken advantage of. They also have no idea where they missed the mark for the client, and what if they were a close fit, what if they could be suitable for another role, what if their experience develops over the coming months and they become suitable?

They in effect become a lost candidate to the business due to past experience, and in this day and age of critical candidate shortages that seems either short sighted or a touch arrogant.

Moving forwards

And so our message to hirers is don’t ghost. Give full and frank feedback to all interviewee’s, you never know when they may become a candidate again, or in specialist markets when they may be interviewing you in the future!

And to candidates, this isn’t your fault and is not just happening to you. This is fast becoming a standard in a market that is at risk of over processing and removing critical human touch points in the hiring process. All that nonresponse means is that you are not the front runner for the position that you were going for, so perhaps make the assumption you were a close second and move onto the next opportunity.

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.

Working in partnership with a leading technology-led defence and security solutions company, we successfully helped our client by sourcing, assessing and placing a diverse talent pool into their bespoke cyber security 6-month training programme. The project resulted in the onboarding of a cohort individuals, providing them with long term career prospects and enabling our client to futureproof their cyber security and engineering capabilities.

What was the challenge?

Exploring the criticality of establishing bespoke training initiatives and programmes to contribute to a sustainable and resilient cybersecurity ecosystem. The demand for cybersecurity professionals has surged in recent years, driven by the abundance of digital technologies, and the increasing frequency of cyber threats. As organisations race to fortify their defences against cyber threats, the scarcity of qualified cybersecurity talent has emerged as a bottleneck, threatening the very foundations of digital resilience.

What was the ask?

The initiative encompassed the attraction, recruitment, assessment, and onboarding of 15 individuals with diverse backgrounds and a passion for cybersecurity. These individuals then had to undergo a tailored six-month training program within their initial 12 months of employment. Following the training programme, individuals were aligned with national security projects within Cyber Engineering or Vulnerability Research capabilities. This program was designed to cater to a diverse pool of participants, including career returners, recent graduates, school leavers, and career changers.

What were the actions?

• Established a comprehensive project planning framework led by a committed project owner and a dedicated delivery team
• Orchestrated a highly effective marketing campaign comprising of podcasts, blogs, employee interviews, and infographics
• Collaborated and partnered with key organisations and educational institutions to facilitate diversification efforts
• Regularly conducted reporting on Equity, Diversity, and Inclusion (ED&I) initiatives
• Successfully implemented and maintained a technical assessment platform
• Provided support and guidance around security clearance eligibility
• Concluded with a thorough project review report covering output analysis
• Generated comprehensive market insights encompassing diversity, equity, and inclusion (ED&I), remuneration, geographical considerations, and educational qualifications

What were the outputs?

• Effectively sourced, assessed and placed 15 qualified candidates in specified locations within 4 months
• 100% of responsive individuals answered that they found the recruitment process positive, or very positive
• Created an extensive talent pool for future cohorts
• Over 20% of submissions identified as female – We helped create ED&I initiatives to support future recruitment
• 95% offer acceptance rate

Client Feedback

“We wanted to offer long-term careers to high-potential individuals, who will become tomorrow’s tech leads and SMEs. With the support and expertise from Sanderson Government & Defence we have successfully recruited 15 candidates onto this year’s programme with a range of skillsets and capabilities, all of whom will have the opportunity to develop and achieve within our organisation. We have looked for candidates from outside the existing community, including those from non-traditional backgrounds with self-taught skills.

The Sanderson Government & Defence team are highly engaged, responsive and proactive in their approach to recruitment. They supported with technical assessment platforms, and providing support for the on-boarding of new starters. Sanderson have also provided useful data addressing things like equity, diversity and inclusion of applicants.”

Contact our specialist team to find out more

Mollie Chamberlain – Head of Projects, Government & Defence

+44 7710 280 877

[email protected]

Responsible for developing and implementing many business-critical applications and software platforms, Java Developers have for a long time held specialised and essential roles in many defence sector organisations.  

But as we move through Q4, will the demand for security cleared Java Developers still be as strong?  

In this opinion piece, Sanderson’s Head of Recruitment Services for our Government & Defence team James Corcoran gives his thoughts on the current state of the market as well as his projections for the future of Java Developers in the defence sector.  

The current state of the Government & Defence sector job market 

In good news for the government & defence sector, we’re seeing indications that the market is slowly rebounding. This is driven largely by contract demand as security organisations continue to be cautious after a year of rationalisation.  

Certain roles are tending to have more demand than others, and a Java Developer is one of these in demand skill sets. This could account for the 8% increase in salary costs that we saw between Q2 2023 and Q3 2023.  

Software roles in demand 

Java is one of the most popular programming languages used in enterprise companies, yet despite this 8% salary increase, is it set to start losing ground in terms of companies wanting to hire these skills?  

There are several surveys which do actually show a decline starting. In fact StackOverflow’s Developer survey recorded a drop from 33.3% to 30.6%, whilst the TIOBE index in October 2023 showed that Java’s year-on-year rating had dropped by 3.9%. 

What does the future hold for Java Developers and the associated talent pool? 

A big question in my mind is, are we going to see a further decline?  

Certainly, Oracle’s decision to stop all security updates for Java 8 without a support agreement is a warning shot. This coupled with their decision to change their pricing model to a new one that, according to Gartner, could cost organisations from 2 to 5 times more in annual licensing costs, only fuels speculation for Java’s decline. 

In my opinion though, Java is not going anywhere. 

It’s still the fourth in TIOBE’s Programming Index, and combined with the salary increases we’ve seen, it’s a proven, secure, and safe programming language with a significant adoption rate in many organisations.  

Over the next 12-18 months I believe the Java talent pool will skew to the later generations, with more experienced candidates and, as a result, be more contract-driven over the next few years.  

Our talent solution 

If you want to stay ahead of the curve and ensure you’re hiring the right security cleared candidate in the Java Development field for your organisation, we can help.  

As specialists in sourcing hard to find talent we will always solve your talent problems through to completion. You can find out more about our Government & Defence Recruitment services here. 

Please don’t hesitate to get in touch and let me know how I can help you. 

James Corcoran, Head of Recruitment

[email protected], +44 (0) 748 430 0887   

We are delighted to have been awarded a Vendor Neutral Managed Service into two key divisions of the Cabinet Office, namely Government Digital Services (GDS) and the Central Digital and Data Office (CDDO).

Our service, launched in April this year, is branded as Extended Talent and Services (ETS) reflecting the programme ambitions to capture a wide-ranging pool of DDaT and Commercial talent to augment civil service and partner delivered resources.

The key aims for the programme are:

• Implementation of an ambitious sourcing strategy providing multiple routes to market. To deliver a talent partner solution that helps GDS and CDDO remain competitive in the market and to make improved strategic sourcing decisions.
• Reductions in time-to-fill rates, whilst increasing and improving engagement with key strategic suppliers who specialise in the supply of workers across DDaT and Commercial areas.
• Access to quality market research, talent market trends and accurate pricing data to support more informed decision making and offer choice.
• Implement market leading technology to reduce the admin and contractual burden, ensure all processes are transparent, and offer real-time and supportive reporting

Commenting on this latest win, Nick Walrond, Managing Director of Sanderson Government & Defence said;

“We look forward to forging a long term and successful partnership with the GDS and CDDO teams, whilst building trusted and effective relationships with the critical supply chain. Our aim is to offer a route for new suppliers to be able to be onboarded quickly and easily in alignment with the future skills challenges faced by these key areas of government.”